Mahindra USA Inc. is now a case study on Reverse Innovation at Tuck Executive Education. The honor came after being featured by the Professor Vijay Govindrajan at the Tuck School of Business at Dartmouth College, in his book titles Reverse Innovation: Create far from Home, profiles that companies that have emerged as leader in the reverse innovation field.
Commenting on the topic Prof. Govindrajan said that Mahindra USA case study is a great example and will help the senior leaders at the executive program to learn about the challenges that they will be facing on road to innovation. The extent of the diversity in which the executives will have to work requires adaptation and improvisation. The Mahindra story can tell them that they can be both disciplined and flexible while perusing reverse innovation.
Mahindra USA entered into the US tractor market back in 1994 and since then it has established itself as the key player in the segment with its marketing strategies. Instead of launching bigger products to compete with the market leaders it simply targeted small agricultural segment. It then coupled the relationship with dealers, customers and community members that helped it to grow in the market.
Reverse innovation is actually the innovation that is adapted first in a developing scenario. This counters the dominant innovation pattern that originates in developed worlds and later flows to the developing nations. This approach has helped MUSA to grow with the rate of over 40 percent from 1999 to 2006.