myTrident Bets on MBO Expansion, Targets 10,000 Retail Touchpoints by Year-End 

As conversations around protein, preventive health, and better nutrition become more mainstream in India, everyday food choices are beginning to change. Eggs, long considered one of the most accessible sources of protein, are increasingly finding a larger place in this shift. Yet the category itself remains largely unorganised, with loose, unpackaged eggs continuing to dominate the market.

Eggoz is looking to change that by bringing freshness, consistency, and traceability into a product that has traditionally seen little brand differentiation. For Abhishek Negi, CEO and Co-Founder, Eggoz, the opportunity goes beyond selling packaged eggs. It is about building consumer trust around one of India's most affordable sources of everyday nutrition while creating greater accountability across the supply chain.

Turning an Unorganised Category Into a Consumer Brand

The idea behind Eggoz emerged from a simple gap in the market. While India's egg consumption has continued to grow, consumers have traditionally had limited visibility into where their eggs come from, how fresh they are, or how consistently they have been handled before reaching the shelf.

According to Negi, more than 95 percent of eggs in India continue to be sold in loose formats, leaving significant room for a branded player that can offer greater standardisation and accountability.

"More than 95-97 percent of the eggs in India are still sold in loose format, which are unpackaged and untraceable. Our goal with Eggoz is to create an accountable brand where freshness, consumer delight and trust come together, and consumers get high-quality eggs that are fresh and available at their nearest retail counter or online store."

Freshness is central to that proposition. Eggoz says its eggs reach the market within one to two days of being laid, while batches undergo grading and safety checks before being distributed. Around 20 to 25 percent of inventory is rejected at source during the grading process if it does not meet the company's standards.

Riding India's Protein Revolution

The opportunity is also being shaped by a larger shift in how Indian consumers think about nutrition. Protein intake has moved beyond fitness-focused consumers and is increasingly becoming part of everyday conversations around health and wellness.

Negi believes eggs have an advantage because they combine affordability with naturally available protein and nutrients.

"It is very positive for our country that a protein revolution is happening where more and more people are getting aware about protein. As far as protein goes, eggs are considered the gold standard of protein globally. An egg provides a highly bioavailable source of protein at an affordable cost, and that too naturally."

To tap into this growing awareness, Eggoz has introduced Protein Plus, a sub-brand offering eggs with 7 grams of protein per egg. While the company continues to explore innovation through its in-house research and development capabilities, its immediate focus remains firmly on eggs rather than moving aggressively into unrelated food categories.

Building Trust From Farm to Shelf

For a fresh food brand, quality at the shelf is only as reliable as the supply chain behind it. Eggoz follows a farmer-integrated model in which poultry farmers remain independent but are connected to the company's platform for feed inputs, farming practices, monitoring, and quality control.

Technology plays an important role in this system, allowing the company to track eggs as they move through different stages of the supply chain.

"The entire supply chain is fully integrated so that we are monitoring the movement of the egg across the value chain. We are able to trace the egg from the bird to the packing station, sorting station and then to the retailer. The entire system, right from bird to farmer to supply chain to consumer, runs on our internally developed technology platform."

The company currently works with more than 20 poultry farmers and operates across 20 to 25 markets in India. Its audit processes and operating standards are designed to maintain consistency as the network expands.

Scaling From Rs 75 Cr to Rs 130 Cr

Eggoz's expansion has also translated into strong revenue growth. The company reported revenue of close to Rs 75 crore in FY24, which increased to Rs 130 crore in FY25, representing approximately 70 percent year-on-year growth.

During FY26, the company expanded into newer markets, including Kolkata, Ahmedabad and Kochi, while strengthening its presence across other major cities. Negi said the company expects to report healthy growth for FY26 once the audit process is completed.

"Today, we are present in 20-25 different locations in the country. As we progress in the coming years, we will be expanding to more markets and deepening our presence in the markets where we already operate."

The expansion has been supported by external capital as well. Eggoz raised a $20 million Series C round in June 2025, led by Gaja Capital, with participation from existing institutional investors. According to Negi, the capital is primarily being deployed towards growth, entry into new markets, and consumer acquisition.

Quick Commerce Meets General Trade

Eggoz is building its distribution strategy around both digital convenience and traditional retail reach. Quick commerce has become an important channel, particularly as consumers increasingly turn to instant delivery platforms for last-minute grocery purchases.

At the same time, the company is steadily expanding through general trade, particularly in established markets such as Delhi NCR and Bengaluru, where it is already available across thousands of retail outlets.

"Quick commerce as a category has been growing really well and matches consumer preferences for quick, last-minute delivery. At the same time, in our older markets like Delhi NCR and Bangalore, our general trade distribution has expanded to thousands of retailers and is also delivering strong growth."

Rather than choosing between online and offline retail, the company plans to deepen both. General trade distribution is expected to expand into additional cities as Eggoz builds greater penetration beyond digital-first consumers.

Deepening India Before Looking Overseas

Despite its growing footprint, Eggoz is not rushing into international markets. Its immediate priority is to deepen distribution in cities where it has recently entered while increasing market share in established locations such as Delhi NCR, Mumbai, Bengaluru, Hyderabad and Chennai.

Newer markets including Kolkata, Ahmedabad and Kochi will receive further investment as the company looks to scale their contribution over the coming quarters.

"We have already expanded to almost all of the top cities in the country. In the coming quarters, our focus is going to be on deepening our presence. Wherever we are already present in core markets, we will be doubling down on investments to continue growing our market share."

For now, that also means keeping the international opportunity on hold. With domestic demand continuing to provide room for expansion, Negi said the company's focus for the coming quarters will remain firmly on India.

For Eggoz, the larger opportunity is therefore not simply to sell more eggs, but to change how consumers perceive an everyday staple. By combining branded distribution with farm-level integration, traceability, protein-focused innovation, and an omnichannel retail network, the company is attempting to bring greater structure to a category that has historically operated largely outside the organised consumer-brand ecosystem.

