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India’s Organic Food Regulations Under Review: FSSAI to Align With Global Norms as Exports to Europe and UK Cross Key Benchmarks

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The Food Safety and Standards Authority of India (FSSAI) has begun the process of revising the country’s organic food regulations in a move aimed at bringing them in line with evolving global benchmarks. A senior official confirmed that a dedicated committee has been set up to draft the new framework, which will govern certification, accreditation, and labelling for organic products.

The revision comes at a time when India’s organic sector has gained prominence internationally, both as a supplier and as a consumer-driven market. Current regulations, framed under the Food Safety and Standards (Organic Foods) Regulations, 2017, draw heavily from the National Programme for Organic Production (NPOP), last updated in 2014. That programme governs certification processes, accreditation norms, and use of the “India Organic” label.

“India is in the process of updating its overall guidelines for organic farming. Naturally, this requires organic food standards to be revisited as well,” the official said. While no timeline has been fixed for the release of new regulations, the overhaul will extend to all organic agricultural products.

The NPOP framework, operated under the Ministry of Commerce, has long served as the backbone of India’s organic certification ecosystem. It works in parallel with the participatory guarantee system managed by the Ministry of Agriculture and Farmers’ Welfare. Importantly, NPOP’s crop standards already enjoy recognition as “equivalent” by the European Commission, Switzerland, and Great Britain, enabling smoother trade in organic produce.

The revised regulations are expected to factor in recent changes in international rules, particularly in the EU and North America, where stricter definitions of organic farming and traceability requirements are emerging. With India’s organic exports growing steadily over the past two decades, industry players view the regulatory upgrade as crucial to maintaining credibility and expanding market access.

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Swiggy Faces Heat After Customer Allegedly Found Same Meal ₹663 Cheaper at Outlet Just 2 km Away

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A man from Coimbatore has triggered a wave of debate online after pointing out that ordering food through Swiggy turned out to be far more expensive than picking it up himself from the same restaurant just a short distance away. The customer, Sunder (@SunderjiJB), posted screenshots on X comparing the bills. He said his Swiggy order came to ₹1,473, but when he went to the outlet—barely two kilometres from his home—the exact same meal cost only ₹810. That’s a difference of ₹663, or nearly 81 percent more.

Sharing the bills, he asked Swiggy directly: “Why is the app charging so much more for the same food? Is this what convenience really costs?” His post has already been seen more than 2.1 million times.

Swiggy hasn’t yet responded to this particular complaint, though the company has previously said that the prices shown on its app are set by restaurants themselves. A representative from Swiggy Cares had earlier explained that menu rates can vary between dine-in and delivery, and the decision lies with the restaurants, not the platform.

The frustration comes at a time when both Swiggy and Zomato have quietly increased their “platform fee” again, hoping to cash in on the festive season surge. Swiggy, headquartered in Bengaluru, has raised its platform fee three times in just three weeks, now charging ₹15 per order (including GST). Meanwhile, Gurugram-based Zomato recently hiked its fee by 20 percent, taking it to ₹12 per order (excluding GST).

Given Swiggy handles around 20 lakh orders daily, it is pulling in close to ₹3 crore a day solely from platform fees. Zomato, which sees 23 to 25 lakh daily orders, earns a similar amount.

Even with these extra earnings, both companies remain under financial pressure. Their quick-commerce arms—Swiggy Instamart and Zomato-owned Blinkit—continue to be capital-heavy and eat into profits.

What exactly is a platform fee?

It’s an additional charge tacked onto your bill, separate from delivery fees, packaging, restaurant charges, surges, and taxes. Companies say it helps cover logistics and operating costs, cushions the burden of running resource-heavy services like quick commerce, and adds to margins. But for many customers, especially now during the festive rush, it’s become a symbol of how expensive “convenience” really is.

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How Profitable Is a Grocery Store? Lessons from Reliance Fresh, D-Mart, and Your Neighborhood Kirana”

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From the kirana shop around the corner to nationwide chains like D-Mart and Reliance Fresh, grocery retail is the beating heart of India’s economy. Unlike trend-driven businesses, groceries thrive on essentials—items people buy every single day, recession or not. But while the demand is undeniable, entrepreneurs often ask: how profitable is it to own and operate a grocery store?

The answer lies in understanding margins, managing costs smartly, and adapting to customer needs—whether you run a neighborhood shop in a town area or dream of building a supermarket.

