The sharper shift came through GST realignment. Zero-rating daily staples such as chapatis, rotis, paneer, and UHT milk, alongside a consolidated 5 percent slab for dairy, processed foods, snacks, personal care, and baby products, altered cost structures across FMCG and food service. With consumer inflation projected to ease by up to 1.1 percentage points, the budget created consumption headroom at a time when MSME financing, women-led entrepreneurship, and green infrastructure were being actively encouraged—particularly across Tier II and Tier III markets.

What FMCG Leaders Are Really Asking from Budget 2026

As Union Budget 2026 approaches, the FMCG leaders’ expectations are narrowing to a few decisive asks: fix GST inefficiencies, revive consumption, and enable manufacturing at scale. The intent is acknowledged, but delivery will be the real test.

GST remains the most immediate friction point. Ramesh Bafna, Chief Financial Officer, Zepto, calls unutilised input tax credit “taxes already paid by businesses,” arguing that allowing these credits to be used against reverse charge liabilities and TCS would “meaningfully improve ease of doing business” while reducing cash outflows and unlocking working capital “without revenue loss to the government.” Nikhil Doda, Co-Founder and Chief Operating Officer, Lahori Zeera, flags the same issue from the factory floor. With most FMCG products now taxed at 5 percent, he notes that higher GST on services, advertising, and machinery leads to continuous accumulation of credits, adding to “the overall cost of manufacturing and selling” and dampening appetite for fresh investment in plant and equipment.

On the demand side, industry leaders are looking to Budget 2026 to reignite consumption momentum. Ishita Malpani, Managing Director, Amruta Tea, says targeted fiscal support that boosts disposable incomes and brings clarity to GST implementation will be “crucial for stimulating consumer spending and improving affordability.” Continued investment in rural infrastructure and logistics, she adds, will strengthen the backbone of India’s consumption story while helping homegrown brands scale. A spokesperson for DS Group echoes this, urging a “consumption-driven framework” backed by higher capital expenditure, corporate tax rationalisation, and targeted manufacturing support to strengthen both household spending power and the ‘Make in India’ mission.

Food processing and frozen foods, which gained policy visibility in Budget 2025, are now seeking sharper execution. Haresh Karamchandani, Managing Director and Group CEO, HyFun Foods, believes Budget 2026 can “accelerate India’s food processing ecosystem” through PLI schemes, export-oriented incentives, cold-chain investments, and support for backward integration, helping India emerge as a dependable global supplier of value-added foods. From a startup lens, Ekansh Garg, Co-Founder and CEO, Cravicious Foods, points to gaps between policy and reality. The current Rs 1 crore subsidy cap for expansions, he says, is inadequate for capital-intensive frozen food projects, and a single-window clearance system is essential to cut through multi-departmental approvals. Easier, collateral-free access to credit would further enable companies to invest in technology and meet rising demand.

Collectively, these views underline a clear industry message: Budget 2026 must move beyond broad assurances to targeted fixes: resolving GST distortions, unlocking working capital, strengthening consumption, and backing manufacturing with policies aligned to on-ground realities.

Food Service Sets Its Budget Agenda

As Budget 2026 comes into view, food service and hospitality leaders are sharpening their demands around three themes: tax clarity, formalisation, and the removal of structural bottlenecks that slow expansion despite clear consumer demand.

For food-tech and processed traditional foods, GST remains the first hurdle. Sanket S, Founder, Scandalous Foods, says the sector is looking for “GST simplification and more balanced tax rates on processed traditional foods” to ease pressure on MSMEs and bring unorganised players into the formal economy. He links tax reform directly to growth levers such as cold-chain infrastructure and household purchasing power, arguing that targeted support for automation and easier access to credit—aligned with Atmanirbhar Bharat—can help India emerge as “a global centre for preserved traditional foods.”

Women entrepreneurship is another area where industry voices want Budget 2026 to move from rhetoric to decisive support. Meenakshi Kumarr, Chef and Founder, Anahata Cafe, calls the Budget a potential “turning point” for women-led enterprises, particularly in food and hospitality. Despite rising participation, she notes that women founders continue to face barriers in finance, mentorship, and compliance. “Many women-led ventures are operating at the grassroots level and require flexible funding models that recognise their realities rather than traditional balance sheets,” she says, advocating collateral-free credit, interest subvention, and simpler formalisation. Investment in skills, digital enablement, food safety, and sustainability training, she adds, is essential to help women entrepreneurs in Tier II and III cities scale responsibly.

