Bold Care Bets on Tier II & III Markets, Strengthens Intimate Wellness Portfolio 

India's manufacturing sector is undergoing a significant transformation. As global supply chains diversify and domestic consumption continues to grow, manufacturers are being pushed to move beyond traditional production models. Today, factors such as engineering expertise, product design, speed-to-market and supply-chain resilience are becoming key differentiators.

For brands operating in consumer electronics and appliances, the expectations from manufacturing partners have changed dramatically. Instead of simply assembling products, brands are increasingly looking for partners that can support product development, engineering, prototyping and large-scale manufacturing.

"LeSol today is fundamentally an engineering-led manufacturing company. The real moat in manufacturing is technology depth and engineering capability, not just having more machines," expressed Naman Shah, Managing Director & CEO of LeSol Group.

Today, LeSol operates across automotive electronics, healthcare devices, industrial systems, EV battery management systems, and consumer brands such as ReneSola and Usha Shriram.

Faster Product Development Becoming a Priority

One of the biggest changes in the industry is the growing pressure on brands to launch products faster.

According to Shah, product development timelines that once stretched between nine and twelve months are now expected to be completed within four to five months, without compromising on quality.

"The major change that we can see today is the extent to which the brands are trying to cut down the time-to-market process. Something that traditionally took them between nine to twelve months, they now require them to be completed in four to five months. But still, they want quality,” shared Shah.

He pointed out that fragmented product development processes often slow brands down, with multiple vendors handling design, prototyping, tooling and manufacturing separately.

To address this challenge, LeSol has built an integrated model where several stages of product development are managed under one roof.

"When everything sits under one roof, decisions happen faster, problems get caught earlier, and you don't lose weeks waiting for some third-party vendor to respond," Shah noted.

Engineering Takes Centre Stage

As consumer products become increasingly connected and technology-driven, engineering capabilities are becoming more important than ever.

From smart appliances and IoT-enabled devices to energy-efficient products, brands are relying on innovation and product differentiation to stand out in a competitive market.

"The role of engineering in manufacturing has fundamentally changed over the last few years. Brands are fighting for differentiation, and differentiation comes from product engineering, user experience, energy efficiency, smart features, and things that require real engineering depth," shared Shah.

He added that brands today expect manufacturing partners to contribute much earlier in the product development process, supporting everything from product architecture and embedded systems to testing, validation and scalability.

As a result, engineering expertise is becoming just as important as manufacturing capacity for companies looking to stay competitive.

Manufacturers Becoming Strategic Partners

The relationship between brands and manufacturers is also evolving.

Traditionally, manufacturers were largely focused on production and execution. Today, brands are seeking partners that can actively contribute to innovation, design improvements and product development.

"The conversation with brands has changed quite a bit even compared to three or four years ago," Shah said. "Back then, the first question was always about price. Today, the first question is usually about capability and speed."

This shift is encouraging manufacturers to invest more heavily in engineering talent, design capabilities and research and development infrastructure.

"The role of the manufacturing partner has transformed from a mere producer to a more strategic partner," Shah added. "You're part of the brand's growth engine now, not just a line item in their cost sheet."

India's Manufacturing Moment

As India positions itself as a global manufacturing hub, industry leaders believe the next phase of growth will be defined not by low-cost labour alone but by engineering excellence, innovation and end-to-end capability.

For manufacturers, the challenge is no longer simply producing at scale. It is building the ability to transform ideas into market-ready products while maintaining speed, quality and resilience.

"India is at an inflection point right now. Domestic consumption is rising, retail is expanding, and global supply chains are diversifying away from single-country dependence," concluded Shah.

As Indian malls transform from shopping destinations into experience-driven social hubs, family entertainment centres (FECs) have emerged as one of the fastest-growing categories in modern retail. At the forefront of this evolution is Timezone India, which has steadily expanded its footprint across the country while redefining how consumers engage with entertainment.

From metro cities to emerging Tier II markets, Timezone has built a robust network of gaming and entertainment destinations that cater to families, children, teenagers, and corporate groups alike. Today, the company operates 74 Timezone venues and 19 Play and Learn centres across India, taking its total footprint to 93 locations.

Experiences Are the New Retail

The role of malls in India has undergone a significant shift over the past decade. While retail once dominated mall spaces, experiences are increasingly becoming the primary reason consumers visit these destinations.

"Today's generation is not going to malls to buy things; they are going to malls to do things," said Abbas Jabalpurwala, CEO, Timezone India. "Anything barcoded can be purchased online. Experiences like entertainment, cinema and food are what people increasingly seek out, and that's exactly where Timezone comes in."

The company's venues are designed as complete entertainment destinations, offering a mix of arcade games, bowling, laser tag, VR attractions, bumper cars, party rooms and food offerings. At flagship locations such as Inorbit Mall Malad, visitors can spend hours engaging in multiple activities under one roof.

"We are creating destinations inside malls that become reasons for people to visit. Whether it's a family outing, a birthday celebration, a college group gathering, or a corporate event, we have something for everyone," Jabalpurwala explained.

Expanding Beyond Metros

While Timezone initially established itself in metropolitan markets such as Mumbai, Bengaluru, Chennai and Delhi, its growth strategy has evolved significantly over the past few years. The company has consciously moved deeper into Tier I and II markets, identifying untapped demand for quality entertainment experiences.

"We wanted to be present in most state capitals first, and over the last four to five years we have achieved that. Now we're entering the second- and third-largest cities within states," noted Jabalpurwala.

The strategy has already seen Timezone establish operations in cities such as Bhubaneswar, Gwalior, Siliguri, Rourkela, Bhopal and most recently Amravati.

According to Jabalpurwala, India still offers significant room for expansion. "We currently have around 50 white-space cities where we are not present and need to be. Most of these are Tier I and II markets, and they represent a substantial growth opportunity for us."

This expansion reflects a broader trend in Indian consumption patterns, where rising aspirations and increasing disposable incomes are driving demand well beyond traditional urban centres.

