Product Transformation at TVS Motor Company: A Case-Cum-Research Study of 52 Product Improvement Priorities, Financial Performance, SWOT Analysis and Strategic Competitiveness

Product management · Financial analysis · Customer satisfaction · EV strategy · Strategic recommendations

Abstract

TVS Motor Company operates in a highly competitive two-wheeler and three-wheeler industry in which product quality, affordability, fuel efficiency, rider safety, comfort, digital connectivity and electric mobility increasingly influence customer choice. Although the company has established a presence across commuter motorcycles, scooters, premium motorcycles and electric vehicles, sustained competitiveness requires continuous product improvement supported by customer insights, engineering innovation and disciplined financial investment.

This case-cum-research paper develops a structured 52-point product improvement agenda for TVS Motor Company, with particular attention to the Apache motorcycle range, Jupiter scooter range and iQube electric scooter range. It integrates product auditing, customer-oriented analysis, financial performance assessment, SWOT analysis, strategic prioritisation and an implementation roadmap.

The study organises the 52 recommendations into eight improvement domains: design and styling; engine and performance; safety; comfort and ergonomics; electric mobility and digital technology; durability and quality; after-sales affordability; and sustainability and strategic competitiveness. Financial analysis is used to examine how product development expenditure, manufacturing costs, warranty claims, spare-parts pricing, EV investment and premium-product positioning may affect profitability and long-term shareholder value.

The paper distinguishes between reported company financial information, qualitative customer expectations and proposed management targets. Since a verified, representative customer survey is not supplied, the improvement priorities are treated as research-based proposals rather than statistically proven findings about all TVS customers.

Keywords: TVS Motor Company, product improvement, Apache, Jupiter, iQube, financial analysis, SWOT analysis, customer satisfaction, electric vehicles, product innovation, total cost of ownership, strategic management.

1. Introduction

Product improvement is a continuous management process involving the identification of customer problems, evaluation of technical alternatives, cost-benefit assessment, prototype development, quality testing and post-launch performance monitoring. In the automobile industry, these activities are particularly important because customers evaluate a vehicle over its entire ownership period rather than solely on its purchase price.

TVS Motor Company serves multiple customer groups, from price-sensitive commuters and family scooter users to performance-oriented motorcycle buyers and consumers transitioning to electric mobility. Each group has different requirements.

 

Apache motorcycle range

Priority: braking confidence, handling, engine refinement, rider ergonomics, performance and premium technology.

 

Jupiter scooter range

Priority: real-world fuel economy, comfort, storage, family usability, low maintenance and dependable servicing.

 

iQube electric scooter range

Priority: dependable real-world range, battery safety, charging convenience, software reliability and transparent ownership costs.

The central managerial challenge is to improve these products without making them unnecessarily expensive. Every proposed change should therefore be evaluated against customer benefit, engineering feasibility, regulatory requirements, manufacturing cost, serviceability and expected commercial returns.

2. Research problem and objectives

Research problem: How can TVS Motor Company prioritise product-level improvements that increase customer satisfaction, safety, reliability and competitiveness while protecting operating margins and generating sustainable financial returns?

The study has six objectives:

Identify 52 product improvement opportunities across relevant vehicle categories.

Examine customer needs relating to performance, safety, comfort, maintenance and ownership costs.

Assess how product changes may influence revenue, operating costs, margins and investment requirements.

evaluate TVS's internal strengths and weaknesses alongside external opportunities and threats.

Develop a phased implementation framework with measurable performance indicators.

Establish a practical decision-making model for allocating product development resources.

3. Scope, research design and methodology

3.1 Research design

The paper follows a descriptive, diagnostic and strategic case-study design. It uses publicly reported financial information and company disclosures, supported by product-management concepts and an analytical framework for evaluating improvement priorities.

Research component	Analytical method	Purpose
Product audit	52-point checklist	Identify areas for engineering and design improvement
Customer perspective	Customer-need mapping	Relate product features to practical usage
Financial performance	Year-on-year analysis and margin calculation	Assess financial capacity and cost pressures
Strategic position	SWOT analysis	Evaluate internal and external factors
Investment decisions	Cost-benefit and scenario analysis	Rank possible improvement projects
Implementation	Priority matrix and KPIs	Monitor execution and outcomes

3.2 Research questions

RQ1: Which product changes could improve everyday customer satisfaction?

RQ2: Which safety, quality and maintenance improvements deserve immediate attention?

RQ3: How can EV and digital innovation create differentiation without weakening affordability?

RQ4: How can financial analysis guide the allocation of product development expenditure?

RQ5: What strategic risks and opportunities should influence TVS's product roadmap?

3.3 Limitations

The study does not claim that all 52 issues have been observed in every TVS model. Some proposals depend on vehicle variant, price category, engineering feasibility and applicable regulations. A representative customer survey, warranty dataset, competitor-level cost database and internal model-wise profit figures would be required to test the recommendations statistically and determine their exact commercial impact.

4. Company and product portfolio analysis

TVS's product strategy needs to accommodate different purchase motivations rather than apply a uniform design or technology package to all models.

 

Apache — performance and aspiration

Engineering emphasis: braking, tyres, handling, engine refinement, vibration control, rider fit and differentiated premium features.

Commercial objective: justify premium pricing through tangible performance and ownership benefits.

 

Jupiter — practical daily mobility

Engineering emphasis: fuel efficiency, easy handling, seating, suspension, storage, serviceability and component durability.

Commercial objective: strengthen family confidence and long-term ownership value.

 

iQube — electric mobility

Engineering emphasis: usable battery range, thermal protection, charging, software, diagnostics, water resistance and battery lifecycle.

Commercial objective: reduce ownership uncertainty and improve the customer experience throughout the battery's life.

These are proposed product priorities, not claims that any particular model currently fails to meet its published specifications.

5. Product audit: 52-point improvement agenda

The following agenda is structured as an engineering and management audit, with each point specifying the improvement action and the intended benefit. The first 26 priorities cover styling, performance and safety; the remaining 26 cover comfort, EV technology, durability, after-sales service and sustainability.

Domain A — Design, styling and usability

Audit points 1–8 | Applies primarily to product design and customer-facing usability.

01

Improve paint finish and surface durability

Introduce stronger scratch resistance, better UV stability and durable coatings on high-contact body panels.

Measure: paint-defect rate and customer complaints per 1,000 vehicles.

02

Expand colour choices

Evaluate metallic, matte, dual-tone and understated colours by customer segment, subject to production economics.

Measure: colour-wise sales mix and inventory turnover.

03

Develop a distinctive lighting signature

Improve LED headlamp and tail-lamp design, beam distribution and brand recognition while maintaining glare control.

Measure: lighting-test compliance and customer visibility ratings.

04

Tighten panel fit and finish

Reduce inconsistent gaps, loose trim, rattles and visible fastener defects through better manufacturing controls.

Measure: assembly defects per vehicle and early-life warranty claims.

05

Differentiate model identities

Create clearer design differences between commuter, family, sporty, touring and premium products.

