LONDON SCHOOL OF COMMERCE

COLOMBO CAMPUS SRI LANAKA

MBA FOR EXECUTIVES

MODULE ASSIGNMENT: International Business

Student Name : Bamunuge Kusal SanjeevKumar Pieris

Student Registration No: B0092CBECBE0619

Module Lecturer : Pro. Mervyn Sookun

Module Tutor : Ms. Sarasi Senadheera

Date Submitted : 16/1/2020

Total Word Count : 2300

I declare that this assignment is all my own work & that I have acknowledged all materials used

from the published or unpublished work of other people. All the reference have been duly cited.

Kusal Pieris
Report on Spa Ceylon
 Executive Summary

This report is about Ceylon Spa which is in the wellness Industry is

trying to venture into Indian market to capitalize on the biggest strategic
potential of India, its people. This report carried out a PESTEL Analysis
initially to detect whether it is a good move to launch into India.
Subsequently with the study of Uppsala Model & Porter’s Diamond
Model Analysis & with the understanding of how India culturally related
to Sri Lanka together with traditional Incremental approach for
Internationalization it proved to be a smart approach which the
management of Spa Ceylon has made.

iii
Table of Contents
Chapter 1.0 Introduction..................................................................................................................8
1.1Scope of the report..................................................................................................................8
1.2 Purpose of this report.............................................................................................................8
Chapter 2.0 Spa Ceylon Luxury Ayurveda......................................................................................9
2.1 Spa Ceylon Story...................................................................................................................9
2.2 Drivers of Internationalization into Indian Market................................................................9
2.2.1 Push Factors....................................................................................................................9
2.2.2 Pull Factors.......................................................................................................................10
2.2.3 Uppsala Model of Internationalization..........................................................................10
Chapter 3.0 Product or service readiness.......................................................................................12
3.1 The 12 C framework............................................................................................................12
3.1.1 Country..........................................................................................................................12
3.1.2 Choices..........................................................................................................................12
3.1.3 Consumption.................................................................................................................12
3.1.4 Channels........................................................................................................................12
3.1.5 Contractual Obligation..................................................................................................13
Chapter 04 Host Country Market Analysis...................................................................................14
4.1 PESTEL Analysis................................................................................................................14
4.1.1 Political..........................................................................................................................14
4.1.2 Economic.......................................................................................................................14
4.1.3 Social.............................................................................................................................14
4.1.4 Technology....................................................................................................................14
4.1.5 Environment & Legal....................................................................................................15
4.2 Host Country National Competitiveness..............................................................................15
4.2.1 Porter’s Diamond Model Analysis................................................................................15
4.2.1.1 Factor Conditions.......................................................................................................16
4.2.1.2 Demand Conditions....................................................................................................16
4.2.1.3 Firm Strategy, Structure & Rivalry............................................................................16
4.2.1.4 Government................................................................................................................16

iv
 4.3 Cultural Analysis..................................................................................................................17
4.3.1 Cultural Analysis with comparison...............................................................................18
4.4 Cultural Differences.............................................................................................................19
5.0 Entry Strategy..........................................................................................................................20
5.1 Most suitable strategy for Spa Ceylon.................................................................................20
5.2 Competitive advantages of franchising method...................................................................20
5.3 Internationalization Strategy................................................................................................21
Chapter 6.0 Project Schedule.........................................................................................................22
Chapter 7.0 Conclusion.................................................................................................................23
Referencing....................................................................................................................................24
Bibliography..................................................................................................................................26

v
List of Tables

Table 4. 1 demonstrates cultural comparison of the host & home country...................................18

vi
List of Figures

Figure 2. 1 demonstrates the Uppsala Model................................................................................11

Y

Figure 4. 1 Demonstrates Porter’s Diamond Model......................................................................15

vii
Chapter 1.0 Introduction

International business can be defined as any business activity which involves crossing of national
borders. The institutions which involve can be government or private and the mixture of both.
International business can be compartmentalized into four categories, namely; foreign trade,
trade in services, portfolio investments & direct investment (Ajami et al., 2006).

Further it involves transfer of resources such as raw materials, people, capital, finished products,
assembled products services such as management consulting, financial & insurance services,
education , knowledge and skills such as managerial skills, intellectual property rights &
information across national boarders (Hill, 2008).

1.1Scope of the report

This report is about a local spa company going to extend its operations into Indian market,
drivers of internationalization with a suitable model will be discussed. Further in terms of
product or service readiness, host country market analysis & differences in culture will be
discussed. Finally how to enter into Indian market & internationalization strategies will be
discussed.

