New Releases by C. K. Prahalad

इस पुस्तक के प्रथम संस्करण से ही सी.के. प्रह्लाद की अभिनव अंतर्दृष्टि ने विविध क्षेत्रों में सक्रिय कंपनियों को ऐसा प्रतीत किया कि वे विश्व के सर्वाधिक निर्धनों में नई मंडियों की खोज में संलग्न हो गईं। निर्धनों के साथ जुड़कर इन कंपनियों ने न केवल लाभ कमाया बल्कि दरिद्रता और दु:ख से छुटकारा दिलाने में भी उनकी सहायक बनीं। आज पुस्तक के प्रथम संस्करण के पाँच वर्ष बाद प्रह्लाद के ये विचार एकांगी नवाचार नहीं हैं। अब वे प्रमाणित व ठोस वास्तविकता बन चुके हैं। प्रस्तुत पुस्तक में प्रह्लाद बुनियादी सवालों के सटीक जवाब भी देते हैं। जैसे कि क्या सचमुच वहाँ मंडियाँ हैं? क्या वहाँ लाभ है? क्या वहाँ नवाचार है? क्या वहाँ वैश्विक स्तर के अवसर हैं? आज से पाँच वर्ष पहले मार्केटिंग के कार्यकारी केवल आशा कर सकते थे कि वस्तुत: ऐसा है। आज वे इसके बारे में निश्चित तौर पर आश्वस्त हैं। प्रह्लाद ने अनेक दुविधाओं के समाधान इस पुस्तक में दिए हैं— • सर्वाधिक निर्धन ग्राहकों की समस्याओं को कैसे हल किया जाए। • उभरती मंडियों के लिए नवाचार। • धन-संपदा अर्जन के निमित्त पारिस्थितिकी बनाना। • समाज और उद्यमों को प्रभावित करने वाला उन्नयन।

In this McKinsey Award-winning article, first published in May 1989, Gary Hamel and C.K. Prahalad explain that Western companies have wasted too much time and energy replicating the cost and quality advantages their global competitors already experience. Canon and other world-class competitors have taken a different approach to strategy: one of strategic intent. They begin with a goal that exceeds the company''s present grasp and existing resources: "Beat Xerox"; "encircle Caterpillar." Then they rally the organization to close the gap by setting challenges that focus employees'' efforts in the near to medium term: "Build a personal copier to sell for $1,000"; "cut product development time by 75%." Year after year, they emphasize competitive innovation—building a portfolio of competitive advantages; searching markets for "loose bricks" that rivals have left underdefended; changing the terms of competitive engagement to avoid playing by the leader''s rules. The result is a global leadership position and an approach to competition that has reduced larger, stronger Western rivals to playing an endless game of catch-up.

This case study is an in-depth analysis of 24/7 Customer, a business process outsourcing company that exemplifies many of the tenets that can be found in the book the New Age of Innovation, by professors CK Prahalad and MS Krishnan. 24/7 Customer has managed to harness the power of predictive analytics to provide value for its clients and those clients'' customers. Students will learn about changes in the IT outsourcing industry, the keys to the success of 24/7 Customer''s model, and the challenges to continuously innovating to provide cutting-edge customer service, improve sales, and optimize talent internally.

How do you convince American parents living in the Midwest to hire tutors from India? How do you convince them to hire a tutor that they and their children will never meet in person? Can you build a personal connection between students and tutors when they are separated by thousands of miles and come from vastly different cultures? These are questions that faced Krishnan Ganesh as he began thinking about remote tutoring. A year later he found TutorVista, an internet-based remote tutoring services company. So far, the remote tutoring firm seems to have the right answers to all of the questions above.

United Stationers Supply was one of North America''s largest wholesalers of business products to resellers, with sales of $4.6 billion in 2007. the company stocked over 100,000 products in several categories, including traditional office, janitorial, and industrial supplies, technology products, foodservice consumables and office furniture. In spite of their success, the internet was changing the way that people shop, and as a result, United Stationers felt the need to change its marketing strategies in order to keep up with the rapidly changing nature of the global environment. This case explores the question of what should United Stationers do with regards to their e-commerce strategy, given the level of strategic and technical complexity surrounding their potential options?

This case follows the Madras Cement Company''s tenacity in its effort to implement a complex computer system to control costs. Madras Cement is a leading cement producer in southern India. the commodity nature of the cement industry makes cost efficiency the most important aspect of competition.