Measure: customer recognition and model-level consideration.

06

Optimise storage space

Improve under-seat compartments, front storage and accessible hooks without compromising structural safety or ergonomics.

Measure: usable storage volume and customer usability scores.

07

Improve wheel design and functional accessories

Evaluate lighter alloy-wheel designs and factory-approved touring racks, phone mounts, visors and protective accessories.

Measure: weight, durability, accessory attachment rate and contribution margin.

08

Create customer-specific editions

Test youth, touring, family, rural-use and fleet-oriented variants where demand is sufficient.

Measure: incremental demand, development cost and variant profitability.

Domain B — Engine efficiency and performance

Audit points 9–16 | Focus: fuel economy, refinement, usable power and operating efficiency.

No.	Improvement required	Proposed action and performance indicator
09	Better fuel economy	Optimise combustion, transmission and vehicle weight; measure real-world km/l under a consistent test protocol.
10	Improved fuel-injection calibration	Refine cold starts, low-speed response and stop-start traffic behaviour; measure starting reliability and drivability.
11	Reduced engine vibration	Improve balancing, mounts and powertrain tuning; measure vibration across operating speeds.
12	Better heat management	Assess heat around riders' legs and feet during prolonged traffic operation; measure thermal comfort.
13	Refined engine options	Improve the balance of power, economy and refinement across commuter and performance categories.
14	Selectable riding modes	Assess Eco, City and Power modes where technically appropriate; measure efficiency and throttle response.
15	Smoother clutch and transmission	Reduce clutch effort, shift harshness and false neutrals; measure shift quality and component durability.
16	Lower powertrain noise	Improve intake, exhaust and mechanical-noise control while preserving legal compliance and intended character.

Case interpretation: TVS should not treat peak power or advertised mileage as the only performance measures. A more useful product scorecard combines real-world efficiency, acceleration, noise, vibration, thermal comfort, reliability and cost per kilometre.

Domain C — Braking, visibility and active safety

Audit points 17–26 | Focus: accident-risk reduction and rider confidence.

No.	Improvement required	Proposed action and performance indicator
17	Wider ABS availability	Evaluate ABS expansion across eligible models and variants; prioritise braking performance and applicable regulations.
18	Improved braking hardware	Assess disc-brake availability and braking balance according to vehicle class and use case.
19	Wet-road tyre performance	Validate tyre grip and braking on wet surfaces, including durability and wear.
20	Tubeless tyre availability	Expand tubeless fitment where feasible and appropriate; measure puncture-related downtime and serviceability.
21	Better night visibility	Optimise headlamp illumination and beam alignment without causing excessive glare.
22	Improved mirrors	Increase useful rearward visibility and reduce vibration-related blurring.
23	Hazard-warning capability	Assess suitable warning-light features and controls, subject to applicable regulations and homologation.
24	Side-stand safety interlock	Improve consistency of engine-cut-off or related safeguards where fitted and appropriate.
25	Traction and wheel-slip management	Evaluate traction control for suitable premium models using validation data and cost-benefit analysis.
26	Crash protection and control layout	Improve structural integrity, footrest placement and control accessibility through crash, durability and ergonomics testing.

Safety qualification: ABS, combined braking systems and traction control are not interchangeable. Equipment must be selected according to vehicle type, applicable Indian regulations and tested safety performance. More features do not automatically mean better safety if integration, calibration or usability is poor.

Domain D — Comfort and ergonomics

Audit points 27–34 | Focus: daily convenience, rider fit and long-term comfort.

 

27. Improve seat cushioning and thermal comfort

Test different foam densities, seat contours and cover materials for commuting and longer journeys. Measure pressure distribution and comfort ratings.

 

28. Introduce adjustable controls where suitable

Assess adjustable brake and clutch levers on premium motorcycles to accommodate different hand sizes and riding preferences.

 

29. Reduce wrist and shoulder strain

Optimise handlebar reach, grip angle, footpeg placement and riding posture through ergonomic trials.

 

30. Improve pillion comfort

Evaluate seat width, grab-rail access, footrest positioning and stability during two-person riding.

 

31. Tune suspension for uneven roads

Test ride comfort and bottoming resistance on representative potholes, speed breakers and rough surfaces without compromising handling.

 

32. Reduce handlebar vibration

Evaluate grip materials, bar-end weights and powertrain tuning, particularly at sustained cruising speeds.

 

33. Improve weather protection

Test optional visors, front-apron geometry and water deflection, while maintaining visibility and stability.

 

34. Improve accessibility for different rider heights

Evaluate seat height, seat width at the front, vehicle balance and low-speed manoeuvrability for shorter and less experienced riders.

Domain E — Electric mobility and digital technology

Audit points 35–43 | Focus: EV ownership confidence, battery lifecycle and connected services.

No.	Proposed improvement	Business or customer outcome
35	Optimise legroom and footboard space	Better comfort for varied rider heights and everyday clothing.
36	Reduce unnecessary vehicle weight	Improved efficiency and manoeuvrability, provided strength and durability are maintained.
37	Improve real-world EV range	Validate range across traffic, load, speed and temperature conditions; publish understandable range guidance.
38	Strengthen battery thermal management	Maintain battery performance and safety during hot weather, charging and sustained use.
39	Improve charging speed and compatibility	Evaluate charging options and interoperability where technically and commercially feasible.
40	Assess removable or swappable batteries	Test fleet and urban-use cases against safety, standardisation, theft protection and infrastructure costs.
41	Improve software and mobile-app reliability	Reduce failed connections, inaccurate status reporting, crashes and update-related problems.
42	Develop intelligent range prediction	Incorporate riding style, terrain, load, temperature and battery condition into remaining-range estimates.
43	Improve regenerative braking and connected protection	Refine deceleration feel; provide dependable geofencing, theft alerts and diagnostics where appropriate.

Strategic interpretation: EV competitiveness depends on more than battery capacity. The complete ownership system includes range predictability, charging access, software reliability, battery protection, repair turnaround and resale confidence. Battery-swapping proposals should be evaluated as a specific business model, not assumed to be suitable for every consumer scooter.

Domain F — Durability, after-sales affordability and sustainability

Audit points 44–52 | Focus: lifecycle cost, service quality, manufacturing consistency and environmental performance.

44

Improve dust and water resistance

Validate seals, connectors, battery enclosures and electrical harnesses against appropriate environmental testing.

45

Reduce corrosion

Improve protective coatings on fasteners, exhaust components and exposed metal parts, with special attention to humid and coastal conditions.

46

Make genuine spare parts more affordable

Review high-frequency replacement parts, simplify unnecessary component variation and monitor price-to-income affordability.

47

Improve spare-parts availability

Strengthen demand forecasting, regional inventory and parts distribution in semi-urban and rural markets.

48

Extend service intervals when validated

Optimise maintenance schedules only when supported by engineering tests, lubricant specifications and warranty requirements.

49

Reduce early-life failures and inconsistent quality

Use supplier-level defect tracking, failure analysis and corrective-action reviews to reduce repeat faults.

