(我不是認真魔人...) 這是管老師在課堂上補充的新聞，轉貼在這邊給各位同學參考囉！ India Wants Its Own Success Stories 印度打造自己的成功故事 By Vikas Bajaj (這個姓氏要怎麼念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. 美國人與歐洲人都在擔心，他們的高薪高技能飯碗會「被邦加羅爾掉」：轉移到印度。 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. 而在印度的邦加羅爾，當地人對未來同樣憂心忡忡。他們擔心邦加羅爾，以及更廣泛地來 講整個印度，在可預見的未來仍將是西方國家的低成本衛星辦公室。 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? 雖然印度的外包承攬事業及科技實力令全球各國羨慕、妒忌並畏懼，許多印度人對印度始 終無法迅速自接電話或撰寫軟體提升，向更具企圖心且更能獲利的工作領域轉型感到失望 。印度至今仍無法造就自己的谷歌（Google）或蘋果電腦，令他們發愁。 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. 創新難以具體衡量，然而研究這個問題的學者表示，印度具備創造領導潮流產品的潛力， 但是迄未這麼做。印度人獲得美國發明專利的數量，大約僅及以色列與中國大陸發明家及 企業的一半。 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. 印度企業及政府的研發開支大幅落後於其他國家。邦加羅爾獲創投資本家提供資金的企業 ，數量也遠低於其他地區。 “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.” 新興企業投資人暨印度最成功科技公司之一Infosys的創辦人拉格哈凡表示：「同樣一個 構想如果出現在矽谷，絕對可以落實並完成。如果是在印度，卻難以推動。」 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. 印度企業家卡倫普里曾經力抗其中許多障礙。他設在邦加羅爾的公司「史羅卡電信」曾經 開發獲獎的無線電系統，比許多電信公司目前使用的設備更靈活、更小，也更便宜，然而 卡倫普里始終無法引起印度創投資本家的興趣。 “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. 卡倫普里考慮把公司遷到美國，他說：「以我的財力一次只能試一個客戶，而且3個月才 能產生具體成果。你一直得擔心發不出員工下個月的薪水。」 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. 在印度開展事業很困難，是有歷史原因的。在英國殖民統治時期，帝國的利益支配經濟活 動；1947年獨立後，中央計畫體制又透過繁瑣的審查許可及國家直接擁有企業、銀行等手 段扼殺了創業精神。 “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. 馬辛德拉&馬辛德拉企業集團負責人馬辛德拉表示：「印度的經濟不注重創新，不鼓勵擴 張，不認同創造財富，無競爭可言。」 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，印度領導人開始擁抱自由市場，1991年面臨金融危機之際，加快了改革步伐。 邦加羅爾「印度管理學院」教授柯里希南表示，儘管如此，印度政府仍然握有可觀的控制 權，特別是對製造業。 “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.” 柯里希南的新著《From Jugaad to Systematic Innovation: The Challenge for India 》預定明年上市。他說：「如果你想設立一家服務公司，只要2、3天就可以讓它上路。看 看製造業，你得面對數以百計的稽查人員與法規。」 Venture capital funds have flocked to India in recent years, but they are more likely to invest in established businesses than young firms. 近年來，創投基金紛紛湧向印度，然而它們比較可能投入已經奠定基礎的事業而不是新創 企業。 “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的印度業務負責人之一查德哈說：「如果你想籌措300萬到400萬美元， 行得通。如果想集資30萬到40萬美元，很難。」這是一家公司成立初期的典型投資額。 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. 有些人想要填補創投基金的真空。Infosys董事長穆爾泰最近賣掉總值3800萬美元的公司 個人持股，以開設一個新的創投基金。曾任Infosys高階主管的拉格哈凡則已對「 Connexios生命科學」等新創企業投資大約1億美元。這家公司專門研發治療多種疾病的藥 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. 另一種改變可能是好預兆。Wipro公司資訊科技部門聯合執行長帕倫吉裴表示，本世紀初 之前，印度市場小到無法讓企業就地研發產品並獲利。在這種情況下，多數的科技公司著 重於將服務賣給西方國家。 “That change dramatically because the Indian market has become bigger,” he said. 他說：「這個局面一定會大大改變，因為印度市場已經變得更大了。」 原文參照： http://www.nytimes.com/2009/12/09/business/global/09innovate.html 期末考Go Go! -- │ ███ ▂▄▃ ││││ │ ˋ ◤ 總召 ◥││││ 「為什麼， │ ‵ ◤ ◥▏*_▂▁ ▋ │││ 為什麼你們都不理我 │ ′ 、▌█ ▊▉▏ │ 沒道理啊………」 ◢ ◤◢ ◣▋◢ █ ▋▊ ▕▅▇ ◥◥＊Mooncat~ ◢ ▂▇ˋ█▆◤ ▂_ ▁▄▆▇▃ by mooncats --

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