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Raniwala 1881 Partners with Francorp to Launch 50+ Franchise Stores Across India, Tapping into the Rs 5 Lakh Crore Jewellery Market

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Raniwala 1881 Partners with Francorp to Launch 50+ Franchise Stores Across India, Tapping into the Rs 5 Lakh Crore Jewellery Market

Raniwala 1881, the iconic Jaipur-based jewellery label with roots going back nearly a century and a half, is stepping into a new chapter. The brand has joined hands with Francorp, the franchise consulting division of Franchise India Group, to build a network of retail stores through a carefully planned franchise model.

For a house steeped in legacy and known for its opulent Polki and Jadau pieces, this move represents more than just business expansion—it’s about making heritage more accessible while staying true to its soul.

Two Models, One Vision

The brand is set to roll out stores under two formats: Franchise-Owned, Franchise-Operated (FOFO) and Franchise-Owned, Company-Operated (FOCO). These models will allow interested partners to be part of the Raniwala story, while maintaining consistency in craftsmanship and customer experience.

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“Our jewellery reflects generations of artistry. Each piece carries stories from the past, crafted by hand, preserved through time,” said Abhishek Raniwala, Managing Director. “Partnering with Francorp enables us to grow mindfully—keeping our designs rare, our standards high, and our heritage intact.”

A Legacy Forged in Gold

The brand traces its beginnings to Rai Bahadur Champalal of Beawar, an eminent jeweller honoured by the British with the title ‘Rai Bahadur’. Alongside that title came the name ‘Raniwala’—a tribute that has endured across generations.

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Today, Raniwala 1881 is best known for its exquisite bridal collections, especially Polki designs crafted in 18K gold. Its appeal spans traditionalists and modern buyers alike, with a growing fanbase among Gen Z and millennials. The label has also collaborated with renowned designers like Sabyasachi, Manish Malhotra, and Rahul Mishra, lending its heritage touch to contemporary couture.

Why Now?

India’s jewellery market is evolving fast. With a growing appetite for heritage-inspired, high-quality jewellery—especially in urban and luxury segments—brands like Raniwala 1881 are finding new relevance. Buyers want more than sparkle; they’re looking for authenticity, craftsmanship, and history they can wear.

Francorp will guide the brand through this next phase, helping identify prime locations and franchise partners in metros and other premium markets.

This move is less about scaling fast and more about growing right—bringing Raniwala’s legacy to new cities without losing what makes it special.

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Inside India’s $35 Billion Marketing Gold Rush: How Radhika Butala’s Better Collective Is Helping Brands Build Substance Over Hype

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Inside India’s $35 Billion Marketing Gold Rush: How Radhika Butala’s Better Collective Is Helping Brands Build Substance Over Hype

Founded in 2020 by Radhika Butala, The Better Collective set out with a bold ambition: to change how brand and marketing strategy are perceived and practiced in India. In a market where brand building was historically equated with television ads, and more recently reduced to performance marketing, Butala’s firm is working to bring strategic depth and long-term thinking back into the equation.

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At its core, The Better Collective operates as a brand strategy and development consultancy. But it’s far from conventional. The firm partners closely with startup founders at various stages, helping them build meaningful, culturally resonant brands with lasting impact—not just sales spikes. Their process focuses on foundational questions like brand positioning, competitive differentiation, and creating narratives that move beyond product features into emotional territory.

“We want customers to feel like they’re entering a world, not just buying a product,” says Butala. “That world needs to speak to them in their language—emotionally, culturally, and visually.”

The company takes pride in being an end-to-end partner, hence the word “collective” in its name. Their services span from brand strategy and visual identity to go-to-market planning and even CMO consulting. For existing businesses aiming to scale, they offer embedded brand leadership—acting almost as an in-house team with an external lens.

Despite being a young company, The Better Collective has already worked across industries—FMCG, F&B, beauty, wellness, real estate, and more. Each project begins with intensive research, founder interviews, market mapping, and audience analysis. Butala emphasizes that their goal isn’t to enforce a strategy but to collaborate deeply and challenge assumptions with empathy and data.