From an operator’s lens, the focus is squarely on structural alignment. Pulkit Arora, Director, CYK Hospitalities, says the industry is hopeful that Budget 2026 will finally address long-pending issues such as restoration of input tax credit, recognition of hospitality as an industry, and simpler licensing. These changes, he argues, would allow businesses to focus on “quality, innovation, and consistency rather than dealing with inefficiencies.” His colleague, Simran Jeet Singh, Director, CYK Hospitalities, links policy clarity directly to expansion, noting that brands are ready to grow and markets are ready to consume. What’s missing, he says, are “clearer leasing frameworks, single-window approvals, and uniform commercial policies” that make expansion predictable rather than fragmented.

At an industry level, the National Restaurant Association of India has flagged rising cost pressures. NRAI President Sagar Daryani points to Notification No. 09/2024 on reverse charge mechanism for commercial leases, stating that it has increased costs for smaller restaurants and MSMEs. The association is calling for its review, along with reinstatement of the SEIS scheme, targeted subsidies on essential inputs, better access to debt financing, and industry status for food services. Daryani also reiterates the long-standing demand for a dedicated food services ministry to support growth, sustainability, and employment across the sector.

Together, these perspectives reinforce a consistent message to policymakers: food service and hospitality do not need incremental tweaks in Budget 2026. They need clarity, correction, and commitment to convert demand momentum into durable, nationwide growth.

What the Food Ecosystem’s Enablers Expect from Budget 2026

Beyond the food and beverage industry, the ecosystem that enables it—from protein innovation and logistics to energy infrastructure—is also lining up clear asks from Union Budget 2026. These solution providers argue that India’s next phase of food-sector growth will hinge on integrated policy support for technology, sustainability, and large-scale infrastructure.

At the intersection of food, science, and sustainability, Sneha Singh, Managing Director at GFI India, positions smart proteins as a strategic priority. With demand rising for affordable, high-quality nutrition, she says the budget must reduce capital risk through public–private partnerships and institutional procurement pilots to help alternative proteins reach price parity and scale. Singh also calls for deeper investment in agricultural R&D for underutilised pulses and indigenous crops, alongside dedicated processing infrastructure for plant-based value chains to lift farmer incomes. Linking food innovation to India’s broader bioeconomy ambitions, she notes that sustained funding under the BioE3 policy and RDI Fund—especially for shared biomanufacturing infrastructure, Bio-AI, and workforce skilling—could accelerate India’s path to a $300 billion bioeconomy and position it as a global hub for next-generation proteins.

Logistics players, meanwhile, are focused on execution and efficiency. Dipanjan Banerjee, Chief Commercial Officer at Blue Dart, says Budget 2026 must build on PM Gati Shakti by prioritising seamless physical and digital integration across air, road, rail, and multimodal corridors. Reducing dwell times, simplifying customs, and enabling smoother intermodal transfers, he argues, are critical to lowering logistics costs to global benchmarks—especially as India scales exports and e-commerce simultaneously. Banerjee also flags cross-border e-commerce reforms for MSMEs, cleaner mobility incentives, and faster adoption of EVs and Sustainable Aviation Fuel as essential to future-proof logistics while meeting climate goals.

A similar technology-first view comes from Dhruv Taneja, Founder and Global CEO of MatchLog, who stresses the need for digital innovation in inland container logistics. He points out that incentives for AI-driven freight platforms, EV trucking corridors, and multimodal hubs under Gati Shakti can cut empty miles by up to 15 percent, reduce emissions, and improve asset productivity. To scale such efficiencies nationally, Taneja calls for budgetary support for technology-led freight networks, shared inland infrastructure near industrial clusters, and end-to-end digital documentation to ease port congestion and accelerate turnaround times.