India’s consumer electronics market is undergoing a steady shift, especially in the affordable segment. For Ravi Agarwal, Founder and Managing Director of Cellecor Gadgets, the change is both visible and significant.

“The market is moving from price-led buying to value-led purchasing,” he said. “Consumers today expect quality, durability and dependable service, even at accessible price points.”

This evolution is particularly strong across tier II, Tier III and tier IV markets, which contribute a majority share of demand for brands like Cellecor. Rising aspirations, coupled with better access to technology, are shaping new buying patterns.

“The next phase of growth will be driven by brands that combine affordability with trust, accessibility and strong distribution,” Agarwal added.

Understanding the Real India

Founded in 2012, Cellecor began as a small venture and has grown into a consumer electronics brand with over 600 SKUs across categories. Agarwal’s early understanding of the Indian consumer played a crucial role in this journey.

“Consumers were looking for more than just low prices,” he explained. “They wanted trust, easy availability and reliable after-sales support.”

This insight led the company to build a strong offline network first. Today, Cellecor claims to have over 1 lakh retail touchpoints supported by more than 1,800 distributors across India.

“We focused on being present in neighbourhood stores where real buying decisions happen,” Agarwal stated.

At the same time, the brand expanded into online platforms to build an omnichannel presence. While offline retail contributes around 92 percent of sales, online channels account for approximately 8 percent.

“We believe consumers engage both online and offline, and we aim to be present across both,” he added.

Competing Beyond Price

India’s electronics market is known for intense competition and price sensitivity. However, Agarwal believes that price alone is no longer enough.

“While competitive pricing is important, consumers also expect quality and trust,” he mentioned.

Cellecor’s differentiation lies in its scale and accessibility. Along with its retail network, the company supports customers through nearly 2,000 authorised service centres across the country.

“Our strength lies in accessibility and nationwide reach,” Agarwal noted. “We aim to serve customers even in remote markets.”

The brand’s product portfolio spans smart TVs, home appliances, kitchen appliances, wearables and mobile accessories, with pricing designed for affordability. For instance, entry-level mobile accessories are priced around Rs 600, while large appliances average around Rs 12,000.

“Consumers value practical innovation over unnecessary complexity,” he highlighted.

The Power of Distribution

A major factor behind Cellecor’s growth has been its distribution-first strategy. The company invested early in building relationships across smaller cities and towns.

“Our growth has been driven by a distribution-first approach,” Agarwal said. “We expanded into tier II and tier III markets early on.”

This approach continues to define the business. Offline channels dominate sales, with large-format retail contributing around 60 percent, traditional distribution about 35 percent and corporate sales roughly 5 percent.

The company also operates 8 exclusive brand stores across key locations, including Delhi, Bhopal and Leh-Ladakh, further strengthening its presence.

Despite the strong offline focus, digital channels are becoming increasingly important. Cellecor’s D2C platform currently contributes around 1–2 percent of sales.

“It may be small in terms of revenue today, but it plays a key role in building direct customer relationships,” Agarwal explained.

Expanding Footprints

Looking ahead, Cellecor has set clear expansion targets. The company aims to scale its network to around 5,000 distributors and 5 lakh retail touchpoints over the next few years.

“This expansion will help us deepen our reach and support long-term growth,” said Agarwal.

The focus remains firmly on Bharat markets, which continue to drive a majority of revenue.

“These markets are central to our growth story,” he noted.

In addition to retail expansion, the company is also strengthening its logistics and delivery capabilities. Currently, online deliveries are fulfilled within 24–48 hours, while offline deliveries typically take 24–120 hours depending on the location.

Manufacturing Through Partnerships

Cellecor follows an asset-light model, working with around 18 manufacturing partners across India.

“Our strategy is built on partnerships with leading manufacturers,” Agarwal said.

“It enables us to focus on distribution, product development and customer experience,” he added.

At the same time, the company aligns itself with India’s manufacturing growth.

“We remain committed to ‘Make in India for the World’,” he mentioned.

Looking Ahead

With over 400 employees and a rapidly expanding network, the company is targeting significant growth in the coming years.

“Our goal is to deliver consistent growth through accessibility, innovation and customer-centric solutions,” said Agarwal.

The company has set a long-term target of reaching Rs 5,000 crore in revenue by 2030.

For Agarwal, the vision remains rooted in a simple idea.

“Making quality technology accessible to every Indian household is what drives us,” he concluded.

For nearly seven decades, MBD Group has grown from India's largest publishing house into a diversified conglomerate with a strong presence across education, publishing, EdTech, paper manufacturing, printing, hospitality, and real estate. While its publishing business continues to print and distribute over 50 million books annually across multiple educational boards and languages, the Group has expanded into digital learning through AASOKA, its AI-enabled blended learning platform that serves thousands of schools across India. Beyond education, MBD Group has also built a significant presence in premium hospitality and commercial real estate, creating a diversified business portfolio with operations spanning three continents.

As MBD Group gears up for its next phase of growth, it is strengthening its education ecosystem through technology-led learning solutions, expanding AASOKA's footprint in domestic and international markets, and growing its hospitality portfolio alongside its real estate business. 

Taking Forward a Legacy

Monica Malhotra Kandhari spent her early years working alongside her father, gaining exposure to different facets of the business. From editorial and production to sales, she learned by observing him in real-life situations and acquiring hands-on experience on the shop floor. According to her, the biggest challenge in carrying forward his legacy is preserving the work ethic and values that laid the foundation of MBD Group.

"Looking back, I realize that the biggest lessons came from watching how he handled challenges, opportunities, and people. He had an incredible ability to make everyone feel welcomed, valued, and cared for. While it is impossible to replicate him, my sister and I strive every day to carry forward his values in our own way," said Monica Malhotra Kandhari, Managing Director, MBD Group.

MBD Group Bets Big on Digital Learning

While MBD Group began as a traditional textbook publisher, it has successfully transformed itself into a technology-driven education company by integrating digital learning solutions into its portfolio. At the heart of this transformation is AASOKA, the Group's AI-enabled blended learning platform, which combines curriculum-aligned content, digital textbooks, assessments, and a Learning Management System (LMS) to support both teachers and students.

