在新兴市场开发新产品

IF 4 4区 管理学 Q2 BUSINESS
S. Jha, Ishwardutt Parulkar, R. Krishnan, C. Dhanaraj
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引用次数: 14

摘要

十多年来,发达国家的跨国企业一直在将相当一部分研发活动转移到印度和中国等新兴市场。虽然其他发达国家研发中心的选址是由有利可图的市场或这些国家当地生态系统中可用的特定专业知识驱动的,但发展中国家研发中心的选址主要是由低成本熟练人力的可用性驱动的。新兴市场的研发子公司具有独特的优势,可以在跨国公司的创新战略中发挥重要作用。本研究采用准参与行动研究与案例研究法相结合的研究方法。巨大的市场机会与独特的客户需求相结合,是新兴市场创新的关键推动力。虽然大多数新兴市场确实提供了相当大的市场机会,但正是客户需求的独特性创造了令人信服的创新需求。思科印度的研发部门具备了推动创新的所有三个因素:端到端产品开发能力的临界质量,具有独特需求的不断增长的市场,以及高管冠军。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Developing new products in emerging markets
For more than a decade, multinational enterprises from developed countries have been moving a substantial part of their research and development (R&D) activity to emerging markets such as India and China. While the location of R&D centers in other developed countries has been driven by lucrative markets or specific expertise available in the local ecosystems of those countries, the location of R&D in developing countries has been driven largely by the availability of skilled manpower at low cost. R&D subsidiaries in emerging markets are uniquely positioned to play an important role in multinational companies innovation strategies. The research method employed for this study was a combination of quasi-participatory action research and the case study method. A large market opportunity combined with unique customer requirements is a key enabler of innovation for emerging markets. While most emerging markets do present a sizable market opportunity, it is the uniqueness of customer requirements that creates a compelling need to innovate. Cisco India's R&D had all three enablers of innovation in place: a critical mass of end-to-end product development capability, a growing market with unique needs, and executive champions.
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来源期刊
CiteScore
3.30
自引率
2.40%
发文量
0
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