...Jugaad - The Indian Model of Frugal Innovation By Dr. Ajith P Abstract This paper defines frugal innovation also called as Jugaad in Indian context. The concept of jugaad innovation is introduced and explained. The uniqueness of jugaad model compared to innovation model followed by developed nations is compared and contrasted. The paper further explores the relationship between frugal engineering, design principles, design thinking, co-creation and jugaad. The benefits and implications of jugaad model of innovation for emerging nations as well as developed countries are also discussed. The paper provides better understanding of what jugaad innovation model is and how to accelerate jugaad innovations by firms in emerging markets. Jugaad can provide value for money as well as value for many. Learning to do more with less for more people should be the jugaad innovator’s dream. Key words: Jugaad, Innovation, India, Frugal Innovation, Affordability, MLM, Sustainable Solutions Introduction “Earth provides enough to satisfy every man’s need, but not every man’s greed.” - Mahatma Gandhi Peter Drucker made a very profound observation long back. According to him, as the purpose of business is to create a customer, the business enterprise has two and only two basic functions: marketing and innovation. Marketing and innovation produce results; all the rest are costs (Trout, 2006; Kotler, 2009). Strategic innovation, which is a must for all marketing firms in today’s market...
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...Also it highlights some of ‘Jugaad’ or innovations developed in India. Now a day’s these jugaad are getting importance as of innovations. 2. Pesticide spraying machine Spraying techniques are commonly divided as high volume (HV), low volume (LV), and ultra low volume (UVL), according to total volume of liquid mixture applied per unit of ground area. And according to spraying techniques pesticide spraying machines are developed to get required output. 2.1 Hand sprayer The hand sprayer is light weight low capacity pneumatic sprayer made of chromium plated brass tank. Basic principal of operation of this pump is has done by air pump which remains inside the tank. The sprayer has short delivery tube to which adjustable nozzle is attached. For spraying tank is usually filled to about 70% of its capacity and...
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...Business vs. Ethics: The India Tradeoff?: Knowledge@Wharton (http://knowledge.wharton.upenn.edu/article.cfm?articleid=2897) Business vs. Ethics: The India Tradeoff? Published : January 03, 2012 in Knowledge@Wharton As Ratan Tata, chairman of the Tata Group, observed, "If you choose not to participate in [corruption], you leave behind a fair amount of business." Much has been written about the benefits of doing business in India -- low input costs, easy access to labor and a massive consumer base. Less has been said about the ability of companies in India to thrive by bending rules, greasing palms and broadening ethical boundaries. At a time when the issue of corruption threatens the stability of the Indian government and scandals unearthed in sectors from sports to telecommunications total tens of billions of dollars, it is becoming increasingly critical for multinational managers to ask whether business success in India comes at an ethical cost. This is a single/personal use copy of Knowledge@Wharton. For multiple copies, custom reprints, e-prints, posters or plaques, please contact PARS International: reprints@parsintl.com P. (212) 221-9595 x407. Following the 1991 fiscal reforms, India's growth story is entering its third decade in dramatic fashion. Annual growth bordering on double digits, a middle class set to grow eightfold in the coming two decades and 800 million mobile subscribers are but a few highlights of the narrative that has reshaped the global business...
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...Challenges for high tech development in India Inadequate Number & Frequency of Experimentation and Testing cycles While complex products are today largely designed on the computer (the Boeing 777, for example, was designed predominantly based on simulation through CAD/CAE), some amount of physical prototyping and testing is always required. Rapid testing, using low cost mock-ups and prototypes, wherever possible, is critical to completing the project quickly. But, design of complex systems in India is undermined by inadequate resources for experimentation and testing. This results in overly long development cycles. Design/Development & Production Gap After independence, India adopted the Soviet model of separation of design and development from production. As a result, we have a huge network of government owned and operated research and development laboratories and facilities, and a separate network of production units/factories (like the ordnance factories in the case of defence). The separation between R&D and manufacturing has worked to our disadvantage in multiple sectors. Take the case of telecom, where the Centre for Development of Telematics (CDOT) set up in the 1980s created contemporary digital exchanges that were well suited to the hot and dusty conditions of India and the then prevalent high number of “Busy Hour Calling Attempts.” But as I documented in From Jugaad to Systematic Innovation: The Challenge for India, the separation of the technology...
