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Wednesday, April 9, 2025
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Nespresso Enters India: Swiss Coffee Giant Opens First Boutique in Delhi, Eyes Expansion in ₹7,000 Crore Premium Coffee Market

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Nespresso Enters India: Swiss Coffee Giant Opens First Boutique in Delhi, Eyes Expansion in ₹7,000 Crore Premium Coffee Market

Swiss luxury coffee brand Nespresso has officially set foot in India’s retail landscape, unveiling its first boutique at Nexus Select Citywalk in Saket, Delhi. This marks a significant step for the brand as it taps into India’s fast-growing market for high-end coffee, with plans to scale up its retail presence in the coming years.

Sakshi Goel, Associate Executive Director at CBRE, shared her excitement about the launch on LinkedIn: “Bringing Nespresso to India has been a long-standing dream. I remember walking past their boutique on George Street, Sydney, more than a decade ago and hoping to one day work on their India entry. Now, that dream is a reality with the launch of the first Nespresso Boutique in Delhi.”

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Though Nespresso is new to India’s retail scene, the brand has been sourcing premium green coffee from the country since 2011. Today, Indian coffee is a key ingredient in nearly 20% of Nespresso’s global blends. The company works directly with about 2,000 farmers in Karnataka, ensuring a consistent supply of high-quality beans for its signature coffee capsules.

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For now, Nespresso’s coffee pods are imported from Switzerland, with a 10-capsule pack priced at ₹950 and a 50-capsule pack at ₹4,750. The brand is keeping a close eye on pricing and import duties, particularly in light of the recently signed free trade agreement between India and the European Free Trade Association (EFTA), which includes Switzerland.

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Skinvest’s Big Plans: How Divya Malpani’s ₹76 Lakh Skincare Brand Aims to Hit ₹12 Crore ARR & Expand to UAE

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Skinvest’s Big Plans: How Divya Malpani’s ₹76 Lakh Skincare Brand Aims to Hit ₹12 Crore ARR & Expand to UAE

Launched in 2022 by Divya Malpani, Skinvest is a self-funded skincare brand that’s making waves with its science-backed, affordable, and India-specific formulations. With backing from Girish Malpani of Malpani Group, the brand has quickly carved a niche for itself, offering premium-quality skincare without the luxury price tag.

Skinvest has built a loyal following with its standout products, including the Bomb Bum Cream, Smoothie In-Shower Body Conditioner, and Bye Bye Bumps Exfoliating Mist. These have gained traction for their visible results and fresh take on skincare, helping customers tackle concerns like dryness, bumps, and uneven skin tone.

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In the 2023-24 financial year, Skinvest recorded ₹76 lakh in total sales and is now ramping up operations to hit a ₹12 crore annual revenue run rate (ARR). The next phase of growth includes the launch of six new products and a debut in the UAE market, marking the brand’s first steps toward international expansion.

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“Our goal is to simplify skincare and make it effective, accessible, and designed for Indian skin,” says Divya Malpani. “Young Indians deserve solutions that truly work for their climate, pollution levels, and lifestyles, and we’re here to make that happen with dermatologist-tested, problem-solving formulations.”

To scale efficiently, Skinvest relies on a tech-first approach, integrating platforms like Shopify for e-commerce, BIK for customer engagement, Shiprocket for logistics, and Meta & Google Ads for targeted marketing. Data analytics via Google Analytics ensures that every decision is backed by insights, helping the brand fine-tune its growth strategy.

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Survival of the Smartest: Jasper Reid on Why Indian Restaurants Fail After 100 Crores

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Survival of the Smartest: Jasper Reid on Why Indian Restaurants Fail After 100 Crores

The Indian restaurant industry is at a crossroads. On one hand, it is one of the largest employers in the country, full of energy and ambition. On the other, it is a fiercely competitive space where survival is becoming increasingly difficult. According to Jasper Reid, an industry veteran, the picture is tough—businesses should be consolidating and adjusting to market realities, but many are instead operating in a “zombie” state, stretching payables and playing for time.

Too Many Slices of the Same Pie

Reid highlights an important challenge: the oversaturation of competition. A decade ago, there were only a handful of gourmet pizza brands in India. Today, every third new restaurant seems to be a high-end pizza joint, making the market incredibly fragmented. While this should ideally lead to natural contraction, many businesses find ways to keep afloat, preventing the industry from balancing itself.

