四、管理篇 实战练习8 How South Korea Con quered India On a patch of grass on the outskirts of Delhi, 15 young In dian men and women are clapp ing their hands and pun ching the air. Sweat is dripping from their faces in the morn ing sun No I forever, they shout in unison We are the champi ons Welcome to employee-motivation training, Korean-sty le It s a far cry from what In dian employees are accustomed to But when LG, the Korean con sumer products giant, entered[ 113 the Indian market in 1997, its managing director, Kwang-Ro Kim, decided that the way to success was to empower employ ees and, as he puts it, give them a ggressive targets that change their way of th in king. Kim, still in charge, also set out to chan ge the local culture on sales targets, pricing, an d dealer relationsh ips The result? LG, which makes ever ing from refrigera tors to flat-screen T Vs, is the hottest consumer products com pany in In dia. It has cornered 30 of the air-conditioner mar- ket, 21% of washing-machine sales, and 19 %o of the color-TV busin ess, beating out such rivals as Whirlpool, Sony, and Sam sung And with in three years it wants to overtake Nokia, the market leader in GSm mobile phones, a product LG introdu ced in India only last Novem ber How a Korean company managed to ou smart its foreign and In dian rivals is a story a bout culture change. Like two oth