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Looking ahead, Butala envisions The Better Collective growing into a long-term partner for larger businesses—embedded, trusted, and deeply involved in shaping not just business outcomes, but cultural narratives. “We want to influence not just what people buy, but how they feel, think, and live,” she says.

Their strongest asset? The ability to create culturally rooted, emotionally resonant brands—powered by insight, storytelling, and a collaborative mindset. As Indian startups mature, The Better Collective is betting on depth over hype, and meaning over metrics.

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CCI Turns the Heat Up on Quick Commerce Startups Amid Rising Complaints from Distributors and Consumers

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CCI Turns the Heat Up on Quick Commerce Startups Amid Rising Complaints from Distributors and Consumers

India’s antitrust regulator, the Competition Commission of India (CCI), has asked tough follow-up questions in its ongoing review of the country’s rapidly expanding quick commerce sector. According to Business Standard, the watchdog recently reached out to the All India Consumer Products Distributors Federation (AICPDF), requesting granular data on the market shares of platforms like Blinkit, Zepto, and Swiggy Instamart in the FMCG (fast-moving consumer goods) category.

The move is part of an ongoing probe into allegations that these platforms may be resorting to anti-competitive practices. Sources familiar with the matter say the commission is particularly interested in whether any of these companies have exclusive distribution deals with FMCG brands—something that could potentially squeeze out traditional distributors and neighborhood retailers.

The CCI has also sought details on product bundling—a practice where unrelated items are grouped and sold together—suspected to be used as a strategy to drive higher order values and limit consumer choice.

These inquiries follow a formal complaint filed last month by AICPDF President Dhairyashil Patil, who accused quick commerce players of predatory pricing and monopolistic behavior that’s hurting legacy distribution networks across the country.

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Additionally, the commission is said to be investigating whether any of these platforms price goods differently based on a customer’s location, device, or shopping patterns—raising concerns about algorithmic discrimination. It has also asked for evidence that items are being sold below cost price, which would directly violate India’s competition laws.

This isn’t the first time quick commerce companies have come under scrutiny. The Food Safety and Standards Authority of India (FSSAI) recently revealed it had received over 21,000 consumer complaints against online food delivery apps in the past five years.

Earlier this year, platforms like Blinkit and Zepto launched standalone 10-minute food delivery apps—Bistro and Snacc—prompting backlash from restaurant partners who claim they weren’t consulted or compensated fairly.

Adding fuel to the fire, the Central Consumer Protection Authority has also flagged these platforms for failing to display essential product information like expiry and ‘best before’ dates—a basic but mandatory requirement for selling grocery and perishable items.

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As India’s quick commerce boom continues, the regulatory pressure is intensifying. What began as a convenience-driven disruption may now have to answer some tough questions about fairness, transparency, and consumer rights.

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After Shoyu’s Success, Actor Naga Chaitanya Returns to F&B with Scuzi—Hyderabad’s New Gourmet Comfort Food Destination

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After Shoyu’s Success, Actor Naga Chaitanya Returns to F&B with Scuzi—Hyderabad’s New Gourmet Comfort Food Destination

After the buzz around his first food venture Shoyu, actor Naga Chaitanya is diving deeper into the culinary space with a brand-new concept—Scuzi, a cloud kitchen based in Hyderabad. Launched in March 2025, Scuzi brings together hearty comfort food and international flavors, reflecting Chaitanya’s love for travel and diverse cuisines.

The idea behind Scuzi is simple: serve up soul-satisfying meals with a gourmet twist. The menu ranges from indulgent classics like Pepperoni and Chowringhee Pizza and The Home Run Burger to more refined picks like Rigatoni Bianca Truffle Pasta and Charred Broccoli with Hummus. And yes, they’ve got a sweet finish too—think warm, crisp Churros that hit just right.

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“This isn’t just about food, it’s about creating something that feels familiar and delicious at the same time,” says Chaitanya. “We wanted to build something that people can turn to for a good, satisfying meal—whether it’s after a long day or during a chilled weekend at home.”

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Scuzi was founded by a team that includes Chaitanya along with Varun Tripuraneni, Arjun, and Saniya Jaiswal. Together, they’re focused on making high-quality comfort food accessible, with deliveries currently available via Swiggy and Zomato.

