????10年來(lái),，盡管發(fā)展中經(jīng)濟(jì)體增長(zhǎng)迅猛,，但發(fā)達(dá)經(jīng)濟(jì)體在全球最大企業(yè)的排行榜上仍然占據(jù)著主導(dǎo)地位。今年的《財(cái)富》（Fortune）世界500強(qiáng)排行榜上,，75%的公司來(lái)自發(fā)達(dá)國(guó)家,。如果不包括國(guó)有企業(yè)，這個(gè)數(shù)字將達(dá)到91%?，F(xiàn)在,，新興經(jīng)濟(jì)體的增長(zhǎng)速度正在放慢，這就是說(shuō)來(lái)自這些地區(qū)的公司仍無(wú)法躋身世界500強(qiáng)。不過(guò),，不要馬上把這些公司拋諸腦后,。企業(yè)排名可能會(huì)發(fā)生重大變化，這一點(diǎn)需要認(rèn)真對(duì)待,，原因如下：

????全球經(jīng)濟(jì)局勢(shì)正在發(fā)生轉(zhuǎn)變：雖然國(guó)際貨幣基金組織（IMF）最近下調(diào)了新興市場(chǎng)的增長(zhǎng)預(yù)期,，但它仍然認(rèn)為2012-2018年的全球經(jīng)濟(jì)增長(zhǎng)將主要來(lái)自這些國(guó)家和地區(qū)。許多行業(yè)的經(jīng)濟(jì)重心已經(jīng)明顯地向新興市場(chǎng)轉(zhuǎn)移,。2000年,，發(fā)達(dá)經(jīng)濟(jì)體占全球汽車產(chǎn)量和銷量的85%，而現(xiàn)在發(fā)達(dá)和新興經(jīng)濟(jì)體已經(jīng)在汽車行業(yè)各占半壁江山,，而且中國(guó)已經(jīng)成為全球最大的汽車市場(chǎng)和首屈一指的增長(zhǎng)引擎,，動(dòng)力要遠(yuǎn)遠(yuǎn)超過(guò)其他國(guó)家。就連制藥等業(yè)務(wù)依然集中在發(fā)達(dá)市場(chǎng)的行業(yè)也開(kāi)始意識(shí)到,，如果讓其他公司主導(dǎo)了新興市場(chǎng)的銷售和推廣,，它們就很可能再也無(wú)法重新奪回這些份額。

????現(xiàn)有500強(qiáng)企業(yè)反應(yīng)遲緩：來(lái)自發(fā)達(dá)國(guó)家的跨國(guó)公司在世界500強(qiáng)中所占的比重可能下降的另一個(gè)原因是它們對(duì)全球經(jīng)濟(jì)增長(zhǎng)趨勢(shì)的變化一直反應(yīng)遲緩,。咨詢公司麥肯錫（McKinsey）提供的數(shù)據(jù)顯示,，2010年，總部設(shè)在發(fā)達(dá)經(jīng)濟(jì)體的世界100強(qiáng)公司從新興市場(chǎng)獲得的收入只占各自總收入的17%——盡管新興市場(chǎng)占全球GDP的36%而且可能在2025年之前為世界經(jīng)濟(jì)增長(zhǎng)做出逾70%的貢獻(xiàn),。同時(shí),，新興市場(chǎng)公司比發(fā)達(dá)國(guó)家企業(yè)增長(zhǎng)得快。從1999年到2008年,，前者不僅在年均增速上超過(guò)后者——兩類公司的增長(zhǎng)率分別為22%和12%——它們?cè)谛屡d市場(chǎng)中的增長(zhǎng)水平更是勝過(guò)那些來(lái)自富有國(guó)家的公司,，這兩個(gè)數(shù)字分別為31%和13%。

????高層全球化水平不足：就高級(jí)管理層的結(jié)構(gòu)而言,，大公司的全球化水平甚至還不如它們的銷售額,。在財(cái)富世界500強(qiáng)中，375家公司來(lái)自發(fā)達(dá)經(jīng)濟(jì)體,，而它們的首席執(zhí)行官中只有4%來(lái)自新興經(jīng)濟(jì)體,。最近，麥肯錫針對(duì)西方國(guó)家主要公司的調(diào)查發(fā)現(xiàn),，這些公司職位最高的200名員工中,，只有2%來(lái)自亞洲新興市場(chǎng)。這是個(gè)大問(wèn)題,，因?yàn)橐粋€(gè)人的眼光主要由他所來(lái)自的地區(qū)決定,。當(dāng)?shù)毓編?lái)的激烈競(jìng)爭(zhēng)讓聘用新興市場(chǎng)頂尖人才變得困難起來(lái)。盡管可以通過(guò)將管理職位轉(zhuǎn)移到新興市場(chǎng)來(lái)填補(bǔ)這個(gè)人才缺口,，但波士頓咨詢公司（BCG）最近對(duì)大型跨國(guó)公司的調(diào)查顯示,，這些公司的20名最高層成員中只有9%身處新興市場(chǎng),，而新興市場(chǎng)在其收入中所占的平均比重則達(dá)到28%。

