MAM
Rajesh Sawhney taps into $300 billion food retail market with Innerchef
MUMBAI: Tapping into the lucrative $300 billion food retailing market in India, former Reliance Entertainment president and GSF Accelerator founder Rajesh Sawhney has launched InnerChef.
InnerChef is an online food discovery and delivery platform, which is at the intersection of two global mega trends: eating different and eating better. The company will deliver great recipes in a box with all its ingredients, which are measured and prepped allowing one become a chef in 10-20 minutes.
While the food retailing market in India is pegged at $300 billion, the Indian restaurant market is pegged at $50 billion. The home food delivery market is growing at 40 per cent per annum and is expected to be $10 billion in size by 2016. While bulk of the business in this industry is in the unorganized sector, the share of the organized sector is increasing rapidly. With the advent of Internet and mobile, the combination of food and technology is disrupting old business models and is creating new paradigms. According to recent estimates, over $2.3 billion has been invested in “Food+Tech” businesses so far of which $1.2 billion was in 2014 alone. Innerchef’s mission is to provide a new kitchen experience that is in sync with the needs of a “globally-aware” yet “time-poor” consumer.
The company’s chefs shop for fresh ingredients, prepare exotic sauces and seasonings, package them to precise measurement with simple recipe instructions to follow. With InneChef, one can experience the thrill of cooking and plating a dish that’s fresh and tasty within minutes.
InnerChef currently offering 16 recipes and plans to take the number up to 25-30 recipes over the next one month, which will be refreshed on a weekly basis. While the launch menu is primarily western cuisine comprising salads, paninis, pastas and specials, InnerChef plans to add oriental and Indian cuisine in the coming weeks.
While InnerChef has commenced operations in Gurgaon, it plans to expand to three metros namely Delhi, Mumbai and Bangalore in the coming quarter and cover the top 10 Indian cities with multiple kitchens within one year. Plans are afoot to have 100 kitchens in a span of two years.
Adopting the model of hyper local distribution, InnerChef will deliver fresh food twice in a day: lunch (11 am to 2 pm) and dinner (5 pm – 9 pm). Additionally, the company is also exploring options to provide on-demand service in the catchment areas.
Customers can order recipe boxes through a mobile responsive website and soon-to-be launched mobile app.
The four other co-founder of InnerChef along with Sawhney are DiGhent Cafe founder Bal, professional chef Heena Karia Thakkar, Skybulls founder Uday Bansal and former Barclays New York product manager Rahul Samat.
MAM
Brands push beyond compliance as trust takes centre stage
ASCI AdTrust Summit 2026 spotlights shift from legal checks to credibility.
MUMBAI: In a world where a disclaimer can be legally sound yet socially suspect, brands are learning that compliance may tick boxes but trust wins markets. At the inaugural ASCI AdTrust Summit 2026, a panel on “Beyond Compliance: The New Currency of Trust” unpacked a growing industry reality: the gap between what the law permits and what consumers accept is widening and fast.
Moderated by Meenakshi Ramkumar of National Law School of India University, the discussion brought together leaders across law, marketing and academia to examine how brands must evolve in a digital ecosystem increasingly shaped by scrutiny, scepticism and speed.
Ramkumar set the tone by highlighting a critical shift, advertising today operates in the same digital space that fuels misinformation, scams and fake news, making credibility harder to establish. “The challenge is not just about what brands do, but the broader context of low institutional trust,” she noted, adding that when violations go unchecked, trust erodes not just in brands but in the regulatory system itself.
This vacuum, she said, has given rise to consumer activism from boycotts to social media backlash as a parallel accountability mechanism.
For Amit Bhasin, Chief Legal Officer at Marico, the distinction was clear, legal compliance is non negotiable, but insufficient. “Compliance is the minimum threshold. The real challenge is staying aligned with changing consumer expectations,” he said.
He pointed to how advertising narratives have evolved from traditional depictions of gender roles to more shared responsibilities reflecting a broader societal shift. “Earlier, it was fine to show one person doing the household work. Today, that may not land well. Consumers expect brands to reflect reality,” Bhasin observed.
He also highlighted internal debates where campaigns that may be legally permissible are still rejected for being culturally insensitive, noting that responsible advertising often requires asking uncomfortable questions before the public does.
If compliance is the baseline, reputation is the battlefield.
Bhasin noted that reputational risk has become a far greater concern than legal exposure, particularly in an era where campaigns can be dissected within hours online. “Earlier, a controversial ad might invite a newspaper editorial. Today, within hours, you’re at the centre of a storm,” he said.
Brands, he added, now evaluate campaigns through a dual lens legal viability and reputational vulnerability with the latter often proving more decisive.
From a healthcare perspective, Satish Sahoo of Cipla Health underscored the complexity of operating within fragmented yet stringent regulatory frameworks, spanning drugs, food, cosmetics and Ayush. “Anything under a drug licence is the most tightly regulated,” he said, adding that this necessitates proactive, not reactive, compliance.
He shared an example from the oral rehydration salts (ORS) category, where Cipla resisted the temptation to position products aggressively despite competitive pressure. “Our product is WHO compliant, and our communication reflects that. We chose not to blur the lines, even if others did,” he noted.
The long term payoff, he suggested, lies in credibility built over consistency, not quick wins.
Yet, as Harsha N of National Law School of India University pointed out, even perfect compliance does not guarantee trust. Drawing from historical and modern examples from exaggerated product claims in the 1800s to contemporary environmental and health advertising, he argued that legal frameworks often lag behind consumer expectations. “A brand can be fully compliant and still be perceived as misleading,” he said, citing instances where fine print disclosures fail to reach or convince the average consumer. He added that larger companies carry a disproportionate responsibility to set ethical benchmarks, even in areas where the law remains silent.
The conversation also turned to digital advertising, where the challenge extends beyond content to how ads are experienced. From algorithmic targeting to personalised messaging, brands now operate in an environment where regulation struggles to keep pace with technology.
Sahoo noted that social media has amplified awareness, with influencers and consumers increasingly scrutinising product claims and calling out inconsistencies. “Awareness has gone up dramatically. People are questioning what goes into products and what brands are saying,” he said.
The role of self regulatory bodies such as Advertising Standards Council of India also came under the spotlight.
Harsha acknowledged that while SROs play a crucial role, they are not immune to criticism, particularly around perceived conflicts of interest and enforcement gaps. “SROs have a higher threshold of responsibility not just to interpret the law, but to anticipate societal expectations,” he said.
He added that failures in self regulation often push the burden back onto government intervention, underscoring the need for stronger, more proactive oversight.
One of the more nuanced debates centred on whether building trust comes at a cost. While Sahoo acknowledged that quality and compliance can increase costs, he argued that companies must absorb them as part of their long term strategy.
Bhasin, however, framed the challenge differently not as cost, but as competitiveness in a market where not all players play by the same rules. “The real tension is when others cut corners and you choose not to,” he said.
The panel concluded with a call to embed trust into business metrics.
Sahoo suggested that organisations must go beyond revenue targets to include consumer equity and trust based KPIs, ensuring that ethical considerations are not sidelined in the pursuit of growth. “Trust sounds abstract, but it can translate into measurable consumer equity,” he said.
As the discussion wrapped up, one message stood out: the rules of advertising are being rewritten not just by regulators, but by consumers themselves. In an ecosystem where attention is fleeting and scepticism is high, brands that merely comply may survive, but those that build trust are the ones that endure.