50

Improve service transparency

Provide clear estimates, digital service records, repair updates and explanations of replaced components.

51

Strengthen sustainability and end-of-life recovery

Improve material efficiency, recyclability, battery recovery and supplier environmental monitoring.

52

Create a unified product-quality feedback system

Combine warranty claims, dealer repair records, customer complaints, field failures and supplier data to guide continuous improvement across manufacturing locations.

6. Financial analysis of TVS Motor Company

6.1 Reported financial performance

TVS Motor Company reported record annual revenue in FY 2025–26. Its official results show significant growth in revenue and operating EBITDA, alongside higher operating profitability.

 

Table 1. Selected reported financial indicators. Figures are rounded and in ₹ crore unless otherwise specified.

Financial indicator	FY 2024–25	FY 2025–26
Revenue from operations	36,251	47,270
Operating EBITDA	4,450	6,079
Operating EBITDA margin	12.3%	12.9%
Operating profit before tax, as reported in company release	3,563	4,975
Total two- and three-wheeler sales	47.44 lakh	58.89 lakh
Electric vehicle sales	2.79 lakh	3.71 lakh

Source: TVS Motor Company's FY 2025–26 results announcement dated 13 May 2026. The company's operating PBT measure is presented as reported and should not be confused with every statutory PBT subtotal.

 

Revenue growth

30.4%

Approximate year-on-year increase, FY 2025–26 versus FY 2024–25.

Revenue from operations

Reported annual revenue in ₹ crore.

₹0₹15K₹30K₹45K₹60KFY24–25FY25–26

Operating EBITDA margin

12.3% → 12.9%

An improvement of 0.6 percentage points, or 60 basis points.

Operating EBITDA margin

Reported operating EBITDA as a percentage of revenue.

0%4%8%12%16%FY24–25FY25–26

6.2 Interpretation of financial performance

Finding 1 — Growth creates investment capacity. Revenue increased from approximately ₹36,251 crore to ₹47,270 crore. This scale provides a stronger base from which management can consider engineering upgrades, product development, testing and EV technology investments. It does not, by itself, prove that any individual improvement project will be profitable.

 

Finding 2 — Margin discipline remains important. Operating EBITDA grew, and the margin improved by 60 basis points. However, safety improvements, additional features and battery technology may increase material and development costs. TVS should therefore assess incremental contribution margin for each major product change.

Finding 3 — EV growth strengthens the case for lifecycle innovation. The company's reported EV sales increased from 2.79 lakh to 3.71 lakh units, an increase of approximately 33%. This supports further investigation of battery performance, charging convenience and software reliability, although sales growth alone does not reveal EV-specific profitability.

Finding 4 — Model-level financial data is essential. Company-wide revenue and EBITDA cannot establish the profitability of Apache, Jupiter or iQube individually. Product-level sales, warranty costs, material costs, marketing expenditure, battery costs and contribution margins would be needed for a more precise assessment.

6.3 Illustrative financial evaluation of product improvements

The following is a hypothetical decision scenario, not a statement of TVS's actual budget or expected savings.

Suppose TVS evaluates a combined product-quality and serviceability programme.

Illustrative assumption	Amount
Annual vehicles covered	500,000
Average manufacturing or warranty-related saving per vehicle	₹200
Annual gross savings	₹10 crore
Initial development and implementation investment	₹15 crore
Annual recurring programme expense	₹2 crore
Annual net operating benefit after recurring expense	₹8 crore
Simple payback period	1.875 years

Calculations:

Annual gross savings = 500,000 × ₹200 = ₹10 crore.

Annual net operating benefit = ₹10 crore − ₹2 crore = ₹8 crore.

Simple payback = ₹15 crore ÷ ₹8 crore = 1.875 years, or approximately 22.5 months.

This scenario demonstrates how even a modest per-vehicle reduction in avoidable costs may become financially material at scale. The assumptions must be replaced with verified internal data before a management decision is made.

6.4 Financial appraisal framework for each improvement

TVS could use the following measures before approving a project:

Incremental contribution: Additional revenue less variable production, distribution and support costs.

Warranty savings: Reduction in expected warranty claims and repair expenditure.

Development cost: Engineering, tooling, software, testing, homologation and launch expenditure.

Payback period: Initial investment divided by annual incremental net cash benefit.

Net present value (NPV): Present value of incremental cash flows less initial investment.

Return on investment (ROI): Net project benefit divided by project investment, using a clearly specified period and definition.

Projects that improve regulatory compliance and essential safety may need to proceed even where direct financial payback is difficult to quantify. For discretionary styling or connected features, commercial returns and willingness to pay should carry greater weight.

7. SWOT analysis of TVS Motor Company

The SWOT analysis below is a strategic interpretation of the company's product portfolio, financial position and industry environment. It is not a substitute for an independently verified competitor or customer survey.

S — Strengths

Established manufacturing capabilities: Scale and manufacturing experience can support quality improvement and cost optimisation.

Diverse product portfolio: Motorcycles, scooters, EVs and three-wheelers serve multiple customer segments.

Strong financial momentum: FY 2025–26 revenue reached ₹47,270 crore, with operating EBITDA of ₹6,079 crore.

Performance and brand differentiation: Apache supports a sport-oriented brand identity, while Jupiter and iQube address other mobility needs.

International presence: Export markets offer opportunities to adapt products to different customer requirements.

W — Weaknesses to investigate

Product complexity: Numerous variants and optional features can increase parts, inventory and servicing complexity.

Affordability trade-offs: Adding premium features may make price-sensitive vehicles less accessible.

EV ownership uncertainty: Range, charging access, battery replacement cost and software performance need continuous validation.

Service consistency: Differences in repair turnaround, parts availability and communication can affect the ownership experience.

Limited public model-level profitability: External researchers cannot confidently determine the individual profitability of Apache, Jupiter and iQube from consolidated company revenue alone.

O — Opportunities

EV innovation: Improve real-world range, battery lifecycle, charging and digital ownership services.

Premiumisation: Develop higher-value products and accessories that provide demonstrable customer benefits.

Data-led engineering: Use warranty and connected-vehicle data to identify recurring product issues.

Rural and semi-urban markets: Strengthen durability, repairability and genuine spare-parts access.

Export adaptation: Design products around local regulations, climate, roads and usage patterns.

Sustainable manufacturing: Improve material efficiency, component reuse and battery recovery.

T — Threats

Intense competition: Hero, Honda, Bajaj, Yamaha and electric-mobility specialists compete across overlapping segments.

Input-cost volatility: Battery materials, electronics, metals and imported components can pressure margins.

Regulatory changes: Safety, emissions and battery requirements may necessitate additional engineering investment.

Rapid technology shifts: New battery systems, software platforms and customer expectations can shorten product lifecycles.

Reputation risks: Product recalls, safety incidents, inconsistent service or EV reliability problems may damage customer confidence.

Economic uncertainty: Financing costs and changes in household purchasing power can affect vehicle demand.

