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

????不要誤會(huì)我的意思。雖然印度和其他國(guó)家存在一些系統(tǒng)性不足，并不是說(shuō)它們就是經(jīng)商的險(xiǎn)惡之地。印度政府必須盡快解決一些真正的問(wèn)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(gè)有8億人口日均生活費(fèi)不到2美元的國(guó)家，印度政府想確保國(guó)民擁有必要的救命藥真的是一種罪嗎？印度對(duì)于接納轉(zhuǎn)基因食品或開(kāi)放敏感的零售業(yè)方面保持謹(jǐn)慎，錯(cuò)了嗎？充其量，印度最高法院只是為了捍衛(wèi)國(guó)家利益，行使受托職責(zé)。拒絕解決真正的問(wèn)題，印度不幸地授人于柄，導(dǎo)致其他國(guó)家將這些事情湊到一起來(lái)問(wèn)罪。

????真正在新興市場(chǎng)取得成功的公司都是不隨大流的公司。他們的CEO既沒(méi)有坐等，也沒(méi)有強(qiáng)迫這些新興經(jīng)濟(jì)體發(fā)展成他們期望的樣子，而是主動(dòng)順應(yīng)現(xiàn)實(shí)，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(chǎng)中去，不再是通過(guò)電子報(bào)表和董事會(huì)演示來(lái)形成對(duì)市場(chǎng)的認(rèn)識(shí)。這樣，他們能夠透過(guò)混亂，看到像印度這類市場(chǎng)的潛力。

????正是因?yàn)閷?duì)市場(chǎng)的深入了解才推動(dòng)他們矢志于在這個(gè)有望成為全球最大經(jīng)濟(jì)體之一的市場(chǎng)中取得成功。他們投資早，著眼長(zhǎng)遠(yuǎn)，盡最大努力快速實(shí)現(xiàn)運(yùn)營(yíng)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(chǎng)針對(duì)性強(qiáng)的產(chǎn)品。他們的做法迥異于絕大部分跨國(guó)公司，那些跨國(guó)公司傾向于等待直到市場(chǎng)爆炸式增長(zhǎng)，等到那時(shí)再投機(jī)尋找下一個(gè)新市場(chǎng)。說(shuō)起新興市場(chǎng)的成功之道，公司理念超越一切。（財(cái)富中文網(wǎng)）

????本文作者曾任微軟印度、康明斯印度董事長(zhǎng)，他的新書(shū)《戰(zhàn)勝混亂：印度成功經(jīng)驗(yàn)的普世價(jià)值》將于6月份由哈佛商業(yè)評(píng)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.