Kandhari believes technology has enabled educators to cater to diverse learning styles more effectively.

"Play-based learning, experiential learning, and blended learning are becoming increasingly important because students retain concepts much better when they learn by doing. However, these approaches complement—not replace—the role of teachers. Teachers remain central to education because they understand the individual needs of each student and decide which teaching methods work best. Technology is simply another tool in their toolkit," she said.

Growth Plans

Looking ahead, MBD Group is expanding its education business into new international markets while strengthening its presence across different geographies. The company is also preparing to enter the school education segment at the right time.

On the hospitality front, the Group plans to add 15 new hotels, including Radisson Collection properties under its management.

"At the same time, we continue to invest in digital learning solutions, AI-enabled education tools, coding, robotics, and refreshed educational content because schools constantly look for innovative learning resources," Kandhari shared.

Technology and AI Are Reshaping Education

According to Kandhari, technology has become an indispensable part of modern education. However, she emphasizes that digital tools must be simple, intuitive, and easy enough for teachers to adopt confidently, much like everyday applications such as WhatsApp and Instagram. Affordability is equally important to ensure schools across different segments can access these solutions.

"Support and training are equally critical. Even the best technology fails if users don't receive adequate guidance. Simplicity, affordability, accessibility, and continuous support are the four pillars of successful educational technology," she added.

Improving the Quality of Education

For MBD Group, improving the student-teacher ratio remains a key priority. According to Kandhari, enabling teachers to devote more time to individual students can significantly enhance learning outcomes.

"We should also equip teachers with more educational tools and resources while ensuring they receive proper training. When teachers can give individual attention to students, learning outcomes improve significantly," she said.

She also believes that greater participation from private players can increase capacity, improve competition, and make quality education more affordable.

"As the number of institutions grows, supply will better match demand, helping reduce fee pressures while improving accessibility. At the same time, government oversight remains important to ensure fairness and maintain educational standards," she added.

Vision for AASOKA

AASOKA has emerged as one of MBD Group's key growth drivers. The AI-enabled blended learning platform is designed to digitize K-12 education by offering curriculum-aligned textbooks, interactive digital content, assessments, and a comprehensive Learning Management System (LMS) for schools.

Today, AASOKA partners with more than 4,000 schools, reaching over 9.5 lakh students and 80,000 teachers across India. The platform also crossed Rs 100 crore in revenue last year, underscoring its growing adoption in the education sector.

Looking ahead, MBD Group plans to expand AASOKA into the Middle East and South Africa, with the ambitious goal of reaching 20,000 schools over the next three years, further strengthening its position in the global EdTech market.

The premium beauty market of India has witnessed significant changes in the past few years. With the rise in disposable income of people and social media influencers, homegrown beauty products are gaining customers day by day. Among some of the premium homegrown beauty brands is Plum.

Plum has carved a distinctive position in the market with it's science-led formulations and omni-channel retail strategy.

Why does Plum emphasises on omni-channel approach?

This beauty brand believes that modern beauty shoppers navigate between digital and physical platforms to discover a product. Customers, nowadays, discover a product through social media, test them at retail stores and then  restock through quick commerce. Recognising this market shift, Plum has built a strong omni-channel presence integrating online marketplaces, direct-to-customer (D2C) channels, quick commerce, and offline retails.

Founder of Plum Mr Shankar Prasad said, "As we grow, our ambition is to make Plum accessible wherever consumers choose to shop, while continuing to earn their trust with products that consistently deliver results."

According to a recent report, 53 per cent of Indian beauty shoppers are digitally influenced. However, only 3 per cent complete their purchase digitally. This indicates that many consumers still prefer buying from physical stores after researching online.

Read: How India’s Beauty Brands Cracked Performance, Pricing and Omnichannel Scale in 2025

Is Plum eyeing for an expansion of offline retail stores?

While Plum believes that online platforms remain a significant growth engine, however, it also sees offline retail as equally important in building a sustainable beauty brand.

"We've always believed offline is an integral part of building a modern beauty brand. Our approach is to expand with discipline, strengthen our omnichannel presence and continue investing in the capabilities that help us serve consumers better across every touchpoint," said Mr Prasad.

What did the founder said on recent reports of company's fundraising?

Although media reports have linked the company with a proposed USD 75–100 million fundraising exercise managed by Rothschild & Co., Plum declined to comment on market speculation. Instead, it reiterated that its focus remains firmly on strengthening the business through product innovation, thoughtful offline expansion, and long-term consumer value creation.

Commenting on the same, the founder explained, "We don't comment on market speculation or reports regarding corporate transactions. Our focus remains on building a stronger business by investing in product innovation, expanding our omnichannel presence thoughtfully and creating long-term value for our consumers." 
 
Mr Prasad also added that the company has always believed that offline is an integral part of building a modern beauty brand. "Our approach is to expand with discipline, strengthen our omnichannel presence and continue investing in the capabilities that help us serve consumers better across every touchpoint," he added.

What are the changes seen in tier 2- tier 3 city buyers?

Mr Prasad states that buyers in the modern times are well informed and expect performance irrespective of someone living in a metro city or a tier 2- tier 3 city. He also emphasised that buyers today expect performance, giving companies that invest in innovation rather than just marketing a positive change.

ALSO READ: Insight Cosmetics Plans Deeper Penetration in Tier II & III Cities, Eyes to Expand to 60,000 Stores in 2 Years

How is the company foresees global expansion?

Beyond domestic growth, Plum has set its sights on becoming a globally admired beauty company originating from India. Plum believes the Indian beauty market still presents a significant growth opportunity, with its immediate priorities centred on expanding distribution, deepening consumer relationships, and continuously improving its product portfolio. At the same time, it sees increasing potential for Indian beauty brands to establish themselves on the global stage.

