As India’s paan market evolves, the company sees a significant opportunity to bring greater standardisation, consistency and accessibility to one of the country’s oldest culinary traditions while re imagining it for modern consumers. The milestone comes amid growing consumer demand for organised, hygienic and experience-led food service formats across traditionally unorganised categories. Against this backdrop, Mast Banarasi Paan sees a significant opportunity to bring greater standardisation, consistency and accessibility to one of India’s oldest culinary traditions.

India’s paan market is estimated to be worth over Rs. 5,000 crore, yet remains overwhelmingly fragmented, with organised retail accounting for only a small share of the category. The proposed capital will support geographical expansion, technology infrastructure, central sourcing, supply chain capabilities and brand-building initiatives, while deepening the company’s presence across metropolitan as well as Tier II and Tier III markets.

Today, with more than 400 outlets across 20+ states and over 320 cities, Mast Banarasi Paan has built one of the country’s largest organised tobacco-free paan retail networks. The company is also evaluating opportunities in international markets with significant Indian diaspora populations as it charts its next phase of growth. The expansion comes at a time when Banarasi Paan is receiving renewed policy recognition. The Uttar Pradesh Government recently included Banarasi Paan under its One District One Cuisine (ODOC) initiative, aimed at promoting iconic regional cuisines through branding, entrepreneurship and market access.

At the core of the company’s proposition is its commitment to offering 100% tobacco-free paan. By separating the culinary experience of paan from tobacco consumption, Mast Banarasi Paan seeks to present the traditional Indian mouth freshener in a modern, hygienic and family-friendly format.

Commenting on the milestone, Panchanand Thakur, Founder & CEO, Mast Banarasi Paan, said, “Paan has long been an integral part of India’s culinary and cultural heritage, but the category has remained largely unorganised. We see a growing preference for trusted brands that offer quality, consistency and hygiene while preserving authenticity. Our focus is on expanding responsibly, strengthening our operating capabilities and making the Banarasi paan experience accessible to consumers across the country.”

Alongside traditional favourites such as meetha and sada paan, the company continues to expand its portfolio with contemporary offerings to cater to evolving consumer preferences. Its franchise-led model has also enabled entrepreneurs across Tier I, II and III cities to participate in organised food retail through standardised operating systems, technology-enabled processes and central sourcing.

Mast Banarasi Paan is tapping into the growing consumer preference for organised, hygienic and experience-led food service formats across traditionally unorganised categories. Looking ahead, Mast Banarasi Paan will continue to focus on disciplined expansion, operational excellence, product innovation and strengthening its franchise partner ecosystem as it scales its presence across existing and new markets.

The post Mast Banarasi Paan Charts Aggressive Growth Crossing 400 Outlets, Explores Fresh Capital appeared first on Business of Food.

Mondelez India announced the launch of CÔTE D’OR, bringing one of Belgium’s most iconic and beloved chocolate brands to the country. Over the decades, the brand has become synonymous with premium chocolate craftsmanship, earning a loyal following across generations of consumers. The brand’s arrival in India marks another significant milestone in Mondelez India’s efforts to bring globally renowned chocolate experiences to local consumers. The launch comes at a time when demand for premium, authentic, and indulgent confectionery is on the rise, reflecting evolving consumer preferences for high-quality international brands and elevated chocolate experiences.

Established in 1883, CÔTE D’OR has been delighting chocolate lovers for more than 140 years with its distinctive cocoa intensity, exceptional quality, and rich Belgian heritage. Backed by more than a century old legacy, CÔTE D’OR remains one of the most cherished and enduring names in Belgian chocolate.  Crafted using carefully selected cocoa beans that deliver a rich, lingering taste experience with deep cocoa notes and complemented by subtle smoky and vanilla undertones. This signature flavour profile has made it one of Belgium’s most enduring and loved chocolate brands.

