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House of Beauty Bets Big: Kylie to Add 50 New SKUs, ABH Revenue to Double, Max Factor Taps Tier II & III as Group Eyes 100% Growth in FY26

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House of Beauty Bets Big: Kylie to Add 50 New SKUs, ABH Revenue to Double, Max Factor Taps Tier II & III as Group Eyes 100% Growth in FY26

House of Beauty (HOB), the distributor of Anastasia Beverly Hills (ABH), Kylie Cosmetics and Max Factor in India, is preparing for an ambitious run in FY26 with plans to double its business, powered by aggressive offline and online expansion.

The company already operates more than 250 counters across its three international labels and is present on 10 digital marketplaces. ABH currently accounts for over half of HOB’s revenue, but CEO Rahul Shanker believes the balance is shifting. “Kylie is expanding from a smaller base at an exponential pace. Within the next year it should come very close to ABH in scale,” he said.

The strategy is clear: Kylie, once limited to Sephora, has now rolled out on Reliance Retail’s Tira and will soon debut on Nykaa. ABH, which has been the anchor brand, is strengthening through Nykaa offline and quick commerce, while Max Factor is being pushed deeper into tier II and tier III markets via Lifestyle and an affiliate-driven network.

On the product side, Kylie will see more than 50 new stock keeping units (SKUs) by the end of this fiscal, ranging from lip kits to complexion products. ABH is set to expand its blush and lipstick categories in line with global launches, while Max Factor will sharpen its positioning in affordable premium makeup for emerging cities.

HOB is also leaning on geography. North India has emerged as a top 10 region for both Kylie and ABH, while Delhi and Mumbai continue to dominate tier I sales. Beyond metros, Max Factor is expected to be the growth engine.

Marketing spends remain tightly focused on trend-led launches and influencer-driven buzz. Alongside these brands, HOB owns Boddess and The Honest Tree, though expansion is on hold. Shanker confirmed talks are underway to add at least one new international label this year.

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Amazon and Flipkart Unleash Festival War Chest: New FCs in Delhi, Patna, Varanasi, Agartala, 3.7 Lakh Hires to Handle Record Orders

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India’s online retail giants are gearing up for their busiest quarter, expanding warehouses and adding lakhs of temporary workers ahead of the annual festive sale season. Amazon and Flipkart said on Wednesday that they have together created over 3.7 lakh seasonal roles while setting up new fulfilment centres and last-mile hubs to handle the surge in orders expected around Diwali.

Amazon has opened 12 fulfilment centres across cities such as Delhi-NCR, Bengaluru, Kolkata, Hyderabad, Thane, and Visakhapatnam, along with six sortation facilities in locations including Trivandrum, Prayagraj, and Gorakhpur. The new capacity adds 8.6 million cubic feet of storage, with several cities like Hubballi and Hooghly receiving Amazon fulfilment centres for the first time. Executives said this expansion is aimed at placing inventory closer to customers in Tier-2 and Tier-3 towns, trimming delivery timelines during peak demand.

Flipkart is following suit with new sites in Uttar Pradesh, Bihar, Haryana, and Tripura. Its flagship additions include a 2 lakh sq. ft. centre in Varanasi creating 3,600 jobs, a 4.5 lakh sq. ft. facility in Patna servicing 1,000 pincodes with 1,100 jobs, and a 140-acre distribution hub at Manesar expected to employ 10,000 people. The Walmart-owned company also launched its first grocery fulfilment centre in Agartala, capable of shipping 5,000 daily orders, while new warehouses in Guwahati and Singur strengthen its eastern India reach.

Alongside large warehouses, Flipkart has scaled its quick commerce network to nearly 400 micro-fulfilment centres across 19 cities. Its instant delivery service, Flipkart Minutes, has seen order volumes double every 45 days since launch.

Industry trackers say these pre-festive logistics bets highlight how deeply Amazon and Flipkart are investing in speed, scale, and reach to capture India’s e-commerce gold rush this season.

