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ATHLETIFREAK Flexes in India: Mira & Shahid Kapoor Join Mo and Noor Wadhwani to Launch 200-SKU Delhi Store, Expand to 550 in 3 Months

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ATHLETIFREAK Flexes in India: Mira & Shahid Kapoor Join Mo and Noor Wadhwani to Launch 200-SKU Delhi Store, Expand to 550 in 3 Months

US-born luxury activewear label ATHLETIFREAK has made its Asia debut with the opening of its first Indian store at Nexus Select CityWalk, Saket. Founded in 2021 by siblings Mo and Noor Wadhwani, the brand is betting on India’s fast-rising appetite for premium athleisure.

The launch comes with a star-powered push as Mira and Shahid Kapoor have joined not just as brand ambassadors but also as strategic investors. “India is an extremely strategic market for us. The consumer here is fitness-driven and uncompromising on quality or style,” said Mo Wadhwani.

The Delhi store spans 1,200 sq. ft. and debuts with 200 products across fitness gear, leisure wear and hybrid lifestyle apparel. Within three months, the collection will expand to 550 stock keeping units, mirroring the US assortment but tailored with adjustments in fabrication, sizing and design for Indian consumers.

Mira Kapoor described their involvement as a partnership beyond fashion. “Shahid and I are equal partners, both as investors and ambassadors. The idea is to grow a brand that builds a community prioritising health and movement,” she said, adding that marketing will be rooted in community engagement and spread across offline and digital channels.

Globally, ATHLETIFREAK operates five stores in the US and maintains a partnership with Ironman that showcases the brand at international races. The company plans to expand to 12 US stores by 2026. India, however, is expected to become its largest market outside the US, contributing nearly half of global revenues within the next two years. Cities next in line include Mumbai, Bengaluru and Hyderabad.

For Mira, ATHLETIFREAK joins her growing portfolio of ventures, alongside Akind and Dhun Wellness, both of which are preparing aggressive scale-ups in the domestic market.

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Inside the Ice Cream Boom: How Entrepreneurs Can Build the Next Naturals or Jeni’s”

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Inside the Ice Cream Boom: How Entrepreneurs Can Build the Next Naturals or Jeni’s”

There’s something universally irresistible about ice cream. It’s nostalgic, indulgent, and recession-resistant—making it one of the sweetest small business opportunities to explore. In fact, the global ice cream market is projected to hit $114 billion by 2030, fueled by rising demand for artisanal, premium, and health-conscious frozen treats. For entrepreneurs with a creative streak and a passion for desserts, starting an ice cream business can be both profitable and rewarding.

Choosing the Right Business Model

The first step is deciding how you want to serve your ice cream dream. Will it be a brick-and-mortar parlor, a food truck, or a delivery-first cloud kitchen? Each comes with unique advantages. A food truck offers flexibility and lower overheads, while a classic scoop shop builds stronger community presence. Cloud kitchens, on the other hand, are increasingly popular for targeting urban consumers through delivery apps like Swiggy and Zomato.

Pro tip: Start small with a cart or truck to test recipes and consumer response before scaling to a full store.

Crafting Your Product Strategy

The days of plain vanilla are long gone. Today’s customers seek experiences: think vegan gelatos, boozy flavors, or nitrogen-frozen creations. Successful brands like Naturals in India built their following on fruit-based ice creams, while global chains like Jeni’s Splendid Ice Creams thrive by offering quirky, limited-edition flavors.

Balancing innovation with bestsellers is key. Your menu should have both experimental options (for Instagram buzz) and classics (for repeat sales).

Setting Up Operations

Behind the counter, your operations will make or break the business. This includes sourcing high-quality ingredients, investing in reliable freezers and batch machines, and ensuring consistent hygiene standards. Partnering with local farmers or suppliers for milk and fruits not only enhances flavor but also builds a sustainable brand story.

Licenses such as FSSAI (in India) or FDA approvals (in the US) are non-negotiable. Factor in food safety certifications early on to avoid costly delays.

