May 27 2014
Mr. K V Rao, Resident Director, ASEAN, Tata Sons
and a distinguished alumnus of Indian Institute of Foreign Trade (IIFT) spoke in his personal capacity. He felt that Mr. Modi has all that it takes to make it happen in India. He has the conviction and courage to make reforms. However, he pointed out that Modi has to contain certain elements that are corrupt and those that raise non-issues. Pointing out that Mr. Modi made a fine start on Pakistan, he felt that there should be less jingoism and more respect for the neighbours. (views expressed here are his personal views and not those of his employers.)
May 25 2014
Vijay Iyengar is the former Chairman of Singapore Indian Chamber of Commerce and Industries. He is a prominent commodity trader in Singapore and is the Founder and Chairman of Agrocorp International. Vijay has hosted Mr. Modi in Singapore and had met him in Gujarat as part of the delegation from Singapore. He is confident that Mr. Modi can deliver. He expects that Singapore will figure prominently in Mr. Modi's look east policy.
Mrigank expects Modi to take some tough political decisions. He feels Modi has the personality and guts to do it. On the other hand, Mrigank would like to see Modi build an inclusive Indian society. His wish list includes cleaning up the justice system, and environment management along with economic growth.
Ghanshyam hopes Mr. Modi pays attention to Agriculture and the plight of farmers in India. He wants Modi Sarkar to make India strong enough to compete with China.
Mr. Suresh Keerti, a well-known Business consultant to Indian, Singaporean and some foreign firms has high hopes on Modi because he is positive and he is pro-business.
Tanmay wants Modi Sarkar to increase opportunities for the Youth in India along with supporting the Indian manufacturing sector. He hopes he ease the process of land acquisition and take the right steps to encourage FII and FDI coming to India.
November 2 2013
Dr. Nirmalya Kumar, renowned Marketing and Strategy Guru and
Author, discusses his latest book Brand Breakout: How Emerging Market Brands Will
Go Global, with me (Venkat) in an exclusive interview.
Dr Kumar is one of the world's leading thinkers on strategy
and marketing. Till recently he was professor of marketing and director of
Aditya Birla India Centre at the London Business School. He is now a member of
the Group Executive Council of Tata Sons. He is responsible for strategy at the
Tata group level.
His book outlines eight pathways through which emerging-market brands can breakout from being simply a domestic brand to being a
globally successful brand.
Want to know why you may not see an Indian Toyota or
Samsung? How Haier, Huawei, and HTC are becoming household names? ICICI Bank
and Dabur, started with Indian customers abroad and later reached out to the local
customers in those countries. Why are emerging-market companies keen to acquire
To get the answers to these questions and more listen to my
interview with Dr. Kumar. For an in-depth analysis of these strategies, I strongly recommend reading his book, "Brand Breakout". There are still many
opportunities for Indian Brands to Breakout. May be yours will be the next one.
September 28 2013
In the concluding part (Part of the series Phanish and I talk about Visible Innovation – Frugal Engineering.
The book talks about the luxury western firms
enjoy in developing innovative products regardless of the cost. They can develop
products which take up a lot of bandwidth, are fancier. In contrast Indian
& Chinese firms have to develop products that have to do a lot more with a
lot less public infrastructure (like networks) and at a far lower cost and
price. Is the latter not far more challenging? Do people appreciate and give
them due credit?
GE’s portable ECG machine and Siemens’ low cost
X-ray machines developed in India brought down the machine cost to about $500
from $2500 or $3000. Not only that the test costs for ECG came down to $0.20
from $50. Why are these not so well known? Are the MNCs afraid of
canibalisation of their premium products in the west?
Innovation – The Global Delivery Model is the theme for the part 7 of this series of podcasts.
In his book, India Inside, Phanish called
the The Global Delivery Model India’s most invisible innovation. We discuss here is it
really an Indian innovation? Did others not have it earlier?
This one sounded eerie to me. Phanish said he came
across seemingly telepathic coordination between on-site and offshore
employees. That is coordination without communication. So I asked for some examples.
In part 5 of the podcast Phanish and I discuss how exploiting Process Innovation potential in India can lead to new
1. We talk about the success
in process innovation in Indian Pharma - Pfizer bought the rights for 51 generic drugs from Aurobindo
Pharma to sell in the US and Europe in their own brands.
2. We discuss the experience of Bharat Forge transforming itself in 11 years from having 85% blue collar
workforce to 85% white collar workforce including over 700 engineers. Are there
other industries in India where this can still be replicated?