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Made In Germany
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SEARCH - Supplement December 2012 Editorial 7
he year 2011–12 was (as the year is almost ending) a significant year in the lives and times of India and Germany, as the two democracies celebrated 60 years of diplomatic relations. The initiatives that are part of this ‘co-conquering’ have already left a remarkable footprint. What is more exciting is the fact that the year 2012–13 is going to be a landmark year as it is a year of ‘India in Germany’ under the motto ‘Days of India in Germany - Connecting Minds 2012–2013’!
While a lot is happening between these two countries, one tends to agree with Michael Steiner, the German Ambassador to India, when he says, “We can do more!” According to him, Germany and India have become important strategic partners on the global stage. The friendship and trust has grown manifold. But both countries are far from achieving their true capability. The EU is the biggest trading partner for India and Germany is the biggest European trading partner.
And the stats justify this logic. The German Ambassador has a point when he says, “If you account for 20% of the world’s population and only contribute 2% to global trade, but still want 8% growth, you need to open up.”
We now know that in the age of globalisation, we cannot succeed staying in silos, and India is taking steps towards this reality and advantage. The recent decision of the Indian Government to liberalise FDI in aviation and retail was met with cheers from German business houses. German investors know that India is a country which is going up, not down. The question is how steep is the ascent. The German companies are bullish about the brimming domestic demand in India.
But along with success in the Indo-German trade relations, there are some setbacks as well. India’s most ambitious free trade deal with the European Union has hit a major stumbling block. The deal will not be ready for signing any time soon, and will definitely miss the targeted deadline of December 2012. The reason for this deferred decision can be attributed to the fact that such strategic decisions involve negotiations on detailed issues and prompts protecting the interests of companies in both Europe and India. Things get all the more complex as realities are not necessarily identical, because the industries/companies/products are on different levels and life cycles in the demographies involved due to the difference in the maturity of the economies involved.
Then again, as the experts point out aptly, free trade and investment agreement is not something for the next year or even for the next five years. The time horizon for a programme like this is 15 years. This means that the two countries must have strategic interests which are sustained.
With ‘sustained economic relationship’ as a guiding thought, here’s dedicating this edition of ‘Made in Germany’ or ‘MiG’ to TRADE, and here’s bridging the growth barriers between the two super highways!
TCO-CONQUERING IN COMPETING WORLD
Archana [email protected]
Guest Editorial SEARCH - Supplement December 20128
Michael SteinerGerman Ambassador to India
he German Constitutional Court has decided that the two major instruments in resolving the Euro dept crisis—the
European Stability Mechanism (ESM) and the Fiscal Compact—are in full accordance with the German Constitution.
Th is verdict is good news for Europe. Germany, Europe’s anchor of stability, is now able to ratify the ESM and the Fiscal Compact
and will do so swiftly. Germany is 100% committed to the Euro. Th is is an overwhelming cross-party consensus—from the governing
coalition to the main opposition parties in Germany, from Chancellor Angela Merkel and Foreign Minister Westerwelle to the
Social Democrats and the Green’s Party. Not only in Germany, all over Europe and around the globe, the important political leaders
welcomed the verdict. Also, the Indian industry praised the Court’s decision.
Political backing is essential, but the true litmus test was the international fi nancial market reactions. Th e eagerly awaited verdict
had immediately boosted global stocks from Rome to Frankfurt, from New York to Mumbai. Th e Euro stays near four-month
highs against the dollar—it is the winner of the Court’s decision. Now, we have something I call a true “Elephant’s tool box” to
stabilise the Eurozone. It consists of a powerful triad: First, a maximum fi repower of €780 Billion, which corresponds roughly to
US$1 trillion. Th e ESM paves the way for a sustainable fi nancial assistance to Euro countries in need. Second, the fi scal compact—
in reality, the nucleus for economic governance in the Eurozone and the missing link between the national fi scal policy and the
European monetary policy. Th e Fiscal Compact paves the way to fi scal responsibility of all Euro countries. Th ird, the decision of
the independent European Central Bank to buy—if necessary—unlimited sovereign bonds of countries in need, of course provided
they apply for assistance under the clear rules of the ESM. US$1 trillion; binding fi scal restrictions; unlimited purchase of sovereign
bonds—an Elephant’s tool box indeed!
Th e verdict of the Constitutional Court is a clear signal that Germany is and remains deeply and fi rmly committed to a united Europe.
Germany wants more Europe, not less. And we want to have a stable and prosperous Eurozone. Th at requires a solution based on
three pillars, viz., solidarity, fi scal sustainability and growth. Solidarity with countries having liquidity problems is indispensable—
and Germany stands by its Eurozone partners. Just take the approval of the ESM by the German Parliament. Th is entails a German
share of fi nancial guarantees, which correspond to more than 15 % of the Indian Gross Domestic Product. A decision taken with a
two-third majority in both chambers. In doing so, also the main Opposition parties refrained from cheap anti-European populism.
Equally important is fi scal sustainability. Th e ESM ties assistance to strict conditions under the new fi scal compact as it requires the
Eurozone members to adopt national debt-brake rules limiting structural debt to 0.5 % of GDP. Finally, growth. Eurozone members
are actually going through major structural reforms in order to become even more competitive. Europe has decided to no longer ease
the symptoms of the crisis by fi ghting debt with more debt, but to go for better spending and reforms.
Th e verdict of the Constitutional Court is also good news for India. India is fundamentally a power house, but also for India going
it alone is not an option, however strong your economy might become. Th e situation in the Eurozone matters directly to India. As
Europe needs a strong, solid and prosperous India, so does India need a strong, solid and prosperous Europe. Th e EU is India’s
largest trading partner and Germany its biggest trading partner in Europe. Don’t underestimate Europe—its fundamentals are
pretty strong.
Indian economic growth very much depends on foreign investment and international trade. India needs fundamental structural
reforms and a step-by-step market liberalisation as soon as possible. India is actually going through diffi cult economic times, therefore
a EU-India Free Trade Agreement in due time would be a powerful signal to the markets—to the benefi t of both our continents.
So, the verdict is good news for Europe and India! I am confi dent that we will emerge stronger from this crisis and will again be an
engine of growth. Europe is a vibrant continent. Bear in mind that the World Economic Forum’s ‘Global Competitiveness Index’
lists seven European countries in its World Top 10 list.
Yes, the crisis is still not overcome, there is no quick and easy fi x. We need stamina. We need more reforms. But we have already
achieved results unthinkable only two years ago. We are pro-European. And this was now legally certifi ed by the highest judicial
institution in Germany, the Constitutional Court.
T
L
GUEST EDITORIAL8
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CONTENTS
Product & Advertisers’ IndexAlphabetical Listing Of Products & Advertisers’ Presented In The Issue
36
Opinions & More
Product Update35
BEYOND BOUNDARIESINDO-GERMAN TRADE CONTINUES ITS DREAM RUN
14
‘Times are changing and Indian companies are showing innovative zeal’Werner Deggim,CEO, NORMA Group AG
31
‘By 2020, India is likely to be among the top three markets for passenger cars, commercial vehicles’Dr Wilfried Aulbur,Managing Partner & CEO, Roland Berger Strategy Consultants Pvt Ltd
27
‘Co-operation with the intention of mutual benefit for all involved is the key for a high success rate’Hubert Reilard,MD, EFD induction Pvt Ltd
29
‘The USP of any German product or technology is excellence in engineering’Tosher G Hormusjee,Director, GW Precision Tools India Pvt Ltd
30
‘The objective is to supply cost-optimised products to the Indian automotive industry at global quality standards’Ashwani Aggarwal,President, Brose India
33
INNOVATION AND R&DGERMANY: WHERE INNOVATION COMES HOME
16
KEY INDUSTRIAL SEGMENTSSTRENGTHENING ECONOMIC TIES18
GROWTH AVENUESBRINGING GERMANY TO BUDDING INDIA
20
BUSINESS BASICS‘MSMEs & SMEs WILL PLAY A SIGNIFICANT ROLE IN THE INDUSTRIAL GROWTH OF OUR COUNTRY’
22
TRADE & COMMERCE OPPORTUNITIESGENERATING RICH BUSINESS PROSPECTS
24
‘It is important for India to open the market and economy’
25Rajesh Nath,MD, VDMA India
Ulrich Ackermann,MD – Foreign Trade, VDMA
FOUNDER & EDITOR, NETWORK 18Raghav Bahl
PRESIDENT & EDITORIAL DIRECTOR, TV 18Senthil Chengalvarayan
EXECUTIVE EDITORArchana Tiwari-Nayudu
EDITORIAL TEAMKimberley D’Mello, Nishi Rath, Prateek Sur,
Arindam Ghosh (Delhi), Suprita Anupam (Bengaluru), Avinash Pandey, Dharitri Dalvi, Rishab Kothari
ASSISTANT ART DIRECTORVaruna Naik
DESIGN TEAMSanjay Dalvi
CHIEF PHOTOGRAPHERMexy Xavier
PHOTOGRAPHYNeha Mithbawkar, Joshua Navalkar
BUSINESS CONTROLLERSLovey Fernandes, Akshata Rane, Shefali Mahant,
Deepak Bhatia, Ashish Kukreti, Shwetha ME, Jayashree N
PRINTINGEXECUTIVE VICE PRESIDENT
Ananth R Iyer
ASSISTANT GENERAL MANAGER - PPCShekhar Khot
PRODUCTION TEAMSurekha Karmarkar, Ravikumar Potdar
Ravi Salian, Sanjay Shelar
OVERSEAS CONTACTRingier Trade Media Ltd CHINA
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USA Alfredo Domador, 6505 Blue Lagoon Drive, Suite 430 Miami, FL. 33126, USA
Tel: (305) 448-6875, Fax: (305) 448-9942
GROUP CEO, NETWORK 18B Sai Kumar
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EVP-HUMAN RESOURCESSanjeev Kumar Singh
ASSOCIATE VICE PRESIDENTSudhanva Jategaonkar
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MARKETING TEAMGanesh Mahale, Prachi Mutha, Akshaya Jadhav
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DEPUTY GENERAL MANAGERManoj Palsay
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Views and opinions expressed in this magazine are not necessarily those of Network18 Media & Investments Ltd (Network18)*, its publisher and/or editors. We at Network18 do our best to verify the information published but do not take any responsibility for the absolute accuracy of the information. Network18 does not accept the responsibility for any investment or other decision taken by readers on the basis of information provided herein. Network18 does not take responsibility for returning unsolicited material sent without due postal stamps for return postage. No part of this magazine can be reproduced without the prior written permission of the publisher. Network18 reserves the right to use the information published herein in any manner whatsoever.
Publishing
Printed by Mohan Gajria and published by Lakshmi Narasimhan on behalf of Network18.Executive Editor: Archana Tiwari-Nayudu
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* ownership of this magazine stand transferred from Infomedia18 Limited (Infomedia18) to Network18 Media & Investments Limited (Network18) in pursuance of the scheme of arrangement between Network18 and Infomedia18 and their respective shareholders and creditors, as approved by the Hon’ble High Court of Delhi and the necessary approval of Ministry of Information and Broadcasting is being obtained.
NEWS, VIEWS & ANALYSISNEWS, VIEWS & ANALYSISL A T E S T H A P P E N I N G S I N T H E W O R L D O F M A N U F A C T U R I N G
The German Ambassador to India
Michael Steiner conferred the
prestigious ‘Bundesverdienstkreuz’,
Germany’s ‘Cross of the Order of
Merit’, to businessman Babasaheb
Kalyani and writer Kiran Nagarkar.
Through this Order, Germany
acknowledges the personal commitment
and the outstanding contribution of the
two awardees to Indo-German relations
over the past decades. Steiner said, “The
strategic partnership between India and
Germany is no hollow phrase. It can be
spelled out in ever so many trusted and
long-term relations—be it in politics,
science & technology, education,
vocational training, or the arts. The
recipients of today’s award cover a large
scope of these relations.”
Babasaheb Kalyani is one of India’s
most successful businessmen, who is also
deeply connected with Germany. Not
only has Kalyani led his company Bharat
Forge to become the largest exporter of
automotive components from India, he
has also led a remarkable turnaround of
German medium-sized company, Carl
Dan. Peddinghaus, which he made into
a profitable new venture by the name of
‘CDP Kalyani’. In establishing a master
degree course for engineering at Pune
University, together with the University
of Kaiserslautern (Germany), Kalyani
has set a landmark for Indo-German
academic relations. He currently serves
on the boards of various prestigious
German companies and supports
NGOs as well as charitable institutes.
