How Jivana Achieved 5x Growth by Championing Chemical-Free Staples

There are moments in life when purpose emerges from the most personal of experiences. For the founder of Paws for Green, Palak Jain, a casual journey into pet parenthood transformed into a deep realization—one that would lead to a mission to revolutionize the way pets are fed and cared for in India. What started as a personal concern about the quality of pet food evolved into a sustainable business rooted in empathy, ethics, and innovation. This brand is not merely filling a market gap—it is redefining what pet wellness means for a new generation of conscious pet parents.

Palak Jain, Founder, Paws For Green, said, “I realised that the pet food industry had a serious gap—especially when it came to clean, cruelty-free nutrition. I did not just want to put my name on a label; I wanted to solve a real problem and create a revolution in how we feed our pets.”

Premiumization and Product Development

The brand positions itself at the premium end of the pet care market. However, its premiumization is value-driven rather than price-led. All products are made from ethically sourced, 100 percent plant-based, human-grade ingredients. 

The product line currently includes four treat variants and two types of dry dog food, with plans to expand to moisture-rich gravy foods and even pet-friendly ice creams, including options for cats.

"I have tasted my own dog because I would not feed my dog anything that I cannot taste. Today’s pet parents are more emotionally evolved and deeply involved—they would not feed their fur babies anything they could not eat themselves. Trust, transparency, and quality are non-negotiable,” Palak explained.

“We have invested in R&D, consulted with vets and animal nutritionists, and ensured every treat and product is backed by science, not marketing fluff,” She further added.

Omnichannel Retail Strategy

Palak pointed out, “D2C has given us a tight feedback loop with our community—but we are not stopping there.” While born as a D2C-first brand, Paws for Green is gradually evolving into an omnichannel presence. Digital platforms like its website, Amazon India, Flipkart, Blinkit, and pet-specialty marketplaces such as Heads Up For Tails account for 70 percent of current sales. 

However, recognizing the importance of physical experiences, the brand is actively exploring pop-up stores, premium retail partnerships, and experience centers in cities like Mumbai, Bangalore, and Delhi NCR. 

“I want customers to experience our products. Through future experience stores, I envision a space where pet parents can see, touch, and truly understand what a nutritionally balanced, plant-based treat looks like,” she further elaborated. 

Growth and Expansion Outlook

With an 18–22 percent repeat purchase rate, the brand has witnessed significant early traction. 

It aims to reach Rs 3 crore in revenue in the current financial year and has set a bold vision of feeding millions of pets clean food by 2027. Its expansion strategy includes serving Tier I to III cities, regional marketing efforts, and multilingual content to build national awareness.

“Today’s pet parents are more evolved — they understand that pet parenting is about love, responsibility, and making conscious choices. That’s why we are starting in metro cities, where this mindset is growing, and eventually expanding to Tier II cities like Jaipur, where the wave of mindful pet care is just beginning,” Palak highlighted. 

Technological Integration and Personalization

The brand is developing data-driven feeding plans tailored to a dog’s breed, life stage, health conditions, and behavior. Through AI and interactive quizzes, the aim is to provide smarter care recommendations, transforming generic pet food consumption into a customized wellness experience.

Palak stated, “We are working on consolidating data to better target dogs based on their life stages, weights, breeds, and even personal preferences. It is a massive undertaking—one that would not be completed in just a year—because as dogs age, they face evolving challenges like gut health, digestion, bone issues, and more.”

Go-to-Market Strategy

In an industry crowded with legacy meat-based brands and tech-heavy VC-backed startups, Paws for Green differentiates itself through a balance of emotion, ethics, and innovation. 

“Our go-to-market strategy is storytelling backed by substance—an ecosystem where every product stands for a value. And yes, currently we are bootstrapped, bold, and building a Rs 1,000 crore vision,” Palak concluded.

Five-minute delivery is no longer a luxury but an expectation, brands are moving faster, thinking smarter, and localizing better. Habanero, a fast-growing Indian food brand, is doing exactly that — transforming how Indian consumers experience global cuisines at home. From spicy pasta sauces to creamy jalapeno cheese dips, this brand blends international taste with Indian preferences, delivered through various quick-commerce platforms. 

Griffith David, Founder and CEO, Habanero Foods, said, “People crave global products — but with a local twist. We localize by delivering global flavors with an unmistakable Indian touch.”

As consumer behavior shifts toward convenience, speed, and quality, Habanero is riding the wave with 60 percent of its revenue driven by e-commerce and quick commerce channels.

Supply Chain: Invisible Backbone of Q-Commerce

“Quick commerce has solved many of our customer acquisition challenges. Today, we are present in nearly 100 cities, and the rate at which new customers are discovering us is truly exciting.”

While quick commerce platforms have simplified customer acquisition, ensuring consistent product availability across 95–100 cities remains Habanero’s biggest challenge. 

The complexity lies in the multilayered supply chain. To which Griffith added, “Just because we have supplied a product does not mean the customer has access to it. The real challenge lies in managing the entire supply chain, right from our warehouse to the final dark store five minutes away from the consumer. With quick commerce scaling rapidly, keeping up with that complexity is our biggest operational hurdle.”

Trends Fueling Quick Commerce

Ready-to-eat products such as dips, sauces, and wraps are outperforming others as consumers prioritize speed and minimal prep. Furthermore, Indian buyers are increasingly willing to pay for higher quality. 

“Quick commerce is thriving on convenience, and ready-to-eat products are leading the charge. At the same time, Indian consumers are moving up the value chain, demanding higher quality and willing to pay for it. Our strategy aligns with both speed and premium experience,” Griffith explained. 

Habanero is capitalizing on this by offering globally inspired, premium products that deliver both taste and value, aligning with the evolving expectations of the modern, time-starved consumer.

Habanero’s Roadmap

As Indian consumer tastes become increasingly global, there is a growing demand for international flavors tailored to local preferences. Habanero is meeting this demand by delivering import-quality experiences at accessible prices. 

It continues to broaden its SKU range. Simultaneously, global supply chain shifts have opened export opportunities for the brand, particularly in the Middle East, where interest in high-quality yet cost-effective alternatives is rising. 

