Phariyali Namkeen from Indore: Export Potential, Product Differentiation, and Market Development
A Case-cum-Research Paper on Fasting-Compliant Traditional Snacks, MSME Export Competitiveness, International Marketing, and Logistics
Abstract
Indore, Madhya Pradesh, is widely recognized as a major centre of India's traditional namkeen industry. The city's established food-processing ecosystem, entrepreneurial enterprises, raw material networks, packaging capabilities, and transport infrastructure provide a foundation for the development of regional snack exports. Among its differentiated products, Phariyali (Fariyali/Farali/Falahari) namkeen represents a niche category associated with religious fasting and dietary practices, particularly among Indian consumers.
This case-cum-research paper examines the potential of Indore's Phariyali namkeen industry to develop international markets, with particular reference to the United Arab Emirates (UAE), the United Kingdom (UK), the United States (USA), and Canada. Sunhare Food Products is considered an exploratory case entity because it is publicly listed as an exporter and offers Potato Fariyali Sweet Mixture Namkeen. However, publicly available evidence does not establish that this specific product has completed an export transaction.
The paper investigates product adaptability, export competitiveness, market segmentation, production economics, international logistics, regulatory requirements, and enterprise-level constraints. It develops a hypothetical export business model, strategic recommendations, and a research framework for future empirical validation.
The study concludes that Indore's Phariyali namkeen may possess export potential through product differentiation, diaspora-oriented marketing, shelf-life improvement, standardized production, and collective MSME export strategies. Nevertheless, export potential must not be equated with proven export performance.
Keywords: Indore, Phariyali Namkeen, Fariyali Mixture, MSME Exports, Food Processing, International Marketing, Logistics, Diaspora Markets, Product Differentiation.
1. Introduction
India's traditional snack industry represents an important intersection of food culture, entrepreneurship, employment, regional identity, and commercial opportunity. Namkeen products have evolved from locally manufactured snacks into branded, packaged products distributed through domestic retail networks and international Indian grocery markets.
Indore has developed a strong reputation for namkeen production. Its industry includes traditional manufacturers, modern food-processing enterprises, wholesalers, retailers, and packaged-food brands.
However, the international snack market is highly competitive. Indian exporters face competition from established brands, regional snack manufacturers, and global food companies. Export success requires more than product availability; it depends on consistent quality, consumer preferences, pricing, shelf life, packaging, food safety compliance, and logistics.
Phariyali namkeen offers an interesting opportunity because of its distinctive positioning.
Unlike conventional namkeen varieties, Fariyali or Farali products are associated with fasting-compliant food practices. Common ingredients may include potato, sabudana (tapioca pearls), peanuts, rock salt, and selected spices, depending on the recipe and fasting tradition.
This characteristic creates a specialized market segment among consumers seeking traditional fasting foods outside India.
The central research problem is:
Can Indore transform the availability of Phariyali namkeen into a commercially viable, internationally competitive, and sustainable export category?
The paper approaches this question through an exploratory case study and a proposed export development framework.
2. Industry Background: Indore's Namkeen Ecosystem
Indore's namkeen industry is supported by:
Established snack manufacturing enterprises.
Availability of traditional recipes and skilled workers.
Raw material procurement networks.
Wholesale and retail distribution channels.
Packaging and food-processing services.
Domestic demand and brand recognition.
Access to road, air cargo, and broader export logistics networks.
The industry data provided in the research brief indicate approximately 100–125 tonnes of namkeen production daily, an annual industry value of ₹800–1,000 crore, and employment of approximately 80,000–100,000 people directly and indirectly.
These figures should be treated as reported industry estimates, not independently verified official statistics.
