problems faced by western firms in indian market

Problems Faced by Western Firms in Indian Market

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Msc Management Dissertation


Submitted By

Ratanchand R. Gaikwad

Student no- M00158921 Word count- Approx;

15000 excluding Figures and tables

Supervisor- Prof; Terence Jackson Date Submitted-

12-01-2009


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Executive Summary

The purpose of this dissertation is to study the Indian business environment and find

out the “problems faced by western firms in Indian market.

India is on mind of everyone all over the world. Tremendous growth of few Asian

economies has the business world standing up and taking notice, and India is a most

promising prospects, doing business in India is top priority for many individuals and

organisations and if you are going to successful in India, you have to survive in the

Complex Indian environment which is frustrating and challenging at the same time.

No matter where you come from and where you have been, nothing is exactly like

India, that is why understanding Indian market is essential for western organisations.

According to world Investment forum (2008) India is the second most popular place

for the global business investment, as it’s a biggest consumer market having many

graduate than the population of the France and also have the cost effectiveness and

language advantage as the world of business speaks English in India that is why India

is becoming centre of attraction to the western investors. Hence to find out what

problems are there for the western investment was essential to make aware western

firms heading towards this attractive place.

To find out the problems and achieve the author’s objective, primary and secondary

research was conducted. Primary data was collected using research questionnaires,

which have been e-mailed to the western firm’s employees or owners operating

businesses in India. On the other hand secondary research relied on the textbooks,

online magazines, newspapers, search engine, and relevant websites.

The findings produced by the data gathered, were sufficient to make assumption and

form the answers to research questions. In additions, survey results were ample in

order to test the set hypothesis.


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Acknowledgements

First of all I would like to thank God and also I thank all people who gave up their

precious time in order to fill-in an e-mailed questionnaire and all those who gave me

wonderful co-operation during interviews, which gave me an opportunity to complete

this investigation on time.

Also I would like to thank my dissertation supervisor Prof. Terrence Jackson for all

the precious advice that he gave me and for the time and patience that he has spent on

me, which is much appreciated.

Special thanks to my Mum and Dad who have supported me all the way through this

dissertation, who have given me courage to undertake challenging research and who

has filled me with faith when I was down.

I also would like to thank Prof. R.R. Yelikar, and librarian Mr. C. Gaikwad who

helped me to get access to the Solapur university, library and Hirachand nemchand

collage library.

Finally, I want to thank my friends whose love and contribution, has gone a long way

to complete my dissertation.

Ratanchand


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Declaration of Originality

I Mr. Ratanchand. R Gaikwad declares that the dissertation titled “Problem faced by

western firms in Indian market” is entirely my own work and that any additional

sources of information have been duly cited.

I hereby declare that any internet sources published and unpublished works from

which I have quoted or drawn reference fully in the text and in contents list. I

understand that failure to do this will result in a failure of this project due to

plagiarism.

I understand I may be called for viva and if so must attend. I acknowledge that is my

responsibility to check whether I am required to attend and that I will be available

during viva period

Signed …………………………………….

Date ……………12-01-09……………………….

Name of the supervisor Prof. Terrence Jackson


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CONTENTS Title 1

Executive summary 2

Acknowledgement 3

Declaration of originality 4

Contents 5

Chapter I Introduction

1.1 Overview of the Research 10

1.1.1 Background 11

1.2 Rationale for the Research 12

1.3 Research Objective 13

1.4 Hypothesis 14

1.5 Methodology 14

Chapter II Literature Review

2. Introduction to Literature review 16

2.1 Understanding India 16

2.2 Doing Business in India 17

2.2.1 Meetings 17

2.2.2 Building relations 18

2.2.3 Negotiation 18

2.3 Indian Infrastructure for Business 19

2.4 Effect of culture on doing business in India 21

2.5 How government policies affect business procedures? 29

2.5.1 Indian Legal system 30

2.5.1.1 Foreign exchange management Act, 1999 32

2.5.1.2 A companies Act, 1956 33

2.5.1.3 Intellectual property Rights (IPR). 34

2.6 Corruption in India 36

2.7 Effect of High Tariff/duty 38

2.8 Conclusion 39


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Chapter III Methodology

3. Introduction to Methodology 41

3.1 Secondary Research 41

3.2 Primary Research 42

3.2.1 Types of Research 42

3.2.2 Data Gathering Method 43

3.2.2.1 Case Studies 43

3.2.2.2 Interviews 43

3.2.2.3 Observation 44

3.2.2.4 Survey 45

3.2.2.5 Questionnaire 45

3.2.3 Sampling 47

3.2.3.1 Population 48

3.2.3.2 Sample 49

Chapter IV: Findings

4. Introduction to Findings 51

4.1 Presentation of Findings 51

4.1.1 The Questionnaire 51

4.2 Analysis of Findings 61

4.2.1 Analysis of Questionnaire Results 61

4.3 Hypothesis Testing 66

Chapter V: Conclusion 73

Bibliography 75


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CONTENTS (Continued) Appendices 89

Appendix A: Sample Questionnaire

Appendix B: Analysis of Questionnaire Results

Appendix C: letter from President Export council, Washington DC.20230 to Indian

authority,

Appendix D: Hofstede’s Cultural dimension summary

Appendix E: A political map of Republic of India

List of Tables:

Table 1: Indian infrastructure investment need, 2006-07

Table 2: Comparison of Asian vs Western culture

Table 3: Cultural solution to Universal problem

Table 4: Comparison of procedures require to carry out business between India and

Other foreign investment destination

Table 5: Corruption Index and ranking of the services in India

Table 6: Type of Industry

Table 7: Problems in Indian market

Table 8: rating to the Indian infrastructure by western firms

Table 9: western cultures influence to Indian culture

List of the Figures:

Figure 1: 5D model of professor Greet Hofstede’s Comparison India vs. UK

Figure 2: 5D model of Professor Greet Hofstede’s Worlds Average

Figure 3: Major hurdles for the western firms in Indian Market

Figure 4: Western firms department affected by culture

Figure 5: Rating to Indian government by western firms

Figure 6: major parts of Indian government affecting western firms in India

Figure 7: Preferred location for business expansion of western firms in India


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CONTENTS (Continued)

Figure 8: intellectual property rights in India (According to western firms)

Figure 9: level of satisfaction of western firms about Indian market.


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C h a p t e r I Introduction


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CHAPTER I: INTRODUCTION

1. Overview of the research

India is a land of 1.2 billion people (The essential marketer’s handbook, business

world, 2003-04) containing almost all the religions of the earth, which makes the

country culturally more diverse and largest democracy in the world. India has taken

up the path of modernisation and industrialisation, and it is currently in the process of

becoming an industrialized and high-tech economy where prevalence of high income

is becoming more common (Mitra, 2003). Current reforms have improved the

efficiency of Indian economy and raised its standard of living, the poverty rate fells by

26% in the year 2000 compared to 36% in 1993 (Mukerjee, 2002). Overall the

reforms liberalized the exchange rate mechanism opened economy for foreign direct

investment.

Today, being a second most attractive place for doing business, India is attracting

many western investors towards it. This dissertation perhaps will focus on the

“Problems faced by Western Firms when they enter in to Indian Market”.

Though there are many problems existed in to the Indian market for the western

companies but authors research will focus on the major problems like different

cultures, corruption, Politics, major trade hurdles, infrastructure, Intellectual property

rights and legal framework.

There are so many other problems such as inconsistent industrial policies and rules,

labour regulations and protections, regulation on foreign investment, foreign exchange

control, regulation on transferring royalties, research and development cess and so on.

But according to Jha (2003) there are six major constraints working in India against

FDI. 1) Image and attitude, 2) Domestic policy, 3) Procedure- there is difficulty in

getting approval or permission from the central, state and local government. 4)

Quality of infrastructure, 5) State government level obstacles: differences in state

policies and practices especially in providing facilities. 6) Delays in legal processes.


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Shaking hands with ladies or offering a glass of wine are no longer considered

offensive in the new India. Besides most business people travelling there are already

aware of such customs and traditions. But getting past the initial greetings and

exchanges and getting down to business in India is still challenging because various

other problems.

(http://venkateshthyagarajan.wordpress.com/2008/01/04/going-beyond-namaste-the-

cultural-barriers/)

To find out the strongest problems while doing business in today’s Indian business

environment is the primary aim of the author.

1.1.1 Background

According to world investment report (2008) India has and will retain its position as

the world second most preferred global destination for foreign investment until 2010

lagging only behind China. For last three years Indian economy has been swelling at

well over 8 per cent annually and has now topped a trillion dollars. It is already the

worlds seventh largest economy and is likely to become one of the top three over the

next twenty years and it may soon become the worlds largest consumer market, with

rising middleclass over half a million strong.

As the Indian economy continues to boom and open up, more and more westerns are

finding themselves travelling to India on businesses. In some ways western people

find it easy to do business in India because most of the people can speak fluent

English. Although there are more than 20 spoken languages in India the world of

business speaks English. Apart from language advantage they are getting good talent

at cheaper cost as there are many graduates than population of France. This results in

to increasing foreign direct investment in India. But just looking attractive enough to

the western investors is not important to be successful in Indian market.

After independence from Britain 50 year ago, India developed a highly protected,

semi-socialist autarkic economy. Structural and bureaucratic impediments were

vigorously fostered, along with the distrust of foreign businesses. Even as today the


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climate in India has seen a sea change, smashing barriers and actively seeking foreign

investment, many companies still see it as a difficult market. India is rightfully quoted

to be an incompatible country and is both frustrating and challenging at the same time.

Foreign investors should be prepared to take India as it is with all of its difficulties,

contradictions and challenges.

Success in India will depend on correct understanding of the countries potential.

Ignoring to its complex system or over estimating of its possibilities can lead to

failure. While understanding the Indian market the due consideration should be given

to the factor of inherent difficulties and uncertainties of functioning in Indian system.

Entering Indian market requires well designed plans baked by serious thought and

careful research which will help to overcome the complexities.

(Ministry of Finance- http://finmin.nic.in/foreign_investment/fii/index.html)

1.2 Rationale for the Study

India is the fourth largest economy in the world (measured in terms of purchasing

power parity) with increasing foreign direct investment (FDI) A.T.Kearney has

second on its list of most attractive countries for foreign investment (Maker, 2007).

India is 100th of the Fortune 500 with R & D facilities in India; it has the second

largest group of software developers after the United States. It has got 6,600

companies on the Bombay Stock Exchange; only with the New York Stock Exchange

having more. According to predictions India going to be the next superpower and

every multinational from all over the world would have an operation in Indian market.

