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Amazon Shuts Amazon Go and Fresh Stores, Refocuses $13.7 Billion Whole Foods Bet on Profitable Grocery Growth

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Amazon is preparing to shut down its Amazon Go and Amazon Fresh physical stores as the company sharpens its focus on businesses that are showing clearer momentum. The decision marks a noticeable shift away from experimental brick and mortar formats toward Whole Foods Market and online grocery delivery, two areas where Amazon already has scale and customer traction.

Amazon Go was launched with much fanfare for its checkout free technology, positioning itself as a glimpse into the future of retail. Amazon Fresh followed with a broader grocery offering aimed at everyday shoppers. Despite the innovation behind both formats, neither managed to deliver the consistency or profitability Amazon was looking for. Operating physical stores proved costly, complex, and difficult to scale in a competitive grocery market dominated by established players.

Going forward, Amazon plans to double down on Whole Foods Market, which it acquired in 2017 for about $13.7 billion. Whole Foods has remained a strong brand with loyal customers, especially in urban markets where premium grocery demand is steady. Some former Amazon Fresh locations are expected to be converted into Whole Foods stores, allowing Amazon to reuse real estate rather than exit entirely.

Online grocery delivery will also take center stage. With millions of Prime members already using Amazon for everyday purchases, the company sees greater long term value in improving delivery speed, selection, and pricing rather than running multiple store concepts. A new large format grocery model is reportedly under development, signaling that Amazon has not given up on physical retail, but is rethinking how it fits into the larger ecosystem.

The move reflects a broader reality in global retail. Technology alone does not guarantee success on the shop floor. As consumer habits evolve and margins tighten, Amazon appears to be choosing focus over experimentation, betting that fewer formats, executed well, will deliver stronger results in the years ahead.

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RollsKing Strengthens Leadership Bench with Arjun Toor as Co Founder to Scale QSR and Cloud Kitchen Network

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RollsKing has announced the appointment of Arjun Toor as its co founder, marking an important step in the brand’s plans to scale operations and strengthen execution across its growing network. The quick service restaurant and cloud kitchen chain is looking to sharpen its operational focus as it enters its next phase of growth.

Toor brings over 15 years of hands on experience in hospitality operations and commercial strategy. Over the years, he has worked closely with multi location food brands, building systems that support consistency, efficiency, and sustainable expansion. At RollsKing, he will be responsible for driving growth while ensuring that the fundamentals of day to day operations remain strong.

In his new role, Toor will lead new store openings across both the cloud kitchen and QSR formats. A key part of his mandate includes menu stabilization, staffing structures, and improving store level performance. As the brand expands into new markets, these areas are expected to play a critical role in maintaining product quality and customer experience.

Another major focus will be building scalable operating systems for supply chain management and cost optimization. With food service margins under constant pressure, creating tighter controls and predictable processes is essential for long term success. Toor’s background in this space is expected to help RollsKing balance speed of expansion with financial discipline.

The appointment signals RollsKing’s intent to move from a founder led setup to a more structured leadership model. By bringing in an operations focused co founder, the brand aims to lay a stronger foundation for national expansion. As competition in the QSR and cloud kitchen space continues to intensify, leadership depth and operational clarity could become key differentiators for the company in the years ahead.

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Dabur Likely to Appoint Hershey’s Herjit Bhalla as India CEO Amid FMCG Leadership Churn

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Dabur India is likely to appoint Herjit S Bhalla, a senior executive from The Hershey Company, as its new India Chief Executive Officer, according to people aware of the matter. The appointment is expected to be part of a broader leadership transition at the homegrown FMCG major, with current CEO Mohit Malhotra moving into an elevated role within the organisation.

Bhalla is presently Vice President for Canada and Global Customers at Hershey, where he oversees key international markets and strategic customer relationships. Over more than eight years at the US-based confectionery giant, he has held leadership roles across Canada, Asia-Pacific, West Asia and Africa, gaining experience across chocolates, confectionery and snacking categories. His global exposure is seen as a strong fit as Dabur navigates an increasingly competitive and premiumising consumer landscape.

Before joining Hershey, Bhalla spent over a decade and a half at Hindustan Unilever in various sales and marketing roles and later worked with Metro Cash & Carry. His career spans modern trade, traditional retail and multinational FMCG operations, making him a seasoned operator in complex, high-scale consumer markets.

The potential leadership change at Dabur comes amid a wave of senior management reshuffles across India’s FMCG sector. Companies including Hindustan Unilever, Britannia, Nestle India, Wipro Consumer Care, L’Oréal India and Hindustan Coca-Cola Beverages have all announced CEO or top leadership changes over the past year. The shifts reflect a challenging operating environment marked by uneven demand, rapid growth of digital-first brands, and renewed focus on rural consumption.

