Fossil’s Big Leap in Chandigarh: 30th Store Launched at Elante Mall with Premium Accessories
Fossil has expanded its retail footprint in India with the launch of its first franchise store in Chandigarh, located at Elante Mall. This marks the brand’s 30th store in the country, reinforcing its commitment to growing its presence in key fashion-forward cities.
“Chandigarh has a distinct style and appreciation for premium accessories, making it an exciting market for us. Our goal is to provide a shopping experience that not only showcases our latest collections but also reflects Fossil’s design philosophy and craftsmanship. Elante Mall is the perfect setting for this, and we can’t wait to welcome customers to explore our watches, leather goods, and accessories,” said Johnson Verghese, Managing Director of Fossil India.
The move is part of Fossil’s broader retail expansion strategy, aimed at strengthening its direct engagement with consumers. By setting up shop in Chandigarh, the brand is tapping into a growing demand for high-quality, design-driven lifestyle products.
Globally, Fossil is known for its heritage of craftsmanship and innovation, blending classic design with modern functionality. With a focus on timepieces, leather goods, and fashion accessories, the brand continues to evolve while staying true to its ethos of timeless style and quality.
The ₹5.2 Trillion Opportunity: Nikhil Kamath Discusses How India’s Appetite for Healthy Eating Will Shape the Future of the Food Market
Nikhil Kamath’s insightful social media post on Instagram has generated a significant conversation around the evolving food landscape in India, particularly highlighting the growing demand for healthier food options. His observations are in line with the latest data from Swiggy and Bain & Company, which reveal that the Indian food service market is projected to reach ₹5.2 trillion by 2025, growing at a compound annual growth rate (CAGR) of 10-12%. Additionally, the rise of online food delivery, especially in Tier 2 and 3 cities, shows how quickly dining habits are shifting in favor of convenience.
A key theme in Kamath’s post was the “healthy wave” sweeping through India. He observed that, as more Indians embrace fitness-focused lifestyles, there is a noticeable increase in demand for nutritious, low-calorie food that doesn’t compromise on flavor. This trend is part of a larger global movement where consumers are more aware than ever of the connection between diet and long-term health. In India, this shift has been significantly fueled by rising disposable incomes, greater access to wellness information, and a growing preference for convenient, healthier food options.
According to recent reports, the market for healthy snacks in India is expected to grow by 15% annually, with products like gluten-free, organic, and low-sugar snacks becoming increasingly popular. This surge in demand presents a significant opportunity for both established food chains and new entrants into the market. Kamath suggests that entrepreneurs can seize this opportunity by focusing on the “healthy snacking and diet food service” segment, which is projected to reach ₹25,000 crore by 2025.
For food businesses, this means more than just offering healthy items. They need to strike a balance between health-conscious ingredients and affordability, which remains a key concern for most Indian consumers. Transparency in nutritional information and the ability to cater to various dietary needs such as vegan, gluten-free, and keto diets will become essential. Additionally, the convenience factor of these meals—especially for consumers in fast-paced urban environments—is driving the demand for healthier ready-to-eat and meal delivery services.
Restaurants and food businesses must innovate by creating dedicated healthy menus, partnering with nutritionists, and using innovative cooking techniques to retain nutrients while maintaining taste. In addition to health-conscious dining, Kamath points out the potential of fortified foods and functional snacks that cater to busy professionals seeking both nutrition and convenience in one package.
The future of India’s food industry is evolving rapidly, and as consumer preferences shift towards healthier eating, businesses that understand these dynamics and invest in healthier alternatives will be well-positioned for success. Kamath’s observations underscore the need for food companies to adapt and innovate to meet the growing demand for healthier, convenient food solutions, paving the way for a healthier India.
Get-A-Way’s Sugar-Free Revolution: Jash Shah’s Plan to Dominate India’s Dessert Market
Jash Shah’s story is one of calculated risks, unexpected turns, and an unshakable belief in a simple idea: dessert should be both delicious and guilt-free. The founder of Get-A-Way Desserts, Jash started his career in corporate roles, gaining experience in FMCG, regulatory tech, and business development before diving headfirst into entrepreneurship. His journey from a structured corporate world to building an innovative ice cream brand is anything but conventional.
