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E-commerce and Logistics Management Analysis

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The provided text includes a list of sources related to e-commerce and logistics management. The assignment appears to be from a business or economics course, requiring the student to analyze and discuss various aspects of e-commerce and logistics, including market trends, industry developments, and company strategies. The summary of the assignment is not explicitly stated, but it can be inferred that the student needs to provide an overall analysis of the e-commerce and logistics industry, discussing its current state, challenges, and future prospects.

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BUS344 INTERNATIONAL MANAGEMENT
MAJOR PROJECT PROPOSAL
LECTURER: DR JURGEN RUDOLPH
GROUP MEMBERS NAME:
APRIL HOON BOON TENG (33378201)
LEE YI HUAI (33413826)
ONG KWEE CHEN, ANGELIA (33483324)
CHRISTINA TJAHYADI (33499746)
YAP JIA KERR, ASHLEY (33574575)
TOTAL WORD COUNT: 11,1565
REFERENCE STYLE: APA 6TH EDITION
URKUND SCORE: 1%

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Page 2 of 65
TABLE OF CONTENTS:
1. Executive Summary.......................................................................................... 5
2. The e-commerce and logistics industry ............................................................ 6
2.1 Logistics for the e-commerce industry in Singapore ......................................... 7
3. Ninja Van’s Company Introduction ......................................................................... 8
3.1 Mission and Vision ............................................................................................ 9
3.2 Company Profile ............................................................................................... 9
3.3 Shareholder structure ..................................................................................... 10
4. Ninja Van’s services in India ................................................................................ 10
4.1 Ninja Van’s entry in India ................................................................................ 11
4.2. Porter’s Five Forces Analysis ........................................................................ 12
Threat of New Entrants – Medium to High ............................................................ 12
Bargaining Power of Buyers – Medium................................................................. 13
Bargaining Power of Suppliers – Low ................................................................... 13
Threat of Substitutes – Low .................................................................................. 14
Industry Rivalry – High .......................................................................................... 15
4.3 Customer Profile and Demand Analysis ......................................................... 15
Geographic Segmentation .................................................................................... 15
Demographic Segmentation ................................................................................. 16
Psychographic Segmentation ............................................................................... 16
Behavioural Segmentation .................................................................................... 18
5. Environmental Factors ......................................................................................... 19
5.1 PESTEL Analysis............................................................................................ 19
Political ................................................................................................................. 19
Economic .............................................................................................................. 21
Social-Cultural ...................................................................................................... 22
Technological ....................................................................................................... 23

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Environmental ....................................................................................................... 23
Legal ..................................................................................................................... 24
5.2 SWOT Analysis............................................................................................... 25
Strengths .............................................................................................................. 25
Weaknesses ......................................................................................................... 25
Opportunities ........................................................................................................ 26
5.3 Hofstede’s Cultural Dimension........................................................................ 27
5.4 Government Constraints and Incentives ......................................................... 29
6. Business Strategy ................................................................................................ 30
6.1. Product/ Service Positioning .......................................................................... 30
6.2 Pricing Strategy .............................................................................................. 33
6.3. Distribution and logistics ................................................................................ 34
6.5 Advertising and promotion .............................................................................. 48
6.8 Future plan ..................................................................................................... 54
7. Ninja Van’s financial planning .............................................................................. 55
7.1. Benefit-Cost Analysis ..................................................................................... 55
Projected Profit and Loss Statement Forecast for Ninja Van from Year 2020 to
Year 2022 ............................................................................................................. 55
Projected Profit and Loss Statement Forecast for Ninja Van from the Year 2020 to
the Year 2022 ....................................................................................................... 57
Projected Expenses Forecast for Ninja van Pte Ltd from the Year 2020 to the Year
2022...................................................................................................................... 57
Projected Expenses Forecast for Ninja Van Pte Ltd in the Year 2020 .................. 58
Projected Expenses Forecast for Ninja Van Pte Ltd in the Year 2021 .................. 59
Projected Expenses Forecast for Ninja Van Pte Ltd in the Year 2022 .................. 60
Cash Flow Forecast for Ninja Van for the Year 2020 to the Year 2022 ................ 61
Forecasted Three Years Performance Summary ................................................. 62
8. Management Consideration ................................................................................. 63

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8.1 Personnel/sales force factors ......................................................................... 63
8.2 Business advisers ........................................................................................... 64
8.3 Contingency plans .......................................................................................... 64
9. Conclusion & Recommendation ........................................................................... 65
10. References ......................................................................................................... 66

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Page 5 of 65
1. Executive Summary
Ninja Van is one of Singapore’s fastest growing last-mile e-commerce logistics
company. With the support of Grab, a mobility technology company in Singapore, it is
set to scale up strategically within the region. With the e-commerce industry booming,
this business plan aims to look into the probability of Ninja Van venturing into India by
exploring all the business aspects of a joint venture.
India has one of the highest growth rates and the fastest economies in the world. With
its technology capabilities and strategic planning, the report will dissect the
advantages, and disadvantages Ninja Van will face upon entering this new market.
PESTLE and SWOT analysis will be used to deep dive into the macro-environment
factors for both Ninja Van and the host country, as well as the potential encounter of
opportunities.
This report will provide further insights as to the ideal way to enter a challenging
market- India, by using the 7Ps of the service marketing mix as a business strategy.
With the immense growth in the service industry, customers are not only focused on
the outcome but also obsessed with customer experience. This plan will be tailored to
suit the India market from advertising and marketing to its pricing strategy.
To conclude the report, contingency plans will be put in place in the event of
operational failure or unforeseen circumstances such as the occurrence of a natural
disaster. The report will also cover suggestions for management consideration and
business advisors.
Based on the three years forecasted profit and loss statement, the first year inevitably
reflects a net loss given penetration of new markets and minimum branding awareness.
Fortunately, the result for the following two years is projected to look positive at a
gradual pace. With the right strategy, local expertise and patience, Ninja Van’s entry
into India can be successful.

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2. The e-commerce and logistics industry
Technology is proliferating over the years, driving the e-commerce industry to
significant growth over the world. The global sales of e-commerce grew by 18% from
2017 to 2018. Consumers spent $2.86 trillion on the internet in the year 2018. The
internet has changed how people shop and enable consumers to shop in the diverse
market across the globe (Young, 2019).
The evolution of the e-commerce industry has changed the logistics and transportation
management system. Hence, the role of last mile delivery is increasingly important as
it facilitates the issue of limited vehicle capacit y, while e-commerce customers have
high expectations for the arrival timing of their items from order till delivery (Burnson,
2019). The global logistics market is expected to grow from $8.1 trillion in 2015 to
$15.5 trillion by 2023. The e-commerce market place such as Amazon, Taobao and
others are driving forces for the expansion in the logistics industry (Henry, 2019).

