BRIC Country Series: India
Strategies for Companies Doing
Business in India

1
© 2013 ITAP International, Inc. All Rights ...
Table of Contents
Management Strategies
Expats in India
Strategies for Engaging
Clients
Special Offer

2
© 2013 ITAP Inter...
Management Strategies
1. Currently, the most important business issues for
managers ( ti
(natives and expats) i I di are:
...
Management Strategies
2. Effective l d hi in India includes the following
2 Eff ti leadership i I di i l d th f ll i
behav...
For Your Information
Information…
Business i not conducted d i th f ll i ti
B i
is t
d t d during the following times
and ...
Motivating Employees
•

In th I di
I the Indian workplace, one’s b
k l
’ boss i often lik
is ft likened t an older
d to
ld...
Expats in India
1. Wh t
1 What are the most important issues for expat
th
ti
t ti
f
t
managers in India to get right?
•
•
...
Strategies for Engaging Clients
1. Build
1 B ild rapport with potential clients i I di b . .
t ith t ti l li t in India by...
Strategies for Engaging Clients
3. Vendors should avoid. . .
•
•

Not using the correct address form.
Coming to the point ...
Strategies for Engaging Clients
5. Recognizing and h dli conflict
5 R
i i
d handling
fli t
•
•

Bypassing the hierarchy ca...
Hofstede Scores for India
1. Individualism: 48
(Group orientation)
2. Power Distance: 77
(Hierarchical orientation)
3. Cer...
Cultural Disharmony Undermines
y
Workplace Creativity

“Managing cultural friction not only
Managing
creates a more harmon...
Special Offer – ITAP’s GTPQ
1.
1 If you already suspect that there is a cultural misalignment
l d
t th t th
i
lt l i li
t
...
Measuring Cultural Disharmony
ITAP measures human process
interactions on teams which
include:
• Executive overviews
• Bot...
Avoid Ambient Cultural
Disharmony…
PROMOTION: Buy 1, get 1 FREE (GTPQ team
analysis)
Buy 1 iteration of ITAP’s Global Team...
Questions? Please email or call me…
Catherine Mercer Bing
CEO, ITAP International, Inc.
cbing@itapintl.com
ITAP Internatio...
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Strategies for Companies Doing Business in India

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Table of contents:
- Management strategies
- Expats in India
- Strategies for Engaging Clients
- Special Offer

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Strategies for Companies Doing Business in India

