There are two contemporary strategic imperatives, among others, that many executives are grappling with: (1) competing in emerging markets and (2) partnering with startups to gain exposure to novel ideas and opportunities. While each on its own is hard enough to accomplish, in concert these imperatives pose a formidable challenge — yet one that some Western corporations are taking on, notably in China and India.
Compounding the challenge is the reality that while often taken in the same breath, China and India are in fact a study in contrasts. Failing to take into account China-India differences can lead to inappropriate uniformity in the startup partnering strategies across these emerging markets. A more nuanced approach is needed when partnering with startups in those two important emerging markets (and entrepreneurial ecosystems).
