Product Description

The best minds at BusinessWeek explore ways your company can survive-and thrive-amid the business growth and innovation of China and India

The economic rise of China and India has changed the way the world does business-and today's companies need to step up their game. This in-depth report, edited by a senior writer at BusinessWeek, goes behind the headlines of the new “megamarkets” to explore how your company can stay competitive. With a diverse array of viewpoints, ideas, and forward-thinking strategies, Chindia discusses new avenues businesses can use to embrace change and encourage growth.

• Brings together reporting and analysis on China's and India's emerging markets, from the reporters of the world's most widely read business magazine
• Provides need-to-know information for you to plan for the future of your business
• Features an introduction from Engardio, as well as chapter introductions explaining how the stories fit together and concluding summaries of major points for each chapter

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Product Details

• Amazon Sales Rank: #166865 in Books
• Published on: 2006-10-23
• Original language: English
• Number of items: 1
• Binding: Paperback
• 224 pages

From the Back Cover

CHINA AND INDIA:

Reshaping your world and your business

China's growth and manufacturing dominance are two of the biggest global trends of the last 10 years. India's technology, service, and outsourcing industries make it a valued partner, as well as a formidable competitor.

The stunning rise of China and India makes it clear: to survive and thrive in the new global market, you have to engage with China and India. This comprehensive guide is your road map to meeting this challenge. The book combines frontline reports from BusinessWeek's award-winning Asia staff with point-by-point commentary by the experts, including new introductions to each chapter by BusinessWeek's Pete Engardio. Inside you'll discover

WHAT YOU REALLY NEED TO KNOW ABOUT CHINA AND INDIA

A crash course in their cultures, economies, and business practices

WHAT THE EXPERTS SAY ABOUT THE NEW “MEGAMARKETS”

The future of trading, manufacturing, investing, and negotiating

WHAT YOU CAN DO TODAY TO ENSURE YOUR SUCCESS TOMORROW

New corporate models, global paradigms, and other strategies

This up-to-date exploration includes award-winning special reports on key issues such as manufacturing (“The China Price”) and technology (“The Rise of India”). It's filled with the crucial information you need to compete-from the world's most widely read business magazine.

About the Author

Pete Engardio has won numerous major awards for his coverage of global economic issues as a senior writer at BusinessWeek. He was the magazine's Asia correspondent for six years and is coauthor of the 2000 book Meltdown: Asia's Boom, Bust, and Beyond.

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Customer Reviews

Not a bad book but somewhat out of date today - August 2007
Not a bad book for someone with very little knowledge of India or China. However most of the data is somewhat old and thea reader is better advised to read some of the more recent books on the subject

India predicted to pass China GDP
1. China and India share many characteristics as future growth markets: immense upwardly mobility, an emerging middle class whose aspirations and outlook on life differ from those of the previous generation. Rapid social changes and greater diversity means companies must employee more sophistication in tailoring their message and products to a different consumer segment.

2. Automotive: GM enjoyed success selling Buick Regal which starts at $25,138, partnering with SAIC to sell the $8,000 spark, and expanding the XLR Cadillac line. "One thing you learn in China is that you have to move fast" says, Kevin Wale.

3. Elantra compact, starting at $13,600, Hyundai Motor Co's unit sales in China Soared 156% in the first quarter 2005.

4. Honda's fit sold 76% more cars as buyers snapped up its $10,360 fit.

5. Domestic car Chery QQ had explosive response to its $3,600 price tag.

6. GM SAIC venture plummeted 35% and overall profits plummeted 80% to $33 million. Today most buyers are individual and they want the best deal for their money. "And rumors that Beijing is mulling a tax on vehicles with big engines are only accelerating the trend".

7. Nissan plans to add 250 new dealerships to its existing 500 dealerships by 2007.

8. Ford plans to invest $1 billion in China.

9. VW sells a $9,000 Golf and a $12,000 polo in China,

10. "Price for GM and Volkswagen are still to high" cautions Jia Xinguang.

11. Chinese Basic values: 1. individualism: 2/3 of young Chinese prefer to do things themselves, rather than rely on others. 2. lifestyle: 39% are happy with life, 18% say they have enough money, 59% say they need to take risks to be successful, and for consumer product companies this means a huge desire for new trends. 3. Career: 80% are working hard for their career 4. Liberating women: men should do housework. 5. Internationalism: 2/3 says they are interested in other cultures, but they don't walk the talk. 6. Knowledge: 75% says its important to be well informed. 7. Spirituality: There is a growing demand for spiritual experiences. 51% will still sacrifice leisure for money. 8. Social: Young Chinese care about environment, charity, and public interests in general than older Chinese.

12. Most Chinese homes have been converted from coal to natural gas

13. $13 billion will go to prepare for the Olympics

14. China spent $85 billion in cleanup since 2000 and will spend $380 billion until 2010.

15. Over 400 non-Chinese companies now sell pollution-control equipment in China.

16. A good internal rate of return in China is 12%. Jorge Mora, Veolia expects 20%-25% growth in China investment of $800 million.

17. India model is characterized by strength in engineering and services, private capital markets, business models that focus on high-quality goods and services at low cost, and small-batch precision manufacturing.

18. 1/3 of the world population, China has been growing by 9.5% a year and India by 6%. "Given their young populations and high savings and the sheer amount of catch up they need to do, most economist figure China and India possess fundamentals to keep growing in the 7% to 8% range for decades." A massive productivity surge is about to be unleashed.

