2023년 3월, EU는 안전하고 다양하며 저렴하고 지속 가능한 주요 원 자재 공급에 접근하는 포괄적인 조치인 핵심 원자재법(CRMA:Critical Raw Materials Act)을 채택하였다. CRMA의 핵심은 총 4가지로 구분 할 수 있다. EU전체 연간 소비량 대비 최소 10%이상을 역내에서 채굴 하고 핵심원자재 역내 가공량을 최대 40%이상으로 하며 핵심원자재 역 내 재활용 비율을 최소 15%까지 끌어올리기로 목표한 것이다. 또한 모 든 가공 단계에서 특정 국가에 대한 수입량을 EU연간 소비량의 65%를 제한 하였다. CRMA의 출현에 따라 중동부유럽 내에서 선전하고 있는 우리 자동차 기업과 배터리 생산기업에도 변화가 있을 것이며 핵심원자 재 법에 따른 대응방안을 강구해야 할 필요가 있다. 따라서 본 논문에서 는 중동부유럽 2차전지 기업 현황을 살펴보고 EU 핵심원자재법 출현에 따른 대응방안을 제시해 보고자 한다.

Since Levitt’s (1983) utopic proclamation of globalization-driven market and consumer convergence the determinants, consequences and challenges of addressing globalization have been scrutinized by academics, managers and policy makers. After more than 3 decades of research, however, “there is [still] a dearth of empirical research on its [globalization’s] impact upon consumers” (Cleveland et al., 2016, p. 1090). Such research should also be positioned within a new conceptual framework of geo-economics – resulting in “unique outcomes in different geographic areas” (Merz et al., 2008, p. 169) – where the relationship between regionalism and so-called glocal consumer identities has remained relatively unexplored (Cleveland et al., 2016). International marketers have also been increasingly moving away from country- towards customer-centric approaches (Riefler et al., 2012, p. 285). Young-adult consumers (18-30 years) are believed to be a more homogeneous cohort in terms of their consumer behavior under globalization (Carpenter et al., 2012), as they are seen as glocal citizens (Strizhakova, Coulter, & Price, 2012). The purpose of this paper is to analyze two key consumption-based variables – innate consumer innovativeness (Baumgartner & Steenkamp, 1996) and consumer ethnocentrism (Shimp & Sharma, 1987) – for FMCGs among young-adult consumers across two regions – Central and Eastern Europe (Slovenia, Croatia) and East Asia (China, Japan). Table 1 summarizes the consumer innovativeness and ethnocentrism scores from four matched student samples. Our preliminary results support young adult’s glocal consumer identity (Douglas & Craig, 2011), going beyond regional differences. 5-point ordinal scales Slovenia (n=246) Croatia (n=243) China (n=208) Japan (n=233) Con. innovativeness 4.49 (1.22) 4.70 (1.22) 4.69 (1.19) 4.33 (0.92) Ethnocentrism 2.78 (1.39) 2.93 (1.33) 2.46 (1.29) 2.87 (1.23) Pair-wise correl. 0.146 (p <0.05) 0.03 -0.151 (p <0.05) -0.03

The catching-up process of the emerging economies of Central and Eastern Europe (CEE) towards the average income level in Western Europe has driven the marketing strategies of Western multinational companies (MNC) so far. Particularly, the boom years from 2002 to 2008 with an average GDP growth for the region of more than 6% (Becker et al., 2010) fuelled the notion that soon a large European market with similar demand and market structures will exist that will allow Western MNCs to sell their international brands in a highly standardized way in the whole region. The Great Recession of 2008-09 stopped this convergence process and highlighted the still existing differences in consumer behavior (Schuh, 2012). The recessionary developments in the aftermath of the crisis have shown that this is more of a structural problem than a temporary one (Labaye et al., 2013). The Western firms now have to acknowledge that many product markets are not “structural twins” of Western markets with a strong upper- and mid-price segment but that CEE markets are rather shaped like bottom heavy pyramids. By just transferring brand strategies developed for high-income economies to emerging markets they ignore large segments of the mass market. To tap these market segments MNCs have to think how they can make their products affordable to these lower-income consumers, i.e. bring-ing the purchase of a product within the financial means of a consumer or household. The neglect of low-income segments may be either a deliberate decision based on the well-proven inherent business logic of Western branded good marketers (“stick to our success-ful way of doing business”) or a blind spot in the strategic approach to emerging markets (Sheth, 2011). The purpose of this paper is twofold: first, a case is made for the relevance of affordability concepts to CEE markets; second, three case studies of affordability initiatives of leading fast-moving consumer goods companies are analyzed in order to get a better understanding of how these firms approach the affordability issue and what are the success factors of such strategies in CEE. Most of the existing emerging market literature is dealing with very low income consum-ers in Southeast Asia, Latin America and Africa earning less than US- 2,500 p.a. (Prahalad, 2005; London & Hart, 2011; Khanna & Palepu, 2010). While the coverage of the “bottom of the pyramid” is regarded as an extreme stretch for most Western firms, more attention is paid to the growing middle class in the emerging markets (Court & Narashimhan, 2010). The steady growth of the middle-class in the emerging economies is promising rising sales for the future and at the same time supporting the notion that West-ern MNCs can continue with their business model and just have to “wait for the market”. The rapidly growing middle class consumers in emerging markets include almost 2 billion people with a total spending of US- 6.9 trillion annually which will expand to US-20 trillion within the next decade (Court & Narasimhan, 2010). Surprisingly, lead-ing Western MNCs approach the affordability issues in the context of CEE rather defen-sively and reluctantly (Schuh, 2012). This may be resulting from the belief that the eco-nomic catching-up process will bring CEE consumers to a similar standard of living as in the “old” EU and any investment in products for the lower-segments would be only of temporary value. Therefore, CEE countries are not seen as the typical candidates for affordability strategies. This may be partly true for the most advanced Central European countries and Russia with rapidly rising household incomes in the last decade. But the economic downturn and the following recessionary development has shattered the consumption model that was based to a high degree on credit financing in those markets too. Moreover, studies show that there exists a high share of low-income households and price-sensitive consumers in CEE. According to the “Life in Transition” survey the mid-dle-class ranges from 4% in Albania to 27% in Slovenia – in between you can find Poland with 16% and Russia with 18% (EBRD, 2007). Pfeifer, Massen and Bombka (2007) estimate that 56% of the consumers or 57 million people, in Eastern Europe are low-income consumers (< 10,000 in PPP per year). In addition, in Russia and Ukraine 70% of the populations are falling in