全球化公司如何在新兴市场中发展--Essay代写范文

留学生essay代写范文:全球化公司如何在新兴市场中发展

对于新兴市场,大多数跨过公司的老板们都会表现浓厚的兴趣,即便是在一些快速发展的国家,会不时出现不稳定经济因素也没有使他们的这种热情消失掉.新兴市场的前景是非常诱人的,大部分的跨国公司都会尽可能的早些占领新兴市场领域.

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 bank lend money to subsidiaries, affiliates take money to buy shares of the parent company, the parent company's share price was 'temporary') cover.(4) the next, there are two possible: a. The parent company, while share price up secretly shipments, let the market many of unwitting retail goods, absorption to might;B. another possibility, it is still too late shipment, borrow money by a subsidiary of armor plate is unsustainable, breaking down, or, retail investors don't fall for it, not follow up.This leads to the final liquidation delisting.

Now, as long as the ratio of the parent company of the United States, the ratio of stocks, bonds than for Banks, the Treasury, the fed than as subsidiary, outside of the United States government buyers including governments and corporate funds than for retail investors, is about the same.

Poor management of the company in the United States, the deficit, not to issue bonds to borrow money to spend beyond, again afraid nobody buy bond issuance, so have to be printing money to buy the ministry of finance issued by the fed's Treasury.This is 'quantitative easing' monetary policy.The purpose of quantitative easing monetary policy is in addition to print money to buy their own bonds ($), the more hope to 'lure' other retail investors to follow, a total of haocha, support together.

And all the three problems of gross has the answer: (1) who buy the bonds?The answer is many retail investors (especially governments);(2) who is buying?The answer is the us federal reserve, seventy percent of new debt is the federal reserve to buy, because retail investors are reluctant to follow up;(3) who will buy bonds in the future?Refers to the issue of new bonds again in the future who will buy?If you want to follow up the retail less and less, so only in order to improve the national debt interest to produce greater willingness to buy, which means a continuous expansion of Treasury bubble is close to the bursting point.

Here, there is a problem is the key, the so-called 'retail' (that is, in addition to other buyers outside of the us federal reserve) interest in Treasury bonds and support, in addition to see its fruits, also pay attention to the value of the dollar.If the dollar continues to depreciate, no amount of fruits can also be difficult to produce purchase intention.

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