????發(fā)展中世界的公司正變得越來越聰明：人們通常認(rèn)為，和規(guī)模較小、技術(shù)落后而且市場經(jīng)驗(yàn)較少的新興市場公司相比，來自發(fā)達(dá)國家的跨國公司在任何方面都比前者更強(qiáng)。不過，新興市場企業(yè)具有一些獨(dú)特的能力。舉例來說，許多中國和印度公司所擁有的低成本讓來自發(fā)達(dá)國家的競爭對(duì)手感到羨慕。新興經(jīng)濟(jì)體企業(yè)還特別有可能獲得主場優(yōu)勢。此外，新興經(jīng)濟(jì)體的相似度較高，也就是說其他新興市場也可能獲得這樣的優(yōu)勢。隨著兩類企業(yè)相互進(jìn)入對(duì)方的市場，來自發(fā)達(dá)國家的跨國公司甚至已經(jīng)不能把自己在本國的主導(dǎo)地位視為囊中之物。就像一位管理學(xué)大師所言，是窮人學(xué)著像富人那樣生活容易，還是富人學(xué)著過窮人的生活容易呢？

????當(dāng)然，以上幾點(diǎn)并不意味著來自發(fā)達(dá)國家的跨國公司已經(jīng)毫無勝算。它們?cè)跔I銷、研發(fā)和管理體系方面依然擁有巨大的優(yōu)勢?，F(xiàn)有的500強(qiáng)企業(yè)根基牢固，它們?cè)谥贫ㄉ虡I(yè)活動(dòng)參與規(guī)則方面依然擁有壓倒性的決定權(quán)。但盡管如此，新興市場跨國企業(yè)已經(jīng)牢牢地把改變局勢定為自己的目標(biāo)。來自發(fā)達(dá)國家的跨國公司需要認(rèn)真考慮這種可能性，以免最終落敗。（財(cái)富中文網(wǎng)）

????本文作者潘卡吉?蓋馬沃特是IESE商學(xué)院全球戰(zhàn)略Rubiralta教席教授，也是《世界3.0》一書的作者。

????譯者：Charlie?

????Corporations in the developing world are getting smarter: It is generally assumed that advanced country multinationals are capable of doing anything that their smaller, technologically backward, less marketing-savvy counterparts from emerging countries can. However, the latter possess some special capabilities of their own. A number of Chinese and Indian companies, for example, have developed low-cost capabilities that are the envy of competitors from advanced countries. Companies from emerging economies are particularly likely to have a home-court advantage. Moreover, the greater similarity between emerging economies suggests that these advantages may extend to other emerging markets as well. And as they move into each other's markets, advanced country multinationals can't even take their dominance at home for granted: As one management sage asks, is it easier for a poor man to learn to live like a rich man, or for a rich man to learn how to live like a poor man?

????Of course, none of this is meant to suggest that the game is over for advanced country multinationals. They still enjoy significant advantages in terms of marketing, R&D, and management systems. As the entrenched incumbents, they also have a disproportionate ability to dictate the terms of engagement. But that said, emerging market multinationals have their sights firmly set on shaking things up. Advanced country multinationals need to take that possibility seriously to try to avoid ending up on the casualty list.