Business Toolbox

After working as an Australian Trade Commissioner for Austrade in India for eight years from 2007, Michael Carter’s approach to international business changed.

Now CCIWA’s Head of International Trade Services, Michael says that even a decade later the lessons he learned during this time are still pivotal in how he supports businesses working in India – and beyond.

I often call India the ‘United States of India’ because it is such a segmented market. It is vast, diverse and highly regional.

The way business is conducted in the north can be quite different from the south, west or east. That makes India fascinating, but it also means you need to adapt and adopt to suit the regionality.

When I arrived, Australia’s engagement with India was still largely centred on the traditional exports: grain, pulses and wool.

Today, the relationship is much broader. India is one of Western Australia’s largest export markets – valued at $4.6 billion in 2025 – particularly for gold, battery minerals and international education.

The Indian Ocean once seemed to separate us. But that’s changed and, increasingly, it binds us.

Expect the unexpected

Living and working in India teaches you to expect the unexpected, think quickly on your feet and always be ready to go a little off script.

Whether that’s fronting an unexpected press conference or being invited to attend an industry event and finding myself called on stage to deliver a speech I didn’t know I was giving, preparation can only take you so far.

Plans matter, but so does adaptability, patience and the ability to read the room.

You know there’s a Hindi work “Jugaru” which means resourceful or inventive and being able to find creative solutions which is often applied in business.

And that applies not only to doing business in India, but also across business more broadly.

Resilience – especially when trading across borders – is absolutely essential. It needs to be built into your business plan, supply chains and market strategy.

Because as we’ve seen in recent years, a single decision can turn global trade on its head.

How you respond when that happens can be the difference between success and failure.

Relationship first, then the deal

India is a relationship-driven market. People are generous with their time, and there is no such thing as a 10-minute power meeting.

You sit down. You talk. You may share a meal or attend a celebration, even a wedding. Then you meet again and perhaps several more times after that.

To an Australian business accustomed to moving quickly, some of those early conversations may appear unrelated to the deal at hand. But your prospective partner is getting to know you, understand you and decide whether they can trust you.

Once that mutual trust is established, it creates the bedrock for finding a solution that works for both sides.

A trade agreement can reduce tariffs and make market access easier, but it cannot build the relationship for you.

Approach India with precision

The biggest mistake a WA business can make is to see India as one big, uniform market.

What sells in one state or city may have little relevance elsewhere.

If you’re a small business, don’t be discouraged by India’s market dominance. It will come down to whether you choose the right segment and partners.

That’s why I advise businesses to go narrow and deep, rather than wide and shallow.

Be clear about where your product fits, who needs it and which relationships will help you enter the market.

India is looking to strengthen its food, energy and knowledge security, and WA has capability across all three.

So, I advise those WA businesses in food and agriculture, mining equipment and technology, renewable energy, advanced manufacturing and education, if India is not on your radar – it probably should be.

We can help you do business across borders. Get in touch.

If you are looking for support or advice in business, investment or trade, contact our experienced International Trade Services team at [email protected].