Hyundai Motor Company in the Indian Market

2015 ◽  
Vol 19 (01) ◽  
pp. 29-57
Author(s):  
Young-Eun Park ◽  
Dong-Kee Rhee
Keyword(s):  
Automobile Industry ◽  
Management Strategies ◽  
Market Development ◽  
Indian Market ◽  
Global Management ◽  
Domestic Markets ◽  
Global Corporations ◽  
Fierce Competition

This case study describes the strategies of Hyundai Motor Company for entering and working in India, as part of its global management strategies. With its huge potential in market development, India attracted worldwide attention and was a place of fierce competition among global corporations. In the automobile industry, Hyundai Motor India (HMI) went into the production of national vehicles for India's citizens through localization of products and marketing as well as standardization of manpower and organization. This study will examine the strategies and role of HMI as the future leader of domestic markets and outpost for global exportation.

Governance of Strategies to Manage Organizational Knowledge

2005 ◽  
pp. 83-103 ◽  
Author(s):  
Suzanne Zyngier ◽  
Frada Burstein ◽  
Judy McKay
Keyword(s):  
Knowledge Management ◽  
Management Strategies ◽  
Case Study Research ◽  
Scientific Research ◽  
Knowledge Management Strategy ◽  
Internal Governance ◽  
Study Research ◽  
Governance Processes

This chapter introduces the theory and model of governance as a means of implementing knowledge management strategies in large organizations. It draws on case study research into the governance of knowledge management strategy implementation in a major scientific research and development facility. It suggests that the implementation of strategy through such a framework operates to ensure the delivery of anticipated benefits in an authorized and regulated manner. Furthermore, the authors hope that an understanding of the theoretical underpinnings of internal governance processes will not only inform researchers of a better design for studying knowledge management systems, but will also assist in the understanding of risks and the role of evaluation and review in the implementation of those strategies.

Amazon India’s “Apni Dukaan”: branding strategy

2018 ◽  
Vol 8 (3) ◽  
pp. 1-15
Author(s):  
Neetu Yadav ◽  
Mahim Sagar
Keyword(s):  
Brand Management ◽  
Subject Area ◽  
Current Status ◽  
Branding Strategy ◽  
Content Type ◽  
Global Brand ◽  
Branding Strategies ◽  
Fierce Competition

Subject area Brand Management, Branding Strategy, Strategic Management. Study level/applicability The case study is suitable for postgraduate management programs, such as MBA, Executive MBA and executive development programs. Case overview This case study provides a detailed analysis of Amazon India’s branding strategy by way of analyzing popular branding campaigns such as “Try to kar”, “Aur Dikhao”, “Kya Pehnu” and “Apni Dukaan” that enabled the global brand to reach to the masses of Tier-II and Tier-III cities in India. Facing fierce competition from existing market leaders such as Flipkart and Snapdeal, Amazon India strategizes to attract Indian consumers by rightly capturing their behavior in terms of demanding “highest power of options”, “fashion choices”, “originality” and “trust” with its local flavored advertisement campaigns enabling it to create a “trusted, reliable and local” brand identity. With the help of sufficient data and numbers about the industry, company and competitors, the analysis presents a clear picture of the current status of Amazon in the Indian e-commerce space and leaves the readers with food for thought concerning whether this “culture-specific” branding strategy will enable Amazon to become the number one choice for Indian online shoppers in the near future. Expected learning outcomes This case study helps students to understand how global MNCs use unique branding strategies to capture mass-markets in e-commerce business, the role of culture-specific aspects in developing differentiation strategies and the role of local flavors in branding strategies and internationalization. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code: CSS 8: Marketing.

scholarly journals The Managerial Apprenticeship of FDR’s Budget Director: Harold D. Smith and the Michigan Municipal League, 1928–1937

2021 ◽  
Vol 7 (1) ◽  
pp. 46-67
Author(s):  
Mordecai Lee
Keyword(s):  
Public Administration ◽  
Great Depression ◽  
Management Strategies ◽  
Nonprofit Management ◽  
Historical Case Study ◽  
Historical Case ◽  
The Great Depression ◽  
American Society

