Most companies can find a distributor or register an entity. Far fewer get to a second year of growth. This is the work of choosing the right market, the right route in and the right partner, and then fixing it when the first attempt stalls.
Most companies can register an entity or find a distributor inside a few months, India and Europe both have well-worn paths for that. What's much rarer is a foreign business that's still growing in its second and third year. FICCI's own data puts the failure rate for foreign companies in India above 40 percent within five years, and the pattern isn't usually a market that turned out to be too hard. It's a market that was never properly sized before entry, a distributor relationship that quietly became the company's only route to its own customers, or a subsidiary that hit its first plateau with nobody accountable for pushing through it. Between 2014 and 2021, more foreign firms exited India than most people assume, even as thousands more arrived in the same window, arrival and survival are different problems, and most consultancies only ever help with the first one. This family covers both directions of that same arc: the research and structure that gets a company in properly, and the sales, distribution and turnaround work that keeps it growing once the opening excitement wears off.
Feasibility, entity structure, partner search and go-to-market, with representation from day one.
The same discipline applied to a European entry, entity, VAT, product conformity and channel.
A decision document, not a research report. Which states, at what price, with which licences.
A distributor shortlist with references checked, not just a longlist of names.
Finding buyers and partners in Europe who screen on compliance and reliability first.
Fixing the channel that made sense at entry and now owns the customer relationship.
A 90-day plan for a subsidiary or JV that's stopped growing, with a named owner for each action.
Using the UAE and Saudi Arabia as a logistics and representation base for the wider corridor.
Every engagement in this family starts with the same discipline: a clear go or no-go before we let you spend real money, then direct execution rather than a handover. We write the feasibility study, and we're the ones held to what it recommends. Where growth stalls after entry, the same team runs the diagnostic and the fix, not a separate turnaround division starting from zero on your history.