The Rise of Brand Studio Lifestyle from E-Commerce Giant to Global Fashion Powerhouse

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.

As the summer heat intensifies, the Appliances Business of Godrej & Boyce, a part of the Godrej Enterprises Group, has launched its new air conditioning (AC) portfolio, spanning multiple capacities, tonnages, energy ratings, and cutting-edge technologies. Riding on its two-fold growth in the category this year, the brand is now setting ambitious targets for the upcoming summer season, aiming for an additional 50 percent growth.

Kamal Nandi, Business Head & EVP at Appliances Business of Godrej & Boyce, expressed confidence in the brand’s trajectory. "Today, we have launched this smart range, which consists of about 8 or 9 SKUs. Overall, we have approximately 45-46 SKUs in our AC portfolio. With the rising demand for advanced cooling solutions, our focus is on innovation and smart technology to enhance consumer convenience."

Smart Features for Enhanced Convenience

Godrej’s new smart AC range offers features beyond traditional voice-enabled controls or Wi-Fi monitoring. The brand has introduced three pioneering smart features that promise to revolutionize user experience:

1. Filter Clog Alerts: "One of the biggest reasons for an AC’s performance decline is a clogged filter, which often goes unnoticed until a serviceman arrives to clean it. Our new ACs comes with an alert feature that notifies users when the filter requires cleaning, ensuring optimal performance and energy efficiency," Nandi explained.

2. Smart Scheduler: "People generally follow set routines, particularly for sleeping and waking up. We observed that many users wake up early in the morning to switch off the AC due to a drop in temperature and then turn on a fan, disturbing their sleep. With our scheduler feature, users can program their AC to switch on and off at specific times, offering greater comfort and energy efficiency."

3. Energy Monitoring: "Energy consumption awareness is growing, and our smart ACs allow users to track their energy usage through an app. The ACs also have an eco-mode, enabling consumers to optimize power consumption. This feature not only helps in reducing electricity bills but also aligns with sustainable living practices."

Significant Market Contribution and Growth Projections

The AC segment currently contributes about 40-49 percent of the company’s overall turnover, and the company anticipates this figure rising to 53-55 percent next year.

"Given the increasing demand and the innovative solutions we are bringing to the market, we expect a significant uptick in AC sales. We have gained about 3 percent market share this year and are aiming for another 2-3 percent growth next year," Nandi revealed. "Currently, our market share in ACs stands at about 10 percent, and we are determined to expand further."

Emerging Trends in the Appliance Sector

Nandi also shed light on emerging trends in the home appliance industry over the next five years. "Consumers are increasingly shifting towards premium products with higher capacities and advanced technologies. Comfort and convenience remain key drivers for purchase decisions. The acceptance of smart appliances is rising, and AI-powered machines are gaining traction. This shift towards smart and intelligent appliances is expected to dominate the industry landscape."

Pricing Strategy and Sales Distribution

Godrej & Boyce’s new AC models are positioned competitively in the market, with prices ranging from Rs 30,000 to Rs 50,000. The brand’s sales strategy remains heavily focused on metro cities, which account for 70 percent of total AC sales, while the remaining 30 percent comes from upcountry markets.

"Metro cities continue to be our largest revenue contributors due to higher consumer spending and increasing demand for smart home solutions. However, we are also seeing a steady rise in demand from Tier II and III cities," Nandi noted.

Regarding sales channels, he added, "Currently, about 85 percent of our AC sales happen offline, while the online segment contributes around 13-15 percent. However, with the increasing adoption of e-commerce, we anticipate a gradual rise in online sales."

Future Outlook

With rising temperatures and increasing consumer awareness of energy-efficient and smart cooling solutions, Godrej & Boyce is well-positioned to capitalize on market trends. "We are determined to grow our brand and emerge as a leader in the appliance category. With our cutting-edge smart features and robust market strategies, we are confident in achieving our ambitious growth targets," Nandi asserted.

The company is also keen on expanding its international presence. "We are already exporting to select markets like Nepal, the Middle East, and Africa. However, we see Europe as a significant opportunity, and we are actively working on developing a dedicated portfolio for that region," he concluded.

Indulgence meets intimacy with ChocolateX, a brand redefining the concept of pleasure. Recognizing a gap in the market and people's curiosity about intimacy-enhancing products, this aphrodisiac chocolate brand has emerged as a pioneer. With cultural sensitivities often making conversations around sexual wellness taboo, ChocolateX is breaking down barriers and encouraging open dialogue. Founded by a group of visionary entrepreneurs — Rafi Shaik, Karthik, Srinivasa, Ravi, and Rama — the brand seamlessly blends the allure of chocolate with the promise of enhanced romantic experiences.

The Indian sexual wellness market, valued at $1 billion in 2024, is projected to reach $2 billion by 2030, driven by increased awareness and shifting societal attitudes. Various sexual wellness D2C brands are driving this market. By creating products that are both luxurious and purposeful, ChocolateX has carved a unique niche, inspiring consumers to embrace intimacy with confidence and joy. Their journey is not just about selling chocolates; it’s about fostering connection, empowering couples, and transforming intimate moments into unforgettable experiences.

