Thursday, August 05, 2010
Sunday, April 04, 2010
Sunday, December 20, 2009
How India beat China in auto exports-Swaminathan S Anklesaria Aiyar
This week, Ford Motors announced that India would be a global manufacturing hub for its new small car, the Figo. This underlines a remarkable new development. India has overtaken China as a car exporter this year, exporting 201,138 cars in January-July against China’s 164,800. What’s more, Indian exports in this period went up 18%, while China’s fell by 60%.
Of other big Asian exporters, Korea’s exports have fallen 31% and Thailand’s 43%. In a terrible global recession, India is the only country with zooming exports. Hyundai has long made India an export hub for small cars, and aims to export 300,000 India-made cars this year. Maruti-Suzuki comes second in exports, with Tata, Mahindra and others well behind. Nissan is about to build a new factory in India specifically for exports. India looks like exporting half a million cars in 2009-10, and should cross the million mark within five years.
What accounts for India’s success? Visionary planning? Long-term strategy? No, India’s triumph was completely unplanned. No planning document ever envisioned or planned for beating China.
Analysts say China has become a great auto exporter because of huge subsidies, an undervalued exchange rate and dirt-cheap credit. But India never aimed at an undervalued exchange rate to pile up large trade surpluses — rather, it aimed to keep the real effective exchange rate unchanged from 1993 onward. India’s interest rates were always among the highest in Asia. It stubbornly refused to reform its inflexible labour laws, with adverse effects on productivity and wages relative to Asian competitors. No Indian strategic vision targeted special provisions or subsidies to the auto sector. Indeed, the sector for years suffered exceptionally high excise duties and sales tax.
How then did this sector become world class? In the early 1990s, auto production was freed for investment by any domestic and foreign investor. Indian planners as well as foreign investors regarded India as a low-skilled, low-productivity country producing third-rate cars like the Ambassador and Premier. Foreign investors came only because car imports were virtually banned. The small size of the Indian car market created serious scale diseconomies.
Critics from both the Right and Left criticized the new auto policy. Leftists claimed foreigners would decimate the industry. Free-marketers complained that foreigners were being wooed to create an inefficient, high-cost industry behind high tariff walls.
Nobody foresaw what fierce competition would do. Auto companies compete by constantly producing new models with improved features like fuel efficiency. Indian consumers are very price-sensitive, so design changes to reduce costs are also vital. India’s auto parts companies had rarely been asked for innovative changes during the old licence-permit raj, when the Ambassador and Premier faced little competition. But MNCs brought in competition, and started a dialogue with auto ancillary manufacturers on constant design changes. To their surprise, they found that Indian engineers had considerable skills, and could make improvements quickly and cheaply.
Bharat Forge, which makes auto forgings like crankshafts and axles, was among the first to realize that India’s big advantage was not cheap labour but cheap skills. The company decided to have no blue collar workers at all, only engineers. This yielded a huge rise in innovation and productivity, and soon made Bharat Forge the second biggest auto forging company in the world.
For new auto components, global giants like Delphi and Visteon typically took three months to go from concept to design, prototype, testing, removal of glitches, and final manufacture. But Bharat Forge found it could do the entire sequence in just one month.
Soon, every auto company and parts maker in India focused on using cheap skills to constantly produce better and cheaper parts and vehicles. Bajaj Auto once relied on know-how from Kawasaki for motor-cycles, but soon found that its own R&D produced far better bikes for Indian conditions. Maruti Suzuki made India a global hub for R&D. And Tata Motors created the Nano, the world’s cheapest car, making the world sit up.
The ultimate compliment to India’s design skills came from Carlos Ghosn of Renault-Nissan. He decided to build an ultra-cheap car (that might compete with Tata’s Nano) in collaboration with Bajaj Auto. In such partnerships, the global partner usually does the R&D and the Indian partner the low-cost production. But Ghosn decided the new car should be designed by Bajaj Auto, which had never produced a car before. Why? Because Ghosn felt it was easier to upgrade from a two-wheeler than downgrade from a standard sedan to produce an ultra-cheap car.