But, if you see the current ranking for best place to do business, India has been ranked

64th in a global list of best countries, dropping from 51st place last year. This shows

India has dropped 13 places. (Indiatimes 28, June). According to Forbes report, India

fell in this year’s ranking as political instability demonstrated resistance to increasing

personal freedoms. Higher inflation from food and other commodity costs, as well as

increased burdens on entrepreneurs also held the world’s most populous nations back

as business destinations.


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By looking at current progress of India it seems that India has all the potential for

being a developed economy but according to Indian finance minister the inescapable

thing which stopping India is its democracy (India economy summit, world economic

forum 2 to 4 December, 2007). So now the question arises, is this the only problem in

Indian market? The answer to this is no, because there are many direct and indirect

barriers which are creating hurdles for western companies in Indian market.

Because of few advantages India becomes the attraction for the western companies to

invest in to it. As more numbers of western firms heading towards India, It is really

essential to find out the problems which are obstructing western firms while entering

the Indian market.

1.3 Research Objectives

The specific purpose of the research is to find out the actual problems to the western

companies when they enter in to Indian market. As discussed above there are many

things which attracts the western investors to invest in to India but after entering in to

this attractive market they face many difficulties and thus to find out the difficulties to

western firms the Indian macro business environment will be focused and taken in to

consideration.

1. What are the problems to the western companies operating In Indian

market?

This is the major research objective of the author to find out the problems faced by the

western firms in Indian market; this question relies on secondary data, where author

will discuss the problems for the foreign investment in India.

2. Is Indian culture still a Major problem for western firms in Indian

market?

3. Effect of the problems on FDI?


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These questions relay on primary data, where author will find out the answer with the

help of respondents opinion.

Also preparing a guide book for the new western entrants remains the essential

objectives.

1.4 Hypothesis

1. H: Western firms face problems in Indian market because of a) Indian culture b)

Indian infrastructure c) Indian government?

2. H: Problems existed in Indian market is a major cause for less FDI in India than

China.

3. H: Manufacturing firms and service firms faces different problems in Indian

market.

1.5 Methodology

The data is collected by using following two methods of data collection.

1) Primary data collection.-: The most of the data and information is obtained from

electronic sources, annual reports, news papers, Articles, case studies, books, and

journals.

2) Secondary data collection methods-: the secondary source of data will be

collected through questioner and interviews with different people having different

cultural background

3) Field study -: This will be general source of data collection in which the data will

be represented on the basis of my personal experience in the same field.


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C h a p t e r II Literature Review


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CHATER II: LITERATURE REVIEW

Introduction to Literature review

A literature review is an important component of any research undertaking. It

identifies the current state of the research in the fields of study and provides

background information on other studies and their findings and statistics (Jennings,

2001). In order to know the problems faced by western firms in Indian market it is

essential to assess the issue in general.

2.1 Understanding India India is known as large and growing consumer market which became one of the major

factors of attraction for western companies to enter in to Indian market. Continuously

increasing urbanization and tremendous growth and use of electronic media have

brought huge and drastic changes in the lifestyles and consumption attitudes of people

in urban areas in India, which are known as ‘middle class population’ which has made

some essential socio- economic changes – rapidly increasing emphasis on higher and

professional education, family system from joint families to nuclear families

(Bijapurkar,2007) increasing number of nuclear families with working women, rising

disposable income, and exposure to western lifestyles and customs. These factors

have created a massive and day by day increasing demand for a variety of quality

products and services such as convenience foods e.g. branded clothing, automobiles,

toys, home appliances, electronic goods, restaurants, travel, communication and

entertainment. Because of which western firm found a good source of opportunity to

expand their business.

On the other hand where close to 72 per cent of the country population is lives in rural

India which totally differs from urban lifestyle of India. In rural India people live

without any social security, they work in most miserable, live unhygienic and in

unliveable condition (The Times of India, August 2007) According to Arjun Sen

Gupta they have to survive on less than Rs.20 per capita per day, which is less than

half United states (US) dollar (India economy summit, world economic forum 2 to 4

December, 2007). So People don’t have that money to spend on branded cloths or on


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expansive electronic things. Apparently India has two different living styles which are

far different from each other.

We hear, read, and watch that India is rapidly growing economy with increasing

foreign investment and by the year 2030 India is going to be the next super power.

But is it a fact? It is not. (George, 2005) By taking a look at real India we see poverty,

unemployment, shortage of electricity, less water supply, poor infrastructure, poor

transport system, poor quality of raw material, unstable government and last but not

the least corruption. So this is the reason why India is falling down in the index of

best place to do business.

2.2 Doing Business in India

2.2.1 Meeting

Handshake is a global symbol of meeting. However, in India people prefer to use

Namaste. So called Indian way of greeting it is not a superficial gesture and this is for

all, young, old and friends and strangers. This is where the palms are brought together

at chest level with a slight bow of the head. Using the Namaste is a sign of your

understanding of Indian etiquette (Desai, 2002).

Names of the people helps to understand the persons background (which part of India

the particular person belongs to). For example, a Singh will always be a Sikh. The

suffix "-jee" (as in Banerjee) is a sign of a high caste. "Kar" (as in Chandraskar)

denotes that person is of Maharashtrian high caste. Arabic sounding names will be

used by Muslims (Morrison and conaway, 2006).

When addressing an Indian whom you know personally, always good to use formal

title and respect giving words whether Professor, Doctor, Mr, Mrs or if you do not

know their names then Sir or Madam will suffice (Morrison and conaway, 2006).

When doing business in India, business cards should be exchanged at the first

meeting. It is a good idea to have it translated on one side into Hindi, more as a sign

of respect as opposed to linguistic necessity. Be sure to receive and give with your


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right hand. Make sure the card is kept respectfully and not simply pushed into a

trouser pocket. (Desai, 2002)

2.2.2 Building relations

Building relationships is keen part to be considered while doing business in India.

Indians prefer to make favourable deal with only those people they know and rely on -

even at the expense of lucrative deals. It is very essential to build a good working

relation with a partner you deal with. This must take place on a business level, i.e.

demonstrating strong business acumen, and at a personal level, i.e. relating to your

partner and exhibiting the positive traits of trustworthiness and honour (Storti, 2007)

2.2.3 Negotiation

Whenever you are arranging meeting in India make sure you have arranged it well in

advance. The arranged meeting must be confirmed by writing and by phone. Avoid

meetings near or on national holidays such as Diwali (Indian religious festival) or

either of the two Eids (Muslim religious festival), Independence Day. Avoid the heat

by scheduling between October and March (Desai 2002).

Punctuality is expected, although being 10 minutes late will not have disastrous

consequences. Flexibility is paramount. Family responsibilities take precedence over

business so last minute cancellations are possible when doing business (Desai 2002).

When entering a meeting room you must always approach the most senior figure first.

Commencing with some conversation is a first step in meeting. Favourable topics of

conversation are the latest politics and business news, the fluctuations of the Bombay

Stock Exchange (BSE) or cricket. Personal topics must be avoided and, if new to

India, do not comments on matters such as the poverty or beggars and the most

sensitive cultural factor (C.Storti, 2007).

According to Morrison and conaway (2006) Business negotiations in India can be

slow as Indians rarely negotiate with strangers. There is very less or almost no

authority is given to lower level to take any decision so the decisions are always made


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at the highest level. If the owner or Director of the company is not present, there are

chances of these.

Indian businesses are not just depends on statistical figures, empirical data and

exciting PowerPoint presentations. They also use intuition, feeling and faith to guide

them (Desai 2002). Criticisms and disagreements should be always expressed with the

most diplomatic and indirect language, answer "no” is considered rude due to the

possibility of causing disappointment (Storti, 2007). Listen carefully to Indians'

responses to your questions. If terms such as "We'll see", "I will try" or "possibly" are

employed that means they are indirectly saying ‘no’ (Morrison and conaway, 2006).

Once terms have been agreed Indians expected to be honour by you. And celebrate the

relation building process with the dinner (Morrison and conaway, 2006).

2.3 Indian infrastructure for Business

The high tech-industry that started India’s boom doesn’t rely on roads and bridges to

get its product to market; manufacturing does. Yet good highways, bridges, airports,

power, water supplies are something India hasn’t got much of. And what’s there is

collapsing under the weight of increased demand- sometimes literally as when a road

bridge in eastern India gave way in December 2006 under the weight of traffic and

crashed on to a train beneath, killing 34 people. Meanwhile, the electricity supply to

the city of Pune, a city of 4.5 million people, is so under stress that the entire supply

has to be cut off for one day every week to relieve some of the pressure-leaving

businesses to rely on their own back-up generators or face a shut down (Farndon,

2008).

Moving goods around India can be something of right mare. In the monsoon season,

water-sensitive goods can be stuck in leaky storage facilities for days while waiting

for roads to become passable. Even once they get moving, journeys that would take

less than a day in other countries can take many days in India. Average speeds on

India’s roads are barely 20 mph, and hold-ups are frequent. It can take 10 days for the

Japanese carmakers Suzuki to truck its care just 900 miles from its factory in Gurgaon

(one of New Delhi’s satellite towns) at the port Mumbai- not just because of poor,


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crowded road, but also because of long delays at state borders, and ban on large trucks

from many of India’s cities during the day, although India has just 3700 miles of

motorways as compare to China’s 25000. No wonder, then, that many companies

choose to locate in China in preference to India, despite the caveats mentioned earlier.

Even more depressingly, 40 per cent of India’s entire food production is lost because

transport delays allow it to rot before it reaches consumers. (Farndon, 2008)

Infrastructure in such areas as road, electricity, telecommunication network has not

been developed and this is the principal barrier to the enlargement of overseas

business in India (Ministry of economy, trade and industry, 2002).

Table no.1

India: estimated annual infrastructure investment need, financing gap and FDI flow, various years

(Billion Dollars)

World bank

estimates fiscal year-2001-2010

Govt; of India

estimates fiscal years 2002-2007

Govt of India

estimates fiscal year 2007-2012

April 2000- Feb-2008

Industry Investment need

Financing Gap

Investment needs

Projected investment needs (a)

Actual FDI inflow

Energy 26.5 8.7 14.2 30 0.2

Roads (b)

11.6 2.8 7.0 15.2 0.4

Telecom 5.4 1.2 6.0 13.0 0.5 Port 0.8 0.6 0.2 3.6 0.1

Railways 3.1 0.4 5.8 12.6 0.1 Airports 0.5 0.2 0.4 1.6 0.0

Total 47.9 13.9 43(c) 98.8 (d) 1.3 (Source: world Bank, 2006; and India, Planning commission, 2007) a) In contrast 2006-07 prices. b) Including construction activities c) Including airfreight. d) Total for 10 infrastructure sectors identified.