On the other hand, Nagarkar, who
is one of India’s best known authors
in Germany was also honoured.
Nagarkar’s works, which have been
widely translated in German, make a
colourful, complex and in many ways
a complicated society tangible to our
senses. His books, particulary ‘God’s
Little Soldiers’ was a bestseller in
Germany, offering a unique insight
into the world of extremism.Bestowing
the honour upon Nagarkar, Steiner
said, “At the crossroads between our
cultures, he became a major voice of
India in Germany, and I trust, also a
resounding voice of Germany in India.”
Steiner added that while the two men
come from very different backgrounds,
yet at the same time, they both are ‘true
friends of Germany, refined interpreters
between our societies, bridgebuilders in
the word’s most nobel meaning”.
Apollo Logisolutions, a subsidiary of
Apollo International Group, is going
to invest `500 crore in expanding its
presence across India in the next three
years through acquisitions and greenfield
projects. The company recently signed
up a 60:40 joint venture with Germany
based $2 billion Fiege Logistics. The
new company called Apollo Fiege will
provide integrated logistics services like
customs brokerage, freight forwarding,
transportation, etc.
The logistics company has been
operating a container freight station
(CFS) at the Jawaharlal Nehru Port
for about four years and is planning to
set up its network of seven container
freight stations across India. Four out
of these will be operational by the end
of 2013 in locations including Delhi
and Chennai.
Apollo Logisolutions is hoping to
benefit from Fiege’s expertise in the
logistics sector especially in sectors like
automobile, luxury and e-commerce.
Company’s clientele includes Swatch,
Aurbindo Pharma and Home Shop 18
among others.
By March 2013, Apollo Fiege will
have offices across 20 locations in India
and make an investment of about $10
million in the next two to three years.
As a part of its expansion, the company
will set up 28 warehouses through lease
agreements and partnerships in key
locations.
GERMANY CONFERS ‘CROSS OF THE ORDER OF MERIT’ ON BABA KALYANI AND KIRAN NAGARKAR
APOLLO LOGISOLUTIONS FORMS JV WITH GERMAN LOGISTICS COMPANY FIEGE
NORMA GROUP INAUGURATES NEW PLANT IN TALEGAON
NEAR PUNE NORMA Group, an international
market and technology leader
for engineered joining technology,
officially recently opened its new
production plant in Talegaon near
Pune. With the new 6,500 sqm
facility, NORMA Group enhances
its production capacities in order
to cater to the increased demand in
India and Asia for connectors and
joining elements.
“We have been present in
India for many years with our
business evolving greatly. The
opening of this facility is a logical
step for us in adjusting our
capacities to the growing demand
for our joining technology solutions
in the Indian market and the
entire Asia Pacific region,” said
John Stephenson, COO & President
– Asia-Pacific, NORMA Group.
“In the new facility in Talegaon,
we will expand our engineering
services. This increase means that
we can support the design work
for NORMA Group in many
regions of the world including
Australia, Europe, Japan, Korea,
and North America,” Stephenson
added.
The new site is equipped with the
latest production technologies from
NORMA Group and ensures safe
and responsible operations for the
employees working in Talegaon.
The products manufactured
in the facility comprise of hose
and pipe connecting components
like flexible nylon tubing for
various applications such as fuel
lines and crankcase ventilation.
Customers from the aerospace,
automotive, railway, shipbuilding,
chemical, infrastructure and various
other industries across India and
Asia-Pacific will be served from the
Talegaon plant.
NEWS, VIEWS & ANALYSISL A T E S T H A P P E N I N G S I N T H E W O R L D O F M A N U F A C T U R I N G
German drugs and chemicals group
Merck KGaA plans to make its
Indian chemicals units in Navi
Mumbai to cater to markets in select
product segments, apart from being
a customer training and application
development location.
Merck currently has seven such
competence centres located in
Germany, Japan, Taiwan, Korea,
Brazil, China and the US. The
Indian unit will be its eighth and
will be part of the global network of
Merck’s production and application
training centres.
By being a global competence
centre, the Navi Mumbai
facility will also provide consumer
training to its local and foreign
clients, apart from being an
international sourcing base for
performance chemicals such as effect
pigments and cosmetics.
The product segment that the
German group is targeting at
this centre primarily caters
to industries such as paint,
packaging and printing, brand
protection including anti-counterfeit
solutions, and cosmetics. The local
market for performance chemicals
including pigments, plastics and
printing material, cosmetics and
others is approximately worth
`20,000 crore.
Merck currently operates
two entities in India—Merck
Ltd, which is listed on local
stock exchanges, and Merck
Specialities Pvt. Ltd, a wholly
owned unit. Both these companies
are into making and selling of drugs
and chemicals.
The parent is also looking at
acquisition opportunities in India in
the pharmaceuticals and chemicals
space.
German testing and certification
company TÜV SÜD has set up a
laboratory in India, equipped to
meet requirements across sectors,
from nutritional products and food
supplements to leather and toys to
jewellery.
The €1.7 billion company has 10
labs in the country, but the new lab
located in Gurgaon will be a hub to
service companies in North India,
similar to an existing hub in Bengaluru
for companies in South India. Its other
labs are located close to industrial
clusters, like Ambur in Tamil Nadu
that exports leather products; or labs
to certify textile and apparel, located in
Mumbai, Delhi and Bengaluru.
The company will invest €5 million
(about `35 crore) in the new lab and
the other satellite labs. The company
clocked revenues of € 20 million (`140
crore) in 2011.
An accredited lab for food testing,
the company is also notified to certify
medical equipment. The new lab is
equipped with technology ranging from
handling the physical and chemical
aspects of testing. So in food or textile,
it would be testing products to check
their packaging or ability to withstand
handling pressures, and these would
be handled separately for different
products, he explained. The chemical
analysis would involve more sensitive
and dedicated equipment to check for
antibiotic or pesticide residues in food,
azo dyes in textile or lead in toys.
MERCK KGaA PLANS TO MAKE INDIA UNIT ITS
EIGHTH GLOBAL COMPETENCE CENTRE
GERMAN CERTIFICATION FIRM TUV SUD SETS UP LAB IN GURGAON
DHL, the world’s leading logistics
company, and Blue Dart, South Asia’s
premier integrated express package
distribution company, part of the DHL
Group, celebrated 60 years of successful
Indo-German trade relations, by
hosting a collaborative festivity called
‘Germany and India 2011–2012:
Infinite Opportunities’. The main
focus of the celebration was the ‘Indo-
German Urban Mela’ that looked at
the implications of rapid urbanisation
in today’s megacities, where a group
set of modern multi-purpose pavilions
were put up for 10 days in five different
cities in India, including Delhi, which
was the final destination.
“DHL is strongly committed to
investing in Asia, which is expected
to be one of the key drivers of growth.
With our recent investments in
India and China, we are confident
of pursuing DHL’s global strategy to
support trade and business development
worldwide,” said Vikas Anand, COO,
DHL Supply Chain. Through its
pavilion, DHL shows how it is helping
to shape our common future.
DHL Express recently opened
its biggest express hub in Asia—the
US$175 million North Asia Hub in
Shanghai.
Additionally, DHL Supply Chain
has announced an investment of
US$130 million to strengthen logistics
infrastructure in India.
DHL AND BLUE DART CELEBRATE 60 YEARS OF SUCCESSFUL INDO-GERMAN TRADE RELATIONS
India and Germany plan to form a
working group to expand bilateral
cooperation in the field of information
technology (IT). “We have discussed
the possibility of setting up a working
group for cooperation in the IT
sector. This group can look at areas
like e-learning and e-medicine, among
other things,” German Vice Chancellor
Philip Rosler recently said.
Rosler, who is also in-charge
of economy and technology in the
German federal government, said both
sides have also discussed the possibility
of cooperation in urban planning, and
furthering bilateral trade.
GERMANY, INDIA TO FORM WORKING GROUP FOR IT COOPERATION
Beyond Boundaries SEARCH - Supplement December 201214
ndo-German trade touched €13 billion in financial
year 2009. Besides, Germany has also consistently
ranked among India’s top investing countries in terms of
Foreign Direct Investment (FDI). And industry experts are
confident that Indo-German ties will continue to flourish.
In recent years, the economic cooperation between India
and Germany has increased substantially despite weak global
economic conditions—total trade in 2010–11 was $19.1 billion
as compared to $7.6 billion in 2006–07. Throwing light on
the same, Sameer Shah, Senior Manager, Arcum Engineering
(P) Ltd, says, “We are into pipe bending machines and have
been doing business in India since the last 15 years. Germany
is an export-oriented country and India has been one of its
major clients since years. The bilateral relations between both
the countries have been good and encouraging. Additionally,
last year was very good in terms of business.” “But this year,
it has been quiet,” he continues, adding, “The government
should work on the policies and reforms which, at times, are
a hindrance for companies like us.”
India’s exports stood at $7.2 billion and imports from
Germany were at $11.9 billion in 2010–11. In April 2011–
January 2012, exports to Germany expanded by over 25%,
while imports went up to $12.9 billion—an increase of
31%. India’s exports consist of electrical and non-electrical
machinery, apparel, organic chemicals, articles of iron and
steel, vehicles and leather items, while the country imports
machinery, precision instruments, vehicles and parts, project
goods, organic chemicals, etc., from Germany. Bilateral
investments too have been robust. The total FDI from
Germany has been $4.5 billion in April 2000–February 2012,
and Germany is the eight largest source of FDI for India.
About 600 Indo–German joint ventures are operational in
sectors such as machinery, automotives, metallurgy, etc.
Germany is also India’s second largest source of technology
transfer partnerships.
Indian companies have displayed high interest in Germany,
and total Indian FDI stock into Germany surpassed German
investment stock in India. According to a CII report, the
two countries can set a trade target of $30 billion by 2014.
Areas for economic cooperation include trade in goods, trade
in services, investments and technology cooperation. Strong
mutual complementarities are driving trade and potential
I
its DREAM RUNTRADE continues
Indo-German
The Indo-German relationship, for India, is one of the strongest bilateral relationships. Germany is India’s eighth largest trading partner and trade, investment, fi nance & technology transfers and collaborations form an important basis for this partnership. The relationship has been going steady for the past few years and India’s bilateral trade with Germany is likely to touch €20 billion during 2012, showing a growth of 11% over the previous year. With such promising prospects in store, experts are of the view that Indo-German ties will continue to grow beyond boundaries.
NISHI RATH
ForewordSEARCH - Supplement December 2012 Beyond Boundaries 15
sectors of trade and investment include
chemicals, textiles, tourism & ICT,
among a wide range.
GERMANY: A GATEWAY FOR INDIAN INC TO EUROPEEconomic growth in India coupled
with sustained and continuous
liberalisation of outward FDI regime
have opened up an attractive space of
global opportunities for Indian firms.
While companies are faced with
increased competition at their home
ground, domestic and overseas success
has put significant slack resources
at their disposal. Encouraged by
government support to outward FDI,
Indian firms have rapidly emerged as
a significant source of FDI. According
to official figures, between March 2001
and March 2010 India’s outward FDI
stock, increased more than 28-fold,
from $2.6 billion to $77.6 billion.
Germany, along with the US and
the UK, has emerged
as a primary target for
Indian FDI. The largest
economy in Europe
provides attractive market
opportunities. And with its
established technological
prowess, high-quality
infrastructure and reliable
institutional setup, Germany
is considered an excellent
investment target by many
Indian firms in their pursuit
of newest technologies
and commercially viable cutting-edge
innovations. Commenting on the same,
Hon’ble External Affairs Minister Shri
SM Krishna had recently stated, “We
are quite optimistic of achieving growth
in our trade with Germany despite the
debt crisis in Europe and the global
economic slowdown. Germany is our
largest trading partner in the European
Union (EU) and our trade with them is
going very strong.”
