Posted by: John Elliott | November 1, 2007

The plight of India’s landless is overlooked

 My colleague Jo Johnson, the Financial Times’ south Asia correspondent, writes this morning that the “chief executives cocooned in the sandalwood-scented splendor” of Fortune’s Global Forum for the past three days would have learned more if they had left the grand old Imperial Hotel, where the Forum was being held, and met 25,000 landless workers “from the bottom of Indian society” who marched 320 kms to Delhi to highlight their plight.

“From the stunted and wasted frames of the landless, they would have observed how malnutrition rates, already higher than in parts of sub-Saharan Africa, are rising in many places, as wages lag behind soaring food prices. They would have learnt how the 120m families who depend on the land for subsistence agriculture, generating no marketable surplus from one season to the next, live in terror of expropriation by state governments operating land scams in the name of development,” Johnson says in his on-line column.

He has a point, a serious one, even though people at the Forum did learn a lot about India. But, with the Indian stock market zooming past 20,000 on Mumbai’s Sensex, this march of “indigenous tribes people and ‘untouchables’ from the bottom of Indian society,” who are excluded from the booming economy, aroused little interest when it arrived in Delhi on Sunday.

Newspaper front pages gave more space the next day to a local marathon run, and then focused on the stock market and iconic (India loves icons) visitors to Delhi – Angela Merkel, the German chancellor, Henry Paulson, US Treasury secretary, and Henry Kissinger, former US secretary of state. Kissinger became involved in lobbying for America’s proposed nuclear deal with India, but he was primarily in town for a convention organized by JP Morgan (JPM), the US investment bank, which took over the Global Forum’s elegant conference facilities in the Imperial Hotel today. That conference is also unlikely to focus on the plight of those sad disillusioned marchers.

Yet many of the executives attending both conferences are at least partially involved in the growing problem of the landless. Their finance and property companies are piling money into Special Economic Zones (SEZs) and other development projects that deprive the poor of their land and livelihood, once land use regulations have been changed (foreign investment is not allowed in agricultural land).

Low prices are paid for land whose values then rise rapidly, benefiting developers, politicians and bureaucrats who are often involved in land scams, while the poor are swept aside. Such people have little chance from birth of being anything but losers and, while disputes over land grabs do sometimes hit Indian newspaper headlines, the stories rarely leave much of an imprint.

The main issue is the plight of farmers and landless laborers, plus tribal people who live in remote areas, many of whom have had their land for generations. The authorities frequently claim that they will be fully compensated – last April it was announced that SEZs should provide one job for every family displaced. But, as I wrote then, that scarcely begins to tackle the scale of the problem, especially for the landless, those without ownership rights, and millions who have never had proper legal ownership documents. Even those with some paperwork fear, as frequently happens in such situations, that they will be cheated by local government and bank officials and their henchmen.

This is growing into a crisis. Land looks like it is becoming India’s most explosive social issue in the future, as those who benefit from land grabs become more greedy and those who lose out feel even further left behind. Industrial companies are also hit. Posco, the Korean company, has been having problems in Orissa on a planned $12 billion steel project that has become caught up in local protests, fermented by local activists and led by one of India’s Communist parties. Four Posco officials were kidnapped recently.

On Sunday, as the march came into Delhi, there was unrest in West Bengal at Nandigram where a 10,000-acre chemicals SEZ planned by Indonesia’s Salim group ran into trouble earlier this year. Four people were killed in a bomb blast on Sunday, that was believed to be connected to the dispute, and a political leader’s convoy of cars was fired on.

One could dismiss these as isolated incidents, but they reflect growing anger and unrest that could explode. The government this week responded to the march by announcing the creation of a National Land Reform Committee to develop a new policy, but it is unlikely to achieve much – such committees rarely do.

Posted by: John Elliott | October 31, 2007

Fast growth – plus losses – in retailing

Kishore Biyani, founder and chairman of the Future Group, which is India’s largest and most successful retailer told us at the Fortune Global Forum yesterday about how he avoids clashes with old traders who dominate India’s current farm-to-shop distribution system.

