Pre-Investment Due Diligence in India – New Issue of India Briefing Magazine Out Now
- Unique Characteristics of Due Diligence in India
- Key Considerations When Conducting Regulatory Due Diligence in India
- Navigating HR Due Diligence in India
- Case Study: Sidestepping Due Diligence, Uber Exposes its Liabilities
India’s economy has been averaging a steady seven percent growth over the past few years. Amid the declining optimism among other emerging economics, India’s outlook remains positive. The Bharatiya Janata Party (BJP)-led National Democratic Alliance (NDA) government has introduced a multitude of economic programs since 2014. Make in India remains the flagship initiative, while all other development programs seek to complement it. The International Monetary Fund (IMF) projects an optimistic 7.5 percent growth rate for India in the fiscal year of 2016-2017 – up from 7.3 percent in 2015-2016.
India has replaced China as the top location for foreign direct investment (FDI) by attracting U.S. $63 billion worth of FDI projects in 2015 with FDI increasing by 30-40 percent in the past two years, according to Finance Minister Arjun Jaitley. However, while India represents a promising future as an emerging market, it has various regulatory and tax issues that strongly contrast with other emerging economies. Red tape and bureaucracy can further contribute to delays, adding roadblocks to a company’s growth. In such a market, it is imperative for companies to conduct due diligence to safeguard their assets and reputation.
In this issue of India Briefing Magazine, we examine issues related to pre-investment due diligence in India. We highlight the different regulatory, tax, and socio-economic issues that a company should be aware of before entering the Indian market. We also detail some of the topics related to entry structures while investing in the Indian market, as well as cultural and HR due diligence, which may differ from state to state.
Foreign companies should be quick to notice the various idiosyncrasies of India’s laws and regulations; this India Briefing Magazine aims to prepare and guide companies to mitigate such issues.
Asia Briefing Ltd. is a subsidiary of Dezan Shira & Associates. Dezan Shira is a specialist foreign direct investment practice, providing corporate establishment, business advisory, tax advisory and compliance, accounting, payroll, due diligence and financial review services to multinationals investing in China, Hong Kong, India, Vietnam, Singapore and the rest of ASEAN. For further information, please email firstname.lastname@example.org or visit www.dezshira.com.
Stay up to date with the latest business and investment trends in Asia by subscribing to our complimentary update service featuring news, commentary and regulatory insight.
An Introduction to Doing Business in India 2015 (Second Edition)
Doing Business in India 2015 is designed to introduce the fundamentals of investing in India. As such, this comprehensive guide is ideal not only for businesses looking to enter the Indian market, but also for companies who already have a presence here and want to keep up-to-date with the most recent and relevant policy changes. We discuss a range of pertinent issues for foreign businesses, including India’s most recent FDI caps and restrictions, the key taxes applicable to foreign companies, how to conduct a successful audit, and the procedures for obtaining an employment visa.
Using India’s Free Trade & Double Tax Agreements
In this issue of India Briefing magazine, we take a look at the bilateral and multilateral trade agreements that India currently has in place and highlight the deals that are still in negotiation. We analyze the country’s double tax agreements, and conclude by discussing how foreign businesses can establish a presence in Singapore to access both the Indian and ASEAN markets.
Passage to India: Selling to India’s Consumer Market In this issue of India Briefing magazine, we outline the fundamentals of India’s import policies and procedures, as well as provide an introduction to engaging in direct and indirect export, acquiring an Indian company, selling to the government and establishing a local presence in the form of a liaison office, branch office, or wholly owned subsidiary. We conclude by taking a closer look at the strategic potential of joint ventures and the advantages they can provide companies at all stages of market entry and expansion.