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ResearchA Personal
JourneyN I R M A L Y A K U M A R
0 6 . 0 2 . 1 7
N I R M A L Y A K U M A R©
A C A D E M I C
1992 - 2002R E S E A R C H
Approach to Research◦ What is the next paper?
◦ When is it not true?
Pursuing Research◦ Interesting question
◦ Grounded in theory
◦ Empirical investigation using survey data
◦ Counter-intuitive insights
Typical Study - Tough Love
N I R M A L Y A K U M A R©
Focal Construct Moderating Factors Supplier Outcomes
Supplier Satisfaction
Supplier Trust
Conflict
Supplier OperationalPerformance
Buyer Reputation
Norm ofInformation Sharing
Buyer Punishmentof Supplier
H4abcd
H5abcd
H1abcd
H2abcd
H3abcd
LoveTough Positive effects
of Punishment
C O N C E P T U A LF R A M E W O R K
Fig 01
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P R A C T I C E
2003 - 2013R E S E A R C H
Two types of books / articles
Approach◦ Interesting question
◦ Research based
◦ Nuanced recommendations
◦ Shelf life
N I R M A L Y A K U M A R©
Can India innovate?
Can emerging markets build global brands?
How to delete brands?
How to fight low cost rivals?
How to win with, and against, private labels?
Can Indian companies become global leaders?
~ THE ~QUESTION
W H A TT O W R I T E
A B O U T
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Research Based• 24/7 Customer - V. Bharathwaj, • T. Hariharan• 24/7 Customer - Mohit Jain• 24/7 Customer - P. V. Kannan• Aditya Birla Group - Kumar Mangalam Birla• Alcatel-Lucent - Subhash Bana• Apollo Hospitals - Pratap Reddy• AstraZeneca - Anandh Balasundaram• AstraZeneca - Tanjore Bal Ganesh• AstraZeneca - Sudhir Nambiar• Bharat Forge - Baba N. Kalyani• Britannia - Vinita Bali• Business Coaching Foundation India - Pradipta K Mohapatra• CSIR & DSIR - Samir Brahmachari• CSIR - Naresh Kumar• Dr. Reddy’s Laboratories - Satish Reddy• CSIR - Sudeep Kumar• CSIR - V. K. Gupta• EMC - Sarv Saravanan• Ericsson - Aniruddho Basu• Evaluserve - Ashish Gupta• Evaluserve - Marc Vollenweider• Evaluserve - Siddharth Nambiar• General Electric - Guillermo Wille• General Electric - Mano Manoharan• General Electric - Gopichand Katragadda• Government of India - Ashok Kumar• Helion - Kanwalijit Singh• IIM Bangalore - Rishi Krishnan
• Indian Institute of Science - S. K. Nandy• Indian Institute of Science - V. Rajaraman• Infosys - Subhash Dhar• Infosys - Sanjay Mohan• Infosys - Sanjay Purohit• Infosys - Akash Deep Batra• Intel - Rahul Bedi• Intel - Kishore Ramisetty• Intel - Praveen Vishakantaiah• Erehwon Consulting - Rahul Agarwal• KPMG - Kumar Paralaka• Marico - Harsh Mariwala• Microsoft - Srini Koppolu• Microsoft - Nina Choudhuri• Piramal Enterprises - Ajay Piramal• Piramal Enterprises - Somesh Sharma• Pfizer Ltd. - Bomi Gagrat• Pfizer Ltd. - Sunil Mahhok• Philips - Wido Menhardt• Philips - Vandana Subramanian• Philips - Erik M. Vermeulen• Philips - S. Bhaskaran• Philips - Harsh Dhand• Ranbaxy - Sudarshan K. Arora• Sequoia Capital India Advisors - Sandeep Singhal• TPI Advisory Services India - Siddharth A. Pai• Wipro Technologies - I. Vijaya Kumar• Wipro Technologies - V. R. Venkatesh
N I R M A L Y A K U M A R©
Research Based• Ambarella Shanghai Co. – Vivian Yang• Adidas China – Richard Hu• ASD – Amanda Chen, Carol, Lisa Du• Bright Food Group - Jun Jie Ge• China Huiyuan Juice Group - Zhen Tan• China Unicom – Hengyuan He• Chunlan – Bin Feng, Raymond Huang • Combi Group – Agrius Oleme• Costa Crociere Shanghai – Michael Shen• Dell China – Danny Ntui• Dabur – Sunil Duggal• Dragon Sourcing – Veronique Balla• Emirates Airlines – Maurice Flanagan• Galanz – Bruce Chang, Daisy Gao• GongDong Midea Holding Co – Marc Upton, Leon Hu• Guangzhou Pearl River Piano Group – June Wang• Haier - James Leiss• Hongye – Yuexin Wei• HTC - Matthew Costello• Huawei - Hagen Fendler, Sandra Qian Xiao• Jaguar Land Rover - John Edwards• Lenovo - Chris Tang, Farmer Fang, Helen Zhang, Johnson Jia, Lisa Liang, Mark McNeilly• Levi Strauss China – Aaron Boey, Xiaojing He• Mahindra & Mahindra – Anand Mahindra• Pran Foods – Ahsan Khan Chowdhury• Shanghai Jahwa United (Herborist) - Zhuo (Joe) Wang, Aaron Ke• Shanghai Tang – Eric Tang• South China Tire and Rubber Co. – Xiang Dong Fu, Jian Ping Feng, Melissa Ruan, Wei Hua Huang
• Tata Motors – Ravi Kant• Xinxing Pipes Group – Charles Ekoko• ZTE - Maggie Cui, Jackie Jiang, Tony Tang, James Zheng
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Asia
Pacific
Samsung
Hyundai
Kia
Toyota
Honda
Canon
Sony
Nintendo
Nissan
Panasonic
57
The
Americas
33Europe
10Asia Pacific
China
India
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Source: Interbrand 2013 Best Global Brands
100 Best Global Brands
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Why should emerging market companies
Develop Global Brands?