Nitin Saini, Vice President – Marketing, Mondelez India said, “Consumers today are increasingly seeking premium, globally inspired food experiences, and chocolate is no exception. As palates evolve, there is a growing appreciation for authentic brands that offer both exceptional quality and a compelling heritage story. CÔTE D’OR has been enjoyed by generations of chocolate lovers in Belgium for its distinctive cocoa taste and craftsmanship. We are delighted to bring Belgium’s favourite chocolate brand to India and offer a rich, indulgent chocolate experience shaped over 140 years of expertise.”

Indian consumers can experience CÔTE D’OR through a carefully curated portfolio that includes CÔTE D’OR Noir 70% Intense, CÔTE D’OR Noir 86% Extra Intense, CÔTE D’OR Whole Hazelnuts Milk Chocolate, CÔTE D’OR Caramelised Almonds Milk Chocolate, and CÔTE D’OR Whole Hazelnuts Dark Chocolate. Combining rich cocoa intensity with generous nut inclusions and authentic Belgian chocolate-making expertise, the range has been designed to deliver a premium and deeply indulgent experience for discerning chocolate enthusiasts.

The dark chocolate variants are priced at Rs. 499 for 100g packs, while the nut-filled variants are available at ₹599 for 180g packs. Consumers can purchase the range through leading quick-commerce platforms, making the premium Belgian chocolate experience more accessible across India.

The launch of CÔTE D’OR reinforces Mondelez India’s premiumisation strategy and its commitment to bringing globally celebrated chocolate brands to Indian consumers. Backed by over 140 years of heritage, distinctive cocoa richness, and iconic Belgian roots, CÔTE D’OR is poised to elevate the premium chocolate category in India and cater to the growing demand for authentic, high-quality indulgence.

The post Mondelez India Introduces Belgium’s Iconic CÔTE D’OR Chocolate Brand to India appeared first on Business of Food.

Strategically located within the bustling food court of Palladium Ahmedabad, the flagship kiosk has been designed as an immersive retail destination that brings Berry Brothers’ commitment to freshness, quality, and transparency to life. Featuring an open, contemporary layout, the kiosk offers customers a clear view of the entire beverage preparation process, creating an engaging and interactive experience while reinforcing the brand’s focus on authenticity and trust. This allows customers to experience the preparation of fresh juices, smoothies, milkshakes, wellness beverages, and healthy refreshments using premium-quality fruits and carefully selected natural ingredients.

The live preparation format not only highlights the quality of the ingredients but also allows customers to connect more closely with the craftsmanship behind every beverage. The kiosk’s modern design, vibrant visual appeal, and efficient service model are tailored to meet the needs of today’s health-conscious consumers seeking convenient yet wholesome refreshment options.

Taranjit Shah Singh, Founder & Owner of Berry Brothers addressing on the occasion of the launch remarked, “The opening of our flagship kiosk at Palladium Ahmedabad represents an exciting milestone in our journey. Every new outlet is an opportunity to raise the bar – not only in product quality but also in customer experience. We believe Health is the New Luxury, and our mission is to make fresh, premium beverages accessible in India’s finest retail destinations. This flagship format reflects the future direction of Berry Brothers as we continue expanding across the country.”

Berry Brothers continues to strengthen its presence across India’s leading retail destinations, with successful operations in premium malls managed by renowned retail groups including DLF, Nexus Malls, Unity One, and now Palladium Ahmedabad. The company remains focused on strategic expansion through partnerships with leading retail developers across the country. This strategic expansion reflects Berry Brothers’ focus on partnering with best-in-class retail environments that offer strong consumer engagement, superior visibility, and a premium shopping experience. By securing locations within some of India’s most sought-after malls, the company is able to connect with a diverse customer base comprising families, young professionals, fitness enthusiasts, and health-conscious shoppers seeking nutritious refreshment options.

The Palladium Ahmadabad launch also marks the beginning of Berry Brothers’ association with Phoenix Group. The company is exploring additional opportunities within the group’s retail portfolio as part of its long-term expansion strategy.

