VZCZCXYZ0014
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DE RUEHCG #0223/01 0810828
ZNR UUUUU ZZH
R 220828Z MAR 07
FM AMCONSUL CHENNAI
TO CHINA POSTS COLLECTIVE

UNCLAS SECTION 01 OF 03 CHENNAI 000223 
 
SIPDIS 
 
SENSITIVE 
 
SIPDIS 
 
E.O. 12958: N/A 
TAGS: ECON EINV EIND ETRD IN CN
SUBJECT:  CHINDIA: TALES OF SYNERGY PREMATURE 
 
CHENNAI 00000223  001.2 OF 003 
 
 
¶1. (SBU) SUMMARY:  During a January swing through India's high-tech 
heartland, including Hyderabad and Bangalore, visiting 
Washington-based econoffs met with India's leading software firms 
and discussed the challenges these firms face in the China market. 
Most felt that the media hype about "Chindia," the teaming of 
China's high-tech manufacturing with India's software prowess, was 
premature.  Interlocutors felt that the two countries would be 
increasingly competing in high-tech manufacturing, while the demand 
for the type of high-end information technolgy (IT) services for 
which Indian firms excel is still small from indigenous Chinese 
firms.  Most Indian software firms continue to view China as a 
location to provide services for multinational customers who have a 
presence there.  Several companies expressed concern about the 
challenges of doing business in China.  Business representatives 
mentioned onerous registration policies and the increasing cost of 
doing business as barriers to expanding their china presence. 
Nevertheless, all of the leading Indian IT firms told econoffs they 
planned to increase their presence in China in the near term.  END 
SUMMARY. 
 
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INDIAN SOFTWARE FIRMS LOOK TO EXPAND MARKET PRESENCE 
--------------------------------------------- ------- 
 
¶2. (SBU) During January visits to leading Indian software companies, 
Infosys, Wipro, and Satyam, econoffs discussed the current state of 
key software sectors where Indian companies compete globally.  These 
include business process outsourcing (BPO), information technology 
services, and application programming (AP).  India's software 
exports are expected to reach $60 billion by 2010, with 40 percent 
stemming from BPO and 60 percent from AP and IT services.  Leading 
Indian IT firms also talk about moving up the "value chain" to 
so-called transformation BPO and knowledge process outsourcing 
(KPO), which involve efforts to become deeply enmeshed with a large 
multinational firm's entire business process and to help it move in 
new directions. 
 
--------------------- 
THE CHINA CONNECTION 
--------------------- 
 
¶3. (SBU) In Hyderabad, visiting econoffs met with Satyam Computers, 
India's number four software player.  After taking econoffs through 
an elaborate high-tech multi-media introduction to Satyam, which was 
laced with the jargon of globalization and software development, 
Satyam Corporate Strategy Chief Subbarao Machiraju Subbu described 
Satyam's overall posture in the software market. The firm employs 
35,000 "associates" and has a market capitalization of $7.0 billion. 
 Satyam currently has 26 global solution centers, including a newly 
opened site in Egypt.  The firm services over 520 customers (mostly 
in North America and Europe) providing application development, 
consulting and BPO, and infrastructure management services. 
Satyam's customers tend to be smaller multinational corporations. 
 
¶4. (SBU) Satyam appears bullish on the China market, and has opened 
offices in Shanghai (Pudong), Dalian, Beijing, Guangzhou, and Hong 
Kong.  Satyam has found the China market challenging because of the 
requirements placed on foreign businesses, such as the need to 
register in each different city in China where it opens an office. 
Satyam executives also were concerned about the cost of doing 
business in China.  Social security costs are very high, according 
to Machiraju, and because there is no bond system in place, Satyam's 
investment in training personnel is not protected.  It is also very 
difficult to move associates in China because of the requirements 
for Hukou (residence permits), which increases costs.  Machiraju 
mentioned a new labor law which is quite stringent and will, he 
believes, further increase the cost of doing business in China. 
Like most companies looking to expand their BPO and IT services in 
China, Satyam is trying to attract back Chinese PhD students 
studying in the United States who want to work in a global market 
environment. 
 
¶5. (SBU) In Bangalore, econoffs met with Wipro, the third leading 
Indian software firm.  Corporate treasurer R. Rajesh Ramaiah 
provided a detailed look at Wipro's global operations and its views 
of the China market.  Wipro has been the most cautious of the 
leading Indian IT firms in expanding its China presence.  As an 
older more established firm, Wipro provides traditional global IT 
services (such as BPO services) and is also a reseller of hardware 
for leading U.S. firms, such as Sun Microsystems and Cisco Systems. 
Wipro also has other business lines such as a line of hydraulics 
equipment. 
 