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Himalaya Wellness Revamps Neem Line, Launches Serum; Targets Gen Z in India’s 25–30% Penetrated Facewash Segment

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Himalaya Wellness Revamps Neem Line, Launches Serum; Targets Gen Z in India’s 25–30% Penetrated Facewash Segment

Himalaya Wellness is reworking its skincare playbook around its flagship Neem line, hoping to strengthen relevance among Gen Z consumers while pushing into premium categories and faster delivery formats.

The company, which launched its Neem facewash nearly 25 years ago, says the variant remains its lead contributor, accounting for over 30 percent of its face care portfolio. Rajesh Krishnamurthy, Business Director for Consumer Products, said the reformulated facewash now carries a five-part Neem extract designed to address recurring acne, an issue increasingly common among young urban consumers. The expansion will also see new extensions including scrubs, packs and a Neem serum set to roll out shortly.

India’s facewash penetration is currently just 25 to 30 percent, leaving room for significant headroom. Himalaya holds between 20 and 30 percent share by volume in this category and is targeting a 300 to 400 basis points gain over the next two to three years.

Premiumisation is another priority. Alongside Neem, Himalaya is introducing Turmeric-based facewash for dark spots and Vitamin C formulations aimed at skin brightening, supported by Aloe Vera and men’s skincare ranges. “Urban markets are showing clear signals of consumers trading up, and we will place sharper bets where the opportunity exists,” Krishnamurthy said.

Distribution continues to remain a strength with Neem products available across 95 percent of outlets nationwide. Online, the channel now contributes 12 to 14 percent of sales, with quick commerce emerging as the fastest-growing lever, making up 30 percent of digital revenues. The brand says the format is particularly well-suited for metro consumers willing to spend on premium launches.

By leaning on influencer-driven campaigns, digital-first communication, and a science-backed positioning, Himalaya is betting on Neem’s legacy while chasing a more style-conscious generation of skincare buyers.

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U.S. Tariff Shock: $48B Indian Exports at Risk as Piyush Goyal Pitches Diversification Drive Across 40 Nations

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U.S. Tariff Shock: $48B Indian Exports at Risk as Piyush Goyal Pitches Diversification Drive Across 40 Nations

India is moving quickly to shield its exporters after Washington’s surprise tariff hike that doubled duties on Indian goods to as high as 50 percent this week. Trade Minister Piyush Goyal on Friday confirmed that the government is preparing a multi-pronged plan to diversify export markets while simultaneously boosting domestic consumption to cushion industries facing the brunt of the move.

The higher U.S. tariffs, effective August 27, are expected to hit Indian shipments worth over 48 billion dollars. Apparel, textiles, gems and jewellery, shrimp, footwear, animal products, chemicals, and electrical machinery are among the most exposed categories. The U.S. currently accounts for nearly one-fifth of India’s 437.4 billion dollars in merchandise exports, making it New Delhi’s single largest trade partner since 2022.

Officials said India is drawing up targeted outreach programmes in 40 countries ranging from traditional markets like the UK, Japan and South Korea to emerging destinations such as Russia and the UAE. The strategy involves mounting trade delegations, participating in fairs and exhibitions, and hosting buyer-seller meets under a unified “Brand India” banner. Export Promotion Councils have been tasked with conducting market mapping and linking production clusters with demand hotspots abroad.

Together, these 40 markets import more than 590 billion dollars’ worth of textiles and apparel annually, while India’s share remains only 5 to 6 percent. Officials see this as the single biggest opportunity to reposition India as a reliable source of sustainable and innovative textile products.

The commerce ministry will also meet industry leaders across sectors, including chemicals and jewellery, to discuss market diversification plans. Parallelly, work is underway on the Export Promotion Mission announced in the Union Budget for FY26, which is expected to give exporters structured support in navigating global trade turbulence.