The post Berry Brothers Opens Seventh Company-Owned Outlet with 360° Experience Kiosk appeared first on Business of Food.

The funding comes at a time when India’s healthy snacking market is witnessing robust growth, driven by increasing consumer awareness around nutrition, ingredient transparency, and wellness-oriented lifestyles. The category has attracted substantial investor interest over the past few years, with several brands competing to capture a larger share of the country’s evolving packaged foods market. The company was valued at approximately Rs.226 crore as of March 2025 and reported annual revenue of around Rs.54 crore for FY24.

The investment marks a strategic partnership between one of India’s emerging health-focused packaged food brands and a nearly 120-year-old business house with deep distribution capabilities across key markets. While the companies have not disclosed the valuation at which the transaction was completed, the capital is expected to support Open Secret’s next phase of growth, including product innovation, distribution expansion, brand building, and operational scale-up.

Founded in 2019 by Ahana Gautam and Udit Kejriwal, Open Secret has carved out a niche in the rapidly growing healthy snacks category through its portfolio of cookies, chocolates, bhujia, nut mixes, and other snack products positioned as free from maida, palm oil, and added preservatives. The brand has particularly resonated with families and parents seeking healthier alternatives for everyday snacking.

“This investment is a strong validation of our vision to make healthier snacking accessible to Indian consumers at scale,” the company spokesperson said at the announcement. The founders noted that the partnership would help strengthen the brand’s presence across channels while supporting its long-term growth ambitions.

For Desai Brothers, the investment aligns with its strategy of expanding its footprint in the fast-growing consumer foods segment. The diversified conglomerate has interests spanning food, tobacco, hospitality, renewable energy, and financial services, and also operates snack-focused businesses through its food portfolio. Industry observers believe the group’s extensive distribution reach across North and West India could provide a significant boost to Open Secret’s offline expansion plans.

Since its launch, Open Secret has expanded its distribution across e-commerce platforms, quick-commerce channels, modern trade stores, and traditional retail networks. Company commentary in recent months has indicated that the brand is targeting gross revenue of around ₹100 crore this year while laying the foundation for significantly larger scale in the years ahead.

The latest fundraise underscores growing investor confidence in India’s premium and health-focused food brands, a segment that continues to benefit from changing consumer preferences and higher spending on wellness products. With fresh capital, a strategic investor, and a rapidly expanding market opportunity, Open Secret is positioning itself to emerge as one of the leading players in the country’s next generation of packaged snack brands.

The post Open Secret Secures Fresh Funding as Healthy Snacking Continues to Gain Ground appeared first on Business of Food.

Founded in 2022, Sumosave operates a Company-Owned, Company-Operated (COCO) chain of neighbourhood supermarkets focused on middle and lower-middle-income households across East and North India. Unlike premium supermarkets or hypermarkets that largely cater to affluent consumers, Sumosave’s proposition revolves around everyday grocery savings without compromising on product quality, assortment or convenience. The fresh capital will primarily fund store expansion, strengthen the supply chain and support leadership hiring as the company pursues an ambitious target of 500 stores by 2030.

The retailer currently operates 35 supermarkets and reported a revenue base of around Rs. 32.9 crore. While the company has not disclosed profitability figures, investors have highlighted its focus on affordability, operating discipline and capital-efficient growth as key reasons for backing the business.

Kampani, who brings more than three decades of experience in organised retail and previously held senior leadership roles with major retail businesses, believes India’s next phase of organised grocery growth will not come from India’s largest metros but from hundreds of underserved cities and neighbourhoods. Sumosave has therefore deliberately positioned itself away from premium retail, instead targeting consumers who spend a significant portion of their monthly household budgets on food and grocery purchases and actively seek everyday value.

