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2014 BCG Local Dynamos
How Companies in Emerging Markets Are Winning
at Home
August 2014
2014 BCG Local Dynamos slideshare v7 LZCF .pptx 1
Copyright©2014byTheBostonConsultingGroup,Inc.Allrightsreserved.
BCG has been the leading source for information about
global and regional challengers since 2006
2006
China's Global
Challengers
2009
The 2009 BCG 100
New Global
Challengers
2009
From Crisis to
Opportunity
2006
The New Global
Challengers
2008
The 2008 BCG 100
New Global
Challengers
2011
2011 BCG New
Global Challengers
2008
The BCG 50 Local
Dynamos
2010
The African
Challengers
2009
The 2009 BCG
Multilatinas
2012
2012 BCG
Southeast Asian
Challengers
2013
2013 BCG Global
Challengers
2012
The 2012 BCG 50
Chinese Global
Challengers
Source: BCG analysis.
2014 BCG Local Dynamos slideshare v7 LZCF .pptx 2
Copyright©2014byTheBostonConsultingGroup,Inc.Allrightsreserved.
The latest addition to the series is 2014 BCG Local Dynamos:
How Companies in Emerging Markets Are Winning at Home
Emerging markets remain global growth
engines. The newest local dynamos excel at
converting the constraints of those markets
into profitable opportunities.
Source: BCG analysis.
2014 BCG Local Dynamos slideshare v7 LZCF .pptx 3
Copyright©2014byTheBostonConsultingGroup,Inc.Allrightsreserved.
Emerging markets continue to present strong growth
prospects
Population
Growth
Emerging markets
are growing four
times faster than
mature markets
• By 2020, 6.4
billion people will
live in emerging
markets
• South Asia and
Africa contribute
the most growth
Consumption
Growth
By 2020, emerging
markets will add 730
million middle- and
affluent-class
consumers
• These consumer
will account for 35
percent of
spending
• Nearly half of the
emerging-market
population will be
middle-class or
affluent
Urbanization
By 2020, emerging
markets will add 600
million urban
dwellers
• About 40 percent
of the world's
population will
live in these cities
• Emerging-market
cities will grow
ten times faster
than mature-
market cities
Trade
Liberalization
More than 350 free-
trade agreements are
in place today
• The free-trade
movement has
been especially
strong in the past
decade
• The Trans-Pacific
Partnership
and Regional
Comprehensive
Economic
Partnership talks
are ongoing
Sources: International Monetary Fund; BCG analysis.
2014 BCG Local Dynamos slideshare v7 LZCF .pptx 4
Copyright©2014byTheBostonConsultingGroup,Inc.Allrightsreserved.
Multinational companies have high aspirations for growth in
emerging markets
0
25
50
75
100
Significantly gain
market share
Gain market share
Keep pace with market
Percentage of those that expect
to gain share in emerging markets
92
56
22
14
%
Performance in emerging markets
81
35
22
24
Source: BCG Globalization Readiness Survey.
Note: The sample size = 156.
78%
78% of multinational companies aspire to gain market
share in the future
2014 BCG Local Dynamos slideshare v7 LZCF .pptx 5
Copyright©2014byTheBostonConsultingGroup,Inc.Allrightsreserved.
But local competitors constitute the largest threat in
emerging markets
For each type of competitor in this emerging market,
how big is the competitive threat?
Local companies are much more
aware of market trends and
nuances, much more agile in terms
of response. There is greater focus
and investment by the competition.
There are simply too many
attractive market opportunities
around the globe. Multinational
corporations are therefore spread
thin while locals are very focused.
Local competitors are far more
effective at scaling their business
in terms of ramping up headcount,
decision making, and execution.
Source: BCG Globalization Readiness Survey.
40
50
73
0
10
20
30
40
50
60
70
80
Multinationals based in
developed markets
Multinationals based in
emerging markets
Locally based companies in a
specific emerging market
%
2014 BCG Local Dynamos slideshare v7 LZCF .pptx 6
Copyright©2014byTheBostonConsultingGroup,Inc.Allrightsreserved.
Meet the 2014 local dynamos
Based in
RDEs
Located in rapidly developing economies
Local Focused primarily on their home market
Private sector Are not government owned and do not enjoy monopolistic privileges
Innovative
Have deployed formidable business models to master the challenges of their
markets
Successful
Market performance is very strong when compared with multinationals and
established local incumbents
Source: BCG analysis.
