Indien als Absatzmarkt für deutsche KMUs

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1 Indien als Absatzmarkt für deutsche KMUs CLEANTECH Internationalisierung Dresden 20. Mai 2014 Andreas Waldraff

2 UBF.B Company Founded 1998 by experienced line managers and senior consultants patners with a distinct inter-cultural ambition teams of consultants in India and in Germany, access to a broad network offices in Berlin, Chennai, Osnabruck, Pune Claim pragmatic implementation lasting and comprehensive mandates competence in the automotive / engineering / building sector management consulting plus legal advice plus tax advice 1 We believe that Indian and German business can profit largely from one another and that the mindsets complement each other very well. We organise the Berlin Chapter of German-Indian Round Table (www.girt.de). 1 Legal and Tax Advice rendered by associated partner firms 2

3 Services UBF.B Services in Focus-Area India Business Development for German companies with an interest in India Business Development for Indian companies with an interest in Germany Sourcing in India (export), Qualification of suppliers Alliances and Technology-Cooperations Mergers & Acquisitions (complete process 1 ) General Management Consulting 1 Parts of this service particularly leagal and tax advice in cooperation with associated partner firms. Our services include post-transaction support. 3

4 Hammerfest Seattle Reykjavik San Francisco L.A. Detroit Stockholm Denver Moskau London Berlin Menphis Paris Bern Houston Bukarest New York Madrid Lissabon Rom Athen Miami 4

5 Perception in Germany of India and China For a long time Germany has had a biased view of China and India

6 ... of China 6

7 ... of India Indien, das Land jenseits des Indus, bis ins Mittelalter nur sagenhaft bekannt, aber wegen seines Reichthums an Edelsteinen, wohlriechenden Stoffen und anderen Kostbarkeiten berühmt; später Ostindien genannt; im Gegensatz zu Westindien, d.h. dem mittelamerik. Archipel, in welchem Kolumbus Indien entdeckt zu haben glaubte. Daher Indianer als Bezeichnung der Urbewohner Amerikas, während die Bewohner Ostindiens seitdem Indier genannt werden. 7

8 Macroeconomic Data Status (2011) Annual Change Population approx. 1,21 bn 1,6 % p.a. 420 m below the age of m poor : live on <1.25 USD/day 200 m middle class : phone, vehicle, color-tv 60 m middle class : income k USD 1 GDP per capita / ditto PPP / USD 6 10 % p.a. External Debt Forex Reserves 345 bn USD 295 bn USD Exports 303 bn USD % p.a. thereof to Germany 2.5% Currency Indian Rupee (1 USD ~ 60 INR) Inflation (annual average) % p.a. (since 2000) Sources: Government of India, The Economic Times, GTAI, Geman Embassy New Delhi, NCAER-CMCR 1 PPP: Purchasing Power Parity, adjusted for purchasing power 8

9 North New Delhi, Noida, Ropar - Eicher - GM (Opel, Chevy) - Hero - Maruti - Swaraj Mazda - Telco / TATA Regional Centres Automotive Sector Ahmedabad West Mumbai, Pune, Aurangabad, Halol - Audi - Bajaj - Eicher - Fiat / Ind. Auto - Force - GM (Daewoo) - Mahindra - Hindustan - Kinetic - MAN - Mercedes Benz. - Renault - Skoda - Telco / TATA - Volkswagen Source: SIAM, Indiamart Coimbatore Hyderabad South East Chennai, Bangalore, Hosur Kolkata, Uttarpara - Eicher - Hindustan - LML - Ashok Leyland - BMW - Ford - Hindustan - Hyundai - LML - MB Trucks - Mitsubishi - Telco / TATA - Toyota - TVS - Volvo 9

10 Intercultural Aspects: People Perfectionist Engineer, Manufacturer Planning Facts matter Functionalist Trader Improvisation People matter Penalty for non-compliance Promises are to be kept Reward for compliance Promises are to be interpreted Source: DIHK 10

11 Intercultural Aspects: Communication short, crisp / yes, no between the lines YES = consent YES =... hear you = approval =... understand you =... agree NO = clear refusal, NO = unpolite, somehow rien ne va plus life will go on see only problems see only solutions Source: DIHK 11

12 keine Probleme nur Lösungen 12

13 Intercultural Aspects: Process Whose fault? What are the facts? Emergency Meeting Find solution Allocation of blame, discussion Implement solution Find solution Root cause analysis Implement solution No allocation of blame, no black sheep Source: DIHK 13

14 Need / Thirst for Natural Hedging (1) Softening of INR vs. EUR approx. 6 % per year since

15 Need / Thirst for Natural Hedging (2) Volatility of INR vs. EUR +/- 13 % during last 12 months 15

16 Opportunities for German KMU Technology Quality Factory Automation Vocational Training 16

17 Innovation? Growth through TA and JV Quelle: Sumi Motherson Source: Sumi Motherson 17

18 Commodity Groups Source: ACMA (Vision 2020) 18

19 Environment Euro 5 Bharat IV European Point of View: The deferred intro of eco-norms permits prolonged life cycles of certain products in certain markets (e.g. EGR systems) Europe India Delhi nationwide Delhi nationwide Bharat III Delhi nationwide Bharat II Delhi nationwide

20 Umwelt: Leichtbau Fehlanzeige stop-and-go traffic: 10% weniger Masse spart 10% Sprit Volkswagen Käfer, 1946 z.b. 13 kg Magnesium (in Stahl: + 50 kg) z.b. Magnesium Verwendung in Indien heute: null Source: Sonderforschungsbereich Magnesiumtechnologie der Universität Hannover und der TU Clausthal 20

21 Indogenisation Standard Test Cycle Standard Test Cycle on 1 sec off 3 sec 50 k times on 2 sec off 2 sec 200 k - 1 m times Source: Roots 21

22 Quality (1) Relentless Quality-exigencies accepted in principle and approved daily training meticulous adherence to routine mixed results, not always constant but Most investment is in manufacturing resources process automation? quality, test equipment? R&D? Reluctance to engage in vocational training Source: UBF.B 22

23 Quality (2) Source: UBF.B 23

24 Quality (3) Product Quality versus Process Quality 24

25 Challenge Process Automation Availability of qualified workforce increasingly difficult Wages grow by 10%-15% annually Attrition very high (by comparison to German rates) Consistent Quality not manageable with training on the job Demand for factory automation will grow above average 25

26 Tier-1 Supplier (example) Source: Micro Supreme, Pune 26

27 Tier-1 Supplier (example) Source: Kalyani Brakes, Pune 27

28 Industrial Training Almost no dual / vocational training existent = one of the key obstacles for growth Standard industrial training lacks practical basis Entry Age Institution Duration Degree Leaving Age 3-4 Kindergarden 2 years School 10 years ITI Training 2 years ITI-Certificate or 3 years ITI diploma or more School 2 years Engineering College 3 years Bachelor of Eng.g University 2 years Master of Eng.g

29 View of German Indian Round Table "Currently, in India, Vocational Training is an investment with a particularly high return" 29

30 Beispiele Der Klassiker: GeeDee Technical Training Institute (GTTI), Coimbatore Zus.arbeit IHK Nürnberg div. deutsche Unterstützung 3 Jahre 1 lakh Rs p.a., Azubi ca. 70 Azubis p.a. Source: UBF.B 30

31 as well as... 31

32 Thank you! 32

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