What differentiates Sumosave from conventional supermarket chains is the simplicity of its retail model. Rather than relying on aggressive promotional campaigns, complex loyalty programmes or cashback offers, the retailer displays straightforward selling prices and communicates in regional languages. The company also stocks a mix of national and carefully selected local brands, reflecting regional consumption patterns instead of adopting a uniform assortment across markets. Its stores, typically spanning around 2,000 sq. ft. and 5,000 sq. ft., are designed to function as full-fledged neighbourhood supermarkets located within dense residential catchments.

Kampani has also argued that consumer behaviour in these markets differs significantly from that of metro shoppers. According to him, nearly half of Sumosave’s daily sales occur during the evening shopping window between 7 p.m. and 10 p.m., while cash continues to account for around 60% of transactions despite the rapid growth of digital payments. These insights have shaped the company’s operating model around local shopping habits rather than replicating metro retail formats.

The investment also reflects growing confidence that India’s value grocery segment can coexist with both national supermarket chains and quick-commerce platforms. While large retailers such as DMart, Reliance Smart Bazaar, Spencer’s and More Retail continue expanding across the country, Sumosave is attempting to win customers through neighbourhood proximity, transparent pricing, local merchandising and a sharper focus on value-conscious households—an area that remains relatively underpenetrated in many parts of East and North India. Rather than competing head-on with hypermarkets or instant delivery platforms, the company is building a format centred on routine monthly grocery shopping, where trust, affordability and familiarity often outweigh speed.

With organised grocery retail still accounting for only a fraction of India’s overall food and grocery market, investors appear to be betting that regional, execution-led supermarket chains can carve out meaningful positions alongside larger national players. Sumosave’s latest fund raise provides Mohit Kampani with the capital to test that thesis at scale, as the company embarks on its journey from just 35 supermarkets today to a targeted network of 500 neighbourhood stores by the end of the decade.

The post Mohit Kampani Bags Rs.50 Crore to Accelerate Sumosave’s 500-Supermarket Vision appeared first on Business of Food.

Unlike most fast-casual restaurant chains that prioritize delivery-led expansion, Bad Boy Pizza has built its growth around destination dining experiences. The brand remained exclusively dine-in for its first 10 months, enabling it to cultivate a loyal customer community while achieving operational profitability at its flagship Lokhandwala outlet in just its second month. Today, dine-in contributes 95% of total revenue, with customer repeat rates exceeding 60%. Supported by strong unit economics, the company reports an outlet payback period of 15–18 months and is targeting 22–24% store-level EBITDA, a performance that has already generated more than 180 franchise inquiries from both domestic and international markets.

Building on strong operational fundamentals, Bad Boy Pizza has achieved an outlet payback period of just 15–18 months and is targeting 22–24% store-level EBITDA, underscoring the scalability of its business model. The brand has already attracted significant investor and franchise interest, receiving more than 180 franchise inquiries from India and overseas. Its expansion will follow a disciplined cluster-based strategy, with plans to operate 30 outlets across Western India by December 2027, generating an estimated Rs.100 crore ($12 million) in ARR. From mid-2027, the company will expand into key metropolitan markets including Delhi NCR, Bengaluru and Hyderabad through joint ventures and multi-unit franchise partnerships. It also has sure-shot plans of entering London and New York during 2028–29.

A key driver of the brand’s growth has been its differentiated culinary proposition, which combines 48-hour old-fermented New York-style pizza crusts with bold Indian and global flavours to appeal to Gen Z consumers. Signature offerings such as the Pushpa Pizza, Butter Chicken Garlic Bread, Kerala Fried Chicken, and Paan Soft-Serve Sundae have helped build a distinctive identity in the premium QSR segment. Marking its first anniversary, Bad Boy Pizza has further expanded its menu with innovative creations including Dabeli Garlic Bread, Khao Suey Pizza, and Thai Basil Pizza, reinforcing its positioning as a trend-led, experiential dining brand.

Badshah, Co-Founder, Bad Boy Pizza said, “Our growth over the past year has proven that when you build an authentic, uncompromising product, it forms its own community. We are incredibly proud to pioneer a brand-new subculture pizza brand out of India, one with the cultural relevance and scalability to resonate in food capitals across the world. We look forward to introducing the Bad Boy experience to millions of new diners.”