Tier II Cities Becoming Growth Engines

Tier II markets are already making a meaningful contribution to Timezone's business. "Currently, Tier II cities contribute around 20–25 percent of our revenue. However, I believe that number will continue to grow because we've only started exploring these markets seriously over the last four years," stated Jabalpurwala.

Interestingly, consumer expectations in smaller cities are becoming increasingly sophisticated. "Today, because of social media, someone sitting in a remote city knows exactly what's new and trending. We cannot offer a diluted experience in smaller markets. If you visit our store in Bareilly, you'll find games that are just as current as those in Noida or Faridabad."

This commitment to consistency has become a key differentiator for the brand.

Betting Big on Technology

The company has been an early adopter of emerging entertainment technologies, introducing several concepts ahead of the broader market. "We were among the first to bring bowling into malls, among the first to introduce laser tag, and we started installing VR attractions as early as 2018 when very few people even knew what virtual reality was," Jabalpurwala explained.

Today, Timezone is one of India's largest operators of VR-based attractions and offers several immersive experiences, including role-play virtual reality formats.

"We were the first to introduce Hologate role-play VR in India along with experiences such as Transformer VR and Arcadia. Going forward, I see AR and VR becoming a much larger part of the entertainment landscape."

What makes these technologies particularly exciting, he highlighted, is their universal appeal. "We're seeing guests in their fifties and sixties enjoying VR experiences as much as younger audiences. The appeal is much broader than people initially expected."

A Disciplined Growth Model

Unlike many retail and entertainment operators that rely on franchising, Timezone has adopted a company-owned model across all its locations.

"We only operate company-owned stores," he said. "Financial discipline, safety standards and product refreshes are critical in our business. We want complete control over the guest experience."

Expansion is also entirely self-funded. "Our growth is funded through internal accruals. On average, we open around 10 to 12 stores annually. With an investment of approximately Rs 10,000 per square foot, each store requires a capex investment ranging between Rs 9.5 crore and Rs 12.5 crore."

This translates into annual reinvestments exceeding Rs 100 crore back into the business. "We're redeploying well over Rs 100 crore every year into expansion and upgrades. That's a reflection of our confidence in the long-term potential of the Indian market."

Chasing Quality, Not Numbers

Despite operating one of the largest entertainment networks in the country, Timezone is not focused solely on aggressive expansion targets. "I don't believe in getting into a numbers race," asserted Jabalpurwala. "The moment you start chasing numbers, there's always a risk of compromising on quality."

That said, the company is approaching a major milestone. "With 93 venues already operational, our first goal is naturally to cross the 100-venue mark across Timezone and Play and Learn. We expect to achieve that milestone by 2027."

The company continues to target approximately 10 to 12 new openings annually, balancing growth with operational excellence.

"India is now our second-largest market globally after Australia, underscoring the remarkable scale and significance of our business in the country. Given the momentum we are witnessing, I am confident that India will continue to be a key growth driver for us in the years ahead,” he concluded.

As India's activewear market continues to evolve beyond fitness enthusiasts and professional athletes, homegrown brands are finding new opportunities by catering to everyday consumers seeking comfort, functionality, and affordability. Among the brands driving this shift is TechnoSport, which has built its business around a simple yet ambitious goal: making performance-led activewear accessible to a much larger segment of Indian consumers.

The brand is leveraging its manufacturing strengths, expanding retail footprint, and growing product portfolio to deepen its presence across the country. With plans to significantly expand its exclusive store network and a target of reaching Rs 1,000 crore in revenue by FY27, TechnoSport is positioning itself for its next phase of growth.

Democratizing Performance-Led Activewear

The inspiration behind TechnoSport stemmed from a gap in the Indian activewear market. At a time when performance apparel was largely dominated by international brands and premium pricing, the company identified a large aspirational consumer segment looking for quality, comfort, and functionality at a more accessible price point.

"Performance-led activewear should not remain limited to a premium audience. We saw a significant opportunity to bring activewear technology to a much wider set of Indian consumers," shared Puspen Maity, CEO, TechnoSport.

Unlike brands focused solely on sports performance, TechnoSport's approach has centered on creating products designed for Indian weather conditions and everyday lifestyles. The focus has been on delivering performance benefits that fit seamlessly into daily routines, whether consumers are exercising, commuting, travelling, or simply seeking greater comfort throughout the day.

Manufacturing as a Competitive Advantage

A major pillar of TechnoSport's growth strategy has been its vertically integrated manufacturing ecosystem in and around Tiruppur.

The brand manages multiple stages of the value chain, including fabric manufacturing, knitting, dyeing, processing, finishing, garmenting, warehousing, and dispatch. Most of its fabric production is carried out in-house, enabling tighter control over quality, production timelines, and costs.

This manufacturing depth not only supports product innovation but also provides operational flexibility as the company expands its retail footprint across the country.

"Being vertically integrated allows us to maintain stronger control over quality, speed and cost while reducing dependence on external suppliers," explained Maity.

Building a Strong Omnichannel Presence

TechnoSport has adopted a diversified retail strategy that balances traditional trade, exclusive brand outlets, and digital channels.

General trade remains the company's largest and most established channel, supported by a network of approximately 13,000 retailers across India. This widespread presence has helped the brand reach consumers across both metropolitan and smaller markets.

"Whether consumers choose to shop at a neighbourhood retailer, one of our exclusive stores, or online, our objective is to make performance-led activewear easily accessible across the country," said Maity.

At the same time, TechnoSport has steadily expanded its exclusive brand outlet (EBO) network, which currently stands at more than 50 stores. These outlets serve as important brand-building destinations where consumers can experience the company's product technologies, fabric innovations, fits, and performance features firsthand.

The online business, comprising both direct-to-consumer (D2C) operations and marketplace platforms, has also emerged as an important growth driver, helping the brand reach consumers across geographies and reinforcing its national footprint.

Aggressive Retail Expansion on the Cards

As part of its next growth phase, TechnoSport is significantly increasing its offline presence.

