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A
PRESENTATIONON
DOING BUSINESS
IN INDIA
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WHY INVEST IN INDIA?
There is no dearth of evidence about therelatively unattractive nature of the Indian economy for theobjective investor. The economic times (Mumbai ,june
1,1994)carried a report entitled moodys sovereignratings: Global outlook, had india as an Asian economywith lower than investment grade ratings, in a survey of10Asian nations.
The heritage foundation in its index ofcounties, by degree of controls, ranked India 140 among(The observe, Mumbai 17, 1997). Under thesecircumstance, is it suprising that the patriotic NRI forpatriotisms sake makes a token investment in India.
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WHAT DOES ONE DO IN INDIA ?
BUSINESS, COURSE
A large number of Indians living abroad may like to return and
settle down in India.However the ratio was found to vary
depending on their country of domicile abroad.while 80 per cent
of Indians settled in England wanted to return, only 60 per cent in
USA wanted to. Now, traders and industrialist may have clear
options,they can always return to do business in India.
The NRI professional may not really want to return in a hurry,unless there is a negative push from his country of domicile
abroad.
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THE CONFIDANCE OF NEVER
RESIDED IN INDIA INDIANS
Of Indian blood, but born and brought up in Uganda,where his grandparent had migrated from Jaipur,inRajasthan,sunial mukherjee return to do business in india.
In 1977, a thirty four, he initiated the process of settingup a wireless equipment manufacturing unit near Udaipur.
In all his year Abroad, prior to his decision of doingbusines in india, he had only once visited india in 1996.
During his visit he explore business options in india, andsomewhat familiarized himself with the environment. Butit was several years later that he return with a businessidea, linked to his training expertise and perceived corecompetencies.
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THE ECONOMICE BENEFITS
REGARDING LOCATION
He initially adopted an objective viewpoint while deciding on theselections of locations for his proposed venture.
Indians like mukherjee, born and brought up abroad, seem to be moethan rationl about the selections of the ideal locations to do businessin india.
He had, in fact, first considered Bangalore, in the south, but herealised the important of a partnership, family business , and hisbureaucratic contacts in Baroda.
His decision regarding location was, hence,not on the basic ofpsychological affinity to a particulr state,city, town of origin or former
stay.
Mukherjee observe, indians born or reared in india way favour aparticular region to do business,even if specific language barriersdont exist.
H
owever, people like myself are more interested in the economicbenefits of location.
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MARKETING AND NETWORKING
WITHOUT ACLOSEDMIND
Having been in business, specifically trading abroad, he was
confident of succeeding in manufacture.
His strong resolution and confidence, in spite of beingstrapped with a currently loss making company, is
reflective of the potential of returning NRI professionals for
doing business in india
Success ingredients, for potential RNR entrepreneurs,he
believes, lies in their marketing and creative ability in their
capability for fund procurement and management and in
their personal and formal networking arrangements.
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KARMIC INFLUENCES ON BUSINESS
&TH
E ENTREPRENEURIALPERSONALITY
Are you an NRI wanting to do business on a small or medium scale
in India ? Maybe you have already resettled in India and exploringbusiness options ,or perhaps you are still abroad, and ponderingover the idea of doing business in India.
Maybe you are in independent professional, have perhaps workedfor somebody abroad in some functional management, technical or
research area,or you may be a trader or manufacturer in yourcountry of domicile.
You may be nurturing an idea for a new and unique productperhaps, or a service that you are certain will help you earnadequate money, to at least help you maintain the standard of living
that you were used to while abroad.
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RECOGNIZE THE TRADE OFF AND TAP
THE BENEFITS
Haren believes that the key to successfully doing business in India
is to have a flexible approach towards the authorities.
Returned NRIS should not stick to their own views regardingdelays and about crossing institutional hurdles to secure various
facilities.
They must understand that authorities too are hard-pressed, and the
institutional incentive mechanism does not encourage dynamic of
extraordinary effort on the part of support authorities to promote
industry.
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TRANING & SAVING PRECEDES
ENTREPRENEURSHIP
His return to India in 1987,& his initiation into entrepreneurial
activity, were all pre-planned.
Haren manharlal shah initiated himself in his maiden role asentrepreneur at the age of thirty, in 1989. Before he return to India, he
worked as the first line manager, a staff engineer for a leading
American information systems firm.
He wanted to train himself abroad, earn some cash and return to Indiato do business. No other options had ever been considered. His
technical knowledge and financial saving from abroad provided
invaluable support in his attempt to do business in the subcontinent.
In his decades stay in the united states, he completed his studies,
before working for a few years, and gaining valuable experiences.
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FORGET THE SUPPORT SYSTEM,FOCUS
ON THE PRODUCT AND ITS MARKET
Hemrajani believes that the slow process of the initiation of abusiness venture in India, and the negative experiences of
inexperienced (in term of business) return NRIS, oftendissuades entry of potential RNRI entrepreneurs.but thecomplaints often with regard to the bureaucracy, by nomeans present insurmountable hurdles.
