India as a country is ripe for foreign investment. In 2009 it ranked 12th in the world for gross production (De Vita, 2009). India has around one billion potential and affluent consumers. 1.17 billion people live in the country, of which approximately 13.7 million are expected to enter the world of work. This is something that should not be ignored by companies ready to expand into the global market. There are many attractions in the Indian market. However, there are factors that should be considered when considering entering this market. This paper will analyze the various components of India and evaluate both the positive and negative factors. Culture plays a significant role in how business is conducted in countries. It will define the organizational practices and practices of companies investing in India. India is a complex melting pot. It is necessary to consider the religious beliefs of large countries. The opening case study in Chapter 2 discusses what happened when McDonald's failed to disclose that there was a tiny amount of beef extract in its vegetable oil. The Indian population is made up of both Hindus and Muslims. The small amount of beef oil went against Hindu dietary practices. In the Hindu religion, cows are sacred and are not consumed. McDonald's has faced some backlash for this failure to disclose. Food service industries must consider the nation's religious practices before franchising in this area. A vegetarian-style menu will need to be introduced and food cannot be prepared with beef or pork products to show respect for religious preferences. Another cultural influence that will influence expansion into this market is the Indian caste system. Although the caste system...... half of the article...... Hill, C. (2011). Breaking the caste system in India. In C. Hill, International businesses compete in the global marketplace (p. 95). New York: McGraw-Hill Irwin. Kumar, A. (2010). India's imperative for global enterprise. Financial Executive, 26(3), 48-50. Retrieved from EBSCOhost.Nagar, S., & Enderwick, P. (2009). India: the next big opportunity for New Zealand businesses?. University of Auckland Business Review, 11(1), 1-11. Retrieved from EBSCOhost.Overheating?. (2010). Business India Intelligence, 17(15), 3-4. Retrieved from EBSCOhost.Sáez, L., and Chang, C. (2009). The political economy of global businesses from India and China. Contemporary Politics, 15(3), 265-286. doi:10.1080/13569770903160004Singh, S. (2009). Understanding the cultural architectures of organizations in India: A study. Singapore Management Review, 31(2), 71-95. Retrieved from EBSCOhost.