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Serious Every Single Auto Giant Failed in India - Ford, GM, Toyota!
- Thread starter Pinkieslut
- Start date
India does not behave like one country.
Every state have their own set of laws, taxes and regulations,
If you set up shop in mumbai, its got to target mumbai state consumers only. And so on.
Every state have their own set of laws, taxes and regulations,
If you set up shop in mumbai, its got to target mumbai state consumers only. And so on.
This shows ah neh greatest even better than amdk in doing business.
Its a south asian problem. The entire vountry is controlled by just a handful of billionaires. If you come in solo, they will gang up to punish you. Indonesia had the same problem. Even the judges will side with local interest if case comes to court.
In china's case, they force foreign companies to form jv with mostly state owned enterprise, which then uses this expertise, to become competitors. In one generation, china caught up using this method.
If i were to build a lng tanker in china, the dockyard will not hesitate to use foreign technology to build it. But over time, they will find a way to replace those imported technology with their own.
Are you @tanwahtiu in disguise? A video from an obvious CCP shill Youtube channel also dare to post here.
https://www.youtube.com/channel/UC_msBiJIyLDWRRU-yPuh5sQ/videos
Look at the uploaded videos' topics, titles and thumbnails. Only a low IQ fool believes that is not propaganda.
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For the real news...
Apple Plans To Make iPhone 14 In India On China Troubles
https://www.ndtv.com/business/apple-plans-to-make-iphone-14-in-india-report-3277713
stinkypura lousy failed state autocratic one party statelet dictatorship led by eunuch loong and old fart harry lee before him could never give birth to a brand.
japs and gooks, although slanties, are more successful in this regard.
they could produce home grown indigenous brands although they too were and remain copycats.
this is just genetic deficiency of the slanties.
as for much bigger countries like tiongs or ceca, they remain wedded to fdi for some reason not growing homegrown indigenous brands.
same goes for indon viets rest of asean.
dunno what to say abt this policy
japs and gooks, although slanties, are more successful in this regard.
they could produce home grown indigenous brands although they too were and remain copycats.
this is just genetic deficiency of the slanties.
as for much bigger countries like tiongs or ceca, they remain wedded to fdi for some reason not growing homegrown indigenous brands.
same goes for indon viets rest of asean.
dunno what to say abt this policy
Too expensive to have factories here. The writing was on the wall when Seagate moved out.
I'm sure the PAP technocrats prefer to have a service-based economy, where their rent-seeking lust can thrive.
This is call protectionism. Protection for rich billionaires. Don't let the PAP fool u in to thinking protectionism is about protecting the little guy.
Daft Sinkies have been gaslighted into believing that the NTUC is a legitimate union that is all about protecting the 'little guy'.
NTUC stand for the government not for the workers. It is a bunch of craps.
That's the same excuse ah nehs have been giving for why they can't move forward. Been hearing the same shit for the past 20 years.
Other big countries like China and USA also differ culturally and demographically from state to state. Yet the federal government manages the country as a whole. Even EU is able to agree on things sometimes.
Ah nehs have to stop blaming Gandhi ji, Pakistan, colonial Britain, China Communist Party, nationalism, Muslim minorities etc and take a long hard look at themselves
<Insert IQ and race map>
Suzuki is a success story.
Race and IQ
Race and IQ
It's not just the auto industry, foreign investors in most industries in India face the same problem.
The challenge with the Indian market is although it offers great potential in theory, the government has a tendency to start soliciting money in all sorts of direct and indirect ways the moment they start seeing these companies make money. Unlike developing countries like Vietnam, China, Indonesia etc. that seek to balance between getting "benefits" and keeping the gravy train going, the Indians do it in a no holds barred and uncoordinated kill the golden goose manner.
There is no "best practice" under the table rules and chain of command in giving out goodies, you bribe a particular agency today only to have another guy from another department come to you for money the next day. You give a hygiene inspector money today he comes to you next week saying policies have changed and need yet more money to look the other way.
That is why many overseas MNCs operating in India appoint a top local Indian executive and empower him to choose the entire exco team as he likes, they have learnt through the hard way that only local Indians know how to navigate these greasy rules. After that they just turn one eye to anything he does as long as key financial metrices such as profitability and cashflow targets are met. Although it's not fool proof, the chances of success are higher.
Our GLCs took a lot of damage in India as well - SembCorp kept having issues with power purchase agreements, Singtel associate got fined billions of dollars for not very clear reasons, DBS forced to buy a dubious Indian bank...
The challenge with the Indian market is although it offers great potential in theory, the government has a tendency to start soliciting money in all sorts of direct and indirect ways the moment they start seeing these companies make money. Unlike developing countries like Vietnam, China, Indonesia etc. that seek to balance between getting "benefits" and keeping the gravy train going, the Indians do it in a no holds barred and uncoordinated kill the golden goose manner.
There is no "best practice" under the table rules and chain of command in giving out goodies, you bribe a particular agency today only to have another guy from another department come to you for money the next day. You give a hygiene inspector money today he comes to you next week saying policies have changed and need yet more money to look the other way.
That is why many overseas MNCs operating in India appoint a top local Indian executive and empower him to choose the entire exco team as he likes, they have learnt through the hard way that only local Indians know how to navigate these greasy rules. After that they just turn one eye to anything he does as long as key financial metrices such as profitability and cashflow targets are met. Although it's not fool proof, the chances of success are higher.
Our GLCs took a lot of damage in India as well - SembCorp kept having issues with power purchase agreements, Singtel associate got fined billions of dollars for not very clear reasons, DBS forced to buy a dubious Indian bank...
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Not really, most of Suzuki's Indian operations are conducted through Maruti Suzuki, an Indian company which Suzuki took a substantial but minority stake. Maruti Suzuki is an Indian listed and locally run company in its daily operations while Suzuki makes money through its shareholdings, license fees and supply chain agreements with Maruti Suzuki.
This successful strategy is similarly employed by Unilever in the form of Hindustan Unilever as well.
The problem with Ford is it tried to run Ford India as a subsidiary with its entire operations folded into Ford Group's organization. This makes them highly susceptible to the shenanigans of the various Indian vested interest groups.
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