Deepak S.

☕🌿 **The Tea Industry in India: A Call for Resilience and Innovation** 🌱☕ The Tea Association of India (TAI) has issued a stern warning about the challenges facing the tea industry, signaling a potential return to the "dark phase" reminiscent of the early 2000s. Stagnant prices, oversupply, and a growing gap between demand and supply are posing significant obstacles to the industry's growth and sustainability. 📉 **Stagnant Prices**: With prices remaining flat for years, tea estates are finding it increasingly difficult to cope with rising input costs. The need for innovative solutions to address this issue is more pressing than ever. 💼 **Market Concentration**: The dominance of a few key players in the market has led to a "race to the bottom" in terms of prices and quality. It is crucial for the industry to focus on value creation rather than engaging in price wars. 🌏 **Quality Concerns**: Quality issues in exports and the influx of cheaper teas from other countries have added to the industry's challenges. Elevating the quality standards and promoting the health benefits of tea could help mitigate these concerns. To combat these challenges, the TAI has proposed measures such as regulating tea waste in the domestic market, limiting the import of subpar teas, and promoting tea's health benefits. These initiatives could help reduce oversupply and improve the overall quality of tea in the market. 🌿 Let's come together as an industry to embrace resilience and innovation. By working collaboratively and embracing change, we can pave the way for a brighter future for the tea sector in India. 🙌🍵 🌿🚀 Let's rise above the challenges and brew a prosperous future for the tea industry in India! 🍃💪 #TeaIndustry #Resilience #Innovation #QualityMatters 🌍 Indian Buyers Purchase Green Tea Blends/Elixirs at: www.byahutgold.com 🛒 Use the Coupon Code "GT100" to Get an additional 10% Off. 🌎 International Buyers Buy at: www.byahutgreentea.com 🌐 Importers visit: byahutgreentea.com/exports

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The Indian beverage market is abuzz with Coca-Cola's latest move toward an asset-light approach for its bottling operations. In a high-profile negotiation, the Bhartia family of Jubilant Bhartia Group, alongside Goldman Sachs, is poised to acquire a 40% stake in Hindustan Coca-Cola Beverages (HCCB). This partnership marks a significant step in the evolving landscape of India’s beverage sector, with implications for Coca-Cola’s strategic vision in one of its fastest-growing markets. The deal, valued at approximately Rs 12,500 crore ($1.5 billion), is structured as a partnership, with both the Bhartia family and Goldman Sachs funding the purchase through a Special Purpose Vehicle (SPV). Goldman Sachs, using its alternatives unit, is reportedly investing via a structured instrument with a targeted return of 20% IRR. Meanwhile, the Bhartia family is looking to raise substantial financing through mutual funds and banks to support their part of the stake acquisition. The deal is expected to leverage convertible preference shares, with conversion likely timed around an anticipated HCCB IPO in the next 2-3 years. By structuring this investment as a convertible instrument, Goldman Sachs secures a flexible position that can provide lucrative returns if the company goes public, while also providing a clear exit strategy. For the Bhartias, the acquisition represents an opportunity to broaden their portfolio beyond Jubilant’s current ventures in food services and pharmaceuticals. With Coca-Cola selling off its direct bottling operations, the market is witnessing a transition similar to PepsiCo's model, which outsourced bottling to Varun Beverages. This move not only reduces operational risks for Coca-Cola but also positions HCCB for a strong valuation in its anticipated IPO. The sale allows for price discovery and capital generation, potentially paving the way for Coca-Cola to strengthen its brand reach through a leaner, franchise-led structure. The Bhartia family and Goldman Sachs’ stake acquisition in HCCB could reshape Coca-Cola's presence in India and bolster the Bhartias’ influence in the beverage market. For investors, this partnership and the expected HCCB IPO signal an evolving opportunity as India's beverage sector continues to expand with rising disposable incomes and growing consumer demand.

