India Entry Strategy: 3 Powerful Routes to Successful Market Expansion

Written by Sparkleminds

India Entry Strategy: Master Franchise vs JV vs Subsidiary

For a foreign brand entering India, the three routes come down to a trade: how much you spend against how much control you keep. A master franchise lets an Indian company build your brand and pay you fees and royalties. It’s the cheapest option and the one where you control the least. A joint venture (JV) is a company you co-own with an Indian partner, so the money, profit and decisions are split. A wholly owned subsidiary is your own Indian company. You decide everything and fund everything. Go for a master franchise if you want a low-risk start, a JV if you’d rather share the load, and a subsidiary if you can’t compromise on control.

None of these is permanent. Plenty of brands begin with a master franchise, see how India responds, then buy in or set up their own company later.

Here’s how each one plays out in practice.

The Three Models at a Glance

	Master Franchise	Joint Venture	Subsidiary
Your investment	Lowest	Shared	Highest
Your control	Lowest	Medium	Full
Speed to launch	Fastest	Medium	Slowest
How you earn	Fees and royalties	Profit share plus fees	All profits
Biggest risk	A weak partner	Partner disputes	Cost and execution
Ease of exit	Contract ends it	Hardest	Up to you

Master Franchise in India

Picture a café brand from Dubai. It signs one Indian company as master franchisee for south India. That company opens the cafés, hires the staff, sorts out the leases and may sell sub-franchises to other operators. The brand owner collects an entry fee, then a royalty on every sale.

That’s the whole appeal. You aren’t putting up the money, and you aren’t learning Indian real estate from scratch. Your partner already knows which landlords are fair and what customers will actually order. You could be open within months.

The trade-off is that your name is now in someone else’s hands. If the master franchisee lets quality slip, Indian customers blame your brand, and you might not hear about it until the reviews are bad. Also, a royalty is only a small slice of what each outlet earns. And if you hand a big territory to the wrong company, you can lose years.

Tax is another thing owners forget. Payments from India usually have withholding tax taken out, and the Indian company typically pays GST on the fee. If your pricing ignores that, you’ll end up with less than you planned.

This works when your model is already proven, your manuals are good and you don’t have much to spend on India.

Joint Venture in India

In a JV, you and an Indian partner create a new company and both hold shares. It runs your India business. Your partner may bring cash, property, a supply network, or simply the right people to call.

You get your share of profits, and the JV can pay you royalties as well if the agreement says so.

What you gain is a real say. With proper equity and board seats, you help decide pricing, store formats and how fast to grow. And a partner who has put their own money in will usually fight harder for the business than one who only paid a licence fee.

Where JVs go wrong is people, not numbers. The shareholders’ agreement carries almost all the weight. It sets who appoints directors, which decisions need both sides to agree, how new money gets raised, and what happens if you simply can’t agree. Keep it vague and you’ll regret it. A 50:50 split can leave the company stuck if you disagree over a budget.

Two things to check before you agree on percentages:

Your sector. Most allow 100% foreign ownership, but some have caps or need approval. Retail is the usual example.
Where your investment comes from. If it’s linked to a country that shares a land border with India, Press Note 3 means government approval.

Talk about leaving on day one, when everyone’s still getting along. How do you value the business? Who can buy out whom? It’s far harder to settle these in the middle of an argument. Indian foreign-exchange rules also restrict some exit terms, so have a local lawyer read yours.

This suits you if you want a committed local partner, you’re prepared to invest, and you don’t want to hand over the controls.

Wholly Owned Subsidiary in India

You incorporate your own Indian company, usually a private limited company, and your overseas entity owns all of it. You hire, lease and run. If the sector permits 100% foreign investment, no partner is required.

The big draw is control. Quality, pricing, hiring and pace are all your decisions. You keep all of the profit and all of the value you build. A cleanly owned company is also much easier to value or sell later, which investors notice.

Cost is the catch, along with time. Setup, salaries, licences and early losses all come from your pocket while you work out the market. A bad location is your loss alone. So is a wrong price. You also handle the paperwork: company filings, reporting the foreign investment to the RBI, tax and labour compliance. You’ll need at least two directors, and one of them must live in India.

Without a strong India lead, the first two years can be pricey. A subsidiary fits brands with deep pockets, a long-term view of India and a business that falls apart without tight control.

Where They Really Differ

Control and capital are the main trade. The more you spend, the more say you get. In a JV, though, your real control comes from the shareholders’ agreement, not from the percentage on paper.

Brand risk exists in all three, but it comes from different places: your partner’s standards in a master franchise, partner behaviour and boardroom clashes in a JV, and your own execution in a subsidiary.

Tax is light in a master franchise: withholding tax and GST on what you’re paid. A JV or subsidiary adds corporate tax, filings and transfer pricing, which just means any royalty or product price between you and the Indian company has to look fair. Rules change, so ask a chartered accountant about the current position and the India treaty before you finalise numbers.

Trademark comes first in every case. Register it in India before you speak to anyone. India largely goes by who files first, and arriving unprotected can mean finding that someone else already owns your name.

Exit is simplest in a subsidiary, since you own it all. A master franchise ends with the contract, though you’ll want a buy-back clause for exclusive territories. A JV is the messiest to leave.

How to Choose

Start with money. If you can only commit a modest amount over the next three to five years, a master franchise is the sensible start.
Then ask whether your model works without the founders in the room. If it does, a master franchise is safer. If it doesn’t, stay close through a JV or subsidiary.
Think about what you can’t afford to lose control of. If brand standards are your biggest asset, be careful about handing them to someone you can’t watch daily.
Be honest about how well you know India. If you don’t, find a partner, but check their track record properly.
And think about your exit. If you may sell the business or raise money someday, investors will look at how India is set up. Clean ownership and clear contracts make that easier.

If you’d like to start small and grow into control, the usual route is a master franchise first, then a JV or buy-in, then a full subsidiary. Try to put the buy-out or step-up rights in the first agreement. Asking for them later costs you leverage.

Mistakes Brand Owners Often Make

Picking a partner on enthusiasm. Check their finances, history and references, and whether they can really fund the rollout.
Handing over the whole country too early. Tie exclusivity to opening targets, and keep the right to take territory back.
Skipping disclosure. India has no single franchise law, so a clear disclosure document protects you and builds trust.
Forgetting tax. Withholding tax, GST and currency swings can quietly shrink your royalty.
Using a contract written for another country. It has to work under Indian law, including how disputes get settled.