The brand plans to add approximately 78 to 80 new exclusive brand outlets during the current fiscal year, taking its total store count to around 128-130 outlets nationwide. According to Maity, these stores will continue to play a crucial role in strengthening consumer engagement and accelerating brand awareness.

"Exclusive brand outlets allow consumers to experience our product technology, comfort and fit firsthand. They play a very important role in building stronger consumer connections and increasing brand visibility," he said.

Beyond EBO expansion, the company also intends to deepen its presence within the general trade channel. Strengthening retailer partnerships, improving local visibility, and enhancing retailer support initiatives will remain key focus areas as TechnoSport expands into newer markets.

Deepening Focus on Core Apparel Categories

While many activewear brands are diversifying into multiple adjacent segments, TechnoSport sees substantial headroom within apparel itself.

"Apparel continues to be our biggest opportunity. We see significant scope to build deeper category leadership across men, women and kids while continuing to innovate around comfort, functionality and performance," said Maity.

Menswear continues to be the company's strongest category, but women's activewear has witnessed strong momentum in recent years and remains a major growth driver. The brand is also investing in kidswear, a relatively underpenetrated segment within the activewear category.

Beyond T-shirts and tops, the company is witnessing increasing demand across bottomwear categories such as track pants, shorts, cargo pants, and casual performance wear.

"We are seeing strong consumer response across bottomwear categories, particularly products that combine versatility, comfort and everyday usability," added Maity.

Winterwear and seasonal collections are also expected to gain greater importance as the company expands further into northern Indian markets where weather-driven demand patterns differ significantly.

The brand is evaluating opportunities in adjacent categories such as accessories and innerwear, though apparel remains the primary growth engine for the foreseeable future.

Chasing the Rs 1,000 Crore Milestone

Looking ahead, TechnoSport's long-term vision extends beyond store expansion and category growth.

At the heart of the company's strategy is its mission to democratize performance-led clothing for Indian consumers. The brand believes that activewear technology, comfort, durability, and functionality should be available to consumers across income segments rather than being restricted to premium buyers.

"The larger mission remains unchanged. We want performance-led clothing to be accessible to all consumer cohorts who need comfort, durability and functionality in their everyday lives," said Maity.

To support this vision, TechnoSport is focusing on sustainable growth driven by manufacturing excellence, deeper retail penetration, product innovation, and growing consumer adoption. It is targeting revenue of approximately Rs 1,000 crore by FY27, reflecting its confidence in the continued expansion of India's activewear market and the growing relevance of affordable performance apparel.

"Our Rs 1,000 crore target reflects the scale of opportunity we see in India. We believe this growth will be supported by our manufacturing strength, expanding retail footprint and rising consumer demand for performance wear," concluded Maity.

The Indian quick service restaurant (QSR) industry is witnessing a remarkable transformation, driven by changing consumer preferences, increasing urbanization, rising disposable incomes, and a growing appetite for global food brands. Amid this dynamic landscape, Popeyes India has emerged as one of the fastest-growing players in the country's highly competitive fried chicken segment.

Since its entry into India through franchise partner Jubilant FoodWorks, Popeyes has steadily expanded its footprint while building a strong consumer following around its distinctive Louisiana-style flavors, premium product quality, and digitally driven brand experience. Today, with more than 80 stores across the country and ambitious plans to scale further, the brand is positioning India as one of its most important growth markets globally.

"India is a very strategic market for Popeyes globally, given the scale of the opportunity, the young consumer base, and the strong affinity for chicken-led QSR formats," said Vibhor Gupta, Executive Vice President and Chief Business Officer, Popeyes India.

"The market is witnessing a growing demand for bold flavors, indulgent food experiences, and premium QSR offerings, which aligns very well with the Popeyes brand proposition. For Popeyes, India is not just another expansion market; it is one of the key long-term growth markets," he added.

Building Momentum Through Strategic Expansion

Popeyes' recent entry into Pune marks another significant milestone in its growth journey. Rather than adopting a cautious single-store approach, the brand entered the city with three outlets simultaneously across Phoenix Market City, Seasons Mall, and Elpro Mall.

"Ever since we launched in Mumbai, we had been receiving a lot of customer love and strong demand from consumers in Pune, especially through Instagram and digital channels," Gupta explained. "From a strategy standpoint, when entering a new city as a relatively young brand, visibility and awareness become extremely important. That is why it was important for us to launch with multiple stores across marquee locations rather than entering with a single outlet."

Differentiation Through Product Excellence

Competition in India's fried chicken category has intensified significantly in recent years. However, Popeyes believes its product proposition remains a key differentiator. At the heart of the brand's offering are its bold Cajun-inspired flavors, adapted to suit Indian tastes while retaining the authenticity of the global Popeyes experience. The brand's commitment to quality is reflected in its use of fresh, antibiotic-free chicken that undergoes a 12-hour marination process before being prepared using Popeyes' signature breading technique.

"For us, it starts and ends with customer love and product quality," Gupta stated. "We serve fresh chicken, not frozen; it is antibiotic-free and goes through a 12-hour marination process. We also have a unique breading and battering technique that delivers both crunch and juiciness."

Beyond food, Popeyes is investing heavily in creating an engaging dine-in experience through contemporary store designs, premium locations, and a youthful brand identity that resonates strongly with India's younger consumers.

Winning Over India's New-Age Consumer

Consumer behavior within the QSR sector has evolved rapidly over the last few years. Today's consumers are looking beyond convenience and value, seeking memorable dining experiences, bold flavors, social sharing opportunities, and brands that connect with them culturally.

Popeyes has adapted quickly to these shifts. "Consumers today are looking for much more than just convenience," Gupta noted. "They are seeking flavor-led experiences, shareable occasions, visually engaging food, and brands that feel culturally relevant and digitally connected."

This insight has driven the success of several recent product innovations, including the Hot & Messy Chicken range and Dip N' Drip Sauces, both of which have generated strong consumer engagement.

The brand's marketing strategy has also become increasingly digital-first. Recognizing that product discovery now happens through creators, short-form videos, and social media conversations, Popeyes has invested heavily in influencer partnerships and culturally relevant campaigns.

