None could effectively challenge the Indian players like Volvo did
BT receives scores of responses to its case studies. Best of the lot below is the best one on Volvo (July 8, 2012).
BT receives scores of responses to its case studies. Best of the lot below is the best one on Volvo (July 8, 2012).
In 2001, Volvo Buses India sold 20 coaches. By December 2011, 5,000 of them were running on Indian roads. Volvo did not achieve this by toning down its products or cutting prices as multinational companies often do. Now, as the competition closes in, it is preparing to launch products that could transform the market - again.
Nimesh Singhania (nimesh_info@yahoo.com) wrote: If you have a world-class product, an excellent business strategy to back it up, and a clear understanding of the market where you invest, the only thing you require is virtue called patience, and then you are bound to succeed. A case in point is the dominant position of the two leading commercial vehicle manufacturers in India - Tata Motors and Ashok Leyland - since decades. Many foreign brands entered the Indian market in the past, through joint ventures or on their own, but none could effectively challenge the Indian players like Volvo did. There was a time when many foreign brands claimed that they could sooner build a castle on the moon than succeed in India. Volvo broke this jinx. Today, people have started asking for Volvo routes to their destination. Such is the cult of Volvo that you see autorickshaws and Jeeps even in small towns displaying the word 'Volvo'! In fact, many transporters, especially in small towns, who run Tata and Leyland buses, do the same. If this is not the result of the virtue called patience, then what is?
Nimesh Singhania wins a Harvard Business School Press pocket mentor for his views
In 2001, Volvo Buses India sold 20 coaches. By December 2011, 5,000 of them were running on Indian roads. Volvo did not achieve this by toning down its products or cutting prices as multinational companies often do. Now, as the competition closes in, it is preparing to launch products that could transform the market - again.
Nimesh Singhania (nimesh_info@yahoo.com) wrote: If you have a world-class product, an excellent business strategy to back it up, and a clear understanding of the market where you invest, the only thing you require is virtue called patience, and then you are bound to succeed. A case in point is the dominant position of the two leading commercial vehicle manufacturers in India - Tata Motors and Ashok Leyland - since decades. Many foreign brands entered the Indian market in the past, through joint ventures or on their own, but none could effectively challenge the Indian players like Volvo did. There was a time when many foreign brands claimed that they could sooner build a castle on the moon than succeed in India. Volvo broke this jinx. Today, people have started asking for Volvo routes to their destination. Such is the cult of Volvo that you see autorickshaws and Jeeps even in small towns displaying the word 'Volvo'! In fact, many transporters, especially in small towns, who run Tata and Leyland buses, do the same. If this is not the result of the virtue called patience, then what is?
Nimesh Singhania wins a Harvard Business School Press pocket mentor for his views
