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Amul Clarifies: No ₹3–4 Cut in Pouch Milk, Only UHT Packs to Get Cheaper as GST Slashed from 5% to Nil from Sept 22

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Amul has ruled out any reduction in the price of packaged pouch milk from September 22, clarifying that the product has always been exempt from Goods and Services Tax (GST). The statement comes amid widespread reports suggesting a possible cut of ₹3 to ₹4 per litre following the government’s announcement of the new GST 2.0 framework.

Jayen Mehta, Managing Director of Gujarat Co-operative Milk Marketing Federation (GCMMF), which markets Amul, said pouch milk prices remain unchanged as they continue to attract zero GST. “There is no change proposed in prices of fresh pouch milk. It has always been taxed at zero percent. Only long-life UHT milk will see a reduction due to the GST cut,” Mehta told ANI.

The relief will apply exclusively to UHT (Ultra-High Temperature) milk, which previously attracted 5 percent GST. From September 22, it will be fully exempt, making it cheaper for consumers. UHT milk, processed at temperatures above 135°C and packed aseptically, can be stored without refrigeration for several months, making it a convenient option for urban households and institutional buyers.

On September 3, Finance Minister Nirmala Sitharaman announced sweeping tax reforms under the “Next-Gen GST Reform,” aimed at easing the cost of living and spurring economic growth. The 56th GST Council meeting rationalised tax slabs into two tiers—5 percent and 18 percent—by merging the existing 12 percent and 28 percent brackets. The government expects the move to significantly benefit households, farmers, businesses, and the healthcare sector.

For India’s largest dairy cooperative, the clarification is timely. With milk prices closely linked to household budgets and inflation debates, Amul’s statement underscores that while GST 2.0 will bring relief on select products, daily essentials like pouch milk will remain unaffected.

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From Cloud Kitchen to Global Kitchens: Shivani Sharma’s Maison Gourmestan Prepares Millet-Led Expansion into Dubai’s $16.5B Market

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Dubai’s growing appetite for clean and conscious food is set to get a new champion. Shivani Sharma, founder of Maison Gourmestan, is preparing to introduce her millet-focused gourmet brand to the Middle East, beginning with Dubai. Known for her ability to reimagine traditional grains with a global touch, Sharma has already built a strong following in India among celebrity clients and health-conscious urban consumers.

A graduate of Le Cordon Bleu London, Sharma first gained traction with a cloud kitchen before formally launching Maison Gourmestan. Her philosophy has been simple yet powerful: spotlight locally grown ingredients sourced from mindful farmers and elevate them with refined culinary techniques. This approach has made millets, once considered niche, into coveted staples for a new generation of consumers seeking both nutrition and taste.

In Dubai, Maison Gourmestan plans to experiment with multiple formats, including quick-service restaurants, food trucks, and a fresh line of FMCG products. Sharma says the intent is to transform packaged foods by removing the dependence on preservatives and delivering freshness without sacrificing convenience. The brand will debut with a millet batter, followed by a series of new launches designed to position millet-based products as everyday kitchen essentials.

The expansion comes at a time when the UAE’s health and wellness food market is booming. According to Data Bridge Market Research, the segment was valued at USD 16.51 billion in 2024, with a projected CAGR of 11.74 percent through 2032. Globally, the whole millet market is estimated at USD 38.9 billion, while packaged millet foods account for around USD 42 million. Rising demand for nutrient-dense and sustainable foods provides a strong tailwind for Maison Gourmestan’s entry.

“Dubai is ready for a new kind of gourmet that blends indulgence with responsibility,” Sharma said, expressing confidence that her millet-first vision will resonate with Middle Eastern consumers.

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Delhi HC Relief for IndiaMart in Fake Drug Case as Global Pharma Giants Cry Foul Over Unapproved Listings

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The Delhi High Court has temporarily restrained the Central Drugs Standard Control Organisation (CDSCO) from pursuing criminal proceedings against IndiaMart, following allegations that the online marketplace listed unapproved medicines for sale. The matter will now return for hearing on September 17.