Dabur, whose portfolio includes Vatika, Real, Hajmola and Chyawanprash, reported revenue of ₹12,563 crore in FY25, with over half of its sales coming from rural markets. In its recent quarterly update, the company projected mid-single-digit revenue growth and stronger profitability in the coming quarters, citing favourable macro conditions and recent tax reforms that could support a gradual recovery in consumer demand.

If finalised, Bhalla’s appointment would mark a strategic move by Dabur to blend global FMCG expertise with its strong domestic and rural-focused business model.

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Raymond Lifestyle Q3 FY26 Results: Income Rises to ₹1,883 Crore as EBITDA Grows 23% on Domestic Demand

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Raymond Lifestyle Q3 FY26 Results: Income Rises to ₹1,883 Crore as EBITDA Grows 23% on Domestic Demand

Raymond Lifestyle Limited delivered a stable performance in the third quarter of FY26, supported by strong domestic consumption across its core categories, even as export-oriented businesses continued to face pressure from global trade uncertainties. The company reported total income of ₹1,883 crore for the quarter ended December 31, 2025, marking a year-on-year increase of 5 percent compared to ₹1,796 crore in the same period last year. Sequentially, revenue remained broadly steady against ₹1,865 crore in Q2 FY26.

Operating profitability saw a sharper improvement. EBITDA rose 23 percent year-on-year to ₹271 crore, driven by higher volumes, a favourable product mix and better cost control. EBITDA margin expanded to 14.4 percent, up from 12.3 percent a year earlier. Profit before tax, excluding exceptional items, stood at ₹118 crore, registering a 36 percent growth over Q3 FY25, with margins improving to 6.3 percent.

For the nine months ended December 2025, Raymond Lifestyle posted total income of ₹5,223 crore, up 9 percent year-on-year. EBITDA for the period increased 18 percent to ₹652 crore, while profit before tax grew 20 percent to ₹201 crore.

Segment-wise, the Branded Textile business continued to anchor growth. Revenue from the segment rose 11 percent year-on-year to ₹951 crore, supported by strong wedding demand and higher consumer traction. Segment EBITDA climbed 35 percent to ₹207 crore, with margins improving to 21.8 percent.

The Branded Apparel segment reported revenue of ₹482 crore, reflecting a 5 percent increase, driven by growth across physical stores and online channels. However, EBITDA declined to ₹35 crore due to higher marketing investments and lower initial productivity at new stores.

The Garmenting business remained under strain amid export challenges, with revenue declining 17 percent to ₹258 crore. In contrast, the High Value Cotton Shirting segment delivered modest growth, aided by an improved product mix.

As of December 31, 2025, Raymond Lifestyle operated 1,675 stores and ended the quarter with net debt of ₹15 crore, maintaining a largely debt-neutral balance sheet. Executive Chairman Gautam Hari Singhania said the company remains focused on leveraging domestic demand while navigating global headwinds through strategic sourcing and trade initiatives.

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LVMH Succession Question Rattles Investors as Bernard Arnault Keeps Future Plans Under Wraps

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As LVMH prepares to announce its annual results, a growing section of shareholders is voicing unease over an issue that has lingered for years but is now gaining urgency: who will eventually succeed Bernard Arnault at the helm of the world’s largest luxury group.

Arnault, 76, has led LVMH for nearly four decades and continues to oversee a sprawling $350 billion empire that includes more than 70 brands such as Louis Vuitton, Dior, and Tiffany. While all five of his children hold senior roles across the group, the chairman and chief executive has not named a successor, nor has he outlined a public transition plan. Last year, LVMH extended the age limit for its combined CEO and chair role to 85, reinforcing the perception that Arnault intends to stay firmly in control.

Several institutional investors say the absence of clarity has started to weigh on confidence. Fund managers at firms including Deutsche Bank’s DWS and Edmond de Rothschild describe succession planning at LVMH as opaque, warning that prolonged uncertainty could translate into a governance discount on the stock. Some investors argue that what was once a distant concern has become a material risk as the group’s scale and complexity continue to grow.

Arnault has played down the issue in public comments, suggesting it is not an immediate priority. LVMH, for its part, maintains that succession plans exist for both long-term continuity and unexpected events, though it does not disclose details.

Corporate filings from a 2022 restructuring offer limited insight. Control of the Arnault family holding structure is set to pass to a vehicle equally owned by his five children, with major decisions requiring a majority. Governance experts note that such arrangements can invite internal friction, particularly in large second-generation family businesses.

For now, markets remain focused less on who might take over and more on the fact that no roadmap has been shared. As Arnault continues to delay the conversation, investors say the question is no longer hypothetical but increasingly central to LVMH’s long-term narrative.