The Bottom Line

You’re not looking for the one best way into India. You’re looking for the one that fits your money, your brand and how much risk you can stomach. A master franchise keeps your spend low. A JV shares it. A subsidiary keeps control with you and costs the most.

Whichever you pick, protect your trademark first, vet your partner, write the exit terms down early and get local legal and tax advice. A few weeks of preparation can save you years.

If you’re weighing these options for your brand, Sparkleminds can help you compare them against your goals and plan your India entry.

Written by: Resham Daswani, Sparkleminds Editorial Team, Updated October 2026

FAQs

Is there a franchise law in India?

No. There’s no dedicated franchise statute. Franchising runs on general laws covering contracts, trademarks, companies, foreign exchange and tax, which is why the agreement matters so much.

Can a foreign company own 100% of an Indian business?

In most sectors, yes, through the automatic route, with reporting to the RBI afterwards. A few sectors have caps or need approval, and Press Note 3 applies to investors linked to land-border countries.

Which model earns the most?

A subsidiary keeps the largest share of profit but carries the most cost and risk. A master franchise earns less per outlet but is more predictable. A JV sits in the middle. How well you execute matters more than the structure.

Can I start with a master franchise and change later?

Yes, if the first agreement allows it. Build in buy-back or step-in rights from the start, and ask your lawyer to confirm the structure works under Indian foreign-exchange rules.

15October2026

India Entry Strategies for Global Franchise Brands: 4 Models Compared

Written by Sparkleminds

To begin with,

Its time to learn about the India Entry Modes of global franchise brands : a master franchise, an area development agreement, a joint venture, or a wholly owned subsidiary. Really, they differ in just two things: how much capital the brand puts at risk, and how much control over operations it holds on to. A master franchise asks the least on both counts and a subsidiary asks the most, with area development and joint ventures falling somewhere in between. Which one is right comes down to how much capital the brand is prepared to commit, how strong its operating system is, and whether the product can be made in India to the quality the brand needs.

What are the four modes a global franchise brand can enter India?

Whatever labels advisors and law firms use, every India entry by a global franchise brand ends up as one of four structures. The terminology shifts from one firm to the next, but the underlying economics stay the same.

A master franchise appoints one Indian partner to cover the whole country or a large region. The partner pays an upfront fee, runs stores, and can sub-franchise to others. The brand provides the system, training and brand standards, and collects a royalty on the network’s revenue.

An area development agreement gives a partner the job of building and operating a committed number of units in a defined territory. There’s no right to sub-franchise, so the partner owns every store and the brand keeps a direct relationship with each location.

A joint venture means the brand puts its own equity into an Indian company alongside a local partner. Capital, control and profits are split in whatever ratio the shareholders agree on.

With a wholly owned subsidiary, the brand sets up its own company in India, funds the business itself and operates it directly. It can still start franchising later from that base.

The first two involve no foreign investment at all. The last two do, and that changes which rules apply.

A franchise agreement isn’t Foreign Direct Investment. No shares change hands, so none of India’s retail FDI conditions apply. A joint venture or subsidiary is different: it brings foreign equity into India and has to comply with India’s foreign direct investment policy. Depending on the business activity, the sector and the level of foreign ownership, additional conditions such as local sourcing requirements may also apply.

That distinction ends up deciding more India entry questions than anything else, so it’s worth getting clear on early.

When does master franchising make sense – one of India’s entry modes?

Master franchising is the usual starting point, and for good reason. The brand doesn’t need to invest any capital in India, set up an entity, build a local balance sheet or deal with retail FDI conditions. It also starts earning from day one instead of funding losses for the first three years.

It works best when the brand’s system can genuinely be handed over to someone else, when the product can be made locally or imported at a sensible cost, and when the brand doesn’t need to control every detail of the customer experience.

It’s a poor fit for a brand whose edge comes from how it executes rather than from the concept itself. If the standard of operations took years to learn, passing it to a master franchisee who then teaches it to sub-franchisees is a bit like a game of telephone, with the brand’s reputation riding on the message.

Partner fraud is rarely what goes wrong. More often it’s a capable partner who runs out of money around store twelve, or who treats the brand as just one more business in a crowded portfolio.

India adds a wrinkle of its own. The country is bigger and more fragmented than most master franchise territories a brand will have granted elsewhere. One master for 1.4 billion people, twenty-two official languages and very different retail economics is too much for most formats. What tends to work better is a handful of regional masters, usually three to five split by zone, each with a development schedule sized to the capital they already have.

When is area development the better structure in India’s entry modes?

Area development suits brands that want the economics of franchising without watering down the brand.

The partner commits to a store count and a timeline, funds every unit and operates all of them. Since there’s no sub-franchising, standards pass through one operator instead of cascading down to a second tier, so quality tends to hold up better. The brand also keeps a direct relationship with the operator, which matters when renewal or replacement comes up.

The catch is finding the partner. Area development needs an Indian partner with enough capital to build the entire committed schedule, and enough patience to sit through eighteen to twenty-four months of losses without asking to renegotiate. Those partners do exist, but there are fewer of them than there are master franchise candidates, and they’re choosier about what they take on.

It’s a good fit for a brand that wants to enter one metropolitan region first and prove its unit economics before granting anything bigger.

When does a joint venture earn its complexity of India’s entry modes?

A joint venture is probably the most overused of the four, and the least understood.

It’s worth the complexity in only one situation: when the brand needs something from the partner that a contract can’t buy. That might be real estate access at scale, manufacturing capability, a regulatory licence or an established distribution network. If the partner is only bringing capital and local knowledge, a franchise agreement gets the brand the same thing without the governance burden.

That governance is where the cost sits. Two shareholders with different time horizons, different costs of capital and different ideas of what success looks like will disagree at some point, and a joint venture gives them no clean way to part ways. The exit provisions drafted at signing are among the most important clauses in the whole document, yet they’re often the least negotiated.

A joint venture also brings the brand’s equity into India. That engages the single brand retail trading framework, along with the local sourcing requirement once foreign ownership goes above 51 percent.

When should a brand own its India entity outright?

A wholly owned subsidiary makes sense once the brand has decided that India is a core market and not just a licensing opportunity, and has the balance sheet to back that up over a five to seven year horizon.