Recent collaborations with actress Rashmika Mandanna in South India and content creator Kusha Kapila have helped strengthen the brand's relevance among younger audiences while driving substantial online engagement.

Innovation Driving Repeat Consumption

Product innovation continues to play a central role in Popeyes' growth strategy. Its iconic Chicken Sandwich remains one of the strongest-performing products globally and in India, often serving as the entry point for first-time customers. Alongside this flagship offering, flavor-forward innovations such as the Hot & Messy Chicken range and Flavor Burst Burgers have resonated strongly with consumers seeking indulgent experiences.

The company also reports strong demand for bucket meals and shareable formats, particularly among younger consumers and group dining occasions.

Balancing Dine-In and Delivery

As delivery continues to reshape the food service industry, Popeyes is pursuing a balanced omnichannel strategy. While delivery has become a major growth engine, the company views physical stores as equally important, particularly in building awareness and facilitating product trials in new markets.

"Dine-in remains critical, as prominent physical locations help drive awareness, discovery, and first-time trials for a relatively young brand like Popeyes in India," Gupta explained.

At the same time, Popeyes benefits from the delivery expertise of Jubilant FoodWorks, which has built one of the country's most sophisticated food delivery ecosystems through its operations. The brand operates its own app and manages its own last-mile delivery capabilities, while also leveraging third-party aggregators to maximize reach and convenience.

Ambitious Roadmap to 300 Stores

Popeyes India is currently in an aggressive expansion phase. With over 80 operational stores nationwide, the company has outlined plans to expand to 250-300 outlets over the next three to four years.

The growth ambition goes beyond store count. The brand is also aiming to become one of the fastest food service brands in India to cross the Rs 1,000-crore revenue milestone.

While South India remains a stronghold due to consumers' affinity for chicken-based formats, Popeyes is witnessing encouraging traction across western markets, including Mumbai and Pune. Key focus regions for future growth include NCR, Bengaluru, Chennai, Hyderabad, and Maharashtra.

In India's fast-evolving FMCG landscape, where consumer preferences are shifting rapidly and competition continues to intensify, Ghodawat Consumer Limited (GCL) is carving a distinct identity through innovation, digital transformation, and a deep understanding of consumer needs. With a diversified portfolio spanning food staples, snacks, beverages, and emerging health-focused categories, the company is steadily strengthening its position as a formidable player in the sector.

"Our focus is on consistently delivering high-quality products that cater to the evolving needs and aspirations of Indian consumers," said Salloni Ghodawat, CEO, Ghodawat Consumer Limited. "We have strategically developed brands such as Star, TBH, and Coolberg to serve distinct consumer segments. This diversified approach allows us to remain relevant across a broad spectrum of consumer preferences while reinforcing trust, quality, and value."

Riding the Wave of Emerging Consumer Trends

India's Tier II and III markets have emerged as key growth engines for the FMCG industry, and GCL is actively capitalizing on the opportunities these regions present. Rising disposable incomes, growing aspirations, and increased digital penetration are transforming consumption patterns beyond metropolitan cities.

According to Ghodawat, consumers in these markets are increasingly seeking products that deliver both quality and convenience without compromising affordability. The growing influence of digital platforms has also changed how brands engage with customers.

"We are witnessing a remarkable shift in consumer behavior across smaller cities and towns. Digital adoption is enabling consumers to discover new products, compare options, and make informed choices. This has encouraged us to invest in regional marketing initiatives, vernacular communication, and stronger last-mile delivery capabilities," she explained.

Omnichannel Strategy Driving Market Expansion

The company currently reaches more than 250,000 retail outlets across India while simultaneously expanding its footprint across e-commerce and quick commerce platforms. This integrated approach ensures that consumers can access GCL products seamlessly across multiple touchpoints.

"Omnichannel distribution is no longer optional—it is critical to sustained growth," stated Ghodawat. "While general trade and modern trade remain the backbone of our distribution network, digital platforms have become significant growth accelerators. Our objective is to create a seamless shopping experience, whether consumers choose to shop offline or online."

To support this strategy, GCL has invested heavily in technology-driven infrastructure, including SAP, Sales Force Automation (SFA), Distribution Management Systems (DMS), and advanced analytics tools. These investments are helping the company improve operational efficiency, optimize inventory management, and enhance decision-making across the supply chain.

Expanding Product Portfolio and Global Presence

GCL's growth ambitions extend beyond domestic market expansion. The company is steadily increasing its international footprint, with products now available in more than 25 countries.

Looking ahead, the company plans to deepen its presence in high-growth categories, particularly health-oriented foods, better-for-you snacks, and non-alcoholic beverages. These segments have witnessed strong double-digit growth, driven by rising health consciousness among consumers.

"We see significant opportunities in categories that combine convenience with wellness," noted Ghodawat. "Consumers today are actively seeking healthier alternatives, and we are committed to developing products that align with these changing lifestyles. Our robust R&D capabilities and consumer insights help us identify emerging trends and create differentiated offerings."

The company is also exploring adjacent categories and value-added products that can complement its existing portfolio while strengthening long-term growth prospects.

Strengthening Distribution Partnerships

A key pillar of GCL's success has been its extensive distribution network and collaborative approach toward channel partners. Rather than viewing distribution solely as a logistical function, the company treats it as a strategic growth driver. GCL continues to strengthen partnerships with distributors through improved operational alignment, enhanced market support, and shared growth opportunities.

"We believe distribution partnerships are essential for building sustainable scale," she highlighted. "By leveraging technology, data-driven insights, and collaborative planning, we are creating a more agile and future-ready distribution ecosystem that benefits both our partners and consumers."

In addition to strengthening traditional channels, GCL is increasing its presence across modern trade, organized retail, and emerging FMCG formats to improve product accessibility and visibility.

Innovation at the Core

GCL has placed significant emphasis on packaging innovation, assortment expansion, and brand-building initiatives to drive consumer engagement. According to Ghodawat, packaging today serves a far greater purpose than simply protecting products. It plays a crucial role in convenience, trust-building, and shelf visibility.