"India itself offers a tremendous runway, and our immediate focus is on continuing to grow our presence here through better products, stronger distribution and deeper consumer relationships. Over time, we believe Indian beauty brands can earn a meaningful place globally, and we'd like Plum to be among them," said the Plum founder Shankar Prasad.

Conclusion

The premium beauty industry of the country is witnessing a remarkable transformation driven by rise in disposable income, digit-first consumers, and growing influence of social media. Due to the buyers' growing emphasis on high-performance, science-backed products, combined with smooth shopping experience both online and offline, many homegrown beauty brands are emerging as formidable players in the market.

ALSO READ:  Top 8 Body Mist Brands Winning India's Everyday Fragrance Market

India's pet care industry is undergoing a structural transformation. Rising pet ownership, increasing awareness around preventive healthcare, premium nutrition, and grooming are reshaping how consumers care for their pets. At the same time, organized players are stepping in to address longstanding gaps in the market by creating integrated ecosystems rather than standalone pet stores.  Among the brands riding this wave is Zigly Petcare, which has rapidly expanded its footprint since launching in 2021. Today, the company operates 46 centres across 19 cities, offering veterinary services, diagnostics, surgeries, grooming, and retail under a single roof, while complementing its offline presence with an omnichannel strategy.

"Zigly came with the promise that we can offer everything and be with pet parents throughout their parenting journey," expressed Saurabh Jain, CEO, Zigly.

Building an Integrated Pet Care Ecosystem

Unlike traditional pet shops or standalone veterinary clinics, Zigly has positioned itself as a one-stop destination for pet parents. Each of its centres houses veterinary OPDs, diagnostics, X-ray facilities, surgeries, grooming salons, spas, and retail shelves stocked with more than 1,500 SKUs, allowing consumers to access multiple services in one visit. The company leverages its integrated ecosystem to address the needs of a rapidly growing base of first-time pet owners.

"Nearly 67 percent of pet parents today are first-time pet parents. They need guidance. They need consultation. They want someone they can trust. That gives us a unique advantage of being able to guide them whether it is products, grooming or vet care," shared Jain.

The company believes that pet care differs fundamentally from human healthcare, where services are often fragmented across different providers, and aims to simplify the entire pet parenting journey by offering everything under one roof.

Strengthening Retail Presence Across India

Today, Zigly has a presence across major markets including Delhi NCR, Chandigarh, Jaipur, Lucknow, Indore, Ahmedabad, Pune, Mumbai, Bengaluru, Hyderabad, and several cities across Punjab.

"We are opening two centres on an average every month and plan to reach around 60-65 centres by the end of this financial year," said Jain.

Looking ahead, the company plans to deepen its presence within existing cities while selectively entering new ones.

"We have done two transactions last year, and this year we are quite determined to execute multiple partnerships with existing clinics, hospitals and vets," he added.

Omnichannel Is Driving the Next Phase of Growth

While physical centres remain central to the brand experience, digital commerce has become an equally important growth engine.

Today, online contributes nearly 22-25 percent of Zigly's overall revenue through its website, marketplaces such as Amazon and Flipkart, and quick commerce platforms including Zepto and Swiggy Instamart.

"Our centres also act as fulfilment centres. Our presence across 19 cities makes us close to our customers even if they choose to interact with us online," Jain explained.

The company also plans to further strengthen its online business to unlock new growth opportunities.

"Quick commerce has made life easy for customers. Online is a massive opportunity because customers increasingly come there for repeat purchases and fulfilment," he added.

Beyond commerce, Zigly is expanding its digital healthcare offerings through teleconsultation and Vet-at-Home services.

Changing Consumer Behaviour Is Fueling Demand

As India's pet ownership ecosystem matures, Jain sees clear shifts in consumer behaviour.

The first is a growing preference for convenience.

"Pet parents today are seeking convenience and simplicity. Wherever they find that and are able to trust that place, they stay with that brand," shared Jain.

Preventive healthcare is another trend reshaping the industry.

"Pet parents are no longer waiting for something to happen to the pet before visiting a doctor. They are following vaccination schedules, reading product labels and learning about what is good for their pets," noted Jain.

Professional grooming is also emerging as one of the fastest-growing service categories. Interestingly, demand is no longer confined to metro cities, with Tier-II markets such as Jaipur, Lucknow, Indore, and cities across Punjab witnessing robust growth.

Looking Beyond Pet Food

Although food continues to account for the largest share of sales, Zigly is witnessing rapid growth across premium nutrition and lifestyle categories.

"Dry food remains the largest category, but we are seeing much faster growth in wet food and nutritional food," noted Jain.

The company is also betting heavily on accessories.

"Accessories such as collars, leashes, harnesses and lifestyle products are replicating the kind of growth we saw in kids' accessories. People want to do more for their pets and pamper them," he added.

To strengthen its product portfolio, Zigly has developed four private labels covering pet food, grooming products, cat care, and lifestyle accessories, with wellness remaining the common thread across all launches.

Giving Back Through the Zigly Foundation

Alongside commercial expansion, Zigly is investing in community initiatives through the Zigly Foundation.

The company recently partnered with the Government of Delhi and municipal bodies to vaccinate and microchip over 5,000 street dogs, while also launching Zigly Cares, a dedicated food range for stray dogs.

"We are very proud of the work we do for street dogs and for the animal community at large," Jain said.

Long-Term Vision

Looking ahead, Zigly plans to double its business in FY27. Backed by aggressive retail expansion, omnichannel growth, acquisitions, digital healthcare initiatives, and an expanding portfolio of private-label products, the company is positioning itself as much more than a pet retailer.

"Zigly is at an inflection point in the pet care industry. We are there for anxious pet parents throughout their pet parenting journey by offering everything under one roof. The opportunities in India's pet care ecosystem are massive, and I believe the next 10 years will be the golden decade for the industry," concluded Jain.

As Indian consumers increasingly embrace premium global brands, retailers are rethinking how international labels establish and grow in the country. Rising disposable incomes, growing interest in fitness and wellness, and wider digital access have accelerated demand for global athleisure brands beyond metropolitan markets. In response, Brandman Retail has evolved from a brand distribution company into an integrated platform spanning retail, e-commerce, B2B distribution, marketing, and consumer engagement, helping international brands build a long-term presence in India.

