Fablestreet's Leap into the World of Offline Retail

The spark that lit Kettle Studio’s global journey was more than just a love for snacks—it was a daring idea to infuse Indian culinary artistry with international flavor icons. This vision came to life spectacularly through a collaboration that turned heads and tantalized taste buds: Kettle Studio x Tabasco. Together, they crafted a snack that didn’t just blend spice and crunch—it blended cultures, traditions, and expectations.

For Kettle Studio’s founder, Tushar Parekh, this was not merely a product launch. It was a statement of intent: that Indian snacks can have their hold on a global stage, not by diluting their identity, but by elevating it. 

Tushar Parekh, Founder, Kettle Studio said, “It is been an exciting ride — starting with kettle-cooked chips, we have grown to a presence in 20 countries, launched innovative products like air-fried chips, and forged collaborations like Tabasco. The journey has been about pushing boundaries, learning from consumer feedback, and steadily building a brand that stands for quality and innovation.

Market Positioning and Global Ambitions

Kettle Studio strategically positions itself at the intersection of premiumization and innovation within the Indian FMCG sector. 

Tushar explained, “Indian brands have evolved significantly in the FMCG space, with innovation, premiumization, and global collaborations driving their success. At Kettle Studio, we’re blending artisanal craftsmanship with world-class flavors to cater to an increasingly discerning audience, both in India and abroad.”

The brand has made substantial inroads internationally, with a presence in 20 countries and a clear roadmap to expand to over 100 countries within the next five years.

He further added, “Indian brands are now competing on quality, innovation, and storytelling—factors that resonate globally. With growing international demand for authentic, gourmet Indian products, the time is ripe for homegrown brands to take center stage.”

The Tabasco Collaboration and Upcoming Launches

The partnership with Tabasco was born out of a shared commitment to bold flavor and authenticity. The collaboration has been positively received by Indian consumers, elevating the brand’s profile and reinforcing its premium positioning. 

“Collaborations with iconic brands like Tabasco also help us tap into proven flavor profiles while adding our own twist. We listen to our urban, adventurous consumers and test bold combinations to ensure every bite feels exciting, unexpected, and distinctly Kettle Studio,” Tushar elaborated. 

Looking ahead, the brand continues to explore similar partnerships and is set to introduce more globally inspired flavors to keep pace with evolving consumer preferences.

Differentiation in the Premium Segment

In the premium snacking category, Kettle Studio competes by blending globally relevant flavor profiles with India-centric culinary sensibilities. The use of premium ingredients, unique textures, and small-batch processing techniques allows the brand to cater to consumers who demand indulgence with authenticity. 

Tushar pointed out, “The premium snacking category has long been dominated by international giants, but Indian brands like Kettle Studio are reshaping the market. Our strength lies in globally relevant flavors, small-batch craftsmanship, and premium ingredients — something global brands which chase the masses just cant cater to.” 

Digital Strategy 

The D2C retailing channel plays a vital role in the brand’s distribution strategy. It enables Kettle Studio to directly connect with consumers, gather real-time feedback, and showcase its entire product portfolio.

“Online retail is crucial — it amplifies our reach beyond physical borders, supports our global ambitions, and caters to urban consumers who value convenience and variety. It is a key driver in building brand loyalty and scaling our presence efficiently,” The Founder mentioned. 

E-Commerce and Quick Commerce Penetration

“We are active in e-commerce, leveraging platforms to reach a wider audience across India and beyond. Quick commerce is a natural fit for our urban, on-the-go consumers who crave instant access to premium snacks,” Tushar commented. 

The brand is optimizing for fast delivery models while also planning to enter international online marketplaces, aligning with its 100-country expansion vision.

Meeting Urban Consumer Expectations

Kettle Studio responds to changing consumer behavior — particularly in urban markets — through a combination of clean-label product development, premium ingredient sourcing, and a focus on texture and flavor innovation. 

“At Kettle Studio, we stay ahead of evolving tastes by blending clean-label transparency, global flavor innovation, and healthier indulgence—because every bite should be honest, exciting, and deeply,” Tushar stated.

Products such as air-fried chips with 50 percent less fat demonstrate the brand’s responsiveness to health-conscious indulgence.

Innovation and the “Better-for-You” Trend

“Flavor innovation is indeed our heartbeat, “ Tushar commented. The brand’s product development strategy centers on constant experimentation and keeping a close watch on global food trends. 

Moreover, collaborations with iconic global brands enable Kettle Studio to integrate established taste profiles with local flair while continuously iterating on health-forward offerings that retain premium indulgence.

Tushar pointed out, “Our team experiments relentlessly—whether it’s fusing Thai Sweet Chilli with Lime and Basil or crafting a Mature Cheddar and Red Onion blend. Collaborations with iconic brands like Tabasco also help us tap into proven flavor profiles while adding our own twist.”

5-Year Roadmap

In the next five years, Kettle Studio aims to become a global Indian snacking brand. With a roadmap built on international expansion, strategic flavor innovation, and consumer-centric product development, the company is positioning itself as a disruptor in the premium FMCG category. 

“Our expansion plans include deepening our presence on major e-commerce platforms, optimizing for quick-commerce delivery, and exploring international marketplaces to support our goal of reaching 100+ countries. We’re committed to making Kettle Studio accessible wherever snack lovers are,” Tushar concluded. 

Inspiration doesn’t always strike in boardrooms — it often arises from quiet moments of empathy. For Ganesh Sonawane, the spark behind Frido was not born from market trends or spreadsheets but from designing a wheelchair for a Paralympic athlete while working at Arcatron Mobility. What began with a modest Rs 15 lakh investment has now evolved into a benchmark for ergonomic wellness and mobility solutions across India.

Ganesh Sonawane, Co-Founder and CEO of Frido, shared, “In the D2C ergonomic and mobility solutions segment, we are among the most visible and trusted names. Our contribution lies in creating awareness, pushing innovation boundaries, and making dignified mobility more mainstream.”

D2C and Omnichannel Synergy

“Being a D2C-first brand gave us complete control over the consumer journey—from product development to feedback loops. That foundation helped us build trust and agility,” Ganesh explained.