"Consumers increasingly evaluate products based on the complete experience. Packaging, product quality, assortment, and brand visibility collectively influence purchase decisions and loyalty. By continuously innovating across these areas, we are able to strengthen consumer engagement and drive sustainable growth," she asserted.

Leveraging Technology and Data for Smarter Decisions

Technology has become a cornerstone of GCL's transformation journey. The company's 'Digital First' philosophy enables it to harness data and analytics to better understand consumer behavior and respond swiftly to changing market dynamics.

By integrating business intelligence tools with operational systems, GCL can track demand patterns, optimize supply chains, personalize marketing campaigns, and improve product availability.

"Our ability to make real-time decisions is significantly enhanced through data and analytics," explained Ghodawat. "The insights we derive help us personalize consumer experiences, improve operational efficiency, and stay ahead of emerging trends." The company also relies on continuous feedback mechanisms, both online and offline, to ensure products and strategies remain aligned with consumer expectations.

Preparing for the Quick Commerce Era

The rapid rise of quick commerce is reshaping FMCG distribution, particularly in urban markets where convenience and instant gratification are becoming major purchase drivers. Recognizing this shift, GCL has partnered with leading quick commerce platforms and is optimizing its supply chain for faster fulfillment and improved last-mile delivery.

"Quick commerce is fundamentally changing how consumers shop," said Ghodawat. "Categories such as snacks and beverages are particularly benefiting from this trend. By enhancing inventory visibility, demand forecasting, and supply chain responsiveness, we are ensuring that our products are available whenever and wherever consumers need them."

Vision 2030: A Rs 5,000 Crore FMCG Enterprise

As GCL looks toward the future, its ambitions are both bold and transformative. The company has set a target of achieving Rs 5,000 crore in revenue by 2030 while simultaneously advancing its sustainability agenda.

"Our vision is to establish GCL as a leading, future-ready FMCG enterprise driven by innovation, sustainability, and consumer trust," concluded Ghodawat. "We are committed to creating long-term value for consumers, employees, partners, and communities while setting new benchmarks for growth and responsible business practices."

India’s beauty and personal care market has seen an influx of brands over the past few years, but Sotrue is carving a distinct identity by focusing on innovation-led products designed specifically for Bharat consumers. Founded by Gautam Khosla, the brand has rapidly grown by addressing gaps in accessible beauty solutions while building a strong connection with women from Tier-II, Tier-III, and emerging markets.

Before entering entrepreneurship, Gautam spent over seven years in the corporate sector and had personally experienced the lack of quality grooming products available at affordable price points in India.

“Male grooming was something that I had been passionate about throughout my college and corporate days. I saw this gap in the market where Indian consumers were not offered quality products at an accessible and affordable price point. That was the opportunity we decided to solve for,” shared Gautam Khosla, Founder, Sotrue.

Expanding Beyond Male Grooming

While initially focused on men’s grooming, the company soon noticed strong traction among female consumers as well. Post-pandemic, the brand identified a larger white space in India’s beauty industry — the lack of innovative yet affordable products for women in Tier-II, Tier-III, and Tier-IV markets.

“In 2020–21, after COVID, we realised that quality innovative beauty products were available for elite and Tier-I consumers. But when it came to Tier-II, Tier-III, and Tier-IV markets — the Bharat consumer — there was a significant gap in access to quality products and global innovations,” shared Khosla.

It then shifted its focus toward democratizing beauty innovation for Bharat consumers.

Building an Innovation-led Beauty Brand

Innovation remains central to Sotrue’s product strategy. Instead of entering saturated categories like shampoos or face washes, the brand focused on underserved beauty segments.

“We were never out there to solve problems that were already solved. We wanted to innovate in underserved categories,” he explained.

Sotrue became one of the first Indian brands to launch a Made-in-India sunscreen stick at an accessible price point.

“We were the first Indian brand to crack the formulation and make sunscreen sticks available at around ₹500, while imported products retailed at nearly ₹3,000,” he said.

The company also introduced products like acne patches and hair finishing sticks early in the market, strengthening its positioning as an innovation-focused beauty brand.

Expanding Across Beauty Categories

Today, Sotrue broadly operates across four beauty categories — face, eyes, lips, and body — although the face glow segment remains its primary focus.

“In the last two quarters, we launched eye makeup products like Kohl Kajal, which is already gaining tremendous traction and has become our second bestseller,” expressed Khosla.

The company is now preparing to expand aggressively into lip and body makeup categories with skincare-infused formulations.

“Our formulations are mostly skincare-infused makeup hybrids. Traditionally, makeup is perceived as harmful or unsafe for skin. We want to change that perception by offering products that provide skincare benefits alongside makeup functionality,” he explained.

Recently, the brand also introduced a skin tint product aimed at delivering glow along with medium, buildable coverage suitable for daily wear.

Best selling categories

Although strobe creams existed globally, Gautam observed that premium international brands priced them beyond the reach of most Indian consumers.

“MAC launched Strobe Cream globally years ago, but it retailed at around ₹3,500–₹4,000. We wanted to make the concept accessible while tailoring the formulation for Indian consumers,” said Khosla.

Sotrue’s Strobe Cream combined the benefits of a primer, moisturizer, and highlighter into a single product designed for quick application and instant glow.

Standing Out in a Competitive Beauty Market

Despite intense competition from brands like Renee and others operating in the glow and makeup categories, Gautam believes Sotrue’s differentiation lies in its deeper understanding of evolving female lifestyles.

“We are not focused on products alone. We are focused on culture and empowering women. We want to add confidence to women’s lifestyles,” expressed Khosla.

According to him, while skincare routines demand consistency over months and makeup often requires expertise, Sotrue’s products are designed to simplify beauty for everyday consumers.

“We are trying to solve real lifestyle problems that have emerged because of changes in women’s lives over the last decade,” he noted.

Retail Expansion Plans

Currently, Sotrue products are available across nearly 5,000 retail touchpoints in India.

