Transformation of Emerging Market Multinational Corporations-The Indian Context Srikanth J.1, Mohanavel S2 1Director, Department of Management Studies, Dr. N.G.P. Institute of Technology, Coimbatore, India, directormba@drngpit.ac.in 2 Professor, Department of Management Studies, Dr. N.G.P. Institute of Technology, Coimbatore, India, mohanavels@gmail.com Online published on 7 April, 2017. Abstract Over the past two decades, there has been a rapid rise of multinational companies from the emerging markets. Most Emerging Market Multinational Corporations (EMNCs) faced challenges in fending off competition from foreign MNCs in the home-market and expanding into foreign markets. Indian market is becoming global and Indian companies have to succeed domestically and globally. Visionary leadership and their decision to pursue opportunities in the world competitive markets were critical to their success. Firms have also displayed remarkable resilience and consistency in their performance to achieve phenomenal growth. A commitment to serve demanding customers of the advanced markets with a willingness to learn and critically invest in developing the requisite competencies characterizes the successful companies. In India, EMNCs took advantage of the large home-market and the availability of low-cost skilled and unskilled labour. Some firm-specific-advantages of Indian MNCs are products specifically targeted to emerging markets, manufacturing and process excellence, converting limitations to strength and conventional tangible assets. Indian management talent, scientists and legal brains, all of international caliber that cannot be found anywhere else in the world is the ‘India Advantage’. India has enormous marketing talent and a reasonably good record of building brands. Most centralized foreign companies entering India entrust marketing to local managers. Top Keywords global market, country specific advantage, firm specific advantage, strategy, brand. Top |