为什么“印度制造”和“印度创业”等计划都以惨败告终

Why did schemes like "Make in India" and "Startup India" fail so miserably?

为什么“印度制造”和“印度创业”等计划都以惨败告终？

以下是Quora网友的评论：

Mahesh Kommoju

the challenges and criticisms that these schemes have faced, which might contribute to a perception of failure or limited success:

这些计划面临的挑战和批评可能会导致人们认为计划失败了或不太成功：

Bureaucratic Challenges: One common criticism of such schemes is the bureaucratic red tape and regulatory hurdles that businesses still face in India. Despite the intentions to simplify procedures, entrepreneurs have reported difficulties in obtaining necessary licenses and permits.

Infrastructure and Logistics Issues: The success of manufacturing and startup initiatives depends heavily on robust infrastructure, including efficient transportation, reliable power supply, and access to quality raw materials. Shortcomings in these areas can hinder the growth of manufacturing and startups.

官僚主义障碍：人民对此类计划往往有一种批评的声音，认为在印度，企业仍然无法摆脱官僚主义的刁难和监管障碍。虽然政府有意简化审批流程，但企业家还是很难获得必要的许可证。

基础设施和物流问题：制造业和创业能否成功在很大程度上取决于基础设施是否强大，比如有没有便捷的交通、可靠的电力供应，能不能获得优质的原材料。这些方面的不足就可能会阻碍制造业和初创企业的增长。

Labour Market and Skill Gap: The success of manufacturing and startups often depends on a skilled workforce. Some critics argue that India's skill development efforts have not kept pace with the demands of modern manufacturing and technology sectors.

Access to Capital: Startups often require significant funding in their early stages. While initiatives like "Startup India" aim to improve access to capital, challenges in accessing funding and investment opportunities can persist.

劳动力市场和技能差距：制造业和初创企业的成功往往取决于熟练的劳动力。一些批评人士认为，印度的技能发展没有跟上现代制造业和技术部门的需求。

资金：初创企业在早期通常需要大量资金。虽然”印度创业”等举措旨在改善获得资本的机会，但获得资金和投资机会方面的困难可能无法马上解决。

Global Economic Factors: The success of manufacturing and export-oriented initiatives like "Make in India" can be influenced by global economic conditions, trade policies, and geopolitical factors that are beyond the control of a single government initiative.

Lack of Sustainable Policies: Short-term or inconsistent policies can create uncertainty for businesses and investors, making it difficult to plan for the long term. A stable and predictable policy environment is essential for the success of such initiatives.

全球经济因素：制造业和“印度制造”等以出口为导向的计划的成功可能受到全球经济状况、贸易政策和地缘政治因素的影响，这些因素不是印度政府某项举措能控制的。

缺乏政策可持续性：短期政策或朝令夕改的政策可能会给企业和投资者带来极大的不确定性，难以进行长期规划。稳定和可预测的政策环境对这些计划的成功也至关重要。

Competition and Market Dynamics: Both manufacturing and startups operate in competitive environments. Global competition and rapidly evolving market dynamics can pose challenges for Indian businesses trying to establish themselves.

Cultural and Mindset Challenges: Entrepreneurship and innovation require a certain mindset and cultural support. Overcoming traditional attitudes towards risk, failure, and entrepreneurship can take time.

竞争和市场变化：制造业和初创企业都需面对市场竞争。全球竞争和快速变化的市场可能会给试图站稳脚跟的印度企业带来挑战。

文化和思维方式的挑战：创业和创新需要一定的思维方式和文化支持。克服印度社会对风险、失败和创业的传统态度也需要一定的时间。

It's important to note that evaluating the success of large-scale initiatives like "Make in India" and "Startup India" is a complex task that requires analyzing multiple factors and long-term outcomes. While there may be challenges and criticisms, it's not accurate to label these schemes as complete failures. For the most up-to-date information, I recommend looking at recent reports and analyses.

值得注意的是，评估“印度制造”和“印度创业”等大规模计划是否成功，是一项复杂的任务，需要分析多种因素和长期结果。虽然可能会面临挑战和批评，但匆忙将这些计划贴上完全失败的标签，未免过于武断。我建议大家查看最近的报告和分析来做出判断。

Rushikesh Kirtikar

Why do so many startups fail?

Back in 2012, I was participating in a competition of young startups and entrepreneurs who were presenting their ideas before a panel. There was this very enthusiastic and smart guy amongst us who seemed very excited and confident about his product. He had made a shoe which could charge your mobile battery. It produced electricity using the pressure created below your feet while walking. A mobile battery could be fitted near the foot sole which then you can later put in your phone.

