调整全球化战略的5个好办法

    巩固区域。全球化进程并没有抹杀区域间将各国连接在一起的特殊关系。50-60%的国际贸易、外国直接投资、国际电话以及移民是发生在区域之间，而不是区域以外。等你意识到同一区域的国家往往存在上述强力纽带时，这一点也就不令人意外了。

    因此，公司着力寻找与潜力市场的天然纽带时，从自己国家周边找起往往是有道理的。南非的标准银行（Standard Bank）正“收紧”其战略，以便把重点放在非洲而不是新兴市场。它卖掉了在阿根廷的分行，还缩减了欧洲的业务规模，同时又在肯尼亚、安哥拉、赞比亚和加纳这些国家进行扩张。不过，聚焦非洲并不意味着无视世界其他地区。中国最大的银行中国工商银行（ICBC）拥有标准银行20%的股份，这种合作关系只有在后者更加根植于非洲的时候才变得更加具有互补性。

    顺应转变。这种方法在前三种历史性和结构性的焦点之上添加了一种动态视角。如今，新兴市场不仅占到世界GDP的38%，还贡献了金融危机爆发以来所有GDP增长的79%，以及全部的商品贸易增长。这种巨大的转变向西方跨国公司提出了一个特别尖锐的问题——有时候这不仅让那些公司更加致力于新兴市场，更使其减少了对成熟市场的投入。想一想达能公司（Danone）最近在欧洲大本营（这里仍然是乳制品需求的主要阵地）的裁员事件吧，与此同时，这家公司仍然在推动新兴市场的业务增长。

    “采拾樱桃”。最后，即使公司足迹遍及全球，将某个子集指定为关键市场也是极为奏效的做法。这样做可以帮助公司聚焦于有限资源的配置，其中包括管理精力。举例来说，汇丰银行（HSBC）在它的英国和香港这两个“大本营”之外确定了20个关键市场。它在85个国家和地区开展业务，而那22个市场贡献了92%的利润。也许，汇丰银行对于自身业务的新现实主义有一天会让它少说些“全球化胡话”（globaloney）——比如，它播出的由不同币种标价的柠檬水广告，中附带了这么一则古怪的标语：“未来，即使最小的公司也是跨国公司。”美国只有不到0.1%的公司是跨国公司，而那些“跨国公司”中，大部分只在一到两个海外市场开展业务。

    这些方法并不都是相互排斥，而以它们为基础的全球化战略管理构想却千差万别。“斩去枯枝”虽然往往是重要的，但它代表的不过是被动的纯粹金融投资组合管理。“采拾樱桃”涉及到基于更广泛条件的更积极管理，但它忽略了这样一种洞见，即你往何处去取决于你从何处来，这里凸显出了“善用纽带”和“巩固区域”的重要性。只要首席执行官能够根据距离和规模来决定重点关注哪个市场，意识到全球化通常只意味着在一两块区域开展业务，而不是遍地开花，同时清楚全球经济的大趋势是什么，是否顺应、如何顺应这种转变，那么公司就能在竞争中比对手更具优势。

    潘卡吉• 格玛沃特是IESE商学院的教授，著有《世界3.0》（World 3.0）一书。（财富中文网)

    译者：王灿均

    Fortifying regions. Globalization has not erased the special ties that bind countries within their own regions. 50-60% of the world's trade, FDI, international phone calls, and migration all take place within regions rather than across them, which is unsurprising when one recognizes that countries in the same region tend to share particularly strong connections of the types described above.

    Therefore, as companies look for natural bridges to promising markets, it often makes sense to start close to home. South Africa's Standard Bank is "tightening" its strategy to focus on Africa rather than across emerging markets, selling its Argentine unit and cutting back in Europe, while expanding in Kenya, Angola, Zambia, and Ghana. But focusing on Africa hasn't meant ignoring the rest of the world. China's largest bank, ICBC, owns 20% of Standard, a partnership that only becomes more complementary as Standard becomes more rooted in Africa.

    Riding the Big Shift. This technique adds a dynamic perspective to the historical and structural focus of the first three. Emerging markets not only account for 38% of world GDP today but also 79% of all GDP growth since the onset of the crisis and for all of the growth in merchandise trade! This big shift poses particularly acute questions for Western multinationals -- and sometimes leads not just to more commitment to emerging markets but less commitment to mature ones. Consider Danone's recent cutbacks at home in Europe -- which still dominates dairy product demand -- while continuing to push growth in emerging markets.

    Cherrypicking. Finally, even if a company maintains a broad footprint, it can be useful to designate a subset as key markets. Doing so can help focus the deployment of limited resources, including managerial attention. HSBC, for example, identified 20 key markets outside of its two "homes" in the U.K. and Hong Kong. While HSBC (HBC) operates in 85 countries, those 22 provide 92% of its profits. Maybe its new realism about its own business will someday get it to cut back on "globaloney" like its ads featuring multi-currency lemonade stands with the outlandish tagline that "in the future, even the smallest business will be multinational." Less than 0.1% of U.S. companies are multinational, and among "multinationals," the majority operate in only one or two foreign countries.

    These techniques aren't all mutually exclusive but the conceptions of global strategic management underlying them vary greatly. Chopping deadwood, while often important, represents no more than passive, purely financial portfolio management. Cherrypicking involves more active management based on broader criteria but ignores the insight that where you should go depends on where you're coming from, which is the emphasis of Manning the Bridges and Fortifying Regions. CEOs who look at distance as well as size in deciding which markets to focus on, recognize that globalization usually involves operating in one or two regions rather than everywhere, and are clear about the Big Shift and whether and how to ride it will have a leg up on their competitors.

    Pankaj Ghemawat is a professor at IESE and author of World 3.0