Getting China and India Right: Strategies for Leveraging the World’s Fastest Growing Economies for Global Advantage
Getting China and India Proper: Strategies for Leveraging the World's Fastest Expanding Economies for International Benefit
This book is the 1st strategic guidebook for multi-national corporations (MNCs)who are contemplating expanding into both China and India. Gupta and Wang clarify how several MNCs view China and India solely from the lens of off-shoring and cost-reduction, and focusing their advertising methods on only the best 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 essential for the worldwide enterprise:
* Bo
List Price: $ 29.95
Price tag: $ 13.99
BRAND NEW FUEL SAVER. Fuel Economy (MPG-CAPS™, MPG-Mega-Crumbs™, MPG-BOOST™)
 | US $0.99 (0 Bid) End Date: Wednesday May-23-2012 23:17:56 PDT Bid now | Add to watch list |
Tags: growing, strategies, fastest, world's, right, getting india and china free download right, getting, india, china, economies, getting china and india right, leveraging, advantage, global, cost structure for chinese forging companies
Like this post? Subscribe to our RSS feed and get loads more!
How to leverage the world's fastest-growing economies for global advantage,
In my review of Anil Gupta and Haiyan Wang's previous book, The Quest for Global Dominance, co-authored with Vijay Govindarajan, I explain that they focus on four tasks essential for any company to emerge and stay as the globally dominant player within its industry:
1. "One, people must ensure that their company leads the industry in identifying new marketing opportunities worldwide and in pursuing these opportunities by establishing the necessary presence in all key markets."
2. "Two, people must work relentlessly to convert global presence into global competitive advantage."
3. "Three, people must cultivate a global mindset."
4. "Four, in developing global strategies, people must take full account of the rapid growth of emerging markets, in particular the rise of China and India."
In their latest book, Gupta and Wang note that, "Starkly put, China and India are changing the rules of the game" and many of the changes that have occurred in recent years are especially significant. The tasks are still important. However, with reference to the title of this book, Gupta and Wang point out that "being present in China and India [completing various tasks, however worthy they may be] is not the same as getting China and India right." What to do must be determined by different perspectives and they are the focus of this book.
Hence the importance of fully understanding that only these two countries in the world "simultaneously constitute four stories rolled into one, each of them with the potential to be game changing in its own right." The authors' use of the word "game" in Chapter 1 is apt because it denotes players, opponents, and field(s) of competition, rules, officials, and scores. The word also connotes relevant mental and physical skills, practice, preparation, and engagement with opponents. Given these meanings and implications of "game," now consider the stories "rolled into one," any one of which could be a game changer, if viewed from these perspectives: "(1) China and India as megamarkets for almost every product and service, (2)...as platforms to dramatic reduce a company's global cost structure, (3)...as platforms to significantly boost a company's global technology and innovation base, and (4)...as the springboards for the emergence of a new breed of fearsome global competitors." Gupta and Haiyan Wang explain why building robust strategies for both countries requires that the company doing so address each of the four "stories" head-on."
Then in the next four chapters, Gupta and Wang explain the mindset needed to think of both China and India (not of one or the other) as "cousins," not "twins" ("Chindia"); to think in terms of megamarkets and microcustomers to dominate the competition; to think of leveraging both China and India for global advantage; and think of what competition with "dragons" and "tigers" requires on the global stage. When examining each mindset, the authors cite real-world examples of companies that have developed and then been guided and informed by it. For example, Haier (home appliances), Huawei (telecommunications equipment), and Lenovo (PCs) have a significant presence in India; Bharat Forge (auto components), Suzlon (wind tunnels), and Tata Consulting and Infosys (IT services) have a significant presence in China.
Readers will also appreciate how carefully Gupta and Wang organize and then present their material, especially their core concepts and key insights. In Chapter 4, f or example, when explaining how to leverage both China and India for global advantage, they suggest that there are "three primary dimensions along which China and India are becoming central to global competitive advantage for a rapidly growing number of companies across a wide range of industries: cost arbitrage, talent arbitrage, and innovation. Each of the three sources of competitive advantage can be hugely important on its own. [That is also true of China and India.] However, if they can be leveraged in tandem, the impact can be especially powerful." They then create a statistical context, a frame-of-reference, for seven specific recommendations for making decisions and taking actions along several fronts (on Pages 107-108) when leveraging China and India as hubs for global advantage. They cite Eli Lilly & Co. and Portal Player as exemplary U.S. companies and explain why. Later in the chapter, they pose a critically important question: What is the optimal mix of global and local for a particular global hub? They then provide a set of five universal guidelines (on Pages 120-121) "that can be used to frame the analysis and discussions that lead to deriving the appropriate answer." Once again, Gupta and Wang include another real-world example: specifically, a mini-case study of Accenture's development of global delivery capabilities in India, led by Keith Haviland (a British citizen)...
Read more
Was this review helpful to you?
|Finally a book that is thorough and equips executives to change the game,
Getting China and India Right is an authoritative and research-driven book essential to executives in global corporations, business academics and economists. Dr. Gupta and Ms. Wang have integrated vast amounts of quantitative and qualitative research to provide a valuable (and unique) perspective to anyone currently doing business or aspiring to win on the global playing field -- which should be ANY company with global or multinational presence. I have already referred the book to several clients and CXOs wrestling with the complexity of leveraging the capabilities of these countries and tapping into the mega-markets represented by their populations. The response I have received has been only positive.
The book is organized in a logical manner which allows readers to take individual chapters of interest and dig right in or take a comprehensive perspective reading through front to back. Loaded with rich data, case studies and interview findings, Getting China and India Right shakes some myths many executives I have worked with have long held (e.g. its either China OR India, or its only about cost-saving). It compels executives to reexamine their current approaches and mental models about global competition much like Porter did with Competitive Strategy or Competitive Advantage of Nations. So, while it certainly shakes executives who are not "Getting it Right" but does not leave them paralyzed with just high level, inactionable concepts. It provides highly tangible strategic recommendations along with specific approaches to building the capabilities needed to win and detailed questions organizations need to answer.
Our firm has utilized many of Dr Gupta's recommendations and approaches in supporting clients wrestling with these difficult issues. Many other books on China or India gloss over the complexity of each country or inherent strategic challenges, leaving readers with no clear perspectives on what they can specifically do to realign strategies. Other books also tackle each country as an individual case when in fact, as Gupta and Wang clearly demonstrate, one must look at BOTH countries on an integrated basis as part of a global network of strategic capabilities. This insight in and of itself makes this a MUST READ as it changes everything in how companies view the competitive opportunity/threat. Other insights on how to sell into these mega markets, win talent wars, or compete against domestic companies further arm companies to win.
The book was an easy read, written in a direct, authoritative and user-friendly manner. This likely stems from both Dr Gupta and Ms Wang's style (I have seen them speak to large organizations) and they are excellent speakers, approachable, confident and engaging. High marks to Getting China and India Right as these countries are the critical battlegrounds for the next 20 years and Gupta/Wang provide executives essential firepower to win.
Was this review helpful to you?
|