Frugal Innovation in Healthcare: How Targeting Low-Income Markets Leads to Disruptive Innovation
This book focuses on how companies are innovating with regard to the Bottom-of-the-Pyramid (BOP) − the lowest socio-economic segment, and the organizational conditions they need to be successful. The authors use several examples of disruptive innovations for this market, particularly in the Indian healthcare sector. Low-cost, specialty hospital chains like Aravind Eye Care and Narayana Hrudayalaya have brought down the cost of certain medical procedures significantly. The Indian conglomerate Tata Group and the American healthcare giant GE Healthcare have also developed affordable products targeted at the lowest-income segments in India. The authors present an in-depth analysis of these companies and present their insightful results on disruptive innovation and the ever-challenging BOP market.
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Disruptive Innovations Theory
Methodology and Research Process
Study 1 The Bottom of the Pyramid Market as a Source for Disruptive Innovations
Study 2 Lessons from GE Healthcare How Incumbents Can Systematically Create Disruptive Innovations
Study 3 Lessons from Tata How Leadership Can Drive Disruptive Innovations
Addendum Linking Paradox Resolution and Disruptive Innovations for the Bottom of the Pyramid markets
Discussion of Findings and Conclusion
Appendix A Bottom of the Pyramid Innovations from India Mentioned in Studies by CK Prahalad
Appendix B Interview List Study I
Appendix C Interview List Study II
Appendix D Interview List Study III and Addendum
Appendix E Interview Guidelines
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Frugal Innovation in Healthcare: How Targeting Low-Income Markets Leads to ...
Aditi Ramdorai,Cornelius Herstatt
Недоступно для просмотра - 2016
Academy of Management addressing the BOP AECS affordable Aravind Eye Aurolab Bangalore BOP context BOP markets BOP segment business model C. K. Prahalad challenges Christensen and Bower Christensen and Raynor commercialize disruptive innovations companies concept cost create Danneels developed markets disruptive innovation theory disruptive technology emerging markets established firms executive champion existing explore frugal innovations GE’s global Govindarajan Hart Harvard Business Review Healthcare in India Healthcare’s healthymagination Herstatt high-end hospital chains incumbents industry initial Innovation in Healthcare innovation streams innovator’s dilemma integration Interview Journal of Product jugaad Karnani leverage Management Review MNCs Narayana Hrudayalaya O’Reilly and Tushman organization organizational ambidexterity paradox patients phenomenon poor potential Prahalad product development Product Innovation Management pyramid quality healthcare reverse innovation role rural scholars senior leader social strategy structural Tata Chemicals Tata Group Tata Swach project value network value segment products water filter Wharton School Publishing