By:The Wall Street Journal
Source: http://cebviews.com
In Brief: Honda Motor Co.’s Motorcycle and Scooter India Unit began building its third factory on Thursday, in a project worth 10 billion rupees (US$205 million). The plant, located in India’s Karnataka state near Bangalore, will employ 3,000 people and should be ready to begin production by 2013.
Our View: Although strategists and senior managers have spent decades refining their emerging markets strategies, our research shows that in 71% of cases, firms spend too much time on market sensing and not enough on capability assessment. For example, a company seeking to enter the Chinese beverages market might realize that changing tastes in urban China signaled a growing demand for its product. However, before making an entry decision, it should ascertain whether it has the capacity to manage sales teams in a large market with diverse regional tastes and incomes; manage a network of Chinese perishable goods suppliers; adjust and maintain its brand in a fast-growing market that is simultaneously attracted to and wary of new Western products; and so on
Source: http://cebviews.com/2011/09/29/idti-honda-breaks-ground-on-india-investment/
Source: http://cebviews.com
In Brief: Honda Motor Co.’s Motorcycle and Scooter India Unit began building its third factory on Thursday, in a project worth 10 billion rupees (US$205 million). The plant, located in India’s Karnataka state near Bangalore, will employ 3,000 people and should be ready to begin production by 2013.
Our View: Although strategists and senior managers have spent decades refining their emerging markets strategies, our research shows that in 71% of cases, firms spend too much time on market sensing and not enough on capability assessment. For example, a company seeking to enter the Chinese beverages market might realize that changing tastes in urban China signaled a growing demand for its product. However, before making an entry decision, it should ascertain whether it has the capacity to manage sales teams in a large market with diverse regional tastes and incomes; manage a network of Chinese perishable goods suppliers; adjust and maintain its brand in a fast-growing market that is simultaneously attracted to and wary of new Western products; and so on
Source: http://cebviews.com/2011/09/29/idti-honda-breaks-ground-on-india-investment/
No comments:
Post a Comment