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AN00234610-20200401-0033.pdf
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Download
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:927.8 KB
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| Last updated |
:Oct 26, 2021 |
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: 1068 |
Total downloads since Oct 26, 2021 : 1068
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| Title |
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新興国ボリュームゾーンへの地場系企業の供給対応 : インドオートバイ産業におけるバジャジの戦略と行動
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| Kana |
シンコウコク ボリューム ゾーン エノ ジバケイ キギョウ ノ キョウキュウ タイオウ : インド オートバイ サンギョウ ニ オケル バジャジ ノ センリャク ト コウドウ
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Shinkōkoku boryūmu zōn eno jibakei kigyō no kyōkyū taiō : Indo ōtobai sangyō ni okeru Bajaji no senryaku to kōdō
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A case study of the strategy and behavior of Bajaj Auto in the Indian motorcycle industry
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三嶋, 恒平
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ミシマ, コウヘイ
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Mishima, Kōhei
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| Affiliation |
慶應義塾大学経済学部
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Faculty of Economics, Keio University
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慶應義塾経済学会
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ケイオウ ギジュク ケイザイ ガッカイ
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Keiō gijuku keizai gakkai
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2020
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三田学会雑誌
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Mita journal of economics
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113
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1
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2020
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4
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| Start page |
33
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87
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本稿はインドオートバイ産業における地場系企業バジャジを事例に, 新興国ボリュームゾーンを獲得するための企業行動のありようとして, (1) 新興国ボリュームゾーンは多様で厳しい企業間競争により拡大したこと, (2) 新興国市場の成長ペースは競争に刺激されて企業の進化が速まったことにより促進したこと, (3) 新興国市場を巡る企業間競争は価格競争や製品の差別化競争にとどまらず, ダイナミック・ケイパビリティの構築プロセスの競争にも及んでいたことを示唆した。
This paper is a case study of Bajaj Auto, an Indian motorcycle company. It suggests the following three points regarding the company's efforts to acquire volume zones in emerging countries: (1) The volume zone in emerging markets has expanded due to aggressive competition among companies; (2) Company growth in emerging markets has been stimulated by increased competition; and (3) The competition between companies in emerging markets was not limited to price competition and product differentiation, it also included competition in the process of building dynamic capabilities.
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| Oct 23, 2020 | | インデックス を変更 |
| Oct 23, 2020 | | Abstract 内容,Full text ファイル,Keyword を変更 |
| Apr 5, 2021 | | Full text,Publisher Romanization を変更 |
| Oct 26, 2021 | | JaLCDOI を変更 |
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