Adding to the pressure is India’s unique business culture, where promoters are often hesitant to let go, instead adopting short-term survival tactics. “India is world-class at playing for time,” Reid notes, explaining how this slows down necessary market corrections.

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The Illusion of Big Numbers

A major reason many entrepreneurs are drawn to the food business is the perception of quick cash flow and high margins. Reid acknowledges that several local brands have managed to scale past ₹100 crore in revenue. However, the challenge is sustainability. The restaurant business is notorious for being capital-intensive, and many brands struggle to maintain profitability once they expand.

Rentals, a major fixed cost, often make or break a business. While some brands succeed despite high overheads, most falter when their revenue projections don’t match reality. “The difference between a weapons-grade operator and just getting into the business is massive,” Reid points out, emphasizing the need for expertise in operations, marketing, and financial management.

The GST Roadblock and a Call for Reform

One of the biggest financial hurdles for restaurants in India is the removal of input tax credits on GST. Reid argues that if the government were to restore this provision, it would instantly turn many struggling businesses profitable. “It’s a single policy change that could transform the industry,” he says, making a strong appeal to regulators.

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The Dine-In vs. Delivery Dilemma

Another post-pandemic shift that has disrupted the industry is the rise of food delivery. While platforms like Swiggy and Zomato have made it easier for consumers to order food, they have also squeezed restaurant margins with high commissions. Reid explains that for most operators, delivery is simply not profitable. Meanwhile, dine-in business, which is far more lucrative, hasn’t recovered to pre-pandemic levels.

Looking Ahead: Hope in an Uncertain Future

Despite these challenges, there are signs of optimism. Reid believes that with the right policy changes and market adjustments, the industry can regain momentum. He also foresees that the great restaurant brands of the future will be built in India, for India, by Indian entrepreneurs.

The restaurant business is not for the faint-hearted, but for those who can navigate its complexities, there is still plenty of room to grow.

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PepsiCo’s Bold Bet on India: Aiming for ₹17,000 Crore Revenue with Aggressive Expansion Plans

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PepsiCo’s Bold Bet on India: Aiming for ₹17,000 Crore Revenue with Aggressive Expansion Plans

PepsiCo is setting ambitious goals for its India operations, aiming to double its revenue within the next five years. The company sees India as a crucial growth market and is making bold investments to expand its production capacity, according to Jagrut Kotecha, CEO of PepsiCo India & South Asia.

India is emerging as a major revenue driver for the global food and beverage giant, ranking among its top three markets worldwide. With strong double-digit growth, the country is playing a central role in PepsiCo’s global expansion plans, Kotecha told PTI in an exclusive interview.

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To keep up with rising demand, PepsiCo has already set up new manufacturing plants in Uttar Pradesh and Assam. The company is committed to further investments and has plans to open two more facilities, including one in southern India. “We’re not going to hold back on investments here. India is a high-potential market, and we’re making sure we stay ahead of the curve,” Kotecha said.

He emphasized that while India’s market size isn’t yet on par with North America, the country’s per capita consumption of PepsiCo’s products remains low, leaving plenty of room for growth. “Given the pace at which India is developing, we expect it to be one of our fastest-growing economies,” he noted.

Currently, India is among the top 15 global markets for PepsiCo, but Kotecha expects it to climb even higher. However, he did not disclose specific revenue projections.

PepsiCo, which re-entered India in the 1990s after a 28-year hiatus, considers the country one of its key strategic markets. “We’ve identified around 13 to 15 anchor markets that will drive our next phase of global growth, and India is one of them,” Kotecha said.

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He also pointed out that PepsiCo aligns well with India’s long-term economic vision. “India is on track to become one of the world’s top three economies by 2030. It’s a stable and growing market, and we’ve built a strong presence here over the past three decades. Now, it’s about scaling up and accelerating our investments,” he added.

PepsiCo is focusing on three core strategies—speed, strength, and sustainability. The company has divided India into nine distinct regions based on consumer taste preferences, ensuring its products cater to local palates. At the same time, it is implementing eco-friendly initiatives to reduce its environmental impact.

