Saga

We all loved stories as kids, right? Begging grandparents for “just one more” at bedtime. Or remember the thrill of sleepovers, whispering bhoot ki kahaniyan until someone got too scared to sleep? Stories have always had a hold on us—thrilling and comforting us. 

From cave paintings to oral traditions, written manuscripts to print, visual media to digital, and now audiobooks and podcasts—storytelling has come a long way, so much so that it’s a $6.63 billion industry today.

As we celebrate Poetry and Storytelling Day on 21 March, let’s tell you a story—of how one simple idea transformed into the world’s leading audiobook platform worth ~ $36 million. 

Curious? Let’s rewind

A Frustration, and A Billion-Dollar Idea

Sometime in the mid-90s, Rolling Stone journalist Don Katz was out for a jog at Riverside Park, New Jersey, listening to an audiobook on his Sony Walkman.

When he needed to flip the cassette, Katz stopped in frustration and wondered why storytelling was still stuck in outdated formats. 

A storyteller at heart, he envisioned a way to make books digital, seamless, and on-demand. His research showed that 93 million Americans commuted alone daily, stuck in traffic. 
What if they could listen to digital content instead?

Katz crunched the numbers—if just 9% subscribed to a new storytelling format at $10/month, that meant 8.37 million users and $83.7 million in monthly revenue.

So, at 43, he quit his successful career, took an 85% pay cut, and founded Audible in 1995. 

Of Digital Audio

In 1997, Audible launched the Audible MobilePlayer, a game-changer with 4MB of memory and two hours of audio digitally. Modest now but a marvel back in the day. 

Audible.com went live with “Men Are from Mars, Women Are from Venus” as the first download, and a new era began. Sounds exciting. Except… it wasn’t. 

Digital audio was new, slow, clunky, and expensive. Investors weren’t convinced, and customers weren’t interested.

Of Highs, Lows, & the Dot-Com Bust

Things started to look up for Audible as it went public on NASDAQ in 1999, valued at $538 million.

However, tragedy struck with the unexpected passing of CEO Andrew J Huffman, proving to be a challenge for the company. But the company soldiered on. 

In 2000, Audible pioneered the subscription model—a flat monthly fee for access. But then came the dot-com bubble burst, causing financial strain with a $32.3 million loss. 

Startups were crashing everywhere, and Audible was barely hanging on. A desperate Katz cut his salary to zero and fought to keep his vision alive.

AppearsWith the Launch of iPod

In 2003, when Steve Jobs launched the iPod, Katz saw an opportunity and struck a deal with Apple as the exclusive provider of audiobooks for iTunes.

Boom! Suddenly, audiobooks became calm, and more and more people tuned in. Audible was no longer struggling to survive but growing as another tech giant watched from the shadows.

From A Struggling Startup To an Industry Leader

In 2008, Jeff Bezos saw what Katz had built. And, just like that, Amazon bought Audible for $300 million, in what’s called one of Amazon’s smartest acquisitions because Audible was about to explode.

The Kindle + Audible integration made audiobooks more accessible than ever. People could now seamlessly switch between reading and listening. Thus, with Amazon’s backing, Audible went from a struggling startup to an industry giant.

Of the Audiobook Empire

From that moment, Audible became unstoppable. It launched ACX (Audiobook Creation Exchange) in 2011, giving independent authors and narrators a platform to produce audiobooks. 

In 2012, it rolled out the A-List Collection, featuring Hollywood voices like Anne Hathaway & Samuel L. Jackson.  Whispersync for Voice followed in 2013, which let users switch between reading on Kindle and listening on Audible.

Since then, Audible has added a catalog of over one million titles, collaborating with renowned global names and emerging talent.

The exclusive Originals, audiobooks, and podcasts reach listeners in over 180 countries and 50 languages.

Of the Future

Audible’s valuation as of August 2024 was $36 million and shows no sign of slowing down. 

The audiobook market, valued at $6.63 billion in 2024, is projected to grow to $7.42 billion by 2025. Of this, Audible holds the lion’s share at 63.4%. The market is poised to reach $21.79 billion by 2034, with a CAGR of 12.29% over the forecast period (2025–2034).
 
Because no matter how technology evolves, one thing remains the same: we will always crave a good story. And with Audible, you don’t have to wait for bedtime to hear one!

How often have you tossed and turned in bed, adjusting pillows, flipping the mattress, or questioning your life choices at 3 AM? A good night’s sleep is essential and should be simple, but for most of us, it’s an endless struggle between comfort and compromise. 

Two restless minds didn’t just dream of better sleep; they woke up and built a ₹2,280 crore empire to make it happen.

Want to know how they built this business? Read on

Of Foam & Frustration

It was 2016. Ankit Garg was busy planning his wedding, setting up his new home, and shopping for furniture like every other couple. But one thing kept him awake (literally): mattresses.

A chemical engineer with experience in foaming at Bayer Material Sciences, Ankit knew the raw materials inside out. What he didn’t understand was why high-quality mattresses cost a fortune.

The price gap between manufacturing and retail was absurd. That’s when he turned to his ‘HelpChat’ colleague, Chaitanya Ramalingegowda.

Chaitanya’s Road to Reinvention

Chaitanya had seen a different side of entrepreneurship. In 2011, he left a cushy consulting career to pursue entrepreneurship, but reality hit hard. His first dating app, built around shared experiences, flopped—India wasn’t ready. 

His second, a women’s online community, showed promise but soon became a struggle for survival. Both startups failed fast, draining his savings and pushing him to burnout.

By 2014, he shut it down, took up consulting to pay rent, and joined Helpchat as VP of Operations, carrying hard-earned lessons.

Two Founders and One Shared Vision

The aim was to disrupt an industry that desperately needed a wake-up call. Mattress shopping in India was stuck in the past.

Customers had to visit showrooms, bounce from one overpriced option to another, and haggle with salespeople who pushed whatever had the highest margins.

Quality came at a steep cost, and the process was anything but customer-friendly.

Disrupting the Sleep Market

Ankit and Chaitanya saw a chance to shake up the sleep market. The Direct-to-Consumer (D2C) wave was picking up, and if Casper could redefine bedtime in the US, why not India?

By cutting out mediators, they could deliver premium mattresses straight to consumers—at nearly half the price.
But there was just one tiny problem: trust.


Indians had only ever bought mattresses after physically testing them. Convincing people to buy online? Nearly impossible.

That’s when Wakefit’s game-changing strategy was born. Trust was missing. And Wakefit needed to build it—fast.
The solution?

A 30-day free trial. Sleep on it. If you don’t love it, return it—no questions asked.

That Kept Investors Tossing and Turning

Investors weren’t convinced. “What if customers never return it?” “What if they misuse it?” “Can you trust strangers?” The doubts kept piling up.

But Ankit and Chaitanya believed in their strategy. After all, the trust had once cost Chaitanya his savings. This time, he was betting on it to build an empire.

The doubts were plenty, but the risk paid off. Word spread like wildfire, and orders started rolling in.

Customers who would never have considered an online mattress purchase suddenly saw the appeal—premium quality at half the price, delivered to their doorstep, with zero risks.

Showroom Markups to Sleep Science

With an initial investment of just ₹30 lakh, they set up their manufacturing unit, sourced high-quality raw materials, and started making premium memory foam mattresses—without showroom markups. 

But Wakefit wasn’t just selling a product; it was selling a revolution in sleep.

The duo personally handled deliveries for their first 100 customers, listening, learning, and tweaking everything from firmness to packaging.

Every insight helped refine their products, shaping Wakefit into a brand that Indians could finally trust.

Wakefit’s Sleepy Yet Smart Marketing

No expensive TV ads or over-the-top celebrity endorsements. Instead, Wakefit leaned into humor, relatability, and digital-first storytelling to win hearts.

Their quirky campaigns—like an insomniac chatting with his mattress—struck a chord with millennials and Gen Z. But the real game-changer? Their commitment to making sleep a serious (yet fun) conversation.

Take Kumbhkaran, Wakefit’s Chief Sleep Officer—a character so dedicated to rest that he even has a LinkedIn profile. Emails, newsletters, and customer communication added a playful, personal touch to the brand. 

Then there’s BaaBaa, the sheep, the #KnowMoreSleepBetter campaign. Wakefit’s BaaBaa became the friendly face guiding customers toward better sleep.

And if that was not enough, then Wakefit’s Sleep Internship—paying people to sleep and research their products.

Now in its fourth season, the initiative has drawn applications from across the globe.

To Rocket Growth

Wakefit was growing fast—revenue shot up from ₹6.75 crore in FY17 to ₹80 crore in FY19. But there was a catch. Despite impressive numbers, no VC wanted to invest.

Chaitanya pitched to 42 investors—all declined. The breakthrough came in December 2018 when Sequoia saw the potential and backed Wakefit.

More funding followed—₹185 crore in Series B (2020) and ₹200 crore in Series C (2021). With the fresh capital, Wakefit scaled aggressively, investing in R&D, manufacturing, and expanding product lines.

By 2022, Wakefit had crossed ₹600 crore in revenue. Today, it’s a ₹2,280 crore brand—a leader in India’s sleep industry.

The Comfort Revolution

Wakefit wasn’t just selling mattresses anymore. It was redefining how India sleeps. The brand expanded into pillows, furniture, and even sleep-tech devices.

Customers could now buy ergonomic sofas, study tables, bookshelves, and coffee tables to make homes more comfortable.

The D2C model continued to be Wakefit’s biggest strength. By eliminating mediators, they kept prices 50% lower than competitors, making premium sleep solutions accessible to millions.

Their 22 experience centers across significant cities allowed customers to explore products firsthand, strengthening trust further.

Gurukul, Carpentry & The Future of Wakefit

Wakefit is not slowing down. To maintain quality while scaling, the brand launched Wakefit Gurukul—a training program for 200+ carpenters, ensuring craftsmanship at every level.

With nine dedicated factories, a product range expanding beyond sleep, and a relentless focus on innovation, Wakefit aims to build India’s comfort ecosystem.

A meal without papad? That’s like childhood summers without mangoes, monsoons without chai, or a wedding without dance—simply incomplete! That golden, crispy bite isn’t just food; it’s a memory in every crunch, a taste of home that brings back moments of laughter at the dinner table and the comforting aroma of a mother’s kitchen. For decades, it has added texture to meals, warmth to family traditions, and nostalgia to every bite.

Who says success needs a fancy office or a corporate plan? Sometimes, all it takes is a handful of ingredients, a pinch of determination, and a terrace full of dreamers. Here’s how a simple homemade snack became a ₹1,600 crore legacy

Are you curious to know the story? Read on

Sisterhood & A Dream

In 1959, seven women – Jaswantiben Popat, Parvatiben Thodani, Ujamben Kundalia, Banuben Tanna, Laguben Gokani, Jayaben Vithalani, and Diwaliben Lukka, with a shared vision gathered on a humble terrace in Girgaon, Mumbai. 

A kind-hearted social worker, Chhaganlal Parekh, lent them ₹80, and with that modest investment, they crafted their first batch of papads—just four packets worth.

Their first sale was to a local shop, and soon, word spread. The quality spoke for itself, and more stores began stocking their papads.

They sold a little over Rs 6,000 worth of products in their first year.

Of Collective Ownership

Lijjat’s model was radical: profit was never the primary goal, and empowerment was.

They practiced collective ownership, where every Lijjat sister, regardless of age, caste, or religion, had an equal stake in the business. 