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2.1 Logistics for the e-commerce industry in Singapore
The logistics industry is a critical enabler to Singapore’s economy. Singapore has the
strategic location of the heart of Asia, and its logistics professionalism has helped to
attract the world’s top 25 third-party logistics company to establish their headquarters
in Singapore (Zhang, 2018). Singapore has the quickest time in export and import,
and imported goods to Singapore take merely 30 hours to clear the border compliance
process (TAN, 2018). Besides, Singapore has the highest demand for online
purchasing in Southeast Asia. Singapore is ranked the top country within Southeast
Asia, where most consumers shop online after working hours (Mato, 2018). Therefore,
the growth of e-commerce is a positive indication for the logistics industry in Southeast
Asia.
Figure 1 (Singapore eCommerce Insights | 4.11 Million Online Shoppers By 2021. (2019). Retrieved
from https://www.eshopworld.com/blog/singapore-ecommerce-insights/)
Porter’s Five Forces framework on the e-commerce delivery service in Singapore
indicates that the threat of new entrants in Singapore is low. Other courier service
providers can easily copy the last-mile delivery business model.
However, the threat of substitution is perceived high. Customers are in a position to
choose other service providers such as Speedpost, TA-Q-BIN and many more to enjoy
similar delivery services based on brand loyalty, pricing or convenience. Figure 2
reflects the list of competitors in the industry.
We also observed that the bargaining power of supplier is relatively low. The certificate
of entitlement (COE) in Singapore has caused the price of Singapore’s vehicles to be

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Page 8 of 65
high. Hence, vehicle dealerships make minimal profits. The buyer's bargaining power
is high as it has a greater number of options available with competitive pricing.
(Figure 2. Retrieved from: https://blog.moneysmart.sg/budgeting/delivery-courier-service-singapore/)
3. Ninja Van’s Company Introduction
Ninja Van (NV), a privately held company, is the fastest growing last-mile e-commerce
logistics company with millions of packages delivered every month. NV's services
have already expanded to several countries in Southeast Asia, which includes
Malaysia, Philippines, Indonesia, Thailand, and Vietnam in just six years. The
company has 2,000 full- time staff and 10,000 full- time drivers across the region
(Jagdish 2018).
Technology plays a crucial part in NV. NV provides businesses needs with an
innovative technology-based solution to logistics optimisation (Tay, 2015). The
employment of technology in NV's operation allowed real-time updates on deliveries
across every aspect of the company that is a push- infrastructure empowered besides
deep integration with partners and application of webhook architecture API which
enables the company and customers on receiving the latest updates.

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3.1 Mission and Vision
NV has a simple yet impactful mission statement. It aims to connect Southeast Asia
to a world of possibilities with one delightful delivery at a time. CEO Chang Wen also
has a vision of a ninja being available to any customers in Southeast Asia and to cater
their needs in logistics. NV is driven to do delivery which provides to businesses of all
sizes and believes in divine product creation to serve customers better. NV focuses
on removing the hassle out of the parcel for customers and is dedicated to ensuring
simple logistics as well as a seamless affair for its business partners and consumers
(ninjavan.com).
3.2 Company Profile
The startup of NV begins when Marcella, a company founded by Lai Chang Wen which
specialised in making custom menswear (Ong, 2018), was faced with a problem of
unreliable courier services where the products are either delayed, lost or damaged
during the delivery process. Chang Wen, Shaun Chong, and Tan Boxian, who are
school mates, realised that there was a potential in the logistics market of the e-
commerce industry (Salim, 2018) and founded NV in 2014. The trio is NV's CEO, CTO,
and COO, respectively.
Timeline of Ninja Van

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3.3 Shareholder structure
(Figure 3: Ninja Van’s major shareholders (Lee, 2018). Retrieved from:
https://www.techinasia.com/singapore-logistics-firm-ninja-van-concludes-series-funding)
The latest funding of at least US$87 million from DPD Group, an international parcel
delivery company based in France which now holds a 32% stake in NV could help to
improve NV's services (Lee, 2018), given that NV is still considerably new and young
in the industry. NV’s CEO and COO ownership in NV are relatively low, only 6% each.
Holding the same stake as the founders are Aureos and YJ Capital. Monk Hill Ventures’
funding in 2015 also gave them a 17% ownership in NV. Samurai Ventures and B
Capital hold 16% and 7% respectively in NV.
4. Ninja Van’s services in India
(Figure 4: Services provided by Ninja Van. Source: Ninja Van. Retrieved from: www.ninjavan.com)
NV’s services are catered to customers of every budget. Customers can collect, return,
and send parcels at any Ninja Points or Ninja Boxes located at various locations.
Partnerships with retail stores, restaurants, shop lots and buildings in India will bring
convenience for customers of India who prefers to collect, return, and send parcels
personally.

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Page 11 of 65
With the Ninja Pack service, customers can fit their deliveries in a pack and enjoy a
flat- rate delivery. Cash-on-delivery option is available everywhere, which benefit
customers who yet to have access to online payments. Customers are also able to
know the progression of the delivery with a seamless real-time tracking function.
Unsuccessful deliveries will be re-attempted with no extra charges.
As an experienced last-mile delivery player in the logistics industry, NV delivers
globally to S.E.A. and is the only logistics company which provides reliable cash on
delivery payment option.
4.1 Ninja Van’s entry in India
An equity joint venture (JV) with a local transportation company in India is NV’s ideal
mode of entry where NV and a local transportation company creates an independent
legal entity according to an agreement both parties make.
NV can limit their exposure by sharing the liabilities with the local transportation
company. Risks are also better managed. Having a local partner will allow NV to focus
on its back- end operations and technology services while the transportation partner
who already has established contacts, distribution, marketing set up, vehicles, drivers
and employees will help smoothen the entire delivery process.
Also, royalty payments which were required back then have now been removed. It is
necessary for the sale of shares in an Indian company be taxed in India, but profits
can be repatriated as long as domestic and federal taxes are met. Singapore is
included in the double tax avoidance agreements (DTAAs) with India which disclose
the provision of benefits in regards to capital gains tax and withholding taxes on
interest payments. NV can protect intellectual property (IP), a separate law involving
complex legalities navigation and numerous documents submission by registration
and detailing provisions in the JV agreement (Dezan, et al., 2018).

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NV must adequately assess the following criteria before signing a joint venture
contract to avoid conflicts:
● Applicable law
● Management committee
● Transfer of shares
● Change of control
● Restriction or prohibition
on assignment
● Break of deadlock
● Shareholding pattern
● Frequency of board
meeting and its venue
● Dividend policy
● Non-compete
parameters
● Confidentiality
● Jurisdiction for
resolution of a dispute
● Composition of the
board of directors
● General meeting and its
venue
● Employment of funds in
cash or kind
● Indemnity
● Termination criteria and
notice
Source: Dezan Shira & Associates 2018
4.2. Porter’s Five Forces Analysis
By analysing the competitive industry and market in India using Michael Porter’s five
forces, NV’S strategies to enter India can be identified and adjusted accordingly. NV
must distinguish its position by analysing its strengths and weaknesses as there will
be an impact on long-term profitability.
Threat of New Entrants – Medium to High
The rising and onset of the e-commerce industry, with the entrance of Flipkart,
Snapdeal and Amazon which out-sourced logistics services to deliver goods
purchased by customers has helped companies in India to set their foothold in the
logistics industry (Agarwal, 2017). In November 2017, the government of India had
allowed e-commerce start-ups to sell goods in the global markets at a competitive
price upon granting the infrastructure status to the logistics companies. The grant has
increased the competition among the conventionally ran companies and new
companies that are more advanced in technology (Abihshek, 2019).