Last month, PepsiCo reported strong double-digit organic revenue growth in India, with an increasing market share in both snacks and beverages.

When asked about the timeline for reaching $2 billion (around ₹17,000 crore) in revenue, Kotecha called it an aspiration rather than a fixed target. “We see the opportunity. If we execute well and India’s infrastructure keeps evolving, we believe we can get there,” he said.

In 2023, PepsiCo transitioned to a calendar-year reporting format, posting revenue of approximately ₹5,950 crore for the April-December period. If adjusted for the full year, the total would be closer to ₹8,200 crore.

Meanwhile, Varun Beverages, PepsiCo India’s key bottling partner, recorded ₹12,778.96 crore in standalone revenue last year, contributing significantly to the company’s beverage sales in India.

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Wow! Momo’s Bold Bet: ₹100 Crore Target as It Takes on Maggi & Yippee with Wow! Noodles in India’s ₹15,000 Crore Instant Noodles Market

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Wow! Momo’s Bold Bet: ₹100 Crore Target as It Takes on Maggi & Yippee with Wow! Noodles in India’s ₹15,000 Crore Instant Noodles Market

Wow! Momo, India’s popular quick-service restaurant (QSR) chain, is shaking up the instant noodles market with the launch of Wow! Noodles, a new range of cup noodles inspired by both Indian and Asian flavors. The company has set an ambitious revenue target of ₹100 crore within the next 24 months, betting big on the rapidly growing instant noodles segment.

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With over 700 outlets across 60+ cities, Wow! Momo is now expanding its footprint beyond restaurants and into the fast-moving consumer goods (FMCG) space. The company plans to distribute Wow! Noodles across major e-commerce platforms, quick commerce (Q-Com) services, and modern retail stores in 200 towns and cities. It’s also making a move into airline catering, with plans to feature Wow! Noodles on the inflight menus of Akasa Air, Air India Express, and SpiceJet.

What sets Wow! Noodles apart is its fusion of bold flavors, bringing a mix of street-style Indian and classic Asian influences. The lineup includes varieties like Thukpa, Khao Suey, Manchurian, Korean, and Chinese Bhel, promising an experience that stands out from conventional instant noodles.

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Speaking about the launch, Sagar Daryani, Group CEO & Founder of Wow! Momo, said, “We’re redefining the cup noodles category by combining desi and Asian flavors in a way that’s exciting, convenient, and unique. This is a major milestone in our journey to make Wow! Momo a household name beyond just QSR.”

The Indian instant noodles market is currently dominated by Nestlé’s Maggi, ITC’s Yippee, and CG Foods’ Wai Wai. However, with the market expected to double from $1.88 billion in 2023 to $3.83 billion by 2028 (CAGR of 15.31%), Wow! Momo sees a massive opportunity to carve out its niche.

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Handpickd Turns Profitable in Gurugram, Expands to Bengaluru With a Bold New Approach to Fresh Produce Delivery

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Handpickd Turns Profitable in Gurugram, Expands to Bengaluru With a Bold New Approach to Fresh Produce Delivery

After making a profitable mark in Gurugram, fresh produce delivery platform Handpickd has now set its sights on Bengaluru, promising to revolutionize the way urban households buy fruits and vegetables. Launched in April 2024 by Anant Goel — co-founder of Milkbasket — along with Nitin and Sahil (also former Milkbasket team members), Handpickd is built on a unique premise: giving consumers the freedom to buy exactly what they want, in any quantity, and of any quality, just like they would at a local vegetable market.

The result? Handpickd has turned EBITDA-positive in Gurugram within a short span and is now poised to replicate its success in Bengaluru, a city known for its high-demand grocery market.

Founder Anant Goel believes Handpickd’s approach is fundamentally different from other fresh produce delivery platforms. Rather than dictating quality or quantity to consumers, the platform works on a match-making principle. Every family has its own definition of ‘good quality’ when it comes to fruits and vegetables — some prefer soft, ripe bananas while others want them firm and green. Some households want small, tender bottle gourds while others prefer larger, mature ones. Handpickd allows families to communicate their preferences, and the platform matches those preferences with the freshest available produce, ensuring they get exactly what they like.