7.1 TOWS: Converting SWOT into action

Strategy	Recommended managerial response
Strengths + Opportunities (SO)	Use engineering scale and financial resources to accelerate EV development and premium-product innovation.
Strengths + Threats (ST)	Apply quality systems, supplier development and product validation to defend against competition and regulatory risk.
Weaknesses + Opportunities (WO)	Simplify variants, improve service analytics and use digital diagnostics to reduce lifecycle cost.
Weaknesses + Threats (WT)	Prioritise safety-critical defects, control feature-related cost escalation and strengthen supplier contingency plans.

Strategic conclusion from SWOT: TVS should not pursue technology for its own sake. It should combine engineering capability with customer value, financial discipline and dependable after-sales support.

8. Product improvement prioritisation model

All 52 proposals cannot be implemented simultaneously. Management should first distinguish safety-critical and reliability-related changes from discretionary features.

The following is a proposed prioritisation framework, not an assessment of actual defects in TVS products.

Table 2. Proposed implementation sequence

Priority	Improvement areas	Indicative timeline	Key success measure
P1 — Immediate	Safety validation, early-life quality, corrosion, spare-parts availability, software defects	0–6 months	Fewer repeat defects, faster repairs and improved compliance
P2 — Near term	Mileage, vibration, seat comfort, suspension, fit-and-finish	6–12 months	Better customer ratings and reduced cost per kilometre
P3 — Medium term	Connected features, ergonomic redesign, accessory packages, advanced range prediction	12–24 months	Adoption, usability and incremental contribution
P4 — Long term	New EV architectures, battery solutions, premium platforms and sustainability systems	24–36 months	Lifecycle profitability, reliability and market differentiation

Timelines are planning assumptions. Safety-related changes must follow the appropriate engineering, validation and regulatory process, even when that process extends beyond the indicative period.

8.1 Interactive priority selector

Use this proposed planning tool to explore which type of improvement should receive the greatest managerial attention.

Primary improvement objective

Customer satisfaction

Cost reduction

EV competitiveness

Premium differentiation

Priority domain

Safety and reliability

Comfort and usability

Affordability and service

EV and digital technology

Design and premium features

Planning horizon

0–6 months

6–12 months

12–24 months

24–36 months

Suggested management focus

Engineering validation and defect prevention

Begin with applicable safety requirements, field-failure analysis, component durability and corrective action. The 0–6 months horizon is a planning window, not permission to defer urgent safety issues.

Selected objective: Customer satisfaction. Suggested horizon: 0–6 months.

Copy planning brief

9. Research-based performance measurement framework

To convert the 52-point agenda into an evidence-based management programme, TVS should monitor outcomes rather than count the number of features introduced.

KPI category	Proposed indicator	Measurement approach
Product quality	Early-life failure rate	Failures per 1,000 vehicles during a defined period
Safety	Braking and lighting compliance	Engineering test results and regulatory verification
Efficiency	Real-world mileage or energy consumption	Standardised route, load and operating conditions
Customer satisfaction	Satisfaction and recommendation scores	Representative, model-specific customer survey
Service	First-time fix rate	Percentage of repairs completed without repeat visits
Affordability	Annual maintenance expenditure	Cost of a defined service and parts basket
EV performance	Actual versus predicted range	Controlled field testing across conditions
Software	Application and connectivity reliability	Crash rate, failed connections and resolution time
Financial performance	Incremental contribution margin	Incremental revenue less attributable variable costs
Sustainability	Material recovery and lifecycle impacts	Verified material, waste and battery-recovery data

The company should collect baseline values before implementation and define target improvements after reviewing actual data. Without baseline measurements, a claimed improvement cannot be reliably attributed to a particular intervention.

10. Proposed customer survey and statistical validation

A future empirical study could test whether the improvement priorities reflect actual customer preferences.

10.1 Proposed research design

Population: Owners of TVS motorcycles, scooters and electric vehicles.

Sampling: Stratified sampling by vehicle category, ownership period, region and urban/rural usage.

Sample size: An initial planning target of 400–500 respondents, subject to a formal power or precision calculation.

Instrument: A structured questionnaire covering safety, mileage, comfort, reliability, styling, maintenance, digital features and purchase intention.

Scale: Five-point Likert scale, from 1 = strongly disagree to 5 = strongly agree.

Additional evidence: Dealer interviews, service records, warranty claims and model-level cost data, where access is authorised.

10.2 Proposed statistical tests

Research question	Suitable method
Which improvement domains receive the highest ratings?	Descriptive statistics and ranking
Are priorities different across vehicle categories?	ANOVA or a suitable non-parametric alternative
Is perceived reliability associated with repurchase intention?	Correlation and regression
Do satisfaction scores differ by ownership duration?	Group comparison
Are survey items internally consistent?	Cronbach's alpha, where appropriate
Which underlying dimensions explain satisfaction?	Exploratory factor analysis, if sample adequacy permits

No survey results, significance levels, regression coefficients or reliability statistics are claimed in this paper because primary respondent-level data have not been supplied. These analyses should be conducted only after data collection and appropriate validation.

11. Discussion: Linking product strategy with financial sustainability

The analysis indicates three managerial trade-offs.

First, safety and affordability must be balanced intelligently. TVS should prioritise effective safety systems and regulatory compliance while using common platforms, supplier engineering and efficient design to manage costs. Safety should not be compromised merely to achieve a lower selling price.

Second, premiumisation must deliver measurable customer value. Customers may be willing to pay more for better braking, comfort, performance and useful technology, but unnecessary features can raise costs without generating corresponding demand. Customer trials and willingness-to-pay analysis should precede large investments.

Third, EV innovation must consider the complete ownership cycle. Higher battery capacity is only one possible response to range concerns. Battery durability, charging access, software reliability, repairability and resale value also influence customer confidence and the economics of electric mobility.

The financial evidence establishes that TVS has experienced substantial growth. It does not establish that every proposed investment will improve profitability. Each initiative should therefore pass engineering, customer-validation and financial-appraisal gates.

12. Managerial recommendations

The following actions translate the research into a practical product-management programme.

Establish a cross-functional product improvement committee involving engineering, quality, finance, procurement, marketing, dealers and after-sales service.

Create a model-wise dashboard for Apache, Jupiter and iQube, with additional analysis for other relevant models.

Audit warranty claims, service complaints and parts availability to establish verified baselines.

Develop a costed business case for each major product change.

Pilot selected improvements with representative customers before full-scale launch.

Review safety, regulatory compliance and engineering feasibility before approving any design change.

Publish a quarterly internal scorecard linking customer outcomes, quality measures, investment and financial returns.

Retire or redesign features that create cost and complexity without meaningful customer value.

13. Conclusion

TVS Motor Company has a substantial product portfolio and demonstrated financial growth, but sustained competitiveness requires ongoing attention to customer value, quality, safety, comfort, digital reliability and lifecycle cost.

