The Warehouse Group Enters India

The report shows that TWG should consider the different modes of entering the Indian retail market and then choose the most appropriate market. The analysis clearly shows that the strategic alliance is the most appropriate mode which TWG can employ to enter the Indian market. The company should conduct in depth analysis of the Indian retail market before making the business decision. The company should understand the cultural perceptions of the Indian customers to introduce innovative products aligned to the market.

Running head: THE WAREHOUSE GROUP ENTERS INDIA
THE WAREHOUSE GROUP ENTERS INDIA
Name of the Student:
Name of the University:
Author Note:

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THE WAREHOUSE GROUP ENTERS INDIA
Executive Summary:
The report shows that TWG should consider the different modes of entering the Indian retail
market and then choose the most appropriate market. The analysis clearly shows that the
strategic alliance is the most appropriate mode which TWG can employ to enter the Indian
market. The company should conduct in depth analysis of the Indian retail market before making
the business decision. The company should understand the cultural perceptions of the Indian
customers to introduce innovative products aligned to the market.

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THE WAREHOUSE GROUP ENTERS INDIA
Table of Contents
Executive Summary:........................................................................................................................1
Introduction:....................................................................................................................................4
Overview of the report:................................................................................................................4
Aim of the research:.....................................................................................................................4
About the selected company:.......................................................................................................5
Outline:........................................................................................................................................5
Discussion:.......................................................................................................................................6
Strategy used:...................................................................................................................................6
Entry mode:.....................................................................................................................................7
Exporting:....................................................................................................................................7
Licensing and franchising:...........................................................................................................8
Partnership and strategic alliance:...............................................................................................9
Green field venture or launching a wholly owned subsidiary:..................................................10
Strategic alliance:...........................................................................................................................11
Organisation structure:...................................................................................................................12
Value creation and profit generation:............................................................................................12
Conclusion:....................................................................................................................................13
Recommendations:........................................................................................................................14
In depth market analysis:...........................................................................................................14

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THE WAREHOUSE GROUP ENTERS INDIA
Innovative product line:.............................................................................................................14
Shift towards opening wholly owned subsidiary:......................................................................15
Reference:......................................................................................................................................16

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THE WAREHOUSE GROUP ENTERS INDIA
Introduction:
Overview of the report:
The Warehouse Group or TWG wants to enter the retail market in India, one of the
fastest growing retail in the world at present. The company is based in New Zealand and till now
only sources raw materials and finished goods from India to feed its existing markets in New
Zealand and Australia. The company wants to enter the Indian retail market to initiate marketing
finished goods in the country. The company has to choose an appropriate entry mode to enter the
country’s retail market. The retail companies can choose among the five entry modes namely,
exporting, licensing, partnership and strategic alliances, acquisition and mergers and green
field venture. The mode which retail companies employ to enter in host markets depend on
different factors right from the size of the retail company concerned to the level of
competitiveness in the target host market. The retail sectors in New Zealand and Australia are
extremely competitive. These two markets are already under the domination of retail giants like
Woolworths and Coutdown. These top retail companies dominate large shares of the retail
markets in New Zealand and Australia, thus leaving limited scopes for the other retailers to
expand. This surging competition has forced the retail companies to expand into emerging
countries. The report would explore the foreign expansion strategies which a chosen retail
company based in New Zealand would choose to enter a host market. The chosen entry would be
strategic alliance, the retail chain nominated for the study would be The Warehouse Group or
TWG and the chosen host market would be India.
Aim of the research:
The aim of the report would be exploring the chosen entry mode namely, strategic
alliance by TWG to enter India.

