Friday, December 19, 2025
Home Blog Page 134

The $12 Billion Opportunity: How Pinch Is Tapping Into India’s Growing Demand for Professional Home Management Services

By
Online Desk
-
0
Image of pinch
The $12 Billion Opportunity: How Pinch Is Tapping Into India’s Growing Demand for Professional Home Management Services

In the midst of the pandemic, when the world was grappling with new challenges, Nitin Srivastava and his wife Kushbu found themselves caught in a common modern-day struggle — managing daily household tasks amid back-to-back Zoom calls. With no domestic help available during lockdown, they often faced the same question every afternoon: What’s for lunch? This recurring pain point sparked the idea for Pinch, a business that has since evolved into a full-scale home concierge service designed to simplify life for urban families.

Initially conceived as a meal-kit delivery service, Pinch aimed to solve a pressing problem — providing easy-to-make, home-cooked meals for working couples. However, when Nitin’s co-founder and investor, Kiran, posed a simple but profound question — Can you do this for the next 20 years of your life? — it forced Nitin to think deeper about the business’s potential. Four weeks later, he had a clear answer: I want to help people live a better life. This moment of realization led to Pinch’s pivot from meal kits to a comprehensive home concierge service.

Building a Home Concierge Service in India

Pinch is built around a simple yet powerful idea — allowing families to outsource the stress of managing their homes. From grocery shopping and housekeeping to home repairs and personal errands, Pinch handles everything that traditionally eats up time and mental space for busy families. The core value proposition is simple: free up your time so you can spend it meaningfully.

The concept of a home concierge service is still nascent in India, largely because culturally, asking for help is often perceived as a sign of incompetence. “We realized that 70-80% of our market was people who wanted help but hesitated to ask for it because it felt like admitting failure,” says Nitin. Pinch aims to change that perception by institutionalizing home management — much like how urban Indians have now normalized food delivery or home cleaning services.

Continue Exploring: “Kuch Nahi Hoga”—Anupam Mittal Challenges This Dangerous Mindset in Policy Bazaar’s New Ad

What sets Pinch apart is its deeply personalized approach. “A home is a very intimate space. You can’t offer a standard service,” Nitin emphasizes. Pinch doesn’t just clean homes or do groceries — they curate experiences tailored to the needs and preferences of each household. From stocking the refrigerator with the family’s preferred brands to managing home repairs without the homeowner’s involvement, Pinch operates like a highly-efficient invisible hand that keeps homes running seamlessly.

Solving the Real Estate Transformation Problem

Interestingly, Nitin’s ability to solve large-scale operational challenges came from his previous role in a startup called Chaos. Tasked with driving real estate transformation, Nitin learned the art of managing complex, multi-stakeholder projects — an experience that has now become instrumental in scaling Pinch. Managing homes at scale requires a similar level of logistical precision, from coordinating with service providers to ensuring consistent quality across multiple locations.

Pinch currently operates in Delhi NCR and Mumbai with a remote model that services customers in other cities. While the market is still small, the demand is undeniable. Families increasingly value time over chores, and Pinch is positioning itself as the ultimate enabler of hassle-free living.

The business model is also designed for scalability. Rather than merely offering standalone services, Pinch is moving toward becoming a full-stack home management solution. The company aims to integrate everything — from grocery restocking to vendor management — into a single, seamless experience, allowing families to enjoy their homes without worrying about its upkeep.

Continue Exploring: Lahori Beverages Nears ₹450 Crore Fundraise as Valuation Soars to ₹2,500 Crore – A New Challenger in India’s Booming Drinks Market

Nitin acknowledges the challenges ahead. “The day people tell me managing a home is easy, we’ll have no business left,” he jokes. But until then, Pinch is betting on one simple truth — everyone deserves to spend more meaningful time with their families, and less time managing their homes.

And as more urban families come around to the idea of home concierge services, Pinch is quietly building the infrastructure that could make it a household name.

Advertisement

How Abhinav Sinhal Scaled ClassicGold Toothbrushes into a Multi-Crore Indian Dental Care Powerhouse

By
Online Desk
-
0
Image of Abhinav Sinhal
How Abhinav Sinhal Scaled ClassicGold Toothbrushes into a Multi-Crore Indian Dental Care Powerhouse

In the fiercely competitive world of FMCG, where global giants like Colgate and Oral-B reign supreme, an Indian homegrown brand has not only survived but thrived—ClassicGold Toothbrushes. Founded in 1987 by Abhinav Sinhal’s father, the company emerged from humble beginnings, driven by necessity, ingenuity, and an unwavering commitment to quality.