GERMAN COMPANIES LOOKING FORWARD TO INDIAN REFORMSIndia’s decision to open its doors to
foreign investment in multi-brand
retail and other economic reform
measures has created the perfect
investment climate to attract foreign
players. Besides, German companies
are keen on making long-term strategic
investments in India. The decision to
allow multi-brand retail and also to
attract foreign investment in pension
and insurance are not only attractive
for companies but also create a good
psychological effect on them to invest
further. This, in turn, has led to a good
investment climate and has helped
towards building investor trust and
confidence.
Substantiating the same was the
recently held Asia-Pacific Conference
(APK) of German Business in
Gurgaon, which saw more than 700
CEOs of German companies in India
to explore opportunities. Undoubtedly,
German firms are looking for long-
term strategic investment in India
and German firms like Bosch and
Siemens—which are household names
in India—have created a confidence
in the industry. With India opening
up, the inevitable effect would be that
outside investment would come in,
opine experts.
FUTURE PERFECTAccording to the External Affairs
Minister, Germany is in the best position
to lead the fight against the debt crisis
that had deeply affected some countries
in the European Union (EU). This is
because it had as much stakes in Europe,
which is the most prominent business
destination for other countries, including
India. Taking into consideration that
Germany is India’s most important trade
partner in the EU and 150 German
companies are active in Bengaluru, he
said that his country is keen to further
deepen business ties with India. “An
important step would be the quick
conclusion of a Free Trade Agreement
between the EU and India. We will
continue to work on this,” the minister
stated, adding, “In addition to trade and
economic issues, we discussed thrust
areas between our two countries such
as education, innovation and research
in cutting-edge sectors to enhance our
bilateral relations.” The two-way trade
increased to $110.26 billion in 2011
from $83.37 billion in 2010.
LOOKING BEYOND BOUNDARIESAs the trade ties between the two
countries intensify and more Indian
companies venture abroad,
Germany will become
indispensable for many
Indian firms. Owing to
geographical, cultural
and linguistic distance,
Germany, however ,
continues to be a tough
market for some Indian
firms. Nonetheless, with
careful cultivation, it
is possible to achieve
extraordinary success in this
highly attractive market.
Though some German companies
have been facing turbulence this year
in business, they are positive to bounce
back. As Winfried Heinemann, Dipl.-
Ing, Vertriebsdirektor - Sales Manager,
AWS SCHAFER, aptly concludes,
“Our business has witnessed good
growth in India. We have been doing
business here since the last 40 years.
Although we face some competition
from our Chinese counterparts, we
hope to create more opportunities in
future.”
2010 2011 Annual Growth
Germany’s exports to India 9.28 10.87 17.1%
Germany’s total exports 951.96 1,060.20 11.4%
India’s share in Germany’s exports 0.98% 1.03% 5.1%
India’s ranking as export partner 21 21 -
Table 1: Germany’s exports to India in billion Euros and India’s relative position
2010 2011 Annual Growth
Germany’s imports from India 6.24 7.50 20.2%
Germany’s total imports 797.10 901.96 13.2%
India’s share in Germany’s imports 0.78% 0.83% 6.4%
India’s ranking as export partner 26 25 -
Table 2: Germany’s imports from India in billion Euros and India’s relative position
Innovation And R&D SEARCH - Supplement December 201216
here is a commonality between
aspirin (the medicine), the
electron microscope, the MP3 music
format and LCDs. Any guesses? They
all have been German inventions that
have revolutionised the world. Zillions
of such inventions keep coming to the
fore everyday of the week and German
scientists and R&D experts are always
working towards bettering the present
technologies for a better future. Some
of these inventions happen on a grand
scale and thus people from all across
the globe get to know of it.
Nonetheless, there are numerous
infinitesimally small inventions that
no globe trotter keeps track of. Most
of these inventions have an impact
on our day-to-day lives... inventions
we can simply classify as ‘German
ingenuity’.
INNOVATIONS AT THE HEARTGerman companies, especially SMEs,
which control the financial system, are
out-and-out innovators in themselves.
Innovations done by most German
companies are ideally based on the
characteristic deep technical expertise
of the Germans, which permits even
undersized German enterprises to
come out and be market leaders in
their specific niche segments. These
companies may not be very big in
size but they succeed in the market by
presenting the best available technology
in their particular segment. According
to Martina Stöver, Export Manager,
Authorised Signatory, STAPPERT
Deutschland GmbH, “German
companies are acquainted with the fact
that price is not always the selecting
factor in a buyer’s mind. Germany’s
Excellency status for engineering
brilliance, innovation and R&D
resound that customers purchasing
German goods are characteristically
looking for that little extra—whether
it is cutting-edge technology or the
particular, flawlessly designed part that
cannot be found elsewhere.”
According to a recent study
released by KPMG, Germany is ‘an
international leader in terms of science
and technology industry share of the
total workforce—alongside Holland
and Australia’. Germany, along with
Japan and the US, invest the maximum
amount of their total domestic
production in R&D. Germany was
placed at eighth position among the 139
countries for R&D and innovation in
the World Economic Forum’s (WEF)
‘Global Competitiveness Report 2010–
11.’ According to the WEF, Germany
is the global leader for the capability
for modernisation. Germany also holds
fourth place in the amount spent on
R&D. Lastly, Germany secures the
sixth position in the category of quality
of the scientific research institutions
across the globe.
RESEARCH GREETS INVESTMENTSLast summer, Intel fixed on investing
€12 million ($15.2 million) in the
forthcoming five years in the venture
Intel Visual Computing Institute.
Recently, the same institute started a
cooperative lab with another university
research centre. It is because of these
institutes that Germany is coming up in
the fields of supercomputers. In total,
there are three locations in Germany
that have very fast supercomputers and
these institute labs are among them.
“German companies, in fact, are well
acquainted with the knowledge of high-
performance computing,” adds Stöver.
The global conglomerate, Intel, also,
of late, granted payments amounting
up to $1.4 billion for the wireless chip
business of Infineon Technologies AG
stapled at Munich.
Germany flaunts numerous research
institutes (some of which are famous
T PRATEEK SUR
The investment from Indian fi rms directed towards Germany and vice versa, has been going on a stable course in the past couple of years. As the global market becomes more and more mature, the openness towards bilateral trade between these two nations is also increasing—a fact which is evident from the numerous signifi cant investment projects and also from the positive outlook of Indian subsidiaries towards FDI. As the bilateral trade gates open up amid these two nations more & more fi rms understand the benefi ts of using German technology, their expertise & infrastructure are being adopted by the Indian fi rms for enhancing their R&D competency and innovation assortment. This tendency is promoted by the brilliant growth that most Indian fi rms are witnessing in Germany and vice versa.
Germany: Where Germany: Where innovation comes homeinnovation comes home
ForewordSEARCH - Supplement December 2012 Innovation And R&D 17
globally) and people from all across the
world come in to study there. Institutes
like the Max Planck Society and the
Fraunhofer Society are hotspots for
foreign students flowing in from across
the globe.
FROM THE LABS TO THE MARKETSGerman companies, according to
a recent study, file in for the third
maximum patents (per million workers)
in medium-high and medium-low-
technology fields (after Switzerland
and Sweden). In the high-technology
fields, they stand in the eighth position.
The best part about the German
innovations is that they are good
at transforming innovations on the
drawing board into reality. Germany
is one of the top five nations for the
development and marketing of high
technology. “German scientists are
efficient and, besides Sweden, have
even produced more cost-effectively
viable new developments from a preset
R&D budget,” avers Stöver.
SECTOR-SPECIFIC GROWTHGermany is very strong in execution
and systemising. Their innovations
take the least amount of time to
reach from the labs to the markets.
German companies are fast and good
at cooperating in clusters. They form
good networks which foster innovation,
technology improvisation and product
creation. This is generally applicable
in terms of the chemical, automotive
industry, medical engineering, electrical
equipment industry and mechanical
engineering sectors.
Germany’s precise environmental
rules and regulations have also given
birth to numerous innovations which
come in from the renewable energy to
emissions control and energy efficiency.
German researchers are burning the
midnight oil to make coal a cleaner
and more environment-friendly fuel.
German scientists are also devising ways
to capture carbon from heavy industries
and make them environmentally safe.
The chemical industry is in quest for
oil alternatives, while the automotive
sector is looking out for substitute fuels
such as hydrogen and electricity.
The Government of Germany openly
and actively encourages its researchers
to network globally. Germany has set
up centres for R&D in nations as far off
as Brazil, Russia, India, China, and the
US. The BRIC nations along with the
US & Canada are typically stimulating
collaborator nations for German
players; they are helping Germans in
academia as well as industry expertise.
“Most of these partnering nations
are making noteworthy investments
in R&D, and Germany is always
dedicated to long-term investment in
R&D,” adds Stöver. These centres
were made to help globally renowned
experts and researchers from academic
institutions, industry and government
to come together under one roof and
help in the betterment of all nations
on the whole. This also helps enhance
the communication between various
nations, especially on the critical
challenges which the 21st century poses
before all the nations. “Innovation is
bettered by teamwork. Germany brings
the greatest scientists and researchers
together and plays catalysts to ensure
better innovation and R&D,” asserts
Stöver.
PARTNERING FOR A BETTER FUTUREGlobal researchers and international
investors find an optimistic partner in
Germany. Germany helps by being
a facilitator for collaboration among
researchers, industry players and
investors. The German Government
supports R&D with strong monetary
assistance. The Government of
Germany launched the ‘High-Tech
Strategy’ in 2006. This helps to gather
funds amassing to a sum of about €4
billion a year just directed for R&D,
which also includes money in the
form of grants. Their government, on
the whole, spent a total of about €12
billion on R&D in 2009. This amount
is growing every year.
The chief fi nancial support for R&D comes from the private sector. Businesses fi nanced 68% of R&D spending way back in 2007 and this quantity increases year by year. The German regions of Braunschweig and Stuttgart lead the EU in R&D concentration or R&D spending as a percentage of GDP. Moreover, Germany had 11 regions among the top 25 for R&D concentration in 2006–07. Germany has an R&D concentration level of 2.54%; putting it in the top 10 among urbanised and developed nations.Venture capital in Germany is fairly thin—a prime reason that the government and private companies account for so much of R&D. This also helps foreign investors to have a better opportunity to harp on. On an average, in Germany has 33 to 41 ‘business angels’ per million inhabitants that is way more than anywhere else in the world.Many high-tech start-ups German fi rms have had fairly great success. SAP AG was started by fi ve Germans in 1972, and presently, it is one of the world’s largest software companies. SAP AG employs almost about 50,000 employees in 50 different nations. The German ideologies, and government processes, have been supportive of industrial exports. “Innovation is a chief part of an export economy. Innovation helps create a response loop where strong exports profi ts from innovation and innovation profi ts from physically powerful exports. They are like two sides of the same coin and feed on each other. It is the government’s zeal and enthusiasm towards innovation and R&D that have helped Germany keep a strong industrial base even at times when it was a high-wage country,” Martina Stöver, Export Manager, Authorised Signatory, STAPPERT Deutschland GmbH.
FUNDING FOR R&D
Key Industrial Segments SEARCH - Supplement December 201218
ndia’s emergence as one of the fastest growing
economies and Germany already being an established
hub for developing state-of-the-art technologies &
solutions, has led to the formation of the most successful
partnerships for both the countries. Today, Germany is one
of India’s biggest trading partners in Europe and globally,
the country ranks fifth as India’s biggest trading partner. The
bilateral trade between India and Germany has more than
doubled over the last five years to reach nearly US$23.64
billion last year. In addition, Germany has also been an
important source of Foreign Direct Investment (FDI) in India.
During 1991–2010, the cumulative FDI from Germany stood
at US$ 3.75 billion. In the period April–November 2010,
Germany was the eighth largest investor in India with FDI
inflows of US$ 104 million, constituting approximately 2%
share of the total FDI inflows into India.
In the case of exports and imports, Indian exports
grew by over 19.5% to reach €5.66
billion, while the country’s imports
from Germany registered an increase
of over 16.4% to reach €8.36 billion.
Indian corporate leaders have been
equally enthusiastic about investing
in Germany. Given the natural
synergy that exists between the two
countries, Indian corporate entities
have invested over US$6 billion in Germany. And
Indian industry majors such as Tata Motors, Bharat
Forge, Suzlon, Mahindra & Mahindra, Wipro and Infosys
have all established their base in Germany. There are
215 Indian companies active in Germany employing over
24,000 people.
