Developing New Products in Emerging Markets Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

Markets such as India and China., multinational enterprises from developed countries have moved a considerable part of their R&D action to emerging for more than a decade The location of R&D in developing countries was initially largely driven the availability of skilled manpower at low cost. Initially, these R&D centers in emerging markets operated primarily as extended arms of R&D in the home country, executing well defined jobs under close oversight from headquarters. However, the dynamics of multinationals'R&D are fast changing. Emerging markets are new growth drivers of the global market, and their exceptional bundle of chances and challenges can be a wellspring of initiation for a multinational corporation.

Concurrently, several R&D centers in rising markets have evolved to amass innovative technical abilities, leading their workers to clamor for higher value added work and to seek duty for a whole product or technology. Given these trends, R&D subsidiary companies in emerging markets are uniquely placed to play an important function in multinational companies innovation strategy. However, this thinking is frequently at odds with the dominant initiation mindset, structures, and processes within multinational companies based in developed countries. This article advances can be used by managers in multinational companies on innovating for emerging markets to support the vital conclusions. The writers claim that supervisors in emerging state R&D outfits need to consider three key elements before they embark on initiation for local and similar marketplaces: the technological capacity of the R&D unit, the size and uniqueness of the market opportunity, and the presence of executive victor both at headquarters and at the subsidiary.

PUBLICATION DATE: September 15, 2009 PRODUCT #: UV1641-PDF-ENG

This is just an excerpt. This case is about INNOVATION & ENTREPRENEURSHIP