1.2 Purpose of this report

The purpose of this report is to help the company in identifying the right entry strategy into
Indian market & successful operation of it.

Through this report I have learnt the cultural differences exist across borders, one strategy which
is successful in one country may not work in other continents & successful implementation of
the project.
Chapter 2.0 Spa Ceylon Luxury Ayurveda

2.1 Spa Ceylon Story

Two siblings namely Shiwantha Dias & Shalin Balasuriya founded the ‘Ceylon Spa’ in May
2009 inspired by their passion for Ayurveda and experience in working in family owned beauty
care company (Amarasinghe, 2010).

Spa Ceylon along with expertise in Ayurveda wisdom combines natural ingredients & with
modern design offers luxury Ayurveda products which is good for health, well-being &
relaxation. The array of products includes treatment oils, massage balms, massage and bath oils,
essential oils, cleansing bars, exfoliating bars, shower gels, body scrubs, body pacs, milk baths,
body lotions, moisturizing balms, body mist, soothing balms, foot care & herbal compress (The
Spa Ceylon story, 2019).

Spa Ceylon products can be compartmentalized into two main categories viz; High-end spas
and luxury Ayurveda and beauty care products.

Since the opening of its first spa in Crescat March 2010 within just five years they were able to
become the market leader in the spa & beauty care industry. Their products are offered in their
own spas & boutiques, high end retail stores & boutiques, hotels in Colombo, Negombo, Galle &
Kandalama. They have intentions to expand into 100 locations in next two years which involves
foreign markets(Dabarera,2016).
2.2 Drivers of Internationalization into Indian Market

2.2.1 Push Factors

Following the domestic market success Spa Ceylon had, they want to expand into other
markets(Amarasinghe, 2010).

With a limited population base & disposable income Sri Lankan market do not offer much
scalability in terms of growth (Gunewardene, 2019).

Political turbulence & more recent bomb attacks on Sri Lankan hotels would drain the number of
tourists visit & subsequent warnings issued by national governments warning tourists visiting the
country (choat, 2019).

2.2.2 Pull Factors

The spas are an emerging industry where it is estimated that spas are a $40Billion global industry
over 50,000 spas across the globe (SpaFinder,2007).

It is believed that medical tourism which is part of wellness industry would generate as $4.4
billion in Asia with approximately half of the revenue would go to India, Kerala being the hub of
medical Ayurveda of the country(Ashutosh et al., 2013).

Industry experts believe that Indian Ayurvedic market is worth INR 4500 at present, herbal
products form 6-7% overall personal care product markets (Mohanta, 2017).

India’s rising middle class which indicates that they have money to spend (Das, 2001). Which is
good indicator for leisure & wellness industry

India is poised to become third largest consumer economy in the world (Rapoza, 2017).

India has a 6oo million youth population (Jack, 2018) which can be attracted to wellness
industry.
2.2.3 Uppsala Model of Internationalization

This model comprise of four stages, which indicates how the learning & opportunity element of
the new market affects the current environment of the firm. The result of one output becomes the
input of another process hence it is a cyclical relationship exists between variables (Johanson &
Vahlne, 1977).

Figure 2. demonstrates the Uppsala Model

Source: Adopted from Johanson & Vahlne, 1977

Chapter 3.0 Product or service readiness

3.1 The 12 C framework

3.1.1 Country

Indian population is likely to reach in 2060 1.5 billion. It is known for multi linguist & multi
religion country. According to 1961 census carried out it showed that 1652 languages being
spoken in the country. Delhi is now the 2 nd largest urban agglomeration of the world, seventh &
tenth positions being Mumbai & Culcutta (Miller, 2014).

Sri Lanka as a country has much deeper connection with India historically.

3.1.2 Choices

Indian market has many competitors both local & foreign some of the most common brand in
India which the Spa Ceylon products have to compete on are L’oreal products range, Body shop
products, Himalyan’s products, Oriflame & Lakme products,Asian roots,Amatraa,tamaya just to
name a few.

3.1.3 Consumption

According to PricewaterhouseCoopers in India rejuvenation sector worth is about $90 to $110

Million this is due to the rising income of middle class. However it is said that only 2% are
active participants of these products & it is expected to grow (India Retailing Bureau, 2014).
3.1.4 Channels

Products can be made accessible through retail channels such as department stores,
supermarkets, hypermarkets, shopping malls & specialty store chains.

