How to Build Global Brands in the Indian Horticulture Sector?

M Srikanth, Director – Agri. Business Management, National Institute of Agricultural Extension Management (MANAGE), Hyderabad, India and Ramesh Kotnana, Senior Manager, Centre for Business Innovation, Indian School of Business(ISB), Hyderabad, India

10 September 2026, New Delhi: With the second-largest agricultural land area, India is the world’s second-largest farm producer. Agriculture contributes 18 per cent to India’s Gross Domestic Product (GDP).  The farming sector employs 46 per cent of the workforce and supports 55 per cent of the population, highlighting its role as a significant player in the Indian economy. 

India ranked second globally in fruit and vegetable production, accounting for 12% of global output each. Horticulture presently accounts for 38% of total agricultural production while occupying only 13% of total farming area; this shows how productive an industry it is and how significant it is to the overall economy. The Horticultural Industry is responsible for 37% of India’s total Agricultural Production Value (APV) and has achieved tremendous growth over the last 10 years. The Horticultural Sector APV is projected to grow by about 2 times, from Rs. 380 crores to Rs. 760 crores, from 2012 to 2024. In terms of horticultural exports, the current value is approximately Rs. 1.030 trillion rupees and is expected to increase to Rs. 9.570 trillion rupees by 2047. These figures demonstrate that the horticultural sector has become increasingly important to the Agricultural Economy and Export Markets in India.

The horticulture sector contributes one-third of gross value added (GVA) in agriculture, thereby serving as an engine of the country’s economic growth. With its production reaching 367.72 million tonnes in 2024-25, against 280.70 million tonnes in 2013-14, it even exceeded food grain production (357.73 million tonnes) in 2024-25. So, there is ample scope to develop global horticulture brands by promoting agribusiness enterprises.

Agricultural export earnings rose from USD 34.5 billion in FY20 to USD 51.1 billion in FY25, with a compound annual growth rate (CAGR) of 8.2 per cent. Agri-food exports in FY25 (including processed food) totalled USD49.43 billion, which represented 11% of total Indian merchandise exports. The processed food share of the agricultural export basket has also increased over time, from 14.9% in FY18 to 20.4% in FY25, illustrating a trend towards higher-value-added exports.

These trends underscore the expanding role of processed and diversified agricultural products in enhancing India’s export competitiveness. Now India has the potential to strengthen its position in global trade through horticulture. India’s exports of fresh fruits, fresh vegetables, and processed fruits, vegetables, and spices offer a significant opportunity. 

Over the last 30 years (1990 to 2020), India has greatly increased its exports of fresh and processed fruits and vegetables, while its imports of these products have also increased. From 1990 to 2020, India’s total horticultural exports have experienced incredible growth in real terms; they increased from Rs. 40.5 billion in 1990 to Rs. 194 billion in 2010 and Rs. 433.7 billion in 2020 – an increase of approximately tenfold over the thirty years, demonstrating the increasing importance of India in the global horticulture industry.

Although horticulture has become a major driver of employment, farmer incomes, and nutritional security, its global export competitiveness remains negligible, as its share of India’s agricultural exports is just 1 per cent. This is mainly due to excessive chemical residues, fragmented supply chains, higher production costs, inadequate post-harvest infrastructure, lack of awareness of export norms, and weak branding architecture. Therefore, the following policy suggestions may enhance export competitiveness by branding horticultural products.

The Value of India’s agricultural exports has increased from $ 4.40 billion in 1994 to $ 52 billion in 2024, rising almost fivefold between 2004 and 2014. Having surpassed the $50 billion mark, the agricultural export sector now has to achieve its previous rates of growth. India is a global agricultural powerhouse, but accounts for only 2.4% of the world’s total agricultural exports. India’s share in the world horticultural trade was just 2.3% in 2004, and there has been no change since then. 

While Agricultural exports were approximately $ 48.9 billion or $ 53.2 billion in FY 2022-23, there are still opportunities and challenges for India in growing its agricultural exports into global markets. The agricultural export basket of India comprises four primary commodities: rice, marine products, spices, sugar, and meat, which together accounted for 82% of the basket in FY 2024-25. To reach its $100 billion goal, India will have to diversify its agricultural exports into other products and create new export categories.