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...“India is a Nation of Unfulfilled greatness. Its potential has lain fallow, underused. ” -Late Lee Kuan Yew, Former prime minister, Singapore Manufacturing in India is one of the most classical cases of high potential-low on performance type of industry. 68 years and beyond India still is trying to find the right foot for its manufacturing sector. Back in 1950s, India had a great platform and could have set stage for a prosperous future. But it was marred by political instability, vicious fights for power, cultural prejudice, caste discrimination, lack of entrepreneurial vision and above all sheer will to understand the cost of success. The Indian concept of ‘jugaad’ is good but is it this what is required for the success of manufacturing industry? The story till date: Not a happy start Today manufacturing in India accounts for approximately 15 % of the GDP. In 1993 the manufacturing sector was also around 15% of RESTRUCTURING INDIA’s GDP DISTRIBUTION Saurabh Kumar Singh IMT-Ghaziabad GDP. With almost negligible percentage of growth, countries like China or even Malaysia, Indonesia and Philippines have shown significant improvement in the last decade. Since independence of India, the vision of the government never included good reforms for manufacturing industries. When it was the time for the Indian SMEs to understand that export was the key to ensuring their prosperous future, India was beleaguered by emergency and license Raj. China during this time was gathering forces...
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...re-engineering their value chains. So what you are essentially saying is that overhauling one’s business purpose can be a solution for the ongoing CSR debate. Prasad: Yes. Let us try and understand this with an example. As part of its product portfolio, PepsiCo sells both obesity inducing drinks and healthy products. Hypothetically if they choose to do a CSR initiative in schools, distributing healthy products like Gatorade and Quaker Oats will make sense. Clearly Indra K. Nooyi has a purpose integrated in PepsiCo’s strategy. On the other hand, Coca-Cola does not have that balance in its product portfolio. What role can an effective human resource department play in addressing leadership concerns in companies? Is this completely missing in India? Prasad: Indian HR departments...
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...6/27/2015 First break all the rules | The Economist × Our cookie policy has changed. Review our cookies policy for more details and to change your cookie preference. By continuing to browse this site you are agreeing to our use of cookies. More from The Economist My Subscription World politics Business & finance Subscribe Economics Science & technology Culture Log in or register Blogs Debate Multimedia Print edition Special report: Innovation in emerging markets Comment (9) Timekeeper reading list First break all the rules Email Reprints & permissions Print The charms of frugal innovation Apr 15th 2010 | From the print edition Like 263 Tweet 173 Follow The Economist GENERAL ELECTRIC'S healthcare laboratory in Bangalore contains some of the company's most sophisticated products— from giant body scanners that can Latest updates » accommodate the bulkiest American football players to stateoftheart intensivecare units that can nurse the tiniest premature Nina Simone: Don't let her be misunderstood babies. But the device that has captured the Prospero | 2 hours 55 mins ago heart of the centre's boss, Ashish Shah, is much less fancy: a handheld June 26th 2015 edition: Pick of our week, in audio electrocardiogram (ECG) called the Mac 400. International | Jun 26th, 16:15 The device is a masterpiece of simplification. Terror in the Middle East: A bloody day ...
