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Godrej Interio to Expand Retail Footprint to 1,500 Outlets, Aims to Double Revenues and Capture 20% Furniture Market

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Godrej Interio, the furniture division of the Godrej Enterprise Group (GEG), has announced a Rs 300 crore investment push aimed at expanding its retail presence and strengthening digital capabilities as it targets revenues of Rs 10,000 crore by FY29.

The company, currently contributing the second-largest share to GEG’s consolidated revenues of Rs 16,000 crore, reported a topline of Rs 3,400 crore in FY25. It expects to close the current fiscal at Rs 4,000 crore before accelerating growth in the years ahead. Business head Swapneel Nagarkar said the brand is confident of scaling at 25 percent annually from FY27 onwards to reach its long-term revenue goal.

Of the proposed Rs 300 crore outlay, Rs 100 crore will go towards strengthening digital technologies for an omnichannel retail strategy, Rs 100 crore for expanding its store network to 1,500 outlets, and Rs 100 crore for design innovation. This investment is in addition to Rs 350 crore already deployed over the past few years to modernise its five manufacturing plants across the country.

Interio’s strategy includes rebalancing its revenue mix. The company expects the contribution from B2B sales to decline from 65 percent to 55 percent, while B2C will rise from 35 percent to 45 percent. Growth will be driven by premium furniture, consumer demand for branded products, and rising penetration in tier-II and tier-III markets.

Over 60 percent of new stores will come up in tier-II towns, 30 percent in tier-III cities, and the remainder in metros. A new retail format will include a 20,000 sq ft flagship in Vikhroli, mid-sized 7,000 sq ft stores, and compact outlets.

Executive Director Nyrika Holkar said the focus is on making premium design more accessible. GEG itself has set a target of Rs 20,000 crore in revenue by FY29, up from Rs 16,000 crore in FY25, with group profits standing at Rs 500 crore.

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Why Sabyasachi Refuses Fast Fashion: Inside the Rs 1,200-Crore Label That Made Restraint Glamorous

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Kolkata-born designer Sabyasachi Mukherjee, who this year marked 25 years of his eponymous label, has become India’s most recognisable luxury export by building a brand on restraint rather than scale. From a three-person studio in 1999, the Sabyasachi label has grown into a Rs 1,200-crore fashion house with flagship stores in Mumbai, Delhi, Kolkata and New York, alongside partnerships with Bergdorf Goodman, H&M and Estée Lauder.

Mukherjee’s strategy rests on what he calls “the discipline of no.” Unlike global luxury giants that flood markets with seasonal collections, Sabyasachi has deliberately avoided mass distribution, fast fashion cycles or celebrity-driven overexposure. His creations are hand-built by over 2,000 artisans across India, turning commerce into what he describes as “cultural preservation.”

The result is the globally recognisable “Sabyasachi bride,” a cultural archetype made iconic through weddings of Bollywood stars such as Anushka Sharma, Deepika Padukone and Priyanka Chopra. Yet, for Mukherjee, the real achievement lies in reviving dying crafts. He recalls investing Rs 15,000 to revive traditional kirna tinsel work for Padukone’s bridal attire, an act he calls “small capital, big preservation.”

The brand today competes with global maisons not by imitation but by rooting itself in Indian provenance. Stores are designed as “living museums,” with layered textiles, rugs and tapestries intended to deliver what Mukherjee terms “forty per cent commerce, sixty per cent culture.” His New York flagship opened in 2022 to critical acclaim for reimagining Indian heritage in a global context.

Industry observers note that India’s luxury market, estimated at $8.5 billion in 2023 and projected to cross $20 billion by 2030, is now moving beyond Western labels. Mukherjee believes this shift will position India as the world’s teacher of “value” in luxury—rare, authentic and rooted in craft.

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Sanjay Dutt Joins Bollywood’s Food Business Rush, Opens Solaire at Grand Hyatt as India’s Fine Dining Market Booms

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Bollywood actor Sanjay Dutt, popularly known as Sanju Baba, has announced the launch of his maiden restaurant venture, Solaire, in Mumbai. The restaurant, which will open at the Grand Hyatt in Bandra Kurla Complex (BKC), places the actor among a growing list of celebrities entering India’s expanding fine-dining and luxury hospitality market.