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“The Indian Packaged Milkshake Market Report- April 2024” In the last 4 years of helping over 40+ food and beverage brands grow and scale, we realized there was a huge gap when it came to understanding how particular categories behave and function in the ecosystem. There were 2 major problems: 1. The information is scattered all over the place 2. The industry reports are way too expensive and unaffordable for most brands and startups. To solve this, we decided to create our own one-of-a-kind reports. We also wanted to leverage our strong connection of resources all over India which includes Media Agencies, Co-Packers, Manufacturers, Ingredient Suppliers, Flavour Houses, Packaging Vendors, Label Manufacturers, Distributor Networks, and Brand Strategists. And, we’re proud to state that you’ll find exclusive insights and insider information from the above-stated industry professionals and experts throughout the report. To not further stretch this post, wrapping up this post by announcing D2P Consultancy’s report on the Indian Packaged Milkshake Market. This is our sincere attempt at creating a solution for anyone and everyone truly passionate about the Indian food and beverage industry. Lastly, a huge thank you to our Experts who took out their valuable time offered exclusive insights, and helped us create this one-of-a-kind report. Isha Dhoble Vandana Tandan Jyoti Sagar Sontakke-Gokhale Aseem Aggarwal Pankaj Dargad

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News Headline from Leading Financial News Papers, Friday, 26 April 2024 •'Sebi gives approval to CRISIL subsidiary for ESG ratings •Voda Idea a national asset, FPO sets stage for 2.0: Birla •Hyundai to rev up India capacity to tap rising demand •Price cuts in India hit Unilever's growth in soaps, laundry space •Indian economy stands out with strong show: Finance Ministry •Adani Group's Vizhinjam Port gets ministry nod to run India's first transshipment operations •REC Ltd secures Japanese green loan of Rs 3,200 crore •Aditya Birla Group's m-cap tops Rs 8.1 lakh crore •PE Advent International queues up for a stake in Apollo 24/7 •Adani in talks with Rabobank, MUFG, SMBC and DBS for $400-million green capex push •Tata's iPhone casing plan may boost India's $300 bn electronics export goal • Dalmia Bharat shares crack after Q4 net profit tanks 47.5% •Bharat Forge jumps on double upgrade from BofA Securities, analysts see 18% upside • JNK India IPO: Issue subscribed 28.13 times, QIBs regain lead on final day • MAS Financial Services jumps 7% on robust Q4 earnings, AUM crossing Rs 10,700 crore • 'Maruti Suzuki Q4 Preview: Net profit may soar 50% as sales surge on higher SUV mix •Milk, cereal prices to add to Nestle’s woes with coffee, cocoa prices already at record highs • Nestlé India to form JV with Dr Reddy’s for nutritional health solutions • IndusInd Bank Q4 net profit jumps 15% to Rs 2,349 crore, declares Rs 16.50 dividend • 'Vodafone IPO pre-open session sees chaos, traders say some bids not accepted by system •Cyient Q4 results: Net profit rises 16% to Rs 189 cr • Bajaj Finance Q4 results: Net profit rises 21% to Rs 3,825 cr, Rs 36 dividend declared • CRISIL's wholly owned subsidiary gets Sebi nod for ESG rating • Excess capital may drag Bajaj Finance's return on equity in FY25 to below long-term guidance • Bulk deals: Fidelity Emerging Markets fund sells stake in Restaurant Brands Asia • Rising US yields spark concerns for global equities amid economic uncertainty. What this means for Indian markets • High single digit to low double digits revenue projections for FY 25: Syngene CEO • Indian Hotels Company: Well positioned to ride the industry upcycle • Divi's Labs inks long-term supply deal, plans up to Rs 700-crore capacity addition • Samsung Electronics launches second season of Samsung Innovation Campus •Pernod CEO sees sales growth outside struggling US and China • Will improve EBITDA margin in FY25: Laurus Labs • IndiGo enters wide-body space by placing order for 30 Airbus A350-900 aircraft • TCS CEO K Krithivasan says AI can kill most call centres: Report • IPO market in India unmatched when compared to rest of the world, says PwC's Eric Janson

