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The Diwali season is giving India’s men’s personal-care market another growth opportunity, with consumers increasingly looking beyond traditional grooming categories towards products addressing specific skin and body concerns.

For men’s personal-care brand Mannlich, the festive period has translated into stronger demand across its portfolio, particularly for gifting. The brand’s gift pack has recorded a nearly 300% increase in daily orders during the festive season, highlighting the growing acceptance of personal-care products as gifting options during Diwali.

“The festive season brings an increase in personal-care purchases as consumers prepare for family gatherings, social occasions and travel. Alongside this, convenience is playing a greater role in how consumers shop for these products, with quick commerce making everyday personal-care essentials more accessible,” said Pritam Kudev, Founder & CEO, Mannlich.

While the company has seen steady demand across its wider portfolio rather than a sharp festive spike, products such as its De-Tan Body Wash, lip-care and body-care range are benefiting from consumers looking for solutions to specific personal-care needs.

Gifting opens new opportunity for men’s personal care

Mannlich’s festive performance points to a broader shift in how consumers are viewing men’s personal care. Traditionally associated with shaving, fragrances and basic grooming, the category is increasingly expanding into specialised skincare and body-care solutions.

Kudev said the brand was created to address gaps in the market around concerns such as body acne, tanning, pigmentation, chafing and intimate hygiene.

“When we started, we noticed that most men's grooming brands focused on appearance, shaving and fragrances, while concerns such as body acne, tanning, pigmentation, chafing and intimate hygiene received much less attention,” he said.

The brand currently has 10 live SKUs spanning body care, lip care, underarm care and intimate hygiene. Its formulations are developed with chemists in Germany and India, validated by Indian dermatologists and manufactured in India.

Mannlich’s product development strategy is centred on identifying specific consumer problems rather than following ingredient-led or trend-driven launches.

Quick commerce reshapes festive buying

The growing role of convenience is also influencing how consumers purchase beauty and personal-care products during the festive season. Quick-commerce platforms have made personal-care essentials increasingly accessible, particularly for last-minute purchases and everyday needs.

According to Kudev, Mannlich is strengthening its presence across quick commerce, online marketplaces and its own website to capture consumers across different shopping occasions.

The company is also using micro-influencers to demonstrate how its products address everyday concerns, as awareness of skincare ingredients and efficacy continues to increase among younger male consumers.

“Social media has made information about skincare more accessible and encouraged men to explore products beyond basic grooming essentials,” Kudev said.

AOV doubles as festive shoppers respond to offers

Mannlich has also seen a significant improvement in its festive-period average order value (AOV). According to the company, AOV has doubled during the festive period, as consumers respond to deals and promotional offers.

The company’s net revenue in September 2026 was approximately five times higher than September 2025, reflecting the brand’s expansion over the past year.

Kudev, however, said premiumisation in men’s personal care should not be viewed simply through the lens of higher prices.

“Premiumisation is not simply about spending more on higher-priced products. It is about offering better formulations and products that deliver tangible solutions to everyday concerns, while ensuring consumers get clear value for their money,” he said.

Mannlich targets ₹100 crore ARR

The festive momentum comes as Mannlich looks to scale rapidly after recording approximately ₹2.6 crore in monthly net revenue as of September 2026, equivalent to an annualised revenue run rate of around ₹30 crore.

The company said it has served more than 10 lakh customers since commencing operations in April 2023 and has achieved EBITDA profitability, alongside approximately 4X year-on-year revenue growth.

Mannlich has raised $294,000 in seed funding, led by BeyondSeed, and is now targeting ₹100 crore in ARR over the next 1.5 years. Over the longer term, it aims to build a ₹500–600 crore revenue run rate over five years.

The company plans to expand its existing categories while entering adjacent skincare segments, including face wash and sunscreen. It also intends to invest in original content and intellectual properties to strengthen brand recall and drive organic discovery and repeat purchases.

“We want to build a global skincare brand for men from India,” Kudev said.

With festive gifting adding a new consumption occasion to the category, Mannlich is betting that the next phase of men’s personal care growth will be driven not just by grooming, but by specialised, problem-solving skincare and body-care products.

India’s small-town consumers are emerging as a major growth engine for direct-to-consumer (D2C) brands, but lower order values, higher return costs and fragmented last-mile logistics are putting pressure on profitability.

According to Punit Gupta, Co-founder and CEO, EasyEcom, 57.2% of orders on the platform now originate from outside the top 96 cities, but these orders account for only 39.3% of total order value. The gap highlights both the scale of demand beyond metros and the challenge of making smaller baskets commercially viable.

“The demand is real, but each order is worth less, and every cost on that order matters more,” said Gupta. He added that brands succeeding in smaller towns are not necessarily those offering the deepest discounts, but those that keep inventory closer to customers, monitor failed deliveries and focus on driving repeat purchases.

Smaller packs over deeper discounts

For D2C brands looking to penetrate emerging markets, product architecture could play a bigger role than aggressive discounting.

Gupta said smaller packs and lower entry price points can help first-time customers experiment with a brand without forcing companies to sacrifice margins.

“A buyer in a smaller town is often trying the brand for the first time and wants a low-risk entry point. A smaller pack gives them that, and the brand does not have to give away margin to get the order,” he said.

While discounts can accelerate customer acquisition, Gupta cautioned that excessive promotions could train consumers to wait for the next sale. He suggested that brands reserve discounts primarily for clearing slow-moving inventory, while using pack sizes to attract new customers.

Inventory decisions need to become more granular

The ability to identify products that work in specific clusters of emerging markets will also be critical to controlling working capital.

Rather than committing large inventories upfront, Gupta recommended a test-and-scale approach, where brands place limited stock in regional warehouses and track sales, cancellations and returns at a pin-code or town-cluster level.

“Send a little, watch closely, then decide,” he said. Products that demonstrate sustained demand can receive additional inventory, while slower-moving SKUs can be pulled back before they tie up cash.

According to Gupta, national-level inventory data alone is insufficient for this strategy. Brands need visibility into what is selling across individual clusters of towns.

Returns emerge as the biggest profitability risk

While shipping and fulfilment costs are easier to track, returns can have a disproportionately large impact on the economics of low-value orders.

“Returns, first. Shipping and fulfilment costs are visible upfront, but returns hide in the numbers,” Gupta said.

He pointed out that when a cash-on-delivery order is returned, brands may effectively pay for two-way shipping, packaging and inventory that remains tied up in transit. For lower-value baskets, a single return can wipe out the margin generated by several successful deliveries.

Gupta said brands should therefore measure cost per delivered order after returns, region by region, rather than evaluating logistics costs in isolation.

Delivery density holds the key to lower costs

The cost of serving smaller towns varies significantly depending on shipment density. While metro delivery routes can carry dozens of parcels within a concentrated area, smaller-town routes often involve fewer shipments over longer distances.

“Density is the biggest reason,” Gupta said, adding that longer distances and multiple delivery attempts can further increase costs.

However, he believes economics can improve rapidly once order volumes build within a particular cluster. Regional inventory and order consolidation, he said, can have a greater impact on profitability than simply negotiating lower courier rates.

