調整全球化戰略的5個好辦法

????鞏固區域。全球化進程并沒有抹殺區域間將各國連接在一起的特殊關系。50-60%的國際貿易、外國直接投資、國際電話以及移民是發生在區域之間，而不是區域以外。等你意識到同一區域的國家往往存在上述強力紐帶時，這一點也就不令人意外了。

??? 因此，公司著力尋找與潛力市場的天然紐帶時，從自己國家周邊找起往往是有道理的。南非的標準銀行（Standard Bank）正“收緊”其戰略，以便把重點放在非洲而不是新興市場。它賣掉了在阿根廷的分行，還縮減了歐洲的業務規模，同時又在肯尼亞、安哥拉、贊比亞和加納這些國家進行擴張。不過，聚焦非洲并不意味著無視世界其他地區。中國最大的銀行中國工商銀行（ICBC）擁有標準銀行20%的股份，這種合作關系只有在后者更加根植于非洲的時候才變得更加具有互補性。

????順應轉變。這種方法在前三種歷史性和結構性的焦點之上添加了一種動態視角。如今，新興市場不僅占到世界GDP的38%，還貢獻了金融危機爆發以來所有GDP增長的79%，以及全部的商品貿易增長。這種巨大的轉變向西方跨國公司提出了一個特別尖銳的問題——有時候這不僅讓那些公司更加致力于新興市場，更使其減少了對成熟市場的投入。想一想達能公司（Danone）最近在歐洲大本營（這里仍然是乳制品需求的主要陣地）的裁員事件吧，與此同時，這家公司仍然在推動新興市場的業務增長。

????“采拾櫻桃”。最后，即使公司足跡遍及全球，將某個子集指定為關鍵市場也是極為奏效的做法。這樣做可以幫助公司聚焦于有限資源的配置，其中包括管理精力。舉例來說，匯豐銀行（HSBC）在它的英國和香港這兩個“大本營”之外確定了20個關鍵市場。它在85個國家和地區開展業務，而那22個市場貢獻了92%的利潤。也許，匯豐銀行對于自身業務的新現實主義有一天會讓它少說些“全球化胡話”（globaloney）——比如，它播出的由不同幣種標價的檸檬水廣告，中附帶了這么一則古怪的標語：“未來，即使最小的公司也是跨國公司。”美國只有不到0.1%的公司是跨國公司，而那些“跨國公司”中，大部分只在一到兩個海外市場開展業務。

????這些方法并不都是相互排斥，而以它們為基礎的全球化戰略管理構想卻千差萬別。“斬去枯枝”雖然往往是重要的，但它代表的不過是被動的純粹金融投資組合管理。“采拾櫻桃”涉及到基于更廣泛條件的更積極管理，但它忽略了這樣一種洞見，即你往何處去取決于你從何處來，這里凸顯出了“善用紐帶”和“鞏固區域”的重要性。只要首席執行官能夠根據距離和規模來決定重點關注哪個市場，意識到全球化通常只意味著在一兩塊區域開展業務，而不是遍地開花，同時清楚全球經濟的大趨勢是什么，是否順應、如何順應這種轉變，那么公司就能在競爭中比對手更具優勢。

????潘卡吉? 格瑪沃特是IESE商學院的教授，著有《世界3.0》（World 3.0）一書。（財富中文網)

????譯者：王燦均

????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