Suchergebnisse

Contents -- List of Figures -- List of Tables -- 1: Conceptualizing Housing for All -- 1.1 Introduction -- 1.2 BRICS: The Context for the Book -- 1.3 Housing as a Bundle of Opportunities -- 1.4 Definition of Housing -- 1.5 Conceptual Framework for Housing for All -- 1.6 Conclusion -- References -- 2: Brazil's Tryst with Housing -- 2.1 Introduction -- 2.2 Stages of Urbanization -- 2.2.1 Brazil's Urban Explosion: 1930-1960 -- 2.2.2 Centrally Planned Urbanization: 1964-1985 -- 2.2.3 Post-1980s Decline in Urban Concentration -- 2.3 Housing Needs

Intro -- Preface -- Acknowledgements -- Contents -- About the Author -- Abbreviations -- Part I: Capacity Crisis -- Chapter 1: Disasters and Capacity Development Mirage -- 1.1 Growing Disaster Impacts -- 1.2 Country-Level Disaster Impacts and Capacity Building Programs -- 1.3 Capacity Development Mirage -- 1.4 Breaking the Capacity Development Mirage -- References -- Chapter 2: Capacity Crisis After the 2001 Earthquake in Gujarat, India -- 2.1 Why Focus on the 2001 Earthquake of Gujarat? -- 2.1.1 India: Increasing Population and Disaster Impacts -- 2.1.2 Gujarat: One of India's Most Progressive States -- 2.1.3 Kutch: Historically Prone to Earthquakes -- 2.1.4 The 2001 Earthquake in Gujarat -- 2.2 Capacity Crisis and Capacity Building After the 2001 Earthquake -- 2.2.1 Government and Donor Responses -- 2.2.2 Design of Capacity Development Project -- 2.2.3 Policy and Institutional Changes After the 2001 Earthquake -- 2.2.3.1 National Level Changes -- 2.2.3.2 Changes in Gujarat State -- 2.2.4 Is Kutch Any Safer than in 2001? -- References -- Part II: Effective Capacity for Managing Disasters -- Chapter 3: Understanding Capacity Development -- 3.1 Definitions and Evolution of the Capacity Development Concept -- 3.2 Capacity Development Approaches -- 3.2.1 Current Capacity Development Tools and Approaches Leading to Development Mirage -- 3.2.1.1 Transfer of Best Practices -- 3.2.1.2 Top-Down Approaches -- 3.2.1.3 Supply-Driven Approaches -- 3.2.1.4 Scope of Capacity Development Programs -- 3.2.2 Missing Success Ingredients -- 3.2.3 Conceptual Models -- 3.3 Capacity Development Process -- 3.4 Capacity Development: From a Buzzword to a Comprehensive Theory of Reform -- References -- Chapter 4: Capacity for Managing Disasters -- 4.1 The Need for Capacity Development in Disaster Risk Management -- 4.2 Key Terms and Concepts -- 4.2.1 Disaster.

How can a place be built and managed so that it is safe for people to live? Ironically, many governments and citizens keep on asking the same question after every new disaster. Why, even with high levels of investment in increasing government?s capacity to manage disasters, do the impacts of disasters continue to increase? What can the governments do differently? What is the role of local communities? Where should aid agencies invest? This book looks into these critical questions and highlights how current capacity development efforts might be resulting in the opposite?capacity crisis or capability trap. The book provides a new approach for understanding and developing effective local capacity for reducing and managing future disaster impacts.

