Saga

In 1888, a modest consignment of Sunlight soap arrived at Kolkata port. Nobody then could have imagined that this shipment would ignite the journey of what is today Hindustan Unilever Limited (HUL) a household name that now boasts ₹60,680 crore in annual revenues and a market capitalization of over ₹6.5 lakh crore.HUL isn’t just a company. It’s a part of India’s daily life touching kitchens, bathrooms, and living rooms across 9 million retail outlets and reaching 90% of Indian households. Its story is not just about soaps and shampoos it’s about building trust, staying resilient, and becoming a cultural icon.

A Legacy Born in Colonial India

The roots of HUL lie in the arrival of Lever Brothers’ soaps like Lifebuoy, Lux, and Vim in India. By 1956, three entities Hindustan Vanaspati Manufacturing, Lever Brothers India, and United Traders merged to create Hindustan Lever Limited, setting the stage for a powerful consumer goods legacy.What made this merger historic was that HUL became the first multinational in India to offer equity participation to Indian shareholders, embedding inclusivity into its DNA. It wasn’t just about business it was about creating ownership in India’s consumer story.

Building Scale Through Bold Acquisitions

HUL’s rise wasn’t accidental it was built on strategic moves. The acquisitions of Brooke Bond (1984), Lipton (1972), and Pond’s (1986) expanded its portfolio. The 1990s liberalization era saw HUL seize opportunities merging with Tata Oil Mills in 1993 and acquiring Lakmé in 1998.By the early 2000s, HUL had crossed ₹10,000 crore in revenues, becoming a dominant FMCG force. But it didn’t stop there. With Project Shakti (2001), HUL empowered over 1,60,000 rural women as micro-entrepreneurs, ensuring that growth reached every corner of India.

Reinventing the Brand for a New Era

In 2007, Hindustan Lever Limited rebranded to Hindustan Unilever Limited, aligning with global strength while staying rooted in Indian values. The idea of “power brands” was introduced, sharpening focus on key leaders like Surf Excel, Dove, Vaseline, and Brooke Bond.This strategy worked wonders. Surf Excel and Brooke Bond each became ₹1,000 crore brands, while Wheel soared past ₹2,000 crore. By FY 2010, revenues climbed to ₹19,000 crore, reflecting HUL’s ability to balance mass-market appeal with premium aspirations.

Scaling Up to ₹60,000 Crore Revenues

Fast forward to FY 2024-25: HUL clocked ₹60,680 crore in revenues with EBITDA margins around 23%, proving its operational efficiency and pricing power. With over 50 market-leading brands, it now contributes nearly 10% of India’s entire FMCG industry revenues.Strategic portfolio shifts kept the momentum alive. Exiting Pureit water purifiers in 2024, acquiring Minimalist in 2025, and preparing to spin off Kwality Wall’s into a global ice-cream entity showcased HUL’s agility.

Thriving Amidst Challenges

The FMCG sector isn’t without hurdles commodity inflation, demand slowdowns, and changing consumer habits. Yet, HUL’s resilience stands out. In Q1 FY 2026, despite inflationary pressures, it delivered 4% revenue growth, 3% volume growth, and 8% profit growth.

Its digital-first strategy has been a game-changer, with 40% of marketing spend going to digital channels and collaborations with over 12,000 influencers, ensuring deep resonance with younger consumers.Leadership continuity has also mattered. In 2025, Priya Nair became HUL’s first woman CEO, signaling both stability and fresh vision for the future.

Beyond Business: A Cultural Powerhouse

HUL is more than an FMCG company it’s a cultural institution. Campaigns like Surf Excel’s “Daag Achhe Hain”, Dove’s body positivity narratives, and Brooke Bond’s tea unity stories have gone beyond selling products; they’ve shaped conversations and cultural norms.In fact, 85% of HUL’s portfolio leads its category, making its products synonymous with everyday life in India.