Rafi Shaik, Co-Founder and CEO of ChocolateX, said, “The market response has been phenomenal. Consumers have embraced ChocolateX not just as a product but as a lifestyle enhancer. We’ve seen a surge in first-time buyers, strong word-of-mouth recommendations, and high repeat purchase rates. People love the idea of something as universally loved as chocolate playing a role in enhancing their romantic experiences.”

The D2C Advantage

One of ChocolateX’s biggest strengths is its direct-to-consumer (D2C) business model, which allows the brand to build a direct and unfiltered relationship with its customers. By eliminating middlemen, it maintains control over branding, pricing, and customer experience, leading to stronger profitability and enhanced engagement.

Rafi elaborated, “Profitability is stronger in D2C because we are not paying high retail margins. Instead, we reinvest in personalized customer experiences, marketing, and product innovation. Through data-driven digital marketing strategies, we’ve been able to target the right audience with precision, leading to higher conversion rates and better ROI on our campaigns.”

With a data-driven approach, the brand leverages consumer insights to introduce new product bundles and tailor marketing strategies for maximum impact. This results in increased engagement, higher conversion rates, and a loyal community of customers who actively advocate for the brand.

Beyond sales, ChocolateX’s D2C strategy fosters a sense of belonging. The brand’s active presence on social media, personalized communication, and exclusive offers create an immersive experience that extends beyond a simple purchase, transforming ChocolateX into a lifestyle choice.

Explosive Growth in Two Months

Within just two months of launching in November 2024, ChocolateX has experienced phenomenal growth. But what exactly fueled this rapid success? The answer lies in three key factors: addressing an unmet need, strategic marketing and influencer partnerships, and performance marketing and community building.

“By positioning ourselves as a lifestyle brand rather than just a wellness product, we created an offering that felt natural, exciting, and stigma-free. Alongside this, our awareness-driven marketing strategy has been instrumental in generating buzz and breaking the silence around intimate wellness,” Rafi explained.

He further added, “A strong digital presence through performance marketing has also played a crucial role. Platforms like Instagram, Facebook, and Google Ads helped us reach our target audience with precision, and our data-driven approach allowed us to optimize campaigns in real time. The response has been overwhelming, showing that there is a large and eager audience for our products.”

ChocolateX has built a loyal community that engages beyond just purchasing products. To sustain this momentum, the brand is expanding its product line with innovative SKUs like pheromone perfumes and curated experience kits while strengthening its e-commerce strategy.

ChocolateX Roadmap

The brand has set ambitious revenue targets—Rs 7 crore by the end of March 2025, with long-term plans to scale into a Rs 100 crore brand. “To achieve this, we have a well-structured growth strategy that focuses on product innovation, digital expansion, and community-driven engagement,” Rafi stated.

Beyond chocolates, the brand is developing a full range of intimacy-enhancing products, introducing subscription-based models to drive recurring revenue and strengthen customer loyalty.

A strong focus on D2C, e-commerce, and quick commerce partnerships with platforms like Amazon, Flipkart, Blinkit, and Swiggy Instamart ensures greater accessibility and impulse-driven purchases.

He added, “One of the key drivers of our revenue growth will be expanding our product line. We are not just selling chocolates; we are creating an entire category of intimacy-enhancing products that offer a full sensory experience. To further accelerate growth, we are developing an exclusive ChocolateX community where couples can access relationship tips, challenges, and engaging content that encourages repeat interactions with the brand, fostering trust and brand recall.”

Breaking Taboos With Sunny Leone as the Brand Ambassador

Partnering with Sunny Leone has been a strategic move for ChocolateX, helping the brand challenge traditional norms and foster open conversations about intimacy in India. Her influence has made intimacy-enhancing products more mainstream and socially acceptable, encouraging consumers to explore ChocolateX without hesitation.

Rafi pointed out, “Beyond just visibility, Sunny Leone’s involvement reinforces our brand ethos—pleasure should be natural, fun, and free of judgment. Her influence has encouraged consumers to explore ChocolateX products with confidence and excitement, helping us shape a more open and positive dialogue around sexual wellness in India.”

Investor Interest and Future Plans

“We are currently in the midst of an investment round and will share further details once the process is finalized. The primary focus of this funding will be on brand building through both digital and offline initiatives to strengthen visibility and consumer reach,” Rafi stated.

Strategic marketing has been a key driver of growth and brand awareness for ChocolateX, laying the foundation for achieving the Rs 100 crore revenue milestone within the next two years. With new funding, the focus will be on enhancing digital outreach while expanding into offline channels, ensuring an extensive presence across multiple consumer touchpoints.

By integrating online and offline strategies, the brand aims to strengthen its market position and drive sustained growth in the intimacy and wellness space.