The appeal is control and upside. The brand keeps every rupee of margin, sets its own pace, and builds an asset instead of a royalty stream. Several global brands that entered through a master franchise have since bought the market back. That’s expensive, and it suggests the master franchise was a staging post for them rather than the final destination.

The downside is the usual one. Operating directly means dealing with Indian real estate, Indian labour, supplier qualification in India and Indian regulatory compliance, all learned at the brand’s own expense. Most brands that try it underestimate the first two years by a wide margin.

There’s also a middle path, and it’s often the most realistic answer. Enter through a master franchisee or an area developer, write a buy-back right into the agreement at a pre-agreed formula, and convert once the market has proven itself.

How do you choose between the 4 India Entry modes?

Four questions settle most cases more reliably than any formal framework.

How much capital is the brand willing to put at risk in India before it sees its first rupee of profit? If the answer is none, the choice is already made, and only the franchise structures are left.
Does the brand’s advantage lie in the concept or in the execution? A concept-led advantage travels well through a licence. An execution-led one doesn’t, and needs area development or direct ownership to survive.
Can the product be made in India at the quality the brand requires? If it can’t, what does landed cost do to the unit economics? More India entries fail here than at any other point.
What does the brand need from a partner that it can’t write into a contract? If the honest answer is nothing, don’t give away equity.

India Entry Modes	Brand capital at risk	Operating control
Master franchise	None	Low
Area development	None	Medium
Joint venture	Shared	Shared
Wholly owned subsidiary	Full	Full

A common mistake is to pick the structure first and then go looking for a partner to fit it. It works better the other way round: work out what the brand actually needs, choose the structure that delivers it, and only then look for the partner. Brands that reverse the order often end up with a master franchise agreement simply because a well-funded candidate showed up at a trade show.

What has to happen before the India entry modes are chosen?

Three pieces of work should happen before the term sheet rather than after it, and all three tend to get left too late.

Register the trademark in India, in the right classes, before negotiations open. India follows the territoriality principle. In 2017 the Supreme Court held that Toyota couldn’t stop an Indian company from using the name Prius, because Toyota hadn’t built a reputation for that mark in India itself. Global fame doesn’t count as an Indian right. Registration takes twelve to twenty-four months when nobody opposes it, so file early, although the agreement doesn’t need to wait for the certificate.
Rebase the unit economics on Indian revenue and Indian rent. A royalty rate set against American unit volumes means something different against Indian ones. A 5 percent royalty on revenue comes out of store contribution. If contribution is 20 percent, a 5 percent royalty plus a 2 percent advertising fund takes more than a third of what the store generates.
Choose the first city deliberately. For any format with a central kitchen or commissary, the first city locks in the supply geography for the next five years.

What do global brands get wrong most often in India Entry Modes?

Brands that struggle in India tend to fall into one of three patterns, and none of them has much to do with the structure itself.

They choose the partner on the basis of capital. Wealth is the easiest thing to check and the least reliable sign of whether someone can run the brand. Category adjacency, access to real estate and a real operating team matter more. Capital should size the development schedule; it shouldn’t decide who gets the deal.

They sign a development schedule built on capital the partner plans to raise instead of capital that’s already there. If the committed store count can’t be funded from money already in the business, the schedule is fiction, and both sides have signed it.

They carry the fee schedule over unchanged. Rates set in another market against different margins don’t translate well, and in India the category matters too. A standalone restaurant franchisee pays GST at 5 percent without input tax credit, so the 18 percent GST on royalty is a permanent cost for them. A retail or services franchisee, by contrast, can recover it as input credit.

None of these is really a structural failure; they’re sequencing failures. The brands that do well in India haven’t necessarily picked a different door. They’ve answered the questions behind the door before walking through it.

FAQs

What are the most common modes for global brands entry into India?

Master franchising is the most common structure. It needs no capital investment in India, no local entity and no exposure to India’s retail FDI conditions. The brand appoints one Indian partner, who operates stores and sub-franchises to others, and earns a royalty on the network’s revenue.

Is a franchise agreement considered FDI in India?

No. Foreign Direct Investment means a foreign entity acquiring equity in an Indian company. A franchise agreement only transfers the right to use a brand and system in return for a fee and royalty. No shares change hands, so there’s no FDI and the single brand retail trading conditions don’t apply.

What is the difference between a master franchise and an area development agreement in India?

A master franchisee can sub-franchise to other operators within its territory. An area developer can’t, and has to build and operate every committed unit itself. Area development gives the brand tighter control over standards and a direct relationship with each location, but it calls for a partner with a lot more capital.

Does a global brand need to register its trademark in India before franchising?

Yes, and it should happen before negotiations begin, not after. India applies the territoriality principle, which means the reputation has to exist in India itself and not just globally. The Supreme Court confirmed this in Toyota Jidosha Kabushiki Kaisha v. Prius Auto Industries in December 2017. Registration takes roughly twelve to twenty-four months if the application goes unopposed.

How much capital does a master franchisee in India need?

Enough to fund the whole first tranche of the development schedule from money already in the business. That covers store capex, a head office, a training function, supply chain set-up and the losses before the network breaks even. Anything in the schedule that relies on capital the partner only hopes to raise should be written as a right to expand rather than an obligation.

Can a global brand buy back its India market from a master franchisee?

Yes, and several have. It’s far cheaper to write a buy-back right into the original agreement at a pre-agreed formula than to negotiate one later, once the market is proven and the partner knows what it’s worth.

Which Indian city should a global brand open in first?

It depends on the format more than on market size. Mall-dependent formats generally start in Delhi NCR, which has the deepest organised retail catchment. Premium positioning usually starts in Mumbai, while cafes, fitness and casual dining often begin in Bengaluru. Whatever the format, if it uses a central kitchen, the first city fixes the supply geography for several years.

What is the typical royalty rate for an Indian franchise?

Rates vary by category, but what matters more than the rate is the base it’s charged on. Royalties are calculated on revenue and then paid out of store contribution. Brands that get this right keep the advertising fund separate from the royalty, spell out in writing that the base is net of GST, aggregator commissions and discounts, and step the rate up gradually over the early years.

09October2026

FDI Rules for Franchising in India: What Actually Applies (2026)

Written by Sparkleminds

Quick Answer

Does a franchise agreement itself count as FDI in India? Usually, no. A straightforward franchise or licensing arrangement does not give the foreign franchisor an equity stake in the Indian entity. The FDI position changes if the foreign party invests in that entity or the business falls within an activity with specific foreign-investment conditions.

