Sentence examples for emerging multinationals from inspiring English sources

And the phenomenon of emerging multinationals is not as new as you might think.

A firm burdened with high costs and a declining domestic market may nonetheless have a brand, customers or know-how that emerging multinationals covet.

THE world's cheapest car, the Tata Nano launched this week in Mumbai in a burst of flashbulbs and national pride has turned the spotlight once again on the developing world's emerging multinationals.

Goodbye, Moto Less exuberant If you can't beat 'em, join 'em They're behind you The new face of private equity Correction: Jim Goodnight ReprintsLike parvenus everywhere, these emerging multinationals often buy their way into the top ranks.

The Economist summarizes the jarring coexistence, driven in large part by both political and cultural values, of impressive scale and unimpressive innovation-driven brand depth: "The contradictions of [chip manufacturer] Huawei are mirrored to some degree by all the country's emerging multinationals and ultimately reflects those of China itself.

In the past two decades, emerging market multinationals (EMMs) have been trying to catch up with developed market multinationals (DMMs) and are increasingly making their presence felt on the global competitive landscape.

"Emerging market multinationals will not be able to escape these trends, given their expanding business footprint.

"The findings of this report show that emerging market multinationals have work to do before they have in place the policies and programmes that are needed to help achieve the SDG target," the report said.

"Despite some scattered signs of improvement since 2013, the overall results of the assessed companies remain weak, a clear indication that emerging market multinationals still practise low standards of transparency," the report said, adding that reform was critical as these economies sought to extend their footprint.

It brings relevant insights about the paths that are being followed by emerging country multinationals, the difficulties they find, the solutions they develop.

In the case of early-entrants – Western multinationals in the 1950s and Japanese in the 1980s – the Production competence played a key role for successful internationalization. Thus, the focus of the study is the role that the Production competence plays in the internationalization of late-entrants, the emerging country multinationals.