He invites local wholesale traders who specialize in various fruits and vegetables to bring their produce to his Food Bazaar supermarkets and sell it themselves. That seems to have prevented them mounting the sort of opposition to his Bazaar outlets that has grown against the Reliance Fresh stores of the Reliance Industries (RIL) group. But other speakers on a panel at the Forum agreed that this was not a model that could be generally applied. Other groups would want to have more control over their stores and will have to find different ways of handling traders, who fear they will lose their jobs as supermarkets expand.

The general mood of the Forum session on India’s booming retail business was positive, including the prospects for foreign direct investment (FDI), even though it was agreed that there is no prospect of the government allowing FDI in on a broad basis before the next general election.

Meanwhile, foreign firms can operate franchises and invest directly in single-brand shops and wholesale cash-and-carry businesses, subject to case-by-case government approval. One of the speakers, Mr H.B. Lee, regional CEO of Samsung Electronics, seemed happy with the 100 franchised Samsung outlets that his firm has opened across India.

Earlier, in another Forum session, Sunil Mittal, chairman of Bharti Enterprises which has a tie up with Wal-Mart (WMT) for wholesale stores and logistics, warned that rising land prices mean that new retailers might have to bear losses for up to four or five years. Arvind Singhal, chairman  of Technopak, a Delhi-based retail consultancy, forecast that big-company retail would grow from 3.8% now to 16.7% in 2012 and 26.3% in 2017, by which time sales would have more than doubled. So there is a lot to play for.

Posted by: John Elliott | October 30, 2007

Bajaj near deal with Renault for $3,000 car

Rajiv Bajaj, managing director of Bajaj Auto, India’s second largest motor cycle manufacturer, was in a buoyant mood when I met him at the Fortune Global Forum in New Delhi this morning. Fortune invited him to speak at the Forum yesterday about the feasibility of producing a low cost car, but he had to pull out because, he wrote in a letter, “the CEO of one of the world’s largest automotive companies” was visiting his headquarters in Pune and a nearby factory at Chakan.

That CEO turned out to be Carlos Ghosn of Renault, who is talking to Bajaj about producing what colloquially is known as a “one lakh” car, though Ghosn has said he’s thinking of a $3,000 price tag, which is about 1.2 lakhs of Indian rupees (Rs120,000). I checked the price with Bajaj this morning and he replied:  “Yesterday he (Ghosn) said $2,500 (roughly one lakh) – he’ll be giving it away free by the end of it!”

Bajaj said today that his aim is “not to produce a mainstream four wheeler”  but something that “takes forward our skills and cost structure as a two and three wheeler manufacturer.”  It will be a car which is “under four meters long” compared with the more usual five or six meters and will use a “unique breakthrough engine technology” that would “have its roots” in the two and three wheeler area. Bajaj plans to unveil that technology at India’s motor show in New Delhi next January.

Ghosn took some executives from Nissan, which he also controls, to Pune yesterday and the plan, said Bajaj, is a “three-way exclusive global alliance” between Bajaj, Renault and Nissan for manufacturing and marketing. Ghosn, who is also producing the mid-size Logan saloon with Mumbai-based Mahindra & Mahindra, and is planning a light commercial vehicle with Hinduja-controlled Ashok Leyland in Chennai, hopes to finalize the Bajaj deal soon.

There is now a race to see who can produce what fastest for the bottom of India’s four-wheeler motoring pyramid, enabling people to move up faster from scooters and motor bikes – the cheapest car currently on the market is a 23-year old 800cc model from Maruti Suzuki priced at Rs220,000.  Ratan Tata, head of the Tata, one of India’s two largest groups, has also been trying to produce a “one lakh car” (about $2,500).

But he has admitted it will cost more and is believed to have failed to produce his dream of a revolutionary vehicle – for example with a plastic body and bars instead of doors, according to some reports. Bajaj also wants to cut customers’ maintenance, fuel, and hire purchase spending to a monthly “cost of ownership” of $150, which he says is not much more than half the cost of keeping a current small car and twice that of a motorbike.

So let’s how he and Ghosn adapt the Bajaj two wheeler engines and three-wheeler auto-rickshaw bodies into a four wheeler – that could be an interesting vehicle.

Posted by: John Elliott | October 29, 2007

A breakthrough in the India-US nuclear deal

India’s nuclear deal with the US might be saved. After weeks of bad news, with the Indian government failing to get its Communist-led parliamentary allies on side, the ground is at last shifting and it looks as if the Bharatiya Janata Party, India’s main opposition which has been objecting to the deal, might save the day.

