Financial & Human capital: How can you build effective partnerships and teams to succeed in a new market?

Addressing the softer challenges: Acquiring talent, developing partnerships, securing financial support and appreciating cultural nuances need constant consideration - not just when entering a new market, but throughout a company’s expansion journey

Investment roadmap & partnerships - Key considerations:

  • What are the investment options and financial policies for foreign firms in a new Growth Market?
  • What are the key issues foreign companies face in partnering locally in this market?
  • What is the best method for entering the market? Acquisition, JV, franchise or alone?
  • How should you identify and assess the most suitable partner or target company?
  • What financial policies are in place for foreign companies to raise and extract funds?

Leadership, talent & governance - Key considerations:

  • How can you identify the right local talent and build an effective organisation?
  • Which roles will you need to staff from outside the country and locally?
  • What is the local availability of good senior, experienced talent for your sector?
  • What is the average retention rate for your sector locally?
  • What are the key factors in retention?
  • What are the typical salary and associated costs you should be aware of (pensions, social insurance)?

Cultural capital - Key considerations:

  • What are the local cultural norms essential for you to function effectively in the Growth Market?
  • How does doing business in this growth market differ from conducting business back home?
  • What are the different social classes and hierarchies in the growth territory. How does this affect the way business is conducted?
  • How does consumer buying behaviour vary due to the cultural/ social norms?
  • Are business relationships more contractual or trust based?

Related research and insights

2015 Africa Capital Markets Watch

Dec 01 2015

PwC’s 2015 Africa Capital Markets Watch provides an analysis of African equity and debt capital markets transactions that took place between 2011 – 2015. It also highlights the trends in African capital markets in 2015 which reflected strong figures, however, indicates that challenging times may lie ahead. 

The female millennial: A new era of talent

Mar 31 2015

Attracting, engaging, developing and retaining the female millennial.

Banking and finance in China: The outlook for 2015

Feb 09 2015

In this new report we have surveyed domestic and foreign banks, trusts, peer-to-peer (P2P) lenders and Internet finance and auto finance companies to get an accurate and comprehensive picture of a sector that is readying itself for a period of substantial change.

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Nov 08 2012

PwC’s videos and articles on infrastructure development in a range of emerging markets, written by global and local infrastructure specialists.

Closing the talent shortage gap in the emerging world

Dec 03 2012

Explores the many sides of the talent shortage challenging infrastructure companies working in emerging markets. To plan, build and maintain this infrastructure, developing nations will need millions of highly skilled workers, including civil engineers, electrical and mechanical engineers, architects, designers, surveyors and project managers.

Presence to Profitability

Dec 08 2014

PwC’s Growth Markets Centre report, ‘Presence to profitability’, articulates steps to identify and grow profitably with the right partner in growth markets.

Handbook on Corporate Social Responsibility in India

Mar 04 2014

India is a country of myriad contradictions. On the one hand, it has grown to be one of the largest economies in the world, and an increasingly important player in the emerging global order, on the other hand, it is still home to the largest number of people living in absolute poverty and the largest number of undernourished children. This handbook suggests steps to developing a CSR strategy and policy and identifies the key building blocks for initiating and developing the CSR programs. It walks the CSR practitioner through some of the key choices that may be required to be made while pursuing CSR objectives and developing an organisation that is socially sensitive and responsible.