The brand has since matured into a robust omnichannel presence, with availability on its website, marketplaces like Amazon and Flipkart, and even quick commerce platforms such as Blinkit, Zepto, and Swiggy Instamart. Frido is now present in over 1,000 retail outlets across India.

A significant milestone in this journey is the upcoming launch of Frido’s first experiential store in Pune.

He further added, “The space will go beyond traditional retail. It will offer consultations with licensed podiatrists, free foot scanning using the world’s fastest foot scanner, and detailed GAIT analysis. Based on each individual’s foot profile and mobility needs, we’ll recommend the right Frido products—making the experience both personalised and medically relevant.”

Target Markets and Demographics

Frido primarily targets a pan-India audience, with a significant focus on Tier I cities. Ganesh explained, “These markets have shown early adoption of wellness-driven, ergonomic products and a higher awareness of overall health.”

However, the brand is actively expanding into Tier II and III markets through both online and offline efforts, recognising the untapped demand in these regions.

Frido’s audience spans a wide range—from individuals with medical mobility needs to those simply seeking everyday ergonomic comfort.

“Our products are designed for people looking for comfort while sitting, sleeping, or walking. We communicate with our audience by focusing on practical and everyday solutions that improve daily life and provide lasting comfort,” he added.

Product Portfolio and Differentiation

Frido’s catalogue boasts over 422 SKUs across categories such as mobility aids, ergonomic footwear, orthopaedic cushions, and smart seating solutions.

Ganesh noted, “Frido’s USP lies in delivering smart, ergonomic solutions that solve real, everyday problems—whether it’s back pain, poor posture, long hours of walking, or mobility-related needs. All our products are research-backed, clinically aligned, and thoughtfully designed for Indian consumers.”

One of its standout offerings is the Wedge Plus Cushion, which continues to be the top revenue contributor.

Sales Channel Contributions

Frido’s website contributes nearly 70 percent of total sales, highlighting the brand’s strong D2C connection.

E-commerce and quick commerce platforms contribute another 25 percent, enabling convenience-driven purchases, while offline retail currently represents about 5 percent of revenue.

“Offline retail, though a smaller share, plays a strategic role in visibility and customer trust. This balanced mix allows us to stay agile and meet consumers across various purchase moments,” Ganesh pointed out.

Growth, Revenue, and Vision

With a triple-digit year-on-year growth rate, Frido has surpassed Rs 200 crore in annual recurring revenue (ARR).

“This year, we are focused on sustaining that momentum by deepening our product portfolio, entering adjacent categories like footwear, and strengthening our retail presence—both online and offline,” Ganesh shared.

Product Innovation and Launch Roadmap

Frido has recently expanded its product catalogue with new additions including Frido Baby Shoes, the Shower Chair Pro, Mouse Wrist Support, and the Cervical Butterfly Pillow.

“We are constantly innovating to address everyday comfort and mobility needs,” Ganesh said.

Upcoming innovations will further strengthen the brand’s position in the footwear and foot-health categories, leveraging its existing success with insoles.

He added, “We are actively expanding into the footwear category, with several new products focused on solving foot-related issues through ergonomically designed solutions. This is a natural progression for us, considering the success of our insoles. We see immense potential in offering daily-wear footwear that blends comfort, science, and style.”

Driving Mobility Awareness in India

Frido is spearheading efforts to make mobility aids a mainstream topic in India. From launching the country’s first travel-friendly shower commode wheelchair to developing smart recliner beds, GAIT-analyzed footwear, and pressure-relief cushions, the brand is reshaping how India views and adopts mobility solutions.

“We’re contributing to the category’s growth by identifying lifestyle gaps and introducing products like Indian-to-Western toilet converters, electric wheelchairs, recliner beds, walking sticks, and pressure-relief cushions. Our goal is to offer premium, well-designed solutions at accessible prices—available both online and offline,” Ganesh commented.

Frido’s Five-Year Roadmap

The brand’s long-term vision is to become a global leader in ergonomic solutions.

“By leveraging global partnerships and local distribution networks, we aim to make Frido products accessible to millions worldwide. We also plan to expand our product range, integrate advanced technologies, and cater to a broader spectrum of needs,” Ganesh concluded.

Frido has already begun its expansion into the UAE, with the US and UK markets next on the horizon.

Celebrating 25 years of operations in India, Acer has not only witnessed the country’s digital evolution but has actively shaped it. From being one of the earliest brands to champion personal computing and gaming in India to venturing into lifestyle electronics and AI-powered solutions, Acer has firmly positioned itself as a future-forward brand. The company’s journey has been marked by key milestones that underline its commitment to innovation, accessibility, and sustainability.

Shaping the Digital Future of India

“Acer’s journey in India over the last 25 years reflects our focus on relevance, resilience, and responsibility,” said Sudhir Goel, Chief Business Officer, Acer India. “From introducing high-performance gaming PCs to enabling tech-driven classrooms, we’ve grown with India’s digital aspirations.”

Indeed, the brand has been at the forefront of India’s gaming revolution, offering powerful gaming laptops to a rapidly expanding community of enthusiasts. Its efforts in supporting education through interactive smart classroom solutions have also made a tangible impact on tech-enabled learning across schools and institutions.

Acer’s diversification into enterprise and government computing through its Altos range has further strengthened its role in building critical digital infrastructure. Additionally, the company has entered the consumer lifestyle segment with Acerpure, a range of smart home appliances that reflects the growing demand for connected living in India.

Expanding Horizons: From PCs to Lifestyle Technology

Driven by a vision to deliver holistic technology experiences, Acer has gone beyond personal computing. “Our expansion into lifestyle electronics is rooted in our commitment to innovation and the evolving needs of modern consumers,” noted Goel. “We’re not just selling devices; we’re delivering smarter living solutions.”

The launch of Acerpure marked a significant move toward creating healthier and more efficient living environments. The product line includes air and water purifiers, smart TVs, vacuum cleaners, air fryers, and ACs—all built to deliver comfort, connectivity, and control to Indian homes. By complementing its computing lineup with smart home solutions, Acer is building an integrated tech ecosystem that spans work, learning, and home life.