Building an Ecosystem for Premium Brands

For Brandman Retail, introducing a global brand to India is only the starting point. The company focuses on building long-term partnerships that help brands grow while adapting to the needs of Indian consumers.

Kashika Malhotra, Director, Brandman Retail Limited, said the company's role has expanded significantly since its inception, with the focus shifting from distribution to creating a complete retail ecosystem.

"Brandman Retail was established with the vision of bringing premium global brands closer to the Indian consumer as the Indian consumer continues to evolve. Over the years, we've evolved from brand distribution to a more integrated system. We do brand acquisition, retail, e-commerce, B2B distribution along with marketing and consumer engagement. Our long-term vision is to build India's premium lifestyle hub that brands can trust for sustainable, scalable growth."

Rather than acting as a conventional distributor, the company now works with international partners to localise retail strategies while maintaining each brand's global identity.

Building on India's Athleisure Boom

Athleisure remains at the core of Brandman Retail's business strategy. As fitness and wellness become a larger part of consumers' lifestyles, the company has steadily expanded its portfolio to cater to growing demand for premium performance and lifestyle brands.

Beginning with New Balance in 2021, Brandman Retail has since added brands such as Saucony, ANTA, and Wilson, creating a portfolio that caters to different sporting and lifestyle needs.

"Globally, we're seeing the rise of athleisure. We started with New Balance in 2021 with three stores, and today have approximately 20 stores. We've also expanded into brands like Saucony, ANTA, and Wilson to diversify our portfolio as more consumers adopt fitness and wellness."

The company has also introduced Sneakrz, a multi-brand retail concept designed to bring together premium athleisure brands under one roof.

"We've launched Sneakrz as a multi-brand store with all our in-house brands along with Adidas, Puma and ASICS. Our vision is to become a one-stop destination for premium athleisure where consumers can find the right footwear for every sport and activity."

Growth Beyond Metropolitan India

While premium brands have traditionally focused on major cities, Brandman Retail believes the next wave of growth will come from Tier II and Tier III markets, where consumer aspirations are changing rapidly.

According to Malhotra, stronger purchasing power, digital adoption, and greater exposure to international brands have created significant opportunities beyond metropolitan India.

"One of the biggest shifts we've seen is the rise of disposable income along with increasing demand for premium global brands. We strongly believe in the growth of Tier II and Tier III markets. Our store in Lucknow performs as well as our stores in Delhi NCR, showing that demand for premium brands is expanding beyond metros."

The company continues to strengthen its omnichannel presence while tailoring marketing initiatives to local audiences without compromising the positioning of its international brand partners.

"Consumers are more connected than ever through technology and globalisation. We continue expanding our digital capabilities and retail footprint while adapting our marketing to resonate with local consumers without losing the premium global essence of every brand."

Data, Technology, and Long-Term Partnerships

As Brandman Retail continues to expand, technology has become central to how it manages operations and makes business decisions. From inventory planning and customer relationship management to omnichannel commerce, the company relies on data to understand consumer preferences across regions and improve operational efficiency.

"Technology has always been a big part of our business. We use it to manage inventory across all our stores and e-commerce platforms, giving us one network to track products and understand what sells in different parts of the country. India is a very diverse market and technology helps us make better decisions."

Malhotra believes data has also strengthened the company's partnerships with global brands by enabling more informed expansion strategies.

"The global brands that we work with are long-term partnerships that we value deeply. We work closely with them to understand their global vision and India's potential, and then find a middle ground where we can grow the brand sustainably without diluting its identity. Every decision we make is backed by data and market insights."

Instead of chasing rapid expansion, the company focuses on identifying the right locations, building brand awareness gradually, and creating sustainable retail growth.

The Next Phase of Growth

Following its IPO earlier this year, Brandman Retail is now preparing for its next stage of expansion. Alongside strengthening its existing portfolio, the company is entering licensed manufacturing through Rockport while continuing to expand its retail footprint across key markets.

"We recently signed a licensing deal with Rockport and have the license to manufacture the products in India under the Rockport brand. It aligns well with the Make in India initiative, and we believe it creates an exciting opportunity for us while strengthening our premium footwear portfolio."

The company is also accelerating store expansion after overcoming regulatory delays and plans to deepen its omnichannel presence while entering new markets across the country.

Looking ahead, Malhotra said the ambition extends beyond operating stores to becoming the preferred growth partner for premium international brands entering India.

"If I'm looking at the next three to five years, our vision is to establish Brandman as India's preferred platform for premium international brands. We want to build a diversified portfolio, expand across key markets, and continue investing in innovation and technology to deliver better consumer and retail experiences."

As India's premium retail market evolves, Brandman Retail is positioning itself as more than a market-entry partner for international labels. By combining local market expertise, technology-led decision-making, and long-term brand partnerships, the company is building a platform designed to help global brands establish sustainable growth in India while responding to the changing expectations of the country's increasingly aspirational consumers.

India's beauty industry is evolving rapidly as consumers seek products that combine performance, safety, affordability, and innovation. Amid this transformation, Insight Cosmetics has quietly built one of the country's strongest omnichannel beauty businesses. What began over 30 years ago with nail polish has grown into a diversified cosmetics portfolio spanning makeup, skincare, fragrances, and more, supported by an extensive retail network and in-house manufacturing,

"Our mission has always been making premium-quality beauty products accessible to every Indian consumer without compromising on safety or affordability," expressed Mihir Jain, Sales and Marketing Director, Insight Cosmetics.

Democratizing Beauty for Every Consumer

Insight Cosmetics was founded with the belief that quality beauty products should not be limited to premium price segments. Starting from a small region in Maharashtra, the company has steadily expanded its reach across India and today is present in more than 35,000 retail stores, alongside major e-commerce platforms.

"Our goal has always been to democratize beauty by offering high-quality products backed by strong research and development while maintaining affordability," shared Jain.