A Future Built on Trust and Scale

From a small soap shipment in 1888 to ₹60,000 crore in annual revenues today, HUL’s journey mirrors India’s own growth. It has mastered the trifecta of brand legacy, growth strategy, and consumer connection touching billions of lives while delivering value to shareholders.As it steps into the next decade, one thing remains clear: HUL isn’t just selling consumer goods it’s shaping consumer culture. And in doing so, it continues to define what it means to be India’s FMCG titan.

In the heart of post-independence India, two brothers—J.C. Mahindra and K.C. Mahindra—set out to build more than just a business. They envisioned a company that could help a young nation rise. What began in 1945 as a steel trading firm called Mahindra & Mohammed soon transformed into Mahindra & Mahindra, a name now synonymous with resilience, innovation, and national pride.

 Building India’s Backbone

Mahindra’s first major pivot came in 1947, when it began assembling Willys Jeeps in India. These rugged vehicles weren’t just machines—they became symbols of mobility and empowerment in rural India. From military use to agricultural transport, Mahindra’s early vehicles helped shape the country’s infrastructure and economy.By the 1980s, Mahindra had evolved into a diversified conglomerate, with a stronghold in automotive and farm equipment. Its tractors, built for Indian terrain and farmers, soon made Mahindra the world’s largest tractor company by volume.

 Growth Fueled by Purpose

Mahindra’s growth wasn’t just about scale—it was about impact. The brand’s philosophy of “Rise” became a rallying cry for inclusive progress. Whether it was empowering over 1 million women or educating 870,000+ girls, Mahindra embedded purpose into performance.

Strategically, Mahindra expanded across:

• Automotive: SUVs, EVs, commercial vehicles
• Technology: Tech Mahindra’s global IT services
• Finance: Mahindra Finance’s rural reach
• Real Estate, Hospitality, Logistics, and Renewables

Each vertical was built with a long-term view, often entering underserved markets and scaling with agility.

Marketing with Meaning

Mahindra’s campaigns have consistently blended emotion with aspiration. From the rugged appeal of the Scorpio to the futuristic charm of the XUV 3XO, Mahindra positioned itself as a brand for dreamers, doers, and disruptors.

Its “Rise” campaign wasn’t just a tagline—it became a movement. By aligning brand messaging with social impact, Mahindra built deep consumer trust and loyalty.

Challenges & Reinvention

Like any legacy brand, Mahindra faced headwinds:

• Intense competition from global auto giants
• Shifting consumer preferences toward EVs
• Economic slowdowns and regulatory shifts

But Mahindra responded with bold moves:

• Investing in electric mobility and launching EV 3-wheelers
• Creating Tech Mahindra as a global IT powerhouse

Launching Mahindra Digital Engine to drive transformation across verticals

Today’s Impact & Tomorrow’s Vision

Mahindra & Mahindra is now a ₹1 lakh crore+ empire with over 100 subsidiaries across 20+ industries. It’s not just a business—it’s a federation of future-facing companies that enable people to rise.From Dolby Atmos SUVs to Batman-inspired editions, Mahindra continues to blend innovation with cultural relevance. Its headquarters in Mumbai may be the nerve center, but its heart beats across every Indian village, city, and global outpost.

If you are an 80s & 90s kid, you know this tune that never left us. Chances are you can still hum the jingle without a second thought, even if the product doesn’t sit on your shelf. It wasn’t just an advertisement of a detergent powder, but a slice of growing up in India. What few knew back then was that behind the cheerful chorus lay a story that began not in a marketing office, but in a modest 10×10 room. And at its heart was a grieving father, determined to keep his daughter’s memory alive. With an investment of a meagre ₹700, delivering packets door-to-door on his bicycle, the humble man made an empire of ₹17,000 Crore and captured 60 percent of the market share. 

