Mastering the Art of Jugaad and Guanxi: A Western Guide to Business Practices in India and China

Purpose: Successfully entering foreign markets is a major issue in the field of international business. Cultural ignorance increases uncertainty that hinders a firm's international performance. Research has shown that the impact of cultural differences is one of the biggest obstacles to entering the Chinese and Indian markets, which are seen as one of the more important and growing markets in the last decade. This paper builds a framework for analyzing and choosing effective business strategies across the divide between very different business systems and cultures. It assists western firms in how to enter these complex markets and increase the probability of success. Design/methodology/approach: the proposed conceptual model hinges on social networking theory. Three different strategies are presented based on the different cultural, political and historical settings of China and India. Findings: the paper builds a framework for India and China structured around three core attributes to building social networks. It shows what international firms need to do in-order to build social networks that allow access to the local markets and decrease business risks. Practical implications: the proposed conceptual models enable marketers to cope even with the most complex markets and improve their probability for success. Originality/value: the literature review demonstrates that researchers have not dealt in-depth with the social constructs of social networks, especially in India. The paper depicts the commonality and differences between the two countries and serves as a basic business model when penetrating these markets.