????大多數(shù)新興市場的混亂程度都遠(yuǎn)超中國，更接近印度。因此，能否在印度取得成功無疑是跨國企業(yè)在其他新興市場能否取得成功的試金石。換言之，正是由于印度市場如此具有挑戰(zhàn)性，全球性公司必須學(xué)習(xí)如何在這個市場取得成功；而他們在這個過程中形成的理念、能力和產(chǎn)品將極大地幫助它們在其他市場取得成功。

????不要誤會我的意思。雖然印度和其他國家存在一些系統(tǒng)性不足，并不是說它們就是經(jīng)商的險惡之地。印度政府必須盡快解決一些真正的問題，比如腐敗、濫征稅、腐朽官僚作風(fēng)、政策搖擺和法律修正案的回溯力。

????但是，在這個有8億人口日均生活費不到2美元的國家，印度政府想確保國民擁有必要的救命藥真的是一種罪嗎？印度對于接納轉(zhuǎn)基因食品或開放敏感的零售業(yè)方面保持謹(jǐn)慎，錯了嗎？充其量，印度最高法院只是為了捍衛(wèi)國家利益，行使受托職責(zé)。拒絕解決真正的問題，印度不幸地授人于柄，導(dǎo)致其他國家將這些事情湊到一起來問罪。

????真正在新興市場取得成功的公司都是不隨大流的公司。他們的CEO既沒有坐等，也沒有強迫這些新興經(jīng)濟體發(fā)展成他們期望的樣子，而是主動順應(yīng)現(xiàn)實，調(diào)整企業(yè)戰(zhàn)略。這些公司的管理者們更多地親自走到市場中去，不再是通過電子報表和董事會演示來形成對市場的認(rèn)識。這樣，他們能夠透過混亂，看到像印度這類市場的潛力。

????正是因為對市場的深入了解才推動他們矢志于在這個有望成為全球最大經(jīng)濟體之一的市場中取得成功。他們投資早，著眼長遠(yuǎn)，盡最大努力快速實現(xiàn)運營本地化。這意味著擁有真正掌權(quán)的本地管理層、本地化的商業(yè)模式以及市場針對性強的產(chǎn)品。他們的做法迥異于絕大部分跨國公司，那些跨國公司傾向于等待直到市場爆炸式增長，等到那時再投機尋找下一個新市場。說起新興市場的成功之道，公司理念超越一切。（財富中文網(wǎng)）

????本文作者曾任微軟印度、康明斯印度董事長，他的新書《戰(zhàn)勝混亂：印度成功經(jīng)驗的普世價值》將于6月份由哈佛商業(yè)評論出版社出版。

????Most emerging markets tend to resemble chaotic India far more than China, and therefore winning in India is a pretty good litmus test or proxy for a multinational firm's ability to succeed in other emerging markets. Paradoxically what this means is that it is precisely because India is so challenging, that global companies must learn to succeed in this market; in the process they develop the mindset, capabilities, and products that greatly help them win in other markets.

????Don't get me wrong. By no means should India and other countries be let off the hook for their systemic shortcomings that make them hostile places in which to do business. There are real issues like corruption, harassment by tax authorities, stultifying bureaucracy, policy vacillation, and retroactive amendments to the law which the government must address urgently.

????However, is it such a crime for the Indian government to want to ensure that its citizens, 800 million of whom live on less than $2 a day, have adequate access to lifesaving drugs? Is it wrong for India to be cautious about embracing genetically modified food or opening up its sensitive retail sector? If anything, the nation's highest court performed its fiduciary duty by safeguarding its national interest. By refusing to address its real shortcomings, India unfortunately allows other countries to clump all these issues together and put it on the defensive.

????Companies that are really successful in emerging markets are contrarian. Their CEOs are not waiting around for or coercing these emerging economies to evolve into what they want them to be and are instead adapting their business strategies to the current reality. Relying more on personal immersion than spreadsheets and boardroom presentations to develop their market understanding, leaders of these companies are able to look past the chaos and see the potential of markets like India.

????Their visceral understanding of the market fuels a commitment to winning in what will be one of the world's largest economies. They invest early with a long-term view and make great efforts to quickly localize their operations. That translates into local management with real authority, localized business models, and market-specific products. Their actions are quite contrary to the vast majority of multinationals that prefer to wait until the market explodes and until then opportunistically seek the next new market du jour. When it comes to succeeding in emerging markets, corporate mindset trumps everything else.

????The author is the former Chairman of Microsoft India and Cummins India and author of the book Conquering the Chaos: Win in India, Win Everywhere, to be released in June by Harvard Business Review Publishing.