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Indian Government Targets 4% Growth For Farm Sector
RTT News, NY

2/8/2008 5:30:43 AM The Indian government will take all measures to strengthen the farm sector, and expects the sector to grow 4% for next 10-20 years, the Finance Minister P. Chidambaram said Friday.

"Everything can wait except agriculture," he said. The Minister said the government was ready to set up a technology fund for the farm sector.

Referring to the Central Statistics Office's advance estimates, he said the government is confident that agricultural growth would be higher than the advance estimates.

The statistics office said Thursday, that farm output would grow 2.6% this year, compared to 3.8% growth last year. Meanwhile, the Centre for Monitoring Indian Economy or CMIE projected the farm sector to grow 3.9%, while the National Council of Applied Economic Research or NCAER forecast 3.8% growth and CRISIL 3.4%.
 
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Manufacturing: The Next Trump Card for India
By Anil Bhasin
CXOToday
Mumbai, Feb 8, 2008

Manufacturing is slowly but surely sweeping back in the national economic space. India is witnessing a wave of growth in manufacturing after its decline in the late nineties. With this new manufacturing opportunity slated to be more skills intensive, the industry leaders foresee India as well poised to take advantage of this shift.

Over and above, the feel good factor of being given a second chance, there are graver reasons that necessitate the country's success in manufacturing this time round. Manufacturing has linkages with the all other sectors of the economy. The progress of manufacturing still sets the tone for the overall business cycle and the health of this sector is very much at the core of India's socio-economic fabric.

Inspite of the boom in the services sector, 75% of India's working population is educated only to middle school or below. This staggering figure of approximately 600 million people is not even equipped to benefit from the opportunities in the flourishing knowledge sector. It's only the labor-intensive manufacturing sector that has the capability to generate employment in adequate numbers to absorb the larger labor pool.


Manufacturing has large stakes involved, not just because the sector employs 30% of the non-agricultural workforce in India, but also because of its contribution to the overall economy/GDP. According to FICCI, even though agriculture supports 60% of the working population, it contributes only 22% of the country's gross domestic product.

This mismatch between distribution of workforce and value added in agriculture is one of the main reasons for the large number of poor, and this trend is expected to further widen in the coming decades. Against this background, only a sharp increase in the Indian manufacturing sector workforce will increase overall income levels of the country.

The economic benefits of playing the manufacturing card are quite clear -- if India is to sustain overall GDP growth of 8% per annum, it's essential that both manufacturing and services grow at more than 11% even when agriculture growth picks up from its current 2.3%.

So let's take stock of India's manufacturing sector as it's poised today. The country is increasingly getting recognized for high value goods requiring a fair amount of engineering precision and quality. No wonder then that the export opportunity of industries such as auto components (USD 25 billion by 2015), and textile (USD 50 billion by 2010) is mind boggling to say the least.

However, to get a realistic picture of the achievements of the manufacturing sector, one only has to compare its performance to that of India's sunrise industry -- software services. The Indian IT services industry which is only about 2 decades old has already notched up exports in excess of USD15 billion. This is in comparison to the age old industries of textile and auto components which are today at USD 13.4 billion and USD 1.4, respectively.

Challenges Facing the Manufacturing Industry

What then needs to be explored are the reasons for the manufacturing industry's chequered performance. In a scenario wherein skilled Indian labor is as inexpensive as China's in absolute terms, wherein lies the Indian manufacturing industry's Achilles heel?

FICCI estimates that the higher input costs for the Indian manufacturing sector as a result of cascading effect of indirect taxes on selling prices of commodities, higher cost of utilities like power, railway transport, water, higher cost of finance, and high transactions costs puts the sector at a severe disadvantage as compared to its Asian counterparts.

In a 10-point agenda that encompasses factors such as entry of more private sector investors in important infrastructure sectors like electricity distribution, aviation, roads, railways, ports, and a new bill for improving India's labor laws including encouraging contract labor, FICCI has laid down guidelines to the government to accelerate growth and improve competitiveness of Indian manufacturing.

However, over and above more conducive government regulation, what the Indian manufacturing sector needs is a productivity boost. CEOs of some of India's leading export firms on visits to China have come away impressed at the efficiency per employee and the dawning realization that current productivity of their factories is half to one third levels of what might otherwise be achievable.

IT to Increase Productivity on the Shop Floor

Today when most exporters are looking forward to unshackled growth, their first step has been to completely overhaul existing machinery, putting in place imported machines that offer productivity levels that are 6 or 7 times higher than those of Indian machines. This however is but a small step in the larger scheme of things.

In today's business environment, manufacturers must increase productivity through the entire supply chain -- this necessitates that real-time data from the plant floor be made available to their ERP, SCM, and Manufacturing Execution Systems (MES) systems. However, due to disparate networks, that data is often hidden.

Manufacturers till now have built various control networks that are often separate from their business networks. These legacy control networks use proprietary interfaces that can prohibit the control and business networks from communicating, creating silos of information.

Enter the need for an Intelligent Networked Manufacturing (INM) vision. What this entails is an Ethernet to the Factory (EttF) solution that allows for the integration of plant floor data with business systems, providing employees with access to the information as and when they need it. While this improves business efficiencies and decision-making abilities on one hand, more importantly it enables manufacturers to obtain visibility to the factory floor without disrupting the production line.

EttF empowers manufacturers to add new services to the existing control network at any time and at any location in the network, while maintaining the existing control scheme. Manufacturers can add wireless applications and improve plant personnel mobility. They can add IP-based phones, which eliminate the need to add separate Time-Division Multiplexing (TDM) phone lines. They can add security and intrusion detection to existing network services, all without interrupting critical manufacturing processes.

The end result is the provision of repeatable, deterministic data from real-time devices, helping to ensure the continued efficient operation of the manufacturing plant and the emergence of each and every employee into a strategic business asset.