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Figure 5: Logistics start-ups in India
Source: Agarwal, Meha. 2017. “Startup Watchlist: 7 Indian Logistics Startups To Watch Out For In
2018”. Inc42. Retrieved from: https://inc42.com/features/watchlist-indian-logistics-startups/
Bargaining Power of Buyers – Medium
There are sufficient logistics companies in the market which offer a competitive rate
and similar logistics services. It is challenging to create loyalty customers often look
for the best service at the lowest price available. Merchants who supply business to
NV may stop outsourcing for logistics services once they are experienced and familiar
with the delivery process (Manatayev, 2004). Therefore, switching logistics companies
is not uncommon. Branding is vital as it creates value and represents an identity. The
profitability of NV will depend on the business transaction between NV and the
recipient of the service, which create benefits for both parties. There is a need for NV
to focus on personalised services for every customer to encourage and maintain the
loyalty of customers.
Bargaining Power of Suppliers – Low
Although the government’s changes of policies and regulations on taxation may affect
service or product providers of all industries, suppliers will not really bring much impact
on NV. With the JV of a local partner, NV may change its suppliers for its delivery
needs in consideration of fuel costs, the labour market for commercial drivers, demand
for freight, customer loyalty, vehicle capacity, government regulation and geopolitical
events.

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Page 14 of 65
Threat of Substitutes – Low
Besides land transportation, logistics services can be done by air and sea. In India,
the surface mode of transportation is still preferred as it is less costly. With the
implementation of GST, the market becomes uncertain as the pricing policies and
unrestrained costs are vague and have not been regulated (Masters India, 2019).
Companies which provide in- house logistics and supply chain management could
also be a form of substitute for NV. However; problems of integrated solutions
provision and the lack of capability in performing supply chain management may
occur.
Figure 6: Overview of the Indian Transportation Sector.
Source: "Impact of GST on Logistics Industry." Masters India. 2019. Retrieved from:
https://www.mastersindia.co/gst/impact-of-gst-on-logistics-industry/
Figure 7: Shifts in e-commerce retail logistics 2018.
Source: Industry discussions, Analyst Reports, Press Articles, KPMG in India analysis 2018

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Industry Rivalry – High
The top logistics players in India owns the majority of the market share, and it is
expected that the market will continue to rise due to increasing demand and population.
Besides local companies, NV will also have to face its strong international competitors
such as DHL, TNT, and AFL which were already established for many years. The
competition in the logistics industry is based on pricing and services provided by the
companies. The sectors of automotive, electronics, computers, and retail have shallow
margins are highly competitive. Switching logistics providers for those industries is not
a serious issue as there is a lack of differentiation in terms of logistics services
provided (Manatayev, 2004). Safexpress, for example, is one of the best and leading
e-commerce logistics companies in India which offers services that NV offers too.
Figure 8: Existing logistics companies in India
Source: Self- developed
4.3 Customer Profile and Demand Analysis
Geographic Segmentation
India is the 7th largest country in the world with an area of 3,287,263 square kilometres
and has a density of 415.63/km2. The tropical climate of India has four seasons and
high temperatures dry winter besides its monsoon season (india.gov.in). India is
segregated into 29 states with New Delhi as the capital and Mumbai as the largest city
where most logistics demand come from. The increasing internet penetration of other
cities will soon contribute to the logistics demand as more people will have
smartphones and internet access.

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Figure 9: Shift in demand centres.
Source: Industry discussions, Analyst Reports, Press Articles, KPMG in India analysis 2018
Demographic Segmentation
Research has shown that those of younger age are more involved in e-commerce
while older ones are in favour of service involvement over the internet. Given that
males in India have a higher penetration of internet, which therefore explains the
higher participation in using online services. However, this situation may change in the
future as it is observed that India consumers are slowly adapting to the usage of
internet (Sakkthivel, 1970). Buying power and social status derived from the
occupation of the consumers of India. Consumers of India may also choose to use
services online due to time constraints. Consumers with junior high school education
level, enjoy watching TV and using computers and have regular life activities should
be targeted (Wu, 2003) by NV as they are more likely to shop online which then require
their goods to be delivered.
Psychographic Segmentation
Consumers in India have evolved with the advancement of technology and the internet.
Online transactions in India has increased 15 times in just two years. With the
empowerment of technology, consumers are more connected with the world. Goods
can be purchased whenever and wherever with convenience as the ultimate
consideration.

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Page 17 of 65
Figure 10: Delivery problems faced by consumers in India
Figure 11: Survey results from Logistics Service Providers
Source: Ritesh et al. IMM Raipur.

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Figure 12: E-commerce retail market by value- 2018
Source: Industry discussions, KPMG in India analysis
Behavioural Segmentation
The consumers of India has a behaviour shift from buying products that are heavily
discounted to convenience seeking of purchasing goods online, rather than visiting a
physical shop. Although India consumers are more receptive towards price discounts,
service attributes are also one of the factors that affect buying behaviour (Rakesh and
Arpita, 2012). In the e-business in India, trust is crucial. Brand recognition, design of
the website, navigation, payment related issues, certification, and product description,
are among the factors that determine the trust of Indian customers towards a brand or
company (Kaur and Sushila, 2013).
Figure 13: Consumers’ reasons for not shopping online
Source: Kaur, Baljeet, and Sushila Madan. 2013. "Factors influencing trust in online shopping: an
Indian consumer’s perspective." European Journal of Business and Management 5, no. 29: 132-138.

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5. Environmental Factors
International business expansion decisions need to be backed up with a feasible
strategy in order to stay competitive for business growth. It is fundamentally a
prerequisite to conducting an environmental analysis for strategic management
decision-making. The critical variables that determine the most suitable strategy are
infrastructure, access to finance, security (corruption and crime), regulatory framework
(competition policies and investments rights) of the hosting country, in our case, India.
These factors are the business environment to be taken into consideration and
concerns for the company to anticipate during entry. They are external factors which
are beyond the company’s control and influence (Dethier, Hirn & Straub, 2010).
Meanwhile, understanding internal capabilities of the business to develop a unique
service packages is equally important therefore an analysis of strength, weakness,
opportunity and threats (SWOT) is essential (Aithal, 2017). In this section, we will
elaborate on these macro factors based on PESTLE and micro factors based on
SWOT frameworks. Cultural consideration to had be taken to avoid pitfalls; hence,
major dimensions of cultures relevant to work settings and behaviours will be
discussed using Hofstede’s framework.
5.1 PESTEL Analysis
The PESTEL framework is used to analyse the business’s macro-environment by
reviewing factors, which include political, economic, social-cultural, technological,
environmental and legal (Fernanades, 2019)
Political
Despite the rapid progress, India had a long battle against red tape. Till the Narendra
Modi government reforms the structure gradually by reducing business regulations
and helping India to move up in the global ease of doing business ranking. In the
United Nations Conference on Trade and Development (UNCTAD), India is ranked
top three prospective host countries together with China and the United States
(Nationals, 2016). Finally, in 2018, there is a pending New Industrial Policy to replace
the current one and a new pave for promotion of new technology and reduced
regulations, waiting for the Union Cabinet’s approval in hope to attract $100b of

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Page 20 of 65
Foreign Direct Investment (FDI) (Sen, 2018). With the government’s support to ease
the entry of FDI, Ninja Van should hitch on the opportunity and capitalise on the
policy’s focus on technology as well.
The strong bilateral relationship between Singapore and India will be an added
advantage for NV’s investment in India. India is Singapore’s largest trading partner in
South Asia; while Singapore was India’s second largest trading partner within ASEAN
(LAI, 2019). India-Singapore relationship’s foundation is based on shared values and
conventional approaches where it would allow more support for NV’s access into India.
Political risk is the unanticipated likelihood that a host government’s policies will
constrain an MNC's foreign investment.
However, we should not overlook the concern of corruption. Corruption potentially
increases the operational cost of the business. It is assuring to know that public
awareness and government initiatives had been battling with this challenge while the
corruption perception index 2018 reported that India marginally improved its score to
41 (Times, 2019)
Figure 14: source from https://www.transparency.org/country/IND

