Sneh Sharma

🚨 India’s FMCG Beverage Industry Is Evolving Fast. And new entrants like Campa Cola are shaking up the status quo. In just over a year since its relaunch, Campa Cola which is backed by Reliance, has already claimed 10% market share, using a straightforward strategy: aggressive pricing. At ₹10 per bottle, it’s not about margins, yet. It’s about volume, reach, and disruption. While legacy cola giants are leaning on returnable glass bottles to cut costs, new players are riding low-cost PET packaging and fast-multiplying distribution channels (hello, quick-commerce!). But low prices alone won’t win the war. Supply chain depth, cold chain capabilities, and rural reach which is painstakingly built by incumbents over decades still remain significant barriers. Reliance has the scale and ambition, but scaling backend infrastructure overnight isn’t easy, even with ₹1,000+ crore market presence. What we’re witnessing is a shift in competitive levers: -From brand loyalty to affordability and access -From legacy dominance to nimble innovations -From carbonated colas to functional, health-forward beverages For global and emerging beverage brands, the message is clear: You’re not just competing on taste anymore. You’re competing on price, availability, health value, and how well your supply chain can move with the consumer. This landscape is no longer just about who’s biggest but it’s about who’s fastest, smartest, and most adaptable. For startups and niche beverage players, the path forward will lie in differentiation, not just distribution. Whether through premium mocktails, functional drinks, or sustainable packaging, the opportunity is wide open, but only for those who can stay one step ahead. What are your thoughts on the new era of beverage competition in India? #FMCG #BeverageIndustry #CampaCola #RelianceRetail #ConsumerTrends #SupplyChain #Innovation #BeverageStartups #IndianMarket #D2C

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Revant Himatsingka, better known as #FoodPharmer, has done commendable work in raising awareness about food safety in India, a subject that many manufacturers often overlook. His “Label Padhega India” campaign was genuinely impactful. It not only educated people about reading labels but also led to real change, with some companies initially reacting offensively and later updating their products or packaging. That said, entering the food and supplement space as a producer himself may prove complicated. Public figures often become locked into certain archetypes, and Revant’s has clearly been that of an “activist.” His audience expects him to challenge the system, not become part of it. They cheer him on for each expose, but may not extend the same enthusiasm to his products. There will also be sceptics. Some may question his motives, wondering whether his earlier campaigns were a setup to pave the way for his own line of products by undermining others in the space. He has also set a very high benchmark for himself. Every aspect of his offering will now be scrutinised closely. It’s a situation not unlike what we saw with Arvind Kejriwal, who started out as an anti-corruption crusader and perished under the weight of corruption. Finally, while bold messaging might work in D2C, it isn’t always sustainable. Statements like “0.0% marketing” may come across as performative to some. In the long run, it’s the quality of the product that will matter more than the packaging or positioning. I genuinely hope that his product lives up to the standards he has advocated for, and that he’s able to evolve beyond the activist label without losing the trust of his audience. These transitions take time, especially in India. Wishing him success and patience on this new path. P.S. I once found an old email in my inbox, I think from 2017, from someone named Revant Himatsingka, requesting an interview. Not sure if it was him, but if it was, it’s a strange little full-circle moment. #marketing #labelpadhegaindia #nutrition

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India’s spirits market is not exactly like FMCG. But Praveen Someshwar , new MD at DIAGEO India believes once you accept the reality, the consumption lens remains the same. “There are differences. We have legislation of pricing, on route to market, on forms of marketing. But you embrace that reality and understand that. We know exactly how to look around it and build on that through our experience, sharpening market execution and looking at the overall business model end to end. I just believe once you get comfortable with the legislation and all these issues, it is very much a fast-moving consumer goods company," he told The Economic Times in his first interview after taking on the top job last month. With Shabori Das, I report.