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About the selected company:
The Warehouse Group or TWG is the largest retail chains based in New Zealand founded
in 1982 by Stephen Tindall. The leadership team of the company is led by Nick Grayson in the
capacity of the CEO. The company earned a profit after tax of $ 27506 million in 2018 while its
asset values were $ 642623 million for the same period (Thewarehousegroup.co.nz, 2019). The
Warehouse Group is listed on NZX and its stock prices are suffering a bearish trend in the stock
market (Nzx.com, 2019). It would be assumed that the company would be entering India and the
entire report would be driven by this assumption.
Outline:
The report would start with exploring the strategies which TWG can use to enter India.
This would be followed by a brief description and comparison of the different entry modes
which business organisations can employ while expanding internationally. The would lead to
identifying the most appropriate strategy namely, strategic alliance which TWG would use to
enter India. The next section would discuss the organisational structure of TWG and how it
contributes towards adoption of the chosen strategy. The last topic which would be discussed
would be value creation and profit generation (chosen from the Avon case study). The research
would hereafter be concluded which in turn would be followed by recommendations for the apex
management of TWG.

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Discussion:
Strategy used:
The strategy which TWG used to enter the Indian market is opening a sourcing subsidiary
to acquire raw materials and finished products from the market which is evident from its Annual
statement released for the year 2018. However, it is clear that the company has no presence in
India in terms of marketing its products to the Indian consumer base. The management of TWG
would have to take into account several aspects of the retail market in India in order to choose
the most profitable business entry model. First, the Indian retail market already has big players
with companies like the Future Group and the Infiniti Retail Limited, wholly owned by the Tata
Group. The resident retail companies are in fact partnering with the international retail chains
like Woolworths and assisting them to sustain in the market (Firstpost.com, 2014). Secondly,
ecommerce giant Amazon has already invested in 49 percent shares of retail chain More to
increase its physical presence in the retail market of the country (Mukherjee, W., & Malviya,
2018). Thirdly, the retail sector in India is expected to surpass $ 1.3 trillion within 2020 (Urs,
2018). An analysis of these three facts shows that the Indian retail market is becoming
increasingly competitive and profitable. The market is attracting foreign players like Marks &
Spencer’s which is intensifying the competition. Moreover, the retail market in the country
already has local supermarket chains. An article published in the Time of India last year reports
that India has ‘the fastest growing online market among top global economies.’ The article
reports that the ecommerce market in the country is expected by reach a compound annual
growth of 53 percent from 2013 to 2017 (Timesofindia.indiatimes.com, 2018). Thus, it is evident
from this in-depth analysis of the Indian retail market that the management of TWG should

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consider the different modes of entry before choosing the most appropriate foreign entry format
to enter the Indian market as a marketer of products.
Entry mode:
The following are the main entry modes which the management of TWG can consider in
order to enter the Indian retail sector and flourish its business profitably:
Exporting:
The most common entry mode which business organisations employ is exporting mode.
Kowalkowski et al. (2017) define the term export as selling goods and services to foreign
countries. They mention that multinational companies export their goods and services to host
countries in which they have no direct presence. Egger, Francois and Nelson (2017) opine that
exporting enables companies to get access to foreign markets without having to bear expenses
like setting up of regional offices and employing resident manpower. This brings to light the first
advantage of export as a mode of foreign expansion. Export is cheaper and saves companies to
incurring high foreign expansion costs. Rueda-Cantuche et al. (2016) bring into light the second
advantage which export enjoys over other modes of international expansion which would be
described in the sections which would follow. They mention that exporting as a mode of entry
being less expensive requires minimum investments and legal formalities. Thus, export is the
fastest mode of foreign expansion which companies like TWG can consider to enter the Indian
retail sector. Xing (2018) strengthens the discussion by pointing out that ecommerce penetration
has enabled the global companies export their goods and services to foreign markets on receiving
orders from customers. As far as India is concerned, the country enjoys to highest rate of
ecommerce penetration among top economies in the world (Timesofindia.indiatimes.com, 2018).
An analysis of this finding shows that TWG can utilise this ecommerce penetration in India to

