EMERGING BUSINESS MODELS FROM EMERGING ECONOMIES 8/11/2013 Dr. S.Balasubrahmanyam, IIM Kozhikode 1 Dr. S.Balasubrahmanyam Indian Institute of Management Kozhikode Strategic Management of Innovation (27th July, 2013) PROMISING BUSINESS MODELS AT BOP 8/11/2013 Profitable or at least self-sustaining without requiring continuous subsidy Scalable and thus able to reach and improve the lives of significant numbers of poor people Dr. S.Balasubrahmanyam, IIM Kozhikode 2
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cut-price Indian hospitals and Chinese firms that make $100 computers. But when it comes to the bottom of the pyramid in the rich world, the gurus lose interest. This is understandable. McDonald's and Walmart do not have the same exotic ring as Aravind Eye Care and Tata Motors. The West's bottom-of-the-pyramid companies are an unglamorous bunch. Many rely on poorly educated shift workers. Some inhabit the nether world of loan sharks and bail bondsmen. But even in one of the world's richest countries
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Innovating with Ingenuity Chapter 8, Innovating with Ingenuity, shows us how companies around the world have been innovating. It is important to understand what ingenuity really means. It is defined as the quality of being ingeniously inventive, creative, and practical; inventiveness. The chapter starts out with the quote, “When people ask me ‘What is your competitive advantage?’ I say, ‘The quality of our engineers.’” This was stated by Mauricio Botelho, President and CEO of Embraer (A successful
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Over 4 billion people live in what is commonly referred to as the “bottom of the pyramid” or as subsistence marketplaces. These individuals and families live in substandard housing, with limited or no access to sanitation, potable water, and health care, have low levels of literacy, and earn very low incomes. Scholars and practitioners alike suggest that the problems existing in subsistence marketplaces demand the attention and involvement of responsible businesses and that doing business with consumers
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Hunger for success, inspiration, diligence and persistence are also the hallmarks of success of entrepreneurs in smaller towns, where glamour may be lacking but the quieter and gentler way of life as well as the desire to hang on to local roots are assets in their own right. Rashmi Bansal is the author of a number of books on startups and social entrepreneurship, such as Poor Little Rich Slum (see my review). She graduated from Sophia College in Mumbai and IIM Ahmedabad. The book (357 pages, published
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Copyright Copyright © 2012 Joan Magretta All rights reserved No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher. Requests for permission should be directed to permissions@hbsp.harvard.edu, or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163. ISBN:
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Kanpur Confectioneries Private Limited (A), 461 6. Kanpur Confectioneries Private Limited (B), 467 7. Aravind Eye Care System: Giving the Most Precious Gift, 473 8. ITC Limited, Bangalore (A), 495 9. ITC Limited, Bangalore (B), 499 10. The Living Room: Redefining the Furniture Industry, 505 11. Cognizant: Preparing for a Global Footprint, 515 12. One Mission, Multiple Roads: Aravind Eye Care System in 2009, 535 13. Wal-Mart Stores, Inc. (WMT), 555 14. Alibaba.com, 583 15. Apple Computer, Inc.:
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never quite delivers the results promised. Service Organization broadly falls into two sub-categories – One that involves physical good and one that doesn’t. Information only service doesn’t involve physical goods and should be handled with utmost care. When we try to force an information-only organization into a manufacturing model we create processes where processes
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Table of Contents Certificate 2 Acknowledgment 3 Executive Summary 6 Chapter 1: Introduction 7 Eyewear industry in India 7 Chapter2: Literature Review 9 Objectives 12 Chapter 3: Research Methodology 14 Research Design 14 Chapter 4: Results and Analysis 15 Chapter 5: Conclusion and Suggestions 24 Conclusion 24 Suggestions 25 Limitations 26 Annexure 27 About Vision Spring 27 References 32 Questionnaire 34 List of figures Figure 1 Gender distribution of the respondents…………………………
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TALENT ACQUISITION AND RETENTION CHALLENGES FOR RURAL MARKETING Submitted to Submitted by Proff Vijaya Lakshmi R Mohan Shantha Kumar Abstract Over the years there has been a phenomenal growth in the number of social enterprises in India. This is partly a consequence of a new policy of the government to gradually withdraw from social development activities. The gap thus created is being filled by social enterprises. A social enterprise can be a ‘for-profit’ or ‘not- for-profit’
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