IT to Manage the Supply Chain

The role of IT to manage the manufacturer's supply chain has been long documented; however in the past, companies measured the success of their supply chains -- product development, production and supply, and sales and service -- by whether they produced a good product at a good price.

An effective, profitable supply chain today is driven by customer demand. According to AMR Research, in the next-generation supply chain, end-user demand will drive all supply chain activities among trading partners. This is virtually impossible with the traditional supply chain, where people and processes are often isolated not just from the customer but also from each other.

The new supply chains will need to respond quickly to demand and command a better price without having to discount excess inventory, meet evolving and more rigorous external and internal compliance mandates, such as Radio Frequency Identification (RFID) and Enterprise Resource Planning (ERP) extensions -- not to mention outsource functions without losing control, visibility, speed, quality, or other requirements.

The need of the hour is a Demand Driven Supply Chain (DDSC) solution that enables visibility into the entire supply chain, allowing manufacturers to make informed decisions based on the most up to date information and flexibility to make decisions based on current inventory levels.

Additionally, a DDSC solution contrary to traditional supply chain constraints can re-route goods in transit, manage network security across many different connected locations -- both internal and external -- and also allow for collaboration with the factory floor, suppliers, distribution centers, and even customers.

The result is improved decision making by feeding real-time data about customer demand into a partner's production and distribution process, improved sales and order forecasting, manufacturing and distribution planning, and matching customer demand to available supply. It also allows for easy adaptability to changing market conditions, including changes in the supply of raw materials and improving the movement of goods to deliver the right amount of inventory to the right place at the right time. This helps to keep costs down and ensure prompt and accurate order fulfillment.

IT to Better Manage New Product Introductions

Faced with increasingly demanding customers and intensifying global competition, manufacturers must find ways to achieve greater efficiency and speed in the product development process. It follows that today shorter product lifecycles are putting more pressure on development organizations to bring products to market more quickly. Lack of access to the same information set can result in costly engineering change orders, unanticipated problems with regulatory compliance, and higher support costs after product introduction.

Companies lack the flexibility to expand their labor pools or reduce development costs with contractors and off-shore development teams because of concern about loss of control and safeguarding intellectual property.

Collaborative Product Development (CPD) solution that focuses on establishing a collaborative environment during the product development phase of new product introductions is what's required. The CPD solution enables all stakeholders, including key suppliers, logistics providers, production control, and engineers, to collaborate with each other with one common set of information. This results into reduced costs, greater flexibility in choosing development resources, rapid time to market, and faster safety and environmental compliance. As a result, manufacturers gain greater agility so they can be more responsive to changing customer demands and can stay ahead of the competition.

IT to Build and Manage Customer Intimacy

Manufacturers today are focusing on customer intimacy as the way to stay lean and profitable by delivering what customers want, when they want it, with the high-quality, personalized service and support they expect. The prevailing wisdom that manufacturers could become leaner, more profitable organizations by reducing production and transaction costs is now pass.

A major barrier to achieving customer intimacy is the limited ability of sales, service, and support to exchange information for better understanding and anticipation of customer requirements. Without a foundation for optimizing interactions across these crucial customer-facing functions, manufacturers faced challenges such as customer retention, inability to anticipate customer needs leading to waste in production, impairing profitability and competitiveness, lack of a unified view of the customer, and concerns over control and security that makes it more difficult to outsource non-strategic support functions to reduce costs.

There is a need for a Customer Interaction Network (CIN) solution that helps enhance interactions across all customer touch points, including sales, service, outsourcing vendors, and channel partners, to work together more effectively and efficiently to achieve greater customer intimacy. By anticipating and responding to customer needs, companies not only improve customer loyalty, but also optimize the entire production process to deliver what sells.

The CIN solution helps enable manufacturers to improve their customer interaction process, specifically anticipating and responding to customer needs, maintaining higher customer satisfaction scores, reduced time to problem resolution, lower cost of acquiring and servicing customers, and tighter channel partner integration.

In conclusion, to compete and succeed in a price-driven market, manufacturers must create a business edge by offering something that their competitors don't. Shorter lead times, faster turnaround times, and better service are key "customer-centric" competitive advantages that can make the difference in attracting new business and retaining existing business.

The author is the vice president (Enterprise) of Cisco India & SAARC
 
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Force India team launch 2008 car with confidence
By Sanjay Rajan/Sonia Oxley
Guardian, UK

MUMBAI, India, Feb 7 (Reuters) - Force India launched their 2008 Formula One car on Thursday and co-owner Vijay Mallya was confident it would mark the start of better performances.

The Ferrari-powered VJM01, unveiled in front of a large crowd against the backdrop of the Gateway of India, is the same basic chassis as used by the team's predecessor Spyker last year but there are changes to the aerodynamic package.

Force India, who raced as Spyker last season before being bought and renamed by a group headed by Indian billionaire Mallya, have already confirmed Italian Giancarlo Fisichella and German Adrian Sutil as their drivers.

Spyker scored just one point and finished 10th overall in the 11-team championship after McLaren were stripped of all their points for a spying controversy.

Force India, in their new livery of gold, tungsten and white, are looking to improve their performance.

"We -- myself and the Mol family (co-owner) -- have given the team financial resources, technical resources and human resources as well. We can confidently state that Force India will move up steadily in progress," Mallya said.

The budget for the season has been set at $120 million, an increase of $50 million from last year.

The drivers were present but there was no demonstration lap. The new car's first test run is scheduled for Spain's Barcelona circuit on Feb. 25. The season starts in Australia on March 16.

Cricket-crazy India, with 1.1 billion people and the fastest growing major economy after China, is seen as a potential market for other sports.

When Narain Karthikeyan became India's first Formula One driver in 2005 when he raced for the now defunct Jordan team, interest in motor racing picked up in the country.

India will host its first Formula One grand prix in 2010.