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Should You Invest in an Ice Cream Franchise in India? Breaking Down Amul, Baskin Robbins and Havmor Models

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From Amul to Baskin Robbins: The Real Scope of Ice Cream Franchises in India’s ₹26,800 Crore Market

India’s ice cream business mixes nostalgia with new-age demand—and franchising sits squarely at the sweet spot. The market reached about ₹26,800 crore (INR 268 billion) in 2024 and is forecast to compound robustly through the next decade, powered by hotter summers, rising disposable incomes, and premium/health-forward formats. For first-time founders who want brand pull without reinventing the wheel, a franchise can be a faster, lower-risk entry versus building from scratch. IMARC GroupMarkNtel AdvisorsRenubClaight

Why franchises work in this category

Indian ice cream is increasingly a 12-month business thanks to delivery and quick commerce, which flatten seasonality and expand late-night and impulse occasions. Platforms like Swiggy/Zomato and dark-store networks have widened access, especially in Tier-2/3 cities, boosting delivery-led sales and subscriptions. For franchisees, this means multiple revenue lanes—dine-in scoops, take-home tubs, delivery bundles, and festival gifting—riding on national brand awareness and tested menus. Claight

Market outlook: big, growing, multi-format

  • Size & growth: Research houses peg the India market at USD ~$3–3.5B in 2024, with double-digit CAGR into the 2030s—healthy headroom for new outlets in under-served neighborhoods and highways. MarkNtel AdvisorsClaight
  • Formats with traction: High-street scoop shops in dense residential areas, mall kiosks for footfall spikes, and delivery-first “micro parlours” with smaller footprints and higher freezer:seating ratios.
  • Menu innovation: Indianized flavors (tender coconut, paan, gulkand), vegan/sugar-free SKUs, and premium hand-crafted lines help lift average ticket sizes while keeping classics for volume.

What it costs (brand examples)

Outlay varies by city, size, and brand, but public references give a ballpark:

  • Amul (multiple formats) cites roughly ₹2 lakh for small kiosks and ~₹6 lakh for ice-cream scooping parlours (excluding real estate deposits and incidentals). Margins differ by category; ice cream typically carries higher % margins than milk. Amul+1
  • Baskin Robbins and Havmor invite franchise enquiries; independent listings indicate low-to-mid teens lakhs as a common starting band for branded kiosks, scaling up for larger parlours. Always verify current fee, equipment package, and working capital with the brand before committing. baskinrobbinsindia.comhavmor.comfranchisemart.inFranchise Discovery

Working capital: plan for opening stock, staff salaries, utilities, marketing, and at least 3–6 months of rent. Delivery commissions and aggregator discounts should be modeled conservatively in your P&L.

Location & seasonality: the operating reality

  • Catchment first: 8–12 minute walk-time radii near tuition hubs, colleges, parks, and family dining clusters outperform. Evenings and weekends are peak—ensure visibility, lighting, and easy parking.
  • Weather swings: Early monsoons can dent urban summer spikes; rural/semi-urban demand often stays resilient. A strong delivery mix and winter-friendly SKUs (hot brownies + ice cream, sundaes, waffles) smoothen sales. The Economic TimesThe Times of India

Unit economics: what “good” can look like

While each brand varies, healthy parlours often target:

  • Gross margins: Ice cream typically supports high product margins; track melt/wastage and portion control.
  • Throughput: 150–300 bills/day in peak months for high-street outlets; 30–50% of orders via delivery in dense catchments (brand and city dependent).
  • Payback: 18–30 months is common for well-run locations with disciplined costs and local marketing. (Treat any faster payback claims skeptically; request store-level financials during diligence.)

Compliance & playbook

  • Licences: FSSAI registration, GST, trade licence, Shops & Establishments, signage permissions; fire safety if seating/oven is involved.
  • SOPs: Temperature logs, hygiene audits, defrost/cleaning schedules, FIFO inventory, calibrated scoops for consistent portions.
  • People: Friendly, fast, photogenic plating sells. Incentivize suggestive selling (cones → sundaes → tubs).

Practical tips before you sign

  1. Ask for data, not just decks. Seek historic outlet closures, average store sales by city tier, and delivery:walk-in mix.
  2. Visit 3–5 franchisees (unescorted). Probe rent-to-sales ratios, wastage, and support quality (supply chain, training, marketing).
  3. Model three scenarios (base, soft, strong). Stress-test with 10–15% lower footfall and 3–5% higher input costs.
  4. Negotiate local marketing. Co-funded launch campaigns, sampling booths, and influencer reels move the needle for first 90 days.
  5. Plan for delivery economics. Craft delivery-only bundles (family packs, party tubs), target high-margin add-ons, and use in-app ads sparingly. Claight

Risks to watch

  • Heat, then rain: Weather can whipsaw monthly sales; smooth with events, school tie-ups, and corporate orders. The Economic TimesThe Times of India
  • Copycat flavors: Lean on brand-approved LTOs (limited-time offers) and neighborhood-specific favourites to retain novelty.
  • Cold chain discipline: A single thaw-refreeze ruins texture and reviews; invest in backup power and temperature alarms.