  1. 1. BRIC Country Series: India Strategies for Companies Doing Business in India 1 © 2013 ITAP International, Inc. All Rights Reserved. 1
  2. 2. Table of Contents Management Strategies Expats in India Strategies for Engaging Clients Special Offer 2 © 2013 ITAP International, Inc. All Rights Reserved. 2
  3. 3. Management Strategies 1. Currently, the most important business issues for managers ( ti (natives and expats) i I di are: d t ) in India • • • • • Understanding Indian business customs and protocol. Learning to shift frames of reference to respond to what g p works and what doesn't work across the different cultures of India. Understanding differences between one’s own and Indian g management, work and communication styles. Understanding and responding to different mindsets and behaviors that are encountered in the Indian sub-continent. Action planning to enhance work-related interactions with Indian employees, team members, business colleagues, vendors and offshore partners. p 3 © 2013 ITAP International, Inc. All Rights Reserved. 3
  4. 4. Management Strategies 2. Effective l d hi in India includes the following 2 Eff ti leadership i I di i l d th f ll i behaviors: • • • Use a top down approach. p pp Respect Indian values and customs. Establish trust, effective communication and relationship building. building (How you do this is likely to be different in India than in other cultures. Become familiar with their cultural approaches and preferences.) 4 © 2013 ITAP International, Inc. All Rights Reserved. 4
  5. 5. For Your Information Information… Business i not conducted d i th f ll i ti B i is t d t d during the following times and or occasions: • • • Festival seasons e.g., Diwali Astrological bad times Pitra Paksh Pit P k h - remembering ancestors b i t 5 © 2013 ITAP International, Inc. All Rights Reserved. 5
  6. 6. Motivating Employees • In th I di I the Indian workplace, one’s b k l ’ boss i often lik is ft likened t an older d to ld brother or sister or one’s mother or father. Calling the boss “sir” is typical. • The analogy between the Indian workplace and family is supported by Indian religious traditions which place a high value on giving and rewarding others as b th an end t it lf and as a i i d di th both d to itself, d means of affirming one’s own standing. Giving affirms the power distance between the giver of the gift and the recipient. 6 © 2013 ITAP International, Inc. All Rights Reserved. 6
  7. 7. Expats in India 1. Wh t 1 What are the most important issues for expat th ti t ti f t managers in India to get right? • • • India is very culturally diverse, and cultural sensitivities vary widely. Organizations follow a chain of command. Indian employees are task and assignment oriented. 2. How are expat managers typically perceived? • • • They are respected and revered. They are experts in their field. field Action oriented. 7 © 2013 ITAP International, Inc. All Rights Reserved. 7
  8. 8. Strategies for Engaging Clients 1. Build 1 B ild rapport with potential clients i I di b . . t ith t ti l li t in India by. • • • Operating through an Indian partner initially. Not pushing for decisions/closure at the first meeting. p g g Following the correct protocol. 2. 2 When visiting a prospect or a client . . client. • • • Be formal. Engage in small talk. Establish a relationship. Let the client spell out his/her need. Make him/her feel important. 8 © 2013 ITAP International, Inc. All Rights Reserved. 8
  9. 9. Strategies for Engaging Clients 3. Vendors should avoid. . . • • Not using the correct address form. Coming to the point directly. 4. When negotiating with prospects or clients from India. . . • • • The client may need time to decide. If so, the client may want another meeting to finalize the business deal. Explain what additional benefits you are offering relative to the competitor. Give him or her the feeling that s/he has extracted a discount from you. S h a gesture is appreciated even if the di Such t i i t d th discount i j t an t is just illusion. 9 © 2013 ITAP International, Inc. All Rights Reserved. 9
  10. 10. Strategies for Engaging Clients 5. Recognizing and h dli conflict 5 R i i d handling fli t • • Bypassing the hierarchy can bruise people’s egos and raise the level of conflict. To repair your relationship with the client, you might want to get help from an intermediary. 6. To maintain a relationship (for the purpose of getting follow-on business) . . . • • • Maintain contact. Visit them to inquire about product satisfaction and customer service. Ask them what improvements they want to see. Give gift items like a diary/calendar during Diwali and New Year’s. Give the gift in person. Invite I it your client to business and social events such as li t t b i d i l t h lunch/dinner. © 2013 ITAP International, Inc. All Rights Reserved. 10 10
  11. 11. Hofstede Scores for India 1. Individualism: 48 (Group orientation) 2. Power Distance: 77 (Hierarchical orientation) 3. Certainty: 40 (Tolerance for Ambiguity) 4. Achievement: 56 (Achievement orientation) 5. Time Orientation: 51 (Long-Term orientation) The graph above provides a snapshot of the culturally based values in India The Hofstede scores for India India. show a large power distance score. Although the traditional caste system has been outlawed, the large power distance score indicates that hierarchical attitudes still remain. All other measures are relatively moderate. 11 © 2013 ITAP International, Inc. All Rights Reserved. 11
  12. 12. Cultural Disharmony Undermines y Workplace Creativity “Managing cultural friction not only Managing creates a more harmonious workplace, says professor Roy Y.J. Chua, but Y J Chua ensures that you reap the creative benefits of multiculturalism at its best.” SOURCE: Blanding, Michael, W ki K SOURCE Bl di Mi h l Working Knowledge, H l d Harvard B i d Business S h l 09 D 2013 R School, Dec Research & Id h Ideas 12 © 2013 ITAP International, Inc. All Rights Reserved. 12
  13. 13. Special Offer – ITAP’s GTPQ 1. 1 If you already suspect that there is a cultural misalignment l d t th t th i lt l i li t among and between team members… 2. If you want to examine the gaps in work-related values within your t team.. 3. To bridge gaps to motivate employees, work more effectively with colleagues, and engage clients more successfully… 4. If it would help focus the team by comparing your team’s culture with the culture of the 5 best teams in ITAP’s database… …ITAP s Global Team Process Questionnaire™ (GTPQ) ITAP’s identifies cultural misalignment as well as other areas that need work so you can focus on improving team performance. The GTPQ allows you to measure change/improvement over time. 13 © 2013 ITAP International, Inc. All Rights Reserved. 13
  14. 14. Measuring Cultural Disharmony ITAP measures human process interactions on teams which include: • Executive overviews • Both quantitative answers and qualitative insights • Automated diagnosis • Customized with questions that address your team goals… © 2013 ITAP International, Inc. All Rights Reserved. 14 14
  15. 15. Avoid Ambient Cultural Disharmony… PROMOTION: Buy 1, get 1 FREE (GTPQ team analysis) Buy 1 iteration of ITAP’s Global Team Process Questionnaire (GTPQ ) Questionnaire™ (GTPQ*) at $1000 and receive 1 iteration free. Each iteration includes a free 1-hour virtual debrief. Email me (cbing@itapintl.com) and enter PROMOTION CODE I14GTPQ i the subject li in th bj t line. *GTPQ (Premium version) retails for $1,000/team plus debrief and/or delivery of interventions for the team @ $350/hour 15 © 2013 ITAP International, Inc. All Rights Reserved. 15
  16. 16. Questions? Please email or call me… Catherine Mercer Bing CEO, ITAP International, Inc. cbing@itapintl.com ITAP International, Inc. 353 Nassau Street, 1st Floor Princeton, NJ 08540 USA (W) 1 215 860 5640 1.215.860.5640 http://www.itapintl.com Remember! Put your PROMOTION CODE: I14GTPQ in the subject line of your email. …thank you… 16 © 2013 ITAP International, Inc. All Rights Reserved. 16
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