Brands
“Evocus is proactively addressing industry challenges by staying ahead of emerging trends:” Aakash Vaghela
Mumbai: Leading the hydration innovation market, A.V Organics Pvt Ltd stands at the forefront with Evocus, India’s first black alkaline water. Dedicated to advancing health and wellness, Evocus combines 100 per cent natural ingredients with superior alkaline properties, setting a new standard for modern hydration.
Indiantelevision.com’s Suman Baidh had a chat with A.V Organics Pvt Ltd founder and managing director Aakash Vaghela about his ambitious path of growth and expansion. Aakash’s visionary approach drives the company’s strategic focus on innovation, market penetration, and global outreach. As Evocus continues to enhance its competitive edge through advanced technology, strategic partnerships, and quick commerce, the brand is poised to extend its reach both domestically and internationally.
On Evocus managing to maintain its competitive edge as it expands both within India and internationally
Evocus has maintained its competitive edge through a relentless focus on innovation, quality, and customer-centricity. Our unique selling proposition lies in the health benefits of our black alkaline water, which resonates well with health-conscious consumers. By leveraging advanced technology and research, we ensure that our product remains superior in terms of its alkaline properties and mineral content. Additionally, our strategic partnerships and strong distribution networks have enabled us to expand our reach both within India and internationally. We also invest heavily in brand building and digital marketing to create a strong brand presence across diverse markets.
On the key growth and expansion targeting for Evocus in the coming years
Our growth strategy is anchored on three primary pillars: market penetration, product diversification, and geographic expansion. In India, we aim to deepen our market presence in tier-one and tier-two cities. Internationally, our focus is on entering high-potential markets in Asia, the Middle East, and North America. We are also working on expanding our product portfolio to include new variations of innovative health beverages. Our goal is to double our market share in the next three years while maintaining our commitment to quality and customer satisfaction.
On envisioning the role of quick commerce in the future of your distribution strategy
Quick commerce is set to play a pivotal role in our distribution strategy. With the rise of e-commerce and changing consumer behaviour towards instant gratification, we are adapting by strengthening our partnerships with leading quick commerce platforms. This allows us to ensure that our products are available to consumers with minimal delivery times, enhancing their overall shopping experience. We are also investing in our logistics and supply chain infrastructure to support faster and more efficient delivery models.
On measuring the success of your partnerships and metrics is important
The success of our partnerships is measured through a combination of quantitative and qualitative metrics. Key performance indicators include sales growth, market share expansion, customer acquisition rates, and brand visibility. We also assess the strength of our partner relationships through customer feedback and engagement levels. Another critical metric is the return on investment from joint marketing and promotional activities. Ultimately, the success of our partnerships is reflected in the overall growth and health of the Evocus brand.
On Evocus positioning itself to overcome these challenges and capitalize on emerging trends
Evocus is proactively addressing industry challenges by staying ahead of emerging trends. We are investing in research and development to continuously improve our product formulations and introduce new, innovative products that meet the evolving needs of our consumers. Moreover, we are enhancing our digital presence and leveraging data analytics to gain deeper insights into consumer preferences, enabling us to tailor our marketing and product strategies effectively.
On new products or variations of Evocus that you are planning to launch soon
Yes, we are excited about the upcoming launch of several new products and variations. We are exploring the addition of functional beverages that offer specific health benefits, such as enhanced hydration, energy boosts, and immune support. These new products will help us expand our consumer base and strengthen our position in the health beverage market.
On raising funds be utilised to drive the next phase of Evocus’ development
The funds raised will be strategically deployed across several key areas to drive the next phase of Evocus development. A significant portion will be invested in scaling up our production capacity and enhancing our supply chain infrastructure to meet growing demand. We will also allocate funds towards expanding our marketing and brand-building efforts, both domestically and internationally. Additionally, we are committed to investing in research and development to drive product innovation and maintain our competitive edge. Finally, we will use the funds to strengthen our distribution networks, including expanding our presence in quick commerce and fund for global expansion in e-commerce.
Brands
Estée Lauder to shed 10,000 jobs as new boss bets on digital shift
The cosmetics giant raises its profit outlook but stays silent on a possible merger with Spain’s Puig, as job cuts deepen and a three-year sales slump weighs on the turnaround
NEW YORK: Stéphane de La Faverie is not done cutting. Estée Lauder announced on Friday that it plans to eliminate as many as 3,000 additional jobs, taking its total redundancy programme to as many as 10,000 roles, up from a previous target of 7,000 announced a year ago. The company, which owns La Mer, The Ordinary, Tom Ford, and Aveda, employs roughly 57,000 people worldwide. The mathematics of what is now being contemplated is stark.
The fresh round of cuts is expected to generate a further $200 million in savings, bringing the total annual savings from the programme to as much as $1.2 billion before taxes. That money, De La Faverie has made clear, will be ploughed back into the turnaround.
A CEO in a hurry
De La Faverie, who took the helm in January 2025, inherited a company that had endured three consecutive years of annual sales declines. His response has been to move fast and cut deep. A significant portion of the latest redundancies reflects his push to reduce headcount at US department stores, long a cornerstone of Estée Lauder’s distribution model but now a channel in structural decline. In their place, he is accelerating the shift toward faster-growing online platforms, including Amazon.com and TikTok Shop, a pivot that is reshaping not just where Estée Lauder sells but how it thinks about its customers.
The numbers are moving in the right direction
Despite the pain, there are signs the medicine is working. Estée Lauder raised its profit outlook for the remainder of the fiscal year, guiding for adjusted earnings per share in the range of $2.35 to $2.45, above analyst estimates and a notable step up from the $2.05 to $2.25 range it had guided for in February. Organic net sales growth is expected to come in at 3 per cent, the company said, at the high end of the range it set out in February.
The share price tells a mixed story. After De La Faverie took charge, the stock surged nearly 60 per cent, buoyed by investor optimism that a longtime company insider could finally arrest the decline. But 2026 has been rougher: the shares have fallen 27 per cent this year, weighed down by disappointing February results and the overhang of unresolved merger talks with Spanish beauty giant Puig Brands SA. The company gave no additional details about those discussions on Friday, leaving the market to guess.
Silence on Puig
The proposed tie-up with Puig remains the most consequential unknown hanging over Estée Lauder. A deal with the Barcelona-based group, which owns brands including Carolina Herrera and Rabanne, would reshape the global luxury beauty landscape. But with nothing new to say and a turnaround still very much in progress, De La Faverie is asking investors to trust the process.
Three years of sales declines, 10,000 job cuts, and a merger that may or may not happen. At Estée Lauder, the overhaul has barely started.