Justice Saurabh Banerjee observed that since the case had been heard earlier by another bench, it should be referred back to the same court. “Till then, no action should be taken,” he directed, according to people aware of the proceedings.

The case stems from complaints that IndiaMart hosted listings for drugs such as Crysvita, Oxbryta and Jynneos, which have not been cleared for sale in India. Japanese drugmaker Kyowa Kirin raised concerns about Crysvita, used in rare bone disorders, while the Intelligence Bureau flagged listings of Pfizer’s Oxbryta, a sickle cell disease treatment, and Bavarian Nordic’s Mpox vaccine Jynneos.

IndiaMart argued that it functions only as an intermediary connecting buyers and sellers, and therefore cannot be held liable under the Drugs and Cosmetics Act. Its lawyers cited Section 79 of the Information Technology Act, 2000, which provides “safe harbour” protection to intermediaries provided they act with due diligence and comply with government directives.

Regulators, however, contend that IndiaMart’s processes fall short of due diligence standards. Officials point out that sellers on the platform are not required to mandatorily submit GST or PAN details, making it possible for unverified parties to list products. Despite IndiaMart removing flagged listings, new entries for unapproved medicines reportedly resurface.

The CDSCO, which has intensified crackdowns on spurious drugs in recent years, initiated criminal proceedings after what it described as unsatisfactory responses to its notices. The High Court’s interim relief gives IndiaMart breathing space, but the broader debate on intermediary liability in India’s e-commerce sector is far from settled.

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Delhi Govt Prepares Major Liquor Policy Revamp: Pricing Alignment with Haryana & UP, Vends to Move Out of Residential Areas, Premium Brands Supply on Priority

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The Delhi government is preparing a sweeping overhaul of its excise policy in a bid to plug revenue leakages, improve consumer experience and address long-standing social concerns linked to liquor sales.

A high-level committee headed by Public Works Department minister Parvesh Verma, with industries minister Manjinder Singh Sirsa, home minister Ashish Sood and senior excise officials as members, has begun drafting proposals. The panel is studying models in Haryana and Uttar Pradesh to align Delhi’s liquor pricing with neighbouring states. At present, sharp price disparities encourage thousands of customers to cross borders, draining Delhi’s excise revenues. Officials say narrowing this gap could bring a significant boost to the treasury.

Another core issue is the chronic shortage of premium Indian and international liquor brands in the capital. Retailers and consumers alike have complained of empty shelves and limited availability. The government is considering reforms to ensure steady supplies of high-demand products, positioning Delhi as a more competitive market.

The draft also proposes relocating liquor vends from densely populated residential neighbourhoods to commercial zones. Officials argue that moving shops away from homes will reduce community friction and improve public safety. Parallel to this, the government wants outlets to undergo a facelift. Plans call for cleaner, better-lit stores with organised layouts, replacing the perception of liquor vends as unsafe or unwelcoming.

Currently, four state-run corporations manage all of Delhi’s retail outlets, each earning a flat margin of ₹50 per bottle of hard liquor. While the uniform system ensures stability, officials say it discourages innovation and fails to incentivise better customer service.

The draft excise policy, expected before March 2026, will replace the stop-gap regime extended after the controversial rollback of the 2021-22 framework. Chief Minister Rekha Gupta has directed that the new system balance revenue needs with public health and community safety.

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Saree Market’s Big Leap: RSB Retail, Pothys, Marri and Nalli Silk Ready ₹20,000 Crore IPO Pipeline

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Some of South India’s best-known saree retailers are preparing to tap equity markets, with plans to raise nearly ₹20,000 crore through public offerings over the next six to eight months, according to investment banking executives. The line-up includes RSB Retail India, Marri Retail, Pothys, and legacy brand Nalli Silk Sarees.

Bankers say these IPOs will allow heritage retailers, many of which have operated for decades in metro and tier-1 markets, to monetise brand equity and fund expansion into tier-2 and tier-3 cities where both population and disposable income are on the rise.

RSB Retail has already filed draft papers for a ₹1,500 crore issue, while Marri Retail and Pothys are preparing offerings of ₹2,000 crore and ₹1,200 crore respectively. Nalli Silk Sarees, a household name in Tamil Nadu, is also exploring a market debut. Emails sent to the companies went unanswered.

