新兴市场未来可期的五大理由
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发展中世界的公司正变得越来越聪明：人们通常认为，和规模较小、技术落后而且市场经验较少的新兴市场公司相比，来自发达国家的跨国公司在任何方面都比前者更强。不过，新兴市场企业具有一些独特的能力。举例来说，许多中国和印度公司所拥有的低成本让来自发达国家的竞争对手感到羡慕。新兴经济体企业还特别有可能获得主场优势。此外，新兴经济体的相似度较高，也就是说其他新兴市场也可能获得这样的优势。随着两类企业相互进入对方的市场，来自发达国家的跨国公司甚至已经不能把自己在本国的主导地位视为囊中之物。就像一位管理学大师所言，是穷人学着像富人那样生活容易，还是富人学着过穷人的生活容易呢？ 当然，以上几点并不意味着来自发达国家的跨国公司已经毫无胜算。它们在营销、研发和管理体系方面依然拥有巨大的优势。现有的500强企业根基牢固，它们在制定商业活动参与规则方面依然拥有压倒性的决定权。但尽管如此，新兴市场跨国企业已经牢牢地把改变局势定为自己的目标。来自发达国家的跨国公司需要认真考虑这种可能性，以免最终落败。（财富中文网） 本文作者潘卡吉•盖马沃特是IESE商学院全球战略Rubiralta教席教授，也是《世界3.0》一书的作者。 译者：Charlie |
Corporations in the developing world are getting smarter: It is generally assumed that advanced country multinationals are capable of doing anything that their smaller, technologically backward, less marketing-savvy counterparts from emerging countries can. However, the latter possess some special capabilities of their own. A number of Chinese and Indian companies, for example, have developed low-cost capabilities that are the envy of competitors from advanced countries. Companies from emerging economies are particularly likely to have a home-court advantage. Moreover, the greater similarity between emerging economies suggests that these advantages may extend to other emerging markets as well. And as they move into each other's markets, advanced country multinationals can't even take their dominance at home for granted: As one management sage asks, is it easier for a poor man to learn to live like a rich man, or for a rich man to learn how to live like a poor man? Of course, none of this is meant to suggest that the game is over for advanced country multinationals. They still enjoy significant advantages in terms of marketing, R&D, and management systems. As the entrenched incumbents, they also have a disproportionate ability to dictate the terms of engagement. But that said, emerging market multinationals have their sights firmly set on shaking things up. Advanced country multinationals need to take that possibility seriously to try to avoid ending up on the casualty list. |