Early Life of a Dreamer

Born in 1945 in Ruppur, Gujarat, Karsanbhai Patel came from a farming family with modest means but big hopes. Education was the ticket to a better life, and Patel completed his BSc in Chemistry by the age of 21. His father believed that this degree would lift the family out of poverty. So, he took up work — first as a laboratory assistant, then at the quarter mills of the Lalbhai group.Karsanbhai, however, secretly harbored dreams of business.

When Detergent was a Luxury

The late 1960s were hard years in India. A financial crunch meant families thought twice before buying even daily essentials. Detergent was considered a luxury. Premium brands from multinationals cost ₹13–15 per kilogram — far beyond the reach of the average middle-class home.Patel spotted the gap. Why should cleanliness be a luxury? Why couldn’t detergent be affordable and still effective? With his background in chemistry, he began experimenting at home after long hours at work.

A Tragedy Turns into a Father’s Tribute

This period also brought the darkest moment of his life: the loss of his daughter, Nirupama, in a road accident. Her sudden death left the family shattered. For most, such loss would crush the will to go on. But Karsanbhai chose another path. He decided his daughter’s name would live forever. What began as grief soon turned into a mission.

With just ₹700 and endless determination, he began producing the detergent powder he priced at ₹3, with something unheard of, a money-back guarantee.And thus, was born Nirma and its promise of doodh si safedi.

The Detergent Powder That Changed the Market

Karsanbhai took it to retailers, who didn’t take him seriously. But he had no intention of giving up.

Each morning, before heading to office, he loaded packets onto his bicycle and rode through Ahmedabad, selling them door to door. In the evenings, he returned to make more.

Soon, word spread. Families discovered that this humble white packet worked as well as the premium brands, if not better. The white frock of his daughter had become the symbol of millions of freshly washed clothes across Gujarat.

When a Jingle Became a Revolution

Patel juggled his full-time job with his business. He had built trust, but now he needed the reach. That’s when he turned to television. In 1975, a jingle debuted on Doordarshan:

“Washing powder Nirma… sabki pasand Nirma.”

It was simple, repetitive, and impossible to forget. From kids in playgrounds to grandmothers at home, everyone knew the tune. In 1982, another ad featuring “Hema, Rekha, Jaya aur Sushma” turned the product into pop culture.

Advertising had never been so powerful in India. And this one line changed everything. Nirma wasn’t just a detergent anymore. It was a movement.

With the growing demand and business, Karsanbhai quit his job to focus on Nirma full-time.

Dethroning Multinational Giants

By the late 1980s, Nirma had dethroned multinational giants and had become a brand with over 60% market share. Names like Unilever and Procter & Gamble that once seemed untouchable were now scrambling to keep up.

The rise wasn’t limited to detergent powder. Nirma expanded into soap cakes, beauty soaps, and eventually personal care. Ads featuring Sonali Bendre in the 1990s kept the brand visible in living rooms across India.

At its peak, Nirma wasn’t just a product on shelves. It was a symbol of middle-class India — affordable, reliable, and proudly homegrown.

The Decline No One Saw Coming

But success can make giants stumble. As the Indian market opened in the 1990s, new players entered. Ariel, Tide, and Surf Excel launched advanced formulas with enzymes and premium cleaning agents.

Nirma, still relying on its original formula, began to feel outdated. Urban households started shifting to competitors.

Then came a fateful advertising shift. For decades, Nirma had spoken directly to homemakers. But in the 2000s, the brand roped in Hrithik Roshan and tried to modernise its image with ads showing men doing laundry. The core audience, housewives, felt ignored. Meanwhile, Surf Excel doubled down with its emotionally resonant “Daag Achhe Hain” campaign, which won hearts everywhere.

From holding 60% of the market, Nirma’s share fell to 6% by the 2010s. The empire built on a father’s tribute began to fade from the mainstream.

Reinvention Beyond Detergent

Yet, Karsanbhai never stopped building. 

The Nirma Group entered the cement business in 2014 under the newly formed Nuvoco Vistas Corporation. In 2016, it expanded significantly by acquiring Lafarge India’s cement assets in a $1.4 billion deal. 