Energy infrastructure, a critical but often invisible enabler, also features prominently. Satyen Mamtora, CEO and Managing Director at Transformers and Rectifiers (India) Ltd., says India’s energy transition will require a stronger, more resilient grid. Ahead of Budget 2026, he is looking for faster approvals, a single-window mechanism to address right-of-way delays, and increased support for energy storage to enable large-scale renewable integration. A consistent policy push on grid modernisation and indigenous manufacturing of transformers and storage systems, he adds, will be key to energy security, competitiveness, and clean energy goals.

Taken together, solution providers are delivering a unified message: Budget 2026 must move beyond sector-specific incentives and invest in the connective tissue of the economy. Technology, logistics, energy, and sustainable innovation are no longer support functions—they are central to how India’s food, manufacturing, and export ambitions will be realised.

Conclusion

As Budget 2026 approaches, the conversation has moved decisively forward. The issue is no longer sector recognition, but policy depth and execution: further GST rationalisation, clarity on input tax credit, faster single-window clearances, and sharper incentives that translate intent into scale. Budget 2025 laid the foundation. Budget 2026 will determine whether India’s food and hospitality sectors merely consolidate or decisively accelerate.

The post The Food Economy Lens for Budget 2026 appeared first on Business of Food.

Subrat Chakravarty brings over three decades of extensive and diverse human resources experience across leading global organizations. A strategic HR transformation leader with a deep understanding of global HR operations, talent management, and organizational design, he has worked with companies including HCL Technologies, Aon Hewitt, L&T Infotech, IPCL, and Bata India. His leadership has focused on aligning people, purpos,e and performance for sustainable growth, while integrating HR technology, data analytics, and human judgment in strategic decision-making.

“It’s an exciting time for us, and our teams are geared up for a successful phase ahead as we strengthen our position as one of India’s leading FMCG conglomerates. Mr. Chakravarty’s proven track record in leading large-scale HR transformations and his strategic approach to talent management will be invaluable as we continue to build a world-class organization focused on sustainable growth and excellence. We are delighted to welcome him to the DS family,” said Anshu Dewan, Senior Vice President, Corporate Strategy and Business Development, DS Group.

“DS Group has an inspiring legacy and a strong vision for the future. I am excited to join this dynamic organization and contribute to its continued growth and success. I look forward to working with the talented teams at DS Group to build future-ready, technology and process-led people and organization strategies that align with the Group’s business objectives and values,” said Subrat Chakravarty upon assuming his new role at DS Group.

Chakravarty holds a Post Graduate degree in Personnel Management and Industrial Relations from Xavier Institute of Social Service, Ranchi, and a Bachelor’s degree in Economics (Honours) from St. Xavier’s College, Ranchi.

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Over the past three fiscal years, Pulse has registered an impressive Compound Annual Growth Rate (CAGR) of 15% against a CAGR of 9 % in the hard boiled candy segment industry. This consistent growth in revenue highlights the brand’s strong pull across both urban and rural markets, especially when the broader market dynamics have not been as buoyant. According to market data, Pulse candy currently holds a 19% market share in India’s hard-boiled candy segment and has been growing consistently. This significant share, achieved in a highly competitive landscape, reflects the brand’s strong consumer pull and high repeat purchase rates. In the initial years following its launch, Pulse candy prioritized the establishment of robust distribution thrust, focusing on both expansion and deeper market penetration. Today, the distribution system has evolved significantly, becoming far more robust and efficient. This enhanced system optimizes inventory flow, expands customer touchpoints, and improves market responsiveness. This results in a mature and well-managed supply chain.

“DS Group’s vision for Pulse, a leading Indian ethnic confectionery brand in India, is to evolve it into a multi-format, multi-occasion offering. We plan to achieve this by strategically moving into adjacent product categories, exploring innovative new formats, and capitalizing on the rich tapestry of regional flavors. Our consistent focus on brand building, enhanced consumer engagement, and achieving deeper market penetration will help us maintain our leadership position. We’re aggressively pursuing both domestic and international markets for expansion. On the domestic front, we’re leveraging our robust distribution network that has a reach of over 35 lakh outlets across India,” said Rajiv Kumar, Vice Chairman, DS Group.