It is of course too early to be sure, but I’d put money on a parliamentary debate quite soon where the Left gets isolated and there is a consensus – or maybe even a vote – in favor of going ahead. That would enable the deal to proceed via the International Atomic Energy Agency (IAEA) and the Nuclear Suppliers Group (NSG) and meet the January deadline that the US is aiming for.

So what’s happened to lift the pall of gloom that was falling last week over the deal and over India-US relations? Basically, US diplomats in Delhi – plus former Secretary of State Henry Kissinger who is visiting the city – have been calling in favors from old contacts in the BJP who they have been nurturing for years. The US has always felt more comfortable with the right-wing Hindu-nationalist BJP than with the Congress Party, which leads the current government. The BJP, which started defense and nuclear talks with the US when it was in power from 1998-2004, has traditionally been seen as more pro-business than Congress, which comes from a Socialist background and built India’s Cold War alliance with the former Soviet Union.

The US has also seen the BJP, with its base among India’s majority Hindu population, as a bulwark against Islam. So for years American diplomats have been courting young aspiring BJP politicians, as well as their leaders. Now, as I said, is the time to call in favors – and the calls are beginning to yield results.

BJP leaders have begun to say that they are prepared to back the deal if they receive certain assurances about the security of India’s nuclear weapons. There is no way, for example, that they would give support if the deal might upset progress made since the former BJP-led government staged India’s historic nuclear tests in 1998.  The BJP also wants to be assured that India’s sovereignty and autonomy in foreign and defense policy will not be compromised – though that might be difficult because the US is trying to persuade India to abandon a possible gas pipeline project with its old ally, Iran.

Rajnath Singh, BJP president, set the line yesterday when he said the BJP is ready to have talks with the government, and a parliamentary debate, on the deal. David Mulford, the US ambassador to India, who saw L.K. Advani, the BJP’s veteran leader a few days ago, meets Singh this afternoon. Another senior BJP leader who I spoke to this morning took the same line. And a senior Communist Party official, speaking on television last night, almost invited defeat when he said parliament should have a debate and “let’s take a consensus of the House”.

Hank Paulson, US Treasury secretary, who is visiting India and speaks at the Fortune Global Forum tomorrow, yesterday urged India to “move forward as quickly as possible, though, he acknowledged, “you all have to work through your internal political decision – that is up to India.” 

So the deal, which would lift a 30-year ban on India’s access to nuclear power and other sensitive technologies, could be saved – and, with it, the current Indian government and prime ministership of Manmohan Singh – ironically not by the government and its allies but by the BJP.

Posted by: John Elliott | October 28, 2007

Hurdles ahead for India’s retail

We will be tackling some of the basic issues raised by the massive surge of activity in India’s retail industry at Fortune’s Global Forum in Delhi on Tuesday. Kishore Biyani, founder and chairman of the Future Group, which is India’s largest and most successful retailer with Pantaloon and other stores, will explain how he’s managed to expand quickly without running into the sort of opposition faced by Reliance Fresh stores, whose windows have been smashed and stores ransacked in some areas.

Arvind Singhal, who runs Technopak, a leading consultant who has advised many retailers, will add breadth to the discussion, which I will be moderating. Mr H.B. Lee of Samsung Electronics will bring the perspective of a foreign consumer goods manufacturer that has successfully entered the Indian market.

When the Forum organizers decided to put retail in the program, they probably thought that it was going to be a “good news” session, with foreign investment as the only controversial subject (foreign retailers are not allowed to invest directly, except for in single-brand stores). But Reliance’s troubles show that the good news is riddled with problems – the company has even withdrawn from the two key states of Uttar Pradesh and West Bengal because of the risk of customers and employees being harmed. The “why” is simple to explain. How to solve it is more difficult.

The reason for the problems is that Reliance, plus Bharti Enterprises which is joining up with Wal-Mart (WMT) and will open stores next year, is challenging established wholesale and farmer-to-retailer distribution channels run by avaricious public sector employees, middle-men, money lenders and others. Along with all fast-growing retail groups, they are feared by family-owned kirana mom-and-pop shops, but it is these middle-men traders, supported by the political Left and some other local politicians, who are adding destructive muscle to a broader based “anti-bigness” campaign.

