Bosch was analyzing the best location to develop a new anti-lock braking system (ABS) platform for low-price vehicles to serve the Chinese market and other developing markets. They were considering their Suzhou development site in China or their site in Yokohama, Japan. The Suzhou site offered lower costs, a growing market, and proximity to local customers in China, while the Yokohama site had more engineering experience but higher costs. Organizing global R&D presents challenges around capabilities, costs, intellectual property protection, and balancing home-based exploiting versus augmenting sites. Bosch addresses these challenges through strategies around cost leadership, differentiation, and innovation coupled with effective global operations.
Bosch was analyzing the best location to develop a new anti-lock braking system (ABS) platform for low-price vehicles to serve the Chinese market and other developing markets. They were considering their Suzhou development site in China or their site in Yokohama, Japan. The Suzhou site offered lower costs, a growing market, and proximity to local customers in China, while the Yokohama site had more engineering experience but higher costs. Organizing global R&D presents challenges around capabilities, costs, intellectual property protection, and balancing home-based exploiting versus augmenting sites. Bosch addresses these challenges through strategies around cost leadership, differentiation, and innovation coupled with effective global operations.
Bosch was analyzing the best location to develop a new anti-lock braking system (ABS) platform for low-price vehicles to serve the Chinese market and other developing markets. They were considering their Suzhou development site in China or their site in Yokohama, Japan. The Suzhou site offered lower costs, a growing market, and proximity to local customers in China, while the Yokohama site had more engineering experience but higher costs. Organizing global R&D presents challenges around capabilities, costs, intellectual property protection, and balancing home-based exploiting versus augmenting sites. Bosch addresses these challenges through strategies around cost leadership, differentiation, and innovation coupled with effective global operations.
Global Product Development Strategy at Bosch (ESMT-312-0130-1)
EMBA Class of March 2014 Page 1
Group 1. GangNam Economics : Dian Budiani - Donggu Lee - Dwisesanti - Eddy Prabowo Hayriantira - oe !artin Analyze the foundation to choose the right location for the development of the new anti-lock braking system (ABS platform for the low-price vehicle (!P" to serve# first and foremost# the $hinese market# but also in the long run other developing markets in Asia Pacific# South America# and even Africa% 1. E"amine t#e ro$e o% $ow-cost mar&ets %or #ig#-tec# companies' E"p$ain' &igh-tech $ompany is a company that using a cutting edge technology in their product# in this case are ABS technology% A disrupti(e inno(ation is an innovation that helps create a new market and value network# and eventually disrupts an e'isting market and value network (over a few years or decades# displacing an earlier technology% (he term is used in business and technology literature to describe innovations that improve a product or service in ways that the market does not e'pect# typically first by designing for a different set of consumers in a new market and later by lowering prices in the e'isting market% !earn from what Bosch did in )ndia to develop a new *$+# (he ,-. team in Suzhou can also use the same concept for &ydraulic +nits and /heel speed sensor with lower cost so it will create new product and competitive advantage (Approach 0
ECONOMICS FOR EXECUTIVES (AFE228) Group Case Study : Global Product Development Strategy at Bosch (ESMT-312-0130-1)
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). *na$y+e t#e growing importance o% $ow-cost segments, bot# in de(e$oping countries and in de(e$oped mar&et suc# as in Europe and t#e -.'
