美国波士顿咨询公司报告：新全球挑战者

CompaniesontheMoveRisingStarsfromRapidlyDevelopingEconomiesAreReshapingGlobalIndustriesRBCGGCTheBostonConsultingGroup(BCG)isaglobalmanage-mentconsultingfirmandtheworld’sleadingadvisoronbusinessstrategy.Wepartnerwithclientsinallsectorsandregionstoidentifytheirhighest-valueopportunities,addresstheirmostcriticalchallenges,andtransformtheirbusinesses.Ourcustomizedapproachcombinesdeepinsightintothedynamicsofcompaniesandmarketswithclosecollaborationatalllevelsoftheclientorganization.Thisensuresthatourclientsachievesustainablecompet-itiveadvantage,buildmorecapableorganizations,andsecurelastingresults.Foundedin1963,BCGisaprivatecompanywith71officesin41countries.Formoreinfor-mation,pleasevisitBCGGCbcg.comSharadVermaKanikaSanghiHolgerMichaelisPatrickDupouxDineshKhannaPhilippePetersJanuary2011©TheBostonConsultingGroup,Inc.2011.Allrightsreserved.Forinformationorpermissiontoreprint,pleasecontactBCGat:E-mail:[e-mail]:[phone],attentionBCG/PermissionsMail:BCG/PermissionsTheBostonConsultingGroup,Inc.OneBeaconStreetBoston,MA02108USACMContentsExecutiveSummary4ADecadeofGlobalGrowth6StrongRevenueGrowthandProfits6SuperiorValueCreation7AggressiveMovesinCross-BorderM&AActivity7The2011BCGGlobalChallengers11WhoTheyAre11The2011BCGGlobalChallengerEmeriti15TheCountriesandIndustriesofthe2011GlobalChallengers16FiveTrendsThatWillShapetheFuture16TheSuccessofChallengers20BhartiAirtel’sOperationsandChannelInnovations20IndoramaVentures’ContrarianBent20TheTechnologicalFocusofGrupoAlfa’sNemak21TheNewDecade22TheBattleforEmergingCustomerSegments22TheBattleforIndustryLeadership23TheBattleforNewMarkets24ForFurtherReading28NotetotheReader29TBCGGlobalchallengersarecompaniesbasedinrapidlydevelopingeconomies(RDEs)thatareshakinguptheestablishedeco-nomicorder.Theglobalchallengersidentifiedinthisre-◊portgrewannuallyby18percentandaveragedoper-atingmarginsof18percentfrom2000through2009.Duringtheseyears,theannualizedtotalshareholder◊returnoftheglobalchallengerswas17percent.Thesecompaniesarealsoaggressivelyacquiringfor-◊eigncompaniesinordertoexpandtheirreach,acquirebrandsandtechnologicalexpertise,andbuildscale.The2011globalchallengersareadiversegroup,re-flectingthedynamicnatureofglobalcompetition.Theycomefrom16countries,withChina,India,Brazil,◊Mexico,andRussiadominatingthelist—althoughlesssothantheydidinpastreports.Africa,acontinentwithnew-foundambitions,placed◊fourcompaniesonthelist.Fourindustries—miningandmetals(withninechal-◊lengers),steel(witheight),construction(withsix),andfossilfuels(withsix)—signaltherisingimportanceofinfrastructureandnaturalresourcestotheultimatesuccessofdevelopingeconomiesandcompanieshead-quarteredintheseeconomies.Acrossthe100globalchallengers,atleastfivetrends◊emergethatwillshapecommerce,notjustfortheglobalchallengersbutforallcompaniesthatplayontheworldstage.ThesearetheemergenceofChinesecontractors,therushfornaturalresources,theriseofdiversifiedglobalconglomerates,thechallengesofbuildingglobalconsumerbrands,andtheincreasingrelianceonpartnerships.Theglobalchallengersareenteringthenewdecadefromapositionofstrength.Theyhavedevelopedinnovativebusinessmodelsand◊understandemergingmarkets,whichwillserveasthegrowthenginesoftheglobaleconomy.Theyarefinanciallyfitandcantakeadvantageof◊opportunitiestobuyattractiveassetsandcompeteagainstmoreestablishedcompetitorsstillinrecov-erymode.Manychallengersaretakingonestablishedmulti-nationals,vyingforgloballeadership.Withinthenextfiveyears,about50oftheglobal◊challengerscouldqualifyforinclusionintheFortuneGlobal500.By2020,theglobalchallengerscouldcollectively◊generate$8trillioninrevenues,anamountroughlyequivalenttowhattheS&P500companiesgeneratetoday.Increasingly,globalchallengerswillbeengagedinthreekeybattleswithcompaniesfromdevelopedmarkets.ABattleforEmergingCustomerSegments.◊Themiddleclassinemergingmarketswillmakeup30percentofExecutiveSummaryCMtheglobalpopulationby2020.Manychallengershavealreadybuiltsuccessfulbusinessesservingthesecon-sumers,buttheyneedtofortifythesepositionsandconsiderdiversificationandexpansion.ABattleforIndustryLeadership.◊Overthecomingde-cade,thebattlebetweenestablishedplayersandglob-alchallengerswillintensify.Thechallengersneedtomovebeyondadvantagesthatarebasedoncostandlocationtocreateglobalorganizations,strongbrands,andworld-classinnovationcapabilities.ABattleforNewMarkets.◊Thereareseveralemergingbattlegrounds:Africa,anoen-neglectedcontinent;do-mesticmarketswithinRDEs;tradewithotherRDEs;andsmallandmidsizecitiesratherthanthewell-knownmegacities.Challengerscantakeadvantageoftheirknowledgeofthesemarketstodeveloprelevantproductsandcompellingbrandsthatstandforqualityandvalue.Competitionbetweenglobalmultinationalsandchal-lengerswillintensifyoverthecomingdecade.Ascompetitionintensifies,theboundariesbetween◊thesetwodistinctsetsofcompanieswillcontinuetoblur.Duringthenewdecade,winningglobalco