The last ten years have seen drastic change in Indian Business. This started when Dr. Manmohan Singh took first step towards LPG. i.e., Privatization, liberalization, Globalization. These were the early days of Liberalization and Indian Industry hailed reduction in Import duty as a positive step. The lower import duty hailed the manufacturers in India to produce good quality raw material, consumers and capital goods. These imports were towards to the domestic market. It’s promoted internal markets as well as employment facility.
Research methodology:
The paper focuses on the challenges of Indian industries. The study for which mainly secondary data is used. Secondary data is collected from the books, newspapers & Internet.
The challenges for Indian Industry:
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Once the process of linearization started the foreign goods started tracking in Indian Market. For example TELCO with their India car, in the two wheeler sector Hero group with collaboration with their Japanese partners HONDA and BAJAJ group with KAWASAKI have been able to maintain their leadership in the market. There are other success stories in Pharmaceutical companies like RANBAXY, DABUR, DR REDDY’s LAB etc, Not only returning their markets shares in India but also expanding into foreign market.The Indian Industries are facing major challenges within the industry due to competition. Most of the organizations change their faces into joint venture a multinational corporations. Most of the Industry turns into to produce global volume of their products and become the joint venture of the big ones. …show more content…
It is a big challenge for the Indian industry to make business
Many developed and developing countries want to protect their own industries such as India who is still reluctant to give foreign firms greater access to its economy, as shown by the political row over its much delayed decision to open up the supermarket sector to global giants
...fferentiation of fields like production, transportation, consumption and so on. Change in them with respect to time indirectly determines the increase in the dependency on machines which in turn gauge the industrial growth of a nation. With reference to above measures, it can be observed that the onset of Industrial Revolution in India was early but very sluggish. India is neither a developed, nor an underdeveloped nation. The ongoing ‘industrial revolution’ has classified it as a developing nation.
The Political, Social, and Legal Environment of Business. Case Study Analysis: Union Carbide Corporation and Bhopal. A single slip in action may cause lasting sorrow. A slight mistake in operation at a Union Carbide pesticide plant in Bhopal, India, caused a lot of deaths and injuries. What a tragedy it is.
The view from Tata motors perspective would be more central to seek out companies with more business plans and The company has a long term benefit like access to market knowledge and the development of firm presence on the new market and advantage would be that it limits the possibility of technology or knowledge transfer. Market commitment and Decision understand the requirement of a new market also the decision and implementation concerning foreign investment are made incrementally due to market uncertainty. The company have different approaches and implementation which are seen in the background and has different prior knowledge acquisition (Johanson & Vahlne,1977, p.34).Tata motors have understood that the arrangement was based on its acquired about the market and industry dynamics. Consequently the company had to have the commitment to allow constraint in the case of its freedom with the supplier and surrounded technology. Current activities is somewhat fascinating on how precisely the crucial of Tata motors are consistent with Uppsala theory and the result was Tata motors acquisition and in the longer terms is to move up in the value chain as much as possible, with the
[6] Kripalani, Majeet & Egnardio, Pete. The Rise Of India. Business Week Online. December 8, 2003. http://www.businessweek.com/magazine/content/03_49/b3861001_mz001.htm
Introduction India is the world’s second most populated country with over 1.2 billion people. Since its independence from British rule in 1947, the country has been more or less a stable democracy. Until 1991, Indian governments imposed economic austerity and its markets were comparatively closed to the world. Economic reforms in 1991 brought about a change which made India an attractive and huge market for multinational corporations from all over the world (Joshi 8). Retail industry within a globalized world is one of the most thriving and profitable sectors.
engines, axels and the like - sits not in Detroit, Tokyo or Stuttgart, but in the
Political factors: In India, there are very tough regulations put in place by the Indian govt. to avoid the monopoly conditions and govt. control remains at the top. This company is generally the state owned company therefore the decision making is very hard for the company and company has to follow the political changes which happen in the India. India has disputes with the Pakistan and China, which is continuously affecting the industry.
Textile industry is the largest manufacturing industry in Pakistan. Bhanero Textile Mill of Umer Group is also one of the major players in Pakistan. This report contains industry analysis of textile industry in Pakistan and shows current status of Bhanero Textile Mill in the light of “SWOT Analysis” and “Porters Five Forces Analysis”.
