Marknadsetablering i Indien :

Sammanfattning: The demand from Swedish companies of new potential markets to enter is increasing. One of these companies is Väderstad-verken which has the vision to grow approximately 15 percentages every year. To make this possible they must find new emerging markets to enter to be able to grow. Together with Väderstad-verken we have chosen India as a case study. Mainly because of its big agricultural sector that hasn’t yet been developed to modern standard. It takes a lot of work from the company to establish new businesses on new and unknown markets. The cultural differences between India and the western world vary a lot and this makes the market entry more complex. This paper examines a survey of key success factors and analyzes when entering emerging markets. The main conclusions of this thesis are presented below. Important factors: · To establish good relations with businesses and to build network on different levels in the society, especially within the authorities. · Decide on a policy towards the large corruption. · Develop a risk analysis of the political position and how the agricultural politic will change. · The soft factors as culture, history and tradition are important during the establishment phase. · Companies that work on the countryside within the agricultural sector in India should have a domestic person employed who can communicate better. · Business are done based on trust, therefore is it important to be a local performer. · One important key factor is market analysis, the relevance of the different analysis differs depending on when the business is established compared to the competitors. Less important factors: · To put resources into exercise lobbying · Affirmative action of export, when it only exists in a small range and wouldn’t influence Väderstad-verken. · The domestic language is not important for companies who only do business with other companies on the Indian market. The English language is hold as a business language.