In February 2020, Nirma acquired Emami Cement for ₹5,500 crore (US$742 million).

It has also made strategic moves in healthcare. In September 2023, it acquired a 75% stake in Glenmark Life Sciences for ₹5,652 crore. The company was later rebranded as Alivus Life Sciences in 2024.

Karsanbhai Patel’s journey has been celebrated with the Udyog Ratna Award, the Padma Shri, and multiple lifetime achievement honors. Forbes once listed him among India’s richest.

The Road Ahead

Today, Nirma is one of the world’s largest producers of soda ash. While the detergent may no longer dominate Indian households, the group continues to work towards remaining a powerhouse across industries.

Beyond market share and business lessons, the story endures because it began with love. A father’s tribute turned into a revolution that redefined how India washed its clothes. 

For an entire generation, Nirma is not just a detergent. It’s childhood memories, TV jingles, and bright white clothes drying under the sun!

Morning hustle, skipped breakfasts, the 4 PM slump, post-workout cravings—modern life has a way of sneaking in tiny hunger pangs when you least expect them. And let’s be honest—grabbing something tasty usually means compromising on health, and eating clean often feels like punishing your taste buds.

But what if you didn’t have to choose?

What if there was something that made snacking feel indulgent, yet guilt-free? Something that understood both your fast-paced life and your wellness goals—and tasted like a treat, not a trade-off?

Here’s the story of a bold, homegrown food brand that didn’t just bring a new product to market. It rewrote the rules of snacking in India.

A Legacy of Hard Work – Roots in Grit

Rohan Mirchandani wasn’t handed success. Raised in New Jersey, he grew up in a warehouse, quite literally. His father, a first-generation immigrant from India, built a successful logistics business from the ground up. Summers meant work, not vacations. 12-year-old Rohan and his brother spent their school breaks lifting boxes and learning business on the shop floor.

This wasn’t just child labor. It was a lesson in hustle. Rohan internalised that legacy. As he put it, “We were taught the value of hard work.”

The seed was planted. Entrepreneurship wasn’t just in his blood—it was his blueprint.

That Changed Everything – The India Detour

After years of rigorous education—culminating at the Wharton School of Business—Rohan could’ve taken the predictable route. A cushy job in the US. Financial stability. A life mapped out.

But fate had a different flavour in mind.

In 2008, Rohan took a trip to India for a wedding and left with something much bigger, an idea. Over conversations with childhood friend Milap Shah and Chef Ganesh Krishnamoorthy (an expert in Italian cuisine and gelato), the trio stirred up something exciting: a live ice cream concept on cold stone slabs.Thus, Hokey Pokey was born—India’s premium, DIY ice cream parlour experience. For a while, it clicked.

The Ice Cream Struggle – A Scoop of Reality

Even as Hokey Pokey wowed customers, operational headaches brewed. Ice cream, after all, is seasonal. Rents were year-round. Staffing was a nightmare. Scaling meant more stores, more delays, more risk.

Rohan, now juggling Wharton and Hokey Pokey, sought clarity. Enter Shripad Nadkarni, ex-Coca-Cola marketing head, who offered a turning point: ditch retail, build an FMCG brand instead. He even offered to invest—if Rohan would move to India full-time.

Rohan faced a choice: a corporate safety net in the US or an uncertain, chaotic FMCG dream in India. He chose chaos.

In 2013, at 30, he packed his bags and returned.

Health Meets Heritage – The Birth of Epigamia

As Hokey Pokey grew, Rohan knew they needed a non-seasonal product to stay afloat. Enter: Greek yoghurt—healthy, trendy, and virtually absent in India at the time.

In 2015, Epigamia hit the shelves.

Where did the name come from? Here’s where the brand gets its soul:
Epigamia was a peace treaty (and dynastic marriage) between ancient India and Greece, allowing trade, cultural exchange, and harmony.
For Rohan and team, it was the perfect metaphor, the marriage of great taste with healthy living.

