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Exploring marketing issues for business-to-business companies entering
emerging markets
Fabio Cassia
PH.d. in Marketing
University of Bergamo
Faculty of Economics
Department of Business Administration
Via dei Caniana, 2
24127 Bergamo
ITALY
e-mail: fabio.cassia@unibg.it
Francesca Magno
PH.d. in Marketing
University of Bergamo
Faculty of Economics
Department of Business Administration
Via dei Caniana, 2
24127 Bergamo
ITALY
e-mail: francesca.magno@unibg.it
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Exploring marketing issues for business-to-business companies entering
emerging markets
ABSTRACT
The growth of emerging markets has brought about increasing business opportunities. Since
the 1990s a specific stream of literature has been exploring this issue. Anyway available
studies about emerging markets are mainly focused on identifying suitable strategies for firms
operating in consumer goods industries, while largely ignoring business-to-business markets.
Nonetheless marketing challenges for business-to-business companies entering emerging
markets may be different as compared to the ones faced by business-to-consumer companies.
The purpose of this paper is to give a contribute to the mentioned debate by showing the
results of an empirical analysis, based on the case study research method, of three Italian
companies operating in Eastern Europe Countries. Moreover to give a further contribute to
available knowledge the study analyzes firms characterized by different sizes and not only
multinational corporation as in most of previous studies. Five business-to-business issues are
detected: issues in the scenario; issues in building a sales network; issues with branding and
communication activities; issues with products and solutions; issues about the competition.
1. INTRODUCTION
The rapid economic growth of emerging markets and the related business opportunities have
been raising the interest of management scholars since the 1990s (e.g. Austin, 1990). In
particular the well-known article by Prahalad and Lieberthal (1998) “The end of corporate
imperialism” started to pave the way for a growing stream of literature challenging the
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validity of common managerial practices developed in mature countries when applied to
emerging countries.
Since then many authors have contributed to this stream of research by exploring several
issues, such as: emerging markets potential (Waheeduzzaman and Pau, 2006) and
specificities (Cavusgil et al., 2002; Pacek and Thorniley, 2007), product strategies (Brouthers
et al., 2005), market segmentation (London and Hart, 2004; Khanna and Palepu, 2006) and
“the fortune at the bottom of the pyramid” (Prahalad, 2007), branding choices (Eckhardt,
2005), distribution strategies (Dawar and Chattopadhyay, 2002; Griffith et al., 2005),
multinational failures in emerging markets (Pak and Lee, 2002), the first mover advantage
(Cui and Lui, 2005), ethical dilemmas (Sele, 2006).
Despite these pioneering studies, “we need to conduct more research in EMs [emerging
markets], both to further advance marketing as an academic discipline and maintain its
managerial relevance” (Burgess and Steenkamp, 2006, p.338).
The purpose of this paper is then to further explore this issue by contributing to fill two gaps
in available knowledge about managerial theories in emerging markets:
- the vast majority of studies about EMs is focused on studying and defining suitable
strategies related to consumer goods industries, while largely ignoring business-to-business
markets, even if industrial settings are much more relevant than consumer markets as to the
volume of transactions carried out (Håkansson & Snehota, 2006). Available studies about
business-to-business practices in EMs are focused only on a few specific issues/countries:
e.g. the special issue of the Journal of Business & Industrial Marketing (Vol. 23, N. 6, 2008)
about culture and marketing in emerging market economies and the special issue of the same
journal about business-to-business marketing in China (Vol. 22, N. 2, 2007). Emerging
markets place a significant demand for industrial goods since they need to update their
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industrial installed base and to fill their lack of infrastructures (Khanna and Palepu, 1997).
Therefore this paper’s first aim is to broadly explore marketing challenges for business-tobusiness companies entering emerging markets;
- most of available studies take the multinational corporation point of view (e.g. Bhaumik
and Gelb, 2005), which may significantly differ from the small and medium companies’
perspective. To give a further contribute to available knowledge this paper analyzes firms
characterized by different sizes.
The paper is organized as follows. First of all emerging markets are defined and their
characteristics reviewed. After that the most important issues in industrial marketing are
introduced, the empirical research is described and results are discussed. Some concluding
remarks complete the paper.
2. EMERGING MARKETS AND THEIR SPECIFICITIES
The term “emerging markets” was the result of a rebranding of “Third Word” as an attempt to
substitute negative associations with more positive concepts (Van Agtmael, 2007). From a
more practical point of view the identification of which countries should be classified as
“emerging” (or “developing”) is not easy since a number of criteria have been suggested.
