BCG India


	BCG Publications BCG has a firm belief that best practices or benchmarks are rarely enough to create lasting value. We believe that positive change requires new insight into economics and markets and organizational capabilities to chart and deliver on winning strategies. Over the past year, BCG India has been a part of several initiatives focussing on themes ranging from globalization to technology & business innovation. Do take the time to read through some of our select publications made available in pdf format below

	The Next Billion The economic boom in emerging markets has bypassed a distinct group—the next billion consumers—whose potential to become viable customers has been greatly underestimated. Sitting on the brink of commercial viability, these consumers are stranded between the formal and informal sectors. Companies that embrace them can grab a disproportionate share of a massive revenue and profit pool. In fact, the next billion could determine the winners and losers in many industries and herald the rise of new commercial giants. View PDF version

	India Story: Fundamentals Driven Value Creation Manufacturing Leads the Charge The Indian economy is widely believed to have moved into its next phase of sustainable growth rate of 8-10%. The last five years have seen an unprecedented value creation in Indian stock markets. A sample of top 200 Indian companies returned an average annual Total Shareholder Return (TSR) of about 40% between ’01 and ’06 which is 20 times the average for a global sample of 1000 companies from across the world. While rapid stock market growth is widely ascribed to a global liquidity glut and re-rating of Indian stocks, our analysis shows that outstanding performance in business fundamentals — sales and profit — growth has been the predominant driver of this spectacular value creation in India.

	NASSCOM-BCG Innovation Report 2007 In today's intensely dynamic and competitive business environment, success is not longer simply about providing quality services and solution at an affordable price. Instead it s increasingly about new products, solutions and services that provide a radically better experience for the consumer. Firms which innovate will be the ones to survive and grow. Managing innovation is fast becoming the number one priority in global business environment where technology itself is increasingly becoming standardised, commoditised and ubiquitous.

	Creating a Distribution Advantage in India India is on track to become one of the world's largest markets for consumer goods. But the diversity of its culture, the vastness of its country, and the complexity of its distribution models involving many channel intermediaries constitute a real challenge. Every model offers a trade–off between control and reach. Choosing the right mix of models and continuously measuring the performance of channel partners can prove a unique advantage in what is becoming a very attractive, but competitive, market. View pdf version

	What's next for India: Beyond the back office In December 2006, Mumbai-based Tech Mahindra won India’s biggest outsourcing deal to date — a five-year, $1 billion contract from British Telecom to provide technical support. While the deal further underscores India’s rapid ascent in global business, it also signals a transition for the world’s "back office," from its current status as a provider of data processors and call-center workers to its new role in outsourcing high-end, knowledgebased skills. In this special report, experts from Wharton and Boston Consulting Group look at India’s move up the service value chain through KPO, or knowledge process outsourcing, as well as its increasingly successful forays into global manufacturing, driven by the emergence of a vast domestic market and the availability of low-cost, highly skilled workers. In addition, the report looks at India’s attempts to overcome the problems with power and infrastructure that have stood in the way of a sustainable GDP growth rate, as well as the key part that foreign investment and competition will play in the upgrade. View PDF version

	New global challengers How 100 top companies from rapidly developing economies are changing the world In our discussions with executives at the world’s largest companies, globalization and its challenges are often at the top of the agenda. Invariably, one key question comes up: Which are the new companies based in China, India, and other rapidly developing economies that I need to know about? Executives recognize that a new class of company is arising in the world today—a group of emerging challengers that are becoming important players in both developing and developed markets around the globe. Indeed, many companies based in RDEs are going global fast. As this report highlights, a sample of 100 leading RDE-based companies already have combined annual revenue of $715 billion—and are growing at an average rate of 24 percent per year. Companies in this sample are gaining global market share, making major acquisitions, and emerging as important customers, business partners, and competitors for the world’s largest companies. View PDF version

	Looking Eastward Tapping China and India to reinvigorate the global biopharmaceutical industry The global biopharmaceutical industry is ailing. The main symptom is a slowdown in the output of new drugs. What’s more, the number of high-earning “blockbuster” drugs going off patent could soon exceed the number of new blockbusters coming on-stream, and slowed growth and declining profits could result. This malaise is exacerbated by inexorably rising R&D costs and increasing price pressures. To the extent that the remedy is within the industry’s control, the best opportunity for improvement probably lies in R&D—the activity that creates the most value for the industry in the long run. And one particularly exciting prospect for R&D lies in the East. Biopharma executives are already pursuing some of those opportunities, but often in a piecemeal and merely tactical fashion. To get optimal value from their offshoring ventures, they need to see the big picture and build an integrated strategy on that basis. In this report, we explore how biopharma executives can assess the potential offered by offshoring R&D to China and India, and we provide some guidance and prescriptions for integrating both countries into a global R&D strategy. The three main sections of the report address the current state of play in biopharma R&D in China and India and the primary benefits and risks involved in offshoring R&D the specific opportunities afforded by each country and across the R&D value chain a framework for developing an offshoring strategy for China and India Throughout the report we highlight the relevant differences between the two countries and suggest how best to take advantage of what each one has to offer. The report reflects the level of capabilities and services available in early 2006, but the reader should bear in mind the rapid pace of change in such an energetic marketplace. View PDF version