India is riding high on investment flows, be it in industry or infrastructure.  But clearly much of those investments would be concentrated around Delhi, Mumbai and the Delhi-Mumbai Industrial Corridor says Susnato Sen, Practice Head - Infrastructure, Tata Strategic Management Group.  (This article was also published in Infrastructure magazine May 2008 issue)

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Industrial Production in India has increased dramatically in recent years.  With further changes expected in the next few years, India could transit from the current ‘Labour Lite’ stage of manufacturing to a ‘World scale’ orbit …. leading to the full flowering of the country’s potential ……..says R. Bhinge, Chief Executive  of Tata Strategic Management Group

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Upcoming regulatory changes and infrastructural developments can have significant impact on the distribution and sourcing strategies of manufacturers with a pan-India presence. Arindam Chakrabarti, Practice Head- Automotive and Engineering in Tata Strategic Management Group feels that industry players need to rework their logistics plans today in light of these impending changes.  (This article was also published in Cargo Talk magazine January 2008 issue)

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The projected shift in age groups, emergence of large distinct income groups, increasing relevance of urban India and growing share of large cities within urban India are important triggers for companies in consumer facing industries to revisit their strategies, else risk being caught off guard, say Pankaj Gupta, Practice Head - Consumer & Retail and Rajiv Subramanian of Tata Strategic Management Group. (This article was also published in Progressive Grocer magazine October 2007 edition)

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The emergence of urban India as the major consuming segment for products and services should merit a strategy review by consumer facing companies, say Pankaj Gupta, Practice Head - Consumer & Retail and Rajiv Subramanian of Tata Strategic Management Group. (This article was also published in November 21, 2007 Economic Times edition)

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Harsha Kapoor

Indian companies are increasingly incorporating advanced analytics to develop insight, create value and outperform competition. (This article was also published in Oct - Nov 2007 edition of the SENSEX magazine)

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Coal is the preferred choice of fuel for India’s power sector. But impending changes could alter fuel preferences in thenext decade say Raju Bhinge, Amit Bajpayee and Rajesh Kamble of Tata Strategic Management Group. (This article was  published in Business Standard June 24, 2007 edition and the updated version of article is published in Infrastructure Today magazine, October edition)

Indian firms are increasingly incorporating analytics as a part of their strategic agenda to outperform competition, say Harsha Kapoor and Alapon Sen of Tata Strategic Management Group

Small and mid-sized companies in India could consider retailing as an adjacency to their existing lines of business or diversify into niche retail areas without competing with large business houses and retail giants who have announced massive plans in the sector. To capitalize on this opportunity, companies will need to focus on creating winning retail models based on superior insights into consumption trends, buying habits, formats and offerings of large organized players say Pankaj Gupta (Practice Head – Consumer and Retail), Shivnath Tiwary and Roopa Tarkhad of Tata Strategic Management Group. (This article was also published in September 2007 edition of the Retail Biz magazine)

Each company operating in chemical industry needs to recognise the imminent metamorphis of India's chemical industry, and find a unique position for itself in future landscape says Raju Bhinge, Chief Executive and Vineet Sharma, Associate Consultant of Tata Strategic Management Group. (This article was also published iin DNA Money on August 8, 2007 and Hindu Business Line on August 28, 2007 news papers)

Over the next decade India will experience urbanization levels of close to 50 per cent across several states, leading the way for unique opportunities in all sectors of business, say Raju Bhinge, Chief Executive and Susnato Sen, Practice Head – Infrastructure of Tata Strategic Management Group

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Unlike in the past, the debate today is no longer whether food and grocery retail in India would grow but rather how fast can it grow and what challenges need to be overcome. Tata Strategic Management Group projects that organized F&G retail in India could grow to Rs. 1750 Bn (at current prices) by 2015 representing ~11% of overall F&G sales.  (This article was also published in Jan-Feb 2007 edition of the Modern Food Processing magazine).

All firms, across sectors, need to assess impact of SEZs on its strategic options says Arindam Chakrabarti of Tata Strategic

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Quietly but systematically, Tata Strategic  has build up a formidable reputation in strategy formulation and deployment, process improvement and business analytics.

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With per capita income likely to double in the next decade, and an investment boom unfolding, corporates have to brace themselves for discontinuities and strategic challenges, says Raju Bhinge.

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Only players who can aggressively scale-up operations can target a Rs. 40,000 Cr retail business in India by 2015 says Pankaj Gupta

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Raju Bhinge and Girish Shirodkar

Constrained by the license regime, Indian firms diversified to achieve rapid growth. Now, they face the task of managing unrelated businesses, each clamouring for a share of limited resources. Several firms have have regressed into mini-economies and have been caught in the proverbial, GDP growth trap^TM.

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Bobby Pauly, Vikas Sinha and Rajesh Kamat

Poor deployment and not bad strategy is the major cause of failure in most organizations. Vikas Sinha and Rajesh Kamat of Tata Strategic Management Group suggest a framework which can help organisations deploy their strategies effectively.

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Raju Bhinge and Bobby Pauly

With declining tarriffs and a strong Rupee, Indian industry is headed into uncharted waters.

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Raju Bhinge and Bobby Pauly

Declining import duties and indirect taxes could reshape the consumer non-durables industry. For the first time since iberalization, we could be headed into a deflationary environment.

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Raju Bhinge and Bobby Pauly

With falling costs, companies need to rethink their strategic responses

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Srinivas Rao Adepalli

With a plethora if available options, customers need to choose the appropriate services for maximum benifit

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Raju Bhinge and Bobby Pauly

Is this merely a flash in the pan or is it the begining of a long term trend? Could India, like China emerge as the new "workshop to the World"? 

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Raju Bhinge and Bobby Pauly

Falling tarrifs, a rising currency and improving macro conditions must lead to new and evolving business models.

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