“In the next three to five years, we intend to expand to at least 50,000 retail touchpoints across beauty stores and general trade outlets,” revealed Khosla.

The company’s strongest presence currently lies in North India, followed by West, East, and South markets respectively.

“South India remains a huge opportunity for us and will be a major focus area over the next two to three years,” he added.

At present, the brand does not plan to launch exclusive brand outlets (EBOs) and instead intends to strengthen distribution through beauty retail and general trade channels.

Manufacturing and Sustainability

Sotrue currently follows an outsourced manufacturing model while working closely with contract manufacturers on formulations, sourcing, packaging, and R&D.

“We work very deeply with our manufacturing partners. In fact, our first manufacturing partner still produces most of our products,” shared Khosla.

The company has also started collaborating with some of India’s largest contract manufacturers that work with legacy beauty brands.

On the sustainability front, Sotrue follows Extended Producer Responsibility (EPR) practices related to plastic recycling and compliance.

Long-term Vision and Growth Targets

Sotrue currently operates at an annual recurring revenue (ARR) of around Rs 150 crore and is targeting significant scale over the next five years.

“In the next five years, we want to build an Rs 500 crore brand,” Khosla stated.

While online channels continue to dominate revenues, the company sees offline retail as a major future growth lever.

The broader vision, however, remains rooted in accessibility and democratization of beauty innovation.

“We want to make global beauty innovation standards available to the women of Bharat, even till Tier-IV markets. Beauty should be accessible to all — price and accessibility should never become barriers,” he concluded.

As India’s fashion market evolves rapidly, premium homegrown brands are redefining what modern retail looks like. Among the strongest players in this space is House of Rare, the parent company behind brands like Rare Rabbit and Rareism, which has steadily built a formidable presence across fashion categories while maintaining a sharp focus on omnichannel retail and customer-led design.

What began with menswear label Rare Rabbit has now transformed into a growing lifestyle ecosystem. Today, the company operates a portfolio of four brands spanning menswear, womenswear, footwear, luggage, and kidswear, with several new categories in the pipeline.

“We started with Rare Rabbit, which caters completely to men’s lifestyle apparel. Then we launched Rareism for women, followed by Rarez for shoes. We’re now launching women’s footwear this Autumn/Winter season, and we’ve already entered luggage. We also have Rare Ones for boyswear and will be launching girls' wear by Summer ’27,” said Akshika Poddar, Founder, Rareism.

The company is now preparing to deepen its lifestyle play further with fragrances, jewelry, accessories, and additional footwear categories under the Rare umbrella. “Very soon, we’re launching fragrances under Rare Fragrances. Accessories and jewelry are also part of our expansion roadmap because we want to cater to the entire wardrobe and lifestyle,” Poddar added.

Omnichannel at the Core

Long before omnichannel became an industry buzzword, House of Rare had already begun integrating its offline and online retail ecosystem. The company’s inventory is synchronized across channels, allowing consumers to shop seamlessly between physical stores and digital platforms.

“Omnichannel is something we’ve always practiced. It’s not something we adopted because it became trendy. Customers can see inventory digitally and shop online or offline seamlessly,” said Poddar.

For the company, offline retail continues to play a crucial emotional and experiential role, while digital channels provide scale and accessibility. “Offline stores are very emotional because they help build trust with the customer. You can understand how she feels and what she’s looking for — something you can’t get from just dashboards. Digital, on the other hand, offers convenience and helps us reach markets where we don’t yet have stores,” she explained.

Currently, Rare Rabbit operates approximately 201 stores, while Rareism has about 43–44 stores across the country.

Expanding Beyond Metros

While the company already has a strong foothold in metro markets, its next phase of growth is increasingly focused on Tier II and emerging cities. Interestingly, the company has observed strong acceptance of premium Western fashion across smaller cities, without needing to alter pricing strategies.

“There’s no price difference between Tier I and II markets, and we’ve seen that the acceptability is equally strong,” she noted. The brand is also leveraging multi-brand outlets (MBOs) and large-format stores (LFS) like Shoppers Stop to gauge demand before committing to exclusive brand outlets in new markets.

Markets like Raipur, Coimbatore, Mangalore, and Jalandhar have emerged as promising growth centers for the company. “Almost half our stores are in Tier II cities today, and many of these markets are performing exceptionally well,” she shared.

As part of its aggressive retail expansion strategy, Rareism plans to launch another 15 stores this year and aims to cross the 100-store milestone within the next two years.

Defining Premium Beyond Pricing

At a time when premiumisation often gets equated with high price points, House of Rare is taking a more nuanced approach to positioning. “For me, premium doesn’t mean just pricing. Premium is about quality, the feeling behind the garment, versatility, and whether the product can remain relevant in your wardrobe for years,” Poddar said.

According to her, customers today are increasingly value-conscious and willing to invest in products that deliver longevity, functionality, and emotional resonance. “The customer understands that thought process and is willing to pay for it. We’re not premium just in pricing — there’s a lot of thought that goes behind the product,” she added.

Data-Led Decision Making

Technology, consumer analytics, and data intelligence play a central role in the company’s merchandising and operational decisions. However, Poddar emphasizes that customer interaction remains the starting point. “The first step is always real-time feedback from stores — what the customer is asking for, what she’s trying on, and how her experience has been,” Poddar explained.

This qualitative insight is then supported by deep analytics across customer cohorts, repeat purchase behavior, buying patterns, and product performance. “We are extremely data-driven and tech-driven. We’re also adapting AI in ways that genuinely create efficiencies and help our teams work better, not simply because AI is trending,” she added.

Marketplace Presence and Revenue Mix

Beyond its D2C website and physical stores, House of Rare has built a strong presence across leading online marketplaces including Myntra, Nykaa, Ajio, Amazon, and Flipkart. Offline retail currently contributes around 60 percent of the company’s overall revenue, with exclusive brand outlets accounting for nearly 40 percent within that mix.

The company, however, has not yet entered quick commerce, though it is actively evaluating the opportunity. “I think quick commerce definitely makes sense for certain categories. Consumers today want convenience and speed, especially working women who may not have the time to shop extensively,” Poddar observed.