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...of land 20 December 2012 firdaus@icbm.ac.in 5 Today’s Race for Profitability is.. • not a 100m dash, • its rather a decathlon – where success comes from all round excellence in multiple sports - sitting out is not an option & - competing effectively entails mastering a number of competencies in a balanced way. 20 December 2012 firdaus@icbm.ac.in 6 Clued In • Confederation of British Industries, UK, 2011 Survey finding: - Creativity & Innovation were cited by 37% of businesses as important to organisational competitiveness (4th among 15 factors) - 2012 IBM survey reveals: 2 out of 3 CEOs expect to effect fundamental change in their organisations through Innovation 20 December 2012 firdaus@icbm.ac.in 7 Innovation In India MIT's Technology...
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...July-December, 2013 Business Perspectives and Research Reverse Innovation: A Gift from Developing Economy to Developed Economy Ritu Sinha 1 Abstract In the era of globalization, emerging market economies are surfacing into centers of innovation. These innovations associate with low-cost products like healthcare devices, wind power, micro finance, electric cars and many more. The success of these frugal innovated products enable developed countries to adopt well. Hence, reverse innovation refers to those innovations which are adopted by developing countries first and then by developed countries. These innovative products are a result of cutting edge technology, common sense and ingenious use of local commodities with the price range that is affordable to a huge mass of consumers like Tata's one lakh ($ 1677) car Nano, Nokia's sturdy mobile phones, the Chottu Cool' refrigerator and many more. These products might be conceptualized for the customers at the bottom of the pyramid still not limited by scaled down versions meant for the lower end. This paper is an attempt to evaluate how reverse innovations are possible in emerging markets and how it can unlock business opportunities at a global scale. Keywords Emerging market, frugal, innovation, product reverse, technology 1. Introduction In today's changing and competitive environment, innovation is must for the survival of any kind of business in the marketplace. The primary objective of any business firm is to understand...
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...Leveraging Consumer Behavior Deep Adhvaryu D003 Agrima Bansal D013 Meghna Gupta D023 Shikha Parekh D043 Gursharan Singh D052 School Of Business Management, NMIMS, Mumbai, India The project aims to decipher how effectively Coca Cola Company has leveraged consumer behaviour in India. We have considered the challenges that India poses for the marketing of globally produced FMCGs (fast moving consumer goods) followed by observation of how the marketing of Coca Cola has been tailored for the Indian context and on its relative successes. Cultural Factors: Culture is the fundamental determinant of a person’s wants and behaviour (Philip Kotler). India has always been known for its cultural diversity. With a variety of cultures in India, Coca Cola faced a challenge in how to target across the cultural lines. Initially, they made the mistake of focusing on the American way of life but they realized their mistake quickly and started researching the Indian market in detail. They found that the 3A’s of availability, affordability and acceptability needed to be employed. Also, affordability was the biggest driver for desirability. Culture: Coca Cola discovered that the values of kinship and togetherness were universal across all cultures in India. So they decided to market coke as a drink for family get-togethers and parties. To achieve this, Coca Cola came up with a marketing campaign that showed Aishwarya Rai solving a feud between her parents with a Coke singing...
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...Innovation Management Sahil Sayal An Academic assessment of General Electric’s MAC 400 Electrocardiogram Machine (ECG) December 2013 M B A F T 6 G r e n o b l e G r a d u a t e S c h o o l o f B u s i n e s s , L o n d o n C a m p u s General Electric’s MAC 400 ECG Machine Word count: 3075 I would like to begin my discussion based on the following quote by Jeff Bezos. “I think frugality drives innovation, just like other constraints do. One of the only ways to get out of a tight box is to invent your way out” The world today is becoming more...
