Indian consumers are often described as discerning, values-conscious and extremely demanding – characteristics that make the country one of the most difficult markets for businesses to break into. While loyalty in India can be deep once trust is earned, it is also fragile, shaped by rapidly changing trends, growing digital awareness and the growing influence of social media and D2C brands.
Sridhar Vembu, co-founder and CEO of Zoho, recently spoke about this reality, offering a striking analogy to describe what businesses face in the Indian domestic market. Sharing his thoughts on X (formerly Twitter), Vembu said that the Indian market is like a “demanding and strict Indian school teacher” who is never easily satisfied.
“The Indian market is like a demanding and strict Indian school teacher,” Vembu wrote, endorsing an article that said it is harder for Indian buyers to survive than dealing with global customers.
The original post highlighted why many businesses find the Indian domestic market unforgiving despite its massive volumes. Thin margins, endless audits, regulatory compliance through BIS and multiple portals, increased monitoring of minor defects, slow responses and difficult negotiations make operations in India “brutal”, he said. The post adds that while companies often fear exports, the reality is that it can be easier to deal with global buyers – provided the product is strong.
Vembu wholeheartedly agreed. “He’s absolutely right,” the Zoho chief replied, reinforcing the idea that companies that manage to succeed in India are often well prepared for global expansion.
Drawing on his personal experience, Vembu compared Indian consumers to his own college professor, who demanded nothing less than excellence. “Like my respected college professor, Smt Parimala-ji,” he recalls. “If I only got a 95 percent on a midterm exam, she would tell me I was underperforming and not working hard enough. »
According to Vembu, Indian customers behave much the same way: they constantly push companies to do better, refine their offerings and raise standards. “Companies always have to work harder to get their label,” he noted, adding that this pressure, while intense, ultimately strengthens companies.
Importantly, Vembu clarified that his remarks did not constitute a complaint. On the contrary, he expressed gratitude for the discerning nature of Indian consumers. “We thank our Indian customers for putting their feet to the fire,” he said, suggesting that this scrutiny played a role in shaping Zoho’s product quality and work ethic.
Vembu also acknowledged that India may not be alone in having a demanding domestic market. “Interestingly, Japanese companies would say their own domestic market is the most difficult,” he added, pointing to a common culture of high expectations in some economies.
As Indian consumers become more digitally savvy and open to experimenting with new brands, especially in the D2C space, the pressure on businesses will only intensify. However, for those who can resist it, the reward could be global preparation – and hard-earned approval from one of the world’s strictest “teachers.”
