A comprehensive look at understanding India with a strategic framework that can be readily used for doing business in this market is needed. Doing Business in India discusses the cultural and consumer profile of the people of India and how these fit into the macroeconomic context. The analytical framework provided and illustrated with real case examples spans domains such as the institutional context of the country (full of voids and amazing peculiarities) and the interesting federalist political framework in a country with many states. Based on this foundation, the book introduces the business strategies appropriate for both rural and urban markets in India. The following chapters cover the successful implementation of these strategies in India. The remaining chapters focus on successful cross-cultural management of Indian managers and employees, the appropriate types of leadership required for managing the Indian workforce, the types of managerial control systems likely to be successful in this country, and the HRM practices that can help companies to win in this market.

Offers a unique and exclusive focus on India
Focus on political particularities in India crucial for understanding success models
Explores the overall strategic framework for better strategy formulation in context
Focus on strategy implementation issues (leadership, HRM, organizational systems)
Includes cases not found in other sources

Auteur

C. Lakshman is currently Professor of International Management at Tongji University, Shanghai, China. Lakshman's work has appeared in various journals such as Journal of International Business Studies and Journal of Management Studies. His main areas of research interest are leadership, knowledge management, decision making in organizations, Strategic HRM, and Organizational theory.

Contenu

List of figures List of tables Preface About the author Endorsements 1: Why India?

Abstract
Doing business in India: a strategic framework 2: The institutional context
Abstract
Challenges provided by the institutional context: case example
The role of government in institutions
Implications for MNCs 3: The macroeconomic context
Abstract
Path from mixed economy to liberalized capitalism
Towards a free market economy
Inflation
Fiscal deficit in India
Main sectors of the economy
The informal economy 4: Political particularities in India
Abstract
Parliamentary democracy in India
Federalism in India
Business implications of federalism 5: Profile of consumers and markets in India
Abstract
Contrasting consumer values in India 6: Strategies adapted to Indian needs
Abstract
Industry life cycle and stages
Case example: Reliance Retail5
Discussion questions
Financial highlights 7: Rural India and bottom-of-the-pyramid markets
Abstract
India's cultural roots
BoP markets in rural India
Special challenges in rural markets
Case example: ITC and India's BoP markets
Conclusion
Appendix ITC's triple bottom line achievement 8: Competitive advantage of India
Abstract
Opportunities for MNCs in this sector 9: Leadership of Indian intellectual capital
Abstract
Leadership for technological progress in India
Leadership for the rights of self-determination
Leadership for total revolution
Leadership for business and economic development
Desirable leadership qualities in India
Knowledge leadership for MNC managers in India 10: Organization and control systems for India
Abstract
Organizational structure to match India strategy
Control systems 11: Successful HRM for India
Abstract
Flexibility for businesses v. problems of contract labor
Wages, workers' rights, and union recognition
Key HRM challenges in India
Best HRM practices in India
Compensation and reward systems
Integrating an Indian JV partner post acquisition
Cultural knowledge-sharing mechanisms References Further reading Index