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Robert Bosch Engineering India: Plotting a Growth Strategy
內容大綱
The general manager of an engineering solutions department at Robert Bosch Engineering India, a subsidiary of a major German supplier of automotive components, must expand his department from captive to non-captive (i.e., non-Bosch) business and grow rapidly. He believes that non-linear growth is feasible if he leverages competencies and talent built over the years within his division. He faces complex strategy execution challenges, including challenges related to funding, sales and marketing and the existing captive-oriented culture, in shifting from a captive to non-captive mode of business for growth. The automotive ecosystem, within India and abroad, is rapidly changing with its focus on high technology and offers opportunities while also posing threats. At the same time, senior management’s expectations for the general manager are high. He must decide whether to focus more on the development of non-linear products/services or on captive jobs in order to meet his firm’s revenue goal. He could also adopt a hybrid approach.
學習目標
This case can be used in undergraduate, graduate and executive education programs. It can be used in strategy courses and may also fit in an advanced international business course, where instructors can show how a captive unit abroad can evolve over time to create new standalone business. The key learning objectives are as follows: <br><ul><li>Understanding linear and non-linear business models.</li><li>Assessing opportunities and threats in the rapidly changing automotive industry and the evolving ecosystem of an emerging economy, India, where a German parent company operates through its subsidiary.</li><li>Understanding the strategy execution challenges of a middle-level general manager.</ul></li>