| Budget Amount *help |
¥3,900,000 (Direct Cost: ¥3,000,000、Indirect Cost: ¥900,000)
Fiscal Year 2016: ¥910,000 (Direct Cost: ¥700,000、Indirect Cost: ¥210,000)
Fiscal Year 2015: ¥910,000 (Direct Cost: ¥700,000、Indirect Cost: ¥210,000)
Fiscal Year 2014: ¥2,080,000 (Direct Cost: ¥1,600,000、Indirect Cost: ¥480,000)
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| Outline of Final Research Achievements |
The cycle manufacturing in Ludhiana, Punjab, India has seen its stagnant growth in terms of production, innovation and new products development. Family business culture there and inactiveness of industry association cause the issue. Also, the leading firms of the supply chain, big assemmbly cycle companies, play less leadership towards the more innovative development of the industry, although, needless to say, the road infrusructure in the country is not proper to foster 'green and healthy' bike riding culture.
On the other hand, the pumps manufacturing industry in Coimbatore, Tamil Nadu, shares such similar aspects with the Ludhiana's cycle industry as numerous and variety of firms in terms of scale, technology and branding, family business culture. However there is more cooperative culture among firms than in Ludhiana, part of which may be arising from the difference of business community backgrounds as H. Damodaran points to.
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