Karan Tanna, Co-Founder, Bad Boy Pizza states, “We set out to premiumize the neighbourhood pizza experience by engineering a brand tailored specifically for the next generation of global consumers. By identifying a clear white space in the market, we focused heavily on world-class culinary innovation and sustainable, highly profitable unit economics. As we scale internationally, our focus remains firmly on cluster-led growth and industry-leading outlet performance. We aim to capture a share of India’s $2 billion pizza market by scaling to over 70 outlets, utilizing a cluster-based approach to launch in major Indian metros and internationally in London and New York.”

Launched in 2025, Bad Boy Pizza is now joining the ranks of elite Indian celebrity-led D2C powerhouses like Shraddha Kapoor’s Palmonas, Katrina Kaif’s Kay Beauty, Ranveer Singh’s SuperYou, Kriti Sanon’s Hyphen and Kusha Kapila’s Underneat. By capitalizing on India’s booming quick-commerce ecosystem and building a highly engaged, culture-driven community, Bad Boy Pizza is fast transitioning from a disruptive newcomer into a high-growth market leader.

The post Badshah’s Bad Boy Pizza Sets Sights on Multi-City Growth, $24 Million Revenue Milestone appeared first on Business of Food.

The company’s India team is led by Executive Chairman Sanjiv Mehta (former chairman & CEO of Hindustan Unilever) along with Growth Stage Investor, Anjana Sasidharan and Head of India at L Catterton, Vikram Kumaraswamy. Over the past 14 months, the firm has steadily built a focused investment portfolio centered on packaged and better-for-you food brands.

Betting Big on Haldiram’s

The company’s investment strategy reflects this conviction, with a focus on businesses that are well positioned to capitalize on changing consumer preferences. This is clear in the recent double deals of investment – the first with Haldiram’s, the famous Indian multinational fast-food restaurant chain and the second being Farmley, healthy snacking brand, best known for its makhanas and dry-fruit products.

Haldiram’s outlets already anchor food courts in malls across Delhi-NCR, Gurgaon, and Noida, including marquee properties like Ambience Mall and DLF Cyber Hub, but what truly sets the F&B and FMCG giant apart from typical packaged-foods companies is that it isn’t just a manufacturer feeding supermarket shelves. It’s also a retail landlord’s dream tenant.

Beyond its sprawling distribution network, Haldiram’s runs its own restaurants and retail outlets in three distinct formats

• – Tiny grab-and-go kiosks tucked into mall food courts and metro stations
• – Mid-sized quick-service counters
• – Full sit-down dining halls for families

What’s noteworthy is that Haldiram’s is also accelerating its expansion plans, with a strategic focus on central and southern India. In a move to speed up its presence in smaller, non-metro markets, it is introducing city-wise franchising for the first time, enabling faster and more localized growth. In other words, Haldiram’s plays two roles at once: a packaged-food brand fighting for shelf space, and an F&B anchor fighting for prime mall real estate.

This dual identity is exactly what makes L Catterton’s capital – paired with Sanjiv Mehta’s decades of FMCG scaling experience – potentially so consequential for how fast the expansion happens.

The Farmley Thesis

Farmley represents another key pillar of L Catterton’s investment thesis. The Noida-based healthy snacking brand, known for its makhana, nuts, and dry-fruit offerings, secured a Series C funding round led by the private equity firm in mid-2025.

While digital channels continue to fuel growth, Farmley’s strategy is increasingly centered on strengthening its offline presence. The fresh capital will be used to expand shelf space across general trade and modern retail, building on the brand’s strong foothold in large-format retail chains, particularly in South India.

The move underscores a broader shift in India’s healthy snacking market, where brands that once relied heavily on e-commerce and quick commerce are now competing for premium in-store visibility alongside established FMCG players.