Rather than applying a universal minimum shipment volume to determine whether a town is commercially viable, Gupta suggested evaluating clusters of neighbouring towns together and tracking whether cost per delivered order fits within the brand’s margin.

“If both are true”, the cost fits within the margin and continues to decline as volumes grow, “the market is working for you,” he said.

COD remains a challenge beyond metros

Cash-on-delivery continues to be more prevalent in smaller towns, where consumers may be less familiar with online brands and prefer to pay only when the product arrives.

The model, however, can contribute to higher failed deliveries and return-to-origin rates. Gupta attributed this to a combination of consumer trust and logistical issues, including incomplete addresses and delays that can cause customers to lose interest.

Brands can reduce such losses by confirming orders before dispatch or offering small incentives for prepaid purchases, he said.

Regional fulfilment could reshape unit economics

For brands looking to improve profitability, moving inventory closer to demand could be one of the most effective levers.

“When stock sits closer to the buyer, the order reaches them sooner, and a faster delivery is less likely to be cancelled or refused at the door,” Gupta said.

He added that D2C brands do not necessarily need to build their own warehouse infrastructure. Shared fulfilment facilities can allow multiple brands to store inventory in the same region while splitting fixed costs.

Many third-party logistics providers working with EasyEcom already operate such shared warehouse models, Gupta said, allowing multiple brands to use the same facility while maintaining separate inventories.

Small-town growth is real, but profitability remains uneven

The shift towards smaller cities is therefore showing signs of structural improvement, but the transition is far from complete.

“Honestly, both,” Gupta said when asked whether brands are seeing genuine improvements in small-town unit economics or continuing to subsidise growth through discounts and customer acquisition spending.

Brands that have moved inventory closer to customers, improved order-level data and prioritised repeat purchases are seeing more sustainable economics, he said. Others continue to rely heavily on discounts and advertising to drive growth.

The festive season has further highlighted the challenge, with smaller baskets being seen in smaller towns compared with the previous year.

“Smaller towns clearly have the demand. What decides the outcome is whether the operations behind each order were built for these markets,” Gupta said.
 

Oriflame expects skincare, fragrances and colour cosmetics to remain among the key beauty categories driving consumer demand during the Diwali and festive season, as shoppers increasingly combine personal grooming, self-expression and gifting.

The company said festive beauty consumption is being driven by consumers looking to refresh their beauty routines and experiment with products that complement festive looks. This includes skincare essentials as well as colour cosmetics such as blushes, lipsticks, foundations and eye makeup.

Within its portfolio, Oriflame products across skincare and colour cosmetics generally benefit from the seasonal uptick. Its skincare portfolio includes NovAge+, Optimals, Tender Care, Milk & Honey Gold and Love Nature, while its colour cosmetics portfolio includes The ONE and Giordani Gold.

“During the festive season, especially around Diwali, we typically see increased interest across skincare, fragrances and colour cosmetics. Consumers are looking to refresh their beauty routines and explore products that complement their festive looks,” said, Edyta Kurek, Senior Vice President and GM, Oriflame India.

Beauty Gifting Gains Momentum

Beyond personal consumption, gifting is emerging as an important driver of festive beauty sales. Fragrances, skincare and personal care products are increasingly being considered alternatives to conventional festive gifts, with consumers looking for products that offer both utility and a personal connection.

Oriflame said fragrances have particular relevance as gifting products because consumers can select scents based on the preferences and personalities of their recipients.

The company has observed in the previou years, that a combination of personal beauty consumption and gifting create additional purchase occasions during the festive season.

Premium and Affordable Beauty See Demand

While premium beauty continues to attract consumers seeking advanced formulations and elevated experiences, Oriflame said festive demand is being spread across price segments.

The company's portfolio caters to different consumer needs, ranging from everyday personal care products to premium beauty and wellbeing offerings. Products such as Tender Care, Milk & Honey Gold, Love Nature and Optimals address everyday skincare and personal care needs, while NovAge+ targets consumers seeking advanced skincare solutions.

Similarly, The ONE and Giordani Gold offer colour cosmetics across different consumer preferences and price points.

The company said consumers are increasingly looking for a combination of quality, experience and value, resulting in festive demand that spans both premium and accessible products.

Consumers Increasingly Buying Across Categories

The festive season is also encouraging consumers to purchase multiple complementary products within the same transaction, potentially lifting average order values.

According to Oriflame, consumers are increasingly combining categories rather than limiting purchases to a single product. A skincare purchase, for instance, may be accompanied by personal care products, while fragrances can be paired with other beauty essentials.

The company said the trend reflects a more considered approach to festive spending, with consumers evaluating both product benefits and value before making purchases.

Limited Editions and Trial Packs Support Discovery

Festive launches, limited-edition products, fragrance collections and new variants also support incremental sales by introducing novelty into the shopping experience.

Oriflame said that it has observed, smaller product sizes and tester packs prove useful in encouraging consumers to try new products before purchasing full-sized versions.

These formats can help brands drive product discovery, trial and conversion, while potentially creating opportunities for repeat purchases after the festive season.

The company expects the broader festive beauty opportunity to be shaped by three key consumer motivations, personal care, self-expression and meaningful gifting, with both premium and value-led products contributing to category growth.

India’s organic food market is witnessing a shift as consumers increasingly look beyond individual organic products to healthier alternatives across their everyday grocery baskets. The rise of e-commerce and quick commerce, alongside growing interest in clean-label foods, is creating new opportunities for brands operating in the category.

For Organic Tattva this changing consumer landscape is opening up avenues for growth across domestic and international markets. The brand, founded by husband-wife duo Kriti and Rohit Mehrotra began at a time when organic food was still a niche category with limited organised competition.

Over the years, Organic Tattva has expanded its offerings across rice, flours, pulses, spices, oils, sugars, ready-to-eat products and teas. Its approach has been to offer consumers a wider selection of organic staples, enabling them to transition more of their household grocery consumption to organic alternatives.

“We started this brand almost back in 2012, 2013. At that time, organic was obviously a very, very niche market. And there were not a lot of brands. It was just us and 24 Mantra at that time. So, you could say we are like one of the pioneers of the organic food industry,” Kriti Mehrotra, Co-Founder, Organic Tattva. 

Quick Commerce Emerges as a Key Growth Driver

The evolution of retail channels has significantly changed how consumers discover and purchase organic products. While modern trade and general trade were the primary sales channels when Organic Tattva entered the market, digital platforms have gained prominence in recent years.

The brand is now present across major modern retail chains, including Reliance, Metro, More, Lulu and Spencer’s, alongside e-commerce and quick-commerce platforms such as Amazon, Flipkart, Zepto and Instamart.

Among these channels, quick commerce has emerged as a significant contributor to sales, reflecting the growing consumer preference for convenience and faster access to everyday essentials.

“I don't know the exact numbers, but quick commerce is the major chunk of our sales,” said Mehrotra, adding that the channel could account for more than half of the brand’s sales.

This shift is also influencing the brand’s priorities for the next two to three years. While Organic Tattva continues to maintain its presence in modern trade, its focus is increasingly moving towards strengthening its digital visibility and expanding its product assortment across online platforms.

“Increasing our range of products and our visibility on quick commerce and e-commerce is the key for the next two to three years,” she shared.