¶6. (SBU) Wipro currently has a China-based staff of 100 located in 
Shanghai and Beijing and plans to increase to between 500-1000 by 
¶2008.  It currently views China primarily as a delivery center for 
IT services for global customers in Asia.  Ramaiah noted that Wipro 
has major concerns about the protection of intellectual property in 
China.  So far, Wipro has primarily recruited in China via the 
traditional route of receiving and evaluating resumes and has not 
yet visited the campuses of leading Chinese IT educational 
institutions.  Ramaiah indicated, though, that this is likely to 
 
CHENNAI 00000223  002.2 OF 003 
 
 
change soon as Wipro considers increasing the size of its China 
footprint. 
 
¶7.  (SBU) Ramaiah noted that China had some advantages in the 
software sector including heavy government support for software 
companies, as well as educational support.  He noted that Chinese 
software firms tend to be small; there are no firms in China as 
large as the four major Indian players.  Wipro sees Chinese software 
firms as a threat on the low-end of the IT services continuum, such 
as localization, and in the R&D area, where China remains a pricing 
threat because of the low cost of its engineering talent.  Ramaiah 
echoed Satyam officials in noting that Indian firms such as Wipro 
are hoping to move farther up the value chain as China begins to 
nibble at the lower end of the software and it services sectors.  He 
mentioned specifically KPO as an area for future Wipro emphasis. 
------------------------------- 
INFOSYS:  SHOWCASE OF THE STARS 
------------------------------- 
 
¶8.  (SBU) Bangalore also features the plush headquarters compound of 
Infosys, the "Microsoft" of India.  (COMMENT:  As Infosys had been 
the target of some recent terrorist threats, security was tight at 
the compound entrance. END COMMENT.) Infosys Associate Vice 
President and head of the "China Effectiveness Center" Srinivasulu 
Mallampooty provided a tour of the campus and outlined the Infosys 
vision during econoffs' stay. 
 
¶9.  (SBU) Infosys currently has a staff of 750 in China, primarily 
in Shanghai and Hangzhou.  The Infosys China vision, as explained by 
Mallampooty, was two pronged.  First, Infosys views China as a 
platform for serving its global customers.  He cited the example of 
Motorola China.  Infosys had recently lost a BPO contract for 
Motorola China to IBM China.  However, because IBM China did not 
perform up to standard, Infosys had been invited back to 
participate.  To do this Infosys had pulled together a global team 
composed of 1) Indians with telecom experience working in the United 
States, 2) Indian staff engineers with some China experience, and 3) 
local Chinese staff.  Second, Infosys was targeting Chinese telecom 
companies such as China Mobile.  Infosys believed that these Chinese 
companies needed more sophisticated business processes to manage 
their growth.  One major difficulty for Infosys in China was finding 
sufficient local project management talent. 
 
¶10.  (SBU) Interestingly, econoffs' visit came just hours after 
Mallampooty had honchoed a Chinese group through the Infosys campus, 
which is a frequently visited showcase for India's IT sector.  A 
major all-government Chinese delegation headed by China People's 
Political Consultative Conference (CPPCC) National Committee Deputy 
Chairwoman Liu Yandong, who is also the Director of the United Front 
Work Department, had toured the premises as part of a swing through 
the Indian IT heartland.  Mallampooty noted that Liu had been 
surprised by the extent of the media center on the Infosys campus; 
she wondered why an IT company needed a state-of-the-art 
broadcasting facility.  Mallampooty explained that Infosys can stage 
and broadcast its own news conferences -- a fact demonstrated the 
day before when Infosys leaders had broadcast their third quarter 
earnings results from the campus.  (COMMENT: Our host stated that 
part of the reason for the media center was the difficult traffic 
situation in Bangalore brought on by the high-tech sprawl within the 
city and outside.  Travel into Bangalore and back to the Infosys 
campus was very difficult and had helped Infosys decide to install 
its high end media center.  END COMMENT.) 
 
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TRUNCATION OF EDUCATION LEADS TO SHORTAGE OF PHDS 
--------------------------------------------- ----- 
 
¶11. (SBU) Interlocutors touched on staffing and education as major 
issues, both in India and in China.  Wipro, for example, continues 
to recruit heavily in India and finds that 25 percent of the 
graduating class of Indian engineers every year are "readily 
deployable," due to tailored training during the last year of study. 
 This is mostly the result of the pre-placement offer (PPO) system 
that many Indian firms are using.  (COMMENT:  This practice is not 
widespread at China's leading engineering education organizations. 
END COMMENT.)  In addition, Wipro can tap into a large annual 
graduating class; Ramaiah estimated that there are 1.1 million 
individuals annually graduating from Indian institutions with 
three-year degrees. 
 