More importantly for India’s food retail sector, L Catterton’s moves signal that global private capital. India’s snacking market is rapidly evolving from indulgence-driven, commodity products to branded, health-focused, and premium offerings, creating a significant opportunity for early investors.

Beyond investing in brands, the private equity firm is also backing the retail ecosystems that support their growth, recognizing that physical retail remains a critical driver of brand visibility, consumer engagement, and market expansion.

With India’s healthy snacking market projected to reach nearly $8.5 billion by 2031, growing at an annual rate of ~14%, the sector is poised for sustained investment and consolidation.

As L Catterton deploys the remaining capital from its first India fund over the next 18 months, competition is expected to intensify – not only for category leadership but also for valuable shelf space across modern retail, supermarkets, and other offline channels.

The post Capital Meets Consumption: L Catterton’s Big Bet on India’s Snacking Market appeared first on Business of Food.

Operating in the world’s largest milk-producing nation, Doodhvale Farms is addressing one of India’s biggest dairy challenges: a highly fragmented and opaque supply chain. While millions of households consume milk every day, consumers often have little visibility into its source or handling. By owning its supply chain end-to-end and conducting laboratory quality checks at every stage, the company ensures its milk and daily essentials are fresh, traceable, and trustworthy. Building on this foundation, Doodhvale Farms is now extending its promise of quality beyond dairy into a growing portfolio of protein-rich and daily essential products. The company delivers milk and daily essentials that are fresh, and promises to extend beyond dairy, into a growing protein range and everyday staples like atta and wood-pressed oils.

Over the past 12 months, Doodhvale Farms has nearly doubled its direct-to-consumer (D2C) business, driving approximately 65% growth in overall revenue. The D2C channel now contributes nearly 90% of the company’s total revenue, underscoring the strength of its direct customer relationships. Meanwhile, value-added products—including everything beyond plain milk—now account for nearly 35% of revenue, reflecting growing consumer trust in the brand and an expanding share of customers’ daily essentials basket.

Commenting on the raise, Aman J Jain, Co-founder and CEO, Doodhvale Farms said, “Everyday, Indian families settle for less in the food they trust most, from milk to the protein their children need. Doodhvale Farms exists to end that compromise. Atomic backed the conviction early, and this round is us doubling down on it. The capital lets us reach more homes, widen our protein and essentials range, and use technology to make honest food more affordable. This was never just about milk. It’s about becoming part of how Indian households eat every day, without trading away quality to do it.”

Apoorv Gautam, Founder & Managing Partner, Atomic Capital Fund I said, “We have backed Doodhvale Farms from an early stage, and this follow-on investment reflects our deepening conviction in the company. The team has demonstrated a rare ability to scale rapidly while maintaining strong unit economics, capital efficiency, and contribution-level discipline. In a market this large, when you see founders executing with such clarity and consistency, you double down.”

Doodhvale Farms operates fresh delivery across Delhi-NCR, Chandigarh, Ambala, Karnal and Meerut, and ships non-perishables like ghee and cold-pressed oils across India. The company is demonstrating a highly scalable and capital-efficient expansion model, with new cities achieving operational break even in under three months. Building on this momentum, the company is deepening its presence in existing markets while steadily expanding its portfolio of daily essentials beyond dairy, strengthening its position as a comprehensive household essentials brand.

The opportunity ahead is significant. With India’s daily essentials market still largely unorganized, Doodhvale Farms plans to aggressively expand over the next 12 to 18 months by broadening its portfolio of protein-rich products and everyday essentials while reaching more households across additional cities. The company’s near-term objective is to more than double its business, strengthen unit economics, and establish itself as a defining brand for how Indian consumers purchase their everyday food and household essentials.

The post Doodhvale Farms Raises $1 Million, Strengthens India’s Farm-to-Home Daily Essentials Platform appeared first on Business of Food.