With 60 percent of revenue being reinvested into growth, ChocolateX is focused on expanding its reach through kiosk stalls and in-store activations, making its products more accessible to a wider audience.

A Cultural Shift in Sexual Wellness

Educating consumers about sexual wellness is challenging in a conservative market like India. ChocolateX navigates this through a balanced approach by leveraging influencer collaborations, expert-led discussions, and educational content, fostering a stigma-free dialogue around intimacy.

Additionally, interactive blogs, relationship wellness Q&As, and engaging social media content make the topic more approachable, further strengthening the brand’s connection with its audience.

Rafi pointed out, “One key trend is the growing demand for sensory-driven, experience-oriented products that go beyond functionality. We’ve also observed a rising preference for discreet yet premium packaging and seamless purchasing experiences, emphasizing the importance of privacy and sophistication. This has led us to prioritize minimalist, elegant packaging and a frictionless D2C shopping experience.”

Personalization is gaining traction, with consumers looking for customizable bundles that align with their comfort levels and desires. By staying attuned to these changing preferences, ChocolateX continues to innovate, redefining intimacy with products that foster deeper connections in a refined and stigma-free manner.

Long-Term Plans for ChocolateX

While the brand remains committed to a digital-first approach, expanding across e-commerce and quick commerce platforms, there are ongoing evaluations for an offline presence through experiential kiosks.

Rafi concluded, “With a commitment to innovation and consumer education, we are investing in R&D to develop premium offerings that align with evolving preferences. Apart from that, we are expanding our product portfolio and digital reach to make intimacy-enhancing experiences more accessible and impactful.”

Although international expansion is a future goal, the immediate priority is strengthening ChocolateX’s presence in India, a market with immense growth potential. With a rapidly expanding product portfolio and deeper digital reach, the brand is set to make intimacy-enhancing products more accessible. Soon, it will extend availability beyond Amazon and Meesho to platforms like Swiggy, Blinkit, and Zepto.

Cornitos, a leading name in the Indian snack industry, has unveiled the revamped CRUSTIES range, reinforcing its commitment to innovation, consumer-driven product development, and healthier snacking options. The relaunch of CRUSTIES signifies Cornitos' strategic move to cater to evolving consumer preferences while maintaining its core values of bold flavors and high-quality ingredients.

Inspiration Behind the Revamp

CRUSTIES was initially launched as an experimental category within Cornitos to understand the dynamics of the puffed snack market. However, insights from extensive market research and consumer feedback prompted the brand to reposition the product. “We wanted to create a snack that blended bold flavors with a healthier crunch—something that satisfies cravings while aligning with modern snacking trends. CRUSTIES is our way of offering a snack that is as exciting as it is wholesome,” said Shobhit Agarwal, Director, Cornitos.

Understanding the need for a non-fried, baked alternative in the snacking space, Cornitos re-engineered CRUSTIES to offer a guilt-free indulgence. The brand conducted on-ground product testing, sampling, and comprehensive research to develop flavors that resonate with a broad consumer base, particularly Gen Z snack lovers.

Diverse Flavors & Shapes for a Wider Appeal

The revamped CRUSTIES range introduces five distinct flavors, offered in two different shapes—waves and balls. The flavors include Korean Chilli, Fiery Peri Peri, Sour Cream & Onion, Classic Cheese Balls, and Honey Chilli Potato Balls. This diverse portfolio ensures that CRUSTIES caters to different taste preferences, making it an attractive choice for consumers looking for variety in their snacking options.

Expanding Distribution: Online & Offline Presence

Cornitos has leveraged its extensive distribution network to introduce CRUSTIES across 24 states in India. “With our well-established Cornitos distribution system, we have been able to launch CRUSTIES seamlessly across all our key retail partners. It is available on all quick commerce platforms, including Blinkit, Zepto, Swiggy, and BigBasket,” said Agarwal.

In the offline segment, Cornitos follows a structured distribution strategy, primarily targeting metros and Tier I cities through A and B class stores, mom-and-pop shops, standalone outlets, and modern trade channels. The brand’s strong retail presence has positioned it as a premium offering, helping Cornitos establish a niche in the competitive snacking industry.

With the revamped CRUSTIES range, Cornitos is also expanding its reach to Tier II and III cities, recognizing the increasing demand for innovative snack options beyond metro regions. “We aim to double our store presence nationwide by tapping into smaller townships and young consumers eager to explore novel flavors,” he added.

Differentiating CRUSTIES from the Cornitos Brand

While Cornitos is widely recognized for its nachos and tortilla chips, CRUSTIES represents a distinctive sub-brand focusing on the puffed snack category. The relaunch is not just a rebranding exercise but a strategic move to establish CRUSTIES as a standalone entity within the Cornitos umbrella.

“This is essentially a relaunch. We initially launched CRUSTIES a few years ago to understand the puffed snack market. Based on consumer feedback, we repositioned the product towards the Gen Z audience while ensuring mass appeal. The puff category in India is already well-established, and we have introduced a unique twist to differentiate ourselves,” explained Agarwal.

