Bøger af Nirmalya Kumar

Amazon and Walmart, with more than half a trillion in revenues annually, are the two largest companies in the world. They have not only redefined the retail industry-- Walmart in the 1980s/1990s and Amazon since 2000-- but have also been the benchmark for business best practices (e.g., the use of IT, supply chain, data analytics, customer orientation). This year, it is anticipated that Amazon will dethrone Walmart as the world's largest company, a position that Walmart has occupied for more than two decades.By examining these two companies and their business models in depth, Professor Nirmalya Kumar elucidates on the more general phenomenon of incumbents competing with disruptors (e.g., Volkswagen vs Tesla, Marriott vs Airbnb) as well as the move to omnichannel retail where physical stores must coexist with online retailers.

Every relation mother, father, brother, sister, uncle, aunty, grandparents all we have we are born with them. But friend is a person in our life whom we select and live with them. They are god gifted to us. And best friend is a person who lives with you by your side at any condition of life. Either you are far from them but you live with them in their heart.And Sakhi defines the two girls being best friends. Who share their short terms of life together but lived their life for each other.

Even as white collar jobs are outsourced to Indian firms, those of us in the developed world persist in the view that our distinct advantage over the developing world our ability to innovate will remain unchallenged. After all, where are the Indian iPhones, Googles, and Viagras?But according to the latest research by India business experts Nirmalya Kumar and Phanish Puranam, this view is wrongheaded. In fact, though much of it is invisible to the Western consumer, there is already a great deal of innovation in India such as management and process innovation, and innovations in B2B and R&D, for example. Even more dramatically, Kumar and Puranam study a new, more visible, consumer-oriented kind of innovation emerging in India of compact, low-cost, robust, and efficient products. New products such as Tata's Nano, Going Green's G-Wiz car, and GE's ECG machine exemplify this unique kind of Indian innovation which is marked by robustness (more insensitive to a harsh environment), compactness (miniaturization and system integration), feature rationalization (ditching the junk that accumulates), and mega-scale production (to drive down costs). This "Nano effect" low-cost innovation that meets the needs of consumers who are both demanding and budget-constrained will ultimately result in consumer-branded products for the developed world. Tracing what they see as a movement of innovation to the East, and particularly the increasing capability of Indian companies to innovate and develop products for global markets, Kumar and Puranam deliver a ""wake-up"" call to companies in the developed world. With implications for companies and policy makers in both the developed world and India, this book offers a clear-eyed view of the challenges and opportunities for multinationals looking for new sources of innovation in the future.

Written by the world's leading thinkers on brand strategy, this book looks at what Asian and emerging market brands need to do to succeed in international markets and the challenges they face when competing with western brands.

As retailers have become more powerful and global, they have increasingly focused on their own brands at the expense of manufacturer brands. Rather than simply selling on price, retailers have transformed private labels into brands. Consequently, manufacturers such as Johnson & Johnson, Nestle, and Procter & Gamble now compete with their largest customers: major retail chains like Carrefour, CVS, Tesco, and Wal-Mart. The growth in private labels has huge implications for managers on both sides. Yet, brand manufacturers still cling to their outdated assumptions about private labels. In Private Label Strategy: How to Meet the Store Brand Challenge, Nirmalya Kumar and Jan-Benedict E.M. Steenkamp describe the new strategies for private labels that retailers are using, and challenge brand manufacturers to develop an effective response. Most important, they lay out actionable strategies for competing against - or collaborating with - private label purveyors. Packed with detailed international case studies, valuable visuals, and hands-on tools, Private Label Strategy enables managers to navigate profitably in this radically altered landscape.

CEOs are more than frustrated by marketing's inability to deliver results. Has the profession lost its relevance? This work argues that, while the function of marketing has lost ground, the importance of marketing as a mind-set-geared toward customer focus and market orientation-has gained momentum across the entire organization.