Export of Puja Products to Global Markets: A Case-Cum-Research Paper with Data Analysis

Abstract

The Indian puja products industry is estimated at ₹15,000 crore domestically, yet its export performance remains poorly documented and structurally fragmented. This paper analyses four product segments—agarbatti (incense sticks), idols, prayer beads (mala), and eco-friendly lamps—using export trade records, industry association data, and firm-level case evidence. The analysis reveals three structural features: (1) exports are overwhelmingly concentrated in a single category, agarbatti, valued at approximately ₹1,000 crore; (2) diaspora demand provides a stable base, but the fastest-growing export opportunities arise from semantic repositioning—reframing ritual goods as wellness, aromatherapy, or sustainable lifestyle products; and (3) organisational capability, rather than craft tradition, separates successful exporters from declining clusters. The Kumartuli idol cluster's 7% export decline, contrasted with Swapna Udyog's 2,000+ idol exports per year, illustrates this divide. The paper concludes with a dual-track strategy framework: product-semantics reconstruction at the firm level, and cluster intermediation reform at the policy level.

Keywords: puja product exports; religious consumer goods; agarbatti; Indian diaspora; cultural product trade

 

1. Introduction

India's puja products market is a paradox. Domestic demand is enormous and recession-resistant—estimated at ₹15,000 crore annually across incense, lamp oil, camphor, ghee, cotton wicks, idols, and prayer beads. Yet walk into almost any local puja store and the scene is essentially unchanged from three decades ago: plastic packaging, no branding, goods sold by weight. This combination of everyday necessity and low industrial organisation produces a striking gap between potential and actual export performance.

Globally, the religious and spiritual products market was valued at approximately US$16.3 billion in 2025 and is projected to reach US$27.7 billion by 2035, growing at a CAGR of 5.3%. The Asia-Pacific region is both the largest and fastest-growing market, at roughly 6.0% CAGR. India, home to the world's largest Hindu population, holds a natural supply-side advantage—yet this advantage is far from realised. In incense alone, India's domestic market is around ₹8,000 crore while exports total only about ₹1,000 crore, an export share of just 1.25%.

This gap frames the paper's central questions: What is the actual structure of India's puja product exports? And what product strategies and organisational forms enable firms to reach overseas markets effectively? The paper addresses these questions through four product segments, drawing on export trade records, industry reports, and firm-level case evidence.

 

2. Data Sources and Product Definition

Three categories of data are used. First, export trade records from Volza covering Indian puja and religious product shipments in 2023–2024. Second, market size and growth estimates from industry associations (AIAMA) and research firms (Global Market Insights, Research and Markets). Third, Indian media reportage on specific exporting firms and clusters from 2025–2026.

A methodological caveat is necessary: puja products lack a unified HSN classification. Goods are scattered across Chapter 3307 (aromatic preparations), 3305 (hair preparations, where some incense is classified), 4421 (wood articles), and 6914 (ceramic articles), among others. Aggregate figures therefore understate true volumes. The paper's strategy is to rely on segment-level data where available and avoid precise assertions about total puja export value.

 

3. Segment-Level Export Performance and Case Analysis

3.1 Agarbatti: The Only Scaled Export Category

Incense is the largest and best-documented puja export segment. India ships agarbatti to nearly 120 countries, with net exports of approximately ₹1,000 crore (US$120 million). Principal destinations include the UAE (₹300 crore), the United States (₹250 crore), and Europe (₹200 crore).

Case: Cycle Pure Agarbathi. Headquartered in Mysore, Cycle is the benchmark for Indian incense exports, reaching 75 countries and having entered Walmart's US supply chain. Its export strategy does not position incense as a "religious ritual item" but embeds it in global aromatherapy and wellness trends. The company is also the world's only carbon-neutral certified incense manufacturer—a differentiator that resonates in European markets. Cycle's case demonstrates that incense's overseas growth does not come from diaspora ritual demand (stable but low-ceilinged), but from non-Indian consumers' willingness to pay for "natural fragrance," "meditation aid," and "eco-friendly products."

Yet even in incense, concentration is low. Cycle, despite being the leading brand, operates in a market where the top five firms hold just 3.9% of global share combined. Export growth has not yet been captured at scale.