Griffith elaborated, “Why pay a premium for imported products when we can recreate — and even elevate — the same global flavors right here in India?  It’s the same quality, if not better, at a much better price — and thanks to quick commerce, it’s just five minutes from your home.”

Sustainability: Built on Established Ecosystems

Habanero ensures sustainability by leveraging its existing network of suppliers, initially developed for its Subway franchises across Bengaluru. 

“When we started Habanero, we simply piggybacked on a supply chain that was already world-class. I knew the produce was fresh, the standards were global, and the farming and responsibly managed. That gave us the confidence to focus on flavor, knowing the foundation was rock solid,” Griffith mentioned.

This plug-and-play approach allows them to source fresh, pesticide-free produce from farmers already committed to organic and sustainable farming practices, offering not only quality but also environmental responsibility.

Brands Drive Loyalty, Not Channels

Despite the rise of instant delivery, brand loyalty remains intact. Consumers typically search for their favorite brands across multiple quick commerce platforms. 

Griffith stated, “Consumers are not less loyal to brands — they are less loyal to platforms. I personally check every quick-commerce app to find my favorite product. If it is not there, I might discover something new, but I always start with the brand I trust. In the end, it is the brand that drives loyalty, not the channel.”

Habanero emphasizes the need for distinct brand positioning, especially as white-label products by platforms do not match the resonance of standalone brands.

The New Logistics Driver

The backend of this seamless customer experience is powered by warehouse management systems (WMS). 

“In Quick-Commerce, maintaining a fast turnaround time is critical. You need a strong backend, reliable software, and precise supply chain tracking to ensure timely deliveries and stay ahead of the curve,” Griffith pointed out. 

As Habanero expands its warehouse footprint, technological infrastructure becomes critical to operational efficiency.

2025 Vision For Habanero

Looking ahead, Habanero is targeting a Rs 35–40 crore topline in 2025. With current e-commerce growth at 150 percent, and a 60 percent contribution from online sales (including exports and institutions), the momentum is undeniable.

“I believe e-commerce will see another year of solid growth, especially with the expansion of dark stores. Beyond that, things might start to saturate, but for now, the growth trajectory remains strong,” Griffith concluded. 

In a crowded D2C footwear market, Yoho is carving out a distinct space by championing function over flash. Its mission? To create sneakers that do not just look good but are useful. Today, Yoho serves over 70,000 customers every month — and they are only just getting started. From Blinc, India’s first hands-free sneakers, to SOS, its slip-on sneakers with stretchable laces, the brand is redefining everyday footwear with comfort, innovation, and real-world usability at its core.

“We began as a footwear brand focused on premium comfort at accessible prices, blending functionality with innovation. When it comes to sneakers, we have distinctly positioned ourselves in the market by bringing sneakers that just do not only look good but also bring in better functionality to the customers,” said Prateek Singhal, Co-founder and Ahmad Hushsham, Co-founder and CEO, Yoho.

Product Depth and Differentiation

With over 700 SKUs in its catalogue, Yoho is gearing up to expand even further by entering the Kids and Sports footwear categories.  

The brand’s primary differentiator is its proprietary FootPharma™ insole technology. Prateek added, “Our proprietary FootPharmaTM brings day-long cushion and arch support, something which memory foam insoles do not have, and they lose their cushion value in a period of 3-4 months, whereas FootPharmaTM promises cushioning and comfort which lasts up to 1-1.5 years.”

Operational Resilience and Growth Metrics

Ahmad stated, “Since inception, we have experienced 4x growth annually, with revenue increasing nearly 12x year-over-year. This growth is a result of our focus on delivering trustworthy, high-quality products.” 

In FY24, Yoho closed at Rs 45 crore, and the brand is targeting Rs 110 crore in FY25. 

The roadmap includes catalogue expansion and aggressive offline channel development, including partnerships with 2,000 MBOs and the launch of EBOs and kiosks across key Tier I and II cities. He further added, “ With one kiosk being launched in Delhi NCR and one EBO in Barnala, where we look forward to offering an enhanced customer experience through innovative use of technology.”

Quick Commerce Surge

Yoho products are available on its website and leading marketplaces like Amazon, Flipkart, Myntra, Nykaa, Ajio, and TataCliq. 

Prateek pointed out, “Currently, 20 percent of Yoho’s sales come through its website, while 70 percent is driven by marketplace platforms. The remaining 10 percent is expected to be captured through quick commerce and emerging offline channels.”

The brand has also entered the quick commerce space via Blinkit and has already achieved 400 percent growth in this segment within a month, underscoring the demand for instant access to quality footwear.

The D2C Advantage

Prateek emphasized, “It is not just us, the D2C model has empowered many a brands to connect directly with customers, curate the entire journey, and respond swiftly to feedback.”

The D2C model has enabled the brand to stay agile, consumer-focused, and innovation-driven. For us at YOHO, it has been key to building a strong brand presence, scaling efficiently, and innovating faster,” Ahmad further elaborated.

Regular customer feedback loops have allowed it to iterate quickly and stay ahead of market demands, offering solutions that are both relevant and scalable.

Marketing and Community Strategy

Yoho follows a digital-first marketing approach, anchored in performance marketing, influencer collaborations, and content creation. 

The Co-founders disclosed, “We focus on community engagement through initiatives like Scene Hai, which includes pop-ups, open mic nights, and collaborative art projects-highlighting emerging talent, something we deeply believe in at Yoho.”

As the brand grows offline, it plans to include both BTL and ATL advertising in its playbook.

Upcoming Launches and Innovations

Yoho has a series of exciting launches lined up across categories such as Kids and Sports footwear. 

 Ahmad revealed, “We have been looking at an extensive open footwear range, new styles in the Loafers and sneakers range for both men and women.” The brand is also introducing new styles in loafers, open footwear, and a superhero-themed line, expected to drive further engagement and expand market appeal.

Vision 2030: Where Yoho Is Headed

Looking ahead, Yoho’s ambition is crystal clear — hit Rs 1,000 crore in revenue by 2030 and capture 10 percent of the Indian footwear market. 

