In 2017, the humble jackfruit, which grew in weed-like abundance in India, gained sudden prominence in the United States. The underutilized jackfruit crop was also gaining recognition globally for its role in addressing food security issues. An entrepreneur who had pioneered methods of jackfruit processing at Artocarpus Foods Private Limited in his native state of Kerala, India, had faced many entrepreneurial challenges in establishing Hebon, his brand of processed jackfruit products. Now he was considering whether to pursue the opportunity to exploit the overseas market or to continue focusing on domestic expansion.

In 2017, the humble jackfruit, which grew in weed-like abundance in India, gained sudden prominence in the United States. The underutilized jackfruit crop was also gaining recognition globally for its role in addressing food security issues. An entrepreneur who had pioneered methods of jackfruit processing at Artocarpus Foods Private Limited in his native state of Kerala, India, had faced many entrepreneurial challenges in establishing Hebon, his brand of processed jackfruit products. Now he was considering whether to pursue the opportunity to exploit the overseas market or to continue focusing on domestic expansion.

Sai Marine Exports Pvt. Ltd. (SMEPL) had been in business for 20 years and had established itself as one of the major Indian shrimp exporters, with the United States and European Union as its primary markets. Following unprecedented market conditions due to early mortality syndrome affecting the exports of leading Southeast Asian shrimp-exporting countries in 2009, Indian companies were at a competitive advantage. SMEPL’s revenues had increased significantly from 2010 to 2014. Its current markets, the United States and Europe, were lucrative, but SMEPL’s chairman feared the risks of concentration in only two markets. Should SMEPL penetrate deeper into the U.S. and E.U. markets or enter new international markets like Japan and China?

Sai Marine Exports Pvt. Ltd. (SMEPL) had been in business for 20 years and had established itself as one of the major Indian shrimp exporters, with the United States and European Union as its primary markets. Following unprecedented market conditions due to early mortality syndrome affecting the exports of leading Southeast Asian shrimp-exporting countries in 2009, Indian companies were at a competitive advantage. SMEPL's revenues had increased significantly from 2010 to 2014. Its current markets, the United States and Europe, were lucrative, but SMEPL's chairman feared the risks of concentration in only two markets. Should SMEPL penetrate deeper into the U.S. and E.U. markets or enter new international markets like Japan and China?