From Hawke’s Bay to Mumbai: The New Zealand Apple That Sold Out in a Day

The entire premium-grade stock—part of a 21,000-kilogram shipment—was gone by day’s end, a remarkable feat in one of the world's most competitive produce markets.

The architect of this success is Rohan Satish Ursal, a fourth-generation fruit trader from Pune. His story, however, is not one of overnight luck. It is a methodical, three-year journey of research, strategic relationship-building, and a deeply held belief in cultural respect. It offers a compelling blueprint for how modern international trade can be built not on quick transactions, but on a foundation of patience, preparation, and a philosophy of genuine partnership.

A Legacy in Fruit and a Vision Sparked Abroad

Rohan Ursal’s life is deeply rooted in the fruit trade. His family has been in the business for over 120 years, a legacy that provided him with an unparalleled, ground-level education in the industry's intricate workings. . But it was a trip far from the familiar markets of Pune that would fundamentally alter his professional trajectory. While completing his MBA, he attended Fruit Logistica in Berlin, one of the world's largest fresh produce trade fairs.

What he witnessed there was a revelation. "What I saw there was a completely contrasting picture of what I used to see here in India," Rohan recalls. He observed that the most successful international farmers were not merely cultivators; they were astute marketers and businesspeople who controlled their product's narrative from the orchard to the global consumer. "Globally what I've seen... farmers are better sellers first and then also good at the farm," he explains.

He returned to India inspired to bridge this gap. He founded Purander Highlights Farmers Producer Company, a farmer cooperative in his home region, with the ambitious goal of helping smallholder farmers export their highly perishable local fruits, like figs and custard apples.

The venture was a crash course in the harsh realities of the global supply chain. "We realised that export is a very distant thing," he admits, explaining that they first had to focus on the fundamentals. "We have to work on the actual practices that is pre-harvest practices, post-harvest practices, packaging practices... end to end".

This hands-on experience solidified a business philosophy that would become his guiding principle: reciprocity. "My perspective was that it should always work on a give-and-take basis," he asserts. He concluded that to build sustainable export channels for Indian farmers, he first needed to create robust inbound channels for international farmers. "I thought if I could help some farmers come into India, I think those people would reciprocate the same and take my figs and trusted apple to the world outside".

His focus turned to New Zealand, a country he had long admired. For three years, he studied its advanced agricultural economy and its deep-rooted cultural traditions, which he felt shared a kinship with India. He saw a potential partner, and he began to wait for the right opportunity to turn his research into reality.

The Catalyst: A Foundation for Partnership

That opportunity arrived when Rohan was selected to be part of the first-ever Indian delegation for the Asia New Zealand Foundation's India-New Zealand Young Leaders initiative (NZIIE). He did not view the trip as a casual networking event; he saw it as a significant responsibility with a clear objective. "I felt it is my responsibility that if I'm going to New Zealand and considering that the Foundation is spending time and finances on us, it should reciprocate in me as soon as possible," he recalls.

His "homework" began months before he boarded the plane. He proactively reached out to New Zealand Trade and Enterprise (NZTE) officials in Mumbai, securing meetings with the team and even the Consul General, Mr. Graham Ross. This deliberate engagement with official channels demonstrated a level of professionalism that set him apart. He also began initiating contact with potential exporters in New Zealand, laying the groundwork for the meetings he hoped to have.

The 15-day trip was transformative. Rohan describes it less as a business tour and more as a "great grooming session" that provided deep insights into the country's culture and business etiquette17. This cultural immersion was, in his view, the essential first step. "I feel understanding the tradition and culture first and then moving into the trade... gives you a long-lasting relation," he notes.

The first-ever India–New Zealand Young Leaders Initiative (NZIIE) delegation visits New Zealand in early 2025. Photo: Asia New Zealand Foundation.

He added that the credibility that came with his association with the Asia New Zealand Foundation was a critical factor. For a new, independent entrepreneur from India, breaking into the established New Zealand export market is a formidable challenge. "No one would believe me as an importer, because there are already 15-20 people out there who were working for 20-25 years," he admits.

The "Foundation tag," as he calls it, acted as a powerful endorsement. "I would say the firewall security was kind of very well managed because I had the foundation tag in there," he explains. It signaled to potential partners that he was a serious, vetted individual, ensuring his inquiries were read and his meeting requests were considered.

Demonstrating his commitment, Rohan extended his stay in New Zealand at his own expense after the official tour concluded. He used that time to diligently follow-up with the contacts he had nurtured, which led directly to a pivotal meeting with Bearsley Exports Limited New Zealand, a family-owned apple company in Hawke's Bay that shared his forward-thinking vision.

The Strategy in Action: The Rouge Apple Launch

Rohan knew that to make a meaningful impact, he couldn’t simply walk the same path as everyone else — he needed to offer something distinct.

India’s fruit markets are already saturated with imported premium apples from places like the United States, and even New Zealand apples are no longer a novelty. Yet Rohan’s decision to introduce the Hawke’s Bay Rouge apple stood out as a masterclass in strategy — one grounded in a deep understanding of consumer behaviour and driven by a clear long-term vision.