Innovative methods are used by companies such as sell directly through department stores chains
such as lifestyle, shoppers stop & in malls feature their own consultants.

Other methods include by using online method platform such as flipcart, amazon india,
Snapdeal. However it should be noted that e-commerce market in India only accounts for 3% to
4% of beauty & retail market.

3.1.5 Contractual Obligation

It is mandatory to register for all cosmetic imported to India with central drugs standard control
organization in the office of the drug controller general of India they administer the Indian drugs
& cosmetics act of 1940.
Chapter 04 Host Country Market Analysis

4.1 PESTEL Analysis

4.1.1 Political

Recent banning of advertisement of Ayurveda, Unani & siddha drugs by the ministry of
Ayurveda in India (Ashwin et.al, 2019), have an impact on Spa Ceylon.

Recently passed citizenship bill has created temporary political turmoil in the country (Ketchell,
2019).

4.1.2 Economic

Indian cosmetic industry is worth about $ 950 Million at present, showing 15% to 20% growth
rate per annum & further developed to $20 Billion by 2025 (Press Trust of India, 2018).

This industry creates 150,000 jobs every year (Dwarakanath, 2015).

4.1.3 Social

There is not much of international brands present in India compared to other Asian countries.
The consumer tastes might vary from city to city than of other countries for instance Chennai vs
Delhi. In India more than 60% of the people live in rural India (In Cosmetics, 2019).
4.1.4 Technology

There is growing number of people using laser technology to the extent of changing the body
composure, and using the web the consumer can customize what they want & team dispatch to
home give the consumer satisfied service. Using the internet has given the opportunity for the
consumer to learn, educate & teaching beauty products (Mohonta, 2017). Spa Ceylon can
capitalize on educating about product range they offer.

4.1.5 Environment & Legal

Spa Ceylon goes with its strong policy on not using animals to test their products & they have
conservation of elephants as part of their social responsibility initiative.

License of spas, hiring well trained licensed practitioners, massage therapists, nail technicians
are some of the legal factors they have consider.

4.2 Host Country National Competitiveness

4.2.1 Porter’s Diamond Model Analysis

Porter in 1990 highlighted certain factors which some nations have provides competitive
advantage over certain nations, those factors interact and act together to form a nations diamond
hence interrelation between those variables creates national competitiveness (Grant, 1991).

Figure 4. Demonstrates Porter’s Diamond

Model

Source : Adopted from Grant, 1991

4.2.1.1 Factor Conditions

According to Porter this has two elements namely basic & advance factors.

Basic factors are national resources, location & demographics. For Spa Ceylon to be successful
in India they have national resources such as human capital together with natural resources,
herbs, their own traditional Ayurvedic system of medicine(Pandey et al, 2008).

Advanced factors include research facilities, infrastructure and investment done by government
provides competitive advantage (Grant, 1991).

4.2.1.2 Demand Conditions

With the increasing middle class, high disposable income, young population, demographic &
geographic diversity provides demand for wellness services. It is estimated that for financial year
2020 the size of market would be INR 150,000 crores from INR 85,000 with a compound annual
growth rate of 12% (FICCI & EY, 2016).

4.2.1.3 Firm Strategy, Structure & Rivalry

World renowned brands such as Lorel Paris and VLCC has expanded in India through franchise
strategy( KPMG & FAI, 2013).

Domestic firms in highly unorganized sector such as beauty parlours & fitness centres provides
the major market share in this industry which would provide competition to organized firms such
as Spa Ceylon.

4.2.1.4 Government

Indian government with view of promoting this industry has initiated a modular employable
skills program (MES) it provides pathways for skill development & long terms skill acquisition
periods (12 years) & short term (3 months) & through Standard Training Assessment & Reward
Scheme they train people employed in manufacturing, retail sector across 200 cities in 23 states
in beauty & wellness industry (NSDC & KPMG, 2017).
4.3 Cultural Analysis

India is a collection of various thoughts & ideologies, it is very broad & varied from city to city.
Indian culture is known for rich in knowledge, devotion deeds, emotions & feelings.

Some of the features of Indian culture are;

 Longevity & continuity

 Unity in diversity
 Tolerance
 Amalgamation of spirituality & materialism
4.3.1 Cultural Analysis with comparison

Table 4. demonstrates cultural comparison of the host & home country

Hofstede’s cultural dimension Host Country Home Country

Power Distance High level of inequality with Same as the host country.
regard to power & wealth in
the society.