A first group of definitions is characterized by the use of parameters based explicitly or
implicitly on the country’s current level of income per-capita:
-The World Bank takes into consideration the gross national income per capita (GNI) and
defines high-income countries as those with a 2008 GNI per capita of $11,906 or more (67
countries). The remaining countries, which indirectly can be labeled as “emerging”, belong to
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the following groups: low income, $975 or less; lower middle income, $976 - $3,855; upper
middle income, $3,856 - $11,905.
-The U.N. (2010) make a distinction among developed countries, developing countries and
economies in transition, stating that “there is no established convention for the designation of
"developed" and "developing" countries or areas in the United Nations system. In common
practice, Japan in Asia, Canada and the United States in northern America, Australia and
New Zealand in Oceania, and Europe are considered "developed" regions or areas […] the
Southern African Customs Union is also treated as a developed region and Israel as a
developed country; countries emerging from the former Yugoslavia are treated as developing
countries; and countries of eastern Europe and of the Commonwealth of Independent States
in Europe are not included under either developed or developing regions [they are the socalled economies in transition]. Developed countries have on average an income per capita
(2009) of $17,567, developing countries of $880 and transition economies of $5,068.
- The International Monetary Fund (2010, p.149) states that “the group of emerging and
developing economies (149 countries) includes all countries that are not classified as
advanced economies” [33 countries].
Some other organizations and researchers indentify emerging countries, based not only on
current income pro-capita but also on growth parameters. For example Pelle (2007) considers
as emerging those countries with both an income per capita lower than $5,000 and a growth
rate of 5%/year or higher. Similarly Goldman Sachs (2001; 2005) use the terms BRICs and
Next-11 to emphasize the level of current or potential growth characterizing some emerging
markets.
Going beyond this variety of definitions, a valuable conceptualization is the one provided by
Khanna and Palepu (1997), who state that emerging markets are those where there are some
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failures in providing the institutions necessary to support basic business operations, i.e.: lack
of adequate and reliable information, misguided regulations, i.e. political goal are more
important than economic efficiency, inefficient judicial systems. Following this reasoning
emerging markets are defined by specific context conditions which make them different from
mature countries.
More specifically, according to Burgess and Steenkamp (2006) the conditions of three
institutional subsystems distinguish emerging economies from advanced countries:
-the socioeconomic subsystem, including rapid change, a young and largely under-educated
population, extreme differences in household size and income between the affluent segment
and the base of the pyramid;
-the cultural subsystem, suggesting an emphasis on hierarchy and embeddedness since people
are strongly rooted in collective groups;
-the regulative subsystem, meaning that legal outcomes are more unlikely and that several
stakeholders have a high influence on corporate governance.
These factors force companies to adapt their strategies to compete in emerging markets. For
example Walters and Samiee (2003, p. 98) underline that the “lack of reliable information is a
key reason for the absence of formal corporate planning activities in many developing
markets”.
Several other authors have studied the impact of the mentioned factors on managerial issues.
For example Prahalad (2007) lists a set of principles in order to create suitable products for
the bottom of the pyramid, to which the majority of the emerging markets’ population
belongs. Griffith et al. (2005) suggest to foreign companies entering developing countries to
distribute their goods through natural channels, instead of imposing standardized channels.
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Cui and Lui (2001) highlight that the best choice between the use of a foreign brand instead
of a local brand may depend on several conditions, such as the characteristics of the targeted
segment.
3.
EMERGING
MARKETS
AND
BUSINESS-TO-BUSINESS
FOREIGN
COMPANIES
Despite the increasing quantity and variety of studies on these issues, available analyses tend
to focus only on consumer markets, emphasizing for example the behavior of the “new”
consumers. On the contrary business-to-business markets are largely ignored, even if the
opportunities in these industries are dramatically increasing in developing countries, which
demand a wide variety of components, machineries and infrastructures. For example
machinery and transport equipment are the most significant commodities imported by China,
immediately after manufactures (tab. 1).
Nonetheless marketing challenges for business-to-business companies entering emerging
markets may be different as compared to the ones faced by business-to-consumer companies,
and studied so far. As a matter of fact business-to-business contexts are characterized by
specific market conditions, which have an impact on suitable marketing strategies.
Business-to-business markets have some specific features, which in summary are (Mudambi,
2002; Håkansson and Snehota, 2006):
-the existence of continuous business relationships involving activities, actors and resources
on both sides (buyer and seller);
-the high degree of market concentration (relatively low number of buyers and sellers);
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-the complexity and the customization of products and solutions;
-the complexity and the high technical competences of the decision making unit;
-the relevance of personal selling over mass-market advertising.