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According to Goel, the platform has already witnessed an incredible response in Gurugram, with families spending an average of ₹4,000 per month on fruits and vegetables — nearly ten times higher than the spending on quick-commerce platforms and five times higher than traditional e-grocers. This shift, Goel believes, is a clear indicator that families are ready to move their fresh produce shopping online if the experience mirrors that of an offline market.

Following its success in Gurugram, Handpickd has now expanded its operations to Bengaluru — a market known for its tech-savvy consumer base and demand for premium-quality groceries. Goel said the decision to enter Bengaluru was strategic, allowing them to test their model in a larger and more diverse market. The platform aims to iron out any operational gaps and further streamline its supply chain in Bengaluru before expanding to other cities.

What sets Handpickd apart is its zero-inventory model. The platform sources fruits and vegetables directly from farmers within hours of harvest, eliminating storage time and reducing wastage. Produce is delivered to families within 7-8 hours of being picked, ensuring freshness while minimizing supply chain inefficiencies. This hyper-efficient model not only maintains superior quality but also helps Handpickd operate with minimal wastage, setting it apart from conventional online grocery platforms.

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Goel believes that one of the biggest advantages of Handpickd’s model is its ability to capture granular consumer preferences. With every order, the platform learns more about what families like and fine-tunes its sourcing accordingly. This level of personalization has resulted in deep consumer loyalty and a rapidly growing order value, driving profitability in Gurugram within a matter of months.

The company now has ambitious expansion plans. Handpickd aims to scale its presence to 30 micro-markets across key Indian cities by the end of 2025. The team is betting heavily on technology, data-driven insights, and highly optimized supply chains to drive profitability at scale while maintaining the superior quality and customization that has become its hallmark.

As Handpickd enters Bengaluru, the company is keenly observing customer behavior and preferences to see how well its match-making model translates to a new market. If the platform can replicate the same success it saw in Gurugram, it may very well redefine how urban India shops for fresh produce — not just in terms of convenience but also in offering a deeply personalized buying experience that feels as close to an offline market as possible.

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Delhi HC Orders Removal of Arshad’s ‘Zepto’ Trademark After 8 Years of Zero Use — Startup Now Gearing Up for $1 Bn IPO

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Delhi HC Orders Removal of Arshad’s ‘Zepto’ Trademark After 8 Years of Zero Use — Startup Now Gearing Up for $1 Bn IPO

Zepto’s parent company, Kiranakart, recently secured a major legal victory in the Delhi High Court, bringing an end to an almost year-long trademark dispute in its favor.

The court ruled in favor of the four-year-old quick commerce startup, directing the removal of the trademark ‘Zepto,’ which had been registered by Mohammad Arshad on July 14, 2014, from the official Trade Marks Register. Zepto had filed a rectification petition seeking the cancellation of Arshad’s mark, arguing that it had been using the name ‘Zepto’ extensively since July 2021 and had built significant brand recognition around it.

In a judgment passed on March 3, Justice Amit Bansal sided with Zepto, noting that the company had continuously and prominently used the ‘Zepto’ trademark since 2021, resulting in strong brand association among consumers. On the contrary, the court observed that Arshad had never commercially used the trademark in the eight years since registering it, weakening his claim.

“The respondent (Arshad) had no genuine intention to use the trademark for the services claimed in the registration. Over eight years have passed since the mark was registered, yet the respondent has failed to put it to any commercial use under Class 35. Therefore, the trademark serves no real purpose and merely occupies space in the Trade Marks Register,” the court stated.

According to court records, Arshad’s ‘Zepto’ was registered under Class 9 and Class 35 for goods and services related to smartphones, phone accessories, computer software, and telephone instruments. However, there was no evidence to suggest that Arshad had used the trademark for any commercial purpose during this period.

Zepto argued that Arshad’s opposition to its trademark application was a deliberate attempt to delay the registration and harass the company. The startup also revealed that Arshad had approached them in July 2024, proposing an out-of-court settlement. However, Zepto rejected the offer after concluding that Arshad was merely trying to extract money under the pretense of an amicable resolution.

In its ruling, the court also noted that Arshad neither filed a response to the rectification petition nor appeared for the hearings, further strengthening Zepto’s case.

