For years, CookieMan has been defined by experience. The aroma of freshly baked cookies, the theatre of in-store preparation, and its indulgent, premium positioning have made it a familiar and nostalgic presence across India’s malls and high streets. Its Australian heritage added to its distinctiveness, setting it apart in a crowded snacking market.

But beneath that experiential layer, the brand has been quietly building something more expansive.

Today, CookieMan is no longer confined to its own stores. It has already established a meaningful presence across organised retail channels, including:

• Hypermarkets such as Reliance Smart and Metro Cash & Carry
• National supermarket chains like Spencer’s Retail and Reliance Signature
• Gourmet food retailers including Magson Retail, Modern Bazaar, Freshpik, and FoodSquare
• Regional chains such as Grace Retail, Magsons Goa, and Geom 360
• Travel retail via airport chains like Relay and Bon Voyage

This network reflects a brand that has secured premium shelf visibility across curated retail environments. Yet, visibility alone does not translate into scale. The next phase is about building depth, consistency, and reach.

That is where Banerjee comes in.

With nearly two decades of experience spanning FMCG and modern retail—across organisations such as Wellness Forever, Foodhall, Spencer’s Retail, and most recently Magson Retail—he brings a rare combination of distribution expertise, merchandising strategy, and category-building capability. His role will focus on expanding CookieMan’s packaged business across modern trade, general trade, and gifting, transforming an already present distribution footprint into a robust national growth engine.

His own articulation captures the ambition—to help build a “formidable presence in the FMCG sector.”

The leadership alignment behind this move is equally telling. Welcoming Banerjee, Sanjay Mishra, Chairman, Australian Foods, noted, “Delighted to have you with us, Saibal Chandra Banerjee. May you and the brand grow together and delight our consumers.”

It is a simple message, but one that underscores both confidence and expectation.

The timing of this push is significant. India’s cookie market is undergoing a shift, driven by premiumisation and evolving consumer preferences. Shoppers are increasingly moving toward indulgent, gourmet-style cookies, while the rise of organised retail, quick commerce, and gifting culture is opening new pathways for growth.

CookieMan, with its strong association with indulgence and freshness, is well-positioned to capitalise on these trends. However, its current business—estimated at ₹80–120 crore annually with around 50–70 stores—remains largely anchored in its store-led model. Packaged products, though present, have yet to realise their full potential.

The opportunity, therefore, lies in rebalancing the business.

Scaling the FMCG side will require more than just expanding presence. It will demand stronger distributor networks, sharper pricing strategies, efficient supply chains, and a wider SKU portfolio that can cater to both premium and more accessible consumption occasions. It will also require the discipline to ensure that products don’t just occupy shelf space, but move consistently across it.

At the same time, the brand must preserve what makes it distinctive. CookieMan’s premium identity, its international appeal, and its indulgence-led positioning are key assets in a market that is becoming increasingly competitive, with both legacy players and emerging premium brands vying for consumer attention.

If executed well, the payoff could be substantial. Over the next few years, packaged products could become a significant contributor to revenue, supported by deeper penetration across modern trade, expansion into general trade, and a stronger play in festive and corporate gifting.

In many ways, CookieMan is at a crossroads familiar to many legacy food brands—transitioning from an experience-led retail model to a distribution-led FMCG business. It is a shift that requires not just strategy, but sustained execution.

With Banerjee now leading trade sales, and with leadership backing clearly aligned, the intent is unmistakable.

CookieMan has already found its place on the right shelves. The next step is to ensure it earns a place in everyday consumption—moving from an occasional indulgence to a brand that travels into homes, celebrations, and daily routines across India.

The post CookieMan’s Next Chapter: From Mall Counters to National Shelves appeared first on Business of Food.

The disagreement stems from a recent government clarification categorizing snacks as either extruded or non-extruded. Extrusion is a food processing technique involving the pushing of ingredients through a machine to achieve a desired shape, commonly used in the production of many ready-to-eat snacks. Examples of extruded snacks include finger snacks like PepsiCo’s Kurkure, Prataap Snacks’ Yellow Diamond puffs and rings, and ITC’s Bingo Mad Angles. On the other hand, biscuits and potato chips are classified as non-extruded snacks. Industry experts estimate that extruded snacks contribute 25-30% to the total salty snacks market worth Rs 47,000 crore, with the remaining share coming from non-extruded snacks.