• Financial benefits
• Escalating labor costs (China)
• Global ambition
• Keep company fate in own hands:
Brand power = market power
• Improve management
capabilities
• Broader economic benefits
(Country-Of-Origin spill-over)
• National pride
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Country image of China and Japan
among U.S. consumers
“One of the biggest challenges many emerging market companies face as they
globalize is the perception that emerging market brands are inferior.”
(The Economist 2011)
0 3-3Workmanship
Quality
Tech Advanced
Reliable
Value for Money
Overall attitude
Active preference
Barriers to ever buying COO
CHINA
JAPAN
v/s
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How emerging market firms
can become Global Brands
C A P A B I L I T I E S S T R A T E G I E SE V O L U T I O N O F C O M P A N I E S
Development of
world-class capabilities
Pathways for
creating global brands
o Asian tortoise route
o B2B to B2C route
o The diaspora route
o The brand acquisition route
o Positive campaign route
o The cultural resources route
o The natural resources route
o The national
Manufacturing
Supply chain
R&D
Marketing
OEM
Supplier
Selling
Own Brands
Branded
Company
N I R M A L Y A K U M A R©
Enter Western markets using the home market Diaspora as a beachhead.
In a world of unprecedented cross-border flows of people, there are millions of people living in other countries. Only a minority of these people will be fully assimilated into the new (host) culture. Many migrants will retain some old brand preferences and consumption patterns.
EXAMPLES:
HSBC (China), Pran (Bangladesh), Bimbo (Mexico), Jollibee Foods (Philippines), ICICI, Reliance, Dabur(India), Islamic Bank of Malaysia
The Diaspora Route
Following emigrants into the world
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The Chinese & Indian Diaspora
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Key success factors leveraging
The Diaspora in a host country
Brand with
broad appeal(Bollywood vs. ICICI)
Geographical
distribution of Diaspora(Pollo Campero in U.S.)
Critical mass
of Diaspora(Curry in UK)
Socioeconomic
profile of Diaspora(Cotuba in Japan)
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Dabur’s use of the Indian Diaspora
Tailing the Diaspora as a means to get a foothold in
foreign countries
Reach out to mainstream consumers – familiar with
India (Arab women) or interested in “natural” personal
care, medicinal products, and ancient scripts
Providing a geographic hedge against any possible
disruption in the home market
Leveraging its understanding of consumers and
supply chain in developing markets to build
businesses there. In particular, Dabur’s understanding
of traditional trade channels in Africa is superior to
many Western companies.
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The Cultural Resources Route
Positioning on positive cultural myths
In some categories, a specific country may have unique positive
associations amongst Western consumers (e.g., silk from China,
yoga from India, untamed nature from Brazil).
If the emerging market brand can be positioned on these specific
attributes, its country of origin can be turned into an advantage.
EXAMPLES:
Shanghai Tang (China), Jim Thompson (Thailand), Mandarin Oriental Hotels, Taj Hotels and Resorts, Havaianas (Brazil)
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Leveraging Cultural Resources
CULTURAL MEANINGS ASSOCIATED WITH THE BRAND’S COUNTRY OF ORIGIN
Transfer of Meanings from Home Culture to the Brand
• Time • Space • Rituals • People • Values
Brand
Development
Brand
Communication
Brand
Reinforcement
C U L T U R A L M E A N I N G S I N B R A N D S
Location of meaning Instrument of meaning transfer
Activity of the brand manager
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Select cultural meanings for branding
Globally recognizable
Credibly linked to home culture
Not claimed by other brands
Relevant for the productPRINCIPLES
KEY
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Cultural branding based on contemporary culture
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The natural resources route
Branding commodities in four steps
Natural resources are usually sold as
commodities with brands and country of
origin playing relatively minor roles.
Consumers motivated to purchase the
product on price.
However, natural resources can be branded
by either explicitly linking it to a country or
by branding the commodity per se. The
resulting brand fulfills its role as quality
guarantee as well as provider of emotional
benefits.
EXAMPLES:
De Beers, Natura, Café de Colombia,
Russian caviar, Premier Dead Sea Cosmetics
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Branding Natural Resources Route
• Tight
• Marked as unique
• Myth to emphasize
quality
• Transparent
• Raise entry barriers
• Elaborate (expensive)
to imply quality
• Independent
authentication body
• Regular audits
• Seals of approval
• Protected Geographical Indication
• Awareness of brand and region
• Communicate the difference
Defined
Geographical
Region
Product / process
SpecificationAuthentication
International
Branding
KEY
SUCCESS
FACTORS
Undifferentiated
natural resource
Value adding
process
Global
Brand
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Branding water??
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F U T U R ER E S E A R C H
Brand Authenticity◦ What is it?
◦ Who does it matter for?
◦ When does it matter?
◦ Can you fake it?
◦ Is it more important in age of social media?
Luxury Branding – is it a business?
Corporate Governance – Promotersversus minority shareholders?
N I R M A L Y A K U M A R
0 6 . 0 2 . 1 7
@ProfKumar nirmalyakumar.com
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