Date of Conferral

9-25-2024

Degree

Doctor of Business Administration (D.B.A.)

School

Business Administration

Advisor

Dr. Allen Endres

Abstract

Most of India's small to mid-sized enterprises (SMEs) are family-owned. These businesses are crucial to the economy and contribute significantly to a nation’s gross domestic product. However, the pharmaceutical and dietary supplement subsector of family-owned SMEs faces challenges in expanding due to limitations in global competencies, skills, and financial resources. Grounded in a composite dynamic capability theory and resource-based view conceptual framework, the purpose of this qualitative multiple case study was to identify and explore successful international expansion strategies used by family-owned SME Indian pharmaceutical and nutraceutical companies. The participants included six SME Indian CEOs and owners in India who have successfully expanded their businesses beyond the domestic market. Data were collected from semistructured interviews and internal and publicly available documents. A thematic analysis yielded six themes: (a) assuring regulatory compliance in the target market; (b) identifying reliable and trusted partners; (c) ensuring the right products and supply chain infrastructure; (d) starting with test markets; (e) family support and financing facilities; (f) continuous identification and development of the right leaders, managers, and team members. A key recommendation is for SME business owners to progressively enter new markets, learn from their experiences, and expand operations only after they determine the appropriate product mix and that their supply chain is functioning effectively. The implications for positive social change include the potential for successful business expansion for economic growth, job creation, and the increased availability of affordable medications to improve individuals’ and families’ well-being.

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