"This is the new platform for the face of new India -- Indian-inspired team on the Formula One grid," Mallya said.
 
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post some negative posts as well.the ups n downs as well m8...
 
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OK Malay, This ones for you on your special request
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Millions living in darkness as Indian economy booms

UJJAINI, India (AFP) — Just an hour's drive from the bright lights of India's financial and film capital of Mumbai, Vimal Madhkar, 28, spends her evenings in the dark coaxing fire from twigs so she can cook dinner.

Madhkar is one of an estimated 400 million Indians who live in a world outside electricity and on this night -- as every night -- it is painstakingly gathered kindling that provides her family with light and cooking fuel.

Her children sit with her around the fire as she roasts seeds outside her hut in a village 40 kilometres (25 miles) from Mumbai.

"I'm used to cooking in the open," Madhkar said on a chilly winter evening. "I get some light from the skies above and some from the fire below."

As India has grown, power generation has badly lagged with the gap between electricity supply and demand nationwide averaging up to 14 percent at peak times. And that's in spite of the fact not everybody gets power.

Large swathes of rural India are plunged into darkness at night with only the stars for light.

Ujjaini -- population 4,000 -- is no exception. Although a few of the residents might be able to afford diesel-fueled generators, most here, and in a nearby cluster of nearby villages, get by with kerosene, candles and kindling.

"Beyond my village there are 13 hamlets and three villages that never get electricity," says Rajendra Khokhde, an activist from Ujjaini who works with a nonprofit group called Vidhayak Sansad or Organisation for Progress.

"Children are born in homes that never have had electricity."

Although Indian parents often recount to their children tales of leaders who succeeded despite having to study by candlelight, the children here say it's a tough example to follow.

"I can't study at night because there's no light," said third-grader Balu Hanumant Ghatal.

With their children making poor progress in school, villagers say it makes more sense to put them to work.

As they grow up, many will end up as hired farm labourers earning pittances. And thus the cycle of poverty continues.

"Our situation forces us to remove our children from school," said Yogita Padga, 18, a fourth-grade dropout who married a few years ago and now works around the house and in the fields.

"Our children are kept from progress and development," she said.

Indeed, most residents of Ujjaini have never switched on a light or used a fan in the sweltering summers.

Mumbai's Bollywood tinseltown may be nearby but those who live here don't often get to watch the films that have made the city world famous -- or much else.

"I've never watched a cricket match on television," said eight-year-old Neelam Ghatal, as she recounted a recent visit to a a doctor in a town not far away.

"I was thrilled to see a lightbulb at a shop. I also felt the wind under the fan at the clinic for the first time. Our school has no light or fan."

A few have cellphones but must trek to nearby towns to recharge them.

And it is on these trip that they glimpse a more prosperous world, the economic miracle that the headlines say in taking place across India but which is passing places like Ujjaini by.

Maharashtra state, where Ujjaini is located, wants to quickly implement four new power projects, which would generate an extra 2,000 megawatts of power -- about half the current shortfall.

But that will not help Ujjaini, whose pleas to get connected to the national grid have been held up while officials evaluate whether the village falls in a forest reserve area.

Meanwhile, one enterprising person has brought a taste of electricity to the village.

"Last year I bought a generator," said 42-year-old schoolteacher Nana Bhoye. "I use it at night for light and to watch TV if there are cricket matches on."

Bhoye wouldn't reveal how much the generator cost but said villagers are helping him recoup his investment by paying to watch the odd cricket match.

"I don't always charge the villagers the 10 rupees," said Bhoye sheepishly. "But they give it to me."
 
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Forget the storm clouds - investors look set to enjoy an Indian summer
In the face of stockmarket turmoil, why has one of Britain's top companies just launched an India fund? Patrick Collinson reports

Patrick Collinson
The Guardian, UK
Saturday February 9 2008

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Despite recent turmoil, UK firms are looking towards India. Photograph: EPA

When turmoil engulfed stockmarkets in London and Wall Street in January, it turned to panic outside Jeejebhoy Towers, India's stock exchange. The Mumbai market fell faster than at any time in its history, dropping 10% in a matter of hours and prompting fury among thousands of small investors who bought shares in recent months.

Yet Jupiter Asset Management, one of Britain's most respected investment companies, chose this week to launch its first India fund aimed at small investors. For a lump sum of as little as £500, or a regular saving of £50 a month, it will buy a basket of Indian shares which it reckons will achieve long-term growth.

Some will regard the timing as curious. The Indian stockmarket is up 200% over the past three years with, at times, frenzied buying leading to eye-watering valuations for some of the fizziest stocks.

A correction was virtually inevitable after a 70% run-up in the index during 2007, say the pessimists. They believe the market will continue to suffer over the coming months as the US economy weakens and demand for Indian goods and services drops.

The optimists say yes, a correction was indeed inevitable, but will only be temporary. The Indian economy grew by 9% in 2006-2007, and similar rates are forecast for the next two years.

India's teeming population of 1.13bn represents a vast new market for consumer goods (there are 7 million new mobile phone subscribers every month) as a free-spending middle-class emerges. Even the country's famously creaking infrastructure is to be overhauled, with the government committed to spending £235bn between now and 2012.

Jupiter's Avinash Vazirani is very much the optimist. India, he says, remains an "excellent long-term investment opportunity," and the recent sell-off has resulted in "real bargains among quality companies".

He adds: "India is already the fourth largest economy in the world in terms of purchasing power parity, and is projected to be around 60% of the size of the US economy by 2025."

Jupiter's entry comes three years after the trailblazing launch of an India fund by Fidelity, Britain's biggest investment management company.

Fidelity India Focus is up 180% over the past three years and its manager, Arun Mehra, thinks the boom is far from over. He talks of a "polarised" stockmarket that developed in 2007, with a few sectors (particularly property) driven to unsustainably high levels, while others remained cheap.