Its product portfolio has evolved significantly over the years. While the brand initially focused on nail polish, it now offers products across face, lips, eyes, fragrances, and skincare, allowing it to cater to a much wider consumer base.

A significant milestone came two years ago when Insight Cosmetics became India's first toxic-free beauty brand certified by Bureau Veritas, reinforcing its focus on product safety and consumer trust.

Building a Omnichannel Beauty Brand

Despite the rapid growth of online beauty shopping, physical retail remains central to Insight Cosmetics' strategy.

The company has built an extensive omnichannel presence through beauty counters, cosmetic stores, modern trade outlets, shopping malls, and general trade retailers. Today, it operates through over 35,000 retail stores, more than 360 modern trade outlets, and has a presence in over 25 malls across the country.

"Retail is extremely important because consumers want to touch, feel and test cosmetics before making a purchase," shared Jain

Offline retail continues to dominate the company's business, contributing nearly 65 percent of total revenue, while online channels account for the remaining 35 percent.

Tier II and Tier III Cities Drive the Next Phase of Growth

Looking ahead, Insight Cosmetics plans to significantly strengthen its retail presence beyond metropolitan markets.

The company aims to expand its distribution network to more than 60,000 retail stores within the next two years, with particular emphasis on emerging cities where demand for quality beauty products continues to grow.

"We see significant opportunities in expanding across Tier II and Tier III cities while continuing to strengthen consumer experiences," expressed Jain.

Alongside retail expansion, the company is also investing in experiential shopping through mall presence, allowing consumers to discover and test products before purchasing.

The Rise of Skincare-Infused Makeup

Changing consumer preferences are shaping Insight Cosmetics' innovation pipeline.

Rather than treating skincare and makeup as separate categories, the company is increasingly focusing on hybrid beauty products that combine cosmetic performance with skincare benefits. Upcoming launches will feature formulations enriched with skincare ingredients while offering long-lasting wear, waterproof performance, and inclusive shade ranges.

"Many of our upcoming launches will integrate skincare ingredients into makeup formulations," shared  Jain.

Insight Cosmetics also sees growing demand for non-transfer lipsticks, hydrating lip colors, skin tints, and other multifunctional products that align with evolving consumer expectations. Fragrance is another category receiving increased attention, with plans to further expand the existing portfolio.

Science-Led Innovation at the Core

"We have more than 35 in-house scientists, beauty researchers and formulation experts evaluating every ingredient that goes into our products," shared Jain.

Research and development remain one of the company's strongest differentiators.

Insight Cosmetics employs over 35 in-house scientists and formulation experts who oversee product development, ingredient selection, and quality evaluation. Every product undergoes extensive dermatological and ophthalmological testing where applicable, ensuring safety and efficacy before reaching consumers.

Transparency has become increasingly important as consumers become more ingredient-conscious, and the company positions itself as a safe beauty brand backed by validated product claims and rigorous testing standards.

Manufacturing Built Around Quality

Unlike many beauty brands that outsource manufacturing, Insight Cosmetics produces all of its products in-house. The company operates two manufacturing facilities in Maharashtra, located in Vasai and Ghoisa, supported by multiple warehouses and stringent quality-control processes.

Product development begins with research and formulation before ingredients are sourced from leading suppliers across the United States, Germany, Japan, and Taiwan.

"Every product undergoes a development cycle of approximately 12 to 18 months before reaching the market," said Jain.

Each product is subjected to technical quality assessments as well as practical evaluations by a team of 12 in-house makeup artists. Selected products are also tested with consumers in smaller markets before being introduced nationally, ensuring valuable real-world feedback is incorporated into the final offering.

Innovation Meets Digital Discovery

Beyond product development, Insight Cosmetics is also investing heavily in digital engagement. Creator-led discovery, influencer collaborations, and social media platforms play an increasingly important role in helping the company understand consumer behavior while introducing new products to younger audiences.

The insights gathered from these platforms are helping shape future product development, particularly in rapidly evolving beauty categories.

"Social media and creator-led platforms help us understand emerging trends and changing consumer preferences," expressed Jain.

The Road Ahead

Over the next three to five years, Insight Cosmetics plans to deepen its presence across categories where it currently has lower market share, particularly eye makeup and nail products, while expanding into newer product segments.

With continued investments in retail expansion, product innovation, manufacturing capabilities, digital engagement, and customer experience, the company aims to build a truly omnichannel beauty ecosystem that remains true to its founding philosophy—making quality beauty accessible to every Indian consumer.

"Our vision is to establish Insight Cosmetics as one of India's most trusted beauty brands across innovation, quality and accessibility," concluded Jain.

As India's jewellery industry enters a new era, legacy players are reinventing retail through immersive store formats, omnichannel strategies and design-led brand identities. For Dravya Dholakia, CEO, Mayavé Jewellery, a lab-grown diamond brand under Dholakia Retail, the future of jewellery retail lies not just in selling products but in creating memorable consumer experiences.

The Indian jewellery industry is witnessing a structural shift. While trust, craftsmanship and legacy continue to define the category, changing consumer preferences and the rapid rise of lab-grown diamonds are encouraging brands to rethink conventional retail formats.

For Dholakia Lab Grown Diamonds Pvt. Ltd. (DLGD), this evolution has resulted in the launch of Mayavé Jewellery, an omnichannel lab-grown diamond brand that marks the company's foray into experiential consumer retail.

"We're trying to build a jewellery brand from India that we can eventually take to the world," said Dravya Dholakia, CEO, Mayavé Jewellery. "While we come from a legacy business, the thinking and culture we've built are completely fresh because today's consumer is very different. They think differently, their expectations are different, and the experience they seek is different."

Retail Is No Longer Just About Selling Jewellery

According to Dholakia, the next phase of jewellery retail will be defined by customer experience rather than product display alone.

Traditional jewellery stores have largely followed the same format for decades—long counters, dense showcases and transactional selling. However, younger consumers increasingly expect retail environments that are immersive, personalised and aligned with global luxury standards.

