Marketing & promotion of India Inc

So, had some good news with the promotion of the book. HSBC Private Bank has agreed to be the global sponsor for the launch events – so they’ll invite me to speak to their clients in New York, London, and Mumbai. Yesterday, as I said in my tweet – the US – India Business Council agreed to host events in NYC, Washington DC, Chicago, LA, Bay Area – am very thankful to them for the offer.

All the PR seems to be focused on book reviews – Management Today, Real Business Magazine and other magazines have agreed. However, I was advised that even if they weren’t the best reviews, it would do the book no harm (fingers crossed).

For the events, we’re having some banners printed – which I’d like your feedback on. My wife & I disagreed about the design of the banner – so I thought I’d illicit your opinion on the attached.

Let me know which you think? You’ll (at least I hope) guess which one I prefer 🙂

Click on these below and leave a comment in the box below

India’s soft power is its strongest attribute

It really is no wonder that so many senior figures in the business world hail from the foreign service. After all amongst their jobs as Chairmen, Vice Chairmen and Board Members of large financial institutions and FTSE 100 firms, champagne drinking and hob-nobbing are as much part of their jobs as is holding the executive to account, which is why a career is the FCO is a great way to learn how to work a room.

So at the Foreign Secretary’s Christmas reception this evening, I bumped into Sir Thomas Harris, Vice Chair of Standard Chartered (and former FCO diplomat) and probed him about India; which unsurprisingly, he told me he has been visiting since 1973 – a time when his first trip took him to Calcutta, as it was known then. He spoke with such fondness of India, that I asked him what he felt was India’s biggest attribute – its economic might, her military strength, its nuclear programme, its market potential… to which he echoed what Shashi Tharoor recently said at TED India (http://www.ted.com/talks/shashi_tharoor.html) , that her ‘soft power’ is her biggest and most attractive feature.

Lo and behold, Stephen Green – Chairman of HSBC came along and reiterated what Tom Harris had said, and spoke volumes about his personal affection, beyond economics, for India and the sub-continent.

Just maybe at times, we need to sit back and really reflect on the lure of India. These two gents I spoke with today, had no reason to say what they did, but it does strike me that India’s soft power needs to be given more prominence and airtime, which I hope to do when I speak about my forthcoming book.

This is one of the main reasons I’ve selected Subhash Chandra, Chairman of Zee TV and Kishore Lulla, CEO of Eros Entertainment – as they’ve probably done more to push the Indian agenda internationally than most other conglomerates in India.

Narayana Murthy walks the talk

In a world where CEOs and business leaders have come under immense scrutiny, and where their ethical behaviour and ability to walk the talk ranks as highly as their ability to deliver shareholder value, I found it absolutely refreshing to attend a briefing held by an Indian NGO called Akshaya Patra (http://www.akshayapatra.org)  which had invited Narayana Murthy, Founder & Chairman of Infosys, to speak about why he supports them.

If there’s a business leader in the world who symbolises integrity and transparancy, the award should surely go this this tech titan.

It’s easy to see him through the lense of entrepreneurship, after all he founded what is today, one of India’s most international and prestigious firms’. His story is the stuff of legend and there’s no need to repeat it here, but you can read about him in my forthcoming book (http:://www.indiaincthebook.com).

What he captured in his speech tonight floored an audience comprising some very prominent people. Akshaya Patra runs a mid-day meals programme in India. Since 2000 they have grown from providing meals to five schools in Bangalore to feeding 1.2million kids over 7 states through leveraging the use of technology and understanding best practices and other management techniques to scale up their NGO.

Murthy narrated a life experience, which I cover in the first chapter of the book from a different angle, about when in 1974 he decided to return to India from France, he went without food and water for over 4 days after being locked up in Yugoslavia / Bulgaria for speaking to a girl on a train (!), which made him realise the injustices and inequalities of life. Having experienced starvation himself, he offered to the august audience that was gathered today that they should dig deep to support Akshaya Patra’s ambitions of delivering mid-day meals to 5 million malnourished kids by 2015.

What astounded me was the simple maths. One meal costs a mere Rs5.52, so to feed one child for a year, the cost is no more than £8 per year!