Humble Beginnings: From Dairy to Dental Care

The journey of ClassicGold Toothbrushes traces back to the 1970s when Abhinav Sinhal’s father and uncles migrated from Siliguri, West Bengal, in search of business opportunities. Their first venture? A centrifugal milk separator, used to extract cream from milk—a product they initially traded before venturing into manufacturing.

Continue Exploring: The End of a Retail Era: Neville Noronha Checks Out, Anshul Asawa Checks In

For years, the business struggled to find its footing. Then, in 1981, an unexpected export order changed their fortunes, setting the stage for rapid expansion. By the mid-1980s, the family was looking beyond dairy and into consumer goods—leading to the birth of ClassicGold Toothbrushes in 1987.

The inspiration? Personal experience. Sinhal’s father, a habitual pan masala and betel leaf consumer, found locally made toothbrushes ineffective. Instead, he preferred imported brushes, particularly from Jordan. This realization sparked an idea: why not manufacture high-quality, Indian-made toothbrushes that could rival international brands?

The Advertisement That Changed Everything

Despite producing premium toothbrushes, ClassicGold struggled in its early years. In 1991, Sinhal’s father turned to Sanjeev Lamba, a marketing genius from Ogilvy, known for creating iconic ads like Fevicol’s “Zor Lagake Haisha.” Lamba asked a simple but powerful question: What makes ClassicGold Toothbrushes unique?

Continue Exploring: NONSTOP launches first flagship store in Mumbai, offering mobility and wellness solutions

The answer? Color. At a time when most toothbrushes were plain white, ClassicGold offered vibrant options in red, yellow, blue, and green—a simple but striking differentiation.

This insight led to the now-legendary advertisement featuring the catchy jingle: “Laal, Peela, Neela, Hara.” The ad struck a chord with Indian consumers, making ClassicGold a household name overnight. In some regions, the brand even outsold Colgate—a feat few Indian brands could boast.

Scaling New Heights: Diversification & Challenges

Between 1990 and 2000, ClassicGold Toothbrushes became a dominant player in India’s oral care market. The company expanded its product line to include shaving brushes, hairbrushes, sanitary napkins, socks, and nail clippers, all manufactured in-house.

By the early 2000s, ClassicGold was competing head-to-head with Colgate, Oral-B, and Sensodyne. However, internal family disputes led to a split in 2007, dividing the product lines among the brothers. Abhinav Sinhal took the reins of ClassicGold Toothbrushes, steering the company toward innovation and strategic growth.

A Legacy of Resilience and Innovation

Today, ClassicGold Toothbrushes stands as a testament to Indian entrepreneurship. Despite competition from multinational giants, it has retained its foothold in the market, proving that an Indian brand can stand tall against global players.

As Abhinav Sinhal continues to drive the company forward, one thing remains constant: the belief that an Indian brand, built on quality and innovation, can take on the world.

Advertisement

Inside Fit & Flex: How Pathik Patel Built India’s Largest Cereal Plant & Cracked a ₹6,000 Crore Market

By
Online Desk
-
0
Image of pathik- patel
Inside Fit & Flex: How Pathik Patel Built India’s Largest Cereal Plant & Cracked a ₹6,000 Crore Market

Fit & Flex is redefining the breakfast and snacking category in India with its innovative product line and state-of-the-art manufacturing. Founded in 2018-19 by Pathik Patel, the brand operates India’s largest cereal-making plant in Ahmedabad, producing high-quality granolas, mueslis, and protein-rich snacks.

Cutting-Edge Technology & Manufacturing Excellence

What sets Fit & Flex apart is its advanced, patented baking technology, sourced from Baker Perkins, a renowned UK-based company with over 150 years of expertise. This proprietary oven, stretching 21 meters, bakes products at 360 degrees, ensuring a low-moisture, high-crunch finish—critical for maintaining taste and freshness. With a capacity of 400 metric tons per month, the fully automated, human-touch-free production facility is BRC A-grade certified, US FDA-approved, and ISO 22000-compliant, meeting the highest global safety and quality standards.