With flavours like mango (sourced from Ratnagiri) and strawberry (from Panchgani), Epigamia found its niche: Indian ingredients, international inspiration, no preservatives.

10,000 cups sold in the first month. India had a new obsession.

Why They Let Go of Ice Cream – Fork in the Freezer

Despite Hokey Pokey’s popularity, running an ice cream and yoghurt brand simultaneously was a logistical nightmare.

Ice cream needed a frozen supply chain; yoghurt needed cold, but not frozen.
One had a shelf life of 12 months, the other just 15 days.
Two products. Two supply chains. One team.
It wasn’t working.Taking a cue from Rockefeller’s quote, “Don’t be afraid to give up the good to go for the great”, the team took the bold step to pause Hokey Pokey and go all-in on Epigamia.

From Start-up to Shelf Staple – Yoghurt Takes Off

In just two years, Epigamia’s revenue jumped from ₹6 crore to ₹20 crore. Rohan remembers the rush: “We felt unstoppable; we literally thought we were kings of the world.”

But scaling wasn’t smooth. Logistics were a nightmare. Warehousing, cold chains, maintaining freshness, each was a battle.Rohan and team leveraged the painful lessons from Hokey Pokey, building a smarter backend for Epigamia. It worked.

Friends in High Places – The Power of Partnerships

In 2016, the brand secured Series A funding from DSG Consumer Partners and Verlinvest. This wasn’t just money—it was access to experience, mentorship, and industry know-how.

Then came the Danone partnership, a former competitor turned collaborator. With Danone’s global scale and Epigamia’s local edge, the synergy was transformative.

In 2019, Epigamia made its boldest move yet. Deepika Padukone came on board—not just as a brand ambassador, but as an investor.

It wasn’t just marketing, it was alignment. Deepika embodied the brand’s values: wellness, modernity, and conscious consumption. Her entry gave Epigamia mainstream visibility, aspirational appeal, and cultural cool.  Suddenly, yoghurt was sexy.

A Bitter-Sweet Reset – The COVID Crunch

Like most businesses, the pandemic hit hard. Retail slowed. Supply chains buckled. Footfall vanished. But Epigamia pivoted fast. It scaled its direct-to-consumer (D2C) channels, retooled its product mix, and leaned into e-commerce.

From a growth machine to a resilient brand, Epigamia emerged stronger.

Today, Epigamia is available in over 20,000 stores across India and boasts a strong online footprint. But it no longer calls itself a yoghurt brand.

The vision is clear: build the future of everyday food for Indian households.

Innovation on the Menu – Not Just Yoghurt

While most brands stick to what sells, Epigamia doubled down on experimentation. From Greek yoghurt to smoothies, spreads, artisanal ghee, almond milk, and even plant-based products, the brand created a full portfolio around healthy indulgence.

All made by a lean, R&D-driven team focused on quality, taste, and consumer trends. The thread tying it all together? Innovation with integrity.

for Epigamia – What’s Next

The vision? Go beyond yoghurt. Expand to a complete health-focused food brand.

From introducing lactose-free products to expanding across snacks and drinks, the team is focused on making better-for-you food more accessible—without compromising taste.

Geographically, Rohan is eyeing the global Indian diaspora and health-conscious consumers abroad. With Danone’s backing, expansion to the Middle East, Southeast Asia, and even Europe is within reach.

Still Just Getting Started – Final Word

Rohan doesn’t see Epigamia as a finished story.  He sees it as chapter one of a much larger book. In a world craving authenticity, health, and convenience, Epigamia aims to deliver all three—in every spoon.

As Rohan puts it:
“We have just touched the iceberg; there’s so much more to explore in the Indian market.”

And that, perhaps, is the secret ingredient—a hunger that never stops.

Close your eyes and think back…
To those golden afternoons when you came home sunburnt and sweaty, and your mother handed you a glass of something cold, sweet, and instantly comforting. Or the joy of birthday parties where your favourite cousin poured that colourful drink into paper cups, and suddenly, the room felt like magic.

