Understanding “India Way” From “Blue Ocean Strategy” Perspective

Deepak Subedi

doi:10.65301/dias.2013.9.2.298

Articles 18th Edition of DTR Oct 2012 – Mar 2013

DOI 10.65301/dias.2013.9.2.298

Understanding “India Way” From “Blue Ocean Strategy” Perspective

Authors

DE

Deepak Subedi

Professor of Quantitative Methods and Supply Chain Management, Marshall University

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120 Downloads

Published 2012-10-30

Pages 30-36

Abstract

The purpose of this paper is to analyze the business practices prevalent in Indian enterprises, which is described as the “India way” by
Cappelli, Singh, and Useem (2010),and understand how their unique business practices and situations bestow them with distinctive
advantages in innovations. It uses the concepts of “blue ocean strategy” (Kim and Mauborgne, 2005 and 2005a) and “disruptive
innovation” (Christensen, 1997) for understanding aspects Indian business practices. Our analysis shows that the Indian businesses'
abilities to function in the face of lots of hurdles, such as lack of resources and entangled bureaucratic red tapes, plus their interest in
contributing to the improvements of lives of general mass provide them with unique opportunities to innovate.

Keywords

Innovation Jugaad Blue Ocean Strategy Disruptive Innovation

References

Bhattacharya, A. and D. Michael (2008), How local companies keep multinationals at bay, Harvard Business Review, Vol. 86 Issue 3, p. 84–95.
Cappelli, P., H. Singh, J. Singh and M. Useem (2010), The India Way: How India’s Top Business Leaders Are Revolutionizing Management, Harvard Business School Publishing.
Cappelli, P., H. Singh, J. Singh and M. Useem (2010b), Leadership Lessons from India, Harvard Business Review, Vol. 88 Issue 3, p. 90–97.
Christensen, C. (1997), The Innovator’s Dilemma, Harvard Business School Press, Collins Business Essential.
Christensen, C., S. Kaufman and W. Shih (2008), Innovation Killers: How financial tools destroy your capacity to do new things, Harvard Business Review, January, p. 98–105.
Economist, The (2010), First break all rules: The charms of frugal innovation, Special Report: The world turned upside down, Apr 17 (Kindle edition).
Economist, The (2011), Indian Banks: The Pendulum Swings Again, June 9 (Kindle edition).
Fujimoto, Takahiro (1999), The Evolution of Manufacturing System at Toyota, Oxford University Press.
Gupta, N. and Shekhar, V. (2010), The Indian Mid-Segment Passenger Car Industry, IUP Journal of Business Strategy, Vol. 7 No. 3, p. 60–72.
Immelt, Jeffery R.; Govindarajan, Vijay and Trimble, Chris (2009), How GE is Disrupting Itself, Harvard Business Review, October.
Jaana, R. (2009), From India, The Latest Management Fad, Business Week, Dec 14 (Kindle edition).
Kanter, R. (2009), SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth and Social Good, Crown Business, New York (Kindle edition).
Khanna, T. (2007), Billions of Entrepreneurs: How China and India Are Reshaping Their Future and Yours, Harvard Business School Press.
Kim, C. and R. Mauborgne (2005), Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant, Harvard Business School Publishing Corporation.
Kim, C. and R. Mauborgne (2005a), Blue Ocean Strategy: From Theory to Practice, California Management Review, Vol. 47 Issue 3, p. 105–121.
Kim, C. and R. Mauborgne (2009), How Strategy Shape Structure, Harvard Business Review, Vol. 87 No. 9, p. 72–80.
Prahalad, C. (2012), Bottom of the Pyramid as a Source of Breakthrough Innovations, Journal of Product Innovation Management, 29(1), p. 6–12.
Prahalad, C. and M. Krishnan (2008), The New Age of Innovation: Driving Cocreated Value Through Global Networks, McGraw Hill.
Prahalad, C. and R. Mushelkar (2010), Innovation’s Holy Grail, Harvard Business Review, Volume 88 Issue 7/8, p. 132–141.
Scanlon, J. (2009), What Can Tata’s Nano Teach Detroit, Business Week, March 18.
Suvedi, D. (2010), Rise of China and India: Opportunities and Challenges for Innovators, Competition Forum, Vol. 8 No. 1, p. 58–67.
WEBSITES
Automobile Industry in India, http://www.imaginmor.com/automobileindustryindia.html, accessed on Feb 6, 2011
Automotive Industry in India, http://en.wikipedia.org/wiki/Automotive_industry_in_India#cite_note-imaginmor.com-17, accessed on Feb 3, 2012
http://www.bajajauto.com/pulsar/Pulsar/pulsar135.html, accessed on Feb 1, 2012
http://www.cardekho.com/morepopularcomparison, accessed on Feb 1, 2012
http://www.infbibeam.com/static/tata-nano.html, accessed on Feb 1, 2012
http://www.marutisuzuki.com/prices.aspx, accessed on Feb 1, 2012

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Deepak Subedi . (2012). Understanding “India Way” From “Blue Ocean Strategy” Perspective. DIAS Technology Review, 9(2), 30-36.

