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BBC - BBC World Service Programmes - Click, 26/04/2011
Synopsis Click hears from the researcher who's accessed the data that his iPhone has recorded about his movements over the last few months. Even though this information is buried deep in the iPhone's memory, it's easy to access and share.Dashboard Everything
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In today’s global economy, we often hear of international start-ups targeting international markets with team members located in different countries, and of the many challenges they face. Yet the international start-up faces additional complexities such as navigating new legal and cultural frameworks, planning across several geo-political settings, and managing socio-economic dynamics shaped by individuals’ values and emotions. Using a common working language, such as English, helps mitigate many of these challenges.
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A grassroots approach to emerging-market consumers - McKinsey Quarterly - Strategy - Growth
When companies figure out how to serve low-income consumers in developing countries profitably, everyone wins: the disadvantaged gain access to products and services that the private sector is best positioned to deliver, while companies tap into vast new markets. On top of that, when core sectors of the economy—such as banking, electricity, telecommunications, and water—thrive, they transform consumers into producers and promote economic development. Unfortunately, this happy dynamic is more the exception than the rule. Low-income consumers just can't afford many products and services. A shaky infrastructure raises the costs of distribution.
The new growth frontier: Midsize cities in emerging markets - McKinsey Quarterly - Economic Studies - Productivity & Performance
Senior executives searching for growth face a stark new reality: roughly 400 midsize cities in emerging markets—cities they mostly will have never heard of—are posed to generate nearly 40 percent of global growth over the next 15 years. That’s more growth than the combined total of all developed economies plus the emerging markets’ megacities (those with populations of more than ten million, such as Mumbai, São Paulo, and Shanghai), which together have been the historic focus of most multinationals. Learning about consumer attitudes in the emerging markets’ “middleweight” cities (three-quarters of which have less than two million people), figuring out market entry strategies for them, and deciding how to allocate resources within and across them will all be crucial priorities in the years ahead. New research from the McKinsey Global Institute (MGI) seeks to arm executives with the knowledge they’ll need to tap into global urban growth.
report November 2011— Resource prices are rising and becoming more volatile. Without a resource revolution, we all face the prospect of damage to global growth, welfare, and the environment. more
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