New User Join AA Premium

Asean Affairs

Premium – Just for you, all ASEAN information at your fingertips in one place. Why waste time searching Plus exclusive interviews, columns just for our Subscribers

India in Spotlight



                                      INDIA AND ITS COMPETITIVE STRENGTHS


Comparing India with the other members of BRIC
Ravi Chaudhry – Chairman - CeNext Consulting and Investment Ltd, New Delhi Ravi Chaudhry advises Corporate Boards (Fortune 1000 corporations) and Sovereign States (Switzerland, Turkey, Brazil, Canada and Uganda) on Global Competitiveness and Success Strategies for India. Focus on creating “India Advantage” in future growth. Earlier, he was CEO/Chairman of five companies in the Tata Group. Valentin Romanov, Executive Director of the Sun Group, has been with SUN Group since 1995. He was a Senior Vice President and a Director in SUN’s private equity fund for Russia and the FSU. Today, his primary focus is new business development and investments in the Energy sector. Volker U. Friedrich has more than 25 years of experience in international industry and trade. GBP (formerly known as German Business Pool) was founded by Volker in 1997 and is now established as a leading management and business consulting firm in Europe and across Asia Pacific. Volker is married and has two children – Vincent (born 2000 in Kuala Lumpur) and Franca (born 2005 in Berlin). JESÚS SANZ is currently Director General of Casa Asia. He has previously served in a number of positions in the diplomatic corps for the Spanish government, including coordinating aid for the Boxing Day tsunami that hit Thailand and other parts of Southeast Asia in 2005.

 Recently, the BRIC (Brazil, Russia, India and Chile) countries have come to the attention of economic observers because all four countries survived the recent economic crisis better than the European and United States economies. In the cases of India and China, their failsafe mechanism was the growing internal domestic consumption in each country that sustained them through the crisis.

The Goldman Sachs thesis behind BRIC is that the economic potential of Brazil, Russia, India and China could be realised by 2050 and they could become the world’s four dominant economies as all four countries have adopted a global capitalism model. In the years following the creation of BRIC, India has attained a growth rate that projects to have a greater impact on the global economy than has been anticipated.

One distinct difference between India and the other BRICs is language. Much to their chagrin, the Chinese have discovered that English is not only the language of aviation but of the business world and Russian and Portuguese, are historical afterthoughts in terms of internationally accepted conversation. India does speak English.

Language and communication cannot be shortchanged in the business world. On a more intrinsic plane, India now has 10 of the 30 fastest growing urban centers as the migration from rural to urban settings continues in India, following a worldwide pattern in industrialized nations. In other areas of comparison, this is how India stacks up with its BRIC counterparts:


>>India expects to receive 1 million medical tourists in 2012. The medical tourism sector is expected to experience an annual growth rate of 30 percent.the  <<

However, these gross ranking’s do not truly reflect India’s progress in the 21st century. Since 2003, India has been one of the fastest growing economies, with rapid increases in per capita income, and demand and integration with the global economy, according to a 2007 Goldman Sachs report authored by Tushar Poddar and Eva Yi.

Poddar and Yi suggest that “there has been a structural increase in India’s growth rate since 2003 on the back of high productivity growth.”They suggest that,”India will overtake the G6 economies faster than envisaged in our earlier BRICs research.
Indeed, India’s GDP (in US dollar terms) will surpass that of the U.S. before 2050, making it the world’s second largest economy.”
They underline services and industry as the drivers of the Indian economy and cite the improved efficiency of private sector firms since2003 in line with liberalization of the Indian economy as a substantial growth factor.

Another factor in India’s potential that surpasses other negative aspects is the population growth rate. India will have a larger number of younger workers than any other country as the century progresses.

 Four India watchers weigh in

Please outline what you believe are the competitive strengths of India.

Chaudhry: Four ingredients are working in India’s favour. India’s manpower is younger and more productive than in the past. Since 1980, nearly 60 percent of India’s growth has come from the rise in what is called “total factor productivity” - the highest in the world over this period. There is a perception that India and Indians are likely to rank among the smartest countries. Money - to fund investment as well as consumption.

Indian households save more than the Chinese, which ensures availability of vast investment resources. India’s savings rate at 37.9 percent in 2007-2008, continues to show robust signs of increasing – even as both investment and consumption rise.Growth in India is neither a product of government spending, nor a factor of export boom. Indian growth is triggered by Investment and Indian consumer spending. Other factors are: confidence and entrepeneurship, ferocious competition in the domestic market.

Romanov: As a foreigner, for the last three decades I have had the privilege of observing India’s steady rise to become a global economic and political player …Yes, it has definitely become much stronger in many ways. And just like before – India’s people, or rather its population growth is both a phenomenal strength and a dangerous weakness, all at the same time. Surprisingly, India’s shortage of energy resources in certain ways can also be viewed as a certain “competitive advantage” – for the simple reason that India doesn’t carry the “curse” (like Russia, for example) of having it’s economic strength heavily dependent on revenues from it’s vast resources of oil and gas.

Friederich: I think a country has no competitive strength, but their companies do. As such we see a few strong (mostly family owned and politically well connected players which have found their niche market. They acted boldly and sometimes shrewdly in their expansion strategy (i.e Mittal, Tata etc). But we have an increasing number of medium sized players, which flourish on the basis of a strong and huge domestic market.

Sanz: The main factor of competitiveness in India is the quality of its human resources. Technically Indians are very good, and the proof is that Indian companies in sectors like IT or biotechnology are competing around the globe with great success. I believe that India is developing its industrial potential. India has many millions of people working on agriculture. If we take a look at other Asian countries, they all have grown thanks to the development of industry. Manufacturing companies can create many jobs, and this is what India, like many other countries, needs in the near future.