A Robust Product Portfolio

Today, Acer’s offerings span across laptops, desktops, monitors, tablets, gaming devices and accessories, servers, AI-powered systems, and lifestyle products under Acerpure. This diverse portfolio caters to students, professionals, gamers, businesses, and homeowners alike.

Goel adds, “We are constantly investing in AI-driven computing, which we believe is the future. Our upcoming launches will focus on sustainability, intuitive user experiences, and cutting-edge design across categories.”

Retail Expansion and Experiential Stores

With the opening of its 250th exclusive brand store in Delhi, Acer is on track to exceed 300 stores across India by early 2025. This aggressive retail expansion reflects Acer’s push to enhance physical customer engagement.

“Our retail strategy is all about experience,” explained Goel. “These stores are not just sales points; they’re immersive hubs where customers can explore our entire ecosystem hands-on and receive expert assistance.”

In addition to exclusive outlets, Acer has partnered with leading chains such as Croma and Vijay Sales, and continues to strengthen its presence through multi-brand outlets and authorized resellers. This hybrid approach ensures greater accessibility and personalized service across geographies.

Capturing Growth in Smaller Cities

Recognizing the increasing digital appetite in smaller markets, Acer is actively investing in Tier II and III cities. “These regions are seeing a surge in demand for gaming, education tech, and remote working tools,” stated Goel. “They now contribute significantly to our overall revenue and are vital for our growth.”

To tap into this opportunity, Acer is customizing its product offerings, strengthening service infrastructure, and building region-specific marketing strategies to resonate with the aspirations of consumers in these fast-growing cities.

E-Commerce and the Omnichannel Advantage

While Acer’s physical stores drive experience-based engagement, the brand’s e-commerce strategy ensures nationwide accessibility. Acer has a strong presence on Amazon and Flipkart, leveraging these platforms to reach tech-savvy consumers seeking convenience and speed.

“E-commerce is a vital pillar of our growth,” Goel affirmed. “It allows us to serve customers across India, especially those without easy access to physical retail. Our digital-first approach is helping us bridge this gap effectively.”

By maintaining a balanced omnichannel strategy, the brand ensures that both online and offline touchpoints offer a consistent and engaging brand experience. “We’re also exploring innovations that will further enhance omnichannel shopping—whether it’s virtual product demos, live chats with experts, or faster fulfillment through local hubs,” he shared.

A Vision for the Next Five Years

As Acer steps into its next chapter, the brand is poised to lead in several strategic areas: AI-led innovation, immersive gaming, smart home expansion, and deeper regional penetration. Local manufacturing—supported by India’s Production Linked Incentive (PLI) scheme—will also play a key role in Acer’s roadmap.

“Our vision is aligned with India’s digital and green economy goals,” Goel emphasized. “From sustainable product design to scalable tech solutions for enterprises and consumers, we’re committed to empowering the next wave of tech transformation.”

Fragrances tell a story, unlock a memory, or wrap you in an emotion. This idea is not just poetic flair for Nisara—it forms the very foundation of the brand’s philosophy. Spearheaded by co-founders Tarvinder Pal and Paresh Gondkar, Nisara is not merely a perfume brand—it’s a storyteller in a bottle. At a time when the Indian fragrance landscape is expanding at breakneck speed, the brand has emerged as a fresh, disruptive force, delivering affordable luxury perfumes to Indian consumers with an unmatched sensory experience.

Tarvinder Pal and Paresh Gondkar, Co-Founders of Nisara, said, “We have found a space between the mass market and ultra-luxury, offering high-end fragrances that remain within reach. Our strategy combines digital storytelling with community-driven content, making luxury feel real and personal.”

Market Positioning and Vision

India’s fragrance market is projected to generate revenue of $325.64 million in 2025. This segment is expected to witness an annual growth rate of 2.48 percent (CAGR) between 2025 and 2030.

The co-founders added, “India’s perfume market is changing rapidly with the rise of beauty trends. Consumer preferences are shifting toward a ‘fragrance wardrobe’ approach, where scent selection depends on mood or occasion.”

Nisara strategically positions itself between mass-market and ultra-luxury categories.

They further noted, “While most brands tend to lean toward either ultra-premium or mass-market segments, we offer high-end formulations at an accessible price point. What sets us apart is our emphasis on fragrances that are not only distinctive but also universal—crafted for Indian households, climate, and preferences.”

Nisara’s Digital Shelf

The brand leverages its D2C platform to offer a personalized shopping experience. Tarvinder elaborated, “E-commerce has given us expansive visibility, enabling us to grow as quickly as we have and to be seen by more consumers.”

Nisara is available across leading e-commerce platforms including Amazon, Nykaa, Myntra, Purplle, and Flipkart. However, its website contributes the highest share of sales.

Amazon offers extensive reach. Paresh explained, “Platforms like Nykaa and Myntra appeal to more brand-conscious shoppers, aligning well with our premium positioning and further strengthening our brand image. All these platforms are essential for reaching diverse customer segments and supporting our overall growth and success.”

This multi-channel presence enables the brand to serve a broad customer base.

Revenue Targets: Rs 100 Cr

The co-founders stated, “Our primary goal is to achieve meaningful growth and expansion.” Nisara aims to reach Rs 100 crore in revenue within the next three years.

The brand is also planning to open 20 new stores and increase annual unit sales from 1 lakh to over 3.5 lakhs this FY.

They further commented, “This expansion will be driven by a combination of retail growth, stronger brand positioning, and increasing customer loyalty. We remain focused on delivering exceptional products and remarkable experiences to meet our ambitious sales and revenue goals in the years ahead.”

The brand has already made its presence felt in international markets such as Iran, Egypt, and Turkey, with additional expansions on the horizon.

Offline Strategy and Retail Touchpoints

In addition to operating stores in Pacific Mall and Hyderabad, Nisara is present in over 50 offline Purplle stores. Tarvinder noted, “This has provided us with valuable insights into how consumers engage with our products in physical spaces. These learnings have reinforced our belief in the power of offline experiences—especially in a category as personal as fragrances.”

The brand plans to open exclusive retail outlets to offer holistic, immersive brand experiences.