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Economic
India being one of the four greatest emerging markets around the world, together with
Brazil, Russia and China, which makes up “BRIC” in short. Forecast from the
economics market had expected India to grow 7.5% in the year 2019, which is the
highest among the other emerging countries (Economics, 2018).
Figure 15 - Emerging Market Economies 2019 (Economics, 2018)
Based on historical data and economic forecast, the gross domestic product (GDP)
indicators are shown in Figure 15. It highlights that India had proven to be growing
steadily in the economy with a promising projection until the year 2024 by the market
experts (Research, 2019). India is in the checklist of most international investors’
portfolio due to the strong economic growth. The e-commerce sector had proven to
revolutionise India’s retail sector and contributed to a significant role in the growth of
India’s economy in recent years. Reference to the growth chart in figure 16 below, this
phenomenon is now unstoppable and projects a positive outlook for e-commerce
investment (Research, 2019).
Figure 16 - GDP Growth Rate of India - Statista Research (Research, 2019)

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To further support that the projection of the e-commerce economy is optimistic for
investment, it can be witnessed via how digitalisation had evolved the e-commerce
sector significantly. Triggered by the increasing awareness of internet and smart
mobile device penetration, the digital user base is forecasted to be doubled, resulting
in India’s economy boost and e-commerce revenue to hike. Figure 17 reflects the
growth forecast from the India Brand Equity Foundation report.
Figure 17 - B2C E-Commerce's % of GDP Growth in India (Research, 2019)
Social-Cultural
With approximately 1.2billion population, India indeed is an enormous consumer
market’s targeted country, attracting many multinational corporations to invest in it.
Despite the bloom in the economy in recent years, it was shown that the standard of
living is getting better in the country having grown middle-class families with good
income. However, resulting in the more prominent income inequality (Today, 2019).
Reported from World Bank, 1 in 5 people in India are still poor (Bank, 2016).
Gender inequality continues to be an issue in India despite the high growth rate
economically. It is possibly a culture or tradition that requires more time to educate its
citizens (Sumanjeet & Mohan, 2017). NV must take the state and country’s policies
into serious consideration when it comes to fulfilling wages criteria. NV can consider
hiring more females in middle or top management positions to encourage females to
stand out of their fear-zone of discrimination.

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Page 23 of 65
Technological
Technology development in India had unlocked economic growth and new markets in
ways beyond imagination. India is adapting its technology evolution at an exponential
speed, where virtual connectivity is an essential daily checklist (Varghese, 2018). Not
forgetting technology giants including Facebook (Singh, 2019) and Google (Singh,
2019) are investing into the country where Korean mobile maker Samsung sees the
potential of 60% tablet market share (Khan, 2019).
Being one of the most influential countries in the IT section and with the substantial
investment foresight, promising growth in technology application and user numbers,
these information can further support NV with the confidence to penetrate the e-
commerce sector. While NV rides on the waves, it can also be a contributor to the e-
logistic way of working with NV’s unique strength of the logistic delivery application.
However, in consideration of the virtual readiness, NV should not neglect the need to
have proper intellectual property underwritten to avoid conflicts in the future.
Environmental
Out of the 20 most polluted cities in the world, India bags 15 on the list and New Delhi
is the world’s most polluted capital (Bhardwaj, 2019). This is a major concern to the
state government as it is firstly, being watched by the World Health Organization, as
well as its citizens’ health are greatly affected (Health, 2016). NV’s transportation
consists mainly of vans, personal transportation and motor vehicles and as corporate
social responsibility, NV should take into consideration on practices to reduce air
pollution via the vehicle either in a more efficient route or replacement to natural gas
vehicles with incentives. It is a potential risk if the state government is to start new
policies on addition tax or fines due to vehicle emission. Therefore, the mitigation of
risk should be considered.

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Legal
India is an attractive landscape for FDI due to the easing of policy and procedures.
However, the unforeseen legislation changes towards labour law, industry policy will
be affecting the company’s business strategies to ensure legal compliance of the
business. Here are some pointers for consideration:
Self-Developed Table with information from India Code (Code, 2019).

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5.2 SWOT Analysis
Strengths
The competitive advantage that Ninja Van had in them to bring into India, New Delhi
are listed in the table below (Van, 2019).
Weaknesses
New Delhi might be ready to welcome Ninja Van’s arrival, but the Ninja might not be
as prepared to be received possibly due to the following.

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Opportunities
Selecting New Delhi as Ninja Van’s entrance state contains many opportunities for NV
as the capital of India had strong growth over the years and it’s one of the leading
cities in terms of well-developed infrastructure. With its state governments’ industrial
Policy 2010 – 2021, there are many incentives to enjoy (Affairs, 2019).
Threats

Page 27 of 65
5.3 Hofstede’s Cultural Dimension
While the businesses are becoming more global, the way of handling peoples from
different countries and the cultural background needs to be elevated as well. Often we
are too immersed into our own culture and might overlook the business partner’s
resulting in miscommunication. Therefore, we will be making use of Hofstede’s cultural
dimension as the analysis between India and Singapore for better understanding to
handle the investment.
Blue = India & Purple = Singapore Chart extracted from Hofstede Insights (Insights, 2019)
Power-Distance Index (PDI)
India (Score: 74) Singapore (Score: 78)
When Ninja Van is in negotiation with India counterparts, it is important that
understand that culturally, decision might not be able to be finalise as it might
need to go through the higher management's review and acceptance. Basic
respect should be displayed to India counterparts as this is to build a cordial
relationship with them team.
Individualism versus Collectivism (IDV)
India (Score: 48) Singapore (Score: 20)
Individualism coexist with collectivism for India, where Singapore is more at
collectivism. In terms of working environment, seems like India is more toward
collectivism as well therefore for Ninja Van, it would be similar that building of
relationship is important for both parties as well as the trust. A good
relationship will enhance decision making process.
Masculinity versus Femininity (MAS)
India (Score: 56) Singapore (Score: 48)

Page 28 of 65
A very much male dominated society, India men would prefer to work with
men than woman. If a woman is a manager, possibly there is unique reason
behind it.
The Indian male prefer to work with men than women. A typical Indian woman
prefer to work in household sectors, and they are normally being hired as
maids and cooks. Hence, the male has more experienced to carry out the
professional job scope in India. The female staff from Singapore Team could
face difficulties when cooperating with the Indian workforce because it will be
a new partnership for the Indian male.
(https://www.news18.com/news/buzz/news18-wrap-mumbai-hc-upholds-
demand-for-maratha-quota-modi-address-diaspora-in-japan-other-stories-you-
missed-2206689.html)
Uncertainty Avoidance
India (40) Singapore (8)
It is difficult for Indian to reject therefore, their responses are typically vague
and with lack of commitment. Despite the preference to avoid conflicts,
Indians would prefer to not trust their legal system.
The Indian workforce has low uncertainty avoidance. Therefore, the Indian
workforce are comfortable with risk, change and ambiguity. The Singapore
workforce has the high uncertainty avoidance. Strict rules or well organised
structure can be shared between the JV company to ensure smooth
operation. Hence, the Singapore Team must educate the importance of the
uncertainty avoidance to the Indian workforce.
(https://courses.lumenlearning.com/wm-
principlesofmanagement/chapter/dimensions-of-cultural-difference-and-their-
effect/)

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5.4 Government Constraints and Incentives
Seemingly as a fast-paced substantial emerging market player, India very much saw
its significant growth after the economic liberalisation in the year 1991. With the
reduction of government regulations and restrictions, in exchange for greater
participation by private entities, very much ‘opening up’ of their economies to foreign
capital and investments to achieve rapid growth (Kotwal, Ramaswami & Wadhwa,
2011). The table below lists the incentives that the India government had initiated and
supported by the Singapore government.
NV can also seek support from Enterprise Singapore, a government agency
championing enterprise development internationally.
The details of analysis from the macro and microenvironment of India will provide more
understanding for NV to develop their business strategies to combat the potential
threats and challenges while successfully penetrate the Indian market.

