1. www.pwc.com
Managing emerging market
opportunities and risks
Strategic services to win in the new
global economy
Capturing business growth Illuminating the Opportunities
November 2012
amidst intensified competition and Risks
As companies and investors seek The complexities of this new environment
growth around the globe, they are call for changes in corporate strategies
facing more extensive and rapidly and the tools to implement them:
changing forms of economic
• The perceived business risks in many
competition not only within emerging
EMs are actually overstated while
markets (EMs)—defined as the “BRICs”
the returns understated. Needed:
plus most other developing countries—
better data on market
but by new players from EMs, in third-
competitiveness and size, rebalanced
country markets and even at home.
metrics, and more sophisticated due
Over the past two decades, EMs have diligence techniques to expose on-
grown twice as fast as advanced markets the- ground risks and opportunities.
(AMs). And despite the severe downturn
• The government and other vested
and anemic recovery in AMs, EMs
interests in EMs are often closely, if not
generally were more resilient to the global
directly, involved in business, often
crisis and are expected to continue to grow
opaquely. Needed: identification and
2 times the rate of AMs over the next 20
relative importance of local stakeholders
years, due to the exponential expansion of
and assessment of
a burgeoning middle class and the ability
incentives/disincentives that can
to leapfrog legacy technologies. Parties—
engender desired conduct/
companies and investors, including
performance by them.
sovereign wealth funds and other
governmental interests—who do not • Financial assistance and a myriad of
position themselves now to exploit the new policy interventions from multilateral
opportunities and mitigate the risks, development banks and non-traditional
whether related to inbound or outbound donors will continue to be a major
transactions arising from this secular influence on EMs’ growth and
transformation of the global marketplace, government decisions, especially on
will public procurement and privatization.
face fundamental, enduring consequences. Needed: on-the-ground assessment of
relationship dynamics between
government and IFI/ donor actions that
impact opportunities and risks.

2. Our service offerings: How PwC can help
The interrelated set of services we  Selecting Sound Partners by identifying and
provide to our clients is part of an evaluating 3rd parties, including agents, consortium
members, distributors, acquisition targets, etc. and
iterative business solution strategy and systematically assessing any hidden risks or
implementation model that spans the opportunities utilizing a Business Partner Selection
lifecycle of an investment or transaction. Toolkit.
 Optimizing Market Entry Location and
 Competitive Market Evaluation to assess current Logistics, by using a Location Decision-Making
and prospective demand-supply gaps, potential Framework that assesses configurations of production
competition from incumbents/new entrants, business and shipping costs taking into account cross-border
involvement by the state, regulatory/antitrust threats, trade/investment incentives, as well as voice-of-the
and availability of IFI/donor financing, captured in customer surveys, to decide whether to structure an
traffic-light-coded MarketOpportunity Gameboards. investment on a regional/multi-country basis to
 360o Weighted Stakeholder Analysis, maximize scale economies over what are otherwise
illustrated in Stakeholder Business Success Maps stand-alone markets.
(organized by market/ by sector) identifying and  Development of Risk-Sharing Alliances to
gauging the relative importance (both pro and con) of establish structures, such as B2B Partnerships, B2G
local and other influencers to gain transparency, Agreements and Public Private Partnerships (PPPs)
target key decision makers, and undertake early that define mutual benefits, work towards joint
relationship-building to help align incentives. goals, and define creative ways of combining private
 Reputational and Market Due Diligence and public capital into the formation.
Assessments to profile systematically risks and  Anti-Corruption Compliance Assessment and
opportunities associated with maintaining a sustained Remediation to promptly evaluate, manage and
business presence, focusing on parameters such as: prevent exposure to fraud and corruption risks as
political, corruption/governance, trade/investment companies expand their footprints into EMs.
regimes, security, public perception, logistical
arrangements, and access to and quality of
infrastructure services.
Iterative Strategy and Entry and expansion efforts further enhanced by continuous lessons
Implementation Model learned derived from each new emerging market endeavor.
Entry Expansion Exit
Initial effort to evaluate and align with Efforts to maintain agility in operations, Determination to shift effort toward a new
overall global strategy, on the basis preparing for prompt reaction to changes market, reallocate resources to a different
of level of risk compared with span of in the market, and facilitating a model of business line or adjust to an alternate integrat ion
opportunity on a portfolio basis. lean and optimized performance. strategy in another area of projected growth.
Competitive Market Evaluation
360o Weighted Stakeholder Analysis
Reputational and Market Due Diligence Assessments
Selecting Sound Partners
Optimizing Market Entry Location and Logistics
Development of Risk-Sharing Alliances
Anti-Corruption Compliance Assessment and Remediation

3. Why PwC’s emerging markets practice?
PwC in North PwC in PwC in Central and
America & the Western Europe Eastern Europe
• We design and implement innovative business Carribean
solutions over the entire investment lifecycle. 58,940 7,507
39,951
• We have a granular, interdisciplinary
understanding across a wide array of markets PwC in Asia
world-wide, especially in EMs.
84,591
• With a reputation for independence and integrity, our
advice credibly pairs local development goals
withcorporate objectives to engender win-win, profitable
investments, and we can leverage IFI and donor
financing. PwC in the Middle
East and Africa
• We implement locally, target regionally, and integrate
globally: with a global footprint in 165 countries with
11,174
170,000 professionals, we help clients take full
advantage of untapped and sometimes non- PwC in South and = Global Emerging Markets
Center of Excellence
PwC in Australia
traditional market opportunities. Central America and Pacific Islands
= Countries with PwC offices
• We bring transparency to market conditions, 11,174 6,111
unmatched quality control, globally consistent
practices, and a global network of business partners to
help balance risk with performance.
Sample deliverables
Sample simplified PwC stakeholder map
Labor Unions Private Sector
Trade
Oil Company Hospital Medical Supplies Electric Law Firm ICT
Labor
Int’l Dev. Institutions
Government World Bank
Prime
Minister USAID
Deputy
Prime
Minister
Key
Client’s
acquisition target
Press
Secretary Individual
Adverse Individual
Chief of
Staff Union
Firm / Institution
Competitor
China US Service Provider /
Supplier
Nat’l Industry & Healthcare Energy
Port
Resources Trade
UAE UK
Relationship
Adverse Relationship
Bilateral Investors Ministries Civil Defense Interior Finance Strength of
Relationship