Profits and losses were shared. There was no hierarchy, no corporate overlords—only women building their future together.

This wasn’t charity. It was dignity. It was economic freedom. And it worked.

Built for Women, by Women

As demand soared, Lijjat redefined the concept of a supply chain—one designed around its sisters, not the other way around.

Instead of sprawling factories, homes became production hubs, allowing women to earn without leaving their families. 

Each day, flour arrived at a central location where the dough was prepared and distributed to women who came by company buses to collect it.

Back home, they rolled, dried, and packed the papads, delivering them the next day in exchange for a fresh batch. 

Surprise quality and hygiene checks ensured unwavering standards, while aluminum papad makers brought uniformity.

An Identity

By 1962, the growing venture needed a name. A public contest gave birth to Lijjat, meaning ‘tasty’ in Gujarati. But this was never just about taste—it was about transformation.

Shri Mahila Griha Udyog Lijjat Papad symbolized self-reliance, proving that financial independence could be achieved without compromising family responsibilities.

Stereotypes, One Crunch at a Time

Post-independence India wasn’t kind to women in business. The founders faced skepticism, gender biases, and financial roadblocks.

Banks refused to back a company run by housewives, so they relied on the community’s strength, reinvesting earnings and growing organically.

Even though everyone around them raised doubts about their business model, they didn’t wait for approval—they built their economy. 

The Magic Ingredient?

Lijjat wasn’t just selling papads; they were selling trust. There are no shortcuts, no diluted recipes—just pure, traditional goodness.

While competitors dabbled in mass production, Lijjat kept things personal. 
Each papad was handcrafted with a unique spice blend, preserving its authentic taste in every bite.

Lijjat Papad soon became the default choice in homes, roadside dhabas, and five-star hotels.

The Jingle That Made India Crunch

What’s more iconic than Lijjat Papad? That fluffy white rabbit and the legendary “Karram Kurram” jingle!
The cooperative took a leap into advertising with ventriloquist Ramdas Padhye, who introduced the Lijjat Bunny—a happy, crunchy mascot that symbolized joy. 

At first, the cooperative was unsure, but after seeing a live puppet show, they agreed. The jingle became a catchy tune, forever connecting Lijjat with crispy, delicious bite.

Snacks to Global Sensation

Lijjat’s legendary crunch has gone global, reaching over 25 countries, from the USA to Australia—because home is just a bite away.

With 1.3 crore papads rolling out daily, ₹1,600 crore in revenue, and 45,000 women powering it all, this is more than a business—it’s a movement.

In A Crunchy Market

With competitors like Haldiram’s, Bikaji, and regional papad makers, Lijjat has held its ground with unbeatable affordability, trust, and cooperative strength.

Unlike FMCG giants, its secret sauce is community-driven ownership—every woman working at Lijjat is also an entrepreneur.

The Expanding Lijjat Menu

Lijjat isn’t just about papads anymore—it has grown into a household name for various culinary delights. From ready-to-cook staples like khakhras, vadi, and whole wheat chapatis to aromatic spices and masalas, its offerings have expanded to match India’s diverse palate. 

The brand also serves crunchy snacks like sev, gathiya, pani puri papdi, and essential pantry staples like whole wheat flour and besan.

But beyond flavors, this expansion is about something more significant. It’s about empowering generations, believing that tradition and entrepreneurship can go hand in hand. 

Hasn’t buying eyeglasses been such a hassle for the longest time? It was as if multiple store visits because of a limited collection, steep prices, and the constant struggle to find the right fit weren’t enough, and one had to deal with long waits to get the order. Not to mention choosing between style and affordability and compromising on one of the two!

But then came a vision that changed it all. More than just an eyewear brand, it reimagined how people choose, try, and buy glasses, making the experience a cakewalk, affordable, and available anytime, anywhere.

But this isn’t just a business story. It’s a story of revolution – of an engineer-turned-entrepreneur who dared to bring clarity to an age-old industry.

Curious to learn more? Read on

From Microsoft to Basement Hustles

You’ve made it if you land a job at Microsoft, especially in the US. At least, that’s what most people would think.

But for Peyush Bansal, the dream job felt more like a detour. “Microsoft was all about ushering in revolutions and consumer obsession,” he recalls.

He wanted to create something that genuinely changed lives. Kuch disruptive karna tha. So, in November 2007, he did the unthinkable: He quit his job, packed his bags, and flew back to India.

With ₹25 lakh in savings and an idea, he set up shop in the basement of his parent’s house in South Delhi. His first venture?

SearchMyCampus, an online classifieds platform for students looking for jobs and housing. It had a heart. It had a purpose. But it didn’t have profit.

One year in, he realized the hard truth: the numbers weren’t increasing. He needed a new plan.

The Birth of Lenskart

His next move? Flyrr, is an online eyewear platform catering to the U.S. market. This time, things clicked. By mid-2010, Flyrr was making $100,000 a month. The business was scaling, but something was off—he had no control over operations.

Suppliers weren’t listening to customer complaints. Orders were delayed. The cracks were growing. That’s when a thought hit him—what if he adapted this model to India?

The idea made sense. Millions of Indians needed prescription glasses, but buying them was a bad experience: overpriced, outdated, and inconvenient.

His team was all in. And just like that, in November 2010, Lenskart was born.

Seeing Through the Doubt:

The biggest hurdle? Convincing people to buy glasses online. Eyewear wasn’t like books or clothes—you couldn’t just click ‘Add to Cart’ without trying them on.

To erase that fear, Bansal pulled two bold moves – A 14-day ‘No Questions Asked’ return policy (which later became a year) and a dedicated call center to assist customers.

It worked. Sales started climbing. Then, in early 2011, IDG Ventures—the same investors who backed Myntra—came knocking.

Titan Eye Plus had already proven eyewear was a big business. But Lenskart’s online-first approach? That could be even bigger.

Bansal thought he needed ₹1-2 crore. The VCs had a different number in mind: $4 million (₹22 crore). The deal was done. 

The Multi-Store Experiment

There was one condition—the investors wanted Lenskart to expand beyond glasses.

Why stop at eyewear when you could also sell bags, watches, and jewelry? BagsKart, WatchKart, and JewelsKart were born within six months. And business boomed.

Revenue shot from ₹30 lakh to ₹10 crore by 2013. But while the new ventures were making money, they were also bleeding cash.

Lenskart was the only profitable part of the entire lot – ₹1 crore profit on ₹2 crore in sales. Bansal was at a crossroads. Did he follow the money or his mission?

The Ronnie Screwvala Moment

Enter Ronnie Screwvala, media mogul and serial entrepreneur. In January 2013, over a quiet breakfast meeting in Mumbai, he asked Bansal a simple question:

“What do you want to build?”
The answer came instantly—”I want to revolutionize eyewear.” “Then shut everything else down,” Screwvala said. Bansal hesitated. If he did that, investors might walk away.

“Don’t worry,” Screwvala assured him. “Shut them down, and I’ll invest more—at the same valuation.”
It was a moment of clarity.

Bansal took the leap. BagsKart, WatchKart, and JewelsKart were gone overnight. And Lenskart became the only focus.

From Clicks to Bricks

With all focus now on Lenskart, the next challenge was clear—cracking offline retail. People still believed, ‘try before you buy.’

So, Lenskart took a bold approach, blending online convenience with offline experience. 

Virtual try-ons and home eye tests made online shopping seamless, while physical stores helped bridge the trust gap.

AI-driven recommendations and precision-fit lenses ensured customers got the perfect pair every time. 
It wasn’t just about selling eyewear but changing how India shopped for it.

Blurred Losses to Crystal

The hybrid approach wasn’t just innovative—it was unstoppable.
By 2017, Lenskart had ₹179 crore in revenue—but losses of ₹262 crore.

But instead of slowing down, the company doubled down—cutting costs, improving operations, and refining its model.

One year later, the numbers flipped. Losses dropped to ₹118 crore, and revenue jumped to ₹292 crore. The breakthrough had arrived.

The Billion-Dollar Leap

December 2019 marked a milestone—Lenskart entered the unicorn club, raising $231 million from SoftBank.

And in 2020, for the first time—Lenskart turned a profit.
From a basement startup to a ₹1,400 crore business, the company had changed how India saw eyewear.

Reaching over 100,000 customers a month through www.lenskart.com and 1,400+ uniquely designed stores,

Lenskart is today a global powerhouse with a 69% gross margin—not by hiking prices but by relentlessly innovating.

Is 20/20: Lessons from the Journey

Success didn’t come without stumbles, and Bansal is the first to admit it. Early on, Lenskart’s high margins made cost-cutting an afterthought, leading to rising overheads and inefficiencies.

At the same time, while customers remained the priority, employees didn’t get the same focus.

External hires were favored over homegrown talent, and Lenskart started resembling big corporations rather than staying true to its roots. 

It took time to recognize these missteps and even longer to fix them, but Bansal knew that, like the perfect pair of glasses, a great company needs the right fit—inside and out.

Beyond Eyewear

Lenskart isn’t just about selling glasses—it’s about redefining vision.
From affordable pricing and free eye check-ups to cutting-edge tech and stylish designs, Lenskart ensures that clear sight is not a luxury but a right.

What started as a tiny basement hustle is now a billion-dollar brand. And if there’s one thing this journey proves, it’s that the right vision can change everything.

Have you ever tried having a serious conversation with your dog or cat? Sure, they tilt their head, wag their tail, and look at you like you’re the most interesting person. But the moment you turn away, they’re busy chewing on your socks, your furniture or worse – your favorite designer bag. Finding a chew toy or a cozy bed they actually prefer over your belongings? Now that’s the real challenge.

For one devoted pet parent, this struggle ignited a vision. What began as a search for better products for her furry companion has become one of India’s most trusted names in pet care.  Here’s how unconditional love, relentless hustle, and a sprinkle of madness turned into a booming ₹100 crore business, transforming pet care for Indians.

Are you curious to know the heartwarming story? Read on

Who Sparked a Legacy

It all started in 2008 when Rashi Narang welcomed home Sara—a beautiful Labrador who instantly became family.

Like any doting pet parent, Rashi wanted the best for her pup: soft beds, fun toys, and accessories that weren’t just “functional” but fabulous.

The problem? India’s pet care market was as bland as an unsalted biscuit. It was a sea of boring, low-quality products that neither looked good nor felt comfortable. 

So, Rashi rolled up her sleeves and decided to create them herself. Heads Up For Tails (HUFT) was born out of a simple, heartfelt mission: to give pets the love and comfort they deserve.

Passion vs. Reality

Passion? Check.
Purpose? Double-check.
Profits? Well, not so much.

The early days were tough. Rashi tried everything—from online sales to kiosks in malls—hoping to find fellow pet parents who cared about quality as much as she did. But India wasn’t quite there yet.

Many dismissed the idea of “premium pet products” as unnecessary. “It’s just a dog bed, why so fancy?” was a common refrain. But Rashi knew better. Pets weren’t just pets—they were family. And family deserves the best.

Over a Reluctant Market

When Rashi approached vendors, most of them were baffled. She laughs, “A lot of vendors were offended because I was asking them to build products for cats and dogs.”

Determined, she took her products to nearly 200 pet stores—and every single one refused, convinced they wouldn’t sell. 

So, she switched gears and began selling directly to customers through pop-up stores and a small standalone store. As customers learned more about quality pet care, Heads Up For Tails expanded its reach by launching its website.