Expanding the Organic Grocery Basket

Organic Tattva’s product expansion is centred on making organic food more accessible across everyday consumption categories. Rather than limiting its offerings to conventional staples, the brand is adding products based on emerging consumer demand and gaps in the category.

Recent additions include hing, spices and Khapli Atta, a traditional wheat variety that has been gaining consumer interest.

The brand is also exploring opportunities to encourage larger purchases through bundled offerings on its website and promotional activities across quick-commerce platforms.

During the festive season, Organic Tattva introduced two Diwali gift boxes, marking its first foray into festive gifting. The launch adds another consumption occasion to its existing grocery-focused portfolio.

“We keep evolving the categories, basis demand and things like that,” Kriti said.

The emphasis on expanding the product basket also reflects a broader opportunity in the organic category: moving beyond occasional purchases towards regular household consumption.

Tier-II Cities Offer Further Expansion Opportunities

While Organic Tattva has established a strong presence in Tier-I markets, the brand is increasingly seeing traction from smaller cities.

Its next phase of domestic expansion will focus on deeper penetration into Tier-II markets, with selective exploration of Tier-III cities.

“We have a very solid presence in your Tier-I, and we are hitting very good numbers in Tier-II cities as well,” noted Mehrotra.

However, expanding into smaller markets presents its own challenges, particularly given the nature of the organic food category and consumer awareness levels.

“Definitely Tier-II cities is where we are looking to penetrate deeper, maybe getting a little into Tier-III cities as well. But it's a little tough because the category is such. But yeah, we're seeing very good response from Tier-II cities,” she added.

The brand’s expansion plans are therefore expected to combine greater digital reach with deeper regional penetration, rather than relying solely on an increase in physical retail touchpoints.

Building Consumer Trust Through Transparency

As more brands enter the organic food market, differentiation is becoming increasingly important. For Organic Tattva, consumer trust, certification and supply-chain transparency remain central to its positioning.

The brand holds certifications including USDA, India Organic and European standards. It has also introduced QR codes on its packaging, allowing consumers to access the test report for the specific product lot.

This approach is intended to provide greater visibility into product quality and testing, addressing consumer concerns around authenticity in a category where trust plays a significant role in purchase decisions.

“We have all the necessary certifications in place and now we've implemented a QR code on our packs,” said Mehrotra.

The brand’s sourcing model is another important component of its positioning. Organic Tattva works with nearly 10,000 farmers and procures directly from them, building a supply chain that connects agricultural production with consumer demand.

“We're working with almost 10,000 farmers, procuring directly from them. So, in that way, it is a very sustainable way that we are working from back-end to your reaching all the way to your farm to folk kind of a situation. We are there, we're building a very solid supply chain network that way,” she shared.

Health Foods and Clean Labels Shape Category Demand

The opportunity for Organic Tattva extends beyond organic staples, as consumer interest in healthier food choices continues to expand.

According to Kriti, the broader health food category is gaining traction, particularly in snacks, bakery products and food options for children.

The growing popularity of brands offering products with fewer ingredients and cleaner labels reflects a shift in consumption preferences. Consumers are increasingly looking for alternatives to conventional snacks, including namkeens, bhujiyas and biscuits.

“More than just organic, I would say the health food category is picking up. So, generally, a lot of healthy snacks, healthy bakery items, healthy snacks for kids. All of those things are really picking up,” expressed Mehrotra.

This trend is creating opportunities for brands to reposition familiar food categories around better ingredients and cleaner labels.

For Organic Tattva, the broader shift towards health-conscious consumption reinforces the relevance of its existing portfolio while opening up possibilities for further product development.

International Expansion Gains Momentum

Alongside domestic growth, Organic Tattva is increasing its focus on international markets. Exports currently contribute approximately 25% of the brand’s business, with the US emerging as an important market.

Having entered the US market two years ago, the brand is now looking to strengthen its presence through marketing and wider distribution.

“We are really now pushing our exports. We've started selling our brand in US, and it's been two years, and that we are obviously trying, you know, to expand that market for us,” shared Mehrotra.

The brand is also exporting to the Middle East and is exploring entry into Europe. Other markets under consideration include Canada, Australia, New Zealand and select Asian markets. While Organic Tattva is already present in Singapore and Mauritius, its international expansion will focus on building a stronger presence in existing markets while entering new geographies.

“We're doing a lot of marketing and things like that to make it a very global brand. We're now exporting to Middle East and Europe is where we're trying to enter,” she shared.

The company has not disclosed its revenue or specific growth targets for the next two to three years, but its expansion priorities indicate a continued focus on strengthening domestic distribution, increasing digital sales and scaling its international business.

As the organic food category evolves, Organic Tattva’s next phase of growth will depend on how effectively it combines product innovation, supply-chain credibility and digital distribution to make organic products a more regular part of consumers’ grocery baskets.

NEAT Everyday, a beauty, personal care and wellness brand, is targeting festive sales of ₹1.70 crore during Diwali 2026, representing a 325 percent year-on-year growth over the approximately ₹40 lakh sales recorded during Diwali 2025.

The brand expects the sharp increase to be driven by an expanded retail footprint, growing demand for active nutrition, improved product availability and strategic brand partnerships.

“Compared to our Diwali 2025 sales of approximately ₹40 lakh, this year's target of ₹1.70 crore represents an aggressive 325 percent year-on-year growth, or more than a 4.25x increase. This surge is driven by our expanded retail store footprint, strong active nutrition demand, enhanced product availability, and strategic brand partnerships,” said Darshak Mehta, CEO, NEAT Everyday.

Beauty and Personal Care Gains Festive Momentum

The company's festive outlook comes as India's beauty and personal care market continues to see increasing digital adoption. According to Redseer Strategy Consultants' 2026 online retail outlook, India's online beauty and personal care category is projected to grow by 36–39 percent during the year.

Festive shopping is also contributing to the category's momentum. During the opening 12 hours of Amazon's Great Indian Festival 2026, one in every four products purchased on Amazon.in was a beauty product, while premium skincare and haircare sales crossed 150 products per minute.

Against this backdrop, NEAT Everyday expects skincare, everyday personal care and wellness products to remain relevant during the festive period.

“Consumers are increasingly looking for products that combine convenience, quality and accessible pricing. Festive grooming, gifting and replenishment can create additional purchase occasions for these categories,” Mehta said.

NEAT Everyday's portfolio includes products such as aloe vera gel, rose water, coconut oil and other personal care and wellness products designed around everyday routines.

Premiumisation Coexists With Value Consumption

While premium beauty continues to gain traction online, the festive market is also seeing sustained demand for affordable and mass-market personal care products.

Amazon's Great Indian Festival 2026 reported premium skincare and haircare sales at five times their regular daily levels during the opening phase, pointing to increased consumer interest in specialised beauty products.

For NEAT Everyday, the opportunity lies in addressing the other end of the market through accessible personal care and wellness products.

“The market is catering to both premiumisation and value-conscious consumption. While premium skincare and haircare are seeing strong online traction, accessible personal care products continue to serve everyday needs,” Mehta said.

Omnichannel Retail Becomes Key to Festive Growth

The brand is also looking to leverage an expanding omnichannel presence during the festive period.