4. Sample deliverables (continued)
Sample regional integration framework Sample business-partner matrix
Market Market Market Business Business Business
X Y Z partner X partner Y partner Z
Strong regional hub Well connected and established locally X X
1 2 2
potential Positive reputation internationally X X
Positive cross border Technical experience locally with track record X
2 5 4
dynamics/relationships Known for quality
Ability to scale Definite interest in the market X
3 1 2
economies Long term vast experience for the role X X
Ability to leverage Thought of for financial capacity and appetite to
X
Strengths
Regional Economic 3 5 2 invest
Communities Potential strategic partner beyond existing project X X
Ability to leverage Limited on-the-ground organization X
cross-border 2 4 5 Excessively aggressive
trade agreements
Regional Integration Factors
Excessively risk adverse
Infrastructure/market Protracted approval process X X
1 2 2
access across borders
Relatively new entrant with no track record locally X
Ability to leverage
5 3 5 Adverse Information identified X
common currency
Potential issue of capability since not known for
Equal distribution X
role
Challenges
of resources 4 2 3 Potential issues of capacity/committed globally X
across borders
Anticipated to be interested on own terms
Availability of regional
5 1 2 Cultural differences to address X
demand
Targeted Role
1= Poor 2 = Fair 3= Average 4 = Good 5 = Strong
Sample gameboard by country Ranking of market potential: = Low = Medium = High
Government’s Stated Goals Energy: Health: Vscan Transport: Products
Wind Turbines Locomotive 4-N
Engines
Government’s Stated Goals
In Current Pipeline
Should be in Pipeline
Market Characteristics
Financially Viable
Financing Available
Degree of Competition
Regulatory Environment (taxes, property rights, pricing, etc.)
Market Access (via infrastructure, etc.)
Labor Market (access to skilled labor, strength of unions, etc.)
Regional Play (linkages to other markets, ability to scale operations)
Security/Political Environment
General Business Environment (corruption, strength of interest
groups, etc.)
Additional Comments • Low wind speeds • Maternal health is • National rail
• Limited a gov’t priority company is
government • Product cost is expanding
support a constraint regional routes

5. Recent Engagements: Strategic Action, Material Impact
Corporate Intelligence for Market Entry: Field-level reputational due diligence for a large US firm to proceed
with a sizeable acquisition in a newly opened South East Asian market closed to foreign investment for 40 yrs.
3600 Stakeholder Mapping: Carried out a weighted stakeholder mapping of local and global influencers prior to a
large US firm’s contemplated acquisition in Russia. Facilitated firm's decision to not proceed and avoid unforeseen
liabilities.
Merger & Acquisition Strategy: Assessed complex regulatory environment for a US firm's acquisition in Africa.
Advised client on interactions with regulators and labor unions. Enabled client to mitigate risks and proceed with
acquisition.
Risk-Sharing Public-Private-Partnerships (PPPs) for Business Expansion: Hands-on strategic advice to
devise and implement a new railway business for a Fortune 10 firm in West Africa, cmbining private and public
capital.
Enhanced Agility During EU Market Turbulence: Assessing for several firms exposure to risks and
opportunities arising from the Eurozone crisis, based on scenario planning and sensitivity analysis and helping to
devise new strategies paired with likelihood of occurrence of risks/opportunities.
Identification of Global Natural Gas Supply Markets for LATAM Firm: Developed and delivered a
workshop for C-suite executives of a state-owned natural gas company on strategic market expansion in Africa and
Latin America. Enabled the client to begin to develop an effective firm-wide methodology to effectively identify new
markets.
Business Partner Identification in Southern African Energy Market: Developed an emerging market
corporate strategy at a business-to-business and business-to-government level for a major European energy player.
Navigating the Pharma Regulatory Environment in African Markets: Helped prepare for the re-launch
and expansion of a leading global pharmaceutical company’s emerging markets operations. Expired licenses and
certifications in local markets were renewed and significant financing sources identified through IFIs and donors.
Contacts Services
John Klee, Financial
(646) 471-2828 | john.klee@us.pwc.com Martha N. Corbett, Inbound Services
(213) 217-3417 |martha.n.corbett@us.pwc.com
Harry G. Broadman, Practice Leader Mohande Kande, Management Consulting Curt Moldenhauer, Transaction Services
(202) 312-0807|harry.g.broadman@us.pwc.com (202) 756-1700|mohamed.kande@us.pwc.com (408) 817-5726 | curt.moldenhauer @us.pwc.com
John Klee, Financial Services Martha N. Corbett, Inbound Services Tim Harnett, Sovereign Wealth Funds
(646) 471-2828 | john.klee@us.pwc.com (213) 217-3417 |martha.n.corbett@us.pwc.com (646) 741-7374 | Timothy .Hartnett@us.pwc.com
Laura Laybourn, Forensics
(703) 918-1430 | laura.m.laybourn@us.pwc.com
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