Note: RDE = rapidly developing economies.
The five characteristics of local dynamos
2014 BCG Local Dynamos slideshare v7 LZCF .pptx 7
Copyright©2014byTheBostonConsultingGroup,Inc.Allrightsreserved.
A three-step framework helped identify the 2014 local
dynamos
Source: BCG analysis.
Note: RDEs = rapidly developing economies.
Select the
final set
of dynamos
The RDEs were divided into seven regions on the basis of location and
size: Africa, China, India, Latin America, Middle East and Turkey, Russia,
and Southeast Asia
Companies in each region met the following criteria:
• They were successful and domestically focused, with strong market
positions despite lacking traditional bases of incumbency
– The were not owned by the government
– The did not have privileged access to resources or the market
• They succeeded by adapting to the unique challenges of their home
markets and are regarded as outstanding successes by local analysts
and industry peers
Companies chosen for the final set offered the following:
• Interesting business models or compelling stories
• Representation of a wide range of industries and regions
• Variation in size and profitability
• Lessons for multinational corporations
Create a short list of the
best companies within
each region
Steps Criteria
2
3
Divide RDEs into
regions
1
2014 BCG Local Dynamos slideshare v7 LZCF .pptx 8
Copyright©2014byTheBostonConsultingGroup,Inc.Allrightsreserved.
The 2014 local dynamos represent 20 countries
• China Minsheng Bank
• Dalian Wanda Group
• HaiDiLao Hotpot
• Home Inns & Hotels
Management
• Jia Duo Bao
• Jiangsu Hengrui Medicine
• S.F. Express
• Tingyi Cayman Islands
Holding Company
• Xiaomi
• Yonghui SuperstoresBrazil
• Cielo
• Enalta Inovações
Tecnológicas
• GranBio
• Magazine Luiza
• Ourofino
Chile
• Banco de Crédito e
Inversiones
Colombia
• Quala
Mexico
• Banco Mercantile del
Norte
• Cinépolis
Kenya
• Equity Bank
Morocco
• Douja Promotion Groupe
Addoha
Nigeria
• Guaranty Trust Bank
South Africa
• Discovery Health
• Woolworths
Zambia
• Zambeef Products
• Bashneft
• Mail.Ru
• Ozon.ru
• Tinkoff Credit Systems Bank
Saudi Arabia
• Abdul Latif Jameel
• Almarai
Turkey
• Abdi Ibrahim
• BIM
• LC Waikiki
United Arab Emirates
• Air Arabia
Indonesia
• Bank Rakyat Indonesia
• Wings
Malaysia
• RHB Banking Group
• SapuraKencana Petroleum
Philippines
• SM
Thailand
• Bangkok Dusit Medical Services
Vietnam
• Masan Group
• Amara Raja
• Bennett, Coleman &
Company
• Flipkart
• IndiGo
• Jubilant FoodWorks
• Micromax
• Narayana Health
• Shriram Transport Finance
China (10)
India (8)
Southeast Asia (7)
Russia (4)
Latin America (9)
Africa (6)
Middle East and Turkey (6)
Source: BCG analysis.
Blank.potx 9Draft—for discussion only
Copyright©2014byTheBostonConsultingGroup,Inc.Allrightsreserved.
A high proportion of the 2014 local dynamos are in the
consumer goods and financial services industries
22
20
16
12
10
10
6
4100
80
60
40
20
0
Consumer goods
Financial services
Industrial goods and energy
Retail
Internet and technology
Health care
Travel
Entertainment and media
%
Sector Industry Business type
44
8
26
22
100
80
60
40
20
0
%
B2C
B2B
Mixed
Other
62
3880
0
60
40
20
100
Services
Manufacturing
%
Source: BCG analysis.
Note: B2B = business to business; B2C = business to consumer.
Most dynamos operate in the services sector and conduct
business with consumers directly
2014 BCG Local Dynamos slideshare v7 LZCF .pptx 10
Copyright©2014byTheBostonConsultingGroup,Inc.Allrightsreserved.
The new local dynamos grow faster than their peers
Annual revenue growth, 2009–2013
3
5
11
28
0
10
20
30
%
MSCI Emerging Markets
Index companies
MSCI World Index companiesBCG local dynamos S&P 500 companies
Sources: Bloomberg; BCG analysis.