Commenting on the importance of the Indian market for
German companies, Mitesh Shah, Development Manager
– Globalisation Services, SAP Labs India Pvt Ltd, informs,
“The Indian market is very critical for German companies,
because India is currently one of the fastest growing economies
in the world. This opens up huge scope for businesses.”
Besides, the technologies that German companies provide are
a perfect blend between a developed and a developing country
that would foster growth and development, he adds.
SECTORS GAINING FROM PARTNERSHIP About 65% of German manufacturing
companies already have their presence
in India. In order to further strengthen
co-operation, India and Germany
have formed a Joint Commission on
Industrial and Economic Cooperation
that meets once every two years at the
level of Finance Ministers. Further,
these two nations have also created
I ARINDAM GHOSH
Strengthening Economic Ties
The bilateral trade between India and Germany has more than doubled over the last fi ve years to reach nearly US$23.64 billion last year. Further, it has been estimated that the trade between India and Germany will touch $30 billion by 2014. However, the global economy is currently tackling the Eurozone crisis and the Indian economy remains largely unaffected. All this coupled with Germany’s technological prowess has created a lucrative opportunity for German companies to establish base in India. Under such a scenario, industry verticals like electrical appliances, industrial machinery, automobiles & auto components and renewable energy have the potential to strengthen the partnership and enhance the bilateral trade beyond the projected fi gures.
Today, India no longer remains a mere recipient of technology or
investment. The country is taking various initiatives to develop itself as an equal partner in terms of offering
quality, reliable and cost-effective solutions.
ForewordSEARCH - Supplement December 2012 Key Industrial Segments 19
working groups for various other
important sectors such as automobiles,
coal and infrastructure. In India, Pune
is a major hub of Indo-German joint
ventures in the manufacturing and
service sector with more than 250 joint
ventures already operational in the city.
Some of the major industrial sectors
that have gained immensely from the
partnership include:
AutomobileThe German automobile industry
is the largest in Europe. Over a
period of time, German cars have
emerged as one of the largest selling
vehicles under the luxury car segment
on Indian roads. The automobile
industry offers huge scope of
collaboration between the two nations.
In a bid to further strengthen the
collaboration, the Indian Government
has also cleared a national mission
for electric mobility to promote the
manufacturing of electric or hybrid
vehicles in the country. The step
is going to play a critical role in
developing electric vehicles. Currently,
there are about 1,500 electric vehicles
operating on German roads. By 2020,
Germany aims to have at least one
million electric vehicles
operating on the roads.
Offering a perspective
on the same, Michael
Poznanski-Eisenschmidt,
Dipl. Ing., Director
– Technical Office,
Volkswagen India Pvt
Ltd, explains, “Given the size of the
Indian automobile market, it is very
important for us. We believe, for
a company to be successful in any
country, it needs to understand the
market there and offer quality solutions
according to the needs of the customers
based in that region. This theory has
been followed very strongly by German
companies and has heavily contributed
to the success of German companies
in India”
He adds, “At Volkswagen, we have
always developed according to Indian
conditions and that is why our products
are highly accepted in the Indian
market. We have experienced good
growth in the market.”
Industrial machinery and electrical appliancesIndia’s demand for machinery and
electrical equipment from Germany
forms about US$4.5 billion of the total
US$10 billion imports for the sector. In
the case of electronics, India is growing
rapidly in the electronic manufacturing
service providers and semi-conductor
manufacturing. Given the situation
where the market is huge for electronics
in India, collaborating with the German
technical know-how, can lead to the
development of competitively priced,
better quality solutions. The overall
Indian electronics industry was at about
€29.2 billion and is expected to grow at
a fast pace in the coming years.
Renewable energyIn 2025, Germany will be the world
leader in green energy. Currently,
German cities are among the greenest
in Europe. And for a country like
India where there is a big gap between
the demand and supply, developing
renewable energy in India is very
important. In a move to promote the
development of renewable energy,
the German Government-owned
development bank KfW signed a
loan agreement worth €250 million
(approximately `1,600 crore) with
the Indian Government in 2011.
The concessional loan will finance
a 125-MW solar PV power plant
to be constructed by Mahagenco at
Shivajinagar, Sakri, in Maharashtra’s
Dhule district with the option for
further expansion by 25 MW.
Further, the Jawaharlal Nehru
National Solar Mission (JNNSM) has
provided ample of scope for German
technologies to find applicability. The
project aims to develop 20,000 MW
of solar power by 2022. Undoubtedly,
this sector offers several opportunities
in terms of collaboration between both
the nations. The importance of using
and implementing renewable energy
in various activities is fast catching up.
Commenting from the renewable energy
perspective, Shah said that there is
immense scope for the implementation
of German technologies to develop
renewable energy, especially from solar
and wind.
THE PARTNERSHIP IS BRIGHT & SUSTAINABLE Leveraging on their respective strengths
is the key for Indo-German ties to
flourish. In terms of the competitive
advantage that India offers German
companies, Eisenschmidt states, “India
is a very dynamic market and Indian
workers are technologically strongly.”
Agreeing with the viewpoint, Shah
adds that the growth of Tier II and
Tier III cities in India offers German
companies lucrative opportunities.
Besides, there is easy availability of
skilled manpower. Further, some of
the major advantages to
do business in Germany
include favourble business
climate, availability of state-
of-the-art technology and
its geographical location,
among other factors.
Today, India no longer
remains a mere recipient of technology
or investment. The country is taking
various initiatives to develop itself
as an equal partner in terms of
offering quality, reliable and
cost-effective solutions. Additionally,
India’s strong ties with Germany offer
dual advantages—it can provide an
edge to India’s offering and, at the
same time, open up business scope
for Germany. This, in turn, would
lead to the formation of a sustainable
win-win partnership.
The Indian market is very critical for German companies, because India is currently one of the fastest growing economies in the world. This opens up huge scope for businesses.Mitesh Shah, Development Manager – Globalisation
Services, SAP Labs India Pvt Ltd
Growth Avenues SEARCH - Supplement December 201220
T PRATEEK SUR
Bringing Germany to Budding IndiaDoing business in India is one of the most Quixotic career options that any foreign individual can choose. Let us shed light on how trouble-free or complicated it is for a foreign entrepreneur to start and run an SME business while abiding by the pertinent rules and regulations required to be followed for setting up base in India.
he economic pendulum is slowly and swiftly swinging
towards the rapidly developing nations, like India.
Venture capital abundant nations, like Germany, are willing
to come forward and invest in India, which is proud of
its transparent market setup. The Indian industrial sector is
experiencing its own paradigm shifts, reflecting a growing
globalised world.
According to Frank Funke, Technical Sales Manager,
SCHOLZ Maschinenbau, “The globalisation of the Indian
industrial sector ranges from worldwide fund-raising and
cross-border investment, to exits on foreign stock exchanges
or foreign acquisition.” Foreign companies are breaking
the boundaries and trying to venture into places where
the land is well known to them but the policies unknown.
They are partnering with Indian firms or at times buying
out an Indian firm and starting up their business set up
with the available labour force and the executive expertise
of the existing people. This expansion is helping companies
bring varied colours into their portfolio and making their
products more accessible to the Indian markets. Companies
are analysing the trends in India and then fund-raising their
ventures from their home-country investors. Germany is one
such nation which is up and about in the various investment
patterns between their mature & emerging venture market
and the geographical & demographical advantage provided by
India. By doing so, these German companies are getting good
funding from their parent companies, back in Germany. They
are not only expanding at a very fast rate in India but are also
funding the new sources going forward.
MAJOR CONCERNSThe major concerns for most of the German companies setting
foot in India can be measured by tracking the changes in
regulations affecting 10 areas in the
life cycle of a business—starting a
business, dealing with construction
permits, getting electricity,
registering property, getting credit,
protecting investors, paying taxes,
trading across borders, enforcing
contracts and resolving insolvency.
The companies coming to India are
presented with quantitative indicators on
business regulations and the protection of property
rights that can be weighed against the same across
183 nations round the globe. The indicator, that help
German companies come forward to India, are used to
analyse economic outcomes and identify what reforms have
worked, where and why.
However, Michael Kohnle, MD, KOHNLE Gmbh,
explains, “The business methodology in India has
limitations”. Companies looking to invest in India are
concerned about certain important issues. These include:
Economy’s proximity to large markets
Quality of its infrastructure services (other than those
related to trading across borders and getting electricity)
Security of property from theft and looting
Transparency of government procurement
Macroeconomic conditions or the underlying strength
of institutions.
THE GENERAL NORMMost of the German businesses submit to a precise type of
working module, generally a local limited liability company
operating in the largest business city. They join hands with
the local company to give them an initial start up for a better
future in India. This is because of the usual assumptions
that the German companies are catering to in India such
ForewordSEARCH - Supplement December 2012 Growth Avenues 21
as data collection, comparisons and the
various benchmarks set here which are
valid across the other world economies.
The data collected by companies
not only highlight the degree of
impediments to doing business in
India; they also help recognise the
source of those hindrances. They also
help by supporting policy makers in
designing regulatory reform for foreign
companies willing to invest in India.
POLICIES AND REGULATIONSIndian policy makers are trying to
better the state of the Indian economy
by improving the rules and regulations
of the environment. Elaborating further
on the same, Kohnle adds, “The policy
makers should also compare the Indian
rules and regulations with the regulatory
environment in other economies,
thereby making the required changes so
that the specific countries are catered to
and they do not have a problem starting
their business in India.”
GERMAN FDI: TOP SECTORSIn the last fiscal year, the German
investment in the services sSector went
to an all-time high with investments
of US$45.76 million. This inflow of
German money from the services sector
took up nearly 23% share of the total
FDI inflows from Germany. This data
was closely seconded by the chemicals
(excluding. fertilisers) sector and the
prime movers (excluding electrical
generators) sector which stood at the
second and third positions respectively in
terms of the FDI inflow from Germany.
While chemicals accounted for a 13.4%
share with investments worth $26.80
million, prime movers accounted for
$15.7 million of total investments with
a share of nearly 7.9%.
Consultancy Services ($13.11 mil.,
6.56% share) and Railway-related
components ($10.49 mil., 5.25%)
were the fourth and fifth most
important areas for investments from
Germany during the last financial
year. The more the investment from
Germany, the more indication towards
the fact that the investments are more
diversified and spread evenly over all
categories.
THE TRADE ENVIRONMENTInitially, for business start ups a formal
registration of companies has numerous
instant advantages. The benefits are for
company owners, employees and also
customers. Resources are taken into
account by the companies as many
stockholders come together for starting
the enterprise.
According to Kohnle, “Companies
that are formally registered always have
better entrée to services and institutions
from courts to banks. They are also
better accepted by the new markets and
the new customers. The employees can
also benefit a lot from the protections
provided by the law.”
The limited liability companies
enjoy better benefit from the others in
the same field. All of them limit the
fiscal accountability of an enterprise
to the specific investments. This
helps to protect the personal assets of
German companies trying to invest in
India. Thus, they can heaving a sigh of
relief thinking that their money is not
at stake. If the registration processes are
simple enough for German companies
to set up their businesses then in all
possibilities it would create better jobs
for the labour force in India and also
generate more revenue for the Indian
Government.
GOVERNMENT TO THE RESCUEGerman companies measure the ease
of starting a business in an economy
by recording all procedures that are
officially required or commonly done
in practice by an entrepreneur to start
up and formally operate an industrial
or commercial business—as well as the
time and cost required to complete these
procedures,” comments Funke. German
companies also trace the paid-in least-
amount money that entrepreneurs must
submit before registration (or within 3
months) to the governing organisation.
The government authorities issue the
licence for to do business in India
based on the four prime component
indicators—procedures, time, cost and
paid-in minimum capital requirement.
The Indian Government assures that
all information is readily available to
the entrepreneur. They also maintain
the identity secretive so that there are
no issues of being biased towards any
company in specific. The government
also ensures that all government and
non-government entities concerned in
the process always function without any
bent towards corruption.
WHAT DOES THE FUTURE HOLD?German companies are willing to come
to India and set up companies here.