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Embracing Modern Trade: Lessons and Opportunities for FMCG Companies 🚀 Modern Trade (MT) is a massive opportunity for FMCG companies, contributing around $15 billion annually in India, accounting for 15-20% of the total FMCG market. This figure is expected to double to $30 billion over the next 5-7 years. But, are companies evolving fast enough to harness this growth? 👥 Flashback to 15-20 years ago: I remember working with industry leaders like Procter & Gamble, Marico Limited, L'Oréal, and @HUL as they quickly adapted to the emerging MT landscape. Back then, we advised many of these companies on creating dedicated MT organizations, processes, and systems. It's gratifying to see their meticulous execution in stores today, with top-notch merchandising and promotions, clean displays following planograms, and well-trained promoters. Yet, not all companies have fully adapted. Many struggle with identifying winning products, pricing, and packaging. Even more concerning, a large chunk of MT growth is driven by an increase in the number of stores rather than same-store growth. With the current wave of store closures and transitions (e.g., Big Bazaar to Smart Bazaar), the underlying challenges are becoming more evident. 🛠️ Consider These Challenges: Lack of Insights: Companies often don’t have clear visibility on what’s working. Is a promotion effective? Which visibility campaign delivered results? Data baselining is tough but essential. Weak Data Skills: Unlike digitally evolved companies, many FMCG organizations struggle with basic data analytics, relying on outdated tools like Excel. Promotion Strategy: Relying on last year’s promotion plans without analyzing historical performance hinders innovation and effectiveness. Broken Processes: Permanent Journey Planning (PJP) is often delegated to junior sales officers, leading to inefficient store visits and poor resource allocation. Underutilized Resources: Despite increasing the number of in-store promoters and merchandisers, companies often lack the mechanisms to ensure their efficient use. 🌟 What Needs to be Done? Develop a Comprehensive Strategy: Craft a robust MT strategy focusing on consumer needs, competitive insights, and promotion effectiveness Enhance Employee Capabilities: Invest in training key account managers & sales teams, focusing on data interpretation & negotiation Leverage Data Analytics: Build MT analytics function Rigor in Execution: Strengthen in-store promotions and trade marketing execution through better resource management and real-time feedback loops. 🔍 Stay Tuned! In upcoming posts, I’ll dive into critical areas such as Customer Trade Marketing, In-Store Promoter Effectiveness, Data-Driven Decision Making in MT. Collaborate & contribute. 🚀 #FMCG #ModernTrade #Retail #CustomerMarketing Arup Ray Aniruddha Talapatra Reliance Retail Bajaj Consumer Care Marico Limited UnileverDmart ( Avenue Supermart Limited.) Godrej Consumer Products Limited Meenakkshi Dange