2014 BCG Local Dynamos slideshare v7 LZCF .pptx 11
Copyright©2014byTheBostonConsultingGroup,Inc.Allrightsreserved.
The new dynamos also create stronger value than their peers
0
100
200
300
400
1/1/20141/1/20131/1/20121/1/2010 1/1/20111/1/2009
Index of total shareholder return
2009–2013 (base=100)
MSCI Emerging Markets IndexMSCI WORLDBCG local dynamos S&P 500
Sources: Thomson Reuters Datastream; BCG analysis.
Note: The index of total shareholder return for BCG local dynamos is based on publicly traded companies.
2014 BCG Local Dynamos slideshare v7 LZCF .pptx 12
Copyright©2014byTheBostonConsultingGroup,Inc.Allrightsreserved.
Catering to customers and local conditions
Leveraging digital technologies
Operating at warp speed
Adapting to uncertainty and circumstance
Building talent engines
Establishing functional excellence
Key success factors
Capabilities that are
specific to the
business models that
dynamos deploy to
thrive in emerging
markets
Strengths and skills
commonly found in
multinational
companies
Competitive
advantages
BCG identifies the six key success factors of the new local
dynamos
Source: BCG analysis.
2014 BCG Local Dynamos slideshare v7 LZCF .pptx 13
Copyright©2014byTheBostonConsultingGroup,Inc.Allrightsreserved.
Key success
factors Example Case study
Bank Rakyat Indonesia Indonesia's most profitable bank brings the bank to the customers. It sends
employees with handheld devices into 2,300 busy markets and bazaars to serve
street vendors and merchants, who have limited time for bank transactions.
Xiaomi Xiaomi has skyrocketed to success by capturing the enthusiasm for the Internet
among young people in China. The company relies solely on e-commerce to sell
devices and solicits design ideas from customers online. In 2013, it sold about
18.7 million smartphones in China, outselling Apple.
Home Inns & Hotels
Management
Home Inns saw an opportunity in the underserved and fragmented budget-hotel
market in China and moved aggressively to fill it. Using a combination of
acquisitions and franchising, the company grew fourfold in five years.
Equity Bank Equity Bank successfully serves customers in rural Kenya by using a combination
of agents and mobile banking, eliminating the need for customers to travel long
distances to reach a bricks-and-mortar branch.
Cinépolis Cinépolis cultivates both internal and external talent. Dedicated recruiting, two-
year management training, MBA sponsorship, and Cinépolis University are all
available to employees, while members of the public are invited to attend the
SeedCamp program to enhance customer experience.
Narayana Health Narayana Health provides affordable health care in India by leveraging economies
of scale. They build "health cities" with high numbers of beds at each site,
resulting in high asset utilization, greater bargaining power with vendors, and
highly trained physicians.
Each of the key success factors is illustrated in the local
dynamos' unique path to success
Catering to
customers and
local conditions
Leveraging
digital
technologies
Operating at
warp speed
Adapting to
uncertainty and
circumstance
Building talent
engines
Establishing
functional
excellence
Source: BCG analysis.
2014 BCG Local Dynamos slideshare v7 LZCF .pptx 14
Copyright©2014byTheBostonConsultingGroup,Inc.Allrightsreserved.
More information about BCG’s 2014 research on global and
regional challengers
Authors of this analysis
Vincent Chin
Senior Partner and Managing Director
BCG Singapore
David Michael
Senior Partner and Managing Director
BCG San Francisco
2014 BCG Local Dynamos
How Companies in Emerging Markets Are Winning at Home
A report by The Boston Consulting Group
July 2014
2013 BCG Global Challengers
Allies and Adversaries
A report by The Boston Consulting Group
January 2013
The 2011 BCG Global Challengers
Companies on the Move: Rising Stars from Rapidly Developing
Economies Are Reshaping Local Industries
A report by The Boston Consulting Group
January 2011
The African Challengers: Global Competitors Emerge from the
Overlooked Continent
A Focus by The Boston Consulting Group
June 2010
The BCG 50 Local Dynamos: How Dynamic RDE-Based Companies
Are Mastering Their Home Markets—and What MNCs Need to Learn
from Them
A report by The Boston Consulting Group
March 2008
Source: BCG analysis.
To request a more detailed overview of the findings,
please contact BCG-Info@bcg.com.
