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Bombay High Court Rules in Favor of AB InBev, Bars Jagpin Breweries from Using COX 5001

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The Bombay High Court has ruled in favor of global brewing leader AB InBev, issuing a permanent injunction against Madhya Pradesh-based Jagpin Breweries for marketing its beer under the name “COX 5001.” The judgment concludes a legal battle that began in 2012 when AB InBev India, the local subsidiary of the world’s largest brewer, filed a trademark infringement case against the mass-market beer producer.

Justice Arif Doctor observed that the numeral “5001” is conceptually and visually similar to AB InBev’s established trademark “Haywards 5000,” a core feature of the brand. The court noted that consumers, particularly those with imperfect recollection, could be misled into believing that Jagpin’s product is associated with or endorsed by AB InBev. The ruling emphasized that such misrepresentation carries a tangible risk of damage to the goodwill and reputation of AB InBev, as the beer industry relies heavily on brand recognition and consumer trust.

AB InBev argued that its mark combines the word “Haywards” with the numeral “5000,” both of which are essential to the label’s distinct identity. Advocate Ashutosh Kane, representing AB InBev India, contended that Jagpin Breweries adopted “5001” with the sole intention of leveraging the established recognition of “Haywards 5000,” describing the move as “plainly dishonest.”

The court’s decision reinforces intellectual property protections in India’s beverage sector, sending a clear message about the importance of safeguarding trademarks from imitation that could create market confusion. The injunction prevents Jagpin from producing, advertising, or selling beer under the disputed name, securing AB InBev’s ability to protect one of its flagship products in India.

Haywards 5000 has been a leading product for AB InBev in the country, and the judgment strengthens the company’s position against imitators, highlighting the significance of brand integrity and consumer perception in the highly competitive Indian beer market.

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Mars Completes Kellanova Acquisition, Adds Pringles, Cheez-It and Pop-Tarts to Global Snack Portfolio

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Mars, the global family-owned conglomerate renowned for its confectionery and pet care businesses, has completed the acquisition of Kellanova, the company behind iconic snack brands including Pringles, Cheez-It, Pop-Tarts, and several of Kellogg’s international cereal lines. The acquisition brings together two of the world’s most recognizable snack portfolios, significantly strengthening Mars’s position in the fast-growing global snacking sector.

The transaction officially closed on December 8, 2025, following regulatory approvals, after shareholders gave the deal the green light in November 2024. Mars had initially announced its intent to acquire Kellanova in August 2024, signaling a strategic move to consolidate its global snacking operations.

Andrew Clarke, Global President of Mars Snacking, welcomed Kellanova employees, highlighting the scale and potential of the combined business. With a workforce of more than 50,000 employees worldwide, the unified entity aims to accelerate product innovation, expand its international reach, and invest further in sustainability initiatives and long-term growth strategies.

Kellanova’s addition complements Mars’s existing snack lineup, which already features M&M’s, Snickers, Twix, Dove, Skittles, and Extra, as well as healthier offerings like Kind bars and Nature’s Bakery products. The acquisition also strengthens Mars’s Accelerator division, bringing in brands such as RXBAR, Nutri-Grain bars, and Special K bars, broadening the company’s footprint across both indulgent and health-conscious segments.

Industry analysts suggest that this consolidation positions Mars to better compete in a crowded global market, providing access to Kellanova’s established distribution networks and brand equity. The merger is expected to create opportunities for cross-brand innovation, combining Mars’s expertise in confectionery with Kellanova’s strength in savory snacks and cereals.

As the integration proceeds, Mars plans a phased approach, focusing on maintaining brand identities, optimizing supply chains, and launching new products that reflect evolving consumer tastes. The acquisition reinforces Mars’s long-term strategy to expand in high-growth snack categories while catering to diverse global consumer preferences.

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Scarters Plans Concept Experience Stores to Boost Offline Presence, Targets 25% Year-on-Year Growth

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Pune-based travel and lifestyle label Scarters is preparing to step beyond its digital roots as it plans a calibrated offline foray through concept-driven exclusive brand outlets, aiming for 20 to 25 percent year-on-year growth.

Founded in 2017 by Darshan Shah, Scarters was built to address a gap the founder encountered personally. High-quality accessories for working professionals were scarce in India, often forcing customers to shop overseas. What began as a small bootstrapped venture with an initial investment of around ₹10 lakh has since grown into a profitable business valued at over $1 million.

Scarters positions itself between mass-market and luxury, targeting professionals who seek refined design, durability, and functionality without entering ultra-premium pricing. Its product portfolio spans three focused categories. Small accessories such as wallets, tech organisers, and passport holders are priced between ₹4,000 and ₹9,000. Bags and travel gear including backpacks, duffels, and laptop bags form the core revenue segment, retailing between ₹9,000 and ₹18,000. The brand’s newest vertical, cabin luggage, is priced from ₹25,000 onwards.