Continue Exploring: “Kuch Nahi Hoga”—Anupam Mittal Challenges This Dangerous Mindset in Policy Bazaar’s New Ad

Overcoming Challenges & Expanding Reach

Launching in late 2019, Fit & Flex faced immediate hurdles due to the COVID-19 pandemic, which delayed its nationwide rollout. Despite the setbacks, the brand strategically expanded its distribution to 22 cities and 14,000 outlets by mid-2022. Today, Fit & Flex products are available in over 6,000 retail stores across metro cities and leading modern trade chains such as D-Mart, Reliance Smart, and e-commerce platforms. Internationally, the brand has a strong presence in Dubai, with over 1,500 retail points and exports to 14 other countries.

A Growing Market & Changing Consumer Preferences

While India’s breakfast culture has traditionally favored hot meals like parathas and dosas, urban lifestyles and health consciousness are driving demand for convenient, nutritious alternatives. The Indian breakfast cereal market, valued at ₹2,200 crore in 2019, has now surpassed ₹6,000 crore, fueled by increasing awareness about healthy eating. A significant trend is the shift from sugary cornflakes to fiber-rich oats, mueslis, and granolas.

Continue Exploring: Lahori Beverages Nears ₹450 Crore Fundraise as Valuation Soars to ₹2,500 Crore – A New Challenger in India’s Booming Drinks Market

Diversified Product Portfolio

Fit & Flex has built a robust portfolio with over 35 SKUs, categorized into:

  • Breakfast Cereals: Mueslis, granolas, and oats.
  • Snacking Options: Protein puffs, oat-based multigrain mixtures, and mini bites.

Beyond its own brand, Fit & Flex also engages in private label manufacturing for industry giants such as Carrefour (Middle East), Lulu, Tata Soulfulls, and Alpino. Negotiations with global players like Kellogg’s and Yoga Bar indicate a strong growth trajectory.

With a commitment to quality, innovation, and health-conscious offerings, Fit & Flex is not just competing in the market—it’s shaping the future of breakfast and snacking in India.

Advertisement

Tibb’s Frankie: How Jasmit Tibb’s Genius Turned a Shawarma Encounter into a Multi-Crore Indian Street Food Phenomenon

By
Online Desk
-
0
Image of jasmit tobb
Tibb’s Frankie: How Jasmit Tibb’s Genius Turned a Shawarma Encounter into a Multi-Crore Indian Street Food Phenomenon

In 1969, when Jasmit Tibb’s father was returning from the UK after a failed electronics venture, he made an unexpected stop in Beirut. That layover turned out to be life-changing—not just for him, but for India’s street food culture. It was there that he first encountered the shawarma, a Middle Eastern delicacy that sparked an idea. Inspired, he decided to bring a similar concept to India but with a twist, and thus, Tibb’s Frankie was born.

Back home, he started experimenting in the family kitchen, focusing on freshly prepared parathas and spiced lamb, a combination rooted in Punjabi flavors. What started as a small roadside stall soon became a pioneering success in street food innovation. Initially, the family tried selling pre-packaged rolls, but it didn’t quite click. The breakthrough came when they decided to prepare them fresh on hot plates—a move that turned Tibb’s Frankie into an instant hit.

Continue Exploring: The End of a Retail Era: Neville Noronha Checks Out, Anshul Asawa Checks In

The Birth of the “Frankie” Name

The name “Frankie” has its own interesting backstory. In 1969 or 1970, during a West Indies vs. India cricket match, legendary cricketer Frank Worrell hit a stunning shot. A fan in the crowd exclaimed, “What a shot, Frankie!” and Jasmit’s father, who overheard the moment, decided on the spot: Frankie would be the name of their new food creation.

From a single stall, the demand exploded. By the 1970s and ’80s, Bombay’s elite—Parsi businessmen, Bollywood stars, and well-dressed socialites—could be seen lining up at their kiosk. What was once an experiment had now become a must-have meal for the city.

Continue Exploring: NONSTOP launches first flagship store in Mumbai, offering mobility and wellness solutions

Adapting to Changing Tastes

Even after 54 years, Tibb’s Frankie remains a household name, evolving with changing food trends. “We’ve always been healthy,” says Jasmit Tibb. “Think about an Indian meal—it has carbs, protein, fat, and flavor. That’s exactly what Frankie has.”