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6. Business Strategy
As a service company, NV business strategy will be discussed using 7Ps of marketing
mix. Delivery processes, customer experiences and intangibles aspects of the service
production are the main focus of the strategy instead of the physical goods. Consumer
centric approach will be the main strategy by integrating a focus on the customer
throughout the firm and across all functions.
6.1. Product/ Service Positioning
With the fast growth of Courier, Express and Parcel Market along with the spike in e-
commerce activities, logistics companies are fighting to increase its market share.
Hence, many companies provide supplementary value-added services, other than its
main service, to gain competitive advantage (“Courier Express and Parcel”, 2019). As
a newcomer in India, Ninja Van (NV) need to differentiate itself by focusing on its
reliability. Study suggests that reliability could increase overall logistics service
performance through customer satisfaction, loyalty and increase market share (Stank,
Goldsby, & Vickery, 2003). Table 1 provide insight into the competitors’ services,
reliability, average pricing, and area coverage in India.
Table 01. Comparison table of last mile delivery provider in India

Page 31 of 65
Table 01. Comparison table of last mile delivery provider in India (Cont)
This information will then be used to create a positioning map based on the price (X-
axis), reliability (Y-axis) and coverage area (dot size).

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Figure 18. Positioning table of last mile delivery provider in India
There are a few aspects of competitive advantage that NV should focus on to increase
its reliability. Based on the company’s SWOT analysis (5.2)and Kotler et all (2011),
NV should convey its distinctiveness, superiority, affordability and profitability.
NV distinctiveness will be conveyed through its domestic last mile delivery. It is to
provide a fast, reliable, and no hassle delivery for e-commerce consumers who want
instant gratification (Chua, 2018) by having Ninja Box Service as one of the pioneers
in the country. Having this service in New Delhi, one of the major cities with the worst
traffic congestion (Dash, Apr 26, 2018), could reduce travel time significantly for both
pickups and drop off and maintain its core service as domestic last mile delivery.
Another distinctive aspect that NV can leverage is its company colour.
To achieve superiority, NV could emphasise its quality advantage through its value-
added service that other companies do not offer. This quality includes NV current
established service on next day delivery, return orders, and three attempts for fail
delivery.

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Affordability refers to the perceived value instead of the actual costs. NV serves a
large customer segment whose strength would command a premium service (Chua,
2018). By having a medium price range accompanied with premium service, NV is
able to signals its quality and increase perceived value to customers (Shen et al.,
2014).
NV’s profitability can be communicated as competitive advantage by leveraging its
success in SEA as the only last mile courier with almost 100% service coverage in
Southeast Asia ("We Take the Hassle”, 2019). This achievement demonstrates
success to the new customers in India, which has a medium-low preference on
uncertainty avoidance (refer to the Hofstede comparison table—Angelia’s section) and
shorten the time required for NV to build its brand acceptance as a newcomer. NV
may leverage from the technology that is established for its SEA delivery services
while maintaining its price.
These four competitive strategies will be used as a foundation to construct NV
business strategy in further detail below.
6.2 Pricing Strategy
Based on Table 01, delivery services in India can be divided into three different range
or price:
● Lower range pricing averagely Rs 22-35/ 500 gms
● Medium range pricing averagely Rs 60 - 85/gms
● Higher range pricing averagely RS50 /gms and above.
With each of the provider has its minimum weight of the delivery.
One of Ninja Van’s competitive advantage has always been its affordability yet
providing a premium service. This notion does not mean that NV will adopt the lowest
pricing possible. Based on the positioning, NV will adopt value-based pricing by
positioning itself in the medium range pricing by creating a high perceived value to
customers and reducing perceived risks in customers.

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The pricing strategy is developed based on the markets’ psychographic and
behavioural segmentation (Refer to 4.3. Costumer profile and demand analysis) where
trust and lifestyle are critical for consumer segmentation. Another consideration for the
selected price range is due to the tendency of Indian consumers to be price sensitive
and price-value conscious (Gupta, 2011).
Table 02. Ninja Van’s service pricing and payment method.
6.3. Distribution and logistics
There are two types of distribution strategy that NV could employ:
1. Direct to consumer distribution for its domestic deliveries across India.
2.Through Intermediaries for international deliveries.
The distribution strategy will be discussed jointly with the logistics and service process
as the two are interrelated.
For the first phase of expansion, NV may focus on domestic deliveries across India,
integrating with ShipRocket as one of the channel integration on last mile delivery.
This allows NV to gain market share and take the opportunities to reach tier 2 and tier
3 cities (refer to 5.2. SWOT Analysis) by expanding its pincodes area coverage.
Transnational business strategy is employed to allow each country to customise and
tailor its service based on the local markets while being relatively independent of the
headquarter (Luthans & Doh, 2018).
To tackle the challenging traffic and poor infrastructure in India (Dash, Apr 26, 2018),
intermodal transportation will be adopted through the hub-and-spoke (H&S) model.

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Intermodal transportation mode includes trucks, vans, and motorcycle to enable NV to
reach tier 2 and tier 3 cities efficiently. The basic H&S model ensures the items from
different spokes are consolidated in the nearest hub before delivering it to destination
spokes (Ghaffari-Nasab, Ghazanfari, & Teimoury, 2016). Refer to Figure 19 for H&S
model.
Figure 19. Hub and Spoke Model of delivery
While most competitors are using the same H&S model for both B2B and B2C services,
NV competitive advantage is having Ninja Box services where the only current
competitors are Smartbox and QikPod. Although the 3 have similar concepts, the
competitors only provide smart box without delivery services (Chengappa, July 18,
2016).
Hubs are warehouses that allow temporary storage before delivery. To provide
efficient intercity deliveries, NV may build hubs in at least in 5 major cities with the
highest e-commerce purchase such as New Delhi (North), Bangalore (South) Mumbai
(west), Chennai (South), Hyderabad (Central), Kolkata (east) (Ingham, Dec 6, 2015).
However, the first focus of the business will be in New Delhi.
Spokes are the delivery destination that includes Ninja Box, Ninja Point, direct
customer, or another hub.