For single-brand product retailing, India allows up to 100% FDI through the automatic route, subject to the applicable conditions. Once foreign investment goes beyond 51%, the 30% sourcing requirement comes into play. A franchise with no foreign equity does not attract that FDI-linked sourcing condition simply because the franchisor is based overseas.

Does a franchise agreement count as FDI in India?

Not on its own. FDI involves foreign investment in an Indian entity through the structures covered by India’s foreign-investment framework. A franchise agreement works differently: the Indian franchisee uses the foreign brand’s name, systems, know-how or intellectual property and pays the agreed fee or royalty.

So the useful question is how the India business is being set up, not just whether the brand comes from abroad. If the foreign franchisor has no equity in the Indian franchisee, it has no equity ownership in that operating company. If it also takes a stake in the business, the FDI rules need to be examined.

That makes a master franchise, a licence and an equity joint venture three different propositions from a regulatory point of view.

When do India’s FDI retail rules actually apply to a foreign brand?

Is there foreign equity in an Indian entity? If there is no foreign equity, the FDI equity rules are generally not triggered merely because the franchisor is foreign. If there is foreign equity, look at the business activity and ownership level.
What will the Indian entity actually do? A single-brand product retailer is covered by the single-brand retail framework. Multi-brand retail trading has a separate set of rules.
Does foreign investment go beyond 51%? For single-brand product retail trading, the 30% sourcing requirement applies when foreign investment is beyond 51%.
Is there a land-border-country connection in the ownership structure? The 2026 changes introduced a limited automatic-route treatment for qualifying non-controlling beneficial ownership of up to 10%. The sectoral cap, route, conditions and reporting requirements still have to be checked.

FDI in single brand retail trading: what is allowed in 2026?

India permits 100% foreign investment in single-brand product retail trading through the automatic route, subject to the policy conditions. The change to 100% automatic route was made in 2018 and is reflected in the FEMA framework.

The products must be sold under a single brand and the brand must be used internationally in the manner required by the policy. The retail activity can be undertaken by the non-resident brand owner or through a legally valid arrangement with the brand owner. The sourcing condition applies where foreign investment goes beyond 51%.

Official reference: DPIIT Press Note 1 (2018) and the RBI foreign-investment framework.

What is the 30% local sourcing rule for single brand retail?

For a single-brand retail entity with foreign investment beyond 51%, 30% of the value of goods purchased must be sourced from India, subject to the detailed policy rules.

This is not a blanket rule for every foreign franchise. If the overseas franchisor has no equity in the Indian operating company, this FDI-linked sourcing requirement is not triggered just because the franchise brand is foreign.

The 2019 changes also made the sourcing test broader. Procurement from India for the single brand can count whether the goods are sold in India or exported. Qualifying purchases from India for global operations can also be counted against the requirement, subject to the policy.

For the initial period, the requirement is worked out as an average over five years beginning on 1 April of the year in which the business starts, based on the earlier of the first store opening or the start of online retail. After that period, the requirement is assessed annually.

Official reference: DPIIT Press Note 4 (2019), paras 5.2.15.3(2)(e) and (f).

Can a foreign brand sell online before opening a physical store?

Yes. The 2019 policy allows a single-brand retail entity with FDI to start online retail before opening physical stores, provided brick-and-mortar stores are opened within two years from the date online retail begins.

For a brand that wants to test Indian demand before taking on a larger physical footprint, this provides another way to sequence the launch. The proposed entity and online model still need to meet the wider FDI and e-commerce requirements.

Official reference: DPIIT Press Note 4 (2019), para 5.2.15.3(2)(g).

What about FDI in multi brand retail in India?

Multi-brand retail trading follows a different policy. Foreign investment is permitted up to 51% under the Government route, subject to additional conditions. The States and Union Territories in which the business operates also matter because the policy contains location-related conditions and the retail activity must comply with applicable local requirements.

These rules should not be carried over to a single-brand franchise or licensing model that has no foreign equity. The two structures raise different regulatory questions.

What changed in 2026 for investors linked to land-border countries?

India changed its FDI framework for investments connected with countries sharing a land border with India in 2026. The amended framework introduced a beneficial-ownership test and a limited automatic route for qualifying non-controlling beneficial ownership of up to 10%, subject to the relevant sectoral caps, entry route, conditions and reporting requirements.

The Union Cabinet announced the change in March 2026, followed by DPIIT Press Note 2 (2026 Series). The policy change was linked to the corresponding FEMA notification, which brought the amended framework into effect in May 2026.

This means the immediate investor’s country is not necessarily the end of the analysis. Where there is participation from a land-border country, the ownership chain and beneficial ownership should also be reviewed.

Official reference: DPIIT Press Note 2 (2026 Series).

Does paying royalty or franchise fees create FDI?

No. Paying a royalty or franchise fee to an overseas franchisor is not, by itself, an equity investment. A genuine franchise or licensing payment therefore does not become FDI simply because the money crosses the border.

There are still other compliance questions around the payment. Depending on the parties and the transaction, FEMA, tax, withholding, GST, transfer pricing and authorised-dealer-bank documentation may need to be considered. The agreement and payment process should be checked before the remittance is made.

Restrictions that once applied to royalty and technical-know-how payments were substantially liberalised in 2009. Today, the practical issue is whether the payment is supported by the underlying agreement and handled in line with the applicable foreign-exchange, tax and banking requirements.

Which India entry structures involve FDI?

Entry structure	Foreign equity?	FDI retail policy review?	30% SBRT sourcing condition
Master franchise	Usually no	Generally no, where there is genuinely no foreign equity	Not triggered by the franchise alone
Area development / licensing	Usually no	Generally no, where there is genuinely no foreign equity	Not triggered by the arrangement alone
Equity joint venture	Yes	Yes, depending on the activity and sector	Applies to SBRT proposals involving foreign investment beyond 51%
Wholly owned Indian subsidiary	Yes	Yes	Applies where the entity undertakes SBRT and the relevant conditions are met

This is a starting point rather than a substitute for reviewing the actual agreements, ownership documents and business activity. A structure marketed as a “franchise” can still include equity or other rights that change the FDI analysis.

A simple example: franchise vs equity structure

Take a foreign fashion brand that appoints an Indian company as its master franchisee. The Indian company pays a franchise fee and ongoing royalty, runs the stores and remains Indian-owned. If the foreign brand takes no equity in that company, the franchise arrangement itself does not create FDI in the Indian entity.