"We want to bring a different flavour to how jewellery is sold in India," Dholakia explained. "Buying jewellery is one of the most significant purchases in a person's life, yet the experience often lacks privacy and emotional engagement."

To address this, Mayavé is creating larger, experience-led stores where customers can explore collections in a relaxed environment. A typical 2,200-2,500 sq. ft. Mayavé store will house inventory comparable to a conventional jewellery outlet occupying almost half the space, allowing for wider layouts, greater privacy and richer storytelling.

"The first impression should feel less like a jewellery store and more like a museum. That's the kind of experience we're trying to create," he added.

Omnichannel Is the New Standard

While digital commerce has become an essential part of retail, Dholakia believes jewellery remains a category where physical stores will continue to play a pivotal role.

"Digital has become a default in today's time," he noted. "You have to be digital whether you're digital-first or offline-first. But we're going very aggressive on offline retail while maintaining a strong online presence."

Mayavé has been conceived as an omnichannel business with physical retail at its core.

According to Dholakia, the nature of jewellery purchasing makes offline retail indispensable.

"When consumers are spending Rs 50,000, Rs 1 lakh or more, they want to touch it, wear it and experience it. Jewellery has always been an emotional purchase. People bring their families and friends, seek opinions and enjoy the buying journey. We don't see offline retail disappearing in this category," he observed.

Building a 100-Store Retail Network

Backing its retail-first philosophy is an ambitious expansion strategy.

Mayavé plans to launch its first stores in the NCR region before expanding across India, with a target of opening over 100 stores within the next two-and-a-half to three years. The initial rollout will consist primarily of company-owned outlets, followed by a franchise partnership model.

"We've spent nearly two years preparing before launch because we didn't want to rush," Dholakia said. "Now that we're ready, we'll scale at full speed."

The company also views increasing competition in the lab-grown diamond segment as a positive indicator.

"We're actually excited to see more brands entering the category because it validates that we're in the right space at the right time," he added.

Design as the Biggest Differentiator

While affordability has helped fuel the growth of lab-grown diamonds, Dholakia believes design will ultimately separate successful brands from the rest.

Instead of focusing primarily on bridal jewellery, Mayavé is positioning itself around contemporary everyday luxury, with collections featuring innovative cuts, colours and settings developed under the guidance of a Milan-based creative director with more than two decades of experience.

"Gold is gold and diamonds are diamonds," Dholakia remarked. "What ultimately differentiates one brand from another is design."

The brand's offerings begin at around Rs 30,000-35,000, extend to exclusive creations priced above Rs 20 lakh, with the majority of its assortment positioned in the Rs 80,000 to Rs 1 lakh range.

One Brand Cannot Cater to Everyone

Dholakia also expects jewellery retail to become increasingly segmented as younger consumers develop distinct preferences and shopping behaviours.

"There can't be one brand catering to everyone," he pointed out. "Different consumers have different aspirations, budgets and lifestyles. That's why you'll continue to see greater segmentation across jewellery retail."

This philosophy has also shaped Dholakia Lab Grown Diamonds Pvt. Ltd.'s (DLGD) broader strategy of developing multiple brands to cater to different consumer segments and shopping occasions.

Lab-Grown Diamonds Are Creating a New Consumer Base

Despite ongoing comparisons with natural diamonds, Dholakia believes the two categories will coexist rather than compete directly.

"Less than one percent of India's population has experienced diamonds," he said. "It's not that the remaining population doesn't aspire to own them. For many consumers, affordability has simply been the barrier. Lab-grown diamonds make that aspiration accessible to a much larger audience."

Rather than replacing natural diamonds, he believes lab-grown diamonds will significantly expand the overall jewellery market by attracting first-time buyers.

The Next Chapter in Jewellery Retail

As India's jewellery market evolves, the focus is steadily shifting from transactional retail to experience-driven engagement. Larger stores, omnichannel integration, differentiated design and sharper consumer segmentation are emerging as the key pillars of future growth.

For Dholakia, however, the ambition extends well beyond India's borders.

"Nobody has taken an Indian jewellery brand and built it into a global luxury name," he concluded. "That opportunity excites us. We believe India has everything it takes to build a world-class jewellery brand, and that's what we're working towards."

As premiumisation reshapes India's alcobev landscape, mixer brands are emerging as critical players in the drinking experience. At the forefront of this shift is Sepoy & Co., the Delhi-born premium mixer company betting on flavour innovation, quick commerce, and evolving consumption habits to build a global Indian brand.

The brand was born when founder Angad Soni realised that while India was witnessing the rise of craft spirits and premium gin labels, quality mixers remained conspicuously absent.

"People were literally bringing tonic waters back from Europe because there wasn't an Indian option that matched international standards. That's when we realised there was an opportunity to build a world-class mixer brand from India," said Angad Soni, Founder, Sepoy & Co.

Founded in 2018 and produced in the Himalayan foothills of Uttarakhand, Sepoy & Co. was built on three non-negotiable principles: natural ingredients, low-calorie formulations, and uncompromising quality standards. The company deliberately chose premium glass packaging over cans, signalling its ambition to create a sophisticated beverage brand rather than just another mass-market soft drink.

Premiumisation Is No Longer Limited to Spirits

India's premiumisation story has largely revolved around spirits such as gin, tequila, and craft whiskies. However, the next wave of growth is increasingly extending to the mixers that accompany them.

"One of the biggest misconceptions is that consumers are drinking less. In India, consumers aren't reducing consumption—they're becoming significantly more selective about what they drink. People are looking for flavour, quality, and experiences, and mixers have become an important part of that premium occasion," shared Soni.

This behavioural shift is driving demand for natural, flavour-led, and low-calorie products that can elevate simple serves into curated drinking experiences. Consumers increasingly expect the same level of quality from mixers that they demand from spirits, particularly as at-home cocktail culture gains momentum.