19. China and India graduate a half a million engineers and scientist a year, verses 70,000 in the US.

20. Cisco's Scheinman put it, "We cam to India for costs, we stayed for quality, and we're now investing for innovation."

21. China's cellphone user base is 350 million, largest in the world, and estimated to be 600 million by 2009.

22. In China there are 800 million people in rural areas that will work for 45 cents a hour. "This is why China can have another 20 years of high-speed growth" contents Hai Wen. China's working population will peak at 1 billion in 2015. By mid-century, India is expected to have 1.6 billion people and 220 million more workers than China. William Wilson, says, "I believe India has a better model than China, and over time will surpass it in growth". The average Indian company posted a 16.7% return on capital in 2004 versus 12.8% in China.

23. What holds India back are bureaucratic red tape, rigid labor laws, and its inability to build infrastructure fast enough.

24. Companies like Motorola must succeed in China and India simultaneously to stay competitive.

25. Both China and India annual growths around 10% to keep jobs for 10s of millions of workers.

26. China withstood the 1997 Asian financial crisis because it lacked a convertible currency. Beijing will start letting foreign banks compete for deposits and domestic loans. Financial market liberalization could be hazardous.

27. In 20 years, China will have 300 million people who are 60 years or older. One in six has a pension plan and retirees will not be able to rely on children for support.

28. Keystone believes that China has drawn $200 billion more in foreign investment than India. Wilson thinks India's foreign investment could reach 35% of GDP within a decade.

29. Indian companies are especially strong in high-end manufacturing, such as auto parts, power generators, and medical equipment.

30. China could grow faster by issuing stock or bonds, not just on the domestic market.

31. Bank of America slashed 3,700 of its 25,000 tech and back office jobs and one third of the jobs were outsourced to India. Inside Infosys Technologies, 22 hectare campus in Bangalore, 250 engineers develop IT applications for BoA.

32. John McCarthy predicts 3.3 million white-collar jobs and $136 billion in wages will shift from the U.S. to low-cost countries by 2015. Anne Livermore said, "Now you're going to see the same trends in services that happened in manufacturing." "A basic tenet is that things go to the areas where there is the best cost of production." "Any R&D that is routine can go". "The real advantage is that we can tap the world's best talent", says Dee Miller. Robert Larence says, "I still have faith that globalization will make us better off, but it's no more than faith."

33. In 2002, Gartner Inc survey 900 big US companies that outsource IT work offshore, a majority complained of difficulty communicating and meeting deadlines.

34. By 2008, IT work and other service exports will generate $57 billion in revenues, employ 4 million people, and account for 7% GDP predicts McKinsey & Co group. The big migration of the service sector has just begun. "This trend is just starting to crystallize now because every chief information officer's top agenda item is to cut budgets." "The game here really isn't about saving cost but to speed innovation and generate growth for the company says Guillermo Wille. Big US companies are shedding 500 to 2,000 IT staffers at a time.

35. 2002, Microsoft invested $400 million in India over a three year period of time.

36. Harnessing India's brain power will greatly boost American tech and service leadership as the baby boomers retire.

37. US manufacturing accounts for 14% of GDP and 11% of the Jobs. 60% of the US economy is service and employees 2/3 of the workers. India knowledge workers can do the work cheaper and better. "India will drive down the costs in services." "The Indian labor card is unbeatable" says John Parkinson.

38. India services: processing insurance claims, radiology examination of cat scans, processing of $35 billion worth of global invoices, consulting and programming of Enterprise Resource Planning, ERP . The 700 business process done in India saved GE $340 million a year. "We are mission critical to GE" says Pramod Bhasin.

39. Neither China or India has produced important breakthroughs in science and technology. Weaknesses include immature financial systems (hedge funds, mutual funds, foreign investments), weak links between Universities and Companies, and intellectual theft. Chinese spending on R&D is on the rise taking advantage of 465,000 science andengineering grads in 2001. Seven new semi-conductor plants are being constructed. New companies that produce cheaper Network switches emerged, Huawei and ZTE. "Little industrial innoations, equity markets close to start up software pales compared to India". Pharam has "no blockbuster drugs". China's government still supresses speech, and censors internet. R&D China=$11 billion verses US=$233 billion and China Semi-conductor=$2.9 billion verses US=$71.2 billion. China has 22 wafer fab plants. Nokia and Motorola dominate China's telecom market, 350 million cellphone owners. China will produce 8.7 million vehicles annually by 2008. Honda plans on producing 50,000 Jazz compacts a year.

A rehashed set of Business Week articles
Although the editor is well meaning in publishing a number of Business Week articles in a single book on India and China, I feel that the chapters lacked deapth. Writing an article for a magazine is very different to writing a chapter of a book and Chindia suffers because it is just a collection of articles. Newspaper & magazine journalists are required to have very different skill sets than book writers and I have yet to find a book written by a journalist that is not shallow and repetitive. I would have expected the bibliography to be a reference to other serious texts and articles on the subject, instead it is a list only of Buisness Week articles on the same subject, whether they are the same articles collected in the book I do not know, but the bibliography shows loyalty to Business Week, not helpfulness to the reader in understanding a complex topic. Chindia is a classic example of a shallow and repetitive book published by a journalist.