Demographics and Reach

Paresh stated, “We are constantly evolving based on our customers’ choices, especially the growing passion for fragrances.” The brand’s extensive logistics network enables deliveries to over 27,000 pin codes across India, ensuring widespread accessibility.

The core audience includes millennials who appreciate premium yet accessible fragrances.

Additionally, the co-founders observed, “We’re closely monitoring how Gen Z is reshaping the fragrance space with bold, experimental preferences. Our upcoming launches are crafted with Gen Z in mind—featuring playful notes and quirky blends that capture their vibrant spirit.”

Overcoming Industry Challenges

Fragrance longevity—a common concern among Indian consumers—was a major challenge. Nisara addressed this by launching perfumes with 30 percent oil concentration. Tarvinder emphasized, “We introduced our Oud Collection—Smoky Oud and Leather Oud—which quickly became customer favorites due to their long-lasting scent.”

Moreover, while most Indian perfumes offer a shelf life of three years, Nisara extends this to five years using premium ingredients sourced from France, the UK, and Italy.

“By offering a longer shelf life, we assure consumers that they are investing in a high-quality, long-lasting product,” he further stated.

Solving the Online Sampling Barrier

“To enhance our D2C experience, we focus on providing detailed scent descriptions, relatable fragrance personas, and ingredient highlights to help customers better visualize each scent,” the co-founders explained.

To reduce the barrier to trial, the brand introduced 15ml discovery sets and travel-sized products. Nisara also provides personalized customer support, reinforcing a comfort-first approach.

Marketing and Retail Tactics

Experiential branding lies at the heart of Nisara’s retail strategy. By hosting influencer store visits and offering visually engaging product displays with complimentary samples, the brand drives foot traffic and boosts conversions.

“This hands-on approach—combined with curated offers and exclusive promotions—has significantly improved conversions. It allows us to leave a lasting impression while offering personalized experiences that result in stronger sales,” Paresh concluded.

Golf in India has long been a sport admired from afar — aspirational, elite, and just a bit out of reach. That is where Golfoy steps in. Born from a simple yet striking realization, this e-commerce venture is redefining the way Indian golfers shop, play, and perceive the game. It started with a mission: to make authentic golf gear accessible to everyone in India. 

According to Statista, the Indian Golf Equipment market is expected to generate a revenue of $3.20 billion in 2025. It is anticipated that the market will experience an annual growth rate of 6.16 percent (CAGR 2025-2029).

“The golf market in India is steadily growing, with increasing participation and rising interest from younger players. With the emergence of global golf tournaments, India presents a huge opportunity for the sport to flourish. We aim to be at the forefront of this growth by offering quality products and making golf more accessible,” said Tushar Narang, Founder, Golfoy.

Making Accessible

The brand founders recognized a key gap — golf enthusiasts lacked access to reliable, high-quality equipment, particularly outside of metro cities. To bridge this gap, we created Golfoy — an e-commerce platform dedicated to providing original golf equipment with competitive pricing,” Tushar pointed out. 

50+ Brand Partnerships

The brand has partnered with more than 50 global and domestic brands in its catalog, including Callaway, TaylorMade, Titleist, Mizuno, and J.Lindeberg. 

Tushar explains, “Merchandising with these renowned brands allows us to provide golfers with authentic and high-performance products. It has helped us establish credibility, attract a loyal customer base, and become a one-stop destination for all golfing needs in India.”

Vast Product Portfolio

From clubs and balls to gloves, apparel, and accessories, Golfoy houses everything a golfer might need. “Our focus is to provide golfers with high-quality, 100 percent original products at competitive prices,” Tushar stated.

What makes them unique? Their dual focus: individual customers and bulk buyers. Corporate gifting, customization, and a price match guarantee set them apart, reinforcing their USP of quality and affordability.

Homegrown Hero: Viper

Tushar emphasized, “Most top golf brands import their products, leading to high costs that can be a barrier for new players. To bridge this gap, we introduced Viper Golf—a brand that is entirely made in India, offering top quality golf gear at competitive prices.”

To make golf accessible to new players, Golfoy introduced its in-house brand — Viper Golf, 100 percent made in India. Viper offers premium products at approachable price points. 

Demographics and Geographics

While metros like Delhi, Mumbai, Bengaluru, and Hyderabad remain their strongest markets, Golfoy is seeing increasing traction in Tier II and III cities. Tushar added, “North India has consistently contributed the highest sales.”

The brand caters to a highly refined audience — ultra-high-net-worth individuals (UHNI) aged 30-60, business leaders, CXOs, and government and military officials. 

Tushar elaborated, “Our clientele includes prominent names such as founders of major corporations like MRF and top executives across industries.” Many of them are Rolex customers. 

“While we serve seasoned golfers, we are equally committed to making golf more accessible to aspiring players by offering competitively priced, original products. Our platform bridges the gap between global golf brands and Indian golfers, ensuring quality and authenticity for every level of the game,” He further added. 

Rs 20 Cr Milestone

Despite golf being a niche market with around 1 lakh active players in India, Golfoy has achieved remarkable growth, closing this year with Rs 20 crore in revenue. 

The Co-Founder explained, “This year, we are closing at a revenue of Rs 20 crore, driven by strategic brand partnerships, strong marketing efforts, and a relentless focus on customer satisfaction. By offering 100 percent authentic products, competitive pricing, and exceptional service, we’ve built a loyal customer base that continues to fuel our growth.”

Overcome Challenges with E-commerce Retailing

The brand’s website is its primary sales channel, giving customers access to a virtually unlimited inventory — something physical retail struggles with. 

Tushar pointed out, “One of the biggest challenges in retailing is limited space — physical stores cannot display an extensive range of products, unlike an e-commerce platform that offers unlimited virtual shelf space. By operating online, we ensure that golfers have access to a wide variety of products without the constraints of physical retail, making shopping more convenient and efficient."

“Our e-commerce platform has been instrumental in our growth, enabling us to reach a nationwide audience. Currently, most of our sales happen through our website, but we are also exploring other online marketplaces and quick-commerce platforms to further expand our reach,” He further elaborated.

2025 Vision

With a 20 percent revenue growth target in 2025, the brand is laser-focused on becoming a full-stack solution for golf lovers.