With Murthy backing them, they have my support.

Going back to how I started, its par for the course for large companies to have corporate social responsibilty programmes that support such NGOs, but Infosys isn’t a run-of -the-mill type of company, and what shone through once again is that Murthy isn’t an ordinary guy.

To end with he said it beautifully, he explained that rather than a fat bank balance, the ability to illicit a smile on the face of child is a better measure of success.

“You can have a comfortable night’s sleep knowing that you’ve helped another child sleep better”

TATA Corus Job Losses – is this the Indian way?

In my book I comment on how in the run up to their acquisition of Corus, the TATA’s faced an absolute grilling from several quarters regarding their ambitions for the steelmaker, which today has announced job lay-offs for 1,700 staff in Teeside. Naturally, the unions were worried about the intentions of a firm that they’d probably never heard of. Sensing their discomfort, the firm put in place a programme of briefings in which their iconic CEO – Ratan Tata actually went and met with groups of people, including Parliamentarians, from the regions that Corus employed people.

At one such briefing, he made the point, which was well taken, that Indian firms don’t have it in their DNA to be vultures or become asset strippers. He looked them in the eye and said that not only were they buying Corus for sound strategic reasons but that he assured them that Corus would create more jobs, as he intended to take the firm forward. Sadly, not even he had predicted the global downturn and the circumstances behind this decision need to be presented so that no one jumps to any other conclusion than that the TATA’s tried everything to minimise losses, such as:

  • My sources tell me that the decision has been pending for over 8 months, and that the number of losses is smaller than what could’ve been the case.
  • The long term strategic partners, who pulled out, will be taken to court for failing to stick to their original commitments.
  • And finally, that there’s been an ongoing dialogue about the situation with all stakeholders for some time, so this comes as no surprise.

My reason for writing this blog is not to defend TATA, but to highlight that I wrote my book as a result of realising that the western markets need to know more about Indian firms who are increasingly making acquisitions in Europe & America, as a result of their improved understanding of thes histories and cultures of such people and firms, I hope they’ll be better armed to combat the negative headlines that often lead the news agenda as a result of my book India Inc. How India’s Top Ten Entrepreneurs are Winning Globally.

Does Uncle Sam get India?

Manmohan Singh should breathe a little easier now. In the run up to the visit, I can imagine that his blood pressure would be higher than normal for the simple reason that Obama has been busy cosying up to the Chinese and he’s also been lavishing Pakistan with a lot of attention – both states who have a fraught history with India.

I say that he must be breathing a little easier because Obama rolled out the red carpet for his first state visit, and said all the right things on the big subjects that define the current relationship.

In a TV interview, I was asked about the state of the US – India relationship, and rather than focus on the icy nature of historical bilateral ties, I decided to emphasise that the US and India don’t really have the luxury of avoiding each other, any more. The truth is that in the interdependent global economy we live in, US & India need each other to prosper.

Take the attraction for the US:

  • India’s middle class (approx 300m) is the size of the entire US population. This presents American companies with a larger market.
  • India’s demographic profile is a massive advantage. With nearly 40% of its population under the age of 30, you can imagine the opportunites that are thrown up for American service lead companies.

For India, the US has always been a major market, so it came as no surprise when I interviewed the ten entrepreneurs for my book (http://www.indiaincthebook.com), that the US formed the centre-point for their global expansion. Take for example:

  • There are more drugs from Indian pharma companies on US supermarket shelves than in India
  • That Mahindra & Mahindra has stolen market share from native American firms selling tractors to their own farmers
  • That, on average, Indian IT firms earn nearly two-thirds of their revenues in India
  • That Bharat Forge supplies components for 2 our of every 3 trucks in the US

However, what I’ve found is that the bilateral relationship in increasingly defined by the US – India Nuclear Agreement that was signed in 2008. With the market being valued at $150 BILLION(!) and American firms like GE and Westinghouse in pole position, they seem ( surprise, surprise)  eager for India to push on with its nuclear programme.

In its pursuit for energy independence, this visit gives Manmohan Singh and equally, Barack Obama something to smile about. It’s safe to say that Uncle Sam gets India.