In India, it has become imperative for multinational corporations (MNCs) to succeed in the value segment. Based on a longitudinal case study of Volvo Bus and understanding the introduction of a value product as a subsidiary initiative, we take an internal perspective highlighting the interaction between the headquarters and the local subsidiary. We find that recurring resistance of the corporate immune system—as a political intervention or lack of resources and support—is a major hindrance for the introduction of a value product; this results in the MNC distancing itself from the value product opportunity over time.

中文翻译：

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在印度推出价值产品期间的总部-子公司互动

在印度，跨国公司 (MNC) 必须在价值领域取得成功。基于沃尔沃客车的纵向案例研究，并理解作为子公司计划引入价值产品，我们采用内部视角，强调总部与当地子公司之间的互动。我们发现，企业免疫系统的反复抵制——作为政治干预或缺乏资源和支持——是引入价值产品的主要障碍；随着时间的推移，这会导致跨国公司远离价值产品机会。