Beyond flavors, Cornitos has introduced an engaging packaging element—each CRUSTIES pack features a comic strip on the back, adding an element of fun and entertainment to snack time. This approach enhances brand engagement while appealing to younger demographics.

Tailored Product Assortment for Quick Commerce

Cornitos has adapted its product portfolio to suit various retail channels, ensuring optimized packaging and pricing strategies across traditional retail, modern trade, and quick commerce platforms. “Every product we launch is designed to cater to diverse customer segments. Whether it is Tier II and III cities, metropolitan audiences, modern trade, or quick commerce, we customize our packs, sizes, and price points to align with the shopping behaviors of our target consumers,” said Agarwal.

With the increasing adoption of quick commerce, Cornitos has prioritized this channel to drive sales for CRUSTIES. The brand’s presence on platforms like Blinkit, Zepto, Swiggy, and BigBasket allows consumers to access their favorite snacks with the convenience of rapid delivery.

Sustainability Initiatives & Future Plans

Beyond product innovation, Cornitos is focused on sustainability. The brand has established a greenhouse-powered manufacturing plant in Roorkee dedicated to CRUSTIES production. This initiative aligns with Cornitos’ long-term vision of minimizing its environmental impact and adopting sustainable business practices.

“In the next five years, we aim to establish CRUSTIES as a major sub-brand under Cornitos and scale it to the same heights as our flagship products. Innovation and sustainability will remain at the forefront of our strategy. We are continuously exploring new flavors and healthier formulations to enhance our offerings,” he further asserted.

Global Expansion Plans

While Cornitos has a strong domestic presence, its ambitions extend to the global market. The brand is already present in 30 countries with selected SKUs and plans to further strengthen its international footprint.

“Our goal is to make Cornitos a global brand rather than just an Indian brand. We are working on expanding our presence in international markets and ensuring that our products appeal to a wider global audience,” concluded Agarwal.

India's FMCG landscape is undergoing a massive transformation, with consumers increasingly prioritizing purity, health, and transparency in their everyday purchases. Amid this evolving market, Jivana, the B2C brand of Godavari Biorefineries Limited under the Somaiya Group, has carved a distinct niche. Founded with a clear mission to offer pure, unadulterated staples to Indian households, Jivana has swiftly gained recognition for its ethical sourcing, sustainable practices, and unwavering commitment to quality. The brand’s dedication to delivering chemical-free, minimally processed products has resonated with health-conscious consumers seeking authenticity and transparency in their food choices.

This FMCG brand has strategically aligned itself with five major trends shaping the Indian market — the shift to packaged products, heightened hygiene and safety concerns, demand for transparency and assurance, the growing influence of social media, and an increasing preference for health-focused offerings. By embracing these trends, Jivana is not only meeting consumer expectations but also redefining standards in the packaged staples segment.

The fast-moving consumer goods (FMCG) sector in India is experiencing a monumental shift. According to a report by Custom Market Insights, India's FMCG Market is expected to record a CAGR of 21.8 percent from 2025 to 2034. In 2025, the market size is projected to reach a valuation of $211 billion. By 2034, the valuation is anticipated to reach $1178 billion.

Swati Shukla, Head - Food and Farms (Jivana) at Godavari Biorefineries Limited said, “The Indian FMCG market is rapidly shifting towards packaged products driven by hygiene, health consciousness, and consumer awareness. At Jivana, we align with this trend by ensuring purity, adopting hygienic packaging, and empowering consumers to verify quality themselves.”

Competing in a Crowded Market Despite intense competition in the FMCG sector, Jivana’s adherence to quality and transparency gives it a unique edge. The brand refuses to cut corners, even when cost savings are possible. For instance, unlike many competitors who add sugar or preservatives to extend jaggery’s shelf life, it remains committed to chemical-free processing, prioritizing consumer health over profit margins.

“Jivana stands out through ethical sourcing, unwavering quality, and a deep-rooted commitment to sustainability — practices we have upheld long before they became industry buzzwords. We never take shortcuts, ensuring purity in every product while empowering consumers with awareness. This dedication has fueled our growth and earned the trust of those who value authenticity,” Swati stated.

In the past three years, Jivana’s revenue has grown fivefold, crossing the Rs 100 crore mark. The brand’s strategic focus on expanding both geographically and across retail channels is expected to sustain this growth trajectory.

Sales Distribution Across Channels

Jivana’s sales are divided into two primary categories: General Trade (GT) and a combined segment of modern trade, e-commerce, and quick commerce. Currently, 70 percent of its sales come from general trade, which includes Kirana stores, mom-and-pop shops, and local retailers. The remaining 30 percent is driven by modern trade platforms, e-commerce sites, and quick commerce services, reflecting a growing consumer shift toward organized retail.

Swati emphasized, “We aim to expand Jivana’s reach across our existing seven states, not just in Tier I cities but also in Tier II and III towns. Consumers in smaller cities are increasingly health-conscious, and we want to make Jivana products available to them through multiple channels.”

