Indian Journal of Industrial Relations: Economics & Social Dev.

Prashant Salwan ¹

Affiliations
1 CIMER, Indian Institute of Management, Indore 453331, IN

Abstract

The major factor which reduces the profits of Indian banks relates to the policies of Government of India. The government has rules which mandated banks operating in India to help the priority sectors which included Medium and Small Enterprises (MSMEs). The lending rules to MSMEs increased the Non Performing Assets (NPAs) as MSMEs did not adopt the best management practices and there was no strategic planning. As a strategy banks converted this regulatory issue into an opportunity by using co-creation of intangible resources such as Customer Relations with corporate, Information Technology implementation and Best Management Practices dissemination. They used these intangible resources to reduce risks and NPAs, increase profits and help MSMEs to be contemporary, thus creating value through partnership.

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Prashant Salwan ¹

Affiliations
1 Indian Institute of Management Indore, IN

Abstract

Indian companies' have done extremely well internationally. The success of Indian MNC's is due to leveraging Indian competitiveness through global value chain management. Indian MNCs have reinvented their business models for developing sustainable competitive advantage not only in the domestic market but also in international markets through focusing on a longer horizon even if the present is not positive. Indian companies enhanced their operational efficiency, implemented material cost management, growth of adjacencies, product upgrades and have different strategic intent for developed and developing markets. Inorganic growth provided them access to customers and technologies in new geographies. Indian MNCs have effectively reinvented their business model by developing a global vision and strategy and uniform manufacturing culture and processes for managing successfully inorganic growth.

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Malay Kumar Das ¹, Prashant Salwan ¹

Affiliations
1 No Affiliation

Abstract

Strategic industries companies which are 100% controlled by emerging economy governments faced difficulties when these economies opened up/liberalized. These companies faced all round competition from international big players. This paper studies Hindustan Aeronautics Ltd (HAL) during last ten years from 2001 to 2009. Strategic industries use the gap analysis in their value chain by studying the dynamism of external forces in future time frames and internal resources. They successfully choose and implement corporate strategies which minimize risks and help in fix the resource gaps. The paper also analyzed how HAL leveraged knowledge (marketing, political connections) and resources (distribution channels, human resources, production facilities) for developing competitive advantages in their own country and also in international expansion.

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Prashant Salwan ¹, Hemant Rathod ²

Affiliations
1 Strategy and International Business, Indian Institute of Management, Indore, IN
2 Tata Consultancy Services Ltd., IN

Abstract

Emerging economy multinationals (EEMs) operate under various technology and management knowhow constraints. This is a case study of an EEM, originating from a country having low to medium income generating ability, with higher economic growth momentum compared to developed economy multinationals. It studies resource and capability gaps of the EEM and how it has been able to plug these gaps. It looks at drivers such as customer centricity that help it focus on relevant technologies and markets, absorptive capacity that enables it to acquire knowledge related to new technologies, its alliance partners and delivery excellence that provide sustained competitive advantage.

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Prashant Salwan ¹, Viswa Prasad Gada ²

Affiliations
1 Strategy & International Business, FPM Student in Indian Institute of Management, Indore, IN
2 FPM Student in Indian Institute of Management, Indore, IN

Abstract

Resilience has got paramount importance for the firms to survive in a turbulent business world. Which are the antecedents of resilience is a festering problem in the management literature. The present study investigates and presents the antecedents of resilience. Bharat Forge is an emerging economy multinational firm from India. Despite the poor institutions in India and the turbulent global conditions, it has been successful from its inception in 1961. This study probes into the practices of Bharat Forge from its inception to trace the antecedents of resilience. It was found that strategic agility, strategic learning, resilient leadership and financial reserves are the antecedents of resilience. Literature also corroborated our findings.

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Prashant Salwan ¹, Kapil Sharma ²

Affiliations
1 Strategy & International Business, Indian Institute of Management - Indore, IN
2 Acropolis Institute of Technology, Indore, IN

Abstract

The internet and power of intelligent network help firms to increase its enterprise value by entering new markets, developing new products, creating flexible operations structure, attracting good people and thus increasing the willingness to pay. CISCO predicted all these opportunities and enchased its capabilities which helped them capitalize on the globalization advantages. CISCO developed high adaptive capabilities (HAC) and implemented choices that helped it invest rightly and kept the cost of business under control which helped in record superior returns on investment and shorter payback period. HAC not only helped CISCO in optimizing the total cost of ownership (TCO) but also maintaining benchmarked service level agreements (SLA). CISCO reinvented its business model to synergize the resources across the organization.

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Prashant Salwan ¹

Affiliations
1 Professor of Strategy and International Business, Indian Institute of Management Indore, Indore 453556, IN

Abstract

India’s higher education (HE) system is the world’s largest. Still, Indian HE gross enrolment ratio (GER) is only 26.3%, just above the world average of 24%, and far lower than in ot her Asian countri es l i ke Chi na (51%), South Korea (94%) and even in Malaysia (45%) and Indonesia (36%). COVID 19 and factors like increasing HE fees, and contemporary skill required by the industries; the challenges facing Indian HE institutes (HEI) are enormous. Online education has come as a blessing in disguise in the current disruption scenario. This article shows how the economic and soci al be nef i ts of online courses would help HEI in dev el opi ng resi l i ence . I t al so elaborates on how an HEI can get online strategies right, through faculty and student engagements and taking care of security issues and making ecosystem partners like industries work together.

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