Profit Margins: Thin but Consistent

Grocery retail is a high-volume, low-margin business. Most stores operate with net margins between 2% and 8%, but steady demand makes it sustainable. Profitability depends heavily on product mix:

  • Staples like rice, flour, and pulses: 5–8% margin
  • Packaged foods, beverages, FMCG goods: 10–15%
  • Snacks, confectionery, and personal care: 15–25%
  • Organic, premium, or imported products: up to 30%

The smartest stores balance low-margin essentials with higher-margin products to boost overall profitability.

Costs That Can Make or Break You

Running a grocery store isn’t just about sales—it’s about managing expenses.

  • Rent: Urban high-street rents eat into profits, while town-area locations offer lower overheads.
  • Inventory: Overstocking perishables leads to waste; lean stocking ensures cash isn’t locked up.
  • Staffing: Family-run shops in towns save manpower costs, while larger stores need trained staff.
  • Utilities & Technology: Refrigeration, electricity, and POS systems are essential investments that add to monthly bills.

A small kirana store in a town can break even in 12–18 months, thanks to lower rent and strong local loyalty.

Town Advantage: Why Small-Scale Stores Thrive

In smaller towns, grocery stores often enjoy closer customer relationships. Shoppers stick to familiar shops, trusting the owner for fair pricing and timely availability. To improve profitability in these areas:

  • Offer home delivery via WhatsApp for convenience.
  • Stock fast-moving essentials while experimenting with a few premium items.
  • Provide digital payment options to modernize transactions.
  • Introduce bulk packs for families or hostels to increase ticket size.

Town-area stores thrive not by scale, but by becoming indispensable to their communities.

Strategies to Increase Profits

  1. Diversify smartly – Don’t just sell staples; add snacks, dairy, and personal care.
  2. Use digital tools – POS systems and simple inventory apps cut leakages.
  3. Local marketing – Flyers, society tie-ups, and festive offers build visibility.
  4. Bulk sales – Partner with hostels, cafés, or offices for predictable revenue.
  5. Customer loyalty programs – Discounts or prepaid store wallets lock in regular buyers.

The Bottom Line: Steady, Not Flashy

Owning and operating a grocery store won’t make you rich overnight. It’s a business built on consistency, repeat demand, and efficient operations. While margins are slim, the sheer volume of daily essentials makes it one of the most recession-proof ventures.

For entrepreneurs, especially in town areas where overheads are lower and customer loyalty runs deeper, grocery stores can deliver reliable income and long-term sustainability. The real key? Knowing your customers and serving them better than anyone else.

So, if you’re thinking of entering the trade, start small, stock smart, and scale steadily. In groceries, profits come not from a single big sale—but from becoming the shop customers never stop returning to.

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From WhatsApp Orders to Bulk Supplies: Smart Ways to Grow a Grocery Business in Indian Towns”

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SnackTeam
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Running a grocery business in a bustling city is one thing, but doing so in a town area is a different game altogether. Smaller markets come with unique challenges—limited footfall, tighter purchasing power, and lower product variety—but they also offer something urban outlets often struggle to get: strong customer loyalty and community trust. The question is, how do you turn these advantages into higher sales and better profits?

Know Your Customers Better Than Anyone Else

In a town, people often stick to the same kirana store for years, not because of prices alone but because of relationships. A friendly chat, home delivery on credit, or simply keeping their preferred brand in stock goes a long way. Start by understanding your regular customers’ buying habits—what brands they like, what they buy in bulk, and when their monthly stock-up happens.

Stock Smart, Not Heavy

One of the most common mistakes in small-town grocery stores is overstocking, especially perishables. Instead, focus on fast-moving essentials—rice, flour, edible oils, biscuits, soaps—and then experiment with smaller quantities of premium or new items. For example, if customers are asking for branded snacks or a new detergent, test it in small batches before expanding.

Go Digital, Even in a Small Market

Digital payments are no longer just for metro cities. UPI transactions are booming in towns too, and customers increasingly prefer paying via QR codes. You can also set up a simple WhatsApp ordering system for home delivery—a service that instantly makes your store more convenient than the competitor down the lane.

Add Value Beyond Groceries

Margins in groceries are slim, so think of side categories that sell fast with higher margins—dairy, bakery items, snacks, and even basic personal care. In towns, customers often prefer a one-stop shop rather than making multiple trips, so adding these products increases your average bill size without requiring huge investment.

