This week’s official launch of Tata’s Nano — the world’s most inexpensive car — could be a sign of the times.
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Countries are adopting a variety of innovation strategies and policies — and that’s something executives should keep in mind, according to John Kao.
What used to be a matter of finding and purchasing goods and services at the most favorable price has changed. At some companies, procurement has become closely intertwined with strategic decision making and board policy at the highest levels of the organization.
The design of a corporate portfolio should be based primarily on its strategic intent and desired competitive impact, that is, on how a select set of market positions builds a platform for growth while influencing the behavior of rivals and the structure of the industry.
Many companies proudly think of themselves as innovative. The great majority of them, however, are adept at producing only sustaining innovations — products or services that meet the demands of existing customers in established markets.
Every action has an equal and opposite reaction. We can apply this Newtonian principle to the vertical supply chain: for every part outsourced by an original equipment manufacturer (OEM), there is an equal and opposite opportunity for a parts supplier to furnish that part.
Gray market goods — brand name products sold through unauthorized channels — are an increasing threat to multinational companies. The authors present a framework to help select the right approach to coordinating price-setting decisions on the basis of a subsidiary’s local resources and the complexity of a product’s market. Examples of price coordination methods are provided.
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