(我不是认真魔人...) 这是管老师在课堂上补充的新闻，转贴在这边给各位同学参考罗！ India Wants Its Own Success Stories 印度打造自己的成功故事 By Vikas Bajaj (这个姓氏要怎麽念XD) BANGALORE, India – In the United States and Europe, people worry that their well-paying, high-skill jobs will be, in a word, “Bangalored” – shipped off to India. 美国人与欧洲人都在担心，他们的高薪高技能饭碗会「被邦加罗尔掉」：转移到印度。 People here are also worried about the future. They fret that Bangalore, and India more broadly, will remain a low-cost satellite office of the West for the foreseeable future. 而在印度的邦加罗尔，当地人对未来同样忧心忡忡。他们担心邦加罗尔，以及更广泛地来 讲整个印度，在可预见的未来仍将是西方国家的低成本卫星办公室。 Even as the rest of the world has come to admire, envy and fear India’s outsourcing business and its technological prowess, many Indians are disappointed that the country has not quickly moved up to more ambitious and lucrative work from answering phones or writing software. Why, they worry, hasn’t India produced a Google or an Apple? 虽然印度的外包承揽事业及科技实力令全球各国羡慕、妒忌并畏惧，许多印度人对印度始 终无法迅速自接电话或撰写软体提升，向更具企图心且更能获利的工作领域转型感到失望 。印度至今仍无法造就自己的谷歌（Google）或苹果电脑，令他们发愁。 Innovation is hard to measure, but academics who study it say India has the potential to create trend-setting products but is not yet doing so. Indians are granted about half as many American patents for inventions as people and firms in Israel and China. 创新难以具体衡量，然而研究这个问题的学者表示，印度具备创造领导潮流产品的潜力， 但是迄未这麽做。印度人获得美国发明专利的数量，大约仅及以色列与中国大陆发明家及 企业的一半。 The country’s corporate and government spending on research and development significantly lags behind that of other nations. And venture capitalists finance far fewer companies here than they do elsewhere. 印度企业及政府的研发开支大幅落後於其他国家。邦加罗尔获创投资本家提供资金的企业 ，数量也远低於其他地区。 “The same idea, if it’s born in Silicon Valley it goes the distance,” said Nadathur S. Raghavan, an investor in start-ups and a founder of Infosys, one of India’s most successful technology companies. “If it’s born in India it does not go the distance.” 新兴企业投资人暨印度最成功科技公司之一Infosys的创办人拉格哈凡表示：「同样一个 构想如果出现在矽谷，绝对可以落实并完成。如果是在印度，却难以推动。」 Sujai Karampuri is an Indian entrepreneur who has struggled against many of these constraints. His Bangalore-based company, Sloka Telecom, has developed award-winning radio systems that are more flexible, smaller and less expensive than equipment used by phone companies today. But he has not been able to interest Indian venture capitalists. 印度企业家卡伦普里曾经力抗其中许多障碍。他设在邦加罗尔的公司「史罗卡电信」曾经 开发获奖的无线电系统，比许多电信公司目前使用的设备更灵活、更小，也更便宜，然而 卡伦普里始终无法引起印度创投资本家的兴趣。 “I can only afford to trial with one customer at a time and that takes three months to materialize,” said Mr. Karampuri, who has considered moving the company to the United States. “You are always worried about paying next month ’s salary to people. 卡伦普里考虑把公司迁到美国，他说：「以我的财力一次只能试一个客户，而且3个月才 能产生具体成果。你一直得担心发不出员工下个月的薪水。」 There are historical reasons that starting a business in India is difficult. During British rule, imperial interests dictated economic activity; after independence in 1947, central planning stifled entrepreneurship through burdensome licensing and direct state ownership of companies and banks. 在印度开展事业很困难，是有历史原因的。