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Citing Section 47(1)(b) of the Trade Marks Act, the court highlighted that any registered trademark that remains unused for five consecutive years is liable to be removed from the Register of Trade Marks. Given that Arshad had failed to demonstrate any commercial use of the mark since its registration, the court found merit in Zepto’s plea.

During the hearing, Zepto also presented its business scale to underscore the significance of the trademark. The company revealed that it currently operates around 350 delivery hubs (dark stores) across India, employs over 1,000 full-time professionals, and has a network of 40,000 delivery executives. Zepto also stated that it has processed orders for over 8 million customers in more than 10 cities across the country.

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The startup, which raised $665 million in a funding round last June, had then announced plans to double its dark store count from 350 to 700 by March 2025. However, recent reports suggest that Zepto has already crossed the 900-store mark as of January 2025, surpassing its original target ahead of time. The company is now reportedly aiming to expand its dark store network beyond 1,000 locations in the near future.

In comparison, Zepto’s closest competitor, Blinkit, was operating 1,007 dark stores by the end of the December 2024 quarter. Meanwhile, Swiggy added 96 new dark stores in Q3 FY25, bringing its total count to 705.

Buoyed by its rapid growth, Zepto is now gearing up for a massive public listing. The startup is expected to file for an IPO in the range of $800 million to $1 billion, with roughly $300-400 million worth of shares to be offloaded through an Offer for Sale (OFS) and the remainder raised through new share issuance.

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Swiggy Introduces ‘Fasting Mode’ to Respect Religious and Cultural Traditions, Offers Special Post-Fast Discounts

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Swiggy Introduces ‘Fasting Mode’ to Respect Religious and Cultural Traditions, Offers Special Post-Fast Discounts

In a unique move aimed at catering to religious and cultural sensitivities, food delivery giant Swiggy, led by Sriharsha Majety, has launched a new feature called “Fasting Mode” that allows users to temporarily pause food notifications during specific fasting hours. This initiative comes as a response to growing demand for more mindful and personalized user experiences, especially during religious observances like Ramzan and Navratri.

Swiggy’s move directly targets a vast demographic that observes religious fasts, offering them an option to mute food delivery notifications during the fasting period, ensuring they aren’t bombarded with food temptations. The company’s biggest rival, Zomato, led by Deepinder Goyal, is yet to roll out any such feature, giving Swiggy a competitive edge in building deeper cultural and emotional connections with users.

How Does Fasting Mode Work?

Once users activate Fasting Mode from the Swiggy app, they will automatically stop receiving food-related notifications between Suhoor (pre-dawn) and 4 p.m. during Ramzan. The feature is designed to eliminate unnecessary distractions or cravings for users who are fasting. As soon as the fasting hours end, notifications resume automatically, without any manual intervention required.

The feature is not limited to Ramzan alone. Swiggy confirmed that Fasting Mode will be available year-round, allowing users to customize their notification preferences for various religious and cultural fasting periods, such as Navratri, Shravan, Ekadashi, and other significant occasions. Users can turn the feature on or off anytime, giving them complete control over their experience.

Post-Fast Discounts and Special Meals

In an interesting twist, Swiggy plans to tap into the post-fast consumption rush by offering special discounts and curated meal options after the fasting period ends each day. During Ramzan, once the fast concludes, users will be shown top-rated dishes, Iftar meal combos, and up to 50% discounts on select restaurants.

The company also confirmed that similar post-fast promotions would be introduced during other major fasting festivals like Navratri, where special vegetarian thalis or vrat-friendly food will be highlighted. This smart marketing move not only respects religious practices but also drives higher order volumes once the fasting window closes.

A Strategic Move in a Competitive Market

While Zomato has focused on expanding its cloud kitchen network and premium dining services, Swiggy seems to be tapping into emotional and cultural relevance to capture market share. By acknowledging religious traditions and tailoring experiences accordingly, Swiggy is positioning itself as a sensitive and culturally aware brand.

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This feature is also likely to boost user retention during fasting months, as it allows users to avoid unnecessary temptation while keeping them connected to the platform. Swiggy’s approach cleverly balances respecting personal choices while still maximizing revenue during peak post-fast hours.