2.1 Phariyali namkeen as a differentiated product
The Phariyali category may include:
Product | Principal ingredients | Potential consumer positioning |
|---|---|---|
Potato Fariyali Sweet Mixture | Potato-based ingredients, peanuts, spices, sweetening ingredients | Traditional fasting snack |
Sabudana Chivda | Sabudana, peanuts, potato, selected spices | Religious fasting and ethnic food |
Potato Farali Chiwda | Potato flakes or related ingredients | Convenient packaged snack |
Green Fariyali Mixture | Ingredients and seasoning depending on formulation | Regional specialty snack |
Falahari Namkeen | Fasting-compatible ingredients | Specialized dietary and cultural market |
Important: Fasting practices differ by community and individual. Products must not be marketed as universally fasting-compliant without checking the ingredient composition and applicable consumer requirements.
3. Exploratory Case Study: Sunhare Food Products, Indore
3.1 Case background
Sunhare Food Products is identified in the supplied research brief as an Indore-based enterprise listed on IndiaMART as an exporter. Its publicly listed product range includes Potato Fariyali Sweet Mixture Namkeen, Potato Lachha, and Raw Potato Lachha.
This makes the enterprise a relevant candidate for examining the export potential of Phariyali namkeen.
The case must be interpreted carefully:
The enterprise's reported exporter classification provides an indication of export-oriented business activity.
Its listing of a Fariyali product establishes product availability.
The public listing alone does not prove that the Fariyali product has been exported.
Export destination, shipment quantity, transaction value, buyer identity, and export frequency remain unverified.
Therefore, the enterprise is selected as a potential export case, not as a documented successful Fariyali export case.
3.2 The business problem
The enterprise faces a strategic question:
Should Phariyali namkeen remain a domestically marketed fasting product, or should it be developed as an internationally differentiated Indian snack?
The decision involves five interrelated issues.
Business dimension | Strategic issue |
|---|---|
Product | Is the recipe suitable for international consumers? |
Market | Is overseas demand seasonal or year-round? |
Production | Can consistent quality be maintained across batches? |
Marketing | Can the product differentiate itself from conventional Indian namkeen? |
Export | Can logistics and compliance costs be managed profitably? |
3.3 Case decision scenario
The following is a constructed managerial scenario, not a reported company decision.
The management of Sunhare Food Products is considering introducing an export-oriented Fariyali namkeen range. It must decide whether to:
Continue focusing exclusively on domestic markets.
Sell through Indian diaspora grocery stores in the UAE.
Develop a multi-country export strategy covering the UAE, UK, USA, and Canada.
Partner with an established Indian snack exporter.
Participate in a collective export consortium with other Indore namkeen manufacturers.
The recommended strategy is a phased approach beginning with a limited pilot shipment, subject to buyer interest, product compliance, and confirmed logistics.
4. Review of Literature and Industry Context
The research framework draws upon established concepts in international marketing, entrepreneurship, and supply chain management.
4.1 Product differentiation theory
Porter (1985) explains that firms can create competitive advantage by offering distinctive value rather than competing exclusively on price.
Phariyali namkeen can potentially differentiate itself through:
Traditional fasting-food identity.
Regional Indore recipes.
Distinctive potato and sabudana formulations.
Convenient, ready-to-eat packaging.
Cultural familiarity among diaspora consumers.
However, differentiation should be based on actual consumer value, not merely product naming.
4.2 Internationalization of MSMEs
Johanson and Vahlne (1977) describe internationalization as a process in which firms gradually increase their overseas commitment through learning and market experience.
For an Indore-based small or medium enterprise, this suggests a gradual approach:
Identify an overseas buyer.
Conduct a product and market feasibility study.
Test a limited export shipment.
Evaluate buyer feedback.
Expand only after achieving repeat orders.
4.3 Supply chain and logistics
Christopher (2016) emphasizes the importance of integrated supply chain management in achieving competitiveness.
For packaged namkeen, international logistics must protect:
Product freshness.
Crispness and texture.
Packaging integrity.
Shelf life.
Delivery schedules.
Cost efficiency.
The 2026 West Asia disruptions reported in Indian export coverage demonstrate how geopolitical developments can affect shipping time, freight costs, and market access. The Government of India also introduced coordinated export-logistics measures in response to the disruptions.