????長(zhǎng)途貿(mào)易的潛在成本高昂：對(duì)發(fā)達(dá)國(guó)家的跨國(guó)公司來(lái)說(shuō),，在新興市場(chǎng)開(kāi)展業(yè)務(wù)并不容易,。和發(fā)達(dá)國(guó)家之間相比，發(fā)展中國(guó)家和發(fā)達(dá)國(guó)家簽訂自由貿(mào)易協(xié)議的可能性要低得多,；而且發(fā)展中國(guó)家在法治、政治穩(wěn)定性和腐敗方面的問(wèn)題要比發(fā)達(dá)國(guó)家嚴(yán)重得多,。目前,，新興經(jīng)濟(jì)體在整體上所呈現(xiàn)的等級(jí)制度特征更為明顯。就連地理特征也成了一種障礙：和發(fā)達(dá)國(guó)家之間的距離相比,，發(fā)達(dá)國(guó)家到新興市場(chǎng)的距離往往比前者長(zhǎng)三分之一,。更遠(yuǎn)的距離對(duì)所有的國(guó)際性互動(dòng)都產(chǎn)生了不利影響，比如貿(mào)易,、外商直接投資和信息交流,。以美國(guó)為例，想想看,，從那里向中國(guó)出口商品要比向加拿大出口商品遠(yuǎn)多少??

????Despite rapid growth in developing economies over the past decade, advanced economies continue to dominate lists of the world's largest corporations, providing 75% of the companies on this year's Fortune Global 500 list, and fully 91% if one excludes state-owned firms. Now emerging economy growth is slowing, suggesting that companies from these economies will remain also-rans on the list. But don't count out these companies just yet. The possibility of a big shake-up in the corporate pecking order is worth taking seriously for a number of reasons:

????The global economy is shifting: Despite recently cutting emerging market growth rates, the IMF still forecasts that these countries will account for the bulk of global growth from 2012-2018. The center of economic gravity for many sectors has already made a big shift to emerging markets. In 2000 the auto industry manufactured and sold 85% of its products in advanced economies, but that split is now half-and-half between advanced and emerging economies, with China the largest single vehicle market in the world and by far the biggest source of global growth. Even sectors such as pharmaceuticals that still do most of their business in advanced markets are starting to realize that if they let others dominate sales and distribution in emerging markets, they'll probably never be able to win the share back.

????The incumbents are slow to respond: Another reason that advanced-country multinationals' share of the Global 500 list might shrink is that they have been slow to respond to this shift in global growth. According to McKinsey, 100 of the world's largest companies headquartered in advanced economies derived just 17% of their total revenue in 2010 from emerging markets -- though those markets accounted for 36% of global GDP and are likely to contribute more than 70% of global GDP growth through 2025. Emerging market companies are also growing faster than those from advanced nations. From 1999 to 2008 they not only grew more rapidly in developed markets -- 22% vs. 12% annually -- than companies from rich economies but outpaced them by even more in emerging markets: 31% vs. 13%.

????Lack of globalization at the top： When it comes to the makeup of their top management, large companies are even less global than they are with their sales priorities. Of the 375 companies from advanced economies in the Fortune Global 500, only 4% have CEOs from emerging economies. And a recent McKinsey survey of leading Western companies found that just 2% of their top 200 employees hailed from key Asian emerging markets. This is a major problem because perspectives are largely conditioned by where one is from. Hiring top talent in emerging markets has become difficult because of fierce competition from local firms. Although this talent gap could in principle be addressed by moving executives to emerging markets, according to a BCG survey of large multinationals, only 9% of the companies' top 20 leaders are located in these markets, vs. an average of 28% of their revenues.

????Long-distance trade can be costly: Doing business in emerging markets isn't easy for advanced nation multinationals. Developing nations are much less likely to have free-trade agreements with advanced economies than the latter are with each other, and rank significantly worse on rule of law, political stability and corruption. Culturally, emerging economies are generally more hierarchical. Even geography drives a wedge: On average, emerging markets tend to be more than one-third farther away from advanced markets than the latter are from each other. These greater distances dampen all kinds of international interactions: trade, FDI, or information flows. Consider from a U.S. perspective how much farther it is to export to China than Canada.