Controlled Retail Strategy

Unlike many brands aggressively pursuing franchise-led growth, House of Rare continues to favor company-owned stores to maintain consistency in brand experience. “Almost all our stores are company-owned. We may explore franchising in markets where we don’t have enough understanding or presence, but generally we prefer running stores ourselves because the soul of the brand remains intact,” Poddar said.

The company has raised only one round of external funding so far, after initially building the business entirely bootstrapped. “It’s been about a year and a half since we raised our first and only round of funding, and it has been a great partnership so far,” she shared.

Founded under the legacy of N. Ranga Rao & Sons Group, the owner of  Cycle Pure Agarbathies,  IRIS Home Fragrances has evolved from a traditional fragrance business into a modern home fragrance and sensory experience brand. Leveraging decades of expertise in fragrance creation, the brand  is now strengthening its presence across retail, hospitality, quick commerce, and wellness-focused categories.

“Through Cycle Pure Agarbathies, we have reached millions of Indian households and puja rooms. My idea was to leverage our strength in fragrance creation and brand building to go beyond puja fragrances and create fragrances for homes, different living spaces, and occasions. That was the inspiration behind IRIS Home Fragrances,” expressed Kiran Ranga, Director, IRIS Home Fragrances. 

Today, IRIS has positioned itself beyond functional air fresheners by focusing on home décor aesthetics and complete sensory experiences.

Highest-Selling Categories and Product Innovation

Over the years, IRIS has introduced several fragrance delivery systems in India, including reed diffusers, fragrance vaporizers, potpourri, aroma candles, ultrasonic misters, and app-controlled air diffusion systems.

Aroma candles currently remain the highest-selling category for the brand, followed by reed diffusers, fragrance vaporizers, and oil diffusers. During festive periods, gifting categories and curated gift sets also witness strong traction.

Recently, the company introduced advanced air diffusion systems in three formats — wall-mounted devices, tabletop devices, and floor-standing devices. These systems diffuse fragrance through air pressure, which means there is no solvent and no heat involved, making them safe for children and pets. They can also be controlled through an app, allowing consumers to switch them on or off remotely. 

Apart from home fragrances, the company is also expanding into wellness-led categories through IRIS Aromatherapy.

“Through IRIS Aromatherapy, we are looking at entering wellness-focused categories including bath and body products as well as specialized aromatherapy solutions,” said Ranga.

Highlighting the role of technology in the future of home fragrances, he added, “As AI evolves, we can start integrating fragrances and moods also. The future is going to integrate technology and human wellness in fragrance delivery systems. The devices are designed aesthetically and resemble premium home speakers.”

Expanding Retail Footprint Across India

IRIS has expanded alongside the evolution of organized retail in India and currently has a strong presence across home décor stores, hypermarkets, wellness stores, gifting outlets, and modern trade formats.

“We evolved alongside the Indian retail ecosystem. Our products fit naturally within home décor environments, which is why we are present across most major home décor chains in India,” shared Ranga.

Today, the company’s retail footprint spans around 8,500 stores across India, with plans to scale this to nearly 14,000 stores over the next year.

“We are seeing people buying more refills. Even today, if you walk into the households of your friends or family, you will see these products being used as opposed to three or four years ago,” he added.

In the mass merchandise segment, IRIS is present across retailers such as DMart and Reliance. In the home improvement category, the brand has a presence across Home Centre, Home Stop, Praxis, and At Home.

The company is also present in health and wellness-focused retail formats including Health & Glow and Nykaa, while simultaneously strengthening its presence across general trade channels like gifting stores, crockery stores, organic stores, flower shops, and bookstores.

International Expansion and Revenue Split

Beyond India, IRIS has built a growing international presence across the Middle East, North America, and Europe.

“Currently, around 35 percent of our revenues come from international markets, while 65 percent comes from domestic business,” said Ranga.

According to him, markets such as the US, UK, France, and Germany offer strong future growth opportunities for the brand. When it comes to sales channels, offline retail continues to contribute the majority of revenues.

“Currently, around 60 percent of our revenues come from offline channels and 40 percent from online,” he stated.

In the online channel, quick commerce has emerged as a major growth driver, especially within the gifting segment.

Staying Relevant Through Innovation and Sustainability

IRIS has played a pioneering role in building the home fragrance category in India by creating quality and safety benchmarks in a previously unorganized segment.

“We have played a key role in creating the home fragrance category in India. Since the category was new, there were no established quality benchmarks, so we created our own standards around fragrance quality, accessories, safety, and design,” he explained.

The company’s in-house fragrance development capabilities also allow it to adapt quickly to evolving consumer preferences and continuously refresh fragrance offerings. Alongside innovation, sustainability remains a major focus area for the company. IRIS is registered with IFRA (International Fragrance Association), and all its fragrances comply with IFRA standards.

“As an organization, we are carbon-neutral certified and actively work towards offsetting our carbon footprint,” said Ranga.

The company also holds certifications including Great Place to Work, Fair for Life, and SEDEX certification for social compliance, security compliance, and product safety. Additionally, IRIS operates an NABL-accredited laboratory to ensure compliance with global safety standards.

Growth Targets and Long-Term Vision

Looking ahead, IRIS is targeting annual growth of 30–35 percent over the next two to three years while aiming to strengthen its leadership position within the home fragrance category.The company is also implementing technology-led operational upgrades through ERP systems, professional management structures, AI integration, and sustainability-focused initiatives, including its long-term goal of becoming plastic-free.

“Our goal is to continue being the leading player in the home fragrance market. We want our products to be used and enjoyed by consumers every day,” concluded Ranga.

Founded in 2017, Nasher Miles entered the luggage market with a simple yet sharp insight — while the fashion and lifestyle preferences of millennials and Gen Z consumers had evolved rapidly, luggage remained largely unchanged. Dominated by legacy players and limited design options, the category lacked products that reflected the personality and individuality of modern travellers. Recognising this gap, Abhishek Daga, Lokesh Daga, and Shruti Kedia Daga launched Nasher Miles, a design-first, affordable premium luggage brand focused on colours, functionality, and self-expression.