¶12.  (SBU) This instantly deployable workforce, however, has a 
potential downside.  International Institute of Information 
Technology (IIIT) Professor Balaji Parthasaraty later told econoffs 
that the pressures of IT industry demand for engineers have created 
major disincentives for people to pursue Master's and PhD degrees. 
This "truncation of education" is as major problem for India and has 
resulted in a huge shortage of faculty at Indian IT, science and 
engineering schools.  Foreign multinationals such as Google and 
Microsoft are finding it hard to recruit PhDs for the research 
centers they have established in India.  The total number of 
computer science PhDs being awarded by Indian institutes is no more 
than 100, according to Parthasarathy. 
 
CHENNAI 00000223  003.2 OF 003 
 
 
 
¶13. (SBU)  In light of these problems, Parthasarathy also discussed 
with econoffs the major German connection in Bangalore, where firms 
like Siemens and Bosch have a significant presence in the same 
office park where Infosys headquarters is located.  The German 
software giant SAP is currently working with International Institute 
for Information Technology on an experimental program being 
conducted only in Bangalore to help fill major personnel shortfalls 
within the company.  Under the program, SAP recruits students in the 
eighth semester and puts them through a master's program. SAP pays 
for two years plus a stipend, and the students have the assurance of 
a job when they graduate with an advanced degree.  Parthasarathy 
indicated that these students are under no legal obligation to join 
SAP when they attain their degrees. 
 
¶14.  (SBU) Many other companies are interested in this type of 
arrangement and six more have lined up to participate.  Such 
industry-academic partnerships, designed in part to address the 
"truncation" problem, were inconceivable 10 years ago according to 
Parasarathy.  The use of adjunct faculty from industry is also 
flourishing in Bangalore.  (COMMENT:  Lack of a robust domestic, let 
alone multi-national corporate-academic partnering of this type is a 
major shortcoming of China's high-tech development.  END COMMENT.) 
Parathasarathy was quick to term this trend in India "industry 
driven" rather than "industry led." 
 
--------------------------------------------- 
IBM: THE REAL WINNERS IN THE "CHINDIA" GAME? 
--------------------------------------------- 
 
¶15. (SBU) Inder Thukral, Director of Strategy and Business 
Development at IBM India Private Limited told econoffs that 
"Chindia" was actually at the front and center of IBM's Asia 
strategy.  While IBM has focused on hardware manufacturing in China, 
and software, project management and services delivery in India, the 
firm hopes to leverage both China and India as part of its global 
strategy.  IBM currently has a research lab in New Delhi, a BPO 
operation in New Delhi, application and services businesses in 
Hyderabad and Bangalore, and does systems development and 
engineering services in India.  Its biggest company partner in India 
is Bharti, which provides mobile service under the Airtel brand. 
IBM India runs the entire IT infrastructure of Bharti/Airtel, which 
had 18 million subscribers at the end of 2005. 
 
¶16.  (SBU) In China IBM has a development lab, an R&D lab, a 
procurement center, and a small BPO operation that serves primarily 
customers in Japan, some multinational corporations, and a small 
portion of the domestic Chinese market.  According to Thukral, 
Japanese firms have been slow to accept global delivery of services 
from China, and IBM teams are reluctant to source global delivery 
solutions from China, though this is changing.  Echoing a common 
theme, Thukral stressed that mid-level management expertise is a 
skill sorely lacking in China.  Thukral believed that when it 
produces a cadre of individuals at this level of mid-management, BPO 
and similar services will finally take off in China. 
 
¶17.  (SBU) In the meantime, IBM wants to have more Indian managers 
"go global" in the next 2-3 years.  Thukral noted a spread in an 
Indian magazine that touted the ability of Indian managers to thrive 
in global multinationals.  Chinese managers, he observed, simply 
could not stack up; most firms like IBM use experienced managers 
from Hong Kong and Taiwan in their China operations.  IBM felt 
confident that its business model of pursuing a global delivery 
strategy -- with India and China as major platforms -- would 
ultimately be the real key to unlocking the "Chindia" potential. 
 
¶18.  This message was drafted by visiting Washington-based economic 
officers and cleared by Embassy New Delhi. 
 
HOPPER