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GTM with Girish ⏩ #11 New Product Development in the CPG industry If there is one thing that we have learnt in the last 2 decades about consumer preferences; it's that they are constantly evolving. The modern generations get bored real quick and are spoilt for choices. This leaves no choice for brands but to constantly innovate and experiment. There are several factors that can make or break a new product in the market like timing, competitor reaction, category trend and much more. But in this edition, I want to emphasize on increasing your chances to get a new product launch successful. Following the right approach increases the probability of a positive consumer outlook. Using the Nigerian FMCG market as the reference point, here is how to approach new product development: 1. Market Research: Understand consumer needs, preferences, and market trends to identify potential opportunities. Primary research conducted in various sub-markets tell you the various local taste preferences that can be flirted with as an existing brand. For example - East Nigeria has high consumption of Crayfish, whereas the North is inclined towards beef, suya. 2. Product Development: Iterate, reiterate and create ‘the’ product that addresses identified market needs and aligns with your brand strategy. Brand, Product and Regulatory teams need to work in tandem to get the desired output. 3. Testing and Validation: You probably will have 2-3 different versions basis different formulations and need to find the winner. Conduct AB product testing’s to understand the version which is set to go head-to-head against the best alternate in market. This is a crucial litmus test of the quality, functionality, and appeal to the target audience. 4. Brand Positioning: Develop a clear positioning strategy that differentiates the product from competitors and resonates with the target market. It can be a new flavour, it can be competitive pricing, or it can be new communication basis TG insight. But it 100% needs a competitive advantage. 5. GTM Strategy: Create a comprehensive marketing plan including pricing, distribution, promotion, and advertising strategies. I personally believe you should pilot the product in a limited environment to monitor and learn closely about trade and consumer reactions and make necessary adjustments. 6. Launch Execution: Execute the launch plan, including product distribution, advertising campaigns, and promotional activities. Some early metrics that need to be closely monitored first few months are Distributor Reorders, Redistribution Reorders, Social Media Reactions, BTL activity feedback. Launching a new product in the Nigerian FMCG market requires a deep understanding of local market dynamics, consumer behaviour, and regulatory environment. Leveraging strategic insights via cross-functional coordination, businesses can position their products for success in Nigeria's dynamic and fast-growing FMCG market. #consumer #fmcg #nigeria #npd

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#FMCG leaders - STOP TAKING INDIAN CONSUMER FOR A RIDE For years, major FMCG BRANDS HAVE CONTROLLED Indian households through convenience and clever marketing—pumping consumers with SUB-STANDARD, LOW-QUALITY, UNHEALTHY PRODUCTS under the guise of “healthy” benefits that were outright misleading. Kirana shops were silent partners. The untold rules: “STOCK LEADS TO SALES” and “HAMMER FALSE CLAIMS UNTIL CONSUMER BELIEVES them” Here’s the reality check: QUICK COMMERCE and SOCIAL MEDIA have disrupted, democratized, and transformed the FMCG landscape. Consumers are now INFORMED, EMPOWERED, and DONE with being taken for granted and misled. FMCG brands, kirana shop owners, and the government—it’s time to wake up or GET LEFT BEHIND. ## FMCG Brands: STOP BLAMING - EARN BACK CONSUMER TRUST • TRANSPARENCY IS NON-NEGOTIABLE: Consumers are FED UP with hidden ingredients and false health claims. Start being HONEST about what’s inside. Drop the sugar, additives, and processed junk—OR GET READY TO BE REPLACED by cleaner, more transparent brands. • STOP BANKING ON BLIND LOYALTY: Loyalty is DEAD. Today’s consumers want HEALTH, QUALITY, and ETHICS—not empty promises. If you can’t innovate with products that truly resonate, prepare to watch your market share slip away to brands that can. • GO DIGITAL—FAST: Quick commerce isn’t a threat; it’s a TOOL. Embrace it, or get outplayed by brands that leverage digital channels and data to stay relevant. Your consumers have moved online—WHY HAVEN’T YOU? #KiranaShop Owners: WORK FOR THE CONSUMER NOT THE BRAND • BE THE LOCAL TRUST HUB: People trust you. Stock brands that are HONEST and HEALTH-FOCUSED. Become the go-to for QUALITY, not just convenience. • PARTNER WITH HONEST BRANDS: Consumers want alternatives to cheating brands. Build relationships with ethical brands that match new consumer values. Become known for QUALITY, not just the same old products. • DIGITIZE TO COMPETE: Small steps matter. List your shop online, offer home delivery, and STAY CONNECTED with your customers. Quick commerce can’t replace your local credibility—USE IT TO YOUR ADVANTAGE. Government: PROTECT CONSUMER INTEREST • MANDATE HONEST LABELS: Enforce strict standards on health claims. STOP BRANDS FROM MISLEADING CONSUMERS. If you don’t protect them, you’ll FURTHER lose credibility. • EMPOWER KIRANA SHOPS: Support local stores with incentives for digital tools and training. KEEP THEM COMPETITIVE in an online world where big players dominate. • FOSTER LOCAL, ETHICAL BRANDS: Give small, honest brands a leg up. INCENTIVIZE SUSTAINABLE PRACTICES and help these businesses reach more consumers. ##BottomLine FMCG ecosystem is transforming because CONSUMERS ARE TRANSFORMING. Quick commerce has given consumers CHOICE, SPEED, and INFORMATION. The era of taking consumers for granted is OVER. Embrace transparency, empower kirana stores, and support honest brands. THAT’S THE FUTURE OF FMCG #RatneshJain Revant Himatsingka (Food Pharmer)