3.2 Idol Exports: The Paradox of Cultural Demand and Cluster Decline

Idol exports present a puzzling set of countervailing data. On one hand, overseas Hindu communities' demand for Ganesh and Durga idols persists. On the other, the traditional core cluster—Kumartuli in Kolkata—saw exports fall to 65 Durga idols in 2025 from 70 the previous year, a decline of roughly 7%.

Kumartuli's difficulties expose the structural weaknesses of traditional clusters in export markets. Artisans in emerging production areas such as Hooghly and Krishnanagar have begun taking overseas orders directly, competing on lower prices. Meanwhile, intermediaries insert themselves at every stage from order acquisition to shipment, eroding artisan margins. Product form is also shifting: fibreglass idols, which are more durable in transit and less prone to damage, are replacing traditional clay and shola materials—but this transition is driven by buyer requirements rather than proactive cluster upgrading.

Contrast case: Swapna Udyog. Founded by four childhood friends in Pune, this firm exports over 2,000 Ganesh idols annually to the UK, Canada, Europe, and Singapore. Key practices include: using papier-mâché and shadu clay with no chemical pigments; shipping a month and a half before festivals to match overseas weekend sales rhythms; and acquiring customers through Indian embassy contacts and Maharashtra mandal networks. Unlike Kumartuli's passive decline, Swapna Udyog's growth rests on proactive product adaptation (eco-friendly materials) and channel building (community networks plus diplomatic resources).

3.3 Prayer Beads and Wooden Malas: Wellness Narratives Open Non-Traditional Markets

Recent prayer bead (mala) data reveals a notable signal. In 2025, Indian exports of Rudraksha to Switzerland grew 5,075% year-on-year—admittedly from a tiny base—driven not by diaspora demand but by Swiss yoga studios and online retailers marketing Rudraksha malas as "secular spiritual tools" claimed to "cool the body" and "act on the autonomic nervous system," retailing at up to 50 Swiss francs each. The India–EFTA trade agreement's zero-tariff treatment provides institutional support for the trend's durability.

Case: Mangali village. This rural cluster in Haryana revolves around wooden prayer beads, with nearly every household involved in bead making, polishing, and stringing—producing 108-bead Jap Malas, Tulsi malas, and Tasbih beads. The industry has transitioned from ivory to red sandalwood to sustainable woods (sheesham, kadam, neem), while electric "Burma" machines have substantially raised household workshop capacity. Mangali's model shows that prayer bead export competitiveness lies not in religious sanctity but in the scale elasticity and cost control of handcraft production. Its limitation is equally clear: products enter overseas markets as semi-finished or white-label goods, with brand premiums captured by importing-country distributors.

3.4 Eco-Friendly Lamps and Idols: Sustainability as an Export Passport

Prayagraj's cow-dung and lac-based diyas and idols offer a clean case of "environmentalism as competitiveness." Orders obtained by the Bioved Research Institute include a US requirement for 350,000 lamps and 300,000 Lakshmi, Ganesh, and Kuber idols; the products use cow dung as base material with a lac coating and are soil-degradable after use. UNDP has also procured 200 kg of cow-dung incense as gift packs. What is distinctive here is that buyers' (US consumers, UNDP) motivation prioritises environmental attributes over religious ones. The plasticisation and chemical pigmentation of conventional ritual goods have paradoxically created an export window for products that "return to traditional materials."

 

4. Data Analysis: Three Structural Features of the Export Landscape

Synthesising the segment data, three identifiable structural features emerge.

First, exports are heavily concentrated in a single category. Agarbatti exports stand at roughly ₹1,000 crore, while available export data for idols, prayer beads, and lamps are all in the "tens of millions of rupees" range and lack systematic measurement. The overall picture of Indian puja exports is therefore effectively dominated by incense data, with other categories' true scale either severely underestimated or hidden within non-dedicated HSN codes.

Second, diaspora demand provides baseline stability, but growth comes from "semantic conversion." Whether Ganesh idols to the UK and Canada, Rudraksha to Switzerland, or incense into Walmart, the fastest-growing segments all involve reframing products from "Hindu ritual exclusive" to "spiritual/wellness/eco-friendly consumer goods." The Swiss Rudraksha case is the most striking: the same product is a religious object in India and an "autonomic nervous system regulator" in Swiss yoga shops. The completeness of this semantic conversion directly determines whether export geography can expand from diaspora enclaves to mainstream consumer groups.