This then is the secret of India’s success. Don’t waste time with strategic planning and picking winners. Simply let competition happen. You will be surprised how the most unlikely sectors can become world class. That’s how India has just beaten China.
Of other big Asian exporters, Korea’s exports have fallen 31% and Thailand’s 43%. In a terrible global recession, India is the only country with zooming exports. Hyundai has long made India an export hub for small cars, and aims to export 300,000 India-made cars this year. Maruti-Suzuki comes second in exports, with Tata, Mahindra and others well behind. Nissan is about to build a new factory in India specifically for exports. India looks like exporting half a million cars in 2009-10, and should cross the million mark within five years.
What accounts for India’s success? Visionary planning? Long-term strategy? No, India’s triumph was completely unplanned. No planning document ever envisioned or planned for beating China.
Analysts say China has become a great auto exporter because of huge subsidies, an undervalued exchange rate and dirt-cheap credit. But India never aimed at an undervalued exchange rate to pile up large trade surpluses — rather, it aimed to keep the real effective exchange rate unchanged from 1993 onward. India’s interest rates were always among the highest in Asia. It stubbornly refused to reform its inflexible labour laws, with adverse effects on productivity and wages relative to Asian competitors. No Indian strategic vision targeted special provisions or subsidies to the auto sector. Indeed, the sector for years suffered exceptionally high excise duties and sales tax.
How then did this sector become world class? In the early 1990s, auto production was freed for investment by any domestic and foreign investor. Indian planners as well as foreign investors regarded India as a low-skilled, low-productivity country producing third-rate cars like the Ambassador and Premier. Foreign investors came only because car imports were virtually banned. The small size of the Indian car market created serious scale diseconomies.
Critics from both the Right and Left criticized the new auto policy. Leftists claimed foreigners would decimate the industry. Free-marketers complained that foreigners were being wooed to create an inefficient, high-cost industry behind high tariff walls.
Nobody foresaw what fierce competition would do. Auto companies compete by constantly producing new models with improved features like fuel efficiency. Indian consumers are very price-sensitive, so design changes to reduce costs are also vital. India’s auto parts companies had rarely been asked for innovative changes during the old licence-permit raj, when the Ambassador and Premier faced little competition. But MNCs brought in competition, and started a dialogue with auto ancillary manufacturers on constant design changes. To their surprise, they found that Indian engineers had considerable skills, and could make improvements quickly and cheaply.
Bharat Forge, which makes auto forgings like crankshafts and axles, was among the first to realize that India’s big advantage was not cheap labour but cheap skills. The company decided to have no blue collar workers at all, only engineers. This yielded a huge rise in innovation and productivity, and soon made Bharat Forge the second biggest auto forging company in the world.
For new auto components, global giants like Delphi and Visteon typically took three months to go from concept to design, prototype, testing, removal of glitches, and final manufacture. But Bharat Forge found it could do the entire sequence in just one month.
Soon, every auto company and parts maker in India focused on using cheap skills to constantly produce better and cheaper parts and vehicles. Bajaj Auto once relied on know-how from Kawasaki for motor-cycles, but soon found that its own R&D produced far better bikes for Indian conditions. Maruti Suzuki made India a global hub for R&D. And Tata Motors created the Nano, the world’s cheapest car, making the world sit up.
The ultimate compliment to India’s design skills came from Carlos Ghosn of Renault-Nissan. He decided to build an ultra-cheap car (that might compete with Tata’s Nano) in collaboration with Bajaj Auto. In such partnerships, the global partner usually does the R&D and the Indian partner the low-cost production. But Ghosn decided the new car should be designed by Bajaj Auto, which had never produced a car before. Why? Because Ghosn felt it was easier to upgrade from a two-wheeler than downgrade from a standard sedan to produce an ultra-cheap car.
