Emerging Markets

The growth that companies can achieve from their operations in home and developed world markets has for many years been modest, with the real opportunities to take a business to a higher level existing in identifying and exploiting emerging market opportunities. The Economist Corporate Network has for many years now been one of the leading authorities advising firms on how to make the most of the opportunities that emerging markets present and avoid the mistakes that so many companies make with disastrous results.

Your world is changing. In 1992, developed countries like the United States accounted for two-thirds of the global economy. By 2015, the percentage of the world economy from these countries had shrunk to less than half while Asia and Latin America had almost doubled their shares of the global marketplace.

The term "emerging market" refers to a country where incomes are currently low but that is likely to experience rapid growth and increasing economic competitiveness. Yet many of the characteristics of emerging markets—including demographic shifts, rising educational attainment, and growing urbanization—are also found closer to home, in communities that have been underserved by the existing financial-services system. Gregory Fairchild introduces listeners to the entrepreneurs whose efforts to reach marginalized groups are reshaping the emerging markets of the United States.

“May God forgive me for the order”, Confederate Maj. Gen. John C. Breckinridge remarked as he ordered young cadets from Virginia military institute into the battle lines at New Market, just days after calling them from their academic studies to assist in a crucial defense. Virginia’s Shenandoah Valley had seen years of fighting. In the spring of 1864, Union Maj. Gen. Franz Sigel prepared to lead a new invasion force into the Valley, operating on the far right flank of Ulysses S. Grant’s Overland Campaign. Breckinridge scrambled to organize the confederate defense.