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According to World Bank report 2006 over 2007-2012 India will need investment

averaging $99 billion per annum in 10 mega infrastructure, segment to support

planned annual GDP of 9 per cent. The table shows India’s estimated infrastructure

investment need, financing gap and FDI flow of various years

(India Briefing- http://www.india-briefing.com/category/business/economy-politics)

Infrastructure asset are the physical structure and network used to provide essential

services to the society. Indian gross domestic product (GDP) could be 2 per cent more

than what it is now, because the poor infrastructure directly affects the out put of the

companies which results in low GDP (Chin and Vaeth, 2006).

It is widely known that India’s current infrastructure is fraught with many weaknesses

and that is below international standard even when compared with other emerging

markets. Indian infrastructure is weak in transport system, ports and airports that do

not cope with the demand and, most of all, power cuts (Heymann, Just, Lowik. and Vath.

2007).

Recently Intel Corporation (INTC) chose Vietnam over India as a site for a new chip

assembly plant. Although Intel declined to comment, Industry insider says the reason

was largely the lack of reliable power and water in India (Business week- Event,

2007).

2.4 Effect of Culture on doing business in India

“Taylor defined culture as ‘the complete whole which includes knowledge, belief, art

moral’s, laws, custom’s or any other capability or habits acquired by man as a

member of society”.

According to Jackson (1995) it is essential to study the culture of the society in which

the business is going to be established because according to Taylor culture has an

impact on organization’s because cultural norms, values, and roles are embedded in

the way that organization develop, organisation structure emerge and informal and

formal pattern of behaviour. Such writers as Hofstede (1980) have been warning that


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western management theories and practises may not work well in other cultures, and

that we should therefore consider the nature of the host culture and its relationship to

management style.

According to Lewis (2007) outsourcing partnership, relationship with regulatory

authority, joint venture relationship, motivating local employees and management

styles are likely to be affected by the culture of the host country. Where as according

to Soderberg and Holden (2002) cross cultural management is often regarded as

friction or miscommunication. No internationally operating firm, no manger has not

experienced the misperception, misjudgement, and mistakes in handling the

complexities of cultural relationship with customers, suppliers and stakeholders.

There are many authors who have coated that culture is a barrier for business

communications for example; Hall (1995) claims that ‘cultural differences are

important to ruin a partnership that otherwise makes a perfect economic sense.

Likewise Hoecklin (1995) warns that cultural differences if not properly handled, can

lead to management frustration, costly misunderstanding and even a business failure,

on the other hand according to Seelye and Seelye-James (1995) there are chances of

cultural clash (happens when people from two different culture come together) which

can lead to world class fatigue or even a clinical shock or depression.

According to Sackmann et al. (1997) that ‘cultural difference’ can create such havoc

in international business. That is why to understanding Indian culture for western

business organisation is essential (Soderberg & holden, 2002).

It is not possible to establish a business in India without understanding its religious

way of life and practices, which have a large bang on the personal lives of most

Indians and sway public life on a daily basis. Indian religions have deep historical

roots that are recollected by modern Indian and contemporary Indians (Gesteland,

1999).

In this part of the world loads of religious traditions, both indigenous and foreign,

have been established over the years. They have, Sikhism, Buddhism, Sufi tradition as

well as Christianity and Islam (Toropov and Buckles, 2004). Many social reformers,

spiritual gurus, statesmen, and law-givers have come to direct and sway the life and


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culture of Indians. The Mahabharata, the Ramayana, the Bhagvat Gita as well as the

Quran, the Bible, the Guru Bani, etc., have moulded the thinking pattern and

consciousness of Indians, which clearly differentiate Indian and western work culture

(Maker, 2007). According to Evans, Hau and Sculli, (1989) the particular culture of a

society is a dominant factor in managerial style, and management will retain its own

unique cultural identity even as the society develops.

Hofsted (1980) said “People’s core cultural values are much more highly persistent

than their secondary belief”. According to Kugler (1998) Indian consumer hold

different cultural core values than do their western counterparts (S.Mattila, 1999).

The Indian culture is hierarchical where the cultural norms have changed the way of

thinking which affects various management operations, which western firms may find

it difficult to understand. There is a huge difference between Indian and western work

culture.

One of the very important part of Indian culture, vital for business organizations to

succeed, is an understanding of the tradition and ways of communicating with others

that form the basis of India’s society (Zaidman, 2001). Because Majority of Indian

people are Hindus so Hinduism is the largest religion in India. It is said that in India,

religion is a way of life and must be respected in order to save and maintain a

successful business relation, despite the elimination of traditional caste system, which

was a direct outcome of Hinduism, attitude still remain and both aspect of Indian

culture still influence the hierarchical structure of business practices in India today

(Gorill, 2007).

Many writers have tried to differentiate Indian and western work culture in many

ways. As according to Kumar and Sethi (2005) Indian managers embody both

individualistic and collective values. This implies that the Indian manager may behave

differently in different situations. As an individualistic, the Indian manager can be

very aggressive and goal oriented. As a collective, the Indian manager may be

sensitive to the needs and wishes of the people in his/ her group. One of the true

implications of this culture is that the western manger may find it difficult to fully

comprehend the behaviour of his Indian counter part.


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Whereas Jackson (1995) said Indian person always looks for the job satisfaction,

security, individuality, dignity, prestige and power. This suggests that personal goals

plays important part in the value structure of Indian people. Job satisfaction, security,

and individuality, prestige, and power seem to represent status goals, on the other

hand England, (1974) described Indian leaders/ manager have lower degree of

pragmatic orientation, with 34% pragmatically oriented and a much higher 44% being

moralistically-oriented.

Where as the following table by England (1995) clearly shows the difference between

Indian work culture and western work culture

Table.2

India/Asian Culture Western culture Have more general, long-term relationship with their employers; their accountability for end result is stressed but not with in the same strict time frame

Sell their time to employer for wages and do not owe any allegiance to company in their own time.

Gives respect to the boss, and many of the employees behave as family members. And the manager is taking a role of a father.

Gives respect to the Job, and the job is an assigned task.

‘Luck’ is belief that much of a company’s fortunes are determined by luck.

Company’s fortunes are determined by good management.

The management style is less Aggressive and middle management plays such significant role.

Overtly aggressive management style.

Decision is reached in a more passive way, with the view of those individuals with greater seniority being given greater weight.

Decision making process is ‘conflict’ situation, where individuals of different level of seniority often argue over a particular topic until a decision is reached.

(Source: Adler, N,J., England, G.W., Hofstede, G., Olie, R., Smith, P. (1995) cross

cultural management- edited by Terrence Jackson p.64-65)


25

Where as few other authors Adler (1997); Smith (1995); Chen (1995); Xing (1995);

Trompenaars (1993); Evans , Hau & Sculli (1989); Kelley, Whatley, Worthley & Lie

(1986) highlighted difference between eastern and western culture on various societal

issues, the table is as follows:

Table 3

Cultural Solutions to Universal Problems

SOCIETAL

ELEMENTS

EASTERN ORIENTATION WESTERN ORIENTATION

Human Nature Inherently good and evil Inherently good and evil

Activity Being: passive-harmony Doing: aggressive-conflict

Nature of

Time

Polychronic: diffused-phases Monochronic: linear-segmented

Time

Orientation

Traditionalist: past-present Modernist: present-future

Law Rule by man: deference to

paternalism and reliance on

trust

Rule by law: deference to

rationality and reliance on legal

contracts

Truth Indirect-Oblique: sometimes

best to tell

Direct-Honest: always best to tell

Human

Relationships

Collectivistic: meet group

needs and group obligations

Individualistic: meet individual

needs and rights of individual

(Source: Buttery, N and Holt, J (2000)

But to draw the actual difference between Indian work culture and western work

culture it is important to apply Hofsted’s cultural dimension theory in between Indian

and western culture to see the basic and specific difference between these two

cultures. To describe western culture United Kingdom is taken in to consideration, so

the difference in between Indian and UK culture is studied with the help of Hofsted’s

Theory.


26

According to Hofstede (1980) “Culture is more often a source of conflict than of

synergy. Cultural differences are nuisance at best and often a disaster.”

The Chat 1 below clearly shows the difference in between Indian and United

Kingdom’s five cultural dimensions which help to understand the actual

difference in Indian culture and UK culture (Western culture).

The chart 2 below shows the world’s average scores for Hofsted’s five cultural

dimensions.

Figure1 Figure2

(Source page: Greet Hofstede home sited- http://www.geert-hofstede.com/)

Power distance (PDI) - India has Power Distance (PDI) as the highest Hofstede

Dimension for the culture, with a ranking of 77 compared to a world average of 56.5.

This Power Distance score for India indicates a high level of inequality of power and

wealth within the society. This condition is not necessarily subverted upon the

population, but rather accepted by the population as a cultural norm.


27

Where as United Kingdom comparatively has low power distance with ranking of 35,

which Is below worlds average. This score for United Kingdom indicate a low level of

inequality of power and wealth within the society.

According to Hofstede’s cultural dimension ranking UK rank below world’s average

in distribution of power and wealth on the other hand India ranks above the worlds

average. Apparently, UK has more equality in power and wealth within society where

India doesn’t. Which may became a problem for the UK companies setting up

business in India, because the companies might fail to design the organisation

structure accordingly or they may face difficulty to manage people as the power

distance in UK and India is huge.

Individualism vs. collectivism (IDV)

India ranks 48 which are slightly above the world’s average 40 which show that India

has collective work culture but in some ways it has an individualistic work culture

also. This indicates that India tends to be group oriented and the group members are

expected to have unquestioning loyalty to their group. At the same time Indian also

value his self-expressions also.

UK ranks 89 in Individualism which indicates that UK is highly individualistic in the

work culture. They value self-expression, see speaking out as a means of resolving

problems, and are likely to use confrontational strategies when dealings with the

interpersonal problems.

The Hofsted’s cultural dimension theory clearly shows that UK is highly

individualistic as compare to India, which may become a problem for UK companies

going to India, because of improper physiological distance between in-group and out-

group members and the management may not be able to manage human resource

properly.

Long term vs short-term orientation (LTO)

India's Long Term Orientation (LTO) Dimension rank is 61, with the world average at

48. A higher LTO score can be indicative of a culture that is perseverant and

parsimonious.


28

UK’s long term orientation dimension ranks 25 which are below world’s average,

which indicates that British people are short term oriented. A lower LTO score

indicate no parsimonious.

According to cultural dimension theory India ranks above the worlds average where

as UK ranks below the worlds average, which indicates that Indian people are long

term oriented where as British people are short term oriented which may cause

problems in organisational decision making which may lead to cultural clash in a

globally operating company.