Rather than expanding aggressively across hundreds of SKUs, the company maintains a tight assortment of roughly 50 to 60 variants built around 25 core designs. The strategy prioritises clarity, consistency, and brand recall.

Currently operating as a digital-first brand through its own website and major marketplaces, Scarters is now evaluating offline formats that align with its customer profile. Airports are emerging as a priority, given the brand’s concentration of frequent flyers aged 25 to 50, largely based in Tier I and select Tier II cities. Compact experience zones, pop-up concepts, and curated installations at premium locations such as business hotels and cafés are also under consideration.

The offline rollout will begin with pilot formats over the next year, after which the brand plans a measured scale-up. Profitability and pricing power remain central to Scarters’ growth strategy, with the company continuing to invest in product innovation, design-led differentiation, and intellectual property creation.

As Indian consumers increasingly seek lifestyle upgrades over impulse purchases, Scarters is positioning itself to build deeper engagement through physical experiences while maintaining disciplined, sustainable growth.

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Kidbea Moves Beyond D2C, Eyes 100 Physical Stores with ₹60 Crore Expansion Plan

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Direct-to-consumer kidswear brand Kidbea is stepping up its offline ambitions with a planned investment of ₹50 to ₹60 crore over the next two years, as it looks to build a nationwide physical retail footprint. The company intends to open 100 exclusive brand outlets within the next 12 to 24 months, marking a decisive shift from its digital-first roots to an omnichannel growth model.

The expansion comes close on the heels of Kidbea’s first physical store launch at C21 Mall in Indore, which the company describes as a pilot for its larger offline strategy. The upcoming rollout will follow a mix of company-owned and franchise-led stores, allowing the brand to scale faster while managing capital efficiency.

Founded in 2021 by Swapnil Srivastav, Mohammad Hussain, Ankita Rani, and Aman Kumar Mahto, Kidbea focuses on bamboo-based apparel and accessories for infants and young children. Its product range is positioned around organic fabrics, antibacterial properties, and spill-resistant designs, catering to parents seeking safer and more sustainable clothing options.

As part of its store expansion, Kidbea is planning clustered launches across North and West India, while also preparing for a strong push into southern markets such as Bengaluru, Chennai, Hyderabad, Kochi, Coimbatore, and Madurai. In parallel, the brand aims to strengthen distribution through more than 200 multi-brand outlets, with a focus on Tier I, II, and III cities.

The company estimates that the offline push will create between 500 and 700 jobs across retail operations, logistics, and regional manufacturing support. Kidbea currently operates a small in-house production facility and works with over 25 partner units across states including Tamil Nadu, Uttar Pradesh, Punjab, Rajasthan, Haryana, and West Bengal.

Backed by Venture Catalysts, Agility Ventures, BestVantage Investments, and angel investors such as Nitish Mittersain, Ritesh Malik, and Hiro Mizushima, Kidbea reported revenue of ₹42 crore in FY25 while remaining EBITDA-positive. The company has set a long-term target of scaling annual revenue to ₹500 crore and positioning itself for a public listing by the end of the decade.

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Paladin Buys 25 Percent of Morgan Beverages to Chase India’s Wine Growth Story

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Paladin has taken a significant step in strengthening its presence in India’s growing premium wine market by acquiring a 25 percent stake in Morgan Beverages. The move signals Paladin’s intent to deepen its footprint in the country while tapping into rising demand beyond metro cities.

India’s alco beverage landscape is currently seeing a clear shift in consumer behaviour. While global markets remain sluggish, Indian consumers are becoming more informed, experimental, and willing to pay for quality. Wine, once limited to niche circles, is now finding a place at everyday dining tables, social gatherings, and lifestyle occasions. This cultural shift has created room for premium imported labels to grow steadily.

Morgan Beverages, founded by Rohan Nihalani, has built a strong reputation in the imported wine segment through careful portfolio curation and market education. With Paladin coming on board, the partnership aims to scale faster and reach Tier II and Tier III cities where interest in wine is rising but access remains limited. Improved distribution and localized engagement are expected to be key focus areas.

According to Nihalani, social drinking in India is growing at nearly 25 percent annually, and wine is increasingly seen as a lifestyle choice rather than an occasional indulgence. Paladin’s goal is to secure a meaningful leadership position in the premium imported wine category over the next few years.

The collaboration also reflects growing investor confidence in India’s evolving alcohol market, particularly in categories that emphasize experience and sophistication. As regulatory barriers ease gradually and consumer awareness continues to improve, the Indian wine market appears poised for long term expansion. Paladin’s investment in Morgan Beverages positions both companies to benefit from this momentum and shape how premium wine is consumed across the country.