Brick-by-Brick (and Bark-by-Bark)

As pet ownership grew across urban India, Heads Up For Tails slowly found its tribe.

With handcrafted beds, stylish collars, and thoughtfully designed toys, the brand became synonymous with quality pet care. 

It wasn’t just about selling products; it was about understanding pets’ needs and speaking the language of love every pet parent knew by heart.

From introducing orthopedic beds for senior dogs to launching interactive toys that made tails wag non-stop, Heads Up For Tails became the go-to for conscious pet parents. 

Challenge & A Game-Changing Merger

In 2009, Rashi’s husband was transferred overseas, and she had to move with him. She continued running the business remotely.

The team was tiny, and there was no funding. Despite the distance and challenges, Rashi stayed committed.

When she returned to India in 2016, Heads Up For Tails hit a turning point with a significant merger with Bengaluru-based Paws, The Pet Store.

This brought Sandeep Atmaram and Ridhima Coelho on board as co-founders.

Lessons & Online Leaps

When the world paused during the pandemic, pet parents hit “add to cart.”

As families spent more time at home, they realized their pets needed more than belly rubs— mental stimulation, comfy spaces, and healthy treats.

Heads Up For Tails was ready. The brand doubled down on e-commerce, expanded its product lines, and became a lockdown hero for thousands of pet parents.

Sales skyrocketed, and Heads Up For Tails emerged as a category leader in India’s $490 million pet care market.

New Milestones: Spas, Training & More

Rashi’s vision went beyond toys and treats. After a few disastrous spa visits with her dogs, she changed the ecosystem.

In 2017, Heads Up For Tails opened its first spa in Bengaluru after raising $37 million (₹277 crore) in a Series A funding round led by Verlinvest and Sequoia Capital. 

Today, there are 68 pet spas across India, with staff trained in animal behavior and communication. We recruit people and train them from scratch to become groomers; we teach them everything to do with dogs and cats, how to communicate with them, body language, etc,” Rashi explains.

Unlike conventional spas that use muzzles, Heads Up For Tails prioritizes stress-free experiences for pets.

All the Way to ₹140 Crore

With over 90 stores across 18 different cities in India and a robust online presence, the company is now more than just a pet care brand—it’s a community.

They’ve expanded into grooming services, launched natural pet foods, and introduced products that cater to cats, birds, and even small animals.

What sets Heads Up For Tails apart? It’s the genuine love for pets that runs through the company’s DNA. Each of the 400 first Indian products is crafted with care.

Every innovation stems from real pet-parent insights, and every decision prioritizes animal welfare.

 A Heart for Every Paw

For it’s never just about products—it’s about compassion. The HUFT Foundation partners with NGOs to support street animals through sterilization drives, feeding programs, and adoption initiatives.

They’ve donated 18,500+ jackets and 2,500+ beds to keep animals warm and raised ₹1.35 million through the HUFT Dogathon for community welfare, proving that small acts of kindness can create a ripple effect of change.

Is Paws-itively Exciting!

As more Indians welcome pets into their homes, Heads Up For Tails is ready to meet their needs—whether it’s with a new line of eco-friendly toys or expert pet care advice.

The goal? To make India the best place to raise happy, healthy pets.

From Sara’s lonely puppy days to becoming a household name in pet care, Heads Up For Tails proves that when you follow your passion, success is more than just possible—it’s inevitable.

A thoughtful gift speaks volumes. It can say “I love you,” “I miss you,” or even “I messed up” without a single word. But finding the perfect bouquet or a significant gift was impossible years ago. Florists offered limited choices, creativity was often missing, and there was no reliable way to send that special gift to someone you cared about.

But what if a gift could do more than bring joy in the moment? This is the story of one young man in Delhi who, driven by frustration, turned a fleeting wish into something extraordinary. The search for the perfect bouquet has since blossomed into India’s largest floral and gifting brand, spreading love and joy, one petal at a time. 

Are you curious to know more? Read on

Where You Are Planted

Vikaas Gutgutia didn’t just grow into the flower business—he let it take root in him.

Raised in a small village in Bihar, he watched his father and uncle trade flowers, but it wasn’t until he moved to Kolkata for his studies that he truly saw its potential.

His uncle owned the city’s first air-conditioned flower shop, and young Vikaas was captivated. The chilled interiors, the delicate artistry of bouquet-making, the way flowers could be arranged like poetry—it was a world unlike any he had known.

Curiosity soon blossomed into an obsession, and hours spent in that shop unknowingly shaped the future of India’s gifting industry.

That Sparked a Revolution

When Gutgutia moved to Delhi, he wanted to impress his girlfriend with a bouquet that truly expressed his feelings.

But the local florists had nothing beyond boring, run-of-the-mill arrangements. No creativity. No presentation. No experience.

That moment of frustration became his lightbulb moment. Why weren’t flowers being treated as a luxury? Why was there no premium gifting experience? What if he could change that?

The Birth of Ferns N Petals

With Rs 2.5 lakh borrowed from a friend, Gutgutia took the leap in 1994 and opened the first Ferns N Petals store in South Delhi. It was tiny, just 200 sq. ft., unlike anything Delhi had seen before.

No roadside flower stalls. No hurried transactions. Instead, it was an air-conditioned store with curated floral designs, elegant wrapping, and an experience that made gifting feel special.

And people noticed.

In the Path, but the Roots Were Strong

Success wasn’t instant. Just as the store started gaining momentum, the Delhi government shut it down.

But Gutgutia wasn’t ready to let his dream wither. Armed with a cordless phone, he began taking orders remotely and explored new ways to grow the business.

That’s when he saw an untapped goldmine—Delhi’s grand wedding industry. He collaborated with banquet halls, event planners, and luxury hotels, offering floral décor for lavish celebrations.

His big break came in 1997 with a contract from Taj Palace Hotel, putting FNP on the map.

By 2001, the business became profitable after seven years of grit and perseverance. And once it bloomed, there was no looking back.

From Flowers to Full-Blown Celebrations

With Delhi conquered, Gutgutia took FNP national. What started as a single flower shop became a thriving chain across major Indian cities.

But he wasn’t just selling flowers anymore—he was selling experiences.
FNP introduced cakes, chocolates, greeting cards, and personalized gifts, expanding its reach beyond bouquets.

It built an e-commerce platform, ensuring nationwide delivery and turning last-minute gifting into a seamless experience.

Soon, Ferns N Petals wasn’t just about sending flowers but about owning the entire gifting ecosystem.

But Grand Gestures

Scaling the gifting industry was just the beginning. Gutgutia saw an even bigger opportunity—weddings.
FNP Weddings was born to offer high-end floral décor and end-to-end wedding planning services.

The brand became synonymous with opulence, handling everything from extravagant floral installations to full-scale event execution.

Another surprise came: FNP Water, a premium drinking water brand launched in 2018 and served exclusively at FNP wedding venues.

A bold move? Maybe.
But it proved that Gutgutia wasn’t just building a gifting company but creating an empire.

Roses, Retail, and Rapid Deliveries

FNP continued to evolve, expanding into luxury floral decor with FNP Tahiliani, launching a school for floral design, and setting up exclusive retail outlets.

Then, in 2021, one of its most ambitious moves was a 30-minute delivery service across 36 cities, including tier-2 and tier-3 markets.

The idea was simple: make gifting as fast as ordering food. With this, FNP became India’s fastest and most reliable gifting service, setting a new industry benchmark.

The Cake Takeover

While flowers were its foundation, FNP’s cake business became an unexpected blockbuster.

In India, there are five cake shops for every flower shop, and Gutgutia saw the potential before anyone else.

Today, FNP operates 300 flower outlets in 120 cities and 50 Cakes N More outlets across 25 locations, making it a leader in floral and confectionery gifting. The shift wasn’t just strategic—it was brilliant.

Ready for the Spotlight

With $86 million in revenue, FNP is now eyeing its next big milestone—an IPO.

The company is also expanding deeper into Tier 1 and Tier 2 cities and even stepping into the luxury hospitality sector with a chain of five-star hotels.

What started as a single flower shop in 1994 is now a global gifting powerhouse, proving that dreams do bloom with the right vision, resilience, and a little bit of floral magic.

Late-night hostel hangouts, post-exam feasts, movie marathons—none of these best memories were ever quite complete without pizza, right? And let’s not forget those “Who stole my slice?!” fights with roommates or siblings when you found an empty box in the fridge. Pizza has never just been food—it’s a mood and the secret ingredient to unforgettable memories.

But who says only the big international chains can ‘dough’ it right? Here’s the story of a homegrown brand that built a ₹1,000 crore pizza empire, giving the global giants a taste of their crust.

Are you curious to know more? Read on

Of Dough & Delicious Pizza

It was 2010 in Chandigarh where a techie lived the classic Indian middle-class dream with a steady job at HCL.

But he was also on a quest for two things—delicious pizza options and to run a business. So, he decided to combine both and open his pizza store. 

Pizza is Born

In 2011, the engineer took the plunge, with a ₹15 lakh loan from his father and a 120-square-foot ‘pizza booth’ called Pinocchio Pizza in the bustling Sector 9 of Chandigarh.

The techie was Sanam Kapoor, and this is his story and how he paved the way for La Pino’z. 

The Pizza Giants with Giant Pizza Slices

Dominos then had a 54% market share, followed by Pizza Hut and Papa John’s, and fast-food-loving millennials didn’t need another pizzeria.

Jumping into an industry worth ₹1,300 crore with no formal training in food or business, Sanam Kapoor had to shake things up. 

His idea? Bigger and cheesier pizzas for those who wanted a quick bite without committing to a whole pizza. 

Pinocchio Makes Way for La Pino’z

Sanam Kapoor saw an opening as Domino’s grew at a 46% CAGR and had 410 stores in 96 cities. India didn’t need just another pizza brand, but one that understood Indian taste buds.

That’s when Pinocchio Pizza became La Pino’z, which literally means “Giant Pizza Slice” in Italian.

The goal? To create a premium pizza experience that felt authentically Italian—without the hefty price tag—around ₹200, compared to ₹300 from the competitors.

Leaflets, Late Nights, & a Car for a Bedroom

Without the budget for large-scale marketing, Sanam Kapoor relied on hustle. Every night, after closing shop around 12:30 to 1:00 AM, he inserted La Pino’z flyers into newspapers by hand instead of spending lakhs on advertising.

Sanam slept in his car for three hours before returning to work in the morning. For months, his daily routine was an 18-hour grind.

The hustle turned into a bustle of pizza lovers as word-of-mouth spread like wildfire.

The Second Outlet & More Challenges

By 2013, La Pino’z was gaining popularity in Chandigarh, and Sanam opened its second outlet in Mohali. Sanam had franchised the brand and scaled from 1 to 50 outlets by 2015. 

The QSR boom 2016 (projected to grow at a CAGR of over 22%, building on its ₹9,100 crore foundation) had Domino’s and Pizza Hut giving big discounts. Australia’s Eagle Boys Pizza, South Africa’s Debonair, and Sbarro made the competition tougher. 

Sanam tackled this by listening to his customers. From selling only slices for around ₹80, Sanam introduced small whole pizzas for ₹49. Soon, medium and large pizzas followed, keeping up with industry standards.

He also gave franchises ‘Vegetarian Only’ options, which worked in his favor. For instance, Gujarat alone accounted for nearly 30% of La Pino’z outlets.

