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Daikin Airconditioning India Pvt. Ltd.: Expanding Markets from India to Africa and the Middle East

內容大綱
In March 2023, Daikin India had reached the milestone of US$1 billion in turnover. It aimed to surpass $2 billion in the next three years. It had fared poorly in the Indian market since its entry in 2000, but after joining the company in 2010, Kanwal Jeet Jawa, the first Indian and inpatriate on the Japanese board of directors, had turned around Daikin’s Indian subsidiary. Did Daikin’s decision to make India an export hub and to replicate the Indian model for Africa and the Middle East make sense? What role should India play in Daikin’s response to the “China plus one” strategy? Given that the AC industry grew through incremental innovation, how could Daikin compete with its rivals and grow sustainably in India and other emerging markets?
學習目標
The case is intended for senior undergraduate or graduate-level courses on global business strategy, international market entry, competitive strategies, and doing business in emerging markets. After working through the case and assignment questions, students will be able to do the following:<br><br><ul><li>Identify the factors critical to successfully doing business in emerging markets.</li><li>Evaluate the strategy for expanding internationally from one emerging market to other emerging markets.</li><li>Analyze the impact of geopolitical tensions on the sustainability of the global supply chain.</li><li>Evaluate the role of technological innovation in sustainability strategy to gain and maintain competitive advantage in emerging markets.</li><li>Recommend a strategy for developed market multinationals to compete and grow sustainably in emerging markets.</li></ul>
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