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From ₹50,000 Investment to a Cookie Empire: How The Cookie Co is Baking India’s Next Dessert Success

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When Kshiti Jikar Mehta began baking cookies in her family kitchen in 2018, she had little more than an idea and a passion for food. Seven years later, her brand The Cookie Co has evolved into a fast-growing startup, with a flagship outlet in Vadodara and plans to expand across India.

The company specializes in New York–style artisanal cookies priced for mass affordability. What started as a home-based venture soon grew into a cloud kitchen operation before establishing its first retail presence. “From having no business plan to running a store today, the journey has been about perseverance and belief,” Mehta said.

Vadodara-based dessert brand The Cookie Co is fast emerging as a serious contender in India’s premium snacking market. Founded in 2019 by Ivy League alumna and former finance professional Kshiti Jikar Mehta, the company has transformed from a home kitchen venture into a structured consumer brand, now eyeing pan-India expansion.

What began as small-batch baking from her mother-in-law’s kitchen has grown into three outlets and a thriving direct-to-consumer channel that ships cookies across the country. The company reports a consistent 50 percent year-on-year growth rate, supported by high customer retention and modest marketing spends. “We want to serve cookies to every corner of the country while ensuring the artisanal standards remain intact,” says Mehta.

She credits part of her growth to India’s evolving startup ecosystem. Pro-startup policies, access to financial aid and the rise of strategic partnerships, she said, have created an environment where new entrepreneurs can scale faster than before. “This is the best time to invest in one’s dreams,” Mehta observed.

The Cookie Co’s flagship store in Vadodara marks a significant step for the brand, but Mehta has her sights set on a national presence. The company is exploring franchise partnerships to replicate its format across key cities. “We want to take our cookies to every corner of the country and eventually build a global footprint,” she said.

Mehta, who spent her early years in the United States, believes India now offers a fertile ground for entrepreneurs. “I don’t miss anything about living abroad. India today has everything, from ease of doing business to a supportive ecosystem. What we need is the courage to take risks,” she added.

As consumer appetite for premium yet accessible desserts grows, The Cookie Co aims to position itself as a leading player in India’s evolving bakery market. From ₹50,000 to a Cookie Empire: How The Cookie Co is Baking India’s Next Dessert Success

The Cookie Co’s offerings stand out for their freshness, affordability, and New York–style recipes. All products are egg-free, preservative-free, and designed with an extended shelf life, making them suitable for both retail shelves and nationwide delivery. The brand’s customer base has also expanded into corporate gifting, where it is seeing strong traction from institutional partners seeking customized dessert boxes.

Mehta, who studied at Purdue and Harvard before working in corporate finance roles in the United States, credits her shift to entrepreneurship to her long-standing passion for baking. What started as a source of comfort during her student years has now become a full-fledged enterprise. The company began with an initial investment of ₹50,000 and has already raised a small friends-and-family funding round to support its next phase. 

The Cookie Co is preparing for a 10-outlet expansion across western India while scaling its central kitchen and operations team. With a 95 percent women-led workforce and a clear roadmap for growth, the company aims to establish itself as a national player in the gourmet dessert space.

We are not just selling cookies, we are selling the experience of have fresh cookies out of the oven” says Kshiti.

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FirstClub Raises $23 Million Series A Led by Accel, RTP Global; Valuation Triples to $120 Million in 8 Months as Premium E-Commerce Bets Pay Off

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Bengaluru-based e-commerce startup FirstClub has raised $23 million in a Series A round, taking its valuation to $120 million, just three months after launching its consumer app. The round, which was 90 percent equity and the remainder debt, was co-led by Accel and RTP Global, with participation from Blume Founders Fund, 2am VC, Paramark Ventures, and Aditya Birla Ventures. This follows the company’s $8 million seed round in December 2024 at a $40 million valuation.

Founded by former Flipkart executive Ayyappan R in late 2024, FirstClub is positioning itself against India’s crowded quick-commerce market by focusing on premium and exclusive selections rather than delivery speed. The startup currently operates four “clubhouses,” or dark stores, in Bengaluru, offering 4,000 curated stock-keeping units across groceries, fresh produce, dairy, and packaged foods. Around 60 percent of its products are exclusive, selected after blind testing by consumer panels.

