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商业报道
Multinationals in emerging markets
新兴市场的跨国公司
Must try harder
要做的还有很多
The ambitions of Western firms in emerging markets far exceed their efforts
西方跨国公司在新兴市场行动滞后于雄心
SPEAK to the boss of a big, rich-world multinational company and he will soon wax lyrical about the attractions of emerging markets.
假如跟发达国家跨国公司老总聊天，他肯定会大加赞赏新兴市场的魅力。
Even recent wobbles in some of these countries have not curbed vocal enthusiasm for the BRICS and other collections of high-growth markets,
即便是新兴市场近期的经济动摇状况也没有削弱跨国公司对金砖四国及其他国家高速增长的市场的夸赞和热情。
whose prospects have more than offset a gloomy prognosis for the maturing, growth-starved domestic markets of the developed economies.
新兴市场的繁荣不仅仅消除了发达经济体由于自身发展成熟而导致国内增长停滞从而产生的消极预期。
So, with the source of future profits so clearly identified, presumably such firms are doing everything possible to succeed in emerging markets?
因而，未来利润之源如此显而易见之时，大概这些跨国公司会尽一切可能在新兴市场抢占先机吧？
Strangely, it seems they are not.
然而奇怪的是，他们似乎并不急于行动。
Or so says a new report, Playing to Win in Emerging Markets, by the Boston Consulting Group.
据波士顿咨询集团的一篇名为为夺取新兴市场的新闻报道，情况确实如此。
The consultancy polled over 150 executives from the world’s biggest multinational companies.
该公司针对来自全球最大的跨国公司的150名经理进行调查。
So far, those firms have not done badly, earning on average 28% of their revenues in emerging markets.
目前，那些公司的运营状况还不错，他们在新兴市场的收益平均达到总收益的28%。
Yet nearly four-fifths of them expect to gain market share, which could be trickier.
然而80%的跨国公司想获得市场份额，这将会更加难以捉摸。
Many multinationals base their entire senior management team at home, where they are too remote to tackle the challenges involved in conquering new territories.
许多跨国公司将高级资深管理团队留在国内，这使得他们距新兴市场太过遥远，难以直面新疆域上的挑战。
Those firms that have moved at least two of their top 20 executives to the new front line have outperformed their rivals by far, says BCG.
据波士顿咨询集团消息，目前为止，在公司最顶尖的 20个高管中，那些至少派出两位到新兴市场前沿阵地的公司，其经济效益要比竞争对手好很多。
Schneider Electric recently relocated several senior people, including the boss, toHong Kong.
施耐德电器公司近期进行人事调动，将几名高管包括其老板安排到香港。
Global firms are also finding the going increasingly tough against local competitors.
跨国公司也意识到与当地的竞争对手之间的胶着越来越激烈。
The domestic firm can focus better on its home market, adapt more swiftly to changing conditions and is often prepared to take more risk, says BCG.
波士顿咨询集团称，相较而言，本地公司能更多地集中精力于国内市场，更快地适应变化了的情况并且做好了冒更多险的准备。
And nowadays it can tap the global market for the same people, capital and technology deployed by multinationals and attract talented local managers.
如今，本地公司也能通过跨国公司带来的人力、资本和技术开拓国际市场吸引才华横溢的本地经理人。
What can multinationals do to fight back?
跨国公司将如何予以反击？
David Michael, one of the authors of the report, reckons they need to treat emerging economies as their new core markets,
该报告的作者之一戴维?迈克尔认为他们应该将新兴市场作为新的核心市场。
if necessary changing their entire business models to make themselves more nimble and entrepreneurial.
如有必要，他们还要转换整个商业模式以使其更加灵活更具创造性。
Why are multinational bosses not walking their emerging-market talk?
为什么跨国公司的老板不践行他们有关新兴市场的言论？
One risk, as discovered last year by the boss of Procter Gamble, is that by devoting too much attention to emerging markets their company will lose focus on the rich countries that still,
正如保洁公司老总去年所发现的那样，拓展新兴市场有风险。倘若他们将太多的精力投入到新兴市场，他们的公司将相应地减少对富裕国家的投入，
for now, provide the bulk of its profits.
而后者却是跨国公司利润的主要来源。
