【正文】 留住本地員工。目前，在中國和印度大約55%的Ramp。D中心，巴西30%的Ramp。D中心，幾乎甚至根本沒有相對于全球研發(fā)中心的自主權(quán)或者只承擔整個項目的最低水平的責任。對于采購來說，供應(yīng)商產(chǎn)品質(zhì)量的低下是其主要挑戰(zhàn)，這直接限制了生產(chǎn)的數(shù)量。例如外國OEM只從中國采購整體比例的1%——5%。對于生產(chǎn)制造來說，由于規(guī)模不經(jīng)濟的存在以及高于發(fā)達市場的質(zhì)量保證成本使得一般公司在金磚國家僅支付5%——15%的費用。目前只有在巴西的生產(chǎn)制造能夠節(jié)省成本。其他挑戰(zhàn)包括分公司的規(guī)模較小，自動轉(zhuǎn)換到手動生產(chǎn)的限制以及低劣的質(zhì)量。而在銷售方面，各個民族口味和需求的多樣化促使生產(chǎn)者依據(jù)各國具體需要提供不同的汽車產(chǎn)品。例如，巴西消費者青睞運動型兩廂車，俄羅斯人則更喜歡西方轎車和并不明顯適應(yīng)本土的SUV，印度人尋求超低價微型車而中國人尤其喜歡負擔的起的豪華轎車。有利可圖的本土化未開發(fā)潛力“迄今為止，跨國公司僅僅是依據(jù)機會而不是系統(tǒng)的方法在巴西，俄羅斯，印度和中國進行投資，同時只是考慮將它們作為個體而不是全球戰(zhàn)略的整體來運作”。現(xiàn)在急需的是一個結(jié)合各金磚國家的發(fā)展戰(zhàn)略，運用在相關(guān)地區(qū)本土投資中的可分享經(jīng)驗，同時針對具體國家進行Ramp。D、采購和產(chǎn)品規(guī)劃等新的管理辦法。BCG提出三項通用建議：l 在國家戰(zhàn)略方面，使中國成為金磚國家發(fā)展戰(zhàn)略的基石，加強各公司在巴西和印度的實體存在，并根據(jù)俄羅斯的長期發(fā)展?jié)摿τ羞x擇地投資。l 每個金磚國家均能夠提供足夠的用以適應(yīng)完全個性化的產(chǎn)品的規(guī)模，調(diào)整標準平臺以便極大地滿足當?shù)匦枨?，并根?jù)需要聘請當?shù)氐暮献骰锇橐詭椭朴嗊m當?shù)谋镜劁N售和營銷的策略。l 根據(jù)各公司的能力和前景擴大在金磚國家的銷售網(wǎng)絡(luò)，在有利的地方有選擇地投資并提高本土化Ramp。D、采購和生產(chǎn)制造。最后，通過關(guān)注金磚國家市場本地化過程中的經(jīng)驗教訓，可以成功地適用于其他迅速發(fā)展中經(jīng)濟體。外文資料2Global strategy for lenovo1．Research learningLenovo must research the target country’s macro environment Such as politics, economy, population, technology and environment. Lenovo Group on July 26, 2007 in Beijing announced that it will invest 31 million US dollars in India and Mexico for a new manufacturing center, in order to meet these growing demands for puters. Before Lenovo group makes this decision they have got research about India and Mexico. For example, in recent years the information technology industry in India stress on the bull market, it is expected in 2008 that India39。s software industry output value of 87 billion US dollars, exports reached 50 billion US dollars, India39。s software industry has bee an important pillar for economic development. The information like that Lenovo group must be known before it makes this decision.2．Microcosmic learningLenovo keeps the same in acquisition of IBM39。s PC division. If Lenovo learns the American consumers’ habits, lifestyle, and the legal situation to the values, it will do better after acquires in association with the issue of integration while winning exposed to greater problems. In fact, Lenovo39。s acquisition of IBM39。s PC department does have some problems.The first is IBM and Lenovo has two different cultural conflicts. This situation is inevitable, but before Lenovo buying IBM PC department if Lenovo39。s management had learnt the Americans potential habits and the rules then there would be relatively less.3．Trail learningLenovo’s doing less in the United States and other targeted countries are to establish its base and develop its own localization of management talent. If Lenovo has not built a team in the target country it will be hard to join in the local market. Localization is the first step and most important step for the internationalization. If Lenovo has failed to be localization it must be difficult to achieve internationalization. Google’s appointing KaiFu Lee, vice president for global concurrently president of China is a good example. If Google want to open the Chinese market to pete with Baidu, what it first has to do is to make a local team.4．Global marketing and double operation modeGlobal marketing is an important step for an enterprise to establish internationalization. Europe and the US market is a highly sophisticated market, consumers have more strong sense of themselves. They are more sensible in choosing products. The issues of treatment for products’ problems are harsher. Some dissatisfaction will resort to the law. Consumers have the power to a more sober understanding. In the market, the saturation of the PC products is higher. Market share is occupied by several larger panies. Dell, HP, Acer and so on are all Lenovo’s strong petitors. Lenovo itself is strangeness to the customers, what’s more important is local customers are strangeness to Lenovo, too. Once they are in direct petition Lenovo only has a little chance of winning.Now chairman of Lenovo Group Lauded it as the core petitiveness of the Lenovo Lenovo39。s business model is focused on the development of the host. The socalled Lenovo double business model is the target customer classifications. They are covered two parts. One is for Major clients. It will include the government clients. The other one is the PC customer. Lenovo group gets two different systems to suit these two different groups. As everyone knows that these two different groups are looking forward to different areas. They get different request of the puter. So as this way Lenovo group can separate the two different services to target customer groups to ensure satisfaction of customers and will not pass. But Lenovo group says that regards this double business model its core petitiveness seems too hasty. This model is too easy to copy.We can continue analogy to Lenovo marketing as a war. As for the war, the most important thing is not to win, but after victories’ appease. This is the same as Lenovo group’s getting strong marketing in international and its double business model successfully attracts the customer. So that if Lenovo group can’t cash in the same quality service as they are mitment for the customer then it means Lenovo group is ruining upon itself. The United States and the European market is a mature market. Consumers are rational. If Lenovo rely on the strength of marketing get the original customer. But they are not making original customer bee loyal ones then it is undoubtedly offending consumers. This is a bad news for any business. Such behavior is a selfdestructive brand image.5．Global strategy and differentiation strategyUndeniably, Lenovo chooses different operations on the internationalization road. This is a wise move for Lenovo group. Lenovo develops target markets mainly in Europe and the United States, some of a more mature market. Competitors are more powerful. Lenovo Group reads specific Differential Marketing on large customers. Whether in the products or marketing, Lenovo in overseas markets, chooses the different strategies of its own as an internatio