Masculinity vs Femininity (MAS)

India has Masculinity as the third highest ranking Hofstede Dimension at 56, with the

world average just slightly lower at 51. The higher the country ranks in this

Dimension, the greater the gap between values of men and women. It may also

generate a more competitive and assertive female population, although still less than

the male population.

UK has masculinity as ranking Hofstede dimension at 66, which indicates the

difference between men’s value and women’s value, from the higher ranking its easy

to say UK women’s are assertive and competitive but not as men’s.

According to Hofstede’s theory both the countries are masculine and both the

countries shows gap between men’s value and women’s value.

Uncertainty Avoidance (UAI)

India's lowest ranking Dimension is Uncertainty Avoidance (UAI) at 40, compared to

the world average of 65. On the lower end of this ranking, the culture may be more

open to unstructured ideas and situations. The population may have fewer rules and

regulations with which to attempt control of every unknown and unexpected event or

situation, as is the case in high Uncertainty Avoidance countries.

UK ranked 35 on uncertainty avoidance index, which shows that the culture is ready

to face unstructured, surprising, situation. It is a uncertainty avoiding culture which

try to minimize such a situation by strict laws and rules.


29

The comparison of the Indian culture and UK/ western culture apparently shows the

difference in between two cultures which can be trouble for western in Indian market.

To sum up Indian cultural values have a wide variety of implications for western

managers (Kumar, 2007). They affect Indian communication and leadership styles,

motivation patterns, decision making processes, and/or their attitudes towards work.

As such, they have wide ranging implications for a multinationals seeking to do

business in India. Outsourcing partnerships, relationships with regulatory authorities,

joint venture relationships, and motivating local employees are all likely to be affected

by differences in cultural values/norms (Lewis, 2006). A western manager who is not

consciously aware of some of the differences that set him apart from his Indian

colleagues may find it difficult to cope with some of the cultural challenges that he

may be confronted with (Kumar, 2007).

2.5 How government policies affect business procedures

International companies, by definition, operate across national boundaries. This

means that these companies interact within different political and regulatory systems

and must consider the impact of these political systems on their operation

(Subba Rao, 2003).

Every day political decisions are being made which can have an effect on all of us.

Governments make the rules and structure in which businesses are able to race against

each other. Politics and laws play a critical role in international business. National

politics affect business environment directly through changes in policies, regulation

and laws (Kotabe and Helsen 2008). Even the best plans can go awry as a result of

unexpected political or legal influences, and the failure to anticipate these factors can

be the undoing of a successful business venture. From time to time the government

will change their rules and frameworks forcing businesses to change the way they

operate. Business is thus keenly affected by government policies and political risk in

country’s business environment (Czinkota, Ronkainen, and Moffett 2007).


30

Political risk includes a variety of factors ranging from government confiscation of a

firm’s assets to government encouragement of negative attitudes towards foreign

businesses (Punnett and Ricks, 1997). The influence of political system of a country

influences the business from multi-angles, that is, deciding, promoting, fostering,

encouraging, sheltering, directing, and controlling the business activities. To

encompass this wide range of factors, political risk can be defined as the possibility of

unwanted consequences of political activity i.e. political risk occurs because of the

uncertainty associated with political activities and events. Companies face three

major categories of political risk: forced divestment, unwelcome regulation and

interference with operations (Subba Rao, 2003).

Before entering in to international business the particular organization must

understand political and legal factors on a variety of levels. For example, while it is

useful to understand the complexities of the host country’s legal system, such

knowledge may not protect against sanctions imposed by the home country, the firm

therefore has to be aware of conflicting expectations and demands in international

arena, and work together with government to maintain viable international business

practices (Czinkota, Ronkainen, and Moffett 2007).

No organization can afford to ignore the rules and regulations of the country from

which he or she conducts international business transaction. The companies, planning

to enter global markets should know the trade policies, general legal and political

environment of the foreign markets. The success and the growth of the business

depend upon secured and reliable political system (Subba Rao, 2003).

2.5.1 Indian Legal System

The legal system of a country is part of its social system and reflects the social,

political, economic and cultural characteristics of the society. It is therefore, difficult

to understand the legal system outside the socio cultural area in which it operates. In

the case of India the legal system is still alien to the majority of the companies

operating there, whose legal culture is more indigenous and whose contact with the

formal legal system (the imported British Model) is marginal if not altogether non-

existent (Mittal and Vijayawargiya. 2006).


31

India is a common law country with a written constitution which guarantees

individual and property rights (Harrison, Jones, Lunn, Smith, Taylor and Youngs,

2007). There is a single hierarchy of courts. Indian courts provide adequate safeguards

for the enforcement of property and contractual rights. However, case backlogs often

result in procedural delays. Most of the laws are codified. Regulations and policies fill

in the details (Maker, 2007).

Indian legal system is considered to be somewhat slow, Hong-Kong based political

and economic risk consultancy has rated India 8.22 on a scale of zero to 10 the worst

possible grade. India is perceived as the most vulnerable country in Asia in term of

external threats (India Today, 2008).

The following table showing comparison by procedures require to open business

between India and other foreign investment destinations amongst emerging market:

Table.4

Table ‘A’ Number of Procedures Cost in US dollars ($)

Brazil 15 331

Canada 2 127

China 12 135

India 10 239

Mexico 7 1110

Russia 12 200

South Africa 9 227

(Source-: Doing business in 2004- study undertaken by World Bank)

(http://www.globe-net.com/documents/SpecialMarketReport_India.pdf)

From the table above we can see India ranks average with regards to the number of

procedures require to set up a business (As a result of economic reform of past

decade) it fares amongst the worst with regards to the time required and cost involved,

Daniel Vasella (Chief executive of pharmaceutical giant Novartis) said “if you want

to build even a small road in India, it will take ten years of discussion before you get a


32

decision (Business week- Event, 2007). Apparently demonstrating the level of

obstructive bureaucracy will continues to exist.

(Subba Rao, 2003) The major bodies’ of laws affecting foreign investment in India

are (FEMA) Foreign exchange management act, 1999 and the company’s Act, 1956

2.5.1.1 Foreign Exchange management Act, 1999

The Foreign Exchange Management Act (1999) or in short FEMA has been

introduced as a replacement for earlier Foreign Exchange Regulation Act (FERA).

FEMA came in to act on 1st June 2000

The major intention behind the Foreign Exchange Management Act (1999) is to

combine and alter the law relating to foreign exchange with objective of facilitating

external trade and payments and for promoting the arranged development and

maintenance of foreign exchange market in India (Paul, 2003).

Foreign exchange management act (FEMA) is one of the primary laws regulating

foreign investment in India. FEMA broadly regulates the foreign exchanges market

and provide the Indian government the legal authority to restrict the foreign

investment. Because FEMA doesn’t include implementing regulations, Indian foreign

investment policy is primarily established through a series of public notices or “Press

Notes” issued separately for each sector. “Press Notes” are usually approved by

government cabinet and release by the department of industrial policy and promotion

(DIPP) (United states government accountability office, 1996 appendix VIII).

The Press Note set up between other things, whether investment in each individual

sector must receive government approval or whether investment fall under the

“automatic route” which doesn’t require government approval

Any planned investment that need a government approval must be given approval

from the foreign investment promotion board (FIPB- interagency body with authority

to approve investment) before the transaction takes place an investment must receive

approval if 1) the investment in the finance sector or is subject to securities and

exchange board 2) ) the movement requires industrial licence 3) the investment fall


33

outside of ownership caps or in sector in which foreign investment forbidden 4) the

investor has existing joint venture in India in the same field (Campbell, 2007).

2.5.1.2 The Indian companies act, 1956

“The company” means a company formed and registered under the act. This act

primarily regulates the formation of companies. The act prescribes regulatory

mechanism regarding all relevant aspect of companies. Regulation of financial

management aspect constitutes the main focus of act (Chakraborty, 2007).

Objective and policies

The act confers a range of powers to central government and a company law board to

monitor control and confirm the dealings of the companies. The company act

empowers the central government to examine the books of accounts of a company, to

direct special audit, to order investigation into the affair of a company and to lunch

prosecution for the violation of the company act, 1956 (Organization for economic co-

operation and development, 2007).

(Ministry of Finance- Government of India) According to the act policies the inspection

of company’s books of accounts is carried out by the officer of the directorate of

inspection and investigation and the registrar of the companies conduct their affairs in

accordance with the provision of the companies act, 1956. Section 235 and 236 of the

companies act, 1956 empowers the central government to order investigation into

affairs of a company. However the power to appoint inspector remains with the

central government.


34

2.5.1.3 Intellectual property rights The term ‘intellectual property’ in the international legal parlance covers patents,

industrial design, copyrights, trademarks, know-how and confidential information.

Intellectual property rights gives encouragement to Innovation and creativity, which

in turn leads to economic prosperity of the nation

(http://newdelhi.usembassy.gov/ipr.html)

The laws relating to intellectual property in India is still in a process of transition and

is being harmonized with the corresponding law in developing countries. With the

objective of containing piracy in India and promoting the use of legal software, import

of software for authorised duplication is allowed at reduced custom duty (Ernst and

Young’s, 2006).

India seems to be far behind in protecting intellectual property. It is indeed

unfortunate that the Indian law does not allow second use patents and discourages

patent protection (Palit and Bhattacharya, 2008).

Intellectual property protection in India is weak. The bush administration contended

that India’s protection of intellectual property continued to be ‘weak’ even if there

were “some tenuous first signs” that the situation may be changing as a result of the

passage of the patent law amendments in May of last year (The Hindu, 3rd may 2003).

In India, copyright laws and the enforcement system are weak. Piracy of copyrighted

works, particularly movies, books, software, and cable signals, remains widespread.

Improvements in enforcement are most needed in the areas of border protection to

prevent the transit of counterfeit and pirated goods, in police action against pirates and

counterfeiters, and in legal rulings that result in convictions for copyright and

trademark infringement and the imposition of deterrent sentences.

(Hudson Institute, 2006 cited in-http://asianforum.jp/topics/2006/pdf/Hudson_III.pdf)

However, this law still appear to contain several TRIPS “inconsistencies”, the report

says in the section on India. “In addition, piracy of copyrighted work remains a

problem, particularly popularly fiction works and certain textbooks and the protection

of foreign trademark remain difficult”,


35

The current status of intellectual property rights is lacking far behind. There are so

many copies of Bollywood and Hollywood movies which are illegally copied and

distributed. Piracy is running wild in India. In the United States a DVD (digital

versatile disk) can cost upwards of $20. An average person in India makes $500 a

year. The cost of 1 pirated DVD is $1 in Indian domestic market; on the other hand its

$10 if it’s sold in international market.

