IIM Indore seeks to be a contextually-relevant business school with world-class academic standards that develops socially-conscious managers, leaders and entrepreneurs. IIM Indore is committed to: Excellence in management education, research, and training, Use of contemporary participant-centric pedagogies and teaching methods, A presence in emerging segments of management education.

IIM Indore

Maruti Suzuki India Ltd. (MSIL) is India’s largest car manufacturer and leading distributor of spare parts, dealing primarily in passenger vehicles, multi-utility, and multi-purpose vehicles. It has an extensive network of sales outlets across the country. MSIL went through three distinct phases: up to 1999 the market was a sellers market and there was very little competition; post 2000 (first recession) till 2007 when other multinationals entered the Indian market and customers began looking for design safety; and post the 2008–09 global financial crisis (second recession). In the second phase MSIL created value through cost leadership strategies, design and new product launches. MSIL managed to create value under growing competition from 2004 to 2008. At the beginning of FY 2007–2008 MSIL had attained a growth rate of 12%, slightly higher than the industry average, but during FY 2008–09, the sales volumes dropped resulting in a net profit slow down of 29.6%. S. Nakanishi (MSIL’s MD and CEO) faced a serious challenge: how to maintain competitiveness while dealing with growing domestic demand and changing customer preferences.

Strategic Management

Creating Competitive Advantage: Maruti Suzuki India Ltd.

On 15 August 2020, in the address to the nation, Prime Minister Narendra Modi announced an investment of&nbsp;`102 lakh crore on infrastructure development during 2020–25. Elena Stupnikova and Tatyana Sukhadolets (2019) suggest that the construction sector plays a very critical role in gross fixed capital formation (GFCF). Investment in infrastructure will be able to help India come out of the unprecedented slowdown in the global economy due to the&nbsp;COVID-19 crisis. The fall in the global economy is compared to the great depression of the 1930s&nbsp;and is severe than the 2008 global financial crisis.

World University root node

Economic and Political Weekly

Challenges in the cement industry

The challenges facing migrant labourers in the country are quite complex.&nbsp;The Census 2011&nbsp;found that&nbsp;India has approximately 139 million&nbsp;internal migrants. The&nbsp;Covid-19 pandemic has made the issue of the migrant labourers come out in the open as the&nbsp;effects of the lockdown on them were quite devastating.

Sustainable development for migrant workers

This is the first case in the series on strategic analysis and growth in an emerging economy. In case A Nokia is the market leader in India’s mobile handset market. Until 2001 Nokia had not experienced competition in this market. After 2003 there were four additional major competitors in the market: Samsung, Sony Ericsson, LG and other local manufactures. Nokia’s market share was falling. India is an emerging economy, which has an exceptional growth rate. The demographics, legal system, and economy are all very dynamic. These macro forces are presenting important opportunities for mobile handset manufactures. The MDs of the mobile handset manufacturers are planning their future strategies in India.

Journal of International Business Education

Strategic analysis and growth in an emerging economy (A): Mobile handset industry in India

LG, a large multinational Korean company, decided to enter India employing a green field entry strategy as a wholly owned subsidiary in 1997. This case helps students analyse the reasons behind this decision, describing the external and internal environment which was prevalent at the time of entry. The case provides details of the various consumer electronics markets until 2005, and the key potential success factors identified by the then MD of LG India Ltd, Mr. Kim.

LG in India (A): Entry into an emerging economy

This case study concerns an emerging economy multinational Bharat Forge Ltd. (BFL). BFL was founded in 1961 and became the world’s largest forging company by 2008–09. BFL manufactured forgings for several industries around the world including the automotive, power, oil and gas, marine and aerospace, and railways industries. The external environment became increasingly dynamic and uncertain from 1991 onwards after Indian market liberalisation. This liberalisation however gave BFL the opportunity to absorb new technologies as well as to build new relations with international players. From 2004 onwards BFL focused on its international business strategy. Due to the global recession’s impact on the US, Europe, Japan, China and of course India in 2008–09, BFL’s production capacity fell to 20%. This greatly reduced the company’s financial standing. Mr Baba Kalyani (BFL’s CMD) had to decide on ways to survive the uncertainties and seek a more sustainable competitive advantage moving forward.

Navigating in a sea of uncertainty: An emerging economy multinational

LG was market leader in nearly all its product lines and segments in consumer electronics in India in 2007. LGIL had appointed a new MD who had to develop strategies to enable the company to sustain its market position. This case details the distribution, product development and service focus of LG, together with changing consumer behavior up to the present time with projections for strategy into the future.

LG in India (C): Sustaining competitive advantage

Entering an emerging economy can provide many opportunities as well as challenges. The external forces, in particular cultural and demographic, are quite different compared to those of a developed economy or the multinational company’s home market. MNEs typically use strategies such as product development, adaptation, and standardization to tackle competition in emerging economies. LG mapped its “go to market capabilities” and product strengths and crafted its strategies for growth in India along these lines. The three product level strategies (core product, product attributes, and support services) are investigated in detail.