Third, supply-side organisational capability is the dividing line in export performance. The Kumartuli–Swapna Udyog contrast and the Mangali–Prayagraj cluster comparison point to the same conclusion: entities with export-oriented organisational capability (quality standardisation, logistics timing management, overseas channel maintenance) significantly outperform traditional artisans who depend on intermediaries or passive order-taking. Kumartuli's 7% export decline is not because overseas demand vanished, but because orders were intercepted more directly by artisans in other production areas—while Kumartuli's artisans remained constrained by intermediary commissions and rising raw material costs.

4. Elaborated Trend Analysis and Data Interpretation

4.1 Overview of the Indian Puja Products Export Market

The Indian puja products industry represents a distinctive intersection of religious consumption, traditional craftsmanship, rural employment, cultural heritage, and international trade. Although the domestic market is estimated at ₹15,000 crore, the export structure remains highly uneven, with agarbatti accounting for the most clearly documented export activity.

The industry is experiencing a transformation from conventional religious merchandise toward differentiated consumer products associated with spirituality, meditation, fragrance, sustainability, and lifestyle consumption.

Table 1. Major Market Indicators and Export Trends

Indicator	Reported Data	Interpretation
Estimated Indian domestic puja products market	₹15,000 crore	Large established consumption base
Domestic agarbatti market	₹8,000 crore	Major contributor to ritual and fragrance consumption
Agarbatti exports	Approximately ₹1,000 crore	Most established export segment
Global religious and spiritual products market (2025)	US$16.3 billion	International market opportunity
Projected global market (2035)	US$27.7 billion	Expansion potential
Global CAGR (2025–2035)	5.3%	Long-term projected growth
Asia-Pacific CAGR	Approximately 6.0%	Regionally strong growth potential
Agarbatti export destinations	Nearly 120 countries	Broad international distribution

Source: Figures reported in the uploaded research paper. Global market figures are estimates and projections rather than realised Indian export revenues.

Interpretation

The data indicates that India possesses a substantial domestic production foundation. However, a large domestic market does not automatically translate into international competitiveness.

The gap between domestic market scale and export development can be attributed to several structural factors:

·         Limited international branding by small manufacturers.

·         Fragmented production systems.

·         Inconsistent product quality and packaging.

·         Weak direct access to international retailers.

·         Inadequate product differentiation.

·         Dependence on intermediaries.

·         Limited understanding of international consumer preferences.

The principal emerging trend is therefore not merely an increase in production but a shift toward export-oriented product development and market positioning.

4.2 Trend 1: Increasing Internationalisation of Agarbatti Exports

Agarbatti represents the most developed and measurable export segment within the Indian puja products industry. The reported export value of approximately ₹1,000 crore demonstrates that incense has moved beyond domestic religious consumption and established an international commercial presence.

The sector is undergoing a gradual transformation in consumer positioning. Traditionally, agarbatti was marketed primarily for Hindu rituals, temples, and household worship. However, international consumers increasingly encounter incense in contexts such as meditation, yoga, aromatherapy, relaxation, and home fragrance.

Table 2. Destination-Wise Agarbatti Export Distribution

Export Destination	Approximate Export Value	Share of Reported ₹1,000 Crore
UAE	₹300 crore	30%
United States	₹250 crore	25%
Europe	₹200 crore	20%
Other destinations	₹250 crore	25%
Total	₹1,000 crore	100%

Note: Shares are calculated from the approximate destination values reported in the manuscript. Europe is treated as one combined destination category.

Data Analysis

The UAE, United States, and Europe collectively account for approximately ₹750 crore, representing 75% of the reported agarbatti export value.

Europe

Other destinations

UAE

United States

Three important trends emerge:

Trend A: International market concentration

The three major destination categories account for three-fourths of the reported export value. This creates an opportunity for market deepening but also exposes exporters to changes in consumer demand, regulations, logistics costs, and retail competition in these markets.

Trend B: Transition from ritual consumption to wellness consumption

The international incense market is no longer limited to Indian-origin consumers. Incense is also positioned as a meditation accessory, natural fragrance, and lifestyle product.

Trend C: Brand-led differentiation

The Cycle Pure Agarbathi case illustrates the importance of branding, international distribution, and sustainability credentials. The company's reported presence in 75 countries and Walmart's US supply chain demonstrates the potential of organised export channels.