4.4 Research gap
The existing industry context establishes that Indore possesses a namkeen manufacturing ecosystem and that Fariyali products are commercially available.
However, the following research questions remain insufficiently documented in public sources:
Actual Phariyali namkeen export performance from Indore.
International consumer demand for fasting-compliant namkeen.
Product-specific export profitability.
The effect of packaging and shelf life on overseas sales.
Comparative competitiveness of Indore, Gujarat, and Maharashtra manufacturers.
This paper attempts to develop an analytical framework to investigate these gaps.
5. Research Objectives
The study has the following objectives:
To examine the export potential of Phariyali namkeen manufactured in Indore.
To study the product differentiation opportunities in international markets.
To identify potential overseas consumer segments and geographical markets.
To analyse the production, pricing, packaging, and logistics requirements for export.
To identify barriers faced by MSMEs in developing niche food exports.
To propose an export development strategy for Indore's Phariyali namkeen manufacturers.
To develop a future empirical research model for validating international demand.
6. Research Questions and Hypotheses
6.1 Research questions
No. | Research question |
|---|---|
RQ1 | Does fasting-related product differentiation influence overseas purchase intention? |
RQ2 | Does packaging quality influence consumer willingness to pay? |
RQ3 | Is international demand seasonal or continuous? |
RQ4 | Does product shelf life affect export-market selection? |
RQ5 | Do logistics costs significantly affect export profitability? |
RQ6 | Does collective exporting improve MSME export competitiveness? |
6.2 Proposed hypotheses
These hypotheses are proposed for future empirical testing. They are not presented as statistically established findings.
H1: Product differentiation has a positive relationship with overseas consumer purchase intention.
H2: Perceived packaging quality has a positive relationship with willingness to pay.
H3: Perceived authenticity has a positive relationship with consumer preference for Phariyali namkeen.
H4: Higher logistics costs have a negative relationship with export profitability.
H5: Longer validated shelf life has a positive relationship with the feasibility of distant export markets.
H6: Collective export participation has a positive relationship with MSME export competitiveness.
H7: Year-round availability has a positive relationship with repeat purchase intention.
7. Research Methodology
7.1 Research design
The study adopts a qualitative exploratory case-study design supported by secondary industry information and a proposed quantitative research framework.
The study is not a completed empirical survey. It does not claim to have collected company interviews, overseas consumer responses, customs records, or primary export data.
7.2 Unit of analysis
The unit of analysis is:
Phariyali namkeen as an export-oriented food product.
Sunhare Food Products as a potential export entity.
Indore's namkeen manufacturing cluster as the regional industrial ecosystem.
7.3 Data sources
Data source | Purpose | Status |
|---|---|---|
Industry reports and media coverage | Understand Indore's namkeen ecosystem | Secondary information |
IndiaMART product listing | Identify product availability and exporter label | Requires direct verification |
TradeIndia product listings | Identify additional Fariyali suppliers | Supplier identification |
FSSAI and APEDA documents | Regulatory and export guidance | Documentary sources |
Customs records | Establish actual export transactions | Not yet obtained |
Enterprise interviews | Verify export activity and constraints | Proposed |
Overseas consumer survey | Assess demand and preferences | Proposed |
7.4 Methodological limitations
The paper has four major limitations.
First, product availability does not establish export activity.
Second, industry-level namkeen export information cannot be attributed to the Phariyali product category.
Third, no company-specific export volume, value, or destination information has been established.
Fourth, proposed hypotheses and business projections require empirical validation.
These limitations are integral to the study and must be retained in any academic submission.
8. International Market Analysis
The overseas market strategy should focus on consumer groups with an existing familiarity with Indian food traditions.