Funds raised are expected to support expansion of store networks, supply chain investments and a bigger push into e-commerce, as organised players try to capture more share of India’s vast ethnic wear market. Currently, organised retailers account for only about 30 percent of the saree business, leaving room for growth.

Hyderabad-based Sai Silks (Kalamandir) is the only listed saree retailer so far. Since its September 2023 listing, its stock is down 32 percent but has gained 27 percent in the past six months, reflecting renewed investor interest in ethnic wear companies.

Analysts highlight that sarees, with high repeat purchases during festivals and weddings, offer strong margins of 40 to 50 percent and low inventory risk. As Angel One’s Vaqarjaved Khan noted, “Sarees are timeless products with strong cash conversion.”

For retailers rooted in tradition, public markets now present an opportunity to stitch together scale and modern growth.

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Chipotle Expands Global Footprint—Singapore and South Korea to Get First Stores in 2026 Amid Push Beyond 4,000 North American Outlets

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Chipotle Mexican Grill Inc is preparing to make its first move into Asia, announcing plans to open outlets in Singapore and South Korea in 2026 through a joint venture with South Korea’s SPC Group. The expansion marks the latest step in the US-based chain’s international growth strategy after it revealed earlier this year that Mexico would be its first Latin American market.

The burrito and bowl specialist, which already operates in the UK, Canada, and the Middle East, is banking on Asia’s appetite for fresh, convenient food. Chief executive officer Scott Boatwright said international markets will form the company’s “next layer of growth” beyond North America, supporting Chipotle’s long-term target of 7,000 outlets globally. The brand expects to surpass 4,000 locations in North America by the end of this year.

Boatwright noted that Chipotle’s menu will remain unchanged in Asia, offering its signature rice, beans, chicken, and carne asada, a formula that has already gained visibility among Asian audiences after Korean pop stars were seen eating at Chipotle outlets in the United States.

The company faces this expansion at a challenging time. Same-store sales dropped 4 percent in the second quarter of 2025, the steepest decline since 2020, leading Chipotle to cut its full-year outlook for the second time. Its shares have slipped 35 percent so far this year, sharply underperforming the S&P 500 Index, which is up 11 percent.

Despite the slowdown, Chipotle is sharpening its value pitch. According to BTIG analysts, its average entrée costs about US$10 (RM42.20), roughly 30 to 40 percent cheaper than rivals like Sweetgreen Inc and Cava Group Inc. Limited-time promotions, such as the recent return of carne asada and new bundled meals, are part of efforts to attract cost-conscious diners.

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“Numbers Don’t Lie”: Ex-Shark Tank India Judge Ashneer Grover Explains Why Business Made Him Richer Than TV Shows

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Ashneer Grover, best known for his stint as a judge on Shark Tank India, has opened up about where his real money comes from. Contrary to what many assume, his television appearances and influencer gigs are not his main source of income.

In a conversation with IANS, Grover explained that while TV has given him recognition, it doesn’t come close to the financial rewards of building businesses. “If people think I earn more from TV than from business, that’s a mistake,” he said. Having co-founded BharatPe and been part of two unicorns, Grover pointed out that the scale of money in business is far greater.

That doesn’t mean he takes television lightly. He stressed that he approaches shows with the same passion and seriousness as he does his ventures, but financially, there’s no comparison. For him, money has always been the measure of success. “I’m a numbers guy. Whoever has more money is more successful. Everything else is just ways to feel better,” he said bluntly.

Reflecting on his career, Grover admitted he has been fortunate. “Being part of two unicorns in a country with just over 100 is rare. If people expect me to create a third or fourth, I’d say — what about the rest?” he joked.

Currently, Grover is hosting Rise and Fall, which features names from TV, cinema, sports, and social media, including Pawan Singh, Arjun Bijlani, Kiku Sharda, Aahana Kumra, Kubra Sait, Aditya Narayan, Arbaz Patel, and Sangeeta Phogat.