This then is the secret of India’s success. Don’t waste time with strategic planning and picking winners. Simply let competition happen. You will be surprised how the most unlikely sectors can become world class. That’s how India has just beaten China.
Sunday, December 13, 2009
The True side of Dr. Zakir Naik- Please see to understand him
In a country, like India where he was born, brought up and given all his knowledge and wisdom propagating this type of thought is really dangerous. If all Hindus start thinking that only we Know the religion which is right and Hindu teacher only knows 2+2=4 and every one else is like a teacher who teaches 2+2=6, or 8, or so on, then, know Dr. Naik would not have been what he is today? there should not be any other faith or religion in India than Hinduism. There should be no other place of worship than Hindu temples. And if we follow the preaching of Dr. Naik, we should force all muslims to convert to the path of Hinduism, demolish all mosques, churches and other places of worships and construct Hindu Temples there.
Sunday, November 29, 2009
Bill Gates on mosquitos, malaria and education
Bill Gates hopes to solve some of the world's biggest problems using a new kind of philanthropy. In a passionate and, yes, funny 18 minutes, he asks us to consider two big questions and how we might answer them. (And see the Q&A on the TED Blog.)
Nandan Nilekani's ideas for India's future
Nandan Nilekani, the visionary co-founder of outsourcing pioneer Infosys, explains four brands of ideas that will determine whether India can continue its recent breakneck progress.
Pranav Mistry: The thrilling potential of SixthSense technology
At TEDIndia, Pranav Mistry demos several tools that help the physical world interact with the world of data -- including a deep look at his SixthSense device and a new, paradigm-shifting paper "laptop." In an onstage Q&A, Mistry says he'll open-source the software behind SixthSense, to open its possibilities to all.
Wednesday, November 25, 2009
Hans Rosling: Asia's rise -- how and when
Hans Rosling was a young guest student in India when he first realized that Asia had all the capacities to reclaim its place as the world's dominant economic force. At TEDIndia, he graphs global economic growth since 1858 and predicts the exact date that India and China will outstrip the US.
Devdutt Pattanaik: East vs west -- the myths that mystify
Devdutt Pattanaik takes an eye-opening look at the myths of India and of the West -- and shows how these two fundamentally different sets of beliefs about God, death and heaven...
Sunday, July 05, 2009
Kargil War - Pakistani Army surrenders and accepts bodies
The Pakistani Army puts up a white flag and accepts the slain bodies of its officers in this damning video. Pakistan lost more than 4000-6000 soldiers in the Kargil war, while India lost 500 soldiers. Pakistan generally disowned the bodies of most of its soldiers but accepted a few senior officers.
According to the information fed to every Pakistani, the Kargil war was fought by mujahideen and not by Pakistani Army regulars. This video shows the Pakistan Army very clearly involved at Kargil. They did'nt count on ace videojourno Kunal Verma, filming the whole event. Nor did they count on being outclassed in combat, yet again, by an Indian.
According to the information fed to every Pakistani, the Kargil war was fought by mujahideen and not by Pakistani Army regulars. This video shows the Pakistan Army very clearly involved at Kargil. They did'nt count on ace videojourno Kunal Verma, filming the whole event. Nor did they count on being outclassed in combat, yet again, by an Indian.
Wednesday, July 01, 2009
Kissa killer kerosene ka - Marker may turn kerosene into killer fuel
Nearly 6.5 million BPL families who depend on kerosene for their cooking and lighting needs as well as farmers who use it for pumpsets and spray pesticides could soon be exposed to cancer-causing fumes from markers that will be laced with the poor man's fuel to check diversion.
Markers are chemicals that cannot be distinguished once they are mixed with kerosene. But if such doped kerosene is used to adulterate motor fuels, the marker will show up when petrol or diesel samples are tested using special equipment. Since kerosene costs nearly half of petrol or diesel due to subsidy, nearly 38% of supplies for the poor are siphoned off for adulterating motor fuels.
