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"China-based Xiaomi entered India's smartphone industry in 2014. In 2015, it had a meagre market share of 3 per cent, which by the first quarter of 2018 had grown to a 31 per cent market share, making it India's number one smartphone player. Xiaomi was set to expand its offerings to additional product categories in an effort to disrupt the electronics market in India. How had Xiaomi achieved its phenomenal growth in India in just a few years? Would it be able to maintain its brand image of product reliability as it extended its offerings to additional product categories and continued selling at low price points? Could the strategies that had made Xiaomi the number one smartphone player in India also help it to disrupt other product categories?   Boishampayan Chatterjee is affiliated with Institute of Management Technology, Ghaziabad. Anindo Bhattacharjee is affiliated with NMIMS University.  【書誌情報】ページ数：13ページサイズ：A4商品番号：HBSP-W20463発行日：2020/5/29登録日：2021/2/19"
<https://harvard.bookpark.ne.jp/products/hbsp-w20463>