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How Local Grocers Compete with Big Chains in the UK and How You Can Start One Too

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The UK grocery market is one of the most competitive in the world, dominated by giants like Tesco, Sainsbury’s, Asda, and Aldi. Yet, despite the scale of these players, independent grocery stores—whether corner shops, ethnic food stores, or local mini-markets—continue to thrive. For aspiring entrepreneurs, setting up a grocery store in the UK can be a profitable venture, provided you understand the regulations, customer expectations, and operational essentials.

Understanding the Market

Before setting up, you need clarity on the segment you want to target. Do you want to run a convenience store for everyday essentials, a speciality ethnic grocery shop (Indian, Polish, African, Middle Eastern), or a local organic store? According to Kantar, convenience shopping accounts for nearly 23% of UK grocery sales, and demand for ethnic and organic foods is growing year on year. Identifying your niche is the first step.

Location and Licensing

Location is critical. A store near residential areas, schools, or busy high streets ensures steady footfall. Once you secure premises, you’ll need to register as a food business with your local council at least 28 days before opening. You may also need:

  • A Premises Licence if selling alcohol (issued under the Licensing Act 2003).
  • Food Hygiene Certification for handling and storing perishable goods.
  • Compliance with Health and Safety and Fire Safety regulations.

Store Setup and Inventory

Modern UK grocery stores blend functionality with experience. Clear aisles, proper refrigeration, and attractive displays influence buying behaviour. Stock your shelves with a balance of essentials (bread, milk, canned goods, cleaning items) and niche products that differentiate you. For example, many Indian and Asian stores in London thrive by importing spices, pulses, and ready-to-eat meals that big supermarkets don’t offer.

Technology and Payments

Cash is still common, but most UK customers expect contactless card and mobile payments. Investing in a good Point of Sale (POS) system helps track sales, manage stock, and generate reports. Many small stores now use POS software that integrates loyalty schemes to encourage repeat customers.

Supply Chain and Margins

You can source products from wholesalers such as Booker, Bestway, or Costco UK, or partner directly with suppliers. Margins vary—staple items like bread and milk offer lower profits but ensure footfall, while imported or specialty goods offer higher markups. Smart pricing strategies—like bundle offers or discounts on repeat buys—can keep you competitive.

Marketing and Customer Retention

Word of mouth remains powerful in local UK communities, but pairing it with digital outreach is key. Create a Google Business Profile, encourage reviews, and consider offering delivery through apps like Uber Eats, Deliveroo, or Snappy Shopper, which many corner shops now use. Small gestures, like remembering regular customers’ preferences or offering loyalty discounts, build long-term relationships.

The Bottom Line

Setting up a grocery store in the UK requires more than just stocking shelves. It’s about location, compliance, customer experience, and community connection. With the right niche and smart operations, small grocers can not only survive but thrive—even in a market dominated by supermarket giants.

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Why Customers Prefer Modern Kiranas: Tips to Convert Your Traditional Grocery Store Today

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Across India, traditional kirana stores have been the backbone of retail for decades. With their familiar counters, handwritten ledgers, and strong community trust, they remain unbeatable in customer loyalty. But times are changing—urbanization, e-commerce, and shifting consumer expectations are forcing even the most established kiranas to modernize. The good news is, transforming a traditional grocery store into a modern shop doesn’t require Reliance-level capital; it just takes smart upgrades, technology adoption, and customer-centric thinking.

Step One: Upgrade the Look and Layout

A clean, organized, and well-lit store instantly elevates perception. Instead of cluttered shelves, consider open racks, baskets, and glass displays. Simple changes like branding your store name, adding signage, or creating product categories (staples, snacks, dairy, personal care) make shopping easier. Chains like D-Mart have shown how self-service layouts boost basket size, and even small shops can replicate that on a smaller scale.

Step Two: Embrace Digital Payments and Billing

Cash and udhaar (credit) may still dominate, but UPI has become non-negotiable. Adding QR codes, card machines, and even digital billing (POS systems like Paytm for Business or GoFrugal) makes transactions seamless while helping you track inventory. Many kiranas that adopted billing software during the pandemic report reduced pilferage and better profit tracking.