Commodity
$US Millions (2008)
Agricultural products
86,830
Automotive products
29,051
Chemicals
118,998
Clothing
2,282
Electronic data processing and office equipment
46,471
Food
49,543
Fuels
168,777
Fuels and mining products
306,871
Integrated circuits and electronic components
148,125
Iron and steel
27,138
Machinery and transport equipment
441,982
Manufactures
733,439
Office and telecom equipment
231,489
Pharmaceuticals
5,508
Telecommunications equipment
36,893
Textiles
Tab 1. Chinese import by commodity (2008). Source: WTO.
16,228
Anyway available studies about business-to-business marketing in EMs are limited to a
specific issues/countries: e.g. the special issue of the Journal of Business & Industrial
Marketing (Vol. 23, N. 6, 2008) about culture and marketing in emerging market economies
and the special issue of the same journal about business-to-business marketing in China (Vol.
22, N. 2, 2007). Therefore a broader perspective on business-to-business marketing critical
issues in EMs is needed.
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Moreover available studies about firm strategies in emerging markets mostly adopt the
multinational corporations’ perspective, ignoring the point of view of small and medium
companies.
The purpose of the following analysis is therefore to explore marketing challenges for foreign
(big, medium and small) industrial companies competing in emerging markets.
4. METHODOLOGY
Following the call for comparative (case-study) research on marketing strategies in
developing countries (Akbar and Samii, 2005), this research adopts the case study research
(Eisenhardt 1989; Yin, 2003). In the selection of the cases to be analyzed, theoretical
sampling was used (Eisenhardt 1989), which means that cases were chosen on the basis of the
contribution they could give to theory building. In particular three Italian companies
belonging to different business-to-business industries and having entered emerging countries
in Eastern Europe (or transitional economies according to the United Nations definition) were
chosen. Moreover firms with different sizes were selected. It must also be mentioned that all
three companies have decided to expand their sales (and not sourcing) activities to Eastern
Europe recently, after having collected some experience in several foreign mature markets.
The main features of the three cases are summarized in table 2.
In order to gather data about the complex issue under inquiry, semi-structured in-depth
interviews with the sales director or the sales area managers responsible for the company
exporting activities in Eastern Europe were conducted. Each interview was analyzed and
coded to highlight recurring themes.
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Product /
Industry
Number of
employees
Case 1
Machine and
technologies
for
agricultural
activities
Case 2
Case 3
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35
Presence in
Eastern Europe
Countries (EEC)
Albania, Russian
Federation, Serbia
and Montenegro,
Ukraine
Year of
entry in
EEC
1991
Equipment
for the food
industry
132
Ukraine, Belarus
2005
Heating
systems
640
Russian Federation,
Ukraine
1993
Sales
organization
in EEC
Sales area
manager and
local
distributors.
No own
branches.
Sales area
managers,
agents,
regional
distributors.
One branch
office in each
country.
Sales area
managers for
key accounts
and a few
nation-wide
importers with
their own sales
network
reaching
several
wholesalers.
One
branch
office in each
country.
Respondent
Sales area
manager
Sales director
Sales area
manager
Table 2 – Description of the cases analyzed in the research.
5. RESULTS
Results have been grouped in several categories according to the most recurring issues.
5.1 Issues in the scenario
Problems such as corruption, long bureaucratic procedures, tax evasion, instability and their
impact on business have been raised by respondents when asked about the overall scenario
they found in EEC. One of the interviewed people noted:
“One of the main problems we have to face in Ukraine is a high level of
corruption and the presence of a diffuse black market. These factors severely
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increase the level of competition in that market. This is because fake goods with
the indication of a false country of origin and supported by false quality
certifications are invading the Ukrainian market from the Far East […]
Moreover the high level of tax evasion and the absence of efficient controls
means that local firms officially report lower levels of sales turnover than the real
ones: this implies that they have severe difficulties in obtaining loans from banks.
This is a strong issue for us since our products are mostly directed toward the
local building industry, which is dependent on bank loans […] Moreover the
political and financial instability of this country has emphasized the negative
effects of the financial crisis in 2009” (case 3).
5.2 Issues in building a sales network
Building an efficient sales network is one of the most important tools of business-to-business
marketing. But interviewed managers reported that probably this was and still is their major
concern about operating in EEC:
“It was extremely difficult to find suitable and reliable partners in EEC, with
whom to share our product and commercial know-how. Most of our efforts in
building and maintaining our sales network there are related to training activities
to the distributors, who will have the responsibility to interact with the customers.