This case-cum-research study presents 52 improvement proposals spanning product styling, engine refinement, safety, ergonomics, EV technology, durability, after-sales service and sustainability. The SWOT analysis identifies strategic opportunities alongside cost, competition and technology risks. The financial analysis shows why management should combine growth ambitions with disciplined investment appraisal.

The principal recommendation is to adopt a customer-evidence-led, financially disciplined and safety-first product improvement system. Rather than introducing all proposed changes simultaneously, TVS should establish actual performance baselines, prioritise validated problems, test solutions and measure results.

If implemented through a phased and measurable process, this agenda could support stronger customer confidence, improved ownership economics, more differentiated products and sustainable long-term competitiveness. The proposed benefits remain hypotheses to be tested, not guaranteed outcomes.

References

1. TVS Motor Company. (2026, May 13). TVS Motor records 30% growth in revenue and 40% growth in operating PBT in FY 2025–26. Official company announcement. Read the FY 2025–26 financial announcement.

2. TVS Motor Company. (2026). Integrated Annual Report 2025–26. Read the annual report communiqué.

3. TVS Motor Company. (2026). Annual, audited and unaudited financial reports. Access official financial reports.

4. TVS Motor Company. (2025). TVS Motor records highest-ever sales, EBITDA margin and profit in FY 2024–25. View the company's financial and performance announcements. The official FY 2024–25 results announcement is available through the company's financial reports and media releases.

5. TVS Motor Company. (n.d.). Products and services. Official company website.

 

 

 

 

 

From Sacred Tradition to Global Trade: A Case-Cum-Research Study of India’s Garland Export Industry, Market Opportunities, Export Data Analysis and 51 Strategic Recommendations for Indian Exporters

Abstract

India’s garland industry represents a distinctive intersection of floriculture, traditional craftsmanship, religious practices, wedding ceremonies and international trade. Fresh jasmine, marigold, rose and mixed-flower garlands serve Indian diaspora communities, temples, wedding planners and cultural organisations across international markets. Dried, preserved and artificial garlands create additional opportunities by reducing perishability and extending product life.

Despite these advantages, the industry faces challenges involving fragmented production, inconsistent quality, short shelf life, air-freight costs, plant-health regulations, inadequate branding and limited market diversification. This case-cum-research paper examines the industry through a value-chain, market-selection and export-competitiveness framework. It analyses the limitations of available trade statistics, develops illustrative exporter-level financial scenarios, identifies measurable performance indicators and presents 51 practical recommendations for Indian global garland exporters.

The paper proposes a transition from informal, order-based shipments towards organised, traceable, branded and data-driven exports. It also highlights the potential for farmer income enhancement, women’s employment, artisan entrepreneurship and cultural diplomacy. Because garlands comprise multiple product types that may be recorded under different customs classifications, a reliable national export total cannot be established without product-level customs data. Accordingly, illustrative financial scenarios in this paper are explicitly distinguished from verified national trade statistics.

Keywords: Indian garland exports, floriculture, jasmine, marigold, international marketing, export competitiveness, cold-chain logistics, diaspora markets, women artisans, agricultural exports, global supply chains, trade facilitation.

1. Introduction

Garlands are not merely decorative products in India. They carry religious, cultural, social and commercial significance. They are used for temple worship, weddings, festivals, welcoming ceremonies, memorials, hospitality and interior decoration. This cultural familiarity provides Indian exporters with an opportunity to serve both traditional buyers and international decorative-product markets.

The industry can be divided into four major export categories:

Fresh garlands: jasmine, marigold, rose, tuberose and mixed flowers.

Dried and preserved garlands: dried flowers, preserved petals and natural foliage.

Artificial garlands: silk, fabric, paper, plastic, beads and reusable decorative products.

Specialised ceremonial garlands: wedding varmala/jaimala, temple-specific designs, customised event garlands and premium gift products.

The export strategy must differ by category. Fresh garlands depend on rapid transportation and careful temperature management, whereas preserved and artificial products can often use longer shipping routes and more conventional e-commerce fulfilment.

The supplied source identifies Singapore, Malaysia and the United Arab Emirates as priority markets, alongside the United Kingdom, United States, Canada and other Gulf markets. It also identifies Madurai’s jasmine cluster as a useful illustration of how regional flower production and artisan knowledge can be linked to international demand.

2. Research Problem

India has the cultural knowledge, agricultural base and artisan skills to produce a wide variety of garlands. However, the industry must overcome several barriers before it can compete consistently in global markets.

The principal problem is the gap between local production capability and export-ready commercial organisation. Exporters may be able to produce beautiful garlands but still lose money because of rejected consignments, delayed flights, inconsistent dimensions, inadequate packaging, customs delays or weak overseas distribution.

The central research question is:

How can Indian garland exporters convert traditional craftsmanship and floricultural resources into a competitive, profitable and sustainable international export industry?

3. Objectives of the Study

Examine the international market opportunities for Indian garlands.

Identify priority countries and customer segments.

Analyse the garland export value chain and its cost structure.

Evaluate available trade data and the limitations of national export measurement.

Develop illustrative financial and operational performance scenarios.

Recommend 51 actionable strategies for Indian exporters.

Propose a framework for improving profitability, market diversification and export reliability.

4. Research Methodology

This paper uses a descriptive, exploratory and case-based research design.

The study combines the supplied source document, qualitative value-chain analysis, export-market segmentation and illustrative quantitative modelling. The numerical scenarios are designed to demonstrate how an exporter can analyse profitability; they are not presented as observed industry averages.

The study has four analytical components:

Market analysis: buyer categories, destination markets and product positioning.

Value-chain analysis: flower procurement, aggregation, garland making, packaging, logistics and distribution.

Financial analysis: shipment revenue, operating costs, contribution margin and break-even volume.

Strategic analysis: risk management, quality assurance, market diversification and export development.

A key limitation is that the available source does not provide a continuous, verified 10-year series of garland-specific national export values and quantities. Therefore, the paper does not invent annual export figures or treat broad floriculture exports as if they were garland exports.

5. Indian Floriculture Export Performance: Quantitative Analysis

The broader floriculture industry provides an important economic context for garland exporters. However, these figures include products other than garlands and must not be interpreted as garland-only exports.

According to APEDA’s export statistics, India’s floriculture exports increased in value and quantity over the three latest reported financial years.

 

 

Table 1. India’s floriculture exports to the world

Financial year	Export value (US$ million)	Export quantity (MT)
2023–24	86.63	19,677.89
2024–25	88.58	21,039.14
2025–26	92.55	22,184.15

Source: APEDA, Three-Year Export Statement. Figures cover floriculture products, not garlands alone.

 

5.1 Growth-rate analysis

The annual percentage growth rate is calculated as:

Annual growth rate = [(Current-year value − Previous-year value) / Previous-year value] × 100

Table 2. Growth in India’s floriculture exports

Indicator	2024–25	2025–26
Export-value growth	2.25%	4.48%
Export-volume growth	6.92%	5.44%
Approximate export value per MT	US$4,209	US$4,174

Calculated from APEDA’s reported value and quantity figures; per-MT figures are broad sector averages, not prices for fresh garlands.