The future competitive advantage of agarbatti manufacturers will increasingly depend on product consistency, fragrance innovation, packaging quality, environmental attributes, and distribution relationships.

4.3 Trend 2: Idol Exports — Declining Traditional Clusters and Emerging Export Enterprises

The idol export segment presents a contrasting development. Cultural demand continues to exist among overseas Hindu communities, but traditional production clusters are facing increasing competition from newer enterprises.

Table 3. Kumartuli Idol Export Trend

Year	Durga Idol Exports	Change
2024	70 idols	Base year
2025	65 idols	−5 idols
Absolute decline	5 idols	—
Percentage decline	7.14%	—

\[ \text{Decline Rate}=\frac{70-65}{70}\times100=7.14\% \]

Interpretation

The decline of approximately 7.14% is a significant signal of competitive pressure, although the small absolute quantity means it should not be interpreted as evidence of a general collapse in international idol demand.

The major emerging trends are:

·         Direct-order competition: Artisans from Hooghly and Krishnanagar increasingly compete for overseas orders.

·         Material substitution: Fibreglass and other durable materials are becoming attractive because they reduce transit damage.

·         Intermediary dependence: Traditional artisans often rely on intermediaries for order acquisition, packaging, and shipping.

·         Changing buyer expectations: International buyers require timely delivery, durability, consistent dimensions, and safe packaging.

Comparative Case: Kumartuli versus Swapna Udyog

Parameter	Kumartuli Cluster	Swapna Udyog
Export approach	Traditional cluster-based	Organised enterprise
Reported export performance	65 Durga idols in 2025	2,000+ Ganesh idols annually
Materials	Traditional clay and shola; adaptation occurring	Papier-mâché and shadu clay
Customer acquisition	Intermediary-dependent	Community networks and embassy contacts
Delivery strategy	Traditional order system	Early shipment before festivals
Competitive orientation	Craft heritage	Craft heritage plus export adaptation

Research Interpretation

Swapna Udyog demonstrates that international export success is not necessarily determined by the size of the traditional production cluster.

A small organised enterprise can outperform a larger artisan cluster by developing:

1.      Export customer relationships.

2.      Product standardisation.

3.      Festival-based logistics.

4.      Sustainable material choices.

5.      Overseas community networks.

This trend suggests that the idol export industry is transitioning from craft-centric competitiveness to a combination of craftsmanship and managerial capability.

4.4 Trend 3: Rudraksha and Prayer Beads — Expansion into Non-Traditional Markets

 

Prayer beads represent one of the most interesting emerging segments because they connect traditional religious products with global wellness consumption.

The reported 2025 increase in Indian Rudraksha exports to Switzerland was 5,075% year-on-year.

Table 4. Rudraksha Export Trend Analysis

Indicator	Reported Observation
Destination	Switzerland
Reported year	2025
Year-on-year export growth	5,075%
Emerging buyers	Yoga studios and online retailers
Product positioning	Spiritual accessory and wellness product
Reported retail price	Up to CHF 50 per mala
Trade support	India–EFTA trade agreement

Interpretation of the 5,075% Growth

A growth rate of 5,075% means that the export level became approximately 51.75 times its previous-year level.

\[ \text{Growth Multiple}=1+\frac{5075}{100}=51.75 \]

However, a critical methodological distinction must be maintained.

A very high percentage growth rate may result from a small initial export base. Without the actual 2024 and 2025 shipment values, the absolute economic contribution cannot be calculated.

For example, the following is a purely illustrative mathematical scenario, not actual Rudraksha export data:

Illustrative Base	Illustrative Subsequent Value	Growth
₹10,000	₹5,17,500	5,075%

The actual Swiss Rudraksha export value is not established by the reported percentage alone.

Emerging Consumer Trend

The transformation is based on a change in the perceived function of the product.

Traditional Positioning	Emerging International Positioning
Religious prayer beads	Spiritual lifestyle accessory
Sacred object	Yoga and meditation accessory
Devotional purchase	Personal wellness purchase
Religious symbolism	Natural material and cultural meaning

This trend creates the possibility of reaching consumers who may not participate in Hindu religious practices but are interested in yoga, meditation, and spiritual lifestyles.

An important research caution is that wellness claims such as physiological effects should be independently validated before being used in marketing.