Like many emerging-markets' fund managers, he believes investors should shun export-oriented stocks that are dependent on US and European consumer spending. Instead, he prefers domestic consumption stocks that reflect the spending patterns of the emerging Indian consumer. "As soon as disposable household incomes rise above £500 a year, there is a huge expansion in spending on things such as mobile phones, property, cars and eating out," says Mr Mehra.Among Fidelity's investments is Tata Motors, which stunned the world last month when it unveiled the new Nano model at the Delhi car show.

The car will sell for just £1,250, bringing motoring to the masses of India - and prompting horror among environmentalists at the potential climatic impact.
 
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Britons rush to India for the boom
More than 60 years after the Raj ended, a fresh wave of bold British settlers are heading east to booming, thriving India to make their fortunes and forge new lives there. We report on the great rupee rush


William Dalrymple and his family in their Delhi home

Ashling O’Connor
The Times, UK
February 9, 2008

For centuries, Britons have been knocking on India’s door. The would-be nabobs of the East India Company, the ambitious younger sons seeking to make their own way in the Indian Army, Latin tutors for Rajput princes, not to mention the unmarried girls of the “fishing fleet” setting sail in search of husbands... The colonial relationship ended with independence in 1947, but then later generations of Brits headed out – and maybe dropped out – in search of spiritual enlightenment (or to party in Goa). These days, however, as the heart of the global economy travels ever East, Britons are much more likely to be pitching up for a job once again.

India is fast becoming a magnet for Western professionals seeking a unique opportunity in an economy growing at more than 9 per cent a year – or three times the rate of the UK’s. Forget about the outsourcing of British jobs to India. This is a wholesale migration of intellectual capital, with Indian companies recruiting Britons at undergraduate level and hiring managerial talent from around the world. There are thousands of Britons living and working full-time in India, and there are few crystal-gazing pilgrims to be found among them. The new generation of British immigrants is made up of investment bankers, venture capitalists, retailers, engineers, executives, pharmacists, actors and academics.

Solid numbers are hard to come by, but one study estimates that the British population in India is more than 32,000. The British High Commission in Delhi confirms that, anecdotally at least, the facts on the ground back up the idea of a growing number of migrants, from the trebling of flights from Britain to India, to the growing waiting lists at international schools. Bangalore is a case in point: more and more schools are opening to cater for the growing number of British and American families based in the IT hub, which, even as far back as 2004, was characterised by the local press as being “full of foreigners”.

Among those foreigners are the children of the Indian diaspora who have quit the lives their parents forged in Silicon Valley or Solihull to return to Mother India. Reverse migration aside, India is considered a good career move for many Brits with no family link to the sub-continent. As one Delhi-based specialist in relocation puts it: “Expats find the country exciting and want to have a two to three-year India stint on their CV.”

For an ambitious young banker, the posting would be a plum one compared to dull old Singapore. For a private equity player, India is an invitation to get rich, with the Bombay Stock Exchange (Asia’s oldest) offering huge returns. “The reason why foreigners come here now is either they have a skill that is not available in India, for example managing certain types of technology, or they are coming to put their own money in,” says Roddy Sale, a former investment banker who has lived in Bombay for 15 years.

India is also a nation of new and voracious consumers. Its middle class will balloon to 580 million by 2025, according to a recent study by management consultancy McKinsey. They will want shopping centres, gyms, doctors’ surgeries, cars, mobile phones and all the material trappings of affluence they know to exist in the West. Foreign suppliers are sending people over by the planeload to find out how they can satisfy this new demand.

For the expatriate executive, who can get by perfectly well just speaking English, life in India is good, with most of the luxuries of the West available, and a few besides. “I can afford to have people working for me, which I could not have in England,” says Clemy Sheffield, an art consultant from Reading who lives in Delhi. “It helps that I don’t have to waste time ironing my clothes.” Edward Oakley, 66, a carpet exporter who has lived in the eastern city of Mirzapur, near Varanasi, for 40 years, says: “When my father came to India [during the Raj], he would tell me it was a playground for the European middle classes. I think it is very similar now.”

Roddy Sale, 48, financier, Bombay

Sale, a former Welsh Guardsman who served in the Falkands, arrived in India as an investment banker in the early Nineties, when the Indian market first opened up. He was involved in the first big flotation of an Indian company – a debut that was so successful he was instructed to stay to win more mandates. After raising more than $3 billion for Indian companies through foreign listings, he is now adviser to a number of investment projects, including a proposed ski resort in the Himalayas.

“I discovered it was possible to create a business model here. As the appetite for India has grown, the need for advice on the ground has only been increasing. There are many entrepreneurs in India – with tremendous opportunities – but they do not necessarily have the creativity or the access to capital. That’s what keeps me interested,” he says.

An Old Etonian with passions for art, antiquities and horse racing, India offers Sale a chance for an eclectic life in interesting company. He also has a personal connection with Bombay, where his grandfather was an official in the colonial administration. His father’s cousin, Sir George Able, was private secretary to Lord Wavell and Lord Mountbatten, the last Viceroy. “I had an awareness of India, brought up with piles of black and white photos of hunting parties, but I had only been for a week. One reason I have stayed is the people, who are exceedingly welcoming. Englishmen have a huge amount in common with a great many Indians. When I first came here there were elements of life that were closer to the description of a hardship posting – the quality of hotels, restaurants – but over the past ten years that has changed remarkably.”

Caroline Young, 45, fashion consultant, Delhi

Young’s India experience started with the 1996 Cricket World Cup, for which she produced the opening ceremony. Having lived in Italy and France, she was used to being out of the UK and found India impossible to resist as a hotbed of creative energy. She gradually spent more time there, whether sourcing design talent for European clients, arranging a Bollywood-themed window for Selfridges or setting up fashion shoots on location in India. “Whenever people wanted a creative Indian consultant, I would step in,” she says. “People heard I was doing projects in India, so it made more sense to stay here than go back and forth. I feel that – from a creative standpoint – it’s a lot more inspirational living here, nurturing new talent, than in the West.”