Now change one part of the arrangement: the foreign brand buys 80% of the Indian retail company. There is now foreign investment in the Indian entity. If that company carries on single-brand product retailing, the relevant SBRT conditions, including the sourcing requirement for foreign investment beyond 51%, need to be considered.

What should a foreign brand verify before signing an India franchise structure?

Whether the Indian operating entity is entirely Indian-owned or has foreign equity.
Whether the business is single-brand retail trading, multi-brand retail, services, manufacturing or another activity.
The foreign shareholding and the wider ownership chain, including beneficial ownership where relevant.
Whether the 30% sourcing requirement is triggered and how the calculation will be documented.
Whether the agreement includes royalty, franchise fees, technology fees or other cross-border payments, and how those payments will be handled.
Whether tax withholding, GST, transfer pricing or other tax requirements apply.
Whether there is a land-border-country connection in the investor or beneficial-ownership chain under the 2026 framework.
Which reporting and banking formalities apply to foreign investment or cross-border remittances.
Whether sector-specific licences and state or local requirements also apply.
Whether the commercial agreement accurately reflects the actual ownership and operating structure.

The key takeaway for foreign brands entering India

The starting point is the structure, not the nationality of the brand. A franchise or licensing arrangement with no foreign equity is different from an equity investment into an Indian retail company.

For single-brand product retailing, India permits up to 100% FDI through the automatic route, subject to the applicable conditions. The 30% sourcing requirement applies where foreign investment goes beyond 51%. Multi-brand retail trading follows a separate Government-route framework.

The 2026 land-border-country changes add an ownership and beneficial-ownership check for relevant foreign investors. Before signing, a brand should map the ownership chain, business activity, payment flows and contractual rights so that the proposed India structure is assessed on the facts rather than on the word “franchise” alone.

FAQs

Does a franchise agreement count as FDI in India?

A pure franchise or licensing agreement does not itself create FDI where the foreign franchisor takes no equity in the Indian entity.

Is 100% FDI allowed in single brand retail in India?

Yes. Up to 100% FDI is permitted in single-brand product retail trading through the automatic route, subject to the applicable conditions.

When does the 30% local sourcing rule apply?

For single-brand product retail trading, the sourcing requirement applies when foreign investment in the entity goes beyond 51%, subject to the detailed policy conditions.

Does the 30% sourcing rule apply to a pure franchise?

Not simply because it is a franchise. Where the foreign franchisor has no equity in the Indian entity, the FDI-linked sourcing requirement is not triggered by the franchise arrangement itself.

Can a single brand retail business start online before opening stores?

Yes. The 2019 policy allows online retail to begin first, provided brick-and-mortar stores are opened within two years from the start of online retail and the other applicable conditions are met.

This page is a summary of published policy positions, not legal advice. India’s foreign investment framework is amended by press note and the detail changes. Confirm the current position with Indian counsel before structuring any transaction.

03July2026

India–Canada Expansion: Franchising Opportunities Across Borders

Written by Sparkleminds

The primary motivator behind dreams for international expansion has been franchising. Because of these factors, companies can easily scale up or down, reduce risk, and keep all of their sites consistent. One of the most promising global franchise opportunities in 2026’s expansion is the corridor between India-Canada. A rapidly growing middle class and rapidly urbanising Tier 2 as well as Tier 3 cities provide 1.4 billion clients with unique growth prospects. Canada, with its diverse multicultural population, is a friendly market for Indian businesses and an opportunity for Canadian enterprises to access into the world’s fastest growing economies.

For almost three decades, Sparkleminds has been helping brands manage these opportunities. Moreover, the study provides a holistic vision of franchising between India and Canada, supported by lessons from inquiry, and highlighting the transformational character of the impending India-Canada Comprehensive Economic Partnership Agreement (CEPA).

Importance of Expansion in India-Canada Franchise System

4,600+ franchisors 200,000 locations.
Rising discretionary spend as well as digital use are fuelling a 30% YoY growth rate.
Strong hunger for food & beverage, retail, education and also wellness.
The Canadian Consumer Environment
Strong buying power as well as disposable income.
Multicultural population and also large South Asian diaspora keen in Indian products .
Global brands in food, clothes as well as education open to us.
Growth in India-Canada trade Bilateral trade is on the rise.

Therefore, CEPA negotiations are expected to result in tariff reductions, looser limitations and better investor protections.

What Businesses Want to Know About India-Canada Expansion

Is franchising the most effective strategy for global expansion?

Yes, a franchise ensures brand consistency across regions, reduces risk, and also is built on local partners.

Which Canadian and Indian sectors provide the most enticing franchising opportunities?

In Canada, there are Indian bakeries, fast-casual restaurants, as well as confectionery stores; in India, there are Canadian coffee franchises and dessert enterprises.
Among the retail and lifestyle brands that are available in India are Canadian apparel and lifestyle companies, as well as Indian cultural clothing and jewellery.
Education & Services. Preschools in Canada, elder care in India. Edtech and wellness brands in India, Canada.

What are the barriers for brands in cross border franchising .

Regulatory compliance (FDI norms, franchise law, tax)
Culture localisation (menu, marketing, customer service experience)
Supply Chain & Operations assistance.

How to choose the right master franchise partner?

Work with people who have financial stability, market insight and also share your brand values. Sparkleminds is a pioneer in franchisee recruitment and partner selection. Comparison Snapshots Opportunity India>Canada India to Canada Food & Drinks Ethnic food, bakery, Indian QSR Coffee cafes, dessert businesses

Opportunity	India → Canada	Canada → India
Food & Beverage	Indian QSRs, bakeries, ethnic foods	Coffee chains, dessert brands
Retail	Jewelry, ethnic wear	Apparel, lifestyle brands
Education/Services	Edtech, wellness	Preschools, elder care
Market Drivers	Diaspora demand, multiculturalism	Rising middle class, digital adoption

Franchising is the best

Structured growth model: SOPs as well as operation manuals ensure consistency.
Scalability: Can be scaled easily to Tier-2 & Tier-3 cities in India and also ethnic hotspots in Canada.
Brand trust People love established brands with proven processes.

