MAM
Safal launches coconut water campaign with Tara Sutaria
Month-long push promotes 100 per cent tender coconut water, no added sugar.
MUMBAI: When life gets heated, Safal wants you to keep your cool, the coconut way. Safal, the horticulture arm of Mother Dairy, has rolled out a new campaign for its packaged Coconut Water, featuring Tara Sutaria, as it sharpens its pitch in the fast-growing ready-to-drink segment. The campaign, anchored in the idea of #TheSafalWayToRecharge, positions the product as a quick, natural and convenient hydration option for multiple everyday moments.
Conceptualised by Ogilvy, the month-long campaign is led by a digital video commercial (DVC) and is being amplified across Safal’s digital platforms to drive visibility and engagement. The communication shifts coconut water from a situational drink to an all-day companion spanning everything from post-workout recovery to on-the-go refreshment.
The film opens on a familiar note: fatigue after a shopping spree. Tara Sutaria’s character pauses for a break before being handed a pack of Safal Coconut Water, setting up a simple but effective narrative around instant, natural recharge. The moment pivots from exhaustion to energy, underlining the brand’s promise of effortless refreshment.
The campaign builds on changing consumer preferences, where convenience meets a growing demand for better-for-you beverages. Safal’s offering taps into this shift with 100 per cent tender coconut water, no added sugar, and sourcing from Tamil Nadu aimed at delivering consistency in taste and quality.
Having introduced packaged coconut water in 2025, Safal is now doubling down on positioning moving beyond functional hydration to embed itself in daily lifestyle routines. The messaging is clear, recharge does not need to be complicated, it just needs to be natural and within reach.
With this campaign, Safal is not just selling a drink, it is staking a claim in the evolving refreshment narrative, one sip, one moment at a time.
Brands
Sapphire Foods FY26 revenue rises to Rs 3,125 crore, posts loss
Q4 revenue at Rs 792 crore, FY26 loss at Rs 32 crore amid cost pressures.
MUMBAI: If growth is on the menu, profitability seems to have taken a brief detour. Sapphire Foods India reported a steady rise in topline for FY26, even as rising costs weighed on profitability. Revenue from operations grew to Rs 3,125 crore for the year ended March 31, 2026, up from Rs 2,882 crore in FY25. However, the company swung to a loss, reporting a net loss of Rs 32 crore for FY26, compared to a profit of Rs 17 crore in the previous year. Total income for the year stood at Rs 3,153 crore, while total expenses climbed to Rs 3,167 crore, reflecting pressure across key cost heads.
In the March quarter, revenue came in at Rs 792 crore, compared to Rs 711 crore in the same period last year. The company reported a quarterly net loss of Rs 13 crore, against a profit of Rs 2 crore a year earlier.
Cost pressures remained visible across operations. Material costs rose to Rs 995 crore for FY26, while employee expenses increased to Rs 428 crore. Other expenses, the largest component, stood at Rs 1,229 crore, underscoring the impact of store operations and expansion-related spends.
Depreciation and amortisation expenses also climbed to Rs 392 crore for the year, reflecting continued investments in store infrastructure and growth.
At the operating level, the company reported a loss before tax of Rs 37 crore for FY26, compared to a profit of Rs 23 crore in FY25. Exceptional items added Rs 24 crore to the cost burden during the year.
On the balance sheet, total assets rose to Rs 3,256 crore as of March 31, 2026, up from Rs 3,041 crore a year earlier, indicating ongoing expansion. Net worth stood at Rs 1,389 crore.
Despite profitability pressures, operating cash flow remained resilient at Rs 507 crore, highlighting underlying business strength and demand stability.
The numbers paint a familiar picture in the quick-service restaurant space, growth continues to be served hot, but margins are still finding their footing.