1. Branding beyond commodity: To build a formidable global brand, one should recognise that there has been a power shift from the traditional ‘four Ps of marketing’ – Product, Price, Place, and Promotion. As such, branding has evolved from ‘simple commodity to → product → service → solution → experience of the consumers’. Therefore, marketing should focus not just on product, but also on offering services and solutions, and finally on providing memorable experiential value to consumers, as in the case of coffee served by Starbucks, with a special focus on high quality, hygiene, and food safety, to attract consumers who are willing to pay a premium.
2. Invest in Post-Harvest Infrastructure: India faces severe post-harvest losses of its agricultural products. Post-harvest losses are estimated at Rs 1.5 trillion per year, amounting to about 3.7% of agricultural GDP, and it is estimated that fruits and vegetables are the most vulnerable commodities, suffering losses of 10%-15%. Addressing these inefficiencies through investmentsin cold-chains, warehousing, efficient logistics, and food processing is critical to improving farmers’ incomes, reducing food waste, and enhancing India’s competitiveness in global agricultural markets. Sahyadri Farms’ experience shows that effective post-harvest management can reduce inefficiencies, thereby improving profits. Sahyadri Farms exports an average of 100 containers each year; it typically takes about 22 days to ship containers to customers around the world. Despite shipping containers long distances, the company has limited post-harvest losses to 1-2% due to its integrated cold-chain system, quality assurance protocols, and efficient supply management.
3. Leveraging technology: Agribusiness companies engaged in horticulture can invest in advanced technologies such as artificial intelligence, blockchain, and robotics to enhance efficiency, productivity, and traceability, enabling them to become commercially viable and financially sustainable. For instance, Kazhani Farmer Producer Companyin Erode adopted blockchain technology to trace the origins of red banana from cultivation to consumption, thereby improving farmers’ incomes and living standards while minimising information asymmetry in the horticultural value chain.
4. Value-added exports:Global brands require strategic integration of trust, quality, traceability, and marketing excellence. As such, it is imperative to reposition Indian horticulture from a commodity-based business to a value-driven, brand-oriented ecosystem. For instance, Nashik-based FPO Sahyadri Farms accounts for 17 per cent of India’s grape exports by adhering to stringent export quality norms, thereby exemplifying the potential of its brand value through value addition. 
5. Supplyingcertified produce: Indian horticulture producers may focus on time, cost, and quality parameters to obtain statutory certifications for premium pricing. A case in point is Sam Agri Group, Hyderabad. Since 1996, the company has been exporting chemical-residue-free pomegranate arils, coconut chunks, figs, and other products by deploying blockchain across its entire value chain. It has state-of-the-art processing facilities with global accreditations, including from the US Food and Drug Administration. 
6. Right brandpositioning: Food processing enterprises in horticulture need to invest in brand building now to make money in the future through the right positioning. Since 1924, MTR Foods has pursued an aggressive marketing strategy focused on packaged food products, particularly spices, ready-to-cook and ready-to-eat meals. Now, it is a much-revered global brand known for value-for-money with a strong commitment to authenticity and hygiene. MTR has emerged as a much-loved and revered brand that stands for authenticity and a strong commitment to quality, and exports to over 30 countries. 
7. Complying with ESG:Compliance with ESG (Environmental Sustainability, Corporate Social Responsibility and Corporate Governance) is essential while achieving global acceptance and brand equity. For instance, production without engaging in child labour is a prerequisite for obtaining a license not only from society but also from export markets.
8. Geographical Indication (GI):Obtaining a GI tag enhances the product’s visibility and reputation as it originates from a specific geographic region. Accordingly, GI-tagged Darjeeling tea, Nagpur oranges, Araku coffee and Alphonso mangoes are commanding strong brand recall in the market by winning over end consumers. Building a brand is a long-term journey that requires significant investments across all spheres, including research & development, post-harvest infrastructure, and marketing. By building consumer trust through promotion of agri-tourism and partnering with social media and storytelling, Indian horticulture brands can go global sooner rather than later.
9. Establish bodies like National Cooperative Exports Limited (NCEL): The National Cooperative Exports Limited(NCEL) is a multi-state cooperative established on January 25, 2023, under the Multi-State Cooperative Societies Act, 2002. It acts as the national unifying body of the Indian cooperative sector to promote global trade. By August 2025, 11,034 cooperatives have been granted membership. Since its establishment in 2023, NCEL has rapidly grown and established a global presence by exporting agricultural and seafood products, including basmati wheat, rice, coarse grains, marine seafood, fruit & vegetables, animal-derived products, spices, and plantation-based crops, to 28 countries. The Government of India, along with the state governments and cooperative bodies across the country, should amplify this initiative to strengthen it and include a wide range of FPOs nationwide. NCEL should establish offices across states to expand its services and amplify its reach to even a small number of farmers/FPOs.
10. Utilise Government and Industry Support: Indian horticulture is being transformed into a globally competitive brand through government programs and industry support. Specifically, programs such as Mission for Integrated Development of Horticulture (MIDH), Pradhan Mantri Krishi Sinchai Yojana (PMKSY), Agri Infrastructure Fund, and Soil Health Card Scheme support production, infrastructure, and value addition. In addition, organisations such as the Agricultural and Processed Food Products Export Development Authority (APEDA) and the Federation of Indian Export Organisations (FIEO) provide exporters with export assistance and support farmers with product development, marketing assistance, and supply chain integration. These programs help reduce costs, enhance product quality and traceability, comply with international standards, and link producers to international customers. Therefore, these programs and organisations provide an excellent foundation for developing reliable, premium-quality horticulture brands globally.

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