The Leap from Corporate to Ice Cream
Jash’s career began with an internship at Future Group, which led to a full-time role managing brands across multiple categories, from personal care to modern trade retail. His curiosity about FMCG and consumer behavior eventually pulled him toward the startup ecosystem, where he worked at IDfy, a regulatory tech firm, heading business development for a completely new vertical.
But alongside his corporate career, something sweet was brewing. In 2021, Get-A-Way Desserts—co-founded by Jash, his mother, and his sister—got its big break with an appearance on Shark Tank India, securing funding on the show. That moment was the tipping point. Jash left his corporate job to focus entirely on his brand, determined to redefine how people perceive and consume desserts.
Revolutionizing the Ice Cream Industry
The core mission of Get-A-Way is to make desserts that are both indulgent and healthy. Traditionally, ice cream is associated with sugar, calories, and guilt. Jash and his team decided to challenge that perception by crafting zero-sugar, high-protein ice creams that don’t compromise on taste.
“Health and taste don’t have to be mutually exclusive,” Jash explains. “We started with ice creams, and now we’re expanding into cheesecakes and other guilt-free indulgences. The idea is simple: can we make something traditionally unhealthy better for you while keeping it delicious?”
Of course, entering the ice cream space isn’t easy. Consumer preferences differ wildly across India—what works in Mumbai might not sell in Delhi or Bangalore. Early on, Get-A-Way experimented with unconventional flavors like peanut butter ice cream & mac n cheese Ice Cream , only to realize that while niche flavors generate buzz, the real winners are classics like Chocolate Brownie Fudge and Blueberry Cheesecake.
Navigating the Challenges of a “Healthy” Brand
While the market for protein-rich, no-added-sugar desserts is growing, it’s still a niche segment. Many investors have questioned whether mainstream India is ready to embrace it. Jash, however, is confident that the health-conscious movement is not just a passing trend.
“The Keto wave came and went, veganism had its moment, but the demand for low-sugar, high-protein foods is here to stay,” he says. “Consumers are becoming more aware of what they eat, and brands like ours are helping bridge that education gap.”
One of Get-A-Way’s strategies for driving awareness is community building. They run an annual 30-day no-added-sugar, high-protein challenge, where participants—including employees, families, and customers—commit to a healthier diet. The initiative has grown into a WhatsApp community of over 340 people, who share their experiences, tips, and recipes.
What’s Next for Get-A-Way?
With a rapidly expanding product line and a growing consumer base, Get-A-Way is on track to become a major player in the alternative dessert space. The focus remains on scaling without losing sight of quality.
“We don’t want to be just another ‘healthy’ brand,” Jash emphasizes. “We want to be the most loved guilt-free indulgence brand in India.”
From a Shark Tank deal to disrupting a deeply traditional category, Jash Shah’s journey proves that with the right mix of insight, persistence, and a little bit of sugar-free magic, even the toughest industries can be sweetened.
Beyoung’s Rise: How Shivani Soni is Taking on Big Fashion with Affordable, Trendy Wear
In a recent conversation, Shivani Soni, co-founder of Beyoung, shared the inspiring journey behind building a fashion brand that caters to the underserved market of Tier 2, 3, and 4 cities in India. She and her co-founders identified a significant gap in the fashion industry back in 2018—people from smaller cities struggled to access affordable, high-quality fashion without compromising on style.
Shivani, a fashion designer by profession, along with her co-founder Shivam, who came from a business background, decided to bridge this gap. Coming from a business family, the decision to start Beyoung was rooted in their understanding of market needs. At the time, most fashion brands were targeting Tier 1 cities and premium customers, leaving a massive section of the population without good fashion choices at affordable prices.
Building for the Mass Market
Shivani emphasized that Beyoung was created with a vision to make global fashion accessible to everyone, especially those managing tight budgets while striving to look good in their daily lives. Whether someone is paying off loans or managing monthly expenses, fashion should not feel like a luxury.
The initial days were challenging. The team assumed that launching the brand would immediately result in a flood of orders. However, they quickly realized they needed a strategy that resonated with their target audience. That’s when they introduced customizable combo packs, allowing customers to pick multiple sizes and colors in a single purchase—a feature that was rare in the market. This gave customers the flexibility to buy in a way that suited their needs, and it became a game-changer for Beyoung.