8.1 Potential export markets
Market | Potential target customers | Strategic opportunity | Major consideration |
|---|---|---|---|
UAE | Indian expatriates, ethnic grocery consumers | Geographic proximity and established Indian food retail | Import compliance and logistics volatility |
UK | Indian diaspora and ethnic food consumers | Established Indian grocery retail channels | Food labelling and importer requirements |
USA | Indian diaspora, ethnic grocery retailers | Large geographically dispersed customer base | Long-distance logistics and compliance |
Canada | Indian diaspora and ethnic grocery retailers | Cultural familiarity and niche snack demand | Freight, food import requirements, and distribution costs |
Oman | Indian expatriates and traditional food consumers | Regional market proximity | Dependence on Gulf logistics |
These are proposed target markets, not confirmed destinations for Sunhare's Fariyali product.
8.2 Seasonal versus year-round demand
Phariyali namkeen may experience demand peaks during:
Navratri.
Ekadashi fasting periods.
Shravan month.
Other regional fasting festivals.
Religious and cultural occasions.
However, year-round demand may also be possible if the product is positioned as:
A traditional Indian snack.
A potato-based savoury mixture.
A convenient ethnic food.
A specialty product for diaspora households.
The company should distinguish between religious fasting demand and ordinary snack demand.
8.3 Proposed market segmentation
Cultural segment
Indian diaspora consumers seeking familiar traditional food products.
Fasting-oriented segment
Consumers looking for food products that match their fasting practices and ingredient restrictions.
Convenience segment
Consumers interested in packaged ready-to-eat snacks with clear ingredient and storage information.
9. Product Planning and Export Adaptation
9.1 Product development strategy
The company should develop an export-specific product range rather than simply exporting the existing domestic product.
Product decision | Proposed recommendation |
|---|---|
Recipe | Standardize ingredients and spice levels |
Taste | Offer traditional and mildly seasoned variants |
Texture | Maintain crispness and reduce moisture absorption |
Pack sizes | Introduce small trial packs and family packs |
Packaging | Use moisture- and oxygen-barrier packaging validated for the product |
Branding | Highlight Indore's traditional snack heritage |
Labelling | Include ingredients, allergens, nutrition, storage, batch and date information |
Shelf life | Establish through appropriate product testing |
Product claims | Use only verifiable fasting-compliant, dietary, or quality claims |
9.2 Packaging innovation
Packaging should be treated as a strategic investment rather than a routine production cost.
Recommended features:
High-barrier laminated packaging.
Nitrogen flushing, where technically suitable.
Resealable family packs.
Tamper-evident seals.
Strong cartons for export transportation.
Arabic and English labels for the UAE market, where applicable.
Destination-specific language and labelling requirements.
A product's shelf life should not be arbitrarily declared. It should be established using validated testing under suitable storage conditions.
9.3 Product positioning
Proposed positioning statement:
"Indore's Traditional Fariyali Namkeen — A distinctive Indian savoury snack inspired by traditional fasting-food recipes and crafted for modern packaged-food markets."
This positioning emphasizes origin, tradition, and convenience without making unverified health claims.
10. Export Pricing and Cost Analysis
Export pricing is a central determinant of commercial viability.
An exporter must consider manufacturing costs, packaging, compliance, freight, insurance, distributor margins, and exchange-rate risk.
10.1 Export cost structure
Illustrative analytical framework — no company-specific cost figures are available.
Cost component | Description |
|---|---|
Raw materials | Potato, sabudana, peanuts, spices, oil, salt, etc. |
Direct labour | Manufacturing, processing, and packing |
Manufacturing overhead | Electricity, machinery, rent, maintenance |
Packaging | Primary packaging, labels, cartons |
Quality testing | Product, microbiological, and shelf-life testing |
Export documentation | Documentation and compliance expenses |
Inland transportation | Indore to cargo terminal or port |
Freight | Air or sea transportation |
Insurance | Cargo protection |
Export marketing | Sampling, buyer development, promotion |
Distributor margin | Overseas wholesaler or retail distribution |
10.2 Export pricing formula
For a target profit margin expressed as a proportion of selling price:
For example, a target margin of 20% means the selling price is calculated by dividing total cost by 0.80.