While food companies have been paying a 12% GST on snacks overall, the GST Intelligence body is now insisting on an 18% GST for extruded snacks and maintaining the 12% rate for non-extruded snacks, according to reports.

Sources within the food industry have revealed that the aforementioned companies, along with a few others, have received notices totaling approximately Rs 1,000 crore in terms of additional GST to be paid by them. However, there has been no official confirmation of this report as of yet.

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For centuries, Kerala’s banana chips have been synonymous with coconut oil. Aligning with this tradition, Beyond Snack endeavored to create a product that delivers consistent taste and texture and embraces healthier cooking methods. After an intensive 8-month product development phase, Beyond Snack is now ready to meet the high expectations of health-conscious consumers.

Building on the momentum of the ’24 Carat Taste’ campaign, Beyond Snack’s introduction of Kerala Banana Chips in Coconut Oil represents a thoughtful blend of tradition and modern health consciousness. Emphasizing coconut oil’s traditional significance in Kerala’s culinary landscape, this launch reinforces the brand’s dedication to celebrating cultural heritage while addressing the nutritional preferences of today’s consumers. This launch is a reflection of Beyond Snack’s ongoing efforts to blend cultural authenticity with modern health standards, providing consumers with an indulgent yet guilt-free snacking experience.

What sets this product apart in the market? It is made without onion and garlic, catering to consumers who seek fasting-friendly options. Significant to this product is our transition to using rock salt, an alternative to the commonly used refined salt. The standout feature of this new product lies in its cleanliness – we’ve meticulously curated these banana chips with hygiene as a top priority. What sets them apart is that they’re the first-ever branded banana chips made with coconut oil. This enhances the chips’ health benefits and adds a delicious twist to the classic snack.

Manas Madhu, Co-Founder of Beyond Snack, said, “With Kerala Banana Chips in coconut oil, we’ve embraced the historical connection of coconut oil and banana chips and elevated the snack to meet modern health expectations. Our rigorous development process and thoughtful ingredient selection are a nod to our responsibility towards our consumers who trust us for quality and experience.”

Beyond Snack’s commitment to quality and nutrition remains unchanged. Like all our products, these coconut oil-based banana chips are gluten-free, non-GMO, and made with real, premium ingredients. As always, they are free from artificial preservatives, colours, and flavours, ensuring that every bite is a wholesome, guilt-free indulgence.

Kerala banana chips made with Coconut oil will be available in 85gm packets at a price of Rs 75 per pack. Consumers can purchase these healthy and delicious chips across all leading e-commerce platforms such as Amazon, Flipkart, Big Basket, Blinkit, and Instamart, as well as in their nearest retail outlets pan-India and on our website www.beyondsnack.in.

For more information about Beyond Snack and its newly launched products, please visit www.beyondsnack.in. Stay connected with Beyond Snack on social media for the latest updates, promotions, and irresistible snack inspiration.

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From empowering local farmers to pioneering Eri-Silk cultivation, the brand’s visionary approach not only fosters a mutually beneficial ecosystem but also positions them at the forefront of positive change in the region.

As they secure incubation support from NABARD and SDAU, Hearty Mart Farm2Market’s journey exemplifies how businesses can drive impactful transformations for both themselves and the communities they serve.

Hearty Mart has garnered considerable acclaim for its distinctive business approach, notably for introducing contemporary retail and sophisticated bakery experience to tier-2 and tier-3 locations in Gujarat. Undoubtedly, the brand has become synonymous with venturing into untapped markets and strategically investing in areas typically considered less favourable for business development. Another key illustration of this strategy is the lesser talked about Hearty Mart Farm2Market, emblematic of the brand’s commitment to fostering entrepreneurial fervour in urban spaces.