The demand for her services is growing, particularly since Vogue launched an Indian edition in September and Indian designers are beginning to attract international recognition. So Young, who attended school in Oxfordshire, does not see herself moving back to Europe any time soon.

“Since the moment I moved here, I have laughed and smiled every day.

Losing one’s temper doesn’t work, because there is no logic to the way things are done. I read a lot more because I always bring a book to fill in time – no one is ever on time. You have to be like a piece of elastic.” She says that she has learnt humility because the lot of a Westerner in India is one of automatic privilege. “I was reluctant when people said you need a cook, but it’s a lovely privilege, so you can achieve a lot more. I have an amazing maid called Manisha who now makes a mean espresso,” she says.

Most of her friends are Indian because she has made a concerted effort to integrate into local life – working with Indian crews has helped. “Paris is very beautiful, but I do not miss the Parisian attitude. I miss the chocolate, elderflower juice and certain beauty products, but I have so many friends coming who stop off at duty free.”

William Dalrymple, 42, writer and historian, Delhi

Dalrymple first visited India in 1984 on a year off and admits he had “no interest” in the country before arriving. “I actually wanted to go on a dig in Iraq but Saddam Hussein closed the country,” he says. “India was like a lightning bolt.” After a five-year stint between 1989 and 1994, he returned in 2004 and now he and his wife, Olivia, a painter, and their three young children divide their time between Delhi and London, spending about eight months in India and four in the UK, during the school holidays. He has written several books on India, most recently The Last Mughal: the Eclipse of a Dynasty, Delhi 1857, which is about the Indian rebellion.

“I have no plans to move back at all. My material is here,” he says. “It got more and more absurd writing about India from the Chiswick roundabout.

We miss family and friends, but they visit. It used to be that you also missed treats such as chocolate, decent wine and salami. Now you can get chocolate and decent wine – and friends bring salami. There are very few things in terms of desire that you cannot satisfy here. Compared to the Nineties, not only are the pleasures available, but the phones work and the roads are OK. There are still power cuts, but we have a generator.”

Being an expatriate allows for a standard of living that Dalrymple, who was raised on the shores of the Firth of Forth, would struggle to achieve in the UK. “The style in which we live is like being in an Edwardian country house. We have six gardeners,” he says. “It’s not the cheaper living that we’re here for, though, but the fact that on a weekend you can find yourself in a gorgeous palace in Rajasthan when you could be in a cold cottage in Wiltshire. I love England and going back for a few months and indulging in culture like the theatre and exhibitions, but it is a more exciting life here.” Although his children are happy in their schools, he says, the only reason to come back would be, “If we decided the education here wasn’t good enough and we ended up missing our kids if we sent them to boarding school. But we would still keep a place here.”

Ben Merton, 28, turnaround specialist, Bangalore

After working as a venture capitalist in San Francisco, Merton found his way to India nearly five years ago via South Korea, where he was helping to float a company that sold DVD players. He opened an Indian subsidiary in 2003 and has never looked back. “I was originally going to come for two weeks,” he says. “Now I am here probably for the rest of my life. I cannot imagine myself living anywhere else, although eventually I would like to spend half the time here and the balance in the US.” A physics graduate from Imperial College, London, where he grew up, Merton is putting roots down by buying a flat in Bangalore, India’s IT hub, where he rescues “distressed” companies in the high-tech and engineering sectors. In the next three to four years, he hopes to have raised a $100 million fund from channelling foreign capital into India’s nascent but booming manufacturing industry.

“For a 28-year-old to do what I’m doing in England would be difficult, but India is teeming with young industrial entrepreneurs,” he says. “The main reason not to go back is economic. But I have also got a great group of friends here and a good life. Bangalore is home now.” There are things he says he misses about Blighty, though. “The outdoors – to be able to walk outside and not feel like you’re going to get lung cancer,” he said. And there are things about India, the world’s largest democracy, that are frustrating. “For every positive like being able to have a cook, there is a negative such as the pollution or the bureaucracy and inefficiency.”

Clemy Sheffield, 31, art consultant, Delhi

Sheffield first came to Bombay ten years ago to accompany a boyfriend on a business trip. “I woke up to the Gateway of India and the sea and simply could not get over the noise and the smell – which sounds clichéd.

I’d had the impression of India being a harsh, difficult, faraway country, where everything was about disease and famine. I could not believe the beautiful buildings and the lushness. I just loved it,” she says. After missing a flight home from Delhi on one trip, she stayed with friends for a further week, during which she acquired a taste for life in India. “I thought, ‘I could do this,’” she says. “I gave myself two months and just moved. That was September 2005. I told my parents that I would give it a go for three months, but that was just to placate them.”

Having worked for a private dealer in London, she originally had the idea to launch an art database, but the project proved too monumental to do properly, so she began doing printing jobs and taking people on tours to earn cash. Last year, she started an art consultancy business, sourcing for Western clients and developing relationships with emerging artists in India, Pakistan, Nepal, Bangladesh and Afghanistan. Her clients spend anywhere from £500 to £50,000 on a single piece, with international interest in Indian art growing fast. “I have a business that is working and
I could do well here. I’m really enjoying it,” she says. “Never being in India would be like taking half my heart. I would hate to be in England all the time. I would miss the noise. When I went back recently, I found Hyde Park Corner totally silent. The only thing is family. They look after their parents here and that is to be learnt from. If anything, I am starting to feel I am a long way away from my parents. My mother has been here, but the thought of India would send my dad straight to the loo.”

BRITS IN INDIA: The facts

• Indian companies are keen to grab the talent first. “The interest in India is being generated at the undergrad level,” one analyst told the Indian Express. IT companies like Infosys operate a global intern programme and are actively recruiting at British and American universities.