4.5 Trend 4: Eco-Friendly Puja Products — Sustainability as a Competitive Advantage

Sustainability is becoming an important product differentiation strategy within the puja products export industry.

Traditional materials such as clay, cow dung, natural lac, shadu clay, and plant-derived materials can provide alternatives to certain plastic-based or chemically treated products.

Table 5. Sustainability-Based Export Opportunities

Product	Traditional Material / Sustainable Alternative	Export Opportunity
Diyas	Cow dung and lac	Biodegradable home and festive products
Ganesh idols	Shadu clay and papier-mâché	Eco-conscious festival merchandise
Incense	Natural fragrance ingredients	Wellness and meditation products
Prayer beads	Sustainable wood	Spiritual lifestyle accessories
Puja gift packs	Natural and recyclable packaging	Premium sustainable gifting

Reported Case Evidence

The uploaded paper reports that the Bioved Research Institute obtained orders involving:

·         350,000 lamps for the US market.

·         300,000 Lakshmi, Ganesh, and Kuber idols.

·         UNDP procurement of 200 kg of cow-dung incense as gift packs.

These orders illustrate the potential of environmental product differentiation.

Data Interpretation

The sustainability trend can be understood through a four-stage mechanism:

The implication is that sustainability can become an export attribute rather than merely a production characteristic.

Nevertheless, actual competitiveness will depend on the cost of sustainable materials, durability, product safety, certification, packaging, and compliance with importing-country regulations.

4.6 Trend 5: Semantic Repositioning — From Religious Goods to Lifestyle Products

One of the most important emerging trends across the four segments is semantic repositioning.

Semantic repositioning refers to the process through which a product retains its physical characteristics but acquires a broader commercial meaning in the international market.

Table 6. Product Repositioning and Market Expansion

Indian Product	Traditional Meaning	Emerging International Meaning	Potential Customer Segment
Agarbatti	Worship and prayer	Fragrance and meditation	Wellness consumers
Rudraksha mala	Religious devotion	Spiritual lifestyle accessory	Yoga studios
Ganesh idol	Religious worship	Cultural art and gifting	Diaspora and cultural buyers
Eco-friendly diya	Festival ritual	Sustainable decorative lighting	Environment-conscious consumers
Wooden mala	Prayer beads	Handmade lifestyle accessory	Spiritual retail outlets

Analytical Explanation

This trend changes the addressable consumer base.

The traditional target market is mainly composed of Indian-origin and Hindu religious consumers. The repositioned market includes additional customer categories, such as:

·         Yoga practitioners.

·         Meditation centres.

·         Wellness retailers.

·         Cultural gift shops.

·         Sustainable lifestyle consumers.

·         Online international buyers.

The market expansion does not mean that religious demand disappears. Rather, a second category of demand emerges alongside the traditional market.

This dual positioning can enable exporters to create multiple product lines, including traditional devotional products, premium wellness products, sustainable lifestyle products, and cultural gifting products.

4.7 Trend 6: Digitalisation and Direct-to-Consumer Export Channels

The conventional puja product supply chain is frequently dependent on wholesalers, distributors, exporters, and intermediaries.

The growing importance of digital commerce creates an opportunity to reduce the distance between Indian artisans and international customers.

Table 7. Traditional versus Emerging Export Distribution

Dimension	Traditional Model	Emerging Model
Customer acquisition	Agents and intermediaries	Online platforms and digital marketing
Product visibility	Local markets	International digital catalogues
Branding	Generic packaging	Export-oriented brand identity
Pricing	Limited artisan control	Greater potential for direct pricing
Consumer feedback	Indirect	Online reviews and direct communication
Market reach	Regional and diaspora networks	Multiple international customer segments

Interpretation

Digitalisation can improve market access for small manufacturers, but it does not automatically eliminate intermediaries.

Exporters still require professional management of:

·         International payments.

·         Customs documentation.

·         Product certification.

·         Shipping and returns.

·         Packaging and damage prevention.

·         Customer service.

·         International advertising.

Therefore, the digital export trend should be understood as an opportunity to improve distribution efficiency rather than a complete replacement for export intermediaries.

4.8 Trend 7: Export Competitiveness Is Shifting from Craftsmanship to Organisational Capability

The comparison among Cycle Pure Agarbathi, Swapna Udyog, Kumartuli, Mangali village, and Prayagraj reveals a broader organisational trend.