Marketing Your Brand

An ice cream business is inherently social media-friendly. Use Instagram reels to showcase behind-the-scenes scooping, run seasonal campaigns (like mango specials in summer), and collaborate with local influencers. Offline, hosting free tasting events or partnering with cafés can create immediate buzz.

Loyalty programs—like a free scoop after five purchases—work wonders in retaining customers.

Financial Planning

While margins in ice cream are attractive (often 60–70%), initial costs can be significant. Expect to spend anywhere between ₹10–30 lakh in India (or $50,000–$150,000 in the US) depending on your setup. Break-even typically occurs within 12–18 months if you control wastage and maintain steady footfall.

The Scoop on Success

Starting an ice cream business isn’t just about selling desserts—it’s about creating moments of joy. From curating unique flavors to designing Instagrammable tubs, every detail counts. If you’re willing to experiment, adapt, and market with flair, this could be your gateway to a rewarding entrepreneurial journey.

So, whether you’re dreaming of a neighborhood parlor or the next big artisanal brand, now might be the perfect time to turn that sweet vision into reality. After all, the world will never tire of ice cream.

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The Gift Studio Taps Designer Collabs and ₹16,000 Hampers to Power Growth from ₹80 Crore to ₹300 Crore

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The Gift Studio Taps Designer Collabs and ₹16,000 Hampers to Power Growth from ₹80 Crore to ₹300 Crore

Curated gifting brand The Gift Studio, founded by Shivika Goenka, is eyeing a sharp scale-up as it targets ₹100 crore in revenue this fiscal year and projects a threefold jump to ₹300 crore within the next three years. The company closed last year at ₹80 crore and is currently operating at near-neutral EBITDA, with profitability peaking during festive seasons that drive the bulk of its B2B and B2C demand.

The brand has built a portfolio of over 140 curated hampers and 200-plus proprietary SKUs stocked across its offline stores. Its festive catalogue, refreshed multiple times a year, includes gourmet foods, flowers, fragrances, home décor and accessories. Recently, The Gift Studio launched a private-label homeware line featuring mugs, coasters and limited-edition collaborations with designers Anamika Khanna, Bose Krishnamachari and Paresh Maity. The move is part of its push beyond food into lifestyle and wellness, with new offerings such as premium barware, celebration kits and even iconic products like the Saregama Carvaan.

Currently present across 60 shop-in-shops inside Nature’s Basket and Spencer’s outlets, the company is now preparing to launch three exclusive stores. The first will open in Kolkata, followed by Mumbai and Bengaluru. Each outlet, around 1,500 sq. ft., will be designed as an experiential space to allow customers to interact with the products and brand culture.

Digital channels, which contribute 8 per cent of revenue today, are projected to account for as much as 50–60 per cent going forward. The brand is live on Amazon, Flipkart, Myntra, Blinkit and Nature’s Basket’s online platform, with Swiggy Instamart and Zepto to follow. Products are priced between ₹300 and ₹16,000, positioning The Gift Studio as a premium one-stop shop for both everyday gifting and festival-led purchases.

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Anmasa Secures $1.1 Million from Blume, Snow Leopard and Others; Targets Branded Staples in India’s $80 Billion D2C Wave

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Anmasa Secures $1.1 Million from Blume, Snow Leopard and Others; Targets Branded Staples in India’s $80 Billion D2C Wave

Gurugram-based grocery startup Anmasa has raised $1.1 million in a pre-seed round backed by Snow Leopard Technology Ventures, Veltis Capital, Blume Ventures, and Indigram Lab, along with a clutch of angel investors. The capital will help the young brand, founded last year, deepen its hold in the branded staples segment and expand across Delhi-NCR.

Anmasa was co-founded in 2024 by Yatish Talvadia, best known as the founder of Milkbasket, and Shailendra Upadhyay of Veggie India. The company positions itself in the growing market for high-quality staples with a portfolio spanning cold-pressed flours, wood-pressed oils, spices, and dry fruits. Its model blends physical and digital touchpoints: a flagship experiential store in Gurugram sits at the center of operations, complemented by 90-minute home delivery through its online channel.