India needs to stoke an innovative culture. After its success in the IT sector and is

capable of being part of the next revolution underway. In country like India driven

sector the right legal framework is lacking, which discourages continuation and

deepening of international partnerships and expanded research and development in

India (Palit and Bhatacharya, 2008).

1) Intellectual property: http://ipinternet.blogspot.com/2006/02/presentation-ip-protection-in-india.html


36

2.6 Corruption in India

The level of corruption in India is very high from political leaders, ministers, doctors,

social servants, and to teachers all are involved in corruption in very high numbers.

Corruption is there from government maternity hospitals up to gravy yards, through

the walk of ones life. We might have to actually hang boards outside offices saying

‘no corruption’ (Centre for the media studies, Corruption study, 2005).

The table below shows corruption index and ranking of the services in India.

Table 5

Nature of interface Composite index Rank

Need based

RFI* (Farmers) 22 1

Income Tax (individual assesses ) 35 2

Municipal Services 47 3

Judiciary (Lower court) 59 4

Land administration 59 5

Police (Crime/Traffic) 77 6

Basic

School (Up to 12th) 26 1

Water supply 29 2

PDS (Ration card/suppliers) 37 3

Electricity (consumer) 39 4

Government Hospitals 42 5

*RFI- Rural financial institution

Note: higher score = more corruption

Source- TII-CMS study 2005

(http://www.cmsindia.org/cms/events/corruption.pdf)


37

From the above table we can study and see the areas like electricity supply, judiciary

(lower court), Police, Land administration comes under most corrupt category and

these are really essential in building up a business, so corruption can be major hurdle

for opening business in India (Gupta, 2001).

Corruption could be one of the reasons for its poor development (The Hindu, 8-03-

03). Corruption has become a major threat to Indian democracy and its future. There

is no high powered, effective and efficient machinery in India to look in to the facts of

political deviations or to deal with them in an exemplary manner (Vittal, 2001).

Expansive election system together with collusion between businessman and

politicians, are to great extent responsible for encouraging corruption in the political

sphere. The corrupt social climate and the corrupt political subculture draw inspiration

from each other the opposition in India is too weak to fulfil this role. Consequently,

the party in power often become fearless. A weak opposition therefore is a major

cause of political corruption of India (Gupta 2001).

The problem of corruption is not new or is not uniquely Indian. The root of

corruption lies in the inability of the political and administrative authority to

understand and accept that under the Indian constitution, the citizen are sovereign and

that his or her rights are the basis of governance of the country (Gupta, 2001).

Politician, bureaucrats, businessmen and criminals are the key players involved in

corrupt practices. Corruption arises because of scarcity of services or goods, red tape

measures, lack of transparency in the system and the fact that corrupt people protect

each other.

2) It has been estimated that “if the corruption level in India comes down by 15

percent the GDP growth will improve by 1.3 Per cent and the investment will go up

by 2.9 per cent of the GDP” (UNAFEI- Deepa Mehta).

Tackling Corruption: An Indian Prospective by Deepa Mehta

2) http://www.unafei.or.jp/english/pdf/PDF_rms/no66/C_p85-p90.pdf


38

2.7 Effect of high Tariff/ duty

Managing any business strategically needs an understanding of the business policies,

But in case of global companies, an understanding of trade policies is more essential.

International trade policies deal with the policies of the national governments relating

to exports of various goods and services to various countries either on equal terms and

conditions or on discriminatory terms and conditions (Deresky, 2006).

Trade policies also aim at protecting the domestic industry from the competition of

advanced countries through imposing quotas (Subba Rao, 2003). One of the most

common reasons for the creation of trade barriers is to encourage local production by

making it more difficult for foreign firms to compete here. Trade policies of some

countries aim at building competencies of the domestic companies by providing

subsidies. Thus the countries announce trade policies from time to time. India has

many types of trade hurdles for foreign exporters, such as Import quotas, trade

samples but the most essential barrier among all is Tariff/duty (Rugman and Hotgetts,

2003).

Tariffs refer to the tax imposed on imports (Subba Rao, 2003). Tariffs are of two

types- Specific tariff and Ad valorem tariff. Specific tariff are levied as a fixed charge

for each unit of the product imported for example, a tariff of Rs.1, 000 on each TV

imported (Daniels, Radebaugh, Sullivan, 2003).

The Tariff levied as a proportion of the value of the imported goods is called ‘ad

valorem’ tariff. For example imposition of 30 per cent tax on the value of computer

imported (Subba Rao, 2003).

3) India remains close to tariff among the highest in the world. In 2003, the average

duty rate in India was 29 per cent, down from 32 percent in 2002. While the average

duty again reduced in January 2004.


39

In the World Trade Organization (WTO), India has bound tariff on 68 percent of its

industrial goods imports. The majority of these binding exceed current Indian applied

rate of duty.

India’s Tariff consists of,

Basic tariff + countervailing tariff + Special additional tariff (SAD)

It welcomes the gradual reduction in basic tariff however, the high tariff ratio remain

in a place.

2.8 Conclusion

According to literature review it reveals that India is world’s second biggest populous

country and a large consumer market. As a large consumer market many western are

companies willing to start operation in India. Today it can be seen that there is

continues increment in foreign investment in India. Companies are coming to India

for their expansion as India being a huge consumer market.

Though it is attractive place for western investors, the country itself has got some

hurdles for the western investor which has to be considered carefully by the western

firm’s managers. Some firms are struggling with the government policies and

procedures while some are not happy with the infrastructure of the country and some

fail to understand country’s cultural complexities.

So before starting a business in India one must consider its, macro and micro

environmental factors affecting businesses.

------------------------------------------------------------------------------------------------------

3) Foreign trade barriers-:

http://www.ustr.gov/assets/Document_Library/Reports_Publications/2004/2004_National_Trade_Estimate/2004_

NTE_Report/asset_upload_file973_4773.pdf)


40

Chapter III Methodology


41

CHAPTER III: METHEDOLOGY

Introduction to Methodology

To get the in-depth analysis, the effective primary and secondary research were

carried out. Many of the other methods were also considered to find the most suitable

ones for collecting the specific types of data.

3.1 Secondary research

(Clark, Riley, Wilkie and Wood, 2003) Secondary data is the data which is not a new

original data collected but where the research project draws existing sources alone.

The secondary data can be collected from books, journals, government documents,

statistical data, magazines, and other documents.

To collect the secondary source of data, it was important to use variety of different

sources of information. Majority of time was spent in Solapur University library,

India, section D – department of management studies and section- B department of

economic studies, while some time was also spent in Middlesex university’s

shepherds Library- second floor business. Though the other very useful source of

online database search engines like, SAGE journals, Emerald and EBSChost, which

helped to take information from a range of academic sources. Some time was also

spent in Hirachand Nemchand College of Commerce, Solapur, India.

As majority of the medium used for education in Solapur University and in H.N.

College of Commerce is English and the books were also available in English

language so there were no difficulty raised as such, in fitting the collected data in to

the dissertation.


42

3.2 Primary Research

The primary intention behind the study is to find out: the hurdles for the western

companies in Indian market.

Selection of the most suitable and reliable method for the primary data collection is

important. The discussion of why the particular method of data collection had been

selected or declined is also explained.

Primary research is generally refers to research which involves the collection of

original data using an accepted research methodology (Clark, Riley, Wilkie and

Wood, 2003).

3.2.1 Types of Research

There are two different types of research: qualitative and quantitative therefore, first

of all it is important to draw difference between these two types of research methods.

Qualitative techniques depends on the skills of the researchers as an interviewer in

gathering data on the other hand quantitative methods place reliance upon the

researcher instruments employed to gather data and analyse it.

Qualitative research explores attitude, behaviour and experiences, through such

experience though such methods as interviews or focus groups. It attempt to get in

depth opinion from participant. As it is attitude behaviour and experiences which are

important, fewer people take part in research but the contact with these people tend to

last a lot longer, under the category of qualitative research there are many different

methodologies.

Quantitative research generates statistics through the use of large scale survey

research, using method such as questionnaire, or structured interview, if a market

researchers has stopped you on the street, or have filled in a questionnaire which has

arrived through the post this falls under the category of quantitative research. This


43

type of research reaches many more people, but the contact with those people is much

quicker than it is in qualitative research.

Quantitative research is grounded in the positivist social sciences paradigm that

primarily reflects the scientific method of the natural sciences (Jennings, 2001). The

quantitative approach to research usually involves statistical analysis. The data can be

derived from questionnaire survey, observations or from secondary source (Ticehurst

and Veal, 1999)

The main quantitative methods for gathering data are:

Questionnaires

Non-participant observations

Surveys

Veal (1992) believes that these two approaches complement each other and even that

qualitative research should be based on initial qualitative work. Webster, Stephen,

Marshall and William (2004) also refer that the contrasting nature of positivism and

phenomenological approaches can be used to complement each other. The feasibility

of this statement can be backed up with the ‘mixed method approach’ discussed by

Jennings (2002), who states that this type of research is often used to gather

information on the tourism phenomenon, which in some extent is migration process.

3.2.2 Data Gathering Methods

3.2.2.1 Case studies

Case studies is a complex research activity, which involves thorough analysis of

single unite-a person, or a company. However, this method does not allow the

researcher to apply theory developed to other similar cases (Preece, 1994)

3.2.2.2 Interviews

Interviews have been likened to conversation- they are merely one of the many ways

in which two people talk to one another (Benny and Hughes, 1970). There are major

advantages to using interviews. Researches can collect more information and more


44

complex information, response rate is generally very good and can use recording

equipment. Also, interviewer can take a note of body language, gestures or facial

expression of the interviewee (Lewis-Beck, 1996). However interviews can be

difficult to arrange, might be time consuming and quite costly.

There is range of interview types that can be applied while gathering the data.

Unstructured or in-depth interviews are those interviews where there is no formal

schedule. The interviewer has the idea about the issues and might have a list of

relevant topics and these are merely use as a guide (Jennings, 2001). Main

disadvantage about using those types of interviews is that they come up as a bit of

challenge. Interviewer has to be experienced and lead the conversation in order to

gather relevant data. Veal (1992) mentions that in order to conduct a good in-depth

interview research has to have the skills of a ‘good investigative journalist’. For those

who do not posses such a skill, semi structured interview might be another option.

According to Jennings (2001) semi structured interviews can be used by both

qualitative and quantitative methodologies. Those interviews still remain in the way

of conversation type; however the interviewer has a prompt list of issues that focus

the interaction. The main advantage of such interview is that the questions are not

specifically predetermined; therefore the researcher is still able to ask further

clarification on the particular issue (Jennings, 2001). Also the semi-structured

schedule provides a more relaxed interview setting.

