Business strategies for emerging markets: Agility, size and taste
The term 'BRIC' was invented by Goldman Sachs economist Jim O'Neill in 2001 to shorthand the four key emerging economies to watch. BRIC, of course stands for Brazil, Russia, India, China – countries that have, over the past decade, produced a third of global GDP, and represent a quart...
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2012
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sg-smu-ink.pers-13082017-03-22T05:36:50Z Business strategies for emerging markets: Agility, size and taste Singapore Management University The term 'BRIC' was invented by Goldman Sachs economist Jim O'Neill in 2001 to shorthand the four key emerging economies to watch. BRIC, of course stands for Brazil, Russia, India, China – countries that have, over the past decade, produced a third of global GDP, and represent a quarter of world's population. In 2010, the BRIC middle classes - with incomes between 6,000 and 30,000 USD - overtook that of the G7, and it has been estimated that this middle class population will double by 2020, profoundly changing demand trends in favour of value-added products such as cars, office equipment and technology. 2012-01-01T08:00:00Z text application/pdf https://ink.library.smu.edu.sg/pers/308 https://ink.library.smu.edu.sg/cgi/viewcontent.cgi?article=1308&context=pers http://creativecommons.org/licenses/by-nc-nd/4.0/ Perspectives@SMU eng Institutional Knowledge at Singapore Management University Business Intelligence International Business |
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Business Intelligence International Business Singapore Management University Business strategies for emerging markets: Agility, size and taste |
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The term 'BRIC' was invented by Goldman Sachs economist Jim O'Neill in 2001 to shorthand the four key emerging economies to watch. BRIC, of course stands for Brazil, Russia, India, China – countries that have, over the past decade, produced a third of global GDP, and represent a quarter of world's population. In 2010, the BRIC middle classes - with incomes between 6,000 and 30,000 USD - overtook that of the G7, and it has been estimated that this middle class population will double by 2020, profoundly changing demand trends in favour of value-added products such as cars, office equipment and technology. |
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Singapore Management University |
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Singapore Management University |
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Singapore Management University |
| title |
Business strategies for emerging markets: Agility, size and taste |
| title_short |
Business strategies for emerging markets: Agility, size and taste |
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Business strategies for emerging markets: Agility, size and taste |
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Business strategies for emerging markets: Agility, size and taste |
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Business strategies for emerging markets: Agility, size and taste |
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business strategies for emerging markets: agility, size and taste |
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Institutional Knowledge at Singapore Management University |
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2012 |
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https://ink.library.smu.edu.sg/pers/308 https://ink.library.smu.edu.sg/cgi/viewcontent.cgi?article=1308&context=pers |
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