The Co-Founders signed off, “With the growth and positive feedback we've received, we are all geared up for rapid scaling.”

India’s beauty aisles are bursting with organic skincare brands promising glowing skin and glass-like complexions. But when it comes to hair care? There’s a noticeable void. Despite the diversity of Indian hair types and textures, the segment has long been dominated by age-old legacy brands offering one-size-fits-all products—leaving behind a market starving for innovation.

In 2018, this very gap led two childhood friends, Dhruv Madhok and Dhruv Bhasin, to take the plunge into an uncharted territory and launch Arata, a premium hair care brand focused on safety, efficacy, and most importantly—Indian consumers.

The Accidental Beginning

The Arata story began not in a boardroom, but at a wedding. Specifically, at Madhok’s wedding in January 2016, when Bhasin brought along a homemade hair gel whipped up by his mother. As a courtesy, Madhok gave it a try—and was stunned. Not only did it hold his hair perfectly, but unlike most commercial gels, it didn’t leave behind damage, dryness, or that telltale white residue. The secret? Organic flaxseeds.

That one sample sparked a radical idea: if this gel could perform just as well—or better—than what was on the shelves, why weren’t more such products available?

“There was no hair care brand developing specialized solutions for hair in India,” Madhok shares. “Legacy brands existed but relied on a ‘one size fits all’ approach for all hair types.”

And just like that, the duo found their purpose: to create high-performing, toxin-free hair care solutions tailored specifically for Indian hair and scalp types.

Disrupting a Neglected Market

The first product Arata launched was their now-iconic organic hair styling gel. It was a bold move. Styling products had long been plagued with side effects like hair fall and whitening, but no one had dared to disrupt this subcategory—until now.

“We saw that all hair styling products always caused hair fall, hair whitening. We knew that that was one particular subcategory that was ripe for disruption and needed innovation,” Madhok adds.

That first launch became a proof of concept. From there, Arata expanded into shampoos, conditioners, hair oils, and in 2021, even curly and wavy hair solutions—an underserved niche that resonated with countless consumers across the country.

Over the next six years, the brand evolved from a kitchen experiment to a household name—securing funding, onboarding Bollywood star Taapsee Pannu as brand ambassador, and even making it to Shark Tank India.

Playing to Strengths

Unlike skincare, where competition is intense and new brands launch almost daily, hair care is a less crowded battlefield. That worked to Arata’s advantage. The brand gained a first-mover edge by focusing on hyper-local product development—factoring in India’s climate, water quality, pollution levels, and even grooming rituals like oil massages (chumpy) and excessive brushing.

“We believe that there aren't too many independent challenger brands out there in the hair care space who are focusing on making hair care solutions the way we are—formulating products specifically for Indian consumers. This is how we differentiate ourselves,” Madhok says.

The Rocky Road to Brand Building

Of course, the journey wasn’t without challenges. In the early days, finding the right formulator, ensuring consistent quality, and building a reliable team were uphill tasks. While the brand saw initial traction on its own website, growth plateaued—until the founders made a strategic pivot to marketplaces.

“We have figured out some creative solutions and workarounds. I think that's kind of common for all startups out there,” Madhok shares, highlighting the brand’s resilience.

They also shifted focus from niche segments like styling to more mass-oriented daily-use products—shampoos for dandruff, solutions for hair growth—catering to a larger audience base.

Obsessed With Quality

Behind the scenes, Arata runs a tight ship. Their in-house formulation team works closely with suppliers to develop products with precise specifications—right down to the grade and origin of each ingredient. Manufacturing is executed by transferring tech and protocols to vetted partners, but quality control remains in-house.

“We specify the ingredients and the suppliers of those ingredients to the manufacturer to ensure checks and balances. We also have a quality control team to overlook the quality and efficacy of our products,” explains Madhok.

All products are dermatologist-approved and in vitro tested, with some undergoing in vivo testing to ensure the highest standards of performance and safety.

Growth, Fueled by Tech and Insight

Arata isn’t just another clean beauty brand—it’s tech-first at its core. From using software to track inventory and competitive pricing to leveraging AI for video content, subtitles, and advertising optimization, Arata is pushing the envelope in digital D2C.

The brand also runs consumer feedback loops using open-ended surveys. Word cloud generators then extract recurring themes and insights to guide marketing narratives.

This insight-led approach has paid off. Arata tripled its revenue in the last fiscal year, launching products like the Super Shampoo and expanding into quick commerce and e-commerce platforms to broaden its consumer base.

A Life-Changing Shark Tank Pitch

In 2023, Arata appeared on Shark Tank India and walked away with a deal of Rs 1 crore for 1.33 percent equity and 0.67 percent advisory equity from sharks Vineeta Singh and Namita Thapar. But the benefits went far beyond funding.

“After the show, the brand searches went up, and we got a lot of recognition both on the personal and company level. We moved to a bigger office and our team grew from 30 to 85 people. It was a fantastic experience,” Madhok recalls.

The exposure brought credibility and accelerated growth, helping Arata scale up operations and strengthen its leadership team.

Fueling the Next Phase

With $4 million in recent funding from L’Oréal BOLD and Unilever Ventures, Arata has big plans. The funds are being channeled into three critical areas: R&D, content and marketing, and top-tier hiring across departments.

Today, 70 percent of Arata’s revenue comes from e-commerce and quick commerce, while 30 percent is driven by their website. Interestingly, the founders see quick commerce not just as a sales channel but also as a tool for brand awareness and visibility.

Although the heart of Arata remains in hair care, it has also branched out into skincare with sunscreens, face washes, and body washes. But the priority is clear.

“Eighty percent of R&D and marketing efforts all go towards hair care, and 20 percent will go to other categories like sunscreen and body washes where we can acquire customers and then eventually lead them up to hair care products,” Madhok shares.

Looking Ahead

With an ambitious revenue target of Rs 100 crore for the current fiscal year, Arata is now laser-focused on becoming India’s most specialized and premium hair care brand. The roadmap includes deeper e-commerce penetration, product innovation, and strategic hiring.

But offline expansion? That’s on the cards too—just not yet. The brand plans to enter physical retail once it hits Rs 250 crore in annual revenue.

