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微信海外市场成功对于任何致力于成为全球领导者的公司来说都是至关重要的。对于亚太地区的消费品企业而言，随着本土市场日趋成熟，亚太消费品企业加深国际化进程的必要性日益凸显。幸运的是，亚洲文化逐渐风靡全球，为企业的海外拓展起到了推波助澜的作用。
然而，打入海外市场说起来容易做起来难。总部位于亚太地区的快速消费品企业（“亚太快消品企业”）的CEO们面临着众多战略问题，例如：
• 应该首先进入哪些市场？
• 应该瞄准哪些消费人群？
• 应该成为品类颠覆者，还是跟随海外市场的游戏规则？
• 应该推动内生性增长，还是通过并购追求外生性增长？
出海，打开新的增长空间
为了了解各行业出海进程的差别，贝恩对约150家亚太上市公司进行了深入分析，覆盖了快速消费品、消费电子和家电、服饰鞋履，以及消费者健康这四大面向消费者的细分行业。
研究显示，在亚太消费品企业中，只有消费电子和家电企业实现了深入的国际化发展。45家领先的亚太消费电子和家电上市公司均已建立国际业务，其中58%（26家）有一半以上的收入来自海外市场。这一比例远远高于快速消费品、消费者健康或服饰鞋履行业。这一结果可大部分归功于消费电子和家电的行业特性，例如各个国家消费者的偏好较为相近、获得较多政府扶持、以及高生产成本和进入壁垒带来的温和竞争环境等。因此，尽管该行业的亚太企业出海成绩优异，但对其他行业亚太企业的借鉴意义较为有限。
从所属国家来看，日本企业在四大细分行业的国际化进程遥遥领先，韩国企业紧随其后。在快速消费品行业中，所有16家上榜日本企业都有至少10%的收入来自国际市场，其中的5家企业更是有一半及以上的收入来自海外。同样，4家上榜韩国快消品企业也都有至少10%的收入来自海外市场。而中国、印度和东南亚等其他国家和地区的企业国际化程度尚显不足。国际化进程的差别与多方面因素相关，包括本国市场成熟度、全球舞台上的文化影响力、出海时点的前后、政府支持力度以及外交关系等。
具体到快速消费品行业，在贝恩研究的50家亚太快速消费品企业中，有44家已经扬帆出海。在过去十年，亚太快消品企业50强的国际收入年复合增长率达到11%，超越了国内收入年复合增长的7%，主要归功于日本企业的成功出海。
亚太快销品企业出海主要有三种出海路径。第一种是向亚太邻国拓展；第二种是进入欧洲和北美市场；第三种是瞄准中东、拉美和非洲等未来新兴市场。
研究表明，亚太地区往往是这些企业的出海首站，但在过去十年，欧洲和北美市场重要性提升。在亚太领先快消品企业中，有65%选择其他亚太国家作为首个出海目的地，在过去十年中，亚太地区销售额保持在其国际收入的50%以上。同时，欧洲和北美占比从32%攀升至40%。未来新兴市场的绝对收入有所增长，但相对收入占比从12%降至7%。
出海，如何做对战略决策？
通过分析亚太快消品企业的众多成功出海案例，贝恩总结出三种不同的出海战略：将现有核心业务拓展到海外（“从核心扩张”）、在海外建立新的核心业务（“打造新核心”），以及对未有主要核心业务的企业来说，直接以海外市场为目标启动业务（“生而国际化”）。
第一种战略是“从核心扩张”，依托在本国市场建立的强大核心业务，逐步扩展至海外市场。根据目标市场的成熟度和企业自身的竞争力，这一战略又可以细分成四类不同的战术。
第一类战术是“从亚裔到主流人群”。企业在初期以海外亚裔群体为目标切入市场。在达到一定规模后，企业便通过新品牌、新产品和新营销将重心转向当地主流消费人群。如CJ第一制糖公司出海美国之初以美国西海岸的亚裔人群为目标切入市场，后推出Bibigo（必品阁）品牌吸引对韩流文化好奇的美国主流消费人群，并在2019年通过收购冷冻披萨品牌Schwan’s加快向主流市场的渗透。