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[1] Bhattacharya, A. and D. Michael (2008), How local companies keep multinationals at bay, Harvard Business Review, Vol. 86 Issue 3, p. 84–95.

[2] Cappelli, P., H. Singh, J. Singh and M. Useem (2010), The India Way: How India’s Top Business Leaders Are Revolutionizing Management, Harvard Business School Publishing.

[3] Cappelli, P., H. Singh, J. Singh and M. Useem (2010b), Leadership Lessons from India, Harvard Business Review, Vol. 88 Issue 3, p. 90–97.

[4] Christensen, C. (1997), The Innovator’s Dilemma, Harvard Business School Press, Collins Business Essential.

[5] Christensen, C., S. Kaufman and W. Shih (2008), Innovation Killers: How financial tools destroy your capacity to do new things, Harvard Business Review, January, p. 98–105.

[6] Economist, The (2010), First break all rules: The charms of frugal innovation, Special Report: The world turned upside down, Apr 17 (Kindle edition).

[7] Economist, The (2011), Indian Banks: The Pendulum Swings Again, June 9 (Kindle edition).

[8] Fujimoto, Takahiro (1999), The Evolution of Manufacturing System at Toyota, Oxford University Press.

[9] Gupta, N. and Shekhar, V. (2010), The Indian Mid-Segment Passenger Car Industry, IUP Journal of Business Strategy, Vol. 7 No. 3, p. 60–72.

[10] Immelt, Jeffery R.; Govindarajan, Vijay and Trimble, Chris (2009), How GE is Disrupting Itself, Harvard Business Review, October.

[11] Jaana, R. (2009), From India, The Latest Management Fad, Business Week, Dec 14 (Kindle edition).

[12] Kanter, R. (2009), SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth and Social Good, Crown Business, New York (Kindle edition).

[13] Khanna, T. (2007), Billions of Entrepreneurs: How China and India Are Reshaping Their Future and Yours, Harvard Business School Press.

[14] Kim, C. and R. Mauborgne (2005), Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant, Harvard Business School Publishing Corporation.

[15] Kim, C. and R. Mauborgne (2005a), Blue Ocean Strategy: From Theory to Practice, California Management Review, Vol. 47 Issue 3, p. 105–121.

[16] Kim, C. and R. Mauborgne (2009), How Strategy Shape Structure, Harvard Business Review, Vol. 87 No. 9, p. 72–80.

[17] Prahalad, C. (2012), Bottom of the Pyramid as a Source of Breakthrough Innovations, Journal of Product Innovation Management, 29(1), p. 6–12.

[18] Prahalad, C. and M. Krishnan (2008), The New Age of Innovation: Driving Cocreated Value Through Global Networks, McGraw Hill.

[19] Prahalad, C. and R. Mushelkar (2010), Innovation’s Holy Grail, Harvard Business Review, Volume 88 Issue 7/8, p. 132–141.

[20] Scanlon, J. (2009), What Can Tata’s Nano Teach Detroit, Business Week, March 18.

[21] Suvedi, D. (2010), Rise of China and India: Opportunities and Challenges for Innovators, Competition Forum, Vol. 8 No. 1, p. 58–67.

[22] WEBSITES

[23] Automobile Industry in India, http://www.imaginmor.com/automobileindustryindia.html, accessed on Feb 6, 2011

[24] Automotive Industry in India, http://en.wikipedia.org/wiki/Automotive_industry_in_India#cite_note-imaginmor.com-17, accessed on Feb 3, 2012

[25] http://www.bajajauto.com/pulsar/Pulsar/pulsar135.html, accessed on Feb 1, 2012

[26] http://www.cardekho.com/morepopularcomparison, accessed on Feb 1, 2012

[27] http://www.infbibeam.com/static/tata-nano.html, accessed on Feb 1, 2012

[28] http://www.marutisuzuki.com/prices.aspx, accessed on Feb 1, 2012