The announcement came directly from Dutt through Instagram, where he shared a glimpse of the interiors alongside the caption, “I’ve eaten around the world, now it’s my turn to plate it. The first of many! Welcome to @solaire_mumbai.” His post indicates that Solaire is not a one-time experiment but the beginning of a broader push into the food and beverage business.

Located in one of Mumbai’s busiest corporate and luxury districts, Solaire is designed to appeal to both the city’s high-profile business clientele and its food-focused social circuit. The interiors feature earthy tones, ambient lighting, and intimate seating arrangements, positioning the space as a blend of sophistication and comfort.

According to hospitality industry estimates, the premium dining segment in India has been growing at a compound annual rate of over 12 percent, with Mumbai accounting for nearly a third of the market. Dutt’s timing reflects a trend where celebrity-owned restaurants, including those by Shilpa Shetty and Priyanka Chopra, have found steady traction among urban diners.

For the actor, who has built a career spanning more than four decades in Indian cinema, Solaire marks a personal as well as professional milestone. “Having travelled extensively and sampled cuisines worldwide, this is my way of bringing those experiences back home,” he said in his announcement.

The restaurant is expected to open its doors later this year, with plans for additional outlets already being explored.

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117-Year-Old Vadilal Breaks Tradition, Hands Reins to Outsider Himanshu Kanwar in Post-Restructuring Era

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Ahmedabad-based Vadilal Industries has appointed Himanshu Kanwar, a former Unilever executive and senior leader at startup advisory platform Xto10x, as its first professional chief executive officer. The move comes on the heels of a sweeping restructuring that ended decades of disputes within the Gandhi family, which has promoted and run the 117-year-old ice cream maker.

Kanwar spent more than 15 years at Unilever, where he worked on global personal care and ice cream categories, before moving to Xto10x, a platform founded by former Flipkart executives to help startups scale. His appointment marks a clear shift for Vadilal, which until now was managed directly by members of the founding family.

The Rs 1,200-crore company, known for its extensive ice cream range and frozen foods, competes with Amul and Hindustan Unilever’s Kwality Walls. Earlier this year, Vadilal concluded a long-standing family settlement, which included the merger of three promoter-held entities—Vadilal International Private Limited, Vadilal Finance Company Private Limited, and Veronica Constructions Private Limited—into Vadilal Industries. By consolidating the brand under one structure, the company eliminated issues around royalty payments and streamlined operations.

Shiv Shivakumar, chairman of Vadilal Industries, said Kanwar’s track record in consumer insights, innovation, and go-to-market execution would be critical in steering the company as it transitions from a family-led business to a professionally managed enterprise. “Himanshu will play a crucial bridge role in helping Vadilal evolve for the future,” he said.

As part of the governance reset, long-time managing directors Rajesh R. Gandhi and Devanshu L. Gandhi stepped down after legal disputes within the family were settled. The new leadership model is aimed at strengthening shareholder value while preserving promoter control of the business.

With Kanwar at the helm, Vadilal is expected to double down on growth in its core ice cream segment while expanding its frozen foods portfolio across domestic and export markets.

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Nepal Unrest Puts $1.5-Billion FMCG Market at Risk: Varun Beverages, Dabur, HUL, ITC and Marico on High Alert

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India’s largest consumer goods players are bracing for potential disruptions in Nepal, where political unrest has raised concerns over supply chains, distribution networks and employee safety.

PepsiCo’s bottling partner Varun Beverages, which earns nearly 3% of its consolidated revenue from Nepal, is among the companies most exposed. Dabur, ITC, Marico, and Hindustan Unilever also run significant operations in the Himalayan nation through their Indian listed entities. Industry executives say the immediate priority is ensuring the security of partner teams operating in border districts.

Reliance Consumer Products, which only in July this year launched Campa soft drinks in Nepal in collaboration with Wai Wai-maker Chaudhary Group, is also assessing risks. “We see the Nepal issue to be a slight overhang for most consumer staples,” noted Abneesh Roy, executive director at Nuvama Institutional Equities, in a client advisory.

Close to a dozen Indian companies across packaged food, soft drinks, and hospitality sectors are active in Nepal, underscoring the scale of exposure. Jaipur-based Bikaji Foods International entered the market just two months ago through a 50:50 joint venture with Chaudhary Group for manufacturing, marketing and distribution of its snacks portfolio.

