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Till the early nineties “entrepreneurship” in India was synonymous solely with one’s ability to steer government policies and decisions in favored direction and continue to cater to the captive domestic market. High interest costs, high inflation, frequently changing government policies, high tariff barriers, a captive domestic market and numerous exchange restrictions made long range planning, foreign joint ventures, intensive research and development and other knowledge-based business initiatives unnecessary and near-impossible.

In this scenario, protective walls guaranteed profits once the license was managed, which made quality of product and services an unnecessary luxury. In this environment, knowledge had very little opportunity to add meaningful value to the wealth creation process at a micro level.

In the early nineties, economic liberalization necessitated the focus to change from the government to markets and customers. This called for deep understanding of the interplay of market forces and awareness of global market processes and dynamics. This knowledge base was low in most family-managed businesses as 40 years of a protected domestic market made the entire generation think that asset ownership built through favored bureaucratic decisions was entrepreneurship; market and customers were rightly assumed to be captive, knowledge was considered secondary and professionals were required more for compliance and less for contributing in strategic planning, corporate thinking and business value creation.

The 1990s brought knowledge in the forefront of wealth creation and fusion of asset and knowledge became a necessity for wealth creation in Asia in general and India in particular. The South East Asian melt down further emphasized the necessity of participation of knowledge in both macro and micro planning.

Economic liberalization has been systematically integrating Indian economy with the global market. This has lead to large inflow of foreign debt and equity, negotiable banking credit and interest rates, massive infrastructure and housing development and above all a definite focus on quality and markets in the entire spectrum of manufacturing and services sector. Consequently, strategic consulting and knowledge have become necessary contributors in the contemporary business process.

In 1997, CMCL was established with a vision that under the rapidly liberalizing and globalizing business environment in the country:

  • Most mid-sized family-managed Indian business would come under increased threat from multinationals and fast paced market dynamics.
  • Greater number of foreign business houses and investors would choose India as the preferred opportunity and investment destination.
  • Consequently, knowledge-based consulting would find a historically unprecedented place in the business management and wealth creation process.

Though big international consulting firms were present in India, their focus was always on large businesses and public sector whereas foreign consulting houses were climbing the cultural learning curve. This is where CMCL filled the vacuum.

During 13 years of its existence, CMCL has educated itself on the Indian market and has built an effective network among decision makers in the banking community, select private businesses and relevant government departments and agencies. Equipped with knowledge, experience and understanding of both, domestic and international markets, and an effective network among key decision-makers, it is sufficiently equipped and ready to cater to the needs of both Indian and international businesses in setting up and conducting business in India in an intelligent, effective and positively profitable manner.


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