"Addressing various aspects of supply chain management, this book describes the coordination between various elements in supply chain and optimizes the problem using both conventional and evolutionary approaches. It considers different models in the supply chain such as the transportation model, facility location model, assignment model, and planning and scheduling models. The text presents diverse technologies like RFID tags for detection of flow of particular item in the supply chain network. It also addresses the use of artificial intelligent optimization techniques in different types of supply chain problems and the use of specific coordination mechanisms and different analytical models"--

India has emerged as a vibrant and versatile source for cost effective, "disruptive innovations" of various varieties. Price-sensitive consumers in a large and growing market keep inducing firms to apply "frugal engineering" for creating affordable products and services without compromising excessively on quality. Because, as The Economist asserts: "Frugal does not mean second-rate". Such innovations are characterized by high affordability, robustness, and "good enough" quality in a volume-driven market. Resource constraints motivate firms and entrepreneurs to think out-of-the-box. The trick lies in creating solutions that are able to circumvent given environmental constraints in a cost effective way. India's large and enormously young population faced with limited budgets, but well-endowed with high aspirations, provides an ideal experiment ground for many firms. Solutions created for the Indian market are often suitable for other developing countries in Asia, Africa and Latin America that frequently face similar socio-economic conditions. In some instances they succeed even in developed country markets by enabling significant cost reductions. This emergence as a hub for "frugal innovations" possibly suggests a "lead market" role for India. On the other hand, lead markets, as understood today, are characterized by high per capita income, great customer sophistication and high quality infrastructure. Such assumptions imply that lead markets, almost by default, can only exist in economically developed countries because only they can finance the development effort. Using two anchor-cases of product innovations aimed at price-sensitive segments in India we generate preliminary evidence to challenge some of the core assumptions of the "lead market" theory and propose that lead markets can emerge in developing countries too because market attractiveness (e.g. volume of demand, export possibilities) and technological capabilities are able to offset many other deficiencies. The supposed absence of customer sophistication is channelized into a challenge for supplier-side sophistication to design cost effective, "good enough" solutions ("low-cost, thin-margin") that can meet the aspirations of consumers in a highly competitive market. In order to master this challenge companies need access to a competent and sufficiently large technical base with first-hand knowledge of the ground situation of targeted customer groups ("social capital"). -- Lead Markets ; Frugal Innovations ; India ; Globalization of Innovation ; Internationalization of R&D

This study builds on our previous work, which had questioned the validity of certain assumptions of the lead market theory in the face of changing ground realities in a globalized world. Sustained economic growth and proven technological capabilities in some "emerging economies" like China and India call for a reassessment of the appropriateness of the "conventional wisdom" that had held true until recently. While our previous study had "re-built" a theoretical background of the lead market model by introducing new elements, and doing away with certain others, with the help of two in-depth case studies; the purpose of the present study is to specifically assess India's potential as a lead market for cost-effective frugal innovations. The study crystallizes the inherent characteristics of frugal innovations, their development process and market success in the domestic and overseas markets by analyzing four successful product innovations from selected industries in India. The factors identified thus are then incorporated in the theoretic model to derive propositions about India's lead market potential. Whereas affordability and economies of scale have traditionally constituted the primary concern for frugal innovations, an increasing shift towards "value proposition" is identified. Intensifying competition and growing customer aspirations are changing the nature of frugal innovations. The hitherto unserved customer demands attractive designs and modern technologies to come out of his shell of "non-consumption". Our research confirms that frugal innovations can benefit end-consumers and firms, simultaneously. Better-designed products also have positive impact on the lead market potential, creating a virtuous cycle. The study also discovered that the increasing need for sophistication coupled with continued cost pressures is shifting the product development processes into the domain of "open global innovation", which also helps reduce the negative country-of-origin effects faced by developing countries. The research would have implications for location decisions in setting up global innovation/R&D activities.

Access to "lead markets" is generally regarded as an important driver of the increasing globalization of innovation since these are considered to be early indicators for emerging customer needs. They are traditionally thought to exist in economies with high per capita income, sophisticated markets and high international visibility. We, however, propose that there is an increasing evidence of lead market tendencies in some emerging economies, e.g. India. We undertake a literature review to crystallize the need for an update/extension of the existing model to better reflect the changed ground realities and propose that factors such as voluminous markets, strong technological capabilities, and favorable government policies may be able to offset some of the disadvantages rooted in traditional deficiencies of developing economies. Engaging a developing country lead market may be useful for firms in securing better access to markets at the bottom of the economic pyramid, worldwide. -- Lead Markets ; India ; Globalization of Innovation ; Internationalization of R&D ; Frugal Innovations