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receive orders and export goods into the country. Bai, Krishna and Ma (2017) contradict the
previous authors backing export as an entry mode and point out the first disadvantage of the
mode-lack of control. This is because the multinational companies do not have direct presence in
the host markets and are dependent on third party firms to distribute their products. This strong
dependence on third party firms often lead to the former charging high agent fees to sell the
products in the target market. This leads to minimisation of profits which multinational
companies earn from exporting goods to foreign markets. Levit and Malenko (2016) point out
the second disadvantage of export as a mode of entry-lack of knowledge about the market and
marketing of inappropriate products. The companies exporting products to foreign markets often
do not have knowledge about the preferences of customers in the target market, thus exporting
inappropriate products. This often leads to generating low customer demands for the exported
products in the host market which results in heavy losses to the exporting companies. Thus, it
can be inferred from the analysis of the advantages and disadvantages of export mode that
though the mode is less expensive and faster, it leads to low control of the exporter on their
respective goods and ultimately leads to business loss. Thus, in the light of both the aspects of
export mode it can be pointed out that it is not most appropriate entry mode which TWG can
employ to enter the Indian retail sector. This would lead to consideration of the next entry mode
namely, licensing and franchising.
Licensing and franchising:
The second entry mode which the management of TWG should consider to enter the
Indian retail market is licensing and franchising. Gerhardt et al. (2015) defines the term licensing
and franchising as the exclusive right to manufacture and market goods and services in a
particular market. The exclusive right is dependent on contracts between the two parties namely,

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the multinational company granting the exclusive manufacturing and marketing right and the
firm to which the right is granted. The first party is called the licensor or the franchisor while the
second party is called the franchisee. Rosado-Serrano (2017) points out the first advantage which
franchising attributes to the multinational companies like TWG. The author mentions that
franchising model is cheaper as the total cost of operations are divided between the franchisor
and the franchisee. Cheptegei and Yabs (2016) point out that the risk of businesses are
diversified between the two parties. Thus, it can be mentioned that in comparison to export mode
of foreign entry, franchising model is less risky as the business risks are diversified between the
franchisor and franchisee. López-Fernández and López-Bayón (2018) contradict the authors
heralding franchisee model is the most appropriate foreign entry model pointing out that
franchisee model just like the previous model presents the risk to the franchisors losing
controlling over their foreign businesses. El Akremi, Perrigot and Piot‐Lepetit (2015) point out
that in case of franchisors, the risk is higher since they are totally dependent on their local
franchisees just like in case of export modes.
Partnership and strategic alliance:
One of the most common entry modes which multinational companies employ is
partnership and strategic alliance. Albers, Wohlgezogen and Zajac (2016) define
partnership and strategic alliance as the entry mode in which foreign firms enter into
contract with existing companies in the host countries. The first advantage of this mode of
entry is that multinational companies in comparison to franchisee model, enter into
partnerships with established firms already enjoying a massive customer base. Thus, by
entering into partnership and strategic alliance, the multinational firms as per Serrat
(2017) can get access to the customer bases of their partner firms which enable them to

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generate huge revenue. Albers, Wohlgezogen and Zajac (2016) point out the third
advantage of partnership-mutual benefits which is not present in the previous two entry
modes. They point out that this mode of foreign entry lead to win-win situation for bpoth
the partners. The foreign company (TWG in the case) gets the opportunity to market its
goods among the customer base of the host country. Similarly, the resident firm in the host
country can utilise the partnership to enter the country of the previous company, thus
creating business growth for both the companies involved. Yildirim et al.(2016) though do
not contest the advantages of strategic alliance, point out that the entry mode is far more
expensive and complex compared to the previous entry modes. This is because the
multinational company concerned (TWG in this case) in order to enter into strategic
alliance, have to form a separate partnership firm since partnership has a separate legal
entity than the partnering companies. This in turn attract more legal and financial
complexities compared to export and franchisee. However, due to enjoying a physical
presence in the target host market, the multinational company enjoys more control over
the business and has a deeper knowledge about the customer preferences. Thus, it is able to
offer more appropriate goods and services, earning higher revenue compared to the
previous two models.
Green field venture or launching a wholly owned subsidiary:
Datta, Musteen and Basuil (2015) define wholly owned subsidiary as the entry mode
which involves multinational companies establishing a subsidiary company dedicated to the
target host country. Gurkov (2016) points out that in order to operate using the wholly owned
subsidiary format enables the multinational companies to enjoy total profit in contrast to the
partnership model where the profit is shared between the partners. Yildirim et al.(2016) can be