 

5.2 Interpretation of the results

Finding 1: Export value is increasing. Floriculture export earnings rose from US$86.63 million in 2023–24 to US$92.55 million in 2025–26. The increase over the two-year period was approximately 6.83%.

Finding 2: Export volume grew faster than value in 2024–25. This suggests that the average reported export value per unit of quantity declined, although changes in product composition and destination mix may also explain the difference.

Finding 3: The growth pattern improved in 2025–26. Export-value growth accelerated from approximately 2.25% to 4.48%, while volume growth moderated from 6.92% to 5.44%.

Finding 4: Exporters should prioritise value addition. Higher shipment volume does not automatically produce higher profitability. Fresh garland exporters need to focus on premium grades, reduced wastage, repeat contracts and efficient freight arrangements.

Finding 5: Product-level data are essential. The sector figures establish the commercial relevance of floriculture, but they cannot establish the number of garlands exported, the garland-specific revenue earned or the share of garlands in national floriculture exports.

6. Destination-Market Analysis

APEDA identifies the United States, Netherlands, UAE, United Kingdom, Canada, Italy and Malaysia among major destinations for Indian floriculture exports.

 

 

The supplied source also highlights Singapore, Malaysia and the UAE as important destinations for Indian garlands. The distinction matters: general floriculture rankings are not identical to rankings for fresh garlands.

Table 3. Proposed international market priorities for Indian garland exporters

Market	Priority opportunity	Recommended export format
Singapore	Temples, Indian households, cultural events	Fresh jasmine and ritual garlands
Malaysia	Temples, festivals, wedding ceremonies	Fresh and mixed-flower garlands
UAE	Weddings, hotels, temples, Indian retailers	Fresh, premium and event garlands
United Kingdom	Temples, diaspora households, wedding planners	Fresh where permitted; preserved and artificial
United States	Temples, weddings, cultural associations	Compliant fresh consignments; preserved products
Canada	Festivals, weddings, temple networks	Fresh where permitted; dried and artificial
Australia	Diaspora events and wedding businesses	Market-tested fresh and durable products
Netherlands	Floriculture distribution and decorative trade	Selected products, subject to buyer demand
Oman, Qatar and Kuwait	Religious occasions and weddings	Contract-based fresh supply and durable décor

This is a strategic shortlist, not a measured country-by-country ranking of garland imports. Destination entry must be confirmed against current plant-health and customs rules.

6.1 Market-selection scorecard

Exporters should assess each destination on five dimensions: demand, achievable selling price, freight access, regulatory feasibility and buyer reliability.

A suggested scoring system is 1–5 for each dimension.

Criterion	Suggested weight
Verified buyer demand	30%
Net contribution potential	25%
Logistics reliability	20%
Regulatory feasibility	15%
Payment reliability	10%
Total	100%

Weighted market score = sum of (criterion score × criterion weight).

This framework prevents an exporter from selecting a country solely because it has a large Indian diaspora. A market is commercially attractive only when sufficient demand translates into positive net returns after freight, handling, compliance and distribution costs.

7. Case Study: Madurai Jasmine Garland Export Cluster

The Madurai jasmine cluster illustrates how regional agricultural specialisation can support an international niche business. Flower growers provide raw material, artisans transform flowers into culturally specific products, and exporters coordinate packaging, airport handling and overseas delivery.

The model can be organised as follows:

Flower farmers and aggregators

Harvesting, procurement and sorting

Garland artisans

Design, sizing, grading and hygienic assembly

Export pack-house

Quality checks, suitable cooling and packing

Air cargo and customs

Documentation and destination-country compliance

Overseas buyers

Temples, importers, retailers and event planners

Case problem

Suppose a cluster receives a large festival order but has no common grading standard, confirmed cargo allocation or backup buyer. Late arrival can reduce freshness and lead to rejection. If the shipment is rejected, the exporter may lose the product cost, labour cost and freight expense simultaneously.

Proposed management response

Confirm destination rules and buyer specifications before harvesting.

Collect purchase orders and deposits where commercially feasible.

Arrange a backup freight plan and alternate buyer.

Set measurable freshness, size, weight and packaging standards.

Record batch-level dispatch times and rejection reasons.

Develop preserved or artificial alternatives for buyers who do not require fresh flowers.

The case demonstrates that the exporter’s competitive advantage depends not only on the flower itself but on the reliability of the entire delivery system.

8. Financial Data Analysis: Illustrative Exporter Model

A national industry average is unavailable in the supplied source. The following model is therefore an illustrative planning exercise, not an observed exporter’s financial statement or an estimate of actual national garland exports.

Assume a small exporter dispatches 1,000 garlands in one shipment.

Table 4. Illustrative economics of a 1,000-garland export consignment

Financial item	Assumed amount (₹)
Selling price per garland	250
Total sales revenue	250,000
Flower procurement	70,000
Artisan labour	35,000
Packaging	20,000
Domestic transport and handling	15,000
International freight and handling	45,000
Documentation and compliance	10,000
Expected wastage and claims	15,000
Allocated overheads	20,000
Total estimated cost	230,000
Illustrative operating surplus	20,000
Operating margin	8.0%

All amounts are hypothetical assumptions. Actual costs depend on flower variety, destination, freight rates, shipment size, rejection rates, buyer terms and applicable taxes.

8.1 Cost-structure interpretation

The assumed cost model shows that freight alone represents 18% of sales revenue. Flower procurement represents 28%, while artisan labour accounts for 14%.

Consequently, the exporter should not evaluate performance using sales revenue alone. A shipment worth ₹2.5 lakh can generate only ₹20,000 of operating surplus under these assumptions.

The model also demonstrates the commercial importance of wastage control. Every reduction in avoidable damage or rejection can protect the exporter’s contribution, provided the improvement does not create an even larger increase in other costs.

8.2 Break-even analysis

Under the model, revenue per garland is ₹250 and the allocated variable and fixed costs total ₹2,30,000 per 1,000-unit shipment.

For a simplified break-even calculation, assume ₹20,000 of the total cost is fixed and ₹210 per garland is variable.

Contribution per garland = Selling price − Variable cost per garland

Contribution per garland = ₹250 − ₹210 = ₹40.

Break-even volume = Fixed costs ÷ Contribution per garland.

Break-even volume = ₹20,000 ÷ ₹40 = 500 garlands.

This simplified result applies only to the stated assumptions. It should not be interpreted as a universal break-even point for garland exporters.

8.3 Sensitivity analysis

Table 5. Effect of changes in selling price and cost on illustrative operating surplus

Scenario	Revenue (₹)	Total cost (₹)	Surplus / (loss)
Base case	250,000	230,000	20,000
Selling price falls 5%	237,500	230,000	7,500
Total cost rises 5%	250,000	241,500	8,500
Selling price rises 5%	262,500	230,000	32,500
Total cost falls 5%	250,000	218,500	31,500

The analysis shows that a 5% price reduction cuts the surplus by 62.5%, from ₹20,000 to ₹7,500. An equivalent proportional increase in total cost reduces it to ₹8,500.

