India’s makhana industry is gaining international traction, but a question remains for domestic consumers: why does a traditional Indian food often carry a premium price tag in the very country that produces most of it?

India exported 7,264.89 metric tonnes of makhana and makhana products in FY 2025–26, valued at approximately ₹192.96 crore, according to government data. With demand expanding across international markets, the opportunity extends beyond exporting the raw product to developing branded snacks and other value-added foods. 

Why does makhana cost so much?

Unlike many conventional crops, makhana requires labour-intensive harvesting and specialised processing. Its seeds are collected from ponds or cultivated fields, cleaned, dried, roasted and popped through a process that has traditionally depended on skilled workers. The seeds also undergo multiple stages of handling before becoming the white, puffed product consumers recognise.

Research by the Indian Council of Agricultural Research has highlighted the demanding nature of this process, while value-chain studies identify processing, grading, packaging, transportation and intermediary margins as contributors to the final retail price. The conversion from raw seed to popped makhana also means that considerably more raw material is needed to produce a kilogram of the finished product.

Premium packaging and branding add another layer to the price. As makhana enters organised retail and health-focused snack categories, flavoured varieties, smaller consumer packs, marketing and distribution can increase what shoppers pay. However, the extent of each cost depends on the product, quality and route to market.

Rising demand is another factor. Government data indicates that average makhana prices increased from around ₹500 per kilogram in 2020–22 to nearly ₹1,250 in 2025, while production grew by only 4–5% between FY 2021–22 and FY 2024–25. This points to a supply response that has struggled to keep pace with growing demand.

The opportunity lies beyond raw exports

India’s next challenge is to capture more value from its production advantage. Selling bulk makhana can open international markets, but processing, flavour development, quality standardisation and branding can create additional revenue opportunities for Indian businesses.

A July 2026 shipment of value-added flavoured makhana from Bihar to Canada demonstrated this potential. According to the government, the initiative enabled associated farmers to realise over 50% higher returns through value addition and improved market access. 

Yet, value addition must extend beyond the retail shelf. Better processing infrastructure, improved productivity, stronger farmer-producer organisations and more direct links between growers, processors and buyers could help distribute the gains more widely.

For consumers, the question is not simply whether makhana is worth its price, but what that price represents. For the industry, the bigger opportunity is to build a value chain in which export growth, product innovation and better farmer returns progress

The government of India is considering handing over Chennai and Kolkata airports to private companies under the Public-Private Partnership (PPP) model through long-term leases. The proposed move aims to upgrade airport infrastructure, improve passenger services and bring operations closer to international standards. The Union Ministry of Civil Aviation is examining the proposal, which could add the two airports to the list of major Indian airports managed by private operators, including Delhi, Mumbai, Bengaluru and Hyderabad.

Under the proposed arrangement, private companies would manage day-to-day operations, shops, restaurants and infrastructure development. However, air traffic control and security would remain under the direct control of the Centre, according to sources in Delhi.

The proposal comes amid growing calls for improved airport infrastructure and passenger services. The Tamil Nadu government has long pushed for better service quality, improved passenger facilities, increased air traffic capacity and stronger cargo handling capabilities at Chennai Airport.

What Could Change for Passengers?

Private participation could bring fresh investment, improved terminal facilities and more efficient airport operations. Passengers could benefit from better seating, cleaner washrooms, upgraded baggage systems, improved food and retail options, and faster check-in and security processes.

For Chennai Airport, additional infrastructure capacity could also help address operational bottlenecks and improve passenger movement. Better cargo facilities and airside infrastructure could support the airport's ability to handle growing traffic. However, these improvements are not guaranteed. The overall benefits would depend on the investment commitments, operational standards and service requirements included in the final agreement.

Will Airport Charges and Retail Prices Increase?

One of the major concerns surrounding airport privatisation is its potential impact on passenger expenses. Airport charges, including the User Development Fee (UDF), are subject to regulatory oversight, while airport-related costs can also influence airline operating expenses and, in turn, ticket prices.