🇨🇦🇮🇳 C.E.P.A.: A New Start for Trade Between India-Canada Business Expansion

The Comprehensive Economic Partnership Agreement (CEPA) between India and Canada is almost finished and therefore should be finalised by the end of 2026. It will change the way businesses grow across countries. CEPA is more than just a trade deal for franchisors; it’s also a framework that encourages long-term relationships, makes the law clearer, and lowers barriers

1. Tariff Reductions and Cost Savings

One of CEPA’s most significant benefits is the reduction of tariffs on imported goods, machinery, as well as raw materials. For Canadian brands entering India, this means:

Reduce expenses for bringing in bakery ingredients, retail items, and also specialised equipment.
Enhanced profitability for food and beverage franchises that depend on imported supplies.
Greater affordability for consumers, therefore, making Canadian products more competitive in India.

For Indian brands expanding into Canada, tariff cuts will reduce costs on textiles, jewelry, as well as packaged foods — opening doors to mainstream Canadian retail channels.

2. Regulatory Simplification

CEPA aims to harmonize franchise disclosure and compliance rules. This is critical because:

Canadian franchisors will face fewer bureaucratic delays when establishing master franchise agreements in India.
Indian brands will find it easier to navigate Canada’s franchise disclosure laws, which are among the strictest globally.
Standardized compliance reduces legal risks and accelerates market entry timelines.

3. IPProtection

Brand identity, secret recipes, and operational methods drive franchising. IP protection is strengthened by CEPA:

Safeguarding trademarks, logos, and proprietary manuals.
Ensuring dispute resolution mechanisms are faster and more transparent.
Giving franchisors confidence that their brand assets will not be misused.

4. Encouraging Partnerships and Investments

CEPA is designed to stimulate two-way investments. For franchising, this means:

Indian investors will be more willing to partner with Canadian brands, knowing the trade environment is favorable.
Canadian venture capital and private equity firms may invest in Indian franchise networks.
Joint ventures and co-branding opportunities will expand, especially in food, retail, and education.

5. Sectoral Opportunities Under CEPA

Food & Beverage: Tariff cuts on agricultural products and processed foods will make it easier for Canadian coffee chains and dessert brands to expand in India. Indian QSRs and sweet shops will find Canada’s multicultural hubs more accessible.
Retail & Lifestyle: Indian ethnic wear and jewelry brands will benefit from reduced duties, while Canadian apparel brands will gain smoother entry into India’s organized retail sector.
Education & Services: CEPA mobility and partnership rules will help Canadian preschools and training institutes in India, and Indian edtech enterprises to expand into Canada with enhanced IP protections.
Technology & Clean Energy: CEPA’s focus on clean energy and tech collaboration allows franchise-style partnerships in renewable energy services and tech-enabled retail.

6. Practical Implications for Master Franchises

Canadian brands planning a master franchise in India can expect:

Faster approvals: CEPA will streamline clearance processes, reducing setup time from years to months.
Lower operational costs: Tariff reductions will directly impact profitability.
Stronger demand: India’s expanding middle class and urbanization will fuel consumer appetite for Canadian leisure, food, and education brands.
Broader franchisee pool: CEPA’s emphasis on collaboration will encourage Indian investors to seek Canadian partnerships, making franchisee recruitment easier.

What Canadian Brands in India Should Expect from Master Franchisees

Liberalisation: CEPA will streamline the clearance process and assist Canadian franchisors to establish master franchise agreements in India.
Cost Reduction: Lowering taxes on imports, be it for ingredients that go into bread, for retail products, or for specialist equipment, will lower operational expenses.
Appeal to Consumers: Robust demand for Canadian leisure, food & beverage and education goods is being fuelled by an expanding middle class and urbanisation in India.
Recruitment Franchise: The emphasis on business partnership will encourage Indian investors to consider working with Canadian enterprises, thus enlarging the pool of potential master franchisees.

Be Prepared for Localisation Requirements in India-Canada Business Expansion:

Canadian companies must localise their menus, marketing and customer experience to suit Indian palates.
Competition The franchise business in India is quite competitive to be different is important.
Operational Support master franchisees require strong training and supply chain infrastructure to implement brand standards.

The Edge of Sparkleminds

For more than 28 years, Sparkleminds has been assisting Canadian brands with:

Prepare draft master franchise agreements as per Indian laws;
Select and approve financially and operationally sound franchise partners.
Develop training programs and operation manuals for consistent results.
Develop market entrance plans based on the changing framework of CEPA.

Summary

The India-Canada franchise corridor is not a distant fantasy anymore — it’s a real realistic possibility. CEPA would remove trade barriers, improve legal clarity and promote partnerships creating a positive climate for Canadian businesses to confidently set up and scale up master franchises in India.

Join forces with Sparkleminds and see your brand evolve from local success to global acclaim.

FAQs

Explain C.E.P.A and its impact on franchising?

CEPA is a trade agreement between India and Canada that removes tariffs, eases barriers and strengthens IP protection. For franchising it means easier market entry and lower costs.

Are Canadian brands prepared for India?

Yes. The burgeoning Indian middle class and urbanisation are increasing the demand for Canadian lifestyle, food & beverage and education goods.

Which markets in Canada are Indian brands most suited to target?

The retail, education, wellness, and food and beverage industries are the most promising.

How may Sparkleminds help with expansion in India-Canada?

CEPA has the support of Sparkleminds’ franchise development consultation, operating manuals, franchisee recruitment and market entry methods.

30March2026

What is a master franchise agreement and how does it work?

Written by Sparkleminds

The highest tier in the franchising hierarchy is the Master Franchise Agreement (MFA). A global brand cannot efficiently manage numerous distinct stores from a singular international headquarters in the Indian market, which comprises 28 states, 8 union territories, and over 120 languages.

Instead, they utilize a Master Franchise Agreement. This contract gives a local business (the Master Franchisee) the only right to be the brand’s “regional proxy.” This analysis delves into the inner workings of this regulatory framework, the peculiarities of India’s regulatory environment, and the achievements that have shaped the modern retail and food and beverage sector in India.

How Does a Master Franchise Agreement Work in India?

To understand the mechanics, one must look at the MFA as a “Franchisor-in-a-Box” model. While a standard unit franchisee focuses on making burgers or selling clothes, a Master Franchisee focuses on business development and ecosystem management.

1. The Power of Sub-Franchising

The defining characteristic of an MFA is the right to sub-franchise. The Master Franchisee is authorized to recruit third-party investors (Sub-Franchisees) to open individual locations. This creates a rapid scaling mechanism where the Master Franchisee provides the local training, site selection, and supply chain logistics that a foreign franchisor cannot easily provide.