Due to a nature of the topic, an interview was not chosen as a method of gathering

primary data. In order to complete the research many opinion have to be gathered and

that can not be possibly done using interview method. Also, because the research

country is quite a bit away from the UK, it would be very difficult to match time with

every interviewee and also very costly (Air ticket, accommodation food, etc.)

3.2.2.3 Observation

Observation can be participant or non-participant, in either way researcher is

observing the surrounding around him. In participant observation researcher becomes

a participant in the process that is being studied.


45

A participant observation raises a number of problems such as admittance to the

particular site of observation and when admitted the way researcher should handle the

activity (Veal, 1992). In this case participant observation is not realistic option

because of the nature of research topic. Furthermore, non-participant observation is

not possible as the subject is not related for example to the length of the queue for

breakfast, but requires educated population opinion and attitude.

3.2.2.4 Surveys

Surveys are methods of collecting the data, where information is gathered through

oral or written questioning. Survey may also include self completed questionnaires

administered by post, e-mail or in person as well as structured interviews carried out

in person over the telephone.

Surveys completed in person can use interviewer complete questionnaire as the tool to

gather information. Mail or e-mail surveys, use questionnaire to gather data. Pilot

surveys, which are small ‘trial runs’ of a larger surveys, are often carried out the

wording of questions, the understanding of terms used, to test sequencing of question

and to gain preliminary estimate of the likely response rate. “A pilot study is simple

way of testing whether the articulation of the method(s) selected for use in a

research programme is adequate to meeting research objectives” (Clark, Riley,

Wilkie and Wood, 2003).

3.2.2.5 Questionnaires

Questionnaires are commonly used data collection method in market research. A

questionnaire helps to gather the data which can not be found elsewhere such as

books, newspapers, and internet resources. The data which you get from the research

questionnaire will be fresh and unique. Questionnaires are mainly used to find out

people’s opinion about the focused topic (Walonick, 2004).


46

The main advantages of using questionnaire are:

Very cost effective compared to face to face interview.

Easy to analyse

Familiar to most people

Less intrusive than telephone or face to face surveys.

Can cover a large number of people.

While using the questionnaires to perform primary data collection it is very important

to remember some major disadvantages of using that method. First of it, is very

difficult to design a perfect questionnaire from a very first time. Bell (1992) suggests

that producing a really good questionnaire is harder than it might be imagined.

Another problem with questionnaire is regarding the actual question itself, which have

to be relatively simple. The advantageous of questionnaires being anonymous can also

bring some disadvantageous of not being able to offer assistance if needed. The major

advantage of using questionnaire is reliability and validity of the data collected

depends upon respondents’ memories and forthrightness (Lewis-Beck, 1996).

Generally questionnaires are used when research is specific on the subject of the

investigation; the research is covering a relatively large number of people gathering

facts or opinions; or when the researcher is trying to establish the extent of something

(Veal, 1997). Special data processing is often needed because of the considerable

amount of missing data or simply to evaluate data received and present it in

graphs/charts (Lewis-Beck, 1996).

Questionnaire may be self completed or interviewer completed. The interviewer

completed questionnaire gives an opportunity for face to face interaction, which can

contribute to increased participation; it can also bring it clarification sought by the

respondent regarding language problems or term used (Jennings, 2001). However, that

sort of activity would involve high travel cost and tend to be rather time-consuming,

as well as refuses the possibility of anonymity. Whereas self completed questionnaires

bring the respondent peace and quietness with regards to filling in questionnaire at

their own time at pace. On the other hand respondent may not able to seek assistance

or clarification on the questions if needed. Respondent may not understand the


47

language of the questionnaire and therefore it may result in questionnaire being partly

completed or not-completed at all, which would lower the response rate (Jennings,

2001).

For this particular research it was decided to compile a self-completed and

interviewee completed questionnaire and self completed questionnaire were e-mailed

to several businessmen/ employees working in foreign companies in India. Author has

also tried to interview few employees of the western firms in Indian market. For self

completed questionnaires the e-mail addresses were gathered from their company’s

websites, and for interviews the data were gathered with the help of friends and

relatives contacts.

The Sample size were 44 Businessmen/ employees

3.2.3 Sampling

Sampling is a process that involves the selection of some members of the larger

population (Bell, 1992). In most survey research and some observational research it is

necessary to sample. Usually sampling approach is used where research is concerned

with a wide group of population (Veal, 1997). Samples are frequently studied in order

to learn something about the characteristics of the larger groups of which they are part

(Clark, Riley, Wilkie and Wood, 2003).

Sampling can be random and non-random. The key feature of non-random sampling is

that items for research are chosen not randomly but purposively (Clark, Riley, Wilkie

and Wood, 2003). Random sampling is a sampling technique where a group of subject

for a study is selected by the researcher from a large group (a population). Each

individual is chosen entirely by a chance and each member of the population has a

chance of being included in the sample (Easton and McColl, 1997). In the Non-

random sampling, the members of the population do not have the same chance of

being selected.

Random sampling can be split into three types: random sampling, stratified sampling,

systematic sampling and cluster sampling. Simple random sampling is the selection of

element from population where each element in that population has an equal chance to

actually being selected (Clark, Riley, Wilkie and Wood, 2003). It is usually used for a


48

smaller number of people, very tedious and time consuming for large samples. A

stratified sample is obtained by taking samples from each sub-group of a population

(Easton and McColl, 1997). According to Clark, Riley, Wilkie and Wood (2003) the

objective of stratified sampling is to ensure that the sample drawn is as representative

as possible of the population under study. Systematic or sometimes so called quasi-

random sampling method is not wholly random. Only the first item selected from

population is random, thereafter subsequent selection are related systematically to the

first.

Cluster sampling or clustering is a technique often used when a large geographical

area is at the heart of the sampling requirement (Clark, Riley, Wilkie and Wood,

2003). It is also used when a random sample would produce a list of subjects so

widely scattered that surveying them would prove to be far too expensive. This

sampling technique may well be more practical and economical than simple random

sapling or stratified sampling (Easton and McColl, 1997).

For this particular research, sampling has been simplified to non-random sample

where an author has chosen only existed Western companies and those western

companies who willing to start their operations in India. Therefore the participants

have been chosen on purpose for that specific reason of the survey.

There are more than thousand foreign companies situated in India, out of which few

were selected as a samples for the survey. On the other hand few companies willing to

start business in India were also considered to be a part of sample.

3.2.3.1 Population-:

Population in sampling refers to a process through which a group of representative

individuals is selected from a population for the purpose of statistical analysis, it is

essential beforehand to specify the population and the sample for the particular

research. (http://www.wisegeek.com/what-is-a-population-sampling.htm)

Population is an entire collection of carefully defined set of people. (Lehman,

O’Rourke, Hatcher and Stepanski, 2005)


49

Employees and businessmen for foreign companies were considered as population for

this research

3.2.3.2 Sample

Sample is a subset of the people, objects or event selected from the population. That

researcher will actually examine in order to gather information.

(http://score.kings.k12.ca.us/lessons/wwwstats/population.html)

Finally for this research it was decided to go with the questionnaire with the general

questions. In total more than 150 Questionnaires were sent by email to different

western companies and employees working in western companies, the response rate

for which was very poor. Out of 150 questionnaires only 37 questionnaires were

received back. Also seven interviews were conducted the response rate for which was

100%. Therefore the sample size of this study was 28% with 37 questionnaires and 7

interviews of the total population


50

C h a p t e r IV F i n d i n g s


51

CHAPTER IV: FINDINGS AND ANALYSIS

4. Introduction to Findings

As mentioned in the methodology chapter there was a survey conducted, which

involved self completed as well as interviewer completed questionnaires. For the self

completed questionnaires it was decided to distribute the questionnaire vie e-mail to

the employees and owners of the westerns firms operating businesses in India and the

data for which was collected from the internet, and for interviewer completed

questionnaire face to face meetings were arranged where as in some cases the

interview is conducted with the help of internet using webcam service and to arrange

a meeting personal contacts with the people were used. Research findings were very

important part of the investigation, which helps to form final conclusions.

4.1 Presentation of Findings Presentations of findings have been split into findings from the individual questions of

the questionnaire, including any relevant graphs and diagrams reflecting on

respondents’ answer.

4.1.1 The Questionnaire

Of the 150 e-mailed questionnaires, there were 37 questionnaires completed and

returned to an author. Therefore, overall response rate of the survey is 25%. Also 7

top level employees (from Proctor and Gamble, British Telecom, Pelicans

manufacturing Ltd., Pizza Hut, City Bank group, HCL Technologies) were

interviewed and the response for the interview was 100% hence, in total 44

questionnaires are used in the analysis of the results including the interviewers

completed questionnaires. Full results from the questionnaires are summarised in

appendix which is enclosed in the appendices chapter after the bibliography.


52

Question 1

This question was asked to respondents to specify the type of the industry they own/

work for. The results have shown that majority of the respondent works for

manufacturing industry.

Table no. 6

Type of Industry Service

Industry

Manufacturing

Industry

Number of Respondents 18 25

Percentage of total number of respondents 41% 57%

(Note-: one respondent failed to answer the question)

Question 2 This question was asked to find out what are the different problems existed in Indian

market for the western firms. The four major problems those are Indian government,

Indian culture, trade barriers and Indian infrastructure were highlighted. From the

analysis of the questionnaire results it is clear that majority of the respondents 41

(93%) believes that they face problems with Indian infrastructure, where as 36 (82%)

believes that government is also a major problem in Indian market, on the other hand

24 (55%) respondent believes culture is hurdle for the western firms in India and

where as 16 (36%) believes that Trade barrier (Tariffs and quotas) are barrier in India.

Table No. 7

It was also surprising to know that 17 (39%) of respondents have marked all the

problems. (Appendix)

Problems Indian Government

Indian culture

Indian infrastructure

Trade barriers

No of respondents

36 24 41 16

Percentage 82% 55% 93% 36%


53

Question 3 This was the key question as hurdle for foreign investment in India was the focus.

Respondents were asked the strongest hurdles for the foreign investment in India. The

results from the survey reveals that Indian infrastructure is the biggest hurdle for

foreign investment in India as 19 (45%) respondent highlighted to Infrastructure,

followed by politics with 11 (25%) respondent saying it the biggest hurdle for the

foreign investment in India. According to 10 (22%) respondents culture is the biggest

hurdle for the foreign investment in India, where as very few 4 (8%) respondent feel

that competition from the domestic firms is hurdle for the foreign investment in India.