Executives point out that Nepal’s geographic closeness to India magnifies the concern. “Our partner teams are on high alert, and their safety is the top priority,” said a senior executive at a listed FMCG company, who requested anonymity.

While most firms have not yet reported operational disruptions, analysts caution that prolonged instability could affect supply chains and consumer demand in Nepal, which has become a growth market for Indian FMCG players in recent years.

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Is Opening a Supermarket Worth It? Lessons from D-Mart’s Success and Big Bazaar’s Collapse

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Walk into any Indian city today, and you’ll see Reliance Smart, More Retail, or D-Mart packed with shoppers. At the same time, neighborhood kirana stores continue to thrive. This raises the obvious question for entrepreneurs: is opening a retail or supermarket business still worth it?

The short answer: yes—but only if you understand the margins, the competition, and the changing habits of Indian consumers.

Why Supermarkets Look Attractive

The allure of the supermarket model is scale. A single outlet can serve thousands of customers daily, with a product range that spans groceries, personal care, home essentials, and even electronics. Footfall drives volume, and in retail, volume is where the profits lie. Chains like D-Mart have built billion-dollar businesses on this formula, combining bulk procurement, efficient supply chains, and competitive pricing.

For smaller entrepreneurs, supermarkets promise:

  • Higher ticket sizes compared to kirana stores.
  • Brand credibility and trust.
  • Opportunities for expansion through franchising or multiple outlets.

The Margin Game

Margins in the supermarket business are notoriously thin. Essentials like rice or wheat offer 5–8% margins, FMCG items around 10–15%, and premium or non-essential products up to 25–30%. The real money is made not from individual products but from sheer sales volume.

To make it worth the effort, supermarkets rely on:

  • Efficient supply chains to cut procurement costs.
  • Private labels (D-Mart and Reliance both push their in-house brands for better margins).
  • Add-ons like electronics, fashion, or household goods with higher markups.

The Challenges You Can’t Ignore

  1. High setup cost: Renting a large space in a prime location, interiors, shelving, refrigeration, and staff can easily run into crores.
  2. Competition from kiranas: While supermarkets attract bulk shoppers, local kirana stores still dominate daily essentials with credit and home delivery.
  3. E-commerce and quick commerce: Apps like BigBasket, Blinkit, and Zepto are training customers to shop from their phones rather than visit a store.
  4. Thin margins: Even with volume, profits can feel underwhelming if costs aren’t tightly controlled.

Town Advantage: The Midway Path

Interestingly, small-town supermarkets are emerging as a profitable sweet spot. They face less competition from e-commerce, enjoy lower rentals, and cater to aspirational customers who prefer modern retail formats. A 5,000 sq. ft. supermarket in a tier-2 city often breaks even faster than a metro outlet because costs are lower and loyalty is stronger.

Is It Worth It?

If you’re chasing quick profits, supermarkets may disappoint. But if you’re thinking long-term, willing to invest in efficient sourcing, smart technology, and customer loyalty programs, retail can still be a solid bet.

For proof, look no further than D-Mart’s phenomenal rise—its no-frills, volume-first strategy has turned it into India’s most valuable retail chain. On the other hand, poorly managed ventures like Future Group’s Big Bazaar serve as cautionary tales of high debt and poor execution.

The Bottom Line

Opening a retail or supermarket business is worth it if you approach it with scale and efficiency in mind. It’s not just about stocking shelves; it’s about building supply chains, leveraging data, and adapting to customer needs in an increasingly digital world.

In metros, hybrid models that blend offline supermarkets with online delivery options seem to be the future. In towns, supermarkets thrive on community trust and aspirational shopping. Either way, success lies in understanding that retail is no longer just a store—it’s an ecosystem.

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How to Sell Your Packaged Product in Grocery Stores: Lessons from Haldiram’s, Paper Boat, and Local Startups

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SnackTeam
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For any new FMCG or food brand in India, cracking modern retail chains like Reliance Smart or D-Mart is a long road. The real entry point for most startups is the humble kirana or small grocery store. These shops are the backbone of India’s $800 billion retail market, and if your packaged product finds space there, you’ve won your first—and most loyal—customers.