Strong Revenue Growth, But Rising Losses

On the business front, Swiggy’s latest financials paint a mixed picture. The company reported a 31% increase in revenue for Q3 FY25, generating ₹3,993 crore in operational revenue, compared to ₹3,048 crore during the same period last year. However, its net loss widened to ₹799 crore, up from ₹574 crore in Q3 FY24.

Despite the rising losses, the company’s overall income surged by 31% year-on-year, reaching ₹4,095.8 crore in Q3 FY25. Swiggy remains confident that strategic user-first features like Fasting Mode, coupled with hyperlocal marketing campaigns, will drive long-term revenue growth and reduce customer churn.

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A Market-First Initiative

Swiggy’s Fasting Mode is arguably one of the first of its kind in India’s food delivery space. By acknowledging the cultural and religious diversity of its users, the company is not only boosting customer loyalty but also shaping a new benchmark for personalized user experiences in the industry.

As Ramzan unfolds, Swiggy expects a sharp spike in post-Iftar orders and has lined up massive promotional offers to capitalize on that demand. Moreover, by extending Fasting Mode to other festivals like Navratri, Shravan, and Paryushan, Swiggy may have just unlocked a whole new dimension of culturally-driven growth — something that Zomato has yet to explore.

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PepsiCo Bets Big on India: Plans to Double Revenue in 5 Years, Open New Plants Across the Country

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PepsiCo Bets Big on India: Plans to Double Revenue in 5 Years, Open New Plants Across the Country

PepsiCo is setting its sights on India as a critical growth driver for its global business, with ambitious plans to double its revenue in the country within the next five years. The beverage and snack giant is ramping up investments and expanding its manufacturing capacity, seeing India as a “key anchor market” that will significantly contribute to its global top-line growth, according to Jagrut Kotecha, CEO of PepsiCo India & South Asia.

In an exclusive conversation with PTI, Kotecha revealed that India is now among the top three fastest-growing markets for PepsiCo globally, registering consistent double-digit growth. “We firmly believe that India will be the engine of growth for PepsiCo’s global business. Our per capita consumption here is still relatively low, and the demand curve is rapidly shifting in our favor,” he said.

Aggressive Investments, New Manufacturing Plants

To stay ahead of the surging demand, PepsiCo has been pumping capital into India with a clear growth strategy. The company has already established large-scale manufacturing facilities in Uttar Pradesh and Assam and has no plans of slowing down. Kotecha disclosed that PepsiCo is planning to open two more manufacturing units, one of which will be in southern India, reinforcing the company’s long-term commitment to the market.

“We’re not investment-shy when it comes to India. We want to expand our production capacity significantly to meet the growing demand for both snacks and beverages. The growth momentum here is too strong to ignore,” Kotecha added.

PepsiCo has already crossed ₹8,200 crore in revenue in 2023, including revenue from the full calendar year after it aligned its fiscal year globally. With a consistent double-digit growth rate, the company believes that touching $2 billion (around ₹17,000 crore) in annual revenue within the next five years is within reach.

Why India Is Key to PepsiCo’s Global Growth

While PepsiCo’s North American business continues to dominate in size, Kotecha emphasized that India offers untapped potential that could push it up the ranks in global markets. Currently, India is among PepsiCo’s top 15 markets, but with its current growth trajectory, the country could soon become one of the top five global markets for the company.

“There’s a huge runway for growth in India. Our per capita consumption here, both in snacks and beverages, is still far lower than many developed markets. That’s where we see a massive opportunity to scale up,” Kotecha noted.

PepsiCo has also mapped out 13 to 15 ‘anchor markets’ globally, defined as regions where the company expects the most incremental growth in the next five to seven years. India sits prominently on that list, signaling the company’s bullish stance toward the market.

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Aligning with India’s Growth Story

Kotecha pointed out that PepsiCo’s aggressive push in India also aligns well with the Indian government’s broader economic vision for 2030 — one that positions the country among the world’s top three economies.

“India’s macroeconomic fundamentals are strong, the middle-class population is growing, and consumer spending is increasing. It’s one of the most promising markets globally, and PepsiCo sees tremendous potential here,” he said.