Chart 3

Major hurdles for western firms in India Market

0

5

10

15

20

Culture Govt;/politics compitition fromdomestic firms

Infrstructure

Hurdles in India

No

of R

espo

nden

ts


54

Question 4 Respondent were asked to answer what part/department of the organisation is mostly

affected by Indian business culture. The research shows that 24 (21%) respondent say

culture is one of the problem in Indian market and out of the 24 respondents most of

the respondents said that Indian culture is barrier for communication, followed by 14

(58%) of the respondent, where as 6 (25%) respondent said that Indian business

culture can be barrier for Human resource management. Where as according to 3

(13%) of the respondents said that culture can affect marketing. According to only 1

(4%) of the respondent culture can affect public relation. Majority of the firm have

faced cultural problems to manage their Human resource as well while

communicating.

Chart 4

western firms Department affected by culture

25%

58%

13%4%

human resourcecommunicationmarketingpublic relation


55

Question 5

This question was asked to the respondent to rate the Indian government. Result

shows that, out of 44 respondents 36 (82%) respondents believes that government can

be the problem in India for western firms (Q.2 Analysis) thus this question was

limited to 36 respondents only. Out of which more than half, that is 20 (56%)

respondent rated Indian government as bad, where as 8 (22%) respondent marked it

fair. 5 (14%) respondents said that Indian government is worst, and only 3 (8%)

respondent marked good to the Indian government.

Chart. 5

Rating to the Indian government by western firms

0

5

10

15

20

25

Good Fair Bad Worst

Ratings

no o

f res

pond

ents


56

Question 6 Respondents were asked to highlight the area of Indian government strongly affecting

the corporate world in India. Results have revealed, out of 44 respondents 36 (82%)

respondents believes that Indian government is one of the problems for western firms

in India (Q.2 Analysis) hence, this question was only limited to 36 respondents from

which Majority of the respondent 15 (42%) said that corrupt Indian government affect

a lot to the corporate world in India, where as 9 (25%) respondent said that unstable

politics affect a lot, on the other hand according to 6 (17%) respondents Indian

government policies and government structure affect a corporate world.

Chart. 6

Major part of indian govt has bad effect on western firms in India

02468

10121416

Political instabiltiy Govt; Policies Corruption Govt; Structure

Characterestics of indian govt;

No

of re

spon

dent

s


57

Question 7 The respondent were asked to mark Indian infrastructure on scale of 1 to 6, 1 being

worst and 6 being Excellent, it was surprising to note that out of 44 respondents 41

(93%) (Question 2 analyses) respondents believe that infrastructure is one of the

major problems for western firms in Indian market. Thus this question limits to 41

respondents.

Table- 8 1-Worst to 6- Excellent Rating by western Firms

1 2 3 4 5 6

Numbers of

respondents

7 7 22

4 1 -

Percentage of total

number of respondents

17% 17% 54% 10% 2% -

Above table clearly indicates that approximately 54% respondents said that Indian

infrastructure for doing business is poor, followed by 34% respondent who said Indian

infrastructure is worst for doing business. It was also interesting that null respondent

said that they are very happy with the Indian infrastructure.

Question 8 Respondents were asked about the new Indian culture which has an influence of

western culture, is it creating favourable environment for the western organisation?

The majority of the respondents agree to the question that the new Indian culture is

making favourable environment for the western organisation.

Table no.9

Answer Yes No

Number of Respondents 30 14

Percentage of total number of respondents 68% 32%


58

Question 9

This question is aimed to find out how many companies would prefer other location

apart from India for their business expansion. Majority 22 (50%) of the respondents

choose China on the other hand only 15 (34%) respondents prefer to expand their

business in India. 5 (11%) and 2 (5%) respondents prefer Vietnam and Hong-Kong

for their business expansion.

Chart no.7

Prefered location for the business expansion by western firms

in India

34%

50%

11% 5%

India

ChinaVietnamHong-Kong


59

Question 10 This question asked respondents to specify the intellectual property rights in India.

Result has shown that the majority of respondents participating in to the research said

that Intellectual property rights in India are too weak.

Chart 8

i

According to 50% respondents Intellectual property rights in India (TRIPS) is weak,

where as 34% of the respondents said its very poor, 16% respondents believe that

Intellectual property rights in India is strong.

Intellectual property rights in India (According to western Firms)

Strong 16%

Weak50%

Very Poor34% Strong

WeakVery Poor


60

Question 11

This question was asked to know the level of the satisfaction of the western firms

operating in to the Indian market. According to the survey results it is clear that most

of the firms are dissatisfied with 20 respondents, where as 11 respondents said that

they are extremely dissatisfied, there are 13 respondents who were satisfied with the

Indian market. This was also surprising that null respondents were extremely satisfied

with the Indian market.

Chart 9

western firms Level of satisfaction in Indian market

0%30%

45%

25%extremely satisfy satisfydissatisfyextremely dissatisfy


61

4.2 Analysis of Findings The primary research aimed at major research question, Problems faced by western

firms in Indian market.

“What are the macro (internal and external) businesses environmental factors

affecting western organisations in Indian market?”

While there was no direct answer given to that question, there is a possibility to draw

the conclusion from answers given to various question throughout the questionnaire.

4.2.1 Analysis of Questionnaire results

Question one was asking respondents to specify the type of the industry they own or

work for, which helped to establish that both industry faces different problems than

each other which then can help to test the hypothesis. Result showed that the majority

25 (57%) of the respondents marked they work for manufacturing industry, where as

only 18 (41%) works for service Industry.

This question helped to draw a conclusion that most of the service Industries faces

problems with the culture and politics in India, where as majority of the

manufacturing industries faces problems with the Infrastructure of the country

(Appendix I).

Question two was asking respondents about the problems existed in Indian market, as

to study the macro business environmental factor affecting businesses in India was a

major objective of the study, four major macro problems in India were highlighted

and respondents have to choose from Indian government, Indian culture, Indian

infrastructure and Trade barriers.


62

This question was the base for the major questions of the questionnaire, which will

then help to find out the different percentage of firms facing different problems and

from which the final conclusion will be formed.

Question three is the focused and major question of the survey which asks

respondents to highlight the strongest hurdle for the western organisations in Indian

market amongst four major macro business environmental factor affecting

organisation in Indian market, these are, culture, politics, competition from the

domestic firm and infrastructure.

Majority of the respondents (45%) highlighted Infrastructure as the strongest hurdle,

where as 22% respondents said politics/ government is a problem for the western

firms in India.

This question helped to achieve the objective as this question highlights the

strongest hurdle for the western organisations in India.

Question four is a sub question of question 2; this question concerns about what part/

department of the organisation faces difficulties with the Indian culture. It is clear

from the result of the question no.2 that out of 44 respondent only 22 (50%)

respondents believes that culture is one of the problems in Indian market. Out of 22

respondents majority of the respondents 58% say that culture is a barrier for the

communication and 25% believes that it’s a hurdle for human resource management.

This means that western firms face problems to communicate with Indian people due

to cultural complexities.

From this question author can study the internal business environmental factors

affecting western businesses in India as author can identify the specific

area/department of the western firms where Indian culture is a hurdle.

Question five is also a sub question of question no. 2, from question 2 it is clear that

out of 44 respondents 36 (82%) respondent believe that Indian government is one of

the problem for the western firms in Indian market limiting to 36 respondents. This


63

particular question finds out, were the Indian government policies and procedures are

appropriate for the western firms? The results shows that majority of the respondents

(56%) marked ‘bad’ to Indian government where as 14% of the respondents marked

‘worst’ to the Indian government.

This question helps to fulfil one of the objective of the author as it helps to find out, is

the political and legal environment of India is appropriate to western firms or not?

The results help to conclude that Indian political and legal environment is not

appropriate for the western firms.

Question six was trying to find out the specific area of the Indian government

affecting western firms in Indian market. As this is also a sub question of question

no.2 this question is also limited to only 36 (82%) respondents out of 44.

This question also leads towards the specific area of the political and legal

environment affecting western businesses in India. Majority of the respondents

(42%) said that corrupt Indian government is major hurdle for their firms in Indian

market.

The intension of question seven was to know the compatibility of the Indian

infrastructure for the western businesses. To know this, the marking system is used

where respondents were asked to mark the Indian infrastructure from 1-6 (1-worst and

6- Excellent).

This question is also a sub question under question no.2 that is why this question was

limited to 41 (93%) respondents. Results from the question six revels that Indian

infrastructure is not compatible for the western organisations as majority 52% marked

3, 18% marked 2 and 16% respondents marked 1. This clearly shows that western

firms are unhappy with the Indian infrastructure; this question helps fulfil author’s

objective of studying the external business environmental factor affecting western

firms in Indian market.

Question eight was asking respondents about the current Indian culture which is quite

similar to western culture and whether it is creating favourable environment for


64

western businesses in India or not? Majority (68%) of the respondents answered ‘yes’

where as close to yes, 32% respondents said ‘no’

This question help to know whether the culture still remains challenge for the western

firms in Indian market or not? This question also helps for the hypothesis testing.

Question nine is one of the major questions where respondents were asked to choose

the country for their business expansion in Asia; the respondents had to choose from

India, china, Vietnam, Hong- Kong. Majority 50% of the respondents choose China as

a place for their business expansion. 34% of the respondents said that they will stick

to India where as 11% respondents have chosen Vietnam and only 5% choose Hong-

Kong as a place for their business expansion. Apparently, 66% respondents would not

like to expand their business in India.

This question helps to compare two countries business environment which will help

the author to find out the weaknesses in India business environment as the question

also contains the reason for the choosing particular country.

Question ten was aimed to find out is there proper security act existed in India or not?

To know this, respondent were asked about the intellectual property rights in India,

the respondent had to choose from strong, weak and very poor.

Results from this question shows that Intellectual property rights in India is weak

according to 50% respondents where as (34%) respondents intellectual property rights

in India is very poor. From the result of this question it is possible to conclude that

India lacks to protect the intellectual property.

This question also helps to highlights lack of security laws in Indian market which is

also one of macro problem for western firm in Indian market.

Question eleven help to check the level of satisfaction of the western firms in the

Indian market, the survey revels that majority (45%) of the respondents are not

satisfied where as 25% respondents are extremely dissatisfied with the Indian market

due to the problems existed in Indian market.


65

As this was the last question the question summarise the total numbers of satisfied and

non satisfied western firms in Indian market, from this question an assumption can

be made that due to existing problems in Indian market respondents are not

satisfied.

To sum up the questionnaire supports to the authors objective of studying macro-

internal and external business environmental factors affecting western businesses in

India.