LG in India (B): Product strategies in an emerging economy

The internet and power of intelligent network help firms to increase its enterprise value by entering new markets, developing new products, creating flexible operations structure, attracting good people and thus increasing the willingness to pay. CISCO predicted all these opportunities and enchased its capabilities which helped them capitalize on the globalization advantages. CISCO developed high adaptive capabilities (HAC) and implemented choices that helped it invest rightly and kept the cost of business under control which helped in record superior returns on investment and shorter payback period. HAC not only helped CISCO in optimizing the total cost of ownership (TCO) but also maintaining benchmarked service level agreements (SLA). CISCO reinvented its business model to synergize the resources across the organization.

Indian Journal of Industrial Relations

Developing High Adaptive Capabilities: The Case of CISCO

2017 ANNUAL CONFERENCE Host: Lucas College and Graduate School of Business San Jose State University San Jose, California, USA

Response to Host Market Dynamics Through International Knowledge Network in Multinational Enterprises: A Perspective from Advanced Market Subsidiary in an Emerging Economy

Resilience has got paramount importance for the firms to survive in a turbulent business world. Which are the antecedents of resilience is a festering problem in the management literature. The present study investigates and presents the antecedents of resilience. Bharat Forge is an emerging economy multinational firm from India. Despite the poor institutions in India and the turbulent global conditions, it has been successful from its inception in1961. This study probes into the practices of Bharat Forge from its inception to trace the antecedents of resilience. It was found that strategic agility, strategic learning, resilient leadership and financial reserves are the antecedents of resilience. Literature also corroborated our findings.

Antecedents of Resilience: an Investigation into Bharat Forge

The family owned diversified business groups emanating from the emerging economies have been extensively involved in both outward and inward FDI. While motives of OFDI by such groups have been primarily based on asset- and market- seeking intentions, the location choice of their investments can be described as depicting Brownian random motion, at the best. However, the business groups are generally governed by common central unit and among this haphazard location choice behavior as depicted by the peer affiliates we attempt to identify a pattern explaining the decision making at the central level. This paper proposes to examine the impact of dynamic political management capabilities exhibited by business group (BG) affiliated firms on the location/co-location decision, of subsidiaries of the peer affiliates in a single host nation. We undertake case study based approach on two Indian Business Groups and their foreign location operations in one particular host location each, respectively, and examine their location/co-location choice behavior by invoking Olson’s collective action theory and Assets of Foreignness lens.

SSRN Electronic Journal

Role of Dynamic Political Management Capabilities in Business Groups' Location Decision

In quest of inclusive growth, developing countries are now shifting their focus towards gainful engagement and inclusion of vulnerable and minority people into the mainstream. Hence, these countries are considering the extent of entrepreneurial activities that brings economic independence and provides an equal level playing field. However, despite government supports and institutional voids, the minority, specially, people with disabilities are not fruitfully engaged. Researchers have examined various possible reasons that seem to affect entrepreneurial activities, in general, and alertness to entrepreneurial opportunities, in particular, by people with disabilities. Literature classifies ‘social network ties’ as mentors, informal networks, professional forums, and family &amp; friends and their effect on entrepreneurial opportunity recognition. In this paper, we build upon the extant literature on network ties in the context of PwDs as the contextual factors vary significantly possibly due socially constructed stereotypes. We administered an online survey on 1778 respondents from 19 disability related public forums, received 209 usable responses and tested the model using PLS-SEM due to small sample size. The present study found a support for the relationship between informal networks and mentors with opportunity. Interestingly, data reveal counter-intuitive insights for family &amp; friends and professional forums. However, the data supported moderation effect of self-efficacy of PwDs on the relationship of mentors, informal networks, professional forums, and family &amp; friends with opportunity recognition. Therefore, the results of moderation effect of self-efficacy are more pronounced in opportunity recognition that has high self-efficacy, than in opportunity recognition with low self-efficacy. Finally, the study concludes with a considerable ramification for policy makers, academia, and also PwDs.

