Switzerland has, despite being a rather small country, a big start-up scene which develops rapidly and puts forth many entrepreneurs. Currently, it is certain that any opportunity for competitive advantage must be exploited and emerging markets like India prove to be full of them. This research aims to investigate the cultural and institutional problems Swiss start-ups faced and how they overcame them when internationalising to India, using a qualitative research approach. Relevant theories regarding the topic were gathered and collated in a deductive manner with the empirical findings of five interviews conducted with Swiss Born Global start-ups, which internationalised either down- or upstream activities of their value chain to India. The findings show that institutional problems are largely dependent on the industry a company is working in. Cultural problems on the other hand occur in a more general manner and entrepreneurs internationalising to this market should be aware of the cultural differences to facilitate their internationalisation process. Further findings display the importance of an own network in the country and the indispensability of partners that help the companies navigate the Indian space.