Step Three: Introduce Delivery and WhatsApp Ordering

Customers today value convenience as much as price. Offering home delivery via WhatsApp orders can modernize a traditional store instantly. Start small—deliver within 2–3 km using local staff or delivery boys. Many kiranas in Bengaluru and Delhi are already competing with Blinkit and Zepto by promising “within-the-hour” delivery through their own networks.

Step Four: Stock Smarter, Not Just More

Modernization isn’t about adding 1,000 SKUs; it’s about understanding what sells. Use billing software or even a notebook to track fast-moving items. For instance, staples (atta, rice, pulses) drive footfall, but high-margin products like chips, biscuits, and cosmetics improve profitability. Successful kiranas balance both, just as big retailers like Reliance Smart and Big Bazaar once did.

Step Five: Leverage Loyalty and Personalization

One strength kiranas already have is personal connection. Modernize it with loyalty programs—offer discounts after a certain spend, or send bulk SMS/WhatsApp updates about new arrivals and festive offers. A kirana that remembers customer preferences can build stickiness that even Amazon Fresh can’t replicate.

Step Six: Partner with Online Marketplaces

Apps like JioMart Partner, Udaan, and Flipkart Wholesale are modernizing kirana supply chains by offering bulk purchases at better margins. Tying up with these ensures competitive pricing without relying solely on local distributors. Some kiranas are also listing themselves on Swiggy Instamart or Dunzo to expand reach.

The Bottom Line

Converting a traditional grocery store into a modern shop is not about becoming a supermarket overnight. It’s about blending trust and tradition with convenience and technology. With small, steady steps—better layouts, digital payments, delivery, smarter stocking—any kirana can stay competitive in India’s evolving retail market.

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Grocery Store vs General Store: Why Kiranas Beat Reliance Fresh in Essentials but General Stores Win in Margins

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Walk down any Indian street and you’ll notice two kinds of shops that often blur into each other: the grocery store and the general store. Both are neighborhood essentials, but they aren’t the same. While people casually use the terms interchangeably, the difference lies in the products they sell, the business model they follow, and the way they serve customer needs.

Grocery Store: The Food & Essentials Specialist

A grocery store, whether it’s a tiny kirana or a larger mini-mart, is primarily focused on edible and household essentials. Think rice, wheat, pulses, oil, packaged snacks, dairy, bread, fruits, vegetables, spices, and cleaning items like detergents or soaps. Their strength is repeat purchases—items people buy daily or weekly. Grocery stores run on thin margins (3–12% depending on product categories), but high frequency makes up for it. In towns and cities, kiranas still dominate because of their personal touch—home delivery, credit (udhaar), and quick access.

General Store: The Jack of All Trades

A general store, on the other hand, is wider in scope but shallower in necessity. It stocks a variety of products that go beyond daily food needs—stationery, toys, plastic goods, hardware, cosmetics, seasonal items, and sometimes even clothing. A general store focuses on diversity over frequency. Customers might not come daily, but when they need a school notebook, a bucket, or a comb, the general store becomes the go-to. Margins are usually higher (10–30%) since many of these products aren’t commoditized like rice or flour.

Why the Confusion?

In smaller towns, many shopkeepers blur the line, mixing grocery staples with general merchandise to maximize earnings from limited retail space. That’s why you might find a packet of Maggi, a nail cutter, and a birthday candle under the same roof. Big chains, however, keep the distinction sharper—Reliance Fresh and More lean towards grocery, while local bazaars or mom-and-pop general stores cater to miscellaneous needs.

Which Model Works Better?

If you’re planning a business, the choice depends on your location and target audience. Grocery stores are safer, with constant cash flow, but they demand daily restocking and tight inventory control. General stores have less pressure on daily sales but require understanding trends and customer demand beyond food essentials. Many successful small-town shops operate as a hybrid, blending the reliability of groceries with the higher-margin products of general retail.

The Bottom Line

A grocery store feeds households; a general store fills in the gaps of daily life. Both are indispensable, but their economics and customer pull work differently. For entrepreneurs, knowing the difference can help decide what to stock—and how to position the business for steady growth.

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