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THE WAREHOUSE GROUP ENTERS INDIA
reiterated in this case to point out that just like partnership, green field venture is expensive since
it involves operational complexities. Pradhan and Singh (2017) point out that in comparison to
partnership, wholly owned subsidiary model is far more risky. This is because the newly formed
wholly owned subsidiary company may not have strong knowledge about the market conditions
and stands at risk of making wrong strategies thereby incurring losses. Moreover, it can also be
pointed out that this model is mostly applied by the top companies in the world with immense
resource the diversify business risks. Thus, transpires from the comparison between different
modes of foreign expansion, that the most appropriate mode which TWG can employ to enter the
highly competitive Indian retail market is strategic alliance and partnership.
Strategic alliance:
The Warehouse Group should enter the Indian retail market using the strategic
alliance model. The company should consider entering into strategic alliances with the topic
retail companies in the Indian retail sector like Reliance Brands Limited (Khosla & Philip, 2019).
However, the management of TWG should consider different aspects very crucially before
entering into the partnership. The management of the company should not only judge the
revenue generation while deciding on the strategic partnership. It should consider the qualitative
factors like market image of the tentative partner, its levels of ethical compliance and its level of
involvement in corruption, if any,. Sharma and Jha (2017) point out this respect that culture has
direct impact on consumption pattern. As far as India is concerned, the country has a distinct
culture which is a mixture of both western and her own culture. Thus, it can be pointed out in
this respect that TWG in order to cater to the needs of the Indian retail customers and generate
profits, must use the knowledge of the resident partner about the culture of the country. The retail

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THE WAREHOUSE GROUP ENTERS INDIA
company while serving the Indian customers should show due respect for their cultural
perception. This would enable the firm to establish its business profitably in the Indian market.
Organisation structure:
Figure 1. Organisational leadership of TWG
(Source: Thewarehousegroup.co.nz. 2019)
The Warehouse Group would be required to adapt its present organisational structure to
suit the needs of the Indian retail market. The company should integrate its international strategy
with the Indian retail market conditions to form localisation strategy which would cater to the
Indian market. The organisational structure of The Warehouse Group is a flat structure with the
CEO at its helm. The second line of authority of the company lies in the hands of Deputy
chairman followed by non-executive directors. Arp and Fu (2016) point out that multinational
companies seeking to enter foreign markets generally have managers dedicated to different host
market on the board. However, as far as TWG is concerned, it can be pointed out that the
company has no reservation for foreign operations in spite of the fact it enjoys considerable
foreign presence. It can be pointed out keeping the fact the Indian market is extremely
competitive and it would require the company to align its present organisational structure to the

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market. TWG, as already mentioned above should use partnership and strategic alliance as the
appropriate entry mode to enter the Indian market. Thus, the company would be required to
expand its management into the country with the representatives of the Indian market having
positions at the apex level. The company would be required to station senior managers who
would oversee the Indian operations in partnership with an existing Indian partner. The senior
managers should have profound knowledge about the Indian market and would make the apex
management in New Zealand about the same. They would advise the senior management about
the strategies which would be aligned to the Indian conditions like the specific requirements of
Indian customers. This would lead to formation of strategies adapted to the Indian market which
would enable the company form more appropriate strategies, thus ensuring high level of
customers satisfaction among Indian customer base. It can also be pointed out that the Indian
management of TWG should act as bridge between the management of the Indian partner and the
management of TWG housed in New Zealand. This would ensure that the management form
business strategies adapted to the local conditions yet confirming to its international standards in
terms of retail products. Thus, it is evident that the company would be required integrate its
international strategies to its local strategies. The new organisational structure of the company is
presented as below:

