In India, 400 million consumers will demand new housing in the next 20 years. That's more real estate than the United States has built since the Second World War, pointed out one real estate CEO. Globalization is producing a new prosperity around the world and two thirds of CEOs are investing to capture this opportunity.

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  Two thirds of CEOs see opportunity and are investing.

  These new—and existing consumers—are more demanding and knowledgeable than ever. With the billion-user Internet, customers can broadcast their opinions about a product. They can link up with like-minded consumer groups and sway public opinion, not to mention company behavior.

Three quarters of CEOs view these newly empowered consumers with enthusiasm. Here is a chance to get customer input and develop products that differentiate their company and justify premium pricing. This can be much quicker and more effective than developing products in a vacuum, only to find they missed the mark and the market.

Several years ago, Nintendo, the maker of console games, needed to regain its leadership position, find new ways to delight gamers and reach new audiences. To do that, it went straight to the source—gamers themselves. Through a community of experienced gamers, Nintendo gained valuable insights into marketing needs and preferences. This has influenced everything from actual game offerings-like an online library of "nostalgic" games that appeal to older gamers—to new product design such as the intuitive controls of the new Wii system. The collaboration seems to have paid off: Nintendo is once again ahead of the competition with 44% market share.