Today, India is where China was in the 1990s. The sheer momentum now appears unstoppable

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The Rise Of India

Just look at the kind of global leaders that are making a beeline for India and the picture that emerges is crystal clear. The King of Saudi Arabia was in Delhi in January. French President, Jacques Chirac, dropped by for a brief visit a week before George Bush arrived. Australian Prime Minister, John Howard landed in Delhi on March 6, 2006 to discuss uranium supplies. Vladimir Putin of Russia and Wen Jiabao of China are also scheduled to come by.

The reason: The world is finally waking up to the fact that the Indian elephant – in deep slumber for centuries – is now awake and beginning to dance. The sheer volume of economic opportunities available in India is mind boggling for global investors. Says Vijay Govindrajan, Professor of Strategic Management at the Tuck School of Business, Dartmouth College: “Today, India is where China was in the 1990s. The sheer momentum now appears unstoppable.”

Without getting into the details, what exactly does the nuclear deal mean for India? Quite simply, if the US Congress does clear the deal, the future of India’s energy security will become considerably brighter. If India does raise electricity generated from nuclear energy to 30% of total power generated, American, French, British and Russian companies will be competing for new nuclear power plants with a total capacity of about 40,000 MW in the next few years. That is a Rs.2 trillion business opportunity waiting in the wings. No wonder, Ratan Tata and Anil Ambani want to enter the nuclear energy sector. Business opportunities apart, the killer advantage for India will be reduced dependence on oil supplies that look so very iff y with the way instability, unrest and civil war is unfolding in West Asia, and the way China is consolidating its hold on global oil supplies.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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The Sony Story

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India has seen many such giants set up manufacturing facilities, only to withdraw later on as they found the Indian market hostile. A typical example is Sony, which trimmed down its manufacturing operations in Dharuhera, Haryana and now imports almost all of its audio products and CTVs (colour televisions). The Japanese giant’s performance in the Indian consumer electronics industry mirrors what is happening across the world: Sony is being battered by nimble footed and aggressive companies like LG, Samsung and even Microsoft in the segments that it used to dominate. In India, the Korean Chaebols LG and Samsung have emerged as clear leaders, both in terms of market share and brand visibility. Indian brands like Videocon and Onida too have hung on tight, leaving Sony quite far behind in the sweepstakes. According to an advertising industry professional that services the Videocon brand: “If you can get a good quality 29 inch fl at screen TV for Rs 15,000, will you pay Rs 30,000 for a 21 inch TV?” This is a question that Sony needs to ask itself if it is serious about emerging as a market leader in India. Sunny Sodhi, owner of a travel agency and a heavy mobile phone user, says: Nokia will not have the going as easy as it did in the past. The Indian market is too big and too tempting. Rivals will go all the way to grab the market share away from Nokia”.

P&G changed gears after being taught a lesson by the price sensitive Indian consumer seeking “value for money”. Till 2003, market leader Hindustan Lever Ltd. (HLL) faced a greater threat from its own fl aging growth than from P&G. All that changed last year with P&G becoming an aggressive price warrior. Till date, HLL and P&G continue to fight bruising price battles. P&G has gained significant market share, though accurate figures are difficult to obtain.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Even though there has been a negative growth earlier, HH continues to out-compete the market

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Now that the entry level game has been further spiced up with the up-gradation of the old workhorse Splendor, isn’t HH holding on a bit too long? When B&E investigated into the matter of HH’s continued infatuation with the entry segment, Dua clarified “When you have a high potential product like the Splendor then you should leverage it fully. The Splendor Consumer is intensely brand loyal, t he re fore the new Splendor NXG will help us retain the consumer within the Splendor family.” As per the company’s annual reports, HH is heavily banking on the 100 million consumers who find themselves under the Rs.200,000 income bracket. The company feels that barely 2% of the Indian hoi polloi are presently covered by the two wheeler industry and there is immense potential at hand. Even though the so called ‘ideal candidates’ might move into the HH territory, there still might be some hiccups! Firstly the Indian hinterlands are still outside the financing purview. And secondly the consumers might have other appealing options. The foray of super affordable cars in the newly formed entry level four wheeler segment will surely lure away some first time buyers and HH along with other ‘entry segment’ dependent players will surely face the heat of this new found ‘four wheeled competition’.

Furthermore, growing demands on natural and economic resources has brought about pressures on the company’s margins. Even though Hero Honda ecstatically claimed that it was the only company to grow at 19% this year (while the entire sector registered negative growth rate at the same time), things won’t be easy as sustaining profits & market share is a paramount requirement. Dua was however quick to point out, “The inflationary figures are encouraging and it seems that the market will expand even though there has been a negative growth earlier. Hero Honda continues to out-compete the market and we are confident that we will improve further.” In a nutshell it can be safely assumed that the market will undoubtedly recover but Hero Honda may not be a major reason behind this overturn. This is evident from the fact that during FY07, net profit fell by 11.74%, the only two wheeler company to report.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Strong Network

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The board of directors are well experienced in the network marketing for at least 12 years. They acknowledge the painful feelings of the new distributor in the field. They plan to eliminate the bitter experience of the new distributor. Mr.Rajasekhar, the Managing Director of the firm takes pride in telling that they are planning to expand throughout the country by 2008. They largely deal with land plot marketi n g , since they believe that it is an asset which has very less opportunity to deplete in cost. They are primarily concentrating in the areas which are situated in 100 kms around the metropolitan city of Chennai. Plots are already booked in places like thanjavur, uthramerur, kanchipuram, trichy, dhindivanam ans so on.

There are lots of success stories which are spun around the firm in reality. One of which is of Mr.Shanmuga Sundaram, who was pushed to the state of committing suicide when he was drowning in debts which was piled to Rs.31 lacs. The firm has totally changed his life and its style, making him a millionare.

Kingmakers are creating the wave of the future, a business model that will gain momentum, grow in acceptance and legitimate enough, which will eventually replace most other forms of marketing.

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An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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