NEAT Everyday currently operates 12 physical stores across Mumbai, Ahmedabad and Indore, alongside digital distribution through platforms including Amazon and Flipkart.

The company sees marketplaces, brand websites, physical stores and quick commerce as complementary parts of the consumer journey. Marketplaces facilitate discovery and comparison, while physical stores allow consumers to explore products and quick commerce addresses immediate purchase and replenishment needs.

Redseer's 2026 outlook has identified quick commerce as an important structural growth driver for Indian retail, further increasing the number of channels through which consumers can discover and purchase beauty and personal care products.

Beauty and Wellness Emerge as Festive Gifting Categories

Beyond personal consumption, NEAT Everyday is also tapping the growing role of beauty, personal care and wellness in festive gifting.

Consumers are increasingly exploring alternatives to traditional Diwali gifts such as sweets and dry fruits, with practical beauty and wellness products emerging as gifting options.

NEAT Everyday offers gifting hampers that combine everyday personal care and wellness products, allowing consumers to purchase multiple products as part of a single festive offering.

According to Mehta, such hampers can also help introduce consumers to a broader product portfolio while increasing multi-product purchases during the festive period.

Tier II Markets Add to Growth Opportunity

The company is also looking beyond India's largest metropolitan markets for growth. Redseer's 2026 analysis highlights Tier II and smaller cities as important growth markets for online beauty and personal care, supported by increasing digital access and consumer discovery.

For NEAT Everyday, its presence in Mumbai, Ahmedabad and Indore, combined with digital distribution, provides multiple consumer touchpoints as it looks to capture festive demand.

The brand expects consumer spending during the season to reflect a balance between festive purchases and everyday value. While shoppers are experimenting with new products, price, convenience and utility remain important considerations.

“Festive occasions can encourage multi-product purchases and replenishment of personal care essentials. At NEAT Everyday, we are observing how these preferences influence product selection and purchasing behaviour across channels,” Mehta said.

Looking Beyond Diwali

With a target of ₹1.70 crore for the 2026 Diwali season, NEAT Everyday is positioning the festive period as an important growth opportunity rather than a standalone sales event.

The company plans to evaluate the season through sales growth, category performance and consumer response while continuing to expand product availability across its retail and digital channels.

The 325 percent projected growth also sets a significantly higher benchmark for the brand's festive business, with its expanded retail network and broader product portfolio expected to play a key role in determining whether the company can convert festive demand into sustained post-Diwali consumption.

India's pet care market is witnessing a shift as pet ownership, consumer awareness and spending on animal well-being continue to grow. What was once largely a category centred on pet food and basic supplies is expanding into nutrition, preventive healthcare, diagnostics, grooming, medicines and specialised services. For businesses operating in the space, the opportunity lies not just in selling products but in building long-term relationships with pet parents.

Supertails is positioning itself around this larger opportunity. What began as an online marketplace for pet nutrition has evolved into an integrated pet care platform spanning food, accessories, teleconsultations, e-pharmacy, grooming, diagnostics and veterinary healthcare. The brand's ambition is to become a single destination for pet parents, addressing their needs across different stages of a pet's life.

Founded around the idea of building a continuity-of-care platform, Supertails entered the market at a time when India's pet care industry was beginning to gain momentum. 

"In India, while we all continue to have more disposable incomes, people are marrying later, they're having kids, fertility rates are dropping, but everybody needs companionship, which is why pet adoption is on the rise. Pet parents are growingly becoming more aware, and they're becoming more and more involved, which is what we call humanisation of pets," shared Vineet Khanna, Co-Founder, Supertails. 

He added that these factors are contributing to category growth of over 25 percent annually, creating opportunities for businesses that can address the evolving requirements of pet parents.

From Online Marketplace to a Continuity-of-Care Platform

Supertails was established with the objective of addressing the diverse needs of India's growing pet parent community. The company recognised that every pet has different requirements depending on its age, breed, health and lifestyle. This understanding shaped the company's vision of building an ecosystem that could support pet parents throughout the pet ownership lifecycle.

The business initially started as a marketplace focused on pet nutrition before expanding into accessories. In 2022, its second year of operations, Supertails introduced teleconsultations and private-label products. The following year, it launched its e-pharmacy, extending its services into prescription-based healthcare.

In 2024, the company entered offline healthcare with clinics and hospitals in Bengaluru, offering services ranging from outpatient consultations, grooming, diagnostics and vaccinations to surgeries and emergency care.

Today, its Bengaluru ecosystem combines online access to pet supplies and medicines with physical healthcare facilities. The company also offers quick-commerce deliveries, enabling customers to receive essential supplies and medicines within 30 minutes.

"Supertails is now this continuity of pet care platform for this pet parent who has multiple needs. We just keep on addressing them throughout," said Khanna.

Building an Omnichannel Retail and Healthcare Network

Supertails' retail presence combines its digital platform with quick-commerce infrastructure and offline healthcare facilities. Bengaluru is currently its most developed market, with dark stores supporting 30-minute deliveries of pet supplies and medicines, alongside a network of 12 healthcare facilities.

The company is also present in Delhi-NCR and Mumbai, while other metropolitan markets largely operate through same-day and next-day delivery models. Beyond metros, the platform serves customers through standard delivery.

Its expansion approach is centred on establishing a strong presence within individual micro-markets before replicating the model in other cities.

The offline healthcare business is a relatively recent addition, with the first clinic opening around 18 months ago. A significant proportion of the current network has been added over the last three to six months. According to Vineet, the relationship between the online and offline businesses is central to the company's retail model. While the digital platform supports customer acquisition, the physical healthcare network builds trust and gives the company a deeper understanding of individual pets through their health and purchase data.

Rather than treating online and offline as separate businesses, Supertails views them as interconnected channels serving the same consumer. At a Bengaluru level, more than one-fourth of the company's business comes from its offline clinic channel. 

"We can call ourselves having different categories, different product lines, different channels. The consumer and the pet is the same and that's how we define our business as well," said Khanna.

This integrated approach also allows the company to use information such as a pet's age, breed, weight, vaccination history and deworming schedule to anticipate future requirements and recommend relevant products and services.

Metros Drive Spending, but Tier II Markets Offer Opportunity

Metropolitan markets currently contribute approximately two-thirds of Supertails' business, reflecting higher spending propensity and greater awareness of specialised pet care products and services. Consumers in these markets are increasingly looking beyond basic supplies to include quality healthcare, grooming, boarding, walking and other services within their pet care routines. However, the pet care category has a distinct growth trajectory compared with several other consumer sectors. Unlike categories that typically originate in metros before expanding to smaller cities, pet ownership in India has historically had a strong presence in Tier II and Tier III markets.

"As people started to have pets in metros, they started to grow faster as well," expressed Khanna. .

The company is witnessing demand beyond metropolitan markets, including cities such as Jaipur, Jodhpur and other emerging urban centres. Its longer-term expansion plans involve taking the integrated ecosystem beyond metros as well.

Expansion Plans 

Over the next five years, Supertails aims to replicate its 30 minute delivery model across 20-30 cities in India. The immediate focus, however, is to strengthen its existing ecosystem in Bengaluru before expanding the healthcare network into Delhi and Mumbai, followed by other metropolitan markets.