To request a media interview, please contact Eric
Gregoire at gregoire.eric@bcg.com.
To discuss the findings with a BCG expert, please
contact Belinda Gallaugher at
gallaugher.belinda@bcg.com.
Publications are available on BCG's thought
leadership portal, www.bcgperspectives.com, and
at www.bcg.com.
Highlights from this series

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How Companies in Emerging Markets Are Winning at Home

  • 1. 2014 BCG Local Dynamos How Companies in Emerging Markets Are Winning at Home August 2014
  • 2. 2014 BCG Local Dynamos slideshare v7 LZCF .pptx 1 Copyright©2014byTheBostonConsultingGroup,Inc.Allrightsreserved. BCG has been the leading source for information about global and regional challengers since 2006 2006 China's Global Challengers 2009 The 2009 BCG 100 New Global Challengers 2009 From Crisis to Opportunity 2006 The New Global Challengers 2008 The 2008 BCG 100 New Global Challengers 2011 2011 BCG New Global Challengers 2008 The BCG 50 Local Dynamos 2010 The African Challengers 2009 The 2009 BCG Multilatinas 2012 2012 BCG Southeast Asian Challengers 2013 2013 BCG Global Challengers 2012 The 2012 BCG 50 Chinese Global Challengers Source: BCG analysis.
  • 3. 2014 BCG Local Dynamos slideshare v7 LZCF .pptx 2 Copyright©2014byTheBostonConsultingGroup,Inc.Allrightsreserved. The latest addition to the series is 2014 BCG Local Dynamos: How Companies in Emerging Markets Are Winning at Home Emerging markets remain global growth engines. The newest local dynamos excel at converting the constraints of those markets into profitable opportunities. Source: BCG analysis.
  • 4. 2014 BCG Local Dynamos slideshare v7 LZCF .pptx 3 Copyright©2014byTheBostonConsultingGroup,Inc.Allrightsreserved. Emerging markets continue to present strong growth prospects Population Growth Emerging markets are growing four times faster than mature markets • By 2020, 6.4 billion people will live in emerging markets • South Asia and Africa contribute the most growth Consumption Growth By 2020, emerging markets will add 730 million middle- and affluent-class consumers • These consumer will account for 35 percent of spending • Nearly half of the emerging-market population will be middle-class or affluent Urbanization By 2020, emerging markets will add 600 million urban dwellers • About 40 percent of the world's population will live in these cities • Emerging-market cities will grow ten times faster than mature- market cities Trade Liberalization More than 350 free- trade agreements are in place today • The free-trade movement has been especially strong in the past decade • The Trans-Pacific Partnership and Regional Comprehensive Economic Partnership talks are ongoing Sources: International Monetary Fund; BCG analysis.
  • 5. 2014 BCG Local Dynamos slideshare v7 LZCF .pptx 4 Copyright©2014byTheBostonConsultingGroup,Inc.Allrightsreserved. Multinational companies have high aspirations for growth in emerging markets 0 25 50 75 100 Significantly gain market share Gain market share Keep pace with market Percentage of those that expect to gain share in emerging markets 92 56 22 14 % Performance in emerging markets 81 35 22 24 Source: BCG Globalization Readiness Survey. Note: The sample size = 156. 78% 78% of multinational companies aspire to gain market share in the future
  • 6. 2014 BCG Local Dynamos slideshare v7 LZCF .pptx 5 Copyright©2014byTheBostonConsultingGroup,Inc.Allrightsreserved. But local competitors constitute the largest threat in emerging markets For each type of competitor in this emerging market, how big is the competitive threat? Local companies are much more aware of market trends and nuances, much more agile in terms of response. There is greater focus and investment by the competition. There are simply too many attractive market opportunities around the globe. Multinational corporations are therefore spread thin while locals are very focused. Local competitors are far more effective at scaling their business in terms of ramping up headcount, decision making, and execution. Source: BCG Globalization Readiness Survey. 40 50 73 0 10 20 30 40 50 60 70 80 Multinationals based in developed markets Multinationals based in emerging markets Locally based companies in a specific emerging market %