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Post-Shark Tank Surge: Eat Better Bags Rs 17 Cr From Prath Ventures & Spring Marketing to Scale D2C Game

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Post-Shark Tank Surge: Eat Better Bags Rs 17 Cr From Prath Ventures & Spring Marketing to Scale D2C Game

Homegrown snacking startup Eat Better has secured Rs 17 crore (approx. $2 million) in a Pre-Series A funding round co-led by Prath Ventures and Spring Marketing Capital, with participation from its existing backers.

Based in Jaipur, the brand plans to channel this fresh round of funding into expanding its product offerings and scaling distribution through quick commerce platforms like Blinkit, Zepto, and Instamart.

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Founded in 2020 by Vidushi, Mridula, and Shaurya Kanoria, Eat Better made headlines earlier this year after its appearance on Shark Tank India, where Namita Thapar, Executive Director at Emcure Pharmaceuticals, pledged Rs 50 lakh in funding.

What started in a home kitchen with small batches of healthy snacks—like dry fruit laddoos, flavoured nuts, and clean-label namkeens—has now evolved into a fast-growing D2C brand fulfilling over 2 lakh orders every month, according to the company.

“We didn’t set out to build a business,” said Mridula Kanoria. “It began with wanting better snacks for our own family. But as more people tried them, we realised we were tapping into a real gap in the market—snacks that taste good and don’t compromise on health.”

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The brand competes in India’s increasingly crowded healthy snacking segment, going up against players like Happilo, Yoga Bar, and The Whole Truth. Still, Eat Better seems to be carving out a niche, especially among health-conscious urban millennials looking for guilt-free snacking.

Data from Tofler shows that the company’s revenue nearly tripled in FY24 to Rs 14.47 crore, up from Rs 5.33 crore in FY23. And if industry trends are any indication, the growth is only getting started. A report by Inc42 projects that the Indian food and beverages market will balloon into a $68 billion opportunity by 2030, with health-focused offerings leading the charge.

With new funds in hand, Eat Better seems ready to snack its way into more kitchens across the country.

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Alcatel Returns to India After 10 Years with Flipkart Deal, Eyes Local Manufacturing Amid CCI Heat on Ecomm Giants

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Alcatel Returns to India After 10 Years with Flipkart Deal, Eyes Local Manufacturing Amid CCI Heat on Ecomm Giants

After being off the radar for nearly ten years, French smartphone brand Alcatel is staging a comeback in India—with a new strategy, a fresh sales partner, and a clear “Make in India” message.

The company plans to manufacture its smartphones within India and is also setting up a nationwide customer service network, according to a report in The Economic Times. This move is part of its broader effort to reestablish itself in one of the world’s largest smartphone markets.

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To kick off its second innings, Alcatel has teamed up with Flipkart, not just to sell its devices online, but also to tap into the platform’s quick commerce service, Flipkart Minutes. The idea is to make its phones available across major cities as well as smaller towns and semi-urban centers.

“Atul Vivek, Alcatel’s Chief Business Officer, said this partnership is key to their vision of offering not just good phones, but dependable service after the sale. Flipkart’s wide network and data on consumer buying patterns make it a powerful ally as we return to India,” he said in a statement.

Alcatel’s brand name is licensed by China-based TCL Communication, and its phones are sold in over 160 countries. The company had first entered India way back in 1996, selling cordless phones, but exited the market in 2016 after Nokia took over its parent company, Alcatel-Lucent.

This time around, the plan looks different. Manufacturing in India means better price control, fewer import duties, and a chance to tap into the government’s push for domestic production. And with Flipkart on board, Alcatel hopes to hit the ground running with strong online distribution.

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For Flipkart, however, this partnership comes at a sensitive time. India’s antitrust body—the Competition Commission of India (CCI)—has been investigating the company (along with Amazon) over alleged unfair practices like giving preferential treatment to certain brands and sellers, and undercutting prices in ways that hurt smaller players.

While Flipkart has denied wrongdoing, several of its associated sellers have taken the legal route, filing challenges to the CCI’s probe in various high courts across the country.

