Indiamediations

India Business

Indian stocks best performers in 2009 so far.

28 Jun 2009, 1125 hrs IST
Indian stocks have emerged as the best performers among the emerging and the developed markets across the globe so far this year, giving investors the highest return of nearly 60%.

L’United Progressive Alliance coalition (UPA), menée par le Congress Party a gagné les quinzième élections législatives en Inde Remportant 257 sièges contre 179 aux précédentes élections de 2004. Large victoire électorale sur l’opposition, The National Democratic Alliance (NDA), coalition conduite par le Bharatiya janata Party (BJP).
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BusinessWorld (Indian magazine)  06 Feb 2009

It’s not a secret that like others, the highly indian economy is now facing harder times affected by the deteriorating outlook for some of its main trading partners. By its Stock Exchange sliding all year, by Satyam’s scandal. As it’s global credit running dry. Even Tata Motors, one of India’s biggest companies, has been struggling to keep its hands on equity. India’s economy is slowing and confidence is weak. Previously soaring foreign investment in India is expected to decrease and much more since last blasts. Nobody yet knows how serious the slowdown will be.
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Véronique Queffélec, Euromédiations
“Satyam in Sanskrit means truth. Truth is transparency, the mean rule of corporate governance“.

• What should Satyam and Raju do?

Mumbai/Delhi: The aborted attempt to acquire two companies promoted by Satyam Computer Services Ltd’s chairman’s family have resulted in a significant loss of face for the company. The deal would have benefited chairman Ramalinga Raju’s family at the expense of minority shareholders. Analysts and fund managers protested against the move in a Tuesday call with the company, and investors battered the company’s stock on Wednesday even after Satyam pulled the plug on the acquisitions, and while the stock regained some lost ground on Thursday, the company’s image has taken a beating. In an attempt to placate analysts, fund managers and shareholders—some are asking the company to pay out its reserves as dividend, and a few have asked for a change in the senior management—Satyam announced that its board is meeting a consider a share buy-back, but the company will have to do a lot more.
Mint spoke to branding, communications, and public relations experts to find out what the company needs to do now.
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Cracking the cocoon
Why Mumbai anger is not just a knee-jerk reaction
by Dilip Cherian
www.perfectrelations.com

DEMOCRACY is the art of running the circus from the monkey cage. But clearly our Union Home Minister didn’t quite make the ringmaster. Monkeying around with security did finally take its toll and his head has rolled. “Who will cry when you die?” though is probably the question that must have struck Shivraj Patil as he handed in his resignation, which was accepted with embarrassing alacrity.
The levels of anger and resentment in India’s public reached a crescendo in the aftermath of Mumbai. And it extends across a much broader wave-front than will be appeased by one or two rolling heads.
It is now welling up against the entire mass of politicians. It is perhaps one of the most serious and powerful residues of the dastardly terrorist strike on Mumbai. This syndrome of deep anger is no longer hidden and it will have an explosive impact in the near future. The chances are that this will be dismissed rather lightly by sanguine politicians themselves who are its target.
Some like Jaya Jaitly rubbish this as a knee-jerk reaction triggered by a hysterical media. When politicians complain that TV turns everything into a circus, it should be made clear that the circus was already there and that TV has merely demonstrated that not all the performers are well trained. But this is an angry public as never before. Dismissing this shrill attack on the entire political class as an attack on democracy is just one more aspect or effect of the cocooning syndrome that seems to inure the leaders from even the thought processes of the very people who have elected them.
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Ci-dessous, un interview que j’ai donné pour le magazine indien The Tribune of Punjab à propos du lobbying en Inde.

What do the French think about doing business in India?

Indian culture and spirituality have always fascinated the French. But they are just beginning to discover the potentials of the Indian market. They have misgivings and are often concerned about the complexity and the number of decision-making actors; the difficulty and delays of the administrative procedures, the high import taxes as well as the differences in the notion of time. They have many questions concerning the cast system, human rights and even women’s rights. The French have an idea of India that doesn’t necessarily match Indian reality. They love India but don’t really know it*, they don’t know how to tackle it. That’s where lobbying can be useful.
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Ci-dessous, un article précédemment publié dans La Tribune concernant la spécificité du lobbying sur le marché indien.

Extrait :

“Difficile d’obtenir un marché en Inde en occultant le lobbying. Mais si l’analyse préalable requiert la même méthodologie qu’ailleurs, son interprétation et le modus operandi sont radicalement différents. Adapter le lobbying à la complexité des réseaux et aux singularités paradoxales du subcontinent, tel est l’enjeu qui ne doit pas échapper à nos grandes entreprises pour éviter de se faire damer le pion par leurs concurrentes.”

Vous pouvez télécharger l’article en version française ici et la version anglaise là.

Co-fondatrice et directeur du développement d’Euromédiations, j’ai en effet développer des services de conseils pour l’implantation des entreprises françaises sur le marché en Inde. N’hésitez pas à me contacter pour plus d’informations.