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.
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.
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.
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.
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.
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
Diversify inventory – Add high-margin categories like snacks, dairy, and personal care alongside staples.
Leverage technology – Use POS systems, UPI-based billing, and inventory apps to cut leakages.
Home delivery & WhatsApp orders – Low-cost ways to expand your customer base.
Tie-ups with FMCG brands – Many provide credit cycles, promotional support, and supply-chain benefits.
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.
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.
Bengaluru-based WaterScience, a direct-to-consumer brand specialising in water filtration solutions, has raised ₹1.4 crore from Velocity, the growth capital platform backed by Peter Thiel’s Valar Ventures. With this, the company has now mobilised a total of ₹7 crore from Velocity since 2020.
The new infusion is earmarked for scaling up marketing campaigns, accelerating growth, and foraying into newer product categories beyond its current portfolio. Co-founder Pavithra Rao said the brand, which claims a presence in 2 million households, is eyeing an additional 1 million homes by the end of FY26. “We are committed to innovating across water solutions while expanding aggressively. Velocity’s backing helps us push harder on both reach and product innovation,” Rao added.
Founded in 2016, WaterScience operates in the non-drinking water filtration space, offering products for showers, taps, and whole-home systems. The company has been recording over 100 percent year-on-year growth, with distribution spanning Amazon, Flipkart, Shopify, and more than 1,000 offline retail partners nationwide.
The market for household water treatment in India, pegged at over $3 billion, is still dominated by drinking water purifiers. By focusing on non-drinking categories, WaterScience has carved a niche in areas often overlooked but with high repeat demand. The brand’s scale-up is also reflective of broader D2C momentum in home solutions, as rising awareness around water quality pushes more consumers to invest in household filtration systems.
With fresh funding in hand, WaterScience is expected to intensify its brand visibility in metros and tier-2 cities alike, while also diversifying its catalogue to capture more share of the growing urban water treatment market.
Grocery stores are the backbone of Indian retail. Despite the rise of e-commerce and quick-commerce apps, over 90% of daily essentials in India are still bought from neighborhood kirana stores. For aspiring entrepreneurs, this presents a timeless opportunity. But while the demand is constant, the challenge is starting small without draining your savings. So, how do you set up a grocery store in India at low cost and still make it profitable?
Choosing the Right Format
The first decision is scale. A mini-kirana shop or a localized general store can be launched with as little as ₹3–5 lakh, whereas larger supermarkets require ₹20 lakh and upwards. For a low-cost entry, most entrepreneurs start with:
Small rented shop spaces in residential clusters
Shared spaces or counters inside larger establishments
Mobile grocery vans or carts targeting underserved neighborhoods
Starting lean gives you flexibility to test customer preferences before investing more.
Location Is Everything
In groceries, location can make or break profitability. A shop near housing societies, hostels, or busy street corners ensures steady footfall. Unlike restaurants, grocery demand is recurring—families return weekly or even daily. Choose a spot that balances affordable rent with high accessibility.
Tip: A 150–200 sq. ft. shop is often enough to start. Focus on stocking fast-moving essentials rather than filling every shelf.
Smart Inventory Planning
The trap most first-time owners fall into is overstocking. Instead, begin with core categories—grains, pulses, oils, packaged foods, dairy, snacks, and household items. Gradually expand into niche products (organic foods, frozen goods) once you know your customers’ buying patterns.
Tie-ups with local wholesalers or distributors help cut sourcing costs. Many FMCG brands like HUL, ITC, and Britannia also offer credit cycles and supply support for new retailers.
Keeping Costs Low
Leasing vs. buying: Opt for rental shops to avoid heavy upfront investment.
Basic interiors: Functional racks, freezers, and a billing counter are enough to begin with.
Manpower: Start with family-run operations or 1–2 helpers before scaling up staff.
Digital tools: Use POS software or UPI-based billing apps for smooth transactions without investing in heavy tech infrastructure.
A frugal setup keeps monthly expenses predictable and profits easier to sustain.
Marketing on a Budget
Even kirana stores need branding. Simple steps can build trust:
Distribute leaflets in nearby societies
Offer discounts on bulk purchases
Provide home delivery via WhatsApp or tie-ups with Dunzo/Swiggy Genie
Run loyalty programs like “buy 10, get 1 free” on staples
A local presence, combined with digital payments and delivery, helps you compete with modern retail chains.
Profitability and Break-Even
Margins vary: staples like rice and flour yield 5–8%, while packaged snacks and personal care products go up to 15–25%. With steady footfall, a small grocery store can generate ₹8–15 lakh annual revenue, reaching break-even in 12–18 months. The secret lies in high inventory turnover and building repeat customers.
Final Scoop: Start Small, Grow Steady
The scope for grocery retail in India is massive—urbanization, rising incomes, and the shift to branded packaged goods all play in your favor. By starting lean, choosing the right location, and running operations smartly, you can launch a low-cost grocery store that grows steadily over time.
In a country where “the kirana shop” is part of daily life, the opportunity isn’t going away anytime soon. The question is: are you ready to stock your first shelf and serve your neighborhood?
Global private equity giant Warburg Pincus is preparing a return to the Kalyan Jewellers fold, this time through a stake in its lifestyle jewellery brand Candere. According to people tracking the talks, Warburg is negotiating to buy about 10 percent in Candere for around Rs 800–850 crore. The deal will be structured as a mix of secondary shares purchased from Kalyan Jewellers and fresh equity issued by Candere, with the new capital earmarked for expansion.
Candere, founded in 2013 as an online-first retailer, has been sharply scaling its offline presence under Kalyan’s ownership. The brand, which Kalyan bought into in 2017 for just Rs 35–40 crore, is now valued in thousands of crores. Over the last 18 months, Candere has added more than 70 showrooms and is preparing to open 80–90 more through a franchise-led model. This pivot has helped position it as a mass-market, lifestyle-focused format distinct from Kalyan’s flagship stores.
For Warburg, the deal represents a familiar bet. The New York fund invested Rs 1,200 crore in Kalyan Jewellers back in 2014, followed by Rs 500 crore in 2017, before exiting fully in 2024 after the jeweller’s public listing. A re-entry via Candere suggests confidence in India’s organised jewellery retail, particularly lightweight and branded offerings aimed at younger consumers.
Financials highlight Candere’s fast but uneven growth. In the quarter ended June 30, the brand reported revenue of Rs 66 crore, up 67 percent year-on-year, while net losses widened to Rs 10 crore. Management has indicated that profitability is targeted by March 2026. Parent Kalyan Jewellers, meanwhile, reported consolidated revenue of Rs 7,268 crore in the same quarter, up 31 percent, with net profit rising 48 percent to Rs 264 crore.
The deal, once sealed, would deepen the wave of investor interest in India’s jewellery sector, which has recently seen large fundraises by Giva, Aukera and BlueStone.
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