As Indian exporters increasingly look beyond traditional markets, the European Union is emerging as a strategic yet often misunderstood destination. While many perceive it as complex and difficult to penetrate, the reality—as industry practitioners point out—is far more nuanced: Europe is not difficult, but deeply structured.
In this conversation, we speak with Pankaj Taneja, author of a practical guide on exporting from India to Europe, who brings on-ground experience from working closely with both Indian suppliers and European buyers. Drawing from his interactions across trade fairs, market engagements, and advisory work, he offers a clear-eyed view of what it really takes to succeed in the EU—balancing compliance, localisation, cost competitiveness, and long-term relationship building.
This interview explores not just the “how” of entering Europe, but also the evolving perception of Indian companies, emerging sectoral opportunities, and the strategic mindset exporters must adopt to build sustained presence in one of the world’s most sophisticated markets.
IBT: Please share us some key learnings pertaining to your engagement with the EU market? How did they reshape your understanding of global trade? What insights would you like to share from your experience?
Pankaj Taneja: When I first engaged with the European market, I understood it to be highly systems-driven. There was a strong emphasis on comprehensive documentation, strict regulatory compliance, structured VAT mechanisms, and a clear commitment to sustainability.
However, the market is now evolving beyond these fundamentals. While compliance and sustainability remain non-negotiable, European buyers are increasingly becoming price-sensitive. At the same time, there is a growing focus on building meaningful, long-term relationships.
Today, buyers are looking to partner with companies that can offer cost-effective solutions without compromising on certifications or process standards. Equally important is the ability to build trust and credibility. Once that trust is established, European buyers tend to remain loyal, often preferring to work with the same suppliers over the long term rather than frequently switching partners.
IBT: We see that the EU is a market India has not penetrated as deeply as the US or the Middle East. What kind of perception do European buyers and partners have of Indian companies in terms of quality, reliability, and innovation?
Pankaj Taneja: Historically, many Indian companies have been hesitant to engage with the European market, largely due to its perceived complexity. Unlike more unified markets such as the US, Europe operates as a collection of diverse economies. While there are overarching EU-level regulations, each country has its own specific requirements, processes, and often even language preferences.
For instance, product labelling requirements vary significantly—what works in the Netherlands may need to be adapted into Dutch, while in Sweden, it must comply with Swedish language norms. These operational nuances have traditionally made Europe seem more fragmented and difficult to navigate. In contrast, the US market, with its relative uniformity and English-language dominance, has been far more accessible for Indian exporters.
However, this perception is now beginning to shift. Recent global trade developments have encouraged Indian companies to look more seriously at Europe as a strategic market. There is a growing willingness among Indian exporters to align with European certification standards, regulatory frameworks, and process requirements.
Additionally, the ongoing India–EU trade discussions are expected to further strengthen this engagement by improving market access and reducing friction points.
From the European perspective, the perception of India is also evolving positively. Beyond cost competitiveness, India is increasingly seen as a reliable innovation partner. European buyers recognise India’s established strengths in pharmaceuticals, engineering, and IT services, and are now also acknowledging its growing capabilities in manufacturing.
Developments in sectors such as electronics and mobile manufacturing—where global companies like Apple have significantly expanded production in India—are reinforcing this shift in perception. As a result, European companies are not only looking to source more from India but are also exploring opportunities to establish their own presence in the country.
Overall, there is a clear movement on both sides—from hesitation to collaboration—driven by a combination of strategic alignment, evolving capabilities, and mutual interest in long-term partnerships.
IBT: Thank you for those insights. You have authored a book—a practical guide for exporting from India to Europe, especially for founders, exporters, and business leaders. What inspired you to write this book, and what are some of the key insights you have shared?
Pankaj Taneja: The idea for the book emerged from my frequent interactions with Indian suppliers during trade fairs and business visits to India. A recurring theme in these conversations was a clear gap in understanding how to enter and navigate the European market.
Most exporters were already well-established in markets like the US. They would often say, “We are working with large retailers like Walmart or TJ Maxx, but we have little clarity on Europe—how to enter the market, how to manage certifications, or how to deal with regulatory requirements.” That consistent hesitation and lack of structured guidance led me to simplify the process through this book.
Broadly, the book focuses on three critical pillars.
First is compliance, which is fundamental to doing business in Europe. I have detailed the various regulatory requirements, testing standards, and certification processes, along with guidance on where and how exporters can access these services.
Second is localisation. Europe is not a single, homogeneous market—it comprises 27 distinct countries, each with its own consumer preferences, regulatory nuances, and language requirements. A one-size-fits-all approach does not work. Whether it is labelling in local languages or adapting products to suit regional tastes—especially in sectors like food—exporters need to tailor their offerings to each market.
Third is the emphasis on long-term relationships. European buyers typically do not engage in short-term, transactional business. Instead, they look for reliable partners with whom they can build sustained relationships, often spanning five to ten years. This requires consistency, trust, and a long-term commitment from suppliers.
In addition to these pillars, the book also provides country-specific insights—covering market demand, product opportunities, compliance requirements, and consumer demographics—to help exporters make informed decisions.
Finally, I have placed significant emphasis on sustainability, which is becoming increasingly central to the European market. From product design to packaging, there is a strong expectation that exports align with sustainable and environmentally responsible practices.
Overall, the objective of the book is to demystify Europe and equip Indian exporters with a practical, structured roadmap to enter and succeed in this market.
IBT: How do you see the long-term potential of the EU as an export destination for India, especially in light of the proposed trade agreement and Europe’s push towards supply chain diversification?
Pankaj Taneja: I believe the long-term potential of the EU as an export destination for India is significant and largely untapped.