The concept of Farm2Market took root in 2017 when a group of fruit farmers approached the leadership of Hearty Mart with a proposal to utilize surplus fruit produce. What began as a localized initiative soon evolved into a broader outreach to the agricultural community, extending beyond fruit juices to encompass various agricultural products. Hearty Mart, already a prominent player in the HoReCa (Hotels, Restaurants, and Catering) sector in Gujarat, recognized the potential of robust backward integration.

As discussions progressed within the leadership, they became increasingly attuned to the concerning trend of local farmers selling their lands and migrating to urban areas due to an unstable income. This realization fuelled the vision of incorporating farmers into the Hearty Mart family, laying the foundation for Hearty Mart Farm2Market.

Reflecting on this venture, Nadeem Jafri, Founder and Chief Mentor, Hearty Mart, explained, “with Farm2Market, we aimed to establish a robust backward integration channel for our companies. Through Farm2Market, we seek to directly source grains from farmers and distribute them to retail customers through our supermarkets, as well as to Hotels and Restaurants via our HoReCa division.”

He further emphasized, “Our goal is to create a sustainable source of income for small farmers in Gujarat, providing market linkages, connecting them with resources and experts to exponentially increase their income. In doing so, we aim to foster a mutually beneficial scenario for all stakeholders involved.”

In Bakar Ali and Maherban, Hearty Mart discovered two enterprising farmers who were actively seeking avenues to enhance the income streams of farmers in their region. As fellow farmers, they possessed an intimate understanding of the challenges associated with securing fair prices in the market.

Subsequently, the Hearty Mart Farm2Market warehouse was established in Jadar, Idar, located in the Sabar Kantha district of Gujarat—a region renowned for the cultivation of Castor, Cotton, Soybean, and Wheat. They forged a strategic partnership with Ihsedu Agrochem Pvt. Ltd., wherein the latter committed to supplying castor seeds to Farm2Market-affiliated farmers at a price below market rates, while also purchasing the produce from these farmers at a premium compared to market prices. This innovative arrangement propelled Farm2Market to gain substantial traction within the region.

Presently, Farm2Market operates in 43 villages across Gujarat, collaborating with over 2000 farmers and 2 Farmer Producer Organizations (FPOs) and has 2 selling points beyond the warehouse in Jadar, Idar. This expansive reach underscores the successful integration of Hearty Mart’s vision with the entrepreneurial spirit of local farmers, fostering a mutually beneficial ecosystem that addresses the challenges faced by farmers in the pursuit of fair and sustainable livelihoods. Yet, their visionary aspirations extend beyond conventional trading.

Bakar Ali articulates their broader goal, stating, “We don’t want to merely engage in trading; we aim to catalyse a transformative shift in the agricultural landscape of our region. To realize this, we’ve been diligently piloting Eri-Silk production for the past two years, and the outcomes are indeed promising.” Farm2Market introduced a distinctive initiative by cultivating Eri-Silk in Sabarkantha, Gujarat, leveraging Castor leaves as a key element in the silk cocoon development process.

This innovative solution delivers a host of socially impactful outcomes. Primarily, it pledges to diversify the agricultural panorama by introducing Eri Silkworm-based silk production to a region currently limited to the cultivation of a few crops. The successful adoption of Eri-Silk cultivation not only broadens the spectrum of crops in the area but also generates fresh employment opportunities, especially for older individuals and women. Eri-Silk cultivation proves less labor-intensive than traditional crops like castor, offering a more accessible avenue for employment. Moreover, utilizing castor leaves as silkworm feed maximizes resource utilization, given the abundance of castor leaves in the region.

This innovative approach has not only garnered attention within the agricultural realm but is also making waves in business circles. Farm2Market’s pioneering efforts have been recognized through their recent incubation at the NABARD-assisted SDAU (Sardarkrushinagar Dantiwada Agricultural University) incubation center. This strategic partnership not only validates their innovative vision but also positions them to scale this initiative to the next stage. The incubation support holds the promise of catalyzing a substantial shift within the agricultural landscape of Gujarat. As they embark on the next phase of growth with the support of NABARD and SDAU, Hearty Mart Farm2Market’s journey serves as an inspiring narrative of how visionary businesses can drive positive change, fostering a resilient and prosperous future for both the business and the communities they engage with.