在英国殖民统治时期，帝国的利益支配经济活 动；1947年独立後，中央计画体制又透过繁琐的审查许可及国家直接拥有企业、银行等手 段扼杀了创业精神。 “We were in an economy where, forget innovation, expansion was discouraged, creating wealth was frowned upon, there was no competition to speak of,” said Anand G. Mahindra, who heads the Mahindra & Mahindra business group. 马辛德拉&马辛德拉企业集团负责人马辛德拉表示：「印度的经济不注重创新，不鼓励扩 张，不认同创造财富，无竞争可言。」 Indian leaders began embracing the free market in the 1980s and stepped up the pace of change in 1991 when the country faced a financial crisis. Yet, the government still exerts significant control, especially in manufacturing, said Rishikesha T. Krishnan, a professor at the Indian Institute of Management in Bangalore. 1980年代，印度领导人开始拥抱自由市场，1991年面临金融危机之际，加快了改革步伐。 邦加罗尔「印度管理学院」教授柯里希南表示，尽管如此，印度政府仍然握有可观的控制 权，特别是对制造业。 “To start a services company it really takes you just two or three days to get going,” said Mr. Krishnan, whose book, “From Jugaad to Systematic Innovation: The Challenge for India,” is to be published next year. “The moment you are looking at manufacturing, there are hundreds of inspectors and regulations.” 柯里希南的新着《From Jugaad to Systematic Innovation: The Challenge for India 》预定明年上市。他说：「如果你想设立一家服务公司，只要2、3天就可以让它上路。看 看制造业，你得面对数以百计的稽查人员与法规。」 Venture capital funds have flocked to India in recent years, but they are more likely to invest in established businesses than young firms. 近年来，创投基金纷纷涌向印度，然而它们比较可能投入已经奠定基础的事业而不是新创 企业。 “If you want to raise $3 to $4 million, it’s doable,” said Sumir Chadha, who co-heads Sequoia Capital’s Indian operations. “But it’s difficult if you want to raise $300,000 or $400,000,” a typical investment at the early stages of a company’s life. Sequoia Capital的印度业务负责人之一查德哈说：「如果你想筹措300万到400万美元， 行得通。如果想集资30万到40万美元，很难。」这是一家公司成立初期的典型投资额。 Some are looking to fill the venture fund vacuum. N. R. Narayana Murthy, the chairman of Infosys, recently sold $38 million worth of shares in his company to start a new venture capital fund. Mr. Raghavan, the former Infosys executive, has invested about $100 million in start-ups like Connexios Life Sciences, which is developing drugs to treat diseases. 有些人想要填补创投基金的真空。Infosys董事长穆尔泰最近卖掉总值3800万美元的公司 个人持股，以开设一个新的创投基金。曾任Infosys高阶主管的拉格哈凡则已对「 Connexios生命科学」等新创企业投资大约1亿美元。这家公司专门研发治疗多种疾病的药 物。 Another change may bode well. Until early this decade, the Indian market was too small to make it lucrative for businesses to develop products here, so most technology companies focused on selling services to the West, said Girish S. Paranjpe, joint chief executive of Wipro’s information technology business. 另一种改变可能是好预兆。Wipro公司资讯科技部门联合执行长帕伦吉裴表示，本世纪初 之前，印度市场小到无法让企业就地研发产品并获利。在这种情况下，多数的科技公司着 重於将服务卖给西方国家。 “That change dramatically because the Indian market has become bigger,” he said. 他说：「这个局面一定会大大改变，因为印度市场已经变得更大了。」 原文参照： http://www.nytimes.com/2009/12/09/business/global/09innovate.html 期末考Go Go! -- │ ███ ▂▄▃ ││││ │ ˋ ◤ 总召 ◥││││ 「为什麽， │ ‵ ◤ ◥▏*_▂▁ ▋ │││ 为什麽你们都不理我 │ ′ 、▌█ ▊▉▏ │ 没道理啊………」 ◢ ◤◢ ◣▋◢ █ ▋▊ ▕▅▇ ◥◥＊Mooncat~ ◢ ▂▇ˋ█▆◤ ▂_ ▁▄▆▇▃ by mooncats --

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