It wasn’t just a refreshment. It was home in a glass. And it belonged to everyone. Rich or poor, cities or villages, this drink united us in taste, joy, and simplicity. Long before “Made in India” became a movement, it became a revolution, crafted in Ahmedabad, loved across the nation.Today, it’s a global player in over 60 countries, chasing a ₹1,000 crore dream. A true symbol of Atmanirbhar Bharat.

But to understand its magic, you’ve got to go back to where it all began.

in the Genes – Fizz

It all began post-Independence in Ahmedabad, inside a modest soda shop run by the Khambatta family. A man named Phirojshaw Khambatta, an early entrepreneur with a nose for flavour and a business head, started selling soft drink concentrates in bulk to B2B clients in the 1940s. 

Back then, the product was known as Jaffe. Simple, unassuming, and under the radar.

What Phirojshaw didn’t know then was that this concentrate would one day rule India’s summer season. But the true spark came when the second generation stepped in.

the Alchemist – Areez

In 1962, his son Areez Pirojshaw Khambatta joined the business—not just as an heir, but as a visionary. Areez was a trained chemist and flavour technologist, with a dream that bordered on radical for its time: bring soft drinks to the masses.

He believed that a fizzy or fruity refreshment shouldn’t be a luxury. It should be an everyday delight for every Indian family, regardless of income. By the 1970s, he began selling Jaffe directly to consumers. 

But it was in 1976 that he made a move that would change Indian FMCG forever—he renamed the product Rasna, derived from the Sanskrit word “Rasa”, meaning juice or essence.

₹5 Party Trick – India’s Favourite

Rasna wasn’t just another drink. It was genius in a sachet.

At just ₹5, you could whip up 32 glasses of delicious fruit-flavoured drink by simply adding water and sugar. It wasn’t just cheap—it was reliable, tasty, and joyfully DIY.

For middle-class families across India, Rasna became a staple. Summer holidays, birthday parties, school gatherings—Rasna was always there. In a time before Coke and Pepsi became household names, Rasna ruled with warmth, affordability, and flavour.

The Slogan That Stuck – “I Love You, Rasna”

And then came the ad that stole hearts.

In the early 1980s, Rasna took a bold leap by launching a national TV commercial—an unheard-of move for a drink concentrate. The adorable little girl on screen, smiling wide and saying, “I love you, Rasna,” became the face of childhood summers.

It wasn’t just a commercial—it was a cultural reset. Every Indian kid knew that line. Rasna wasn’t just a drink; it was a sentiment, a symbol of homegrown love.

(and a Few Flat Moments) – Fizzing with Innovation

Of course, not every Rasna move was a hit. In the 2000s, it tried launching Oranjolt, a fizzy fruit drink that fizzled out fast. But Rasna never let a failed experiment stop it. By 2010, the brand pivoted again, entering health drinks and fortified variants to match a new generation’s demands.

Then came Rasna Vitos in 2017—a ₹100 crore bet on the healthy snack market. Mocktail bars under Rasna Buzz, teas, pickles, fruit jams, ready-to-eat curries—the brand wasn’t just resting on nostalgia. It was hungry to stay relevant.

with Emotion and Economy – Beating the Giants

When global heavyweights like Coca-Cola (Sunfill) and Tang came knocking in the 1990s and 2000s, Rasna stood tall.Sunfill fizzled out by 2004. Tang is still trying to find the kind of emotional and cultural connect Rasna nailed decades ago. Why? Because Rasna understood the Indian kitchen better. It wasn’t just about taste—it was about trust, family, and affordability.

Torchbearer – The Third-Gen

Enter Piruz Khambatta, Areez’s son, who took over as Chairman and expanded Rasna’s ambitions far beyond concentrates. He pushed for a more health-conscious lineup, modernised packaging, and ventured into exports with manufacturing units in Dubai, Bangladesh, Egypt, and Saudi Arabia.

