Brands
Grofers forays into FMCG segment; targets Rs 2500 cr by FY 2019
MUMBAI: With an aim to disrupt the online retail market space, Grofers, the low price online supermarket, has announced its foray into the FMCG segment with the launch of seven new brands under two categories – Budget and Popular G-Brands.
With this, Grofers’ private labels expands to 250 food and non-food products for its consumers. Grofers aims to drive the next wave of growth for e-commerce sector by bringing the next 100 million customers to its platform. The brand is bullish on growth with a revenue target of Rs 2500 crore and roll out of 500+ SKUs for FY 2019.
The Popular G-Brands category offers premium quality products under brands including G Mother’s Choice, G Happy Day and G Happy Home. Labelled under the Budget category, the brands include HaveMore and SaveMore to cater to price sensitive consumers by offering entry level quality products.
The G Happy Day and HaveMore brands include an array of food products like tea, fruit jam, muesli, tomato ketchup, corn flakes, rose shahi sharbat , etc., whereas the G Happy Home and SaveMore brands address household needs with products in the categories of detergents, household care, oral care, tissues and disposables, kitchen tools and accessories, furniture and storage and many more.
G Mother’s Choice is the flagship brand of the e-grocer that enlists a wide range of quality staples at the lowest price in the market. All the products under both G-Brands and Budget category are an assortment of great best quality offerings which will further enhance consumers’ savings in their everyday purchases. Grofers’ range of private label is priced approximately five per cent to 50 per cent lower than the market price for popular brands in these categories.
Grofers co-founder and CEO Albinder Dhindsa says, “Our foray into the FMCG segment uniquely differentiates and positions us in the e-grocery business. This vertical expansion is key to drive our next phase of growth in India. Our focus is to service what we call the ‘Real Bharat’ – the two wheeler families of India who are yet to experience the world of e-commerce and our target is to bring the next 100 million new customers to e-commerce industry through our platform.”
Grofers founder Saurabh Kumar adds, “Grofers’ market disruption game plan includes providing great quality products at lowest possible prices. Towards this, our private labels under the two new categories allow us to offer high quality products at various price points to serve varied needs of our customers. We are taking our promise of Every Day Low Prices (EDLP), which remains unchallenged, to a whole new level through this move. The expansion marks yet another milestone in our success story as a home-grown brand and will significantly contribute towards shaping the overall e-commerce trajectory in the country.”
Underlining its commitment to great consumer experience, the brand has significantly channeled its investment into building capabilities in the domains of product quality control, data sciences, inventory forecasting, consumer behaviour, manpower training and building supply chain efficiencies apart from building infrastructure to provide necessary support for inventory stock. Grofers successfully closed FY 2018 with Rs 950 crore of sales and is targeting for a stronger growth trajectory in 2019, with a 50 per cent contribution from its private brands.
Delivering on its promise of everyday low prices, Grofers offers unique properties including Smart Bachat Club and Housefull Sale which have received tremendous response from consumers. Smart Bachat Club is India’s largest grocery loyalty program with a member base of over 2,00,000 customers, achieved within five months of introduction.
Brands
Devyani International Ltd plans three-subsidiary merger to streamline operations
QSR operator moves to streamline structure and unlock operational synergies
Devyani International is tightening its corporate kitchen. The quick-service restaurant operator has approved a scheme to merge three subsidiaries—Sky Gate Hospitality, Blackvelvet Hospitality and Say Chefs Eatery—into the parent company in a bid to simplify its structure and sharpen operational efficiency.
The decision was cleared at a board meeting on March 10 and disclosed in a regulatory filing to the stock exchanges. The merger will take effect from April 1, 2025, subject to statutory approvals.
All three transferor companies are direct or indirect wholly owned subsidiaries, meaning no fresh shares will be issued and the shareholding pattern of Devyani International will remain unchanged once the scheme is completed.
The subsidiaries together operate more than 100 outlets—including dine-in restaurants and cloud kitchens, spread across over 40 cities such as Delhi NCR, Mumbai, Kolkata and Bengaluru.
Devyani International, the largest franchisee of Yum Brands in India, said the consolidation is aimed at generating operational synergies, optimising resource utilisation and reducing layers within the corporate structure.
Financially, the move brings together businesses of varying scale. As of March 31, 2025, Devyani International reported a net worth of Rs 10,381.02 million and turnover of Rs 33,493.33 million. Sky Gate Hospitality posted a net worth of Rs 761.14 million with turnover of Rs 2,657.57 million, while Blackvelvet Hospitality and Say Chefs Eatery reported smaller operations and negative net worth.
The merger will consolidate these operations under a single corporate umbrella as the company sharpens its focus on scale and efficiency.
Devyani International currently runs more than 2,000 outlets across over 280 cities in India, Nigeria, Nepal and Thailand. Its portfolio includes franchise rights for brands such as Pizza Hut, KFC, Costa Coffee, Tea Live, New York Fries and Sanook Kitchen, alongside its own food brands.
With the paperwork underway and approvals pending, Devyani is essentially clearing the corporate clutter—turning three subsidiaries into one tighter, leaner operation. In the QSR world, even the back office needs a spring clean.