Build Loyalty with Small Gestures

Town-area customers value personal relationships more than big discounts. A free carry bag for regular buyers, small credit during tough times, or festive offers (like a Diwali hamper discount) can cement loyalty for years. Word-of-mouth is powerful in small communities; happy customers will bring in more business than any paid advertisement.

Keep an Eye on Bulk Sales

In many towns, hostels, schools, small restaurants, and offices rely on nearby grocery stores for bulk supplies. Tapping into this segment can give you steady, large orders each month. Offer customized packs, slight discounts, or free delivery to lock in these clients.

The Bottom Line

Improving a grocery business in a town area isn’t about copying the supermarket model—it’s about leveraging trust, convenience, and community bonds. By stocking smartly, adopting digital tools, and offering small but meaningful value additions, you can steadily increase profits while strengthening your presence in the local market.

In towns, the grocery store isn’t just a business—it’s part of the social fabric. The closer you are to your customers’ lives, the stronger and more profitable your store will become.

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Why Online Grocery Is the Next Goldmine: Lessons from Blinkit, Zepto, and India’s Digital Kirana Revolution”

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SnackTeam
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Not too long ago, groceries meant a trip to the local kirana or supermarket. But in the last five years, India’s shopping habits have shifted dramatically. With the rise of platforms like BigBasket, Blinkit, Zepto, and even Reliance JioMart, online grocery retail has turned into one of the fastest-growing businesses in the country. For entrepreneurs, the question is simple: why is the online grocery store seen as the perfect business today?

Demand That Never Slows Down

Groceries aren’t a luxury; they’re essentials. Whether the economy is booming or slowing, people need food grains, vegetables, dairy, and daily-use products. This built-in demand makes groceries one of the most recession-proof categories. By moving the business online, owners tap into convenience-hungry consumers who prefer ordering with a click instead of standing in line.

Changing Consumer Habits in India

India’s urban and semi-urban consumers are now conditioned to expect speed and convenience. The success of 10-minute delivery apps like Zepto and Blinkit proves that time is now as valuable as price. Online grocery stores serve this expectation by combining variety, doorstep delivery, and flexible payment methods—all factors that keep customers coming back.

Scalability at Lower Costs

Unlike a physical supermarket that requires high rentals, heavy inventory, and large staff, an online grocery store can start lean. Cloud-based inventory systems, tie-ups with local suppliers, and a small warehouse are often enough to begin. Over time, the model can scale with technology—expanding delivery zones, adding SKUs, or even integrating AI for demand prediction.

The Power of Data and Loyalty

What truly makes online grocery attractive is data-driven decision making. Apps track what customers buy, when they shop, and how much they spend. This data fuels targeted offers, loyalty programs, and personalized recommendations that boost repeat purchases. For instance, BigBasket has built a steady customer base by predicting monthly stock-up cycles and offering subscription models.

Untapped Markets: Beyond the Metros

While metros are crowded with players, tier-2 and tier-3 towns are the next big frontier. With rising smartphone penetration and UPI adoption, smaller towns are ready for digital-first shopping. For a new entrant, focusing on these underserved markets can mean fewer competitors and higher loyalty.

Challenges—But Solvable Ones

Of course, online grocery is not without challenges: thin margins, logistics costs, and customer acquisition expenses can squeeze profits. But companies like Reliance and Tata-owned BigBasket have shown that scale, efficient supply chains, and smart delivery networks can turn the model profitable. Local entrepreneurs can start small with hyperlocal delivery and grow steadily.

The Bottom Line

The online grocery business is not just a trend—it’s the natural evolution of how people want to shop. Essentials will always sell, but convenience and speed are now equally critical. For entrepreneurs, the model combines steady demand, scalability, and long-term profitability, making it one of the most promising ventures today.

If you’ve been waiting to start a business that balances necessity with innovation, the online grocery store might just be the perfect bet. After all, food never goes out of fashion—only the way we buy it does.

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Shiseido Taps Bollywood Star Power: Tamannaah Bhatia Fronts Ultimune Serum Launch as India’s $2.5-Billion Premium Skincare Market Heats Up

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Japanese beauty major Shiseido has rolled out the latest version of its Ultimune Power Infusing Serum in India, backed by a high-profile campaign featuring actress Tamannaah Bhatia. The launch underlines Shiseido’s strategy to deepen its presence in the fast-growing Indian premium skincare market.

