注册 登录  
 加关注
   显示下一条  |  关闭
温馨提示!由于新浪微博认证机制调整,您的新浪微博帐号绑定已过期,请重新绑定!立即重新绑定新浪微博》  |  关闭

锋云创业 VC攻略

汉理资本董事总经理

 
 
 

日志

 
 
关于我

汉理资本 董事长 钱学锋 愿和创业者/企业家/投资界朋友共同交流! 欢迎登录汉理资本网站: www.newaccess.com.cn

网易考拉推荐

如何赢在新兴市场——贝恩报告  

2008-06-19 18:18:24|  分类: 默认分类 |  标签: |举报 |字号 订阅

  下载LOFTER 我的照片书  |

[博主序:经贝恩咨询公司同意,现摘录下文,以飨读者。作者SatishShankar和Vijay Vishwanath在文章中指出了国际跨国公司进军新兴市场成功的5个秘诀:一,控制降低成本;二,本土化;三,全球思维,本地招聘;四,本土并购应有很好的业务相关性;五,建立新兴市场的领导力。目前中国公司大举通过并购或其他方式进入欧美和其它新兴市场,此文对于国内公司应有一定的借鉴作用。

 

by Satish Shankar and Vijay Vishwanath
 

Village roads can be impassable, home cooking isstill a way of life, and local products often have generations ofloyal customers. Nevertheless, emerging markets are delivering someof the strongest growth for global firms despite concerns thatlower prices would translate into lower profits.

 

Leaders likeCoca-Cola, Unilever, Danone, and Pepsi now earn 9 percent to 15percent of their total revenues from the three largest emergingmarkets in Asia—China, India, and Indonesia. The trend is likelyto continue: the gross domestic product of emerging markets equaledthat of advanced nations for the first time in 2006.

 

Asgrowth slows in the mature markets of North America and WesternEurope, some consumer goods companies have figured out how to tapinto the purchasing power of a newly prosperous and growing middleclass in emerging markets. The rewards can be substantial; in someproduct categories, growth there is three times that of developedmarkets. While each market requires different adaptations, theemerging market leaders share six common practices. What does ittake to win?

 

Drive down costs byentering the mainstream. Originally, multinationals targetedpremium segments with higher profit margins in developing nations.But leading firms have started selling brands aimed at the masses.Cosmetics giant L’Oreal took that approach in Eastern Europe,introducing a line of facial and body-care brands targeting themass market, as well as its affordable “luxury” skin-care brands.Sales in Eastern Europe have grown steadily year to year. In thefirst quarter of 2008, L’Oreal’s sales reportedly grew 25.9percent in Eastern European markets while North American salesslumped 3.9 percent year over year, and Western European sales grewby only 2.3 percent.

 

Localize at everylevel. Homegrown competitors have several incumbent advantages,including consumer loyalty, lower costs, and sympathetic governmentregulators. By taking the time to master local complexities,multinationals can gain a competitive edge. That often requiresfundamental changes to the product offering. Procter & Gamble,for example, knew that winning over Chinese toothpaste consumersmeant catering to local preferences. After extensive research,P&G rolled out reformulated versions of its Crest brand infruit, tea, and herbal flavors. P&G’s approach to localizationhelped boost its share of toothpaste sales from nearly zero in 1997to 25 percent in 2007.

 

Develop a “good enough”cost mentality. In between the traditional high- and low-endmarket segments is the large and flourishing market for what wecall good-enough products, offering higher quality than low-endgoods at affordable prices that still generate profits. Feeding thegood-enough market requires that companies keep a tight lid oncosts, taking advantage of used plants, local suppliers, andoutsourcing. Unilever’s India subsidiary, Hindustan Lever,aggressively managed production, packaging, distribution, andmarketing outlays to help create a low-cost laundry detergent lineto compete with a popular new domestic brand. By hitting thepricing sweet spot, Hindustan Lever gained a 36 percent marketshare in the segment.

 

Think global, hirelocal. Too often, multinationals count on expatriates to guidetheir entry into emerging markets. Market leaders cultivate stronglocal management teams with market insights that give them an edgein product design, promotion, and distribution. Empowering localteams fosters loyalty and develops a talent pool to tap whenentering other emerging markets. Consider P&G, the mostsuccessful consumer products company in China: 98 percent of itsemployees are Chinese.

 

Make sure localacquisitions have a strong business fit. A strategicacquisition can accelerate a multinational’s entry into anemerging market by adding popular local brands to its productlineup, strengthening its distribution network, and loweringoperating costs. Last July, Coca-Cola acquired Russian beveragegroup Aquavision, adding state-of-the-art production capabilities.The move builds on Coke’s previous purchase of a leading Russianfruit juice maker, strengthening the multinational’s position inEastern Europe’s hotly contested soft-drinksmarket.

 

Build dedicatedemerging-markets capabilities. The leaders approach eachemerging market with strategies crafted to distinguish thecharacteristics they find there from established practices theypursue in developed economies. One UK multinational has a formalemerging-markets organization separate from its other internationaloperations. Putting the emerging-markets operation under one tentsharpens focus and improves managers’ ability to evaluate therelative risk-return trade-offs across its emerging-marketsportfolio.

 

Formultinationals, succeeding in emerging markets is essential inorder to defend and increase their share of the global market.Ultimately, how they fare there is a key indicator of how they’llfare everywhere else in the world.

 

  评论这张
 
阅读(589)| 评论(0)
推荐 转载

历史上的今天

评论

<#--最新日志,群博日志--> <#--推荐日志--> <#--引用记录--> <#--博主推荐--> <#--随机阅读--> <#--首页推荐--> <#--历史上的今天--> <#--被推荐日志--> <#--上一篇,下一篇--> <#-- 热度 --> <#-- 网易新闻广告 --> <#--右边模块结构--> <#--评论模块结构--> <#--引用模块结构--> <#--博主发起的投票-->
 
 
 
 
 
 
 
 
 
 
 
 
 
 

页脚

网易公司版权所有 ©1997-2018