This is a pricing illustration, not a claim regarding actual company costs or margins.
10.3 Break-even analysis
The company should calculate the minimum export quantity required to recover its fixed export-development expenses.
Fixed costs may include product testing, export-market development, artwork, certification, and buyer acquisition.
Variable costs may include ingredients, packaging, production, freight, and unit-level handling.
The product should not be exported merely because an overseas buyer offers a higher nominal price. The final decision must be based on net contribution after all export-related costs.
11. International Marketing Strategy
11.1 The 4Ps marketing framework
Product
Develop differentiated Fariyali products with standardized recipes, reliable shelf life, and export-ready packaging.
Place
Target Indian grocery stores, ethnic food distributors, diaspora-oriented online retailers, and specialist importers.
Promotion
Use festival-oriented promotions, product sampling, digital marketing, and cultural storytelling.
Price
Use trial-pack pricing, competitive distributor pricing, and value-based pricing for differentiated products.
11.2 Digital marketing strategy
The enterprise should establish a digital export identity through:
A multilingual product website.
B2B product catalogues.
IndiaMART and other relevant B2B platforms.
Export buyer directories.
LinkedIn-based importer outreach.
Product demonstration videos.
Festival-season social media campaigns.
Online sampling and distributor enquiries.
A specific promotional campaign could be developed under the theme:
"From Indore's Namkeen Tradition to the Global Indian Pantry."
11.3 Brand development suggestions
The product should not compete exclusively on low price.
It should develop brand value through:
Regional authenticity.
Standardized product quality.
Transparent ingredients.
Consistent packaging.
Reliability of supply.
Buyer-oriented customer service.
A distinctive fasting-food category identity.
12. International Logistics and Export Operations
12.1 Export logistics model.png)
.png)
Factor | Air freight | Sea freight |
|---|---|---|
Transit time | Generally faster | Generally slower |
Freight cost | Higher | Lower per unit at scale |
Shipment size | Suitable for small shipments | Suitable for larger shipments |
Market testing | Useful for pilot consignments | Useful for established orders |
Risk | High freight cost may reduce margin | Longer transit may affect product quality |
Recommended use | Urgent, small, high-value orders | Repeat bulk shipments |
For Phariyali namkeen, sea freight may be more economical after demand is established. Air freight may be appropriate for small pilot orders or time-sensitive replenishment.
The choice must be based on actual quotations, product shelf-life validation, and delivery commitments.
12.3 West Asia logistics risk
The 2026 West Asia disruption is relevant to this case because the UAE and Oman are proposed target markets.
Reports on Indian food exports during 2026 describe disrupted maritime routes, higher freight expenses, and longer transit periods.
Recommended mitigation:
Avoid dependence on one overseas market.
Obtain quotations from multiple freight providers.
Include freight-escalation clauses in buyer contracts.
Maintain contingency inventory only within validated shelf-life limits.
Use diversified shipping routes where commercially feasible.
Consider insurance and contractual risk allocation.
Develop North American and UK markets alongside Gulf markets.
13. Export Regulatory and Quality Compliance
Food export compliance is a fundamental requirement.
13.1 Indian export preparation
The enterprise should verify its requirements with the relevant authorities and export specialists, including:
Appropriate business registration.
Importer Exporter Code (IEC) from DGFT.
Applicable FSSAI licensing and food safety requirements.
Product classification and customs documentation.
Applicable APEDA registration or other export-promotion requirements, where relevant.
Export invoice and packing list.
Certificate of Origin, when required.
Laboratory testing and destination-specific certifications.
Buyer-specific documentation.
FSSAI's FAQ states that an NOC from FSSAI is not required simply for exporting food products from India. This does not remove the obligation to comply with applicable Indian food laws and destination-country rules.