Employees are expected to be

obedient for the master &
expect to follow their
instructions.

Power distance is high

Individualism Vs Collectivism Indian society is structured in Same as the host country

a such a way that one’s future
is prescribed by the
government, religious
institutions & family.

Such is the case where

opinion’s of one’s family,
extended family, work group,
social networks will play a
major part.
Masculinity Vs Femininity India is a masculine country Sri Lanka has a less masculine
where success & culture where women seen in
achievements, material gains employed in top positions in
& work are central to one’s the corporate world.
life.

Uncertainty avoidance There is a certain degree of Same as the host country

low to medium preference for
uncertainty avoidance. In this
type of culture nothing has to
be perfect nor it should take
place according to planned
thus there is acceptance of
imperfection.

Orientation India has long term orientated Same as the host country.
culture which means they
forgive lack of punctuality,
different religious view.

4.4 Cultural Differences

One of major cultural difference is India has a more relationship focused where employees
believe in harmony, long lasting relationship (Katz, 2008).

Emerging markets like India has what is called a ‘institutional voids’ which increases operational
& transactional costs therefore it is important to consider the ‘institutional contexts’ which they
are doing business (Khanna & Palepu, 2010).
5.0 Entry Strategy

Entering into new foreign markets can be achieved in different ways (Belu & Caragin, 2008).
Each strategy would have an impact on firm’s organizational & financial capacity. It is the most
important strategic decision of the organization (Boso et al., 2016). Factors to consider are
market size & growth, servicing cost, host country political, social environment, competition.

There are various different strategies which a firm can use to enter into foreign markets, they are
namely; through joint ventures, mergers and acquisitions, exporting, strategic alliance, foreign
direct investment, greenfield project, full ownership of the subsidiary and franchising.
(Kamau,2011).

5.1 Most suitable strategy for Spa Ceylon

Franchise is a contract which is offered by a parent firm right to operate on their behalf within a
specified area based on initial percentage of sales by using parent’s firm advertising, equipment
& supplies (Constance & Lieberman, 2002).

One advantage of franchising is that it gives the opportunity to expand their market base
particularly the firm which are in the services sector which is difficult to export (Altinay &
Wang, 2006).

Further this method eliminates the risk of failure on the part of franchisor, the only thing which
the franchisor has to provide is that business format & rest such as credit to the franchisee is
provided by banks & other financial institutions (Salar & Salar, 2014).

5.2 Competitive advantages of franchising method

 Royalty fee which Spa Ceylon can earn

  Brand acceptance – This gives the parent company to gain acceptance in the foreign
market by using franchisees money & credit.
 Easy to establish
 Readily available customer portfolio
 Easy access to financial support

5.3 Internationalization Strategy

As the Uppsala Model has highlighted the firm learn more about a market which they become
committed to more investing into that market. This stage is defined as the learning &
commitment where gradual progress is made to internationalize in this phase no regular exports
are made, export through agents, finding of a foreign sales & production subsidiary are carried
out (Johnson & Weidersheim, 1975).

Traditional approach argues that firms have to be successful in the first place domestic market.
Selection of the markets also take place in stages where a market which is closer to the domestic
market by means of culturally, politically, education system first they try to successfully enter to
that market & gradually they expand into increasingly greater psychic distance. Hence the firms
should use incremental approach to internationalize as it lacks experiential & it’s risky strategy
( Johanson & Vahlne, 1977).

However, “Born global” approach hold a contrast view to the above model. This states that firms
tried to internationalize soon after their birth even without a sales in the domestic market (Jolly
et.al, 1992). Such firms perceive opportunities than obstacles.

Spa Ceylon being luxury products provider follows the incremental approach to internationalize
by targeting Indian market. Being successful in Indian is very important as it would present
opportunities to tap into other lucrative markets such as Russia & China.
Chapter 6.0 Project Schedule

4-Nov-19 24-Nov-19 14-Dec-19 3-Jan-20 23-Jan-20

Decision to enter into Indian Market

Choose the appropriate franchisor

The decision making process & research

Visit franchise operators

Contact the franchisor

Perform due deligence on specific franchise

Explore finacing options

Make a decision

Launch into Indian Market

Chapter 7.0 Conclusion

Spa Ceylon following the traditional incremental approach has decided to launch into India
knowing how it would help them popularize the brand name in the South Asian region.

Through this report I learnt how the cultural differences exist between countries or for that
matter region. Further, I leant how to carryout international business & related theories &
successful project implementation.
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