• “Expats find the country exciting and want to have a three-year stint there on their CV,” says an industry commentator, while the International Herald Tribune reports that Indian companies are “scouting internationally” for senior executives – at internationally competitive rates.

• The IT hub of Bangalore has more than 12,000 registered expats, and a rapid growth in international schools.

• The expat phenomenon is now expected to move beyond the Delhi-Bombay-Bangalore-Hyderabad axis to Calcutta.

HOW TO MOVE TO INDIA

• According to India relocation/immigration specialist Ikan, Britons moving to work in India need an employment visa (E-type) from the Indian High Commission here. Tourist visas can’t be converted into employment visas in India; applicants must have a copy of their work contract with an Indian employer.

• Foreigners must register with local authorities within 14 days of arrival and obtain a residence permit (for which employers must commit to repatriating you and your family, should your conduct make you no longer welcome in India).

• Visas are at the discretion of the Indian government and generally take about two weeks to get. Indian nationality can be applied for after 12 years in India. A different, easier set of rules apply to PIOs (Persons of Indian Origin).
 
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Upbeat Nath sure of meeting export targets this FY
Financial Express, Economy Bureau
Saturday , February 09, 2008

Bangalore, Feb 8 India’s exports are estimated to grow by 20% in the current financial year, ending March 31, in spite of a slowdown in the US Economy and a sharp rise in rupee against the greenback, minister of commerce and industry Kamal Nath said here on Friday.

Nath said he was also “hopeful” of achieving the $160-billion export target for this fiscal. “We are trying and we are hopeful of doing it ($160-billion export),” he said and added that even if they missed the target, there would still be a substantial growth in exports.

“Despite all the challenges that we had during the current year, if we miss it a little bit, it doesn’t matter. We will still have a 20% growth. It’s still a substantial growth,” he said on the sidelines of an open house meet with exporters here.

The country has achieved exports of $111 billion in the April-December period, while for the financial year 2006-07, India’s exports stood at $125 billion.

Nath also said the commerce ministry has initiated a study to find out the feasibility of setting up a Chennai-Bangalore-Mumbai industrial corridor. The government has already embarked on $90-billion Delhi-Mumbai industrial corridor project. The corridors are aimed to propel industrial development in the states and increase investment and employment opportunities.

Later at a separate function, India Sourcing Summit, Nath tried to evade questions on opening up the retail sector and allow more foreign direct investment (FDI) into the sector. “Retail in India is very complex. About 2.5-3% of retail is in organised sector. It is not a question of FDI. We have to ensure that FDI in retail does not dislocate our small retailers,” he added.
 
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Destination India: Foreign tourist arrivals up 13%
10 Feb, 2008, 0000 hrs IST,Raja Awasthi, TNN

NEW DELHI: It seems that 2008 has started with a bang for the tourism industry. Just look at the figures: In the first month of the year, the tourism arrivals have seen a jump of 13%, at 6 lakh, against 5.32 lakh in the corresponding period in 2007.

According to the ministry of tourism (MoT), foreign exchange earnings from this sector also showed a growth of 40%, at $1,433 million, as against $1,081 million registered in the same period in 2007.

“The tourism sector is one of the fastest growing sectors in the country. It offers immense opportunities to entrepreneurs in various segments. What was detrimental to our tourism growth is the lack of basic facilities at our monuments, pilgrimage places and tourist sites. We need to have a higher involvement in improving the basic facilities by adopting such centres for improvement of facilities as the government cannot do this job alone. The Asian region is as important for us as any other region and we are going to aggressively market here,” said Leena Nandan, joint secretary, ministry of tourism.

The industry’s growth can be gauged from the fact that the forex earnings from tourism have shown a phenomenal growth of 57% in one year, from $5.73 billion in 2005 to $9 billion in 2006.

Though foreign tourist arrivals have recorded a double-digit growth, domestic travel is the backbone of Indian tourism industry, with 460 million Indians travelling last year. The sector has seen a phenomenal growth between 2002 and 2007 and there has been an increase in traffic to the tune of 75% with employment generation up by more than 43%.

“The tourism sector has shown a much faster growth as compared to other sectors. Now there is a need to push the tourism sector and 2010 Commonwealth Games should bring in the required infrastructure to the country,” said Bharat Sidheshwar Rai, ED, Swift Travel.
 
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Flawed job scheme
SWAPAN DASGUPTA
10 Feb 2008, 0000 hrs IST

When the Communist states of Eastern Europe collapsed in the early-1990s, there were anxious debates in Marxist circles over what had gone wrong. The common sense explanation was pretty simple: the dictatorship of the party was tyrannical, opaque, excessively bureaucratic and plain inefficient. The system violated human nature. For those who felt history was on their side, the collapse lent itself to a curious explanation. The socialist bloc, they argued, had crumbled because it had deviated from the true path.

Dogmatists and ideologues hate admitting they were ever wrong. Disaster is never attributed to a bad idea but to human foibles. The remedy is never to abandon flawed beliefs but to cling to it more tenaciously.

As Budget Day approaches, the dogmatists have mounted a campaign to elevate a failed idea into a national catastrophe. There is pressure on the government to widen the scope of the National Rural Employment Guarantee Act, now operational in 330 districts, nationally. Last year, the NREG Programme devoured Rs 12,000 crore of taxpayers' money; this year, its drum-beaters want double that amount.

There is nothing wrong per se in the idea that all citizens should be able to get a guaranteed 100 days of paid work. It has more self-respect than queuing up for a dole. A spurt in rural employment can contribute to greater liquidity and increased consumption which, in turn, is good for the economy.

The problem arises in how work is defined. By getting people to dig a great big pit one day and filling it up the next, a lot of man hours will be generated. The job cards will be dutifully ticked. However, manual work that does not have a productive outcome - in this case, creating assets - is a national drain. It's also a crime when you consider the opportunity costs.