"We plan to establish our 30-minute delivery service first before moving towards a more comprehensive ecosystem," shared Khanna.

Product Diversification Beyond Food and Accessories

While pet nutrition remains Supertail's largest business category, contributing more than 55-60 percent of its business, the company is seeing increasing demand across accessories, clothing, supplements, preventive care and technology-enabled products.

Its accessories business is growing as pet parents increasingly seek ways to pamper their animals and make them part of their everyday lifestyles. The shift is particularly visible among Gen Z and Millennial consumers, many of whom are working professionals and are increasingly treating pets as integral members of their households.

This is creating demand for products that go beyond functional requirements. Pet clothing, strollers, cameras, tracking devices and other technology-led products are finding greater acceptance, particularly during festive periods and special occasions.

Supertails has also introduced a dedicated pet parents category, which includes products designed for both pets and their owners. For instance, it introduced twinning apparel that allows pet parents and their pets to wear coordinated designs, colours and fabrics. The company has further expanded into supplements, preventive care and veterinary diets and categories such as tech that are growing. 

"We continue to launch ethnic wear, technological gadgets like cameras and health monitoring devices," noted Khanna. 

He added that the platform's responsibility is to keep expanding its assortment in line with the varied requirements of different breeds, age groups and pet lifestyles.

'No Bang Diwali' Takes Pet Wellness into Festive Conversations

Alongside its retail and product expansion, Supertails is also using consumer awareness initiatives to build stronger connections with pet parents. For the 2026 festive season, the company introduced its 'No Bang Diwali' initiative, highlighting the stress caused by firecracker noise among pets and community animals.

The campaign uses humour to show Diwali from a pet's perspective, drawing attention to how animals respond to loud noises by hiding under tables, sofas and beds. Beyond the brand film, the initiative has been extended across the company's retail and service touchpoints. Supertails is offering Diwali consultations at its 12 clinics to help pet parents understand how to care for their animals during the festive period. Free earmuffs are also being provided with clinic visits and eligible platform orders.

The festive assortment includes ethnic wear, toys, hampers and gifting options for pets, encouraging consumers to include their animals in the celebrations.The approach also reflects the company's larger positioning around making pet parenting more enjoyable by addressing the practical challenges that often accompany it.

"For the consumer, what we communicate to them is basically one trustworthy place which takes care of most of their pet's needs. But what's more important is how they perceive us is that we know their pets almost as equally or sometimes even better than what they know," highlighted Khanna. 

He added that the company's objective is to act as a pet parenting partner, helping consumers navigate these requirements through reliable information, products and services.

Building a Rs 2,000-Crore Brand

Supertails is targeting a topline revenue of Rs 2,000 crore over the next four to five years. The growth ambition is supported by increasing category penetration, repeat purchases and rising average order values. Pet nutrition remains the largest contributor to revenue, while newer categories such as accessories, preventive healthcare, supplements and veterinary diets offer additional opportunities.

The company's larger ambition is to become the default destination for pet parents across India, bringing together convenience, trust and a comprehensive range of products and services.

"We want to be the pet parenting partner for the pet, as well as become the default choice, trust and convenience for any need we might have. So that whenever they think of anything pet care, Supertails comes top of their mind," concluded Khanna.

Supertails is betting on an integrated model that combines commerce, healthcare and consumer engagement. Its ability to replicate this ecosystem while maintaining service quality and building consumer trust will be central to its next phase of growth.

TIGERFIRE, the luxury vodka brand crafted in France, is looking to strengthen its presence in India’s premium spirits market by focusing on product quality, selective distribution and consumer experience. Since its India launch in December 2025, the brand has established a presence in Maharashtra, Goa and Haryana, with Gurugram marking its entry into the National Capital Region (NCR).

Led by Global CEO Badal Moradia, TIGERFIRE is taking a measured approach to expansion, prioritising markets with a strong premium spirits consumer base and an established hospitality and retail ecosystem.

“India has always been a whisky-dominated market, but we’re seeing more interest in vodka, especially at the premium end. People are becoming more open to different spirits and different ways of enjoying them. They want something smooth, they want quality, and they want to understand what makes one spirit different from another,” said Badal Moradia, Global CEO, TIGERFIRE.

The brand positions itself in the luxury spirits segment, although its pricing strategy is aimed at making luxury-quality vodka accessible at a relatively lower price point. TIGERFIRE has received a 95-point rating from the Beverage Testing Institute, placing it as the third-highest-rated vodka globally, according to the company.

French Craftsmanship Meets Indian Brand Identity

TIGERFIRE’s product differentiation lies in its production process and ingredient selection. Made using French winter wheat, the vodka undergoes triple distillation and birch charcoal filtration. The process is designed to retain some of the wheat’s natural flavours and create a distinctive taste profile without additives.

The brand’s development involved visits to more than 25 distilleries worldwide before it finalised its production partnership in France. Moradia said the company spent over four years working on the brand, bottle and liquid, with more than two years dedicated to developing its packaging.

“We actually never set out to make a French vodka. We set out to find one of the best vodkas in the world, regardless of where it was made. We spent more than two years tasting vodkas from different distilleries around the world to find the right liquid for TIGERFIRE. It just so happened to come from France. But the liquid was never something we were willing to compromise on,” Moradia said.

While the production is rooted in French craftsmanship, the brand draws its identity from its Indian origins and the personalities of its founders, Sanjay Dutt and Paresh Ghelani. Its bottle design incorporates Indian influences, including a tiger-eye motif inspired by Dutt’s eyes and detailing reflecting Indian craftsmanship.

Selective Distribution and Experiential Retail Strategy

As part of its retail strategy, TIGERFIRE is focusing on premium liquor outlets, restaurants, bars and hospitality partners rather than pursuing widespread distribution. The company believes that product discovery and consumer experience will play a critical role in building its position in the competitive vodka category.

Moradia highlighted the importance of tastings and on-trade partnerships in encouraging consumers to explore the brand.

“Being a premium brand doesn’t mean you need to be everywhere. It means you need to be available in the right places and deliver the right experience when someone encounters the brand. In a category like vodka, people need to experience the product for themselves. That’s where restaurants, bartenders and mixologists can make a real difference,” he said.

The brand is also looking to strengthen its relationships with distributors and trade partners while increasing its presence across premium retail and hospitality channels.

Expansion Priorities for FY2026–27

For FY2026–27, TIGERFIRE’s priorities include deepening its presence in existing markets, expanding its premium retail and on-trade footprint, and entering additional markets where it identifies the right consumer base and distribution opportunities.

The company is evaluating markets based on demand for premium spirits, the availability of suitable retail and hospitality partners, and the strength of local distribution networks. Given India's state-specific excise regulations and pricing structures, the brand intends to pursue expansion selectively.

“We'd rather enter a market where we can do things well than spread ourselves too thin. The idea is to build depth in the markets we're already in, while opening up the right opportunities in others. For a young brand, getting that foundation right is important,” Moradia said.

Although the company has not disclosed specific sales figures or growth targets, it said the initial response across its three markets has been encouraging. Its immediate focus is on translating early consumer interest into wider distribution, product trials and repeat demand.