To check such diversion, state-run oil marketing companies are about to roll out the marker throughout the country. But test criteria specified in the procurement norms means only markers with `halogenated hydrocarbons' -- which can be detected using X-Ray (XRS) or gas chromatograph technology -- will qualify, sources said.
Halogenated hydrocarbons are among 189 `hazardous air pollutants' listed in the US Clean Air Act of 1990. The Act bans their use in fuels as after combustion they produce `toxic dioxins', described by US Environmental Protection Agency as extremely harmful to humans and environment. Generally, these chemicals are used to conduct lab tests to detect toxicity in foods and not used in fuels anywhere in the world.
It transpires that no environmental or health impact study was done before setting the procurement criteria, which appears to purely focus on a marker's ability to detect adulteration. Neither is there any hint that a marker will have to undergo a green or health test. This is surprising since as early as 2005, Hindustan Petroleum's then R&D advisor, A K Bhatnagar, had described the problems associated with halogenated hydrocarbons in his presentation on fuel quality made at a Ficci-Petrotech seminar in Delhi.
Company executives, however, said "pollution aspects have been taken care of" in the procurement norms. "The technical committee has laid down elaborate parameters. They will test each marker against those parameters and safety will be assured," a top executive of an oil company who is involved with the procurement process said, requesting that neither he nor his company be identified.
The crux lies in one of the criteria in the norms, called the `charcoal test'. In this test, charcoal should not be able to filter or remove the marker from kerosene. According to sources, only markers with halogenated hydrocarbons can pass this test.
Writer : Sangh Priya gautam.sanghpriya@gmail.com
Wednesday, June 17, 2009
Sunday, May 31, 2009
The Shutka Book of Records- Shutka a town of superlatives
Shutka is a town of superlatives. Everyone proclaims to be a champion at something.
Who is the best at protecting the community from evil spirits? Who is the most talented singer in town? Meet the 'lamb champion' of 35 years and the greatest lover. They all star in Aleksandar Manic's unique film about Shutka, Macedonia, where the largest Roma community in the Balkans resides.
The Shutka Book of Records captures the idiosyncrasies of Roma culture, revealing the humour and tall stories of an ancient travelling people who are often persecuted but little understood.
The most obscure pursuits, from vampire hunting to training geese to fight and collecting hard-to-find cassettes of Turkish music, are all fair game in the townspeoples' constant quest for one-upmanship.
With most of the community living on welfare, next door to a vast refugee camp left over from the Kosovan conflict, Shutka could easily be a depressing, hopeless place.
While Shutka is cash poor, it is rich in imagination, and with so many champions in Shutka, there are opportunities for everyone
Who is the best at protecting the community from evil spirits? Who is the most talented singer in town? Meet the 'lamb champion' of 35 years and the greatest lover. They all star in Aleksandar Manic's unique film about Shutka, Macedonia, where the largest Roma community in the Balkans resides.
The Shutka Book of Records captures the idiosyncrasies of Roma culture, revealing the humour and tall stories of an ancient travelling people who are often persecuted but little understood.
The most obscure pursuits, from vampire hunting to training geese to fight and collecting hard-to-find cassettes of Turkish music, are all fair game in the townspeoples' constant quest for one-upmanship.
With most of the community living on welfare, next door to a vast refugee camp left over from the Kosovan conflict, Shutka could easily be a depressing, hopeless place.
While Shutka is cash poor, it is rich in imagination, and with so many champions in Shutka, there are opportunities for everyone
Saturday, April 18, 2009
Google's Bus to Internet Nirvana launched in Tamil Nadu
Google India has launched what is being dubbed the Google Bus. It is a specially furnished bus with Internet connectivity, which will be touring different towns in Tamil Nadu - a state of India. The aim of the bus is to introduce, inspire and educate the general populace on the power of the Internet and how it can benefit common people
Seeking to attract more people on the information superhighway, the bus will be touring 15 towns in Tamil Nadu over a span of 45 days. India is projected to have Internet connectivity of around 20 million by the year 2010. And perhaps, the Google bus is Google's way of ensuring it gets to garner maximum portion of this pie. Google is providing updates of the bus trip at the specially set up web page The Internet Bus Project
Sunday, April 12, 2009
Google gets really local
The search engine now helps you find that restaurant with uncanny accuracy
Ever wondered how you can search for the most esoteric information in the world on Google.com and find thousands of results with pictures? But try finding the address of the nearest barbershop and the experience is drastically different. Indeed, an entire family of local search engines and directories such as www.asklaila.com and www.justdial.com have sprouted up to help you do just that—locate products and services in your immediate vicinity with contact details and sometimes even directions.