Biyani’s ambition is to “deliver everything, everywhere, every time to every Indian consumer in the most profitable manner,” and he is not doing badly. His first-comer advantage is that he bought sites for his stores a few years ago at a fifth of the prices now being paid, according to industry sources. He already runs 6 million square feet of retail space in over 450 stores of various formats in 45 cities.

The outlets vary from the company’s original fashion stores called Pantaloon (which used to be the name of the group), to Big Bazaar hypermarkets, and Food Bazaar supermarkets as well as stores specializing in home improvement, furniture and furnishings, consumer electronics, and books, music and gifts – plus futurebazaar.com online retailing.

Reliance Industries (RIL), which launched its retail activities with Reliance Fresh, is chasing him in all those areas and has over 370 stores. It will also have jewellery and “wellness” shops, and even plans to put modern art galleries in its biggest hypermarkets by 2009.

But Biyani has not attracted much attention because, like others including the Aditya Birla group, he has expanded relatively quietly. And his shops are broad-based, not focussed on food. Reliance on the other hand started off by launching dozens (now over 360) fresh-produce based stores across the country, and its plans have been splashed in newspaper headlines for more than a year. Similarly Bharti, through a high profile export-oriented joint venture with the Rothschild banking family called FieldFresh, started direct involvement in farming, which immediately aroused opposition from local vested interests (and has now been scaled back, partly because of delivery hassles).

The problem is how to placate the vested interests that take produce from farmers and deliver it to retailers. That will have to happen before retailers will be able to link up with farmers to improve the unreliable quality of their produce, and replace antiquated distribution systems.

So it should be a good discussion on Tuesday – and I’ll report back on this blog afterwards.

Posted by: John Elliott | October 26, 2007

India to build 10 world-leading manufacturers

India is likely to have eight to ten manufacturing companies that are global leaders within the next three to five years. That forecast was made yesterday at a conference in Delhi by Baba Kalyani, chairman and managing director of Bharat Forge – which will certainly be one of them because it is already the second biggest forgings company in the world.

Kalyani told my colleague Clay Chandler (see current article) that he expects to overtake Germany’s Thyssen Krupp as the world leader “by the end of next year.” Others should include Tata Steel, Suzlon Energy which is already a leader in wind turbines, Larsen & Toubro (L&T), which is India’s leading heavy construction company, and Bajaj Auto with its two-wheelers, plus Ranbaxy in pharmaceuticals.

Kalyani was speaking at a conference on Indian companies becoming big in defense and civil aerospace manufacturing. This is the only area has not been opened up and developed since India’s economic reforms began in 1991, so the potential is huge – emulating what has happened in the auto industry.

“We could build a self-reliant aerospace industry,” said Kalyani, based on India’s skills and the cost of its components which were 20-30% lower than in Europe, Japan and the U.S.

“High skills at lower cost” was his slogan. That led to “frugal engineering” – a phrase used by Carlos Ghosn, CEO of Renault, to describe the advantages of India’s auto industry (see my current article). Ghosn is making Renault’s Logan car with Mahindra & Mahindra in India, and is talking to Bajaj Auto about a low cost car which Ghosn has said he would like to price at $3,000.

Several of the potential leaders named above would benefit enormously if only the Indian government would really open up defense production to the private sector instead of just talking about it. L&T already makes rocket parts and is building the hull of a (secret) nuclear submarine. It wants to be a leader in India’s shipbuilding industry, which is only just beginning to emerge, and plans to build warships.

M&M is already making jeeps and other vehicles including a multi-purpose high mobility rival for the Humvee. Bharat Forge would diversify from its auto industry focus. It is now aiming at the international civilian aerospace industry where Kalyani sees big potential for supplies from India.

But the government is going slow in the defense area. In a post on this blog, I wrote that the government would “soon make defense production history by naming a small number of leading Indian private sector companies as Raksha Udyog Ratnas (RURs) – literally defense industry jewels – that will be allowed to compete for big research, development and production projects on equal terms with the public sector.” I confidently said that “names will be published soon.”

I should have known better, having lived in India for many years. The list is still not out, blocked some contacts tell me by trade unions in the public sector-dominated defense industry that do not want private sector competition. But this is only half (or less) of the truth. That is of course the trade unions’ line, but they are really only the foot soldiers for the defense brass – industry, bureaucrats, and officers who do not want their cozy lives, including comfortable relationships with overseas defense suppliers, upset.

