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Amazon and Walmart, with more than half a trillion in revenues annually, are the two largest companies in the world. They have not only redefined the retail industry—Walmart in the 1980s/1990s and Amazon since 2000—but have also been the benchmark for business best practices (e.g., the use of IT, supply chain, data analytics, customer orientation). This year, it is anticipated that Amazon will dethrone Walmart as the world’s largest company, a position that Walmart has occupied for more than two decades. By examining these two companies and their business models in depth, Professor Nirmalya Kumar elucidates on the more general phenomenon of incumbents competing with disruptors (e.g., Volkswagen vs Tesla, Marriott vs Airbnb) as well as the move to omnichannel retail where physical stores must coexist with online retailers.

In economic downturns, the marketing budget is often the first to get slashed. Why? Because many CEOs believe that marketing is unable to deliver results where it counts: the bottom line. Nirmalya Kumar argues that marketing's future depends on altering its function and mindset to address the burning questions CEOs care about most. Kumar, who counsels top executives at multinational corporations, challenges marketers to change their role from tactical implementers of traditional marketing functions-;like advertising and promotion-;to strategic coordinators of organization-wide, transformational initiatives aimed at profitably delivering value to customers. Kumar outlines seven strategy-focused, cross-functional, and bottom-line oriented initiatives that can put marketing back on the CEO's agenda-;and elevate its role in shaping the destiny of the firm.

Written by the world's leading thinkers on brand strategy, this book looks at what Asian and emerging market brands need to do to succeed in international markets and the challenges they face when competing with western brands.

By examining these two companies and their business models in depth, Professor Nirmalya Kumar elucidates on the more general phenomenon of incumbents competing with disruptors (e.g., Volkswagen vs Tesla, Marriott vs Airbnb) as well as the move to omnichannel retail where physical stores must coexist with online retailers.

When the Indian auto manufacturer Tata Motors bought the iconic Jaguar and Land Rover brands - complementing the Nano, its own innovative $2,500 car - it opened up a new chapter in India's economic story. In the coming years, such Indian multinationals as Bharat Forge, Hindalco, Infosys, Mahindra, and Suzlon will increasingly be making acquisitions and building their brands in Western markets. Never heard of them? Then read this book. India's Global Powerhouses introduces you to the India's preeminent global companies and explains how they differ from their international rivals. The book profiles India's pioneering multinationals in detail, describing their transformation from leading domestic players to evolving global giants, as well as their unique approaches to globalization. Every manager should understand the histories and the business trajectories of these prospective competitors, collaborators, and customers--whose names will soon be as familiar to us as Honda, Lenovo, and Samsung.

Thanks to its ability to innovate, the developed world will always have a distinct advantage over the developing world, right? Not according to leading management experts Nirmalya Kumar and Phanish Puranam. In India Inside, the authors draw on their research to show how India is already turning this assumption on its head—often in ways invisible to consumers in the developed world. Through their research and extensive interviews with India-based executives from such companies as AstraZeneca, GE, Infosys, Intel, and Wipro, the authors unveil the dramatic rise in invisible innovation occurring in India—from B2B products and R&D outsourcing to process and management innovation. The book also illuminates Indian companies’ growing ability to innovate consumer products that are compact, low-cost, efficient, and robust in the face of harsh environmental conditions. The authors’ analysis makes clear that for certain kinds of innovation, the long-held monopoly of the developed world is over. India Inside provides a wake-up call for executives and policy makers in the developed world and a clear-eyed view of both the challenges and opportunities facing multinationals seeking new sources of innovation in the future.

The growth in private labels has huge implications for managers on both sides.

Do your salespeople feel under extreme pressure to retain accounts or gain new business at any cost? If so, you may be leaving big money on the table. Consider the integrated-circuit supplier representative who lost $500,000 of potential profit on a single transaction, just to "win" a deal that he would have closed anyway at the higher price. Do not make price concessions. Become a value merchant instead. In this authoritative book, James Anderson, Nirmalya Kumar, and James Narus explain how companies in business markets can use customer value management techniques to estimate the value of your market offerings, create value propositions that resonate with your customers, and maximize the return you will get on the superior value that you deliver. Drawing on extensive research and detailed case studies of companies like Sonoco, Tata Steel, and Quaker Chemical, Value Merchants will change the mindset and behavior of your executives, sales management, representatives, and marketers—as well as your customers.

Description: Knowledge, Truth and Realism is a collection of essays written by Pranab Kumar Sen over a period of ten years (from 1989 to 1998). The essays deal mainly with issues in Philosophy of Language and Theory of Knowledge from the standpoint of analytical philosophy. They bring forth Sen's realist philosophical position and his attempt to weave together specific questions concerning meaning, reference, truth, knowledge and objectivity in this realistic framework. By responding to and by making use of the ideas of Philosophers like, Gottlob Frege, Ludwig Wittgenstein, W.V. Quine, Donald Davidson, Peter Strawson, H.P. Grice, Michael Dummett, John McDowell, Sen develops his distinctive theory of meaning and understanding along with his theory of knowledge/knowing. In doing so he also addresses the larger issue regarding the nature of philosophical analysis. The essays are a testimony to the painstaking and lifelong engagement of the Philosopher with some of the central and contemporary debates in analytical philosophy.