Conheça os desafiantes globais de 2018

Este artigo é um trecho de 2018 BCG Global Challengers: Digital LeapFrogs .

À primeira vista, a Lista Global Challengers 100 2018 tem muita semelhança com as listas de anos anteriores. (Veja o Anexo 1.) Quatro empresas se formaram para se tornarem líderes globais e 17 empresas ingressaram na lista. É um grupo diversificado, com todas as principais regiões e muitos setores econômicos bem representados. 

Impacto crescente do digital

Look a little closer, though, and it’s clear that the times are indeed changing. The global challengers are selected on the basis of consistent quantitative and qualitative criteria. (See “ Nossa metodologia . ” ) Este ano, uma vez que a lista foi compilada, avaliamos cada empresa em seus recursos digitais e seu uso de tecnologia digital e parte de seu modelo de negócios, hoje e cinco anos atrás 60% das empresas na lista de 2018 são nativos digitais ou adotantes digitais significativos, enquanto apenas 17% fizeram uso significativo de tecnologias digitais em 2012. A adoção digital pode ser vista nos seguintes setores, entre outros:

• bens industriais e manufatura. Centros. Industry 4.0 technologies counter the rebalancing of global supply chains and rising wages in emerging-market manufacturing centers.
• Consumidor. Online. E-commerce and omnichannel sales and distribution compensate for the lack of modern trade channels in many cities.
• Technology, Media, and Telecommunications. Infrastructure, hardware, and software for a mobile-first environment leapfrog the PC as the primary way to go online.
• Energia. Serviços. (Veja o artigo relacionado, “ Renewable energy sources and efficient grids address pollution problems in emerging-market megacities.
• Health Care. Digital health care delivery helps deal with limited hospital capacity and growing epidemics such as diabetes.
• Financial Services. Fintech products and services are offered in markets where people have neither credit cards nor credit histories.

Moreover, two of the four global challenger graduates—Alibaba and Tencent—are digital powerhouses whose position and influence in their home market of China, as well as elsewhere, rival those of Western digital leaders such as Amazon and Facebook. (See the related article, “ Liderança digital em mercados emergentes .”)

Three Avenues to Advanced Digital Development

Global challengers develop their digital capabilities in three main ways: They are active investors in internal innovation programs and research and development. They pursue partnerships and join digital ecosystems or establish their own. And they acquire digital capabilities through M&A and private investments in startup companies and technologies. All are proving to be highly productive avenues Para o desenvolvimento digital

Inovação interna e P&D. Principais players de tecnologia ocidental. Os Serviços de Consultoria da Tata (TCS), usando seu centro interno de incubação, desenvolveram o Ignio, um modelo de automação cognitiva baseada em nuvem que é construída em uma plataforma de inteligência artificial (AI) e aborda múltiplos desafios de TI para TCS e seus clientes.  Strong investment in in-house digital innovation and R&D has led global challengers, and emerging-market companies generally, to catch up with, if not leapfrog, developed nations on technology leadership. Huawei, a global challenger graduate, filed for 4,000 to 6,000 unique patents every year from 2012 through 2016—at least twofold more than many leading Western tech players. Focusing on R&D, Huawei moved from follower to leader in five years in communication equipment, doubling both revenue and market share. Tata Consultancy Services (TCS), using its in-house incubation center, has developed Ignio, a cloud-based cognitive automation model that is built on an artificial intelligence (AI) platform and tackles multiple IT challenges for both TCS and its clients. 

Koç Holding, o maior conglomerado da Turquia, está aplicando recursos digitais em suas subsidiárias, várias das quais estão rapidamente se tornando líderes na indústria 4.0 tecnologias. Uma subsidiária, fabricante de eletrodomésticos Arçelik, estabeleceu uma plataforma criativa compartilhada para incentivar o pensamento focado no design e está acelerando suas atividades no desenvolvimento de protocolos de comunicação, segurança em nuvem, análise de dados, robótica e recursos de IA relacionados à digitalização e à Internet das Coisas. A fábrica digital Atölye 4.0 da Arçelik utiliza ferramentas avançadas de automação, IA, gêmeos digitais, processamento de imagens, tecnologias móveis e robôs colaborativos. A Tencent, graduada global do Challenger e a quinta maior empresa do mundo por capitalização de mercado, alcançou sua excelente escala e envolvimento nas mídias sociais, aproveitando um ecossistema digital de base ampla que oferece uma gama abrangente de serviços de valor agregado a seus usuários. (Veja o artigo relacionado “

Partnerships and Ecosystems. Many emerging-market players are leading joint efforts with other companies and building digital ecosystems. Tencent, a global challenger graduate and the world’s fifth-largest company by market capitalization, has achieved its outstanding scale and engagement in social media by leveraging a broad-based digital ecosystem that delivers a comprehensive range of value-added services to its users. (See the related article “ Liderança digital em mercados emergentes . ”) A ANT Financial, uma afiliada do Alibaba, criou um ecossistema global de pagamento inteligente ao fazer parceria com comerciantes, bancos e outros fintechs. A Xiaomi construiu um grande ecossistema de casa inteligente, focada em ápias em soluções, solucionadores de saúde e entretenimento. Publicidade.