The Ready-to-Eat (RTE), Ready-to-Cook (RTC) and Ready-to-Serve (RTS) food category is experiencing a significant evolution as consumers seek solutions that fit increasingly busy lifestyles without compromising on health, quality or taste. Once associated primarily with convenience, the category is now being redefined by premiumisation, clean-label formulations, global culinary influences and sustainability-driven innovation. As consumers spend more time at home while demanding restaurant-quality experiences, brands and retailers are transforming convenience foods into sophisticated meal solutions that deliver freshness and nutrition.

Convenience Continues to Drive Growth
Convenience remains the strongest growth engine for the RTE, RTC and RTS category. Modern consumers are balancing demanding schedules, hybrid work models and rising living costs, creating demand for meal solutions that save time while maintaining quality. Across global markets, ready-made meal formats are expanding beyond traditional dinner occasions to include breakfast, lunch, snacking and family-sharing formats. Retailers are investing heavily in prepared food assortments as consumers increasingly look for alternatives to restaurant dining. The appeal extends beyond time savings.

The Rise of Clean Label and Real Food
Health-conscious consumers are reshaping the landscape of convenience foods. The demand for minimally processed foods, recognisable ingredients and transparent sourcing has accelerated, pushing brands to rethink traditional formulations. Consumers are actively moving away from products perceived as overly processed and are instead seeking meals made with whole-food ingredients, natural seasonings and fewer additives. Freshness has become one of the strongest indicators of health in consumers’ minds, making ingredient transparency a critical purchase driver. Functional nutrition is also gaining importance, with consumers seeking options that deliver protein, fibre, gut-health benefits. Today, products must deliver convenience and nutritional integrity and transparency.

Global Flavours Enter Everyday Meals
Today’s consumers are increasingly adventurous eaters. Exposure to global cuisines through travel, social media and food culture has heightened expectations for flavour innovation across convenience food categories. Asian cuisines continue to exert significant influence, while African and Latin American flavours are gaining momentum as consumers seek authentic and culturally rich culinary experiences.

Regional specialities, street-food-inspired offerings and globally inspired fusion products are helping brands differentiate in crowded markets. Importantly, consumers want authenticity rather than interpretation. Premiumisation is also shaping flavour development. Consumers are willing to pay more for chef-inspired recipes, artisanal ingredients and elevated dining experiences.

Customisation Becomes the New Standard
One-size-fits-all meal solutions are gradually giving way to modular and customisable formats. Consumers increasingly want control over ingredients, portions and flavour combinations. This trend is driving the growth of meal kits, build-your-own bowls, and mix-and-match formats. Concepts inspired by bibimbap, donburi, grain bowls and salad bars are particularly well-positioned to meet these expectations.

Customisation also supports the growing demand for dietary inclusivity. Consumers are seeking products that accommodate plant-based lifestyles, gluten-free requirements, high-protein diets and other health-focused eating patterns. For brands, modular meal solutions offer an opportunity to enhance engagement while catering to a broader range of consumer needs without significantly increasing product complexity.

Frozen Foods Shed Their Traditional Image
Frozen foods are experiencing a renaissance as technology improves product quality and consumer perceptions evolve. Advances in freezing techniques are enabling brands to preserve flavour, texture and nutritional value more effectively than ever before. As a result, consumers increasingly view frozen products as viable alternatives to freshly prepared meals rather than lower-quality substitutes. Premium frozen meals featuring restaurant-inspired recipes, global cuisines and health-forward ingredients are gaining traction among Millennials and Gen Z consumers entering family life stages. The category is benefiting from its ability to balance convenience, affordability and reduced food waste. Innovations such as thaw-and-eat products and chef-developed recipes are elevating consumer expectations.

Sustainability Shapes Product and Packaging Innovation
Environmental concerns continue to influence purchasing decisions, making sustainability an increasingly important competitive differentiator. Consumers are paying closer attention to both packaging materials and ingredient sourcing. Brands are responding with recyclable, compostable and reusable packaging solutions while investing in more responsible supply chains. Packaging innovation is particularly important in fresh convenience categories, where maintaining product integrity must be balanced against reducing environmental impact. New materials and packaging formats are helping brands preserve freshness while minimising waste.