Jivana products are already available on leading platforms like D-Mart, Reliance, Big Basket, Swiggy, Zepto, and Blinkit. The brand is further strengthening its presence across all major retail touchpoints to ensure seamless accessibility.

Consumer Trust Through Transparency

Indian consumers are becoming increasingly aware of the hygiene and safety advantages of packaged products. While loose staples once dominated the market, packaged sugar and jaggery are now witnessing higher demand. Jivana has been a pioneer in this shift by emphasizing hygienic packaging and untouched-by-hand processing.

“Commerce today is not just about selling; it’s about building trust, adapting to evolving consumer behaviors, and leveraging digital platforms to create seamless experiences. Brands that embrace innovation and transparency will lead the future of retail,” Swati noted.

Breaking the Mold

Jivana’s product innovation reflects its dedication to consumer health. One of its flagship products, sulphur-free refined white sugar, offers 100 percent purity by eliminating harmful traces of sulphur typically found in conventional sugar. Additionally, its natural brown sugar is enriched with essential minerals like magnesium and calcium, catering to health-conscious consumers.

Swati highlighted, “If your jaggery is filled with chemicals, you might as well have plain sugar. Our jaggery, purified using ladyfinger extract with no chemicals or added sugar, stands out as a healthier alternative. Naturally dark brown and rich in minerals, it enhances both flavor and well-being.”

Sustainable Supply Chain

Sustainability and ethical sourcing are integral to Jivana’s operations. Collaborating with over 35,000 farmers in North Karnataka, the brand ensures fair wages and promotes sustainable farming practices. Through its research arm, K. J. Somaiya Institute of Applied Agricultural Research (KIAAR), Jivana provides farmers with guidance on soil health optimization and reducing chemical use.

“Jivana’s supply chain is built for efficiency and freshness, from our large sugar mill in North Karnataka to our extensive distributor network. With real-time inventory tracking and optimized logistics, we ensure that pure, high-quality products reach retailers and consumers seamlessly,” Swati explained.

Future Plans

Jivana plans to deepen its presence within its existing seven states—Maharashtra, Gujarat, Rajasthan, Madhya Pradesh, Karnataka, Andhra Pradesh, and Telangana—by expanding into Tier II and III cities. Its goal is to increase product accessibility across all retail channels, including modern trade, general trade, and e-commerce.

“For now, we’re focused on strengthening our presence in the current markets. Once we achieve saturation, we will explore further geographical expansion,” Swati concluded.

Jivana is also eyeing international expansion, targeting regions with a significant Indian diaspora where authentic Indian staples like jaggery and spices are in high demand. With its unwavering commitment to quality and sustainability, Jivana is well-positioned to become a household name in both domestic and global markets.

India’s health and fitness revolution is in full swing, with consumers becoming increasingly conscious of what goes into their bodies. As gym memberships soar and yoga studios fill up, the demand for nutritional supplements has skyrocketed. However, finding reliable, affordable, and high-quality products remains a challenge. Enter Nutrabay — a brand that has swiftly carved out its space by bridging the gap. Leveraging private labeling, Nutrabay has disrupted the industry, offering homegrown, trustworthy supplements that don’t break the bank. It’s not just about proteins and vitamins; it’s about a commitment to empowering healthier lifestyles nationwide.

From D2C Multi-Brand Store to Private Label

Founded in 2017, Nutrabay initially operated as a multi-brand store specializing in sports nutrition. At that time, the Indian supplement market was largely unregulated, and consumers struggled to access genuine, high-quality products.

Shreyans Jain, Co-Founder of Nutrabay, explained, “Consumer trust, both online and offline, was a major issue. We addressed this by launching a vertical, multi-brand store. Unlike other marketplaces, we are 100 percent D2C, ensuring full control over quality and transparency.”

This unique model allowed Nutrabay to procure brand authorization certificates, further solidifying consumer confidence. Today, the brand offers over 100 unique products and around 200 SKUs, catering to a diverse range of nutritional needs.

“From revolutionizing consumer trust with our multi-brand store to redefining affordability and quality with our private label, Nutrabay has led India’s nutrition evolution. We saw the gap, built the bridge, and now stand as a trusted homegrown brand delivering both quality and value,” Shreyans added.

Competitive Edge in a Crowded Market

Nutrabay stands out through its commitment to quality. The brand ensures all its products undergo rigorous testing by Trustified, a leading Indian authority, as well as additional testing by Eurofins, a government-certified lab, to maintain the highest safety and quality standards.

Shreyans highlighted, “Quality, affordability, and accessibility define Nutrabay. Every batch is thoroughly tested, certifications are earned meticulously, and pricing is designed to be within reach. Whether through D2C, multi-brand platforms, quick commerce, or offline stores, our goal remains clear—to deliver uncompromised quality at an affordable price.”