The campaign film, unveiled this week, presents Bhatia as the face of resilience and vitality, echoing Shiseido’s global positioning of Ultimune as a product that harnesses the science of skin regeneration to deliver strength and confidence. With this iteration, Ultimune aims to appeal to consumers who view skincare as both functional and emotional, blending dermatological efficacy with a message of empowerment.

For Shiseido, India represents an important growth opportunity. The country’s premium beauty and personal care market is estimated to reach $2.5 billion by 2027, with skincare driving much of the momentum. Ultimune, one of Shiseido’s global bestsellers, has already found strong consumer adoption in markets such as Japan, China and Europe. The Indian launch, supported by local ambassador Bhatia, is designed to strengthen brand recognition and accelerate acceptance among urban millennials and Gen Z buyers.

Kadambari Lakhani, chief executive and director at Baccarose Perfumes and Beauty Products, Shiseido’s distribution partner in India, said the campaign is as much about philosophy as it is about product. “This is about bringing innovation in skin science to India while celebrating confidence and self-acceptance. Tamannaah Bhatia perfectly embodies this ethos,” she said.

Shiseido has signalled that it will invest heavily in India, using both product innovation and storytelling to differentiate itself from global rivals. The Ultimune campaign marks a step forward in positioning the brand not just as a skincare label but as a lifestyle choice, fusing science, artistry and individuality for a new generation of consumers.

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Sawariya Group Cracks Into Lifestyle With Luxe Asia; Partners With UK, French, Taiwanese Brands, Focus on Tier-II Retail Growth

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Diversified player Sawariya Group has taken a decisive step into the lifestyle and luxury goods market with the launch of its new subsidiary, Luxe Asia. The company announced on Monday that it aims to build a USD 20 million business from this vertical by 2026, banking on India’s appetite for premium lifestyle products.

Luxe Asia will spearhead the group’s foray into the premium luggage category through exclusive partnerships with three international names—IT from the United Kingdom, Jump from France, and Departure from Taiwan. The company sees the luggage business as a strong entry point into the broader lifestyle segment, with plans to later expand into additional luxury categories.

To reach its target, Sawariya is drawing up an aggressive retail and distribution blueprint. The group intends to establish a presence in 350 multi-brand outlets, 18 exclusive brand stores, and more than 20 franchise-operated stores over the next two years. Tier-II cities are expected to account for a large part of this expansion, reflecting the rapid growth in consumer spending beyond metropolitan markets.

Raman Agrawal, Founder and Director of Sawariya Group, said the lifestyle push is aligned with the company’s long-term growth strategy. “The expansion into the lifestyle segment is an important milestone. With Luxe Asia, we expect to build a strong presence in the premium category and bring some of the world’s most respected global brands closer to Indian consumers,” Agrawal noted.

Founded as a diversified business house, Sawariya Group has been expanding into new sectors to capture emerging consumer trends. Luxe Asia is positioned as its premium lifestyle arm, and the company is betting on rising discretionary spending and aspirational demand in India to drive its next growth phase.

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Profit Push for SMEs: Amazon Cuts Seller Fees by 4–7%, Adds Basket-Building Tools, and Targets 25–40% Margin Gains This Festive Season

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Amazon India is gearing up for its flagship Great Indian Festival, beginning September 23, with an expanded seller base, sharper logistics, and aggressive fee cuts designed to boost small and medium businesses during the country’s peak shopping season.

Amit Nanda, Director, Selling Partner Services at Amazon, said the platform now has 17 lakh registered sellers, a 25 per cent rise in new product launches compared to last year. “We are already seeing momentum across categories with more than 15,000–20,000 new product types added ahead of the event,” he said.

Last year’s festival saw 40 crore customer visits and a 70 per cent increase in crorepati sellers compared to 2023. More than 70 per cent of participating sellers came from tier II and III cities, while 85 per cent of customers were from non-metro markets. Over 3 crore products were delivered within one or two days, and small enterprises sold over 1,000 units every minute.

For 2025, Amazon has reinforced its logistics backbone, inducting 1.5 lakh seasonal workers, adding 12 fulfilment centres and six new sortation hubs, and expanding transportation lanes. The company has also cut seller fees sharply. From April, referral fees were removed entirely on 1.2 crore products priced below Rs 300 across 135 categories, while charges in fashion, beauty, home appliances, and healthcare were reduced further in September. Handling fees for items under 25kg were lowered by up to Rs 100.

