新興国市場開拓における経営資源マネジメントの課題と戦略

―ASIMCO社の事例を中心に―

抄録

With “Lehman Shock waves” hitting established markets, the world economy has been thrown in into serious recession. Comparing with developed economies suffering have been suffering from economic stagnation, emerging economies posing both fast-growing markets and big population, such as China and India, have been targeted for next potential roles to lead global consumption by next decade. However, a number of multinational corporations(MNCs)have entered these emerging markets(EMs)—globalized-open parts of these markets—which can be regarded as top class at most time. After crisis, real local but closed part of EMs as Middleof Pyramid(MoP), called volume zone, show more tremendous opportunities than top. As an exploratory analysis, this paper examines the antecedents of strategies which using resources formatted by Offshoring trend in EMs to develop volume zone. From Case Study on ASIMCO's China Operations, we can give a hypothesis on that some local companies of EMs have succeeded in Offshoring operation can launch a kind of competitive advantage on relative high technical performance with low cost than other companies only reaching either globalized-open or localclosed parts in same market. At that time, a portfolio management on the combination of local resources Offshoring-oriented and those globalized by MNCs can be helpful for emerging markets strategy.