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16/10/2025

House Of Bindu’s Rs 1,000 Cr Recipe: Expansion, Growth & IPO PlansRanjitha Shankar, Executive Director, SG Corporates, n...
29/09/2025

House Of Bindu’s Rs 1,000 Cr Recipe: Expansion, Growth & IPO Plans

Ranjitha Shankar, Executive Director, SG Corporates, notes that the brand enjoys a strong presence across southern states, with 80 per cent of sales coming from South India

House of Bindu, a food and beverage company, is looking to raise Rs 1,000 crore through an initial public offering (IPO) once it touches Rs 1,000 crore in revenues over the next two to three years, Ranjitha Shankar, Executive Director, SG Corporates, told BW Retail World.

“We are aiming for an IPO in a couple of years. We are only interested in doing that. We are getting ready. We are taking help from Deloitte and PwC,” Shankar noted during an interaction. Began in South India, particularly in Karnataka, Andhra Pradesh, and Telangana, the brand is now aiming to expand across the rest of the country.

“Right now, we are at around 2.5 lakh retail outlets. The target is to reach around five lakh retail outlets in the coming year, she added. Shankar emphasised that the company’s compound annual growth rate (CAGR) has been about 15 to 20 per cent over the last few years. SG Corporates is at a total of approximately Rs 900 crore. Out of this, Rs 570 crore comes from House of Bindu (FMCG arm) and Rs 330 crore comes from Praveen Capital, as of March 2025.

Expansion And Growth Plans
The executive director noted that the brand enjoys a strong presence across southern states, with 80 per cent of sales coming from South India. “The remaining 20 per cent of our sales is now coming from other regions, where we are steadily expanding our footprint, especially in Maharashtra, Gujarat, and parts of north and east,” she explained.

“We are tracking the Odisha, West Bengal markets. It is very near to Vizag, and logistics plays a very important role in our industry, like dispatching. It would really help us to grow in that market,” Shankar emphasised.

The company has also allocated Rs 125 crore of investment for the Visakhapatnam plant, aimed at strengthening the market presence. Investments vary depending on the project expectations and ongoing growth strategies for Bindu, she explained.

Distribution And Category Growth
“Modern trade and ecommerce is below 8 to 10 per cent and the rest of our distribution is around general trade. We currently have about 65 to 70 per cent outlets which are active,” the executive director noted. Currently, beverages have a contribution of around 80 per cent contribution vis-a-vis snacks which contributes to the remaining sales. “Going ahead, we shall try and balance this out,” she added.

Shankar stated that ethnic flavours are seeing more traction due to its originality in flavour and expanding acceptance of regional flavour in the population today. Bindu Jeera, Sip-on mango drink, Bindu water and Lemon drinks are some of the highest selling products for the brand. Gen Z is eager to try new tastes and especially ones which connect to our roots, she explained. Right now, Bindu Jeera is the hero product but the company is also seeing a lot of traction for our uniquely flavoured fruit juices such as litchi, kokum.

“There is a huge opportunity for the juices as well. Especially, we are looking for the launch of some nectars and like health-based drinks in the very near future. We have lemon in the pipeline. We will launch soon for the festival season and then we have a couple of other new products. It is a herbal drink, which is still in research and development phase,” she added.

With GST changes, we are also planning to spruce up our other non-aerated drinks and categories, she noted. However, as the consumption pattern is highest in the festive season, the company will make price amendments post-season, the executive director pointed out.

Pritesh Thakur The Business Standard

29/09/2025



24/09/2025
24/09/2025

नादिया चौहान : १७ व्या वर्षी जबाबदारी स्वीकारून ₹८००० कोटींचा ब्रँड उभारला
वयाच्या अवघ्या १७ व्या वर्षी, जेव्हा बहुतांश तरुण-तरुणी फॅशन, करिअर किंवा कॉलेज प्लॅन्समध्ये व्यस्त असतात, तेव्हा नादिया चौहान या तरुणीने आपल्या कर्तृत्वाने एक वेगळाच इतिहास घडवला. पार्ले अॅग्रो या देशातील प्रमुख FMCG कंपनीत तिने अत्यंत लहान वयात जबाबदारीची भूमिका स्वीकारली आणि केवळ २० वर्षांत कंपनीला तब्बल ₹८००० कोटींच्या ब्रँडमध्ये रूपांतरित केलं.