The government is opening up to them
but the process is very slow. There are
rules and regulations, but, at times,
they are made very stringent and tough
to follow; thereby losing out on the
German investors. Pune has become a
new hub for German companies coming
to India as most of them have set up
their manufacturing plant in or around
Pune. There is a flight directly from
Frankfurt to Pune without stopping at
any other place for facilitating better
transport for the German people to
come to India and do business. The
future seems to be very bright for any
budding entrepreneur in Germany who
wants to invest in a company in India.
While the government’s action may
not be instant, they are not averse to
progress.
Assumptions that are mandatory: A limited liability company;
located in the largest business city
Conducts general commercial or industrial activities
Has a start-up capital of 10 times income per capita
Has a turnover of at least 100 times income per capita
Does not qualify for any special benefi ts
Does not own real estate Is 100% domestically owned
Business Basics SEARCH - Supplement December 201222
ermany offers an attractive investment climate. It has
a well-established system of arbitration of commercial
disputes, and enforces (through its courts) arbitral awards.
Germany has introduced various incentives and other special
conditions to encourage investments in eastern Germany.
POLICY INITIATIVES FOR INDIAN COMPANIES WANTING TO INVEST IN GERMANYStrategically positioned at the heart of
Europe and a key player in both the EU
and NATO, Germany has the fifth largest
economy in the world. Its strongest exporting
sectors—chemicals, vehicles,
machinery and household goods—set standards of quality and
efficiency not just within Europe but globally, making doing
business in Germany a priority for international organisations
worldwide. Germany has various specific incentives and
regional programmes for the industry. In the west, this applies
particularly to high-tech industries with strong orientation
towards research and development. Programmes in the east
are less specific, in line with the more general aim of overall
economic support. Companies benefitting from programmes
receive incentives and other support on fulfillment of specified
conditions, most of which are negotiated individually and
usually include a guaranteed minimum employment level.
Apart from duty-free areas of ports and airports, there are no
free-trade or similar zones within Germany; neither are there
economic zones with their own special privileges. Similarly,
there is no specific industry encouragement, although there are
certain activities, such as in renewable energy generation, that
find official support. Perspective investors from India can take
advantage of full range of consulting services readily available
in Germany at all levels of sophistication. There is thus no
hindrance to obtaining in-depth marketing information,
initiating searches for potential investment targets. Information
is freely available from various government departments/
agencies and other authorities.
MEASURES THAT INDIA CAN ADOPT FROM GERMANY MSMEs and SMEs will play a significant role in the
industrial growth of our country. The penetration of
automation products has been low as only large manufacturers
have been using it, but small and medium players could
draw significant benefit by automating. The automation &
mechanical industry will experience significant increase in
demand in the years to come. Understanding the public policy
and market forces that shape the manufacturing landscape is
essential to winning in the global economy. The ability of a
company to be competitive in the market place is not about
advertising or lower prices. It is about a company that has
vendors as partners and employees who own the process,
as well as a marketing system that completely exceeds the
customer’s expectations. It is this passion for excellence that
requires constant improvement, innovation and deep rich
relationships. ‘Excellence’ and ‘world-class’ are not slogans,
they are attributes of the finest and most successful businesses.
Germany has a long-standing tradition in vocational training.
By constantly improving and adapting the education and
training systems to meet the current requirements, Germany
now has one of the most efficient training systems in the world.
This system is characterised by its strong practical component,
its close alignment with the business community and the job
market, as well as the integration of professional, social &
methodical competencies and skills. The cooperation between
German and Indian partners can take many forms. German
training services range from consulting services and standard
education courses to tailor-made in-house trainings. The wide
range of services lays strong emphasis on employability.
Further, R&D plays an important role in Germany. The
companies invest around 4–5% of the profit in this. Focus on
R&D and global experience of the German manufacturers
helps to give this technological edge to ‘Made in Germany’.
Also, the interaction among the industry and R&D as well
as educational institutes in Germany is quite intensive. The
Indian companies could take a clue from this and adopt such
business policies.
Email: [email protected]
G
‘MSMEs & SMEs“The ability of a company to be competitive in the marketplace is not about advertising or lower prices. It is this passion for excellence that requires constant improvement, innovation, and deep rich relationships. ‘Excellence’ and ‘world-class’ are not slogans, they are attributes of the fi nest and most successful businesses,” informs Rajesh Nath, MD, VDMA India.
will play a significant rolein the industrial growth of our country’
ForewordSEARCH - Supplement December 2012 Trade & Commerce Opportunities 23
s India moves into the league of developed nations, it
is increasingly looking at seeking European-stamped
technologies and solutions. This, in turn, has created huge
opportunities for Germany, which has expressed active
interest in sharing its intellectual skills with India. The ‘Made
in Germany’ brand has always been a symbol of quality,
reliability & precision and both the countries have made
massive efforts to strengthen bilateral co-operation. Today,
Germany is India’s most important trading partner from
the European Union and the two countries have the largest
co-operations in the field of machinery, heavy vehicles,
electrical appliances, etc. Further, due to the presence of a
good financial regime in the country, the Indian subsidiaries
of parent German companies have delivered better results as
compared to their counterparts. This has helped boost FDI
between Germany and India.
GERMANY: OFFERING BUSINESSES AN EDGE Germany’s economic policies enhance a broad and competitive
industrial environment with a strong focus on innovation.
With an exceptional business climate for investments, most
companies operating in the country across various sectors
have been highly successful. In terms of regulatory reforms,
the legal environment is highly transparent and reliable.
Individual rights & property are protected and the laws are
stringently followed. Further, Germany has a robust and
supportive taxation system along with a strong incentive
regime, which allows the business to thrive. In addition,
Germany has taken a lot of initiatives towards constantly
improving the education and training system to meet the
current industry requirements. The country now has one of
the most efficient training systems followed in the world. The
training system is an integration of practical approach, close
co-ordination with the business community and the market’s
needs. Further, unlike India, the country has energy security.
EFFORTS MADE BY INDIA Maharashtra, with 57% share of German investments,
A ARINDAM GHOSH
Good economic growth rate, well regulated fi nancial system, large market size and increasing purchasing power are some of the factors that have helped catapult India to emerge as one of the most lucrative business destinations for global investment. However, setting up a business in India requires considerable time and effort as compared to some of the other countries. Germany, on the other hand, has always remained a favoured business investment region as it offers state-of-the-art infrastructure, competitive tax & incentive system and open & free market for almost all sectors. Besides its geographical location, the country offers active co-operation in science, research & technology, which are critical factors that facilitate growth and development.
Trade & Commerce Opportunities SEARCH - Supplement December 201224
remains the most attractive destination
in India. While Pune has been the
hotbed for German investments,
Karnataka and Gujarat are other
important destinations. Of late,
southern states like Tamil Nadu and
Karnataka are gaining popularity
owing to the conducive investment
environment they offer investors. As
per the database on registered German
companies with the Indo-German
Chamber of Commerce (IGCC), there
are 1,280 German companies in India,
which have created more than 200,000
jobs. In Germany, the state of Hesse
has attracted the highest number of
Indian subsidiaries with 29% followed
by North-Rhein Westphalia, Bavaria
and Baden Württemberg.
German organisations have several
options to set up operations in India
through various modes—100%
subsidiary; a branch or liaison office; or
a joint venture or merger with a local
company; or its acquisition. Foreign
companies can set up their office in
India after approval from RBI. However,
the company needs to register with the
Registrar of Companies for obtaining
approval to establish business in India.
Further, as part of the initiatives taken
by the policy makers in both countries,
India and Germany have formed a
Joint Commission on Industrial and
Economic Cooperation that meets once
in every two years at the level of Finance
Ministers. Further, these two nations
have also created working groups for
various other important sectors such
as agriculture, automobiles, coal and
infrastructure. Further, in terms of
FDI, the government is constantly
opening up various sectors to attract
investments. The impressive growth in
partnership has been possible primarily
because of strengthening one of the
major industrial verticals, viz., the
manufacturing and engineering sector.
Some of the specific initiatives taken in
this direction, among others, include:
• Removal of tariff protection on
capital goods
• Reduction of custom duties on
various industrial machinery
• Introducing the National
Manufacturing Policy
• Making FDI norms flexible.
ROLE OF INDUSTRY ASSOCIATIONSKarnataka and Maharashtra were found
to be most important source regions
of Indian FDI in Germany (33%
each), followed by Delhi (20%) and
Tamil Nadu (15%). Here, industrial
associations like German Engineering
Federation (VDMA) and IGCC along
with CII have played an important
role in this regard. For instance, they
have played a critical role in facilitating
the process of setting up a business in
either of the countries. Besides, they
are involved in several activities such
as organising trade fairs & exhibitions
to promote India and Germany as
investment destinations.
FOLLOWING GLOBAL BEST PRACTICES HOLDS THE KEY As the Indian economy is projected to
become the second largest economy
after China, there is ample of scope
for Indo-German co-operation to
grow further. However, for German
companies to grow in India, a detailed
understanding of the regulatory
framework in the country will play a
key role in determining the success
of the company in India. Further, it
is also critical for Indian policy
makers to imbibe some of the best
practices followed globally, which will
allow German companies to operate
freely and expand its business
without much restriction and more
importantly, protect its business interest
in India.
India’s trade with Germany
CII Report - India-Germany Economic Cooperation
India’s trade with Germany:USD Billions
\Year 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010
EXPORT 3,586.12 3,984.81 5,121.53 6,388.54 5,412.86
%Growth 11.12 28.53 24.74 -15.27
%Share 3.48 3.15 3.14 3.45 3.03
IMPORT 6,023.63 7,552.64 9,884.83 12,006.02 10,318.85
%Growth 25.38 30.88 21.46 -14.05
%Share 4.04 4.07 3.93 3.95 3.58
TOTAL TRADE 9,609.75 11,537.45 15,006.36 18,394.56 15,731.71
%Growth 20.06 30.07 22.58 -14.48
%Share 3.81 3.70 3.62 3.76 3.37
Source: www.commerce.nic.in
ForewordSEARCH - Supplement December 2012 Opinions & More 25
L
It is important for India toopen the market and economy
“If a country like India has to grow at the rate of 8–9% annually, it cannot attain this growth fi gure only through the domestic market. For this, FDI is necessary,” avers Ulrich AckermannUlrich Ackermann, MD – Foreign Trade, VDMA and Rajesh NathRajesh Nath, MD, VDMA India, during an exclusive interview with Arindam GhoshArindam Ghosh. Bringing in both the perspectives viz global and Indian, these two experts share the mantra for harnessing successful trade ties. Excerpts…
AYING A STRONG FOUNDATION FOR A SUCCESSFUL INDO-GERMAN PARTNERSHIP
Ulrich Ackermann: India and Germany have shared strong
traditional ties for centuries. Besides, the two countries are
culturally close as they are both part of the Indo-Aryan culture.
This could certainly be viewed as one of the biggest reasons
for a successful Indo-German partnership. Further, in terms
of language, Germans do not face any linguistic barriers when
communicating with Indians in English. This is one of the
biggest advantages. Also, ‘Made in Germany’ products enjoy
huge amounts of respect globally not only because they are high
in terms of quality & functionality but also because they are
durable, reliable, eco-friendly and ensure customer satisfaction,
among other factors. Over time, this acquired goodwill has
allowed ‘Made in Germany’ products and German companies
the opportunity to firmly establish their base in India.
Also, from the technology point of view, Germans invest
a lot in R&D, which has helped them gain a leading edge.
Talking of investments, we
have noticed that, German
businesses always have a
long-term interest. Indians
understand this mindset
of Germans and hence,
have the confidence to
do business with German
companies. These are some
of the major reasons which
have contributed immensely
to the development of a
strong and successful Indo-
German partnership.
KEY CO-OPERATION AREASUlrich Ackermann: Germany has traditionally
been an industrial country
having a very strong
engineering base. This is
very well reflected in the
figures. If you observe, the
top five sectors of German machinery have already made their
presence felt in India. The first is traditional or mechanical
power transmission. This includes gears, couplings, bearings
and everything else that is related to mechanical power
transmission. The next is material handling technology,
machine tools and textile machinery followed by construction
machinery and equipment. It is critical to note here that
machine tools have been an important industry vertical in this
partnership because of its application across various sectors.
Also, one cannot rule out the role of R&D that has helped
Germany deliver the best technological standards. This,
in turn, enables Indian companies to develop high-quality
products, thereby making them globally competitive. I would
like Rajesh to give an Indian perspective.