Building Products Around Consumption Occasions

Sepoy & Co. has responded by building one of India's most extensive premium mixer portfolios. Its range includes multiple tonic variants, ginger mixers, sparkling lemonades, premium sodas, and sparkling waters, each designed around specific spirits and flavour pairings.

"We don't think about products in isolation. We think about occasions and pairings. A single bottle of gin can become multiple drinking experiences depending on the mixer consumers choose," said Soni.

The company has also launched products such as Yuzu Jalapeño Soda and Pink Grapefruit Soda to complement the growing popularity of tequila and agave-based cocktails in India. This approach reflects a broader retail trend in which consumers increasingly seek customisation, experimentation, and flavour discovery.

Role of quick commerce 

Quick commerce plays a pivotal role in Sepoy & Co.'s retail strategy. The company is projecting 80-100 percent growth this financial year, driven by rising consumer adoption and expanding distribution across instant-delivery platforms.

"Following our appearance on Shark Tank India Season 5, we recorded our highest-ever quick-commerce sales in March 2026 and then broke that record again in April. It demonstrated that premium mixers are moving from niche products to mainstream consumption," said Soni.

Quick commerce is also accelerating the democratisation of premium beverage experiences, enabling consumers across smaller cities and emerging lifestyle markets to access products that were once restricted to premium bars and metropolitan retailers.

Identifying Future Trends

Innovation has been central to Sepoy & Co.'s strategy since inception. The company entered the premium lemonade category before it existed in India and later introduced flavour-forward sodas in anticipation of the rise of tequila-led serves.

"Our philosophy has always been to identify future drinking occasions before they become mainstream. Products like Yuzu Jalapeño Soda and Pink Grapefruit Soda were built because we saw the agave movement coming," highlighted Soni.

The company is now exploring categories such as Espresso Tonics and Matcha Tonics, allowing it to participate in café culture, wellness-led consumption, and premium non-alcoholic occasions. It also sees significant opportunities in premium vodka pairings as Indian consumers increasingly gravitate toward lighter and cleaner drinking experiences.

Global Ambitions, Local Roots

Having already expanded into markets including the UAE, Singapore, the UK, and Italy, Sepoy & Co. now has its sights set on becoming India's definitive global mixer brand.

"Our vision is simple but ambitious—to be present at every bar that matters, whether that's a consumer's bar at home, a favourite restaurant, a luxury hotel, or a cocktail destination anywhere in the world," said Soni.

The company's future growth strategy is built around deepening hospitality partnerships, strengthening quick-commerce capabilities, accelerating retail expansion across India, expanding internationally, and continuing to innovate around emerging consumer preferences.

"Ultimately, we don't want to simply sell mixers. We want to shape how consumers drink, entertain, and experience beverages in India and beyond," concluded Soni.

Launched in June 2022, Chupps began to address a significant gap in India's open footwear market. While affordable products priced below Rs 400 account for nearly 70-75 percent of the country's open footwear segment, there was a lack of stylish, comfortable, and high-quality offerings in the mid-premium price bracket. 

Post-Covid, open footwear has evolved from being merely 'ghar ka chappal' to becoming a socially accepted fashion and lifestyle category, worn for activities ranging from movie outings and social gatherings to pre- and post-sport recovery.

"Chupps was created to cater to this growing demand by offering premium-quality slides and sandals at accessible price points. Our products range from Rs 600 to Rs 2,500, with our sweet spot around Rs 1,100," shared Yashesh Mukhi, Founder, Chupps Footwear.

The brand also differentiates itself through sustainability, offering fully biodegradable footwear that decomposes within two to four years in landfill conditions, helping address the issue of plastic waste and landfill pollution.

Product Offerings

Chupps introduces around 20-25 new styles every month while phasing out underperforming products. Initially focused solely on men's footwear, the brand has since expanded into women's and kids' categories, creating products for the entire family.

The company has recently entered the sandals category, particularly backstrap sandals, an underserved segment in the Indian market. Chupps plans to introduce nearly 50 SKUs in this category.

Additionally, the brand is launching comfortable home footwear, open footwear suitable for colder climates, and functional innovations such as Quick Dry Technology and Massage Footbeds.

"Quick Dry Technology offers 90 percent water resistance and allows the footwear to dry completely within two to three minutes. Our Massage Footbeds are designed with ventilation channels that improve airflow and provide a massaging effect for enhanced comfort," explained Mukhi.

However, the company does not intend to enter the closed footwear or shoes category in the near future and will continue focusing on opportunities within the open footwear segment.

Expansion Plans

Chupps has already signed a few store locations and is actively scouting for more. The brand plans to open around 15 stores this year and aims to reach approximately 50-60 retail stores across India over the next three years.

Currently, the company operates through more than 30 distributors and has a presence in over 3,000 footwear stores nationwide. It is also available across more than 500 modern retail and large-format retail stores and operates one exclusive store at R City Mall, Mumbai. Online, the brand retails through marketplaces as well as its own website.

"Offline sales contribute nearly two-thirds of our revenues, while the remaining comes from online channels," said Mukhi.

Differentiating in the Market

Chupps places a strong emphasis on customer-centric product development and innovation. One of its key differentiators is its proprietary rubberized foaming technology, which makes the products anti-slip, lightweight, and highly durable.

Another major differentiator is sustainability. The company claims to be the only footwear brand in India currently offering fully biodegradable products.

Its continuous innovation in comfort, functionality, and styling through features such as Quick Dry Technology and Massage Footbeds further strengthens its positioning in the market.

"We believe our combination of premium product quality, innovation, sustainability, and affordable pricing creates a strong competitive advantage," said Mukhi.

Long-Term Vision

Chupps aims to become one of the leading brands in India's open footwear category over the next three years. The company sees significant opportunities to introduce new categories and premium products within the open footwear segment and believes there is considerable whitespace in the market.

From a business perspective, the company is targeting a topline revenue of around Rs 400-500 crore over the next three years.

"We aim to transition from being perceived solely as a product-led company to becoming a strong, purpose-driven brand that consistently delivers innovative and sustainable footwear solutions," concluded Mukhi.