“In 2025, Golfoy plans to go beyond just selling products. We are eyeing sponsorships for tournaments and hosting demo days across India to connect directly with golfers on the ground — something a traditional pro shop cannot achieve,” Tushar stated. 

Five-Year Outlook

Currently rooted in India, Golfoy is preparing to take its swing overseas. “With golf being a growing sport and entering the Olympics, we believe more people will want to try it, even if not professionally. There's significant potential in recreational or 'fun' golf, and we believe Viper Golf, our in-house brand, can cater to this emerging demand globally,” Tushar concluded. 

Down the line, its goal is to evolve into a leading global golf e-commerce platform. The focus will be on Southeast Asia and the Middle East, continuing to prioritize authenticity, affordability, and strong customer engagement. 

Every great venture starts with a vision. In the home interior space, the journey of Creaticity is no different. Visualize walking into a space where every corner breathes design, every product tells a story, and every brand aligns to create a seamless experience for customers. That’s the essence of Creaticity — a house of brands meticulously crafted to redefine how consumers engage with home interiors.

Dr. Mahesh M, CEO, Creaticity, “We are more than just a marketplace—we are a retail aggregator and a creative campus where customers can come in and express their creativity. Unlike others, we bring together leading new-age players like Urban Ladder, Pepperfry, Wooden Street, and Wakefit under one roof, offering a truly immersive home interior experience.”

Identifying the Market Gap

The home decor and furniture industry is vast, fragmented, and largely driven by unorganized players. Mahesh stated, “We bring together only organized, high-quality players in furniture and home decor. Our goal is to transform this fragmented industry into a seamless, trusted destination for consumers.”
 

Before the emergence of Creaticity, customers faced the challenge of navigating multiple stores, vendors, and brands to curate their perfect spaces. Recognizing this gap, Creaticity was born with a vision of creating a platform where curated brands could come together, offering an ecosystem that was both diverse and unified.

“We envision one destination where every brand meets a high-quality standard, creating a unified experience in home interiors. By focusing only on organized players, we ensure trust and excellence. Our journey is about perfecting this house of brands concept, expanding thoughtfully, and redefining how consumers engage with home and furniture retail,” He further added. 

Unprecedented Revenue Growth

Creaticity has witnessed a 17 percent surge in revenue in FY 2024. “Our revenue model is a unique mix — neither purely sales-driven nor purely lease-based. With a franchise-led retail approach and tenants within the same category, our goal? To push efficiency further, scaling from Rs 500 to Rs 750 per square foot while chasing a double-digit market share in an industry where no single player has dominated. The challenge is big, but so is the opportunity,” Mahesh elaborated.

This exponential growth is not merely a result of market trends but a product of carefully executed strategies, including an omnichannel approach that integrates both online and offline retail. 

He added, “Unlike apparel or footwear, our products demand floor space, making per-square-foot efficiency critical. Ultimately, we aim to break industry norms by achieving a double-digit market share, something no single player in India has done at scale.”

The brand has capitalized on changing consumer preferences by offering a seamless shopping experience, blending traditional retail with digital accessibility.

Expanding Retail Footprint

What started as a 200,000 sq. ft. space has now expanded to an impressive 350,000 sq. ft., effectively increasing its capacity to house a broader array of premium brands, lifestyle products, and immersive shopping experiences.  

“Every visitor wants to see, touch, and feel before they buy. With 200,000 square feet of space, optimizing foot traffic and conversion is key. If we boost sales efficiency per square foot, our market share could double. That’s the power of driving the right footfall,” Mahesh pointed out.

This expansion reflects the brand’s commitment to offering customers an unparalleled selection of products while creating an environment that encourages exploration and engagement.

Surging Customer Footfall

The surge in customer footfall reflects the growing demand among our target audience — young professionals setting up their first homes, families upgrading to full home interiors, and well-settled homeowners designing their villas or second homes. 

The surge in customer footfall reflects the growing demand among our target audience—young professionals (25-32 years) setting up their first homes, families (35-45 years) upgrading to full home interiors, and well-settled homeowners (45+ years) designing their villas or second homes. 

Mahesh emphasized, “We are more than just a marketplace—we are a creative campus where customers can explore, express, and bring their home design visions to life. With leading brands like Urban Ladder, Pepperfry, Wooden Street, and Wakefit under one roof, we curate inspiration, not just products.”

As Premium Aspiring Progressive Balance (PAPB) seekers, they prioritize quality, aesthetics, and value. With over 100+ brands and 30 retail outlets spread across 200,000 square feet, our creative campus has become a one-stop destination for home interiors. 

Goals Ahead For Creaticity

Creaticity envisions becoming the ultimate home interiors destination, not just for Pune but for the entire western region of India. 

Mahesh concluded, “Our vision is to make Creaticity the ultimate destination for furniture and home interiors — one that people from across West India, from Mumbai to Gujarat, consider a must-visit before making their decisions. By first saturating Pune and perfecting our model, we plan to expand to five key cities in the next five years, ensuring each location becomes a benchmark in home retail excellence.”

The goal is to establish itself as the first port of call for furniture and home decor decisions, attracting customers from cities like Mumbai, Navi Mumbai, and Gujarat. 

However, expansion will be strategic — saturating Pune as the core command market before scaling to new locations. 

Every day, millions of people unknowingly apply products filled with microplastics — ranging from face washes to lotions. While consumers have become increasingly conscious of harmful chemicals, microplastics remain a lesser-known hazard lurking within everyday beauty products. Recognizing this urgent issue, La Pink emerged with a steadfast commitment to eliminating microplastics and redefining clean beauty in India.

The brand ensures that its products are 100 percent microplastic-free, vegan, cruelty-free, and dermatologically tested. By leveraging globally sourced ingredients such as Kakadu Plum, White Haldi, and Gotu Kola, La Pink delivers effective skincare while prioritizing sustainability and consumer safety.

A Focus on Education

A key pillar of La Pink’s retail strategy is education. Nitin Jain, Director and Founder of La Pink, explained, “Beyond just creating 100 percent microplastic-free formulations, we empower beauty advisors to educate consumers about hidden skincare toxins. Our mission is not just to sell skincare but to redefine it with transparency, sustainability, and innovation.”