“We want to build the most specialized and premium hair care brand for Indian consumers,” Madhok concludes.

From a humble flaxseed gel to a tech-first, category-defining disruptor, Arata is more than a beauty brand—it’s a movement to reimagine hair care for India, by India.

In a market ruled by minimalist aesthetics and Western silhouettes — think Caprese, Lavie, and American Tourister — bags with a bold Indian identity were conspicuously absent. For a country that’s been a global craftsmanship hub for centuries, the irony was hard to miss. Handcrafted Indian bags did exist, sure, but were often written off for their lack of functionality. That’s the gap the husband-wife duo, Disha Singh and Pradeep Krishnakumar, spotted back in 2016, and Zouk was born.

Fast forward to today, and Zouk is more than just a bag brand. It's a celebration of Indian artistry, a cruelty-free fashion statement, and an entrepreneurial success story that’s only getting started.

Where It All Began

The seed for Zouk was planted during a trip to Kutch, as part of Disha's course at IIM Ahmedabad. Amid the vibrant textiles and local craftsmanship, one truth became glaringly obvious—Indian consumers loved the aesthetic of these local handicrafts but hesitated to buy them.

Why? Because the products weren’t practical for daily use.

“There was no brand that offered Indian prints with modern functionality for the Indian woman,” says Krishnakumar. “That’s when we knew—we had to change that.”

Neither Singh nor Krishnakumar came from manufacturing or traditional business backgrounds. Their first hurdle? Bringing their product vision to life.

“At the beginning, branding wasn’t our priority. It was more about: why should a modern Indian woman choose us?” recalls Krishnakumar.

With product prototypes ready, the duo hit the exhibition circuit—participating in over 50 events across India. It was grueling but game-changing. The exhibitions gave them first-hand feedback and validation. Encouraged by the love their bags received, they made a gutsy move: shutting down the exhibition model entirely and going all-in on digital.

And it paid off.

The Vegan Pivot

Before launching, the founders came across unsettling visuals of animal-based leather manufacturing. That was it—Zouk would be 100 percent vegan, no exceptions.

Instead of compromising on style or durability, they doubled down on innovation. They designed products that would seamlessly match everything an Indian woman wears, be it jeans, kurtis, or saris.

“Our prints and color palettes are rooted in Indian culture. We're proud to say our bags are not just made in India—they look unapologetically Indian,” Krishnakumar says.

Zouk has collaborated with over 1,000 artisans who specialize in handcrafted work. The D2C model allowed them to provide consistent employment, unlike traditional setups where work is seasonal or ad hoc.

“We’ve worked with artisans to enhance their techniques and improve output. It’s not just business—it’s a partnership,” adds Krishnakumar.

Fueling Growth with Funds — and Star Power

In October 2024, Zouk raised $10 million from Aavishkaar Group. The investment was laser-focused on three goals:

1. Building brand awareness
2. Expanding offline retail
3. Hiring top talent

To amplify its brand voice, Zouk roped in actor Kriti Sanon as its brand ambassador. “Kriti is self-made, aspirational, and modern—just like the Indian woman we’re designing for,” Krishnakumar explains.

The partnership has been “super positive,” boosting the brand’s visibility ahead of festive seasons.

Zouk has been methodically building its online presence. You’ll find its products on Amazon, Flipkart, Myntra, Nykaa Fashion, Meesho, and even on quick commerce platforms like Blinkit, Zepto, and Swiggy Instamart.

“Our own website drives the biggest chunk of sales, followed by marketplaces. Quick commerce is growing fast,” says Krishnakumar.

In fact, Zouk now even has its own Android app, and it’s doubling down on a pan-India offline presence. From metro cities like Delhi, Mumbai, and Bangalore to Tier 2 and 3 cities like Lucknow and Hubli, Zouk is going where the demand is.

Quick Commerce: The Surprise Powerhouse

From Mother’s Day to Women’s Day to Secret Santa, Zouk bags are becoming a go-to gifting option.

“It’s proudly Indian, stylish, vegan—and has purpose. Customers love gifting it,” says Krishnakumar.

But gifting isn’t the only driver. A growing chunk of sales comes from self-consumption—sling bags for brunches, clutches for weddings, and office bags for the 9-to-5 hustle.

Zouk isn’t just India’s most followed handbag brand on social media—it’s also among the most engaging. Every campaign, every launch is designed in collaboration with its community.

“Customers tell us what to do next—literally. Our Women’s Day campaign features them as the face of the brand,” Krishnakumar notes.

The latest buzz? A collab with stylist Rhea Kapoor—an idea that also came from the brand’s loyal fan base.

“This isn’t about chasing Western trends. We’re pushing the design envelope, but staying rooted,” he adds.

Global Dreams, Local Love

Zouk has one mission: to become India’s most loved bags and luggage brand across online and offline platforms. The next step? Global expansion—starting with the Middle East, Europe, and the US.

“In the next 2–3 years, you’ll see Zouk going global. But India remains our main focus—we want to dominate the market here, across all channels,” says Krishnakumar.

And there’s more: The founders are gunning for a milestone that would make their journey come full circle—an IPO in India.

“We want to be a made-in-India brand that’s loved around the world, and big enough to go public. That’s the dream,” Krishnakumar signs off.

The spark that lit Kettle Studio’s global journey was more than just a love for snacks—it was a daring idea to infuse Indian culinary artistry with international flavor icons. This vision came to life spectacularly through a collaboration that turned heads and tantalized taste buds: Kettle Studio x Tabasco. Together, they crafted a snack that didn’t just blend spice and crunch—it blended cultures, traditions, and expectations.

For Kettle Studio’s founder, Tushar Parekh, this was not merely a product launch. It was a statement of intent: that Indian snacks can have their hold on a global stage, not by diluting their identity, but by elevating it. 

Tushar Parekh, Founder, Kettle Studio said, “It is been an exciting ride — starting with kettle-cooked chips, we have grown to a presence in 20 countries, launched innovative products like air-fried chips, and forged collaborations like Tabasco. The journey has been about pushing boundaries, learning from consumer feedback, and steadily building a brand that stands for quality and innovation.