The NREGA deems that 60% of any approved project must comprise labour costs. The other 40% can include material and skilled labour. It's an absurd stipulation that virtually rules out the meaningful use of bricks and mortar. It has meant that a huge amount of manpower has been expended in the creation of non-tangible assets such as kuccha roads which will be washed away during the rains. True, the first year has also witnessed the cleaning of many village ponds and the creation of other water bodies. But you can't keep doing this year after year.

Secondly, as those with a stake in India would have predicted, an incompetent state machinery, riddled with corruption, is incapable of implementing a programme of this magnitude with sincerity. A draft report by the Comptroller and Auditor General reveals that only 3.2% of the registered households could avail of 100 days 'guaranteed' work. The average employment under NREGP was just 18 days. Rahul Gandhi says that only five per cent of the money reaches the beneficiaries. Yet, the Centre persists with the fiction that nearly all the 2.73 crore households seeking work have got it.

A report on the NREGA website says that in the six chosen districts of Karnataka only 13 households were provided 50 mandays employment in seven months. This 'achievement' cost Rs 1.47 crore in wages, Rs 1.65 crore on material and Rs 2.84 crore on 'contingencies'!

To correct the follies, the fanatics want a dedicated babudom to run NREGP - a remedy worse than the ailment.

A normal world is impatient with dogmatic adventurism. In the Indian Wonderland where nothing succeeds like failure, ideological loonies have acquired the right to blow up public money. They were clever: they just gifted the copyright of a bad idea to Sonia Gandhi.
 
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Mate, its not that i enjoy reading negative posts about India's economy, its just that when some one browses this thread, he should have a genuine idea(including ourselvse), of the ups and downs of the Indian economy. It shouldnt appear as though Indian economy is the ONLY place to be! All shouldnt appear ideal. It should be realistic.
 
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2 top managers see top returns from India
By Christopher Condon
Seattle Times, United States

Federated Kaufmann Fund's Lawrence Auriana and Hans Utsch, whose bets on the fastest-growing U.S. companies made them top-ranked managers over the past two decades, say India is the future.

They have 15 percent of the $11.5 billion mutual fund invested in Indian companies, including mortgage lender Housing Development Finance and wireless operator Bharti Airtel. That compares with a 1 percent allocation in Asia's emerging markets for the fund's competitors, according to data compiled by Chicago-based research firm Morningstar.

"We're always looking for growth, and the growth right now is going on in India and China," Auriana said in an interview in his New York office. "The valuations aren't as extreme in India as they are in China."

Kaufmann Fund rose 21 percent in 2007, better than 87 percent of its peers that concentrate assets in midsize companies with above-average sales or earnings growth, according to data compiled by Bloomberg. The fund has gained at annual rate of 15 percent since 1987, their first full year, ranking it No. 1 of 34 rival funds, according to Denver-based research firm Lipper.

Among the fund's bets in India in 2007 were Mumbai-based Housing Development Finance, the country's second-biggest mortgage lender, and New Delhi-based Bharti Airtel, its largest wireless-network company.

Housing Development, partly owned by Citigroup, advanced 77 percent last year on demand for loans in an economy that's grown at an average pace of 8.6 percent over four years. The company was Kaufmann Fund's No. 3 holding as of Dec. 31.

Bharti Airtel, the fund's fifth-biggest position, gained 58 percent in 2007. The company, controlled by billionaire Sunil Mittal, agreed in December to sell a $1 billion stake in a unit to investors, including Citigroup and Goldman Sachs Group.

The same month, Standard & Poor's raised Bharti Airtel's debt rating to investment grade for the first time after the company reported a total of 48.9 million users as of Sept. 30.

Rising wages in India have increased wealth, fueling booms in real estate, banking services and consumption. The Bombay Stock Exchange Sensitive Index rose 49 percent, including reinvested dividends, in 2007. The U.S. benchmark Standard & Poor's 500 Index returned 5.5 percent in the same period.

Morningstar gives the Kaufmann Fund four of a possible five stars. Its one-year Sharpe ratio is 0.72, compared with 0.11 for the peer group, according to Bloomberg data. A higher Sharpe ratio means better risk-adjusted returns.

Morningstar recommends against investing in the fund because its 1.95 percent expense ratio is higher than 90 percent of similar funds and Utsch invests only $10,000 of his own money in the fund. Utsch declined to comment.

Auriana, in response, said the fund rose an average of 20 percent over five years. The S&P 500 climbed 11 percent.

"You can't argue with the results," Auriana said. "Success is our revenge" on Morningstar.

The Kaufmann Fund seeks growth companies that are "leaders in their area of expertise," Auriana said. Turnover is 49 percent, meaning the fund's holdings change once every two years, compared with 118 percent for the average mid-cap growth fund, according to Morningstar.

The biggest gainers for the fund in 2007 included Phoenix-based solar-module maker First Solar, which rose almost ninefold, and silicon-wafer producer MEMC Electronic Materials of St. Peters, Mo., which more than doubled.
 
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Indian Computer-Services Exports May Increase 28%
By Harichandan Arakali

Feb. 11 (Bloomberg) -- India's computer-services exports may gain 28 percent this fiscal year as companies including International Business Machines Corp. manage networks and call centers for clients such as Citigroup Inc. from the nation.

Exports will rise to $40.8 billion for the year ending March 31, the National Association of Software and Service Companies said in an e-mailed statement today. The home market will likely generate $23.2 billion in revenue, boosting total growth by 33 percent to $64 billion, the industry's lobbying group forecast.

The South Asian nation may exceed its target of $60 billion in computer services exports for the 12 months ending March 2010, Nasscom President Som Mittal said. Tata Consultancy Services Ltd. and Infosys Technologies Ltd., India's largest providers of software services, compete with IBM to write software and maintain networks from India for overseas clients.

