Japan built the playbook. Korea scaled it. China reshaped the industry. Now, the world is watching India.

India’s growing role in consumer electronics is creating opportunities for international technology companies beyond manufacturing. A recent report quotes Nothing CEO Carl Pei describing India as an increasingly important hub for the next global technology wave.

For international businesses, the implication is practical: entering India may require more than identifying a factory or appointing a distributor. Companies need to understand where demand is forming, which partners can help them reach customers, and how to build relationships that support long-term growth.

Key Takeaways

• Nothing’s leadership has highlighted India’s growing importance in global consumer electronics.
• India can represent several opportunities at once: a consumer market, a manufacturing base, and a source of commercial partnerships.
• Market entry requires decisions about positioning, distribution, service, pricing and local execution.
• International companies should validate potential partners and customer channels before committing to large-scale expansion.
• Relationships can help convert market interest into commercial traction.

India’s role in consumer electronics is expanding

India is increasingly part of the strategic conversation for global technology companies.

In a report published on September 22, 2026, The Economic Times quoted Nothing CEO Carl Pei describing India as “inevitable” in the next global technology wave. The report framed the opportunity as extending beyond manufacturing alone.

That distinction matters. A country can be important to a technology company in several different ways: as a place to manufacture products, a market in which to sell them, a source of talent, or a base for building regional partnerships.

For companies considering India, these roles should be evaluated separately rather than treated as one broad market-entry decision.

Manufacturing presence does not automatically create market access

A company may establish production capacity in India and still struggle to develop a meaningful commercial presence.

Selling into the market requires a different set of capabilities:

• Understanding customer segments and purchasing behaviour.
• Selecting the right pricing and product-positioning strategy.
• Building relationships with distributors, retailers and channel partners.
• Developing after-sales service and customer support.
• Navigating applicable regulations and commercial requirements.
• Establishing a local team or partner network capable of executing consistently.

The reverse is also true. A company may be interested in India as a sales market without having any immediate plans to manufacture locally.

The entry strategy should therefore begin with the company’s objective—not with an assumption that every international business needs the same India playbook.

Three distinct opportunities for international technology companies

1. India as a consumer market

India’s scale can make it relevant to companies selling smartphones, accessories, connected devices, software and related services.

But a large population does not translate automatically into demand for every product. Companies need to identify the customer segments most likely to adopt their offering and understand the price, distribution and service expectations of those customers.

A focused launch—through selected channels, regions or customer groups—can help test assumptions before a wider rollout.

2. India as a manufacturing and operating base

For businesses evaluating manufacturing or local operations, the decision involves more than production costs.

Companies may need to assess supplier capabilities, workforce availability, infrastructure, quality systems, logistics, regulatory requirements and the feasibility of scaling operations.

The right local relationships can help companies understand the operating environment and identify which capabilities are available through partners and which must be built internally.

3. India as a partnership ecosystem

International technology companies may also find opportunities through Indian distributors, service providers, component suppliers, system integrators, retailers and enterprise customers.

These relationships can create commercial routes that would take longer to establish independently.

However, partner selection should be deliberate. Companies should assess not only a potential partner’s reach, but also its relevant customer relationships, execution capacity, sector experience and willingness to invest in the relationship.

What companies should do before entering India

A practical India market-entry process can begin with five questions:

1. What is the primary objective? Is the company seeking customers, manufacturing capacity, talent, partnerships or a combination?
2. Who is the target customer? Which segments have a clear need and a realistic ability to pay?
3. How will the company reach them? Direct sales, distributors, retail, e-commerce and strategic partnerships have different economics and execution requirements.
4. Which local capabilities are essential? Determine what should be built internally and what can be accessed through partners.
5. What evidence would justify expansion? Define measurable milestones for customer interest, partner engagement, sales conversion and operational readiness.

These questions help turn a broad interest in India into a market-entry plan that can be tested and refined.

Relationships are part of the execution strategy

For an international company entering an unfamiliar market, the challenge is often not simply finding a list of potential contacts. It is identifying the people and organizations that can help move the business forward.

That may include a distributor with access to the right customer segment, a service partner with local coverage, a strategic account that can validate demand, or an industry relationship that opens a new route to market.

The question is not just “Who operates in India?” It is “Whom should we know to achieve our objective?”

This is where structured business development becomes important: identifying relevant stakeholders, initiating conversations, nurturing relationships and supporting the transition from initial interest to commercial opportunity.

A focused approach to India market access

India’s role in global technology is evolving, but companies should avoid treating the opportunity as a single, uniform market.

A company seeking customers may need a different strategy from one seeking manufacturing partners. A consumer brand may require a distribution and service ecosystem, while a B2B technology provider may need access to enterprise decision-makers and implementation partners.

The starting point is a clear commercial objective, followed by a targeted plan for building the relationships and capabilities required to achieve it.

Frequently Asked Questions

Why is India attracting attention from global technology companies?

India is increasingly relevant as a consumer market, manufacturing location and business ecosystem. The specific opportunity depends on the company’s products, target customers and operating model.

Does entering India require local manufacturing?

No. Some companies may enter through sales, distribution, licensing or partnerships without establishing manufacturing operations. The appropriate model depends on business objectives and product requirements.

What should a technology company assess before appointing an Indian distributor?

It should evaluate the distributor’s access to relevant customers, sector experience, geographic coverage, service capabilities, financial and operational capacity, and alignment with the company’s long-term goals.

How can international companies build relationships in India?

They can identify target accounts and relevant ecosystem partners, engage through industry networks and business-development channels, and maintain a structured process for follow-up and opportunity development.

Final Thoughts

Nothing’s India-focused outlook reflects a broader strategic question for international technology businesses: how should India fit into their global growth plans?

The answer will differ by company. For some, India may be a customer market. For others, it may be a manufacturing base, a source of partners or a platform for regional expansion.

The companies that approach India with clear objectives, local understanding and a deliberate relationship-building process will be better equipped to evaluate opportunities and execute their chosen strategy.

About Kalantic

Kalantic supports international companies exploring and developing business opportunities in India through market access, relationship development, partnerships and on-ground business development.

Our work focuses on connecting companies with relevant stakeholders and helping turn market-entry objectives into practical commercial activity.

Whom should we know?

Sources

• The Economic Times, “Japan, Korea, China had their turn. India is now ‘inevitable’: Nothing’s Carl Pei bets on the next global tech wave,” September 22, 2026. https://economictimes.com/industry/cons-products/electronics/japan-korea-china-had-their-turn-india-is-now-inevitable-nothings-carl-pei-bets-on-the-next-global-tech-wave/articleshow/134384105.cms