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This new project will mark Dabur’s first investment in South India and will add to its existing network of 13 domestic manufacturing locations. Dabur is scaling up its business in South India, which today accounts for around 18-20 per cent of its domestic business. With South India’s contribution increasing, the company decided to establish a new manufacturing facility there to better cater to the local demand.

“The Board today approved an investment of Rs. 135 crore for establishing this greenfield facility. This is not only an opportunity to bring more jobs to the region, but also allows us to further expand our manufacturing capabilities and meet the growing need for Dabur products in South India,” said Mohit Malhotra, Dabur India’s Chief Executive Officer.

As part of Dabur’s strong commitment to ‘Green Enterprise’ principles, the new facility will incorporate energy conservation in its design and operation. Special focus is also being given to the environment with the company planning to construct an energy efficient building besides deploying state-of-the-art technology for effluent treatment.

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Following the substantial allocations to the health, education, and infrastructure sectors in the previous budget, there is a growing expectation from the retailer’s community to be the focal point. Despite the National Retail Policy still being in the drafting stage, retailers are hopeful for positive measures in the upcoming budget, such as higher sales targets, increased consumer footfalls, and improved profit margins facilitated by lower taxes and business-friendly initiatives.

In anticipation of the forthcoming budget, numerous retailers have articulated their expectations and ideas, aiming to foster a more vibrant and prosperous retail landscape in India.

What are the expectations of the retailers for the upcoming budget? 

Speaking to IMAGES Group, Aastha Almast, the Co-Founder of The New Shop highlighted some of the expectations that she seeks from the new budget that is coming in Feb. She points out that the retail sector in India is eagerly looking forward to more liberalized Foreign Direct Investment (FDI) norms, especially for Multi-Brand Outlets (MBOs) and retail franchises. There is a collective desire for enhanced accessibility to MSME loans under the Startup India/StandUp India Scheme, as retail store franchises play a pivotal role in fostering entrepreneurship, particularly in Tier 2 and Tier 3 cities. This expansion is expected to generate a substantial number of employment opportunities.

Furthermore, retailers are optimistic about the prospect of lower interest rates for borrowing, particularly for franchises associated with established retail brands. This financial facilitation is seen as a crucial factor in supporting the growth and sustainability of retail enterprises, contributing significantly to the economic development of the country. 

Adding to it, Kunaal Kumar, Director, of Modern Bazaar further gave some bullet points about the retailer’s expectations from the budget. 

1. Reduced GST Rates: Decreasing Goods and Services Tax (GST) rates on essential commodities and imported food products aims to enhance affordability for consumers, thereby stimulating increased sales. This reduction in GST rates is intended to make these goods more accessible to the general consumers, promoting sales and ensuring that essential items remain within reach for a wider segment of the population.

2. Better Import Policies: Streamlined, easier, and cost-effective processes for imported goods are vital for retailers like Modern Bazaar specializing in imported food products. The aim is to simplify and expedite the importation of goods, making it easier for businesses. By implementing more cost-effective import procedures, financial burden can be reduced from the shoulders of both retailers and consumers, while bringing in goods from other countries. These enhanced import policies can also benefit retailers dealing in imported food items by cutting through bureaucratic complexities and ensuring a smoother, more seamless importation experience.

3. Support for Infrastructure Development: Recognizing the pivotal role that infrastructure plays in the success of retail business, financial Incentives can be included in the budget for revitalizing retail spaces and enhancing logistics to boost supply chain efficiency. These incentives can address the evolving needs of the retail landscape, ensuring that businesses stay competitive in today’s dynamic market.

4. Promoting Sustainable Practices: The budget can also add incentives and subsidies for embracing eco-friendly practices in operations. This offers both encouragement and motivation for the adoption of environmentally conscious operations. The goal is to make this transition to sustainable ops more accessible and financially feasible for retailers who are committed to reducing their environmental footprint.

By embracing these ideas, there can be a positive impact on the overall competitiveness and sustainability of retail businesses

With the promotion of industrialization in Tier 2 and Tier 3 cities as well as villages advocating Vocal for Local, what initiatives are required from the govt to make the retail landscape smoother for retailers to expand in such cities, towns, and villages? 

