With a population of more than a billion people, a large, steady, and rapidly expanding market, abundant natural resources, excellent skilled manpower, science and technology expertise, a thriving private sector, existence of a proper legal framework, a liberalized economic environment, knowledge of the English language, a large English language media presence, India should be, in theory, an easy market to crack. The reputed international management consultants A.T. Kearney in an October 2004 report ranked India as the third most attractive foreign direct investment destination. Yet, while some foreign companies have done extremely well, others have floundered.
KeywordsCombustion Corn Carbide Europe Marketing
Unable to display preview. Download preview PDF.
- 1.C.A. Bartlett and S. Ghoshal (2000). Transnational Management. New York: McGraw Hill.Google Scholar
- 2.Economist Intelligence Unit (2000). “Selling to India.” March, pp. 1–2.Google Scholar
- 6.A. Andres, S. Bernberg, G. Jindal, G. Ritwik, M.S. Bhatia, P. Swapnil, and S. Namit (2004). Taming the Elephant: Turnaround of Mercedez-Benz India Ltd. Vallendar, Germany: Otto Beisheim Graduate School of Management.Google Scholar
- 24.J.B.P. Sinha (2004). Multinationals in India: Managing the Interface of Cultures. New Delhi: Sage.Google Scholar
- 30.R.A. Ostrander (1995). “Subcontinental Telecommunications Solutions.” Palo Alto, CA: Graduate School of Business, Stanford University.Google Scholar
- 31.P.L. Fagan, M.Y. Yoshino, and C.A. Bartlett (2003). Silvio Napoli at Schindler Indian (A). Cambridge, MA: Harvard Business School Press.Google Scholar
- 32.M.Y. Yoshino and P.L. Fagan (2002). Silvio Napoli at Schindler Indian (B). Cambridge, MA: Harvard Business School Press.Google Scholar
- 38.R.M. Hodgetts and F. Luthans (2000). International Management: Culture, Strategy, and Behavior. New York: McGraw Hill.Google Scholar
- 45.R. Brislin and T. Yoshida (1994). Intercultural Communication Training. An Introduction. London: Sage.Google Scholar