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...drive performance by investing in people. Leadership Lessons from India by Peter Cappelli, Harbir Singh, Jitendra V. Singh, and Michael Useem Included with this full-text Harvard Business Review article: 1 Article Summary Idea in Brief—the core idea 2 Leadership Lessons from India Reprint R1003G Leadership Lessons from India Idea in Brief The leaders of India’s biggest and fastestgrowing companies take an internally focused, long-term view and put motivating and developing employees higher on the priority list than short-term shareholder interests. To engage employees, these leaders create a sense of social mission that is central to company culture, encourage openness by developing and personally modeling systems that provide transparency, empower employees by enabling communication and pushing decision making down through the ranks, and invest heavily in training. These individual practices aren’t new, but Indian leaders combine them in a coherent package and give them consistent emphasis. The authors advise that Western leaders adapt this managerial approach to their own circumstances, pursuing in particular two readily achievable goals: investing in training, and strengthening social mission. COPYRIGHT © 2010 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. page 1 How the best Indian companies drive performance by investing in people. Leadership Lessons from India by Peter Cappelli, Harbir Singh, Jitendra V. Singh, and Michael...
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...Pepsi nuts over new nut snack Chaitali Chakravarty, ET TEAM Nov 21, 2001, 10.02pm IST enthused by the profits that fritolay has generated, parent pepsi, is adding more to its snackfood subsidiary. the company is set to roll out a new nut-based snack, nutyumz, nationally. also, plans are afoot to eventually drop lehar from the lehar kurkure brand. sources said that lehar kurkure has been earning a substantial amount for fritolay (it accounts for more than one-third of its total turnover) and it is about time to market it under the kurkure brand alone. sources said that nutyumz will be launched in different flavours. the brand has been innovated for the indian market alone. besides india, mexico is the only other market where pepsi is selling nut-based snacks under a different brand name. in india, nutyumz will be manufactured in the company-owned plant in pune. the fritolay spokesperson confirmed the launch of new brand. sources said pepsi is gung-ho about fritolay as the subsidiary has been making some money, it ended the year 2000 with a rs 4 crore profit, up from rs 3.04 crore earned in the year ending 1999. pepsi's idea is to create new categories to suit indian tastes and pump up the profit figures by at least rs 2 crore by the end of 2002. sources said that after pepsi acquired uncle chipps, it got within its fold an entire constituency. lays and uncle chipps together earn the maximum (around 50 per cent) for fritolay, while cheetos and lehar namkeen are still on the fringes...
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...wealth. The report offers an analysis linking market-driven strategies with social impact in Peru and Colombia, as well as an article describing South Carolina’s embrace of innovative research. Other articles look at the Russian government’s attempt to reboot the city of Skolkovo as an innovation hub, the mixed success of innovation efforts in China, and the growing threat of cybercrime to businesses across the world. The challenges of infrastructure and planning are addressed in analyses of transportation in areas of Latin America, deficiencies in Brazil’s infrastructure, and real estate’s impact on Peru’s emerging middle class. Business and politics underpin a number of economic forces, as noted in articles on corruption and protest in India, social unrest in Brazil, the potential of the gemstone tanzanite to help develop Tanzania’s economy, and growing frictions between China and Myanmar. Cities on the move in the global economy are examined in separate articles on...
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...gloomy landscape, India stands out as a haven of stability and an outpost of opportunity. Its macro-economy is stable, founded on the government’s commitment to fiscal consolidation and low inflation. Its economic growth is amongst the highest in the world, helped by a reorientation of government spending toward needed public infrastructure. These achievements are remarkable not least because they have been accomplished in the face of global headwinds and a second successive season of poor rainfall. The task now is to sustain them in an even more difficult global environment. This will require careful economic management. As regards monetary and liquidity policy, the benign outlook for inflation, widening output gaps, the uncertainty about the growth outlook and the over-indebtedness of the corporate sector all imply that there is room for easing. Fiscal consolidation continues to be vital, and will need to maintain credibility and reduce debt, in an uncertain global environment, while sustaining growth. On the government’s “reformto-transform” agenda, a series of measures, each incremental but collectively meaningful have been enacted. There have also been some disappointments— especially the Goods and Services Tax—which need to be retrieved going forward. Accelerated structural reforms at the Centre, the dynamism of competitive federalism, and good economics being good politics could all combine to maintain the fundamental promise that is India. For now, but not...
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