第二类战术是“从细分垂类到全覆盖”。在这一战术下，企业在出海初期瞄准当地主流人群，聚焦市场中某一快速增长的小众垂直细分市场/价位的产品，后期再拓展到其他细分市场。如朝日集团进入欧洲，起初聚焦其高端拉格产品朝日超爽啤酒，后续通过战略收购向其他啤酒品类和价位进行多元化发展。
第三类战术是“新市场培育”。在此战术下，目标国家与企业核心品类有关的市场尚未得到开发。企业通过消费者教育来培育市场，成长为该市场领导者，在后期扩大地域覆盖或拓展品牌组合。如印尼营多食品与当地伙伴悉心耕耘尼日利亚的方便面市场，使营多面成长为在尼日利亚市场份额超过60%的方便面品牌。
第四类战术是“正面交锋”，是指企业进军目标国家的成熟领域，直接与当地领先企业展开竞争，力求夺取市场份额。在核心品类中确立领先地位后，企业会扩大地域覆盖或拓展产品组合，以实现进一步增长。
第二种战略是“打造新核心”。这种战略在那些核心产品与目标市场相关性较低或竞争力较弱的企业中尤为受青睐。企业不再依赖将现有的核心业务拓张到海外，而是投入资源创立新品牌或新产品，瞄准当地主流人群。取得成功后，企业会继续引入本国市场的核心品牌或进一步拓展产品组合。如资生堂通过一系列本地化举措，在法国建立新的核心业务——香水。后续通过收购欧美品牌持续拓展产品组合。
第三种战略是“生而国际化”。这种战略常见于在本国市场尚未建立强大核心业务、但立志在海外市场大展拳脚的新生代企业。为了实现这一目标，一些企业或品牌会依托本国市场的OEM/ODM或数字能力优势，直接打造新品牌/产品，以满足目标市场主流人群未被满足的新兴需求。但值得注意的是，与电商和消费电子行业不同，我们尚未观察到能与希音（Shein）或安克（Anker）比肩的大型快消品企业采用这种战略。
无论采用何种战略，并购都是企业进行海外拓展的强有力抓手。在“从核心扩张”的战略下，大多数企业通过内生性模式进入海外市场，在后期更多地依靠并购进行拓展。而在“打造新核心”的战略下，企业倾向于通过并购或建立合作关系等外生性模式迈开发展步伐，并在此基础上推动内生性增长。至于“生而国际化”的企业，通常会在早期采用内生性增长模式，这些新生代企业在后期可能依赖并购手段来推动增长。
同时，值得注意的是，无论采用哪种战略，进军海外市场都是一场充满挑战的冒险。贝恩研究表明，低估了出海风险和变数的企业往往会陷入八大常见陷阱。
• 陷阱一：目标模糊不清，战略过于保守。
• 陷阱二：设定不切实际的短期财务目标，过于急功近利。
• 陷阱三：对海外消费者套用国内品牌战略。
• 陷阱四：不愿招募本地人才，也不愿根据市场需求调整企业文化。
• 陷阱五：缺乏明确的收购理念支撑。
• 陷阱六：高估协同潜力，收购溢价过高。
• 陷阱七：整合深度和速度不当。
• 陷阱八：忽视地缘政治风险和政策潜在变化，战略规划缺少灵活性和选择性。
正如谚语所说：“种树的最好时机是20年前，其次是现在。”对于亚太企业来说，如今正是出海“种树”的最佳时机。要想在海外市场上立足，他们必须首先回答四个关键问题：
• 为什么要出海？战略意图和目标是什么？
• 从哪些市场切入？
• 哪种市场进入战略最为合适？
• 如何在国际市场中发挥全部潜力？
种子开花结果需时，企业国际化亦如此。全球快消品巨头的成功经验表明，海外扩张的努力和耐心可以带来丰厚回报。对亚太快消品企业而言，加码国际化正当其时，今日的“出海”种子，必将在未来结出丰硕果实。
Asia-Pacific’s top fast moving consumer goods (FMCG) companies are expanding overseas, and their corresponding revenue contributions are rising faster than domestic earnings, according to a new report by Bain & Company.
