S. Jha, Ishwardutt Parulkar, R. Krishnan, C. Dhanaraj
{"title":"在新兴市场开发新产品","authors":"S. Jha, Ishwardutt Parulkar, R. Krishnan, C. Dhanaraj","doi":"10.7551/mitpress/11858.003.0012","DOIUrl":null,"url":null,"abstract":"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.","PeriodicalId":48169,"journal":{"name":"Mit Sloan Management Review","volume":"20 1","pages":"55-62"},"PeriodicalIF":4.0000,"publicationDate":"2016-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"14","resultStr":"{\"title\":\"Developing new products in emerging markets\",\"authors\":\"S. Jha, Ishwardutt Parulkar, R. Krishnan, C. Dhanaraj\",\"doi\":\"10.7551/mitpress/11858.003.0012\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"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.\",\"PeriodicalId\":48169,\"journal\":{\"name\":\"Mit Sloan Management Review\",\"volume\":\"20 1\",\"pages\":\"55-62\"},\"PeriodicalIF\":4.0000,\"publicationDate\":\"2016-01-01\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"14\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Mit Sloan Management Review\",\"FirstCategoryId\":\"91\",\"ListUrlMain\":\"https://doi.org/10.7551/mitpress/11858.003.0012\",\"RegionNum\":4,\"RegionCategory\":\"管理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q2\",\"JCRName\":\"BUSINESS\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Mit Sloan Management Review","FirstCategoryId":"91","ListUrlMain":"https://doi.org/10.7551/mitpress/11858.003.0012","RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"BUSINESS","Score":null,"Total":0}
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.