Sell your product in India
without building a team there
You keep the product, the pricing and the brand. We are the team on the ground in India: we find and screen the distributors, open the buyer conversations, and run the sales motion in your buyer’s timezone.
What does it actually take to sell a B2B product in India?
Three things, and the product is rarely one of them. First, the right channel: most foreign companies appoint the largest distributor who returns their email, then find that distributor carries forty competing lines and pushes none of them. Second, reach that is real: a contact list pulled from a global database is routinely wrong on India, because entity names, titles and mobile numbers change here faster than any database refreshes them. Third, presence in the week: Indian buyers reply to people who are in their timezone, who follow up on Tuesday rather than next month, and who can be in the room when the committee meets.
What that means in practice is that India entry is two jobs, not one. There is a structural job, which is licences, entity, tax and compliance, and which is handled by lawyers, company secretaries and licensed agents. And there is a commercial job, which is channel, demand and the sales motion. Montazzo does the commercial job. We say plainly on every page below which parts of the structural job we do not touch.
By Tanveer Sinngh, Founder at Montazzo · Which entry route fits you?
There are three realistic ways to sell into India, and the right one depends on how much control you want and how fast you need revenue.
| Route | What you give up | Time to first revenue | Best when |
|---|---|---|---|
| Distributor-led An Indian partner buys from you and resells. | Price control, the customer relationship, and visibility into why deals are lost. | Fastest on paper, slowest in reality, because the distributor sets the pace. | Physical product, regulated category, or a market you want to test before you commit. |
| Sales representation A local team sells in your name; you keep the contract. | Very little. You carry the cost of the team, in-house or outsourced. | Two to four months to the first qualified pipeline. | Software, services, and any product where the buyer wants to deal with you directly. |
| Direct entity A subsidiary, payroll, offices. | Capital and about six to nine months before anyone sells anything. | Slowest. Compliance comes first, revenue second. | You already have India revenue and the channel is the bottleneck. |
Most of our clients run the middle route, often alongside a distributor. The distributor holds the licence and the logistics; we create the demand that gives the distributor something to fulfil. A distributor with a licence and no demand sells nothing, and that is the single most common way India entry stalls.
What does Montazzo run?
We are a B2B demand generation and sales team based in India, working for companies headquartered elsewhere. On an India entry engagement that means four things.
- Market and channel mappingWho already sells to your buyer, what they charge, which competitors are present, and which of the distributors or system integrators in your category are worth a conversation. Named companies and named people, not a slide about market size.
- Partner search and screeningWe build the longlist, approach them on your behalf, and screen the ones who respond on the things that predict whether they will actually sell: line conflict, reach by region, service capability, and who inside the firm will own your product.
- Demand generation into the end buyerCold email and LinkedIn outbound run from Indian sending infrastructure, into the people who actually sign: hospital and clinic decision makers, enterprise heads of function, plant and operations leadership. This is the part almost nobody sells you, and the part that makes a channel work.
- The sales motionQualification calls in Indian business hours, follow-up that does not stop at email two, and a written record of every objection so you learn what India actually costs you on price, lead time and support.
Our own track record is in B2B outbound and inbound: fifteen published case studies across fifteen industries, with 757 meetings and roughly thirteen million dollars of pipeline produced for clients selling into the US and global markets. The case studies are all here, with named clients and real numbers. India inbound is the newer vector and we will tell you honestly where our proof is thinner.
What we do not do
We do not act as your India Authorized Agent. We do not hold an import licence, a wholesale drug licence or a medical device registration. We do not file with CDSCO, handle customs clearance, warehouse goods, or take title to your product. We do not incorporate your entity, run your payroll or file your tax.
Those are licensed or professional functions and you should use licensed people for them. We will tell you which ones your product needs, roughly what they involve, and where the sequencing traps are, because that affects what we can sell and when. For medical devices specifically, read the regulatory and commercial split before you plan anything.
Who this works for, and who it does not
Good fit
- ✓ You sell a B2B product or service, to businesses or institutions, with a deal size above roughly five thousand dollars.