Bottom line: the scope is strong—if you run it like a business, not a hobby

With a growing, premiumising market and delivery unlocking year-round demand, the scope for ice cream franchising in India is compelling. Established players (Amul, Baskin Robbins, Havmor) bring supply chain, brand trust, and menus that work; your edge is execution—site selection, local marketing, crew training, and ruthless control of wastage. Start with numbers, validate on the ground, and build a store people detour for.

Next steps: shortlist brands, request a detailed franchise disclosure kit, visit top- and average-performing outlets in your target city, and build a conservative P&L before you sign. If you want, I can turn this into a 1-page financial model with CAPEX/OPEX assumptions tailored to your city and brand short-list.

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How to Start an Ice Cream Business in India: Costs, Flavors, FSSAI Rules and Big Brand Playbooks”

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How to Start an Ice Cream Business in India: Costs, Flavors, FSSAI Rules and Big Brand Playbooks”

Few businesses in India capture both nostalgia and aspiration quite like ice cream. From Naturals’ fruit-based scoops to Amul’s affordability and Baskin Robbins’ international flair, the category has evolved into a ₹25,000 crore industry projected to grow at 13–15% annually. With rising disposable incomes, urban café culture, and a surge in demand for artisanal and health-friendly treats, starting an ice cream business in India is not just tempting—it’s timely.

Picking the Right Business Model

The first decision is format. Do you want a small neighborhood scoop shop, a trendy dessert café, a mobile ice cream cart, or a delivery-first kitchen targeting Swiggy and Zomato audiences?

  • Standalone parlors (like Naturals or Havmor) build strong local loyalty but require higher investment.
  • Food trucks and carts are cost-effective entry points for testing flavors and gauging demand.
  • Cloud kitchens are lean and delivery-focused, perfect for metros with high app-based consumption.

Pro tip: Many entrepreneurs start with carts or pop-ups before committing to a full-scale store.

Designing Your Menu and Flavors

Indian consumers love classics like chocolate and vanilla, but innovation drives buzz. Think tender coconut (Naturals’ bestseller), filter coffee (popular in Bengaluru), or sugar-free kulfi for health-conscious millennials. Offering a mix of safe bets and limited-edition experiments keeps customers coming back.

Global players like Jeni’s Splendid Ice Creams thrive on quirky seasonal menus—an approach Indian startups can localize with regional flavors like paan, gulkand, or rasmalai-inspired scoops.

Operations and Compliance

Behind the scenes, quality and consistency matter as much as taste. Invest in:

  • Commercial equipment: batch freezers, blast chillers, and reliable storage freezers.
  • Sourcing: tie-ups with local dairy farms or fruit vendors improve freshness and sustainability.
  • Licensing: secure an FSSAI license, GST registration, and local health permits before launch.

Don’t overlook hygiene protocols—today’s customers value transparency and safety as much as flavor.

Marketing and Branding

Ice cream is inherently Instagrammable. Build your brand around storytelling—highlight artisanal processes, farm-to-scoop sourcing, or unique flavors. Use short-form videos to showcase behind-the-scenes scooping or seasonal launches.

Offline, offer free sampling at malls or college festivals to attract young customers. Loyalty cards and “buy five, get one free” campaigns remain surprisingly effective in India’s price-sensitive market.

Cost and Profitability

Starting costs vary widely. A small cart setup may need ₹3–5 lakh, while a branded parlor with seating can cross ₹20–30 lakh. Margins, however, are strong—often 60–70%—given the relatively low cost of raw ingredients. With smart location choices and efficient operations, many ice cream businesses break even in 12–18 months.