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"The south appears to be at the vanguard of a broader demand recovery in post-Covid India, with the five states that lead in several socio-economic metrics registering healthier sales of both discretionary and fast-moving consumer goods (FMCG) in comparison with the rest of the country. Global consumer research firm Kantar’s latest report showed consumers in the south spent the highest on FMCG products, with an additional ₹2,261 spent per person on an average in 2023, compared with 2022. It also said the total number of shopping trips nearly doubled in 2023 from the previous year, with an exponential 185% growth in FMCG pack purchases. The data is for Andhra Pradesh, Karnataka, Kerala, Tamil Nadu and Telangana. “This uptake in purchase signifies increased purchasing power and consumer confidence in the region, driving demand across various FMCG categories,” the report said. Companies said demand has improved for the entire country too, since January-March. The Retailers’ Association of India (RAI) reported growth rates in the west and north matching that of the peninsula only in April, with the south being India’s best-performing region in the past 12-15 months. RAI tracks retail-level sales growth across categories every month. In April, retailers in the south expanded sales 5% year-onyear against a 4% pan-India growth rate. In December, there was 7% growth in the south compared with 4% pan-India, RAI data showed. RAI chief executive Kumar Rajagopalan said the peninsular region is reporting better growth even for discretionary categories due to a far higher younger population and high disposable incomes. For FMCG, the growth is expected to be better as supermarket penetration is twice the rate of the rest of the country and this ensures higher shelf space for all categories of new products, he said. Chief executives said the southern recovery has been faster due to far greater concentration of new-age sectors such as startups and tech companies, which employ a young workforce that can easily afford higher discretionary expenditure. Manufacturing investment too has been robust, while remittances from overseas have bounced back after the pandemic in states such as Kerala. Marico chief executive Saugata Gupta told ET the south might be expanding faster due to more urban centres. The FMCG industry’s growth rate has been led by urban markets for five quarters till last calen dar year, while rural growth became higher only in January March. “This fiscal, the north will pick up in tandem with the rural sales recovery that has started. Growth rate in the east is low, while the west has become saturated,” he said." Full report: https://lnkd.in/g-q4rsW3

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For everyone in the food ecosystem in India 🇮🇳 So, last month we D2P Consultancy published a 108-page research report on the Indian Packaged Milkshake Market - 2024. Why? >>Because in the last 4 years of helping over 40+ F&B brands grow and scale, we realized there was a huge gap when it came to understanding how particular categories behave and function in the ecosystem. >>There were 2 major problems: ▶️ 1. The information was scattered all over the place. ▶️ 2. The industry reports were way too expensive & unaffordable for most brands and startups. >>To solve this problem: ▶️ 1. We created bite-sized content on our social media platforms. ▶️ 2. We then launched India's 1st community of food professionals and enthusiasts- Tasting Officers; to bring our audience honest and unbiased F&B reviews. ▶️ 3. We also carried out different tasting activities through the community for brands at an affordable price. >>However, we wanted to create solid content, that was more comprehensive with more insights and more perspectives. >>So we combined our ongoing research activities, bite-sized content, and Tasting Officer findings in one single report! >>And, after we released the report - a lot of people asked us who this report was for. So addressing this question by calling out everyone whom this report is for: 👨‍💼 1. Investors HNIs, Angels, Family Offices, VCs, and PE Funds: If you are looking to invest in a category through a brand; our research report can come in handy for you to know everything about the category and brands playing and why you should consider investing your money. Sharrp Ventures | Harsh Mariwala Investment Office Sauce.vc Fireside Ventures DSG Consumer Partners Mumbai Angels Indian Angel Network ah! Ventures Inflection Point Ventures Orios Venture Partners Saama Tracxn Artha Group Matrix Partners India Nexus Venture Partners Kalaari Capital Blume Ventures 100X.VC Kae Capital Ankur Capital Sixth Sense Ventures WEH Ventures IndiaQuotient Accel Sequoia Capital NB Ventures Anthill Ventures Helion Ventures Inventus Capital Partners IDG Ventures Vietnam Naspers Limited 👨‍💼2. Builders & Operators If you're an early-stage entrepreneur or an established business who wants to enter a specific category; we will help you build a research report to give you 360-degree and full-rounded information that will enable you to get confidence in the category you wish to build and operate into. 👨‍💼3. Incumbent Brands For market leaders in respective categories who want to experiment with categories outside their core line of business; our research report not only gives you impeccable information about the new line of business but also the whats/whys/hows for your line of growth. If you are one or any of the above - reach out to us to learn more about the process of building in-depth research reports. 🙋‍♂️ www.d2pconsultancy.com #research #report #insights