Nutrabay’s products are priced around 10 percent lower than other quality-focused Indian brands. While many competitors allocate significant budgets to marketing, Nutrabay optimizes spending to keep costs low. This strategy makes nutrition more accessible to fitness enthusiasts, students, and professionals.

Omnichannel Expansion Strategy

A crucial factor in Nutrabay’s growth is its strategic omnichannel approach. While D2C remains its primary revenue stream, contributing nearly 50 percent of total sales, the brand has expanded to marketplaces like Amazon, Flipkart, and quick commerce platforms such as Zepto, Blinkit, and Flipkart Minutes.

Shreyans emphasized, “With nearly 50 percent of our revenue from D2C, we are reshaping accessibility. From quick commerce to multi-brand platforms to our expanding retail presence, we are committed to reaching consumers wherever they are.”

The brand’s offline presence is also expanding rapidly. It has already launched two Exclusive Brand Outlets (EBOs) and plans to open at least 10 more by the end of the year, aiming for over 100 stores across India within a few years. This hybrid model strengthens its reach across both urban and Tier II and III cities.

Nationwide Reach

Nutrabay’s logistics strategy ensures its products are accessible across 18,000-20,000 PIN codes, covering almost the entire country. Collaborating with multiple courier partners, the brand minimizes regional restrictions, delivering quality nutrition to even the most remote areas.

“With our presence in 18,000 to 20,000 PIN codes, Nutrabay ensures nationwide accessibility. Through partnerships with courier services, we make quality nutrition available across India,” Shreyans stated.

Financials and Funding

Nutrabay’s financial performance has been impressive, closing the previous year with approximately Rs 99 crore in revenue. The company’s Series A funding has fueled growth in innovation, team expansion, and physical store launches.

“Our Series A funding has driven rapid growth. From EBO launches to AI-driven D2C platform enhancements and a robust loyalty program, we are shaping Nutrabay’s future. With over 115 employees, we continue to invest in talent, technology, and transformation,” Shreyans noted.

The company aims for a year-on-year growth rate of 50-70 percent over the next five years. This ambitious plan involves scaling its digital and offline footprint to maintain its leadership in the Indian supplement market.

“Innovation is our driving force. From AI-powered search to customer loyalty programs and expanded warehouse networks for faster deliveries, we are committed to reshaping India’s nutrition industry,” Shreyans added.

Leveraging Technology for Future Growth

To maintain its competitive edge, Nutrabay is heavily investing in AI-driven technology to enhance its D2C platform. The brand plans to introduce features like AI-powered search and a personalized loyalty program to strengthen customer engagement.

Shreyans concluded, “At Nutrabay, innovation never stops. Whether through AI-driven search, a loyalty program, or hyper-local deliveries, we are shaping the future of nutrition in India—one breakthrough at a time.”

With its focus on quality, affordability, and accessibility, Nutrabay continues to build a strong foundation for long-term success, making premium nutrition available to all corners of the country.

A simple yet groundbreaking innovation encapsulates Versuni’s vision — creating products that make life easier, smarter, and more efficient. While the name Versuni may be new, its legacy and commitment to quality remain deeply rooted in the Philips brand. Versuni is not merely a rebranded entity of Philips — it is a new organization carrying forward a legacy while embracing new opportunities. 

While the corporate identity is new, the consumer-facing brand remains Philips, ensuring trust and continuity. The transition has brought new energy, new resources, and a renewed vision for growth, making Versuni a name to watch out for in the home appliances industry.

Gulbahar Taurani, Managing Director and CEO, Versuni said, “It’s not about rebranding; it’s a new organization. The organization's name is Versuni, while the brand we present to consumers remains Philips. We are driven to take Philips forward while building Versuni into a company that people aspire to work for, adding new resources and a fresh dynamic to the legacy of Philips.”

Ahead of Change

With technology and consumer preferences are evolving at a rapid pace, Versuni recognizes that trends can be short-lived. To stay ahead, it invests heavily in market research and trend analysis. Rather than merely keeping up with shifts in the industry, the brand actively creates trends, as demonstrated by the introduction of air fryers in India.

“Evolution is not just in kitchen appliances — it is in every aspect of life. What is relevant today may not be tomorrow, so we do not just follow trends; we anticipate and create them. Staying ahead requires deep research. Some consumer needs are not articulated, but through meticulous study, we identify them early — just like we did with air fryers, now one of India’s most loved kitchen categories,” Gulbahar mentioned.

Today, air fryers have become one of the most sought-after kitchen appliances in India, offering healthier cooking alternatives without compromising on taste or convenience. This proactive approach to identifying and developing consumer-friendly products is what keeps Versuni ahead of the curve.

Market Growth

According to the IMARC Group report, the Indian kitchen appliances market size reached $6.1 billion in 2024. Looking forward, the market is expected to reach $12.4 billion by 2033, exhibiting a growth rate (CAGR) of 7.40 percent during 2025-2033.

