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How does India fare in the Asian region?
GE Healthcare operates in seven regions - US, Europe, Latin America, India, China, Asia-Pacific, and
Middle-east and Africa. India is identified as a key region for growth. India contributes 20% of overall
Asia revenues. Though India's revenue contribution to overall GE Healthcare is small, it is improving and
we are targeting to reach $1 billion over the next couple of years. In addition to that, the capability that
we have here is extremely important. We have 4,000 engineers in Bangalore working on product
development - their product development is not just for the Indian market, but important for our global
supply chain. We also do quite a bit of manufacturing in India for several of our product lines.
GE recently moved its X-ray business to China. How does the company view India and its capabilities?
Both China and India have tremendous engineering capabilities, and are growing at high rates. The
comparison ends there. China is a bit more mature in the sense of as it is a bigger market than India.
Healthcare purchases are done heavily by the government. Like western countries, there is
reimbursement and insurance penetration is better. However, India is very different. Insurance
penetration is very low and there is no government reimbursement. Healthcare is driven largely out of
pocket and offers a very interesting dynamic - consumerism.
We have plenty of investments in both the countries. GE Healthcare spends an average of $50 million
every year on R&D for healthcare solutions in India. We have large R&D centres in both countries, the
one in India being the largest in the world with about 4,000 people and 1,200 people focusing only on
healthcare solutions. China, India and Europe are now handling roughly one-third of all development
work outside the US now.
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Siraj A. Chaudhry | Cargill India eyes bigger bite of food business
“We do have the potential to bring in a lot of products, to create products, to help our customers create
products which are going to be the need of the consumer”
Food for thought: Chaudhry says building food brands in India is not easy as tastes and preferences vary across
geographies
A supplier to top biscuit and instant noodles makers and fast food chains, the company is eyeing an even
bigger growth with a combination of organic and inorganic means, sighting ample opportunity in India’s
$330 billion food market, which is expected to more than triple by 2020.
Siraj A. Chaudhry, chairman of Cargill India, said in an interview that the company has identified food
ingredients and staples as its focus, and that it may launch more products in the years ahead armed with
its learning on the complex and fragmented Indian markets.