“Pulse, with its delightful fusion of fruity and surprisingly tangy flavors, particularly the familiar raw mango with a zesty core, offered an unparalleled sensory experience to the consumer. This distinctly appealed to India’s preference for tangy tastes which was a significant departure from the Western-format candies prevalent at the time. Pulse candy stands as a testament to the evolving Indian consumer who is more value-conscious today and DS Group truly leveraged this understanding by disrupting the market with its pricing strategy. At a time when 86% of the hard boiled candy market was at the 50-paise price point, Pulse boldly launched at Rs. 1. This wasn’t just a higher price; it was a perceived higher value that resonated deeply with our palates and our pockets,” Kumar added.

“Pulse revolutionized the confectionery market by challenging the notion that candies were solely for children. It strategically tapped into an overlooked demographic, the adults, thereby significantly broadening the consumer base for impulse confectionery. Why should kids have all the fun? That was the premise. We leveraged our keen understanding of local palates and unmet consumer needs, allowing Pulse to redefine the segment and establish itself as a trendsetting brand with remarkable consumer loyalty. Even our packaging and design for Pulse was clutter breaking,” he said.

DS Group revolutionized the Indian confectionery market in 2015 with Pulse. Leveraging its expertise in flavors and fragrances and deep understanding of Indian ethnic tastes, the organization reimagined the hard-boiled candy into a vibrant sensory experience with a surprising tangy core. Pulse was born out of a sharp consumer insight. Mango once captured 50% of the hard-boiled candy market, with raw mango accounting for 26% of this share, making it the dominant flavor profile within that segment. Leveraging the nostalgic element of the raw mango, DS Group transformed it into an innovative product.

Pulse’s success stemmed from its raw mango flavor profile resonating with Indian palates and the signature tangy core delivering a layered sensation. Targeting all age groups, Pulse bridged traditional tastes with the contemporary format – it brought Indianness into a Western format, appealing to everyone. Driven initially by strong word-of-mouth and a loyal base, its differentiated positioning with “Pran Jaaye Par Pulse Na Jaaye” deeply resonated. Flavour extensions like Guava, Orange, Pineapple, and Litchi, along with format innovations like ‘Shots’ in the original Kachcha Aam flavour, have helped keep the brand fresh and relevant in India’s impulse confectionery segment.

The Pulse brand’s trajectory from disruptive entrant to industry leader is also an IIM Ahmedabad marketing excellence case study, complementing its sustained benchmark-setting in product innovation and marketing proficiency. The IIMA case study offers a deep dive into the innovative marketing strategies and strategic decisions behind Pulse Candy’s remarkable success. It comprehensively explores how the DS Group identified a market need, developed a unique product, and overcame challenges to achieve its phenomenal rise to prominence. Pulse candy pioneered India’s hard-boiled sector and its unconventional marketing also gained recognition, notably the ‘Pulse of the Sky’ campaign, which entered the Limca Book of Records for simultaneously flying 1,150 kites during Uttarayan 2023 making it the only hard boiled candy to enter the Limca Book of Records. Pulse cultivated enduring brand engagement through initiatives like the award-winning ‘Pulse Ka Pandal,’ Pulse Ganesh Mahotsav and received widespread industry acclaim for various campaigns securing accolades across platforms like the Abbys South Asia and Kyoorius Creative Awards.

In fact, Pulse Candy’s initial success was significantly driven by strong word-of-mouth, organic posts by celebrities and influencers, several user generated content from a loyal consumer base and social media promotion.

Pulse expanded its product line by adding ‘Pulse Golmol – Imli Flavour,’ a treat that takes one on a nostalgic journey. Inspired by the familiar tamarind (imli) flavour that has delighted generations again, Pulse Golmol Imli is a tangy soft chew. Made from high quality ingredient, ‘Pulse Golmol Imli Goli’ is infused with natural tamarind. It offers a distinctive combination of tangy and sweet flavours, delivering an irresistible burst of fun filled tanginess.

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Made from high quality ingredient, ‘Pulse Golmol Imli Goli’ is infused with natural tamarind, known for its Ayurvedic properties that aid digestion. It offers a distinctive combination of tangy and sweet flavours, delivering an irresistible burst of fun filled tanginess.

Speaking on the launch, Jyotiroop Barua, Business Head, Confectionery, DS Group said, “DS Group is excited to unveil its newest offering, Pulse Golmol, adding to the Pulse product line. It’s more than just a goli; it’s a delightful journey down memory lane, reawakening the carefree joy and zest. Each tangy tamarind treat is bursting with the playful Pulse flavour. Pulse is market leader in HBC category and just like our core Pulse products, we’re confident that this new offering will be a favourite among our consumers and further strengthen our position in the market.”