Market Positioning and Global Ambitions

Kettle Studio strategically positions itself at the intersection of premiumization and innovation within the Indian FMCG sector. 

Tushar explained, “Indian brands have evolved significantly in the FMCG space, with innovation, premiumization, and global collaborations driving their success. At Kettle Studio, we’re blending artisanal craftsmanship with world-class flavors to cater to an increasingly discerning audience, both in India and abroad.”

The brand has made substantial inroads internationally, with a presence in 20 countries and a clear roadmap to expand to over 100 countries within the next five years.

He further added, “Indian brands are now competing on quality, innovation, and storytelling—factors that resonate globally. With growing international demand for authentic, gourmet Indian products, the time is ripe for homegrown brands to take center stage.”

The Tabasco Collaboration and Upcoming Launches

The partnership with Tabasco was born out of a shared commitment to bold flavor and authenticity. The collaboration has been positively received by Indian consumers, elevating the brand’s profile and reinforcing its premium positioning. 

“Collaborations with iconic brands like Tabasco also help us tap into proven flavor profiles while adding our own twist. We listen to our urban, adventurous consumers and test bold combinations to ensure every bite feels exciting, unexpected, and distinctly Kettle Studio,” Tushar elaborated. 

Looking ahead, the brand continues to explore similar partnerships and is set to introduce more globally inspired flavors to keep pace with evolving consumer preferences.

Differentiation in the Premium Segment

In the premium snacking category, Kettle Studio competes by blending globally relevant flavor profiles with India-centric culinary sensibilities. The use of premium ingredients, unique textures, and small-batch processing techniques allows the brand to cater to consumers who demand indulgence with authenticity. 

Tushar pointed out, “The premium snacking category has long been dominated by international giants, but Indian brands like Kettle Studio are reshaping the market. Our strength lies in globally relevant flavors, small-batch craftsmanship, and premium ingredients — something global brands which chase the masses just cant cater to.” 

Digital Strategy 

The D2C retailing channel plays a vital role in the brand’s distribution strategy. It enables Kettle Studio to directly connect with consumers, gather real-time feedback, and showcase its entire product portfolio.

“Online retail is crucial — it amplifies our reach beyond physical borders, supports our global ambitions, and caters to urban consumers who value convenience and variety. It is a key driver in building brand loyalty and scaling our presence efficiently,” The Founder mentioned. 

E-Commerce and Quick Commerce Penetration

“We are active in e-commerce, leveraging platforms to reach a wider audience across India and beyond. Quick commerce is a natural fit for our urban, on-the-go consumers who crave instant access to premium snacks,” Tushar commented. 

The brand is optimizing for fast delivery models while also planning to enter international online marketplaces, aligning with its 100-country expansion vision.

Meeting Urban Consumer Expectations

Kettle Studio responds to changing consumer behavior — particularly in urban markets — through a combination of clean-label product development, premium ingredient sourcing, and a focus on texture and flavor innovation. 

“At Kettle Studio, we stay ahead of evolving tastes by blending clean-label transparency, global flavor innovation, and healthier indulgence—because every bite should be honest, exciting, and deeply,” Tushar stated.

Products such as air-fried chips with 50 percent less fat demonstrate the brand’s responsiveness to health-conscious indulgence.

Innovation and the “Better-for-You” Trend

“Flavor innovation is indeed our heartbeat, “ Tushar commented. The brand’s product development strategy centers on constant experimentation and keeping a close watch on global food trends. 

Moreover, collaborations with iconic global brands enable Kettle Studio to integrate established taste profiles with local flair while continuously iterating on health-forward offerings that retain premium indulgence.

Tushar pointed out, “Our team experiments relentlessly—whether it’s fusing Thai Sweet Chilli with Lime and Basil or crafting a Mature Cheddar and Red Onion blend. Collaborations with iconic brands like Tabasco also help us tap into proven flavor profiles while adding our own twist.”

5-Year Roadmap

In the next five years, Kettle Studio aims to become a global Indian snacking brand. With a roadmap built on international expansion, strategic flavor innovation, and consumer-centric product development, the company is positioning itself as a disruptor in the premium FMCG category. 

“Our expansion plans include deepening our presence on major e-commerce platforms, optimizing for quick-commerce delivery, and exploring international marketplaces to support our goal of reaching 100+ countries. We’re committed to making Kettle Studio accessible wherever snack lovers are,” Tushar concluded. 

Inspiration doesn’t always strike in boardrooms — it often arises from quiet moments of empathy. For Ganesh Sonawane, the spark behind Frido was not born from market trends or spreadsheets but from designing a wheelchair for a Paralympic athlete while working at Arcatron Mobility. What began with a modest Rs 15 lakh investment has now evolved into a benchmark for ergonomic wellness and mobility solutions across India.

Ganesh Sonawane, Co-Founder and CEO of Frido, shared, “In the D2C ergonomic and mobility solutions segment, we are among the most visible and trusted names. Our contribution lies in creating awareness, pushing innovation boundaries, and making dignified mobility more mainstream.”

D2C and Omnichannel Synergy

“Being a D2C-first brand gave us complete control over the consumer journey—from product development to feedback loops. That foundation helped us build trust and agility,” Ganesh explained.

The brand has since matured into a robust omnichannel presence, with availability on its website, marketplaces like Amazon and Flipkart, and even quick commerce platforms such as Blinkit, Zepto, and Swiggy Instamart. Frido is now present in over 1,000 retail outlets across India.

A significant milestone in this journey is the upcoming launch of Frido’s first experiential store in Pune.

He further added, “The space will go beyond traditional retail. It will offer consultations with licensed podiatrists, free foot scanning using the world’s fastest foot scanner, and detailed GAIT analysis. Based on each individual’s foot profile and mobility needs, we’ll recommend the right Frido products—making the experience both personalised and medically relevant.”

Target Markets and Demographics

Frido primarily targets a pan-India audience, with a significant focus on Tier I cities. Ganesh explained, “These markets have shown early adoption of wellness-driven, ergonomic products and a higher awareness of overall health.”