Addressing the challenges of establishing retail outlets in Tier 1 and Tier 2 cities, Astha says, ‘‘The allocation of prime real estate in prominent public spaces, such as transit hubs and tourist spots, needs to be earmarked for Indian retail setup. This strategic allocation aims to provide retail businesses with optimal visibility and accessibility, fostering growth and success, especially when you are emerging or expanding to a particular area.’’

Expanding businesses to Tier 2 and Tier 3 cities not only serves commercial interests but also becomes a catalyst for significant socio-economic development. One crucial aspect is the generation of employment opportunities within these cities, contributing to their overall growth and progress. By creating job opportunities, businesses play a pivotal role in enhancing the standard of living for residents and fostering a more robust local economy. Additionally, as retailers establish their presence in these cities, it directly contributes to an increase in the purchasing capacity of households. This, in turn, ensures that a wider array of products and services becomes accessible to the local population, promoting economic inclusivity and contributing to the overall prosperity of these communities.

But for such development to take place, there needs to be easy access to the financial backing. Emphasizing the role of such financial support, Aastha said ‘‘Recognizing the catalytic role of retail store franchises in driving entrepreneurship, particularly in Tier 2 and Tier 3 cities and beyond, financial support is deemed essential. By extending loans and incentives, the budget has the potential to not only fuel economic activities but also create a substantial number of employment opportunities, contributing to the overall development of these regions.’’

Kunaal further adds that to facilitate retail expansion in these areas, the government could take several initiatives: 

• Improved Infrastructure: Development of roads, electricity, and internet connectivity to make these areas more accessible and business-friendly. 

• Local Talent Utilization: The govt can introduce programs to train the local populations for the retail sector that not only increase the employment ratio in the region but also create a skilled workforce. 
• Tax Incentives: Offering tax breaks or subsidies to retailers who set up stores in Tier 2, and Tier 3 cities, and villages can further promote the retail environment in the regions. 
• Ease of Doing Business: Simplifying the process of obtaining necessary permits and licenses can help retailers set up new stores in these areas in a shorter period, fast-tracking retail development in these regions.

• Enhancing safety measures: By recognizing safety concerns and enhancing protective measures in Tier 2 and Tier 3 Cities and villages can further aid the retailers in establishing their stores at these locations. 

What are your expectations in terms of incentives, regulations, and digitization from the upcoming budget?

The upcoming budget could aid the retail sector in many ways. Talking about the cumbersome process of obtaining permissions and licenses to establish retail operation, Aastha said, ‘‘ The government should promote a single-window clearance system for licenses, especially for franchisees. This streamlined approach aims to expedite the approval process, alleviating the challenges faced by local entrepreneurs who undergo financial setbacks during the gestation periods while awaiting license approvals.’’ 

By facilitating a more efficient and centralized system for obtaining necessary permissions, the government can significantly contribute to reducing business-related delays and fostering a more conducive environment for entrepreneurship, ultimately promoting economic growth.

Moreover, Kunaal says that strategic investments and incentives are crucial for fostering E-commerce and Digital Payment Systems. This facilitates the seamless integration of cutting-edge technologies into retail operations. In today’s rapidly evolving market, digital infrastructure plays an eminent role in harnessing the full potential of e-commerce and modern payment methods. To empower this transition towards a digital future, both financial investments and enticing incentives are necessary initiatives. 

In addition to it, tax advantage for digital transformation is another expectation from the room. Incentives for retailers investing in AI, IoT, and Big Data Analytics are another requirement for the retailers. Recognizing the pivotal role of these technologies in reshaping the retail landscape, these incentives can foster an environment where retailers of all sizes can embark on a journey of digital transformation. By tapping into these tax benefits, retailers can strategically leverage technology to stay ahead in an increasingly digital marketplace.

Financial Support for SMEs is another key factor to stimulate growth and expansion in the retail sector. Specialized funding options and lower-interest loans are designed to encourage the sustainable growth and expansion of SMEs within the retail sector. By offering funding avenues with reduced interest rates, the budget empowers small and medium-sized retailers to invest in their businesses, seize growth opportunities, and navigate the path to expansion.