Currently up to 70% of India’s $10.5 billion capital expenditure budget for military equipment is being spent abroad. Little more than 30% of the orders placed in India – or 9% of the total – goes to India’s private sector. A new, and as yet untested, offsets policy requires foreign defense suppliers to spend 30%-50% of their orders in India, which the government  forecasts will generate $12 billion in orders in the next four to five years.

That illustrates the huge potential for Indian private sector companies to grow fast, using defense manufacturing as a base. Companies like Bharat Forge can start by supplying the world’s civilian aerospace industry, but the real potential is in this defense field – when the government really does something about it.

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Posted by: John Elliott | October 23, 2007

India’s unhappy PM isn’t about to quit

There’s nothing better than a good government crisis to spice up an international conference. The political maneuvering may not actually invade the conference sessions, but they liven up conversations in the coffee and lunch breaks and evening partying.

It’s beginning to look as if that is exactly what will happen when Fortune magazine’s Global Forum comes to Delhi early next week because the prime minister, Manmohan Singh, is deeply unhappy about the way the government is edging away from the nuclear deal that he has crafted with America.

I don’t think he’ll be resigning soon. Indeed he has today agreed to speak at the Forum next Monday (the 29th), which indicates there’s nothing cataclysmic coming soon. And Sonia Gandhi, the leader of the government coalition, and of Singh’s Congress Party, is on a five-day official visit to China from later this week, which will also slow down political activity at home.

But Singh was widely reported in this morning’s daily newspapers as having expressed his frustrations and feeling of lost authority at a meeting of the government’s coalition allies yesterday, and the future of the government is in doubt. “How can I run the government like this?” he is reported to have asked, rhetorically. Some reports suggested he said he could resign, but that I am sure his outburst was more a statement of the obvious than a serious threat. In any case, Gandhi has no one ideal to replace him, so will not let him go.

As I’ve reported here before, problems have arisen over the proposed nuclear deal, which would give India access to nuclear fuel and technology for its electric power program from America and elsewhere. More importantly, it would build strong diplomatic and economic ties between the two countries. But the deal is firmly opposed by Leftist parties, led by the communist CPI-M, which distrust and oppose such a close and dependent relationship with America, and fear – probably justifiably – that a future American government would cut off the nuclear supplies if India displeased it.

These Leftist parties have threatened to withdraw their parliamentary support for the government if it goes ahead with the next stage of the deal, which involves negotiating an agreement with the International Atomic Energy Agency (IAEA). That would remove the government’s parliamentary majority and would lead to a general election. Yesterday’s meeting was initially expected to resolve the deadlock between the political parties but they shied away from a confrontation and will not meet again till November 16.

The deadlock has arisen because, while the coalition government wants to go ahead with the nuclear deal, only Congress feels confident enough to fall out with the Left and have an election. Smaller regional parties in the coalition do not want an election, because they are enjoying the power and patronage of being part of the government – which could run till 2009. Leftist parties also want to avoid an early election because would probably do badly in the polls.

The American administration is frustrated and angry that a deal negotiated between the two governments is faltering. Yesterday, the Undersecretary of State for Political Affairs, Nicholas Burns, said in Washington that the administration would “like to get this agreement to the U.S. Congress by the end of the year.”

That’s seems extremely unlikely. More probable is drift through the rest of this year with, as I’ve forecast before, a general election in the early part of next year. It might then be too late to revive the deal before America’s presidential elections.

In the meantime, people at the Global Forum can hear India’s prime minister speak next week – and speculate on the future of the government whose authority has been seriously weakened.

Posted by: John Elliott | October 23, 2007

The Gods will encourage you to gamble

If you are attending the coming Fortune Global Forum in Delhi and find an Indian businessman talking during the evenings about vanishing to a gambling party, don’t automatically write him off as too high a risk for that great deal that you’ve been discussing. He and his friends will only be planning to do what many Indians do at this time of year – gambling at cards till the early hours.

This is a strong tradition across India, and especially in the north, because we are now between two big Hindu festivals: Dussehra, which was celebrated on Sunday (Oct 21), and Diwali, the festival of lights, on November 9. These have followed other Hindu festivities – all of which combine to demonstrate what a celebratory and fun-loving country India can be.