For the top 50 Asia-Pacific FMCGs (based on revenue earned in CY2022), overseas revenue growth reached 11% per year over the last 10 years (FY2012/13 to FY2022/23), surpassing domestic revenue growth of 7% annually, driven primarily by the international success of Japanese companies.
Of the 16 Japanese companies that made the top 50 Asia-Pacific FMCG list, five or 31% earned over half their revenues from abroad, while the rest reported between 10% and 50% of revenues from overseas. Similarly, all South Korean FMCG companies in the study earned between 10% and 50% of revenues from international markets. In contrast, although China had the same number of FMCG companies making into the top 50 list as Japan, five or 31% are fully domestic while nine Chinese companies reported making up to 10% of their revenues from overseas.
“The differences in internationalization across markets in FMCG are due to several factors including domestic market maturity, cultural influence on the global stage, expansion timing, government support, and diplomatic relationships,” said David Zehner, head of Bain & Company’s Consumer Products practice for Asia-Pacific.
When it comes to venturing overseas, Bain & Company’s study noted that it is the consumer electronics and appliances sector that is making the biggest waves. All 45 top public Asia-Pacific-headquartered consumer electronics and appliances companies studied by Bain & Company have established international businesses, and 26 or 58% of them earn more than half of their revenues from foreign markets, compared to only seven companies or 14% of FMCGs. Both Japanese and Chinese companies are major contributors to this trend with 12 and 11 consumer electronics and appliances companies, respectively, making over 50% of their revenues from foreign markets.
“The Asia-Pacific-headquartered consumer electronics and appliances companies excel internationally for several reasons, including relatively similar consumer preferences across markets, supportive government policies, and less intense competition due to high manufacturing costs and barriers to entry. However, while their successes are impressive, they may not serve as the best examples for companies in other industries, such as FMCG,” explained Zehner.
Asia-Pacific’s FMCG companies typically follow three geographical expansion pathways - expansion into neighboring Asia-Pacific markets, entry into Europe and North America, and targeting future emerging markets in the Middle East, Latin America, and Africa.
Bain & Company’s study revealed that almost two-thirds of the top Asia-Pacific FMCG companies chose the Asia-Pacific region for their first foray overseas, while a quarter expanded first into Europe and North America. While sales from Asia-Pacific consistently accounted for more than 50% of these FMCG companies’ revenues over the past decade, it is the European and North American markets that have gained importance, with revenue contribution to the top Asia-Pacific FMCGs growing from 32% a decade ago to 40% now. Despite absolute revenue growth in future emerging markets, their relative revenue contribution has decreased, from 12% to 7%.
The report also highlighted three distinct strategies that led to successful overseas expansion, including ‘Build from Core’, ‘Build New Core’, ‘Born for International Markets’.
In ‘Build from Core’, companies leverage on their strong core offerings established in their home market to expand internationally. For example, CJ CheilJedang marketed its food products to the Asian population in the US when it first expanded overseas.
The ‘Build New Core’ strategy is popular among companies that find their core offerings less relevant or competitive in the target market. For example, Shiseido successfully established a new core in fragrance in France in the 1980s through several localization efforts, and acquired several European and American beauty brands post 2000. At the same time, it continued to drive penetration of core brands.
‘Born for International Markets’, the least mature strategy, is undertaken by young companies that have not yet established a strong core in their home markets. These companies create brands or products that address emerging unmet needs in target markets, leveraging manufacturing strengths and digital capabilities in their home countries.
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English version：《The Global Odyssey: Asia-Pacific ConsumerProduct Companies’ Quest for InternationalExpansion》