Entering India looks exciting—huge market, young population, growing demand. But the same scale that creates opportunity can also create risk if the decision is rushed. Before you commit budgets and internal resources, it helps to pause and ask a few tough questions.
1. Do we truly understand the problem we solve in India?
A product that works in Europe may solve a different problem in India—or no real problem at all. Start with the customer:
- Who exactly are we selling to?
- What pain point are we solving for them?
- How are they solving it today?
If the answer isn’t clear, you need focused market research before you design your entry strategy.
2. How big is the realistic opportunity?
Headline numbers (population, GDP, “middle class size”) can be misleading. You need to know:
- The specific industries and segments that matter for your business
- Their size today and likely growth
- The share you can reasonably target in the first 3–5 years
A smaller, well-defined opportunity is better than a vague “1% of a huge market” assumption.
3. What level of localisation is required?
Pricing, features, packaging, service model, even payment terms often need adaptation. Understanding localisation needs early helps you:
- Estimate investment more accurately
- Avoid surprises after launch
- Decide whether India is a focus market or a test market
4. Which entry model fits our risk appetite and control needs?
Distributor, subsidiary, JV, strategic partnership—each has trade-offs. Think about:
- How much control you need over brand and pricing
- How much risk you’re willing to take on your own balance sheet
- How fast you need to move
A structured comparison of entry options saves a lot of debate later.
5. Do we have the internal bandwidth for India?
India needs attention. Without a clear internal sponsor and committed resources, even the best plan can stall. Ask:
- Who owns India internally?
- What decisions can be taken locally vs. at HQ?
- How will we measure success in the first phases?
Answering these questions doesn’t remove all uncertainty, but it turns “let’s see” into a thoughtful, fact-based discussion. That’s the foundation of a solid India market entry strategy.