The model is showing traction. Average order values stand at ₹1,050, roughly double that of mainstream quick-commerce rivals such as Blinkit and Instamart. Repeat purchase rates are around 60 percent, with the customer base skewing 70 percent female and concentrated in households earning over ₹15 lakh annually. To maintain its positioning, the platform restricts checkouts below ₹199.

With fresh capital, FirstClub plans to expand to 35 dark stores in Bengaluru before moving into new cities. The company also intends to diversify into children’s nutrition, pet food, home essentials, and nutraceuticals, while piloting cafés that will serve freshly prepared items. Longer term, the startup aims to replicate premium retail experiences similar to Costco and Whole Foods for Indian consumers.

FirstClub currently employs 185 people, including a 75-member operations team, and is building its own supply chain to back its quality-first approach.

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Bengaluru Startup House of Zelena Raises ₹7 Crore Seed Round Led by Sprout Venture Partners, M Venture Partners; Total Funding Hits $1.2 Million

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House of Zelena (HOZ), a startup focused on maternity and postpartum wear, has raised ₹7 crore in a seed round co-led by Sprout Venture Partners and Singapore-based M Venture Partners. Early-stage accelerator GSF and a group of angel investors also participated in the round.

The latest infusion takes the company’s total funding to $1.2 million. HOZ said the capital will be channelled into strengthening its supply chain, accelerating product innovation and expanding community-led initiatives. Investments will also go towards building technology platforms to support engagement with mothers across the country.

Founded in Bengaluru, HOZ positions itself in the fast-growing maternity apparel and postpartum care segment. The company designs clothing that blends comfort, functionality and style, while also exploring textile-driven solutions that address pain management and recovery for new mothers.

“With this funding, our objective is to scale aggressively and deliver international-quality solutions at price points accessible to Indian moms,” said co-founder Mayank Kamal. “We are committed to innovating with textiles to make recovery and everyday wear easier for mothers, while creating a strong community around the brand.”

The maternal apparel market in India has gained momentum in recent years, driven by rising awareness, higher disposable incomes and growing e-commerce penetration. Analysts estimate the segment will continue to expand as more consumers shift towards specialized and functional wear during pregnancy and postpartum stages.

HOZ plans to leverage the funding to build a stronger distribution network while also focusing on design-led innovation. By tapping into both online and offline channels, the company aims to establish itself as a leading player in the niche but fast-expanding maternity wear space in India.

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MD Manish Bandlish Says Mother Dairy Will Transfer GST Relief on Value-Added Dairy Products; ₹17,500 Crore Firm Eyes Stronger Demand

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Mother Dairy, one of India’s largest dairy brands, announced on Thursday that it will pass on the benefits of the recent Goods and Services Tax (GST) reduction on dairy products to its customers. The assurance follows the GST Council’s decision to lower tax rates on a wide basket of value-added dairy categories.

Mother Dairy, which posted revenues of ₹17,500 crore in the last financial year, said the rate cut covers paneer, cheese, butter, ghee, UHT milk, milk-based beverages and ice creams. The company said the move would not only make packaged dairy products more affordable but also expand their reach across households.

“We commend the Union Government’s decision to reduce GST rates on dairy items. This will significantly improve affordability and accessibility for consumers, especially in packaged categories that are witnessing strong growth,” said Manish Bandlish, Managing Director of Mother Dairy.

He added that the reform will strengthen consumer trust in safe, high-quality packaged products and encourage families to opt for value-added dairy choices. “We are fully committed to ensuring that the benefits of this reduction are effectively transferred to consumers,” Bandlish noted.

Industry analysts believe the reduction in GST will stimulate higher demand in organized dairy segments and expand market opportunities for farmers supplying to these value chains. Packaged dairy categories such as cheese, UHT milk and milk-based beverages have seen rapid growth in recent years, driven by urban consumption patterns and rising disposable incomes.

The GST relief comes at a time when consumer spending is under pressure from food inflation, and the move is expected to support household budgets while boosting demand for branded dairy products.

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Samantha Ruth Prabhu Co-founds ZOY, Expands Startup Count to 12 as India’s $1.3 Billion Menstrual Hygiene Market Heats Up

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Actor Samantha Ruth Prabhu has added another chapter to her growing entrepreneurial journey, joining menstrual and feminine healthcare brand ZOY as co-founder. With this, the actor’s tally of ventures as investor or co-founder has touched 12, spanning wellness, fashion, sports and personal care.