13.2 UAE market compliance
APEDA's advisory for food exports to Dubai identifies label elements such as product name, ingredients, additives, dates, manufacturer/importer details, net weight, country of origin, storage information, and nutrition facts. It also identifies Arabic-language labelling requirements.
The exporter should confirm current UAE requirements with the importing entity and relevant regulatory authorities before shipment.
13.3 Quality management recommendations
Quality area | Proposed control |
|---|---|
Raw material | Supplier approval and traceability |
Oil | Appropriate quality monitoring and replacement |
Processing | Standard operating procedures |
Hygiene | Sanitation and personnel hygiene controls |
Product | Batch-wise quality inspection |
Packaging | Seal integrity and moisture barrier testing |
Shelf life | Validated testing |
Export | Destination-specific compliance review |
Consumer safety | Accurate allergen declaration |
Potential allergens such as peanuts must be clearly declared according to the applicable regulations.
14. SWOT Analysis of Indore's Phariyali Namkeen Export Potential
Strengths
Established namkeen cluster
Traditional product identity
Skilled workforce
Existing supplier networks
Differentiated fasting-food category
Weaknesses
Export transactions unverified
Limited product-specific data
Possible small production batches
Export compliance expenses
Brand recognition gaps
Opportunities
Indian diaspora markets
Specialty food retailers
E-commerce distribution
Private-label manufacturing
Collective export consortium
Threats
Freight cost volatility
Geopolitical disruptions
Food safety rejection
Competitor brands
Changing consumer preferences
15. Strategic Suggestions and Recommendations
The following recommendations are proposed for Sunhare Food Products and other Fariyali namkeen manufacturers in Indore.
15.1 Enterprise-level recommendations
Recommendation 1: Verify actual export capability
Before developing an international strategy, the enterprise should establish whether it currently exports Fariyali namkeen.
The following information should be obtained:
Whether any completed export transaction exists.
Export destinations.
Product-wise export quantity.
Approximate export value.
Buyer type.
Shipment frequency.
Packaging specifications.
Shelf-life details.
The distinction between general exporter status and product-specific export performance is essential.
Recommendation 2: Develop an export-ready product
The enterprise should establish:
Standardized recipes.
Batch-wise quality control.
Reliable packaging.
Validated shelf life.
Allergen declarations.
Export-ready labels.
Production traceability.
Recommendation 3: Start with a pilot market
The UAE may be considered as a first potential market because of its geographic proximity and established Indian food retail channels.
However, a pilot should be undertaken only after identifying an importer and verifying current import requirements.
Recommendation 4: Develop a multi-market strategy
The enterprise should not rely exclusively on the Gulf region.
The UK, USA, and Canada may be explored as additional markets through diaspora-oriented importers.
Recommendation 5: Use collective exporting
Small manufacturers may lack the scale needed to independently manage export documentation, freight, overseas marketing, and distributor relationships.
A collective export platform could provide shared services.
15.2 Government and institutional recommendations
Stakeholder | Proposed role |
|---|---|
Madhya Pradesh Government | Support food-processing cluster development |
Indore Namkeen association | Facilitate buyer connections and common export services |
APEDA | Provide relevant export guidance and market-development support |
DGFT | Support IEC and export-procedure awareness |
FSSAI | Provide applicable food safety and licensing guidance |
Universities | Conduct consumer research and feasibility studies |
Packaging institutes | Support product packaging and shelf-life development |
Banks and financial institutions | Evaluate working-capital and export-finance needs |
Logistics companies | Offer consolidated freight and shipment planning |
Recommendation 6: Establish an Indore Namkeen Export Facilitation Centre
A proposed centre could provide:
Common testing and quality-assurance facilities.
Export documentation assistance.
International buyer databases.
Product catalogue development.
Packaging advisory services.
Export market intelligence.
Shared freight coordination.
Training for MSME exporters.
This proposal could support not only Phariyali namkeen but also other traditional Indore snack products.
15.3 Academic and research recommendations
Universities and management institutions in Indore could develop a research project on:
International consumer behaviour.