Building a Global Spirits Brand

TIGERFIRE was first released in Los Angeles, with India selected for its major launch owing to the brand's presence in the country. The company aims to build an internationally recognised spirits brand that combines global production expertise with an identity rooted in India.

“We've seen exceptional responses from all three markets we're available in so far. Personally, I get so proud when I go to some of the best bars and restaurants in the country and see the bottle on the bar and in their cocktails. It means we're doing something right. That the best bartenders are trusting our product in their drinks,” Moradia said.

With a focus on premium positioning, selective market entry and product-led differentiation, TIGERFIRE is looking to establish a long-term presence in India's evolving luxury spirits market.

Shankar Mahadevan has made his mark as a singer-composer with hits like ‘Breathless’, ‘Maa’ (Taare Zameen Par), and ‘Mitwa’ (Kabhi Alvida Naa Kehna). Now the Grammy-winning musician is taking his creative ideas to the restaurant industry with Malgudi, which aims to put a fresh twist on South Indian cuisine.

The brand, co-founded by Mahadevan and K.S. Ramakrishnan (Founder of Eatopia Holdings), combines authentic South Indian cuisine with modern decor, menu offerings, and a greater focus on service. The brand sits within the Eatopia portfolio, which includes seven brands, and is growing its presence in India and globally.

"I met up with Ram and decided to do this together," Mahadevan said.

With over two decades of experience in photography and 10 years in the restaurant industry, Ramakrishnan said that the group bought Malgudi as a fast casual brand and decided to reinvent it.

“We wanted to bring credibility to South Indian cuisine," he said.

Also read: How GRM Foods Is Growing 921 Basmati Rice Globally

A New Dining Experience

"The idea was to make sure that South Indian restaurants aren’t just a quick meal option. Often people come here for idlis, vadas and dosas but go elsewhere if they are having a family meal or celebration," Mahadevan said.

That’s exactly what Malgudi has done. It is designed to be ideal for eating out, whether it is family meals or birthdays/anniversary. Not only has the menu been designed well but the interior and cutlery as well as how the staff interact with customers.

"We wanted to create a joyous place to bring families, children and relatives to. It’s somewhere to celebrate an occasion, birthday or anniversary," Mahadevan said.

The concept took around 12-18 months to come up with before expansion of the restaurant-cafe started.

The menu offers a mix of traditional South Indian cuisine along with some newer options. Popular items include podi cheese balls, lotus root, thatte idli, benne dosa, and Mulbagal dosa. Other options include Dindigul biryani, South Indian khao suey, Malabar paratha with curry, and Sri Lankan curry with idiyappam.

The average cost is between Rs 700-Rs 800 each, which makes Malgudi a bit pricier than many traditional South Indian restaurants.

Also read: From Premium Perfumes to Pocket-Friendly Scents

Expansion Strategy:

“We are planning to expand our business in a very structured way. We will use internal resources to fund our expansion,” Ramakrishnan added.

“We’ve got a 13-outlet journey, and we’ve got a 102-outlet journey ahead. We want to reach 102 outlets in the next three to four years,” he added.

Currently, Malgudi is opening its 10th restaurant café outlet in Gurugram and will open 3 more outlets over the next two months. The Eatopia portfolio has around 10 QSR outlets as well.

The business is seeing nearly Rs 200 crore revenue run rate, with revenues growing at a CAGR of 100-150 percent. (Note: Numbers include the entire Eatopia business.)

Ramakrishnan added that it costs between Rs 4-10 crore to invest in an outlet. It depends on the location and outlet type.

Also read: Retail Sales Grow 8 Pc in September 2026 Ahead of Festive Season: Report

Accessing New Markets

The founders think South Indian food would appeal to a wide range of people and communities.

Mahadevan explained how customers from various cultural backgrounds often enjoy eating idli and dosa. The aim of the brand is to target customers seeking a more comfortable experience and those who wouldn’t typically enter a traditional South Indian restaurant.

The brand focuses on serving the market in Mumbai, Delhi-NCR, and Dubai; however, it is also looking at expanding in Ahmedabad and Chandigarh.

They are also looking into opportunities internationally within the UK, Europe, Asia-Pacific, Australia and the US.

Also read: Premiumization Reshapes India’s Home Appliance Retail Market

Quality Over Celebrity

While Mahadevan's association brings recognition to the brand, he believes it cannot replace the basics of running a restaurant.

"Nobody will come and eat a bad dosa because Shankar Mahadevan is associated with it," he said. "The food has to be good."

Ensuring consistent product quality across all outlets will be crucial for Malgudi as it scales. They are focusing on providing an excellent dine-in experience to their customers. Home delivery will be an ancillary business line.

They are looking to grow their restaurant business offering South Indian cuisine to reach 102 outlets in the next 3-4 years. This will depend on how well they provide a consistent eating experience.

Facts

• Inception: 2025
• Headquarters: Dubai
• Revenue Run Rate: Nearly Rs 200 crore (Eatopia)
• Annual Growth: 100 percent–150 percent CAGR
• Restaurant-Café Outlets: 10
• QSR Outlets: Around 10
• Expansion Target: 102 outlets in 3–4 years
• Investment per Outlet: Rs 4–10 crore
• Average Spend: Rs 700–Rs 800 per person
• Planned Markets: UK, Europe, Asia-Pacific, Australia, and US

India's pet food market is witnessing a shift as pet ownership grows and consumers increasingly treat pets as family members. What was once largely a functional purchase centred on feeding is gradually evolving into a more considered category, with pet parents paying closer attention to ingredients, nutritional balance, product formats and health benefits. For organised pet food companies, this changing mindset is creating opportunities across premium nutrition, wet food, fresh food, functional products and digital commerce.

For Drools Pet Food, the transformation of consumer behaviour is opening up new avenues for growth. Over the past two to three years, the company has expanded its international presence, strengthened its premium portfolio and invested in emerging product categories to address the changing expectations of pet parents.

According to Rakhi Rana, COO, Drools Pet Food Pvt Ltd, the company's business has recorded a three-year CAGR of approximately 75%, reflecting the momentum behind its expansion strategy and the growing demand for packaged pet nutrition.

"The way pet parents approach nutrition is changing. They are becoming more informed and deliberate about what goes into their pets' food. They want to understand ingredients, preparation methods and nutritional balance, while increasingly looking for food that feels closer to a home-cooked meal. At the same time, packaged pet food has become part of the regular household shopping basket, making convenience, affordability, consistency and trust important purchasing considerations," says Rana.

The Shift Towards Premium and Fresh Nutrition

India's expanding pet population is providing a strong foundation for the organised pet food industry. The country's pet population increased from 28.4 million in 2020 to 39.2 million in 2025, indicating a growing consumer base for pet-care products. According to IMARC Group, India's pet food market was valued at approximately USD 2.4 billion in 2024 and is projected to reach USD 4.6 billion by 2033, growing at a CAGR of 7.2% between 2025 and 2033.

As the category develops, consumers are moving beyond basic feeding requirements towards products that offer specific nutritional benefits. This is particularly visible in the growing interest in wet food and fresh-style formats, which combine recognisable ingredients, higher moisture content and ready-to-serve convenience.