Over Quality, Royalty & Revenue Streams

Sanam caught some issues as he regularly visited franchise stores to keep a close eye on quality—outlets using a cheaper sauce or selling off the books to dodge royalty payments. 

Sanam knew he had to rethink the model. Instead of enforcing stricter compliance, he turned the challenge into an opportunity.

The genius move? La Pino’z didn’t just rely on royalties—it became a vendor to its franchises. 

Like Domino’s, most of La Pino’z’s revenue wasn’t from direct consumer sales and selling raw materials to franchisees. This “B2B grocery store” approach now accounts for 83% of total sales.

In Franchise Loyalty

Sanam slashed royalties from 8% to 4% to make the model even more attractive, splitting them equally between La Pino’z and local operators. 

But in return, franchises became locked into La Pino’z’s supply chain, sourcing everything—cheese, sauces, and dough—from the brand itself.

This move ensured consistency in quality while making La Pino’z a one-stop supplier for its own network.

A Scalable Empire

The result? A vertically integrated powerhouse where 65% of profits come from licensing fees and royalties, and franchises benefit from a system that empowers local operators while fueling rapid expansion.

La Pino’z didn’t just grow with this rock—solid foundation but dominated.

The Big Slice & 100 Outlets

The brand’s growth exploded; by 2017, La Pino’z had crossed 100 outlets across India.

A key turning point was the introduction of the “Big Slice”—a large, heavily loaded pizza slice that was filling and affordable. 

The concept found fans in college students and late-night food lovers, making La Pino’z the go-to pizza brand for the young and hungry. 

The Pandemic

With 200+ outlets by 2019, the real test came in 2020, when the COVID-19 pandemic forced restaurants to shut down.

Sanam Kapoor quickly adapted the business model once again, focusing entirely on delivery and takeaway.

While others struggled, La Pino’z thrived. By 2021, the brand had 300+ outlets, as investments in digital ordering and contactless delivery served customers even in lockdowns, helping La Pino’z take giant leaps.

Going Global

Sanam set his sights on international expansion. In 2022, La Pino’z went global, opening outlets in the UK, Dubai, Canada, Australia, and Tanzania.

This move positioned the brand as a rising force in the global QSR market.

A Pizza Powerhouse worth ₹1,000 Crore

La Pino’z generated ₹900 crore in revenue across all franchises in FY23.

With 700+ outlets in more than 7 countries, La Pino’z became India’s third largest homegrown pizza chain, and it’s a leading ₹1,000 crore brand today.

Now Serving More

The game-changer isn’t just stopping at pizza. In 2023, Sanam introduced Lord Petrick, a high-end brand for burgers and coffee.

Sanam wants Lord Petrick to do the same for burgers and coffee as La Pino’z did for pizzas. 

La Pino’z has gone from one slice to a pizza empire, and the dough just keeps rising!

In the heart of Mumbai, you’ve likely passed a landmark that has touched countless lives profoundly. In a time when cancer was a silent, stigmatized thief in India, taking loved ones without mercy, a visionary stepped forward with a bold, compassionate dream born out of his loss and suffering. However this dream seemed impossible—but it became a powerful reality in 1942.

For over 82 years, this sanctuary has transformed cancer care, pioneering breakthroughs that make treatment accessible to all. Beyond healing the body, it has nurtured communities, giving families hope and strength. Today, it stands as a symbol of compassion, innovation, and a relentless belief in the value of every life.

Are you curious how this incredible journey began? 

Adorned with Diamonds

Sir Dorabji Tata and Lady Meherbai Tata shared a deep bond built on love, trust, and a vision for India’s progress. 

On their second wedding anniversary in 1900, Sir Dorabji gifted Lady Meherbai the magnificent Jubilee Diamond—an exquisite 245.35-carat cushion-cut gem—as a symbol of his deep affection.

However, their love story was not just adorned with jewels but also defined by sacrifice and unwavering devotion.

That Saved an Empire

In 1924, when an economic crisis threatened the Tata empire, Lady Meherbai made the ultimate sacrifice for their shared dream.

Without hesitation, she pledged all her precious jewelry, including the cherished Jubilee Diamond, to secure a loan that saved Tata Steel and safeguarded the livelihoods of thousands of employees. 

Her selfless act, driven by love and commitment, ensured the survival of the Tata legacy.

Eventually, the pledged jewels were redeemed, but Lady Meherbai’s sacrifice became a timeless testament to the power of love and dedication in shaping a nation’s destiny.

A Greater Tragedy Strikes

Not yet 50, Lady Meherbai was diagnosed with cancer, a cruel illness that drained her strength, her vitality, and, ultimately, her life. 

Sir Dorabji did everything humanly possible to save her. He sought the best doctors in the country and traveled worldwide for the most skilled physicians. Yet, despite his relentless efforts and unwavering love, there was no respite.

Mehri passed away, leaving behind a grieving husband whose heart remained forever bound to the love they shared. 

In Her Memory

Heartbroken but determined, Sir Dorabji envisioned a world-class cancer center in India that would offer hope and healing to countless others facing the same fate.

He formulated a trust to fund this mission, but he passed away in 1932 before seeing it come to life. In 1937, his heirs sold the Jubilee Diamond, with the proceeds added to the Sir Dorabji Tata Trust.

Takes Shape

This financial backing paved the way for Tata Memorial Hospital (TMH), which opened its doors in Parel, Mumbai, on February 28, 1941, under the leadership of Nowroji Saklatwala and later J.R.D. Tata.

What started as an 80-bed facility soon became a symbol of hope for cancer patients across the country.

Early Hurdles

The early years were tough. Awareness about cancer was low, trained professionals were scarce, and funding was a constant challenge.

Yet, a team of dedicated doctors, nurses, and staff believed in the mission—that quality cancer care should be accessible to all. 

Slowly but surely, TMH introduced groundbreaking treatments and research, positioning it as a pioneer in India’s fight against cancer.

Loss into Legacy

For Ratan Tata, the battle against cancer was deeply personal. Having lost both his parents to the disease, he made it his mission to revolutionize cancer care in India. 

Under his leadership, Tata Trusts expanded TMH’s reach, establishing cancer centers across multiple states. This ensured that world-class treatment was no longer a distant dream for millions.

Horizons

From its modest beginnings, TMH has grown into a comprehensive network of cancer care and research.

Facilities like the Advanced Centre for Treatment, Research, and Education in Cancer (ACTREC) have set new benchmarks in treatment and research. 

Today, TMH treats thousands of patients annually, offering holistic care and integrating new technologies to improve patient outcomes.

Cancer Care Accessible

Cancer treatment can be financially draining, and TMH understood this challenge early on.

Through outreach programs, mobile clinics, and free screening camps in remote areas, the hospital took cancer care to the doorsteps of underprivileged communities. 

Subsidized treatment options and financial assistance initiatives ensured that no one was denied treatment due to lack of funds.

Amidst Challenges

Despite growing competition, TMH has not just survived—it has thrived. Strong global partnerships, cutting-edge technology, and continuous training of medical staff have solidified its position as a leader in oncology. 

TMH focuses on affordable, accessible care, ensuring that the best treatment reaches the masses at subsidized rates.

Cancer Care Across the Nation

Tata Trusts extended their reach in regions like eastern India, where cancer care facilities were scarce.

In 2012, Tata Medical Centre was launched in Kolkata.
affordable treatment to thousands. 
Today, over 20 cancer hospitals are under TMH across seven states, each reinforcing the hospital’s unwavering commitment to healing and hope.

A Global Influence

TMH’s reputation has grown beyond national borders. Collaborations with global organizations like the WHO and IAEA have helped it stay at the forefront of research and innovation. 

With modern facilities and a patient-centric approach, TMH stands as a beacon of excellence in oncology, inspiring hope worldwide.

Of Cancer Care

Understanding the limitations of reaching every patient through standalone hospitals, TMH proposed an ambitious hub-and-spoke model.

Approved by the Centre, this plan envisions 30-40 hub cancer centers across India, each catering to 5-7 crore people, supported by multiple spoke centers reaching at least a crore each. 

Several AIIMS centers may act as hubs, while TMH’s existing hospitals will also play critical roles. TMH operates nine hospitals across India, with two more under construction in Khopoli and Bhubaneshwar.

The Khopoli Hospital is groundbreaking, integrating Ayurveda with allopathy to offer holistic cancer care.

Of Hope and Healing

What started as a personal tragedy transformed into a life-changing mission. Tata Memorial Hospital’s journey—from a heartfelt tribute to a global leader in cancer care—reflects the Tata family’s unwavering commitment to society. 

Remember learning to ride a bicycle? Those first shaky attempts were scary, but the steady hand behind you, saying, “I’m here,” made all the difference. That promise of support gave you the courage to keep going.

Imagine having that kind of reassurance throughout life. For millions of Indians, one name has been that steady hand, offering trust, care, and security for over 65 years. With its motto, “Yogakshemam Vahamyaham” (“Your welfare is our responsibility”), it has become a symbol of unwavering support.

Curious how this journey of trust began? Read on

Of Indian Insurance

In the early 19th century, life insurance in India carried a strong bias. When it arrived in 1818, it catered exclusively to European lives. Indian lives were considered “sub-standard,” burdened with exorbitant premiums, and often denied fair coverage. 

Change, however, began to take root in 1870 with the Bombay Mutual Life Assurance Society, which dared to offer Indians policies at par with their European counterparts.

Movement Igniting The Spark

The Swadeshi movement of the early 1900s, championing self-reliance, ignited a surge of Indian-owned insurance companies like Bharat Insurance, Hindustan Co-operative Insurance, and Swadeshi Life.

By the mid-20th century, the sector was bustling but fragmented, with over 200 companies and continuous financial instability.

In response, the Indian government passed the Life Insurance Corporation of India Act in 1956, nationalizing the industry. This move unified 245 entities under one banner, and the Life Insurance Corporation of India (LIC) was born on September 1, 1956.

With ₹5 crore from the government and the motto “Yogakshemam Vahamyaham” (“Your welfare is my responsibility”), it quickly became a leader in driving a national transformation.

A Nation, One Policy At A Time

A dual mission marked LIC’s early years: providing financial security and nation-building. Its investments fueled public sector projects—from constructing steel plants and power stations to establishing IITs and housing initiatives. 

During the 1965 Kashmir conflict, it injected ₹5 crore into the stock market to stabilize the economy.

By the 1970s, life insurance corporation wasn’t just insuring lives but strengthening India’s dreams.

Adding The Human Touch

The 1980s brought unique challenges. In a sluggish economy, insurance seemed a luxury, yet it persevered. 

Field agents became the lifeblood of its operations, traveling to the remotest corners—by bullock carts, trains, or on foot—to spread the message that insurance was both a safety net and an investment. 

With campaigns like “Zindagi ke saath bhi, Zindagi ke baad bhi,” the corporation reshaped how Indians viewed insurance, focusing on security for families.

Amid Competition

From 1956 to 2000, the corporation operated as the only life insurance company in the country, ensuring that it became deeply embedded in the lives of millions of Indians.

The liberalization of the insurance sector in the 2000s saw a surge in private players. But it was prepared. 

Between 2000 and 2006, it added over 5 lakh agents and diversified its offerings, catering to rural laborers and affluent professionals.

By 2007, despite fierce competition, the corporation commanded 72% of new policy sales.