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Table 03. Table of available spokes and its location.
To tackle the extreme fluctuations of the demand (i.e. Great Indian Festival Sale), NV
needs to have an elastic capacity. The concept of crowdsourcing deliveries can be
implemented by focusing on NV’s primary fleet in each city while it is augmented by
reserve fleet that consists of crowdsourced recruits such as cab drives, general public
and other start-ups too (Volt, 2019).
As a service company, NV may focus on its seamless delivery process, customer
experiences, relationship and other intangibles aspects rather than its discrete
transactions (Zeithaml, Gremler, & Bitner, 2010). This strategy allows NV to
communicate its reliability and to provide a useful start for customer retention strategy.
Hence, Figure 03, the service blueprint illustrates identifying potential gaps between
NV customer expectations and perceptions. It provides a clearer picture of the point
of interaction between NV and customers. This insight is critical to delivering a
successful experience and building customer relationship through different strategies
(Zeithaml et al., 2010).
Gaps model and SERVQUAL (Zeithaml et al., 2010) is used to analyse the blueprint
(Figure 03) and identify the potential service failure. Refer to Appendices for the
potential service failure at each stage of service production.

Page 46 of 65
Figure 19. Service blueprint for Ninja Van last mile delivery

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1. The Listening Gap
In service industry, customers are not only focused on the outcome but also obsessed
with customer experience (KPMG International, 2018). Customers’ expectations are
continually rising, particularly in areas such as speed, reliability, transparency (Burns,
Jan 25, 2019). To tackle this challenge, NV need to be facilitated by advanced
information technology to compute the shortest distance to increase delivery speed,
constant tracking to ensure transparency and staying true to its commitment of next
day delivery. Survey at the end of delivery services will be used to provide a constant
monitor of feedback information.
2. The service design and standards
One of India customers’ main issue with delivery service is trust. This notion affects
customers’ expectation and their perceptions of standard evaluation (Meziane &
Kasiran, 2008). Hence, it is important for NV to design its to be flexible to
accommodate a variety of service standard. NV tackle India’s trust issue by providing
options for both cash on delivery (CoD) and online payment for its customers. The
usage of Ninja Box is also one of the strategies to tackle trust issue in the customer
who are not home during delivery.
3. The performance gap
To reduce the performance gap, human resource practices around delivering service
excellence is critical (Zeithaml et al., 2010). Training, support system, rewards and
compensations are provided to motivate employees to deliver quality and customer-
oriented services. Employees training and performance will be discussed in section
6.6 People.
4. The communication gap
The challenge with the communication gap for NV is the channels of communications
varieties and modes of communication with customers (Zeithaml et al., 2010). Hence,
maintaining an omni-channel marketing strategy will be very beneficial for NV to
establish online channel fulfilment automation ("Ace Turtle”, 2017).

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6.5 Advertising and promotion
Based on the purpose, NV’s promotion and advertising will be designed for three
purposes.
1. To create brand awareness
Brand awareness is known to be one of the main factors that influence consumers;’
decision making and their overall attitude towards a brand (Huang & Sarigöllü, 2014).
Therefore, NV could focus on increasing customers’ brand awareness through the
sense of recollection by leveraging on the available outdoor advertising (Kedfors &
Madzinova, 2015). Driver’s uniform, vehicle’s design, Ninja Box, and Ninja Point’s
signage are the physical evidence that can be incorporated as public advertising.
These advertisements allow display in different locations and different forms.
2. Maintain relationship with stakeholders
Aligning with the 6.4 Service Strategy, personal selling is one of the most relevant
advertising methods to focus on experiences for both B2B and B2C customers. It
allows NV to nurture a relationship and manage stakeholders’ expectation and ensure
their service expectations are met. Medium score on uncertainty avoidance on
Hofstede’s national Culture (Refer to Hofstede table) may also affect the level of
customer satisfaction (Reimann, Lünemann, & Chase, 2008). While it develops a
relationship, personal selling could increase customer satisfaction as direct or indirect
consequences of value creation (Singh & Koshy, 2011).
3. To increase market share, sales volume and to change consumer behaviour
As a newcomer in India, NV may focus on increasing its market share and gaining
sales volume by providing promotion price for first-time customers. Due to the trust
issue, customers prefer to use CoD instead of online payment. While CoD provides
advantages for customers, it disadvantages the merchant by creating longer cash
conversion cycle and adding potential risk (Meggitt, 2019). Hence, in this notion, price
promotion could also be leveraged to manipulate consumer behaviour to benefit the
company’s goal in the long run by incentivising online payment.

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6.6 People
In the services industry, Human resource (HR) and its management practices are one
of the most important elements that involve in both front-stage and backstage of the
service creation (service marketing). The HR’s role becomes more important with NV’s
potential internal weakness in local market awareness and language. Excellent HR is
also critical for company’s personal selling and maintain relationship with stakeholders.
This notion makes screening an important part of HPWP’s to admit only those who
have desirable attributes. High Performance Work Practices (HPWP) can then be
implemented to increase NV’s service quality and the complementarities among
employee (HRE).
One of the ways to improve service quality in last mile delivery is by providing faster
delivery. This increases customer loyalty and customer satisfaction which will lead to
their willingness to pay higher delivery charges and purchase at higher frequency
(Jacobs et al., 2019). Hence, the focus on the HPWP is to create a smooth production
process within the service factory.
The objective of HPWP is to ensure NV’s employees do not work in a silo mentality.
The medium level of individualism on Hofstede national culture index suggests that
the silo culture might still exist. Therefore, information sharing is vital in Ninja Van’s
HPWP. Having a relatively high power distance index suggests a hierarchical structure
in an organisation. Hence, it is recommended that NV focus on collaboration within
affiliated business units, putting everyone on the same page (Chua, 2018). Training
should be provided to establish a strong problem-solving team with good decision-
making skills. Both driver as a front-stage personal and customer service as back-
stage personnel plays a critical role in ensuring service quality and customer
satisfaction.
Other than the frontstage and backstage, workers’ extensive role includes maintaining
the relationship with stakeholders through personal selling. This notion makes
screening an important part of HPWP’s to admit only those who have desirable
attributes.

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6.7 Estimated Sales / Sales mix
There are 3 main delivery services that NV provides, Courier service, Ninja Pack, and
Corporate.
In India, the average delivery price costs ₹135 for delivery within district in the same
city and it takes about 4-5 days. The delivery fee is affected by weight, dimensions,
and distance based on pincodes.
The delivery fee of 3 books is used to generate the average delivery price as books
are the most popular product online in India due to its low price and the average
purchase by customer (“Small Shops to Become”, 2015).
Following value-based pricing, Ninja Van may use the same pricing as it is in
Singapore. It is almost twice more expensive than average local deliveries, however,
NV does not incur weight limit except for Ninja pack services, nor any distance limit
within the city while promising next day delivery. Table 04 provides an overall type of
services and pricing provided by Ninja Van in India.
Table 04. The types of services and pricing provided by Ninja Van in India in both
SGD$ and INR.
The estimated daily sales mix, Table 05, is created with the average of 5000 parcels
delivered daily in 6 major cities in India. It is determined based on average e-
commerce activity that does not incorporate sales from special events (ie. Big Billion

