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Importance of 'Make in India'

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This presentation was delivered by Rajiv Bajaj at India's National Competitiveness Forum 2015, the flagship event of India Council on Competitiveness.

Institute for Competitiveness (India) the Indian knot in the global network of the Institute for Strategy and Competitiveness at Harvard Business School has initiated the India Council on Competitiveness. The Council, created in collaboration with the U.S. Council on Competitiveness; is based in Gurgaon, India and is an association of distinguished members from industry, academia, think tanks, media and researchers. The mission of the India Council is to set an action agenda to drive Indian competitiveness, productivity and leadership in world markets to raise the standard of living for all Indians. For more information, visit www.compete.org.in

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Importance of 'Make in India'

  1. 1. 1Good morning ! Importance of Make in India. National Competitiveness Forum, Friday 25th September 2015, Gurgaon. © Bajaj Auto Ltd. Ʌ of importance
  2. 2. 2Crime Something is Wrong with Our Predictions. A recent Nielsen BASES and Ernst & Young study put the failure rate of new U.S. consumer products at 95 per cent and new European consumer products at 90 per cent. We need to do better than that. We need to have a better way to predict the future. - Al Ries, The Origin Of Brands, 2004 National Competitiveness Forum, Friday 25th September 2015, Gurgaon. © Bajaj Auto Ltd.
  3. 3. 3Confirmation According to a leading market research firm, about 75% of consumer packaged goods and retail products fail to earn even $7.5 million during their first year. Less than 3% of new consumer packaged goods exceed first-year sales of $50 million – considered the benchmark of a highly successful launch. - Harvard Business Review April 2011 National Competitiveness Forum, Friday 25th September 2015, Gurgaon. © Bajaj Auto Ltd.
  4. 4. JIT WORLD CLASS MANUFACTURING KAIZEN TQM ACTIVITY BASED COSTING BLUE OCEAN SIMULTANEOUS ENGINEERING SIX SIGMA SEVEN (NEW) HABITS AUTOMATION & ROBOTICS CAD/CAM BOTTOM OF THE PYRAMID LEAN QFD CORE COMPETENCE INNOVATION DISRUPTION Confusion 4 National Competitiveness Forum, Friday 25th September 2015, Gurgaon. © Bajaj Auto Ltd. TOYOTA PRODUCTION SYSTEM
  5. 5. Different Opposite Niche Better Soda 5 National Competitiveness Forum, Friday 25th September 2015, Gurgaon. © Bajaj Auto Ltd.
  6. 6. Level 1 : < 10% : No strategy (me-too). Level 2 : 10-20% : Defense strategy (better). Level 3 : 20-33% : Flanking strategy (different). Level 4 : 33-50% : Offense strategy (opposite). Level 5 : 50-100% : Guerilla strategy (niche). Level 6 : > 100% : Discontinuous strategy. Level 7 : >>> 100% : Inorganic strategy. Sauce 6 National Competitiveness Forum, Friday 25th September 2015, Gurgaon. © Bajaj Auto Ltd.
  7. 7. National Competitiveness Forum, Friday 25th September 2015, Gurgaon. © Bajaj Auto Ltd. Sensex 7
  8. 8. 8Thank you ! National Competitiveness Forum, Friday 25th September 2015, Gurgaon. © Bajaj Auto Ltd. Fashion dates, but logic is timeless. - Sir Alec Issigonis

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