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