So, how do you convince a grocery store owner to stock your product?

Start with Trust, Not Just a Sales Pitch

Small store owners are risk-averse. They already stock products that sell daily—biscuits, chips, soaps—so convincing them to replace or add something new requires trust. Approach the shopkeeper directly, introduce your product, and offer free samples so both he and his customers can try it.

Offer Margins That Make Sense

Retailers survive on margins. If a packet of biscuits from Parle gives them 10–12%, your product should ideally offer equal or better margins to make it attractive. For new brands, 15–25% retailer margin is common to ensure owners are motivated to push your product.

Support with Visibility

Don’t just drop off cartons and hope for sales. Provide free point-of-sale materials like posters, wobblers, or branded racks. Some startups even supply small display units so their product stands out instead of getting lost in a pile of FMCG giants.

Build Demand Locally

Retailers will only reorder if the product moves off their shelves. To ensure this, create local buzz:

  • Offer free sampling near the store.
  • Run buy-one-get-one offers in the first few weeks.
  • Encourage customers to ask for your brand by name—this makes the retailer more confident about stocking it again.

Be Flexible on Credit and Supply

Many kiranas work on short credit cycles with distributors. Be prepared to offer flexible payment terms (say, a week’s credit) and ensure timely replenishment. If your product is always available, store owners are more likely to rely on you.

Scale Through Distributors

Once you’ve cracked 10–20 shops on your own, partner with a local distributor. Distributors already supply dozens of kiranas daily. Getting your product into their basket is the fastest way to expand reach without handling every retailer yourself.

The Bottom Line

Getting a small grocery store to sell your packaged product isn’t about big marketing—it’s about building relationships, trust, and local demand. If you can offer good margins, strong visibility, and consistent supply, shopkeepers will welcome you. Remember, kiranas thrive on customer loyalty. If their customers start asking for your product, the retailer will stock it without hesitation.

The path to becoming the next Parle-G or Haldiram doesn’t start in a boardroom—it starts with one grocer agreeing to put your product on his shelf.

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Why Mini Grocery Stores Still Beat Amazon Fresh and Big Bazaar in India’s ₹50 Lakh Crore Retail Market

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SnackTeam
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Step inside a mini grocery store in any Indian town, and you’ll see the real engine of the country’s retail economy. From dawn until late night, these compact outlets—often no bigger than 300–800 sq. ft.—keep households running with rice, wheat, pulses, soaps, snacks, and dairy stacked neatly on shelves. They may look small, but they operate on finely tuned systems built on trust, quick turnover, and razor-thin margins.

Core Operations: Daily Essentials and Fast Turnover

Mini grocery stores survive on volume, not margins. Staples like flour or oil move quickly, even with margins as low as 5–8%. Packaged foods, confectionery, and toiletries bring in higher margins (10–20%). The mix is carefully curated to ensure that cash keeps flowing every single day.

Most stores operate on a cash-and-carry model. Customers buy daily or weekly needs in small quantities, which means inventory moves fast, minimizing the risk of unsold stock.

Supplier and Credit Cycles

Owners typically source goods from wholesale markets, distributors, or company salesmen. Payment often happens in short credit cycles—anywhere from 7 to 21 days. This balance between credit received from suppliers and cash sales to customers is what keeps the mini grocery’s cash flow healthy.

Customer Relationships: The Real USP

Unlike supermarkets, mini grocery stores thrive on personal connections. Shopkeepers often:

  • Extend short-term credit (udhaar) to trusted families.
  • Offer home delivery via phone or WhatsApp orders.
  • Remember customer preferences (brands, pack sizes).

This personal touch builds loyalty that big chains struggle to match.

Technology and Modern Shifts

Even small stores are modernizing. UPI payments and QR codes are now common, reducing the reliance on cash. Some owners use simple POS software to track sales and inventory. WhatsApp has become an informal ordering platform—customers send a list, and the shop delivers within hours.

Challenges of Mini Grocery Stores

Running a mini store isn’t without hurdles:

  • Thin margins make profits highly dependent on volume.
  • Competition from supermarkets and online players like Zepto or Blinkit is rising.
  • Inventory management is tricky; stocking too much leads to waste, too little risks lost sales.

