Even though the automotive-supply, construction equipment, and chemical industries have significantly different natures and competitive landscapes, a sea change is under way in all three. Multinational corporations in each are facing urgent challenges to their global leadership from rapidly growing companies based in emerging markets.
China has become a two-speed consumer market. The optimistic, “high-speed” market disproportionately consists of middle- to upper-middle-class and affluent households that are powering consumer spending.
A new and more complex phase of globalization has begun. Rather than determine whether their companies should go global, CEOs must now figure out how they can do so in a way that works for the long term.
BCG’s Sustainable Economic Development Assessment evaluates how effectively countries convert wealth into well-being relative to other countries—and raises important questions in the field of development.