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Future of the Indian Ready-to-Eat (RTE) Market Current Market Overview The Indian RTE market, valued at ₹4,800 crores, is growing at 18% annually. It was initially driven by working couples balancing time constraints with convenience. However, competition from food delivery platforms like Swiggy, which offer fresh meals, has posed a challenge. Despite this, RTE meals remain a cost-effective alternative, being almost 50% cheaper than freshly delivered food. RTE consumption has also expanded beyond working couples. It has gained significant traction among: Students and Executives Abroad: Indian students and professionals working or studying overseas rely on RTE meals for familiar, affordable, and convenient options. Travelers and NRIs: People traveling abroad for business or leisure frequently carry RTE meals for easy access to Indian flavors. Opportunities and Future Trends 1. Changing Consumer Preferences: A growing shift toward plant-based vegan food and health-oriented products, including low-sodium, organic, and multigrain options. The demand for "on-the-go" healthy meals and compact, wholesome brunch solutions is expected to grow. 2. Regional and Global Tastes: Adapting RTE products to cater to regional preferences domestically while creating non-spicy Indian options for international consumers can expand market reach. A personal experience in China highlights this potential: at a restaurant, I was served chicken with groundnuts, customized to suit my Indian background. This demonstrates how adapting flavors can attract diverse audiences. 3. Packaging and Distribution: Innovative, sustainable packaging is crucial for convenience and shelf-life, particularly for international travel. Distribution channels should include unconventional methods like airport vending machines, collaborations with airlines, and online platforms. 4. Export Potential: The growing Indian diaspora and global interest in Indian cuisine present opportunities to scale exports of RTE meals. Strategic Focus Areas To sustain and accelerate growth, the RTE segment must focus on health-conscious products, adapt to diverse taste preferences, and prioritize packaging and distribution innovations. By leveraging both domestic and export opportunities, the Indian RTE market is poised for significant expansion.

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Freshleaf has raised a funding of Rs. 1 Crore in seed funding round led by Inflection Point Ventures. Freshleaf Teas | Balkirat Singh | Muneet Arora | Inflection Point Ventures | Vikram Ramasubramanian Click on the link below to know more... #retailnews #retailtrends #retailsector #retailindustry #retailing #retailresults #retailupdates #businessnews #retailgrowth #retailsectornews #retailindia #retailtrends #retailbusiness #ir #IndiaRetailing

