India’s consumer packaged goods (CPG) market is undergoing a significant transformation, driven by changing consumer behaviors, technological advancements, and evolving market dynamics. At the forefront of this revolution is Oxbow Brands, a company that offers unparalleled omni-channel access and expansion opportunities for CPG brands and D2C start-ups. The face behind this transition is Rahul Johar, Co-Founder of Oxbow Brands, who leverages his family’s 75-year-old business legacy to create a powerhouse accelerating the growth of CPG brands in India.

The Johar Group, known for its extensive experience in distribution and manufacturing partnerships with giants like Unilever, Britannia, and Tata Group, has a storied history spanning over five decades. This legacy laid the foundation for Johar’s deep understanding of the distribution landscape. Despite his roots in a traditional family business, Johar recognized the need to innovate and shifted the focus towards premium products and omni-channel expansion.

“I got into what I was more enthusiastic about, which is more premium kind of products, which I started bringing in from the UK,” Johar shares. This pivot towards premium products and national-level distribution marked the beginning of a new chapter for the Johar Group.

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After a stint in the UK promoting entrepreneurship, Johar returned to his roots, integrating his international experiences into the family business. He recognized a gap in the market for premium products and began importing and distributing these items across India. This initiative laid the groundwork for Oxbow Brands’ modern approach.

“We began collaborating with Indian businesses approximately seven years ago and swiftly expanded them across the nation due to our easy access to high-end stores, national retailers, hotels, airports, and airlines,” Johar explains. While they have also partnered with FSSAI, to make sure the consumers are getting right products. This extensive offline footprint, combined with a strategic entry into the digital space, positioned Oxbow Brands uniquely in the market.

Omni-Channel Expansion:

Johar’s brainchild, focuses on leveraging offline and online channels to provide CPG brands and D2C startups with immediate market access and growth opportunities. “We work across e-commerce, marketplaces, and we have fun doing that,” he says, highlighting the company’s omni-channel strategy. ” It is truly omni-channel that really matters. Consumers want to buy where they want to buy,” Johar emphasizes, ensuring seamless consumer experiences across all platforms.

This notion of seamless integration between offline and online channels has yielded results. Over the past year, Johar’s brand has grown 5X, with progress of quarter-to-quarter. “We launched our last brand just 4-5 months ago, in January, so some brands haven’t even completed a full year yet. Despite this, we’ve seen tremendous growth. We know this year will be even more interesting and challenging, and we’re prepared,” he says.

Focus on Gifting and Seasonal Planning:

Johar informs that his company is currently focusing on gifting, with coming festive season this year. “We have start preparing for major gifting events like Rakhi, Diwali, and Christmas as early as January and February. Q4 is a critical time for us, so planning is crucial,” he says.

Despite the digital revolution, Johar remains optimistic about the future of offline retail. “India’s journey has just begun in retail,” he notes, countering the narrative that general trade is dying. He highlights the enduring consumer desire for touch and feel, relationships, and the excitement of physical shopping experiences.

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Profitability and Sustainable Growth:

He also stresses the need for brands to focus on profitability and realistic growth targets: “Brands need to realize that they’ve got to be profitable and do more of what’s working.” This pragmatic approach is crucial for sustainable growth in a competitive market.

In addition, Johar advises a patient, city-by-city approach to brand expansion, avoiding the pitfalls of rapid, unsustainable growth. He highlights the importance of building trust and maintaining strong relationships with partners and consumers.

“We have a solid portfolio of brands today, and our goal is to make them significantly bigger. We’re not in a rush to onboard 50 brands, even though investors have shown interest in such a large-scale expansion. Realistically, I manage 7 or 8 brands currently, and I’m focused on making these robust. If the right partner with the right vision, attitude, and patience comes along, we’ll consider partnering with them and growing together gradually. Our main objective remains to be profitable and prepared for the future,” he says.