Market Positioning and Expansion

India’s skincare market reached $8.4 billion in 2024 and is projected to grow to $17.1 billion by 2033, with a CAGR of 7.80 percent from 2025 to 2033. In this increasingly competitive beauty landscape, La Pink differentiates itself through research-backed, clean beauty solutions.

As pioneers of microplastic-free formulations, the brand appeals to conscious consumers seeking sustainable skincare options. Collaborations with actress Parineeti Chopra have enhanced brand recognition, translating into greater retail traction.

“With a strong presence across D2C, e-commerce, and retail, we are building a sustainable and responsible beauty brand. Parineeti’s association with La Pink has significantly amplified our message of microplastic-free formulations, particularly among digitally inactive consumers who prefer purchasing from retail and general stores,” Nitin highlighted.

La Pink’s expansion into general trade, modern trade, and premium retail outlets underscores its commitment to increasing offline accessibility.

Product Portfolio

La Pink offers over 93 SKUs across skincare, body care, hair care, and fragrances, making it a compelling choice for retailers.

“Our use of clinically potent, globally sourced ingredients ensures that every product delivers results while maintaining skin health and environmental integrity. Our unique formulations, enriched with natural ingredients from France, have built trust among our retail partners,” Nitin stated.

The brand’s USP lies in its commitment to zero-microplastic formulations and potent natural ingredients. Best-selling products such as the Methi Dana 8-in-1 Shampoo, Ubtan Face Wash, and Ideal Bright Face Wash have gained significant traction in retail stores.

“We are set to launch new product categories, including SPF-infused body care for summer, innovative hair care solutions, and globally inspired fragrances. Our focus remains on expanding our clean beauty offerings while ensuring product performance and consumer safety,” Nitin added.

Omnichannel Presence

While La Pink maintains a strong digital presence on platforms like Nykaa, Amazon, and Flipkart, retail remains a key driver, contributing to 60 percent of total sales.

Currently serving over 10,000 pin codes, the brand plans to expand further into premium general trade, modern trade, and departmental stores, particularly in South and East India. Additionally, La Pink is exploring quick commerce platforms such as BlinkIt to ensure wider product availability.

Nitin elaborated, “La Pink is redefining beauty retail with a seamless blend of online and offline presence. With 40 percent of sales coming from e-commerce and an expansion into quick commerce, we are committed to making premium beauty more accessible than ever.”

Scaling Retail Success

La Pink’s retail-first approach has fueled impressive growth, with a 250 percent year-on-year surge projected for FY 2024-25. From an initial presence in just four cities in 2022, the brand expanded to Assam by 2025 and entered modern trade with V-Mart Kolkata.

Nitin emphasized, “Our 250 percent year-on-year growth reflects La Pink’s commitment to expanding its retail presence and deepening consumer trust. With a strong foothold in modern trade and premium outlets, we are focused on scaling into new markets, innovating our product range, and driving sustainable impact.”

With last year’s revenue at Rs 3 crore, La Pink aims to reach Rs 7 crore this year by expanding in South and East India, diversifying product categories, and strengthening retail partnerships.

Marketing Strategies for Retail Success

La Pink’s marketing strategy revolves around retail engagement through ATL and BTL activities, experiential in-store events, and beauty advisor training programs.

Collaborations with influencers and celebrities drive footfall in retail stores.

“Our marketing strategy is rooted in education and storytelling. We target individuals seeking effective, clean beauty solutions. Through social media, influencer partnerships, experiential events, and transparent ingredient storytelling, we engage and educate our consumers,” Nitin stated.

The brand primarily targets consumers aged 20 to 35 years.

Adapting to Skincare Trends

By investing in R&D and collaborating with European experts, La Pink ensures its product innovations align with global beauty trends. The brand’s ability to adapt to changing consumer preferences has helped it maintain strong retail demand.

“Our collaborations with European experts ensure cutting-edge formulations, and we actively monitor consumer behavior to introduce products that meet evolving skincare needs,” Nitin explained.

Overcoming Challenges and Driving Awareness

La Pink faced early challenges in educating consumers and retailers about the dangers of microplastics and convincing manufacturers to adopt plant-based alternatives. By investing in research and collaborating with European formulators, the brand built credibility, earning consumer trust and retail expansion.

“In our initial phase, our retail partners had doubts about whether end consumers would understand the concept of microplastics in beauty products. However, through consistent efforts and training programs, we ensured that both retailers and beauty advisors were well-informed about how microplastics are not just packaging components but potential health risks when applied topically,” Nitin shared.

With the growing demand for transparency and sustainability, La Pink tackled initial skepticism through retailer and beauty advisor training programs, clarifying the risks of microplastics in formulations. By bridging the gap between awareness and action, La Pink continues to lead the clean beauty movement.

La Pink’s 5-Year Plan

La Pink’s long-term retail vision is centered on global expansion, flagship stores, and a diverse product portfolio aligned with emerging beauty trends.

“The brand aims to strengthen retail partnerships, enhance training programs, and lead the fight against microplastics through innovation and awareness,” Nitin concluded.

By combining strategic collaborations, product innovation, and consumer-focused marketing, La Pink is poised to redefine clean beauty in India and beyond.

Blue Star Limited, one of India's leading air conditioning and commercial refrigeration companies, has announced the launch of its latest comprehensive range of 150 room air conditioner (AC) models. This strategic move is aimed at capturing a larger share of the growing market by offering products at every price point, from affordable to premium, while integrating energy efficiency, smart technology, and enhanced cooling capabilities.

Energy Efficiency and Affordability: A Dual Focus

The key feature of Blue Star’s new AC range is its commitment to energy efficiency. With sustainability becoming a significant consumer demand, the company has made substantial efforts to enhance energy savings across its lineup. According to B Thiagarajan, Managing Director of Blue Star Limited, “The key thing is you have to make these products more and more energy efficient. The second is that you have to understand in a large and fast-growing market like this, affordability is crucial.”

Blue Star has strategically moved from being a premium brand to an affordable premium and now to a more inclusive pricing structure that ensures affordability across segments. This means consumers can access high-quality ACs at different price points without compromising on efficiency and performance.