The proposed India–EU trade agreement is a key enabler in this context. While the agreement has been signed, its full implementation will take a few more months, as both sides work through the operational details—particularly around documentation, regulatory alignment, and procedural frameworks. Once these mechanisms are in place, the agreement is expected to substantially ease market access and reduce trade frictions for Indian exporters.
At the same time, Europe’s focus on supply chain diversification presents a major opportunity. In the current global environment, European companies are actively looking to reduce overdependence on single geographies and are seeking reliable, scalable partners.
India is well-positioned to benefit from this shift. Sectors such as food processing, pharmaceuticals, and engineering components stand out as key areas where Indian capabilities align with European demand. There is a growing interest among European companies to collaborate with Indian partners not only for cost advantages, but also for reliability, quality, and long-term scalability.
Overall, the convergence of these two trends—trade facilitation through the agreement and strategic supply chain realignment—creates a strong foundation for deeper India–EU trade engagement. Going forward, we can expect a more structured and sustained increase in India’s export presence in the European market.
IBT: For an SME or a first-time exporter exploring Europe, there are multiple entry routes—partnerships, distributors, e-commerce, or even joint ventures. How should a new exporter, especially one hesitant to commit significant resources, approach this market? What strategy would you recommend?
Pankaj Taneja: For first-time exporters and MSMEs, the most important principle is to start small and scale gradually.
A common mistake I have observed among Indian suppliers is the tendency to begin conversations with large-volume expectations—often focusing immediately on container loads. However, the European market does not typically operate that way. Buyers prefer to first assess product-market fit before committing to scale.
The right approach is to begin by testing product viability. Start with a small quantity—typically even a single pallet—and work with a reliable local distributor who understands the market dynamics. This partner can help position the product, manage initial sales, and provide valuable feedback on acceptance.
If that initial quantity is successfully sold within a reasonable timeframe—say three to six months—it is a strong indicator that there is demand for the product. At that stage, exporters can begin planning for scale, whether in terms of higher volumes or expanding their product range.
Equally important is portfolio selection. Rather than introducing an entire catalogue, exporters should focus on a few of their strongest products—ideally four or five SKUs—and test them in the market. This allows for a more focused strategy and reduces risk.
In essence, entering Europe should be approached as a phased, insight-driven process—starting with validation, followed by gradual expansion. This not only minimises risk but also builds a stronger foundation for long-term success in the market.
IBT: From your experience and observations, which sectors offer the strongest potential for Indian exports to Europe over the next five to ten years?
Pankaj Taneja: Several sectors stand out as high-potential areas for Indian exports to Europe over the next decade.
The food sector, particularly organic and sustainably sourced products, is one of the most promising. European consumers are increasingly conscious about health, sustainability, and traceability. This creates a strong opportunity for Indian exporters who can offer certified organic products with clear supply chain transparency.
The pharmaceutical sector is another key area of strength. India already has a well-established reputation in this space, and European markets continue to seek reliable partners for both generics and specialised formulations.
Engineering components, especially those linked to the automotive industry, also present significant opportunities. Europe is home to some of the world’s leading automobile manufacturers such as Mercedes-Benz, BMW, and Audi. These companies rely on extensive global supply chains, and Indian manufacturers are increasingly becoming part of this ecosystem by supplying high-quality components.
In addition, electronics manufacturing is emerging as a growth area, supported by India’s expanding capabilities in this sector.
Another important and cross-cutting opportunity lies in sustainable products and packaging, which are rapidly gaining importance across industries in Europe due to stringent environmental norms and consumer expectations.
Finally, digital and IT services continue to remain a stronghold for India. This is a mature and well-recognised area where Indian companies already enjoy significant credibility in the European market.
Overall, sectors that combine quality, compliance, sustainability, and scalability are likely to see the strongest growth in India–EU trade over the coming years.
IBT: There is a common perception that the EU is a difficult market—one that exporters should approach only after achieving scale in other regions. To what extent is this perception accurate? Should exporters prioritise Europe later, or consider it from the outset as a key international market?
Pankaj Taneja: I believe this perception needs to be reframed. Europe is not a difficult market—it is a structured market.
What many exporters interpret as “difficulty” is actually the presence of well-defined systems, processes, and expectations. Once companies understand and align with this structure—whether in terms of compliance, documentation, or market-specific requirements—the pathway becomes much clearer.
In fact, approaching Europe with a structured strategy can significantly reduce uncertainty. When exporters invest in understanding the market upfront and build the right processes, they often find it easier to operate than expected.
Another important aspect is the long-term nature of business relationships in Europe. Once trust and credibility are established, European buyers tend to maintain stable, long-term partnerships. This translates into consistent orders and greater predictability for exporters.
From a strategic standpoint, exporters should avoid viewing markets in isolation. While many Indian companies have successfully built strong positions in the US, that should not limit their global outlook. It is important to diversify markets rather than depend heavily on a single geography.
Europe represents a substantial share of global trade and demand, and it should not be overlooked. Rather than treating it as a “later-stage” market, exporters should consider it as part of a balanced, multi-market strategy from the outset.
In summary, the challenge is not the market itself, but the approach. With the right structure, preparation, and mindset, Europe can become a highly rewarding and stable export destination.
Pankaj Taneja is an e-commerce and digital commerce professional with extensive experience in building and scaling online businesses across global markets. He has worked closely with founders and leadership teams to design profitable strategies spanning cross-border trade, marketing, operations, and AI-driven automation.
With hands-on exposure across sectors such as beauty, consumer electronics, food, toys, and apparel, he brings a practical, execution-focused approach to digital growth. His work centres on leveraging data and AI to drive efficiency, enhance customer experience, and enable sustainable, scalable business models.
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