Rajesh Nath: Sure… One of the most upcoming industrial
segments is food processing and packaging industry. In
India, in terms of percentage, processed food comprises less
than 5%, but, in Germany, it is about 70–75%. So, there is
Opinions & More SEARCH - Supplement December 201226
a lot of potential for processing food
in India. Moreover, processing goes
hand-in-hand with packaging, which is
a must when it comes to storing the
product hygienically and also while
transporting the product. Around five
years ago, the German export for food
packing and processing machinery was
only €5 million. In 2011, the figure
rose to around €100 million. Thus, it is
clearly evident that there is considerable
demand for state-of-the-art technology
and quality machining. Even in the
mining machinery segment, Germany
has been traditionally strong. Currently,
the export of German machinery to
India in this sector is to tune of about
€80 million. Around five years ago,
this figure stood at approximately
€30-32 million. Also, there are a
lot of initiatives taken in India to
develop renewable energy. This offers
huge scope for co-operation between
Germany and India as Germany has
a stronghold in wind energy. Taking
a step in this direction, Siemens had
established a plant in Chennai, which
caters exclusively to gearboxes for wind
mills. It is the only manufacturer of
gearboxes for wind mills.
EUROZONE CRISIS: AN OPPORTUNITY?Ulrich Ackermann: The Eurozone
crisis has slowed the growth process in
the southern region of the EU at the
moment and the European nations are
struggling with this scenario. But if we
examine the situation closely, we would
realise that the problem started with
Greece, which contributes a mere 5%
to the GDP of the EU. Thus, it is not
a real crisis for the region. Nonetheless,
most countries have tightened their
spending and are taking various
initiatives to ensure that such economic
scenarios are avoided in future. Further,
the whole world is going through a
recessionary phase, which has worsened
the crisis to some extent. To tackle this
scenario, some strict measures have
been taken by the stronger economies
of the EU members like Germany and
France. Germany is one of the leading
countries which is playing an important
role in helping the entire region come
out of this economic situation. With
so many initiatives taken, I think it is
only a matter of time when the EU will
come of out this crisis.
A noteworthy factor here is that
despite the crisis, Germany has been able
to deliver a growth of 1–1.5%, which is
not a bad for a developed economy like
Germany. In the context of the Indian
Rupee, the currency has weakened quite
considerably to the Euro. This has led
to a condition where the exports from
Europe or Germany, in particular, to
India have become costlier for Indian
companies. Herein is a good potential
for India and Germany to work together.
KEY LEARNINGS TO IMBIBEUlrich Ackermann: Firstly, India needs
to open its market and economy because
an open economy will automatically
attract foreign investments. Besides,
if a country like India has to grow at
the rate of 8–9% annually, it cannot
attain this growth figure only through
the domestic market. For this, FDI is
necessary. This move will not only help
India attract investments but will also
create more jobs. FDI will lead to the
creation of new jobs as well as increase
the business prospects for a company.
Further, it may also help Indian
companies grow in scale. All said and
done, the Indian Government, in recent
times, has taken a lot of initiatives to
open up the economy. Germany, on the
other hand, has a favourable business
climate because it has an open policy.
The country welcomes FDI and is open
for investments in all industrial sectors.
Rajesh, would you like to add to this?
Rajesh Nath: Yes, thank you, Ulrich....
For instance, in the case of imports,
Germany does have very low customs
duties. However, in India, there is a basic
customs duty of about 7–7.5%, which is
an impediment for imports. Secondly,
setting up a business in Germany takes
less than 20 days, whereas the process
of setting up a company in India
takes about a minimum of 50–60 days
owing to factors such as bureaucratic
hurdles. But the government is taking
active steps in this direction, which I
think will prove to be beneficial to the
economy to a large extent.
CRITICALITY OF EDUCATIONUlrich Ackermann: One of the strong
points of Germany is the dual system.
Here, a young student attending a
company is exposed to theoretical as
well as practical training. A similar
model should be created in India as
well. Over to you, Rajesh...
Rajesh Nath: According to a study,
a mere 15% of graduates are directly
employable; the remaining require
further training or need to go through
more skill enhancement programmes.
The Indian education system is theory
oriented. In the light of this backdrop,
the government’s National Skill
Development programme is a boon
in this direction. Nonetheless, there is
need for more participation from the
industry for improving ITIs in India.
MESSAGE TO GERMAN COMPANIESUlrich Ackermann: German companies
need to look into three important
aspects before establishing their base
in India. Firstly, German companies
need to come to India with a long-term
vision. You have to be very patient in
India, because the returns may not be
immediate. Secondly, companies that
have been able to sustain the initial few
years in the market, have been able to
establish themselves well in the country.
Take, for instance, Festo. The company
has been in India for the last 20–25
years. Thirdly, you have to have the
right mix of local management as well as
expats. Initially, the company may have
a German head for sometime, but later,
the responsibilities need to be given to
Indians, which can be productive for
the firm. For instance in India, Indians
would understand the local conditions
and would be able handle some of the
scenarios much better than expats.
ForewordSEARCH - Supplement December 2012 Opinions & More 27
By 2020, IndiaBy 2020, India is likely is likely to be among the to be among the top three top three marketsmarkets for for passenger passenger cars, commercial vehiclescars, commercial vehicles“There is hardly a better way to build a good foundation for a long-lasting friendship and partnership than motivated people that understand both sides of the world and do their bit to drive co-operation forward,” avers Dr Wilfried Aulbur, Managing Partner & CEO, Roland Berger Strategy Consultants Pvt Ltd, during an interaction with Suprita Anupam. Excerpts….
CREDENTIALSIn his role as Managing Partner & CEO, Roland Berger Strategy Consultants Pvt. Ltd., he works on issues of strategic relevance such as market entry into India as well as out of India into second and fi rst hemisphere markets, product portfolio optimisation, M&A, etc. Besides strategy, his work in India is focussed on operations such as lean manufacturing and operational performance improvement or restructuring. Prior to his work with Roland Berger, Dr Aulbur, the MD and CEO of Mercedes-Benz India, was responsible for the passenger cars, trucks and buses. He has held the roles of Chairman/VC of SIAM as well as President of Indo-German Chamber of Commerce. Besides having worked in India for 8 years, he has 10-year experience in the US as well as substantial work experience in various European markets.
Opinions & More SEARCH - Supplement December 201228
G ERMAN CONTRIBUTION TO THE TECH-REVOLUTION IN INDIA...
German companies have already
shown their commitment to the
Indian market; Siemens and Bosch
are two eminent examples. They have
been consistently trying to provide
customers in the Indian market the
right product, which is reasonably
priced, without compromising on
quality. Besides this, in the recent
years, India has begun to play a critical
role not only as a market, but also
as an R&D hub. Take, for instance,
the 6,000+ strong R&D centre of
Bosch or Siemens drive towards
SMART engineering.
INITIATIVES NEED TO BE TAKEN BY THE INDIAN GOVERNMENT LIKE THEIR GERMEN COUNTERPART BMZ…It took some time for German officials to
understand the important role that they
must play in supporting German trade
abroad and in securing German jobs
at home. Today, German companies
get support from the government and
typically enjoy good support from their
embassies as well. The Chambers of
Commerce have played a relevant role
in supporting German businesses and
in providing a platform for networking.
Similarly, the Indian Government
can play an active role in securing
market access, facilitating network
and economic ecosystem development
in foreign countries besides promoting
India and Indian companies as
highly capable players in a complex
global environment.
KEY SECTORS TO BE IMPELLED VIA THE INDO-GERMAN BILATERAL
TECHNOLOGY TRANSFER There are obvious opportunities
for larger engagement in areas
where competition currently is not
fully feasible (for e.g., in retail or in
insurance). Significant opportunities
also exist in the aerospace and
defence as well as green sectors
(water, waste, wind, solar, etc.) where
Germany has clearly established its
strength and India offers significant
opportunity. In return, Germany
can benefit from Indian frugal
engineering (for e.g., in the medical
devices space).
YOUR COMMENTS ON THE UNEVEN CLUSTERING OF THE INDIAN AUTOMOTIVE INDUSTRYManufacturing is a complex process
in general and even more so for
complex products such as automotive.
As a consequence, you need, among
other things, a critical size/ecosystem
in terms of capable suppliers, well-
qualified employees and focussed
R&D organisations, among others,
to enable state-of-the-art automotive
manufacturing. Proactive government
policies have led to a situation where
currently Pune, Chennai and NCR
are dominant as far as automotive is
concerned. However, Gujarat is fast
catching up and other states such as
Andhra Pradesh are vying for an
opportunity to attract the automotive
industry.
INDIAN AUTOMOTIVE SECTOR FIVE YEARS DOWN THE LINE…India’s demand for individual luxury
and its increasing consumption will
drive the growth of both passenger
cars and commercial vehicles. By
2020, India is likely to be among
the top three markets for passenger
cars, commercial vehicles, two-wheeler
and three-wheelers. It is a market that
nobody can ignore.
YOUR PERSPECTIVE ON INDO-GERMAN PARTNERSHIP POISED TO GROW BEYOND INVESTMENTSAs far as Germany’s partnership
with India is concerned, we have
barely scratched the surface. Germany
will—assuming that government
policies will remain market focussed—
remain one of the leading economies
in the world; India will continue to
scale the ladder to become one of the
global giants. There will be opportunities
to work and grow together. One
important step to improve and
deepen relationships is exchange of
students and professionals. There is
hardly a better way to build a good
foundation for a long-lasting friendship
and partnership than motivated
people that understand both sides of
the world and do their bit to drive
co-operation forward.
Favourite Indian preparationDal Makhni
Favourite Bollywood movies… Morning Raga, Three Idiots
Favourite artists (painting) Anjolie Ela Menon and SH Raza
Favourite music band…U2, Police, Three Doors Down, Nickelback, Cranberries are among my favourite music bands.
Your hobbies and interests...My hobbies and interests include reading, traveling, history and politics.
UP CLOSE & PERSONALUP CLOSE & PERSONAL
In the recent years, India has begun to play a critical role not only as a market, but also as an
R&D hub. Take, for instance, the 6,000+ strong R&D centre of
Bosch or Siemens drive towards SMART engineering.
ForewordSEARCH - Supplement December 2012 Opinions & More 29
I
Co-operation with the intention of mutual benefit for all involved is the key for a high success rate
“German engineering and Indian spirit can build a combination that is unbeatable in terms of quality, price and innovation,” opines Hubert Reilard, MD, EFD induction Pvt Ltd, during an interaction with Nishi Rath. Excerpts…
NDO-GERMAN RELATIONS AND THE ASSOCIATED CHALLENGES
The success rate of German companies
in India and Indian companies in
Germany is high. Co-operation with
the intention of mutual benefit for all
involved is the key for a high success
rate. German engineering and Indian
spirit can build a combination that is
unbeatable in terms of quality, price
and innovation.
The general theme of the Germany
in India year 2012 is ‘Infinite
Opportunities’. These two words
are apt to describe the future of our
relations. In June 2012, we had close
to one lakh visits at the ‘Indo-German
Urban Mela’ at Palace Grounds in
Bengaluru to celebrate 60 years of
diplomatic ties between India and
Germany. The thematic focus ‘City
Spaces’ addresses one of the major
challenges for Germany and India,
the fast urbanisation and its challenges
for modern cities. Apart from this,
efficient energy supply, modern
transport solutions, green building
technology and city management
are some of the key subjects where
Germany and India can develop
solutions for cities of the future.
HOW WILL VOCATIONAL TRAINING HELP? Germany has a long tradition in a good
system of vocational training. We call
it ‘dual’ education where the practical
training at the factory is accompanied
by a theoretical training in the
classroom for a three-year duration.
This system is the basis for ‘Made
in Germany’. The majority of 500
million Indians below the age of 25
years need jobs in manufacturing where
high-quality vocational training will
play a major role.
In addition, German small
and medium companies are
key drivers for innovation and
technology; they are the backbone of
the German economy. Indian companies
can benefit from the experience
German companies have gained in
the field of vocational training &
innovation and adapt it to the needs
in India.
INDIA, AN ATTRACTIVE DESTINATION One major reason is the huge market
size and the purchasing power of
the growing Indian middle class.
