The best of India
SCI chief executive Andrew Ladds recently visited
India in order to meet the industry’s main
stakeholders and to establish and verify the need
for an SCI presence. And the outcome? The
society plans to penetrate the Indian market by
focusing on a small number of segments in the
short term, with a national office in Mumbai
 In late October 2006, SCI chief executive Andrew
Ladds visited India to identify the opportunities offered
through the establishment of SCI India. The visit followed
a period of detailed research and general direction agreed
by SCI’s India Steering Group. It was designed to assess
the set-up model that had been established through
making contact with key individuals and to test the viability
of the detailed plans.
One of the first steps taken in establishing SCI India
was setting up an India desk, managed by Nasima
Khatun, at SCI international headquarters in Belgrave
Square, London. ‘This facility played a key role in our
preparations for my visit through early contact with
industry leaders in the country prior to my arrival,’
says Ladds. ‘The benefits of this preparatory work
were obvious in the dialogue I had in all of the meetings
in India.’
A breadth of opinion
During the visit, Ladds held meetings with trade associations,
corporations, industry leaders, academics,
education leaders, the British High Commission and
many others, in order to gain a breadth of opinion in
confirming the business model and the potential location
for SCI India. Meetings were held in Mumbai, New Delhi
and Gurgaon (20 miles south of New Delhi). ‘The support
and enthusiasm towards SCI’s market entry into the
subcontinent was overwhelming. The opportunities
open to SCI in the region are obviously very substantial,’
Ladds says. ‘The purpose of the visit was to 'establish
and verify the need for SCI India'. There is no doubt
about the outcome.’
It was apparent that the different stakeholder
groups in India required a more varied engagement
with SCI than the European model: SCI India needs to
be driven largely by the need for knowledge, networks,
the dynamic state of the industries and the educational
requirements of participants.
India’s chemical and bioindustry market is dominated
by trade associations, many of which are small
and often ineffective. Conversely, some dominant organisations
are very effective and a collaborative interface
with SCI was welcomed by them. All parties offered
support for SCI’s initiative as the collective benefits it
offers are not available in India.
| ‘The different stakeholder
groups in India require a
more varied engagement
with SCI than the existing
European model’ |
The main objective of India’s existing trade associations
is to lobby government and provide a practical
technical reference point, while chemical and biological
science needs are drawn from academia, but usually
on a limited or parochial basis. ‘SCI’s scientific
heritage and global networks are seen to be a highly
prized solution and opportunity for its knowledge
transfer mechanism for members,’ Ladds says.
The India Steering Group had previously identified
that SCI would need to penetrate the Indian market by
focusing on a small number of market segments. The
Indian market place is so large and varied, that a
broader approach would be ineffective. Fortunately,
geographically aligned industry segment clusters already
exist and will greatly assist connectivity (see table, above).
The main focus and thrust during the first
two years of SCI’s Indian presence will be in
these sectors. However, in the longer term,
SCI will interface with many other segments
in which it has an interest and expertise. A
mechanism will be established through
which SCI India captures this interest and
links it with the main body of SCI’s technical
and business interest groups.
The India Steering Group’s recommendation
of Mumbai as a location for SCI’s national
office was endorsed through the visit
as it is the centre for the country’s trade associations,
scientific bodies and offers established
educational faculties in chemical and
molecular sciences. It also offers access to
government, has a large chemical and bioscience
industrial presence, is an international
transport hub, and is home to India’s
publishing and communications industries.
| ‘The timing is appropriate from both an Indian market perspective and SCI’s development needs. ’ |
SCI is also considering a second office in
New Delhi to focus on the presence of large pharmaceutical
businesses in the city and surrounding
area. In excess of 400,000 people
are employed in this segment in the area.
New Delhi also features strongly in publishing.
The opportunities to collaborate with a
range of industry associations to facilitate the
rapid establishment of SCI India’s office have
been addressed. These will provide SCI with
infrastructure, connectivity, appropriate people
(and access to appropriate staff) and
knowledge of how to operate in India. It
provides a cost-effective entry route, but care
will be needed to protect SCI’s identity and
independence.
In terms of building membership, Ladds
says ‘a more flexible approach than currently
adopted for membership categories is
likely to be pursued, including corporate membership
and a range of individual membership
levels from chief executive officer down’.
SCI India will be able to operate as both a
business and charity in a similar way to its
UK operation. It is possible to set up as an
Indian charity on a national level as a ‘subsidiary
charity’ to SCI, attracting many associated
cost benefits. SCI India would be
governed by a local group of trustees. The
trustee chairman could be co-opted to the SCI
board of trustees in line with the new SCI
governance model.
According to Ladds: ‘The opportunity for
SCI India is enormous. The timing is appropriate
from both an Indian market perspective
and SCI’s development needs. A market entry
based on collaboration would be fast and cost
effective and is likely to meet the India
Steering Group’s objective of establishment
by June 2007.’
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