M&A e investimentos particulares. 9 pontos percentuais desde 2012 para abranger cerca de 70% de todas as transações de tecnologia. Leading emerging-market players are pursuing strategic investments to either expand their business or build new capabilities faster. Many of these deals have a technology component—that is, they involve two tech companies or a nontech company acquiring technology or a tech capability. Globally, the share of nontech-sector acquirers of tech companies has grown by 9 percentage points since 2012 to encompass about 70% of all tech transactions. (See “ O ressurgente M&A Marketplace de alta tecnologia= , ”BCG Artigo, setembro de 2017.)

Global Challengers fez cerca de 2.400 aquisições ou investimentos desde 2013. Em cerca de 16% dessas transações, o alvo era um indiano digital. Aplicações. soluções. Os desafiantes globais continuam a produzir um valor pendente a partir de ativos tradicionais e digitais. Eles têm pegadas físicas multinacionais para atender às necessidades globais e locais dos clientes. Eles construíram marcas influentes que atraem e mantêm uma crescente base de clientes. As forças de trabalho talentosas fornecem produtos e serviços de alta qualidade e modelos operacionais comprovados criaram registros de sucesso de sucesso consistente. A inovação, com base em amplo know-how, permanece no alto das agendas dos desafiantes globais. (Veja o Anexo 2.) Mais recentemente (2011–2016), o desempenho da TSR dos desafiantes (assim como o do índice de mercados emergentes do MSCI) foi afetado por condições econômicas mais amplas em mercados emergentes, mas mesmo durante esse período, seu crescimento revenido superou o dos pares em outros índices de vários setores e marginas operacionais restantes fortes (Veja o Anexo 3.) Um grande arrasto para os desafiantes globais (bem como em outros índices) tem sido o desempenho de grandes empresas de energia, que sofreram diante da queda dos preços do petróleo.

• Jain Irrigation of India acquired Observant of Australia, which develops farm information management platforms and applications.
• Midea Group of China acquired German robot manufacturer KUKA.
• Zoomlion of China acquired m-tec, a Germany-based company focused on accelerated and economical building processes. 
• AirAsia of Malaysia acquired Tune Money, a company that serves value-seeking customers with a wide range of digital banking solutions.
• Tianqi Lithium Corporation acquired a 51% equity interest in Windfield, the parent company of Talison Lithium, the world’s largest lithium mineral producer.

BCG research has shown that the number of digital joint ventures has increased by almost 60% in the past four years, and many of these involve companies in emerging markets.

Global challengers continue to produce outstanding value from traditional and digital assets. They have multinational physical footprints from which to serve global and local client needs. They have built influential brands that attract and retain a growing customer base. Talented workforces deliver high-quality products and services, and proven operating models have built track records of consistent success. Innovation, based on extensive know-how, stays high on global challengers’ agendas.

In terms of long-term (2000–2016) total shareholder return, the BCG Global Challengers 100 have substantially outperformed their global peers, the S&P 500, and the MSCI Emerging Markets Index. (See Exhibit 2.) More recently (2011–2016), the challengers’ TSR performance (as well as that of the MSCI Emerging Markets Index) has been affected by broader economic conditions in emerging markets, but even during this period, their revenue growth has outpaced that of peers in other indexes across multiple sectors, and operating margins have remained strong, at an average of 10%. (See Exhibit 3.) A big drag on the global challengers (as well as on other indexes) has been the performance of large energy companies, which has suffered in the face of falling oil prices.

…with a Digital Kicker

Going forward, we believe the global challengers are well positioned to use their digital assets and advantages to capitalize on a number of the defining characteristics of emerging markets. For example, these markets contain the world’s last remaining pools of high demographic and economic growth, which the global challengers can access with efficiency and value-based productivity. Consumer-focused companies can connect more easily with a fast-growing base of digitally savvy consumers open to using new technologies. Policymakers and regulators in many developing nations are seeking to foster digital innovation with favorable regulatory environments, which facilitate the development of digitally enabled workforces, collaboration in digital ecosystems, and growth. For example, the Central Bank of Brazil (Bacen) has created an innovation pool with banks such as Banco do Brasil and Caixa and technology leaders such as Microsoft to support the development of fintechs in Brazil’s financial system. And India is touting its leadership in fintech development. 

Tudo isso colocou os desafiantes globais em uma posição forte para continuar superando em seus mercados domésticos e para desafiar empresas de mercado desenvolvido pela liderança internacionalmente. Michael Meyer