Drools is addressing this shift through its Fresh Food range, featuring meat-rich recipes formulated without corn, wheat, soy or preservatives. The portfolio currently includes four variants: Real Chicken & Veggies, Real Chicken & Pumpkin, Real Chicken and Turkey, and Real Chicken Biryani.

The company has also opted for Tetra Recart packaging, allowing the products to offer home-style meals with complete and balanced nutrition while maintaining freshness and flavour without requiring refrigeration before opening.

"Consumers are increasingly looking for food formats that offer both nutritional value and convenience. Our Fresh Food range responds to this demand by bringing together recognisable ingredients, balanced nutrition and easy-to-serve packaging. We want to make home-style meals a convenient part of everyday feeding routines," Rana explains.

The company's product development strategy also extends to vegetarian offerings. Its 100% Veg Gravy is a moist, plant-derived mealtime option for dogs, catering to households seeking alternatives to meat-based products. Drools is further expanding its wet-food portfolio with bone broth and soups, alongside functional treats for dogs and cats.

Premiumisation Creates New Growth Opportunities

Premiumisation is emerging as another important growth driver for the company. Drools' premium dog food portfolio includes Focus, Canine Creek and Grain Zero, supported by breeder and veterinarian partnerships.

While premium pet food continues to represent a relatively low-volume, high-margin segment, the company sees considerable potential in educating consumers about the nutritional benefits of value-added products.

The broader portfolio spans dry and wet food for dogs and cats, treats, veterinary prescription diets, supplements and pharmaceutical products. Its formulations include grain-free, single-grain and high-meat recipes, reflecting a focus on different nutritional requirements.

For Drools, the opportunity lies not just in introducing premium products but also in building consumer understanding around the role of nutrition in pet health.

"Premiumisation is steadily gaining momentum, but consumer education remains important. Through our premium portfolio, veterinarian relationships and emerging categories such as Fresh Food and Bone Broth, we aim to communicate the nutritional benefits of value-added products and encourage their long-term adoption," says Rana.

Digital Commerce Reshapes Distribution

The changing purchase behaviour of pet parents is also influencing the company's distribution strategy. Drools currently reaches more than 2,000 cities through nearly 50,000 retail touchpoints, while its e-commerce presence provides product accessibility across 100% of serviceable PIN codes in India.

However, digital commerce is increasingly becoming a significant part of its business model. E-commerce accounts for nearly 40% of the company's overall Indian business, while general trade and modern trade each contribute less than 10%.

Quick commerce is emerging as another important growth channel, registering triple-digit year-on-year growth.

The shift reflects the growing preference for convenience-led shopping among younger pet parents, who are increasingly discovering and purchasing new products through digital platforms. Categories such as Cat Mousse, Fresh Food for Dogs and treats for dogs and cats are witnessing accelerated growth across these channels.

As digital commerce gains momentum, the company is looking to use these platforms not only to improve accessibility but also to introduce consumers to newer formats and encourage product experimentation.

International Markets: A New Growth Engine

While India remains Drools' primary market, international expansion is becoming an increasingly important part of its long-term strategy. Exports currently contribute less than 5% to the company's overall business, but the company is aggressively pursuing triple-digit export growth in FY27.

The strategy is centred on three distinct regions, the GCC, Southeast Asia and Africa, each presenting different consumer preferences and category opportunities.

In the GCC, Drools has established a presence across the UAE, Saudi Arabia, Oman, Bahrain, Qatar and Kuwait. The UAE and Saudi Arabia are its key growth markets, supported by rising demand for premium, health-led pet nutrition. The company also operates through its own entity and a dedicated team in Dubai to manage regional operations.

The region is predominantly cat-food-led, with cats accounting for approximately 70% of the pet-care category. The Indian diaspora has helped build familiarity with the brand, while Indian-manufactured pet products are also gaining acceptance among local consumers.

Southeast Asia presents another opportunity, particularly through the growth of digital consumers and e-commerce. Malaysia, Singapore, Indonesia, the Philippines and Vietnam are important markets for the company. Its strategy in the region focuses on premium cat food, prescription diets, veterinary relationships and wider distribution through supermarkets and modern trade.

Africa, meanwhile, represents a more volume-driven opportunity. Markets such as Ghana, Nigeria and Tanzania are seeing the expansion of pet shops, veterinary clinics, supermarkets and organised retail channels. Drools is working with breeders and pet shops to build awareness around packaged pet nutrition, with affordability and accessibility remaining key priorities.

"The international opportunity is not a one-size-fits-all proposition. The GCC is driven by demand for premium nutrition, Southeast Asia offers opportunities through digital commerce and premium cat food, while Africa is a more volume-led market where affordability and distribution are critical. We are building our approach around the specific needs of pet parents in each region," says Rana.

The company's export growth strategy is being supported by its cat food portfolio. Newer offerings, including Cat Mousse and Cat Gravy Chunks, are expected to strengthen its position in international markets and accelerate growth.

Investing in Innovation and Scientific Credibility

Product innovation remains central to Drools' strategy as it looks to differentiate itself in an increasingly competitive category. Alongside expanding its product formats, the company is continuously augmenting its manufacturing facilities and developing an R&D centre in Rajnandgaon, Chhattisgarh.

Its participation in the 51st World Small Animal Veterinary Association (WSAVA) World Congress in Warsaw marked another step in its international engagement. As the first Indian pet-care brand to exhibit at the Congress, Drools showcased its Drools, Vet Pro and Drools Fresh Food portfolios to the global veterinary community.

The company also introduced three specialised feline prescription diets under its expanded Vet Pro range: Cat Obesity, Gastrointestinal for Cats and Cat Urocare. These products are designed to address specific health requirements under veterinary guidance.

The focus on science-led nutrition is also reflected in the company's efforts to develop newer categories that appeal to younger consumers, including Gen Z and the emerging Gen Alpha cohort.

For Drools, innovation is therefore extending beyond traditional dry kibble to include wet food, fresh meals, bone broth, soups, functional treats and specialised nutrition.

Building the Next Phase of Growth

Over the next three to five years, Drools' priorities will centre on strengthening consumer trust, expanding product accessibility and developing emerging categories. The company intends to use consumer feedback and repeat purchases to guide the expansion of its Fresh Food range, while continuing to build its vegetarian and meat-based wet-food offerings.

Veterinarian partnerships and scientific credibility will remain important pillars of its growth strategy, particularly as consumers become more conscious of the relationship between nutrition and pet health.

With India continuing to anchor its business and exports emerging as a long-term growth opportunity, Drools is positioning itself across multiple segments of the evolving pet food market.

As Rana puts it, the company's focus is on making science-led nutrition and meaningful innovation accessible to more pet parents. The opportunity ahead will depend not just on expanding distribution or introducing new products, but on building consumer confidence in packaged pet nutrition as an everyday part of responsible pet care.

Launched in July 2021, RESET entered the Indian wellness market with a proposition that brought together pharmaceutical formulation science and natural, Ayurveda-rooted ingredients. Backed by Venus Remedies, a research-driven pharmaceutical company with over 35 years of experience in critical care and antimicrobial research, the brand was developed at the Natural Products Research Lab of Venus Medicine Research Centre (VMRC), the company's R&D division.