Under Piruz, Rasna also upgraded its domestic scale—9 production plants, 26 depots, and distribution reaching deep into both urban centres and dusty village shops.

Today, Rasna is exported to over 60 countries, quenching thirsts in the Middle East, Africa, and beyond. Whether it’s in a Dhaka kiosk or a Dubai hypermarket, Rasna has made itself known as a global Indian brand—without losing its desi charm.

and Doubling Down – Jumpin In

Rasna isn’t slowing down. In a recent aggressive move, it acquired Jumpin from Hershey’s, signalling serious intent in the ready-to-drink space. 

The company is aiming for ₹1,000 crore in revenue within two years, powered by new launches, quick commerce partnerships, and an all-new ₹50 crore manufacturing plant in Patna dedicated to litchi concentrate.

Also on the cards? A fruit drink powder touted to be “richer, thicker, tastier”, squarely aiming at India’s ₹20,000 crore fruit beverage market.

and a Patriarch’s Legacy – A Padma Shri

In April 2023, Areez Khambatta was posthumously awarded the Padma Shri—a well-deserved recognition of a man who built more than just a brand.

Areez not only gave India its favourite drink but also engaged in philanthropy, community upliftment, and youth education—values Rasna still supports through its initiatives today.

After All These Years – Still Refreshing

So, what keeps Rasna relevant?

Simplicity, affordability, and nostalgia—served with a twist of innovation. Whether it’s sugar-free, vitamin-enriched variants or tapping into D2C channels and e-commerce, Rasna hasn’t lost its core: making tasty drinks accessible to all.

From a soda shop in Ahmedabad to the shelves of 60 countries, Rasna’s journey is a story of flavours, family, and foresight. And it’s far from over.

As we raise a glass. Yes! Mixed at home with that familiar powder and syrup, we say it once again, with feeling: I love you, Rasna.

Ask anyone living away from home, and what they miss the most is usually ghar ka khaana. A simple ‘khaana khaya?’ brings back memories of home kitchens, Sunday dosas, and warm idlis in steel tiffins.

One man knew this feeling all too well. But instead of simply missing it, he decided to bring that comfort back, not just for himself, but for millions. Along with four cousins, what began as a simple idea grew into a ₹4,800 crore brand rooted in trust, tradition, and taste.

Read on to know how a longing for home-cooked food became a brand that brought the kitchen back to the city.

Beginnings

Before the business came the struggle. P C Musthafa grew up in Chennalode, a remote village in Wayanad. His family didn’t have much, and at one point, he dropped out of school and worked as a daily wage laborer. He failed Class 5. His cousin, Nazer, ran away from home, hoping for a better life.

But something shifted. Musthafa went back to school, studied hard, and eventually earned a seat at NIT Calicut. An engineering degree later, he began a successful tech career with MNCs in India and the Middle East.

In 2004, he returned to India—not to start a business, but to stay close to family, perhaps pursue higher studies, and maybe create jobs in his hometown.

That decision changed his life.

of a Dream

Back in Bengaluru, Musthafa spent his evenings catching up with his cousins—Shamsudeen, Nazer, Jafar, and Noushad—at their small kirana store. One evening, in the middle of shop talk, an idea popped up.

What if they sold fresh, homemade-style idli-dosa batter?

At the time, there were no branded, preservative-free options. Either you made it at home, or bought it from small, unbranded local shops. Homemakers were tired of grinding rice every few days. Working professionals didn’t have time. There was a clear need. They just had to build trust.

And so, the seed for iD was planted.

The First Batch

They called it iD—short for idli-dosa, and a cheeky nod to Musthafa’s ID card that was lying on the counter during one of their chats.

They scraped together ₹25,000, bought basic mixers and grinders, and started production in a cramped 50 sq. ft. kitchen. Their target: 100 packets in 20 stores. It took them nine months.

