????跨國(guó)醫(yī)藥公司都同意這一點(diǎn)：印度是大醫(yī)藥公司競(jìng)爭(zhēng)形勢(shì)最艱難的市場(chǎng)之一，除了價(jià)格管制和強(qiáng)制性藥品許可制度,，這里還存在著知識(shí)產(chǎn)權(quán)保護(hù)薄弱、眾多仿制藥競(jìng)爭(zhēng)對(duì)手實(shí)力強(qiáng)勁等難題,。

????最近印度最高法院駁回了諾華（Novartis）提起的新配方抗癌藥的知識(shí)產(chǎn)權(quán)保護(hù)要求,，消息一出更是陡增業(yè)界不滿(mǎn)。醫(yī)藥公司和美國(guó)商會(huì)憤怒地警告稱(chēng),，將縮減在這個(gè)全球人口最多的民主國(guó)家中的投資,，最終可能導(dǎo)致救死扶傷藥品的供應(yīng)受限。眼下,，印度迫切需要更多的投資來(lái)重啟放緩的國(guó)內(nèi)經(jīng)濟(jì),，而上述判決只是印度與歐美之間越來(lái)越多的貿(mào)易爭(zhēng)議中最新的例子。

????諾華是很多固守發(fā)達(dá)市場(chǎng)商業(yè)模式的跨國(guó)公司的典型代表,，不論當(dāng)前所處的新興市場(chǎng)在經(jīng)濟(jì)和社會(huì)現(xiàn)實(shí)方面與發(fā)達(dá)市場(chǎng)存在怎樣根本性的不同,。它們?cè)谕卣剐屡d市場(chǎng)的過(guò)程中選擇復(fù)制發(fā)達(dá)市場(chǎng)的定價(jià)和分銷(xiāo)模式，同時(shí)聘請(qǐng)政治掮客來(lái)清除監(jiān)管障礙,。

????因此,，大多數(shù)跨國(guó)公司發(fā)現(xiàn)自己成為了“1%俱樂(lè)部”的一員：印度占公司全球業(yè)務(wù)的比重只有區(qū)區(qū)1%，而且它們?cè)谟《鹊氖袌?chǎng)份額也徘徊在3%左右,，甚至更低,。一不小心它們就成了新的帝國(guó)主義者，市場(chǎng)領(lǐng)導(dǎo)地位也讓給了更靈活的競(jìng)爭(zhēng)對(duì)手,。

????當(dāng)然,，醫(yī)藥行業(yè)也有幾家公司在印度做得不錯(cuò)，它們選擇主動(dòng)適應(yīng)市場(chǎng)而不是讓市場(chǎng)來(lái)適應(yīng)它們,。自從2005年印度政府首次承認(rèn)專(zhuān)利至今,，外國(guó)醫(yī)藥公司的市場(chǎng)份額已經(jīng)從15%翻番至30%。

????食品行業(yè)的雀巢（Nestle）則洞察印度人口結(jié)構(gòu)變化,，迎合印度口味打造了龐大的方便面業(yè)務(wù),，而不是像家樂(lè)氏（Kellogg）剛剛進(jìn)入印度市場(chǎng)時(shí)那樣試圖改造當(dāng)?shù)厝说娘嬍沉?xí)慣。德國(guó)零售商麥德龍（Metro）打造的批發(fā)業(yè)務(wù)增長(zhǎng)迅速,，而沃爾瑪（Wal-Mart）仍然在努力撬開(kāi)印度的零售監(jiān)管障礙,。

????蘋(píng)果（Apple）不愿在這個(gè)分銷(xiāo)落后的國(guó)家投資。這里的運(yùn)營(yíng)商不能為高價(jià)手機(jī)提供補(bǔ)貼,，結(jié)果給三星（Samsung）和諾基亞（Nokia）主導(dǎo)印度手機(jī)市場(chǎng)創(chuàng)造了機(jī)會(huì),。在這個(gè)將牛奉為神靈、素食者眾多的國(guó)度中,，麥當(dāng)勞（McDonald's）通過(guò)將菜單和定價(jià)實(shí)行本地化成為了快餐業(yè)的領(lǐng)導(dǎo)者,，現(xiàn)在甚至開(kāi)起了全素食餐廳。

