It was plus an associations that busted a few myths for me. Myth number one Indian component industry is looking for global acquisitions.
A few days put up to I was participating as a panelist in a group excursion jointly organised by Rothschild and SupplierBusiness. The additional men as regards the table were some of the top guys and promoters of leading mid-size auto component manufacturers. after that chipping in taking into consideration his clever suggestion was Thomas Kstele, one of Rothschild's wise global automotive guys.
It was a friendly exposure just about things no PowerPoint presentations to spook you, no stiff upper lips just a brain-storming session where the scheme was to sip tea and squabble jokes, pretending to be earsplitting practically business. Frankly, a cup of tea and the hoard of one-liners reach not last long and we did stop happening exchanging a lot of ideas. More than anything, it was a good opportunity for me to interact behind some of the leaders of the industry and get an inside view of things.
Out of the three industry participants in the panel, one did not endure in acquisitions, one was skeptical and one by yourself wanted to go for the low hanging apples. maybe it was too small a sample size, very simple to go wrong there, but this determined did not come across as the fearless Indian component industry that the media has been glorifying. The general consensus along with this particular charity was that acquisitions are not that essential.
But it did not end here. One of the participants, the supporter of a diversified components group, was more confident in his people management skills. It looked to me that his help was in accord as long as the complex know-how came from a global performer even though his team did the day-to-day management. His opinion, to me, echoed the guidance of a large number of relatives rule supplier groups across India.
The country's component manufacturer community is happily extracting the maximum out of the low cost advantage enjoyed by the country. But thanks to economics, cost as a capability erodes bearing in mind epoch and should be replaced by rarefied competencies, just for the target of survival. even though some supplier groups do that and are investing for the marathon, others are more concerned practically the 110m steeple chase that lies ahead.
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