In July 2008, the vice chairman, General Electric (GE), and president and chief executive officer (CEO), GE Energy Infrastructure, was mulling over whether GE should re-enter the windpower market in India. Financial incentives had been announced by the Government of India for wind farm operators who generated power through wind energy. These incentives might encourage market development so that GE could leverage the technological strength of its wind-powered turbines. However, as recently as 2005, GE Energy had pulled out of the Indian market after a frustrating stint in the country. The vice chairman needed to weigh the pros and cons of re-entering India and make a decision. There was reason for caution, however, from GE’s point of view. India was a complex market in which to operate, and the wind energy market was still developing. To be successful, GE would need to build a local supply chain and compete with Suzlon’s (the major domestic competitor) speed of delivery. Suzlon’s was a formidable player. Should GE re-enter India?