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GRM Overseas just raised ₹136.5 crores. Here’s what I’ve learned from this journey: 1. Investor Confidence is Key: Securing participation from marquee investors like Forbes EMF, Singularity Equity Fund, and Nikhil Vora HUF is a testament to our clear vision and robust growth strategy. Building and maintaining investor confidence is crucial. Transparent communication and a solid track record play a significant role in achieving this. 2. Expanding Your Brand Matters: The funds will significantly boost our World of 10X expansion. Consistently innovating and expanding your product range keeps your brand relevant and competitive. It’s essential to understand your market and continually adapt to meet consumer needs. 3. Strategic Growth Requires Bold Moves: Exploring inorganic growth opportunities, including strategic mergers and acquisitions, is vital for scaling up. These moves can accelerate growth and enhance operational capabilities. Don’t shy away from making bold decisions that align with your long-term vision. 4. Operational Excellence is Non-Negotiable: Investing in operational capabilities ensures the highest quality products reach consumers. Streamlining operations, enhancing efficiency, and maintaining stringent quality controls are fundamental to sustaining growth and customer satisfaction. 5. Resilience and Adaptability are Crucial: From our humble beginnings in 1974 to becoming one of the top 3 rice exporters in India, our journey has taught us the importance of resilience and adaptability. Embrace challenges and adapt to changes swiftly to stay ahead in the industry. 6. Building a Strong Team: Our achievements are a result of our dedicated team’s hard work and commitment. Surround yourself with passionate and skilled individuals who believe in your vision. A strong team is your greatest asset. We are excited about this new chapter and grateful for the unwavering support of our investors, partners, and team. Together, we are poised to achieve new milestones and drive GRM into the next league of growth opportunities. Stay tuned as we continue to innovate and expand! Read more about our fund raise in the link below https://lnkd.in/dssY_DDh #FundRaise #Growth #LessonsLearned #Innovation #FoodFMCG #GRMOverseas #10XBrand #OperationalExcellence #StrategicGrowth #MergersAndAcquisitions #InvestorConfidence #Leadership

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✨ The biggest scam of the last few decades has been the systematic mis-selling of insurance to those who either absolutely don’t need it or are sold products that are unsuitable for their needs. This has often been justified under the guise of tax-saving benefits and safe investments. Remember the LIC ads that claimed “zindagi ke saath bhi, zindagi ke baad bhi”? This narrative made sense in an era when regulatory safeguards were absent, and a socialist economy emphasized nationalization—including of insurance companies. However, even then, the state-run LIC played a significant role in this mis-selling as agents targeted gullible investors. 📈 To give an example, selling life insurance products to housewives, retired people, or individuals without taxable income in the name of tax savings was common. 📊 Historically, the returns on endowment policies have been below the inflation rate (before accounting for tax benefits under the E-E-E regime). Back then, LIC was the sole provider of life insurance, and there were limited alternatives. Post-liberalization, the entry of private players and the establishment of the Insurance Regulatory and Development Authority of India (IRDAI) in 1999 introduced standardization and improved the way insurance companies operated. 🌟 📊 The mutual fund industry emerged as a viable alternative for small investors, offering better choices. However, the insurance industry didn’t lag behind in crafting another dubious product—ULIPs (Unit Linked Insurance Plans). ULIPs combined life coverage with investment, resulting in sub-par returns when compared to the returns from separately purchased pure life insurance and investments. 🚀 📊 Today, regulators like IRDAI and SEBI are working to prevent mis-selling and enforce mandatory disclosure of policy details and suitability. Public awareness, particularly among the younger generation, has also increased significantly thanks to the internet and easy access to product comparisons. The new tax regime has further reduced the attractiveness of endowment policies and ULIPs, levelling the playing field between long-standing state corporations like LIC and asset management companies (AMCs) that operate with a market-driven approach. 🌐 📊 In the past, LIC’s access to low-cost capital from policyholders allowed it to invest heavily in equities and bonds. However, the financial performance of key insurance players today highlights how such access to cheap capital led to inefficiencies in these state-run entities. LIC today has AUM of INR 55 Lakhs Crores and 74% market share. With evolving regulations and informed investors, the future of the insurance and investment landscape looks to be more transparent and equitable. 🌟 some basics of insurance products and what do risk they actually cover. #insurance#insurancebasics#financialplanning#investmentadvisory#insuranceplanning