 What still needs to be addressed? By whom, how and within what time span?

Chaudhry: The government needs to force the pace of infrastructure development – which thankfully is now a national priority. Social infrastructure improvement is also the crying need, encompassing improved primary education, improved healthcare and growth with equity, not the growth that is based on exploitation of the poor majorities. Skilling the population so that they are ready to take up the jobs that will come up in future, is a top priority. Romanov: Modern forms of education. The talents and skills of the young people in India demonstrate the potential for India to become one of the world’s major “brain centers”, if one can describe it that way. And time is of essence – not because other countries may “outperform” in this sphere, but because millions (not to say - hundreds of millions!) of young Indians are entering this world and will need to find their way in life.

Friederich: Bureaucracy, infrastructure, social aspects of the poor, education at basic and medium level. No one party can solve the mega tasks alone. It requires joint and cooperative efforts from all sides. The government needs to balance legislative control and economic freedom.

Sanz: I believe that India is doing things very well, but in order to improve the situation I would suggest the following: facilitate the processes of implantation of foreign companies by eliminating the excess of bureaucracy, unify even more the legal and tax system in the whole territory and improve the productivity in the agricultural and industrial sector by means of the incorporation of new technologies.

What challenges do you think may arise over the next decade?

Chaudhry: Failure to successfully deal with the key issues above could lead to new challenges of internal social discontentment. I do not expect people in India to accept that “poverty is destiny”. Apart from that, we have also to deal with internal strife that is the result of inequitable development in various parts of the country. On the economic front, the major challenge is to further strengthen the independent regulators in the telecom and insurance sectors, financial sector and stock markets, so that they all function in relative transparency. The intellectual property rights regime rapidly needs to approach global standards.

Romanov: The challenges may prove to be more in the sphere of culture, traditions, religion, and rapid erosion of what one can call the “social texture” – as the young India dashes into the modern world – the challenges of maintaining its unique identity are growing. A challenge of a different nature – the overwhelming growth of Indian cities, pollution, poor infrastructure – basically the same maladies that many countries have faced in the 60s and 70s, but at a different scale

Friederich: In a way the problems are all known and they will not go away overnight.Thus, I believe we will discuss more or less the same agenda in 10 years from now - as we did 10 years ago. Most pressing are the fight against poverty, access to clean water/air and education.

Sanz: It is not an easy problem, since infrastructure projects are expensive and, as we are experiencing during the current economic crisis, it is necessary to have a good control of public finances to avoid to fall down in debt problems. The public - private partnerships (PPP) are probably a good solution, but the investment has to be attractive for the foreign company, the criteria of selection must be transparent and the projects have to be announced with sufficient anticipation. Many companies in Spain are telling us that the period for presentation of documents in biddings is too short.

If you had a message for the world that could make a positive difference regarding competitiveness, what would that message be?

Chaudhry: Global corporations can tangibly see several examples of their peers who have so successfully created the “India Advantage” in their business models. For those still sitting on the fence and wondering what to do with the enigma called India, the message is crisp. India is surging and developed economies are slipping. The right question to ask is not ‘what is the size of market that India offers for my global strategy’, but, rather, ‘what should be my unique strategy for the Indian market’. Look at India not just as another market, but as a source of new ideas, to improve competitiveness.

Romanov: After we’ve recently witnessed what greed and unscrupulous policies and lack of governance can do to the world economy and to the well-being of millions of individuals, I think the “role” of competitiveness should be redefined. I would like to see competitiveness as something that brings us together, helps us cooperate, integrate, that makes us help each other to improve and to excel in what we do as individuals, as companies, and eventually – as nations.

Friedrich: At the end of the day success/competiveness is not about a superb product/service but about dedicated, motivated and people you wish to meet again (and not only do business). Be friendly! You may meet again.

Sanz: We should not consider competitiveness only as a race, but as a set of factors that makes employees and the society feel proud of the company. It is necessary, therefore, to stimulate the talent and the commitment of the employees in various ways and also consider all aspects related to Corporate Social Responsibility, a key issue and a necessity in our world.

What infrastructural changes would you wish to see undertaken that would make India even stronger?

Chaudhry: Let me address only a few aspects of infrastructure – mostly related to transport. Over the past years, India has become more and more “accessible” by air – today you can reach most parts of the country by international flights, and save time and money on connecting to domestic flights. The domestic air travel has also dramatically improved. While on the ground…roads are finally becoming highways, but there’s still a great deal of work to be done. A major and fundamental modernization and revamping of the railways system should be made a priority. Overall – modern and safe means of travel – with the entire related infrastructure – that’s what still needs to be adequately addressed.

Friederich: Clean water, rivers, seas and a lake.

Sanz: I think the main problem for India and actually for any country is sustainability. India has a young and dynamic population, but economic growth means also more energy and raw material consumption. Therefore, it is necessary develop alternative sources of energy and improve efficiency in all sectors.

Companies and Building World-Class ASEAN Companies


Login AseanAffairs Premium
Log in AA Premium

Log in AA Premium



Forgot Password?

Home | About Us | Contact Us | Special | Features | News | Magazine | Events | TV | Press Release | Advertise With us

Our Products | Work with us | Terms of Use | Site Map | Privacy Policy | Refund Policy | Shipping/Delivery Policy


Time Media

Version 5.0
Copyright © 2007-2011 TIME INTERNATIONAL MANAGEMENT ENTERPRISES CO., LTD. All rights reserved.
Bangkok, Thailand