As a trained chef from IHM Mumbai, Jasmit himself has led innovation at Tibb’s Frankie since 1994. The brand has consistently evolved, introducing new flavors to match changing palates. More recently, Tibb’s Frankie has embraced the growing focus on nutrition without compromising on taste. With the rise of protein-rich diets, the brand developed a “protein roti,” a nutrient-dense alternative designed to cater to health-conscious consumers. This innovation even earned them recognition in the U.S., where they were invited to study the future of protein-based foods in the industry.

Over the years, Tibb’s Frankie has evolved to keep up with changing consumer preferences while maintaining its core values of freshness and quality. Unlike many fast-food brands, Tibb’s Frankie has always focused on freshly prepared ingredients. 

The business prides itself on using high-quality meats, handcrafted spice blends, and a signature roti that holds everything together. The brand has also expanded its range, adapting to India’s shifting palate by introducing a variety of fillings, from classic mutton and chicken to innovative vegetarian options. Now, taking the brand forward with Mr. Jasmit Tibb are Mr. Harpreet Tibb and Mr. Vikas Khemani, who are focused on expanding its reach and strengthening its market presence.

From an idea sparked in Beirut to a legendary street food empire in India, Tibb’s Frankie isn’t just a snack—it’s a cultural phenomenon. And with continuous innovation, its future looks just as flavorful as its past.

Advertisement

How Sumit Jasoria’s Newme Plans to Hit ₹5,000 Crore by 2030—100 Stores, Zero Wastage, and an IPO on the Horizon

By
Online Desk
-
0
Image of Sumit Jasoria
How Sumit Jasoria’s Newme Plans to Hit ₹5,000 Crore by 2030—100 Stores, Zero Wastage, and an IPO on the Horizon

Newme, a fast-fashion brand founded by Sumit Jasoria, is rewriting the rules of trend-driven retail with its razor-sharp focus on Gen Z, ultra-fast inventory turnover, and a data-fueled approach to design. By 2030, the company aims to hit ₹5,000 crore in revenue, scaling aggressively both online and offline. Speaking to IndiaRetailing, Jasoria shared that the brand is planning to open 100 stores across India while also gearing up for an initial public offering (IPO).

A Data-Driven Fashion Machine

What sets Newme apart is its tech-heavy, data-first strategy. The company operates with zero pre-managed inventory, relying entirely on real-time consumer insights to dictate production. Every Friday at exactly 5 PM, Newme drops fresh collections, a process made possible by a proprietary supply chain model that turns design concepts into finished products within a week.

“We’re running on a system powered by generative AI, where there’s no minimum order quantity (MOQ) from day one,” Jasoria explained. “This lets us move at a pace that few brands can keep up with while keeping wastage in the single digits—among the lowest in the industry.”

This hyper-efficient model has led to explosive growth. In its first year, Newme expanded sevenfold, followed by a 3X jump in the second year. The company is on track for another 3X leap this year, with projected revenue of ₹220-240 crore by FY25 and ₹700-800 crore by FY26.

100 Stores, No Two Alike

Newme isn’t just betting on online dominance—it’s taking a fresh approach to physical retail, too. Currently operating around 13-14 stores, the brand plans to scale up to 100 locations by 2030. But unlike traditional retailers with static inventory, Newme’s stores refresh their collections every single week.

“No two locations are identical,” Jasoria said. “Even in Delhi, our three stores have completely different assortments tailored to local customer preferences. Every time someone walks in, they see something new—that’s what keeps them coming back.”

IPO on the Horizon

Beyond hitting its revenue targets, Newme has bigger ambitions. Jasoria confirmed that the company is actively working toward an IPO before the decade ends, aiming to position itself as a global fashion powerhouse rooted in India’s evolving retail landscape.

“Our model eliminates designer bias—we don’t rely on intuition, but on actual customer data to make design decisions,” he said. “That’s something we know we can scale beyond India.” The company plans to replicate its playbook internationally, blending digital sales with brick-and-mortar expansion in key global markets.

Continue Exploring: Lahori Beverages Nears ₹450 Crore Fundraise as Valuation Soars to ₹2,500 Crore – A New Challenger in India’s Booming Drinks Market

Designed by Customers, for Customers

At its core, Newme caters to Gen Z shoppers who crave constant novelty, affordability, and personalisation. The company’s weekly design cycles aren’t based on trends pulled from thin air—they’re dictated by millions of data points from app activity, wishlists, shares, and purchase behavior.