Public administration history often notes the seminal role of Harold D. Smith, FDR’s budget director (1939–1945), in the professionalization of the field and his principles for public budgeting. He was a cofounder of the American Society for Public Administration (ASPA) and its second president (1940–1941). Smith came to Washington after a longer career in nonprofit management. This exploratory historical case study fills in a gap in the literature. Specifically, it examines his nonprofit management record at the Michigan Municipal League (1928–1937). He successfully grew the nonprofit in the teeth of the Great Depression. This success, among others, can be seen as providing two possible applications. First, his record suggests some commonalities between nonprofit management and public administration. Second, leading a nonprofit during the Great Depression may suggest applicable lessons for longer-term problems caused by COVID-19 regarding organizational management strategies during another severe economic contraction.

scholarly journals The Role of Technical Innovation and Sustainability on Energy Consumption: A Case Study on the Taiwanese Automobile Industry

Energies ◽  
2015 ◽  
Vol 8 (7) ◽  
pp. 6627-6640 ◽  
Author(s):  
Chao-Wu Chou ◽  
Wen-Chih Liao ◽  
Simon Wu ◽  
Hui-Ming Wee
Keyword(s):  
Energy Consumption ◽  
Automobile Industry ◽  
Technical Innovation

The Role of Knowledge Management Strategies in Cooperation Agreements

2017 ◽  
pp. 128-150 ◽  
Author(s):  
Mario J. Donate ◽  
Jesús D. Sánchez de Pablo ◽  
Fátima Guadamillas ◽  
María Isabel González-Ramos
Keyword(s):  
Knowledge Management ◽  
Organizational Design ◽  
Technology Development ◽  
Management Strategies ◽  
Product Diversification ◽  
High Tech ◽  
Management Tools ◽  
Knowledge Management Tools

In this chapter, the role of knowledge management strategies (KMS) in cooperation agreements is analyzed in a technology-intensive company. Knowledge management in alliances implies to establish an organizational design to both explore and exploit knowledge for achieving competitive goals (for each partner). The importance of alliances for technological companies and the necessity of designing suitable KMS in alliances—in terms of objectives and goals, knowledge management tools, and support systems—are explained first of all. Moreover, the analysis of a case study on KMS in the alliances of a high-tech Spanish company with businesses in innovation intensive settings is developed by the authors. Finally, this chapter will conclude with a discussion on the way that the implementation aspects concerning KMS in cooperation agreements have been managed by the company in order to support technology development and product diversification.

A new kind of radio: FM broadcasting in India

2014 ◽  
Vol 36 (8) ◽  
pp. 1084-1099 ◽  
Author(s):  
Biswarup Sen
Keyword(s):  
Management Strategies ◽  
Profound Change ◽  
The Past ◽  
Fm Radio ◽  
The Social ◽  
Structure Programming ◽  
History Of ◽  
Business Structure

In 2001, India’s first private FM station – Radio City, Bangalore – came on air, ending an era of state broadcasting that began in 1930. In the past decade, FM radio has enjoyed spectacular success: over 200 stations are now in operation, and the FM industry has seen spectacular growth in listenership and revenues. FM’s impact goes beyond economics; it is now a cultural signifier synonymous with modernity – as the ‘tagline’ for a popular FM network puts it ‘Radio Mirchi – it’s hot!’ FM, I argue in this article, represents a new kind of radio. The shift from state-controlled, nationwide AM transmission to corporate-owned local FM broadcasting signals a profound change in the very philosophy of radio in India. This article offers a brief account of the history of Indian radio and analyzes the social and economic factors that necessitated a change in modes of broadcasting. It also brings its claims into focus through using a case study that looks at the business structure, programming policies, and audience management strategies of one very popular FM station – Radio Mirchi, Kolkata – in order to demonstrate how these newly shaped practices are reinventing the role of radio in contemporary India.