Google map
But if you like to do all your searching in just one location, then we have good news. Google has just announce the global roll-out of a map enabled local search function within the traditional Google search interface. Type in the word “groceries” into a search engine and chances are that among the first few results is a small map of the location you are in with grocery stores marked out in typical Google Maps fashion.
It is by no means a 100% accurate depiction of the number or location of those stores. That’s because is simply using the IP (Internet protocol) address of your computer to make an approximation of where in the world you are. So it might know you are in Mumbai, but it definitely won’t know you are in Dosti Acres in Wadala East. But as a quick and dirty first-cut search the service is excellent. Clicking on the link further takes you a Google Maps site where you can browse through even more results. Some searches for restaurants and cinemas come with links to reviews, photos and detailed contacts.
And all this without using any complicated search strings or changing advanced settings. So before making plans this long Easter weekend give Google a whirl and see what it throws up.
47 Indian companies among Forbes ‘Global 2000 List’
New York: As many as 47 Indian companies, led by corporate behemoth Reliance Industries and the country’s biggest lender, State Bank of India, have made it to the list of world’s biggest 2,000 companies by US magazine Forbes.
However, five Indian companies — scam-hit IT firm Satyam Computer, realty firm Unitech, Suzlon Energy and two Anil Ambani group firms Reliance Power and Reliance Capital — have been dropped out of the Forbes ‘Global 2000 List’ this year.
Four Indian companies, Hero Honda Motors, Sun Pharma, Indian Bank and Jindal Steel and Power Ltd are the new entrants to the list.
Mukesh Ambani-promoted RIL, State Bank of India, and Oil and Natural Gas Corporation are among the top 200 companies ranked 121st, 150th and 152nd, respectively, on the list.
All the three top Indian firms have improved their ranks considerably from their last year’s positions, wherein RIL had been 193rd, SBI at 219th spot, while ONGC was ranked 198th.
Overall, the list is topped by industrial conglomerate General Electric, followed by Dutch oil and gas major Royal Dutch Shell, Japan’s Toyota Motor, ExxonMobil and UK’s BP in that order.
The rankings have been compiled on the basis of a composite score of sales, profit, assets and market capitalisation.
However, British banking giant HSBC Holdings has dropped to the sixth place this year from its numero uno position in the last year’s list.
The other top Indian firms on the list include Indian Oil (207th), NTPC (317th), ICICI Bank (329th), Tata Steel (463rd) and Bharti Airtel (508th).
The Indian presence is almost evenly divided among the private and state-run companies. While none of the Indian companies has managed to find a place among the top 100 firms this year as well, the elite club includes a firm run by person of Indian origin.
Lakshmi Mittal-headed steel behemoth ArcelorMittal is at 41st position. However, Vikram Pandit-run banking giant Citigroup has dropped to 472nd rank this year.
Further, Indra Nooyi-run beverage major PepsiCo has been ranked 115th, India-origin Francisco D’Souza-headed Cognizant Technology Solutions at 1389th place. Motorola, headed by Sanjay Jha, is at 658th place.
According to Forbes, the Global 2,000 companies have combined revenue of $32 trillion, $1.6 trillion in profit, $125 trillion in assets and $20 trillion in market capitalisation.
