More from these Authors

• Module Note | June 2019

  Purpose Brands

  Rory McDonald, Clayton M. Christensen and Shaye Roseman

  Citation:

  McDonald, Rory, Clayton M. Christensen, and Shaye Roseman. "Purpose Brands." Harvard Business School Module Note 619-075, June 2019.  View Details

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• Article | Harvard Business Review | January–February 2019

  Cracking Frontier Markets

  Clayton M. Christensen, Efosa Ojomo and Karen Dillon

  Executive Summary:
  With emerging-market giants such as Brazil, Russia, India, and China experiencing slowdowns, investors, entrepreneurs, and multinationals are looking elsewhere. They’ve been eyeing frontier economies such as Nigeria and Pakistan with great interest—and enormous trepidation. Can one find serious growth opportunities amid extreme poverty and a lack of infrastructure and institutions?
  The answer, the authors argue, is yes. The key lies in market-creating innovations: products and services that speak to unmet local needs, create local jobs, and scale up quickly. Examples include MicroEnsure, which has made insurance affordable for 56 million people in emerging economies, and Galanz, which has brought microwave ovens to millions of Chinese consumers previously considered too poor to buy such an appliance.
  What’s more, the essentials of development can be “pulled in” by market-creating innovators—and over time, governments and financial institutions tend to offer their support.

  Keywords: Emerging Markets; Market Entry and Exit; Growth and Development Strategy; Demand and Consumers; Innovation and Invention; Development Economics;

  Citation:

  Christensen, Clayton M., Efosa Ojomo, and Karen Dillon. "Cracking Frontier Markets." Harvard Business Review 97, no. 1 (January–February 2019): 90–101.  View Details

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• Case | HBS Case Collection | September 1995 (Revised December 2018)

  Managing Innovation at Nypro, Inc. (A)

  Clayton M. Christensen and Rebecca Voorheis

  Nypro is the world's leading injection molder of precision plastic parts, operating a global network of 21 plants. Nypro's strategy is for each plant to offer identical capabilities, because its customers are global companies with worldwide sourcing needs. The case describes the way Nypro manages product and process innovation across the global plant network.

  Keywords: Globalized Firms and Management; Innovation and Management; Operations; Performance Consistency; Manufacturing Industry;

  Citation:

  Christensen, Clayton M., and Rebecca Voorheis. "Managing Innovation at Nypro, Inc. (A)." Harvard Business School Case 696-061, September 1995. (Revised December 2018.)  View Details

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