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Emerging markets like India are the preferred destination for a variety of organizations – private equity firms looking for investment opportunities, corporations looking for new markets for their products, and asset managers looking for higher returns on their investments. But doing business in India is fraught with challenges, particularly for investors who are not familiar I am not going to repeat the “great” India story. Notwithstanding current problems, PE investors understand that India will grow substantially in the long run, and an under-served population of well over a billion makes this a market that cannot be ignored. However, this article is not about growth, but structural changes to the Indian The blog tries to capture the irony represented by the ValueNotes research that almost all the CXOs feel that the economy and their industry will under perform; most feel that they can outperform their competitors because the fundamentals are good Niranjan Rajadhyaksha wrote in his weekly column The Impartial Spectator describing how culture influences growth of nations, “Parking behaviour is a reflection of social norms prevalent in a country”. And social norms affect (directly and indirectly) the way we conduct our economic activities that have a bearing on the nation’s economic progress. The author cites All businesses everywhere undertake some kind of CI; they cannot survive without it. Even mom and pop stores do – although very informally. In India, it is mainly the large companies and multinationals that have formal competitive intelligence activities. How do they decide how much formal CI they should do? Here are some observations.. CI |
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