The idea behind RESET emerged from a gap its founders identified in the Indian pain management market. Indian consumers largely approached pain relief reactively, seeking solutions only when discomfort began affecting their daily lives. The available choices were also divided between conventional painkillers and traditional remedies that often lacked scientific validation.

"We saw an opportunity to bridge that gap by bringing the rigour of pharmaceutical formulation science to natural, Ayurveda-rooted ingredients. Our topical range uses proprietary nanotechnology that helps actives penetrate nearly five times faster than conventional preparations, which is what allows a natural formulation to perform at a clinically meaningful level," shared Saransh Chaudhary, Founder, RESET and CEO, VMRC.

What began as a pain relief business gradually evolved into a broader wellness proposition as consumer insights revealed demand for products that addressed everyday well-being rather than occasional discomfort.

"We began with pain relief, but consumer insight quickly made it evident that people were looking for far more than episodic relief. They wanted a partner in their everyday well-being. That insight shaped RESET's evolution from a pain management brand into a holistic wellness brand, and it is why RESET is built around three ideas: Relief, Revive and Restore," he said.

Today, this philosophy guides the brand's product development and retail approach, with a portfolio spanning pain relief, recovery, sleep, gut health and daily nutrition.

Building an Omnichannel Distribution Network

RESET's retail footoprint comprises e-commerce marketplaces, its direct-to-consumer (D2C) platform, quick commerce, modern retail and specialised wellness spaces. In online retail, Amazon is currently its leading marketplace, while its own website serves as a direct channel for consumer engagement and repeat purchases. The brand is also available on Blinkit, allowing consumers to access its products through quick commerce.

Offline, RESET has established a presence through modern retail partners, including Broadway, across cities such as Delhi, Pune and Hyderabad. It is also present on Smytten across Noida, Ahmedabad and Indore. Beyond conventional retail, the brand is tapping boutique wellness centres, Pilates studios and fitness centres, where its pain relief and recovery products find relevant consumers.

"Our distribution strategy is built on one principle: meet the consumer at the moment the need arises. RESET operates across a set of complementary channels, each doing a distinct job," Chaudhary said.

Explaining the rationale behind its channel mix, he said the objective is to create an ecosystem where product discovery, trial and repeat purchases reinforce one another.

"Our channel choices have been deliberate rather than opportunistic. The intent has been to build an ecosystem in which discovery, trial and repeat purchase reinforce one another, so that every channel earns its place and strengthens the next," he added.

The brand's current revenue mix reflects the importance of online marketplaces, with Amazon leading on volume. However, its D2C platform also contributes a meaningful share, giving the company an opportunity to build stronger consumer relationships and understand purchasing behaviour.

"Marketplaces, with Amazon in particular, currently lead on volume, while our own platform contributes a materially larger share than is typical for a brand at this stage, and that is the number we watch most closely," Chaudhary said.

He added that the contribution from its own platform indicates that consumers are increasingly willing to engage directly with the brand, supporting retention and long-term customer value.

Expanding Beyond Pain Relief

RESET currently has around 15 products across four categories: Pain Relief, Wellness, Vitals and Yoga. While pain relief remains its core category, the brand is building its portfolio around recovery, preventive wellness and everyday nutrition.

Its leading pain relief products include Ultra Potent Gel, Pain Relief Roll-On Emulsion, Deep Penetrating Spray and Instant Ease Tablets. These address muscular discomfort and everyday aches associated with modern, sedentary lifestyles.

Another important product in its portfolio is Stretch Easy Oil, a research-backed Abhyanga formulation featuring chamomile, lemongrass, eucalyptus and camphor. Positioned within its Yoga portfolio, the product is used before or after yoga sessions to ease stiffness and support mobility.

"Along with the Emulsion, it records our highest repeat purchase rates, which tells us that recovery, and not only relief, is where the deeper relationship with a consumer is built," Chaudhary said.

In its Wellness and Vitals categories, Herbal Detox Candy has emerged as one of the fastest-growing products. The formulation combines five Ayurvedic herbs: Kalmegh, Manjishta, Guduchi, Punarnava and Daru Haldi extracts.

The brand is also witnessing adoption of Marine Collagen Peptides and its gummies range, which includes Biotin and Ashwagandha with Melatonin. These products reflect growing consumer interest in preventive wellness, beauty-from-within solutions and daily-care formats.

"Across categories, the common thread is formulation integrity: products that consumers can integrate into their routines with confidence," he said.

Entering Everyday Skin and Wound Care

The next phase of RESET's product expansion will take the brand into everyday skin and wound care. The company sees an opportunity in a category where it believes consumers need more credible, science-led solutions.

The upcoming products have been developed in-house using the company's proprietary patented formulations, allowing RESET to extend its research-led approach into another everyday health category.

"This is a natural extension of our philosophy. Wherever there is an everyday health need that remains underserved by credible, science-led solutions, there is a role for RESET," Chaudhary expressed.

The planned expansion also signals the brand's intention to move beyond its initial positioning as a pain management player and establish a wider presence in the preventive wellness market.

Strengthening Retail Reach Across Metros and Tier II Markets

Over the next two to three years, RESET plans to strengthen its retail presence by deepening distribution in established markets while expanding into newer geographies. The brand is already receiving orders from across the country, with consumption particularly strong in Mumbai, Bengaluru and Delhi NCR. It is also witnessing encouraging traction in Tier II cities, including Jaipur, Jodhpur, Bhubaneswar, Jamshedpur and Panchkula.

This demand is shaping its expansion priorities, particularly as preventive wellness products gain traction beyond metropolitan markets.

"Preventive wellness is no longer a metro conversation, and that shapes how we plan distribution. Our approach is to go deeper in the markets where demand is already proven, while steadily widening our reach across the rest of the country in a planned manner," Chaudhary said.

In established markets, the company will focus on strengthening product availability through modern retail, expanding partnerships with fitness and wellness spaces, and building a presence at airports. The latter is an opportunity to reach travelling consumers who may be looking for products addressing fatigue, discomfort and recovery.

"Adding geographies is the more straightforward part of retail. Building density in markets where demand is already validated is what creates a durable business, and we are pursuing both in sequence rather than trading one against the other," he added.

Making Everyday Wellness a Household Habit

For RESET, long-term growth is closely linked to changing how Indian consumers approach health and wellness. Rather than limiting product consumption to occasions when discomfort becomes disruptive, the brand wants to encourage consumers to incorporate preventive wellness into their everyday routines.

Its 'Dose of Good' philosophy brings together pharmaceutical science and natural healing, with the objective of developing products that deliver benefits while remaining suitable for regular use.

"Our long-term vision is to shift the way India approaches everyday health, from a model that is largely reactive to one that is preventive and habitual. Today, most consumers engage with pain relief or wellness products only when discomfort becomes impossible to ignore. We want RESET to be part of the routine long before that point," Chaudhary concluded.

As the brand expands its categories, distribution network and consumer touchpoints, its larger ambition is to build a wellness business rooted in research, formulation integrity and everyday relevance.

"If, over the next decade, RESET becomes synonymous with everyday well-being in Indian households, and a reference point for how natural wellness can be both credible and effective, we will have achieved what we set out to do," he said.