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Multinationals in emerging markets
新興市場的跨國公司
Must try harder
要做的還有很多
The ambitions of Western firms in emerging markets far exceed their efforts
西方跨國公司在新興市場行動滯后于雄心
SPEAK to the boss of a big, rich-world multinational company and he will soon wax lyrical about the attractions of emerging markets.
假如跟發達國家跨國公司老總聊天，他肯定會大加贊賞新興市場的魅力。
Even recent wobbles in some of these countries have not curbed vocal enthusiasm for the BRICS and other collections of high-growth markets,
即便是新興市場近期的經濟動搖狀況也沒有削弱跨國公司對金磚四國及其他國家高速增長的市場的夸贊和熱情。
whose prospects have more than offset a gloomy prognosis for the maturing, growth-starved domestic markets of the developed economies.
新興市場的繁榮不僅僅消除了發達經濟體由于自身發展成熟而導致國內增長停滯從而產生的消極預期。
So, with the source of future profits so clearly identified, presumably such firms are doing everything possible to succeed in emerging markets?
因而，未來利潤之源如此顯而易見之時，大概這些跨國公司會盡一切可能在新興市場搶占先機吧？
Strangely, it seems they are not.
然而奇怪的是，他們似乎并不急于行動。
Or so says a new report, Playing to Win in Emerging Markets, by the Boston Consulting Group.
據波士頓咨詢集團的一篇名為為奪取新興市場的新聞報道，情況確實如此。
The consultancy polled over 150 executives from the world’s biggest multinational companies.
該公司針對來自全球最大的跨國公司的150名經理進行調查。
So far, those firms have not done badly, earning on average 28% of their revenues in emerging markets.
目前，那些公司的運營狀況還不錯，他們在新興市場的收益平均達到總收益的28%。
Yet nearly four-fifths of them expect to gain market share, which could be trickier.
然而80%的跨國公司想獲得市場份額，這將會更加難以捉摸。
Many multinationals base their entire senior management team at home, where they are too remote to tackle the challenges involved in conquering new territories.
許多跨國公司將高級資深管理團隊留在國內，這使得他們距新興市場太過遙遠，難以直面新疆域上的挑戰。
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.
據波士頓咨詢集團消息，目前為止，在公司最頂尖的 20個高管中，那些至少派出兩位到新興市場前沿陣地的公司，其經濟效益要比競爭對手好很多。
Schneider Electric recently relocated several senior people, including the boss, toHong Kong.
施耐德電器公司近期進行人事調動，將幾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.
跨國公司也意識到與當地的競爭對手之間的膠著越來越激烈。
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.
波士頓咨詢集團稱，相較而言，本地公司能更多地集中精力于國內市場，更快地適應變化了的情況并且做好了冒更多險的準備。
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，本地公司也能通過跨國公司帶來的人力、資本和技術開拓國際市場吸引才華橫溢的本地經理人。
What can multinationals do to fight back?
跨國公司將如何予以反擊？
David Michael, one of the authors of the report, reckons they need to treat emerging economies as their new core markets,
該報告的作者之一戴維?邁克爾認為他們應該將新興市場作為新的核心市場。
if necessary changing their entire business models to make themselves more nimble and entrepreneurial.
如有必要，他們還要轉換整個商業模式以使其更加靈活更具創造性。
Why are multinational bosses not walking their emerging-market talk?
為什么跨國公司的老板不踐行他們有關新興市場的言論？
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,
正如保潔公司老總去年所發現的那樣，拓展新興市場有風險。倘若他們將太多的精力投入到新興市場，他們的公司將相應地減少對富裕國家的投入，
for now, provide the bulk of its profits.
而后者卻是跨國公司利潤的主要來源。