Later, they introduced “Shop the Look”, where customers could mix and match upper and bottom wear, a concept inspired by global fashion trends but tailored for the Indian audience. This move addressed a major issue—most brands sold co-ord sets with fixed sizes, but Beyoung gave buyers the freedom to choose different sizes for different pieces. The response was overwhelming.
From earning just ₹35 lakh in 2018, the company is now aiming for an ARR of ₹150–200 crore in FY 2024–25. With over 7 million users and a 40% repeat customer rate, the brand has solidified its position as a trusted fashion destination for budget-conscious yet style-savvy consumers.
Disrupting the Market with Value & Quality
Unlike fast fashion brands that mass-produce designs, Beyoung focuses on making global fashion accessible—to create pieces that people feel confident after wearing. This shift in consumer behavior, accelerated by the post-COVID mindset, has worked in Beyoung’s favor, allowing it to position itself between high-end brands and local retailers.
Shivani also pointed out that while many brands claim to offer affordable fashion, their pricing is often out of reach for Tier 2, 3, and 4 city consumers. Beyoung, on the other hand, strategically fills this gap by providing the perfect balance of quality, style, and affordability.
As competition increases in the fashion e-commerce space, Shivani remains confident in Beyoung’s unique approach. While other brands are still struggling to offer true customization and flexibility, Beyoung continues to innovate. The brand is focused on expanding its reach, increasing customer satisfaction, and further disrupting the fashion industry for the mass Indian market.
From a small-town startup to a multi-crore business, Beyoung’s journey is a testament to the power of understanding consumer needs and delivering real value. With its strong foundation and ambitious goals, the brand is set to redefine everyday fashion in India.
Sirona’s ₹150 Cr Redemption: Deep & Mohit Bajaj in Final Talks to Buy Back Brand from Debt-Ridden Good Glamm Group
Deep and Mohit Bajaj, the founders of Sirona, are close to reclaiming their feminine hygiene brand from the financially struggling Good Glamm Group, according to sources aware of the deal.
The buyback is expected to cost around ₹150 crore, with the majority of the funding coming from the founders’ personal capital. This amount also covers outstanding debts that Sirona accrued under Good Glamm’s ownership.
“Good Glamm is in a tough spot financially, and they’re selling off assets to stay afloat. They pitched Sirona to multiple buyers, but the founders are now stepping in. While the deal isn’t signed yet, it’s moving in that direction,” said a source familiar with the matter.
Good Glamm Group had acquired Sirona in October 2024 for ₹450 crore. But since then, Sirona’s monthly sales have crashed to nearly one-eighth of its peak of ₹12 crore, leaving suppliers unpaid and the team uncertain about the company’s future due to stalled funding.
This news was first reported by The Arc Web.
Launched in 2014, Sirona is known for its innovative menstrual hygiene products, including herbal pain relief patches, biodegradable sanitary pads, menstrual cup kits, and the stand-and-pee device PeeBuddy.
The sale of Sirona is just the latest in a string of troubles for Good Glamm. On January 29, key investors—including Accel, Prosus Ventures, and Bessemer Venture Partners—resigned from the company’s board as the firm struggled with a cash crunch, delayed salaries, and layoffs.
As of now, neither Good Glamm nor Sirona has responded to requests for comment.
Madhya Pradesh Shakes Up Liquor Laws: 47 Shops to Shut in Religious Cities, ₹450 Crore Revenue Loss Expected
The Madhya Pradesh government has rolled out a fresh excise policy for the 2025-26 financial year, bringing some significant changes to liquor regulations in the state. Starting April 1, 2025, all liquor outlets in designated religious regions will be shut down.
A major highlight of the policy is the introduction of “Low Alcoholic Beverage Bars,” a first-of-its-kind move in the state. These bars will serve only beer, wine, and pre-mixed alcoholic drinks with an alcohol content capped at 10% v/v, while hard liquor like whiskey, rum, and vodka will not be allowed.
As part of the policy, liquor sales will be prohibited in 19 locations, including 17 religious towns. This will lead to the closure of 47 alcohol outlets in areas such as Ujjain, Omkareshwar, Maheshwar, Orchha, Maihar, Chitrakoot, Datia, Amarkantak, and Salkanpur. These shops, which sold both Indian Made Foreign Liquor (IMFL) and country liquor, will cease operations. However, individuals will still be permitted to bring and consume liquor from outside, as the state has not imposed a complete prohibition.