  • 7. 2014 BCG Local Dynamos slideshare v7 LZCF .pptx 6 Copyright©2014byTheBostonConsultingGroup,Inc.Allrightsreserved. Meet the 2014 local dynamos Based in RDEs Located in rapidly developing economies Local Focused primarily on their home market Private sector Are not government owned and do not enjoy monopolistic privileges Innovative Have deployed formidable business models to master the challenges of their markets Successful Market performance is very strong when compared with multinationals and established local incumbents Source: BCG analysis. Note: RDE = rapidly developing economies. The five characteristics of local dynamos
  • 8. 2014 BCG Local Dynamos slideshare v7 LZCF .pptx 7 Copyright©2014byTheBostonConsultingGroup,Inc.Allrightsreserved. A three-step framework helped identify the 2014 local dynamos Source: BCG analysis. Note: RDEs = rapidly developing economies. Select the final set of dynamos The RDEs were divided into seven regions on the basis of location and size: Africa, China, India, Latin America, Middle East and Turkey, Russia, and Southeast Asia Companies in each region met the following criteria: • They were successful and domestically focused, with strong market positions despite lacking traditional bases of incumbency – The were not owned by the government – The did not have privileged access to resources or the market • They succeeded by adapting to the unique challenges of their home markets and are regarded as outstanding successes by local analysts and industry peers Companies chosen for the final set offered the following: • Interesting business models or compelling stories • Representation of a wide range of industries and regions • Variation in size and profitability • Lessons for multinational corporations Create a short list of the best companies within each region Steps Criteria 2 3 Divide RDEs into regions 1
  • 9. 2014 BCG Local Dynamos slideshare v7 LZCF .pptx 8 Copyright©2014byTheBostonConsultingGroup,Inc.Allrightsreserved. The 2014 local dynamos represent 20 countries • China Minsheng Bank • Dalian Wanda Group • HaiDiLao Hotpot • Home Inns & Hotels Management • Jia Duo Bao • Jiangsu Hengrui Medicine • S.F. Express • Tingyi Cayman Islands Holding Company • Xiaomi • Yonghui SuperstoresBrazil • Cielo • Enalta Inovações Tecnológicas • GranBio • Magazine Luiza • Ourofino Chile • Banco de Crédito e Inversiones Colombia • Quala Mexico • Banco Mercantile del Norte • Cinépolis Kenya • Equity Bank Morocco • Douja Promotion Groupe Addoha Nigeria • Guaranty Trust Bank South Africa • Discovery Health • Woolworths Zambia • Zambeef Products • Bashneft • Mail.Ru • Ozon.ru • Tinkoff Credit Systems Bank Saudi Arabia • Abdul Latif Jameel • Almarai Turkey • Abdi Ibrahim • BIM • LC Waikiki United Arab Emirates • Air Arabia Indonesia • Bank Rakyat Indonesia • Wings Malaysia • RHB Banking Group • SapuraKencana Petroleum Philippines • SM Thailand • Bangkok Dusit Medical Services Vietnam • Masan Group • Amara Raja • Bennett, Coleman & Company • Flipkart • IndiGo • Jubilant FoodWorks • Micromax • Narayana Health • Shriram Transport Finance China (10) India (8) Southeast Asia (7) Russia (4) Latin America (9) Africa (6) Middle East and Turkey (6) Source: BCG analysis.
  • 10. Blank.potx 9Draft—for discussion only Copyright©2014byTheBostonConsultingGroup,Inc.Allrightsreserved. A high proportion of the 2014 local dynamos are in the consumer goods and financial services industries 22 20 16 12 10 10 6 4100 80 60 40 20 0 Consumer goods Financial services Industrial goods and energy Retail Internet and technology Health care Travel Entertainment and media % Sector Industry Business type 44 8 26 22 100 80 60 40 20 0 % B2C B2B Mixed Other 62 3880 0 60 40 20 100 Services Manufacturing % Source: BCG analysis. Note: B2B = business to business; B2C = business to consumer. Most dynamos operate in the services sector and conduct business with consumers directly
  • 11. 2014 BCG Local Dynamos slideshare v7 LZCF .pptx 10 Copyright©2014byTheBostonConsultingGroup,Inc.Allrightsreserved. The new local dynamos grow faster than their peers Annual revenue growth, 2009–2013 3 5 11 28 0 10 20 30 % MSCI Emerging Markets Index companies MSCI World Index companiesBCG local dynamos S&P 500 companies Sources: Bloomberg; BCG analysis.