????印度盜版率高達(dá)75%,、政府信賴(lài)開(kāi)源軟件,、互聯(lián)網(wǎng)基礎(chǔ)設(shè)施糟糕,、電腦使用率低，因此,，微軟（Microsoft）發(fā)現(xiàn)很難在印度經(jīng)營(yíng)軟件業(yè)務(wù),。認(rèn)識(shí)到大多數(shù)印度人認(rèn)為“版權(quán)”就是“進(jìn)行復(fù)制的權(quán)力”，這家公司選擇調(diào)整商業(yè)模式去適應(yīng)印度,，而不是反之,。它推出了新的低價(jià)版Windows和Office軟件，還打造了本地語(yǔ)言版本,，大幅增加了分銷(xiāo),，結(jié)果盜版率下降了10%。

????啟示顯而易見(jiàn),?；靵y是像印度這樣的新興市場(chǎng)的標(biāo)志性特征，跨國(guó)公司要想在這些國(guó)家做好,，就必須接受這種混亂,，戰(zhàn)勝混亂，躲避不是辦法,。所謂混亂,，我的意思是低效腐敗的政府、官僚的繁文縟節(jié),、變化不定的政策、糟糕的基礎(chǔ)設(shè)施,、知識(shí)產(chǎn)權(quán)保護(hù)的缺乏和對(duì)跨國(guó)企業(yè)的不信任等種種因素的大雜燴,。

????Multinational pharmaceutical companies agree on one thing -- that India is one of the hardest places in the world for Big Pharma to compete thanks to price controls, compulsory licensing of drugs, poor intellectual property protection, and a host of capable generic competitors.

????The recent decision by India's Supreme Court to deny patent protection to Novartis (NVS) for a reformulated version of an anticancer drug has just added more fuel to the fire, provoking drug companies and the U.S. Chamber of Commerce to unleash angry warnings that it would cut off investment to the world's most populous democracy and ultimately limit access to lifesaving medications. The judgment adds to a growing list of trade tensions between India, the U.S., and Europe at a time when India desperately needs more foreign investment to restart its slowing economy.

????Novartis is emblematic of many multinationals that rigidly stick to their developed market business models even as they try to conquer emerging markets with fundamentally different economic and social realities. They seek to extend their reach into these developing countries by replicating their developed-country pricing and distribution as well as employing lobbyists to pave their way over regulatory barriers where they exist.

????Most multinationals, therefore, find themselves part of a "1% Club" where India accounts for an irrelevant 1% of their global business and their market share is also in the low single digits. They inadvertently allow themselves to be seen as the new imperialists and cede market leadership to more flexible competitors.

????Within the pharmaceutical industry itself, there are several companies that are doing well in India by adapting to the market instead of the other way around. Since 2005 when the Indian government first allowed patents, foreign pharmas have doubled their market share from 15% to 30%.

????In the foods sector, Nestle has built a massive instant noodle business by understanding India's changing demographics and appealing to the Indian palate instead of attempting to change the nation's dietary habits as Kellogg (K) did when it entered the market. German retailer Metro has built a fast-growing wholesale business even as Wal-Mart (WMT) struggles to crack India's retail regulatory barriers.

????Apple's (AAPL) reluctance to invest in a country with poor distribution where carriers cannot subsidize the price of an expensive handset created opportunity for Samsung and Nokia (NOK) to dominate the cellphone market. In a land of vegetarians where the cow is considered sacred, McDonald's (MCD) has become a fast-food leader by localizing its menu and pricing and now even opening completely vegetarian restaurants.

????Microsoft (MSFT) discovered India to be a tough place to run a software business with a piracy rate of 75%, governmental obsession with open source software, poor Internet infrastructure, and low usage of computers. Realizing most Indians think of "copyright" as the "right-to-copy," the company chose to adapt its business model for India instead of vice versa. Launching new lower-priced versions of Windows and Office, creating local language versions, and massively increasing distribution resulted in a 10% decline in piracy.

????The lesson is clear. Chaos is a defining feature of emerging markets like India, and to do well in these countries, multinationals need to embrace and conquer chaos, not shun it. By chaos I mean a cocktail of ineffective and corrupt government, bureaucratic red tape, uncertain policies, bad infrastructure, lack of IP protection, and distrust of multinational corporations.