The readings dive into the importance of global trends in developing a company’s strategy.
The Mckinsey reading on “Global forces inspiring a new narrative of progress” also dives into the success
of the platform tech companies such as Apple, Amazon, uber, etc. As a person who has lived in India for
21 years and in the US for a while now, I have a good understanding of the differences between both the
markets in a consumer’s perspective. I believe that the major tech companies like Uber and Amazon
have understood the importance of the newly emerging markets (including India) and compete in these
places with a service/product offering that is very different. Uber, for example, has been offering
motorcycle - cab service in Hyderabad, a major city in India. The infrastructure of Indian roads isn’t
planned to accommodate the sudden surge in the number of privately owned cars in the country.
This makes using a motorcycle cost and time-efficient for the people living in Indian megacities.
Uber has been quick in recognizing the trend and in testing a Motor-cycle cab service. Similarly,
Amazon accepts Cash-on-delivery, the most common form of payment in India. Apple has started a
manufacturing unit in India to enable serving the Indian market at a lower price point (by getting around
import tariffs). Hence, I believe that the larger tech companies have been quick to recognize the
developing market and in changing their service offering to suit the needs of the new markets.
The Mckinsey reading on “Global forces inspiring a new narrative of progress” also dives into the success
of the platform tech companies such as Apple, Amazon, uber, etc. As a person who has lived in India for
21 years and in the US for a while now, I have a good understanding of the differences between both the
markets in a consumer’s perspective. I believe that the major tech companies like Uber and Amazon
have understood the importance of the newly emerging markets (including India) and compete in these
places with a service/product offering that is very different. Uber, for example, has been offering
motorcycle - cab service in Hyderabad, a major city in India. The infrastructure of Indian roads isn’t
planned to accommodate the sudden surge in the number of privately owned cars in the country.
This makes using a motorcycle cost and time-efficient for the people living in Indian megacities.
Uber has been quick in recognizing the trend and in testing a Motor-cycle cab service. Similarly,
Amazon accepts Cash-on-delivery, the most common form of payment in India. Apple has started a
manufacturing unit in India to enable serving the Indian market at a lower price point (by getting around
import tariffs). Hence, I believe that the larger tech companies have been quick to recognize the
developing market and in changing their service offering to suit the needs of the new markets.
A major takeaway from the reading is that the converging of Industries is making it challenging yet
important for companies to understand the value they aim to deliver. During my internship over the
summer, I interned at a company that developed a full-stack autonomous software solution.
The company in terms of what it did was a software company that developed software for a
robotics product. However, in terms of the problem that the company was solving, it was in the
transportation industry (In moving a person from point A to point B). The landscape has a mix of
companies that includes traditional automakers (like GM, Ford, Audi), Big tech companies
(like Waymo of Alphabet, Uber ATG), traditional vehicle agnostic solution companies (like Aptiv,
Mobileye) and newer deep-pocketed startups (like Aurora, backed by sequoia capital) all competing
in the autonomous vehicle industry. I believe that it this convergence, the companies must understand
what their differentiating strength is (“What gives this company an unfair advantage?”) and base their
strategy based on that strength of theirs. An example of a company that has recognized its strength
is Aptiv. Aptiv at present has a vehicle agnostic business model and supplies major automakers with
the most advanced ADAS (Advanced driver assistance system). The two unfair advantages the
company has are its state of the art “Computer vision” technology (Computer Vision needs years of
real-world data to be efficient) and its strategic positioning in the value chain (all major automakers
are its existing customers). Aptiv has now partnered with Lyft and is accelerating its growth in the
Autonomous vehicle industry.
important for companies to understand the value they aim to deliver. During my internship over the
summer, I interned at a company that developed a full-stack autonomous software solution.
The company in terms of what it did was a software company that developed software for a
robotics product. However, in terms of the problem that the company was solving, it was in the
transportation industry (In moving a person from point A to point B). The landscape has a mix of
companies that includes traditional automakers (like GM, Ford, Audi), Big tech companies
(like Waymo of Alphabet, Uber ATG), traditional vehicle agnostic solution companies (like Aptiv,
Mobileye) and newer deep-pocketed startups (like Aurora, backed by sequoia capital) all competing
in the autonomous vehicle industry. I believe that it this convergence, the companies must understand
what their differentiating strength is (“What gives this company an unfair advantage?”) and base their
strategy based on that strength of theirs. An example of a company that has recognized its strength
is Aptiv. Aptiv at present has a vehicle agnostic business model and supplies major automakers with
the most advanced ADAS (Advanced driver assistance system). The two unfair advantages the
company has are its state of the art “Computer vision” technology (Computer Vision needs years of
real-world data to be efficient) and its strategic positioning in the value chain (all major automakers
are its existing customers). Aptiv has now partnered with Lyft and is accelerating its growth in the
Autonomous vehicle industry.
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