At present, Madhya Pradesh has around 460-470 establishments that sell both liquor and beer. With the addition of Low Alcoholic Beverage Bars, the total number of outlets is expected to rise significantly.
The decision to close liquor shops in religious areas is expected to result in a revenue shortfall of approximately ₹450 crore, but the government believes the policy will encourage more controlled alcohol consumption.
The new excise rules also include a 20% hike in liquor shop renewal fees for 2025-26. Meanwhile, the state’s Heritage Liquor and Wine Production Policy remains unchanged, meaning heritage liquor manufacturers will continue to enjoy VAT exemptions.
Madhya Pradesh is also doubling down on its Grape Processing Policy to support fruit-based alcohol production. This initiative will expand wine-making beyond just grapes and jamun to include other fruits and even honey sourced locally.
Additionally, the policy grants wine producers permission to operate retail stores at their production sites. Tourists will be able to visit wine-tasting facilities at these wineries, adding a new dimension to the state’s liquor industry.
From the next financial year, foreign liquor bottling units will be authorized to manufacture, store, import, export, and sell specialty liquors. Meanwhile, the state’s 3,600 liquor outlets are projected to generate approximately ₹15,200 crore in revenue this fiscal year.
Campa Cola Hits a Home Run: Reliance Bags Rs 200 Crore IPL Co-Presenting Deal to Challenge Global Cola Giants
Reliance Consumer Products has announced a major move, securing the co-presenting sponsorship rights for the upcoming Indian Premier League (IPL) season with its flagship beverage brand, Campa Cola. The deal, valued at Rs 200 crore, takes over from Coca-Cola’s Thums Up, which held the same sponsorship spot in the previous season.
This partnership represents a bold leap for Campa Cola, a brand that has previously been more focused on specific regions. The IPL sponsorship is seen as a critical strategy for nationwide expansion. According to a Campa Cola executive, “Securing the co-presenting position is a major milestone. For the first time, all cola brands will be vying for attention on a national stage during the IPL season.”
In addition to the brand’s focus on national growth, the deal aligns with a growing trend in IPL’s valuation. A Brand Finance report revealed that IPL franchises have skyrocketed in value, now pegged at a staggering $12 billion in 2024, marking a 13% increase from 2009’s $2 billion. Among the most valuable teams are the Chennai Super Kings, Mumbai Indians, Kolkata Knight Riders, and Royal Challengers Bangalore, each surpassing the $100 million mark in brand value.
Rapido to Launch ‘Pink Rapido’ in Karnataka: Women-Only Bike Taxi Service Coming Soon
Bengaluru-based ride-hailing platform Rapido is set to introduce ‘Pink Rapido’, a women-driven bike taxi service designed exclusively for female passengers. Slated for launch in Karnataka by the end of the year, the initiative aims to create safer commuting options for women while also generating thousands of job opportunities.
25,000 Jobs for Women: Rapido’s Big Bet on Female Riders
Announcing the plan at the Global Investors Summit in Bengaluru, Rapido’s co-founder, Pavan Guntupalli, revealed the company’s ambitious goal of hiring and training 25,000 women as ‘captains’—Rapido’s term for its drivers. He emphasized that success would be measured not just in numbers, but in how comfortable a woman feels getting on a bike with a driver she has never met before.
The company plans to remove employment barriers by welcoming women with no prior specialized training and offering them structured safety and driving programs. Guntupalli noted that 35% of Rapido’s workforce already comes from smaller cities and towns, and he expects this number to grow as more women from local communities join the platform.
Rapido has already tested a similar model in Chennai, where it launched ‘Bike Pink’ in September 2023. The service equipped female drivers with electric bikes and partnered with local nonprofits to provide safety and driving training. Within months of launch, the program had over 100 active women drivers, with Rapido targeting 500+ drivers in the following months.
A Competitive Space: Uber Steps In
Rapido isn’t the only player focusing on women’s safety in the ride-hailing sector. Uber launched ‘Uber Moto Women’ in Bengaluru in December 2024, connecting female passengers with female drivers. With competition heating up, companies are racing to provide safer, more reliable transportation options for women.
The Road Ahead
With ‘Pink Rapido’, the company is betting big on safety, accessibility, and financial independence for women in Karnataka. If successful, this model could expand to more cities, helping reshape urban mobility for female commuters across India.