“These measures translate into significant profitability for sellers. A 4–7 per cent cut in fees can mean a 25 to 40 per cent jump in profits,” Nanda noted. Amazon has also introduced tools like Sell More Save More, offering smart catalog recommendations to help sellers improve average order sizes while trimming shipping costs.

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India’s Food Delivery Market to Bounce Back in FY26: Zomato, Swiggy Growth Slowed to 18% in FY25, But GST Reforms and Rising Consumption May Push GOV Past 20%

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India’s food delivery and quick commerce sectors are set for a fresh phase of growth, with analysts pointing to the recent goods and services tax (GST) reforms, stronger discretionary spending, and a revival in consumer confidence as the key drivers.

Industry trackers note that growth in online food delivery had cooled in recent quarters, with gross order value (GOV) for market leaders Swiggy and Zomato slowing to 18% in FY25, from 19-20% in FY24. Quick commerce players too had faced pressure, as aggressive competition, rapid expansion of dark stores, and higher customer acquisition costs weighed on margins.

That slowdown may now be short-lived. Brokerage Motilal Oswal said GST rationalisation and the upcoming festive season should help lift order volumes and frequency, with food services and QC among the biggest beneficiaries. Naveen Malpani, partner and consumer industry leader at Grant Thornton Bharat, said, “The GST rationalisation is expected to unlock momentum in discretionary spending, particularly in food services and quick commerce.”

Swiggy’s Food Marketplace CEO Rohit Kapoor echoed that view in a recent LinkedIn post, noting that the reforms will provide a “strong tailwind” for the sector. Zomato’s District CEO Rahul Ganjoo added that lower tax slabs will make quality experiences more accessible for both metro and emerging city consumers, boosting consumption at large.

However, some players argue the impact could be uneven. Since delivery services now fall under Section 9(5) of the CGST Act, platforms must collect and remit GST on delivery charges. Several companies have already raised fees, which could nudge up consumer costs.

Kazem Samandari, co-founder and executive chairman of French patisserie chain L’Opera, said the sector still needs critical reforms such as input credit eligibility. “The benefits are minimal and indirect. What we require most is input credit access,” he noted.

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AI Meets Americano: Perplexity’s ‘Curious’ Café Debuts in Seoul with Lee Jung-jae Backing, Targeting Korea’s $20-Billion AI Market

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U.S.-based artificial intelligence company Perplexity has stepped into the offline world with the launch of its first cafe in Seoul’s Gangnam district. The venue, called Curious, opened on September 3 inside the Artist Company building on Dosan-daero, owned primarily by actor Lee Jung-jae. The move marks the first time a global AI startup has directly operated a cafe, signaling Perplexity’s intent to deepen its brand presence in South Korea, one of the fastest-growing AI markets in Asia.

Perplexity, founded in 2022 by former OpenAI and DeepMind engineers, is valued at $18 billion and counts Jeff Bezos and Nvidia among its investors. The company, which operates an AI-powered search and answering engine with around 15 million monthly users, is increasingly popular in Korea. According to IGAworks, its local monthly active users surged from 330,000 in January to about 820,000 in August.

The Curious cafe is designed as both a coffeehouse and brand showcase. An Americano is priced at 7,000 won, while cakes are sourced from popular Seongsu-based bakery Thousand. Customers subscribing to Perplexity Pro at the cafe can claim a 50% discount and a free trial month. AI-generated music plays throughout the space, which features a retro-futuristic interior mixing spaceship themes with 1970s American design. Merchandise, from mugs and beans to T-shirts and notebooks, is also on sale.

The choice of Gangnam is tied to Perplexity’s partnership with Artist Company. CEO Aravind Srinivasan, a fan of Squid Game, met Lee Jung-jae earlier this year to explore AI-entertainment collaborations. In March, Lee fronted Perplexity’s ad campaign in Korea.

South Korea’s AI market is forecast to expand from $2.07 billion in 2022 to nearly $20 billion by 2032, according to KOSA. With rivals like OpenAI, Anthropic, and Cohere preparing Korean operations, Perplexity’s offline experiment could become a blueprint for AI firms seeking stronger consumer connections.

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