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Specialty Coffee Startup Toffee Coffee Roasters Plans 10x Growth with ₹5 Crore Pre-Series A Round

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Mumbai-based direct-to-consumer coffee brand Toffee Coffee Roasters (TCR) has raised ₹5 crore in a Pre-Series A funding round led by Inflection Point Ventures (IPV), the company announced. The round also saw participation from 66 bridge partners, along with Abhijit Vemuganti and Invesst. This capital injection is aimed at supporting the brand’s expanding operations, backend roastery upgrades, and new product development initiatives.

Toffee Coffee Roasters, which gained national attention following its appearance on Shark Tank India, currently ranks among the top five coffee websites in India based on online traction and commands an estimated 1–2% share of the domestic coffee market. The company’s founders, Rishabh Nigam and Nandini Shrivastava, lead a team of experienced professionals from IITs and companies including Zomato and Starbucks, ensuring operational excellence and product consistency.

Approximately 60% of the fresh capital will be allocated to working capital to fuel rapid operational growth. Around 10–15% will go toward enhancing roastery infrastructure, while 10% will be used to improve packaging and presentation. Another 10–15% has been earmarked for new product launches and portfolio expansion, reflecting a balanced focus on efficiency and innovation.

TCR currently produces over five tonnes of coffee per month, translating to nearly 3–4 lakh cups consumed across India monthly. With the new funding, the company plans to scale production to 50 tonnes per month, aiming for ₹8–10 crore in annualized revenue and reaching 8–10 lakh consumers. The brand emphasizes sourcing, roasting, and blending premium coffee in-house, with top Q Graders and master blenders ensuring quality and consistency.

As demand for specialty and at-home coffee rises in India, Toffee Coffee Roasters is poised to deepen its presence in the market, leveraging operational scale, in-house innovation, and an expanding customer base to drive sustainable growth in the coming years.

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Wonderchef Turns Profitable: Sanjeev Kapoor’s Kitchenware Brand Posts ₹4.4 Crore Profit, Targets ₹1,000 Crore by 2026

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Image of Wonderchef.
Wonderchef Turns Profitable: Sanjeev Kapoor’s Kitchenware Brand Posts ₹4.4 Crore Profit, Targets ₹1,000 Crore by 2026

Chef Sanjeev Kapoor’s kitchenware brand Wonderchef is quietly turning into one of India’s most credible consumer success stories. In FY25, the company reported revenue of ₹421 crore and a profit of ₹4.4 crore, a sharp improvement in a category known for thin margins and brutal competition. What makes this growth noteworthy is not just the number itself, but the timing. The Indian home and kitchen market has been crowded with global giants, D2C startups, and deep discounting for years. Yet Wonderchef has managed to grow without losing its premium positioning.

Founded in 2009 by Sanjeev Kapoor and Ravi Saxena, Wonderchef built its early momentum on trust. Kapoor’s reputation as India’s most recognisable chef gave the brand instant credibility, but it was product consistency and pricing discipline that helped it scale. Today, Wonderchef operates across cookware, small appliances, bakeware and drinkware, with a strong presence on ecommerce platforms and its own direct channels.

The company’s FY25 performance signals that its strategy is paying off. While revenue crossed ₹400 crore, profitability returned at a time when many consumer brands are still burning cash. Management has now set an ambitious target of ₹1,000 crore in revenue by 2026, backed by deeper distribution, faster product launches and sharper focus on premium categories like air fryers, mixer grinders and smart kitchen appliances.

Another key driver has been brand recall. Unlike influencer driven flash brands, Wonderchef has played the long game with consistent messaging around healthy cooking and durability. As Indian consumers upgrade kitchens post pandemic, this positioning has worked in its favour.

If the current trajectory holds, Wonderchef could soon sit alongside the country’s most respected homegrown consumer brands, proving that patience, credibility and profits can still coexist in modern Indian retail.

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Yu Foods FY25 Performance: Revenue Crosses ₹35 Crore on Strong Online and Q-Commerce Demand

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D2C instant food startup Yu Foods reported a sharp jump in revenue in FY25, underlining rising consumer appetite for convenient, ready-to-cook meals driven largely by digital and quick commerce platforms.

The Gurugram-based company more than doubled its operating revenue to ₹35.1 crore in FY25, up from ₹15.7 crore in the previous fiscal. Including other income of ₹1.3 crore, Yu Foods closed the year with a total income of ₹36.4 crore, according to financial disclosures.

Despite the strong top-line growth, losses widened during the year. Net loss increased 42.8 percent to ₹11 crore compared to ₹7.7 crore in FY24. The company attributed the rise primarily to a sharp reduction in deferred tax benefits, which fell to ₹89.6 lakh from ₹3.5 crore a year earlier. Management noted that without this adjustment, losses would have remained largely stable.