Page 51 of 65
Days, Great Online Shopping Festival, and Great Indian Festival Sale) that are known
to increase sales by 67%-100% (Bhattacharyya, 2018).
Table 05. Estimated average daily sales mix in India.
The annual estimated Sales performance is anticipated to grow 10% every quarterly
within the 3 years and followed by 35% growth on the following 2 years. However, the
gross margin outlook is forecasted to reduce on the first 3 years of JV. Several factors
that are anticipated to cause the drop of the gross margin include:
- The heavy marketing budget in the first 3 years to increase market share, create
brand awareness and increase area coverage
- The rising geopolitical tension that may increase the oil price ("US Crude Dips”,
2019)
- Research and development in the system technology to improve efficiency that
facilitate localisation in India
The gross margin is only expected to increase on the fourth year onwards. Table 06,
Table 07, and Table 08 below provide details on the estimate NV’s performance in
India from the year 2020-2022

Page 52 of 65
NOTE:
[a] Twelve-month sales forecast is calculated based on daily working days as the delivery orders are app-based, 24/7 service.
[b] In consideration of the initial start-up and less awareness of the service, the estimated sales performance for the first year will not be within target
of 5000 numbers of delivery per day.
[c] Direct Cost and expenses included petrol fees, rider salary, vehicle maintenance and rental, Tolls etc.
NOTE:
[a] Twelve-month sales forecast is calculated based on daily working days as the delivery orders are app-based, 24/7 service.
[b] Estimated monthly forecast do not meet the expectation of 5000 numbers of delivery per day but assumed to be improving.
[c] Percentage of direct cost and expenses will retain as per Year 2020 as sales forecast yet to meet target of 5000 deliveries per day. Prudency need
to be practiced.

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NOTE:
[a] Twelve-month sales forecast is calculated based on daily working days as the delivery orders are app-based, 24/7 service.
[b] With past two years of reference and recognition, the estimated sales performance is assumed to hit its daily target of 5000 deliveries per day.
[c] There will be increase in direct cost, expenses, operating cost and storage cost in consideration.

6.8 Future plan
In the near future, many factors are foreseen to cause disruption in NV’s services in
India, such as the poor infrastructure, saturated markets, different types of delivery
demand, rise in labor and oil costs, as well as the persistent trust issue in India
consumers.
To confront these potential obstacles, future plan could be formulated as a guide for
NV towards its short-term goal.
1. With poor infrastructure in India and consumer’s expectation of faster delivery
speed, the use of autonomous vehicle such as drones could potentially be
advantageous. It allows easy deliveries to both rural and urban area with higher
speed and same day delivery without being affected by oil price. However, it comes
with disadvantages of parcel size limit for small drones and the need for suitable
big landing areas for big drones (Joerss, Schröder, Neuhaus, Klink, & Mann, 2017).
2. Trust issue in customers have been disruptive in last mile delivery industry in India
as it has caused a higher rate of CoD usage. Hence, the development of e-Wallets
payment for consumer might be useful as they are able to keep their money virtually
and transfer upon delivery.
3. The use of electronic vehicle could also be explored as it provides sustainability while
reducing its reliance to petrol. NV’s vast network in SEA could be used as
competitive advantage to improve its international shipping between SEA countries
and India. This advantage allows NV to differentiate itself from the offer that
abundant last mile start up could offer.

7. Ninja Van’s financial planning
This financial planning section includes a projected profit and loss statement, cash
flow and expenses details for the coming three years. It is critical to include a forecast
of financial plan in business proposals for visualisation of the estimated financial health
in the new set-up and determine the feasibility to proceed or review the proposal. Ninja
Van’s approach to financial details will be based on International Financial Reporting
Standards (IFRS) with the core objective of being transparent, accountable and
efficient in the financial aspect of the company concerning Singapore and global
financial standard.
7.1. Benefit-Cost Analysis
Essentially Ninja Van will need to perform a benefit-cost analysis (BCA) to determine
the feasibility of penetrating India market and when can Ninja Van see the return on
investment (ROI). To evaluate the BCA, the following statements and information are
being forecasted.
(Refer to financial details in the following pages for discussion)
Projected Profit and Loss Statement Forecast for Ninja Van from Year 2020 to Year 2022

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Profit and Loss Statement Forecast for Ninja Van from Year 2020 - 2022
2020 2021 2022 TOTAL
INR (₹) INR (₹) INR (₹) INR (₹)
SALES
Sales 5,009,880.00 9,336,600.00 11,727,680.00 26,074,160.00
Total Revenue 5,009,880.00 9,336,600.00 11,727,680.00 26,074,160.00
COGS
Cost of Sales 1,502,920.00 2,800,880.00 4,030,590.00 8,334,390.00
Total COGS 1,502,920.00 2,800,880.00 4,030,590.00 8,334,390.00
Gross Profit 3,506,960.00 6,535,720.00 7,697,090.00 17,739,770.00
Gross Profit Margin (%) 30% 30% 34% 68%
EXPENSES
Employee Wages 2,136,000.00 2,349,600.00 2,584,560.00 7,070,160.00
Lease / Rental (Office) 650,000.00 960,000.00 600,000.00 2,210,000.00
Lease / Rental (Warehouse) - - 1,200,000.00 1,200,000.00
Utilities 78,000.00 78,000.00 78,000.00 234,000.00
Equipment and Maintenance 30,000.00 18,600.00 18,600.00 67,200.00
Renovations & Start Up Prep 50,000.00 - - 50,000.00
Travelling / Accommodation 480,000.00 480,000.00 480,000.00 1,440,000.00
Consultant fee 102,000.00 - - 102,000.00
Marketing Expenses 1,800,000.00 1,800,000.00 1,800,000.00 5,400,000.00
Total Expenses 5,326,000.00 5,686,200.00 6,761,160.00 17,773,360.00
Expenses Over Revenue (%) 106% 61% 58% 68%
EBITA -1,819,040.00 849,520.00 935,930.00 -33,590.00
EBITA Margin (%) -36% 9% 8% 0%
DEPRECIATION
Depreciation of Plant and
Equipment's 36,000.00 36,000.00 36,000.00 108,000.00
Total Depreciation 36,000.00 36,000.00 36,000.00 108,000.00
Net Profit / (Loss) before Tax -1,855,040.00 813,520.00 899,930.00 -141,590.00
Taxes 240,000.00 240,000.00 240,000.00 720,000.00
Net Profit / (Loss) after Tax -2,095,040.00 573,520.00 659,930.00 -861,590.00

Projected Profit and Loss Statement Forecast for Ninja Van from the Year 2020
to the Year 2022
From the forecasted P&L statement of Ninja Van between the year 2020 to 2022, it is
reflecting a loss for Ninja Van after three years of operation in total. The loss was
incurred in the initial year of operation in India whereby the financial health did
gradually recover. Weak EBITA number will also be a concerning point for Ninja Van
to review of equipment depreciation and tax is overwhelming. With IE Singapore’s
support for market readiness assistance grant, productivity solution grant, enterprise
development grant, Ninja Van can reduce the loss incurred for the first year
significantly. We will need to analysis from other aspects of expenses in order to
determine if the forecast is realistic and how can we improve the net profit margin to
arrive at a breakeven point in a shorter period. On the other hand, while cross-
referencing to sales forecasts from section 6.5, Ninja Van can also work on estimating
more sales quantity in order to improve the revenue.
Projected Expenses Forecast for Ninja van Pte Ltd from the Year 2020 to the
Year 2022
Understanding the cost incurred for the functionality of a business is critical. In the
forecasted expenses table, it consists of fixed and variable costs. The employee
wages are assumed to have an increment of 10% annually. From the expenses table,
we can define where is the expected more significant spending that Ninja Van could
reduce. Due to a forecasted increase in delivery for the third year and taking into
consideration storage space, Ninja van started warehousing from the third year
onwards and therefore the sudden peak in expenses. All these are expected to have
the return of investment upon breakeven.