Managerial implication: premium positioning, freight negotiation, quality control and reliable contracts can be more valuable than pursuing volume growth without adequate margins.

9. Export Performance Indicators

Every exporter should maintain a monthly dashboard using actual invoices, shipment records and buyer feedback.

Indicator	Calculation	Management purpose
Export revenue	Sum of export invoices	Measures business scale
Average selling price	Revenue ÷ units shipped	Tracks price realisation
Order fulfilment rate	Orders delivered in full ÷ orders due × 100	Measures reliability
Rejection rate	Rejected units ÷ units shipped × 100	Measures quality
Wastage rate	Units lost ÷ units procured × 100	Measures material efficiency
On-time delivery	On-time shipments ÷ total shipments × 100	Measures logistics
Operating margin	Operating surplus ÷ revenue × 100	Measures profitability
Repeat-buyer ratio	Repeat buyers ÷ total buyers × 100	Measures retention
Market concentration	Largest-market revenue ÷ total export revenue × 100	Measures dependence
Artisan income growth	Change in average artisan earnings ÷ previous earnings × 100	Measures social impact

These indicators would allow future researchers to build a robust longitudinal dataset instead of relying on anecdotal claims about export success.

10. Fifty-One Strategic Suggestions for Indian Global Garland Exporters

The following recommendations are designed for individual exporters, farmer-producer organisations (FPOs), artisan groups, startups, floriculture companies and export associations.

A. Market selection and international demand

1. Prioritise diaspora markets: Start by researching Singapore, Malaysia, the UAE, Oman, Qatar, Kuwait, the UK, the US and Canada.

2. Map institutional buyers: Build verified lists of temples, cultural organisations, Indian grocery stores, florists and wedding planners.

3. Test priority destinations: Pilot shipments to Singapore, Malaysia and the UAE before committing to large investments.

4. Separate product strategies: Maintain different business plans for fresh, dried, preserved and artificial garlands.

5. Plan around festival calendars: Forecast demand for Diwali, Navratri, Pongal, Onam, Ganesh Chaturthi and regional celebrations.

6. Create an international buyer database: Record contacts, purchase volumes, preferred designs, prices, payment history and delivery requirements.

7. Develop recurring temple contracts: Offer scheduled weekly or festival-based supplies rather than relying exclusively on one-time orders.

8. Introduce festival gift packs: Design compact, appropriately packaged products for overseas households and community events.

9. Partner with wedding planners: Offer customised varmala/jaimala products and coordinated decorative packages.

10. Explore non-diaspora customers: Test demand among hotels, event companies, hospitality businesses and interior decorators.

B. Product development and differentiation

11. Standardise garland dimensions: Offer defined sizes such as 12, 18, 24, 36 and 48 inches, with custom lengths on request.

12. Introduce clear product grades: Create premium temple, wedding, retail and economy categories with written specifications.

13. Diversify flower varieties: Develop jasmine, marigold, rose, tuberose, orchid, mixed-flower and foliage-based products.

14. Protect fragrance quality: Establish appropriate handling and packaging protocols for jasmine and other fragrant flowers.

15. Offer customised colour combinations: Design products for regional ceremonies, wedding themes and corporate events.

16. Develop ready-to-hang products: Include secure hanging arrangements and protective packaging wherever appropriate.

17. Use environmentally considerate materials: Evaluate natural fibres and biodegradable threads, subject to durability and buyer requirements.

18. Expand preserved-garland products: Develop dried and preserved products to reach buyers who need longer storage and shipping periods.

19. Build an artificial-garland range: Offer reusable products for markets where fresh-flower imports are restricted, expensive or impractical.

20. Offer customised designs: Develop regional motifs, temple-specific designs, wedding collections and branded event products.

C. Quality assurance and standardisation

21. Create a written quality manual: Specify dimensions, weight, freshness, flower condition, fragrance and acceptable defects.

22. Implement A, B and C grading: Establish objective grading rules and apply them consistently to every shipment.

23. Train artisans: Improve hygienic handling, knotting, uniformity, product assembly and packing skills.

24. Maintain batch traceability: Record the flower source, harvest date, production date, inspection date and dispatch date.

25. Select suitable packaging: Use materials that protect flowers without transferring undesirable odours, dyes or contaminants.

26. Inspect every consignment: Check wilting, physical damage, pests, moisture, appearance and conformity with the buyer’s order.

27. Introduce digital batch codes: Link each consignment to its producer, artisan group, quality inspection and export documents.

28. Verify plant-health rules: Check whether phytosanitary certificates, inspections, treatments or import permits are required in the destination country.

29. Use buyer-relevant certifications: Pursue applicable quality or farm certifications when they create measurable commercial value.

30. Substantiate organic claims: Use appropriate recognised certification before marketing products as certified organic.

D. Supply-chain management and logistics

31. Locate collection centres near farms: Reduce the time between harvest, aggregation and garland production.

32. Manage field heat promptly: Use suitable post-harvest handling and pre-cooling procedures for the particular flower species.

33. Develop shared pack-houses: Pool infrastructure investment across small exporters and artisan groups where commercially viable.

34. Maintain suitable storage conditions: Validate temperature and humidity requirements for each product rather than applying one setting to every flower.

35. Use protective export cartons: Select packaging that minimises crushing while maintaining appropriate airflow and moisture management.

36. Prevent overpacking: Test carton capacity to avoid compression, heat accumulation and damage during handling.

37. Validate protective materials: Trial insulated liners, gel packs and humidity-control materials before using them at commercial scale.

38. Synchronise production with flights: Coordinate harvesting, garland making, customs clearance and cargo bookings.

39. Build reliable freight partnerships: Negotiate service standards and establish escalation procedures for delayed or damaged consignments.

40. Match transport to product life: Use air cargo for suitable fresh products and consider surface transport for durable products where permitted and economically justified.

E. Export compliance, branding and digital growth

41. Obtain the necessary exporter registration: Secure an Importer-Exporter Code from DGFT before commercial exporting.

42. Verify APEDA registration requirements: Confirm the applicable registration and export-promotion arrangements for the product and business model.

43. Prepare accurate shipping documents: Maintain commercial invoices, packing lists, shipping bills, airway bills or other applicable transport documents, certificates of origin where needed, and insurance records.

44. Obtain required phytosanitary documentation: Ensure fresh-flower consignments meet the importing country's plant-health requirements.

45. Use clear product labels: State the product description, origin, grade, packing date, exporter details and handling instructions where applicable.

46. Check destination regulations before accepting orders: Verify permitted plant species, prohibited materials, inspection rules and any applicable residue or treatment requirements.

47. Specify Incoterms and responsibilities: Clearly define delivery obligations, costs, insurance and risk transfer in each export contract.

48. Evaluate shipment insurance: Obtain appropriate cover for eligible transport risks and understand exclusions relating to delay, perishability and deterioration.