This case study is an in-depth analysis of ITC''s initiative to develop third-generation e-Choupals, or internet-enabled computer stations based in villages. the first e-Choupals provided information on weather, best practices, crop details, market prices, and important local news to farmers in 1999. the third generation e-Choupals are envisioned to mitigate a lack of information about the reasonable price that their crops could command - an issue that local markets exploited fully and put farmers at a significant disadvantage. ITC is one of India''s largest private sector conglomerates with diversified presence in industries including food, agriculture, hotels, cigarettes, personal care, paper and stationery, and a market capitalization of $19 billion, with sales exceeding $5 billion. ITC is ranked among the world''s most reputable companies by Forbes magazine and listed as one of India''s most valuable companies by local Indian business magazines. the Agri-Business at ITC is one of India''s largest exporter

The Jaipur Rugs case explores how a company can benefit the poor by connecting them with global markets. Jaipur Rugs makes this connection by building and orchestrating a global supply chain on a massive scale-one focused on developing human capability and skills at the grassroots level, providing steady incomes for rural men and women in the most depressed parts of India and connecting them with markets of the rich, such as the United States. Thousands of independent workers are organized to produce consistently a very high quality product, on a complex decentralized basis through a system of organization that is unique.

This case study on India''s wireless giant Bharti Airtel (Airtel) is the second of two cases on the company that show how the firm exemplifies many of the tenets set forth in the book the New Age of Innovation by CK Prahalad and MS Krishnan. Case B presents the students with the varied strategies that Airtel has pursued to become one of the most profitable wireless telecommunications companies in the world, despite the fact that it operates in one of the poorest countries on Earth. Airtel changed the industry by moving away from such standard metrics as Average Revenue Per User (ARPU) and has employed alternative measurements for success. It has also relied heavily on outsourcing non-core functions and designed unique Value-Added Services for its varied customer base. the case asks students how Airtel can maintain its culture of innovation while growing quickly. How will it be able to remain agile, entrepreneurial, and flexible in the face of the necessary standardization that accompanies scale?

This case study on India''s wireless giant Bharti Airtel (Airtel) is the first of two cases on the company that show how the firm exemplifies many of the tenets set forth in the book the New Age of Innovation by CK Prahalad and MS Krishnan. Case a presents the students with the history of India''s wireless telecommunications industry and the unique challenges faced by operators in that environment. It also gives the background on Airtel, introduces its leaders, and describes some of the biggest challenges facing the company. Case a ends by asking students to analyze the Indian environment and capabilities of Airtel to determine what strategies the wireless provider should use for growth. Case B gives students the opportunity to see which strategies the company actually pursued and the results of those approaches.

Drawing on Prahalad''s breakthrough insights in The Fortune at the Bottom of the Pyramid, great companies worldwide have sought to identify, build, and profit from new markets amongst the world''s several billion poorest people, while at the same time helping to alleviate poverty. Five years after its first publication, this book''s ideas are no longer "theory": they are proven, profitable reality. In the 5th Anniversary Edition, Prahalad thoroughly updates his book to reveal all that''s been learned about competing and profiting "at the bottom of the pyramid." Prahalad outlines the latest strategies and tactics that companies are utilizing to succeed in the developing world. He interviews several innovative CEOs to discuss what they''ve learned from their own initiatives, including the Unilever business leader who''s built a billion-dollar business in India. You''ll find a new case study on Jaipur Rugs'' innovative new global supply chain; updates to earlier editions'' key cases; and up-to-the-minute information on the evolution of key industries such as wireless, agribusiness, healthcare, consumer goods, and finance. Prahalad also offers an up-to-date assessment of the key questions his ideas raised: Is there truly a market? Is there scale? Is there profit? Is there innovation? Is this a global opportunity? Five years ago, executives could be hopeful that the answers to these questions would be positive. Now, as Prahalad demonstrates, they can be certain of it.

This is the eBook version of the printed book. If the print book includes a CD-ROM, this content is not included within the eBook version. The locus of innovation is shifting from the firm to the network. In contrast to dev.

Hundreds of millions of people in China, India, Indonesia, and Brazil are eager to enter the marketplace. Yet multinational companies typically pitch their products to emerging markets'' tiny segment of affluent buyers, and thus miss out on much larger markets further down the socioeconomic pyramid—which local rivals snap up. By applying the authors'' recommendations, you can position yourself to compete innovatively in developing countries—and to unlock major new sources of revenue for your business. Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management practice. The Harvard Business Review Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world.

Named one of the "Best Books on Innovation, 2008" by BusinessWeek magazine From the greatest minds in business today comes a groundbreaking new blueprint for executing the next stage of customer-created value. C.K. Prahalad, the world''s premier business thinker, and IT scholar M.S. Krishnan unveil the critical missing link in connecting strategy to execution--building organizational capabilities that allow companies to achieve and sustain continuous change and innovation. The New Age of Innovation reveals that the key to creating value and the future growth of every business depends on accessing a global network of resources to co-create unique experiences with customers, one at a time. To achieve this, CEOs, executives, and managers at every level must transform their business processes, technical systems, and supply chain management, implementing key social and technological infrastructure requirements to create an ongoing innovation advantage. In this landmark work, Prahalad and Krishnan explain how to accomplish this shift--one where IT and the management architecture form the corporation''s fundamental foundation. This book provides strategies for Redesigning systems to co-create value with customers and connect all parts of a firm to this process Measuring individual behavior through smart analytics Ceaselessly improving the flexibility and efficiency in all customer-facing and back-end processes Treating all involved individuals--customers, employees, investors, suppliers--as unique Working across cultures and time-zones in a seamless global network Building teams that are capable of providing high-quality, low-cost solutions rapidly To successfully compete on the battlefields of 21st-century business, companies must reinvent their processes and culture in order to sustain innovative solutions. The New Age of Innovation is a complete program for achieving this transformation to meet the needs of the end consumer of the future.