  • 12. 2014 BCG Local Dynamos slideshare v7 LZCF .pptx 11 Copyright©2014byTheBostonConsultingGroup,Inc.Allrightsreserved. The new dynamos also create stronger value than their peers 0 100 200 300 400 1/1/20141/1/20131/1/20121/1/2010 1/1/20111/1/2009 Index of total shareholder return 2009–2013 (base=100) MSCI Emerging Markets IndexMSCI WORLDBCG local dynamos S&P 500 Sources: Thomson Reuters Datastream; BCG analysis. Note: The index of total shareholder return for BCG local dynamos is based on publicly traded companies.
  • 13. 2014 BCG Local Dynamos slideshare v7 LZCF .pptx 12 Copyright©2014byTheBostonConsultingGroup,Inc.Allrightsreserved. Catering to customers and local conditions Leveraging digital technologies Operating at warp speed Adapting to uncertainty and circumstance Building talent engines Establishing functional excellence Key success factors Capabilities that are specific to the business models that dynamos deploy to thrive in emerging markets Strengths and skills commonly found in multinational companies Competitive advantages BCG identifies the six key success factors of the new local dynamos Source: BCG analysis.
  • 14. 2014 BCG Local Dynamos slideshare v7 LZCF .pptx 13 Copyright©2014byTheBostonConsultingGroup,Inc.Allrightsreserved. Key success factors Example Case study Bank Rakyat Indonesia Indonesia's most profitable bank brings the bank to the customers. It sends employees with handheld devices into 2,300 busy markets and bazaars to serve street vendors and merchants, who have limited time for bank transactions. Xiaomi Xiaomi has skyrocketed to success by capturing the enthusiasm for the Internet among young people in China. The company relies solely on e-commerce to sell devices and solicits design ideas from customers online. In 2013, it sold about 18.7 million smartphones in China, outselling Apple. Home Inns & Hotels Management Home Inns saw an opportunity in the underserved and fragmented budget-hotel market in China and moved aggressively to fill it. Using a combination of acquisitions and franchising, the company grew fourfold in five years. Equity Bank Equity Bank successfully serves customers in rural Kenya by using a combination of agents and mobile banking, eliminating the need for customers to travel long distances to reach a bricks-and-mortar branch. Cinépolis Cinépolis cultivates both internal and external talent. Dedicated recruiting, two- year management training, MBA sponsorship, and Cinépolis University are all available to employees, while members of the public are invited to attend the SeedCamp program to enhance customer experience. Narayana Health Narayana Health provides affordable health care in India by leveraging economies of scale. They build "health cities" with high numbers of beds at each site, resulting in high asset utilization, greater bargaining power with vendors, and highly trained physicians. Each of the key success factors is illustrated in the local dynamos' unique path to success Catering to customers and local conditions Leveraging digital technologies Operating at warp speed Adapting to uncertainty and circumstance Building talent engines Establishing functional excellence Source: BCG analysis.
  • 15. 2014 BCG Local Dynamos slideshare v7 LZCF .pptx 14 Copyright©2014byTheBostonConsultingGroup,Inc.Allrightsreserved. More information about BCG’s 2014 research on global and regional challengers Authors of this analysis Vincent Chin Senior Partner and Managing Director BCG Singapore David Michael Senior Partner and Managing Director BCG San Francisco 2014 BCG Local Dynamos How Companies in Emerging Markets Are Winning at Home A report by The Boston Consulting Group July 2014 2013 BCG Global Challengers Allies and Adversaries A report by The Boston Consulting Group January 2013 The 2011 BCG Global Challengers Companies on the Move: Rising Stars from Rapidly Developing Economies Are Reshaping Local Industries A report by The Boston Consulting Group January 2011 The African Challengers: Global Competitors Emerge from the Overlooked Continent A Focus by The Boston Consulting Group June 2010 The BCG 50 Local Dynamos: How Dynamic RDE-Based Companies Are Mastering Their Home Markets—and What MNCs Need to Learn from Them A report by The Boston Consulting Group March 2008 Source: BCG analysis. To request a more detailed overview of the findings, please contact BCG-Info@bcg.com. To request a media interview, please contact Eric Gregoire at gregoire.eric@bcg.com. To discuss the findings with a BCG expert, please contact Belinda Gallaugher at gallaugher.belinda@bcg.com. Publications are available on BCG's thought leadership portal, www.bcgperspectives.com, and at www.bcg.com. Highlights from this series