USING SUSTAINABILITY-ORIENTED PROCESS INNOVATION TO SHAPE PRODUCT MARKETS

2020 ◽  
pp. 2040001
Author(s):  
MARIA J. BUSTAMANTE
Keyword(s):  
Process Innovation ◽  
Market Development ◽  
Longitudinal Case Study ◽  
External Market ◽  
Process Innovations ◽  
Representational Practices ◽  
Start Up ◽  
The Relationship

Traditionally, the innovation literature has viewed product innovation as the key competitive driver for firms in the market. But as demands for sustainability increase and technology is advancing sustainability-oriented innovation across industries, there is an opportunity to reconsider the role of process innovations. This study follows the market development process of a start-up founded on the principle of sustainability-oriented innovation and explores how the process innovation itself is used to shape the external market. This paper considers the relationship between process innovations and external market development through a longitudinal case study of a vertical farm start-up in Stockholm, Sweden. Findings show that through a number of representational practices, process innovation can also serve external objectives and play a role in external market development for firms incorporating the principles of sustainability-oriented innovation.

scholarly journals The Role of Media During COVID-19 Global Outbreak: A Conservation Perspective

2021 ◽  
Vol 14 ◽  
pp. 194008292110080
Author(s):  
Gugulethu Tarakini ◽  
Tongayi Mwedzi ◽  
Tatenda Manyuchi ◽  
Tawanda Tarakini
Keyword(s):  
Social Media ◽  
Management Strategies ◽  
Wildlife Trade ◽  
Middle Aged ◽  
Wildlife Species ◽  
Social Media Platforms ◽  
Conservation Funding ◽  
The Unemployed

The COVID-19 pandemic is fast driving the ways of life and economies. In this study, we used Zimbabwe as a case study to assess how different forms of media are being utilised to access information of the COVID-19 disease (across age, educational level, and employment status). We investigated people’s perceptions of the origins of COVID-19, its implication on the continued consumption of meat from wildlife species by humans, and management strategies of wildlife species that harbour the coronavirus. We gathered 139 responses using an online structured questionnaire survey. Social media platforms were used to acquire information on the COVID-19 pandemic when compared to traditional sources (television, radio, and newspapers). Most respondents thought that the COVID-19 virus was created by humans (n = 55, mostly the young and middle-aged) while others believed that it originated from animals (n = 54, mostly middle-aged with postgraduate qualifications). The majority (73%) of respondents who cited COVID-19 origin as animals also supported a ban on consumption of meat from the species. The middle-aged respondents (in comparison to the young and older respondents) and those who were employed (compared to the unemployed) were more likely to support the ban in wildlife trade. The likelihood of visiting wildlife centres given the consequences of COVID-19 was significantly lower in the old-aged respondents when compared to the young and the middle-aged respondents. Our results emphasize the need for science to penetrate social media circles to provide appropriate information. The observed perceptions about visiting wildlife centres could negatively impact conservation funding.

Strategic Alliances and Knowledge Management Strategies

2010 ◽  
pp. 240-260
Author(s):  
Mario J. Donate-Manzanares ◽  
Fátima Guadamillas-Gómez ◽  
Jesús D. Sánchez de Pablo
Keyword(s):  
Knowledge Management ◽  
Strategic Alliances ◽  
Management Strategies ◽  
Organizational Knowledge ◽  
Management Tools ◽  
Strategic Design ◽  
A Company ◽  
Knowledge Management Tools

Managing organizational knowledge in alliances implies establishing the best possible strategic design to create, acquire, maintain, transfer, and apply organizational knowledge developed between the partners (or acquired from partners) in order to achieve competitive goals. In this chapter, the role of knowledge management strategy (KMS) in strategic alliances is analyzed in a technology-intensive company. Focusing on this, the importance of alliances for technological companies and the necessity of designing suitable KMSs in alliances–in terms of establishing objectives, knowledge management tools, and support systems–are explained first of all. This is followed by the analysis of a case study of KMS in the strategic alliances of a company currently developing different businesses in technological settings. Finally, a number of conclusions are discussed, based on how the implementation aspects concerning KMS in strategic alliances have been managed and the way they have contributed to the attainment of the company’s objectives and goals.

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