Os mercados emergentes são mais importantes do que nunca, e eles compõem uma grande parte das receitas e crescimento de muitas empresas multinacionais. No entanto, mesmo assim, as multinacionais não dominaram esses mercados. Isso porque eles não estão jogando para vencer. Resultados:
The BCG Globalization Readiness Survey, a recent poll of more than 150 top executives in multinational companies, revealed a large gap between the aspirations of these companies in emerging markets and their performance on key capabilities—especially when it comes to attracting and retaining local talent.
Among the key findings:
- Multinacionais têm grandes ambições nos mercados emergentes: mais de três quartos das empresas, ou 78 %, esperam obter participação nesses mercados. No entanto, apenas 13 % estão confiantes de que podem enfrentar os concorrentes locais. (Veja o Anexo 1.)
quase três quartos, ou 73 %, dos entrevistados disseram que as empresas locais são uma grande ameaça competitiva. (Consulte o Anexo 2.)
- Em média, as multinacionais nos disseram que apenas 9 % dos seus 20 principais executivos são baseados nos mercados emergentes; A grande maioria deles ainda está localizada em mercados maduros distantes. (Consulte “Quem pesquisamos e o que pedimos.”)
- Despite reports of slowing growth in China, 57 percent of respondents named the nation as the most important emerging market.
The survey suggests that multinational companies have the right priorities—emerging markets are the growth spots of the future—but have not fully put in place winning practices. (See “Who We Surveyed and What We Asked.”)
que pesquisamos e o que pedimos
The 156 executives who completed the BCG Globalization Readiness Survey work for a wide variety of multinational companies. Industrial goods companies employ more than one-third, or 37 percent, of the respondents. Other industries with strong representation in the survey are consumer goods (22 percent); technology, media, and telecommunications (10 percent); financial services (9 percent); and health care, professional services, and energy (each 6 percent). Of the respondents, 30 percent work for companies based in the U.S. and Canada, 49 percent for companies headquartered in Western Europe, 7 percent for companies based in Japan, 3 percent for companies headquartered in other developed Asia-Pacific markets, and 11 percent for companies based in emerging markets.
Nearly half of the executives, or 47 percent, work for companies with annual revenues exceeding $10 billion. One-third work for companies with $1 billion to $10 billion in sales. The remainder work for smaller companies.
We asked executives to answer a few general questions about their companies’ activities across all emerging markets. We also asked them to answer more detailed questions about performance, capabilities, and competition in a single emerging market that was critical to their company and that they felt they understood well. About half, or 52 percent, chose China. Other markets and regions that were heavily favored include Latin America (12 percent); Eastern Europe and Russia, India, and Southeast Asia (each 10 percent); and the Middle East and Africa (8 percent combined). Please note that because these figures have been rounded, they do not add up to 100.
Derivamos a lacuna de desempenho medindo as classificações dos entrevistados de importância de cada uma das 13 capacidades em uma escala de 1 (baixa) a 5 (alta) e o desempenho de cada empresa na mesma escala. A diferença de desempenho é a diferença entre suas pontuações de desempenho e importância. Amitabh Mall