Catering to Diverse Consumer Needs

The latest range of ACs addresses several key consumer demands. One major trend is the growing requirement for heavy-duty air conditioners that offer fast cooling, particularly in response to extreme summer conditions. He elaborated, “There are people who ask for Wi-Fi, voice command, artificial intelligence; those kinds of models are in demand. We have brought them in. The health-conscious customers are also asking for advanced filtration systems, especially since room air conditioners do not bring in fresh air, leading to increased carbon dioxide levels. We have integrated solutions to address this.”

Smart Technology and Connected Devices

In the era of smart homes, the company has embraced connectivity with the introduction of smart ACs that can be controlled via mobile applications. It has also launched a dedicated Blue Star app, which allows customers to manage AC settings remotely and even access customer service features.

“The smart ACs do have an app, which means you can control them from the mobile phone. Many other processes, like service requests, are also available through the Blue Star app,” Thiagarajan noted.

Expanding Distribution and Market Share

Currently, Blue Star’s ACs are available through more than 10,000 channel partners across India. This expansive distribution network ensures that its products reach consumers in every part of the country. The company maintains a strong presence in both urban and semi-urban markets and is strategically targeting regions where its market share is below the national average.

With a current market share of approximately 14 percent, Blue Star aims to increase its penetration significantly. “Our goal is to exceed 15 percent in the coming year,” he stated.

Strengthening Retail and E-Commerce Channels

Blue Star is leveraging various retail formats to ensure a strong presence in the market. From modern retail chains like Croma, Vijay Sales, and Reliance Digital to regional retail giants like Rathna Fan House in Chennai and Vasanth & Co, the brand is creating dedicated brand spaces to enhance customer experience.

Additionally, Blue Star is investing heavily in e-commerce, which currently contributes around 10 percent to its overall sales. The company is using targeted online promotions and in-store demonstrators to drive awareness and sales. Notably, a significant portion of Blue Star’s sales—nearly 65-70 percent—comes from Tier II and beyond markets, further highlighting the brand’s deep penetration into emerging economies.

One of Blue Star’s key differentiators is its strong service network. The company currently operates over 2,100 service centers and has a fleet of more than 150 service vehicles to provide timely after-sales support. Its ‘Gold Standard Service’ initiative ensures superior customer experiences, reinforcing the brand’s reliability and technical expertise.

Manufacturing and R&D Investments

To support its ambitious growth plans, Blue Star has significantly ramped up its manufacturing capabilities. Through its fully owned subsidiary, Blue Star Climatech Limited, the company has established a cutting-edge manufacturing facility in Sri City, Andhra Pradesh. This plant, which commenced operations in January 2023, is equipped with state-of-the-art automation technologies, digitalized assembly lines, and material handling systems. Additionally, the company operates two dedicated plants in Himachal Pradesh that are focused on room AC manufacturing.

Currently, Blue Star’s production capacity stands at approximately 1.4 million room ACs annually, with plans for gradual expansion to 1.8 million units in the near future.

Future Growth Prospects

With India projected to add approximately 450 million middle-class consumers by 2030, the demand for air conditioners is expected to grow exponentially. According to industry estimates, India’s AC market is set to double by FY30, driven by increased housing sector expansion, rising disposable incomes, and the growing preference for energy-efficient and smart appliances.

Thiagarajan acknowledged these positive trends, "With India set to add approximately 450 million middle-class consumers by 2030, the market for room ACs is at its inflection point and is poised to grow exponentially over the next few years. Positive trends, such as the expansion of the housing sector, increased adoption of renewable energy, and growth in the rural economy, are also expected to shape the industry's future."

The Indian beverage market has long been ruled by global giants such as Coca-Cola, PepsiCo, and Parle Agro, with their carbonated drinks dominating households. The strong presence of these legacy players had made it tough for new brands to break into the competitive segment. Even with Reliance reintroducing Campa, home-grown D2C brands struggled to find a niche without the ‘desi’ label.

However, when cousins Saurabh Munjal, Saurabh Bhutna, and Nikhil Doda brainstormed their idea, they took a bold leap of faith and founded Lahori Zeera in 2017. Made from simple ingredients like cumin seeds, lemon juice, and black pepper, the desi drink carved its space in the market. Alongside its signature zeera drink, the brand also offers Lahori Nimbu, Kacha Aam, and Shikanji.

Today, Lahori Zeera has crossed Rs 300 crore in revenue in the last fiscal year, targeting over Rs 500 crore this year.

The Origin Story

Starting from a small facility in Punjab, the trio launched the product to serve drinks inspired by Indian flavors. Saurabh Munjal, CEO of Archian Foods, the parent company, recalled that they never planned to start a beverage company. The idea emerged when they tasted a homemade version of the drink, leading to the eureka moment.

“One of my co-founders made this beautiful beverage at home, and that was our eureka moment. It hit us that we should commercialize it,” shared Munjal.

They refined the drink's formulation and conducted market research. They realized local flavors were gaining market share globally, though India remained dominated by legacy brands.

“In India, 82% of the market is still with Coke and Pepsi, the highest compared to other countries. We saw an opportunity to build a brand rooted in Indian flavors,” Munjal remarked.

Starting in Punjab, they built consumer trust before expanding to neighboring states.

Initial Challenges

Focusing on the mass market came with challenges. Convincing consumers to accept a drink with floating, visible ingredients like cumin seeds took time.

“It was difficult for people to accept a unique formulation with visible ingredients. But it’s not just sugar; it has electrolytes, spices, and healthy condiments,” explained Munjal.

Securing shelf space in retail stores was another hurdle. With beverages largely sold through general trade, convincing distributors and retailers was tough. But with consumer acceptance, the brand gained momentum.

“Distributors won’t give access, and retailers won’t offer shelf space. But if your product has merit, that’s when the magic happens,” said Munjal.

Zero Spend on Marketing

Despite the competition, Lahori Zeera remained profitable, with no marketing spend in its early years. Resources were allocated to scaling operations and expanding production.

“We didn’t have resources for marketing. Profits were reinvested into the business, increasing production capacity,” Munjal noted.

Tech-Driven Growth

Technology played a vital role. The founders built a system-driven organization using the Industrial Internet of Things (IIoT) for real-time production data and preventive maintenance.