this category. A study of Roland Berger Strategy Consultants (2008) on “Consumer Archetypes in CEE” identified seven basic consumer types in CEE. Three out of them – the “self-centered consumers” (18% of population), “minimalists” (14%) and “rationalists” (12%) – can be classified as highly price-sensitive. Together, these three highly price-conscious consumer types make up 44% of the CEE market. What is more, other identified consumer types with less distinct price sensitivity could be taken into account as well. In total, these consumer types whose purchasing behavior is influenced predominantly by affordability amount to 56% of all CEE consumers. Summing up, the studies provide divergent figures of the size of the middle class and low-income segment in CEE. Different methodological approaches, classifications, and data bases are the reasons for these variations (Kharas, 2010). However, the findings show that the market below the middle class in CEE is a large one, accounting for more than 60% of the population of a country. The strategies that are used to address low-in-come consumers are described by the so-called “4 A’s”: affordability, acceptability, availability and awareness (Anderson & Markides, 2007). Affordability as a strategy con-cept can be defined as all measures of a company that aim at bringing the purchase of a product within the financial means of a consumer or household (or business). In the literature you can find different approaches towards this goal. Firms typically start with marginal changes in their marketing strategy (e.g., different packages, single portions). However, to tap the lower-end of these price-sensitive mass-markets and to reach non-consumers of your products changes have to go beyond rebranding and adapted market-ing elements. New business models with deeper and more comprehensive changes in product development and architecture of the supply-chain are needed to be successful in this segment (Johnson, Christensen & Kagermann, 2008). The purpose of the empirical part of this study is to get a better understanding of motives, goals and success factors of affordability initiatives addressing the countries of CEE. A case study approach is the best way to learn about underlying assumptions and considera-tions of managers involved in the decision-making process (Yin, 2009). The cases consist of two parts: a) a general company profile describing businesses, geographic presence and goals; b) the role of affordability for tapping emerging markets and the description of affordability initiatives in CEE countries. Globally active consumer goods companies in the food sector from USA and Western Europe were chosen as target firms: They ex-panded strongly into emerging markets and CEE in the last years, play a pioneer role in tapping low-income markets and exemplify the sought-after strategic constellation for this research, i.e. an MNC expanding from a traditional “premium-position” into lower-price segments. In addition, food companies serving broad segments of the population are faced with social responsibility issues, namely if they legitimately can deny people access to their products. So far three cases of Western companies with an extensive presence in emerging markets are available (see overview in Table 1). The results show that affordability is part of the marketing strategies in CEE of all these selected companies. A considerable share of the product portfolio and overall sales vol-ume in their CEE country organizations stem from affordable products. Higher growth rates of this segment than the overall market prove that there is a demand for this type of products. And it seems that these companies don’t see an insurmountable conflict in pursuing the two-pronged approach as indicated in the literature. All affordability strate-gies are run under a business perspective. They have to contribute to the growth and profitability goals, although social motives are mentioned as strong arguments too. The case of company A nicely shows how the affordability initiative started as a CSR project and then evolved into a business project. During this process they learned that they can make a “sustainable business case” out of it. This step was a break with so far existing concepts in the company, as it involved product development targeted to the demand and financial conditions of low-income households. Country organizations decide individu-ally if and to what degree they use affordability initiatives. In our cases Russian, Polish and Romanian subsidiaries were interested in the introduction of affordable products and looking for support within the group. The establishment of competence centers for affordability initiatives at global headquarters is a clear indication that a central hub is needed which provides basic strategy guidelines, offers assistance in the introduction of such initiatives and spreads best practices in the group. However, differences can be found in the market and branding strategy. While company A is using local brands in combination with the company brand, company C is using a strict two-tier strategy. Inter-national brands are sold parallel to local/regional ones which are used for the entry into the lower-income segment. Company B is covering all price points within a category with the international brand. So the brand stretches from the super-premium, premium and mainstream to the affordability segment. 4,000 “good value for money products” are sold worldwide today, in CEE the affordable category accounts for 25% of total turnover and grows twice as fast as the whole zone Europe. The differences can be explained via the basic approach towards branding: are they following a House of Brands or a Branded House architecture. As far as success factors are concerned all three cases show that the successful introduction of an affordable product range is based on (a) a commitment of the organization to the development of affordable products; (b) deep understanding of consumer behavior, buying patterns, and market situation; (c) utilization of synergies with higher priced brands; (d) focus on volume and scale via covering a large consumer base and (e) radical cost cutting along the whole value chain. In our ongoing research we try to increase the number of companies which run affordability initiatives to be able to cover a greater variety of industry and company types. Our research shows that multi-tier and affordability strategies can be found in other consumer and industrial markets in CEE too. This research shall help to clarify for which type of company it makes sense to ex-pand to lower-income segments. While so far the internal perspective was in the center of our research attention, market and competitive constellations should be covered in the future too.