PepsiCo has already tailored its India strategy to align with regional tastes and preferences. The company has divided the country into nine different taste clusters, ensuring its products cater to hyper-local preferences. Additionally, PepsiCo is heavily investing in sustainable manufacturing practices to reduce its carbon footprint, keeping pace with evolving global sustainability standards.

Chasing the ₹17,000 Crore Milestone

PepsiCo’s revenue in India stood at ₹5,950 crore for nine months in 2023 after it shifted its financial year to align with global standards. However, if the January-March quarter is factored in based on previous revenue trends, the company’s full-year revenue would hover around ₹8,200 crore.

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The company’s internal projections indicate that if its double-digit growth momentum persists, reaching ₹17,000 crore ($2 billion) in revenue within the next five years is highly achievable. However, Kotecha stopped short of confirming a definite timeline.

“It’s a vision, an aspiration. If we execute our strategy correctly — with expanded capacity, localized innovation, and sustained demand — there’s no reason why we won’t get there,” he stated.

With two new manufacturing plants in the pipeline, aggressive market expansion, and a hyper-localized product approach, PepsiCo is leaving no stone unturned to make India one of its largest global markets. The next five years could very well see the brand crossing the ₹17,000 crore milestone, cementing India’s position as a critical growth engine for the multinational giant.

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Libas Partners with Myntra M-Now to Deliver Ethnic Wear in Just 30 Minutes

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Libas Partners with Myntra M-Now to Deliver Ethnic Wear in Just 30 Minutes

Imagine shopping for a stunning kurta set and having it delivered to your doorstep within 30 minutes — that’s exactly what Libas, one of India’s leading ethnic wear brands, is now offering through its latest partnership with Myntra M-Now, the platform’s hyper-fast delivery service.

The collaboration aims to make fashion more accessible and instant, especially for customers who want beautiful ethnic wear delivered on demand. Starting with Bengaluru, Libas has made 150 of its best-selling kurta sets available on M-Now, allowing shoppers to get their favorite styles almost as fast as they would get food delivery. This move is set to redefine how customers experience fashion, eliminating long delivery waits while ensuring style remains uncompromised.

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Speaking about this partnership, Sidhant Keshwani, Founder & CEO of Libas, said, “Our journey with Myntra has been incredible over the past decade, and this new venture with M-Now takes it to the next level. We understand how fast-paced our customers’ lives are, and making our popular styles available for 30-minute delivery aligns perfectly with their need for instant fashion. It’s a game-changer in the ethnic wear space.”

The collaboration comes at a time when customers increasingly value speed and convenience in their shopping experience. Myntra’s M-Now is designed specifically for those who can’t wait days for delivery, catering to the growing demand for quick commerce in the fashion space.

Sharon Pais, Chief Business Officer at Myntra, echoed the sentiment, stating, “Our vision with M-Now has always been to combine speed with fashion. Having a marquee brand like Libas on board allows us to offer high-quality ethnic wear to our customers in under 30 minutes. This partnership is a testament to how we are pushing the boundaries of convenience and style.”

The M-Now service, which is currently available only in Bengaluru, is rapidly gaining popularity for offering instant access to fashion, beauty, and lifestyle products. With Libas now in the mix, the platform is set to capture the growing demand for ethnic wear during festive seasons, weddings, and spontaneous fashion needs.

Libas’ decision to onboard M-Now is also a strategic step in expanding its omnichannel presence. The brand has already built a massive following for its affordable and stylish ethnic wear, and adding lightning-fast delivery to the mix further strengthens its market position.

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“We’ve always believed that fashion should be effortless — both in wearing and receiving it. Through M-Now, we’re taking a bold step toward making instant fashion a reality,” added Keshwani.

The initial rollout includes 150 handpicked styles, featuring Libas’ most-loved kurta sets, perfect for both casual and festive occasions. With the summer season around the corner and events like weddings, housewarmings, and festive gatherings increasing, the partnership couldn’t have come at a better time.

Myntra, on the other hand, has been heavily investing in scaling M-Now’s operations. The platform already offers 30-minute delivery for a wide range of categories, including beauty, fashion, and home products. With Libas joining the platform, Myntra is now strengthening its dominance in the ethnic wear segment — a rapidly growing category in India.

The future looks promising for this partnership. As Myntra M-Now continues to expand its reach beyond Bengaluru, customers across the country might soon experience the

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