2. The Multi-Stream Revenue Model

A Master Franchise Agreement in India is capital-intensive but offers high-yield diversified income:

Direct Operations: Earnings from company-operated “flagship” outlets.
Franchise Fee Distribution: Upon the inauguration of a new sub-franchise, the initial fee, typically between ₹5 Lakh and ₹50 Lakh, is divided between the Master Franchisee and the Global Franchisor.
Royalties: A monthly proportion of gross sales is collected from each sub-franchised outlet. The Master Franchisee keeps a “margin” or “override” for their support services prior to remitting the remainder.

3. Supply Chain Control

In India, the Master Franchisee is typically responsible for acting as the major warehouse or commissary provider. They regulate the distribution of raw materials or exclusive merchandise to sub-franchisees in order to maintain the continuity of the brand while also boosting the price of products that are sold within the network.

To what extent does India’s legal system regulate the terms of a master franchise agreement?

In contrast to the United States of America and Australia, India does not have a “Federal Franchise Act” in place. The framing of the agreement is therefore the step of the process that is considered to be the most crucial. The validity of a Master of Fine Arts degree in India is established by the intricate interaction of a large number of statutes.

This is the foundation of the agreement, which is based on the Indian Contract Act of 1872. An offer, an acceptance, and a consideration are all determined by it. An M-F-A defines the “Rights and limittions” of both parties in a clear and concise manner in order for it to be considered legitimate. “Force Majeure” and “Indemnification” are two key terms that shield the global brand from local legal responsibilities. Both of these clauses are essential in a society that has recovered from a pandemic.

1999’s Trademarks Act is the law.

The brand is the most valuable asset. The MFA must grant a license to use the trademark. Under Indian law, it is highly recommended to record the Master Franchisee as a “Registered User” with the Trade Marks Registry. This ensures that the Master Franchisee has the legal standing to sue local “copycat” brands that might try to infringe on the IP.

FEMA and RBI Guidelines

If the Franchisor is a foreign entity, the payment of “Franchise Fees” or “Royalties” constitutes a cross-border transaction. These are governed by the Foreign Exchange Management Act (FEMA). Generally, royalties up to 2% on exports and 1% on domestic sales under the “automatic route” are permitted, but larger sums may require specific disclosures to the Reserve Bank of India (RBI).

Successful Master Franchise Agreements in India: Case Studies

Several of the most recognizable brands in India are actually operated under Master Franchise Agreements. These partnerships prove that local expertise is the secret sauce to global brand success.

1. Jubilant FoodWorks & Domino’s Pizza

Perhaps the most successful MFA in Indian history. Jubilant FoodWorks has the master franchise rights for Domino’s in Bangladesh, India, Nepal, and Sri Lanka.

The plan was to make the worldwide menu more appealing to Indian tastes.
As a consequence of this, Domino’s Pizza today has the largest market apart from the United States in India.

2. Devyani Int’l – Sapphire Foods & Yum! Brands

Brands (KFC, Pizza Hut, Taco Bell) utilizes multiple Master Franchisees in India. Both of them manage vast territories.

The Strategy: By splitting the country into regions among massive Master Franchisees, Yum! ensured that each partner had enough “skin in the game” to build hundreds of outlets rapidly.

3. Tata Starbucks

A one-of-a-kind fifty percent joint venture that works as a Master Franchise. Starbucks used Tata’s extensive knowledge of Indian assets and sustainable procurement (coffee beans farmed in Coorg) to effectively enter a country where tea is the main drink.

Is there legislation in India that governs franchising?

India lacks a singular, comprehensive “Franchise Law.” Many new business owners believe this is true. A Master Franchise Agreement India must instead follow these rules:

The Competition Act of 2002 says that the agreement can’t have a “Appreciable Adverse Effect on Competition,” like when sub-franchisees fix prices.
The Consumer Protection Act of 2019: Making sure that the Master Franchisee is responsible for the quality of the goods and services that sub-franchisees supply.
The Arbitration and Conciliation Act, 1996: Most MFAs have an arbitration clause to avoid the long wait times in the Indian court system.

Is it possible to identify the primary elements that comprise a Master Franchise Fee?

Entering a Master Franchise Agreement India requires a multi-layered financial commitment. It is significantly higher than a unit franchise because you are buying the “Right to Sell.”

1. The Master Franchise Fee (The “Entry” Fee)

This is a one-time, upfront payment to the Franchisor for the exclusive rights to the territory. In India, for a mid-to-high-tier brand, this can range from ₹2 Crores to ₹20 Crores ($250k to $2.5M USD) depending on the brand’s global equity.d

2. The Development Fee

Often, the Franchisor charges a fee per store committed in the development schedule. If the Master Franchisee agrees to open 50 stores, they may pay a portion of the unit fees upfront as a commitment.

3. Training and Tech Fees

Master Franchisees must often pay for “Initial Transfer of Technology.” The company’s global headquarters provides personnel training, exclusive dinners, and P-O-S systems

Is termination the next step for Master Franchisees to eliminate Sub-Franchise Agreements?

Yes, in provision that the original and termination section clauses in the contract are clearly explained. Within the Indian legal system, it is common for courts to protect the interests of the less advantaged party, specifically the sub-franchisee. Therefore, a Master Franchisee must follow certain guidelines:

A Notice of Default acknowledges a transgression, such as unpaid royalties or sanitary issues.
Cure Period: Giving the sub-franchisee 15–30 days to fix the problem.
Unresolved violations may result in the Master Franchisee terminating the contract and “De-identifying” the facility by removing any signs and symbols.

What is the average master franchise agreement length?

Indian master franchise agreements last 10–20 years.

But why? Building five flagship stores and establishing the supply chain will take two to three years. Master Franchisees’ R-O-I peaks at Year 7.
Renewal Rights: Typically, agreements feature a clause for a “Right of First Refusal” for an extra 10-year term, contingent upon adherence to the development schedule and timely payment of all fees.

Conclusion

India wants to be the third-largest economy by 2030, using the Master Franchise concept to introduce multinational businesses. To become a “Local Powerhouse” from a “Global Brand” in India, a comprehensive Master Franchise Agreement must protect exclusive assets and provide for flexibility in a diversified market.

The MFA serves as the model for scalable success in the 21st century across various sectors, including education (KidZania), exercise (Anytime exercise), and food and beverage (McDonald’s/Hardcastle Restaurants).

