From Lab to Market: A Strategic Market Entry Framework for a Cool-Roof Paint Startup in Chennai, India

Jialu Xu; Liana Berzins; Diana Thilay; Dianin Thilay; Yutan Yang

doi:10.71222/tj94p857

Authors

Jialu Xu Commerce, The University of Sydney, Camperdown, NSW 2006, Sydney, Australia Author
Liana Berzins Commerce, The University of Sydney, Camperdown, NSW 2006, Sydney, Australia Author
Diana Thilay Commerce, The University of Sydney, Camperdown, NSW 2006, Sydney, Australia Author
Dianin Thilay Commerce, The University of Sydney, Camperdown, NSW 2006, Sydney, Australia Author
Yutan Yang Commerce, The University of Sydney, Camperdown, NSW 2006, Sydney, Australia Author

DOI:

https://doi.org/10.71222/tj94p857

Keywords:

market entry strategy, cool-roof technology, startup, emerging markets, India, business model canvas, strategic partnership, sustainability

Abstract

The global cool-roof industry is experiencing significant growth driven by climate change and sustainability imperatives, with India representing a particularly promising yet competitive market due to its extreme heat vulnerability and nascent supportive policies. This study investigates the strategic market entry challenges and opportunities for Dewpoint Technologies, an Australian startup possessing patented cool-roof paint with unique self-cleaning and passive water-collection properties. Through a qualitative case study methodology, we conducted an in-depth analysis of the competitive landscape in Chennai, India, benchmarking six incumbent firms using the BMC framework alongside financial data from public companies. Our analysis reveals that while Dewpoint's core cooling efficacy is comparable to competitors, its self-cleaning and water-harvesting capabilities constitute a defensible competitive advantage in a water-scarce context like Chennai. However, the startup lacks the manufacturing capacity, distribution networks, and market knowledge of established players. Consequently, we propose a phased market entry strategy centered on a dual approach of targeted niche marketing and strategic partnership. We identify the underserved public and educational building sectors as the primary niche and recommend a private-label manufacturing and distribution agreement with Solo Paints, a Chennai-based eco-friendly paint manufacturer, to mitigate risks and costs. The strategy further includes pursuing sustainability certifications, leveraging Indo-Australian research grants for initial funding, and adopting a premium pricing strategy justified by its differentiated value proposition. This study provides an empirically-grounded strategic framework for technology startups seeking to navigate entry into complex, competitive emerging markets, highlighting the critical interplay between leveraging unique capabilities, identifying unmet market needs, and forging strategic local partnerships.

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