Yet, mini grocery stores remain resilient because they blend accessibility, trust, and convenience.

Why They Still Thrive

Despite the retail revolution, mini grocery stores continue to dominate in India, accounting for over 85% of the grocery market share. Their success lies in being hyperlocal—knowing their customers better than any app or supermarket. In towns and neighborhoods, these stores aren’t just businesses; they’re part of the community’s daily rhythm.

The Bottom Line

A mini grocery store operates on simplicity: fast-moving goods, personal customer service, and smart cash flow management. It may not have the scale of D-Mart or the technology of Amazon Fresh, but its neighborhood trust and adaptability make it one of the most resilient business models in India.

For aspiring entrepreneurs, understanding how these small stores function offers lessons in efficiency, customer loyalty, and survival in a highly competitive market.

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Interactive commerce heats up: Zoop, India’s first video bazaar, secures maiden ₹25–30 crore funding from Peak XV

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Gurgaon-based startup Zoop, which positions itself as India’s first interactive video bazaar, is set to receive its maiden funding from Peak XV Partners. According to people familiar with the deal, the investment is expected to be in the range of ₹25–30 crore, giving the young company a financial push to scale operations in a fast-emerging retail format.

Zoop operates at the intersection of commerce and entertainment, allowing sellers to livestream their products across multiple digital platforms and engage directly with consumers. The concept builds on the growing global trend of live commerce, where shopping becomes a participatory experience rather than a static transaction.

Founded by Abhishek Nevatia, Raghav Dalela and Sanchi Virmani, Zoop is run by a lean team with an average age of just 25 years. According to LinkedIn data, the company currently employs between 11 and 50 people. Despite its size, the startup is positioning itself to take on incumbents such as BulBul, Sim Sim, Pesopie and ShoprTV, which are already experimenting with interactive commerce formats in India.

Industry trackers say live commerce in India is still in its early days but is projected to grow significantly as younger consumers seek immersive shopping experiences. Globally, markets like China have already seen livestream-based retail account for double-digit percentages of overall e-commerce sales.

“Zoop is trying to reimagine the HomeShop18 model for the modern consumer with technology and interactivity at its core,” said one person close to the development. The platform pitches itself as a digital bazaar that merges discovery with delight, bringing back the charm of curated marketplaces but in a real-time, mobile-first format.

For Peak XV Partners, which has been expanding its portfolio across new-age commerce ventures, Zoop represents a bet on the next evolution of online retail in India.

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Trufrost & Butler Raises $7 Million to Boost Supply Chain, Ramp Domestic Production and Eye Overseas Growth with Carpediem Capital’s Backing

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Trufrost & Butler, a fast-growing player in commercial refrigeration and foodservice equipment, has raised $7 million in growth funding from private equity firm Carpediem Capital. The company said the infusion will be used to strengthen domestic manufacturing, accelerate order fulfilment, expand its service infrastructure, and selectively enter international markets.

Founded in 2018 by industry veterans Neeraj Seth and Satish Dudeja, the company caters to a wide spectrum of clients including cafés, quick service restaurants, cloud kitchens, hotels, bakeries, bars and fine-dining establishments. Its portfolio spans refrigeration systems, cooking ranges, beverage dispensers, and other commercial kitchen essentials. Unlike traditional vendors, Trufrost & Butler positions itself as a solutions partner with a service-led model and low capital expenditure options aimed at faster returns for food and beverage operators.

Over the past five years, the company has built a footprint across major Indian cities, supported by beverage specialists and culinary consultants who work with clients on efficiency and product innovation. “This investment reflects our vision of reshaping the foodservice equipment sector with reliable products and robust support,” said Neeraj Seth, Co-founder and Managing Director. “It will allow us to scale our manufacturing base, improve service delivery, and prepare for overseas expansion while deepening our commitment to the Indian market.”

Carpediem Capital, which focuses on consumer and services businesses, sees the company as a strong contender in an otherwise fragmented industry. “Trufrost & Butler has demonstrated sharp execution and built trust in a sector where reliability is critical,” said Hithendra Ramachandran, Managing Director at Carpediem Capital. “We believe it has the potential to emerge as a category leader by bringing structure, scale and innovation to the market.”

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