????全球汽車巨頭目前正在享受巴西、俄羅斯、印度和中國（所謂的BRIC四國）的汽車銷售帶來的好處。如果他們未來十年希望復(fù)制這種局面，他們就必須在目前汽車保有量較低的四個主要區(qū)域市場發(fā)力。

????中東地區(qū)盡管政治動蕩，但卻很有可能是這四個地區(qū)中市場規(guī)模最大的一個。而對全球汽車巨頭來說，這四個市場就是“最后前線”。據(jù)波士頓咨詢集團(tuán)（Boston Consulting Group）的一份研究報告稱，其他三個分別是東南亞、南美洲西半部地區(qū)以及北非地區(qū)。

????這個所謂的“BRIC以外市場”——其中既有印度尼西亞這樣的大國，也有伯利茲城這樣的小國——到2020年汽車總銷量將達(dá)到2100萬輛，大大超過目前的1500萬輛，年平均增長率為6%。它將誕生一個比目前年銷量達(dá)1700萬輛的中國市場還要大的汽車市場，也比北美市場和歐洲市場要大。

????波士頓咨詢集團(tuán)全球汽車業(yè)務(wù)部門主管澤維爾?莫斯奎特說：“這個集團(tuán)中的前15個國家將至關(guān)重要?！边@個第一陣營包括那些到2020年年銷量至少達(dá)到40萬輛的新興市場國家。

????目前，豐田汽車公司（Toyota）是東南亞和中東地區(qū)的銷量冠軍，而通用汽車公司（General Motors）的雪佛蘭事業(yè)部是哥倫比亞到智利這些南美國家的銷量之王。法國車企雷諾公司（Renault）及其達(dá)契亞品牌則在北非地區(qū)遙遙領(lǐng)先。

????波士頓咨詢集團(tuán)合伙人、同時也是該公司汽車研究報告的聯(lián)合作者尼古拉斯?S.朗表示，想要在這些新興市場獲得可觀份額，汽車廠商必須充分考慮這些區(qū)域市場的情況，因為它們之中的任何一個國家都不可能產(chǎn)生BRIC四國中某一個單一市場的銷量。

????在這些區(qū)域市場中，來自不同國家的消費(fèi)者將會表現(xiàn)出非常寬泛、各有特點(diǎn)的品味和偏好，所以汽車廠商不再能簡單地把在其他市場大獲成功的車型出口到這些市場。他們必須開發(fā)新車型，還要設(shè)法在當(dāng)?shù)厣a(chǎn)。

????比如，土耳其的消費(fèi)者喜歡緊湊型和次緊湊型車，這兩種車占到當(dāng)?shù)厥袌鲣N量的一半以上。但在緊鄰的伊朗，微型汽車卻更受歡迎。而沙特阿拉伯人想買SUV和皮卡，這兩種車占到當(dāng)?shù)厥袌鲣N量的35%。波士頓咨詢集團(tuán)稱，到2020年，中東市場年銷量將達(dá)到580萬輛——使它成為比巴西更大的汽車市場。

????美國廠商通用汽車和福特汽車（Ford）如果想從東南亞和中東的市場增長中獲利，就要為當(dāng)?shù)厥袌隽矿w裁衣。而克萊斯勒-菲亞特（Chrysler-Fiat）合資公司目前還遠(yuǎn)遠(yuǎn)落后，要想不被關(guān)在這些市場的大門之外，就必須拿出自己的戰(zhàn)略。這對任何一家廠商來說都不是件容易的事，因為每個國家都有特殊的規(guī)則、規(guī)定、文化特點(diǎn)和稅收政策，需要廠商去適應(yīng)。在那些較小的國家，就算這些廠商能夠很好地適應(yīng)，也無法獲得可觀的銷量。

????If global automakers want to benefit from sales growth over the next decade -- as they do now in Brazil, Russia, India, and China (the so-called BRIC nations) -- they must figure out how to sell in four major regional clusters where vehicle ownership has been sparse.

????The Middle East, despite its political instability, is likely to be the largest of the four regional clusters that constitute the "Final Frontier" for global automakers. The other three are Southeast Asia, the western half of South America, and North Africa, according to a study from the Boston Consulting Group.

????The so-called beyond BRIC markets -- which include countries as large as Indonesia and as small as Belize -- could collectively account for 21 million vehicle sales annually by 2020, up from 15 million currently and representing an annual average growth rate of 6%. That would result in a larger vehicle market than China's, currently at 17 million in annual sales, and bigger than North America or Europe.

????"The top 15 countries in this group will be incredibly important," says Xavier Mosquet, who leads BCG's global automotive practice. This top tier includes emerging market countries that should have sales of at least 400,000 vehicles annually by 2020.

????Toyota (TM) currently is the top-selling automaker in Southeast Asia and in the Middle East, while General Motors' (GM) Chevrolet division is the top seller in the South American countries stretching from Colombia through Chile. French automaker Renault and its Dacia brand lead in North Africa.

????Automakers vying for a substantial share of the rising markets will be forced to think in terms of regional clusters, since none of the countries will come close to generating the sales of a single BRIC market, according to Nikolaus S. Lang, a BCG partner and co-author of the firm's auto study.

????Within geographic clusters, consumers from different countries are expected to exhibit a broad and eclectic range of tastes and preferences, so automakers will not be able to simply export models that have been successful elsewhere. They will have to develop new versions and figure out how to manufacture locally.

????In Turkey, for example, shoppers are interested in compact and subcompact cars, which account for more than half the auto market there. But in adjacent Iran, smaller minicars are most popular. Saudi Arabian buyers aspire to big SUVs and pickups, which account for 35% of the market. According to BCG, the emerging Middle East could see sales of 5.8 million vehicles annually by 2020 -- making it a bigger car market than Brazil.

????U.S. automakers GM and Ford (F) have their work cut out if they intend to gain from the growth in Southeast Asia and the Middle East. The Chrysler-Fiat partnership is far behind and must come up with a strategy to keep from being shut out. It won't be simple for any automaker, because each country has particular rules, specifications, cultural traits, and tax policies that require adaptation; in the case of small countries, even if automakers can adapt, they won't be rewarded with a large number of sales.