“We track everything—what people browse, what they share, how often they come back to the app. All of it directly informs our design pipeline,” Jasoria explained. “That’s how we achieve a 90% accuracy rate in predicting demand, which keeps wastage low and sell-through high.”

Newme is already operating at breakneck speed, with a design-to-shelf cycle of just 7-8 days. But Jasoria has his sights set on pushing it even further—to just five days. The next evolution? Letting customers co-create collections.

Continue Exploring: “Kuch Nahi Hoga”—Anupam Mittal Challenges This Dangerous Mindset in Policy Bazaar’s New Ad

“We want to open up the design process itself. Our most engaged users—our power customers—will soon be able to submit their own designs. If their ideas make the cut, they’ll see them come to life in our collections,” he said. “That’s going to drive even stronger engagement and loyalty, which are already among the best in the industry.”

With its data-powered engine, aggressive expansion strategy, and an eye on the stock market, Newme isn’t just keeping up with fast fashion—it’s setting the pace.

Advertisement

NapTapGo Secures $500,000 to Bring Capsule Hotels to India’s Budget Travel Market

By
Online Desk
-
0
Image of naptapgo
NapTapGo Secures $500,000 to Bring Capsule Hotels to India’s Budget Travel Market

Pod hotel startup NapTapGo has raised $500,000 in pre-seed funding, with venture studio T9L Qube leading the round. The company aims to revolutionize India’s budget hospitality scene by introducing Japan-inspired capsule hotels in high-traffic areas like IT hubs, city centers, and religious destinations.

Continue Exploring: Lahori Beverages Nears ₹450 Crore Fundraise as Valuation Soars to ₹2,500 Crore – A New Challenger in India’s Booming Drinks Market

Betting Big on India’s $20 Billion Budget Hotel Market

With India’s budget hotel industry valued at $20 billion and growing at 13-15% annually, NapTapGo sees an opportunity to cater to travelers looking for affordable yet high-quality accommodations. Unlike traditional budget hotels, which often struggle with space and hygiene issues, NapTapGo’s compact, tech-driven pod hotels promise a clean, comfortable, and secure stay.

Co-founders Nitin Malhotra and Himanshu Shukla say their target audience includes solo travelers, working professionals, and frequent flyers aged 25 to 60 who need short-term, convenient lodging without paying for unnecessary frills.

Why T9L Qube is Backing NapTapGo

Investors see NapTapGo as a game changer in India’s hospitality sector. T9L Qube’s co-founders, Fahad Moti Khan and Gaurav Gaggar, highlighted how pod hotels fit the evolving demands of modern travelers.

“We see pod hotels as an innovative solution in budget travel. Whether it’s a business traveler needing a few hours of rest or a pilgrim visiting a religious site, these capsules provide a hygienic, affordable, and high-quality alternative to conventional hotels,” they stated.

Continue Exploring: “Kuch Nahi Hoga”—Anupam Mittal Challenges This Dangerous Mindset in Policy Bazaar’s New Ad

The Rise of Capsule Hotels in India

While capsule hotels have been a hit in Japan for years, India is only beginning to embrace the trend. NapTapGo wants to lead this shift by offering a standardized, space-efficient lodging experience that guarantees cleanliness and comfort.

Even billionaire industrialist Anand Mahindra took notice, calling the concept “pretty cool” on social media.

With fresh capital, NapTapGo plans to scale rapidly and introduce more pod hotels across India. The company is betting that its minimalist yet premium model will appeal to cost-conscious travelers tired of the inconsistency in budget stays.

Advertisement

Nestlé’s Nespresso Enters India: CEO Philipp Navratil Plans Big with More Stores, Higher Coffee Sourcing, and a Premium Brew Experience

By
Online Desk
-
0
Image of Nestlé’s Nespresso
Nestlé’s Nespresso Enters India: CEO Philipp Navratil Plans Big with More Stores, Higher Coffee Sourcing, and a Premium Brew Experience

Nespresso, the premium coffee brand under Swiss multinational Nestlé SA, has officially entered the Indian market with its first boutique store, launched on Thursday. The company sees India as a key market, both for its growing coffee culture and as a vital source of high-quality coffee beans.