Academy of Management Proceedings

Network Matters! Revisiting Social Networks

Extant literature on network ties in the context of people with disabilities is scant. We believe that the contextual factors for people with disabilities vary significantly possibly due socially constructed stereotypes This paper primarily explores the role of social networks in entrepreneurial opportunity recognition by people with disabilities. Researchers have examined umpteen plausible reasons that seem to affect entrepreneurial activities, in general, and alertness to entrepreneurial opportunities, in particular, by people with disabilities. ‘Social network ties’ are classified as mentors, informal networks, professional forums, and family &amp; friends and their effect on entrepreneurial opportunity recognition. We used ‘mood inducement approach’ to trigger ‘entrepreneurial ideas’ in respondents through 30 different entrepreneurship related images. Data was collected through an online survey on from 19 disability related public forums. The present study found a support for the relationship between informal networks and mentors with opportunity. Interestingly, data reveal counter intuitive insights for family &amp; friends, and professional forums. However, the data supported moderation effect of self-efficacy of PwDs on relationship of mentors, informal networks, professional forums, and family &amp; friends with opportunity recognition. Therefore, the results of moderation effect of self-efficacy are more pronounced in opportunity recognition that has high self-efficacy, than in opportunity recognition with low self-efficacy. The study offers considerable implications for policy makers, academia, and also for PwDs. Finally it concludes with limitations of current study and future directions.

Role of Social ties in Opportunity Recognition &amp; moderation effect of SE

As academicians and students pursue market research for companies, the need to understand the issues and challenges while undertaking International Marketing Research Projects (IMRPs) is becoming increasingly important. Marketing research is the most important tool through which companies understand their existing and prospective customers. As companies contemplate the global market, they need to consider how the international arena differs from local/regional/ national market research. In an endeavour to assist executives in their international business decisions many academic researchers and students design and implement IMRPs. We attempt in this paper to advance International Marketing (IM) education by providing a framework for students undertaking IMRPs and in particular, to highlight the challenges and issue involved. These need to be considered carefully in order to produce international market research of the appropriate quality to optimally support management decisions. Acknowledgement: The authors appreciatively acknowledge the consistent support of Managing Editor and Senior Editors of JIBE including anonymous reviewers for their constructive comments and valuable suggestions.

IMRPs and advancing international marketing education

Emerging economy multinationals (EEMs) operate under various technology and management knowhow constraints. This is a case study of an EEM, originating from a country having low to medium income generating ability, with higher economic growth momentum compared to developed economy multinationals. It studies resource and capability gaps of the EEM and how it has been able to plug these gaps. It looks at drivers such as customer centricity that help it focus on relevant technologies and markets, absorptive capacity that enables it to acquire knowledge related to new technologies, its alliance partners and delivery excellence that provide sustained competitive advantage.

Plugging Resource Gap through Open Innovation by an Emerging Economy Multinational

Recent literature addresses the issue of social entrepreneurship, social innovation and sustainable development which harnesses the energy of a new kind of capitalism to find solutions for human needs. The purpose of this paper was to extend existing research on the linkages between social entrepreneurship; social innovation and sustainable development. We used an inductive approach and adopt case study research (single embedded case) to study GOONJ NGO. The analysis brings three patterns-role model leadership, creative outcomes and multiplier effect. Towards the end, it proposed SE-SI-SD framework based on the patterns.

Asia Journal of Entrepreneurship and Sustainability

Impact of Social Entrepreneurial Innovation on Sustainable Development: The Study of GOONJ-Clothing as a Matter of Concern

Abstract: A company creates its competitive advantage by studying external environment, internal strengths and developing a position where it maximizes the value for customer. In global market, multinational companies (MNCs) produce products in host markets and develop resources, capabilities and competencies. The success of MNC lies in leveraging that knowledge to its subsidiaries through strategic network. Subsidiaries in emerging markets face the challenges of institution voids and capability gaps. MNCs transfer knowledge and leverage the factor of condition advantage to deliver and sustain competitive advantage. This paper studies how a subsidiary achieves competitive advantage through strategic network of its parent company.

Journal of Applied Business &amp; Economics

Contribution of Parent Company in Growth of its Subsidiary in Emerging Markets: Case Study of Maruti Suzuki.

Strategic industries companies which are 100% controlled by emerging economy governments faced difficulties when these economies opened up/liberalized. These companies faced all round competition from international big players. This paper studies Hindustan Aeronautics Ltd (HAL) during last ten years from 2001 to 2009. Strategic industries use the gap analysis in their value chain by studying the dynamism of external forces in future time frames and internal resources. They successfully choose and implement corporate strategies which minimize risks and help in fix the resource gaps. The paper also analyzed how HAL leveraged knowledge (marketing, political connections) and resources (distribution channels, human resources, production facilities) for developing competitive advantages in their own country and also in international expansion.

Leveraging value chain competencies &amp; resources on a global platform: the case of HAL

The major factor which reduces the profits of Indian banks relates to the policies of Government of India. The government has rules which mandated banks operating in India to help the priority sectors which included Medium and Small Enterprises (MSMEs). The lending rules to MSMEs increased the Non Performing Assets (NPAs) as MSMEs did not adopt the best management practices and there was no strategic planning. As a strategy banks converted this regulatory issue into an opportunity by using co-creation of intangible resources such as Customer Relations with corporate, Information Technology implementation and Best Management Practices dissemination. They used these intangible resources to reduce risks and NPAs, increase profits and help MSMEs to be contemporary, thus creating value through partnership.