为什么这么多创业公司都失败了？

早在2012年，我参加了一场初创企业和企业家的比赛，大家在小组讨论前展示了自己的创业想法。其中有一个非常热情和聪明的家伙，他似乎对自己的产品感到非常兴奋和自信。他设计了一种可以给手机电池充电的鞋子。这种鞋子可以利用你走路时脚下产生的压力来发电。鞋底安装了一个手机电池，充电完成后就可以把电池装入手机内。

It was truly a remarkable product for that time especially for people like travellers, trekkers, salesman, etc. who wouldn't find a power source often and needed to charge their phones. He had all the estimates ready of how much market it would capture and how many people it would impact. Most importantly he claimed that there is no competition for his product as it is the only of its kind in the market. He was truly impressive in his presentation and undoubtedly won the competition and a lot of praise from the judges. It was clear that the guy had put a lot of hard work on his product.

在当时，这确实是一个了不起的产品，特别是对于游客、徒步者、推销员等人来说特别有用，他们经常找不到给手机充电的电源。他甚至已经估算出了这个产品能占据多少市场份额，能影响到多少人。最重要的是，他声称他的产品没有竞品，市场上没有其他同类产品。他的演讲给人留下了深刻的印象，他毫无异议地赢得了比赛，也得到了评委的大量好评。很显然，这个人为自己的产品付出了很多心血。

Today it is 2022 and it wouldn't take us much thought to realise why the product is useless. Most people use smartphones today which do not have replaceable batteries. That was not the case so much in 2012. Secondly, power banks have now captured the market which addresses the problem with charging phones having limited power sources. Plus the battery capacity has also been increasing.

现在是2022年，我们稍微动动脑子就能意识到这个产品为什么没有用处了。如今，大多数人使用的智能手机都没有配备可更换的电池了。但2012年的情况并非如此。其次，现在的市场已经被充电宝占领了，充电宝可以解决手机充电问题，而且充电宝的电池容量也一直在增加。

So where did the guy fail?

In Entrepreneurship, it is generally said that one should not fall in love with the solution. But rather with the problem. Or else you would be overwhelmed by your solution and miss out other ways of looking at the problem.

你觉得他失败在哪里呢？

人们在创业中常说，一个人不应该爱上解决方案，而是要专注于解决问题。否则，你会被你现有的解决方案遮蔽双眼，错过了从其他角度看待问题。

So when the above guy believed that there was no competition for his product, he believed that his solution is the only solution available. He could not imagine that the problem can be solved in other ways or his solution will become redundant due to external factors. So technically a power bank manufacturer, or any mobile battery manufacturers attempting to increase its power capacity, were his potential competitors even when the products were different.

So while it is good to love your idea and your solution, a startup might fail if the ‘problem’ is not the first love. A love for the solution might close your mind, but loving the problem might just open it up.

所以当上述这个人认为他的产品没有竞品时，他想的是这个解决方案是唯一可行的解决方案。他无法想象可以通过其他方式来解决这个问题。因此，从技术上讲，充电宝制造商或任何试图增加其电池容量的移动电池制造商都是他的潜在竞争对手。

所以，虽然喜欢自己的想法和解决方案是件好事，但如果“问题”不是初恋，创业公司很有可能失败。迷恋解决问题可能只会封闭僵化你的思维，但喜欢问题本身可以开拓你的思维。

Arnab Kapoor

What are the reasons why Indian PM Modi's "Make In India" policy failed?

Being an startup enthusiast, I think I am fully credible to answer this question.

Let me take you to the brief history, how China showed mesmerizing economic growth-

印度总理莫迪提出的“印度制造”失败了，原因是什么？

作为一个创业爱好者，我认为我完全有资格回答这个问题。

我先带你回顾一下这段简短的历史吧，看看中国是如何实现令人着迷的经济增长的。

Mao, one of the most acclaimed leader of China till 1970’s developed inner core strength China.

He brought literacy rate from 10–12% to 84–87%.

Vaccination - From 3% to 94–96%.

Health care cover to almost 99% of population.

Focused on skilled development and created a base for skill based education system.

Changing mind sets.

Made tax reforms

Made labour reforms

FDI relaxation with limit to develop or take about 80% of raw product from China main land only.

Great boast to entrepreneurship (Continuous)

中国最著名的领袖之一，提高了中国的国力。

他将识字率从10-12%提高到84-87%。

疫苗接种率从3%提高到94-96%。

医疗保健覆盖了几乎99%的人口。

大力推动技能发展，创建了以技能为基础的教育体系。

改变思维模式。

进行税收改革

进行劳动改革

放宽了对外商直接投资的限制。

大力提倡企业家精神

What Modi ji did for “MAKE IN INDIA” campaign?