Rebel Foods Joins the 15-Minute Delivery Race with QuickiES – Can It Take on Zomato and Swiggy?
Cloud kitchen giant Rebel Foods has officially jumped into the ultra-fast food delivery market with QuickiES, a standalone app promising hot meals at your doorstep in 15 minutes or less. With this move, the company is taking direct aim at competitors like Zomato, Swiggy, and Zepto Cafe, all of whom are battling to dominate India’s growing appetite for instant deliveries.
The launch of QuickiES was first revealed by EatSure CEO Sagar Kochhar in a LinkedIn post, where he called it the “world’s first 15MinsOrFree quick food delivery app.” While Blinkit, Swiggy, and Zepto have already entered the rapid food delivery space, QuickiES is Rebel Foods’ dedicated platform for the segment—one that could reshape the way urban India orders food.
From Faasos to a Multi-Brand Empire
Founded in 2011 by Jaydeep Barman and Kallol Banerjee, Rebel Foods began as a delivery-only business under the name Faasos. Over the years, it has transformed into one of the world’s largest cloud kitchen networks, running multiple popular brands like Behrouz Biryani, Oven Story Pizza, Wendy’s, Mandarin Oak, and The Biryani Life. The company currently operates over 450 cloud kitchens across 75+ Indian cities, with additional presence in the Middle East, North Africa, and the UK.
Unlike its competitors, which focus mainly on snacks and beverages, QuickiES is starting with a diverse food menu that goes beyond fast food. The app’s pilot phase in Mumbai features meals from 45+ brands, including Faasos, Wendy’s, and Behrouz Biryani, along with café-style options like poha, idli, medu vada, Maggi, and puffs. This mix of comfort food and all-day snacking is aimed at office-goers, students, and busy professionals looking for a quick meal without compromising on variety.
Rebel Foods’ Big IPO Play?
Financially, Rebel Foods generated ₹1,420 crore in revenue for FY 2024, while cutting its net losses by 42% to ₹378 crore. Backed by investors like KKR, Temasek, Lightbox, and Evolvence, the company has raised $773 million to date. Industry insiders suggest Rebel Foods is gearing up for an **IPO within the next
Bajaj Consumer Care has reported a 30.8% decline in net profit for the third quarter of the fiscal year 2025, with earnings dropping to ₹25.13 crore from ₹36.34 crore in the same period last year. The company also trimmed its advertising budget by 14.7%, bringing total ad expenses down to ₹34.33 crore compared to ₹40.25 crore in Q3 FY24.
Revenue Holds Steady, But Profitability Takes a Hit
Despite the dip in profit, Bajaj Consumer’s revenue from operations saw only a slight decline, standing at ₹234.41 crore in Q3 FY25. The company’s flagship product, Almond Drops Hair Oil, recorded a low single-digit decline year-on-year, while Bajaj Coconut Oil surged by 19% over the nine-month period of FY25.
Meanwhile, the company’s Almond Drops Shampoo and Conditioner line delivered triple-digit growth in both Q3 and the nine-month period, driven largely by the expansion of e-commerce and quick commerce sales channels.
Global Markets Show Strong Performance
Bajaj Consumer’s international business delivered impressive numbers, particularly in Bangladesh, which saw a staggering 100% growth in Q3 FY25. In the UAE and Gulf region, revenue grew by 21% between April and December. The company credited new market expansions in Pakistan, Iraq, and Angola as key growth drivers. Nepal’s business also registered a 5% growth during the quarter.
In a significant move, Bajaj Consumer announced the ₹120 crore acquisition of Vishal Personal Care Pvt. Ltd., a company specializing in ayurvedic, herbal, and cosmetic personal care products. The deal will be executed in two phases, with Bajaj acquiring 49% of equity in the first tranche and the remaining 51% in the second tranche.
With this acquisition, Bajaj Consumer aims to strengthen its portfolio in the rapidly growing herbal and ayurvedic personal care segment, a category that has seen increasing demand among Indian consumers.
Looking Ahead
While Q3 results reflect a challenging period for Bajaj Consumer, the company is banking on international expansion, e-commerce growth, and strategic acquisitions to regain momentum. With the personal care market becoming more competitive, it remains to be seen whether these moves will help the company bounce back in the coming quarters.
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