Packaged batter? With no preservatives? Consumers were skeptical. It was a new idea. Still, they earned ₹400 in profit on day one.

to a Better Product

In 2006, a batch of batter fermented too much and exploded. It was a jolting reminder that the product needs a specific system to lock in that freshness.

They didn’t patch the problem, but solved it. Controlled fermentation technology, new packaging design, tighter refrigeration—everything was built from the ground up to ensure consistent quality.

Rolling

Despite the initial hurdles, Musthafa was encouraged by the traction and invested in better machinery and moved operations into an 800 sq. ft. space.

By 2007, he decided to leave his corporate job and join iD full-time as CEO.

It turned out to be a turning point. That same year, iD Fresh was already selling 3,500 kg of batter—every single day.

Growing with Purpose

While other startups were expanding, iD Fresh focused on just one thing: making the batter better. After the first few sales, Musthafa invested ₹6 lakh of his personal savings and even sold his land in Wayanad to fund a much larger 2,500 sq ft factory.

They didn’t buy machines off the shelf but Nazer took charge of designing custom machines.

When the existing machines from Coimbatore didn’t meet their stringent standards, they built their own unique, patent-pending machinery, like the innovative vada maker.

To Parothas

iD Fresh was spreading across geographies. In 2010, they tried to launch in Chennai. But they couldn’t compete with cheap, local batter options costing as little as ₹10. iD started losing money fast, had to shut the factory and pay salaries using rental deposits.

They went back to the drawing board and returned in 2012, not with batter, but with parottas. Slowly, they earned customer trust and brought the batter back.

It worked. This shaped their future strategy: presence from Kashmir to Kanyakumari.

the Fresh Way

After being bootstrapped for nearly 10 years, in 2014 they raised ₹35 crore from Helion Ventures. But by then, they were already clocking ₹50–60 crore in revenue.

In 2017, Premji Invest came in with $25 million. That capital was used to expand across five major cities—Bengaluru, Mumbai, Delhi, Kolkata, and even Ajman in the UAE.

But even with growth, their core remained the same: no preservatives, no shortcuts.

Beyond Batter

Today, iD is not just about idli-dosa batter. Their lineup includes parottas, paneer, ragi batter, vada batter, coffee decoction, chutneys, and even masalas.

Not every product hit the mark. Their coffee decoction didn’t take off, but their spices were premium and niche. And the guiding rule stayed: clean, fresh, and preservative-free.

Smarter Strategy

As the market grew, so did the competition.

From regional giants like Nandini to national players like Haldiram and Nestle, big names entered the space. But iD stayed ahead—not by slashing prices, but by improving products and investing in R&D.

With a lower shelf life, iD’s products required cold chains, limiting their reach in Tier II & III towns. They also focused on better packaging, improved cold chains, and smarter delivery systems. It wasn’t easy, but they knew their audience valued trust and quality.

in Global Kitchens

Today, iD Fresh operates in over 45 cities, including the UAE, US, and UK. Nearly a third of their revenue now comes from international markets.

Their reach? 55,000 kg of batter daily. Over 30,000 stores. ₹396 crore in FY24 revenue. In the cities they operate, they hold a commanding 75–80% market share.

From Wayanad to the world, iD has gone places—but the kitchen remains at the heart of everything they do.

Looks Super Exciting

Three of their goals are clear: ₹1,000 crore in revenue, a stronger presence in North India, and a wider product mix that makes iD a trusted name in kitchens across the world.

Another vision they added to their board is to launch an IPO by 2027.

Their plan? Go deeper in existing cities and expand to new ones. Launch a new product every month while staying rooted in the ethos: fresh, real food, made with love.

A Legacy

Musthafa’s story is more than a startup tale. It’s about resilience, purpose, and rising at your own pace.

From a school dropout to the CEO of a ₹4,800 crore brand, his journey mirrors iD’s values—quiet confidence, consistent quality, and care in every batch.

Because some things, like the perfect idli, need time to rise.