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Why do most cold-pressed oil brands in India feel... identical? Despite a ₹1,600+ crore opportunity, the category is plagued by one big problem: Lack of meaningful differentiation. Here’s what most brands are doing wrong: 🔹 Same earthy green & brown packaging 🔹 Sanskrit-inspired names 🔹 Overused “Ayurvedic purity” and “farmer to table” tropes 🔹 Zero design thinking, zero storytelling Consumers don’t need another heritage-heavy product. They need brands that educate, stand out, and connect with modern wellness values. If you’re entering this space, ask yourself: 🔹 Are you solving a health problem — or just selling a trend? 🔹 Does your packaging speak to trust & science — or tradition & sameness? 🔹 Can your sourcing story scale, or is it just marketing fluff? 🔹 Are you using your D2C platform to drive discovery — or just filling digital shelf space? The next-gen oil brands that will win will: 🔹 Move beyond nostalgia and embrace clarity, creativity, and credibility 🔹 Use variety-specific, region-based sourcing narratives 🔹 Innovate with packaging that breaks the brown-bottle fatigue 🔹 Speak in a brand voice that’s modern, bold, and trustworthy This is no longer a commodity game. This is a brand-building game. Let’s make India’s oils exciting. #ColdPressedOil #FMCGIndia #D2CBrands #Upsprout #FoodBranding #Sourcing #GTMStrategy #FNBConsulting #ProductInnovation #HealthTrendsIndia #FounderTalks #WellnessInnovation #CleanLabelIndia Reena Meena

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Homegrown craft beer brand Medusa Beverages Pvt Ltd has raised INR 56 Cr (approximately $6.5 Mn) in a Series A funding round co-led by amal parikh, Managing Director of Ohm Stock Broker, and ASHWIN KEDIA, cofounder of Alchemy Capital Management. The funding round also saw participation from prominent investors, including Ramesh Damani, Crest Opportunities, and several high-net-worth individuals (HNIs) from Singapore, the UK, and the UAE. Medusa Beverages plans to utilize the funds to scale operations, strengthen its partnerships with distributors, and expand its market presence across India. “We are excited to expand our operations, build a diverse portfolio of brands, and strengthen our presence in key markets with the support of our investors,” said Avneet Singh, founder and CEO of Medusa Beverages. Growth Plans and Market Expansion The Delhi-based company, founded in 2017, is eyeing Assam, Andhra Pradesh, and Maharashtra as its next growth destinations. Medusa’s craft beer is currently available in 7,000 retail outlets across seven states, including Delhi, Uttarakhand, Punjab, Chandigarh, Uttar Pradesh, Chhattisgarh, and Himachal Pradesh. Medusa has carved a niche in the craft beer segment with its three unique beer variants and aims to further diversify its portfolio to meet the evolving preferences of Indian consumers. Financial Performance Medusa Beverages has raised a total of INR 13 Cr in funding to date. In FY24, the company reported gross revenue of INR 132 Cr, driven by strong demand for its flagship craft beer. Singh projects FY25 revenue to reach INR 175 Cr, underscoring the brand’s steady growth trajectory. Team Medusa👇 Avneet Singh | Jasleen Kaur | Nitin Kalra | Amardeep Singh |

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Perspective Indian Teas: Today, the thought is from producer side that produce more, earn more. But this year with 35% odd excess production, buyer expectations are lower and seller expectations are higher regarding price. If majority producers still to compliant tea production giving lower volumes but strong reason for better higher pricing does it solve the industry's major issue of: A) Excess production 35% vs increase in consumption 5-6% B) Keep teas always in demand by buyers due to controlled and compliant production levels C) better teas as demanded by buyers D) Better demand supply equilibrium E) Facilitating rise in exports F) bringing back the confidence world wide on Indian Teas G) and the biggest: better value realisation by producers from the compliant teas they produce. Just a thought for everyone's comments. It's a business thought applicable to any industry I think.

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Commenting on India's booming petcare market, Prayag Mohanty, principal at Fireside Ventures, said, “The pandemic was a clear tailwind. People were at home and started looking for companionship. That growth has continued across the category.” His comments appeared in an article by Disha Acharya in The Economic Times describing the rise and rise of petcare, as well as VC interest in the space. Also quoted was Vineet Khanna, co-founder of our portfolio company, Supertails, who said, “If food is growing at 18–20% year-on-year, non-food segments like healthcare and accessories are clocking over 25% growth. Pet parents today are far more aware of their pets’ needs.” ETtech

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