However, the brand is actively expanding into Tier II and III markets through both online and offline efforts, recognising the untapped demand in these regions.

Frido’s audience spans a wide range—from individuals with medical mobility needs to those simply seeking everyday ergonomic comfort.

“Our products are designed for people looking for comfort while sitting, sleeping, or walking. We communicate with our audience by focusing on practical and everyday solutions that improve daily life and provide lasting comfort,” he added.

Product Portfolio and Differentiation

Frido’s catalogue boasts over 422 SKUs across categories such as mobility aids, ergonomic footwear, orthopaedic cushions, and smart seating solutions.

Ganesh noted, “Frido’s USP lies in delivering smart, ergonomic solutions that solve real, everyday problems—whether it’s back pain, poor posture, long hours of walking, or mobility-related needs. All our products are research-backed, clinically aligned, and thoughtfully designed for Indian consumers.”

One of its standout offerings is the Wedge Plus Cushion, which continues to be the top revenue contributor.

Sales Channel Contributions

Frido’s website contributes nearly 70 percent of total sales, highlighting the brand’s strong D2C connection.

E-commerce and quick commerce platforms contribute another 25 percent, enabling convenience-driven purchases, while offline retail currently represents about 5 percent of revenue.

“Offline retail, though a smaller share, plays a strategic role in visibility and customer trust. This balanced mix allows us to stay agile and meet consumers across various purchase moments,” Ganesh pointed out.

Growth, Revenue, and Vision

With a triple-digit year-on-year growth rate, Frido has surpassed Rs 200 crore in annual recurring revenue (ARR).

“This year, we are focused on sustaining that momentum by deepening our product portfolio, entering adjacent categories like footwear, and strengthening our retail presence—both online and offline,” Ganesh shared.

Product Innovation and Launch Roadmap

Frido has recently expanded its product catalogue with new additions including Frido Baby Shoes, the Shower Chair Pro, Mouse Wrist Support, and the Cervical Butterfly Pillow.

“We are constantly innovating to address everyday comfort and mobility needs,” Ganesh said.

Upcoming innovations will further strengthen the brand’s position in the footwear and foot-health categories, leveraging its existing success with insoles.

He added, “We are actively expanding into the footwear category, with several new products focused on solving foot-related issues through ergonomically designed solutions. This is a natural progression for us, considering the success of our insoles. We see immense potential in offering daily-wear footwear that blends comfort, science, and style.”

Driving Mobility Awareness in India

Frido is spearheading efforts to make mobility aids a mainstream topic in India. From launching the country’s first travel-friendly shower commode wheelchair to developing smart recliner beds, GAIT-analyzed footwear, and pressure-relief cushions, the brand is reshaping how India views and adopts mobility solutions.

“We’re contributing to the category’s growth by identifying lifestyle gaps and introducing products like Indian-to-Western toilet converters, electric wheelchairs, recliner beds, walking sticks, and pressure-relief cushions. Our goal is to offer premium, well-designed solutions at accessible prices—available both online and offline,” Ganesh commented.

Frido’s Five-Year Roadmap

The brand’s long-term vision is to become a global leader in ergonomic solutions.

“By leveraging global partnerships and local distribution networks, we aim to make Frido products accessible to millions worldwide. We also plan to expand our product range, integrate advanced technologies, and cater to a broader spectrum of needs,” Ganesh concluded.

Frido has already begun its expansion into the UAE, with the US and UK markets next on the horizon.

Celebrating 25 years of operations in India, Acer has not only witnessed the country’s digital evolution but has actively shaped it. From being one of the earliest brands to champion personal computing and gaming in India to venturing into lifestyle electronics and AI-powered solutions, Acer has firmly positioned itself as a future-forward brand. The company’s journey has been marked by key milestones that underline its commitment to innovation, accessibility, and sustainability.

Shaping the Digital Future of India

“Acer’s journey in India over the last 25 years reflects our focus on relevance, resilience, and responsibility,” said Sudhir Goel, Chief Business Officer, Acer India. “From introducing high-performance gaming PCs to enabling tech-driven classrooms, we’ve grown with India’s digital aspirations.”

Indeed, the brand has been at the forefront of India’s gaming revolution, offering powerful gaming laptops to a rapidly expanding community of enthusiasts. Its efforts in supporting education through interactive smart classroom solutions have also made a tangible impact on tech-enabled learning across schools and institutions.

Acer’s diversification into enterprise and government computing through its Altos range has further strengthened its role in building critical digital infrastructure. Additionally, the company has entered the consumer lifestyle segment with Acerpure, a range of smart home appliances that reflects the growing demand for connected living in India.

Expanding Horizons: From PCs to Lifestyle Technology

Driven by a vision to deliver holistic technology experiences, Acer has gone beyond personal computing. “Our expansion into lifestyle electronics is rooted in our commitment to innovation and the evolving needs of modern consumers,” noted Goel. “We’re not just selling devices; we’re delivering smarter living solutions.”

The launch of Acerpure marked a significant move toward creating healthier and more efficient living environments. The product line includes air and water purifiers, smart TVs, vacuum cleaners, air fryers, and ACs—all built to deliver comfort, connectivity, and control to Indian homes. By complementing its computing lineup with smart home solutions, Acer is building an integrated tech ecosystem that spans work, learning, and home life.

A Robust Product Portfolio

Today, Acer’s offerings span across laptops, desktops, monitors, tablets, gaming devices and accessories, servers, AI-powered systems, and lifestyle products under Acerpure. This diverse portfolio caters to students, professionals, gamers, businesses, and homeowners alike.

Goel adds, “We are constantly investing in AI-driven computing, which we believe is the future. Our upcoming launches will focus on sustainability, intuitive user experiences, and cutting-edge design across categories.”

Retail Expansion and Experiential Stores

With the opening of its 250th exclusive brand store in Delhi, Acer is on track to exceed 300 stores across India by early 2025. This aggressive retail expansion reflects Acer’s push to enhance physical customer engagement.

“Our retail strategy is all about experience,” explained Goel. “These stores are not just sales points; they’re immersive hubs where customers can explore our entire ecosystem hands-on and receive expert assistance.”