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Cava Athleisure in Talks to Raise Rs 35 Crore as D2C Fitness Wear Brand Eyes Next Growth Phase

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Direct-to-consumer athleisure brand Cava Athleisure has entered discussions to raise around Rs 35 crore in a new funding round, according to people familiar with the matter. The round is expected to see participation from Marico’s family office Sharrp Ventures, along with other investors. If completed, this would mark Cava’s largest capital raise to date.

The proposed funding comes nearly two years after the brand last raised capital. In January 2024, Cava secured approximately Rs 8–10 crore from investors including Spring Marketing Capital. The company and Sharrp Ventures declined to comment on the ongoing discussions.

Founded by sisters Ria and Shreya Mittal when they were just 20 and 18 years old, Cava was born out of a personal need. Regular workouts exposed a gap in the Indian market for premium, functional athleisure that balanced performance with everyday wearability. Drawing on their family’s three-decade-long experience in garment manufacturing, the founders built Cava as a brand focused on comfort, confidence, and clean design, while maintaining technical functionality.

Cava operates in an increasingly crowded athleisure market that includes players such as Cult.fit, Boldfit, and BlissClub, though it remains smaller in scale compared to these established brands. The company primarily targets urban consumers and Gen Z audiences, many of whom discover the brand through social media platforms where fitness, lifestyle, and fashion content continue to gain traction.

According to data from Tracxn, Cava reported revenues of around Rs 2 crore in FY24. Industry observers say the brand has seen improved traction since then, driven by rising health awareness, increased participation in fitness activities, and growing acceptance of athleisure as everyday wear.

The fresh capital, if finalised, is expected to support product expansion, brand building, and deeper penetration across digital channels. As India’s D2C fashion and fitness ecosystem matures, early-stage brands like Cava are increasingly looking to scale with institutional backing while competing in a market shaped by fast-moving consumer preferences and social-led discovery.

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Quick Commerce Ads Surge in India as Brands Shift Budgets from Amazon and Flipkart to Blinkit, Zepto, Instamart

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India’s digital advertising landscape is seeing a clear reordering as quick commerce platforms steadily pull ad budgets away from traditional e-commerce giants. Brands across FMCG, food, wellness, and personal care are reallocating a significant share of their marketing spends to Blinkit, Zepto, and Swiggy Instamart, drawn by stronger conversion rates and faster sales outcomes.

Industry executives and media buyers say some brands have moved as much as 50 to 55 percent of their digital advertising budgets to quick commerce channels over the past year. The reason is simple. Consumers opening these apps are not browsing casually. They arrive with a clear purchase need, often for daily essentials, and complete transactions within minutes. This high intent translates into lower acquisition costs and quicker attribution of sales.

Data from advertising agencies tracking retail media shows that quick commerce advertising in India is now valued at over ₹5,800 crore, or roughly $700 million. That figure has grown about 40 percent in just six months and has nearly doubled over the past three years. By comparison, Amazon India and Flipkart together still account for an estimated ₹14,000 crore in retail media revenue, but their growth is slower.

Brands like Wellbeing Nutrition and Plum Goodness have cited higher returns on ad spend and faster product movement on quick commerce platforms, particularly for repeat purchase categories. Large FMCG players are also using these apps to push new SKUs and drive immediate off take in metro markets, treating sponsored listings as digital shelf space with instant impact.

While Amazon and Flipkart continue to lead on reach, discovery, and high value purchases, quick commerce is carving out dominance in everyday consumption. Marketing teams increasingly see the platforms as complementary rather than competing channels. One builds awareness at scale, the other converts intent into sales almost instantly.

With faster delivery shaping consumer behaviour, advertisers expect quick commerce to claim a larger share of digital budgets over the next two to three years, especially as platforms invest further in targeting tools and retail media capabilities.

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Dhun Wellness Raises $4 Mn to Expand Luxury Urban Wellness Network Across Major Indian Cities

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SnackTeam
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Mumbai-based luxury wellness startup Dhun Wellness has secured $4 million, around INR 36.6 crore, in a fresh funding round led by SRF Ltd and Havells India, marking a key milestone in the brand’s national expansion plans. The round also drew participation from a group of prominent angel investors, including Arushi Aayush Agrawal of Inspira Global, Saama Capital founder Ash Lilani, Tracxn cofounder Abhishek Goyal, Genesis Luxury founder Sanjay Kapoor, and several others.

The capital infusion will be deployed to scale Dhun Wellness beyond Mumbai, with planned launches across Pune, Hyderabad, Bengaluru and Ahmedabad. The company is also preparing to open a physical centre in the Delhi NCR region, which is expected to serve as a major hub for its next phase of growth.

Alongside geographic expansion, Dhun Wellness intends to invest a portion of the funds into strengthening its clinical and longevity-focused offerings. This includes deepening its preventive wellness programs, enhancing therapy protocols and building stronger operational systems across locations to ensure consistency and quality as the network grows.