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THE WAREHOUSE GROUP ENTERS INDIA
Apex management (figure 1)
Indian management
Apex management of Indian
company
Partnership company formed by TWG and Indian
company
Figure 2. Figure showing organisational structure of TWG showing Indian operations
(Source: Author)
As shown above the new organisational structure of TWG would consist of its apex
management as well as Indian management (blue boxes). The Indian management would provide
information to the apex management (red arrow) and would receive instructions on strategies
(blue arrows). The Indian management would oversee the partnership with the Indian company
(green box) and would pass down the instructions received from the apex management to the
partnership company (red arrow). Similarly, the management of the Indian company (yellow
box) give instructions to its representatives on the board of the partnership company. Thus, it is

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evident that the new organisational structure of TWG would enable the apex management to
control the Indian operations.
Value creation and profit generation:
TWG should enter into partnership with an established company to enter Indian retail
market and create value for customers to generate immense profits. Sharma and Jha (2017) opine
that consumption of consumers in a particular country comes directly under the influences of
culture. This means that the management of should conduct a market analysis of the Indian retail
sector to understand the consumption patterns of the Indian consumers. The company in strategic
alliance with the Indian partner company should market appropriate products compatible to the
tastes and preferences of the Indian consumers in order to create value for them. This would
enable the firm ensure customer satisfaction and generate immense profit.
Conclusion:
It can be concluded from the discussion above that foreign expansion is a complex
process which require immense strategy making. The company namely, TWG should consider
several entry mode to choose the most appropriate entry mode to enter the Indian retail sector.
The first entry mode as discussed above which the management of the company should consider
is export mode. The mode would enable the company to company to directly export goods to the
Indian retail market without having to set up its own branch in the country. Orders generated on
the ecommerce platform would also enable the company to sell its products in the country. The
mode of export though less expensive compared to the mode discussed next namely, franchisee,
is risky. This is because the company in order to export its products to the Indian retail market
would have to depend on third party firms and would have no direct control over its goods. The
franchisee model too is not appropriate since the company would have to depend on franchisees

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THE WAREHOUSE GROUP ENTERS INDIA
though would enjoy more control compared to the export mode. As far as strategic alliance is
concerned, the process is more expensive as it would require TWG establishing offices in India.
However, it would be more profitable since the company would be able to utilise the market
image and consumer base of its partner to establish its business. The process of wholly owned
subsidiary is the most expensive of all the four models and would require the company to gain
more in depth knowledge about the Indian retail sector which would be risky. Thus, considering
the pros and cons of all the four models, it can be pointed out that the strategic alliance model
would be the most appropriate model which TWG can exploit to enter India.
Recommendations:
The following recommendations can be made to the management of TWG which it
should take into account to enter the Indian retail market:
In depth market analysis:
The Warehouse Group should conduct an in-depth analysis of Indian retail market before
enter into strategic alliance with an Indian company. The company should gain profound idea
about the macroeconomic aspects of India like political conditions, socio-economic conditions
and technological conditions. The company should use the findings from the market analysis of
the Indian market to form appropriate business strategies suited to the market. It must also make
itself aware about the policies issued by the apex bodies like Reserve Bank of India and
Securities and Exchange Board of India. These measures would enable the company form
appropriate strategies to operate in the Indian market.

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Innovative product line:
The Warehouse Group should introduce innovative product line which would appeal to
the Indian customers. Its products should represent the salient features like designs and colour
combination related to Indian traditions. The company should introduce introduce Indian outfits
and Indo-western outfits. These innovations in the product line would enable the company to
relate the Indian consumers. Thus, in spite of being a foreign company, TWG would be able to
garner huge popularity among the Indian consumers which would enable it to generate immense
revenue. The company would be able to diversify the high expenses it would have to bear to
enter into strategic alliance with the Indian company.
Shift towards opening wholly owned subsidiary:
TWG at a later phase should shift towards a wholly owned subsidiary format. The
company may enter the Indian retail sector using strategic alliance however, in order to gain its
own market position the company would require to form its own wholly owned subsidiary. The
partnership with the Indian company would render it with the much required market knowledge
about the Indian retail market and customer requirements. Thus, it would be able to utilise this
knowledge to form its own subsidiary. The company should list the wholly owned subsidiary
which would allow the latter to exploit the Indian capital market.

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