Many companies have turning points or transformations. Maybe it's an acquisition, an audacious new product launch or a visionary leader. For H.J. Heinz Co., it was the decision to reshape and refocus its global portfolio, especially targeting highly populated emerging markets. One of the most notable - and somewhat risky - acquisitions under that strategy occurred in Indonesia in 1999. "It was a big risk, a $70 million investment, a lot of money for that time," Chairman, President and CEO William Johnson says of the majority stake in ABC Central Food, a maker of soy and chili sauces, as well as ketchup. "Indonesia was undergoing a radical change to democracy at the time, there was a high level of risk, and there was quite a debate in our board. But we bought into the business, and that business today is over $400 million in sales," he says. "It's paid for itself a couple times over. It gave us confidence that we could wend our way through the challenges local markets present through a combination of our capabilities and the right local talent."
展开▼
机译：许多公司都有转折点或转型。也许是收购，大胆的新产品发布或有远见的领导者。对于亨氏（H.J. Heinz Co.）而言，这是决定重塑和重新调整其全球投资组合的决定，尤其是针对人口稠密的新兴市场。该策略下最著名的交易（也是有些风险）是在1999年发生在印度尼西亚。“这是一笔巨大的风险，一笔7,000万美元的投资，当时是一笔巨款，”董事长，总裁兼首席执行官William Johnson说大豆和辣椒酱以及番茄酱制造商ABC Central Food的多数股权。 “印度尼西亚当时正经历着民主的根本性变革，存在着很高的风险，董事会中也存在着激烈的辩论。但是，我们收购了该业务，如今该业务的销售额超过4亿美元，”他说。 “它的回报是自己的两倍。它使我们充满信心，我们可以通过我们的能力和合适的本地人才相结合来克服本地市场所带来的挑战。”
展开▼