To ensure successful launch for Pulse Golmol Imli Goli, DS Group is rolling out a multi-faceted campaign designed to immerse consumers in nostalgia. Pre-launch activities will focus on extensive Point-of-Purchase displays and product samplings at key touchpoints, coupled with on-ground activations to directly connect with consumers. The brand messaging will leverage the product’s mischievous imli flavor and tanginess to evoke a sense of nostalgia and youthful joy. A mass media campaign strategically timed to coincide with achieving critical product distribution will further amplify this core message. It will be launched in a phased manner across the country.

DS Group’s culture of innovation and commitment to quality is evident across all segments of DSFL’s business. The company has crafted compelling brand narratives and distinct consumer propositions for its key brands like Pulse, Pass Pass, Rajnigandha Pearls, Chingles, Pulse Natkaare, and the recently acquired LuvIt. Despite the competitive nature of the hard-boiled candy market, DSFL’s brand “Pulse” has maintained its position as the market leader for the past 8 years. In the competitive Indian Ethnic Confectionery segment, DSFL stands out with its diverse offerings. The “Pass Pass” blend caters to those who enjoy a mix of flavors, while “Rajnigandha Pearls” offers a single-ingredient experience.

Through continuous innovation, DSFL has successfully transformed the Indian Ethnic Confectionery category into a branded and organized market, providing consumers with unique options to suit their preferences. Leveraging its innate understanding of the flavors and tastes of modern India, the company is strategically contemporizing its ethnic product portfolio while focusing on Gen Z habits, strengthening modern trade channels, capitalizing on influencer marketing, and harnessing new-age technologies to amplify product reach. This accentuates the corporate ideology of ‘Create What is Worth Creating’.

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The new TVCs, focusing on Catch Turmeric and Catch Garam Masala have a strong brand focus and the creatives showcase the unique role Catch spices plays in enhancing the culinary experience while bringing families and people together. In the Catch Turmeric (Haldi) TVC, a hilarious mix-up leads to an unexpected and heartwarming lunch with neighbours, highlighting how food can foster connections. The engaging film ends with Akshay Kumar looking into the camera to say, “Catch Haldi hi laata hai khaane mein asli rang! Kyunki Khaana sirf khaana nahi hota ek dusre ko janne ka bahana bhi hota hai.”

The Catch Garam Masala TVC follows a head chef’s journey as he highlights the transformative power of Catch Garam Masala, emphasizing how it adds true flavor to life while playing on the word Thanda (literal meaning vs a reference to bland for thanda). The film ends on a high with the chefs sharing a laugh, emphasizing the message: “Catch Garam Masala. Kyunki Khaana sirf khaana nahin hota… Zindagi mein Swaad laana bhi hota hai.”

“We are thrilled to unveil the new Catch TVCs featuring Akshay Kumar and Rajpal Yadav,” said Sandeep Ghosh, Business Head, Spices Division, DS Group. “These campaigns aim to resonate with our consumers by showcasing the unique role of Catch spices in elevating everyday meals and creating memorable moments. We believe the humour and relatability of these stories will effectively communicate the brand’s message and drive consumer engagement. Catch Salt and Spices from DS Group, has renewed the engagement with Akshay Kumar with these campaigns and we look forward to a long and fruitful association.”

“I’m happy to renew my association with Catch Salts & Spices, a DS Group brand which is synonymous with Indian kitchens. The philosophy of ‘Khana Sirf Khana Nahi Hota’ deeply resonates with me. Food, for us Indians, is an expression of love and celebration and the Catch brand understands it very well. I’m excited to be a part of this fun campaign that celebrates this unique connection and should resonate with the viewers,” said Akshay Kumar.

Surjo Dutt, Chief Creative Officer at Dentsu Creative, shared insights on their latest campaign, Kyun ki Khana sirf khana nahi hota. “Food is more than sustenance, it’s an emotion that connects people and creates lasting memories. Our films highlight how food becomes a source of joy, warmth, and togetherness.” He added, “With Akshay Kumar and Rajpal Yadav, we’ve brought this idea to life with humor and heart. Their chemistry showcases how Catch Spices elevate everyday meals into moments of celebration, transforming flavors into emotions and connections.”

