{"id":11984,"date":"2009-01-26T07:00:00","date_gmt":"2009-01-26T07:00:00","guid":{"rendered":"https:\/\/www.sisinternational.com\/how-to-continue-your-expansion-in-emerging-markets-in-this-recession\/"},"modified":"2026-01-26T14:20:09","modified_gmt":"2026-01-26T19:20:09","slug":"como-continuar-su-expansion-en-los-mercados-emergentes-en-esta-recesion","status":"publish","type":"post","link":"https:\/\/www.sisinternational.com\/es\/como-continuar-su-expansion-en-los-mercados-emergentes-en-esta-recesion\/","title":{"rendered":"C\u00f3mo continuar su expansi\u00f3n en los mercados emergentes durante esta recesi\u00f3n"},"content":{"rendered":"
\"Investigaci\u00f3n<\/figure>\n\n\n\n

<\/p>\n\n\n

C\u00f3mo continuar su expansi\u00f3n en los mercados emergentes durante esta recesi\u00f3n <\/strong>
\nRuth Stanat, presidenta y directora ejecutiva de SIS International Research
\n26 de enero de 2009<\/p>\n

Fondo
\n<\/strong>
\nDesde la ca\u00edda del Muro de Berl\u00edn a principios de los a\u00f1os 1990, las empresas multinacionales se han precipitado hacia los mercados emergentes como la \u201c\u00faltima fiebre del oro\u201d. \u00c9sta fue y sigue siendo la plataforma para el crecimiento empresarial en las pr\u00f3ximas d\u00e9cadas. Durante la d\u00e9cada de 1990, las multinacionales se expandieron a China y otros mercados asi\u00e1ticos, adem\u00e1s de las econom\u00edas de Europa central y oriental y Am\u00e9rica Latina. Con liquidez y financiamiento continuos disponibles en los mercados de capital, esta expansi\u00f3n continua hacia los mercados emergentes fue una parte integral de la mayor\u00eda de los planes estrat\u00e9gicos y de expansi\u00f3n corporativos. Sin embargo, durante la crisis financiera y de liquidez m\u00e1s reciente del a\u00f1o pasado, el juego ha cambiado.<\/p>\n

El desaf\u00edo actual<\/strong><\/p>\n

Companies are increasingly halting research concerning market opportunity expansion into these emerging<\/a> markets in the past six months. As budgets and payrolls are getting slashed, expansion into emerging markets is being put on the back burner for most global firms. However, those firms that have the foresight to continue these research programs are prone to have a significant competitive advantage in the future when the economy rebounds.<\/p>\n

The challenge that CEOs and senior management face today is how to continue these expansion programs in these emerging markets with limited budgets and the prospect of failure, given a perceived rise in risk.<\/p>\n

La soluci\u00f3n<\/strong><\/p>\n

Market Assessment and Investigaci\u00f3n de entrada al mercado<\/a> do not have to stop during these recessionary times. Rather than spending large sums of money on primary investigaci\u00f3n<\/a> to conduct market entry and market segmentation research, a modest research budget might be possible to still keep you in the global game. The following are some considerations for a limited market assessment budget in these lean times. These will not work for everyone, but they incorporate some of the concerns and risks that many companies now face.
\n
\nFase I: Inteligencia de Mercado<\/span><\/em><\/p>\n

This phase will primarily use a secondary research methodology, which will offer a snapshot or a lay of the land picture of the market opportunity for a region of specific countries. The results of this phase will deliver a prioritization of the countries which offer \u201cthe low-hanging fruit\u201d for exportation of products or for local production of products.
\n
\nFase II: Investigaci\u00f3n cualitativa limitada o entrevistas con l\u00edderes de opini\u00f3n clave<\/span><\/em><\/p>\n

Fase III: Evaluaci\u00f3n Cuantitativa del Potencial de Mercado para sus Productos o Servicios <\/em><\/span><\/p>\n