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"There is so much to celebrate with Haldiram's". 😋🍪 Haldiram's, one of India's iconic snack brands, has been the focus of significant investor interest recently. The company's promoters initially considered selling a majority 51% stake, valuing the business between $8 to $10 billion. However, the latest reports suggest a revision in plans, with the promoters now looking to offload a smaller 10-15% stake. This shift has attracted several global investors, including Singapore's state-owned investment firm Temasek, which is in talks to acquire this minority stake at a valuation of approximately $11 billion. 😉 Temasek’s potential investment could be a precursor to an eventual Initial Public Offering (IPO) for Haldiram's. The company has been a prime target for both private equity firms like Blackstone and Bain Capital and sovereign wealth funds, drawn by its strong growth in India’s expanding snack market. Haldiram's 10-15% Stake to Investors can be several impactful outcomes: Capital Infusion: 😉 The stake sale will bring in significant capital, which can be used for expansion, research and development, and marketing efforts. Global Reach: 😉 With the backing of top global investors like Temasek Holdings, Blackstone, and Bain Capital, Haldiram's can accelerate its plans to expand internationally and enter new markets. Valuation Boost: 😉 The involvement of prestigious investors can enhance Haldiram's brand value and market perception, potentially leading to a higher valuation. IPO Prospects: 😉 The stake sale could pave the way for an initial public offering (IPO), providing an opportunity for further capital raising and public investment. Strategic Expertise: 😉 Investors like Temasek and Blackstone bring in valuable expertise and networks that can help Haldiram's in strategic decision- making and operational efficiencies. Overall, this move can significantly boost Haldiram's growth trajectory and solidify its position as a leading player in the global snacks market. What do you think about this potential impact?

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#ETNOWExclusive | What was the rationale behind Agro Tech's acquisition of Del Monte Foods? Samara Capital's Sumeet Narang discusses the acquisition, investment strategies, exits and upcoming IPOs in an exclusive interview with ET NOW's Anurag Joshi. Listen in! Anurag Joshi #PrivateEquity #Investing #SamaraCapital #DelMonte Times Network

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Zepto seems to be in a tear after securing the second tranche of its $1.3Bn funding round, which was announced in Aug’24, as per this article in The Arc from Aditi Shrivastava - - The number of dark stores that were to be increased to 700 by Mar’25, is now being targeted at 1200. - Its food delivery service, Cafe, currently operated through 15% of its dark stores, is being rolled out all across. - Spends are up on discounts and other elements required to grow business. In fact the app interface now clearly distinguishes orders which are convenience based vs those where savings (read discounts) are higher, subject to a minimum order value of ₹1199. - All this seems to have raised its burn from ₹77Cr per month (Mar-Apr) to ₹250-300Cr (Oct-Nov). Despite the burn rate, it seems they still have a cash runway of more than 3 years. The post also has the breakdown of how Zepto calculates its economics per order. It will be interesting to keep an eye out on how Zepto navigates the coming times, in their quest for growth and profitability and whether it’ll be able to move its position in the pecking order. #quickcommerce #India #retailstory

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AZB & Partners is representing Bharti Enterprises in connection with Agro Tech Foods Limited proposed acquisition of Delmonte Foods, a joint venture between Bharti Enterprises and Del Monte Pacific, through an INR 1,300-crore share swap transaction. The transaction team at AZB & Partners is led by Senior Partner Anil Kasturi and Partner Ashish Pareek, with support from Senior Associates Kaushal Prabhat and Kanika Jaggi, and Associates Mohit Sharma and Sheetal Aery. In addition, the Competition Commission of India (CCI) team is guided by Partner Hemangini Dadwal, supported by Senior Associate Chandni Anand and Associates Ileina Srivastav and Ojasvi Mishra. Read more: https://lnkd.in/eHKFXa3Q #thecourtroom #deals #announcement #lawfirmupdates #acquisition

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