Even with regulatory clouds hanging overhead, the Alcatel-Flipkart alliance is aiming to make some noise in a crowded market. With India’s smartphone sector showing signs of recovery and mid-range devices gaining popularity again, this might just be the right moment for a forgotten brand to reintroduce itself.

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As US-China Tensions Escalate, Apple Quietly Ramps Up iPhone Exports from India

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As US-China Tensions Escalate, Apple Quietly Ramps Up iPhone Exports from India

Amid the rising heat between Washington and Beijing, Apple is shifting gears—and geography. With fresh tariffs threatening its China-based supply chain, the tech giant is leaning into India to keep its business humming in the U.S.

According to insiders quoted by the Wall Street Journal, Apple is preparing to send a larger chunk of its India-assembled iPhones directly to American shores. The goal? To dodge the sharp spike in tariffs slapped on Chinese goods, which now sit at a steep 54%. In contrast, Indian-made products currently face a much lower 26% import tax, making the shift a no-brainer—at least for now.

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Apple, it seems, isn’t ready to overhaul its China-centric supply chain just yet. Instead, it’s playing it safe and looking for tactical workarounds while lobbying for tariff relief back home. For the time being, India has emerged as a convenient fallback.

And it’s not just talk—action is already underway. In a mad rush before new tariffs took effect on April 2, Apple reportedly airlifted five cargo planes full of devices and components from India to the U.S. within a span of just three days. A report by The Times of India says this fast-paced shipment blitz was timed precisely to beat the trade deadline and avoid additional costs.

According to sources, the company also expedited shipments from its Chinese factories in anticipation of further trade restrictions, loading up U.S. warehouses to cushion the blow.

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Even with these swift maneuvers, there’s a growing sense of unease among Apple’s investor base and its American customer pool. As murmurs of possible price hikes grow louder, long lines have started forming outside Apple Stores, with buyers scrambling to grab devices before potential increases hit.

So while Apple buys time with India, the question remains—how long can this balancing act hold, and at what cost to consumers?

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Swiggy’s MaxxSaver Challenges Zepto’s SuperSaver Head-On: 10-Minute Delivery, No Opt-In, All Gains

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Swiggy’s MaxxSaver Challenges Zepto’s SuperSaver Head-On: 10-Minute Delivery, No Opt-In, All Gains

Swiggy is turning up the heat in the quick commerce battle with a new feature called MaxxSaver, now live on its Instamart platform. The offer, rolling out across all 100+ cities where Instamart operates, unlocks steep discounts when your cart crosses Rs 999—no coupon codes or manual selections needed.

But don’t expect any delays. Swiggy promises its 10-minute delivery benchmark stays intact. On top of that, Swiggy BLCK members will get a little extra icing on the cake, with additional benefits layered in.

“We’re seeing more people using Instamart for everything—from groceries and household items to electronics and fashion,” said Amitesh Jha, CEO of Swiggy Instamart. “MaxxSaver is our way of making big-basket shopping more rewarding, without compromising on speed or convenience.”

The idea is simple: the more you shop, the more you save. Jha adds, “Whether it’s a quick top-up or your full weekly stock-up, MaxxSaver makes it easier to stretch your rupee without any effort.”

Why Now? Zepto, Zepto Daily & a Shifting Market

The timing of this feature is no coincidence. Swiggy’s biggest rival in the space, Zepto, launched its own bulk-order benefit—SuperSaver—last year. But while Zepto required users to opt in, Swiggy’s MaxxSaver kicks in automatically once the cart hits the mark.

Interestingly, Zepto seems to be in the middle of a shift itself. The company is reportedly winding down its Zepto Pass subscription and experimenting with a new invite-only loyalty program called Zepto Daily, which offers exclusive prices in limited pin codes.

The push toward larger cart sizes is fast becoming a common playbook in the quick commerce arena. Swiggy’s own numbers back this up—average order values rose 14% in Q3 FY25, from Rs 469 to Rs 534.

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The Bigger Picture: More Categories, More Competition

Quick commerce players are also steadily broadening their offerings. What started with groceries and household basics has grown to include beauty, electronics, fashion, home décor, and even travel accessories—all part of the effort to increase basket size and improve unit economics.

