Portuguese translation of the business card

6 Work place & Hierarchy at workGeneral working hours atBrazilian offices are from 8:30 till 5 in the evening. For business meetings,it is required to appoint or schedule the meeting 2-3 weeks before the meetingand also their meeting are not too formal. They love to socialise and spendmuch time understanding each other and building up relations and connectionsare a very important aspect for businesses.

Also, the hierarchy inBrazil is not horizontal, rather it is vertical where the decisions taken bythe head of the office are final. 2. India Brazil Relations2.1 Historical BackgroundTheconnection between India and Brazil is five-century old.

In 2002 after Google purchased Orkut to compete with Myspace andFacebook, the site lost its appeal in almost every country except India andBrazil which generated most of Orkut’s revenue.Indian cinema is popular among Brazilian people. Acommemorative stamp was issued by the Brazilian Post in May 2014 on “100 yearsof Indian Cinema”.

Several Brazilian actresses and models have also worked inBollywood. Caminhos das India (paths of India), an Indian themed Brazilian soapopera filmed in Agra and Jodhpur, is a Brazilian Indian love story, and isextremely popular in Brazil. It is being re-telecast on the popular BrazilianTV channel.2.5 India- Brazil Bilateral Two-way InvestmentsInvestments have beenhappening both ways between India and Brazil. While Brazilian companies haveinvested in areas such as automobiles, IT, mining, energy, biofuels, footwearsectors in India, the Indian companies have focused in sectors such as IT,Pharmaceutical, Energy, agri-business, mining, engineering/auto sectors. MajorIndian companies in Brazil are such as TCS, Wipro, Infosys, Cadilla, Mahindra,L, Renuka Sugars, United Phosphorus, and Polaris. The major Brazilianplayer operating in India are Marco Polo (automobiles), Vale (biggest miningcompany), Stefanini (IT), Gerdau (Steel).

The rapid entry – via Greenfieldinvestments, joint?ventures, acquisitions or licensing agreements – of 11Indian pharmaceutical firms in Brazil post 1999, provides a valuable example ofemerging patterns in FDI from India to Brazil.The entry of Indianpharmaceutical firms in the Brazil pharmaceutical market can best be understoodthrough analysis of some important characteristics: First, in terms oflocation, Indian investment in the Latin American region is overwhelminglyconcentrated in the Brazilian market. With over half of all Indianpharmaceutical companies in Latin America located in Brazil, and Brazil servingas the first stop for companies establishing operations in the region, Brazilbecame the headquarters of Indian pharmaceutical activity in the region.The second major commoncharacteristic of Indian FDI in the Brazilian pharmaceutical market is the modeof entry used by firms. Indian pharmaceutical companies expanding in the regionchose to do so predominantly through Greenfield investments, as opposed toacquisition, licensing, mergers or joint ventures.

Reticence to acquire in theregion may reflect a dearth of significant trade history through which toestablish potential partners, combined by significant geographical distance,which increases the complexity of principal agent problems for Indian firms inthe region.3.2 Establishment of GenericsThe most importantcatalyst for Indian investment and activity in Brazil, however, was theestablishment of a generics category in 1999.In the year before the law waspassed, no Indian firm had local activities in the region. In the yearfollowing the generics law, five Indian companies established subsidiaries inBrazil, all pursuing market?seeking strategies. The creation of the genericscategory opened doors for Indian firms with a historical strength inmanufacturing generic finished formulations.

Inaddition, it minimized its offering of products, registering primarily incardiovascular and central nervous system segments and only introducingproducts not offered by Brazilian competitors.As a result of its publicrelations, focus on the medical community andpure similares strategy, the Brazilian market provided Torrent asignificant portion of its foreign generated revenue during the mid?2000’s.By 2017, it is the largest Indian generics player, with revenue growingby 25 per cent in April-December to INR 484 Cr.4. Indian ITSector in BrazilIndia & Brazil havestarted investing in one another’s countries. Over the years they havedeveloped synergy in their businesses. Brazil exports crude oil, agriculturalproducts such as coffee, sugar, etc.

to India whereas Indians have startedjoint ventures in the field of IT sector in Brazil. Many Multi-Nationalcompanies such as Wipro, Infosys, and TCS have started capturing the market ofBrazil. TCS: One of the India’s largest IT Company, has started jointventures in Brazil. Initially TCS established a development centre in Tambore,in Sao Paulo and slowly entered into the service industry by focussing on cloudcomputing, mobile internet, big data, ERP systems, IT sourcing etc. In 2002,TCS started a joint venture with 51%-49% venture through group TBA.Infosys: Infosys also started focussing on doing business in Brazil,by starting with the establishment of development centre in Nova Lima in 2009,similar to other IT firms started joint ventures and acquisitions to establishIT business in Brazil.