摘要
面对那些被偶像化的行业领袖和行业习俗，新兴市场中的企业容易选择自我矮化、阉割、囚禁的经营思路。这种思路将使企业在全球化竞争中丧失竞争的权利，顶多也只能在全球分工中找到一点苟活的空间。比亚迪是中国制造企业中的“异类”。它的标杆意义（虽然它还是一个成长中的标杆）在于，提供了新兴市场企业如何与成熟市场企业在资源匮乏的情况下平等博弈的范例。它把资源匮乏这种负面因素转化为推动创新的正面因素，通过创立独特的经营模式，消解了一整套行业习俗，从而让自己避开了“中心企业”为“边缘企业”暗中设下的产业陷阱，借助于新兴市场中的真正优势，与世界级企业竞争。更进一步说，比亚迪避免了在唯技术论与唯贸易论之间来回摇摆，在被中国制造企业普遍忽视的工业领域不断创新。
Faced up to the idolized industry leaders, companies born in the new emerging market tend to choose a self-depreciated and even self-confined way to run their business. In this kind of mental model, these companies only try to survive in a niche of the world work-division. BYD is an infidel in the group of "made-in-China" .It has a symbolic meaning of being a benchmark (though it may be only a growing benchmark now), which provides a successful paradigm for companies in the emerging market on how to compete with counterparts in the mature market under the limitation of resource shortage. Avoiding swaying between soly-technology-concemed and soly-trade-concerned, BYD has cleared up a complete set of industry laws by building up a unique operation model, and made innovation in the industry areas which is the most easily neglected by Chinese manufacturers.
出处
《21世纪商业评论》
2008年第1期44-49,共6页
21st Century Business Review