- ✓ Your category is already bought in India, even if your brand is not known here.
- ✓ You have someone at head office who can answer technical questions inside two working days.
- ✓ You can price for India, or you are willing to find out what that number is before you decide it is impossible.
- ✓ You want to know why deals are lost, not just that they were.
Poor fit
- ✕ Consumer products, retail, or anything that sells through marketplaces rather than a sales conversation.
- ✕ You need the regulatory licence itself. That is a licensed agent, and no amount of sales help substitutes for it.
- ✕ You want one distributor appointed and then no further involvement. That arrangement fails quietly and you will not know for a year.
- ✕ Your India price has to match your US price. It will not, in almost every category.
- ✕ You need revenue inside sixty days. Indian enterprise and institutional cycles do not move that fast.
Pick your path
Four pages, each one a different question. Start with whichever one matches what you are actually stuck on.
India market entry agency: what they do and how to choose
The four kinds of India entry firm, what each actually delivers, what it costs, and the nine questions to ask before you sign anything.
Read the comparison → ChannelFind a distributor in India, then find out whether they will sell
How to build the longlist, the twelve-point screen that predicts performance, how Indian distributor economics really work, and what to do about exclusivity.
Read the screen → Medical devicesSelling medical devices in India: two tracks, not one
The regulatory track is licensed and slow. The commercial track is neither. Which one you need first, who holds what, and where the real timeline risk sits.
Read the split → Healthcare demandYou have the licence and the distributor. We have the hospitals.
Our hospital, clinic and diagnostic network in India, who inside a hospital actually decides, and how a device or health product gets bought.
See the network →Why now rather than next year
Two things changed. The first is that Indian institutional buyers are no longer waiting for a local office before they will deal with a foreign vendor, as long as somebody answers in their timezone and the support story is credible. The second is that the categories where India entry used to be hopeless, enterprise software and specialist medical equipment above all, are now capital-rich enough to pay close to global prices for the right product.
What has not changed is the failure mode. Companies still enter through a single distributor, generate no demand of their own, and conclude two years later that India does not buy. India buys. It buys through people who are present.
If you are an Indian company selling the other direction, into the US, UK or global markets, that is a different service and a different page: lead generation for Indian B2B companies selling worldwide.
FAQ
Questions companies entering India ask us
Not to start. You can sell through a distributor or importer who buys from you, or you can sell directly to Indian customers as a foreign supplier while a local team runs the sales motion on your behalf. An entity becomes worth the cost once India revenue is large enough that the tax and support arrangement matters more than the compliance burden. In most sectors a foreign company can hold full ownership of an Indian business through the automatic route, but the rules vary by sector, so check yours with a professional before you assume it.
Two to four months to the first qualified meetings, and six to twelve months to closed revenue in most B2B categories. Institutional and hospital sales run longer, four to nine months from first conversation to purchase order, because the decision sits with a committee rather than a person. Anyone who promises India revenue inside sixty days is selling you something that does not exist.
We can, and we will tell you it is the arrangement most likely to fail. A distributor with your licence and no demand of their own carries you as a catalogue line. The engagements that work keep demand generation running into the end buyer alongside the channel, so the distributor has live opportunities to fulfil rather than a brochure to forget about.
It depends on the number of target accounts, how many sending domains the outbound needs, and whether partner search runs alongside demand generation. We scope it against your category and target list on a call rather than publishing a rate card, because a programme aimed at two hundred hospitals and one aimed at five thousand enterprise accounts are not the same job.
No. Our system is built for B2B and institutional selling, where a human conversation decides the deal. Consumer products in India sell through marketplaces, distribution depth and brand spend, which is a different discipline run by different firms.
That is the most common reason companies come to us. Usually the problem is not the distributor, it is that nobody is creating demand, so the distributor has nothing to work on and no reason to prioritise you. We run demand generation into the end buyer and hand qualified opportunities to the existing partner. If the screen shows the partner genuinely cannot service your category, we will say that too.
Tell us what you sell and who buys it in India
A 30-minute call. We tell you which route fits, what the channel looks like in your category, and what we would run. You decide.
Let's chat