Answer

Introduction

India, home to iconic teas like Assam and Darjeeling, enjoys unmatched natural flavour advantages. Yet, weak branding and various other factors threaten its position. In contrast, Sri Lanka’s Ceylon Tea and Nepal’s specialty teas leverage stronger branding and global appeal, steadily eroding India’s share in international markets.

Body

Structural factors for India’s tea sector lagging behind Sri Lanka and Nepal in global markets

• Weak branding and global perception: Unlike Sri Lanka’s strong Ceylon Tea brand, India lacks a unified global identity for its teas.
• Dependence on domestic market: Long reliance on high domestic prices reduced incentive to compete abroad.
  Eg: Import bans allowed Indian companies to profit domestically, unlike Sri Lanka which focused on exports.
• Fragmented production system: Indian tea production involves many small growers and estates, creating inconsistency in quality.
• Packaging and value addition gap: India exports more bulk tea rather than branded, ready-for-market products.

Policy factors for India’s tea sector lagging behind Sri Lanka and Nepal in global markets

• Protectionist policies: Decades of import bans shielded Indian producers from global competition, discouraging innovation.
• Limited global marketing support: Weak government promotion schemes failed to match Sri Lanka’s coordinated export board efforts.
• Lack of export diversification incentives: Indian policy relied heavily on traditional buyers like Russia and West Asia, reducing global reach.
• Weak GI enforcement: Though teas like Darjeeling have Geographical Indications (GI), global enforcement is limited.

Measures to enhance India’s brand value in the tea sector

• Build a unified global brand: Create a national branding initiative showcasing authenticity and quality.
• Climate-resilient cultivation: Invest in research and adaptive practices to preserve flavor and yield.
  Eg: Shifting cultivation patterns in Assam to higher altitudes could reduce climate stress.
• Promote packaged and value-added exports: Move from bulk tea to branded, consumer-ready products.
• Strengthen GI protection and authenticity: Enforce global legal protections against counterfeit teas.
  Eg: Strict monitoring to ensure only genuine Darjeeling tea carries the GI tag abroad.
• Expand global marketing networks: Use trade fairs, e-commerce, and global partnerships to boost visibility.

Conclusion

India’s tea sector can be strengthened by promoting wellness and sustainability, expanding tea tourism in Assam and Darjeeling, leveraging digital marketing, and fostering public–private partnerships to enhance exports and global appeal.

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