Social Media Influence
Digital platforms continue to play a significant role in shaping food preferences and purchasing behaviour. Social media has become a key source of meal inspiration, exposing consumers to global flavours, preparation techniques and trending ingredients. Consumers are increasingly influenced by recipe hacks, meal-prep content and creator-led recommendations. This is encouraging brands to develop products that are visually appealing, highly shareable and easy to personalise. Younger consumers, particularly Gen Z, are driving interest in street-food-inspired concepts, limited-edition flavour launches and globally influenced convenience formats that offer novelty alongside
practicality. As food discovery becomes increasingly digital, brands must create products that perform both on shelves and across social platforms.

Key Industry Opportunities
Several areas present growth potential for brands over the coming years:
Fresh Convenience: Expanding chilled and minimally processed meal solutions that prioritise freshness.
Global Flavours: Introducing authentic Asian, African and Latin American-inspired products that deliver cultural relevance and culinary exploration.
Premium Frozen: Elevating frozen offerings through chef-inspired recipes, and restaurant-quality experiences.
Customisable Meals: Developing modular formats that allow consumers to personalise ingredients and portions.
Clean Label Reformulation: Simplifying ingredient lists to build trust and support wellness goals.
Sustainable Packaging: Investing in environmentally responsible materials and packaging systems that reduce waste while maintaining product quality.

Looking Ahead
The future of the RTE, RTC and RTS foods category will be defined by the convergence of convenience, health, premiumisation and sustainability. Brands that successfully combine freshness, clean-label transparency, authentic global flavours and personalisation will be best positioned to capture growth in the years ahead.

The post Convenience Reinvented: How RTE, RTC & RTS Foods are Winning Modern Consumers appeared first on Business of Food.

Positioned as “India’s Family Brand”, SAMUH is carving out a niche in the value FMCG segment by offering high-quality, affordable daily essentials designed for consumers in tier-3 and tier-4 towns as well as rural India. Its portfolio includes namkeens, bakery products, homecare essentials and a wide range of snacks tailored to the consumption patterns and purchasing power of rural households.

The company unveiled its long-term growth strategy and national expansion roadmap at a leadership summit attended by its distributor partners, where it outlined plans to strengthen distribution, diversify its product portfolio, expand into new categories and deepen market penetration across multiple states.

Addressing partners and stakeholders at the summit, Adwait Vikram Singh, Founder of SAMUH, said the company’s early success reflects the enormous untapped opportunity in rural India. He expressed, “India’s next consumption revolution will be led by Bharat. SAMUH was built to serve consumers who seek quality, affordability and trust. The response has exceeded expectations and strengthens our conviction that rural India is ready for home-grown brands built specifically for its needs.”

Industry estimates suggest that rural India accounts for nearly half of the country’s FMCG consumption, making it one of the most significant growth engines for consumer goods companies over the next decade. Backed by this structural opportunity, SAMUH aims to build a scalable consumer brand that creates value not only for customers but also for retailers, distributors, micro-entrepreneurs and local communities.

SAMUH’s growth is supported by the extensive rural commerce network of its parent company, Rozana, a New Delhi-based platform founded by alumni of St. Stephen’s College, IIM and Harvard. Through its network of village-level entrepreneurs and community commerce partners, Rozana has built a robust last-mile distribution ecosystem that enables access to products and services in underserved markets.

The company believes that this grassroots network, combined with the rapid rise of digital adoption across rural India, will provide a strong foundation for the next phase of growth for both Rozana and the SAMUH brand as they work towards building one of India’s leading rural-focused FMCG businesses.

The post SAMUH’s Rapid Rise: Rs.100-Crore Run Rate in Three Months, Rs.1,000-Crore Ambition Next appeared first on Business of Food.