Выдержка из работы:
1. INTRODUCTION
The edible oils market in India presents a combination that rarely appears in a single foreign market at the same time: very large consumer demand, persistent import dependence, a developed refining base, active state regulation, and a pricing environment where small changes in duties, freight, or supply structure can alter commercial outcomes within a short period. For PJSC Rusagro Group, the issue is not whether India is large enough to justify attention. The real problem lies elsewhere. A company with substantial raw oil capacity, export experience, and a strong B2B profile still needs a carefully designed entry model, because market size alone does not determine feasibility. Commercial success in this case depends on the alignment of product form, tariff treatment, logistics route, buyer structure, financial conditions, and regulatory compliance.
The relevance of the topic follows from several developments that have converged in recent years. Russian agri-food exporters are searching for stable external markets with large absorption capacity and room for long-term commercial positioning. India has moved into that category due to its demographic scale, rising household consumption, and continuing need for imported edible oils. At the same time, the Indian market cannot be treated as a simple destination for export expansion. Import duties on edible oils are revised in response to inflation, domestic farming interests, and refining-industry pressures. Food imports are subject to technical and documentary control. Commercial channels differ sharply between bulk industrial supply and consumer-facing packaged products. Under such conditions, entry without a structured market strategy increases the probability of margin erosion, route inefficiency, and partner mismatch.
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2. MARKET ANALYSIS OF INDIA FOR PJSC RUSAGRO GROUP’S ENTRY STRATEGY
2.1. Macroeconomic Profile of India and Its Attractiveness for Foreign Market Entry
India’s suitability for a foreign market entry project is tied to scale, pace of growth, and the structure of demand rather than to a single headline indicator. The country remained among the fastest-growing major economies in 2024–2025, and official national accounts placed real GDP growth for FY 2024–25 at 6.5%, while nominal GDP growth reached 9.8%. Gross domestic product at current prices was estimated at INR 330.68 lakh crore, and real GVA growth stood at 6.4%. Construction recorded 9.4% growth, public administration, defence and other services 8.9%, and financial, real estate and professional services 7.2%, which points to a broad-based rather than narrowly concentrated expansion pattern [Government of India, Ministry of Statistics and Programme Implementation, National Accounts Statistics 2025].
Market selection literature gives a useful analytical frame for reading those figures. Francioni and Martin Martin describe international market selection as a complex strategic decision in which firms weigh country potential, networks, opportunity structure, and changing business environments rather than relying on market size alone. Chopra, Bhardwaj, Baber and co-authors reach a similar conclusion in their review of export promotion and foreign market entry strategies, arguing that foreign market choice becomes more robust when macro conditions, firm capabilities, and institutional constraints are examined together. Kalubandi, Sharma, Edacherian and co-authors add a further dimension by showing, through a meta-analysis of 292 samples and 598,525 firm-year observations, that foreign market knowledge strengthens the performance effects of international entrepreneurship. For an agri-food project, macroeconomic attractiveness matters, yet the decisive issue lies in whether the target economy can absorb imported product at scale and whether the host-country setting allows knowledge accumulation through trade relationships [Francioni; Chopra; Kalubandi].
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REFERENCES
Francioni B., Martin Martin O. International market, network, and opportunity selection: A systematic review of empirical research, integrative framework, and comprehensive research agenda, Journal of International Management, 2024, vol. 30, no. 5, Article 101174. DOI: 10.1016/j.intman.2024.101174.
Chopra R., Bhardwaj S., Baber H., et al. Navigating global horizons: A review of export promotion and foreign market entry strategies for small and medium enterprises (SMEs), Journal of Business & Industrial Marketing, 2024, vol. 39, no. 12, pp. 2774–2790. DOI: 10.1108/JBIM-10-2023-0610.
Kalubandi S. C., Sharma D., Edacherian S., et al. Role of foreign market knowledge and home country institutions in international entrepreneurship-performance relationship: A meta-analysis, Asia Pacific Journal of Management, 2025. DOI: 10.1007/s10490-025-10076-8.
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