Rethinking Innovation and Design for Emerging Markets : Inside the Renault Kwid Project

Content: Cover
 Half Title
 Title Page
 Copyright Page
 Table of Contents
 About the Authors
 Foreword
 Introduction
 Part I: Incredible Kwid
 Chapter 1: Upstream Exploration: April 2010-October 2011
 1.1 A Growth Strategy with Echoes of 1995
 1.2 The Need for Coordination Within the Renault-Nissan Alliance
 1.3 The Key Role of an Integrated Exploratory Approach: LCI
 1.4 The Alliance Converges on a Strategic Scenario
 1.5 Convergence Driven by XBA
 Chapter 2: From Definition to Confirmation: A Unique and Independent Approach (October 2011-July 2012)
 2.1 Formation of the 2ASDU Team 2.2 Confirming the "2ASDU Way"Chapter 3: Product-Process Development: Spring 2012, Autumn 2013
 3.1 Target-Based Cost Control
 3.2 Adjusting Specifications According to the Local Market
 3.3 To Save a Few Rupees More
 3.4 Hitting Deadlines Under "Design to Cost"
 3.4.1 Converging on a Style: An Early but Adjustable Freeze
 3.4.2 Extended Supplier Relationships
 Key Dates Driven by Achieving Targets
 3.5 The New Powertrain Plant: An Example of Frugal Industrial Investment
 3.5.1 A Plant Without Walls or Doors
 3.5.2 Deconstructing the Guidelines
 3.5.3 Targeted Innovations 3.5.4 Machine Installation: Compactness, Flexibility, and Manual Transfers3.5.5 The Vehicle Plant: Difficult Coexistence in the Nissan Site
 3.6 Behind the Scenes in India
 3.6.1 No Plant Is an Island
 3.6.2 Lean Production Versus Indian Administration
 Chapter 4: Supplying from India
 4.1 Indianization
 4.2 Three Supplier Stories
 4.2.1 Supplier A
 4.2.2 Supplier B
 4.2.3 Supplier C
 4.3 Supplying in the Chennai Region
 Chapter 5: Investment Decisions at Industrial Start-Up and Ramp-Up: July 2013-June 2016
 5.1 Responding to Risks
 5.1.1 Development of Crash Safety Performance 5.1.2 Acoustics5.2 Project Commando Meets Plant Bureaucracy
 5.3 Leveling the Competitiveness of the Plant
 Chapter 6: The Commercial Launch of Kwid in India: March 2015-June 2016
 6.1 Lessons Learned from Entry
 6.2 Indianizing the Business
 6.3 Throwing Down the Gauntlet to Maruti and Hyundai
 6.4 Success Comes at a Price
 Chapter 7: Prospects for International Deployment of a New Lineage: 2016 and Beyond
 7.1 A Difficult Transition: The End of a Project and the Birth of a New Lineage
 7.2 Kwid's Indian Product Lineage
 7.3 International Expansion Plans Confirmed 7.4 Brazil: The First International DeploymentPart II: Fractal Innovation, Frugal Engineering, and Emerging Countries Growth Strategy
 Chapter 8: Fractal Innovation and Creative Product Development
 8.1 Fractal Innovation
 8.2 Organizational Conditions of Fractal Innovation
 8.2.1 Concurrent Engineering
 8.2.2 Intrusive Management
 8.2.3 Heavyweight Project Management
 8.3 The Dynamics of Fractal Innovation and Design Processes: The Return of Creative Product Development
 Chapter 9: The Maturation of a "Trickle-Up" Approach of the Automobile at Renault
 9.1 Renault: Built to be Ambivalent