LEADER 05414nam 2200661 450 001 9910797067103321 005 20230120002259.0 010 $a1-78063-455-2 010 $a1-84334-774-1 035 $a(CKB)3710000000368522 035 $a(EBL)1982060 035 $a(SSID)ssj0001467861 035 $a(PQKBManifestationID)11830783 035 $a(PQKBTitleCode)TC0001467861 035 $a(PQKBWorkID)11535864 035 $a(PQKB)10496162 035 $a(MiAaPQ)EBC1982060 035 $a(Au-PeEL)EBL1982060 035 $a(CaPaEBR)ebr11029049 035 $a(CaONFJC)MIL741386 035 $a(OCoLC)904767671 035 $a(EXLCZ)993710000000368522 100 $a20150318h20152015 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aDoing business in India $ea framework for strategic understanding /$fC. Lakshman 210 1$aAmsterdam, Netherlands :$cElsevier,$d2015. 210 4$dİ2015 215 $a1 online resource (224 p.) 225 0 $aElsevier Asian Studies Series 300 $aDescription based upon print version of record. 311 $a1-336-10100-8 320 $aIncludes bibliographical references and index. 327 $aFront Cover; Doing Business in India: A Framework for Strategic Understanding; Copyright; Contents; List of figures; List of tables; Preface; About the author; Endorsements; Chapter 1: Why India?; Doing business in India: a strategic framework; Institutional context; Macroeconomic context; Political particularities; Consumer and market profile; Chapter 2: The institutional context; Legal institutions; Financial and capital market system; Retail market; Labor market institutions; Challenges provided by the institutional context: case example; Cricket in India - a national obsession 327 $aT20: a new formatIndian Cricket League (ICL); Institutional conflict-based processes and organizational innovation; A battle for legitimacy; Clash of cricket titans: reaction of institutional actors; The role of government in institutions; Questioning ICLs moral legitimacy; The BCCI/ACB contrast and the role of institutional voids; Demise of the ICL; Implications for MNCs; Chapter 3: The macroeconomic context; Path from mixed economy to liberalized capitalism; Towards a free market economy; Benefits of the reforms; Inflation; Fiscal deficit in India; Main sectors of the economy 327 $aThe informal economyChapter 4: Political particularities in India; Parliamentary democracy in India; Federalism in India; Business implications of federalism; Chapter 5: Profile of consumers and markets in India; Contrasting consumer values in India; Spiritualism v. materialism; From ``two faces of India ? ? to many; Extended v. nuclear families; Spending habits; Driver of purchasing behavior; Technology preferences; Wealth/Income; Education; Role of women in India; Rural v. urban markets; Digital connectivity and m-commerce; Collectivists to individualists; Reaching consumers in India 327 $aChapter 6: Strategies adapted to Indian needsIndustry life cycle and stages; Embryonic industry; Growth industry; Mature industry; Declining industry; Operating in embryonic industries; Operating in Indias high-growth industries; Operating in mature industries; Case example: Reliance Retail; Introduction; Rapid growth of Indian retail market; The retail scenario in India; Competitors; The India challenge for retail; India: a growth story grown old?; Reliance Retail Limited (RRL); Early vision and strategy; Response to setback; Strategic intent and response to downturn; Joint venture strategy 327 $aInstitutional legitimacyHuman capital and retail in India; Selection of executives and organizational design; Human capital: the other 70 percent; Framework for understanding success in pan-India retail; Reliances unique staffing strategy; Reliance Retails hunt for talent and skills; Reliances HRM and its transformation; Awards and achievements; Prospects for the future; Discussion questions; Financial highlights; Chapter 7: Rural India and bottom-of-the-pyramid markets; Indias cultural roots; Caste system; BoP markets in rural India; Special challenges in rural markets 327 $aCase example: ITC and Indias BoP markets 330 $a A comprehensive look at understanding India with a strategic framework that can be readily used for doing business in this market is needed. Doing Business in India discusses the cultural and consumer profile of the people of India and how these fit into the macroeconomic context. The analytical framework provided and illustrated with real case examples spans domains such as the institutional context of the country (full of voids and amazing peculiarities) and the interesting federalist political framework in a country with many states. Based on this foundation, the book introduces the busine 606 $aInvestments, Foreign$zIndia 606 $aInternational business enterprises$zIndia 607 $aIndia$xCommerce 615 0$aInvestments, Foreign 615 0$aInternational business enterprises 676 $a382.0954 686 $aQG 830$2rvk 700 $aLakshman$b C.$01572726 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910797067103321 996 $aDoing business in India$93847903 997 $aUNINA