Projected Expenses Forecast for Ninja Van Pte Ltd in the Year 2020

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Projected Expenses Forecast for Ninja Van Pte Ltd in the Year 2021

Projected Expenses Forecast for Ninja Van Pte Ltd in the Year 2022

Cash Flow Forecast for Ninja Van for the Year 2020 to the Year 2022
Cash Flow Forecast for Ninja Van for the Year 2020 - 2022
2020 2021 2022
INR (₹) INR (₹) INR (₹)
Opening Balance 1,000,000.00 (819,040.00) 30,480.00
Cash Receipts/Inflows
Cash Proceeds 5,009,880.00 9,336,600.00 11,727,680.00
Total cash Receipts /
Inflows 5,009,880.00 9,336,600.00 11,727,680.00
Total Cash available 6,009,880.00 8,517,560.00 11,758,160.00
Cash Outflow/Paid Out
Operational Cost 1,502,920.00 2,800,880.00 4,030,590.00
Employee Wages 2,136,000.00 2,349,600.00 2,584,560.00
Lease / Rental (Office) 650,000.00 960,000.00 600,000.00
Lease / Rental (Warehouse) - - 1,200,000.00
Utilities 78,000.00 78,000.00 78,000.00
Equipment and Maintenance 30,000.00 18,600.00 18,600.00
Renovations & Start Up Prep 50,000.00 - -
Travelling / Accommodation 480,000.00 480,000.00 480,000.00
Consultant fee 102,000.00 - -
Marketing Expenses 1,800,000.00 1,800,000.00 1,800,000.00
Other Cash Outflows / Paid
Out - - -
Total Cash outflows 6,828,920.00 8,487,080.00 10,791,750.00
Cash Position / Closing
Balance for the Year. (819,040.00) 30,480.00 966,410.00

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Cash flow forecast will inform the business if they have enough cash to run the
business for the upcoming financial period or any other investment related actions.
Positive cash flow will minimally reflect on the management that the company’s ability
to pay off their bills to vendors and its liquidity. Ninja Van is assumed to start with
1,000,000.00INR of cash on hand for bills and other miscellaneous expenses, despite
the negative number in the first year, NV did reflect an improvement in the second and
third year of operation.
Forecasted Three Years Performance Summary
From the forecasted financial analysis tables for coming three years of Ninja Van,
assumingly it will start its operation in Jan 2020, it will reflect that the company would
not be able to achieve a breakeven point. With a constant increase in expenses,
partially due to relatively high demands for delivery, the gap between cost and revenue
does not seems to narrow down too fast. Optimistically, the forecast also reflects a
₹ -4,000.00
₹ -2,000.00
₹ -
₹ 2,000.00
₹ 4,000.00
₹ 6,000.00
₹ 8,000.00
₹ 10,000.00
₹ 12,000.00
₹ 14,000.00
2020 2021 2022
Thousands
Estimated Three Years Performance
Comparison
for Ninja Van In India
Revenue Total Cost Profit Margin Net Profit

gradual increase in net profit from the second year onwards, which does inject a sense
of confidence that slowly, but surely the growth and revenue will achieve its target
number.
It is inevitable for Ninja Van to incur a loss in the initial years of penetration due to
market saturation and additional cost incurred to sustain the company. However, when
the sales numbers and awareness increases; the net profit will subsequently improve
too. It is just that the wait for breakeven might be longer than expected due to high
competition and non-awareness in India.
8. Management Consideration
It is practical for Ninja Van to establish an international Singapore office in New Delhi.
This can be used as the hub between Ninja Van and its joint venture company. It is
important to keep both companies on the same page and to resolve any culture shock.
Hence, the operation can be operated according to the plan.
Besides, this office serves an important hub for the Singapore Team to assist with the
implementation of the technology and linking up with other stakeholders.
8.1 Personnel/sales force factors
Ee-Leen Tan, the Chief of Global Expansion at Ninja Van will be the overall in charge
of the operation in India. She will lead a team to manage the entry into the India market
from finance to operations. She will report to the CEO of Ninja Van and work closely
with a representative from the JV party.
The regional talent acquisition manager, Charmain Seng will be appointed to carry out
the hiring process in India. The priority position to be hired is the Chief Operating
Officer(COO) for the India office. This will benefit NV to carry out the expansion
process effectively with an experienced COO.

8.2 Business advisers
NV will enter the market with advice from three important courses. The first source will
be the information and advice from the Singapore Headquarters. This will act as an
important source to keep the India team to be aware of the latest market trends.
The second source will be working hand in hand between NV and JV company in India.
It is recommended to take advice from its local business development team to provide
the latest updates on the rules and regulations changes in India. This can help to avoid
any unnecessary delay in the operation and make better informed business decisions.
Mr Chang Wen Lai, CEO of NV, will be the third advisory source to provide strategic
counsel towards any major decision-making process and will be the contact point for
its board members.
8.3 Contingency plans
India being a developing country, it is not unexpected that its market trend and
business regulation will vary from time to time. In order for NV to be more resilient, it
has to be prepared with contingency plans before embarking on any business deals
or major ventures.
Plan A: The joint venture company can acquire the entire business in India
Ninja Van can opt to sell the business by handing over to a bigger industry player in
India. Ninja Van can act as a consultancy partner when the JV company acquires the
business. This can reduce the losses of NV’s investment in India by continuing to
provide the technology and know-how to support the operation in India.
Plan B: A contingency plan when natural disasters happens
Because of its geographical size, India is prone to natural disasters such as floods,
earthquakes and landslides. It is important for NV to identify potential problems
ranging from losses of human lives, landslides of warehouse which are located in hilly
areas, floods that can cause disruption of water and electricity supply. Therefore, NV
must have an effective contingency action plan to avoid the probability of facing such
issues and minimise losses. NV can consider working with Cordaid which is an
international development organisation that specialises in running programmes that
helps reduce the impacts of disasters. For example, a water-gate can be installed in
NV’s warehouse to prevent flooding when a flood occurs.

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9. Conclusion & Recommendation
In conclusion, the joint venture between Ninja Van and India should be a qualified
success barring any unforeseen circumstances. Being one of the countries with the
highest growth rate and fastest economies in the world, it would not be a tall order for
Ninja Van to penetrate into the India market with its technology and industry know-
how to cater to a wide set of audiences. With its risks and benefits considered, the
entry to India is predicted to be successful for Ninja Van.
Ninja Van will inevitably face tough competition from local and international logistic
businesses in India, however it has the potential to triumph over them by scaling up
one of its unique products, Ninja Point, by increasing the number of pick up and drop
off points for customers even in its rural areas. This not only provides convenience for
its customers but also create more job opportunities for locals.
However, in order to successfully venture into India, it is important to take note of rules
and regulations in India pertaining to setting up a logistics business where corruption
may hinder its progress. Venturing into India may encounter a number of potential
problems for Ninja Van’s management in terms of cultural differences, gender
inequality as well as employee practices over there. There must be steps taken to
customise its management style and structure in order to engage its workers better
and create a harmonious work environment.
Lastly, Ninja Van should also take serious consideration into preparing contingency
plans that can be relied in the event of operational failures or faced with natural
disasters. This will allow Ninja Van to create a brand name successfully in India.

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