Gulbahar pointed out, “With low penetration in many categories, estimating growth in numbers can be challenging. Our focus is on increasing household penetration, with a vision to make air fryers and other innovative appliances a standard in Indian homes.” Similarly, new categories like garment steamers are emerging, driven by consumer demand for convenience. Conventional ironing methods are slowly being replaced by garment steamers that offer quick and efficient wrinkle removal without the hassle of setting up an ironing board. 

Keeping Up With Trends

Versuni is shaping the future of kitchen appliances with three major trends:

• Smart Connectivity: Consumers are increasingly seeking digital interfaces that enhance interaction with appliances in a meaningful way. Smart kitchen appliances that allow remote operation and AI-driven customization are becoming more prevalent.
• Sustainability: Beyond manufacturing, Versuni integrates sustainability in packaging, processes, and overall product design.
• Engagement and Storytelling: Consumers now want more than just a product—they seek a connection with the brand. Effective storytelling enhances relatability and engagement, making the brand experience more compelling. By communicating the purpose and impact of their products, Versuni strengthens consumer trust and brand loyalty.

“The future of home and kitchen appliances is shaped by three key trends: the rise of smart connectivity, where consumers demand meaningful digital interfaces that enhance usability; a strong commitment to sustainability, reflected in both product innovation and eco-friendly manufacturing processes; and deeper consumer engagement through storytelling, creating lasting brand connections,” explained Gulbahar. 

Evolving Marketing Strategies

In the phygital era, Versuni ensures that every touchpoint is not only informative but also engaging. Influencer collaborations, interactive digital campaigns, and experiential marketing are all part of its evolving strategy to stay relevant in today’s competitive market.

Gulbahar emphasized, “Marketing strategies must evolve alongside the changing media landscape. However, one fundamental principle remains constant — creating meaningful and engaging touchpoints for consumers. Every interaction, whether digital or physical, must provide value, ensuring that consumers not only receive information but also build confidence in our products through real-time engagement.”

With media landscapes constantly changing, Versuni’s marketing strategy is equally dynamic. The core focus remains on engaging with consumers through tangible proof points. For instance, the company prioritizes product demonstrations to build confidence. He further added, “Whether it is a product demonstration showcasing features like self-cleaning mixer grinder jars or a digital campaign that educates users, every touchpoint is designed to enhance consumer trust and engagement.”

The Collaborative Influence of Ranveer Brar

More than just offering insights, Ranveer Brar has been involved in collaborative discussions that align product development with real consumer needs. This collaboration has helped bridge the gap between professional kitchen experiences and home cooking, making quality appliances accessible to everyday consumers.

“Our collaboration is built on open conversations, exchanging insights on market needs and opportunities. By aligning the strengths of both the organization and individuals, we create products that truly resonate with consumers, ensuring they meet real demands in a way no other brand does,” said Ranveer Brar.

Pan India Presence

India’s vast market potential extends beyond Tier I cities. Versuni recognizes that aspiration drives demand across all regions. With both physical distribution and the rise of e-commerce, the company aims to reach the maximum number of consumers across diverse geographies. 

E-commerce platforms have played a significant role in democratizing access to high-quality home appliances, making it easier for consumers in Tier II and III cities to purchase premium products.

“India is full of opportunities, and focusing only on Tier I cities would mean missing out on a vast consumer base. Aspiration drives demand across all regions, and with both physical distribution and e-commerce, we aim to reach and serve consumers in every part of the country,” Gulbahar concluded. 

In today’s retail landscape, competition is fierce and global giants dominate. However, one homegrown company is rewriting the rules of success — without relying on deep-pocketed investors. Baby and Mom Retail Ltd. started with nothing but a dream and a modest Rs 20,000 investment. Today, it is on track to become a Rs 1,000 crore revenue powerhouse, proving that smart strategy, relentless innovation, and a bold vision can outshine even the most well-funded competitors.

From a humble e-commerce startup to a multi-brand empire, Baby and Mom Retail Ltd. has carved its niche by identifying market gaps, launching disruptive brands, and maintaining complete control over its supply chain. Its journey—marked by rapid growth, category expansion, and a keen eye on profitability—stands as a testament to what’s possible in India’s booming D2C space. With an upcoming IPO, a strong global footprint, and an unwavering goal to be the ‘Unilever of e-commerce,’ the company is redefining what it means to scale sustainably in today’s cutthroat retail environment.

Founder and CEO Shish Kharesiya reflects on the journey, “I started with just Rs 20,000. Within 3-4 years, we grew to Rs 2 crore annually. Post-2016, competition intensified due to foreign investments and the booming startup ecosystem. We had to pivot fast, strengthen our margins, and find new ways to scale.”

Building a Multi-Brand Empire

By 2017-18, Baby & Mom Retail Ltd. had surpassed Rs 6 crore in revenue and launched Newish, a beauty and personal care brand. A major breakthrough came when one of its brands was acquired by Mensa Brands, cementing its growth potential and business acumen.