That Focused on Real People

The life insurance corp’s marketing strategies remained grounded. From personal selling and rural awareness campaigns to sponsoring national events, its focus on connection over flashy advertising ensured enduring trust. 

By 2021, 12.08 lakh agents constituted 55% of all individual agents in India, a testament to the corporation’s unparalleled reach.

A Financial Powerhouse

The company’s growth trajectory has been staggering. From generating new business worth ₹200 crore in 1957, it crossed ₹1,000 crore in 1969-70.

By 1985-86, reorganization efforts pushed it past ₹7,000 crore in sum assured on new policies. 

Fast forward to 2022, its IPO raised a historic ₹21,008 crore, reinforcing its financial might.

Today, with assets exceeding ₹40 lakh crore, LIC is one of the world’s largest financial institutions.

Diverse Offerings

LIC’s portfolio spans a wide array of policies tailored to different needs. Its endowment plans include Jeevan Pragati, Jeevan Labh, LIC Single Premium Endowment Plan, New Jeevan Anand, and Aadhaar Shila. 

Jeevan Umang is a flagship insurance product. Money-back plans like Bima Shree, Jeevan Shiromani, Nthe ew Money Back Plan (20 and 25 years), and Jeevan Tarun cater to various life stages.

Pension schemes such as Pradhan Mantri Vaya Vandana Yojana, New Jeevan Nidhi, and Jeevan Akshay provide financial security for retirement.

That Reached The Globe

Beyond India, LIC has extended its presence to 14 countries, catering to the insurance needs of Non-Resident Indians.

The organization oversees eight zonal offices, 113 divisional offices, and 2,048 branches nationwide from its Mumbai headquarters. 

With a customer base of 290 million policyholders, LIC continues to dominate the global insurance landscape.

Caring for Employees Too

LIC’s commitment extends beyond customers. Programs like the Agents Housing Scheme and LIC-HFL provide housing loans for agents. 

Employee benefits include meal vouchers and other incentives. In 2010, LIC introduced a unique benefits plan based on hierarchical positions, showcasing its dedication to its workforce.

Beckons With Open Arms

LIC’s journey from insuring lives to building a nation exemplifies resilience, innovation, and an unyielding commitment to its people.

As it moves forward, LIC aims to strengthen its digital capabilities, expand global operations, and continue being a beacon of financial security.

It’s not just about insuring lives; it’s about safeguarding dreams and inspiring future generations.

For over 68 years, LIC has been synonymous with trust and security for over 130 crore Indians. Its iconic slogan, “I’m here,” captures the essence of its mission—to be a constant in the lives of its policyholders, from bustling cities to quiet villages.

You must remember the iconic ads featuring an elephant effortlessly balancing a towering stack of chairs or the heartwarming sight of a grandfather fixing his grandson’s broken toy. These weren’t just commercials—they were memories that became part of our childhood and DIY adventures.

But did you know behind these is the remarkable journey of a man who started his career as a peon and revolutionized adhesives?
Replacing traditional ingredients with innovation, he created products living in every carpenter’s toolbox, engineer’s blueprint, artisan’s workshop, and household across 72 countries. This is the story of how strong emotional and practical bonds built an adhesive empire of ₹1,48,712 crores.

Curious to know how it all began? Read on…

From Legal Briefs to Timber Yards

Born in 1925 in Mahua, Gujarat, Balvant Parekh’s path wasn’t paved with legal briefs. Despite a law degree, his heart yearned for something more.

The Quit India Movement’s spirit of social activism inspired him to leave his studies temporarily.

When he returned to Mumbai, life was tough. Struggling to find his footing, he took on various odd jobs. From working at a printing press to serving as a peon at a timber company, Parekh was no stranger to hard work.

He also ventured into importing bicycles, areca nuts, and paper dyes from the West, steadily building a reputation in trade. But it was in the timber yard that he finally found his calling.

Woodworking, Making Life Easy

While surrounded by the scent of sawdust and the rhythmic sound of carpenters at work, Parekh noticed the challenges they faced with traditional adhesives.

The messy, time-consuming process of combining wood with homemade glues deeply troubled him.

Determined to make life easier for these artisans, he envisioned creating an adhesive that would transform the woodworking industry across India.

A Brand From Local to National

In 1959, with his brother by his side, Parekh co-founded Pidilite Industries and launched its first product—Fevicol, a white synthetic resin glue designed for woodworking.

The product was an instant hit, revolutionizing how people thought about adhesives.

In 1963, the company opened its first manufacturing plant in Kondivita, Mumbai, which would remain its headquarters for years to come.

As Fevicol’s popularity grew, so did Pidilite’s reputation as a maker of high-quality, reliable adhesives. The word spread quickly: Fevicol wasn’t just another glue but a symbol of strength and trust.In 1963, the company opened its first manufacturing plant in Kondivita, Mumbai, which would remain its headquarters for years.

Meteoric Rise

Traditional methods and homemade concoctions dominated the adhesive market in India, and the idea of synthetic glue was foreign to many.

However, Fevicol’s superior bonding strength and ease of use quickly gained traction, particularly among carpenters and furniture makers.

With no major competitors, Fevicol rapidly established itself as the go-to product for anyone needing strong, reliable adhesives.

That Stuck Like Magic

Pidilite understood that a superior product wasn’t enough in a crowded market. They needed to form an emotional connection with their customers to succeed.

Remember the iconic “bus” commercial? Passengers defy gravity by holding onto a speeding bus held together by Fevicol. These campaigns subtly conveyed the core message: Fevicol was an invisible force holding everything together with unwavering strength.

Another classic showcased a fish unable to escape a Fevicol-coated wooden box – a simple yet powerful metaphor for its strength.

Over the years, Fevicol has blended cultural nuances with humor, making its ads not just about glue but about human connections and resilience.

Beyond Adhesives

As the years passed, Pidilite’s success with Fevicol strengthened its resolve to innovate further.

The company ventured into new categories like waterproofing with Dr. Fixit and arts and crafts with Fevicryl.

These products were designed to meet the needs of industries and cater to consumers’ evolving tastes.

Today, Pidilite’s diverse product range extends from industrial adhesives to DIY art supplies, creating a broad footprint across multiple sectors.

In the Face of Challenges

Despite its meteoric rise, Pidilite’s journey to success was not without obstacles.

The company faced stiff competition from global players and dealt with unpredictable fluctuations in raw material prices.

Yet, Pidilite demonstrated remarkable resilience at every turn, overcoming challenges with strategic innovation and adaptability.

To Digital and Pandemic Shifts

When the digital revolution began transforming customer interactions, Pidilite swiftly embraced e-commerce and social media to broaden its reach.

During the pandemic, as businesses worldwide struggled, the company adapted by launching DIY kits and positioning itself as a trusted provider of long-lasting solutions.

This ability to pivot and maintain strong connections with its customers successfully helped Pidilite navigate the crisis.

Relationships, Not Just Products

At the heart of Pidilite’s success was a commitment to its customers. While Fevicol might have been the company’s flagship product, it worked tirelessly to foster relationships with its core customer base: carpenters, masons, and artisans.

Training workshops, loyalty initiatives, and personalized engagement all contributed to building a sense of community.

For Pidilite, it was never just about selling a product but about becoming a trusted partner in their customers’ businesses.

Behind The Success

Today, Pidilite Industries operates in two primary segments: the Consumer and Bazaar (B2C) and Industrial (B2B). The Consumer and bazaar segment contributes 84% of the company’s revenue.

It includes a broad spectrum of products: adhesives and sealants (55%), construction chemicals (20%), and arts and crafts (9%).

Meanwhile, the industrial segment, which accounts for the remaining 15%, covers industrial adhesives, resins, and pigments.

Bonds, Shaping the Future

Looking ahead, Pidilite remains committed to its core principles of innovation, quality, and customer relationships.

With a steady focus on sustainable and eco-friendly solutions, Pidilite is poised to continue its legacy of creating products that simplify lives and build lasting connections.

The company will continue to invest in new factories and digital, route-to-market, and supply chain capabilities. Capital expenditure (capex) for FY25 will be around Rs 400-800 crore, which will be used to establish 3-5 new factories.

A Story of People and Purpose

In many ways, Pidilite’s story is more than just the story of a brand. It’s about the people behind it, their struggles, their dreams, and their unwavering belief in the power of creating something that sticks, not just in the market but in the hearts of those who use it.

Pidilite’s journey continues, and its future looks just as strong and resilient as the bonds it creates.

How often do you open your fridge and find yourself on a trip down memory lane? Those souvenir magnets—little time capsules from adventures in Thailand, the USA, France, or Egypt—each with a story to tell, a moment to relive. But take a closer look—how many of those magnets celebrate India, the world’s cultural treasure chest?

For one couple, this wasn’t just something missing; it was a chance to create something unique. They imagined India’s vibrant colors, iconic symbols, and rich heritage brought to life in fun, modern designs—souvenirs that could stand proudly next to any in the world. With no big ad campaigns, just creativity and the magic of social media, they built a brand that celebrated India and gave it a quirky, fresh twist.

Are you curious about the story behind this magnetic pull? Read on

Inspiration Like a Magnet

In 2009, Shubhra Chadda and Vivek Prabhakar were leading relatively stable lives. Shubhra, a marketing professional with a keen eye for design, and Vivek, an employee at an MNC, always nurtured a love for creativity and innovation.

Their journey as founders began with a shared passion for travel and discovery. Wandering vibrant markets abroad, they marveled at souvenirs that captured each place’s essence—magnets from Paris and trinkets from Bangkok.

Returning to India, they realized they could not find any modern, quirky products celebrating Indian culture with a fresh twist.
 
This question sparked the idea of Chumbak. Aptly named after the Hindi word for “magnet,” the brand aimed to pull people toward a new narrative of Indian design—colorful, contemporary, and brimming with character.

Thinking Big

Turning this vision into reality required bold decisions. Shubhra and Vivek sold Shubhra’s ancestral home to raise ₹45 lakh—a leap of faith that reflected their belief in Chumbak.
 
They started small, working out of their Bengaluru apartment and focusing on fridge magnets depicting everything from Bollywood icons to auto-rickshaws. These playful designs resonated with urban Indians and curious tourists alike.

The Hustle and the Kiosk

Their early days were marked by hustle and learning. Without manufacturing experience, they faced challenges of sourcing vendors, managing inventory, and maintaining quality.
 
A kiosk in Bengaluru’s Forum Mall became their first retail experiment, offering direct customer feedback that shaped their offerings.

Through Social Media

Social media, then an emerging tool, became their marketing lifeline. Bright, engaging posts created a buzz and turned word-of-mouth into a powerful growth engine.
 
Chumbak established a strong presence across platforms like Facebook, Twitter, and YouTube. Due to limited marketing budgets, it relied solely on social media to build brand recall.
 
Their approach was tactical, leveraging each platform’s strengths to engage customers and convey consistent messaging

Content that Made an Instant Connect

Chumbak was among the first Indian brands to feature in a global Facebook case study, underscoring its innovative platform use.
 
The brand prioritized accessibility and honesty in its communications, using forums to discuss market issues and platforms like LinkedIn and Twitter to maintain a direct dialogue with customers.
 
By publishing valuable and entertaining content tailored to its audience, Chumbak created a loyal following. They believed their followers sought content they enjoyed, not just promotional material, a principle reflected in every post.

Where Tradition Meets Modernity

At the heart of Chumbak’s success lies its design philosophy, which blends traditional Indian elements with contemporary design sensibilities.
 