Continue Exploring: “Kuch Nahi Hoga”—Anupam Mittal Challenges This Dangerous Mindset in Policy Bazaar’s New Ad

India’s Coffee Boom: A Big Opportunity for Nespresso

Philipp Navratil, Nespresso’s CEO, is bullish on India’s potential, stating that the country presents a “massive opportunity” for premium coffee. With coffee consumption and café culture on the rise, Nespresso plans to expand its presence with more boutique stores, where customers can experience its signature coffee blends and high-end machines firsthand.

“So we are here for the long term, we are now open, and we will stay here forever. India is a coffee shop country, and we live in India,” Navratil told PTI.

The company has partnered with Thakral Innovations as its official distributor in India, ensuring that Nespresso’s full range of coffee products reaches both retail consumers and business clients.

Continue Exploring: Lahori Beverages Nears ₹450 Crore Fundraise as Valuation Soars to ₹2,500 Crore – A New Challenger in India’s Booming Drinks Market

Expanding Sourcing from India

Nespresso has been sourcing premium green coffee from India since 2011, working directly with around 2,000 farmers in Karnataka. Currently, Indian coffee is used in nearly 20% of Nespresso’s global blends. However, Navratil confirmed that this number is set to increase as the brand deepens its commitment to Indian coffee growers.

“We had an Indian single-origin, master-origin capsule that we would sell everywhere, but not in India. Bringing that back to India now is closing the circle—from farm to cup—now also for Indian consumers,” Navratil said.

With growing global demand for Indian coffee, Nespresso is looking to expand its sourcing operations, ensuring greater support for farmers while strengthening its supply chain.

Advertisement

How Mohit Gupta and Mukesh Bansal’s ₹216 Crore Bet on Coyu Is Reshaping India’s Premium Fashion Market

By
Online Desk
-
0
Image of Mohit Gupta and Mukesh Bansal
How Mohit Gupta and Mukesh Bansal’s ₹216 Crore Bet on Coyu Is Reshaping India’s Premium Fashion Market

Coyu is the latest player in India’s ever-expanding fashion retail scene, but it’s not just another platform in the crowd. Positioned in the mid-premium segment, this multi-brand fashion and lifestyle venture is carving out its own space, focusing on curated, high-quality apparel for modern women.

Founded just four months ago, Coyu is the brainchild of two industry heavyweights—Mohit Gupta, co-founder of Zomato and former COO of MakeMyTrip, and Mukesh Bansal, the visionary behind Myntra and Cult.fit. The name Coyu is derived from “curated for you” and “collected for you,” reinforcing the brand’s promise of a thoughtfully selected range of premium fashion.

Since its October 2024 launch, Coyu has brought on board over 50 national and international brands. It made its retail debut in Delhi with two stores and a direct-to-consumer (D2C) website on the same day. Recently, the brand opened its 6,000 sq. ft. flagship store at the IREO complex in Gurugram, signaling its commitment to a strong offline presence.

Now, Coyu is gearing up for an aggressive expansion across India, with plans to scale both its store count and brand portfolio while cementing itself as a major omnichannel retail player.

Why Coyu? A Fresh Take on Premium Fashion

With countless fashion retailers already in the market, what makes Coyu stand out? According to founder and CEO Mohit Gupta, India’s online fashion boom over the past decade has primarily catered to mass-market and luxury consumers. However, the mid-premium segment—priced slightly above brands like Zara—remains an underserved space, particularly for women.

“Women’s fashion is fundamentally more complex than men’s. It involves more silhouettes, a greater variety of textiles, intricate detailing, and considerations around fit, modesty, and boldness,” Gupta explains. “Despite this, very few retailers have effectively addressed these nuances. There’s a gap between fast fashion and high-end luxury, and we’re here to bridge that.”

Continue Exploring: “Kuch Nahi Hoga”—Anupam Mittal Challenges This Dangerous Mindset in Policy Bazaar’s New Ad

Beyond the products themselves, Coyu is also tackling an industry-wide challenge: making premium fashion discovery seamless and cost-efficient for both shoppers and brands.

Funding and Growth Plans

Backed by strong investor confidence, Coyu raised approximately $26 million in mid-2024 from Prosus Ventures, Peak XV, and Sofina, along with several angel investors. This funding is fueling the brand’s expansion, allowing it to scale both its physical and digital presence.

Brand Lineup: Global Meets Local

Coyu’s portfolio currently includes a mix of established international labels and homegrown Indian brands. Some of the global names on offer include Karen Millen and Sister Jane (UK), DKNY (New York), Salsa Jeans (Portugal), and Sylvian Heach (Italy).