49. Build an Indian-origin brand: Communicate craftsmanship, regional origin, product authenticity and quality assurance without making unsupported claims.

50. Combine B2B and D2C channels: Serve institutional buyers through contracts and distributors while offering suitable dried, preserved and artificial products through online channels.

51. Use export intelligence and trade fairs: Explore APEDA’s AgriExchange, international exhibitions, verified buyer directories and structured B2B meetings to develop qualified export leads.

11. Strategic Implementation Plan

The 51 recommendations should be implemented in stages rather than simultaneously.

Table 6. Proposed three-phase implementation framework

Phase	Period	Major activities	Performance measures
Phase I: Market validation	Months 1–3	Select products, verify buyers, check regulations, calculate costs and conduct sample testing	Qualified buyers, sample acceptance, confirmed landed cost
Phase II: Pilot exports	Months 4–6	Dispatch trial orders, test packaging, train artisans and document shipment performance	On-time delivery, rejection rate, margin per shipment
Phase III: Commercial expansion	Months 7–12	Negotiate repeat contracts, diversify buyers, introduce branded products and strengthen infrastructure	Repeat orders, export revenue, operating margin, market concentration

These are proposed implementation periods, not observed industry performance targets.

12. Risk Analysis and Mitigation

Table 7. Major risks facing international garland exporters

Risk	Likely business impact	Recommended mitigation
Flight delay	Wilting and loss of sale value	Backup logistics arrangements and dispatch monitoring
Customs or plant-health rejection	Shipment loss and additional expenses	Pre-shipment compliance checks
Seasonal flower-price increases	Lower margins	Advance procurement arrangements and price-adjustment clauses
Inconsistent quality	Buyer complaints and repeat-order loss	Written specifications and inspection records
Buyer payment default	Cash-flow stress	Credit checks, deposits and appropriate payment security
Festival demand volatility	Excess inventory or missed sales	Advance bookings and flexible production
Dependence on one country	Exposure to market disruption	Diversify destinations and buyer categories
Excessive freight costs	Reduced competitiveness	Consolidate suitable shipments and negotiate contracts
Counterfeit or misleading branding	Reputation and legal risks	Protect brand identity and maintain accurate claims
Environmental concerns	Buyer resistance and waste	Evaluate reusable or lower-impact alternatives

13. Policy Recommendations for Government and Export Institutions

Although the paper primarily targets exporters, coordinated institutional support could improve the competitiveness of smaller producers.

Develop shared export-oriented garland clusters near established flower-growing regions.

Improve access to pack-houses, pre-cooling, suitable cold storage and airport handling.

Publish practical, destination-specific guidance on plant-health documentation.

Support small exporters in conducting market trials and attending international trade fairs.

Train women artisans in standardisation, quality control, digital commerce and export documentation.

Encourage FPO-led aggregation to strengthen farmer bargaining power.

Develop a collective Indian garland brand with verifiable product standards.

Facilitate a directory of verified exporters, manufacturers and artisan clusters.

Encourage collaboration among APEDA, DGFT, state horticulture departments, freight operators and exporter associations.

Support the development of consistent product-level export statistics for fresh, preserved and artificial garlands.

APEDA’s existing focus on floriculture, export promotion and associated infrastructure offers an institutional starting point for these initiatives.

 

 

14. Research Limitations and Future Research

This study has several limitations that should be addressed before its findings are used to make national industry forecasts.

First, broad floriculture export figures include numerous products besides garlands. They cannot establish the national value of garland exports.

Second, fresh, dried and artificial garlands may fall under different customs classifications. Researchers must verify the correct HS classification for each product with Indian customs authorities and destination-country tariff schedules. A commercial trade database's description of a code should not, by itself, be treated as definitive customs advice.

Third, the financial model uses illustrative assumptions. Actual exporter interviews, invoices, freight bills, rejected-shipment records and buyer contracts are required to estimate industry-level costs and margins.

Fourth, the paper does not claim to have conducted a primary survey or statistical hypothesis test.

Future research should construct a ten-year product-level dataset using customs records and verified exporter information. A primary survey could cover flower farmers, artisans, exporters, freight forwarders, temple buyers and overseas retailers.

Potential hypotheses include:

H1: Improved cold-chain reliability is positively associated with the on-time delivery rate.

H2: Product standardisation is negatively associated with shipment rejection.

H3: Buyer diversification is negatively associated with export-revenue volatility.

H4: Higher value addition is positively associated with operating margin.

H5: Digital buyer acquisition is positively associated with repeat-order frequency.

These hypotheses would need empirical testing using an adequately designed sample and actual observations.

15. Conclusion

India possesses a distinctive combination of floricultural resources, artisan expertise and cultural knowledge that can support a specialised international garland industry. Yet traditional capability alone is insufficient to establish a sustainable export business. Global buyers require reliable delivery, consistent quality, clear product specifications, regulatory compliance and commercially competitive pricing.

The available evidence indicates that India's broader floriculture exports increased from US$86.63 million in 2023–24 to US$92.55 million in 2025–26. This provides a positive sectoral context, but it does not establish garland-specific export earnings.

The illustrative financial analysis further shows why margin management matters: under the stated assumptions, a 5% reduction in selling price cuts the operating surplus from ₹20,000 to ₹7,500 per 1,000-garland consignment.

The proposed 51 recommendations offer a practical framework for moving from fragmented shipments towards organised international commerce. The strongest strategy combines verified demand, product differentiation, batch traceability, efficient logistics, buyer diversification and a clear Indian-origin brand.

India's opportunity is not simply to export more garlands, but to export them more reliably, profitably and distinctively—while increasing the value received by farmers and artisans.

References

1. Agricultural and Processed Food Products Export Development Authority (APEDA). Floriculture and Seeds: Export Statistics, Production and Major Destinations. Official APEDA floriculture information.

2. APEDA. Three-Year Export Statement of APEDA ProduAgriExchange export statistics

3. APEDA. Annual Report 2024–25. Official annual report.

4. Government of India. Economic Survey 2024–25, Chapter 9. Economic Survey PDF.

5. APEDA AgriExchange. Export Statistics by Country, Product, State and Port. Trade data portal.

6. Directorate General of Foreign Trade (DGFT). Importer-Exporter Code and Export Procedures. Official DGFT website.

7. International Plant Protection Convention (IPPC). International Standards and Phytosanitary Measures. Official IPPC website.

8. Supplied source document. Case-cum-Research Paper: Export of Garlands from India to Global Markets. User-provided research notes, including market segments, the Madurai jasmine case illustration, value-chain analysis and 51 recommendations.

Final discussion questions

1. How can Indian garland exporters balance the cultural authenticity of traditional products with the standardisation, packaging and delivery reliability expected by international buyers?

2. Should India prioritise fresh-flower garlands for diaspora markets or invest more heavily in preserved and artificial garlands for global e-commerce? Justify your answer using cost, risk and market considerations.

A concluding thought

“Tradition creates the product, craftsmanship gives it identity, and export excellence carries its value across the world.”

Dr Mamta Vyas