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Sunil Mani

This chapter examines the case of Tata Motors Limited (TML), one of the leading automotive firms in India’s automotive industry. It demonstrates that TML is a market leader in India’s fast-growing automotive industry. TML fulfils the three market-leadership conditions – market share, global reach and innovation – exceptionally well. The sources of this leadership are described through a series of firm, sector and country level factors. However, maintaining leadership on a continuous basis for a reasonably long time must not be taken for granted. Leadership positions may be easily challenged in a globalized market and potential new leaders may emerge to challenge what is currently presumed to be an unassailable leadership position. For this reason, a leader must continue to be vigilant from the innovation point of view. In this respect, for TML, continued innovation is the accepted corporate strategy.

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Sunil Mani

This chapter analyses the case of Cipla as a market leader in India’s pharmaceutical industry, which itself is a leader in India’s manufacturing industry. Cipla meets all the three conditions of market leadership: market dominance, global reach and innovation. Cipla has had a significantly long history of development and has enjoyed success in serving both domestic and foreign markets better than many of its domestic rivals. It has been a trailblazer for pioneering low-cost, lifesaving drugs and, as a result, it is a highly respected company in India. The chapter seeks to explain the source of leadership in terms of firm-level and sector-level factors. Knowledge-intensive entrepreneurship is a key factor. The firm has a strong vision and focused corporate strategy. Cipla has also taken advantage of three sector-level factors, namely the patent regime, technology contributions from public research institutes (PRIs) and the higher-education sector. In a number of ways, the origins of Cipla’s leadership are similar to those discussed in the Tata Motors case: a key factor common to both is the knowledge-intensive entrepreneurship. Although the founding entrepreneurs wield overall control, the management of both companies is in professional hands. In both cases, the contribution of both sectoral and country-level factors have been important.

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Sunil Mani

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Foreword

An International Comparative Analysis

Sunil Mani

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Innovation Policies in a Globalised World

An International Comparative Analysis

Sunil Mani

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The Japanese Model of Low Government Intervention

An International Comparative Analysis

Sunil Mani

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Sunil Mani

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The Singaporean Model of Increasing Government Intervention

An International Comparative Analysis

Sunil Mani

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The Malaysian Experience

An International Comparative Analysis

Sunil Mani

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The South African Experience since 1994

An International Comparative Analysis

Sunil Mani