How to distinguish Indian self-promoters and contact brokers from long-term valuable business partners.

They are found in every European city and are particularly common at business events: the “Super Indian”, as they are often called in our small industry. No matter whether in the Black Forest, Munich, Vienna or Düsseldorf, the characteristics are almost always the same:

An Indian-born consultant praises his services and his Indian network to a medium-sized company. He impresses with his charisma, eloquence and sales talent. His network of contacts in India seems limitless and high-profile. He presents himself as a congenial door opener to the Indian growth market.

Market entrants in particular can quickly be won over by the services of the Super Indians heat. These typically consist of identifying (supposedly) potent business partners and customers in India. However, the Europeans generally overestimate their new Indian advisor and allow themselves to be blinded. They think they have a great Indian in front of them and then agree to a (sealed) partnership far too quickly. However, this miracle man often reveals himself after several months or even after a long time Super Indian.

Concrete problems with the Super Indian

Quite clearly: In principle there is nothing wrong with support from managers of Indian origin and European influences and the resulting “bridge to India”. In most cases, the Indian consultant only brings contacts from his own network. Of course, these contacts can sometimes be very good - but ultimately the opportunities they open up remain limited.

But what falls by the wayside here is the methodical and systematic approach. Since it is not the best business or JV partner or employee that is chosen for the company in question, but rather the one you know, a lastingly successful cooperation rarely comes about. Comprehensive research and objective assessment of potential business partners and market options are usually neglected in this setup. Nevertheless, impressive sums are usually charged.

Such an Indian consultant usually acts as an I-AG - even if that is often portrayed differently. Therefore, he usually has no choice but to limit himself to the role of middleman. He cannot offer any professional services beyond his network, particularly in legal and tax advice or human resources. Here too, he only remains in the role of intermediary - not least in order to collect commissions from the Indian service providers in addition to the fees from the European client. This inevitably always leads to a conflict of interest – to the detriment of the customer.

Because what this type of self-appointed Indian consultant typically lacks are:

  • Independence and a European perspective – emotionally he will always feel committed to the Indian side, even if he is paid by the European one.
  • Methodological competence and systematic approach (see above)
  • An interdisciplinary team and solid experience: In a highly complex and competitive market as well as a rapidly changing tax and legal system, an all-rounder is no longer enough to do business successfully and in accordance with the law in India.

Super Indians in India

However, the phenomenon of the Super Indian is not limited to European theaters. In India you meet him every day - especially in the form of entrepreneurs and potential employees who work with you and want their money.
Unfortunately, not every charismatic salesperson has a reliable and competent business partner who is committed to loyal cooperation in the long term. In India in particular, the gap between appearance (blender) and reality (implementer) seems to be much larger than in other regions of the world.

Successful Indian entrepreneurs and managers learn the art of differentiation best on site. To get you in the mood, you can also find information in the following blog articles: