Tuesday, February 17, 2026
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Start following Kiara Advani’s simple yet powerful morning ritual for glowing skin

By
Aashi Goel
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Have you ever stopped to marvel at Kiara Advani’s radiant and flawless skin? In the exquisite glamour that is Bollywood, Kiara Advani stands out not just for her acting genius but also for her luminous and healthy skin. Amidst the overwhelming myriad of options surfaced by the beauty industry, this simple yet transformative ritual is not only a fad, but the cornerstone of her radiance.

 

The secret might be simpler than you think. It’s not a gruelling workout or a 10-step skincare routine; it’s a simple cup of warm water, with a slice of lemon in it. Kiara’s morning habit of indulging in warm water infused with the zest of fresh lemons has become a conscious choice rooted in her approach to holistic well-being. The actress recommends this refreshing elixir not only for its skin-enhancing benefits but also for the multiple benefits it has in improving your overall health and vitality.  

 

Hansa Yogendra, Director of The Yoga Institute in one of her videos on the health benefits of lemons mentioned, “Drinking one glass of lemon water every day in the morning will benefit you for a lifetime”.  Her claim can further be supported by a research published in the Journal of Science and Technology which reveals that “It is a healthy appetiser and helps to treat diseases with digestive aids. Lemon does not disclose any adverse effects, according to literature, but it is used all over the world as a traditional medicine”. Vitamin C, which is abundantly present in lemons, fights toxins and increases collagen production in the body, both of which help in treating acne as well as tightening the skin and reducing fine lines and wrinkles. While lemons are famously known for their Vitamin C component, not many people are aware of their Potassium-rich skin, which is an important mineral for nervous stimulation as well as maintaining blood pressure. Here are a few more benefits of adding lemon water to your everyday diet:- 

  • Immediately soothes muscle cramps
  • Peptin in lemons makes us feel fuller, thereby, helping in weight loss
  • Boosts immunity by stimulating the production of White Blood Cells in the body
  • Removal of kidney stones 
  • The lemon peel when infused in water for 30 minutes, activates its bioactive compounds which boost immunity and prevent our bodies from cellular damage
  • It also helps in the release of digestive enzymes which help in better absorption of nutrients

 

This simple kitchen hack has proudly made its way into the celebrity wellness circuit. Not only Kiara Advani but also Alia Bhatt, Deepika Padukone, Kriti Sanon, and Malaika Arora have this one drink in common at the break of dawn.

Here are 3 ways, you can incorporate the lemon water glow into your morning routine:- 

  1. Warm ginger lemon tea- Boil a glass of water with crushed ginger. When its done, squeeze a lemon into your glass and have it warm. To enjoy it in place of your morning tea, you may add a teaspoon of honey to it.

2. Ginger lemon shot – Take an inch of ginger root, and one squeezed lemon. Add enough water to blend it (3-4 tablespoons) in a blender, and have it as a morning shot.

3. Lemon-infused detox water- Cut up slices of one lemon and add it to your water bottle. Have 1-2 glasses of lemon water in the morning, and keep having the rest throughout the day. 

While lemon water offers a myriad of health benefits, it’s crucial to exercise moderation. One lemon a day is a healthy limit, and people with gastroesophageal reflux disease should be cautious about excessive lemon juice intake. As with any dietary rituals, balance is key to ensuring you enjoy the advantages without overdoing it. 

Gargi by PNGS Grows 15x in 3 Years, Plans 20 Stores Annually to Deepen Tier 2–4 Presence

By
SnackTeam
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Fashion jewellery brand Gargi by PNGS is accelerating its offline expansion strategy after scaling nearly 15 times in three years, with plans to open 20 new stores annually and strengthen its footprint across Tier II, III and IV markets.

Founded in 2021 with an initial turnover of ₹8–10 crore, the brand closed the last financial year at approximately ₹128 crore and is projecting an additional 25–30% growth this fiscal year, according to co-founder Aditya Modak. The company is currently profitable and consistently generating 20–25% cash profits.

Backed by the legacy of P. N. Gadgil & Sons, Gargi operates nearly 110 points of sale across formats, including franchise stores, company-owned outlets and shop-in-shop counters. More than 50 of these are located within Shoppers Stop outlets.

Offline remains the growth engine

Nearly 95% of Gargi’s sales come from physical retail, reinforcing the brand’s retail-first strategy. Modak noted that Indian consumers continue to prefer in-person shopping experiences, particularly in jewellery, where look, feel and trial remain critical to purchase decisions.

The company reported ₹27.31 crore in sales during Q1 FY26, with a net profit of ₹5.31 crore, underscoring the strength of its store-led execution model.

Expansion across emerging cities

Gargi plans to maintain an annual addition of around 20 stores over the next few years, with a focus on expanding into new cities and consolidating existing markets.

Key growth regions include North and West India — Rajasthan, Gujarat, Madhya Pradesh, Delhi NCR and Chhattisgarh — as the brand looks to deepen its reach beyond Maharashtra.

Most Gargi outlets span around 500 square feet, with capital expenditure ranging between ₹30–50 lakh per store. Roughly 30% of locations operate under a franchise model, while the remaining are company-owned and company-operated (COCO). Around 80% of planned investments will be directed toward store expansion and CRM-led backend integration.

Broad product mix and manufacturing strength

Gargi offers more than 3,000 SKUs across sterling silver, 9-karat gold and 14-karat diamond jewellery. The brand benefits from strong backward integration through its artisan network, allowing tighter control over pricing and quality.

With disciplined retail execution and a steady pace of store additions, Gargi by PNGS is positioning itself as a fast-scaling jewellery brand focused on emerging markets and experiential retail growth.

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Cotton Over Cute: How Minicult Is Rewriting India’s Kidswear Essentials Story

By
SnackTeam
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India’s $24.6 billion kidswear market is changing fast. Parents are moving away from flashy, synthetic-heavy clothing and leaning toward safer, softer, and more durable natural fabrics. A 2023 HP survey found that 80% of Indian parents are willing to pay a premium for higher-quality kidswear — significantly above the global average.

But while demand has evolved, supply hasn’t quite caught up. The market is still split between expensive premium labels and low-cost options that often fall short on fit, fabric quality, or durability. Pure cotton essentials built for India’s climate remain limited at scale.

That’s the gap Minicult set out to solve.

Essentials, Not Occasions

Founded in 2018 by NIFT graduates Neha Sharma Raj and Amit Raj, Minicult was built around a different thesis: kidswear isn’t just about fashion drops — it’s about everyday essentials.

Over time, Neha’s brother Nischal Sharma joined the founding team, strengthening the brand’s design and operational backbone. Together, the team focused on building dependable wardrobe staples for children from newborns to 16 years old — pieces designed for daily wear, frequent washing, and India’s heat-heavy climate.

Instead of chasing trend-led, impulse-driven purchases, Minicult positioned itself as a high-rotation basics brand.

100% Cotton, Built for Indian Weather

Minicult’s biggest differentiator is its strict cotton-first approach. The brand uses 100% cotton across nine product categories and more than 7,500 SKUs, covering everyday essentials, seasonal drops, climate-specific designs, and licensed ranges featuring Disney and Marvel characters.

Comfort, durability, and consistent sizing sit at the centre of the brand’s playbook. Each product undergoes in-line and post-production quality checks to ensure fabric integrity and fit reliability.

While operating on an asset-light manufacturing model, Minicult retains control through an in-house R&D centre that handles sampling, fabric testing, and size standardisation. This allows the brand to set quality benchmarks while scaling production through partner factories.

It has also invested in order and warehouse management systems to support smoother fulfilment and customer experience as volumes rise.

Multipacks That Make Sense

Recognising that kidswear is a replenishment category, Minicult uses multipacks strategically. Essentials such as pyjama pants and innerwear are offered in two-to-five-unit packs, lowering per-unit logistics costs and delivering better value to parents.

Digital marketplaces account for 85–90% of total sales. Hero products — especially cotton pyjama pants — consistently rank among top-rated listings on Amazon and Myntra, driving repeat purchases and strong customer reviews.

The brand reported 79% year-on-year growth, with revenue increasing from ₹13.16 crore in FY24 to ₹23.57 crore in FY25. In FY26 so far, revenue stands at ₹28.11 crore, with a target of ₹38.08 crore by fiscal year-end.

From Digital-First to Household Name

Looking ahead, Minicult plans to deepen its marketplace presence while expanding into quick commerce to tap impulse-led buying. The brand also aims to scale seasonal offerings and explore international markets where premium cotton positioning holds appeal.

By FY28, Minicult intends to build an offline retail footprint and transition from a digital-first brand to a broader kidswear ecosystem focused on essentials and licensed apparel.

As Indian parents increasingly prioritise fabric quality and climate suitability, Minicult’s cotton-first strategy positions it to capture a growing demand for durable, everyday kidswear built specifically for India.

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Carlsberg Eyes India IPO as Sales Surge in Key Growth Market

By
SnackTeam
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Danish brewer Carlsberg is exploring an initial public offering (IPO) for its India business, as the company looks to unlock value from one of its fastest-growing global markets.

Chief Executive Officer Jacob Aarup-Andersen confirmed during an investor call that the company intends to explore a potential listing in India, though no final decision has been taken.

“We are today confirming the intention to explore an IPO in India,” Aarup-Andersen said, adding that the move remains exploratory and will proceed only if it creates adequate shareholder value.

Riding India’s premiumisation wave

The proposed listing comes amid rising competition in India’s premiumising beer market. Carlsberg reported high single-digit volume growth in India in 2025, supported by a strong fourth quarter and robust demand for premium offerings.

The maker of Tuborg has strengthened its market share across most states and continues to focus on mainstream and premium brands in select geographies.

India currently accounts for about six million hectolitres of sales for the group, representing roughly 5% of Carlsberg’s global volumes.

Full ownership and fresh investments

Carlsberg entered India in 2007 through a joint venture with Nepal-based Khetan Group. Following years of commercial disputes, the Danish brewer acquired full ownership of its India operations about two years ago.

Since then, the company has stepped up investments in capital expenditure, manufacturing expansion and sales and marketing. Last year, it signed a memorandum of understanding with the Ministry of Food Processing Industries to invest ₹1,250 crore over three years to expand its manufacturing footprint in key states.

Carlsberg India reported a 61% jump in net profit to ₹323 crore on 15% sales growth to ₹8,045 crore in FY24, according to the latest available data.

Valuation outlook

Executives indicated that the company may seek a valuation of around ₹30,000–35,000 crore for its India unit. Rival United Breweries, owned by Heineken, currently commands a market capitalisation of about ₹42,500 crore.

While United Breweries is roughly twice the size of Carlsberg in sales, its net profit is only about 25% higher, underscoring the Danish brewer’s focus on margin strength and premium positioning.

India’s growing strategic importance has also been highlighted by global brewers. Heineken CEO Dolf van den Brink recently described India as a critical frontier market with significant upside in both per capita consumption and absolute growth potential.

If Carlsberg proceeds with the IPO, it would mark one of the most significant listings in India’s alcoholic beverages sector in recent years, signalling the country’s rising prominence in the global beer industry.

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Britannia to Double Down on E-Commerce, Take on Regional Rivals with ‘Startup Mindset’

By
SnackTeam
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FMCG major Britannia Industries is preparing to step up investments in e-commerce and sharpen its competitive play against regional bakery brands, as it looks to accelerate topline growth and strengthen its position across key categories.

Managing Director and CEO Rakshit Hargave said the company will adopt a “startup mentality” to compete with smaller regional players that have built strong influence in select pockets across the country.

“We are going to be fighting regional competition and investing in e-commerce. That will require more funds, and we are committed to investing,” Hargave said during an investor call. He added that the opportunity to drive higher topline growth remains significant.

Startup mindset vs regional challengers

Britannia, which owns brands such as Good Day, Tiger, NutriChoice and MarieGold, competes in categories including biscuits, rusk, cakes, croissants and wafers. While national competition remains intense, the company sees regional brands as agile, flavour-focused businesses with deep local consumer insight.

Instead of treating them as large national rivals, Hargave described them as “enterprising businesses” that require nimble, targeted responses.

“We will have a startup mentality to fight these players. Our ambition will exceed the resources we deploy, and we will execute efficiently,” he said.

The company plans to quickly adapt to regional flavour innovations and formats, especially in markets where it faces pushback. Chief Commercial Officer Vipin Kataria noted that regional players often succeed because of their sharp understanding of local tastes and product formats, and Britannia intends to respond with faster innovation and stronger brand investments.

E-commerce push

Alongside competitive defence, Britannia is ramping up its presence in e-commerce channels. The company sees online platforms as a key lever to expand reach and consumer penetration across its portfolio.

Hargave emphasised that driving topline growth is essential for expanding the consumer base and strengthening brand equity across categories.

Margin outlook stabilises

Addressing profitability, Hargave said margins have improved as key input costs have stabilised. Commodity pressures that had weighed on performance — particularly wheat, sugar, cocoa, laminate packaging and milk — are currently easing.

“Commodity prices are stable at the moment, and we are seeing margin expansion,” he said, while noting that wheat prices during February and March will be critical to watch.

Open to acquisitions

Britannia is also keeping the door open for inorganic growth. “Everything cannot be built organically. That door is open for us,” Hargave said, indicating potential acquisition opportunities to build a broader portfolio.

While consumption trends have stabilised, regional competition remains a challenge across clusters, particularly in eastern India.

With higher investments, sharper local execution and a stronger digital push, Britannia is signalling a more aggressive approach to defend share and drive growth in an increasingly fragmented bakery market.

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From Pull-Up to 10-Minute Delivery: How SuperYou and Swiggy Instamart Turned Fitness into Instant Sales

By
SnackTeam
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Mumbai — In the middle of a crowded mall last weekend, it wasn’t a celebrity sighting or a flash mob drawing attention. It was a single pull-up bar.

The proposition was simple: do one pull-up, win a protein bar.

But what looked like basic product sampling turned out to be a sharply executed behavioural marketing play by SuperYou, the protein brand co-founded by Nikunj Biyani and actor Ranveer Singh, in collaboration with quick-commerce platform Swiggy Instamart.

A cue, an action, a reward

India’s protein market has long been dominated by tubs of whey, heavy gym culture and niche fitness audiences. SuperYou has been positioning itself differently — as a snackable, everyday protein brand rather than a hardcore supplement label.

The pull-up bar activation reflected that shift.

Instead of distributing samples passively, the brand created a physical trigger. The pull-up bar acted as a symbol of strength and fitness — a cue. The act of performing a pull-up became the engagement. The protein wafer served as the reward.

In behavioural psychology terms, this is known as “habit stacking” — linking a new behaviour to an existing habit or environmental cue. In this case, the familiar sight of a pull-up bar becomes associated with SuperYou.

The long-term implication is subtle but powerful. The next time a participant walks into a gym and sees a pull-up bar, the visual cue may trigger recall of the brand and the taste experience.

From mall memory to mobile purchase

While the mall activation built brand memory, Swiggy Instamart closed the commerce loop.

One of the biggest challenges in food and beverage marketing is converting awareness into purchase. Consumers may enjoy a product at an event but fail to follow through at retail.

By integrating with Swiggy Instamart, SuperYou reduced that friction. Instead of requiring a supermarket visit, the protein wafer becomes a quick-commerce impulse buy — available for delivery within minutes.

The collaboration effectively connects fitness cues to instant fulfilment, transforming what is typically a considered purchase into a convenience-led decision.

A broader shift in F&B marketing

The campaign reflects a larger shift in how new-age food and beverage brands in India are building engagement. Rather than relying solely on traditional advertising formats, brands are investing in “phygital” strategies — physical experiences that drive digital behaviour.

For SuperYou, which offers protein wafers and products built around fermented yeast protein innovation, the objective extends beyond immediate sales. The brand is attempting to establish relevance within the broader fitness conversation, while simultaneously embedding itself into everyday snacking occasions.

In a market where protein demand is rising but consumer attention spans are short, speed and accessibility matter. By linking the gym cue to a quick-commerce purchase path, SuperYou is positioning itself at the intersection of fitness culture and instant delivery.

The result is more than a sampling exercise. It is an attempt to rewire how consumers associate protein with routine — one pull-up at a time.

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Mondelez Names Ziad Abla as Saudi Arabia MD to Drive Next Growth Phase

By
SnackTeam
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Global snacking major Mondelez International has appointed Ziad Abla as managing director for its Saudi Arabia operations, reinforcing its leadership bench in one of its key Middle East markets.

Abla, a company veteran with more than 25 years of experience across the Middle East, Africa, Turkey and other emerging markets, will now lead strategy and operations for Mondelez Arabia in the Kingdom.

In his new role, Abla will focus on accelerating category growth, strengthening commercial execution, enhancing supply chain performance and building organisational capabilities. The mandate also includes advancing local talent development and aligning business priorities with Saudi Arabia’s Vision 2030 agenda.

Prior to this appointment, Abla served as managing director for Gulf & Developing Markets, where he delivered double-digit growth and market share gains. During that tenure, he also expanded digital commerce initiatives and strengthened integration between commercial and supply chain functions.

The appointment signals Mondelez’s continued commitment to Saudi Arabia as a strategic growth market within its global portfolio, as the company looks to deepen its presence in the region’s evolving snacking landscape.

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‘Not Satisfied’ With India Growth, L’Oréal Rolls Out Revised Strategy: CEO

By
SnackTeam
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French beauty major L’Oréal has acknowledged that its performance in India has fallen short of expectations, with global CEO Nicolas Hieronimus stating that the company is “not satisfied” despite recording high single-digit growth in 2025.

Speaking during the company’s fourth-quarter earnings call last week, Hieronimus said India currently contributes roughly 1% of L’Oréal’s global turnover, making it a relatively small market in the company’s portfolio.

“India is not meeting expectations, and we have a new setup there starting this year,” Hieronimus said, adding that the group has revised its strategic plan for the country and is investing both financially and in talent to accelerate growth.

Growth without market share gains

While the company posted high single-digit growth in India, it did not gain meaningful market share. According to Hieronimus, the lack of share gains reflects organisational transition rather than category weakness.

“We had high single-digit growth, but we did not gain a lot of market share, if any,” he said, attributing the situation partly to the restructuring of leadership and operations.

L’Oréal last year appointed Jacques Lebel as India country manager and introduced a new leadership team to steer its next phase of growth. Hieronimus said he remains “optimistic and ambitious” that performance will improve in 2026.

Revised strategy and category focus

The company has identified dermatological beauty as a major opportunity in India. Under its L’Oréal Dermatological Beauty (LDB) division, the group recently launched brands such as CeraVe and La Roche-Posay in the market.

“These brands are starting very well, but they are still very small,” Hieronimus said, signalling scope for expansion.

L’Oréal also maintains strong positions in categories such as hair care and hair colour, with brands like Garnier leading in select segments. However, the CEO emphasised that the company needs to be “more ambitious” overall in the Indian market.

To strengthen its local capabilities, L’Oréal has invested in manufacturing and technology infrastructure. It recently announced the opening of its first dedicated Beauty Tech centre in Hyderabad, aimed at developing digital platforms and AI-led solutions for its global operations.

Long-term potential

Hieronimus noted that India, as one of the fastest-growing major economies with rising disposable incomes and an expanding millennial consumer base, presents long-term opportunity for the beauty category.

“Today, India is roughly one per cent of our turnover, which is very small. So it can only go up,” he said.

L’Oréal India, a wholly owned subsidiary operating since 1994, markets 26 brands across mass, professional and luxury segments. These include L’Oréal Paris, Garnier, Maybelline New York, NYX Professional Makeup, Kérastase, Lancôme and Yves Saint Laurent, among others.

The company operates manufacturing facilities in Chakan (Maharashtra) and Baddi (Himachal Pradesh), along with research and innovation centres in Mumbai and Bengaluru.

As it recalibrates its India strategy with fresh leadership and increased investment, L’Oréal is positioning the market as a priority geography in its global growth roadmap, with expectations of stronger momentum from 2026 onward.

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Valentine’s Day Powers Quick Commerce Surge as D2C Brands Ride Last-Minute Gifting Wave

By
SnackTeam
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Valentine’s Day is fast emerging as a high-impact sales event for India’s quick commerce platforms, as last-minute gifting and occasion-led shopping drive sharp spikes in demand across categories.

Platforms such as Zepto, Blinkit, Flipkart Minutes, and Swiggy Instamart created dedicated Valentine’s sections on their apps days before February 14, featuring curated gifting categories, promotional bundles and brand offers.

The strategy paid off.

Swiggy Instamart reported a 10x growth in orders for jewellery, greeting cards and plush toys during Valentine’s week. At 11:59 am on February 14, chocolates recorded a peak of 1,042 orders per minute, marking the highest per-minute spike ever logged by the platform on the occasion.

Flipkart Minutes clocked a 7x year-on-year growth in sales, with order peaks observed between 9–10 am and 7–8 pm on February 14. Demand extended beyond metros to smaller cities including Ranchi, Siliguri, Ludhiana and Dehradun, indicating deeper penetration of quick commerce into non-metro markets.

Industry experts note that while the festive season from Raksha Bandhan to Diwali remains the largest revenue window for online platforms — recording over ₹1.24 lakh crore in gross merchandise value in 2025 with 30% year-on-year growth — smaller occasions are gaining strategic importance.

“After Diwali, events like Valentine’s Day, Christmas and Raksha Bandhan are becoming key events for quick commerce,” said Renu Bisht, founder of D2C advisory firm Commercify360. She added that quick commerce enables last-minute purchases, making it particularly attractive for direct-to-consumer (D2C) brands.

Flowers, chocolates and more

Across platforms, flowers, chocolates and curated gift packs emerged as the top-selling categories. But growth extended well beyond traditional gifting.

Amazon India reported strong demand in categories such as fragrances, jewellery, beauty, fashion, electronics and gift cards, particularly among consumers aged 18 to 35.

D2C brands also capitalised on the momentum. Gifting platform Floweraura recorded a 32% year-on-year growth during February 13–14, with flowers leading sales. Jewellery brand Palmonas saw higher sales compared to last year, with most orders falling in the ₹1,000–₹1,400 price band.

Sexual wellness brand Mymuse reported a 60% year-on-year growth on quick commerce platforms, driven by demand for massagers, accessories and card games. The category itself grew over three times year-on-year on Instamart, reflecting changing consumer behaviour and increased comfort with online purchases.

In beauty and personal care, Gurugram-based fragrance brand Bla Bli Blu recorded an 80–85% sales uptick during the Valentine’s period across channels, including a sixfold rise on quick commerce platforms. The brand complemented its online push with offline experiential marketing to drive discovery.

Occasion-led commerce on the rise

Quick commerce platforms are increasingly curating event-specific sections to drive impulse purchases. For instance, during major sporting events, curated “match-ready” or “game-on” zones offer snacks, beverages and merchandise tailored to viewing occasions.

Analysts say FMCG brands continue to account for the bulk of order volumes and revenue, but D2C brands are gaining greater visibility and share during event-led spikes. As geographic coverage expands and delivery timelines shorten, quick commerce is becoming a primary channel for time-sensitive purchases.

Valentine’s Day, once considered a minor retail event compared to India’s traditional festivals, is now proving to be a meaningful revenue opportunity — reinforcing the growing role of quick commerce in reshaping occasion-driven consumption patterns.

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Shadowfax Bets Big on Quick Commerce, Repositions as D2C-First Logistics Platform

By
SnackTeam
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India’s logistics market is undergoing a structural shift. For nearly a decade, scale in ecommerce delivery was built around servicing large marketplaces at high volumes and low margins. Throughput mattered more than experience, and bulk contracts drove growth.

That model is now evolving — and Shadowfax is repositioning itself at the centre of the change.

After years as a marketplace-first logistics partner, the publicly listed company is pivoting toward same-day delivery, D2C brands, hyperlocal commerce and premium shipments. Management has identified quick commerce and direct-to-consumer logistics as the next major growth drivers.

In its latest earnings commentary, the company said Shadowfax Prime — its same-day and next-day fulfilment arm — is now its fastest-growing vertical. Two years ago, D2C volumes were negligible. Today, they account for early-teen market share and continue to expand at triple-digit year-on-year growth rates.

Moving closer to brands and consumers

Shadowfax’s strategy reflects a deliberate downstream shift — moving closer to brands, sellers and end consumers rather than relying primarily on large enterprise marketplace contracts.

D2C, B2C and SME clients offer 20–25% higher yields compared to enterprise marketplace customers. As this mix increases, revenue realisations improve and margins follow. In a sector historically characterised by thin profitability, that shift materially changes the economics.

The company describes the transition as an evolution. Large anchor clients helped build nationwide serviceability and infrastructure. With that foundation in place, Shadowfax is expanding toward smaller sellers and independent brands.

The Shadowfax Prime strategy

The company’s D2C playbook operates across three layers.

At the core is Shadowfax Prime, focused on mass-market D2C brands seeking faster fulfilment. The company is onboarding new clients across more than 100 cities and building self-serve onboarding flows that allow even micro sellers — including social commerce merchants — to begin nationwide shipping within minutes.

Second, the acquisition of CriticalLog has brought over 500 premium D2C brands onto the platform. These include jewellery, luxury apparel and electronics sellers — segments that require specialised handling and tighter operational controls. High-value, time-sensitive shipments have traditionally been underserved, but demand is rising as premium ecommerce expands.

Third, Shadowfax is expanding into volumetric deliveries. The company has built an annualised business of roughly ₹50 crore in large parcels and appliances, despite currently servicing only a fraction of its PIN codes for volumetric shipments. White goods logistics is expected to roll out in FY27, opening another higher-ticket revenue stream.

