Nailing It

Your client manufactures nonpowered tools such as hammers and nails. Its products are commodities, so buyers see little difference between suppliers, although the company ranks among the top three in more than 40 countries. The Indian business has operated for three years but has only 1.5 percent market share. Global management wants it to reach the top three in India within 18 months, and the local office is willing to make a major bet. How can you help?

Recommend a feasible growth route that can put the client among India's three largest nonpowered tool suppliers within 18 months, and explain the key execution risks.