Con CATI local, entrevistas presenciales u online, esta tercera fase debe cuantificar el potencial de ventas de su producto o servicios. Para reducir los costos de la investigaci\u00f3n, las empresas de investigaci\u00f3n pueden analizar el tama\u00f1o de la muestra. Si la empresa de investigaci\u00f3n recomienda un tama\u00f1o de muestra adecuado que garantice la calidad de la investigaci\u00f3n pero que tambi\u00e9n integre sus preocupaciones de costos, a\u00fan puede continuar con sus planes de expansi\u00f3n y entrada al mercado en estos pa\u00edses emergentes.
\n
\nLa cuesti\u00f3n de la actual falta de liquidez de las econom\u00edas emergentes<\/strong><\/p>\n

Este es un obst\u00e1culo importante para la expansi\u00f3n continua en los mercados emergentes. Por otro lado, la falta de liquidez es principalmente local en estos pa\u00edses. Si su empresa tiene acceso a liquidez en estos mercados emergentes, entonces tiene una ventaja estrat\u00e9gica en estos mercados emergentes.<\/p>\n

Remember in these markets that a little goes a long way. Countries like Mexico hardly forget those firms that entered Mexico before the Peso crisis in the early 1990s and made a swift \u201cexit\u201d during the peso crisis. Clearly, they were not welcome back with open arms after the crisis was over. In addition, those firms that stayed in South Africa during the Apartheid rule, reaped the benefits of the economy after the exit of this political regime. During this economic downturn, if companies can continue to remain in these emerging economies, they are likely to be \u201cahead of the game\u201d when the recession ends. Indeed, difficulties abound with trying to \u201cjumpstart\u201d your re-entry at a later point in time.
\n
\nResumen\/Conclusiones<\/strong><\/p>\n

Las siguientes son consideraciones para las corporaciones multinacionales que han lanzado programas de evaluaci\u00f3n de mercados en mercados emergentes durante los \u00faltimos a\u00f1os:<\/p>\n

1. Considere continuar su presencia en estas econom\u00edas, incluso a un "nivel de mantenimiento".
\n2. Consider continuing your research programs with cost-effective research budgets
\n3. Considere asegurarse de que el gobierno local y sus socios locales sepan que usted estar\u00e1 presente "a largo plazo" en su mercado.
\n4. Considere continuar sus programas de entrada al mercado con modestos programas publicitarios para asegurarle al mercado local que \u201cno ha salido del mercado\u201d.
\n5. Considere continuar monitoreando las actividades de sus competidores, ya que pueden \u201cgastar m\u00e1s\u201d que usted durante este per\u00edodo de recesi\u00f3n para ganar participaci\u00f3n de mercado en los mercados emergentes.<\/p>","protected":false},"excerpt":{"rendered":"

C\u00f3mo continuar su expansi\u00f3n en los mercados emergentes durante esta recesi\u00f3n <\/strong>
Ruth Stanat, presidenta y directora ejecutiva de SIS International Research
26 de enero de 2009<\/p>\n

Fondo<\/strong><\/p>","protected":false},"author":1,"featured_media":66218,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[292],"tags":[],"class_list":["post-11984","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-strategy","generate-columns","tablet-grid-50","mobile-grid-100","grid-parent","grid-50"],"_links":{"self":[{"href":"https:\/\/www.sisinternational.com\/es\/wp-json\/wp\/v2\/posts\/11984","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.sisinternational.com\/es\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.sisinternational.com\/es\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/es\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/es\/wp-json\/wp\/v2\/comments?post=11984"}],"version-history":[{"count":9,"href":"https:\/\/www.sisinternational.com\/es\/wp-json\/wp\/v2\/posts\/11984\/revisions"}],"predecessor-version":[{"id":79574,"href":"https:\/\/www.sisinternational.com\/es\/wp-json\/wp\/v2\/posts\/11984\/revisions\/79574"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/es\/wp-json\/wp\/v2\/media\/66218"}],"wp:attachment":[{"href":"https:\/\/www.sisinternational.com\/es\/wp-json\/wp\/v2\/media?parent=11984"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.sisinternational.com\/es\/wp-json\/wp\/v2\/categories?post=11984"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.sisinternational.com\/es\/wp-json\/wp\/v2\/tags?post=11984"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}