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同一些大型公司的老板们聊天，一谈到新兴市场大家都会表现出很浓厚的吸引力。即使是在金砖四国之中，以及其它一些高速增长的地区，出现的不稳定经济因素也没有使这种热情消失掉。新兴市场的前景不仅仅是抵消了发达经济体成熟而渴求增长的国内市场带来的阴暗预期。所以做为这种极具吸引力的利润空间，大部分的跨国公司都会尽可能的早些占领新兴市场领域。

但是令人奇怪的就是事实并不是这样的。波士顿咨询集团最近写的一份新报告“争夺新兴市场赢家”也得出类似结论。这家咨询公司调查了全球最大跨国公司150名经理人。到目前为止，这些公司运营的还不错，平均28%的收入来自于新兴市场。还有一些近五分之四的大型跨国公司希望自己要占领这样的市场空间，但是事实上这是很棘手的。

SPEAK to the boss of a big, rich-world multinational company and he will soon wax lyrical about the attractions of emerging markets. Even recent wobbles in some of these countries have not curbed vocal enthusiasm for the BRICS and other collections of high-growth markets, whose prospects have more than offset a gloomy prognosis for the maturing, growth-starved domestic markets of the developed economies. So, with the source of future profits so clearly identified, presumably such firms are doing everything possible to succeed in emerging markets?

Strangely, it seems they are not. Or so says a new report, “Playing to Win in Emerging Markets”, by the Boston Consulting Group (BCG). The consultancy polled over 150 executives from the world’s biggest multinational companies. So far, those firms have not done badly, earning on average 28% of their revenues in emerging markets. Yet nearly four-fifths of them expect to gain market share, which could be trickier.

Many multinationals base their entire senior management team at home, where they are too remote to tackle the challenges involved in conquering new territories. 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. Schneider Electric recently relocated several senior people, including the boss, to Hong Kong.

Global firms are also finding the going increasingly tough against local competitors. 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. And nowadays it can tap the global market for the same people, capital and technology deployed by multinationals and attract talented local managers.

What can multinationals do to fight back? David Michael, one of the authors of the report, reckons they need to treat emerging economies as their “new core markets”, if necessary changing their entire business models to make themselves more nimble and entrepreneurial.

Why are multinational bosses not walking their emerging-market talk? One risk, as discovered last year by the (now retired) 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, for now, provide the bulk of its profits.

Three problems are gross can use a simple example to illustrate.(1) poor management of a company, shares, down to the point of insolvency, how to do?Must think of some way to support.Is to come up with a way to make stock someone buy, from falling down.(2) who is going to buy?Who will support?By the subsidiary.Subsidiary of money come from?Borrow from the bank.What makes Banks lend money to subsidiary?By the parent company by assets as collateral.(3) the parent company guarantees made to the bank, the ba本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。