Showing posts with label Thailand. Show all posts
Showing posts with label Thailand. Show all posts

Monday, March 11, 2013

The Initial surge of Canon in India

Kensaku Konishi has been leading the Initial surge of Canon in India that began from 2006, A surge he attributes to Major Strategic Realignments and the Aggressive Pursuit of Localised Campaigns. In this Exclusive Discussion with Virat Bahri, He talks about the Company’s long term plans in India and the Recent Key Initiatives being taken to Build on The Initial Momentum.

B&E: Companies like LG and Samsung moved into manufacturing when the Indian market became substantial. Do you have any similar plans?
KK: Canon products are smaller with higher value. Our conditions for setting up a factory are as follows – once we set up a factory, it will not only be for that particular domestic market, but all over the world. When we evaluate India in that context, basic infrastructure is not catering to our demand like regulation, transportation, ports et al. Competition is not only there in India but Malaysia, Vietnam, Thailand and even China. Thus, there is no schedule to open a factory in India. The closest plants are in south east and East Asia – China, Malaysia, Thailand, et al. Work force is not a problem. Indian people have the capability and creativity. The issues are beyond that.

B&E: You will be doing up to 100 launches this year. Why is this necessary and what is the direction that innovation is taking in the camera category for Canon?
KK: All Canon products are digital. Fortunately or unfortunately, the product cycle is getting shorter. For analogue cameras, one product lasted for around 3 years. In digital cameras, the lifecycle is around one year. The young generation wants to buy every six months. We make these launches for stimulation of the market, technical advantage and also with a view of competitors. In terms of innovations in cameras, people linked innovations to megapixels earlier. Now megapixels are big enough. Too many megapixels implies problems in handling the data. Now the key focus is high sensitivity. Even in dark conditions or twilight conditions, we try to make good pictures. We need to have high sensitivity cameras that adjust to such conditions just like our eyes do. We are trying to make zero-failure cameras. In any situation, all that people need to do is to click. The camera will automatically adjust and provide good pictures.

B&E: You have seen different markets while working with Canon. What, according to you, are the unique facets about working in the Indian market and with Indian people?
KK: I have been with Canon for over 30 years, and seen different markets (like Hong Kong and Singapore). The Indian customer is, in one word, pretty diverse. We have to be focussed and put resources in particular areas in order to succeed in India. Some markets are very aggressive, while some are relatively conservative. There are a lot of shopping malls in the south and west, as well as Gurgaon and Noida; but not so much yet in Kolkata. Language, culture and background also affect consumer behaviour. We have realised the need to allow the local or regional branch to decide their campaigns as much as possible. Headquarters cannot control everything. And sometimes in national campaigns, we have not done so well.

Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles




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Monday, January 21, 2013

If Japan can, so can we

INDONESIA, PHILIPPINES & VIETNAM WERE FAMED TO BE FOLLOWING THE JAPANESE GROWTH PATH... THEY TOOK THE COMPARISON TOO SERIOUSLY WE GUESS. BY VIRAT BAHRI

Looking for vulnerable economies post the devastating global crisis of 2008? You can safely look forward to pay dirt in Southeast Asia. Memories of the 1997 crisis, and how the group of 6 – Indonesia, Malaysia, Philippines, Thailand & South Korea – suffered in its wake – are still fresh in the minds of people. Before 1997, these were the new beacons of capitalism and free markets. Within two years, they became the most embarrassing symbols of what could go terribly wrong with the ‘American way’.

Structural weaknesses in these economies remain, particularly with their financial systems; and with what Nobel Prize winning economist Paul Krugman had referred to as the myth of the East Asian miracle. He made the argument prior to the East Asian crisis, when he said that their growth was growth in factor productivity (labour and capital) and not led by technical innovation. Thanks to the seasonal nature of rice farming, the people of these countries quickly adapted to assembly line manufacturing, but the services and distribution sectors remained weak. This was aptly illustrated in Indonesia, for instance, where there were some 850 banks before the 1997-98 crisis and 800 collapsed during the crisis! And as China became a fiercely competitive manufacturing giant, these economies saw themselves in trouble; also because they had developed little expertise in trading and financial services.

With respect to the current situation, three economies from Southeast Asia qualify as the red flag economies – Indonesia, Philippines and Vietnam. Prof. Edward Lincoln, Clinical Professor of Economics, NYU Stern, does point out that these economies “have come through the current recession with positive economic growth.” But the internal risks are still on a high pedestal.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
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