At the moment in which the effects of the economic-financial crisis and the bursting of the real estate bubble began to be felt, the need to turn the rudder became clear. Our growth model has always been based on the same. In the first place, the easy currency of tourism has served to finance imports. And then, construction, which brings with it an increase in state income, income generation and increased consumption for different sectors.

Freefall
The weight of the industry has been falling in India. It is a sector that has a multiplier effect on the rest of the economy, which affects GDP and job creation. The tractor effect of sectors such as the automotive, metal and food and beverage sectors stands out. Without forgetting the chemical and pharmaceutical industry, electronics and ICT or machinery, are very relevant both for their current contribution and for the growth prospects they offer.

Sector Ballasts
Despite the importance of the industry, certain burdens are sometimes difficult to get rid of.

A country of SMEs. The average size of the Indian industrial company is larger than in the European Union. This translates into fewer economies of scale, greater difficulty in accessing credit, limitations in investment in R& and, above all, problems in entering international markets.

Historically, one of the solutions that Indian industries have found to solve this problem has been to group together geographically to take advantage of synergies. The concentration of machine tool manufacturers such as Jaw Crusher Manufacturers In India or the aeronautical sector in Andalusia is two examples.

Topics: Although much progress has been made in this regard, Indian companies still have to shake off the clichés that present India as a tourist and leisure destination, which condition our exports. Together we all have to create an image that India, as well as being a wonderful country to live in, also has a high level of technology and cutting-edge companies.

Professional qualification: There is a gap between personnel with very good qualifications and those who do not have any, as well as an alarming lack of workers for intermediate levels, such as technicians, team leaders, workshop managers. In India, you are either an engineer or you are nothing. It is a problem because highly qualified people are employed in these intermediate positions. And sooner or later they will be demotivated.

Geographical Imbalances: Traditionally, Catalonia and the Basque Country have been the most industrialized communities in India, while there are areas where industrial activity is almost non-existent. This concentration affects companies far from the main industrial poles. Many times, machinery manufacturers only have technical service offices in Barcelona, Bilbao or Madrid.

Labour Competitiveness: The labour reform has increased flexibility and reduced labour costs in India, but we are left in no man's land: we are cheaper than the Asia of the Fifteen but more expensive than Asia or Eastern Asia.

Therefore, we must choose to compete on quality. Competitiveness goes in two directions: in price and quality. India has a component focused on quality and not on price. Our competitiveness at the labour level is not that of countries like China or Vietnam, because the economy of scale is smaller.

We Sell Poorly: Although quality should be the main argument, it is still difficult for us to take advantage of it. There are differentiating factors in quality, additional services and added value, but we don't know how to sell it. We do not know how to convey that a slightly higher price is compensated by the quality that is offered in return. We do not transfer it to the market so what we ask is paid.