Export feasibility.
Food product innovation.
MSME export barriers.
Regional industrial competitiveness.
Supply chain resilience.
Digital international marketing.
The project could combine management, economics, marketing, logistics, and entrepreneurship research.
16. Proposed Export Development Model
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The model follows a learning-based internationalization approach. Export expansion should occur after successful product validation, buyer acceptance, and evidence of repeat demand.
17. Proposed Empirical Research Model
The paper can be extended into a full empirical study by conducting a survey of overseas consumers and interviews with Indian exporters.
17.2 Proposed variables
Variable | Measurement concept |
|---|---|
Product differentiation | Perceived uniqueness of Fariyali namkeen |
Authenticity | Perceived connection with Indian traditional food |
Packaging quality | Protection, appearance, convenience |
Price perception | Perceived affordability and value |
Food compliance | Consumer confidence in ingredient suitability |
Consumer trust | Confidence in brand and product safety |
Purchase intention | Likelihood of purchasing |
Repeat purchase intention | Likelihood of purchasing again |
17.3 Proposed analytical techniques
The research may use:
Descriptive statistics.
Reliability analysis using Cronbach's alpha.
Exploratory factor analysis.
Correlation analysis.
Multiple regression.
ANOVA for market-group comparisons.
Structural Equation Modelling, where sample size and data quality permit.
No statistical findings are claimed in this paper because the required primary data have not yet been collected.
18. Implementation Roadmap
Proposed timeline: 12 months, subject to company readiness and buyer response.
Months 1–2: Product and enterprise verification
Confirm exporter status, product formulation, production capacity, and actual transaction history.
Months 3–4: Quality and packaging development
Standardize the product, conduct testing, establish shelf-life evidence, and develop export packaging.
Months 5–6: Market research
Identify potential importers, diaspora retailers, and consumer segments in the UAE and other selected markets.
Months 7–8: Buyer engagement
Prepare samples, obtain quotations, negotiate terms, and complete compliance verification.
Months 9–10: Pilot shipment
Conduct a limited export shipment if the buyer order, product compliance, and logistics are confirmed.
Months 11–12: Performance evaluation
Assess buyer feedback, repeat orders, profitability, product quality, and potential market expansion.
18.1 Key Performance Indicators (KPIs)
KPI | Purpose |
|---|---|
Number of qualified overseas buyers | Measure market development |
Number of sample requests | Assess buyer interest |
Conversion of samples to orders | Measure commercial acceptance |
Export contribution margin | Assess profitability |
Product rejection rate | Evaluate quality |
On-time delivery rate | Evaluate logistics |
Repeat order ratio | Assess sustained demand |
Number of markets served | Measure diversification |
Customer satisfaction | Evaluate product acceptance |
These KPIs should be measured against actual operational records, not estimated values.
19. Conclusion
Indore's Phariyali namkeen industry represents an emerging research opportunity at the intersection of traditional food products, regional entrepreneurship, international marketing, and MSME export development.
The city's established namkeen manufacturing ecosystem offers a potential foundation for developing specialized international snack products. Phariyali namkeen may provide a differentiated proposition because of its cultural association with fasting and traditional Indian food practices.
The exploratory case of Sunhare Food Products demonstrates how product availability and an exporter classification can provide a starting point for research. Nevertheless, the existence of a listed product cannot establish that the product has been exported successfully.
The proposed study identifies five major requirements for developing export potential:
Product standardization and quality assurance.
Export-oriented packaging and validated shelf life.
Overseas consumer and market research.
Compliance with Indian and destination-country regulations.
Cost-efficient logistics and distributor development.
The study recommends a phased export development strategy, beginning with enterprise verification and market research, followed by product testing, buyer identification, pilot shipments, and performance evaluation.
A collective export facilitation model involving Indore's manufacturers, industry associations, government institutions, and academic institutions may improve the export readiness of small enterprises.
