{"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":"how-to-continue-your-expansion-in-emerging-markets-in-this-recession","status":"publish","type":"post","link":"https:\/\/www.sisinternational.com\/fr\/how-to-continue-your-expansion-in-emerging-markets-in-this-recession\/","title":{"rendered":"Comment poursuivre votre expansion sur les march\u00e9s \u00e9mergents pendant cette r\u00e9cession"},"content":{"rendered":"
\"SIS<\/figure>\n\n\n\n

<\/p>\n\n\n

Comment poursuivre votre expansion sur les march\u00e9s \u00e9mergents pendant cette r\u00e9cession <\/strong>
\nRuth Stanat, pr\u00e9sidente et directrice g\u00e9n\u00e9rale, SIS International Research
\n26 janvier 2009<\/p>\n

Arri\u00e8re-plan
\n<\/strong>
\nDepuis la chute du mur de Berlin au d\u00e9but des ann\u00e9es 1990, les entreprises multinationales se sont pr\u00e9cipit\u00e9es sur les march\u00e9s \u00e9mergents dans le cadre de la \u00ab derni\u00e8re ru\u00e9e vers l\u2019or \u00bb. Cela a \u00e9t\u00e9 et continue d\u2019\u00eatre la plate-forme de croissance des entreprises au cours des prochaines d\u00e9cennies. Au cours des ann\u00e9es 1990, les multinationales se sont d\u00e9velopp\u00e9es en Chine et sur d\u2019autres march\u00e9s asiatiques, ainsi que dans les \u00e9conomies d\u2019Europe centrale et orientale et en Am\u00e9rique latine. Gr\u00e2ce \u00e0 la liquidit\u00e9 et au financement continus disponibles sur les march\u00e9s des capitaux, cette expansion continue sur les march\u00e9s \u00e9mergents faisait partie int\u00e9grante de la plupart des plans strat\u00e9giques et d'expansion des entreprises. Cependant, lors de la plus r\u00e9cente crise financi\u00e8re et de liquidit\u00e9 de l\u2019ann\u00e9e derni\u00e8re, la donne a chang\u00e9.<\/p>\n

Le d\u00e9fi actuel<\/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 solution<\/strong><\/p>\n

Market Assessment and Recherche d'entr\u00e9e sur le march\u00e9<\/a> do not have to stop during these recessionary times. Rather than spending large sums of money on primary recherche<\/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
\nPhase I\u00a0:\u00a0Information sur le march\u00e9<\/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
\nPhase II\u00a0: Recherche qualitative limit\u00e9e ou entretiens avec des leaders d'opinion cl\u00e9s<\/span><\/em><\/p>\n

Phase III\u00a0: \u00c9valuation quantitative du potentiel de march\u00e9 pour vos produits ou services <\/em><\/span><\/p>\n

Avec des entretiens CATI locaux, en face-\u00e0-face ou en ligne, cette troisi\u00e8me phase doit quantifier le potentiel de vente de votre produit ou services. Pour r\u00e9duire les co\u00fbts de recherche, les soci\u00e9t\u00e9s de recherche peuvent analyser la taille de l'\u00e9chantillon. Si le cabinet d\u2019\u00e9tudes pr\u00e9conise une taille d\u2019\u00e9chantillon appropri\u00e9e qui garantit la qualit\u00e9 de la recherche mais int\u00e8gre \u00e9galement vos pr\u00e9occupations en mati\u00e8re de co\u00fbts, vous pouvez toujours poursuivre vos projets d\u2019expansion et d\u2019entr\u00e9e sur le march\u00e9 dans ces pays \u00e9mergents.
\n
\nLa question du manque actuel de liquidit\u00e9s pour les \u00e9conomies \u00e9mergentes<\/strong><\/p>\n

Il s\u2019agit d\u2019un obstacle majeur \u00e0 la poursuite de l\u2019expansion sur les march\u00e9s \u00e9mergents. En revanche, le manque de liquidit\u00e9 est avant tout local dans ces pays. Si votre entreprise a acc\u00e8s \u00e0 des liquidit\u00e9s sur ces march\u00e9s \u00e9mergents, vous disposez alors d\u2019un avantage strat\u00e9gique sur ces march\u00e9s \u00e9mergents.<\/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
\nR\u00e9sum\u00e9\/Conclusions<\/strong><\/p>\n

Voici les \u00e9l\u00e9ments \u00e0 prendre en compte pour les soci\u00e9t\u00e9s multinationales qui ont lanc\u00e9 des programmes d'\u00e9valuation des march\u00e9s sur les march\u00e9s \u00e9mergents au cours des derni\u00e8res ann\u00e9es\u00a0:<\/p>\n

1. Envisagez de poursuivre votre pr\u00e9sence dans ces \u00e9conomies \u2013 m\u00eame \u00e0 un \u00ab niveau de maintenance \u00bb
\n2. Consider continuing your research programs with cost-effective research budgets
\n3. Pensez \u00e0 assurer au gouvernement local et \u00e0 vos partenaires locaux que vous \u00eates l\u00e0 \u00ab \u00e0 long terme \u00bb sur leur march\u00e9
\n4. Envisagez de poursuivre vos programmes d'entr\u00e9e sur le march\u00e9 avec de modestes programmes publicitaires pour assurer le march\u00e9 local que vous \u00ab n'avez pas quitt\u00e9 le march\u00e9 \u00bb.
\n5. Envisagez de continuer \u00e0 surveiller les activit\u00e9s de vos concurrents, car ils pourraient \u00ab d\u00e9penser plus que vous \u00bb pendant cette p\u00e9riode de r\u00e9cession pour gagner des parts de march\u00e9 sur les march\u00e9s \u00e9mergents.<\/p>","protected":false},"excerpt":{"rendered":"

Comment poursuivre votre expansion sur les march\u00e9s \u00e9mergents pendant cette r\u00e9cession <\/strong>
Ruth Stanat, pr\u00e9sidente et directrice g\u00e9n\u00e9rale, SIS International Research
26 janvier 2009<\/p>\n

Arri\u00e8re-plan<\/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\/fr\/wp-json\/wp\/v2\/posts\/11984","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/comments?post=11984"}],"version-history":[{"count":9,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/posts\/11984\/revisions"}],"predecessor-version":[{"id":79574,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/posts\/11984\/revisions\/79574"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/media\/66218"}],"wp:attachment":[{"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/media?parent=11984"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/categories?post=11984"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/tags?post=11984"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}