Same-day as standard

Same-day and next-day delivery are no longer premium features. They are increasingly baseline expectations across categories.

What began with groceries has now expanded to baby products, apparel, gourmet food and specialty retail. Shadowfax sees vertical quick commerce emerging across multiple consumer categories, driving demand for faster logistics infrastructure.

The company currently operates across more than 15,000 postal codes, supported by ongoing investments in sort centres, last-mile networks and gig rider orchestration. As density improves, routing efficiency increases and per-shipment costs decline.

Technology-led operating leverage

Unlike asset-heavy logistics operators, Shadowfax has prioritised a technology-first model. Rather than owning vehicles, the company focuses on gig network orchestration through AI-driven routing and clustering algorithms. The system optimises rider earnings per day rather than per shipment, improving partner productivity and reducing overall delivery costs.

This model creates operating leverage as network density grows. Partner expenses — the company’s largest cost component — have begun declining as a percentage of revenue, and management expects further efficiency gains as scale improves.

IPO flexibility and growth outlook

The IPO has provided capital and flexibility to onboard new marketplace clients and expand quick commerce integrations. Management expects revenue to grow at 25–30% annually over the next few years, driven by D2C growth, hyperlocal quick commerce and volumetric logistics.

Long-term EBITDA margins are guided toward the early teens, with expansion expected as higher-yield segments scale.

A broader industry transition

Shadowfax’s pivot mirrors a larger transformation within India’s startup ecosystem — from scale-driven contracts toward precision-led, margin-accretive growth models. Logistics players are diversifying beyond marketplace dependence, seeking direct relationships with brands and smaller sellers.

From Instagram entrepreneurs shipping their first order to luxury merchants promising same-day fulfilment, the demand for speed is reshaping retail infrastructure.

Shadowfax is positioning itself not merely as a delivery partner, but as a core enabler of India’s instant economy — betting that quick commerce will redefine how goods move across the country in the decade ahead.

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Unilever’s Ice Cream Arm Bets Big on India, Eyes Turnaround as Market Set to Surge

By
SnackTeam
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India could overtake the United States to become the world’s largest ice cream market within the next two decades, according to Unilever’s demerged ice cream business, which is currently in turnaround mode in the country.

Peter ter Kulve, CEO of The Magnum Ice Cream Company, told investors that while the company holds a strong position in India, the business has struggled over the past two decades. “It lost significant market share, profitability was flat, and last year it was in decline. We are in a turnaround mode,” he said, noting that India is already the world’s largest dairy market.

Unilever, the world’s largest ice cream maker with brands such as Magnum and Ben & Jerry’s, trails dairy major Amul, which dominates India’s roughly $5 billion ice cream category.

The renewed focus on India comes as Hindustan Unilever Limited (HUL) prepares to list its demerged ice cream business, Kwality Wall’s (India), on local stock exchanges. HUL recently secured listing and trading approvals from the BSE and the National Stock Exchange of India, with the stock set to debut on February 16.

Unilever’s chief financial officer Abhijit Bhattacharya said the group has also secured approvals to list its Indian ice cream business locally ahead of schedule and plans to complete the acquisition of the unit in the first half of the year, subject to regulatory clearances.

The global demerger of Unilever’s ice cream division was designed to give the business greater operational autonomy, enabling faster decision-making and sharper local market strategies. India is central to that strategy.

Ter Kulve compared India’s current ice cream landscape to China in the early 1990s or Turkey in the late 1980s — markets characterised by low per capita consumption but strong economic growth. He said rising incomes and urbanisation are driving consumption not only in metro cities but also in secondary and tertiary towns, making India the biggest long-term growth opportunity in the global ice cream industry.

India contributes over 14% of Unilever’s global sales, although the bulk of revenue in the country still comes from soaps, detergents and personal care products. Ice cream, however, operates in a structurally different environment. Unlike developed markets dominated by large supermarket chains, India’s distribution relies heavily on small neighbourhood stores, many of which require freezer infrastructure and dedicated cold-chain investments.

Last year, HUL announced plans to separate its ice cream division into a standalone listed company by the end of FY26, aiming to unlock value and allow the business to compete more aggressively in high-growth markets.

As Kwality Wall’s prepares for its market debut, Unilever’s standalone ice cream arm is positioning India at the centre of its global growth narrative — betting that rising consumption and improving infrastructure will power its comeback in one of the world’s fastest-expanding consumer markets.

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