In the nine days before Dussehra, scenes from the ancient Ramayana epic were enacted across the country, especially in the north where every city has a large park area known as a Ramlila Ground.

The story concernsKing Rama battling with Ravana (left), a rival king, who had abducted his wife Sita to what is now Sri Lanka. (Controversy over these events has caused a row about dredging a shipping channel between India and Sri Lanka .)

On the 10th day, there is a ceremonial burning of effigies  celebrating Rama’s victory over Ravana, signifying victory over hubris and ego. So last Sunday, thousands of effigies of Ravana went up in flames at dusk, or soon after. In the smallish colony of Golf Links, where I live in central Delhi, a crowd of local residents, aged from two or three to over 80, watched this spectacle (right).

It sounded like a battleground as fireworks exploded around the city. In Old Delhi, at the biggest event, prime minister Manmohan Singh sat next to Sonia Gandhi, Italian-born leader of India’s parliamentary coalition, who watched with a grandchild on her knee.

In much of the rest of India, the days before Dussehra are marked by a festival for the Hindu goddess Durga, who is worshipped with different names around the country – such as Amba in Gujarat and Chamundeswari in Karnataka.

On Saturday night in central Delhi, Gujaratis were celebrating in the grounds of the Talkatora stadium with mass Garbha dancing, which is associated with worshipping the goddess. Hundreds of people dressed in festive gear danced in large circles to raucous music and (sometimes racy) songs for hours on end at an event sponsored by television and music companies – marking the commercialization of such events.

India’s modern spirituality is rooted in a traditional respect for the material world – “arth” or material prosperity is one of the four aims of life.

Elsewhere that evening, Bengalis held Durga Pujas – staged in huge, often highly decorated, tents that had been erected near temples – for a mixture of a street festival, family holiday, and religious rites.

Food stalls and music events ran alongside shrines, where people worshipped clay statues of the goddess Durga marking, a Hindu woman friend tells me, “the primal strength and mystery of the feminine principle” – or, to put it another way, the triumph of good over evil, as in the Ramayana. (see these two pictures of the goddess Durga). On Sunday, the images were immersed in the River Yumuna and other rivers across the country, and in the sea.

But back to the gambling. Your business friend can claim that he is only following the scriptures which sanction a fortnight of gambling, following the example of the goddess Parvati who played dice during the Diwali festival with her husband Lord Shiva.

Parvati decreed that whoever gambles at this time prospers for the rest of the year, bringing the blessings of Lakshmi, the goddess of wealth.

So wish your friend well, and maybe go with him to his gambling party! That might set you in the right frame of mind for India’s roller coaster stock market!

Posted by: John Elliott | October 22, 2007

Kochhar of ICICI leads Indian women bankers to the top

kochhar.jpgChanda Kochhar, India’s leading female private sector banker, emerged at the weekend as the front-runner to become ICICI Bank’s chief executive officer in 2009 when the current CEO and Managing Director, K.V.Kamath, retires. Kochhar, who is speaking at Fortune’s Global Forum in Delhi on October 30, was made the bank’s joint managing director on Saturday (Oct 20). That, says an insider, makes her “first among equals” to take the top job and become India’s first woman CEO of a private sector bank.  (See Kochhar’s bio here.)  

Kochhar, aged 45, has been in Fortune’s list of the 50 Most Powerful Women in Global Business for the past three years. At the start she was in charge of ICICI’s booming retail business, and last year replaced that with corporate banking and international operations. Now, in the latest change of portfolios, she takes over as chief financial officer and is responsible for what is called the “corporate centre,” and will be the bank’s official spokesperson.

At the Global Forum, she will be speaking on Indian Corporates Going Global, along with other Indian executives, some of whom are no doubt her customers and clients. When I talked to her for the top 50 women list a few weeks ago, she said that ICICI had been involved in 79% (by value) of the $17 billion worth of company acquisitions made overseas by Indian companies in the first half of this year.

The bank had a presence in 18 countries. That is now 19 because it announced at the weekend that it is about to open its first branch in America – in New York – after a three year wait for Federal Reserve Board approval. (Though Kochhar is too diplomatic to complain, that waiting period sounds like the sort of grief that India’s central bank, the Reserve Bank of India, metes out to foreign banks trying to open branches here).