The market for IT industry was huge and expanding at a fast pace. However the market leaders were Accenture and IBM which had a negligent market share and rest was captured by small enterprises. Indian companies also ventured in the industry and due to their competition, IT multinational giants had to increase their base in India. Due to high opportunities, attrition rate was also high in this industry. As a result Indian companies like Wipro, Infosys increased their base level salaries. During this phase, Indian economy was transforming towards an era of information and knowledge. This can be seen from the fact that contribution of services towards the economy’s GDP was higher than 18% in 2001 as against in 1980. No other industry had done better standing against global competition. The annual exports had always been over 50% over a decade. U.S.A. share represents highest with 61% and about a third of Fortune 500 companies outsource their software work to India. To foster development, Indian government has taken a number of steps like liberalization of policies and providing necessary capital and infrastructure to foster growth. Thus Indian environment has been conducive for growth. (Ref: Indian Embassy.org) Competitor analysis- The market for IT industry was fairly competitive with IBM and Accenture as global leaders and rest of the market was pretty diffused. IBM and Accenture had strong brand and a global presence with a large customer base. They also offered panoply of services viz. technology implementation, business consulting, offshore services, customer relationship management etc. Both offered breadth and depth of services. IT market in India offered technical and business consulting with Tata Consultancy Services which was the market leader in IT exports and Wipro Technologies and Infosys being other major market players. TCS offered consultancy services, IT services, asset based solution etc. Wipro was third largest IT provider with service offerings in IT consulting, software solutions, BPO etc. Both had a strong global presence. Intensity of Rivalry: Rivalry amongst competitors was pretty intense as can be seen the Indian competition caused IBM to increase their presence in India. However leaders like IBM and Accenture had a wide range of service offerings so competition was only amongst few sectors. Rivalry was to hire the top talent as human capital is the most important thing in the IT sector. This is the reason that attrition rate lead to a rise in pay packages.
Aditya Birla Group is one of the first multinational corporations in India. Its headquarter is located in Mumbai with many others operations in different parts of the world such as in Asia (Thailand, Singapore, Myanmar, Laos, Indonesia, Philippines, China…), Europe (UK, Germany, Hungary, Italy, France, Luxembourg, Switzerland…), America (US, Brazil…). Throughout their growing, Aditya Birla have become well known in many sectors that they get involved in not only in India but also around the world. Back to the earlier day of the corporation, when it first founded, the group has focused on critical sector such as textiles and fibre, aluminum… and become one of the largest participant in those areas. Later on, in the 1960s, the company had expanded their business into cement and chemicals. Also, they expanded their business across the border of India into many other countries. This “revolution” has brought the name of the group into the international business map and become bigger than ever (Aditya Birla Group 2007). Today, ABG is a corporation with the consolidate revenue of 30bil with the affiliates in 45 countries and 60% of their revenue come from internationally and become one of the largest private company in the world (Aditya Birla Nuvo Limited, 2011).
Mital, Amita (2008) analyzed matters related to competition, demand and supply stipulation of India’s gems and Jewellery products. Government initiatives and regulation to encourage exports of Gems and Jewellery products are also discussed. In his study, Mital pointed out that demand of Gems and Jewellery depends on saveral factors such as economic growth, employment levels, income levels, tax rates and credit availability and competition is based mainly on the quality, design, availability and pricing of products. She told that, foreign direct investment up to 100 per cent was allowed in the Gems and Jewellery industry under the industrial policy.
The fourth largest sector in the Indian economy is all set for 16% growth during 2008-09, from a base of Rs. 85470 crores, as predicted by FICCI. Going forward, as anticipated by CRISIL, FMCG sector will touch around Rs. 140000 crores by 2015 (33.4B$).
India is a nation that is on the move towards becoming one of the leaders in the global economy. While the country still has a long way to go, it is making significant strides towards competition with nations such as the United States and England. Indian leaders have been moving towards "a five-point agenda that includes improving the investment climate; developing a comprehensive WTO strategy; reforming agriculture, food processing, and small-scale industry; eliminating red tape; and instituting better corporate governance" (Cateora & Graham p. 56, 2007). These steps are geared to begin India's transformation from a third world nation into a global economic leader. The current marketing environment in India is in transition, with both similarities and differences in comparison to the marketing environment in the US.
The Harvard Business School case study Silvio Napoli at Schindler India summarizes the various problems and issues facing Schindler India regarding its entrance into the new foreign market, India. Schindler Holdings Ltd. is a Swiss-based manufacturer of escalators and elevators which is looking for potentially entering into the Indian elevator market. Main executive committee members predicted that the Indian industry showed great promise in terms of future growth potential. The company’s objective was to manufacture standardized elevators at a cost lower than current customized elevator market. Silvio Napoli, who is vice president of Schindler in Asia, was chosen to lead the new entry into India. To successfully enter and penetrate the Indian market, Silvio and company needed to consider a variety of factors like but not limited to: mode of entry and type of strategy to implement, organizational structure, outsourcing and logistics approaches, marketing, and domestic and global hiring procedures.