從新興市場的新商業(yè)模式獲得的靈感

摘 要：如今許多跨國公司把新興市場當(dāng)作一塊必爭的沃土，都把公司未來的主要增長寄希望于這塊土地。但在移植已有的國內(nèi)商業(yè)模式后，多數(shù)公司遭受了盈利能力減弱和市場占有困難的困擾。本文主要分析進軍新興市場艱難的原因和一些解決方式，最后深入討論了這個案例給我們帶來的啟發(fā)以及啟發(fā)的一些應(yīng)用。

關(guān)鍵詞：商業(yè)模式；新興市場；跨國公司；因地制宜

[中圖分類號]：K825.4 [文獻標識碼]：A

[文章編號]：1002-2139(2012)-01-0244-01

Some inspirations from “New business models in emerging markets”

Nowadays， many companies view emerging markets as one large foothold market， and are looking forward to find the majority of their future growth there. But in trying to transplant their domestic business models， they end up slashing margins or confining themselves to the higher-income tiers， which aren’t big enough to generate sufficient returns.

Why they are struggling and how to solve this problem? In the following section， let’s take a closer look at the situations those multinationals are generally faced with and try to find some solutions.

·SWOT analysis of the multinationals

1) S---Strengths. As to the multinationals， they have already developed mutual commercial models in high-end products， which guarantee superb technologies for the new business models. Besides， they usually have strong support including both funds and technologies. What’s more， they usually can conduct rapid experiments， which can demonstrate the business potential for an affordable and profitable product that no survey in the laboratory can， to hone the business models， and as a result， this could lead to a quicker adjustment to the demand of the markets.

2) W---Weaknesses. On the other hand， they have got used to the old business models they hold， especially the level of consumers they aimed at before， so it’s quite difficult for them to jump out of that circle to find a more lucrative business model. Only after finding out the high-income-targeted model cannot bring sufficient returns and profits for them did they begin to look out for the reasons. As a result， the underserved “middle market” which is overlooked by them is delayed to be opened and this may stand for a huge weakness of them when competing in the emerging markets.

3) O---Opportunities. Although lots of companies have entered the emerging market， even the basic needs of the large middle populations may not yet have been met. What’s more， targeting this market has two big advantages. First， it’s easier to upgrade the solution to a job people are already trying to do than to create sufficient customer demand where none yet exists. Second， it’s easier to reach people who are already spending money to get their jobs done. So， companies devise new business models and offerings to better meet those consumers’ needs affordably will discover enormous opportunities for growth.

4) T---Threats. Multinationals are also facing many threats. For instance， alternatives developed by local companies are grabbing middle markets because they know better about the needs of local people. Besides， multinationals cannot be sure whether the targeted consumers will be interested in their products， so they need to show the advantages of their products to them clearly. Last but not least， most companies have little successful experience adapting their new business models to emerging middle markets.

Just as what has been analyzed in the SWOT， there are many incentives for the companies to operate in the emerging market. But if the opportunities are huge， so are the obstacles to seizing it.

In-depth analysis of this situation

The deepest impression the case leaves on me is the importance of developing new business models and offerings to better meet those consumers’ unmet needs.

Firstly， if the companies want to proper in the emerging market， what they have to do right now is to develop business model innovation. Then， how can they succeed in the emerging market? “All of these reflect that developing new business models to adapt to the local market is the essential step to success.” Secondly， with a new business model innovation， the multinationals have to take a systematic process to carry it out. At its most basic level， the process consists of three steps: Identify an important unmet job the target customer needs to be done; blueprint a model that can accomplish the job profitably for a price the customer is willing to pay; and carefully implement and evolve the model by testing essential assumptions and adjusting as you learn. Every step is equally important to achieve success. Also， the companies should pay attention to the agile functional expertise because of the great uncertainties in the emerging market.

some applications

This case impresses me of three expressions: identifying， planning and strategizing， and implement improving. This kind of steps can not only be used in company management but also any other situations where we are trapped in troubles.

As for companies， for example， if one of the most talented employees doesn’t want to work for the company any longer， which will cause a great loss for the company， what should the managers do? They should first try to find out what are the causes behind this action; because only by knowing the situation well can they have a chance to solve it. And the more， the quicker they get a scope of the problem， the better they can tackle it. That’s the “identifying” step. After knowing the reasons， the managers often try to analyze and come up with a proper solution. When managers decide to carry out the best strategy in their mind， the result keeps unknown. But after they deal with this kind of situations more and more， they make use of their experience to improve their skills. That’s so-called “implement and improving”.

Another point we get from this case is that when the environment around us changes， we should first try to observe it in all aspect and then adapt to it instead of ignoring the changes and sticking to the unsuitable lifestyle. What’s more， we should keep an open mind all the time in case of unpredicted things.