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INTERNATIONAL MARKETING PROJECT

TOTAL MARKS 30 20 FOR REPORT + 10 FOR PPT

THE ROLE OF 3 Is INNOVATION, INSTITUTION,

INTERNATIONALISATION IN ENHANCING THE

COMPETITIVENESS OF THE EMERGING MARKET FIRMS

RESEARCH ISSUES to frame the questionnaire for

interviews.

1. What are the different types of innovation thatEMFs are engaged in? How do these differentinnovations impact internationalization strategiesof such firms?

2. What type of innovation by EMFs is most useful forinternationalizing into advanced economymarkets?

3. How global is innovation activity in emergingmarkets? What is the role of emerging marketinstitutions in shaping the innovative ability ofEMFs as well as that of advanced economymultinationals operating in emerging markets?

4. Do innovations in emerging markets, especiallythose conducted by EMFs, mainly target nichemarkets within the domestic economy?

5. To what extent can reverse innovation guide theinnovation strategy of both EMFs and advancedeconomy multinationals? Is innovation by EMFscritical to their success in other emerging markets?

6. How does innovation activity differ in its impact on

internationalization strategy of different types of

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EMFs based on firm size, industry, group affiliationand other firm level . characteristics?

7. What specific facets of internationalization strategy entry mode, scale of entry, foreign partnerchoice, bargaining powerwith foreign entities including government

institutions, short term returns, long term success, andthe like are most impacted through the innovativeactivity of emerging market firms?

8. How does innovation being conducted by foreignmultinational firms in emerging markets spill overto other emerging market firms?

9. Does it affect their internationalization strategyand if so, how?

10.In the absence of institutional support for a givenindustry can business groups fill the institutionalvoid and create capacity for EMFs ? Business groups arecollections of firms bound together in formal and informal ways in anintermediate sense for achieving an economic purpose (Yaprak &

Karademir, 2009)

11.How is the efficacy of business groups affected by the rapidly changing

institutional environments in India? What are the technological,

innovative, and regulatory responses of business groups to the domestic

policy environment and to global developments respectively?

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12.. Business groups are social structures deeply embedded in the broader

institutional environment of EEs like India. How does this affect the

internationalization propensity and prospects of their affiliate firms?

13 What are the motivations (e.g. diversifying risk, economies of scale,

technology transfers) for Chinese and Indian business groups to

internationalize?

14 How do business groups from the two economies determine their

choice of new markets, management structure of international

affiliates and their functional relationships with these affiliates?

15 What are the organizational transformations taking place in business

groups from China and India for responding to changes in the external

institutional environment?

16 . What are the contextual advantages/disadvantages of international

expansion perceived by business groups from both countries?

17 What is the evidence of advantages/disadvantages transferring to

foreign markets when Chinese and Indian firms internationalize their

operations?

METHODOLOGY :

RESEARCH CASE STUDYIn-depth interviews are to be conducted with 2-3personnel , heads of deptt like IB Head, MarketingHead, promoter for each company.

Pls STUDY THE FOLLOWING before attempting reportwriting :

References1. Aulakh, P.S. and Kotabe, M. 2008. Institutional

changes and organizational transformation indeveloping economies. Journal of InternationalManagement, 14(3): 209-216.

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2.Bruche, G. 2009. The emergence of China andIndia as new competitors in MNCs' innovationnetworks. Competition & Change, 13(3): 267-288.

3.Chittoor, R., Ray, S., Aulakh, P., and Sarkar, M.B.2008. Strategic responses to institutional changes:Indigenous Growth model of the Indianpharmaceutical industry. Journal of InternationalManagement, 14(3): 252-269. 2008.

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8.Khanna, T. and Palepu, K.G. 2006. EmergingGiants: Building World-Class Companies inDeveloping Countries. Harvard BusinessReview, 84(10): 60-69 ..PROVIDED IN COURSEPACK.

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10. Mathews, J.A. 2006. Dragon multinationals:new players in 21st century globalization. Asia-Pacific Journal of Management, 23(1): 5-27.

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