Here's the task at hand for 46-year-old chief executive N. Chandrasekaran (better known as "Chandra" -- pictured) at Tata Consultancy Services Ltd.: To chart a course for India's largest software exporter out of a recession that deflated global technology spending and exposed the reliance of Indian outsourcing firms on the U.S. and U.K. markets.

In an interview conducted by WSJ reporters Amol Sharma and Paul Beckett, Chandra shares his mind about how he plans to navigate Tata out of the downturn.

Let's focus primarily on the 21 takeaways that I picked up on that might enable you to get a better hold on global strategy for your business:

1. Expand your company's footprint (think about emerging markets).
2. Tackle new areas (such as cloud computing).
3. Make sure you are very close with all your customers.
4. Manage your costs better.
5. It's not about taking costs out; it's about bringing more efficiency.
6. Become closer to your customers.
7. Stay with your customers during the downturn (don't abandon them).
8. Coach your team to have them understand your customer's "pain points."
9. Ask your customers: "What can we do to help?"
10. Don't continue to pursue BIG deals in the pipeline that may never come to fruition.
11. Focus on deals (develop an entirely new strategy) that will come to fruition.
12. Expand your presence in other parts of the world (consider emerging markets).
13. Develop a full suite of services that you can sell end-to-end offerings to customers.
14. Go after "nonlinear" growth. In other words, find ways to generate more revenues with less headcount additions.
15. Create something once, then re-use it to serve multiple customers!
16. As your customers go global, be there before they arrive to service their needs.
17. Send people on-site to make it work -- especially if language is a problem.
18. Select strategic locations to conduct business in.
19. Pick the right strategic location and then scale it (e.g, Mexico).
20. Train people to develop your firm's methodology across all continents.
21. Look at cloud computing as a business model, not a technology.

Tata Consultancy to Expand Footprint in Emerging Markets

This is a trend that might continue. Global stimulus money has something to do with it.

Find out more here.

Sample: Intel India Systems Research Center

If you manufacture chocolate, then you should be thinking about exporting to or making it in India.

Still, Cadbury estimates that more than half of India's more than one billion people have never tasted chocolate. Traditional milk-based sweets still dominate the industry, and even those are mostly eaten during festival times. That's why, like other candy companies, Cadbury sees giant potential in India.

Stephen McNulty, regional vice president, Asia Pacific, with supply chain solutions provider JDA Software, offers five strategies for managing demand in India's emerging market.

1. Ensure a clear understanding of local principles, customs and barriers.

2. Establish constant communication. India's communications infrastructure is still inadequate for global companies doing business there.

3. Develop comprehensive procedures and processes.

4. Ensure the quality of input information.

5. Identify and integrate the right professionals and insist on teamwork.

With globalization, countries can become integrated through foreign trade and investments.

India, for example, is a country that is growing consistently over the last several years -- proving that globalization has many positive and negative effects on culture, society or a country's economy.

Read more here.

Picture: Taj Mahal, India.

While en route to the World Entrepreneurship Forum in Evian, France, I read about eight different newspapers on the plane. One, the Financial Times, published a great article on Disney on how the studio is finding success in specifically targeting new markets.

One statement caught my eye:

The film’s success (referring to Roadside Romeo -- first animated movie aimed specifically at the Indian market) confirmed what Disney and its rivals in Hollywood have long suspected: Hollywood’s best prospects for growth are in emerging theatrical markets such as India, China and Russia.

“We’ve been very successful with our big global productions, such as Pirates of the Caribbean and National Treasure,” says Mr Reed. “But we think there’s a natural way to supplement these films in areas like China, Russia and India – areas that have built-in film traditions.”