With the fresh infusion, Anmasa plans to open 10 more stores and micro-processing centers across the region before the current quarter ends. Talvadia said the brand’s distribution strategy is built around trust, with in-store discovery often leading to repeat online orders. “Transparency in food is our core proposition, and physical stores are key to building that trust,” he noted.

The funding underscores the larger momentum in India’s direct-to-consumer sector, which now counts over 800 brands and was valued at more than $80 billion in 2024, according to Statista. Within that, grocery remains among the top three categories, alongside fashion and beauty.

The branded staples market alone is estimated at ₹80,000 crore, historically dominated by heavyweights like ITC’s Aashirvaad, AWL Agri Business’ Fortune, and General Mills’ Pillsbury. Anmasa, alongside other new entrants such as Emami, is betting that consumers are ready to shift from unorganized local players to trusted, branded staples.

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Cumin Co. Raises $1.5 Million from Fireside and Huddle, Bets on Patents and Enviromax™ Tech to Redefine India’s Cookware Market

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Cumin Co. Raises $1.5 Million from Fireside and Huddle, Bets on Patents and Enviromax™ Tech to Redefine India’s Cookware Market

Kitchenware brand Cumin Co. has raised $1.5 million in a fresh funding round led by Fireside Ventures, with participation from Huddle Ventures. The company said the infusion will fuel its research and development efforts, expand manufacturing capacity, and accelerate new product launches as it looks to deepen its presence in India’s home and kitchen segment.

Founded by Niharika Joshi and Udit Lekhi, Cumin Co. positions itself in the premium kitchenware category, with products marketed as toxin-free, naturally non-stick, and compliant with three international safety standards. The brand has already filed three patents, including its proprietary Enviromax™ enamel coating, which it claims enhances durability while maintaining a healthier cooking experience.

With the festive season approaching, the company is preparing to add over 80 new products before the year closes. These will include extensions to its flagship collection and a new range of colours aimed at urban households that are increasingly prioritising design along with functionality in their kitchens.

“Kitchenware in India has traditionally been underserved, despite being an integral part of every home. Our goal is to reimagine the category with innovation-led design and safe materials,” said co-founders Joshi and Lekhi. “This funding gives us the runway to expand our portfolio and create a new benchmark for healthy cookware.”

India’s kitchenware market is witnessing renewed investor interest as demand shifts toward branded and certified products, especially in urban centres. By focusing on direct-to-consumer channels, Cumin Co. plans to build stronger brand recall while widening its distribution footprint in the coming quarters.

Fireside Ventures, which has backed consumer brands across food, wellness, and lifestyle, said the category is poised for rapid growth as younger households trade up from traditional unbranded options to safer, more aspirational alternatives.

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The Burger Company Bets on Small to Go Big: CEO Neelam Singh Unveils TBC PICO, Eyes 500 Outlets and ₹75 Crore Revenue Surge

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The Burger Company Bets on Small to Go Big: CEO Neelam Singh Unveils TBC PICO, Eyes 500 Outlets and ₹75 Crore Revenue Surge

The Burger Company is betting on small formats to go big. The homegrown QSR brand has rolled out a new franchise concept, TBC PICO, designed as a compact, low-cost model that it hopes will fuel aggressive expansion across India. The company is targeting 500 such outlets within three years, its founder and chief executive Neelam Singh confirmed.

The timing is deliberate. India’s quick service restaurant sector is expanding at nearly 20 percent annually, and analysts expect micro-QSRs to account for close to a third of new store openings by the end of the decade. Rising rentals and shifting consumer demand for quicker, more accessible dining formats have made smaller, high-yield spaces an attractive proposition.

For entrepreneurs, PICO comes with an investment tag of ₹7.89 lakh plus taxes, making it 60 to 80 percent cheaper than a traditional QSR setup. Each outlet requires only 80 to 100 square feet and promises breakeven within 8 to 12 months, with projected monthly revenues of ₹3 to 4 lakh. The franchise package covers everything from kitchen machinery and billing systems to branding, training, launch marketing and opening-day stock. Deliveries will be handled by platforms such as Swiggy and Zomato.