“With real-time data, we knew the actual production numbers. Technology gave us transparency,” said Munjal.

Quick Commerce Potential

While general trade remains Lahori Zeera’s main channel, the brand sees potential in quick commerce due to its impulse-buy nature.

“Quick commerce will grow. It’s about fulfilling immediate cravings conveniently at home,” shared Munjal.

Global Aspirations

Lahori Zeera plans pan-India expansion within two to three years, focusing on increasing brand awareness. With a presence in 20 states, the brand eyes further growth in South India.

“We want to be a national brand and the preferred choice for Indian beverages,” expressed Munjal.

The founders also plan to expand globally, especially in GCC countries, while increasing production capacity.

“We have opportunities abroad but scaling production takes time. We’re working on it as fast as possible,” Munjal concluded.

The way people buy and experience food has evolved, with cloud kitchens offering convenience and low costs while retail stores provide stronger engagement and brand presence. Yummy Bee, known for guilt-free indulgences, transitioned from an online-only cloud kitchen to retail stores to deepen consumer connections and meet the demand for fresh, healthy desserts. By embracing an omnichannel approach, the brand is redefining its future and setting new standards in the health-food industry.

Sandeep Jangala, Founder of Yummy Bee, said, “We started as a single cloud kitchen in 2022, just post-COVID, relying solely on Swiggy and Zomato. By 2023, we expanded with our first store in Jubilee Hills. Today, we proudly serve across 10 locations — 6 full-fledged stores and 4 cloud kitchens — growing with every step.”

Unfolding With the Trends

In the evolving food industry, consumer behavior is shifting rapidly, driving key trends that shape Yummy Bee’s success.

Sandeep explained, “Our market research shows a clear shift in consumer preferences — more people are going off sugar, avoiding maida, and seeking vegan and vegetarian options. Regional tastes also vary significantly; while Mumbai embraces milder flavors and plant-based diets, Hyderabad prefers bold spices and heartier meals. As the industry evolves, so do we — adapting our menu to meet these changing demands while staying true to quality and innovation.”

Health-conscious eating has become a priority, with more people moving away from high-sugar and heavily processed foods, prompting Yummy Bee to offer fresh, preservative-free alternatives.

The demand for smaller portions is also rising as customers seek portion control without compromising on indulgence. Sustainability and ethical packaging are gaining importance, though the higher costs associated with eco-friendly materials present a challenge for businesses.

Additionally, the industry is moving towards omnichannel retailing, with brands expanding beyond cloud kitchens to retail stores, quick commerce platforms like Instamart and Blinkit, and modern trade supermarkets to meet evolving consumer demands.

Navigating the Roadblocks

Despite its swift growth, Yummy Bee faces several challenges in the competitive food industry.

One major hurdle is the consumer perception of health foods, as many assume that nutritious options compromise on taste. To overcome this, the brand introduced free tasting sessions to showcase the flavor and quality of its offerings, successfully driving conversions.

“Out of 10 people, 6 to 7 will be your repeat customers. One of the biggest challenges we face here in Hyderabad is getting our products tasted and tried. Another challenge is operational. We do not use any preservatives in our products, so our product has a shelf life of 1 or 2 days because it is fresh and made daily,” Sandeep added.

Another challenge is the short shelf life of its preservative-free products, which last only 1-2 days, adding complexity to supply chain management. Additionally, sustainability comes at a high cost — while eco-friendly packaging aligns with consumer values, most are unwilling to pay extra for it. As a result, Yummy Bee absorbs these costs, which impacts overall profitability.

Multi-Retailing for Yummy Bee

Yummy Bee is expanding pan-India with an omnichannel strategy, prioritizing physical stores while using cloud kitchens for market testing. Given high platform commissions, dine-in stores remain the most profitable.

The brand is also scaling its packaged snacks through quick commerce platforms like Instamart, Zepto, and Blinkit, alongside major retailers like Dmart and Ratnadeep.

Currently, 60-65 percent of sales come from offline walk-ins, 35-40 percent from Swiggy and Zomato, and a minimal share from its website. While focused on Hyderabad, Yummy Bee is gradually expanding to Mumbai and Bangalore via quick commerce.

Sandeep pointed out, “Our omnichannel approach is key to sustainable growth. Instead of directly launching stores in new locations, we first test the market through cloud kitchens, assessing demand before making significant investments. Meanwhile, our packaged snacks segment is expanding through quick commerce platforms like Instamart, Zepto, and Blinkit, along with modern retail partnerships, ensuring a strong presence in both online and offline markets.”

Scaling Business

Yummy Bee has seen impressive year-on-year growth, from Rs 44 lakh in 2021-22 to an estimated Rs 9 crore this year, nearly doubling its revenue annually.

With a target of Rs 25 crore next year, the brand is expanding in Hyderabad and the FMCG sector, focusing on clean-label, guilt-free snacking. Sandeep emphasized, “This year, we are targeting Rs 25 crore in revenue, driven by our expansion in Hyderabad and the growth of our consumer packaged goods segment. But beyond numbers, our focus remains on creating truly guilt-free products.”

The brand experienced steady growth, marked by key milestones such as raising Rs 7 crore in a seed round for Hyderabad operations and securing Rs 11 crore in a pre-Series A round.

“From a small friends-and-family investment of Rs 45 lakh to securing Rs 11 crore in a pre-Series A round, our growth has been strategic. As we expand, we continue to bring in the right people and resources to build Yummy Bee into a market leader, he further added.

Now, the brand is preparing for a $2 million (approx. Rs 16.5 crore) Series A funding round to drive expansion across multiple cities.

Future Plans

Alongside launching more stores, Yummy Bee is venturing into the FMCG segment, aiming to become a leader in guilt-free packaged foods.

Sandeep concluded, “Our vision for Yummy Bee is to become India’s largest guilt-free brand — think Haldiram's scale with Starbucks’ vibe, but on the healthier side. In the next five years, we aim to be in all major Indian cities while building a strong FMCG presence to make healthy indulgence more accessible nationwide.”

With plans to expand its presence in major supermarkets and quick commerce platforms, the brand is strategically positioning itself for a strong pan-India footprint.