But while users may be enjoying faster deliveries and better deals, the business side is getting tougher. Amazon Now has quietly begun testing quick delivery services in parts of Bengaluru. Meanwhile, Flipkart Minutes is reportedly planning to ramp up its infrastructure with 500+ dark stores ahead of the festive Big Billion Days sale.

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With so many players crowding the space, the road ahead may be bumpy. A recent Bank of America report issued a cautious note, warning that losses in the quick commerce space could rise over the next year, especially as food delivery growth starts to cool.

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Jubilant Consumer Joins Forces with MandiGate in Strategic Partnership to Modernize India’s Rs. 2 Lakh Crore Fresh Produce Market

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Jubilant Consumer Joins Forces with MandiGate in Strategic Partnership to Modernize India’s Rs. 2 Lakh Crore Fresh Produce Market

In a move that could reshape how fresh produce is processed and delivered across the country, Jubilant Consumer Pvt. Ltd. has signed a Memorandum of Understanding (MoU) with MandiGate. The partnership is set to focus on improving the overall quality and efficiency of fresh produce processing, while introducing solutions tailored to the specific needs of clients nationwide.

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Both companies bring complementary strengths to the table—Jubilant Consumer with its deep expertise in consumer goods and MandiGate with its tech-driven approach to agri supply chains. Together, they aim to streamline operations from farm to fork, cutting down on waste, improving shelf life, and making sure that what reaches consumers is fresher and better.

Speaking about the collaboration, representatives from both firms emphasized their shared commitment to innovation and long-term impact. The idea is not just to scale up operations, but to do so intelligently—with a focus on traceability, sustainability, and customer-specific customization.

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This partnership is particularly timely, as the demand for high-quality, reliably sourced fresh produce continues to grow—both from consumers and businesses like restaurants, foodservice chains, and retailers. By combining infrastructure, technology, and on-ground insights, Jubilant Consumer and MandiGate hope to raise the bar for how fresh produce is handled in India.

The two companies will kick off joint operations in the coming months, with pilot projects already in the works in key agricultural zones.

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Breaking the ₹6,000 Barrier: Can Miraggio Become India’s First Handbag Unicorn? The Brand Betting on Femininity, Frequency, and Feedback

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Breaking the ₹6,000 Barrier: Can Miraggio Become India’s First Handbag Unicorn? The Brand Betting on Femininity, Frequency, and Feedback

Mohit Jain’s entrepreneurial journey didn’t begin with handbags — it started at 20, in a small room in Canada, with a dropshipping business targeting India. But even as he grew that venture over two and a half years, he felt something missing. “It just wasn’t fulfilling,” Jain says. “I wanted to create something with real brand value, something disruptive.” That desire sparked the inception of Miraggio — an affordable luxury handbag brand built on aspiration, access, and a distinctly Indian identity.

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

Miraggio wasn’t born out of fashion education or deep-rooted industry ties. It was born from consumer observation. Jain noticed how even he, like many others, gravitated toward international labels like Zara over Indian brands — not because of price, but because of perception. “We’re willing to pay more for something aspirational,” he explains, “but most Indian brands lose focus on brand-building in the pursuit of scale.”

That led Jain to explore a white space in the Indian market: handbags priced between ₹2,000 and ₹6,000. Below that threshold, the market was crowded with indistinct mass-market players. Above it, the shelves were dominated by international names — often at inflated prices compared to their overseas tags. Strikingly, there was no Indian handbag brand with revenues exceeding ₹300 crore. Jain saw that not just as a statistic — but as an opportunity.

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

With a goal to become the “Zara of handbags,” Miraggio now drops new collections every month, tapping into diverse use cases — party, work, casual, and travel — to drive repeat purchases. And it’s not just about aesthetics. “We make bags that look like ₹10,000 bags, but cost much less — without compromising on materials or workmanship,” he says. That secret sauce: rigorous design innovation balanced with commercial logic, driven by data and deep consumer insight.

Today, Miraggio is among the top four handbag brands on Myntra and is expanding into backpacks and laptop bags for women — a segment Jain says is underrepresented. “The vision,” he adds, “isn’t just to sell bags. It’s to build an iconic brand from India that women love, trust, and feel proud to carry.”

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