Singh noted that menu engineering is central to PICO’s model. Built on historical point-of-sale data, the menu is optimized for a four-to-five-minute order fulfillment time. This approach cuts ingredient inventory by 40 percent while ensuring higher cross-utilization, translating into better revenue per square foot. A controlled localization framework will allow for up to 15 percent regional customization while keeping the rest standardized to preserve brand consistency.

The company, which currently earns 60 percent of its sales from dine-in formats, closed last fiscal with ₹55 crore in revenue and is targeting ₹75 crore this year. With PICO, The Burger Company is placing a bold bet on the future of India’s fast-growing but increasingly cost-conscious QSR market.

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Papa John’s Re-Enters India in October, Plans 650 Outlets to Challenge Domino’s Dominance and Pizza Hut’s Struggles

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Papa John’s Re-Enters India in October, Plans 650 Outlets to Challenge Domino’s Dominance and Pizza Hut’s Struggles

Papa John’s International is preparing a major return to India, setting its sights on building 650 outlets by 2035, despite a cooling fast-food market. The U.S.-based pizza chain, ranked the world’s third-largest delivery brand, will reopen its first store in Bengaluru this October, nearly eight years after shutting down operations in the country in 2017 due to underperformance.

The comeback is being driven by Pulsar Capital, an Indian investment firm, and UAE-based PJP Investments Group, which together hold master franchise rights. “The category is still under-penetrated. India remains years away from saturation,” said Vish Narain, managing partner at Pulsar, underscoring the long-term bet on the world’s most populous country.

Papa John’s is not returning alone. Earlier this year, U.S. rival Little Caesars made its Indian debut with a plan to open 100 outlets by 2030. Both chains enter a market where dominant players already loom large: Domino’s operates over 2,200 stores, Pizza Hut has close to 950, while boutique brands such as Pizza Bakery and PizzaExpress are building premium niches.

The timing, however, comes amid softer consumer spending. Urban middle-class households, the mainstay for global fast-food chains, have slowed discretionary purchases due to sluggish wage growth. Devyani International, one of Pizza Hut’s two franchise partners, has shut down underperforming outlets, while Sapphire Foods has opted for a cautious expansion strategy.

Papa John’s strategy will lean on localizing its menu, with adaptations for Indian palates alongside its signature pizzas. Rivals already tailor menus with regional twists — Domino’s sells chicken tikka pies, KFC offers a paneer zinger, and Subway pushes its potato patty sandwich.

Despite the headwinds, Pulsar and Papa John’s believe India’s 1.4 billion population offers scale few markets can match. The Bengaluru launch will mark the opening move in what could be one of the most ambitious pizza bets in India to date.

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Zomato Parent Eternal Faces ₹40.32-Cr GST Blow, Adds to Past Tax Troubles of ₹803 Cr and More

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Zomato Parent Eternal Faces ₹40.32-Cr GST Blow, Adds to Past Tax Troubles of ₹803 Cr and More

Zomato’s parent company Eternal has been served fresh tax demands and penalties of ₹40.32 crore by the goods and services tax (GST) authorities for the period between July 2017 and March 2020.

The order, disclosed in a stock exchange filing on Monday, points to alleged short payment of output tax and excess availment of input tax credit. Eternal has been asked to pay ₹17.19 crore in GST, along with ₹21.42 crore in interest and ₹1.71 crore in penalties.

The company said it intends to appeal against the order, stressing that its legal advisors see merit in its case. “We believe we have a strong position and do not expect any financial impact,” the company said.

This is not the first time the Gurgaon-based food delivery major has been pulled up by tax authorities. In December 2024, Eternal was slapped with a massive ₹803.4 crore demand from GST officials. Earlier, in April 2024, it received an order of ₹11.82 crore, while in 2023 it faced service tax claims of more than ₹184 crore for the period between October 2014 and June 2017.

The new order comes at a time when Zomato’s financial performance shows both top-line growth and profit pressure. For the quarter ended June 2025, the company reported revenue of ₹7,167 crore, a sharp jump from ₹4,206 crore a year earlier. However, net profit fell to ₹25 crore compared to ₹253 crore in the same period last year, hit by higher expenses and promotions.