The new Catch TVCs will air across major television channels and digital platforms, (including YouTube and OTT platforms). The brand has also secured sponsorship and in-show brand integration on popular shows like “Laughter Chef” on Colors and Jio Cinema and “MasterChef” on Sony TV to further amplify its reach and association with food. 

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The Liquid Tree, an urban photo-bioreactor, is referred as a tree in a liquid form due to the presence of microalgae. Microalgae are photosynthetic microorganisms which grow rapidly and offer numerous benefits such as particulate matter removal, carbon dioxide sequestration, and oxygen production. Additionally, the harvested microalgae support a circular economy, serving as nutrient-rich feed for local flora. While a traditional tree may take years to mature, Microalgae can be deployed in a matter of weeks therefore making them a viable option for cities where pollution is an issue. Beyond its practical benefits, the Liquid Tree also acts as a visual reminder for environmental action, encouraging communities to engage with and implement green solutions in the neighbourhood.

Announcing the same, Mr Rajiv Kumar, Vice Chairman, DS Group, said, “The installation of the Liquid Tree represents a commitment towards environmental sustainability. We face the dual challenges of climate change and Air Quality. It becomes increasingly urgent for us as a society to embrace innovative solutions that harness nature’s capabilities to tackle our most pressing challenges. The Liquid Tree not only serves as a functional element in our fight against pollution but also as a powerful symbol of our potential to adapt and innovate in the face of climate change. At the DS Group, we are dedicated to supporting initiatives that contribute to a healthier Bharat for current and future generations.”

Abhinav Palaparthy, spokesperson and head of Liquid Trees India, commented, “Trees are incredible, and we aim to educate the world about the very first ‘trees’ that is – microalgae, the original lifeforms that pioneered oxygen production on Earth. The installation at the DS HQ is the first in India and reaffirms its position as a global leader in green and sustainable building practices. We are excited to partner with DS Group, a company that shares our commitment to sustainable practices and a greener future.”

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The new store was inaugurated by Ms. Sanskriti Gupta, Läderach India, reinforcing the group’s commitment to bringing world-class experiences to Indian consumers.

Known for its impeccable quality and craftsmanship, Läderach has become synonymous with luxury chocolate. The brand’s latest store in Chanakya Mall is strategically positioned to attract both local and international customers, including diplomats and expatriates who frequent the area due to its proximity to embassies and diplomatic residences.

Läderach’s chocolates, crafted in Switzerland with the finest ingredients, cater to those who appreciate exclusivity and premium quality. In addition to a wide range of chocolate bars, pralines, and truffles, the store offers bespoke luxury gifting options, with customizable assortments that make for ideal gifts for special occasions and corporate needs.

Ms. Sanskriti Gupta, Läderach India, expressed, “We are delighted to bring Läderach’s third store to New Delhi, following the overwhelming response we received at our first location in DLF Emporio. The Chanakya Mall store is a testament to our commitment to offering our discerning customers the finest fresh Swiss chocolate experience. DS Group and Läderach stand for unmatched quality, and we are proud to be a part of its journey in India, offering both locals and international visitors a taste of the world’s best chocolates.”

With this launch, Läderach continues to leverage its strong brand presence in India, supported by its consumer centric digital campaigns.

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Renowned for its exceptional quality and Swiss craftsmanship, Läderach promises to bring the world-renowned Swiss luxury chocolate experience to Mumbai, with its delicious range of handcrafted chocolate bars, pralines, truffles, and exclusive gifting assortments during the festivities. The store features an extensive range of Läderach’s luxury chocolate creations, including the renowned FrischSchoggi (fresh chocolate). Each product is meticulously handcrafted to deliver an unrivaled blend of flavors, textures, and aromas that will elevate the chocolate indulgence to new heights. 

Sanskriti Gupta, Läderach India, said, “We are excited to introduce the luxurious experience of Läderach chocolates at Jio World Plaza, our first store in Mumbai. As a strategic market for Läderach, Mumbai has demonstrated exceptional enthusiasm for our brand, evident in the resounding success of our e-commerce offerings. In strategic partnership with the DS Group, we aim to expand our reach and offer the distinctive Läderach experience to a wider Indian audience.”