The brand’s creative team, under Shubhra’s leadership, meticulously designs products that captivate the modern Indian consumer while remaining deeply connected to cultural heritage.
 
Every product tells a story, from whimsical elephant motifs to vibrant geometric patterns.

Trends with a Quirky Twist

This design approach set Chumbak apart from competitors and established it as a pioneer in India’s modern lifestyle space.

Collaborations with artists and designers further enriched their product offerings, making Chumbak a trendsetter in the market.

From Gifting to Lifestyle

Financial strain, production delays, and scaling challenges tested their resilience. But each obstacle brought clarity. To grow, they had to evolve from a niche gifting brand to a full-fledged lifestyle company.
 
In 2013, a $2 million investment from Seed fund became a turning point. This funding allowed Chumbak to expand its product range to include apparel, home decor, and accessories.
 
With skilled designers, better manufacturing processes, and more extensive marketing campaigns, Chumbak transitioned into a brand that defined urban Indian lifestyles

From Bengaluru to the World

By 2015, the company had launched its first experience store in Bengaluru, showcasing its complete range of products.

This was followed by a rapid expansion across India, with exclusive brand outlets in cities like Mumbai, Delhi, Chennai, and Kolkata.

The brand’s online presence also grew significantly, contributing to a substantial portion of its revenue. Platforms like Amazon, Flipkart, and its website became major channels for reaching customers nationwide.

During this time, Chumbak also ventured into international markets, gaining traction among Indian expatriates and global consumers who appreciated its unique design ethos.

Above the Competition

India’s lifestyle and retail sectors are highly competitive, with domestic and international players vying for consumer attention.

Chumbak’s ability to adapt to market dynamics has been a key factor in its continued success.

For instance, during the COVID-19 pandemic, when retail sales were severely impacted, Chumbak pivoted to strengthening its e-commerce operations and introduced home-office essentials to cater to its customers’ changing needs.

 Goals, Great Appeal

The company’s commitment to sustainability is another aspect that resonates with today’s conscious consumers.

By adopting eco-friendly production and packaging practices, Chumbak reduced its environmental footprint and aligned itself with global trends in responsible consumerism.

With G.O.A.T Brand Labs

By 2023, Chumbak had grown into a household name with over 30 stores across India, clocking a revenue of ₹71.13 crore.

It had also raised nearly ₹250 crore across 14 funding rounds, including a ₹2.9 crore investment in September 2022.
 
The same year, G.O.A.T Brand Labs acquired Chumbak, setting ambitious plans to scale the company to ₹500 crore by 2025.

The Future of Indian Design

Today, Chumbak’s product range includes home decor, fashion, accessories, and personal care products, catering to a diverse audience.

The brand’s future is equally vibrant: it will deepen its presence in Tier 2 and Tier 3 cities, expand internationally to Southeast Asia and North America, and leverage technology for innovations like augmented reality try-ons and 3D product visualization.

How often do we see a global luxury brand driven entirely by word-of-mouth, fueled by customers who love its authentic craftsmanship? At the heart of this journey is a man who never chased profits or markets. He didn’t even know how to read a profit-and-loss account for ten years. What fueled him was passion—pure, an unrelenting passion for creating something as natural and unpretentious as the life he cherished.

From earning ₹300 for his first creation to building a ₹188-crore empire spanning over 25 countries, this is the story of a man who didn’t seek the world but whose creations made the globe seek him.

Curious? Let’s dive in.

In a World of Unity

Dilip Kapur’s story begins in the idyllic, experimental township of Auroville.

Dilip, the son of parents who left a shoe business in Delhi to join the Aurobindo Ashram, grew up in an atmosphere of equality and creativity. Auroville’s openness starkly contrasted with the rigidity of his earlier life in Delhi.

Here, he thrived, embracing an education system free of exams and hierarchy that allowed him to explore his passions freely.

Across the Globe

At just 15, the horizons of Auroville felt too small for his boundless ambition. Armed with determination and an $8 allowance from the Reserve Bank of India, he headed to the United States.

A scholarship to Phillips Academy, Andover, began an academic journey culminating in a Ph.D. in International Affairs from Princeton.

But America, despite its opportunities, left him longing for a home and a more meaningful pursuit.

To A New Chapter Back Home

Returning to Auroville, now a flourishing oasis of 3 million trees, Dilip planted trees and participated in community planning.

Yet, his fascination with leather, sparked by a short stint at a leather goods company in the U.S., nudged him toward a new hobby: designing leather bags.

For Pleasure, Gifting by Surprise

Using vegetable-tanned leather—a sustainable alternative to chemical tanning—he began crafting unique, natural bags, the first of which was gifted to his family. Little did he know his hobby would soon take flight.

In 1978, a friend’s willingness to pay ₹300 for one of his designs surprised and inspired Dilip to launch Hidesign with just ₹25,000 and a single cobbler, Murugayan.

The brand name, which combines “hide” and “design,” reflects the marriage of natural leather and craftsmanship.

Borders For His First Break

Hidesign’s first big break came when a German buyer discovered the brand and ordered 1,400 bags. With only one cobbler, fulfilling even a fraction of this order was challenging.

Yet, they persevered, producing 200 bags in six months. This order became a turning point.

Word of Hidesign’s craftsmanship spread as friends and visitors carried Hidesign products to markets in Australia, the UK, and the U.S., where the brand resonated with a generation of rebels rejecting synthetic materials.

From Alternative Markets To Mainstream

Hidesign thrived in alternative markets for its first decade, catering to customers seeking authenticity and sustainability.

The brand’s big leap into the mainstream came from collaborating with John Lewis in the UK. The cultural shift toward casual and natural styles made Hidesign a global contender.

In 1992, Hidesign’s innovative “Boxy Bag” won the Accessory of the Year award, presented by none other than Princess Diana. This further solidified Hidesign’s growing reputation.

More Than Profits

Dilip readily admits his focus was on something other than financial gain. The joy of design trumped spreadsheets.

Only later, with the help of his son, a lawyer turned businessman, did Hidesign embrace the market’s complexities.

Marketing efforts were nonexistent. Hidesign’s story spread organically, fueled by passionate individuals who saw the brand’s potential.

Recognizing Hidesign’s unique identity, journalists played a key role in propelling it forward.

A Legacy in India

Though Hidesign started as an export-only brand, India became its largest market by 2000.

Struggling to find a distributor who understood the brand’s ethos, Dilip took matters into his own hands, opening exclusive stores in cities like Delhi and Bengaluru.

Today, India accounts for half of Hidesign’s sales. From a handbag brand to a lifestyle brand, Hidesign has expanded its portfolio to include wallets, belts, shoes, sunglasses, luggage, and jackets.

Its offerings reflect Dilip’s keen eye for evolving consumer trends, particularly the shift from functionality to fashion in accessories.

Over Discounts

Hidesign’s pricing strategy mirrors its commitment to quality. The brand avoids heavy discounting, focusing instead on craftsmanship and timeless design.

Its products are positioned as investments, appealing to customers who value authenticity.

A Vision for the Future

With over 1,400 employees, 102 exclusive stores, and a presence in 112 large-format outlets, Hidesign clocks annual revenues of ₹170 crore.

Under Dilip’s leadership and the creative guidance of Italian designer Alberto Ciaschini, the brand continues to innovate while staying true to its roots.

Thanks to the ever-present AQI, we’ve all become acutely aware of the air we breathe. While the world grapples with pollution, visionaries work tirelessly to change the game. One such visionary is a man who has been relentlessly pushing the boundaries of renewable energy, particularly solar power.

This inspiring individual has taken India’s renewable energy sector to global heights, challenging the dominance of even the biggest players.

Are you curious to know who this climate champion is?

Past Obstacles

Born in a small village in Maharashtra’s Buldhana district, Hitesh Doshi’s journey is one of grit and determination.

Growing up in humble circumstances, his father ran a modest grocery store, and the village lacked basic amenities like electricity and telephones.

Education beyond the 7th grade meant cycling miles daily to a neighboring village. Yet, these challenges only fueled Hitesh’s resolve to carve a brighter path for himself and his family.

 Books and Business

Believing education was the key to a better future, Hitesh pursued a bachelor’s degree in commerce from Shri Chinai College of Commerce & Economics, University of Mumbai, in 1987.

It was here that he recognized his entrepreneurial spirit and the need to break away from the traditional career path. Eager to lift his family from financial constraints, he juggled studies with entrepreneurial pursuits, exploring trading and small ventures.

And a Dream of Something Big

In 1985, Hitesh took his first entrepreneurial step, borrowing ₹5,000 from a relative to start a small trading business in pressure and temperature gauges. Balancing his studies with business, he earned a modest profit of ₹1,000 per month—enough to cover his college fees and living expenses.

This initial success pumped up his confidence and planted the seeds for what would eventually become a game-changing enterprise.

From Measuring Gauges to Measuring Impact

By 1989, Hitesh officially registered Waaree Instruments, marking the beginning of his entrepreneurial journey. Initially focused on manufacturing measuring instruments, he soon spotted opportunities for diversification, adding thermometers to the product line.

In 1992, he took a bold step forward, leasing a 300 sq. ft. space in Andheri to establish Mahaveer Thermo Equipments.

Meets Disruption

With just a ₹1.5 lakh bank loan, Hitesh Doshi invested in lath machines, built a small but passionate team, and took on the challenge of creating reliable industrial tools.

Rejections, strict certifications, and credibility hurdles in a high-stakes market didn’t deter him.

Strategic tie-ups with global giants like Dwyer Instruments and Keller helped Waaree Instruments earn trust, paving the way for exports to the U.S. and Canada by the mid-2000s.

To Solar Powering Dreams

Hitesh wasn’t one to settle. A 2007 trip to a solar energy expo in Germany sparked a bold vision—to revolutionize India’s solar sector.

That year, he founded Waaree Energies with a 30 MW facility in Surat, laying the groundwork for what is now India’s largest solar PV module manufacturer.

By 2010, Hitesh sold Waaree Instruments to the Swiss brand Baumer, channeling resources into scaling Waaree Energies.

The company rapidly expanded its manufacturing capacity to 250 MW and established international partnerships to deliver high-quality solar panels.

The Solar Storm of Challenges

Even as a leader in India’s solar industry, Waaree’s journey hasn’t been without hurdles.

The company has faced it all, from navigating steep price drops and Chinese dumping to weathering regulatory shifts and geopolitical risks.

Compressed margins, heavy reliance on the U.S. market, and fluctuating material costs have tested its resilience.

Yet, Waaree continues to adapt, innovate, and stay ahead in the ever-evolving solar landscape.

Beginning to Trailblazing Growth

From a modest start, Waaree now boasts a massive 13.3 GW capacity, dominating the Indian solar market with a 21% market share. And that’s not all! In just a few short years, it’s skyrocketed to become India’s largest solar module manufacturer and exporter.
 
With a remarkable 54% CAGR in revenue and a staggering 107% CAGR in net profit, Waaree has been growing, soaring to ₹76,964 crore in valuation.
 
Today, Waaree Energies boasts a manufacturing capacity of 12 GW, a presence in over 65 countries, and an extensive network of 350 franchise outlets that offer solar solutions for homes and businesses.

IPO Reflecting Investor Confidence

Waaree has always been a company that thrives on belief—belief in innovation, sustainability, and the power of renewable energy.