२००३ मध्ये फक्त ‘फ्रूटी’वर अवलंबून असलेली कंपनी
२००३ साली नादियाने कंपनीमध्ये प्रवेश केला, तेव्हा पार्ले अॅग्रोचा टर्नओव्हर फक्त ₹३०० कोटी होता. कंपनीचा पूर्ण फोकस ‘फ्रूटी’ या एका लोकप्रिय प्रॉडक्टवर होता. पण नादियाला सुरुवातीपासूनच जाणवत होते की, कंपनी मोठी करायची असेल तर फक्त एका उत्पादनावर अवलंबून न राहता इनोव्हेशन आणि डिव्हर्सिफिकेशन हा मार्ग स्वीकारावा लागेल.

ती केवळ CEOच्या खुर्चीत बसून निर्णय घेणारी व्यक्ती नव्हती, तर ब्रँडच्या प्रत्येक टप्प्यात – मार्केटिंग, प्रॉडक्ट डिझाइन, R&D, कंझ्युमर अंडरस्टँडिंग अशा सर्व क्षेत्रांमध्ये ती स्वतः सक्रिय होती.

‘अॅपी फिझ’मुळे कंपनीला नवे बळ
२००५ मध्ये नादियाने भारतातला पहिला sparkling apple drink – ‘अॅपी फिझ’ बाजारात आणला. हा प्रॉडक्ट इतका लोकप्रिय ठरला की काही वर्षांत त्याचा ग्रोथ रेट तब्बल ३०% ते ७०% दरम्यान गेला.

याचबरोबर ‘फ्रूटी’लाही नव्या रंगरूपात बाजारात आणण्यात आलं. पूर्वी फक्त लहान मुलांसाठी ओळखला जाणारा हा प्रॉडक्ट नादियाच्या मार्केटिंग स्ट्रॅटेजीमुळे सर्व वयोगटांसाठी आकर्षक बनला.

२० वर्षांत मोठा प्रवास
आज पार्ले अॅग्रो केवळ ‘फ्रूटी’वर नाही तर विविध लोकप्रिय प्रॉडक्ट्सवर उभा आहे. अॅपी फिझ, बेला, बैलो, अशा अनेक प्रॉडक्ट लाईन्स कंपनीकडे आहेत. या सर्व प्रयत्नांमुळे पार्ले अॅग्रोचा टर्नओव्हर ₹३०० कोटींवरून तब्बल ₹८००० कोटींवर पोहोचला आहे.

नादिया चौहान यांची कथा ही केवळ उद्योजकतेची नाही, तर दूरदृष्टी, मेहनत आणि इनोव्हेशन यांची साक्ष देणारी प्रेरणादायी कहाणी आहे. त्यांनी दाखवून दिलं की वयाचं बंधन न मानता योग्य निर्णय घेतले तर कोणतीही कंपनी नव्या उंचीवर नेऊ शकते.

#मराठीव्यावसायिक

24/09/2025

#कासपठार #कासपठार🌺🌸🌹 #कासपठारासौंदर्य🌼🥀🌺❤️ #कासपठारसाताराdiries #कासपठार🦋🌍 #कासपठार🌺🌸कासपठार
#महाराष्ट्रशासन #महाराष्ट्रीयन

 #मराठीस्टेटस
24/09/2025

#मराठीस्टेटस

"जर छत्रपती शिवाजी महाराज इंग्लंडमध्ये जन्मले असते, तर आम्ही केवळ पृथ्वी नव्हे, तर संपूर्ण ब्रह्मांडावर राज्य केले असते!...
24/09/2025

"जर छत्रपती शिवाजी महाराज इंग्लंडमध्ये जन्मले असते, तर आम्ही केवळ पृथ्वी नव्हे, तर संपूर्ण ब्रह्मांडावर राज्य केले असते!" – लॉर्ड माउंटबॅटन

भारताचे शेवटचे व्हाईसरॉय लॉर्ड लूई माउंटबॅटन यांनी छत्रपती शिवाजी महाराजांच्या नेतृत्वगुणांची आणि बुद्धिमत्तेची मुक्तकंठाने स्तुती केली आहे. त्यांच्या मते, शिवरायांच्या दूरदृष्टीमुळे त्या काळातील ब्रिटिश साम्राज्याच्या पलीकडेही नाव लौकिक झाला असता.