Läderach had introduced its online operations in Mumbai Navi Mumbai towards the end of last year with an aim to strengthen Läderach India’s position in the luxury retail sector getting the brand closer to its consumers. Last year, the DS Group announced its exclusive partnership with Läderach, marking the Swiss chocolate brand’s debut in the Indian market. This exciting collaboration was followed by the successful inauguration of a Läderach store in the Delhi NCR region, situated in DLF Emporio Mall, where an immersive in-store experience is crafted to cater to the discerning tastes of customers.

About DS Group

The DS Group (Dharampal Satyapal Group) is a Multi-Business Corporation and one of the leading FMCG conglomerates with a strong Indian and International presence. Founded in the year 1929, it is an inspiring and successful business story that blends a remarkable history and legacy with visionary growth. It has an extensive and diverse portfolio with presence in Mouth Freshener, Food and Beverage, Confectionery, Hospitality, Agri, Luxury Retail businesses, and other investments. Rajnigandha, Catch, Pulse, FRU, Ksheer, Pass Pass, BABA, Tulsi, L’Opera, Le Marche, UnCafe, Birthright, Laderach, LuvIt, Chingles, The Namah in Jim Corbett and Nainital, part of Radisson Individuals, are some of the leading brands, the Group proudly shelters today.

As a corporate, DS Group is guided by a clear set of values that are built on a strong foundation of collective good to give back to society and protect the planet. The DS Headquarters has been awarded Leadership in Energy and Environmental Design (LEED) Platinum certification, under the USGBC (US Green Building Council) existing building O&M (Operation and Maintenance) program version 4.0. The DS Headquarters has also received LEED Zero Carbon Certification, by the USGBC.

About Jio World Plaza

Strategically located in the heart of BKC, Mumbai, Jio World Plaza sits on the cusp of the Island City (south Mumbai), western and eastern suburbs. As a one-of-a-kind luxury retail destination, Jio World Plaza is a part of the Jio World Centre, the multifaceted landmark which is spread across 18.5 acres in Bandra Kurla Complex.

The retail centre houses flagship stores of Louis Vuitton, Gucci, Dior, Cartier, Bally, and Giorgio Armani. Other global brands such as Valentino, Bulgari, Tory Burch, Saint Laurent, Versace, Tiffany & Co, and Pottery Barn are also a part of this retail landscape for the first time. Interestingly, iconic brands such Balenciaga, Rimowa, and Pottery Barn Kids have made their foray into the country by opening their boutiques at the Jio World Plaza. Acclaimed Indian couturiers Manish Malhotra, Abu Jani Sandeep Khosla, and Rahul Mishra are leading the way by opening their doors to city’s crafts-conscious Indianwear aficionados. In addition to all of this, movie lovers can unwind with the stars at the new state-of-the-art Maison INOX.

And that’s not all! Jio World Plaza also boasts multiple dining experiences. There’s the super cool EL&N, très chic Armani Caffè and the minimalist haven Cafè&Meal MUJI -all of which have made their debut in the country at Jio World Plaza. French bakery and tea room, Ladurèe’s first branch here in Mumbai occupies a sweet spot. It is this convergence of art, entertainment and design that makes Jio World Plaza truly one-of-a-kind destination, thereby cementing the Jio World Centre’s position as the ultimate experiential extravaganza.

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‘‘Our happiness knows no bounds today because our newest store is now open. Inviting you all to visit us at DLF Promenade!,” announced Le Marche on their Linkedin account.

This new outlet is specifically designed to meet the varied needs of Delhi’s consumers. It offers a wide array of gourmet items, including organic fruits and vegetables, exotic foods and ingredients, and other high-quality products.

The establishment of this new store aligns with Le Marche’s expansion strategy. The retailer currently operates in 10 locations across Delhi/NCR, encompassing over 50,000 sq. ft. of retail space.

Acquired by DS Group in 2017, Le Marche is a luxury supermarket that offers a premium range of packaged products, exotic fresh produce, premium frozen and marinated meat, seafood products, confectionery, and personal care items. The store also features in-house live sections and has a presence in Delhi, Gurugram, and Noida.

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