First was the product selection. He needed a fruit that was not only new but perfectly suited for the Indian consumer. "Indians have a very specific taste palate," Rohan explains. "People love sweet apples. They like crunchy apples, and the red colour is something that is very attractive to them. The Rouge apple ticked all these boxes with its vibrant crimson skin, satisfying crunch, and high sweetness level".

Equally important was its robust shelf life, a non-negotiable trait for any produce undertaking the 50 to 60-day sea transit from New Zealand to India. Rohan confirms, giving full credit to the New Zealand farmers. To validate this, he had even arranged for sample boxes to be flown in by air cargo beforehand to conduct his own quality tests.

Second was the launch strategy. Rohan eschewed a conventional corporate event in a sterile hotel ballroom. Instead, he took the apples directly to the heart of the industry: the APMC wholesale market. This unconventional move was a powerful gesture of respect for the ecosystem of vendors, wholesalers, and labourers who are the true gatekeepers of the retail market. He wanted the launch to be "a celebration with the people... who should acknowledge this fruit". The strategy worked. The premium-grade apples were snapped up by wholesalers, setting a resoundingly positive tone for the future.

Third was the market testing. The first container was not merely a sale; it was a sophisticated research operation. He imported not just the premium grade but also other grades and sizes to test the market's appetite. He then distributed these apples to partners in five different states—Delhi, Gujarat, Madhya Pradesh, Telangana, and Tamil Nadu—to gather feedback and lay the groundwork for a comprehensive national strategy.

More containers of Rouge apples will be shipped to the Indian market next year, and Rohan is now exploring other premium New Zealand fruits to offer Indian consumers. Photo: Rohan Satish Ursal

Scaling Success and Deepening Ties

While the one-day sell-out is a headline-grabbing achievement, Rohan is quick to put it in perspective. "Six months sounds really very good," he says, "but I think it's a three years long research that I have been doing on New Zealand". This is the central lesson of his journey: success is not spontaneous; it is cultivated through diligence and patience.

His approach is also guided by a deep-seated ethical framework, inherited from his family. He shares a teaching from his great-grandfather: "If the full bread is served on your plate, consider that half of the bread is owned by the farmer and only half of it is owned by you".

Building on this initial success, Rohan plans to scale the import volume from one container to five next year with Bearsley Exports, focusing on sustainable, steady growth rather than explosive, risky expansion. He is also actively exploring other premium New Zealand products, such as cherries, and continues to seek out New Zealand producers who have not yet entered the Indian market, believing he can offer them a trusted and effective pathway.

Perhaps the most poignant symbol of his journey’s impact is not found in a shipping manifest, but on the label of a new product from his own cooperative back in India. Purandar Highlands is preparing to launch a new line of juices made from indigenous figs and fruits grown by local farmers. The brand name he chose is Taui—inspired by his trip to New Zealand and his fascination with the country’s indigenous culture.

"Taui is one word that I stumbled upon, which means 'to blend' in Māori," Rohan shares with evident pride. The product's tagline beautifully encapsulates his entire story: "Rooted in Purandar soil and inspired by New Zealand spirit". It is a perfect, full-circle tribute—a word from the indigenous people of Aotearoa now gracing a product designed to uplift the farmers of Maharashtra.

A Blueprint for Others: Advice for Entrepreneurs

Drawing from his hard-won experience, Rohan offers thoughtful, practical advice for entrepreneurs on both sides who wish to bridge the India–New Zealand trade corridor.

For Indian entrepreneurs, his primary message is to move beyond superficial outreach and invest deeply in preparation. “Just writing emails or just trying to connect with people won’t help you,” he says bluntly. Before making any contact, he urges aspiring exporters to “understand the country, understand the people and their business.” That means taking time to study the culture, traditions, and economic landscape to build genuine context and credibility.

Equally important, Rohan stresses the value of using the right channels. He found official agencies such as New Zealand Trade and Enterprise (NZTE) to be approachable and invaluable, offering both credibility and guidance to those serious about establishing trade links. Above all, he advises Indian entrepreneurs to offer something distinct. “People would have said, come on, I have so many people writing to me,” he recalls. Instead of chasing what’s already popular, Rohan created a unique proposition by helping introduce a new apple variety to the Indian market. “Only if there is an opportunity you can give to that farmer out there,” he explains, “will you be in a win-win situation.”

For New Zealand companies, Rohan acknowledges that India is a vast and attractive market, but he cautions exporters to be discerning in choosing their partners. He encourages them to vet potential importers carefully—checking whether they have the capacity, experience, and infrastructure to handle perishable, high-value products like premium fruit. “Is the importer capable of handling this fruit? Has the importer worked with similar products before?” he suggests as essential questions to ask.

Rohan also emphasises the importance of shared ethics. He holds New Zealand’s business culture in the highest regard, calling its commitment to principles and integrity a “highest priority.” He urges his Indian counterparts to “respect those ethics… respect that culture.” Likewise, he encourages New Zealand businesses to look for partners who prioritise transparency, reliability, and long-term relationships over short-term profit.

Ultimately, Rohan Ursal’s journey offers a contemporary blueprint for building successful international partnerships. His story is a powerful reminder that lasting success in trade is not driven by transactions alone, but by meticulous preparation, cultural understanding, and a genuine commitment to mutual benefit.

-Asia Media Centre