Its recent IPO wasn’t just another financial event; it was a moment that reflected investors’ immense trust in Waaree’s vision.
 
The IPO was oversubscribed 76 times, conveying that Waaree is leading India’s charge toward a greener future.

for a Cleaner, Greener Tomorrow

At its core, Waaree dreams big. It imagines a world where clean energy powers homes, businesses, and industries, reducing carbon footprints and creating a better tomorrow.
 
The company’s commitment to this dream goes beyond numbers. It’s personal, urging individuals to take charge of their energy needs.

Their tagline, “Solar lagao, Apni Bijli Swayam Banao – Atmanirbhar ban jao!” is not just a slogan—it’s a call to action, a movement to inspire energy independence.

 New Heights

Waaree’s ambitions don’t just stop at borders. The company is scaling its solar module manufacturing capacity from 13.3 GW to a massive 21 GW by 2027, ensuring it continues to lead from the front.
 
As it expands into global markets, particularly the US and the EU, Waaree is not just exporting solar technology; it’s exporting a vision of India as a powerhouse of clean energy solutions

A Hydrogen-Powered Future

While solar panels remain at the heart of their operations, Waaree is already looking to the future, exploring the vast potential of hydrogen energy. This ability to innovate, adapt, and think ahead makes Waaree more than just a business. 

Imagine being a child who’s born blind. Can you? Now, also imagine dealing with abject poverty and hailing from a remote village along with a life plunged into darkness. It would break the best of us, wouldn’t it? 

But not this entrepreneur, who has inspired a generation of game changers, whose first business investor was none other than Dr. A.P.J. Abdul Kalam, and who built a Rs 100 crore empire. Someone who couldn’t see but had a vision!

Curious to know who? Read on

Over Despair

Born blind in a small Andhra Pradesh village, Srikanth Bolla faced a future no one thought he could conquer.

His relatives urged his parents to abandon him—how could he survive in a world made for the sighted? 
But his parents chose hope, refusing to give up on their son.

Every Obstacle

A fundamental right for everyone else, but for Srikanth, education was a luxury, as he faced social and physical barriers every day.

A 5 km commute and being excluded from school activities couldn’t hold him back from anything — not even climbing trees or plucking coconuts.

Above New Struggles

Moving to Devnar School for the Blind in Hyderabad wasn’t easy—new chores, a new language, and unfamiliar food—but Srikanth’s passion for building inclusive communities kept him going.

He quickly became the fastest Braille reader and writer, a competitive chess player, and an active participant in every school competition, growing stronger daily. 

Limits in the Pursuit of Science

Srikanth aced his matriculation but was denied the chance to study science. Undeterred, he fought the education board in court and won in just six months.

Rejected by BITS Pilani and IIT, he boldly declared, “If IIT doesn’t want me, I don’t want IIT!” With relentless determination, he became the first blind international student to graduate from MIT.

A Vision for Change

While at MIT, Srikanth set up a computer training center and Braille library in Hyderabad to empower individuals with disabilities through technology.

Despite his efforts, he saw a harsh reality—his students were still overlooked in the job market. Around the same time, he identified an untapped opportunity in eco-friendly packaging, sparking the idea that led to Bollant Industries.

A Legacy of Inclusion

In 2012, Srikanth, alongside angel investor Ravi Mantha, founded Bollant Industries.

His goal was clear—to bridge the gap between employment opportunities for people with disabilities and the growing demand for eco-friendly packaging.

What began as a bold idea quickly became a powerful mission combining empowerment and sustainability. Bollant soon became more than just a company; it became a movement redefining inclusion and innovation.

That Fuels Growth

Bollant Industries began to gain momentum, attracting the trust of notable investors like Ratan Tata, who came on board in 2016.

The company rapidly expanded to over 500 employees from a small team of five, proving that purpose-driven businesses can scale and succeed.

Through Purpose

Bollant’s mission is simple yet powerful: deliver eco-friendly, high-quality products while empowering individuals. The company produces Kraft paper, FMCG products, non-chemical adhesives, printing inks, and surfactants. 


With 500 employees and 2,500 more indirectly impacted, Bollant is focused on creating jobs for unskilled, uneducated, and differently abled individuals. For Bollant, success isn’t just about profits but about uplifting people.

The Green Talk

Srikanth’s passion for sustainability drives Bollant Industries. “I call myself a waste person because I love waste,” he says, and the company truly lives by it.

From recycling water, plastic, ash, and solid waste to repurposing pharmaceutical effluents into industrial chemicals, Bollant is a zero-waste company.

It’s also tackling single-use plastics by sourcing fallen areca leaves from Karnataka farmers and paper from local mills to create eco-friendly alternatives.

A Thriving Ecosystem

The Bollant Group is rapidly expanding, with logistics, retail, laboratories, packaging, and foods divisions.

A new Rs.14 crore automated plant is being set up in Andhra Pradesh’s Sri City SEZ. With an annual turnover of Rs.100 crore and a 107% growth rate from 2015 to 2019, Bollant is becoming a market leader.

The Road Ahead

Inspired by Steve Jobs, Srikanth Bolla is a detail-driven leader who thrives on deadlines.

With bold goals, he aims to make Bollant Industries a unicorn by 2025, targeting a Rs.1,000 crore turnover and a global presence through a public listing.

He also envisions a sustainable enterprise where 70% of the workforce are people with disabilities, blending purpose with profitability.

A True Inspiration

Srikanth recorded his lessons on a T-series cassette to study as a student. Today, T-series backs his biopic. Born blind, he never let it stop him from dreaming big.

Srikanth and Bollant Industries embody his words: “The world says, ‘You can do nothing.’ I say, ‘I can do anything.’”

What if starting your own business didn’t require significant investments, warehouses, or a steep learning curve? What if you could turn your entrepreneurial dream into reality from the comfort of your home?

One platform has made this dream a reality, taking the world by storm. It’s helped millions—especially women and homemakers—start successful businesses with little to no investment. It’s not just changing lives; it’s shaking up the entire e-commerce game.

Are you curious about the $3.9 billion-dollar company behind this revolution? Read on…

Wasn’t Enough

Budding entrepreneurs Vidit Aatrey and Sanjeev Barnwal, a dynamic IIT Delhi alumni duo, had a big idea: Fashnear, a platform to connect local fashion retailers with customers for on-demand delivery.

The idea was fantastic on paper but didn’t work that way. Customers didn’t want to limit their shopping to their neighborhood stores, and retailers wanted to expand their reach but weren’t ready to jump into the e-commerce world just yet.

The E-Commerce Gap

Vidit and Sanjeev looked at the bigger picture of e-commerce — big players dominated cities, but smaller towns and villages were left behind.

Shopkeepers and resellers sold products on WhatsApp but were stuck with local deliveries. Women sold products on Facebook and WhatsApp but couldn’t scale up their businesses.

A huge opportunity to empower these small businesses became clear. So, in late 2015, Meesho (meri shop in Hindi) was born to help anyone, especially those with insufficient funds, start their own online business.

For Small Businesses To Sell

Meesho made selling online easy for small shops, manufacturers, and resellers. Women and other resellers could start businesses from home without worrying about stocking up.

The platform handled everything—shipping, cash-on-delivery, and returns—so suppliers could focus on what they do best: creating and selling great products..

The Key to Success

Meesho faced one of the toughest challenges, earning the trust of small businesses and resellers for an online-only platform.

Many were skeptical, but Vidit and Sanjeev kept it simple and user-friendly.

They even held workshops and shared success stories to inspire and educate resellers, going the extra mile to win them.

A Thriving Community

The focus on empowering small businesses and individuals paid off. The platform quickly became a favorite for resellers, especially from smaller cities and rural areas.

Resellers saw a chance to earn extra money and were excited to be part of Meesho’s journey. By building trust and transparency, Meesho proved itself to be a reliable partner for its resellers.

To Big Dreams

Vidit and Sanjeev saw a bigger opportunity with the platform’s rising popularity. They decided to transform Meesho into a full-fledged e-commerce platform, offering various products at affordable prices.

However, the big question was managing logistics and inventory on a much larger scale. Meesho tackled this by partnering with third-party logistics providers and streamlining their supply chain.

Led To A Big Vote of Confidence

Meesho’s innovative approach and rapid growth caught the eye of big investors.

In 2019, Facebook made history by investing directly in Meesho, the first Indian startup to receive such a significant investment. By 2023, the platform had raised over a billion dollars.

This massive investment helped the company expand its product range, upgrade its technology, and improve customer service.

The Challenges of Evolution 

While Meesho grew bigger, rising costs, logistics, and competition from giants like Flipkart and Amazon made things more challenging.

To tackle these, Meesho changed its game plan and shifted from a social commerce model to a direct-to-consumer one.

While this meant reorganizing the business, it unfortunately led to layoffs.

On Organic Growth

Meesho prioritized sustainable growth, focusing on organic strategies like word-of-mouth referrals, building strong customer relationships, and working closely with suppliers to optimize pricing while maintaining high standards.

Data analytics helped the company to predict demand trends and make informed decisions.

Catering to Diverse Needs

Unlike traditional e-commerce platforms focusing mainly on urban areas, Meesho tailored its offerings to match users’ tastes, preferences, and purchasing power in smaller towns and rural regions.

This hyper-local approach shined through in its product catalog, featuring items designed to suit regional and cultural preferences.

Meesho’s Growth Story

Meesho’s business approach has taken the Indian e-commerce scene by storm today. With 50 lakhs+ products across 650+ categories, it caters to 14 crore+ customers.

Powered by a network of 11 lakh+ sellers and reaching over 19,000 pin codes, Meesho is a major player in the Indian market.

Partnering with over 20,000 manufacturers from 500+ towns, it offers a diverse and ever-growing product range.

Future Ahead

Meesho is on an incredible journey, but balancing growth with profitability is challenging.

With its strong brand and unique approach, it’s got everything it takes to stay ahead—whether that means expanding globally, improving logistics, or adding exciting new products.

The future looks bright for this e-commerce trailblazer!

Do you need an ingredient delivered in 10 minutes? No problem. Do you urgently need groceries or a package to send across town? Easy. Everyday inconveniences no longer need to disrupt your plans or add stress. Thanks to this must-have service that’s transforming the way we live.

This $11.3 billion company has redefined convenience and efficiency, seamlessly meeting needs at the tap of a button. Let’s discover how this brand disrupted the market and became a household name, delivering more than just goods—it delivers peace of mind.

Want to know more? Read on

A Shared Vision at BITS Pilani

It began with with Harsha Majety and Nandan Reddy, meeting as students at BITS Pilani.

Harsha, a senior passionate about photography and travel, became close friends with Nandan through shared activities on campus.

The two were drawn to the world of entrepreneurship. After a memorable backpacking trip across Europe, Harsha returned to India ready to explore new ventures.

Together, Harsha & Nandan brainstormed ideas in e-commerce, setting up their first startup, Bundl Technologies.

A Valuable First Attempt

Bundl was their initial foray into the startup world. It is a logistics service aimed at helping small and medium businesses handle shipping.

However, the market proved challenging, as Bundl’s logistics service couldn’t gain enough traction.

So, Harsha and Nandan decided to shut down Bundl and return to the drawing board, a choice that laid the groundwork for their next, game-changing idea.

A Niche in Food Delivery

While working on Bundl, Harsha and Nandan observed the demand for reliable, quick delivery services.

They realised many restaurants couldn’t meet customer expectations for speed or affordability.

