Strategies that Indian organizations adapt while going global

Indian Multinational Corporations are interesting because they extend from this similar pattern. Their competitive benefit is not possible to classify either based on less cost or strictly based on technology. There are 3 ways through which Indian Multinational organizations go global (Gooderham and Nordhaug, 2008). They are:

Taking the local brand global

The automotive industry in India is not well known for its products exports, and the acquisition of Jaguar by Tata and Land Rover is not viewed as a way of establishing Tata cars abroad (Sreenivas, 2006). Both Mahindra & Mahindra and Bajaj Motors are working on moving forward their own goods across the globe.

Converting local engineering into global creativity

The Indian pharmaceutical industry globalization is an instance of how a developed skill is leveraged locally (Bhat, 2010). The pharmaceutical industry in India develops by reverse manufacturing and engineering drugs for local market. The big information technology leaders in India includes  Infosys and Wipro initiated by offering easy and fair services, but due to its distance to the major markets India was unknown initially in service industries and they has to work very tough on schemes of quality assurance. As an outcomes India is now the biggest provider of Software Engineering Institute Capability Maturity Model level with 545 certified organizations in the globe.

Leveraging leadership to global category position

The third globalization way is by taking a local category position of leadership and leveraging it to an international category position of leadership that is evident with the Steel company or Reliance group where the Bharat forge has prepared for dual system of shoring. Both ways have at their base a tough demand for local market as the backbone in which a global presence can be leveraged.

References

  • Gooderham P N and Nordhaug O (2008), “International Management: cross boundary challenges”, Blackwell Publishing, USA, p 384.
  • Sreenivas T (2006), “Perspectives Of Indian Agriculture Industry And Infrastructure”, Discovery Publishing, New Delhi, p 134.
  • Bhat M K (2010), “International Trade and Financial Environment”, Ane Books, New Delhi, pp 284-285.

Rajalakshmi Rahul

Rajalakshmi Rahul is the CEO of Kalki Training Academy.She has four years of industrial experience as a telecommunication software developer. She is presently running her own educational consultancy, catering the needs of students belonging to both engineering and management discipline. She is a part of research and analysis team of Project Guru. She is a computer engineer with masters in technology management. She has graduated from Anna University and is a gold medalist.

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