Strategy Consulting in India. Without Expensive Learning Curves.

For companies that want to establish a presence in India or are already operating there.

You’ve made the decision—or you’re in the process of making it—to choose India as a market, a manufacturing location, or a sourcing base. The cost analysis adds up, and the market potential is compelling. But then the work begins in the reality of India, and that reality usually turns out differently than planned.

India is not a market that one can necessarily understand intuitively based on experience in other international markets. Many decisions made there lead to a whole string of unexpected consequences. Companies usually don’t realize this until 2 to 3 years after entering the Indian market, when decisions regarding legal structure, taxes, personnel, suppliers, markets, pricing structures, or government agencies suddenly become costly because they lacked experience in India or misjudged the situation.

At the same time, company formation, staff recruitment, tax registration, supplier contracts, and interactions with government agencies are all taking place simultaneously, but often without coordination.

WB is the partner that brings both together: a forward-looking perspective on the consequences of every decision and a broad view of the big picture.

The Pain Points That Are Really Holding Back Projects in India

The situations you’re familiar with

Government Agencies and Permits—The Invisible Time Trap

Factory licenses, environmental regulations, business permits, government registrations: In India, government agencies exercise discretionary authority. What seems straightforward during the initial meeting can become a bottleneck six months later. Delays in one area can then hold up other areas that, at first glance, seem unrelated. Practical Implementation: Administration in India.

Suppliers and Quality Processes – What Arrives at the Loading Dock

Quality commitments are made. They are only met if you have established the right processes on-site: incoming goods inspection, supplier evaluation, and escalation procedures. Without local oversight, quality gradually erodes. This process is slow, costly, and only becomes apparent too late. In terms of practical implementation: operational efficiency and costs.

Salary Structures and Retention – Working Capital Under Pressure

The compensation structure that secures the best candidates for you could put pressure on your working capital in two years and send signals to the local market that you did not intend. Turnover in key positions costs far more than just salary: it costs knowledge, time, and continuity.

Tax Compliance – Obligations That Only Become Apparent When They Are Violated

TDS, GST, transfer pricing between headquarters and subsidiaries, customs classifications: Anyone unfamiliar with these systems and pitfalls creates risks that only become apparent during an audit and are often difficult to correct at that point.

Reporting and Management Control—When Your Numbers Don’t Add Up

Revenue growth is on track. Profitability, however, lags behind. Reports from India reflect what local management deems worth reporting, not what you need to make your decisions. Hidden losses resulting from cost structures, governance gaps, or internal allocations remain invisible.

Legal Decisions Made During Setup—Consequences That No One Mentions

What legal structure? Greenfield or brownfield? A separate entity or a joint venture? Each of these decisions has consequences that you cannot yet foresee: in terms of scalability, tax law, and capital structure. Those who focus solely on tax efficiency will pay the price three years later. Practical implementation: market entry strategies.

What WB Specifically Brings to the Table