Because of the growing emphasis on sustainability and the growing global environmental concerns, companies in emerging economies are increasingly aiming to export their sustainable products. However, these environments present unique institutional, structural, and strategic challenges on the path to international markets. To objectively examine the barriers and strategies that facilitate the globalization of sustainable products from emerging markets, this study examines the case of Khadi India, a heritage-driven company with roots in India's sociopolitical and cultural past. The study explores a range of issues, from regulatory complexity, cultural dissonance, and low brand equity to resource scarcity, supply chain inefficiencies, and capability gaps, using a qualitative case study approach that includes semi-structured interviews with significant organizational stakeholders and a careful audit of secondary sources. Drawing from theoretical frameworks such as the Triple Bottom Line paradigm, Institutional Theory, Transaction Cost Economics, and the Uppsala Internationalization Model, the study demonstrates that to overcome internationalization challenges, digital innovation, sustainability branding, institutional alignment, and strategic localization are crucial.. The findings offer crucial new insights into how resource-constrained companies may employ adaptable, situation-specific strategies to navigate the complexities of global marketplaces. This study contributes to the corpus of knowledge on international business and sustainable development by shedding light on the little-known experiences of developing market companies. For corporate leaders, development specialists, and legislators who wish to advance fair and sustainable global trade, it also offers helpful suggestions.