The Sweet Bottom Line

An ice cream business in India isn’t just about selling desserts—it’s about curating moments of indulgence in a culture that celebrates food. Whether you dream of a quirky artisanal brand, a delivery-first model, or scaling into the next Naturals, the market is large and growing.

If you have the creativity to experiment and the discipline to manage operations, this could be one of the most rewarding ventures to scoop into. Because in India, one truth remains timeless: people will always step out for ice cream.

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Baba Ramdev Slams Donald Trump’s 50% Tariff on Indian Goods, Calls for Nationwide Boycott of Pepsi, Coca-Cola, McDonald’s & More

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Baba Ramdev Slams Donald Trump’s 50% Tariff on Indian Goods, Calls for Nationwide Boycott of Pepsi, Coca-Cola, McDonald’s & More

Yoga guru Baba Ramdev has come out strongly against US President Donald Trump’s decision to impose steep tariffs on Indian goods, calling it an act of intimidation and abuse of power. In his conversation with ANI, Ramdev didn’t mince words, describing the move as “bullying” and a “dictatorial step,” and urged people across India to respond with a nationwide boycott of American brands.

He went as far as naming companies like Pepsi, Coca-Cola, McDonald’s, KFC, and Subway, insisting that not a single Indian should be seen supporting them. According to him, if Indians collectively stop purchasing from these global giants, the economic impact in the United States would be so intense that Washington would be forced to roll back its decision. “This blunder of targeting India will backfire,” Ramdev warned, predicting that it could create widespread disruption in the American market and push inflation there to unbearable levels.

Ramdev appealed to citizens to take a firm stand against what he called an unfair 50 percent tariff hike, saying the most effective way to send a message is by rejecting American products altogether.

The controversy stems from Trump’s order to levy additional duties on Indian imports, which officially came into effect on Wednesday, August 27. The White House has justified the move by pointing to India’s continued purchase of Russian oil and military equipment, arguing that such trade indirectly helps Moscow sustain its war against Ukraine. The Department of Homeland Security, in a notification, stated that the tariffs apply to all Indian goods cleared for consumption after 12:01 am EDT on August 27. The action is linked to Executive Order 14329, signed on August 6, 2025, under the title “Addressing Threats to the United States by the Government of the Russian Federation.”

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BhaoBhao Secures $200K to Take Premium Pet Grooming Beyond Mumbai, Eyes Slice of India’s $3.5B Market

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BhaoBhao Secures $200K to Take Premium Pet Grooming Beyond Mumbai, Eyes Slice of India’s $3.5B Market

Mumbai-based startup BhaoBhao has secured $200,000 in funding from a group of angel investors as it looks to scale its pet grooming business to new cities. The company, founded by entrepreneurs Aditi Sanganeria and Anshika Maheshwari, offers in-home grooming services for dogs and cats, carried out by trained professionals.

The model is designed around convenience and hygiene, with staff using sanitized tools and ensuring homes are left spotless after every session. Services are priced in the range of ₹1,500 to ₹2,000, placing the brand in a premium but accessible category for urban households.

Since its launch, BhaoBhao has catered to over 3,000 pet owners in Mumbai and claims a repeat booking rate of nearly 95 percent, a key indicator of customer satisfaction in a largely unorganized market. The company now plans to expand its reach beyond Mumbai, with the fresh funding allocated to hiring, training, and strengthening logistics.

The startup is also preparing for a larger $4–5 million fundraise by the end of this year. That round is expected to accelerate expansion across multiple Indian metros and support the development of value-added services within pet care.

India’s pet care market, currently valued at $3.5 billion, has been witnessing double-digit growth on the back of rising pet ownership, especially in urban areas. Industry reports suggest grooming, boarding, and healthcare are among the fastest-growing segments. BhaoBhao’s founders believe the combination of professional services delivered at home and growing spending on pets gives them a strong opportunity to build a national brand.

The investment marks another bet by early backers on India’s emerging pet care economy, which is expected to grow steadily in the coming years as pets become a larger part of family lifestyles.