With the food delivery giant already navigating multiple tax disputes, the latest demand adds to a growing list of regulatory challenges that continue to shadow its rapid growth trajectory.

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United Breweries to Invest Rs 90 Crore in Telangana’s Nizam Brewery, Adds 0.4 Mn Hectolitres Canning Capacity Amid Surging Demand for Kingfisher, Ultra and Heineken

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United Breweries to Invest Rs 90 Crore in Telangana’s Nizam Brewery, Adds 0.4 Mn Hectolitres Canning Capacity Amid Surging Demand for Kingfisher, Ultra and Heineken

India’s largest brewer, United Breweries Ltd (UBL), is putting Rs 90 crore into a new canning line at its Nizam Brewery in Telangana as it races to keep pace with surging demand for beer in cans.

The facility, expected to be operational within a year, will add 0.4 million hectolitres of capacity on top of the existing 0.5 million hectolitres at the site. The investment, funded through internal accruals, has already cleared all regulatory approvals, including a building permit issued by the Industrial Area Local Authority at Kothlapur earlier this week.

Chairman and managing director Vivek Gupta, who flagged the supply crunch in cans during the Q1FY25 earnings call, said Telangana remains one of India’s most lucrative beer markets and that consumer preference is clearly tilting toward cans. “With this investment, we are confident of gaining market share in this fast-growing format while continuing to serve the iconic taste of Kingfisher, Ultra and Heineken in a way that connects with younger consumers,” Gupta said.

Industry estimates put India’s beer market at around 400 million cases as of mid-2025, with cans moving from the mid-teens to the high teens as a share of volumes in just the past year. Analysts note that premiumisation and at-home consumption have accelerated this shift, making canning capacity a critical lever for growth.

United Breweries currently operates two breweries in Telangana and a network of plants nationwide. The latest expansion at Nizam Brewery underscores its strategy of aligning production with consumer trends, particularly in packaging formats that are gaining ground rapidly.

The company, majority-owned by Dutch brewer Heineken, closed FY24 with steady volume growth despite pricing pressures, and sees the Telangana investment as central to defending its leadership in the country’s competitive beer landscape.

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Zepto, Shaadi.com and Bold Care OOH Collab Proves Outdoor Advertising Can Be Witty, Cooperative, and Culturally Relevant

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Zepto, Shaadi.com and Bold Care OOH Collab Proves Outdoor Advertising Can Be Witty, Cooperative, and Culturally Relevant

Out-of-home advertising in India has mostly relied on large visuals and visibility. A fresh collaboration between Zepto, Shaadi.com, and Bold Care at Noida Sector 52 Metro Station have shown something unique this time.

Together, the three brands created a sequential storytelling experience that turned commuters’ heads and sparked conversations.

The execution is simple yet effective. The first hoarding from Zepto reads: “Tum, mai aur do cup chai, sukoon wala pyaar.” It sets the context with a line about companionship. Right next to it, Shaadi.com follows with: “Tum aur mai, forever wala pyaar,” shifting the message into the territory of lifelong commitment. Bold Care wraps the sequence with: “Bas mai, pleasure wala pyaar.” The arc is complete, playful, and instantly relatable.

The campaign works because of its tone. The phrasing is minimal, rooted in colloquial Hindi, and easy for daily commuters to absorb. Together, the billboards move from one stage of a relationship to the next in under 20 steps of walking distance. For thousands of metro users, it’s not just an ad series. It’s entertainment in the middle of their commute.

For marketers, the bigger lesson lies in collaboration. Rather than contending with one another to attract eyeballs, brands can leverage one another. Various businesses, such as food delivery, matrimony, wellness, and so on, have united to narrate a single storyline. The outcome is greater than it would have been with each of those ads individually.

This campaign also highlights the potential of cross-brand creativity. A combination that looked unlikely on paper has created a cultural impact on the ground. Zepto, Shaadi.com, and Bold Care have turned OOH into a conversation point, showing that collaboration can often achieve more than stand-alone visibility. For the Indian advertising industry, it’s an example worth noting.

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