07January2025

Master Franchise Agreement in India 2025 – A Complete Guide

Written by Sparkleminds

India’s business scene has changed a lot in the last ten years, and franchising has really stood out as a great way to grow. The Master Franchise Agreement in India stands out as a unique and profitable option among the different franchising structures. If you’re an entrepreneur or part of an established brand, getting a grip on this concept is key to really making the most of it in 2025.

Understanding the Importance Of The Master Franchise Agreement, Its Elements & Benefits For Every Business Owner in 2025

The relationship between the franchisor and the master franchisee is characterised by a Master Franchise Agreement. The franchisor delegates authority to the master franchisee to run the business and expand the brand in a defined geographic area, typically an entire nation or big metropolitan area.

In their assigned territory, the master franchisee serves as a mini-franchisor, hiring and overseeing sub-franchisees while making sure brand standards are upheld.

What You Should Include In The Master Franchise Agreement in India

A strong agreement requires several important elements to be crafted:

#1. Defined Territorial Rights:

The agreement specifies exactly the geographical area under control by the master franchisee. In India, this could refer to one state, several states, or the whole nation.

#2 Fees Slab Structure:

The master franchisee pays the franchisor an initial fee in exchange for the right to use a certain territory.
A regular percentage of income distributed to the franchisor is the royalty fee.
Master franchisees and franchisors split the money made from sub-franchisees, which is called sub-franchise fees.

#3. Franchisee Related Responsibilities:

The agreement outlines what the master franchisee needs to do, like handling marketing, training, and offering ongoing support to the sub-franchisees.

#4. Maintaining the benchmark:

The master franchisee is constantly growing the brand by setting goals for things like opening sub-franchises or making certain amounts of money.

#5. Protection of Your IP Rights:

The franchisor’s proprietary systems, logos, and trademarks are protected by explicit clauses.

Considerations To Keep In Mind While Drafting The Master Franchise Agreement India

Investing Demands: Master licensees require substantial financial resources to cover the initial fee, establish operations, and provide support to sub-franchisees.
Legal Difficulty: Franchising is regulated by Indian laws, which include the Indian Contract Act of 1872 and sector-specific regulations. Compliance and contract drafting necessitate legal counsel.
Cultural awareness: The diversity of India necessitates the development of localised strategies for consumer engagement, product offerings, and marketing.
Maintaining Consistent Standards: Master franchisees and their sub-franchisees must uphold the franchisor’s brand standards at all times.

Being The franchisor, here is how one should carefully craft the master franchise agreement in India using the help of experts in franchising.

Here’s what is usually part of the master franchise agreement.

#1. Describe the Master Franchise Business Model

The franchisor needs to lay out their master franchise model’s blueprint before they can even think about writing the agreement. This encompasses:

Establishing the master franchisee’s extent of responsibilities.
Specifying the geographic region.
Establishing performance benchmarks (e.g., the number of outlets to be opened annually).

#2. Gather Legal Information

India is subject to a patchwork of laws rather than a single set of franchising regulations. As a franchisor, you have a responsibility to make sure that:

#3. Create a draft of the franchise agreement.

Obtain the services of an experienced attorney to write the agreement, and make sure it contains all of the following:

Who is the franchisor and who is the master franchisee? Also, Legal entities and authorised representatives.
Make the master franchisee’s assigned territory crystal clear. If relevant, state that it is exclusive.
Advance payment is to secure territory rights. Ongoing royalty percentage. Revenue-sharing system for sub-franchise fees.
Among the responsibilities of a master franchisee is the recruitment and support of sub-franchisees. Provision of Promotional and branding initiatives. Also, Ensuring that brand standards are within reporting.
Master franchisees receive first training. Marketing guidelines and operational manuals. Continuous assistance, including site visits and problem-solving.
Make provisions for Stages for opening sub-franchise outlets, Sales forecasts or growth metrics, or Repercussions in the event of non-compete.
Safeguarding Intellectual Property: The ownership of proprietary systems, logos, and trademarks must be specified. Forbid the master franchisee from making any alterations or unauthorised uses.

#4. Secure Funding and Legal Clearances

Review the agreement with the company’s legal team to make sure it complies. Also, Financial responsibilities and revenue-sharing procedures can be better with the help of tax professionals.

#5. Document the Rights to Intellectual Property

Make sure no one may use your brand or private material without first registering it with the Trademarks Registry in India.

#6. Develop an operational strategy for daily operations.

Make detailed instructions and training materials. Also, make sure the master franchisee has everything they need to successfully onboard sub-franchisees.

#7. Advertise the franchise opportunity

Promote the possibility of a master franchise by means of:

Trade exhibitions and franchise expos.
Social media campaigns and Online portals.
Making connections with company owners and advisors.

#8. Evaluate Possible Master Franchisees

Hire a business partner who possesses:

Robust financial resources to oversee the region.
Knowledge and experience in the field or the location.
Harmony with the mission and principles of the brand.

#9. Finalising, Signing and Monitoring

Once both sides are happy with the terms, go ahead and sign the agreement. Make sure everyone is on the same page with the words.

Keep tabs on how well the master franchisee is doing.
Perform audits to guarantee adherence to brand guidelines.
Keep the collaboration strong by providing comments and support.

Key Points To Keep In Mind While Preparing The Master Franchise Agreement in India 2025

Knowledge About Indian Laws: Consult an Attorney With Experience In This Field.
Expectations, duties, and financial arrangements are set in a clear and transparent manner.
Adaptability: Give yourself time to renegotiate in case things change in the market or something unexpected comes up.
Cultural Sensitivity: Tailor approaches to the varied demographics and purchasing habits of the Indian market.
Franchisors can build a strong Master Franchise Agreement in India by following these steps, which will help them achieve sustained growth and fruitful cooperation.

What’s Making India A Hot Spot For Master Franchises in 2025

Expanding Consumer Base: The need for global brands and organised retail formats is on the rise, thanks to a growing middle class and more discretionary cash.
The Shift to Digital: The integration of e-commerce and the expansion of internet penetration have made brand recognition and operations much easier.
Programs Launched by the Government: A favourable setting for company expansion can be achieved through initiatives such as Startup India and Make in India.
Businesses That Are Open to Franchising: Master franchise opportunities are particularly well-suitabl to industries such as education, healthcare, food and beverage, and fitness, which are rapidly expanding.

To have a start with drafting your master franchise agreement in India, why not connect with experts of Sparkleminds for more assistance.