Prabhu, who earlier co-founded Secret Alchemist and fashion label Saaki, has consistently backed ventures aligned with her personal values. “I look for brands that can create meaningful impact. Whether it is Secret Alchemist, Saaki, Ekam or even the Chennai Pickleball team, I want to support businesses that I genuinely believe in,” she told Moneycontrol.

ZOY, founded by Maheshwari Moorthy, aims to disrupt India’s $1.3 billion menstrual hygiene market, which is projected to grow at 12 percent annually till 2030. The segment continues to be dominated by plastic-based, chemically processed products that studies have linked to fertility issues, PCOS, urinary tract infections and chronic discomfort.

The new venture plans to introduce toxin-free, holistic alternatives, including medicated strip sanitary napkins and the patented Snow Lotus Therapy Pad. The product has been designed to regulate cycles, support PCOS management and aid natural detoxification.

Prabhu, who has spoken openly about her personal health struggles, said her association with ZOY is an extension of her advocacy for mindful living and women’s empowerment. “This is not just about menstrual care. It is about rethinking women’s health as a whole. We want to build a brand that helps women make informed choices and experience their cycles differently,” she said.

Her focus on wellness comes at a time when Indian consumers are increasingly turning to clean and sustainable personal care. For Prabhu, ZOY marks not just another investment, but a commitment to reshape conversations around women’s health in India.

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Govt Promises ‘Cheaper Living’: GST Cuts on Food, Insurance, and Durables Could Rewire India’s ₹22 Lakh Crore Consumption Market

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This Diwali, the government has rolled out a sweeping reform in the Goods and Services Tax (GST) system, calling it a “Next-Gen GST” move that promises to make life easier for households, farmers, students, and businesses alike. By cutting down GST rates across a wide spectrum of items, from daily groceries to tractors, the reform is designed to reduce the burden on families while also giving a fresh push to the economy.

Lower Costs for Daily Essentials

For most households, the biggest relief will come in the form of reduced GST on common necessities. Items like hair oil, toothpaste, soap, toothbrushes, and shaving cream, which earlier attracted 18 percent tax, will now only carry a 5 percent rate. Everyday food products such as butter, ghee, cheese, pre-packaged namkeens, and ready-to-eat mixtures have also been reduced from 12 percent to 5 percent. Utensils, sewing machines, and even essentials for babies like feeding bottles and clinical diapers will now be cheaper as well.

Relief for Farmers and Agriculture

Agriculture has always been the backbone of the Indian economy, and this reform makes a clear effort to support it. Tractors, their tyres, and related parts, which were earlier taxed at 12–18 percent, are now uniformly at 5 percent. Tools that aid modern farming, such as drip irrigation systems and sprinklers, as well as bio-pesticides and micro-nutrients, have also seen their tax burden slashed. This move is expected to directly benefit farmers by reducing the cost of cultivation, preparation, and harvesting.

Healthcare Made More Affordable

The healthcare sector is another big winner. Health and life insurance, previously taxed at 18 percent, has been made completely tax-free. Diagnostic kits, reagents, glucometers, test strips, and corrective spectacles will now fall under a much lower 5 percent rate. Thermometers and medical-grade oxygen, crucial for healthcare, have also been exempted or drastically reduced. The changes are designed to make essential healthcare products and services more accessible to people across the country.

Education Without Added Costs

Students and parents will also notice a difference. Learning tools such as maps, globes, pencils, sharpeners, crayons, pastels, notebooks, and erasers will now be tax-free. By removing GST on these items, the government has taken a small but significant step toward reducing the financial pressure on families investing in education.

Automobiles and Appliances See Price Cuts

The new GST reform also makes a direct impact on consumer choices. Hybrid cars, motorcycles below 350 cc, and even vehicles for transporting goods have all received tax reductions, bringing them within easier reach of buyers. Similarly, electronic appliances like air conditioners, televisions above 32 inches, monitors, projectors, and dishwashers have seen their tax rates drop from 28 percent to 18 percent.

Simplifying the Process

Along with rate cuts, the government has promised process reforms to make GST simpler. These include automatic registration within three working days, provisional refunds through a system-based process, and relief for SMEs dealing with zero-rated supplies and inverted duty structures.

A Step Towards Self-Reliance

Described as a “Diwali gift” for citizens, these changes are not just about lowering prices but also about creating a more business-friendly environment. By making essentials, education, farming tools, and healthcare affordable, the government hopes to boost consumption and strengthen India’s path toward becoming more self-reliant.