Private operators may also look to increase revenue through restaurants, cafés, retail outlets, parking and other commercial services. While this could introduce more brands and improve the shopping and dining experience, higher commercial rents and concession fees could push up prices for passengers.

The impact on businesses operating inside the airports could also vary. Established brands may benefit from better retail spaces and increased passenger spending, while local food businesses and smaller retailers could face challenges if rents and contract terms favour larger operators.

Balancing Investment with Passenger Interests

The success of the proposed PPP model will depend on how effectively passenger interests are protected alongside commercial objectives. Clear service standards, transparent airport charges, reasonable prices for essential food and travel items, and regular passenger satisfaction reviews could help ensure that infrastructure improvements translate into real benefits. Providing opportunities for local food brands, retailers and cultural businesses could also help Chennai Airport showcase Tamil Nadu's identity while supporting smaller enterprises.

Ultimately, private participation could improve Chennai and Kolkata airports, but better facilities should not come at an unreasonable cost to travellers. The key test will be whether passengers experience shorter queues, improved services and better infrastructure without facing disproportionate increases in airport fees and retail prices.

India’s tourism industry is preparing for a significant expansion. Hotels are entering new markets, pilgrimage destinations are attracting investment, and wellness tourism, meetings and conferences, and experiential travel are widening the industry’s scope. But there is a problem beneath this growth story: who will be available to deliver these experiences?

According to a September 2026 report by CBRE Research, India’s tourism industry could face a shortfall of approximately 11 million workers by 2035. The report identifies gaps in specialised skills, employee retention and training capacity, particularly in Tier-II and Tier-III cities.

The projection raises a question for an industry focused on expansion: is workforce development keeping pace with the creation of new hospitality infrastructure?

More Hotels, But Where Are the People?

The challenge extends beyond recruiting front-office executives, chefs and housekeeping staff. As tourism diversifies, the industry needs people trained for specialised roles in wellness, MICE (meetings, incentives, conferences and exhibitions), cruise tourism and guided heritage experiences. These segments require capabilities that may not be adequately covered by conventional hospitality training programmes. 

Geography adds another complication. Hotel development is increasingly moving into smaller cities and emerging destinations, while much of the established training infrastructure remains concentrated in traditional centres. This creates a mismatch: new properties may open in locations where the local talent pool is not yet equipped to meet their staffing requirements.

For hotel owners, the implications are practical. Recruitment can take longer, training costs can rise, and service consistency can become harder to maintain. In an industry where guest experience depends heavily on frontline employees, staffing is not simply an HR concern; it can influence operational performance and a property's reputation.

Why Is Hospitality Struggling to Retain Talent?

The problem is not only about producing more trained workers. It is also about keeping them in the industry.

The CBRE report identifies long working hours, modest pay and perceptions of limited career prospects as factors pushing trained employees towards other sectors, including aviation, retail and business process outsourcing.

This presents hospitality businesses with a difficult cycle. Hotels invest in training employees, but when working conditions, compensation or career progression fail to meet expectations, those employees may leave. Businesses must then spend more time and resources recruiting and training replacements.

Can the industry close its skills gap through training programmes alone if the working conditions that influence retention remain largely unchanged?

The question becomes more significant as operators expand into markets where experienced hospitality professionals may already be scarce.

Is Training Keeping Pace With Expansion?

Policy initiatives offer a starting point. CBRE's report highlights proposals under the Union Budget 2026–27 to upgrade the National Council for Hotel Management and Catering Technology into a National Institute of Hospitality, alongside a pilot programme to train 10,000 tourist guides across 20 iconic tourist sites.

However, the scale of the projected workforce gap calls for coordination between educational institutions, hotel operators and policymakers. Training must reflect the skills businesses actually need, reach emerging hospitality markets and offer career pathways that encourage employees to stay.

For hotel companies, this could mean strengthening internal training, developing local recruitment pipelines and making progression from entry-level roles to supervisory and management positions more visible.

India's tourism opportunity is substantial, but expansion alone will not guarantee better guest experiences or sustainable business performance.

If the industry is building more hotels and creating new tourism destinations, workforce planning must become part of that expansion strategy—not a problem to solve after the doors open.