According to the figures from our current study (India Business Climate Index), companies that are active in India without (!) a local partner are more successful than companies that operate the market with an Indian partner (joint venture or sales partner, sales representative, etc.). See specialist article Successful alone in India...?
Establishing your own sales department using the example of the Felss Group
One of our customers, Felss Systems GmbH (Felss Group), is a good example of this. The medium-sized company from Baden-Württemberg produces, among other things, machines for the automotive industry and has been active in India with (changing) sales partners for over ten years - but unfortunately not with the desired success.
You can read the most important reasons why sales through partners in India usually do not bring the desired results in our specialist article Suboptimal form of distribution for India.
In order to exploit the existing market potential, Felss decided to open a sales office in India last year and set up its own sales team. The Dr. Wamser + Batra GmbH was selected as the implementation partner for the establishment and appointment of the sales manager. The project was successfully completed a few weeks ago.
Michael Bayer, Corporate Sales Director Asia Pacific at Felss, is particularly concerned with personnel searches WB Human Resources, extremely satisfied: “I have rarely experienced that almost all candidates in the final selection were considered for our job profile.”
Further information about customers and projects can be found here here.
Special features when looking for personnel in India
Our WB human resources® department specializes in the search for Indian specialists and managers. In recent years we have been able to successfully place more than 100 Indian managing directors and sales managers.
In addition to professional competence, when searching for personnel in India, we pay the greatest attention to the loyalty and integrity of future managers. These qualities are not valued highly enough in India (since they are rare) and are unfortunately often “forgotten” when looking for personnel in India. This is because these cannot be identified from the CV or in direct conversation, but must be confirmed via informal channels. Instead, many European entrepreneurs allow themselves to be dazzled by their convincing appearance and eloquence (keyword: "Super Indian").
Instead, the future Indian manager must fit the culture of the German company (often also the mentality of the owner) and fully support and implement this in India. Unfortunately, in practice it often happens that Indian top management quickly “emancipates” itself from the parent company and follows its own path. In this way, Indian society, led by “too strong” management, ultimately escapes more and more from the control of the parent company and rarely delivers the desired results. We therefore attach great importance to this in our personnel searches “soft” aspects of an applicant.