Continue Exploring: Lahori Beverages Nears ₹450 Crore Fundraise as Valuation Soars to ₹2,500 Crore – A New Challenger in India’s Booming Drinks Market

On the domestic front, Coyu features designers like Saaksha & Kinni, Karaj Jaipur, Silai Studio, Rainas, Sheetal Batra, Our Love, Dash and Dot, and Linen Bloom, among others.

With a strong foundation, a clear vision, and a rapidly growing presence, Coyu is set to redefine the premium fashion landscape in India.

Advertisement

Ekart & IKEA Team Up for High-Speed Deliveries: 24-Hour Fulfillment, 7,000+ Products, and Electric Fleet Rollout in North India

By
Online Desk
-
0
Image of ekart-ikea
Ekart & IKEA Team Up for High-Speed Deliveries: 24-Hour Fulfillment, 7,000+ Products, and Electric Fleet Rollout in North India

Ekart, a leading supply chain and logistics company, has teamed up with IKEA India to streamline last-mile deliveries for the home furnishing giant. Under this partnership, Ekart will handle the doorstep delivery of IKEA’s extensive 7,000+ product catalog, ensuring faster and more efficient order fulfillment across North India.

With its expertise in managing large parcels, Ekart will play a key role in executing quick and optimized deliveries, allowing IKEA to fulfill most customer orders within 24 hours. The collaboration is expected to enhance operational efficiency, as Ekart boasts a 99%+ success rate in pre-paid shipments, setting high industry standards for reliability and precision.

Continue Exploring: NONSTOP launches first flagship store in Mumbai, offering mobility and wellness solutions

Deliveries will be powered through IKEA India’s newly launched fulfillment hub in Delhi-NCR, where real-time tracking will offer customers better visibility of their orders. Additionally, the partnership aligns with IKEA’s sustainability goals, as Ekart will deploy a fleet of electric vehicles to reduce the environmental impact of its logistics operations.

Mani Bhushan, Chief Business Officer at Ekart, highlighted the synergy between the two brands, stating:

“This collaboration reflects Ekart’s capability to provide enterprise-grade supply chain solutions for large retailers. IKEA’s mission is to create a better everyday life for people, and we are proud to contribute to that vision. Our shared values of transparency, sustainability, and customer-first service make this a natural fit. Together, we aim to deliver an unmatched experience for IKEA customers.”

Continue Exploring: The End of a Retail Era: Neville Noronha Checks Out, Anshul Asawa Checks In

Beyond this partnership, Ekart supports over 400 retail brands, offering a range of logistics services, including last-mile delivery, part-truckload (PTL) and full-truckload (FTL) shipping, warehousing, and innovations like Open Box Delivery and product refurbishing. With this latest collaboration, Ekart continues to strengthen its position as a go-to logistics partner for major retail brands in India.

Advertisement

Bewakoof Expands Offline Presence with New Store in Bengaluru’s Koramangala

By
Shweta
-
0
Image of bewakoof
Bewakoof Expands Offline Presence with New Store in Bengaluru’s Koramangala

Casual fashion brand Bewakoof has opened its latest retail outlet in Koramangala, Bengaluru, marking its fourth store in the city. The brand, known for its quirky and affordable apparel, announced the launch on social media, calling it “Koramangala’s new fashion hotspot.”

Continue Exploring: The End of a Retail Era: Neville Noronha Checks Out, Anshul Asawa Checks In

Founded in 2012 by IIT alumni Prabhakaran Singh and Siddharth Munot, Bewakoof started as a digital-first brand, catering primarily to 16-34-year-olds with a range of clothing and accessories for men, women, and kids. After over a decade as an online-only player, the brand stepped into offline retail in July 2024, opening its first store at Forum Falcon Mall, Bengaluru.

With additional stores in HSR Layout and Brigade Road, the Koramangala launch strengthens Bewakoof’s foothold in the city. Beyond Bengaluru, the brand also operates stores in Pune and New Delhi, bringing its total offline count to six.

Continue Exploring: NONSTOP launches first flagship store in Mumbai, offering mobility and wellness solutions

As Bewakoof continues expanding its brick-and-mortar presence, the move signals a growing demand for D2C brands in physical retail, blending the convenience of online shopping with an in-store experience.

Advertisement
1...133134135...1,378Page 134 of 1,378