The budget stands as an expansive opportunity for retailers to propel their businesses forward. It serves as a substantial financial landscape, offering the means for strategic investments, growth initiatives, and transformative endeavors.

Within this vast expanse of the budget, retailers have the potential to allocate resources judiciously, fostering innovation and competitiveness. It provides a canvas upon which businesses can paint their vision, whether it be the implementation of cutting-edge technologies, expansion into new markets, or the enhancement of customer experiences. As retailers delve into this expansive budgetary realm, they are encouraged to consider it not merely as an accounting exercise but as a strategic road map for success. It is an invitation to envision the future, allocate resources effectively, and embark on a journey of sustainable growth. In this vast expanse of possibilities, the budget becomes a catalyst for innovation, resilience, and the overall prosperity of retailers.

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The oil palm plantation programme has been launched in Nuapada and Bolangir districts, with 31 farmers already on board. By 2029-30, the plan is to commence a palm oil mill in the state, with FFB processing capacity of 10 Metric Tons per Hour (TPH) initially. In fact, M11 industries Pvt Ltd’s team has initiated identifying progressive and interested farmers for oil palm plantations in Bolangir and Nuapada district in Odisha.

This will be followed by dedicated training, technical support and capacity building along with assistance in establishment of nurseries and supply of quality planting materials to farmers. Micro irrigation will be the game changer and the focus is to ensure the farmers have irrigation systems installed in their farms.

The oil palm plantations will be productive to a greater extent in Bolangir and Nuapada districts as they come into contact with the oil palm farmers from the neighbouring Bargarh district with almost similar climatic and soil conditions. The farmers in Bargah are extremely happy with oil palm plantation, thanks to the returns and profits they’re making, limited marketing, less-labour-intensive crop and threefold increase in profit than paddy.

Currently, India is the largest importer of edible oils in the world. In 2020-21, India imported about 13.35 million tonnes of edible oils worth INR 80,000 crore. Among the imported edible oils, the share of palm oil is the highest (60%), followed by soybean oil (25%), and sunflower (15%). Domestic edible oil production has not been able to keep pace with the growth in yearly consumption, which has exceeded 25 million tonnes.

Elaborating on MK Agrotech Pvt Ltd’s strategic decision to foray into oil palm plantations in Odisha, Mannan Khan, Director, MK Agrotech Pvt Ltd said, “Oil palm-originated from West Africa is comparatively a new crop in India and around nine million tonnes or more of palm oil is imported every year. Interestingly, Oil Palm has the capability to produce highest oil yield per hectare per year. In comparative terms, its yield is more than three times than the average oil yield per hectare per year that we get from domestic traditional oilseeds. Over the decades, the Government of India has been making continual efforts to expand the area under cultivation of oil palm across various states in India in order to maximize the domestic production of edible oils and to bring down the excessive reliance on imports.”

MK Agrotech’s flagship brand Sunpure has the distinction of being India’s foremost edible oil brand and the country’s first chemical-free, processed and physically refined oil, with government patented technology. Over the past 28 years, the company has made substantial efforts to reduce India’s dependence on imports to meet its edible oil requirements.

“At MK Agrotech, we share the vision of ‘Make in India’ and self-sufficiency in edible oil production. Partnering with the Government in the implementation of NMEO-OP in Odisha is a long-term commitment to work towards an inclusive Indian economy that maximises the benefits for the farmers as well as all the other stakeholders,” added Mannan.

Nasim Ali, Adviser to MK Agrotech (Former CEO- Oil Palm Plantation Division, Godrej Agrovet Ltd.) said, “The plan is to adopt a cluster approach and develop a few model farming plots with the farmers in Bolangir district and Nuapada district. There are primarily two requirements for oil palm plantation – at least half a hectare of land and assured water availability throughout the year for irrigating the crop. It’s less labour-intensive crop and can easily provide an assured net annual income of INR 1.5 lakh per hectare per year or more to farmers, once plantation is matured. The need of the hour is greater awareness and we are working on campaigns, especially at the village level, with the support of various government authorities at local level. At MK Agrotech, we strongly believe that a sustainable approach that empowers all stakeholders is the best strategy for success.”

