Abstract
While radical innovations and growth strategies supporting such innovations may provide the firm with very high returns, there are also considerable risks in devising and implementing such innovations. Apart from the business risks of venturing into new territories and new markets, radical innovations also carry with them the burden of accounting for market and environmental factors that are often not under the control of the firm. The opportunities presented by the emergence of several Asian markets, such as India and China, are particularly appealing for Western countries willing to expand into these markets. However, market characteristics, institutional development, and customer behaviors bring into sharp focus the choice of a specific innovation and new product development strategy for such markets. This paper examines these various strategic issues in the context of India. The paper concludes with strategic recommendations for managers and some propositions for future academic research.
| Original language | English (US) |
|---|---|
| Pages (from-to) | 373-382 |
| Number of pages | 10 |
| Journal | Industrial Marketing Management |
| Volume | 35 |
| Issue number | 3 |
| DOIs | |
| State | Published - Apr 1 2006 |
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Keywords
- Comparative innovation strategies
- Innovation in India
- Radical innovation
ASJC Scopus subject areas
- Marketing
Cite this
Innovation and new product introductions in emerging markets : Strategic recommendations for the Indian market. / Iyer, Gopalkrishnan R.; LaPlaca, Peter J.; Sharma, Arun.
In: Industrial Marketing Management, Vol. 35, No. 3, 01.04.2006, p. 373-382.Research output: Contribution to journal › Article
}
TY - JOUR
T1 - Innovation and new product introductions in emerging markets
T2 - Strategic recommendations for the Indian market
AU - Iyer, Gopalkrishnan R.
AU - LaPlaca, Peter J.
AU - Sharma, Arun
PY - 2006/4/1
Y1 - 2006/4/1
N2 - While radical innovations and growth strategies supporting such innovations may provide the firm with very high returns, there are also considerable risks in devising and implementing such innovations. Apart from the business risks of venturing into new territories and new markets, radical innovations also carry with them the burden of accounting for market and environmental factors that are often not under the control of the firm. The opportunities presented by the emergence of several Asian markets, such as India and China, are particularly appealing for Western countries willing to expand into these markets. However, market characteristics, institutional development, and customer behaviors bring into sharp focus the choice of a specific innovation and new product development strategy for such markets. This paper examines these various strategic issues in the context of India. The paper concludes with strategic recommendations for managers and some propositions for future academic research.
AB - While radical innovations and growth strategies supporting such innovations may provide the firm with very high returns, there are also considerable risks in devising and implementing such innovations. Apart from the business risks of venturing into new territories and new markets, radical innovations also carry with them the burden of accounting for market and environmental factors that are often not under the control of the firm. The opportunities presented by the emergence of several Asian markets, such as India and China, are particularly appealing for Western countries willing to expand into these markets. However, market characteristics, institutional development, and customer behaviors bring into sharp focus the choice of a specific innovation and new product development strategy for such markets. This paper examines these various strategic issues in the context of India. The paper concludes with strategic recommendations for managers and some propositions for future academic research.
KW - Comparative innovation strategies
KW - Innovation in India
KW - Radical innovation
UR - http://www.scopus.com/inward/record.url?scp=33644819972&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=33644819972&partnerID=8YFLogxK
U2 - 10.1016/j.indmarman.2005.02.007
DO - 10.1016/j.indmarman.2005.02.007
M3 - Article
VL - 35
SP - 373
EP - 382
JO - Industrial Marketing Management
JF - Industrial Marketing Management
SN - 0019-8501
IS - 3
ER -