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Jewellery Startup Nuyug Bags ₹2.5 Crore Pre-Seed Round Led by Aviral Bhatnagar’s AJVC, Eyes Celebration Wear Market Worth $80 Billion

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Jewellery Startup Nuyug Bags ₹2.5 Crore Pre-Seed Round Led by Aviral Bhatnagar’s AJVC, Eyes Celebration Wear Market Worth $80 Billion

Jewellery startup Nuyug has raised ₹2.5 crore in a pre-seed round led by venture capital firm AJVC, with participation from strategic angel investors. The brand, founded in August 2024 by Ankur Dua and Manali Thareja, is positioning itself in India’s mass-premium jewellery segment, a space that sits between imitation and fine jewellery.

The company said the fresh capital will be deployed to expand sales channels, invest in design-led innovation, and broaden its product portfolio aimed at weddings, festivals, and social gatherings.

In less than a year since launch, Nuyug claims to have achieved an annual revenue run rate of ₹1 crore within eight months. Its catalogue has already crossed 400 designs, with pieces designed to reflect India’s diverse cultural and regional aesthetics. Unlike conventional imitation jewellery, Nuyug’s collections emphasise skin-safe, non-fading gold tones that appeal to consumers seeking both affordability and durability.

“The category has long suffered from poor quality and a broken supply chain. We want Nuyug to be the brand that today’s Indian woman can trust for stylish, safe and celebration-ready jewellery,” said co-founder Ankur Dua.

The brand operates through its direct-to-consumer platform and is also present on major online marketplaces such as Myntra, Nykaa Fashion and Amazon, giving it access to digitally savvy shoppers across metros and Tier-2 cities.

Lead investor AJVC, founded by Aviral Bhatnagar, has been actively backing early-stage ventures with scalable growth models. Its portfolio includes Mithila Foods, an FMCG company rooted in Bihar-origin products.

India’s jewellery market is estimated at over $80 billion, dominated by legacy players and traditional supply chains. Startups like Nuyug are now betting on design innovation and digital-first distribution to win younger consumers who see jewellery as both fashion and investment.

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Nykaa Enters Ulta Beauty-Owned Space NK in the UK; Falguni Nayar’s Firm Posts ₹24 Crore Q1 Profit, Plans Middle East, US Expansion

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Nykaa Enters Ulta Beauty-Owned Space NK in the UK; Falguni Nayar’s Firm Posts ₹24 Crore Q1 Profit, Plans Middle East, US Expansion

India’s largest beauty retailer FSN E-Commerce Ventures, better known as Nykaa, has entered the global stage with the launch of Kay Beauty in the United Kingdom. The brand, co-created with actor Katrina Kaif, made its debut on Thursday across 13 outlets of Space NK, the Ulta Beauty-owned retail chain, and on its online store.

Adwaita Nayar, co-founder and executive director of FSN, confirmed in an interview that the company is studying opportunities in the United States, Middle East and Asia as part of its international rollout. The move places Nykaa in direct competition with global giants L’Oréal SA and Estée Lauder Cos Inc. in one of the most competitive cosmetics markets. Kay Beauty’s portfolio in the UK will blend everyday-use products designed for a wide range of skin tones with niche offerings such as kohl, a staple for South Asian consumers.

The expansion builds on Nykaa’s earlier steps abroad. Last year, it opened its first store in Dubai in partnership with UAE-based Apparel Group, followed by subsidiaries in Qatar and Oman. Founder and CEO Falguni Nayar had earlier underlined that international expansion is central to the company’s strategy.

At home, Nykaa has continued to report strong growth. In the June quarter, the company posted a consolidated net profit of ₹24 crore, a 79 percent increase from the ₹14 crore recorded a year earlier. Revenue from operations rose 23 percent year-on-year to ₹2,155 crore. Shares of FSN are up nearly 40 percent in 2025, compared to a 4 percent gain in the benchmark Nifty 50 index.

The domestic beauty and personal care sector is forecast to reach 34 billion dollars by 2028, up from 21 billion dollars in 2023, according to a Redseer Strategy Consultants report. FSN has set a target to nearly triple gross merchandise value of its in-house brands to ₹60 billion by March 2030 from ₹21 billion in FY24.

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