शिवाजी महाराज हे केवळ महाराष्ट्रातच नव्हे, तर संपूर्ण जगभरात त्यांच्या नेतृत्व, युद्धनीती, आणि जनसामान्यांसाठी केलेल्या कार्यासाठी प्रसिद्ध झाले. त्यांचे प्रशासन, स्वराज्य स्थापना, आणि लोकहिताचे निर्णय यामुळे आजपर्यंत त्यांचे कार्य प्रेरणादायी आहे.

लॉर्ड माउंटबॅटन यांच्या या विधानातून छत्रपती शिवाजी महाराजांचे जागतिक कर्तृत्व अधोरेखित होते. प्रत्येक मराठी माणसासाठी आणि भारतीयासाठी शिवराय हे प्रेरणेचे व दैवताचे प्रतीक आहे.

#शिवराय #मराठीगौरव #छत्रपतीशिवाजीमहाराज #छत्रपतीशिवाजीमहाराज🚩 #छत्रपती_शासन #छत्रपती_संभाजीनगर #छत्रपतीसंभाजीनगर #छत्रपती_शिवाजी_महाराज🙏🚩 #छत्रपती_एक_विचार_सातासमुद्रापार #छत्रपती #छत्रपती_श्री_शिवाजी_महाराज #छत्रपती_संभाजी_महाराज #छत्रपती_संभाजी_महाराज_समाधी_श्री_क्षेत्र_तुळापूर #छत्रपतीसंभाजीमहाराज #छत्रपतींसंभाजीमहाराज #छत्रपतीसंभाजीमहाराज🚩 #छत्रपती_शिवाजी_महाराज #छ्त्रपती_शिवाजी_महाराज #छत्रपती_शिवाजी_महाराज_की_जय #छत्रपती_शिवाजी_महाराज_की_जय🚩

8-C-Suite Roles Here's what each really cares about:CEO - Vision KeeperObsesses over: Long-term survivalShow them: How y...
23/09/2025

8-C-Suite Roles

Here's what each really cares about:

CEO - Vision Keeper

Obsesses over: Long-term survival

Show them: How you impact the big picture

COO - Ex*****on Machine

Lives for: Turning chaos into clockwork

Get promoted: Bring solutions, not problems

CFO - Reality Check

Thinks in: ROI, runway, and risk

Impress them: Talk numbers, not feelings

CMO - Story Architect

Mission: Make people care before they buy

Stand out: Connect insights to revenue

CTO - Future Builder

Balances: Innovation vs. stability

Win them over: Show how tech enables business

CHRO - Culture Guardian

Real job: Prevent talent from leaving

Get noticed: Build others up

CIO - Data Whisperer

Goal: Information at decision speed

Career hack: Show how data drives decisions

CPO - Customer Champion

Success metric: Retention over acquisition

Advancement tip: Bring real customer voices

In the 1970s, three brothers from a struggling farming family in Gujarat, Chandubhai, Bhikhubhai, and Kanubhai Virani, f...
23/09/2025

In the 1970s, three brothers from a struggling farming family in Gujarat, Chandubhai, Bhikhubhai, and Kanubhai Virani, faced significant challenges after their father, Popatbhai, lost their farming livelihood due to droughts. With a modest sum of INR 20,000, they attempted to start a business in agricultural equipment but were quickly defrauded by a supplier, leading to their initial failure. Despite facing ridicule and hardship, including taking on various low-paying jobs to survive, the brothers learned resilience and the importance of perseverance.

In 1976, they seized an opportunity at Rajkot’s Astron Cinema, where they recognized the demand for potato wafers. By 1982, they began producing their own wafers with minimal resources, branding them as "Balaji" after their household deity. Their small-scale operation quickly gained popularity, leading to significant growth. By the late 1980s and early 1990s, they established semi-automated and fully automated plants, expanding their product line to include various snacks.

Balaji Wafers grew rapidly, achieving a dominant market presence in Gujarat and expanding into neighboring states. The Virani brothers adopted a unique business strategy that emphasized affordable pricing, in-house manufacturing for quality control, minimal advertising, and a focus on rural and semi-urban markets. This approach allowed Balaji to capture over 90% of the wafer market in Gujarat, establishing the brand as a household name despite competition from larger companies like PepsiCo and ITC


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