Accenture on one of the article stated1 )n the new competitive reality# companies must develop and innovate products specifically for and in emerging markets# and look for opportunities to leverage those products back to the developed world% )n economics# B,)$ is a grouping acronym that refers to the countries of Brazil# ,ussia# )ndia and $hina# which are all deemed to be at a similar stage of newly advanced economic development% See from the picture# *arly stage $ountry has bigger portion of !ow $ost and also in Advanced stage like *urope and the +S to be more competitive% )n *merging countries# price level is 23-435 lower for 6id-price segment% And this can be the !ow-Price segment in developed 6arket% (herefore the )nnovation breakthrough for low cost strategy become crucial in *merging country like $hina%
ECONOMICS FOR EXECUTIVES (AFE228) Group Case Study : Global Product Development Strategy at Bosch (ESMT-312-0130-1)
EMBA Class of March 2014 Page 2
/. E"p$ain0ana$y+e t#e ro$e o% t#e .u+#ou site' 1#y it is wort# considering %or Bosc# to de(e$op *B.2 .134 ana$ysis comparison 7actors Suzhou .evelopment site 8okohama development site Strength 1% 9rowing pro:ect handle in development center% 0% ,-. cost 45 of sales in 033; 2% *nginner cost <35 compare to =apan in 033> <% ,-. head (!i $hen 1 deep product knowledge# spent many years in engineering department# easily engage with the team because he is $hinese# good with local customer 1% Pillar of the $$ engineering organization 0% Biggest engineering center outside 9ermany 2% 9ood product knowledge and focus on customer needs
/eakness 1% !acking of deep knowledge re?uired for develop a new platform
1% ,-. cost in =apan already reach very high level 0% ,-. cost 4%@5 of sales in 033; Apportunity 1% 6arket growth 0% /as push to build the competencies of other regional ,-. center 2% ,-. in china are e'pect to be independent in dealing with local customer pro:ects 1% &ybrid and *lectronic "ehicles (hreat )ntellectual property issues &igh investment due to product comple'ity
ECONOMICS FOR EXECUTIVES (AFE228) Group Case Study : Global Product Development Strategy at Bosch (ESMT-312-0130-1)
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Bosch development strategy applies 13 key factors for sustainable business success consists of1 1% .ecision power in region 0% 6arket oriented product 2% &igh share of local value add <% &igh share of local supply @% Substantial local ,-. activities 4% !ocal management ;% $ontinues capital e'penditure >% $onsistent competence management B% ,elationship management 13% $ontinuity%
5. E"p$ore t#e c#a$$enges o% organi+ing 67D on a g$oba$ sca$e' 8n doing so, use a certain ana$ytica$ too$ we #a(e discussed in t#e c$ass. 1#at di%%erence9s: is 9are: t#e ro$e o% #ome-based e"p$oiting and #ome-base augmenting 67D sites2 E"p$ain'
(he challenge of organizing ,-. on global scale related to the organizational model# capabilities# cost# trends# and finally protection of intellectual property ()P%
Base on discussion with managers of 21 companies# Anil Curana in his article about strategies for global ,-. Summary of process framework for globalizing ,-. as below%
ECONOMICS FOR EXECUTIVES (AFE228) Group Case Study : Global Product Development Strategy at Bosch (ESMT-312-0130-1)
EMBA Class of March 2014 Page @
/alter Cuemmerle define home base augmenting and home base e'plationg as follow 1 1% &ome base augmenting 1 As overseas ,-. centre which aims to absorb knowledge locally available# create new knowledge and transfer it to the companyDs head?uarters% 0% &ome base e'ploiting ,-. centre1 An overseas ,-. centre which absorbs knowledge from head?uarters and applies it to local manufacturing and marketing activities%
)n the below picture Cuemmerle e'plaining further about phase in establishing new ,-. sites and how information flow between home base and foreign ,-. sites
ECONOMICS FOR EXECUTIVES (AFE228) Group Case Study : Global Product Development Strategy at Bosch (ESMT-312-0130-1)
EMBA Class of March 2014 Page 4
;. De(e$op your competiti(e ad(antage 9<*:-base ana$ysis o% *B.= Bosc# t#at $in& between business strategy and tec#no$ogy strategy and #ow t#is is managed on a g$oba$ sca$e2
Based on porter competitive advantage there are < pillars can be divided as1 1% $ost !eadership Strategy# create new ABS unit through innovation# that had lowering the cost of production and economic of scale# where this idea can happen because growing of china car market% 0% .ifferentiation Strategy# create an ABS product for minibus that in 033; had 1 million units sale and the most top growing car sales because of low price% 2% )nnovation Strategy# using disruptive innovation to develop new ABS unit% <% Aperational *ffectiveness Strategy# ,-. development focus in Suzhou and start to finding a suppliers of material needed for new product development%
.iagram of basic competitive advantage
ECONOMICS FOR EXECUTIVES (AFE228) Group Case Study : Global Product Development Strategy at Bosch (ESMT-312-0130-1)
EMBA Class of March 2014 Page ;
3t#er prob$em cou$d arise are o(ercome t#e inte$$ectua$ property rig#t, we can c#oose eit#er going to o%%s#ore or outsource and protecting data $ea&age base on be$ow %igure :
ECONOMICS FOR EXECUTIVES (AFE228) Group Case Study : Global Product Development Strategy at Bosch (ESMT-312-0130-1)
EMBA Class of March 2014 Page >
6e%erences : Churana# Anil# Strategies for 9lobal ,-. ,atnapharke# "i:ay# )ndia 7uture of $hange1 .esign and )nnovation E$hange .rives !iddell# 6aurice =# Protecting )ntellectual property1 )dentifying and preventing data leakage http1FFen%wikipedia%orgFwikiF.isruptiveGinnovation 6arkus# Bube# Bosh .evelopment strategy 6undim#Ana H Sharma#6itali H Arora#Praveen H 6c6anus#,yan 1 *merging-markets Product .evelopment and )nnovation (he Iew $ompetitive ,eality