Japanese companies have fallen behind their European and US counterparts in the burgeoning Chinese market， a study released today by McKinsey， the research group， says.

　　研究機(jī)構(gòu)麥肯錫（McKinsey）于9月29日發(fā)表報告稱，在方興未艾的中國市場，日本企業(yè)已落后于歐美同行。

　　The study says Japanese companies have been hampered by an insular corporate culture， which fails to reward and promote local talent. It suggests many groups simply export their management systems to overseas markets and many use Japanese as their official language， even in China.

　　報告稱，日本企業(yè)受狹隘的企業(yè)文化束縛，未能獎勵和提拔中國員工。報告指出，許多日本集團(tuán)只是向海外市場輸出自己的管理制度，不少企業(yè)以日語為官方語言，即使是在中國。

　　China has seen an explosion of growth over the past 10 years， with global companies seeking a foothold in a market boasting an increasingly potent middle class with a formidable disposable income.

　　10年來，中國發(fā)展迅猛，中產(chǎn)階層日益壯大，他們擁有可觀的可支配收入，吸引全球企業(yè)紛紛前來中國市場尋找立足點(diǎn)。

　　McKinsey's study comes as Japanese companies are stepping up their efforts to globalise their operations， targeting the Chinese market in particular amid a shrinking domestic market.

　　麥肯錫發(fā)布上述報告之際，日本企業(yè)因國內(nèi)市場日漸萎縮，正加緊努力推動業(yè)務(wù)全球化，尤其把目光放在中國市場上。

　　The highest-profile example recently was last year's purchase by Nomura of the Europe， Middle East and Asian operations of failed bank Lehman Brothers.

　　近期最引人矚目的例子是去年野村證券（Nomura）收購破產(chǎn)銀行雷曼兄弟（Lehman Brothers）的歐洲、中東和亞洲業(yè)務(wù)。

　　The study lauds European and US companies for being good at developing a Chinese presence by localising operations and attracting local talent. Procter & Gamble， the US consumer goods group， has been successful at developing its presence in the country for these reasons， the study says. Out of 24 leading foreign players identified by McKinsey across 12 consumer-oriented markets in China， only four are Japanese： Toyota， Sharp， Suntory and Shiseido.

　　報告稱贊歐美企業(yè)善于通過業(yè)務(wù)本地化和招攬當(dāng)?shù)厝瞬牛l(fā)展自己在中國的地盤。報告稱，美國消費(fèi)品集團(tuán)寶潔（Procter & Gamble）就成功地借助這些策略立足于中國。在中國12個面向消費(fèi)者的市場上，麥肯錫篩選出24家領(lǐng)先外國公司，其中只有4家是日本企業(yè)：豐田（Toyota）、夏普（Sharp）、三得利（Suntory）和資生堂（Shiseido）。

　　Japanese PC makers have only a 2 to 3 per cent market share of China's rapidly growing PC market， compared with their 12 per cent global market share， according to McKinsey.

　　據(jù)麥肯錫介紹，在發(fā)展迅速的中國個人電腦（PC）市場上，日本PC廠商只有2-3%的市場份額，相比之下，它們在全球市場的份額為12%.

　　In the white goods market， Japanese companies have just a 6 per cent market share， while in mobile handsets their share is 3 per cent， the report states.

　　報告稱，在白色家電市場，日本企業(yè)只有6%的份額；在手機(jī)市場，它們的份額只有3%.

　　“The root of the problem is the differences in organisational management and talent development structure” between Japan and the rest of the world， including China， said Brian Salsberg， a McKinsey principal in Tokyo and one of the authors of the report.

　　報告作者之一、麥肯錫駐東京的管理合伙人布賴恩·薩斯伯格（Brian Salsberg）表示：“這個問題的根源在于組織管理和人才發(fā)展結(jié)構(gòu)的差異。”在這方面，日本企業(yè)和世界其他地區(qū)（包括中國在內(nèi)）都截然不同。

　　“The Japanese lifetime employment system . . . is unappealing to Chinese employees， and the Japanese workplace is typically much more hierarchical than in Chinese or western companies，” the report notes.

　　報告指出：“日本終身雇用制度……對中國員工沒有吸引力。一般而言，比起中國或西方企業(yè)，日本企業(yè)明顯更加等級森嚴(yán)。”

　　Japanese companies have had difficulty recruiting and retaining local talent， it stated. “Japanese companies have often had the wrong people in China or those who don't have the flexibility to act quickly enough，” Mr Salsberg said.

　　報告稱，日本企業(yè)在招聘和保留本地人才方面曾遭遇困難。“日本企業(yè)在中國經(jīng)常用人不當(dāng)，或者所用之人不夠靈活，行動不夠迅速，”薩斯伯格表示。

　　This in turn has led to a failure to adjust products to the needs of Chinese consumers， and to identify and make use of important distribution channels and ensure smooth government relations.

　　這進(jìn)而導(dǎo)致無法根據(jù)中國消費(fèi)者的需求來調(diào)整產(chǎn)品，無法發(fā)現(xiàn)和利用重要分銷渠道，也無法確保良好的政府關(guān)系。