The central conclusion is that Indore's Phariyali namkeen has a plausible export opportunity, but its product-specific international trade performance remains an empirical question requiring company-level and customs-level verification.
The transition from domestic product availability to documented export success should therefore become the central focus of future research.
Appendix A. Export Feasibility Assessment Checklist
Proposed enterprise-level checklist for field research.
Export readiness
Appendix B. Proposed Questionnaire for Overseas Consumers
A research instrument for future primary-data collection. Responses have not been collected.
Section I: Consumer profile
Country of residence.
Age group.
Frequency of purchasing Indian snacks.
Familiarity with Fariyali or Farali namkeen.
Frequency of observing or purchasing fasting-related food products.
Section II: Product perception
Use a five-point Likert scale:
1 = Strongly Disagree
2 = Disagree
3 = Neutral
4 = Agree
5 = Strongly Agree
Statement | Variable |
|---|---|
Fariyali namkeen offers a distinctive taste. | Product differentiation |
I value traditional Indian fasting-food products. | Authenticity |
Attractive packaging influences my purchase. | Packaging quality |
I would purchase Fariyali namkeen if it were available locally. | Purchase intention |
I consider the product's price before purchasing. | Price perception |
I trust products with transparent ingredient information. | Consumer trust |
I would purchase the product throughout the year. | Year-round demand |
I would recommend the product to others. | Recommendation intention |
Section III: Consumer behaviour
Preferred pack size.
Preferred purchase channel.
Acceptable price range.
Preferred flavour.
Purchase frequency.
Preference for traditional versus modern packaging.
Whether demand is linked primarily to fasting periods or regular snacking.
Section IV: Open-ended questions
What would encourage you to purchase Indore's Fariyali namkeen?
What concerns would prevent you from purchasing it?
Which packaging and product improvements would you recommend?
Appendix C. Proposed Interview Schedule for Sunhare Food Products
The following questions are intended for direct company verification.
Does your company currently manufacture Potato Fariyali Sweet Mixture Namkeen?
Is your enterprise currently involved in exports?
Has this specific Fariyali product ever been exported in a completed transaction?
If yes, which countries have received the product?
What are the approximate export quantities and shipment frequencies?
What pack sizes are used for export?
What shelf life has been established through testing?
Which international certifications or buyer requirements apply?
What are the principal production and packaging costs?
What challenges arise in international logistics?
Do overseas consumers purchase the product mainly during fasting seasons?
What are the principal barriers to increasing exports?
The answers would provide the primary evidence needed to convert this exploratory case into a documented company case study.
Appendix D. Proposed Export Cost Worksheet
Fill with actual enterprise quotations and accounting records.
Illustrative calculator based on entered values
Total export cost per kg
₹0
Selling price per kg at target margin
₹0
This calculator excludes any costs not entered and does not represent actual Sunhare Food Products export economics.
References
The following references support the industry background, regulatory discussion, and logistics analysis.
1. Business Standard. (2024, September 22). Indore Namkeen Cluster: The industry produces approximately 100–125 tonnes of namkeen daily and has an estimated annual value of ₹800–1,000 crore.
2. Economic Times Manufacturing. (2025, February 5). Indore namkeen sector seeks dedicated investment session during Global Investors Summit.
3. APEDA. (2019, January 18). Advisory for exports of food items to Dubai. Agricultural and Processed Food Products Export Development Authority, Ministry of Commerce and Industry, Government of India. Official advisory
4. Food Safety and Standards Authority of India. (2018, May 23). Whether NOC from FSSAI is required for export? FSSAI FAQ
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From Indore's Traditional Fariyali Namkeen to Global Markets: An Exploratory Case-cum-Research Study of Product Differentiation, MSME Export Competitiveness, and International Market Development
The paper is structured for further development into a management, economics, international marketing, or MSME export research publication. The next essential step for a stronger empirical paper is to obtain actual company data and conduct the proposed overseas consumer survey.
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