“We wanted to create a luggage brand for the new-age customer — colourful, design-first, and expressive. The luggage becomes an extension of the customer’s personality,” expressed Shreya Kedia Daga, Co-Founder, Nasher Miles.

Today, Nasher Miles has evolved into an omnichannel brand with a presence across both online and offline touchpoints. The company has also expanded its portfolio to include backpacks, messenger bags, duffel bags, and other travel accessories.

Retail Presence

Nasher Miles currently operates around six exclusive brand outlets (EBOs), including stores at Phoenix Palladium Mumbai, Capital Mall Vasai, and Palladium Ahmedabad. Apart from its EBOs, the brand is available through nearly 600 multi-brand stores across the country and also has a presence in modern trade outlets.

The brand continues to remain predominantly online-driven, with a strong presence across major marketplaces and quick commerce platforms.

“Around 70 percent of our sales come from online marketplaces and D2C, 20 percent from offline retail, and 10 percent from quick commerce,” noted Daga.

Expansion Plans

This year, the brand’s focus is on profitable growth. It plans to expand its EBO footprint primarily through the franchise route.

“We are looking at popular malls in metro cities, especially suburban locations in the top four metros. We are also considering expansion into other metro cities and select Tier-II markets,” shared Daga.

High-Selling Categories

Luggage is the biggest category for Nasher Miles, followed by backpacks. The brand is investing heavily in expanding its backpack portfolio with new designs.

“Apart from that, we also offer duffel bags, messenger bags, sling bags, laptop sleeves, pouches, and several travel accessories. Accessories are a key focus area for us right now,” said Daga.

Launching Harry Potter Collection

Nasher Miles recently launched a Harry Potter collection in collaboration with Warner Bros..

“The Harry Potter series resonates across millennials, Gen Z, and even younger audiences. This collaboration aligns well with our brand identity, and if future collaborations make sense from a brand perspective, we are open to exploring them,” expressed Daga.

Differentiation and Pricing

Nasher Miles is known for being one of the most colourful luggage brands in the market. Customers appreciate the brand for its designs, product quality, and affordability. The company positions itself in the affordable premium segment, competing with brands like American Tourister and Skybags.

“Our cabin luggage starts at around ₹2,000–₹2,400, while larger suitcases go up to ₹3,500. Backpacks and school bags start at around ₹1,500, and corporate backpacks can go up to ₹3,500,” shared Daga.

The brand also plans to expand the Harry Potter collection further with more products in the coming months.

“Customers can also expect many new backpack designs, messenger bags, laptop sleeves, pouches, and a stronger accessories portfolio overall,” she added.

Manufacturing and Design

Nasher Miles has a strong and experienced in-house design team. On the manufacturing front, the brand has significantly invested in the Make in India initiative over the last two years.

“Earlier, none of our products were made in India, but today we are 100 percent Made in India and work with factories across the country,” expressed Daga.

Long-Term Vision

Nasher Miles is targeting profitable growth and systematic offline expansion, alongside scaling its backpacks category.

“Our focus remains on building a profitable, design-led travel accessories brand for the new-age consumer,” concluded Daga.

Founded over 100 years ago, Society Tea began as a retail tea trading business in Mumbai and has since evolved into a diversified tea and beverage brand. Over the years, the company adapted to changing consumer preferences and introduced packaged tea offerings to cater to evolving shopping habits and convenience-led consumption.

Today, Society Tea continues to operate its traditional tea retail business while expanding across multiple tea consumption formats. The company has built a strong presence in the instant tea and premix categories. Currently, the brand is present across more than 100 modern trade chains.

“Our goal is to be present in every avenue related to tea consumption,” said Karan Shah, CEO, Society Tea, is a fourth-generation entrepreneur leading the legacy family-run business.

Product Offerings

Society Tea operates across a wide range of categories including premixes, loose tea, packaged tea, iced teas, and instant tea products.

“Society packaged tea continues to be our highest-selling category. We are very bullish on the iced tea category. We also plan to introduce more innovation in the instant segment, where we already have a strong presence,” Shah said.

Standing Out in the Market

According to Shah, Society Tea has remained relevant in the highly competitive tea and beverage market by maintaining a young outlook towards emerging trends while focusing strongly on innovation, communication, and quality control.

“Three members of our family are tea testers, and we are deeply involved in every aspect of the business. We are extremely meticulous about consistency, quality, and the way the brand is presented to consumers,” he added.

Manufacturing and Sourcing

Innovation in manufacturing and product development continues to be a key growth pillar for Society Tea, which positions itself as a 100 percent Assam tea brand. The company manufactures products in state-of-the-art facilities designed to maintain high hygiene and quality standards.

“We follow an untouched-by-hand manufacturing process where the raw material moves through the entire production cycle without human contact until packaging. Hygiene and quality are extremely important to us because these are products consumed by our own families as well,” Shah highlighted.

Domestic and Global Retail Presence

Domestically, Society Tea is present in more than 100 cities through online channels and quick commerce platforms. Internationally, the brand has a presence in the Middle East and parts of the United States. It also works with Indian distributors across global markets with a significant Indian consumer base.

“Mumbai, Pune, and Bengaluru contribute significantly to our business, with Mumbai being our strongest market where we are market leaders. At the same time, we are actively expanding into other tier-one cities as well. Currently, we are present in over 35 Tier I cities,” shared Shah.

While offline retail continues to dominate due to the company’s strong traditional trade network, online channels have significantly expanded the brand’s reach and accessibility.

Expansion Plans

Going forward, Society Tea aims to strengthen its presence across metro cities in India. The company is also focusing aggressively on expanding its QSR (Quick Service Restaurant) business while continuing to build its traditional retail and online presence.

On the international front, the brand is targeting select European markets as part of its global expansion strategy.

“Our philosophy is simple — wherever there is an Indian consumer, we want Society Tea to be available,” Shah concluded.