However, there are more interesting
considerations—one of them being
manpower. Germany needs the
support of manpower from India to fill
the gap caused by presently 40,000 job
requirements in the software industry
in Germany. India can play a positive
role in global research and design
activities to develop globally interesting
products.
CHALLENGE FOR GERMAN PLAYERS Machine builders from Germany need a
clear concept of how to compete in the
Indian market. Quality equipment for
an affordable price is a good foundation.
Good local application know-how and
service will make a package difficult to
beat. Competition is the foundation of
our economy and the driving force for
innovation and progress
FUTURE PLANS FOR THE INDIAN MARKETThe answer is simple: we plan to
expand and build a new factory at the
outskirts of Bengaluru.
The intention is to improve
our equipment and service for our
present customers, develop & invent
new products based on our technical
experience and know how to expand
our customer base. Induction heating
is a fascinating technology and new
applications are discovered almost on a
daily basis. It is a very energy-efficient
technology with a great future.
MESSAGE TO INDIAN/GERMAN COUNTERPARTS Please allow me to come back to the
theme of Germany in India Year—
‘Infinite Opportunities’
It is a beautiful motto, but we
should expand it further. “…convert
opportunities into reality”. I am
confident that we will succeed in this
attempt.
Opinions & More SEARCH - Supplement December 201230
OUR EXPERIENCE IN THE INDIAN MARKET
There were initial teething troubles.
However, once our customers got a
feel of our products, we did not face
as much trouble. While we have not
been able to reach the mass market due
to our pricing, we have succeeded in
creating a niche for ourselves in the
marketplace owing to the quality of our
products. We offer customers high-
quality products and ensure that the
best possible service is given to them.
Another factor that has helped us
create a niche is the understanding
our clients have of evaluating
profitability in terms of ‘total cost
of ownership and not cost per piece’. I
believe that our strengths in some of
these aspects have not only helped us
survive in the market but also tackle
competition.
USP OF GERMAN COMPANIESOne of the biggest advantages that
German companies have is technology.
Today, implementing technology is
critical to increase productivity &
efficiency and to maintain quality.
German products are highly superior
technology wise. Besides, they are
safer to use (less rejections/rework due
to tolerances) and are highly reliable.
The USP of any German product or
technology is excellence in engineering.
I believe that this has helped us gain
acceptance and earn respect in the
Indian market.
KEY LEARNINGS FROM INDIAGood cross-cultural understanding
and analysing the positioning of the
product are some of the key learnings
from India. While a good cross-
cultural understanding is essential for
a company, analysing the positioning
of the product is also important as it
enhances one’s market knowledge for
a given region irrespective of whether
your product actually merges in every
segment.
SCOPE OF CO-OPERATION & EDUCATION I believe that the biggest scope for
co-operation between India and
Germany lies in education. India has
a huge pool of academically qualified
engineers. However, most of them
are either not working in their areas
of specialisation or are unable to find
opportunities in their desired area
of expertise. Through co-operation,
Germany can share their knowledge in
both pratical training and in research
to utilise this vast talent pool. Thus,
education will be one of the foremost
areas of cooperation between India and
Germany.
INITIATIVES REQUIRED There is a need for a framework or
guideline on how interactions between
Indian and German companies
should take place. Small companies
in Germany may not know how to be
professionally managed—a fact which
holds true for all the small companies
in the world. Further, I think red tape
has to be cut down to minimum levels.
For India to become a more attractive
and investment-friendly destination
there is a need for transparency. Besides,
there should be initiatives aimed at
easing business operations. Further,
with respect to IPR, there is a need for
a method of securing & retaining IPR
and being able to define it. Initiatives
in this direction will come as a huge
boon to the motivation levels for
innovation.
Y
The USP of any German product or technology is excellence in engineering“This has helped us gain acceptance and earn respect in the Indian market,” avers Tosher G Hormusjee, Director, GW Precision Tools India Pvt Ltd, during an exclusive interaction with Arindam Ghosh. Excerpts…
ForewordSEARCH - Supplement December 2012 Opinions & More 31
ROWTH OPPORTUNITIES IN INDIAIndia has a robust economy
growing at a healthy pace. Its dynamic
market offers huge growth opportunities
in our industry. We started our business
in India in 2008 with an 80:20 joint
venture with Taurus Flexibles, a
manufacturer of hoses for commercial
vehicles. NORMA India took over the
20% share of the joint venture partner
in 2011. Since our entry in the Indian
market, our business has been growing
significantly year over year, and we
have established ourselves with major
Indian OEMs within a short span of
time. Today, NORMA India supports
several Indian and foreign OEMs
with its unique Engineered Joining
Technology (EJT) providing solutions
for commercial and passenger vehicles,
agricultural & construction equipment,
trains, shipbuilding, aviation,
infrastructure and water pipelines.
This is a great success, but we are
not resting on our laurels. Recently,
we inaugurated our new production
facility in Talegaon near Pune. Here,
we manufacture fuel line assemblies,
crankcase ventilation systems, urea lines,
vent lines, clamps and connectors to a
wide range of industries. We keep on
expanding our presence in this dynamic
market by driving our Distribution
Services (DS) activities, where we sell
a wide range of standardised joining
technology products for a broad
range of applications through various
distribution channels to customers
such as distributors, OEM aftermarket
customers, technical wholesalers and
hardware stores. We are setting up
a strong distribution network that
involves our distribution centre and
dealership co-operation..
YOUR COMPANY STRENGTH LIES IN... Our strength lies within our strong
local presence that brings us closer to
our clients in India and gives us the
opportunity to meet their individual
needs. Besides serving our local Indian
clients, we will leverage the new plant’s
capacity in order to deliver our joining
technology solutions to our customers
around the globe. In addition, we
will expand our engineering services
in the new facility in Talegaon,
thus supporting the design work for
NORMA Group in many regions of
the world including Australia, Europe,
Japan, Korea and North America.
COMPANY’S INDIA EXPORT FRONTBesides serving our local Indian clients,
we will leverage our new plant’s
capacity in order to deliver our joining
technology solutions to our customers
G
“When I read about India’s booming economy, I think that German corporations can actually learn a lot “When I read about India’s booming economy, I think that German corporations can actually learn a lot from these successful Indian companies,” observes from these successful Indian companies,” observes Werner DeggimWerner Deggim, CEO, NORMA Group AG, during a , CEO, NORMA Group AG, during a
tête-à-tête with tête-à-tête with Prateek SurPrateek Sur. Excerpts…. Excerpts…
Times are changingTimes are changingshowing innovative zealshowing innovative zeal
and Indian companies areand Indian companies are
Opinions & More SEARCH - Supplement December 201232
around the globe.
MANTRA TO MAINTAIN A COMPETITIVE EDGEFirst of all, it is the quality of our
products. Our Indian customers know
about the precision with which we
design and manufacture our solutions,
and the value they offer for their end
products. Our strong local presence—
consisting of an extensive distribution
network that we have been growing
since October 2011—is another
important factor. We already cover
the major industrial regions with over
45 distributors today, and we have
established ourselves as a one-stop
shop for customers across all industries,
providing a uniquely wide range of
engineered joining technologies. In the
coming years, we will further strengthen
our distribution network to encompass
different segments such as aviation,
railways, shipbuilding, automotive,
water supply, plumbing, food &
beverages, agriculture, the industrial
aftermarket, and many more in need of
professional joining technology.
Another important aspect is our
focus on R&D. We recognise the
needs of the market ahead of time and
develop solutions which can guarantee
our customers an advantage in terms
of innovation—3–5 years before the
production of our customers’ end
products start. Last but not the least, we
have a strong brand portfolio including
ABA, BREEZE, Clamp-All,Gemi,
NORMA, R.G.RAY, Serflex, Serratub,
TERRY and Torca. These well-known
brands are used for the DS part of the
business. NORMA India, for instance,
has successfully localised one NORMA
Group product family for the Indian
market by the brand TERRY. There
are a few more products in the pipeline
for localisation during the last quarter
of 2012 and the first quarter of 2013.
PRE-DEFINED CONSIDERATIONS FOR INDIAN MARKETOur considerations and priority for
the Indian market is to have a totally
domestic production, which includes
the sourcing of raw materials. With
the localisation of customer services,
expansion of our distribution network
and the new bigger facility in the
country, we expect positive development
of our business activities as well as
expanding our customer base.
CURRENT TRENDS, DEMANDS AND EMERGING OPPORTUNITY AREASThe trends we see in India are the
same as we see elsewhere in the world.
As I mentioned before, we are facing
global megatrends which are causing
a rising demand for engineered
joining technology used in customer
end products. The demand for our
technology in emerging markets is
evolving rapidly as the standard of
living increases and more sophisticated
solutions are sought. Stricter emission
regulations in India demand, for
instance, exhaust gas treatment and
other reduction processes. Our joining
solutions support these processes while
also optimising the engine in terms of
performance and fuel consumption. At
the same time, the trend towards hybrid
cars increases the need for lightweight
components. We introduced, for
instance, thermoplastic instead of
elastomer tubes helping to reduce
weight and emissions substantially.
Furthermore, we see growth
opportunities in areas such as
infrastructure, construction, water
management or the pharma and biotech
industry. For example, as buildings
become higher and higher, performance
requirements for joining solutions
increase equally. We also see water
as an important sector for our future.
This resource is gradually becoming
a precious commodity. Our solutions
can help to prevent its waste e.g. in
water supply systems or desalination
systems. Toughening requirements in
power generation, construction and
agricultural equipment and in marine
applications will equally lead to a
higher demand for state-of-the-art
joining products.
SOLUTIONS SOUGHT BY CUSTOMERSIn my opinion, customers are not looking
for single products. They demand total
engineering packages. These packages
take into account the reduction of both
warranty costs and production costs by,
for instance, decreasing the assembly
time. This can be achieved by offering
our customers products that are suitable
for their increasingly modularised
production processes.
CHALLENGES FACED IN THE ADOPTION OF SOLUTIONS One of the challenges is that India is
a highly fragmented market. However,
we do not see real challenges in
adoption. Our experience is that Indian
customers quickly accept and adopt
quality solutions and world-class goods.
This is due to the rising standards of
living in the emerging markets in the
Asian-Pacific region which leads to
an increased demand for high-quality
products. This development increases
our growth prospects significantly.
LEARNING AND IMBIBITIONS FROM GERMAN COMPANIESTimes are changing and Indian
companies are showing innovative zeal.
When I read about India’s booming
economy, I think that German
corporations can actually learn a lot
from these successful Indian companies.
But, German companies have always
been renowned for their passion for
precision. The label ‘Made in Germany’
has stood for extraordinary quality for
decades. Setting and maintaining high
standards at all times with regard to
products and services is part of our
business model.
Our strength lies within our strong local presence that brings
us closer to our clients in India and gives us the opportunity to
meet their individual needs.
ForewordSEARCH - Supplement December 2012 Opinions & More 33
I
The objective is to supply cost-optimised products to the Indian automotive industry at global quality standards
“The Indian automotive market is growing and OEMs are focussing on enhancing vehicle features related to comfort, safety, weight reduction and increased fuel effi ciency in order to meet global requirements and enhance exports,”
explains Ashwani Aggarwal, President, Brose India, in a tête-à-tête with Prateek Sur. Excerpts…
INDO-GERMAN TIES IN TIMES OF ECONOMIC CRISIS
Given the current situation, it has become
difficult to anticipate the development
of the European automobile market.
Much will depend on psychology:
banks and politics need to regain the
trust and confidence of the market
participants. Presently, the Brose Group
is still benefitting from the strong
demand in the upper-medium and
premium vehicle segment. Exports,
particularly to Asia and the US, account
for around 70% of the luxury class vehicles
built in Europe. This compensates for the
drop in European sales in the third and
fourth quarters: for fiscal 2012, we expect
our group sales revenue to increase by
over 10% to about €4.5 billion against
the previous year. On a global scale,
we expect the automotive market to
grow between 1% and 3%, with two
different courses of development next year,
too—the European market will decline
or stagnate at best. For North America,
we foresee a slight increase and for
the Asian market further significant
growth. Generally speaking, economic
cycles are getting shorter. The challenge
for all automotive suppliers will be
to adjust swiftly to changing market
requirements.