In addition to exclusive outlets, Acer has partnered with leading chains such as Croma and Vijay Sales, and continues to strengthen its presence through multi-brand outlets and authorized resellers. This hybrid approach ensures greater accessibility and personalized service across geographies.

Capturing Growth in Smaller Cities

Recognizing the increasing digital appetite in smaller markets, Acer is actively investing in Tier II and III cities. “These regions are seeing a surge in demand for gaming, education tech, and remote working tools,” stated Goel. “They now contribute significantly to our overall revenue and are vital for our growth.”

To tap into this opportunity, Acer is customizing its product offerings, strengthening service infrastructure, and building region-specific marketing strategies to resonate with the aspirations of consumers in these fast-growing cities.

E-Commerce and the Omnichannel Advantage

While Acer’s physical stores drive experience-based engagement, the brand’s e-commerce strategy ensures nationwide accessibility. Acer has a strong presence on Amazon and Flipkart, leveraging these platforms to reach tech-savvy consumers seeking convenience and speed.

“E-commerce is a vital pillar of our growth,” Goel affirmed. “It allows us to serve customers across India, especially those without easy access to physical retail. Our digital-first approach is helping us bridge this gap effectively.”

By maintaining a balanced omnichannel strategy, the brand ensures that both online and offline touchpoints offer a consistent and engaging brand experience. “We’re also exploring innovations that will further enhance omnichannel shopping—whether it’s virtual product demos, live chats with experts, or faster fulfillment through local hubs,” he shared.

A Vision for the Next Five Years

As Acer steps into its next chapter, the brand is poised to lead in several strategic areas: AI-led innovation, immersive gaming, smart home expansion, and deeper regional penetration. Local manufacturing—supported by India’s Production Linked Incentive (PLI) scheme—will also play a key role in Acer’s roadmap.

“Our vision is aligned with India’s digital and green economy goals,” Goel emphasized. “From sustainable product design to scalable tech solutions for enterprises and consumers, we’re committed to empowering the next wave of tech transformation.”

Fragrances tell a story, unlock a memory, or wrap you in an emotion. This idea is not just poetic flair for Nisara—it forms the very foundation of the brand’s philosophy. Spearheaded by co-founders Tarvinder Pal and Paresh Gondkar, Nisara is not merely a perfume brand—it’s a storyteller in a bottle. At a time when the Indian fragrance landscape is expanding at breakneck speed, the brand has emerged as a fresh, disruptive force, delivering affordable luxury perfumes to Indian consumers with an unmatched sensory experience.

Tarvinder Pal and Paresh Gondkar, Co-Founders of Nisara, said, “We have found a space between the mass market and ultra-luxury, offering high-end fragrances that remain within reach. Our strategy combines digital storytelling with community-driven content, making luxury feel real and personal.”

Market Positioning and Vision

India’s fragrance market is projected to generate revenue of $325.64 million in 2025. This segment is expected to witness an annual growth rate of 2.48 percent (CAGR) between 2025 and 2030.

The co-founders added, “India’s perfume market is changing rapidly with the rise of beauty trends. Consumer preferences are shifting toward a ‘fragrance wardrobe’ approach, where scent selection depends on mood or occasion.”

Nisara strategically positions itself between mass-market and ultra-luxury categories.

They further noted, “While most brands tend to lean toward either ultra-premium or mass-market segments, we offer high-end formulations at an accessible price point. What sets us apart is our emphasis on fragrances that are not only distinctive but also universal—crafted for Indian households, climate, and preferences.”

Nisara’s Digital Shelf

The brand leverages its D2C platform to offer a personalized shopping experience. Tarvinder elaborated, “E-commerce has given us expansive visibility, enabling us to grow as quickly as we have and to be seen by more consumers.”

Nisara is available across leading e-commerce platforms including Amazon, Nykaa, Myntra, Purplle, and Flipkart. However, its website contributes the highest share of sales.

Amazon offers extensive reach. Paresh explained, “Platforms like Nykaa and Myntra appeal to more brand-conscious shoppers, aligning well with our premium positioning and further strengthening our brand image. All these platforms are essential for reaching diverse customer segments and supporting our overall growth and success.”

This multi-channel presence enables the brand to serve a broad customer base.

Revenue Targets: Rs 100 Cr

The co-founders stated, “Our primary goal is to achieve meaningful growth and expansion.” Nisara aims to reach Rs 100 crore in revenue within the next three years.

The brand is also planning to open 20 new stores and increase annual unit sales from 1 lakh to over 3.5 lakhs this FY.

They further commented, “This expansion will be driven by a combination of retail growth, stronger brand positioning, and increasing customer loyalty. We remain focused on delivering exceptional products and remarkable experiences to meet our ambitious sales and revenue goals in the years ahead.”

The brand has already made its presence felt in international markets such as Iran, Egypt, and Turkey, with additional expansions on the horizon.

Offline Strategy and Retail Touchpoints

In addition to operating stores in Pacific Mall and Hyderabad, Nisara is present in over 50 offline Purplle stores. Tarvinder noted, “This has provided us with valuable insights into how consumers engage with our products in physical spaces. These learnings have reinforced our belief in the power of offline experiences—especially in a category as personal as fragrances.”

The brand plans to open exclusive retail outlets to offer holistic, immersive brand experiences.

Demographics and Reach

Paresh stated, “We are constantly evolving based on our customers’ choices, especially the growing passion for fragrances.” The brand’s extensive logistics network enables deliveries to over 27,000 pin codes across India, ensuring widespread accessibility.

The core audience includes millennials who appreciate premium yet accessible fragrances.

Additionally, the co-founders observed, “We’re closely monitoring how Gen Z is reshaping the fragrance space with bold, experimental preferences. Our upcoming launches are crafted with Gen Z in mind—featuring playful notes and quirky blends that capture their vibrant spirit.”

Overcoming Industry Challenges

Fragrance longevity—a common concern among Indian consumers—was a major challenge. Nisara addressed this by launching perfumes with 30 percent oil concentration. Tarvinder emphasized, “We introduced our Oud Collection—Smoky Oud and Leather Oud—which quickly became customer favorites due to their long-lasting scent.”