Marketing

GST ( After almost 2 year of MII launch )

No labour reforms (Till yet)

No Tax reforms ( GST is so called tax reforms, where a business men has to fill 37 forms annually. 3 monthly forms ( 3×12=36 ) and one annual form, making it total 37 forms.

FDI relaxation with no limits. Yet there are limits in some sector.

Boast to entrepreneurship (One time only).

再看看莫迪为“印度制造”做了什么？

市场营销

还是市场营销

商品服务税(在“印度制造”推出近2年后)

尚未进行劳动力改革(到目前为止)

尚未进行税收改革(商品服务税就是所谓的税收改革，一个商人每年必须填写37份表格。每月申报的有3张(3×12=36张)，每年申报的有1张，共计37张。

完全放宽对外商直接投资的限制。不过某些行业还是存在限制。

提倡企业家精神(仅一次)。

There is severe need to develop correct mind sets.

FDI is coming in India but it is not affecting the ground roots of poverty and development.

I was reading an article which says that according to an estimate about 80 thousand crores rupees of Corporate are in stock market. Similarly the trend is followed in various industries and sectors.

Money is in India but it is not on ground.

Rome was not build in a day, there is pattern and need of policies at the govt end. Firstly “India should be made”, then only “Make in India” will be successful.

印度亟需培养正确的思维模式。

外国直接投资正在涌入印度，但它并没有触及贫困和发展的根源。

我读过一篇文章，据估计，企业大约有8000亿卢比资金进入股票市场。各个行业和部门也遵循这一趋势。

钱确实流入了印度，但并未落地。

罗马不是一天建成的，政府有政策的模式和需要。首先要有“印度应该制造”，然后“印度制造”才能成功。

Seshadri Venkitakrishnan

Make in India and Startup India are totally different aspects.

Make in India has provided lot of employment opportunities with big corporations prioritizing establishment of manufacturing units in India or expanding exsting plans. The result of which is providing direct or indirect employment opportunities for many people in the country. Additionally, the impact of this can be observed only after at least 4 to 6 years, when business start running after expansion of facilities.

印度制造和印度创业是完全不同的两个方面。

印度制造提供了大量就业机会，大公司优先考虑在印度建厂或扩大规模。其结果是为印度提供了大量直接或间接的就业机会。此外，这一影响至少要等待4至6年后才能初见成效，届时厂房得到扩建，业务才能正式展开。

The problem with Startups in India is that there is an idea to do business but not the way to make profits. No matter how high the valuation may be, unless there is a sustainable profit model, there is no way that the Startup can be in business continuously. There is no point is accumulating losses and getting fools to invest more and more. Ola, Swiggy, Zomato, Byjus, etc are just new ideas that came up but none had a sustainable profit making model and as a result none of these are ever going to make money. Govt schemes can provide support in the begng but unless sustainable profit model is planned, no startup can ever succeed in India.

印度初创企业的问题在于，他们只知道做生意，却不知道如何盈利。无论估值有多高，除非拥有可持续的盈利模式，否则初创公司是无法持续经营的。亏损越来越多，让傻瓜们继续投资，这么做是没有意义的。Ola, Swiggy, Zomato, Byjus等就是如此，虽然有新的经营想法，但没有可持续的盈利模式，因此全都无法实现盈利。政府计划可以在一开始提供支持，但若非已经规划出可持续的盈利模式，否则初创企业不可能在印度取得成功。

Jack Johnson

Does this look like fail so miserably?

Rank

Country

Population

这看起来像惨败吗？

排名国家人口

1 India 1,425.8 M

1 印度 14.258亿

2 China 1,425.7 M

2 中国 14.257亿

3 United States 333.3 M

3 美国 3.333亿

4 Indonesia 275.5 M

4 印尼 2.755亿

Subhash Mathur

In my opinion both were ahead of their usefulness .

for make in india the underlying assumption was that many Indians settled in America would rush to india and take advantage of the liberal conditions laid out for them . It didn’t happen .

start up india came as a half baked idea . Indian govt didn’t have a policy to incubate the start ups . More than 90% failed due to various reasons .

在我看来，这两种方法都太超前了。

对于“印度制造”来说，政府预想的是很多在美国定居的印度人会回流印度，利用政府为他们提供的宽松条件。可惜这并没有发生。

“印度创业”则是一个并不成熟的想法。印度政府没有制订对初创企业的扶持政策。90%以上的初创企业都因为各种原因而失败。