Other Indian companies on the list include SAIL (582), Reliance Communication (689), Larsen & Toubro (773), BPCL(795), Bhel(796), HDFC (808), TCS(834), Hindalco Industries (848), HDFC Bank (864), DLF (883), Infosys( 891), Punjab National bank (946), ITC (987), Wipro (989), Bank of India (997), HPCL (1,002), GAIL (1,037) and NMDC (1,057).
The list also has Canara Bank (1,059), PGCIL(1,085), Tata Motors (1,157), Bank of Baroda (1,184), Power Finance (1,324), Axis Bank (1,332), Union Bank of India (1,350), Grasim Industries (1,380), Indian Overseas Bank (1,462), Sun Pharma (1,522), M&M (1,529), Allahabad Bank (1,629), Indian Bank (1,659), Syndicate Bank (1,663), IDBI Bank (1698), Central Bank of India (1,724), JSPL (1,793), NALCO (1,794), OBC (1,869), UCO Bank (1,872) and Hero Honda (1,939).
However, five Indian companies — scam-hit IT firm Satyam Computer, realty firm Unitech, Suzlon Energy and two Anil Ambani group firms Reliance Power and Reliance Capital — have been dropped out of the Forbes ‘Global 2000 List’ this year.
Four Indian companies, Hero Honda Motors, Sun Pharma, Indian Bank and Jindal Steel and Power Ltd are the new entrants to the list.
Mukesh Ambani-promoted RIL, State Bank of India, and Oil and Natural Gas Corporation are among the top 200 companies ranked 121st, 150th and 152nd, respectively, on the list.
All the three top Indian firms have improved their ranks considerably from their last year’s positions, wherein RIL had been 193rd, SBI at 219th spot, while ONGC was ranked 198th.
Overall, the list is topped by industrial conglomerate General Electric, followed by Dutch oil and gas major Royal Dutch Shell, Japan’s Toyota Motor, ExxonMobil and UK’s BP in that order.
The rankings have been compiled on the basis of a composite score of sales, profit, assets and market capitalisation.
However, British banking giant HSBC Holdings has dropped to the sixth place this year from its numero uno position in the last year’s list.
The other top Indian firms on the list include Indian Oil (207th), NTPC (317th), ICICI Bank (329th), Tata Steel (463rd) and Bharti Airtel (508th).
The Indian presence is almost evenly divided among the private and state-run companies. While none of the Indian companies has managed to find a place among the top 100 firms this year as well, the elite club includes a firm run by person of Indian origin.
Lakshmi Mittal-headed steel behemoth ArcelorMittal is at 41st position. However, Vikram Pandit-run banking giant Citigroup has dropped to 472nd rank this year.
Further, Indra Nooyi-run beverage major PepsiCo has been ranked 115th, India-origin Francisco D’Souza-headed Cognizant Technology Solutions at 1389th place. Motorola, headed by Sanjay Jha, is at 658th place.
According to Forbes, the Global 2,000 companies have combined revenue of $32 trillion, $1.6 trillion in profit, $125 trillion in assets and $20 trillion in market capitalisation.
Other Indian companies on the list include SAIL (582), Reliance Communication (689), Larsen & Toubro (773), BPCL(795), Bhel(796), HDFC (808), TCS(834), Hindalco Industries (848), HDFC Bank (864), DLF (883), Infosys( 891), Punjab National bank (946), ITC (987), Wipro (989), Bank of India (997), HPCL (1,002), GAIL (1,037) and NMDC (1,057).
The list also has Canara Bank (1,059), PGCIL(1,085), Tata Motors (1,157), Bank of Baroda (1,184), Power Finance (1,324), Axis Bank (1,332), Union Bank of India (1,350), Grasim Industries (1,380), Indian Overseas Bank (1,462), Sun Pharma (1,522), M&M (1,529), Allahabad Bank (1,629), Indian Bank (1,659), Syndicate Bank (1,663), IDBI Bank (1698), Central Bank of India (1,724), JSPL (1,793), NALCO (1,794), OBC (1,869), UCO Bank (1,872) and Hero Honda (1,939).
Subscribe to:
Posts (Atom)