Table 8. Organisational Capability and Export Competitiveness

Organisation / Cluster	Primary Capability	Export Strength	Identified Limitation
Cycle Pure Agarbathi	Branding and international distribution	Broad international presence	Industry-wide concentration remains low
Swapna Udyog	Product adaptation and customer networks	2,000+ idols annually	Dependence on festival demand
Kumartuli	Traditional craftsmanship	Cultural authenticity	Intermediary dependence and competition
Mangali village	Household production and cost efficiency	Scalable bead production	Limited branding and white-label dependence
Prayagraj eco-products	Sustainable product innovation	Environmental differentiation	Need for standardisation and export scale

Interpretation

Traditional craftsmanship provides the foundation of production. However, international export competitiveness depends on additional capabilities.

The emerging competitive model is:

The principal managerial implication is that artisan clusters should not focus exclusively on production. They should also develop export management, marketing, logistics, and quality assurance capabilities.

4.9 Consolidated Trend Analysis

Table 9. Comparative Evaluation of Emerging Export Trends

Trend	Segment	Evidence in Manuscript	Strategic Significance
Internationalisation	Agarbatti	Exports to nearly 120 countries	Established export base
Market concentration	Agarbatti	UAE, US, Europe account for 75% of reported value	Market diversification opportunity
Cluster competition	Idols	Kumartuli exports declined by 7.14%	Need for cluster modernisation
Enterprise-led growth	Idols	Swapna Udyog exports 2,000+ annually	Organisational capability matters
Non-traditional demand	Rudraksha	Switzerland growth reported at 5,075%	New consumer segments
Sustainability	Diyas and idols	Large reported institutional orders	Environmental differentiation
Digital distribution	Multiple segments	Strategic opportunity identified	Potential direct market access
Brand-led competition	Agarbatti and malas	Cycle brand and white-label patterns	Higher value capture opportunity

4.10 Overall Statistical and Strategic Interpretation

The data demonstrates that the Indian puja products export industry is characterised by three interconnected transformations.

A. Market Transformation

The industry is gradually moving from a predominantly religious consumer market toward a dual market comprising traditional devotional consumers and international wellness or lifestyle consumers.

B. Product Transformation

Manufacturers are moving from standardised, low-differentiation products toward specialised offerings based on fragrance, sustainability, durability, cultural design, and premium packaging.

C. Organisational Transformation

Export competitiveness is increasingly dependent on business capabilities such as branding, logistics, customer acquisition, quality assurance, and digital distribution.

These transformations are mutually reinforcing. Product innovation creates new market opportunities, while organisational capability enables firms to capture those opportunities.

4.11 Proposed Research Framework

The following conceptual framework can be used in the research paper to explain export performance.

Proposed Research Propositions

·         P1: Product innovation is positively associated with the export competitiveness of Indian puja products.

·         P2: Sustainability-based differentiation can improve access to international consumer segments.

·         P3: International branding and distribution capabilities are associated with stronger export performance.

·         P4: Direct customer acquisition can reduce dependence on traditional intermediaries.

·         P5: Organisational capability is a critical determinant of the ability of artisan clusters to convert cultural demand into export revenue.

·         P6: Repositioning puja products as wellness, cultural, or lifestyle products can broaden their international consumer base.

These are proposed research propositions, not statistically tested hypotheses. Testing them would require primary data from exporters, manufacturers, artisan clusters, and international buyers.

4.12 Research Limitations and Data Integrity

For academic publication, the trends should be interpreted with the following limitations:

1.      The ₹15,000 crore domestic market estimate is not equivalent to the export market value.

2.      Agarbatti exports of ₹1,000 crore represent the best-documented segment in the paper, not the total export value of all puja products.

3.      The 5,075% Rudraksha growth figure requires verification of its absolute base-year and current-year export values.

4.      The Kumartuli decline is based on a reported change from 70 to 65 idols; it does not establish a nationwide idol-export decline.

5.      The reported large orders for eco-friendly lamps and idols indicate market potential but do not necessarily represent completed deliveries or realised export revenue.

6.      The global religious and spiritual products market projection should not be treated as India's export opportunity in its entirety.