These partners are usually not trained from a technical point of view […] We
could have expanded our activities more quickly as in mature countries if we
would not have to face these issues”. (case 1)
“In both Eastern European countries where we have expanded, we found that
there was not a nationwide distribution system, thus we have to rely on a number
of small and regional distributors, which lack of standard professional
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competencies we were used to find in any mature countries. Of course we need to
include local distributors in our sales network since they know the local market
and culture and how to capture the attention and confidence of local clients […]
but the high level of fragmentation implies a high managerial complexity for us.
Moreover you have to monitor that the local partner behaves consistently with
our instructions, and this is not always the case”. (case 2)
5.3 Issues with branding and communication activities
Communication activities in business-to-business markets usually rely on a different media
mix as compared to what happens in business-to-consumer contexts. On these points
managers noted:
“The participation to exhibitions in EEC can be efficient only if you have been
already able to build a sales network on your own […] this events can increase
the credibility of your brand, products, agents and distributors […] It can be
useful to reinforce you brand though scientific publications, but only if you find
customers able to appreciate them and this is rare in EEC” (case 1).
“Having a strong brand image is fundamental to attract new clients. The main
drivers of brand image in EEC are the ownership of international quality
certifications and the equipment installations we have already completed for
other local clients. Moreover clients may be interested in our equipment only if
they can verify how it works […] participating to exhibitions is a good
opportunity in this sense because you can let potential customers experience our
machines” (case 2).
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“You have to own both international and national quality certification to
communicate your product reliability. But these tools are useful only if potential
clients are able to appreciate them. You have to assist them in defining the best
investment solution for them, since they are not used to perform such
evaluations” (case 3).
One interesting point has been made by managers about the country of origin effect:
“Being Italian can help you, given our recognized expertise in this industry”
(case 1).
But:
“Even if our country of origin could give a positive support to our activities in
EEC, it is actually a liability. Some other Italian companies have entered these
countries immediately after the fall of the Berlin wall attracted by the huge
commercial opportunities. Unfortunately these companies have sold products
with low quality and their negative business behavior has deteriorated the image
for all Italian product. So you have to work a lot for being perceived as reliable
in our industry”. (case 2)
5.4 Issues with products and solutions
About the need to adapt products and create specific solutions for EEC, managers have
remarked:
“Even if you use a standard equipment, the performance and the output may be
completely different in EEC, since they depend on specific environmental
conditions (e.g. humidity), on the quality of local raw materials, on the
competences and the culture of the personnel […] You must have a complete
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control on the production process to obtain a good output. Therefore in EEC we
had to invest heavily in after-sales assistance and services and clients’ employees
training. This requires huge investments for a company of our size” (case 2).
“In Ukraine we had to adapt our products to resist to higher water pressures. But
above all we had to create a complete network for after sales services” (case 3).
5.5 Issues about the competition
The level of competition reported by managers and found in the EEC is related to the specific
industry, but interestingly it must be remarked that it is increasing steadily:
“There still are growing business opportunities in EEC for our products.
Nonetheless competition is sometimes very strong and due to the behavior of
other Italian companies! Much more coordination would be needed” (case 1).
“Even if the market for our products was relatively new in EEC, when we entered
these markets we found some German companies operating there. More
importantly you have to consider the competition coming from products imported
illegally” (case 2).
“The degree of competition in our industry in EEC is already high. There are
several German and Swedish companies on these markets. Anyway we entered
these markets as first mover and we are still taking advantage of our pioneering
condition” (case 3).
6. CONCLUSION
The purpose of this paper was to explore marketing issues for Western business-to-business
companies entering emerging markets. As a matter of fact emerging markets offer huge
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opportunities for companies operating in industrial industries, even if the literature about
EMs has mainly concentrated on business-to-consumer contexts up to now.
The study based on in depth-case analysis has shown some recurring challenges:
-Issues in the scenario;
-Issues in building a sales network;
-Issues with branding and communication activities;
-Issues with products and solutions;
-Issues about the competition.
Results can be interpreted as an extension of the analysis of Khanna and Palepu (1997), who
state that emerging markets are characterized by institutional voids. Our study highlights that
the main institutional void affecting business-to-business companies entering EEC is the lack
of local developed sales networks, e.g. the presence of only a few and/or local distributors.
This implies that each company should create ex novo its own distribution system, which
means significant efforts and investments to find reliable partners and to train them.
Of course this research presents several limitations. First of all the study is based on the
analysis of three case studies of companies operating in some specific emerging markets.
Further detailed research with different samples and in different countries is needed before
trying to generalize results. Moreover each business-to-business industry has its own
specificities and nature. An extension of the analysis to other business-to-business contexts
may then be fruitful. It must nonetheless be remarked that much more scientific research
efforts are needed on this topic since it is strongly under-researched.
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