Under NMEO-OP, the Government provides huge financial support in the form of various subsidies to encourage farmers to grow oil palm. Currently, Andhra Pradesh, Telangana and Kerala are the major palm oil producing States, accounting for nearly 90% of the country’s total production.

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This innovative addition to India Gate’s culinary repertoire aims to redefine the biryani-making experience, providing an authentic solution for home chefs to effortlessly conjure up the magic of regional biryanis and relish it with their loved ones. Offering consumers an immersive journey into the authentic flavors of Hyderabadi, Lucknowi, and Kolkata biryanis, the new range of Biryani Masalas have a savory gravy base and a specially crafted spice seasoning mix, which makes them ideal for dum cooking.

Ayush Gupta, Business Head (Domestic), KRBL Limited, said, “It’s a strategic approach in pursuit of expanding our Domestic Business Portfolio. Our profound understanding of basmati rice uniquely positions us to make biryani truly special for consumers. Introducing our Biryani Masala in the top three varieties isn’t just about great flavors; it’s a step aligned with our business goals, reflecting our commitment to evolving consumer preferences and fostering sustained growth in the domestic market.”

Kunal Sharma, AVP Marketing and Head of Modern Trade & E-commerce, KRBL Limited, said, “The India Gate Classic Biryani Masala is a testament to our commitment to delivering the true essence of Indian cuisine. With the introduction of three regional variants, we aim to celebrate the diverse and rich culinary heritage of our country.”

India Gate Classic Biryani Masala will shortly be available at leading modern trade stores and various online platforms.

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The company said that the processing of Maatea’s tea leaves does not entail the addition of any special ingredients or additives as the focus is on offering natural, high-quality tea at an affordable price, which sets the new brand apart from its competitors.

Maatea has positioned itself in the market with a pricing strategy that sets it apart from other brands, especially in the 650 rupees range. The brand aims to make its premium tea accessible to a wider audience by offering it at an attractive price point of 450 rupees, without compromising on quality.

Speaking about the launch, Anand Nayak, Co-Founder of Chai Sutta Bar said, “For the past 7 years, we have been continuously serving custom-made tea to customers at the Chai Sutta Bar. We observed a significant demand for the taste of homemade tea, and that insight led us to the inception of Maatea. Our goal is to provide a unique and high-quality tea experience that stands out in the market. With Maatea, we aim to elevate the tea-drinking experience by offering natural, high-quality tea without the unnecessary additives and colors found in other brands. We believe our brand’s commitment to purity and affordability will resonate with tea lovers country-wide.”

Maatea comes FDA-approved, solidifying its status as an FDA-approved chai brand. “Quality is our top priority when it comes to tea leaves. Our modern packaging unit, equipped with iron and fiber segregators, ensures the highest standards of quality. The zero-human interface in our packaging process maintains the integrity of the tea leaves, providing customers with an unmatched tea-drinking experience,” said Rahul Patidar, Director of Chai Sutta Bar.

Chai Sutta Bar is also looking to take its chain and Maatea brand to the international markets as well. “With the products we’ve developed since day one, we have the potential to export them to the international market,” said Anubhav Dubey, Co-Founder.

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The products consist of the Remarksable Value Range, including popular items like baked beans, Fairtrade Rich Roast Instant Coffee, and Easy Cook Long grain rice, showcasing M&S Food’s effort to balance quality and affordability. 

M&S launched its Remarksable Value range in 2019. The Remarksable Value range isn’t a budget range. It is made up of everyday staples, price benchmarked against key competitors, which offer great value and never compromise on quality standards. The range includes over 100 products and the brand regularly reviews these products, adding and subtracting as needed.

Alex Freudmann, Managing Director of M&S Food, was quoted by Retail Times as saying: “Our customers are telling us that value is still very much front of mind as we start 2024. In response, we need to keep delivering on our trusted value promise – offering the best possible quality at the best possible price.”

At the same time, M&S Food is also extending its price lock on over 100 products, from soups to shower gel, until after Easter to provide certainty for customers. The positive sales growth of price-locked products in Q3, up 28%, indicates customers’ acceptance and appreciation of these initiatives.

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