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このアイテムの引用には次の識別子を使用してください: http://hdl.handle.net/10911/4744

タイトル: FOREIGN DIRECT INVESTMENT IN RETAIL SECTOR:THE CASE OF INDIA
著者: Shrestha, Saroj
キーワード: FDI
Organized
Unorganized
Retail
Multi-brand
発行日: 17-Sep-2016
抄録: Retail sector is considered as one of the important pillars of Indian economy. Before the economic reforms in 1991, the inflow of Foreign Direct Investment (FDI) in India was comparatively limited. Government policy towards foreign capital was very selective. Following the reforms, however, foreign investors are allowed to invest up to 100 percent in most of India`s economic sectors. As a consequence, the nation experienced improved economic performance. In spite of this, FDI into multi-brand retailing remains partially restricted. The permission for 100 percent investment in multi-brand retailing is still in debate. Some strongly support its positive aspects, but on the other hand some argue with its disadvantages. This study finds that the retail market of India is still covered by unorganized retailing but one stop shopping place like malls and supermarket are also gradually increasing their market share. Conducting business in India is not as easy as presented in news and newspapers. India lacks infrastructural development and has bureaucracy problems. Also, the government seems to protect unorganized retail indirectly. Hence, both organized and unorganized retailing will co-exist in future and it will take long time for Indian retail sector to be fully organized. Thus, it suggests that the government of India should gradually liberalize its FDI policy in multi-brand retailing like China. It should encourage local retailers to make business and make them capable to compete against foreign retailers. On the other side, for foreign retailers to compete against local players they should create value chain by differentiating their product and applying better management techniques.
URI: http://hdl.handle.net/10911/4744
学位授与番号: 32690甲第141号
学位授与年月日: 2016-09-17
学位名: 博士(経済学)
学位授与機関: 創価大学
出現コレクション:文学研究科

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