The other “equals” who could challenge Kochhar in 2009 include another woman banker. Shikha Sharma, managing director of ICICI Prudential, a leading life insurance joint venture with the British “Pru” that Sharma has led since it was set up in 2000. Some observers had expected Sharma to return to a mainstream banking job, as a more direct challenger to Kochhar, but she is staying at ICICI Prudential till it has an IPO, possibly next year.

Women are playing an increasingly prominent role in India’s business life. Although there so far only a few powerful enough to qualify for the Fortune 50 list, there are dozens playing leading roles at or near the top of medium sized companies, and at various levels in large corporations.

But ICICI is unique for the number of women at the top. A year ago I wrote in a Fortune article– “The Women of ICICI Bank” – (issue dated Nov 27, 2006) – that women had 13 of the 40 top management posts, holding three out of five executive board seats and running two out of five subsidiaries.  Those numbers have changed slightly with the retirement of two top women executives, but the trend is unchanged.

Most of the women are in charge of market leaders, and most knew nothing, or virtually nothing, about the businesses when they were appointed, often when relatively young. “Almost all the leaders we have picked have succeeded and most have been women,” Kamath told me. He said he valued women’s “ability to think in a much more detached manner than men,” adding, “only if male bosses have a closed mind does gender rear its head.”

Posted by: John Elliott | October 19, 2007

On The Road: Triveni’s fine turbine blades generate success

Last month I was on the road reporting for an article that appears in the current issue of Fortune magazine titled Manufacturing Takes Off. My main trip took me to factories and offices in the cities of Mumbai and Pune, but I also did other shorter journeys.

One was to Noida, an industrial and residential satellite city on the eastern edge of Delhi, across the Yamuna River from the capital’s main urban areas. Noida has never been as fashionable as Gurgaon, Delhi’s other satellite city near the international airport where, for several years, stylish office buildings have sprouted that would look good on more famous Asian skylines like Hong Kong and Singapore.

But Noida is catching up fast and has several surprises. One of them is Moser Baer. In my article, I write about it making CD’s and DVD’s and solar panels for international markets in sanitized production areas.

Another surprise, which I did not have space for in my article, is the Triveni group, an old family owned company that has suddenly re-invented itself as a producer of world quality engineering – proving, as I have written before that India’s manufacturing is successfully combining entrepreneurship and design skills, plus high-class production and after-sales service.

Triveni is an old sugar producing company – one of the three biggest in India – that moved into engineering. It has an ultra-modern office in a shiny new building that overlooks the vast spread of the Jamuna and also houses studios producing local CNN tv content. It’s on a pleasant tree-lined but shambolic street, with chaotic car parking areas, that instantly demonstrates the old and new India. Inside the building, all is efficiency.

Now, with a $30 million investment, it has now turned itself into one of the world’s three leading producers of small (up to 18-20MW capacity) power-generation steam turbines that are in high demand as environmentally-sensitive small-scale plants become popular. It has done this in the past four years by focusing on the technology of the turbine blades, which is the key to its success.

Faced with a choice of selling out, joining up with a big player like GE that would never fully share technology, or going it alone, Triveni chose to stay independent. It went to America and hired Impact Technology Consultants of Boston to design a family of ultra fine tapered and twisted turbine blades, working to specifications set by professors from Britain and Indian universities who set milestones and provided general advice.

“You can’t expect to have expertise like that in a small company,” says Dhruv Sawhney, Triveni’s chairman and managing director, who runs the company with his two sons, Nikhil and Tarun.

The turbines have a 75% market share in India and the target for this year is 80%. Abroad it has 20%. That means beating established giants like Siemens and stopping newcomers. “We’ve blocked out Chinese and other competitors from coming in,” says Sawhney.

Turbine sales are growing at 30% a year and make up about a third of the company’s $315m sales. After-sales service includes a guarantee that an engineer will arrive on site within 48 hours of being called, though it usually only takes 24 hours.

Sawhney makes the same point as other Indian companies that his engineers are better than the Chinese at service work and maintenance because they are far more flexible. “Our engineers go to mend something and they also understand how the whole machine works,” he says.

I asked Sawhney why he hadn’t started this ten or more years ago. His answer echoed what many other companies have told me.

“It was a lack of confidence – we didn’t realize India’s potential and I was happy with my small market share,” says Sawhney. “We didn’t realize we could reach global scale.”

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