The world''s most exciting, fastest-growing new market is where you least expect it: at the bottom of the pyramid. Collectively, the world''s billions of poor people have immense untapped buying power. They represent an enormous opportunity for companies who learn how to serve them. Not only can it be done, it is being done--very profitably. What''s more, companies aren''t just making money: by serving these markets, they''re helping millions of the world''s poorest people escape poverty. C.K. Prahalad''s global bestseller "The Fortune at the Bottom of the Pyramid," now available in paperback, " "shows why you can''t afford to ignore "Bottom of the Pyramid" (BOP) markets. Now available in paperback, it offers a blueprint for driving the radical innovation you''ll need to profit in emerging markets--and using those innovations to become more competitive "everywhere." This new paperback edition includes eleven concise, fast-paced success stories from India, Peru, Mexico, Brazil, and Venezuela--ranging from salt to soap, banking to cellphones, healthcare to housing. These stories are backed by more detailed case studies and 10 hours of digital videos on whartonsp.com. Simply put, this book is about making a revolution: building profitable "bottom of the pyramid" markets, reducing poverty, and creating an inclusive capitalism that works for "everyone." Preface xi About the Author xix Part I: The Fortune at the Bottom of the Pyramid 1 Chapter 1: The Market at the Bottom of the Pyramid 3 Chapter 2: Products and Services for the BOP 23 Chapter 3: BOP: A Global Opportunity? 47 Chapter 4: The Ecosystem for Wealth Creation 63 Chapter 5: Reducing Corruption: Transaction Governance Capacity 77 Chapter 6: Development as Social Transformation 99 Part II: Business Success Stories from the Bottom of the Pyramid 113 Financing the Poor 115 Aravind Eye Care-The Most Precious Gift 131 Energy for Everyone 137 Agricultural Advances for the Poor-The EID Parry Story 149 Retail for the Poor 159 Information Technology to the Poor 169 The Jaipur Foot Story 187 Health Alerts for All 191 Transparent Government 201 The Annapurna Salt Story 213 Homes for the Poor-The CEMEX Story 221 From Hand to Mouth-The HHL Soap Story 235 Part III: On the Web at Whartonsp.com Video Success Stories Casas Bahia CEMEX Annapurna Salt Hindustan Lever Jaipur Foot Aravind Eye Care ICICI Bank ITC e-Choupal EID Parry Voxiva E+Co/Tecnosol Andhra Pradesh Full Success Case Stories in pdf format The Market at the Bottom of the Pyramid Known Problems and Known Solutions: What Is the Missing Link? Known Problems and Unique Solutions Known Problems and Systemwide Reform Scaling Innovations Creating Enabling Conditions for the Development of the Private Sector The EID Parry Story Biographies of the Researchers/Writers of the Success Case Stories from "The Fortune at the Bottom of the Pyramid" 247 About the Video Success Stories 255 Index 257

In this visionary book, C. K. Prahalad and Venkat Ramaswamy explore why, despite unbounded opportunities for innovation, companies still can''t satisfy customers and sustain profitable growth. The explanation for this apparent paradox lies in recognizing the structural changes brought about by the convergence of industries and technologies; ubiquitous connectivity and globalization; and, as a consequence, the evolving role of the consumer from passive recipient to active co-creator of value. Managers need a new framework for value creation. Increasingly, individual customers interact with a network of firms and consumer communities to co-create value. No longer can firms autonomously create value. Neither is value embedded in products and services per se. Products are but an artifact around which compelling individual experiences are created. As a result, the focus of innovation will shift from products and services to experience environments that individuals can interact with to co-construct their own experiences. These personalized co-creation experiences are the source of unique value for consumers and companies alike. In this emerging opportunity space, companies must build new strategic capital—a new theory on how to compete. This book presents a detailed view of the new functional, organizational, infrastructure, and governance capabilities that will be required for competing on experiences and co-creating unique value.

What does it take to be a leader in a global economy? In the face of the current worldwide economic slump and recent international upheaval, this question has become increasingly difficult to answer. This volume explores the role of leadership in light of globalization and changing economies. With the help of renowned experts like Rosabeth Moss Kanter and C. K. Prahalad, readers will learn how to be strong leaders in an unpredictable world.

What and whom is a business for? This collection of articles gathers the latest thinking on the strategic significance of corporate social responsibility. Readers will develop an understanding of why businesses should continue to give money away even while laying off workers, how companies play a leadership role in today''s social problems by incorporating the best thinking of governments and nonprofit institutions, and how community needs are actually opportunities to develop ideas and demonstrate business technologies. Readers will see how corporate responsibility can lead to new markets and solutions to long-standing business problems.