The industry accounts for 5.5 percent of India's gross domestic product for the current year, up from 1.2 percent for fiscal 1998, Nasscom said.

Tata Consultancy, based in Mumbai, gained 1 percent on the Bombay Stock Exchange today at 1:15 p.m. Bangalore-based Infosys climbed 1.5 percent.

U.S. information-technology buyers, concerned that the economy is slumping, may spend less than projected this year, reducing worldwide demand for computers, software and services, Forrester Research Inc. said today in a report. U.S. spending will climb 2.8 percent to $552 billion, missing an earlier forecast for 4.6 percent growth, the researcher said today.

Global spending will rise 6 percent to $1.7 trillion, instead of the 9 percent originally predicted, Cambridge, Massachusetts-Forrester said.
 
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Rethinking the India Back Office
Some Western Firms Weigh Selling
Their Units as Costs Rise, Dollar Weakens


By JACKIE RANGE
Wall Street Journal, US
February 11, 2008

NEW DELHI -- Many of India's back-office businesses -- the industry that propelled this nation onto the front lines of global commerce -- may soon be changing hands.

Some of the largest outsourcing units are still those belonging to Western companies, including Wall Street's biggest banks, which set them up here in recent years to take advantage of India's low-cost, educated labor force. Now, many of the big companies could soon be looking to get out of part or all of the business by selling either to Indian companies that specialize in outsourcing services, to private-equity firms or through initial public offerings.

The reason: The costs for big companies of having their own Indian units are rising sharply -- India's skilled-labor wages are shooting up -- and many, particularly financial-service companies, are looking to cut their overhead as the U.S. economy slows and the credit crunch takes its toll. The dollar's weakness, which makes doing business in India comparatively more expensive, is another incentive for Western companies to leave the sector.

Moreover, a study by consultants McKinsey & Co. and Nasscom, the Indian tech and outsourcing industry group, found that, on average, company back offices -- or "captives," as they are referred to in the tech and outsourcing industry -- were less efficient than companies run by outsourcing firms that specialize in the business. For some types of back-office work, captives' costs are 30% higher. The survey found that the higher costs didn't lead to lower staff turnover or better-quality work.

The scale of many of these individual deals is expected to be small, mostly in the range of $50 million to $100 million. But together they could total sizable numbers at a time when deals elsewhere are expected to become scarce because of the economic slowdown in the U.S. and elsewhere.

"As U.S. companies come under pressure, in a recessionary environment, I think this will be a good way to cut their costs -- and also get some money," said Amitabh Chaudry, CEO of Infosys Technologies Ltd.'s fully owned business-process outsourcing arm, Infosys BPO Ltd.

India's tech and business-process outsourcing industry is growing fast and has been a big factor in boosting economic development here. Nasscom says sales for the industry totaled more than $47.8 billion in the year to March 31, 2007, up almost 10 times over the past decade. The Indian tech sector was 5.4% of the nation's gross domestic product in fiscal 2007, up from 1.2% in fiscal 1998.

Four or five years ago, setting up a unit in India made sense: Shift the accounts, tech department or customer-care center to India and cut costs by 45%. Many American and European companies rushed to do it. Swiss bank UBS AG has a back office employing about 2,000 in tech hub Hyderabad. Goldman Sachs Group Inc., J.P. Morgan Chase & Co. and HSBC Holdings PLC have their own, too.

For some companies, such offices have now become a headache. Once the initial benefit was felt, companies found it hard to keep on top of their costs. Salaries and the cost of office space jumped. Staff turnover has been high, and companies are having to spend on headhunting fees and training.

India, however, remains a low-cost destination that offers a large quantity of people with the often-special skills required to make such businesses work, says Pankaj Kapoor, an analyst at ABN Amro Asia Equities in Mumbai. Although costs have risen, they remain substantially lower than in the U.S. or Europe. While some companies have begun to move their back-office operations to lower-cost countries such as Vietnam, Mr. Kapoor says he thinks many -- particularly the more complex back-office functions -- will remain in India. But at the same time, Western companies are still likely to look for ways of getting those functions off their balance sheets, he adds.

Not all back-office operations are suitable for sale or for operation by another company. Functions that are very central to a business or are too sensitive to be outsourced are likely to stay owned by the parent company, says Viju George, an analyst at Edelweiss Securities, a financial-services firm in Mumbai. Companies that market themselves as having an India presence, often as a low-cost benefit to clients, are also unlikely to sell, Mr. George says.

But already, sales are happening. Genpact Ltd., a business-process outsourcing concern, was spun out of General Electric Co. and listed on the New York Stock Exchange in August. GE and private-equity concerns General Atlantic LLC and Oak Hill Capital Partners remain big shareholders.

Travelport Group, a U.K. travel-services company that is owned by private-equity concern Blackstone Group LP, in December sold Travelport ISO, its Indian back-office operation, to Mumbai-based Intelenet Global Services Pvt. Ltd., a company 80%-owned by Blackstone. At the same time, Intelenet unveiled a deal to buy Upstream, an international outsourcing company, from its major shareholders based in Fargo, N.D. Together, the deals were valued at $75 million.

Back offices also have changed hands as part of bigger outsourcing deals. As part of a $250 million outsourcing contract last July, Infosys bought three back offices in India, Thailand and Poland from its client Philips Electronics NV of Amsterdam for $28 million.

Citigroup Inc. has eyed a sale of its Indian back-office unit, Citigroup Global Services Ltd., people familiar with the matter say. Citigroup declined to comment. And United Kingdom insurance giant Aviva PLC said a strategic review of its Indian offshore business, Aviva Global Shared Services Pvt. Ltd., had come to the early conclusion that partnership, in a variety of forms, could be a better alternative to its current back-office set up. Aviva is now in talks with "a very small number of parties before reaching a final conclusion," the company said in a statement.
 
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