WHY INDIA?The Indian automotive market is
growing and OEMs are focussing on
enhancing vehicle features related to
comfort, safety, weight reduction and
increased fuel efficiency in order to
meet global requirements and enhance
exports. Brose offers these technologies
and is therefore elected to enter the
Indian market. The start up of a
development centre and headquarters
in Pune was the first step to establish
the entire value chain in India—
development, procurement, final
assembly and delivery. We extended
our activity in 2011 with the setup of
a manufacturing plant both for exports
as well as supplying products to the
OEMs in the country. The objective is
to partner with the Indian automotive
industry and supply cost-optimised
products for the entire vehicle range at
global quality standards.
BENEFITS TO THE INDIAN SUBSIDIARY AND THE LOCAL MARKETAs a world market leader with over 100
Opinions & More SEARCH - Supplement December 201234
years of experience, Brose offers Indian
suppliers and car manufacturers good
global sales opportunities. We serve
Indian and international manufacturers
in India not only with competitive,
cost-optimised solutions, but also high-
tech products of an international quality
standard. Brose seeks cooperation with
Indian automotive manufacturers in an
early phase of development and also
offers Indian suppliers its collaboration
in projects outside India. As a result,
we support Indian automotive
manufacturers in their efforts to win
market shares in and outside India.
MANTRA TO MAINTAIN COMPETITIVE EDGE OVER OTHERS IN INDIAThe Brose Group is the fifth largest
family owned company in the
automotive industry. Approximately
21,000 employees develop and
manufacture mechatronic components
and systems and electric motors for
vehicles in 53 locations in 23 countries.
As a mechatronics specialist and system
supplier, we are the only vendor in the
market with the ability to develop and
manufacture everything it sells itself.
Some 2,500 engineers and technicians
worldwide work on the continual
development of our products and
processes. Through this, we ensure
that we offer our customers decades of
expertise in the fields of mechanical,
electrical and electronic engineering, as
well as extensive experience in tapping
new markets.
Our market position underlines that
we are following the right strategy: Brose
brings 80 years of experience in window
regulator technology to India and is the
leading supplier worldwide. Moreover,
we hold the leading position in door
systems worldwide with a market share
of over 30%. In-house developed and
produced window regulator motors and
electronics round off our portfolio. As
the market leader for latch modules and
a global manufacturer of closure systems,
we complement our competence in door
systems.
Moreover, our company is the
European market leader in power seat
adjusters, world leader in motors for
Electronic Braking Systems (EBS),
drive train actuators and cooling fan
modules. Brose also numbers among
the leading suppliers of HVAC blowers
and electric steering systems. Our
goal is to extend Brose’s development
and quality leadership even further.
Furthermore, we intend to step up
our worldwide activities in the coming
years, particularly in Asia. In line with
this strategy, Brose India has localised
all activities from design, development
to manufacturing and marketing.
PRE-DEFINED CONSIDERATIONS FOR THE INDIAN MARKETDrawn from our long-term experience in
our global portfolio, we provide solutions
from our closure systems and window
regulators that have been specially
developed for the Indian market.
During our development activities, we
always consider the special requirements
of our local customers. Those are cost-
effective products adapted to suit the
environmental and climatic regional
conditions. Additionally, our solutions
comply with international quality &
safety standards and are therefore
suitable for use in export vehicles.
CURRENT TRENDS, DEMANDS AND EMERGING OPPORTUNITIESWe expect a significant growth in
the area of customer comfort and
convenience products, for example,
power operated seats, automatic
transmissions and automotive
electronics, such as anti-trap systems for
window regulators and doors. Moreover,
the focus will be increasingly on weight
reduction and improving efficiency—as
has been the case for many decades in
the development efforts of the Brose
Group. We are thus well equipped
to address this market. Our OEM
customers are looking for solutions that
offer better product reliability, occupant
safety, lightweight technologies and
improved fuel efficiency.
LEARNING AND IMBIBITIONS FOR INDIAIn German companies, there exists a
certain discipline to follow a process-
driven approach. This systematic
approach for all aspects of the
business from purchase to product
development to manufacturing and
sales is something that India can learn
from and if deployed well, can support
Indian companies to make great strides
in the global marketplace.
EXPANSION PLANS IN INDIAOver the last few years, we have
added significant capacities in the
area of development and invested
in training of our employees as well
as in the development of our local
supplier base. In 2011, we formally
inaugurated our manufacturing facility
and started serving our local and global
customers with locally manufactured
products. The strong demand for our
products has fuelled our growth and
has warranted that we move into a
larger production facility. We will
triple the manufacturing floor space
that we have available by the end of
2012. In addition to manufacturing, the
new facility will house a laboratory for
validation testing.
CREDENTIALSAshwani Aggarwal joined Brose India in October 2007. During this period, he has been actively involved in defi ning and implementing a market & business acquisition strategy in India and setting up the Brose offi ce and plant in Pune. As a techno-commercial professional with over 30 years of work experience, Aggarwal, a Mechanical Engineer from the National Institute of Technology, Surathkal, Karnataka, has expertise in Profi t Centre Management, Business Development, Manufacturing, Supply Chain Management, Product Engineering and Quality Assurance with leading American and European automotive multinationals for Indian automotive component and systems industry.
SEARCH - Supplement December 2012 Product Updates 35
This section gives information about products, equipment and services available in the market. If you know what you want. . .refer to Product Index on Page 36 to find it quickly
� CENTRIFUGAL PUMP
The centrifugal pump is equipped with open impellers, which is an ideal
design for sanitary applications. Specially selected stainless steel alloying that lives up to all requirements and solid components with a minimum wall thickness of 6 mm provide for problem-free operation for product viscosities of up to 800 cps. Th e pump is available in 14 diff erent sizes. It can handle system pressures up to 25 bar, discharge pressures up to 15 bar, fl ow rates up to 550 m3/h and viscosities up to 800 mPa s.
Fristam Pumpen KG Gmbh & CoHamburg, GermanyTel: +49-40 / 7 25 56 – 0, 49-40 / 7 25 56 – 166Email: [email protected]: www.fristam.de
� WRAPPING MACHINE
Medium speed continuous motion wrapping machine
with feeding belt unit for products is available in diff erent wrapping styles. Th e machine is suitable to wrap chocolate products and other preformed articles. It is equipped with a feeding belt and integrated synchronisation for precise product separation. Th e exchange of the rotary heads allows a variable positioning of the products in the machine. Th us, the machine achieves high output rates even for complicated wrapping styles, such as top twist or side twist. Th e modular design enables an easy change of the product dimensions and wrapping styles.
Theegarten-Pactec Gmbh & Co KGDresden, Germany Tel: +49 351 25 73 0, 49 351 25 73 329Email: [email protected]: www.theegarten-pactec.de
� NECKING MACHINE
The necking machine satisfi es the increasing demand on quality and
shaping of aerosol cans. Th e machine is used for multi-stage necking of the can shoulder , bottle neck, the can or bottle wall. Th e 40 tool stations, the adjustable stroke and the sturdy construction off er our customers the possibility to produce a various number of can shapes at production speed up to 240 cans per minute with one machine.
Hinterkopf GmbHEislingen, GermanyTel: +49(0)71618501-0, 49(0)71618501-10
Email: [email protected]: www.hinterkopf.de
� LABELLING MACHINE
The labelling machine is equipped with high-end technology universal cold glue
labelling for glass and PET containers. Th is versatile machine with fi xed label magazines covers all traditional labelling requirements. Th e combination of established techniques such as stainless steel gluing roller,
rubberised and adjustable glue pallets, split glue scraper blade with glue saving fi ne adjustment for glue thickness, overlay gear box drive for accurate label positioning and split table cam for effi cient changeover of other container sizes makes these labelling machines unmistakable.
Gernep GmbHBarbing, GermanyTel: +49 (94 01) 9213 – 0, 49 (9401) 9213 – 29Email: [email protected]: www.gernep.de
� SPINDLE MOTOR
The spindle motor is a high performance motor suited to spindle axis of machine
tools. High effi ciency and low heat generation is achieved by spindle HRV control. Optimised winding design and eff ective cooling structure enables high power and high torque. Th e
compact size of the motor is an added advantage.
GE Fanuc Automation GermanyTel: +49-352-7279 79213Email: [email protected]:www.fanucfa.com
� DATA ACQUISITION SYSTEM
The Absorptometer E determines oil absorption number. Th is instrument and burette does not
stop automatically, enabling evaluation acc B and C of ASTM 2414. Th e principle consists in measuring resistance which carbon black puts up against the rotating blades during oil
addition. It also determines the carbon black oil absorption.
Brabender GmbH & Co KG Duisburg, GermanyTel: +49-203-77880Email: [email protected]: www.brabender.com
Product & Advertiser’s Index SEARCH - Supplement December 201236
Looking For A Specific Product?Searching and sourcing products were never so easy.
Just type SRCH (space) Product Name
and send it to 51818eg. SRCH Pump and send it to 51818
Balancing machine ................................................................................... FGF
Bearing ........................................................................................................... 6
Cable carrier ................................................................................................... 6
Cable connector .............................................................................................. 6
Centrifugal pump ......................................................................................... 32
Chain .............................................................................................................. 6
Connector ..................................................................................................6, 11
Control cabinet ............................................................................................. 11
Control panel ................................................................................................ 11
Control system ............................................................................................. 11
Countersink .................................................................................................BC
Cup forming machine .................................................................................. 33
Cylindrical and internal grinding ................................................................... 5
Data acquisition system ................................................................................ 32
Diamond tool ..............................................................................................BC
Didactic equipment for training ................................................................... 11
Drilling tool .................................................................................................BC
Gun drill ......................................................................................................BC
Handling system module .............................................................................. 11
Labelling machine ........................................................................................ 32
Measuring instrument .............................................................................. FGF
Metal cutting tool .......................................................................................FIC
Milling cutter ..............................................................................................BC
Mobile loading lift ........................................................................................ 33
Modular tooling system ...............................................................................BC
Necking machine .......................................................................................... 32
Power source .............................................................................................. BIC
Process automation and control equipment .................................................. 11
Reamer ........................................................................................................BC
Shrinking technology ............................................................................... FGF
Solid carbide drill .......................................................................................FIC
Solid carbide drill with IC ..........................................................................FIC
Solid carbide mill........................................................................................FIC
Solid carbide reamer ...................................................................................FIC
Solid carbide reamer with IC .....................................................................FIC
Solid carbide special drill ............................................................................FIC
Solid carbide special mill ............................................................................FIC
Solid carbide special reamer .......................................................................FIC
Special induction hardening machine ........................................................ BIC
Spindle motor ............................................................................................... 32
Standard induction hardening machine ..................................................... BIC
Surface and profile grinding ........................................................................... 5
Tap ..............................................................................................................BC
Thermoplastic elastomer .............................................................................. 33
Tool grinding .................................................................................................. 5
Tool holder ............................................................................................... FGF
Tool logistics system ................................................................................. FGF
Torque rheometer ......................................................................................... 33
Tubing accessory ........................................................................................... 11
Vacuum tube lifter ........................................................................................ 33
Valve ............................................................................................................. 11
Valve terminal ............................................................................................... 11
Wrapping machine ....................................................................................... 32
Products Pg No
Our consistent advertisers
EFD Induction Limited BIC
T: +91-80-7820404
W: www.efd-induction.com
Festo Controls Pvt Ltd 11
T: +91-80-22894100
W: www.festo.com
Guhring India Private Limited BC
T: +91-80-40322500
W: www.guhring.in
GW Precision Tools India Pvt Ltd FIC
T: +91-80-40431252
W: www.gwindia.in
Haimer India Pvt Ltd FGF
T: +91-20-66750551
W: www.haimer.in
Igus India 6
T: +91-80-39127800
W: www.igus.in
Korber Schleifring Gmbh 5
T: +91-80-30257601
W: www.schleifring.in
To know more about the advertisers in this magazine, refer to our
‘Advertisers’ List’ or write to us at [email protected]
or call us on +91-22-3003 4653 or fax us at +91-22-3003 4499 and we will
send your enquiries to the advertisers directly to help you source better.
Advertisers’ Name & Contact Details Pg No
38
RNI No; 67827/98 Postal Regd. No: G2 / NMD 81 2011-13 Posted at Mumbai Patrika Channel Sorting Office - GPO - Mumbai 400 001
on 22nd & 23rd of Every Previous MonthDate Of Publication: 18th of Every month