Chinese-Dragon
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OK this is not new news... but I just received my copy of the Economist today and this is the "front-page" story. So let's have a friendly discussion, and no trolling please.
(The headline is taken straight from the cover of the most recent edition of the Economist).
My question: What are the implications of India's growth rate surpassing that of China? Particularly in regards to geopolitics and defence?
Business in India: A bumpier but freer road | The Economist
(The headline is taken straight from the cover of the most recent edition of the Economist).
My question: What are the implications of India's growth rate surpassing that of China? Particularly in regards to geopolitics and defence?
Despite all the mess and chaos of India, the country’s business is booming. This will change the world
Sep 30th 2010 | Delhi
AN INDIAN boss gestures from the lofty window of his steel-and-glass office. Ten years ago, says Pramod Bhasin, “you couldn’t even get a cup of coffee around here.” Now the area bristles with office blocks. Gurgaon, near Delhi, has swiftly become a global hub for outsourcing. Its recent rural past is not forgotten, however. Villagers still herd goats along its streets; pigs snuffle in the rubbish.
Mr Bhasin, who heads a firm called Genpact, speaks of outsourcing as a dentist might of flossing. Car firms should concentrate on making better cars, he says; most other tasks should be outsourced. Personnel departments, for example, need a few people to handle employees’ gripes face-to-face, but form-filling and data entry can be handled more efficiently by specialists. “I’ve got 10,000 people doing this,” he says. “They’re good at it.”
Genpact began as an internal unit of General Electric before being spun out, better to serve a wider set of customers, in 2005. It helps other organisations do dull things more quickly and cheaply. For example, by analysing the way American hospitals carried out mundane tasks, such as bed-changing and deciding where to put doctors’ offices, it was able to point out more efficient ways of using people and equipment. As a result, doctors perform 25% more operations each day. Demand is brisk: Mr Bhasin predicts that his sales could grow from $1.2 billion to $10 billion in the next ten years.
Such vast ambitions are no longer unusual in India. Firms now worth $5 billion expect soon to be worth $30 billion, observes Vijay Govindarajan, of the Tuck School of Business at Dartmouth College. The country is in a “global sweet spot”, says Nandan Nilekani, a former software mogul who heads a government project, launched on September 29th, to give every Indian an identity number.
India’s GDP is expected to grow by 8.5% this year, and could grow even faster. Chetan Ahya and Tanvee Gupta of Morgan Stanley, an investment bank, predict that India’s growth will start to outpace China’s within three to five years. China will rumble along at 8% rather than double digits; India will rack up successive years of 9-10%. For the next 20-25 years, India will grow faster than any other large country, they expect. Other long-range forecasters paint a similar picture.
Several factors weigh in India’s favour. The first is demography. Indians are young (see chart 1). “An ageing world needs workers; a young country has workers,” says Mr Nilekani. Previous Asian booms have been powered by a surge in the working-age population. Now it is India’s turn. The proportion of Indians aged under 15 or over 64 has declined from 69% in 1995 to 56% this year, says the UN. India’s working-age population will increase by 136m by 2020; China’s will grow by a mere 23m, says Morgan Stanley (see chart 2).
To be sure, many Indians are poorly educated. There will certainly not be jobs in business-process outsourcing for all. India, unusually for Asia, has not yet made much of a fist of labour-intensive manufacturing for export. But its workforce will stay young and keep growing, and it includes millions of English-speakers.
India’s second advantage is that the economic reforms of the early 1990s have unleashed an explosion of pent-up commercial energy. Tariff ramparts have been torn down (see chart 3). The “licence raj”—a system under which it seemed that a businessman could not pick his teeth without a permit—has been swept aside. Private firms have been forced to compete with the world’s best. Many have discovered that they can. Exports have shot up.
Indian firms are increasingly global and sometimes world-class. Arcelor Mittal, based in Luxembourg, is the world’s largest steel firm. Tata Motors, best known for making cars that cost only $2,000, also owns Jaguar and Land Rover, two luxury brands. Bharti Airtel, a mobile-phone firm with 140m subscribers in India, is rapidly expanding into Africa, too.
China’s growth has been largely state-directed. India’s, by contrast, is driven by 45m entrepreneurs, says Amit Mitra, the secretary-general of the Federation of Indian Chambers of Commerce and Industry, a business lobby. He gushes about the energy of India’s vast informal sector, and its ability to solve problems. Mr Mitra recalls meeting the owner of an informal suit-cutting business who used, as a kind of collateral, the fact that his brother held a government job. The brother went to the same office every day. So the moneylender could always find him, and that made the suit-cutter creditworthy.
Business in India: A bumpier but freer road | The Economist