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Hunch Ventures Acquires Jamie Oliver Restaurants India from IMM, Pledges ₹200 Crore Expansion into Tier-2 and Tier-3 Cities

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Global investment firm Hunch Ventures has acquired complete ownership of Jamie Oliver Restaurants in India, buying out London-based International Market Management (IMM). IMM, which previously held a 51 percent stake, confirmed its exit after nearly a decade in the Indian hospitality market. The financial terms of the deal were not disclosed.

Hunch Ventures first entered the partnership in 2015 when IMM launched Jamie’s Pizzeria, Jamie’s Italian and Jamie’s Kitchen outlets in India. With the latest transaction, Hunch now owns all 14 restaurants under the brand across the country.

Karanpal Singh, founder of Hunch Ventures, said the acquisition will allow the company to consolidate its hospitality presence and scale operations beyond major metros. “Hospitality has always been an asset class for us. We will now expand Jamie’s into tier-2 and tier-3 cities through both company-owned outlets and franchise partners, while also developing new food-led concepts,” Singh told ET.

The group has earmarked ₹200 crore over the next three years for the expansion, with additional investments expected from franchisees. Singh added that synergies will be built across Hunch’s wider portfolio, which spans agritech, commercial real estate, co-working platform The Circle Work, luxury club chain Quorum, air mobility venture FlyBlade, healthcare services, and premium concierge offerings.

The move comes as India’s food services industry recovers from five consecutive quarters of weak demand. Analysts say easing inflation, higher disposable incomes, and growing appetite for western comfort food are boosting investor confidence in the sector.

For IMM, this marks its second exit from India’s dining space. The firm sold its Wendy’s India rights to cloud kitchen operator Rebel Foods in 2023. Founder Jasper Reid said IMM’s UK shareholders were seeking a clean exit from the Jamie Oliver business, which paved the way for Hunch’s complete takeover.

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Swiggy Raises Platform Fee to ₹15 in Select Cities, Zomato Follows with ₹12 Levy as Festive Orders Surge

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Online food delivery major Swiggy has increased its platform fee to ₹15 in high-demand regions, marking its second revision in less than a month. The charge, which includes GST, was raised from ₹14 introduced in mid-August, and earlier stood at ₹12.

The platform fee is a flat levy collected on every order placed through Swiggy and rival Zomato. While modest compared to the average order size of ₹500–600, the charge is an important lever to improve profitability for food delivery companies. Swiggy first rolled out the fee at ₹2 in April 2023 and has gradually raised it in line with rising operating costs.

Zomato, meanwhile, has also revised its fee. On Tuesday, it increased the levy to ₹12 from ₹10. Unlike Swiggy, Zomato’s fee excludes GST. The timing of the hikes comes ahead of the festive season, when order volumes typically see a sharp uptick.

Swiggy’s push to strengthen unit economics follows widening losses. For the April–June quarter of FY26, its net loss doubled year-on-year to ₹1,197 crore, dragged down by heavy investments in its quick-commerce business Instamart. Operating revenue during the quarter rose 54 percent to ₹4,961 crore, while cash outflow stood at ₹1,053 crore, including operating, financing and investing activities.

Industry analysts say the platform fee increases are part of a broader attempt by food delivery firms to balance growth with profitability. Competitive pressures, however, remain strong. Bengaluru-based Rapido has begun testing “Ownly,” a food delivery service with lower commission charges for restaurants, positioning itself as a challenger to the Swiggy-Zomato duopoly.

Both Swiggy and Zomato have refrained from public comment on the latest hikes, but sector experts expect further adjustments to platform fees as delivery volumes rise during the festive quarter.

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“How Profitable Is Owning a Grocery Store? From Kirana Shops to D-Mart, Breaking Down Margins and Money”

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Grocery stores may not always grab headlines like tech startups or luxury brands, but they remain one of the most resilient businesses across the globe. No matter the economic cycle, people will always need food, household supplies, and daily essentials. That stability makes the grocery business attractive for entrepreneurs. But the big question is—how profitable is owning and operating a grocery store?

Understanding the Business Model

Grocery retail is a high-volume, low-margin business. Unlike fashion or electronics, where profit margins can soar past 30%, grocery stores usually work within 2–5% net profit margins. However, what keeps them viable is fast inventory turnover and repeat customers. When hundreds of small-margin products are sold daily, the cumulative profits can add up to a sustainable business.