Existing food delivery options required high order minimums, inconsistent service quality, or took too long to deliver.

They had faced delivery issues whenever they ordered in. That’s how the idea of their next venture was born. It named Swiggy because it was short and catchy.

Bringing the Idea to Life

Harsha and Nandan realized that a strong tech foundation was essential for Swiggy’s success.

Through a mutual friend, they met Rahul Jaimini, a skilled engineer at Myntra, who shared their excitement.

Rahul joined as Swiggy’s third co-founder, and the team was ready to tackle the food delivery landscape.

The Koramangala Chapter

Swiggy began in 2014 with a small team operating out of Koramangala, Bengaluru. Initially, the team focussed on a select group of 15-20 good restaurants without delivery services.

They distributed pamphlets near popular food joints and even took it upon themselves to deliver food orders, capturing photos of dishes to list on the platform initially.

At first, Swiggy was just a website with no mobile app, and traction was low. However, word-of-mouth referrals and a growing base of repeat customers gradually fueled Swiggy’s growth.

Restaurants started recognizing the potential of partnering with Swiggy. The team actively engaged with restaurant owners educating them about the benefits of online food delivery to encourage adoption.

Setting a New Standard

Swiggy’s logistics-focused approach set it apart. While other services took an hour to deliver, Swiggy committed to a 30-minute delivery time.

The team only partnered with high-quality restaurants that lacked delivery services, allowing Swiggy to be a reliable partner in quickly delivering great food to customers.

This strategy resonated with customers and gave Swiggy a strong foothold in the local food scene.

And Overcoming Challenges

The growth was encouraging, but it also brought its challenges. By April 2015, Swiggy was still operating as a small team with only a few delivery partners.

In the early days, the founders wore multiple hats—Nandan handled sales and customer support, Harsha made deliveries himself, and Rahul oversaw tech.

They needed help managing the budget to build an HR team, but they persevered, refining their model and focusing on customer satisfaction.

From the Struggles of Bundl

The lessons from Bundl helped Swiggy’s founders avoid the pitfalls they had experienced in their first venture.

They knew having a strong technical team and a clear focus on market fit was important.

This time, their persistence paid off, as the service started gaining traction with customers and restaurant partners who saw Swiggy as a valuable source of orders.

Boost Led to Swift Growth

Swiggy began with a $2 million seed investment from Accel and SAIF Partners. This early funding allowed Swiggy to lay the groundwork in technology and operations, leading to swift growth.

Over the years, the company has received $3.8 billion in funding over 19 rounds, cementing its status as one of India’s major food delivery platforms.

Expanding Beyond Koramangala

With growing popularity, Swiggy expanded to other parts of Bengaluru, and across India. By dec 2015, Swiggy had expanded reach, its team, and developed a mobile app to improve accessibility.

In its first three years, Swiggy expanded to seven cities. Key members, including founders Sriharsha Majety, Nandan Reddy, and Phani Kishan, envisioned transforming Swiggy into a comprehensive urban convenience platform targeting a 500 million-user base.

As of April 2024, Swiggy had partnered with over 150,000 restaurants and employed over 260,000 delivery executives, with a presence spanning 500+ cities across India.

The company’s valuation now stands at an impressive $12.7 billion, underscoring its position as a leader in the Indian food delivery landscape.

Digital Marketing Model of Swiggy

Swiggy’s digital marketing strategy focused on capturing the 18-35 age demographic, composed mainly of students and working professionals who have easy smartphone access and rely on quick meals.

Through targeted online campaigns, Swiggy established a strong digital presence that helped it connect with this audience effectively.

The company used digital marketing techniques, including SEO, social media, and email marketing, creating a successful model that stood out for its creative and relatable campaigns.

Through the Pandemic

During the pandemic, Swiggy innovated with Swiggy Genie, a pick-up and drop-off service, to help users send and receive items across town.

Later, Swiggy introduced Instamart, a quick-commerce grocery service to meet the surge in demand for essentials, contactless delivery, regular sanitization to ensure customer and delivery personnel safety.

Swiggy Access, a cloud kitchen let restaurant partners reach more customers without physical storefronts, adding user convenience and growth opportunities for partners.

Swiggy introduced EcoSaver, a program focused on sustainable practices. It reduced fuel consumption and carbon emissions by grouping or scheduling deliveries, aligning its model with eco-friendly practices, and improving delivery efficiency.

Rivals and Market Shifts

With intense competition in food delivery and quick commerce, food delivery giant contended with Zomato and new players like Zepto.

Despite leading in funding rounds, Swiggy faced valuation shifts and disruptions typical of fast-evolving digital businesses.

Missteps and Adjustments

The food delivery giant faced challenges expanding into tier-II and tier-III cities. Unlike its initial in-house delivery model, it tried franchising to match Zomato’s reach.

However, quality issues led to the eventual dismantling of the franchisee model, letting Zomato strengthen its position during the pandemic.

It appointed Rohit Kapoor, former India CEO of Oyo, focused on cost management, restructuring, and scaling operations beyond the top 30 cities with executives regularly visiting tier III and IV cities to boost local engagement, that let the company double its advertising revenue.

Acquisitions Adding To Growth

Amidst restructuring, Swiggy made strategic acquisitions, including Lynk Logistics for FMCG distribution and a stake in mobility platform Rapido.

The acquisition of Dineout strengthened food delivery giant’s move into table reservations, aiding Swiggy’s ongoing efforts to diversify and solidify its market position.

Swiggy IPO

The food delivery giant geared up for its IPO with momentum. For FY24, it reported a solid 36% increase in operating revenue to INR 11,247 crore, coupled with a significant 44% reduction in losses to INR 2,350 crore.

Through the year’s first three quarters, the company generated INR 5,476 crore, though losses stood at INR 1,600 crore.

Swiggy today is listed on the stock exchanges at a premium from its subscription price.

A Bold Future

As the food delivery giant enters this pivotal chapter, it aims for a valuation near $15 billion in its stock market debut, seeking to raise $1–1.2 billion.

A recent adjustment has set its valuation between $12.5–13.5 billion, positioning it for one of the year’s largest IPOs.

This step is more than just a listing; it signals the company’s commitment to growth and innovation, strengthening shareholder value, and reinforcing its leadership in food and rapid commerce.

Parenthood is a beautiful journey, but it can also be incredibly overwhelming. New parents find they have umpteen choices, from the smallest diaper to the biggest stroller, creating confusion. For the longest time, meeting children’s needs depended on their parents, families, and friends. The baby products industry was ripe for a revolution in this disorganized landscape.

A parent with a vision to bring order and ease to the lives of new parents decided to fill this gap. This $2.7 billion powerhouse has revolutionized how parents shop, offering a one-stop solution that caters to every need, from the tiniest tot to the curious toddler.

Curious to know more about this game-changer? Read on…

From A Parent’s Frustration

Supam Maheshwari, a seasoned entrepreneur, was tired of constantly searching for quality baby products in India, only to be met with limited options.

Frustrated by this lack of options for children, inspired him to create a one-stop solution for all a parent’s needs.

Maheshwari’s first venture, Brainvisa Technologies, an e-learning startup that faced challenges during the dot-com bubble. However, this didn’t deter him.

With his partner Amitava Saha, an experienced entrepreneur, he decided to leverage their expertise to tackle the gap in the Indian baby care market.

Together, they founded FirstCry in 2010, a platform designed to simplify parenting offering a wide range of high-quality baby products.

A Name That Resonates with Parents

The name “FirstCry” was carefully chosen to capture the essence of parenthood and the brand’s mission to provide everything a baby needs. It resonated with parents looking for a trusted source for their most precious possessions.

Jan 31, 2021

Innovating Baby Essentials

The Indian parenting landscape was evolving. Nuclear families became more common, and parents sought convenient and trustworthy options.

FirstCry entered the market at the perfect time, offering a wider selection of baby care products.

In The Baby Retail Market

However, conquering the baby care market was challenging. Over 90% of the market was dominated by traditional, offline retailers.

FirstCry’s initial strategy involved online distribution from warehouses across major cities.

To offer parents even more choices, they partnered with local retailers, bringing FirstCry’s products to familiar neighborhood store.

Creating Brands That Nutured Children

FirstCry understood that parenthood was more than just buying products. They launched two private labels, BabyHug and CuteWalk, offering high-quality apparel and footwear.

Additionally, they established “FirstCry Parenting,” a vibrant online community where parents could connect, share experiences, and access valuable resources.

Pioneering Their Way To Success

FirstCry became one of the first online retailers in India to recognize the power of physical stores.

In 2012, they started opening offline stores, allowing parents to touch and feel products before buying. Today, they boast over 400 stores across India, offering an integrated online and offline experience.

The Heartfelt Gesture

FirstCry goes beyond just selling products. Their “FirstCry Box” initiative highlights their commitment to parents.

This thoughtful program distributes complimentary gift boxes containing essential items to new parents in over 6,000 hospitals across India.

It’s a small gesture with a big impact, strengthening FirstCry’s reputation as a caring brand.

Stats Tell the Story

FirstCry has grown exponentially, offering a staggering range of over 200,000 unique products from 5,800+ brands. Its physical presence is equally impressive, with over 380 stores across India. 

Beyond products, FirstCry has cultivated a thriving online community of 13 million monthly users, creating a space for parents to connect, share experiences, and access valuable resources.

The FirstCry app has been downloaded over 10 million times, making it the go-to destination for parents in over 125 cities.

Offering a Complete Baby Care Solution

FirstCry has strategically partnered with renowned personalities and brands to enhance its image and reach a wider audience.

Amitabh Bachchan, a legendary figure in Indian cinema, serves as the brand ambassador, lending his credibility and star power to FirstCry’s campaigns.

The company has also collaborated with Bollywood actress Lara Dutta to launch ARIAS, an eco-fashion brand for children.

ARIAS focuses on creating sustainable and stylish clothing, aligning with the growing demand for eco-friendly products.

Addressing The Need Gap

The baby care industry is a complex landscape filled with unique challenges. Every aspect requires meticulous attention, from warehousing and logistics to the delicate nature of baby products.

The diverse range of products, from tiny diaper pins to bulky car seats, presents significant operational hurdles.

Moreover, the fragmented market, dominated by unorganized players, adds complexity.

To succeed, businesses must offer a wide range of products, competitive pricing, and exceptional customer service.

For the Future

FirstCry received investments from SoftBank, Late Sir Ratan Tata, Premji Invest, Mahindra & Mahindra, and TPG Growth, making it a unicorn. 

This financial backing let the company expand its operations, invest in technology, and acquire strategic assets at a $2.7 billion valuation.

Firstcry acquired BabyOye, a leading online retailer of baby and maternity products, to strengthen its market position and expand its product range.

They acquired Oi Playschool to foray into the early childhood education sector.

Solidified via Quality & Reliability

FirstCry has established a strong foothold in the Indian baby care market, becoming synonymous with quality and reliability.

While it faces competition from online giants like Myntra, Amazon, and local retailers, FirstCry’s robust brand presence and diverse product offerings have enabled it to maintain a leading position.

Advancing Toward a New Era

FirstCry successfully listed at a 40% premium on the stock markets in August 2024, marking a milestone in its journey.

Its YouTube channel now stands as India’s largest parenting platform, offering support and insights to millions. 

FirstCry plans to expand its reach with 380 new stores PAN India over the next three years, including exclusive brand and multi-brand outlets, and also enter the Middle East.