66

4.3 Hypothesis Testing H.1 Western firms are facing problems in India because

a) Culture- To test the hypothesis primary and secondary data was used. From

the secondary data it can be concluded that India being a culturally complex

country containing almost all the religions of the world. Doing business in

India is challenging due to the cultural differences between western and Indian

organisations. Author Greet Hofstede in his most successful cultural

dimension theory, 1980 highlighted the difference between Indian and

UK/western culture in terms of individualism and collectivism, low and high

power distance, uncertainty avoidance. The scores calculated by him clearly

indicate the cultural difference between western and Indian culture affects

management operations while operating in a cross cultural environment.

Where as few other authors have also tried to differentiate Indian and western

culture from different way.

All the literature reviewed indicates that, the background, culture, beliefs, way

of living of a particular person mould his way of thinking which may becomes

a barrier in working across the culture, which can also possibly lead to cultural

clash or misunderstanding which may lead to business failure.

On the other hand primary data from carried out survey indicates that culture

is no more a major problem to western firm operating in India. Primary data

reveals that out of 44 respondent only 24 respondents believe that culture is

one of the problem in Indian market (Question 2, Analysis) where as only 10

respondents believe that culture is the strongest problem in Indian market

(Question 3, analysis) which clearly shows a small group of the respondents

still believes that culture is a strongest problem for western organisation in

India, where as according to 30 (68%) respondents the current Indian culture

which has western influence to it, is making favourable environment for the

western firms in Indian market (Question.8 Analysis).


67

Rapidly developing media communication, Bollywood movies which are

mostly copied from the Hollywood movies has made a major impact on the

majority of the young generation in India, also increasing number of folks

working or taking education from western organisations have changed the way

of thinking which ultimately affect their culture. Today’s Indian employee is

more individualistic than collective, even the power distance is not as high as

before and which is still coming down, rapidly increasing nuclear families and

reducing number of joint families are all examples of Indian culture heading

towards western culture. Apparently cultural dimension theory, 1980 is not

applicable for today’s Indian culture because the theory does not highlight the

current difference in Indian culture and western culture. Primary research

made it evident that culture is no more a major problem in today’s Indian

market because today’s Indian culture has a major influence of western

culture, which is making favourable environment for western firms. Hence,

Hypothesis number H1 (a) is rejected.

b) Poor Infrastructure- the review of the literature reveals it is not compatible

for western firms to operate, due to improper transportation facility and

shortage of electricity as far as Indian infrastructure is considered. According

to World Bank, 2006 there is need to invest more for infrastructural

development to maintain a planned GDP of 9% per annum.

Where as results from carried out survey reveals that India’s poor

infrastructure is a strongest barrier for the western firms in Indian market

because out of 44 respondents majority 41 (93%) respondents believes that

infrastructure is a one of the major problem in Indian market (Q.2 analysis)

and out of that, majority 19 (45%) respondents believe that infrastructure is the

strongest problem (Question 3, Analysis) proving with the support of question

number 7 where according to 36 (82%) respondents Indian infrastructure is not

suitable for doing business, which clearly shows that western organisations are

not happy with the Indian infrastructure and they see Indian infrastructure as a

strongest hurdle for the western organisations, on the other hand the analysis

of questionnaire results also reveals that the few service organisations believe


68

infrastructure is a major problem for their businesses in India where as

mostly manufacturing firms are facing problem with the infrastructure of

the country (HYPOTHESIS H.3). Hence, the Hypothesis number H.1 (b) is

null.

C) Government policies & procedures- The review of the literature reveal that

Indian government is very slow in case of carrying out business procedures

and it also discusses about the corruption and policies of Indian government

towards foreign investment. Hong-Kong based organisation rated Indian

government a low possible grade.

Where as results from the carried out survey reveals Corruption is a major part

of government which affects western organisations in India as out of 44

respondent 36 respondents believes that Indian government is a hurdle for the

western organisations (Q.2 Analysis) out of 36 respondents majorities 15

(42%) of the respondent said corruption is major part of Indian government

which affect western organisation while operating in India (Q.6 analysis).

Hence it is clear from the survey that Indian government is the second biggest

barrier for the western organisations while operating in India. On the basis of

the questionnaire result author assumes that corruption can be a major reason

which is making Indian governmental procedures slow and lengthy,

affecting the western investment. Hence, hypothesis no.2 H.1 (c) is accepted.

H2. Problems existed in Indian market is a major cause for less FDI in India than

China.

This hypothesis will be tested by using primary, secondary data and hypothesis

number H.1. As mentioned in the introduction part India is a second most attractive

place for foreign investment only after china (World investment report, 2008) we see

that western firms are investing more in china as compare to India. Hypothesis

number H.1 made it evident that Indian infrastructure and Indian government are the

two biggest problems for the western organisation in Indian market which is cause for

less FDI as compared to china.


69

Results from the questionnaire reveals that out of 44 respondents 22 (50%)

respondents would prefer to expand their business in China where as 15 (34%)

respondents would prefer to stay in India. On the other hand 5 (11%) and 2 (5%)

respondents respectively would prefer Vietnam and Hong-Kong for their business

expansion (Question no.9 Findings).

According to the respondents answer, the reasons for choosing china or any other

country over India are infrastructural or governmental problems, for example shortage

of electricity, weak political system, corruption and their affect on businesses, low

availability of funds. Results from question no.3 clearly shows that infrastructure is

major problem in India for western firms and with the help of question 7 it is clear

that majority of the respondents (55%) are not happy with the Indian Infrastructure for

the business, where as Indian government is the second strongest hurdle for western

organisation in India (Q.2 and 3 analysis) proving with the help of question number 5

where 56% of the respondents marked Indian government poor towards foreign

businesses.

On the basis of the available data lets assume China, Vietnam, and Hong-Kong is

‘x’ and India is ‘y’ so x=29 and y=15 followed by x>y. Surely by using simple

mathematical formula and with the help of Hypothesis H.1 this can be conclude that

due to problems existed in Indian market western firms gives first preference to other

three countries than India. Hence, it is possible to state that the hypothesis number

three is accepted since the number of people prefers to locate in other countries over

India.


70

Infrastructural problem

0%

10%

20%

30%

40%

50%

60%

Service industry M anufacturing Industry

T yp e o f ind ust ry

Political and cultural problmes

0%

20%

40%

60%

80%

Service indust ry Manuf acturing Indust ry

Ty pe of indust r y

H3. Manufacturing firms and service firms faces different problems in Indian market. To test the hypothesis, primary research data from the carried out survey was used.

Survey results have revealed out of 18 service industries 13 (72%) respondents

believes that culture and politics is the major hurdle for their businesses in India,

where as only 4 (22%) respondents from the service industry says that infrastructure is

a problems for their firm in India, on the other hand out of 25 manufacturing industry

14 (56%) respondents believes that infrastructure is major problem for their firms in

India, Where as only 8 (32%) respondents stick to the political and cultural problems.

Chart 10 Chart 11

Above figures clearly shows that both service and manufacturing industries faces

different problems in the Indian market. As per figure no. 10 72% of the respondents

from the service industries as compare to 32% from manufacturing industry say

political and cultural are the strongest problems for their businesses in Indian market.

On the other hand 56% of the manufacturing Industries believe that the infrastructural

problems are the major in Indian market, with 22% of the service industries. Hence,

on one hand it is possible to state that hypothesis is accepted, since both types of the

industries believe in two different problems.

It is clear that manufacturing firms says infrastructure is a problem for the foreign

investment in India, on the other hand service industry says culture and politics is a

problem for foreign investment in India. This hypothesis supports to the J. Farndons


71

assumption that the “Hi tech industry which have started India’s boom doesn’t rely on

its infrastructure”.


72

Chapter V

Conclusion


73

CHAPTER V: CONCLUSION

The aim of the dissertation was to find out the problems faced by western firms in

Indian market and also to prepare a kind of guide book for the western firms heading

towards India. To find out the strongest hurdle for the western firms in Indian market

was also one of the objectives of author. In order to achieve the aims of the project

research by means of questionnaire, literature review, hypothesis testing were carried

which highlights the problems for doing businesses in India market.

At first the secondary research highlights major problems like, culture, poor

infrastructure, government policies, weak intellectual property rights, corruption, and

trade barriers in Indian business environment.

Secondly, primary research undertaken has made evidence that, problem like poor

infrastructure and corruption in Indian government are the major hurdles for the

western firms operating in Indian market and due to which western firms prefer China

over India as a destination for their business expansion.

Primary research also helped author to find out important and very interesting result

that due to influence of western culture on current Indian culture, “Culture” is no

more a strongest hurdle for the western organisations in Indian market. With the help

of this major finding author conclude that the Greet Hofstede’s cultural dimension

theory (1980) is not applicable for today’s Indian culture, and predict that if the same

study would be conducted in today’s Indian culture, there would be major variances in

scores which surely will show the less difference in between UK/ western culture and

Indian culture, because today’s Indian culture is more similar to the western culture.

Research made it evident that; current boom in Indian economy is not based on the

major problems like poor infrastructure, so the booming economy should not be taken

as factor of attraction by western organisations.

From the study, author concludes that, Indian infrastructure seems to be far below the

standard for western firms operation, intellectual property rights are also not strong,


74

where as culture is not a major problem in India, particularly for the manufacturing

firms, it is essential for service industries to address the lay of the land in India, the

people, the culture, and the background of the people in the industry that they are

dealing with. Probably the most important step in all this is realization that there is a

cultural difference between the nations and it needs to be addressed.

It is also true that Indian government is corrupt which causing procedurals delays in

business operations. All the existing problems causing dissatisfaction amongst the

western firms in India, that is why Western firms need to understand these facts of

Indian business before they enter into Indian market. There needs to be some quality

time spent upfront before beginning any business.

The biggest success of the research is that author could highlight exactly the same

barriers for the western firms in Indian market, which recently have been highlighted

by the president export council Washington D.C. 20230 and sent a letter to Indian

authority to improve the highlighted area (International trade administration, Dept; of

Commerce, Govt; of United states of America, 2007) (Appendix III). On the other

hand author could highlight only one problem that is “Culture” which can be

specifically applicable to the western firms in India, though rest all the problems are

applicable to western firms operating in India but they can also be applicable for local

businesses as well, so they can be seen as communal problems.

The research has been extremely enlightening and beneficial as it include cross-

cultural comparison from business point of view, where as it also highlights the

strongest hurdle for the western organisations in India. This study also helps to study

the legal environment of the country, however author was limited with his study as

author fails to highlight one of the current and ongoing problems in India,

“Terrorism” which is one of the major problem in India today, as recently there was

terrorist attack on several hotels in Bombay, which had created unpredicted political

instability which ultimately affected the corporate world. However the investigation

can be developed for future study.


75

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76

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88

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Appendices


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problems faced by western firms in indian market

Documents