Profit Margins: Where the Money Really Is

Margins in grocery vary by category:

  • Fresh produce & staples (rice, wheat, pulses): 5–8%
  • Packaged foods & beverages: 10–15%
  • Snacks, confectionery & personal care items: 15–25%
  • Premium or organic products: Up to 30%

The takeaway: a grocery store isn’t just about stocking basics—it’s about strategically mixing low-margin essentials with higher-margin goods to boost profitability.

Operating Costs That Impact Profit

A store’s profitability hinges not just on sales but on how well costs are controlled. Key expenses include:

  • Rent: Urban high-footfall locations are expensive; suburban or neighborhood stores save costs.
  • Inventory: Overstocking leads to spoilage, especially with perishables. Smart inventory management is crucial.
  • Staffing: Small stores often start family-run to cut manpower costs, while larger ones require a trained team.
  • Utilities & technology: Electricity, refrigeration, billing systems, and digital payment setups add to monthly outflow.

On average, a small grocery store can break even in 12–18 months with consistent footfall and disciplined expense control.

Scale Matters: Small Shops vs. Supermarkets

  • Neighborhood Kirana Stores: Often launched with ₹3–5 lakh investment, these family-run shops thrive on loyal, repeat customers and low overheads.
  • Mini-Supermarkets & Franchise Stores: Require upwards of ₹15–20 lakh investment but offer larger margins due to bulk buying and brand tie-ups.
  • Modern Retail Chains (like Reliance Fresh, D-Mart): Operate at wafer-thin margins but win with scale and massive turnover.

For a new entrepreneur, starting lean and scaling gradually is often the safer route.

Strategies to Improve Profitability

  1. Diversify inventory – Add high-margin categories like snacks, dairy, and personal care alongside staples.
  2. Leverage technology – Use POS systems, UPI-based billing, and inventory apps to cut leakages.
  3. Home delivery & WhatsApp orders – Low-cost ways to expand your customer base.
  4. Tie-ups with FMCG brands – Many provide credit cycles, promotional support, and supply-chain benefits.
  5. Customer loyalty programs – Simple discounts or “buy 10, get 1 free” schemes can lock in repeat customers.

Final Word: A Business Built on Consistency

Owning and operating a grocery store is not a get-rich-quick venture. It’s a steady, volume-driven business that rewards patience, discipline, and customer relationships. While margins are modest, the demand is universal and recession-proof. For entrepreneurs willing to manage costs smartly, build customer trust, and adapt to digital retail trends, grocery stores can deliver reliable long-term profitability.

In the end, the business isn’t just about selling essentials—it’s about becoming an essential part of your community.

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Jimmy Choo Brings Back Sydney Sweeney for Autumn 2025 Campaign, Betting on ‘Main Character Energy’ to Drive Global Luxury Sales

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Jimmy Choo has launched its Autumn 2025 campaign with Emmy-nominated actor Sydney Sweeney returning as the face of the British luxury brand. The new campaign continues the label’s focus on positioning accessories as transformative, both in style and in mood, with Sweeney at the center of its storytelling.

Presented through a series of short films and stills, the campaign casts Sweeney in a variety of environments, each shifting to reflect the energy of the shoes and bags she wears. From bold stilettos to sculptural handbags, the visuals are designed to underline the campaign’s theme of “main character energy,” a phrase Jimmy Choo has adopted to highlight glamour as a personal state of being rather than just an aesthetic choice.

Sandra Choi, creative director of Jimmy Choo, described the project as a study in the versatility of modern femininity. “This campaign reinforces the power of shoes and accessories to transform, acting out the possible characters. Glamour, after all, is a feeling,” Choi said.

For Sweeney, who has become one of the most sought-after names in Hollywood and global fashion alike, the campaign adds to a growing list of collaborations. In the past year, she has fronted campaigns for luxury labels, attended international fashion weeks, and built a presence that resonates with younger audiences seeking style that feels both aspirational and accessible.

The Autumn 2025 collection emphasizes dynamic, wearable glamour, a direction that luxury brands are leaning into as they court younger consumers who increasingly define global luxury spending. With this campaign, Jimmy Choo aims not only to highlight its latest products but also to reinforce its role in shaping cultural conversations around identity, self-expression, and the enduring allure of statement accessories.

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