For virtually every large Indian company, China has become mission critical as a market, as a supplier, as a source of low cost capital, as a platform for global advantage, as a partner, and as a competitor. Yet there remains a limited understanding of China that is rooted largely in myths. Based on real life case studies of Indian companies who have been successful in China--such as Tata Consulting Services, Mahindra & Mahindra, Suzlon, NIIT, and Larsen and Toubro--this book provides an action-oriented roadmap for Indian companies to address the challenges and capture the opportunities that China represents.
'A moral dilemma gripped Anil K. Gupta when he was invited by the Bangladeshi government to help restructure their agricultural on-farm research sector in 1985. He noticed how the marginalized farmers were being paid poorly for their otherwise unmatched knowledge. The gross injustice of this constant imbalance led Gupta to found what would turn into a resounding social and ethical movement-the Honey Bee Network-bringing together and elevating thousands of grassroots innovators.For over two decades, Gupta has travelled through rural lands, along with hundreds of volunteers of the Network, unearthing innovations by the ranks-from the famed Mitti Cool refrigerator to the root bridge of Meghalaya. He insists that to fight the largest and most persistent problems of the world, we must not rely only on expensive research labs but also look towards ordinary folk, and eventually build bridges between the formal and informal sectors. Innovation-that oft-flung-around word-is stripped to its core in this book.Poignant and personal, Grassroots Innovation is an important treatise from a social crusader of our time.'
This book is the first strategic guide for multi-national corporations (MNCs)who are contemplating expanding into both China and India. Gupta and Wang explain how many MNCs view China and India solely from the lens of off-shoring and cost-reduction, and focusing their marketing strategies on only the top 5-10% of the population. This is a missed opportunity. China and India are the only two countries that constitute four realities that are strategically crucial for the global enterprise: Both provide mega-markets for almost every product and service Both have platforms that will dramatically reduce the company's global cost structure Both have platforms that will significantly boost the company's global technology and innovation base Both are springboards for the mergence of new fearsome global competitors. This book aims to shed light on the brutal competition for markets and resources in China and India as well as lays out the strategic action implications for those companies who want to emerge as the global players of tomorrow.