Moreover, while most Indian perfumes offer a shelf life of three years, Nisara extends this to five years using premium ingredients sourced from France, the UK, and Italy.

“By offering a longer shelf life, we assure consumers that they are investing in a high-quality, long-lasting product,” he further stated.

Solving the Online Sampling Barrier

“To enhance our D2C experience, we focus on providing detailed scent descriptions, relatable fragrance personas, and ingredient highlights to help customers better visualize each scent,” the co-founders explained.

To reduce the barrier to trial, the brand introduced 15ml discovery sets and travel-sized products. Nisara also provides personalized customer support, reinforcing a comfort-first approach.

Marketing and Retail Tactics

Experiential branding lies at the heart of Nisara’s retail strategy. By hosting influencer store visits and offering visually engaging product displays with complimentary samples, the brand drives foot traffic and boosts conversions.

“This hands-on approach—combined with curated offers and exclusive promotions—has significantly improved conversions. It allows us to leave a lasting impression while offering personalized experiences that result in stronger sales,” Paresh concluded.

Golf in India has long been a sport admired from afar — aspirational, elite, and just a bit out of reach. That is where Golfoy steps in. Born from a simple yet striking realization, this e-commerce venture is redefining the way Indian golfers shop, play, and perceive the game. It started with a mission: to make authentic golf gear accessible to everyone in India. 

According to Statista, the Indian Golf Equipment market is expected to generate a revenue of $3.20 billion in 2025. It is anticipated that the market will experience an annual growth rate of 6.16 percent (CAGR 2025-2029).

“The golf market in India is steadily growing, with increasing participation and rising interest from younger players. With the emergence of global golf tournaments, India presents a huge opportunity for the sport to flourish. We aim to be at the forefront of this growth by offering quality products and making golf more accessible,” said Tushar Narang, Founder, Golfoy.

Making Accessible

The brand founders recognized a key gap — golf enthusiasts lacked access to reliable, high-quality equipment, particularly outside of metro cities. To bridge this gap, we created Golfoy — an e-commerce platform dedicated to providing original golf equipment with competitive pricing,” Tushar pointed out. 

50+ Brand Partnerships

The brand has partnered with more than 50 global and domestic brands in its catalog, including Callaway, TaylorMade, Titleist, Mizuno, and J.Lindeberg. 

Tushar explains, “Merchandising with these renowned brands allows us to provide golfers with authentic and high-performance products. It has helped us establish credibility, attract a loyal customer base, and become a one-stop destination for all golfing needs in India.”

Vast Product Portfolio

From clubs and balls to gloves, apparel, and accessories, Golfoy houses everything a golfer might need. “Our focus is to provide golfers with high-quality, 100 percent original products at competitive prices,” Tushar stated.

What makes them unique? Their dual focus: individual customers and bulk buyers. Corporate gifting, customization, and a price match guarantee set them apart, reinforcing their USP of quality and affordability.

Homegrown Hero: Viper

Tushar emphasized, “Most top golf brands import their products, leading to high costs that can be a barrier for new players. To bridge this gap, we introduced Viper Golf—a brand that is entirely made in India, offering top quality golf gear at competitive prices.”

To make golf accessible to new players, Golfoy introduced its in-house brand — Viper Golf, 100 percent made in India. Viper offers premium products at approachable price points. 

Demographics and Geographics

While metros like Delhi, Mumbai, Bengaluru, and Hyderabad remain their strongest markets, Golfoy is seeing increasing traction in Tier II and III cities. Tushar added, “North India has consistently contributed the highest sales.”

The brand caters to a highly refined audience — ultra-high-net-worth individuals (UHNI) aged 30-60, business leaders, CXOs, and government and military officials. 

Tushar elaborated, “Our clientele includes prominent names such as founders of major corporations like MRF and top executives across industries.” Many of them are Rolex customers. 

“While we serve seasoned golfers, we are equally committed to making golf more accessible to aspiring players by offering competitively priced, original products. Our platform bridges the gap between global golf brands and Indian golfers, ensuring quality and authenticity for every level of the game,” He further added. 

Rs 20 Cr Milestone

Despite golf being a niche market with around 1 lakh active players in India, Golfoy has achieved remarkable growth, closing this year with Rs 20 crore in revenue. 

The Co-Founder explained, “This year, we are closing at a revenue of Rs 20 crore, driven by strategic brand partnerships, strong marketing efforts, and a relentless focus on customer satisfaction. By offering 100 percent authentic products, competitive pricing, and exceptional service, we’ve built a loyal customer base that continues to fuel our growth.”

Overcome Challenges with E-commerce Retailing

The brand’s website is its primary sales channel, giving customers access to a virtually unlimited inventory — something physical retail struggles with. 

Tushar pointed out, “One of the biggest challenges in retailing is limited space — physical stores cannot display an extensive range of products, unlike an e-commerce platform that offers unlimited virtual shelf space. By operating online, we ensure that golfers have access to a wide variety of products without the constraints of physical retail, making shopping more convenient and efficient."

“Our e-commerce platform has been instrumental in our growth, enabling us to reach a nationwide audience. Currently, most of our sales happen through our website, but we are also exploring other online marketplaces and quick-commerce platforms to further expand our reach,” He further elaborated.

2025 Vision

With a 20 percent revenue growth target in 2025, the brand is laser-focused on becoming a full-stack solution for golf lovers.

“In 2025, Golfoy plans to go beyond just selling products. We are eyeing sponsorships for tournaments and hosting demo days across India to connect directly with golfers on the ground — something a traditional pro shop cannot achieve,” Tushar stated. 

Five-Year Outlook

Currently rooted in India, Golfoy is preparing to take its swing overseas. “With golf being a growing sport and entering the Olympics, we believe more people will want to try it, even if not professionally. There's significant potential in recreational or 'fun' golf, and we believe Viper Golf, our in-house brand, can cater to this emerging demand globally,” Tushar concluded. 

Down the line, its goal is to evolve into a leading global golf e-commerce platform. The focus will be on Southeast Asia and the Middle East, continuing to prioritize authenticity, affordability, and strong customer engagement.