Operational efficiency showed signs of improvement. EBITDA loss narrowed to ₹8.5 crore from ₹9 crore in FY24, while EBITDA margins improved significantly to minus 24 percent from minus 60 percent. Total expenses rose 77.8 percent to ₹48 crore, reflecting investments in growth, product expansion and team building. Employee benefit expenses increased to ₹4.5 crore during the year.

Founded in 2021 by Bharat Bhalla and Varun Kapur, Yu Foods offers more than 25 instant food products spanning noodles, pastas, desserts and ready-to-cook meals. The brand’s growth continues to be led by online channels, with quick commerce and e-commerce accounting for nearly 65 percent of revenue. Offline sales contribute the rest, mainly through modern trade partners such as DMart and Reliance Supermart.

Looking ahead, the company has already surpassed its FY25 revenue within the first seven months of FY26. Management expects net revenue of ₹70 to ₹75 crore in FY26, supported by deeper penetration in existing markets and continued momentum across digital platforms.

Yu Foods has raised close to ₹100 crore to date, including a $6.5 million Series B round led by Ashish Kacholia and the Asian Paints promoter group.

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Swiggy Closes ₹10,000 Crore QIP at Discount, Boosts Balance Sheet for Growth

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Swiggy has strengthened its balance sheet with a ₹10,000 crore capital raise through a qualified institutional placement, marking one of the largest recent fundraises in India’s consumer internet space. The food and grocery delivery major confirmed the closure of the QIP in a regulatory filing, following strong interest from a mix of domestic mutual funds and global institutional investors.

The company issued shares at ₹375 apiece, a price that reflects a discount of roughly 11 percent to Swiggy’s previous closing price of ₹416.70 on the BSE. Market sources indicated that most bids during the placement clustered around this level, underscoring cautious but steady institutional appetite amid intense competition in the quick commerce and delivery segments.

The fresh infusion significantly enhances Swiggy’s financial flexibility. Post-issuance, the company’s cash reserves are expected to rise to nearly ₹15,000 crore, providing a substantial buffer as it scales its food delivery, Instamart and emerging quick commerce operations. In addition, Swiggy is set to receive approximately ₹2,400 crore from the upcoming sale of its stake in urban mobility platform Rapido, which would further bolster its liquidity position.

The timing of the fundraise is notable. India’s rapid delivery market has seen escalating investments, faster fulfilment promises and rising customer acquisition costs as players race to dominate urban consumption. With rivals aggressively expanding dark store networks and delivery fleets, Swiggy’s capital raise is widely viewed as a strategic move to sustain growth while absorbing near-term cost pressures.

Industry observers say the strengthened cash position allows Swiggy to remain competitive without immediate pressure on profitability targets. It also offers headroom for investments in technology, supply chain expansion and category diversification as the company navigates an increasingly crowded delivery landscape.

The successful QIP signals continued institutional confidence in Swiggy’s long-term play, even as the sector enters a more capital-intensive phase.

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Lululemon Bets on a Reset After CEO Calvin McDonald’s Exit as Gen Z Interest Slips and Growth Slows

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Lululemon is entering a moment of reckoning as the activewear giant parts ways with its CEO and signals a return to its original playbook. The leadership change comes at a time when the brand, once synonymous with premium yoga wear, is struggling to hold the attention of a younger and more trend driven audience in the United States.

According to analysts, Lululemon’s core challenge is not product quality but relevance. Gen Z shoppers, who now drive a significant share of fashion spending, are moving away from the fitted leggings and minimalist styles that once defined the brand. Sky Canaves, analyst at Emarketer, pointed out that this shift has left Lululemon in a tough spot, as its signature silhouettes no longer feel aspirational to a generation raised on looser fits, streetwear influences, and rapid trend cycles.

The exit of CEO Calvin McDonald reflects a broader pattern across global consumer companies facing uneven demand and cautious spending. Inflation fatigue and economic uncertainty have made shoppers more selective, forcing brands to justify premium price tags with either innovation or cultural relevance. Lululemon, which built its reputation on technical fabrics and community led fitness culture, appears to believe that going back to basics may be the safest reset.

Investors seem cautiously optimistic. The idea of refocusing on core products, tightening assortments, and sharpening brand identity has historically worked for legacy names under pressure. Still, the road ahead is not simple. Competitors offering similar performance wear at lower prices, along with fashion brands encroaching on athleisure, have crowded the market.

For Lululemon, this transition is less about chasing trends and more about rediscovering why consumers fell in love with the brand in the first place. Whether that strategy can win back younger shoppers will determine if this reset becomes a revival or just a pause in a longer slowdown.

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