Indian manufacturing companies, often overlooked as a competitive force in the global manufacturing arena, are enjoying gross profits and sales growth rates nearly twice that of global manufacturers, according to the preliminary findings of a Global Benchmark Study by Deloitte Touche Tohmatsu, a consulting firm.
Preliminary findings from Deloitte's Global Bench-mark Study in India indicate that local manufacturers are enjoying average sales growth of 15 percent, as compared to global peers at seven and delivering gross profits averaging 16 percent, as compared with an eight per cent global average.
"Deloitte's preliminary benchmark findings reveals that industry capabilities in areas such as product innovation, manufacturing quality, and process innovation are driving the performance of Indian manufacturing companies," says Kumar Kandaswami, Manufacturing Industry Leader, Deloitte Touche Tohmatsu India.
"To effectively compete in the global market over the long term. Indian manufacturers must invest and build scale in crucial areas of production, distribution, and marketing/sales," add Mr. Kandaswami. "These are key capabilities needed to efficiently access nationwide and global markets.” Deloitte has outlined seven critical areas for CEOs to address in order to improve the performance and competitiveness of their business. These include the need to improve visibility into key strategic and operational performance metrics, increasing colllaboration, with customers and suppliers, especially in the area of product innovation.
Indian manufacturing firms see growth
November 30, 2005, 10:35 amUK transport sector seeks investment from India
November 28, 2005, 9:51 am
India is going places and one of the places is the UK, said Mr Mark Dolan, deputy director, Inward Investment, to potential Indian investors on Friday.The British Midlands, considered to he a power-house of enterprise in the field of transport technology with established manufacturing bases for Toyota. Peugeot, Ford, Cater-pillar and Nissan among others, is now actively seeking Indian investment.
"We are looking to attract overseas investment into the country. The rail traffic in the UK is expected to grow in the coming years and the British Midlands is uniquely placed to offer the skills needed to design, build and run a modern transportation network. Additionally, with the country becoming an important player in global manufacturing, India would need to work in the same time zone and also meet with their global customers from time to time. The Midlands also offers access to the European market," said Ms Nicola Kidd, head, International Investment, The British Midlands.
The seminar also focused on Midlands aerospace, automobile and fuel cell industry, with a special focus on satellite navigation and the Gallileo project which had a project value of £10 billion and the potential to create 140,000 jobs across Europe and open the doors for Indian business opportunities.There are currently more than 500 Indian companies with a base in the UK and Indian investments account for the eighth-largest source of FDI into the country.
"We are looking to attract overseas investment into the country. The rail traffic in the UK is expected to grow in the coming years and the British Midlands is uniquely placed to offer the skills needed to design, build and run a modern transportation network. Additionally, with the country becoming an important player in global manufacturing, India would need to work in the same time zone and also meet with their global customers from time to time. The Midlands also offers access to the European market," said Ms Nicola Kidd, head, International Investment, The British Midlands.
The seminar also focused on Midlands aerospace, automobile and fuel cell industry, with a special focus on satellite navigation and the Gallileo project which had a project value of £10 billion and the potential to create 140,000 jobs across Europe and open the doors for Indian business opportunities.There are currently more than 500 Indian companies with a base in the UK and Indian investments account for the eighth-largest source of FDI into the country.
Prohibition makes Gujarat a looser
November 28, 2005, 9:48 am
Chairman of United Beverages group Vijay Mallya criticised chief minister Narendra Modi for not changing age-old rules on prohibition in Gujarat by saying that the state is losing a huge chunk of revenue. Speaking at IIM Ahmedabad Confluence 2005, Mr. Mallya, who is well known for his Kingfisher brand of beer, said he had offered Mr. Modi to lift prohibition in the state and earn revenue up to Rs 2,500 crores per year. However, the chief minister told him that they have to follow the principles of Mahatma Gandhi and cannot do away with prohibition, he added.
He further said, "He is ignoring the proposal and calls himself progressive." This he termed as colossal mistake by the state government and its failure to keep up with the times. Sharing his experience of turning UB group into a mammoth conglomerate with management students, Mr Mallya said though he had taken birth in a very rich family his father was a tough taskmaster, kept him on strict schedule, and taught him the difference between haves and have-nots.
At the age of 28, Mr Mallya had to take reins of the UB group as "fate determined”. Owing to his father's death. He said when he assumed the charge of the UB group he and his group were written off by the business community and the media. However, he said with single-minded perseverance and self-confidence and considering him-self accountable for each of his action, he turned around the company.
He narrated in details how he built Kingfisher as one of the most enduring. Brands in the world and what problems they had to face in doing it. He also spoke at length about the other acquisition of the UB group and his latest venture to launch Kingfisher Airlines. He said his airlines would purchase around 70 different categories of planes by 2010 and increase its market share. Mr. Mallya advised the young generation to rely on their gut feeling rather than going by earlier studies and surveys to launch new projects. When asked to corn-meat about his flamboyant lifestyle in comparison to other Indian CEOs, Mr Mallya said, "I am more shameless than others."
He further said, "He is ignoring the proposal and calls himself progressive." This he termed as colossal mistake by the state government and its failure to keep up with the times. Sharing his experience of turning UB group into a mammoth conglomerate with management students, Mr Mallya said though he had taken birth in a very rich family his father was a tough taskmaster, kept him on strict schedule, and taught him the difference between haves and have-nots.
At the age of 28, Mr Mallya had to take reins of the UB group as "fate determined”. Owing to his father's death. He said when he assumed the charge of the UB group he and his group were written off by the business community and the media. However, he said with single-minded perseverance and self-confidence and considering him-self accountable for each of his action, he turned around the company.
He narrated in details how he built Kingfisher as one of the most enduring. Brands in the world and what problems they had to face in doing it. He also spoke at length about the other acquisition of the UB group and his latest venture to launch Kingfisher Airlines. He said his airlines would purchase around 70 different categories of planes by 2010 and increase its market share. Mr. Mallya advised the young generation to rely on their gut feeling rather than going by earlier studies and surveys to launch new projects. When asked to corn-meat about his flamboyant lifestyle in comparison to other Indian CEOs, Mr Mallya said, "I am more shameless than others."