7.      A systematic export analysis would require HSN-level trade data, shipment values, quantities, unit prices, destination-wise trends, and exporter-level records.

The distinction between reported data, calculated indicators, illustrative scenarios, and proposed hypotheses is essential for maintaining research credibility.

The Indian puja products export industry is entering a phase in which cultural heritage alone may not be sufficient to generate sustained international competitiveness. The emerging export model combines traditional craftsmanship with sustainability, product innovation, branding, digital distribution, and international consumer understanding.

Agarbatti demonstrates the potential of established export channels. Swapna Udyog illustrates enterprise-led idol exports. Mangali village reflects the cost advantages of decentralised production, while Prayagraj demonstrates the potential of environmental product differentiation. The Rudraksha case suggests that non-traditional consumer markets may offer new opportunities, although its actual commercial scale requires further verification.

The most important strategic conclusion is that India can potentially transform puja products from low-value traditional merchandise into differentiated cultural, wellness, and sustainable consumer goods.

This transformation requires a coordinated approach involving manufacturers, artisans, exporters, government agencies, trade associations, and digital commerce platforms.

The long-term success of the industry will depend not simply on how much India produces, but on how effectively Indian enterprises understand, adapt to, and serve international markets.

5. Discussion: Strategic Implications and Limitations

The analysis carries implications for two sets of actors. For exporting firms, the priority is not "selling more Hindu products to more Hindus" but identifying semantic spaces in target markets where products can be redefined. Incense → fragrance/meditation aid, Rudraksha → wellness accessory, diya → sustainable home decor: all three paths are validated. For policymakers and cluster promotion agencies, the Kumartuli lesson is that protecting traditional craft alone is insufficient to sustain export competitiveness; what requires intervention is compressing the intermediary layer and building direct channel capability. Prayagraj's SFURTI funding (over ₹25.6 million) for a common facility centre and improved design and packaging offers a replicable intervention model.

The paper's limitations are equally clear. Because of HSN dispersion, no reliable estimate of total puja export value can be provided; segment analysis relies on available media reportage and database fragments and may suffer from selection bias (success stories are more likely to be reported). Moreover, there is no calculable mapping between the macro figure for the global religious products market (US$16.3 billion) and India's micro-level export data—itself a reflection of the field's weak research infrastructure.

 

6. Conclusion

The real picture of Indian puja product exports is not "a giant industry globalising" but a large, loosely organised domestic industry in which a few categories and a few firms have demonstrated verifiable export competitiveness. Incense, through wellness-semantic embedding and the channel capability of scaled firms (Cycle), is the only category with a stable export base. Growth in idols, prayer beads, and eco-lamps depends on specific clusters' or firms' proactive product adaptation—eco-friendly materials, wellness narratives, diaspora community networks—rather than on industry-wide upgrading.

The most instructive finding may be this: the export competitiveness of puja products derives precisely from partially stripping away the "puja" attribute. When a product is simultaneously a religious object and a wellness tool, or simultaneously a ritual implement and a degradable consumer good, its overseas market radius genuinely expands. For the tens of thousands of small puja manufacturers in India, the practical threshold for acting on this insight is not low—but it at least points in a direction: the destination need not be "more Hindus," but "anyone willing to pay for meaning."

References

[1] Volza, "Pooja Items Imports in World Market Size & Demand," 2024.

[2] The Statesman, "Kolkata's Kumartuli sees 7% fall in idol exports," Oct. 2026.

[3] Global Market Insights, "Religious and Spiritual Products Market Size, Report 2026–2035."

[4] ETV Bharat, "How Haryana's Mangali Village Turned Wooden Beads Into A Multi-Crore Cottage Industry," Jun. 2026.

[5] The Indian Express, "How a journey of four friends and Ganesha reached foreign shores," Apr. 2025.

[6] LinkedIn/Rajeev Srivastava, "India's ₹15,000 Crore Pooja Products Market," Sep. 2025.

[7] HT Syndication, "Prayagraj artisans fuel international demand for eco-friendly diyas and idols," Oct. 2026.

[8] ET BrandEquity, "Cycle Pure Agarbathi bets on rural demand, digital channels," Aug. 2025.

[9] The Financial Express, "Switzerland takes a fancy to Rudraksha," Sep. 2025.

[10] BusinessLine, "AIAMA announces International Agarbathi Expo 2025," Jul. 2025.