To fortify its supply chain, the company pursued backward integration—partnering with manufacturers to maintain control over pricing and quality. This move streamlined operations and enabled the launch of additional brands, including Gadda Co in 2022, focused on home furnishing and sleep solutions.

“In 2017-18, we reached Rs 6 crore in revenue. That’s when we decided to crack the code on scalability and profitability. We launched Newish in the beauty category, and after its acquisition, we had the capital to expand further,” Kharesiya shares.

Today, Baby & Mom Retail Ltd. operates six thriving brands:

• Gadda Co – Premium sleep solutions, including mattresses and pillows.
• Newish – Beauty and personal care essentials.
• Amorite – A pet care brand for devoted pet parents.
• REDCOP – Electronics and memory accessories.
• Carewell – Healthcare products, including nebulizers.
• OYOBABY - Baby care brand

“Our goal is clear: to become the Unilever of e-commerce,” Kharesiya asserts. “We’re shaping our company in that direction, and this year, we’re targeting a Rs 100 crore Gross Merchandise Sales (GMS) milestone.”

Financial Strength & Funding Plans

Last year, Baby & Mom Retail Ltd. reported a turnover of Rs 44 crore and is on track to close at Rs 75 crore this year. Unlike many startups that burn cash to scale, the company has grown profitably and is now in talks for a $2 million funding round, with $1 million already in soft commitments from angel investors and NRIs.

“Our revenue jumped from Rs 23 crore to Rs 44 crore last year, and we are aiming for Rs 75 crore this year with a GMS of Rs 100 crore. Our quarterly sales reflect the seasonal nature of e-commerce, but we’ve managed to maintain steady growth. Despite being bootstrapped, we have built a robust financial foundation,” Kharesiya explains.

IPO Ambitions: The Road to Rs 1,000 Crore

Baby & Mom Retail Ltd. has its sights set on an IPO in 2026, targeting a valuation of Rs 280 crore with a 25 percent dilution, aiming to raise Rs 70-75 crore. The ultimate vision? Scaling to a Rs 1,000 crore revenue company with a Rs 5,000 crore valuation while expanding the workforce to over 1,000 employees.

“We are preparing for an IPO in 2026, looking at a valuation of Rs 280 crore with a 25 percent dilution. Beyond that, our goal is Rs 1,000 crore revenue and a Rs 5,000 crore valuation. Our focus remains on retail expansion, international growth, and omnichannel dominance,” Kharesiya says.

Business Model & Pricing Strategy

Operating on both B2B and B2C models, Baby & Mom Retail Ltd. has a footprint in over 21,000 pin codes in India, selling 25-26 lakh units annually. Its category-based pricing strategy ensures accessibility across different consumer segments:

• Baby care: ASP of Rs 500
• Home & furnishing: ASP of Rs 800
• Beauty & pet care: ASP of Rs 400

Recognizing the boom in quick commerce, the company has integrated its brands into the segment, currently contributing 5-6 percent of total sales, with plans to scale it to 30 percent.

“We’ve built a stable, scalable, and self-sustaining business over the past 12-13 years. Unlike many startups, we’ve grown profitably without external funding, proving that a strong strategy and execution can drive sustainable growth,” Kharesiya remarks.

From Clicks to Bricks

Despite being an online-first brand, with 95 percent of sales coming through e-commerce and D2C platforms, Baby & Mom Retail Ltd. is venturing into offline retail. It plans to launch Multi-Brand Outlet (MBO) stores under the Baby & Mom name, beginning with three flagship stores in Delhi NCR, eventually expanding to 100 locations.

“With 95 percent of our sales happening online, the next logical step is offline expansion. We are launching Multi-Brand Outlets (MBOs) under Baby & Mom, starting with Delhi NCR. This omnichannel approach will help us bridge digital and physical retail, enhancing customer experience,” Kharesiya explains.

Going Global 

The company isn’t just looking at domestic expansion—it has already onboarded brands in Dubai and the U.S. and is in talks with Australian buyers for exclusive rights to its OABP brand.

“We are actively expanding internationally. Our brands are already in Dubai and the U.S., and discussions are underway with Australian buyers. Through strategic D2C partnerships, we will manage supply and marketing while leveraging local expertise,” Kharesiya reveals.

Rs 1,000 Crore & Beyond

With an aggressive five-year growth strategy, Baby & Mom Retail Ltd. aims to scale to Rs 1,000 crore in revenue, a Rs 5,000 crore valuation, and a workforce of over 1,000 employees.

“In the next five years, we’re aiming for Rs 1,000 crore in revenue while scaling both online and offline. We plan to launch 100 retail stores in India and expand globally through strategic partnerships in Dubai, the U.S., Australia, and beyond,” Kharesiya says.

With a solid financial model, a diversified brand portfolio, and a clear vision, Baby & Mom Retail Ltd. is not just another e-commerce success story—it’s a blueprint for sustainable and profitable growth in India’s dynamic retail market. The upcoming IPO will be the ultimate validation of its journey from a Rs 20,000 startup to a future Rs 1,000 crore retail giant.