Founded in 2023 by Mira Kapoor, Dhun Wellness began as a rejuvenation-focused concept designed for urban consumers seeking structured, personalised wellness solutions. The brand positions itself at the intersection of traditional therapies and modern longevity practices, offering treatments that span regenerative facials, Ayurvedic healing, and curated wellness experiences.

Its flagship centre in Bandra, Mumbai, which opened in May 2025, serves as the blueprint for future locations. The facility caters to a growing base of urban clients looking for long-term wellness support rather than episodic spa services.

With increasing interest in preventive health and longevity among Indian consumers, Dhun Wellness is aiming to build a multi-city luxury wellness platform that combines science-backed practices with experiential care. The latest fundraise signals investor confidence in the brand’s vision to create a scalable, premium wellness ecosystem tailored for India’s urban markets.

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Milky Mist to Invest ₹1,130 Crore in Maharashtra for Large-Scale Dairy Processing Facility

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Milky Mist Dairy Food Ltd is set to deepen its manufacturing footprint with a planned investment of ₹1,130 crore in Maharashtra, marking one of the company’s largest capacity expansion initiatives to date. The dairy major has entered into a memorandum of understanding with the Maharashtra government to establish a new milk processing and dairy products manufacturing facility in the state.

The agreement was formalised on the sidelines of the World Economic Forum Annual Meeting in Davos, in the presence of Maharashtra Chief Minister Devendra Fadnavis. The proposed facility will be designed to handle 10 lakh litres of milk per day in its initial phase, with infrastructure in place to scale processing capacity up to 25 lakh litres per day as demand grows.

According to company disclosures, the plant will come up on a 48.15-acre land parcel to be allotted by the Maharashtra Industrial Development Corporation. Once operational, the project is expected to generate direct employment for nearly 800 people, contributing to both industrial development and local job creation in the region.

The Maharashtra investment forms part of Milky Mist’s broader strategy to strengthen its supply chain and expand production closer to key consumption markets in western India. The company is known for its integrated dairy operations and value-added product portfolio, which spans cheese, curd, paneer and other processed dairy offerings.

Milky Mist currently operates a fully automated dairy processing facility in Perundurai, Erode district of Tamil Nadu, which serves as its primary manufacturing base. The new Maharashtra plant is expected to complement this setup and support the brand’s next phase of growth.

The expansion comes at a time when Milky Mist is preparing for its public market debut. The company has already filed a draft red herring prospectus with the Securities and Exchange Board of India for an initial public offering aimed at raising approximately ₹2,000 crore.

With rising demand for branded dairy products and increasing focus on capacity-led growth, the Maharashtra project positions Milky Mist to scale operations while improving distribution efficiency across western and central India.

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Babai Tiffins Raises Rs 10.5 Crore on Bharat Ke Super Founders to Scale Andhra QSR Footprint

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Andhra-focused quick service restaurant chain Babai Tiffins has raised Rs 10.5 crore in funding through the entrepreneur-led television platform Bharat Ke Super Founders, hosted by actor and investor Suniel Shetty. The funding comprises Rs 8 crore in equity for a 10% stake and Rs 2.5 crore in debt, providing the brand with growth capital as it looks to expand its organised presence in the regional Indian food segment.

Founded in 2021, Babai Tiffins is building a structured QSR model around authentic Andhra-style cuisine, a category that remains largely dominated by unorganised eateries. The startup positions itself as a scalable alternative to traditional outlets, often describing its ambition as becoming the Rameshwaram Cafe equivalent for Andhra food. Its menu focuses on familiar, everyday dishes tailored for consistency, speed and repeat consumption.

Currently, the brand operates three outlets in Bengaluru, a market it sees as a strong testing ground due to its diverse consumer base and high acceptance of regional formats. Over the next 18 months, Babai Tiffins plans to double its footprint to six locations, using the fresh capital to support outlet expansion, kitchen infrastructure and operational systems.

The company is led by co-founders Ravi and Shriram. Ravi’s background spans an agricultural upbringing, a corporate stint at Infosys and a transition into entrepreneurship, shaping the brand’s focus on process-led execution. The founders see the informal food economy as their primary competition and believe there is significant opportunity to formalise regional cuisines through standardisation and branding.

Bharat Ke Super Founders is positioned as a founder-first investment platform that blends capital with mentorship. Unlike traditional pitch shows, it emphasises business fundamentals such as scalability, operational depth and long-term value creation. Investments on the show include both equity and structured debt, aimed at supporting startups beyond early-stage visibility.

With this raise, Babai Tiffins joins a growing list of regional food brands seeking to build national relevance by bringing local flavours into organised formats.

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