A small scale of operations rarely causes serious difficulties orinteractions with administrative machinery in any phase ofbusiness management.that is so long as interests onborrowing from funding institutions are paid on time andmore than a score of different types of returns have been
filed regularly.
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A RECIPE FOR SUCCESS IN
BUSINESS
Desai believes that right presentation is a crucial business style that
must be adopted for successful growth in business.
It is the approach and to image that one project to the externalenvironment and to business- related players that counts. However,
presentations does not imply a blown-up image, or media hype,but a
solid, conservatives profile.
This helps in ones efforts to mobilize funds from institutions and the
public in a growing firm.
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A JACK OF ALL TRADERS OR AJACK
FOR EACH TRADE
The cash crisis occurs due to the entrepreneurs concentration on
profit rather than on cash, which on necessary to maintain
activity levels and to meet marketing obligation. The starting crisis that ruins many an enterprise just after the
initiation stage, often occurs due to underestimation project,
working capital requirement relative neglect of the market or of
taxation.
Typing up funds in fixed investment and unplanned expansion
may also culminate in a crisis any of these and many more such
crises may occur due to lack of all-round managerial exposure.
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IMPRESSION FROM A GLOBALIZED
ENTREPRENEUR,ABOUT WETTING HIS
FEET
At moment, Pujaris electronics firm is teething
problems.however,while his current turnover is just about Rs
10million, he confidently talks in term of achieving a Rs 1.5billion turnover in ten to fifteen years time.
He expects his turnover to touch Rs 100million by A.D.2000.
The major rationale in a doing business in India. He confides was
first the decision to wet my feet in India, and than expand abroad,because there are well-protected Indian banks and institutions,
which provide infrastructure and all necessary facalities
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INNOVATIVE STRTEGIES TO BEAT
SICKNESS
Several of the firm discussed in this book are performing in a
rather poor fashion.In most cases, the RNRI operating the show
are confident of a turnaround.However, some cases are not veryviable from an independent financial point of view.
In such cases, unique options have been successfully explored
by entrepreneurs.sudhir parikh got an opportunity and utilized it.
Dr G.R Patel, with his chemical units, developed the availableopportunity.Defective implementation has invariably been a
result of the market environment
.
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COST IN BUSINESS
As amply indicated in Basants case as in most others discussedearlier the marketing and sales functions may make or break abusiness opportunity.But linked to these in another important
variable that effects profit and viability _costs. This variable is more under the control of an entrepreneur.the
product mix, the method of
productions, and productivity of labour. To plan for achieveprofit, it is necessary to analyze the specific relationship in thefirm between cost,profit and volume.
Variable cost and hence profit are affected by changes in thelevel of activity, selling price, variable cost per unit and changein fixed cost
.
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AN ASSESSMENT OF MOTIVE
Academicians like Shama bhat or G.R Patel are used to certain
levels of in independence that being ones own can ensure in the
Indian environment.
This is an underpinning characteristic of the true entrepreneurial
breed.
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CASH
IS KING(?)
Let us look at Arora s predicament in terms of a
balance sheet.sundry debtors and inventory are crucial
elements influencing the liquidity position of a firm. Speed of turnover, volume of working capital and
structure of financing influences the liquidity of a
business unit. Liquidity of a depends on current
assets.which can be converted into cash within a years(which is normally taken as short_run) and on current
liability, such as accrued expenses, trade creditors and
options.s
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THE HOW QUESTIONS OF
OPPORTUNITY IDENTIFICATION
Narain was a businessman.his family background was business
and he had been always looking for new opportunities. From
trading in tea to operating cinema cinema house in India, his
operations were diverse.
A casual suggestions from an acquaintance started him bottling a
cola drink in Maharshtra. Hemrajani, in Nigeria, while scanning
newsletters and magazines related to the chemical industry,came
across something interesting.
The per capita consumptions of plastics was observed to be low
in India _his decision was made.
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WITHIN THE ENVIRONMENT AND
WITHOUT
Business in India will be piece of for non first generation
entrepreneurs, especially if they have done business in India or
abroad earlier. One may just retire into business. But, ones business family
background and previous experiences in the field could easily
lead to success. In, the fact those who have been doing business
all their lives look down upon new first- generation entrepreneurs
and ridicule their foibles and lack of commitment.
The former have the experiences and the financial muscle, and
invariably do well.
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THE HOW QUESTIONS OF DOING
BUSINESS IN INDIA
Some RNRI have been following a policy of flexible
manufacturing and a high value-added composition of
imported and domestic input, to face progressive competition.
The ideal methodology: During visits potentialRNRI could make personal enquiries, establish contacts and
focus on a business idea. Business identification may come
from colleagues in India offering an idea and market to anNRI abroad, or NRI from abroad offering the same to an
RNRI or Indian, the second may also involve funding
support.