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This chapter emphasizes that although the marketing function in organizations has declined, the need for marketing has never been greater. However, to rescue themselves from the corporate obscurity that comes from responsibility for implementing tactics--the traditional "four Ps" of product, place, ... More

After mastering the "four Ps" that help marketers identify and target market segments, the next step is building the value network--the cross-functional orchestration of activities that use the firm's individual competences, processes, and assets to increase profit margin. This chapter proposes a "t... More

Of all the tangible assets that a company owns, brands are perhaps the most prized. The first step to leveraging these assets fully is to assess the brand portfolio. This chapter provides methods of removing marketing support for marginal brands, trimming the supply chain, purging unprofitable produ... More

Seeking relief from declining distribution networks, senior executives cannot overlook innovative channels that reach new market segments while significantly cutting costs. But rather than haphazardly reacting to new channels, Kumar argues in this chapter that CEOs should evaluate their own distribu... More

This chapter describes how global retailers often account for more than half of a supplier's business, giving these retailers tremendous negotiating clout over suppliers and prices. As more and more distribution channels consolidate worldwide, manufacturers must develop global retailing and distribu... More

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Thanks to its ability to innovate, the developed world will always have a distinct advantage over the developing world, right? Not according to leading management experts Nirmalya Kumar and Phanish Puranam. In India Inside, the authors draw on their research to show how India is already turning this... More

As retailers have become more powerful and global, they have increasingly focused on their own brands at the expense of manufacturer brands. Rather than simply selling on price, retailers have transformed private labels into brands. Consequently, manufacturers such as Johnson & Johnson, Nestle, an... More

Like their German, Japanese, and Korean predecessors, Indian companies that go global will transform the world of business. Perhaps even more so, because Indian companies can leverage a domestic population ten to twenty times larger than in any of those countries for profits and revenues to support ... More

Indian companies have transformed from leading domestic players to evolving global giants quickly. But how? This chapter details the sea changes that Indian firms have gone through in recent decades--from the domestically-focused businesses of the post-independence era, to a fundamental reorientatio... More

ArcelorMittal is a Fortune 500 company with corporate headquarters in Luxembourg. It is listed on the New York Stock Exchange (NYSE) as well as several European exchanges--but not on the Mumbai stock exchange. The company established its position as the largest steel company in the world by leveragi... More

The Indian outsourcing industry has helped put India on the global corporate map. Of the many famous Indian IT companies like Infosys, TCS, and Wipro, Infosys served as the outsourcing blueprint for global technology companies as well as Indian companies in other sectors. This chapter begins with it... More

In the past decade, manufacturers in Eastern Europe, China, and Southeast Asia have established reputations for quality, reliability, and cost efficiency. But manufacturing-led, export-driven growth bypassed India...until now. Whereas Indian manufacturing has generally been associated with belching ... More

The story of Essel Propack's evolution from a one-unit company in Vasind, India, to a global leader in laminated tubes is one that demonstrates the power of a fortuitous partnership--in this case with Procter & Gamble--that evolved as most relationships do--through a series of accidents, opportuniti... More

The story behind Hindalco's $6 billion acquisition of Novelis is of particular interest because of the firm's boldness. When Hindalco made the bid in 2007, Novelis represented the largest Indian investment in North America and the second-largest overseas investment by an Indian company, behind Tata'... More

Mahindra & Mahindra started in 1945 at the dawn of Indian independence and has since transformed from a steel trader, to an assembler of Jeeps from kits imported from the U.S., to a multifaceted business with a global presence in eight key sectors and global revenue in 2008 of $6.7 billion. This cha... More

Within India, there is no shortage of blockbuster brands that have succeeded in establishing relevance, personality, and an emotional connection--key goals of any brand. Yet not one Indian brand is found on a recent list of the Top 100 Global Brands. What Indian companies have discovered is that hav... More

The story of Suzlon's rise to global prominence has unfolded in connection with the greening of the plant. In a very short time frame, Suzlon has gone from small textile manufacturer to leading-edge producer of wind turbines. How is this possible? As much as, or perhaps more than, any Indian company... More

Chances are, if you had never heard of an Indian company or thought about India as anything but an outsourcing destination, you found the news of Tata Motors and its revolutionary 100,000 rupee car at least somewhat shocking. Making headlines the world over, the Nano or "People's Car" thrust Tata Gr... More

There is a subtle reason why it rarely occurs to most people to view Indian business practices as being as unique as those of China or Japan. According to the authors, Indians are proficient at adopting dual identities. When Indians encounter foreigners, especially Westerners, they adopt markers of ... More

Indian companies have transformed very quickly from small, tentative domestic players to competitive global powerhouses. Despite the bullish sentiment in India and the high level of confidence among Indian executives in their ability to manage multinational corporations, we must not forget that the ... More