Saga

In a world where desserts are often more photogenic than flavourful—mass-produced, sugar-loaded, and soulless—it’s easy to forget what real indulgence tastes like. The kind that doesn’t just melt in your mouth, but lingers. That reminds you of home, of celebrations, and of recipes whispered across generations.

These days, it’s all about the next big dessert trend—overpriced, over-decorated, and overhyped. But amidst this flurry of fondants and food courts, there’s one name that quietly stood its ground. A name that didn’t need gimmicks to win hearts. One bite, and you knew—you’d found the real deal.

Delicious, dependable, and delightfully familiar, it became India’s comfort bakery long before “artisanal” became a buzzword. So what’s the story behind Theobroma – a brand that baked its way into a ₹3,500 crore empire? Read on…

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And a Family’s Grit

Theobroma isn’t just a bakery—it’s a symbol of resilience, reinvention, and the belief that something delicious can rise from difficult times. The name, Theobroma (Greek for “Food of the Gods”), wasn’t picked by accident. It was a dream wrapped in chocolate, chosen with quiet ambition by the Messman family as they prepared to open a modest pâtisserie in Mumbai’s Colaba in 2004.

The dream began in a small, 200-square-foot space attached to Cusrow Baug, a Parsi colony. No fancy signage. No investor pitch decks. Just a counter, a few shelves, and the scent of hope (and fresh brownies) in the air.

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in the Crust

This wasn’t a rags-to-riches fantasy. Theobroma’s start was rooted in struggle.
Kainaz Messman, the creative force behind the brand, was a young pastry chef who had trained at the prestigious Le Cordon Bleu in London. But fate had other plans. A severe back injury forced her to return home.

Enter her mother, Tina Messman, the rock of the family. She decided they wouldn’t let the setback define them. Together, they pooled their skills, borrowed a little money from friends, and set up shop—baking from scratch, manning the counter, and even delivering boxes themselves.

They didn’t have a marketing budget. They had heart. And the product spoke for itself—moist brownies, rich cakes, indulgent cookies—all priced accessibly, yet uncompromising in quality.

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Rises

Theobroma’s early growth wasn’t meteoric—it was organic, even painfully slow at times. Mumbai’s food scene was already crowded with legacy bakeries like Monginis, Birdy’s, and later, international chains like Starbucks. But Theobroma carved out a distinct identity: it didn’t just serve pastries—it offered warmth, honesty, and nostalgia in every bite.

The gamechanger? Their gooey brownies. They became the brand’s signature and cult product. Soon, a loyal customer base formed, mostly through word-of-mouth. There were no influencers, just a steady stream of happy customers who told their friends.

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One Menu at a Time

As the queues got longer, so did the menu. Theobroma gradually added:

  • Pastries and cakes – Red Velvet, Devil’s Food, Opium Cake
  • Baked goods – Freshly baked breads, croissants, tarts
  • Café bites – Sandwiches, quiches, savoury puffs
  • Gift boxes – Festive assortments, hampers, and celebration packs

Their strategy was simple: create everything in-house, maintain control over quality, and keep prices approachable. By expanding into savoury and all-day café options, they turned Theobroma from a dessert stop to an everyday indulgence.

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That Built a Brand

It wasn’t easy to scale. The supply chain was fragile. Skilled pastry chefs were hard to retain. Ingredient costs fluctuated wildly. The family often had to dip into personal funds to stay afloat. But they held on, one store at a time, mostly across Mumbai, then later in Delhi and Pune.

The business finally hit a new gear in 2017 when ICICI Venture came on board. This marked a major shift—from a family-run brand to a professionally managed company. With the backing, Theobroma opened more outlets, built a central kitchen in Navi Mumbai, and introduced cold chain logistics to ensure consistent quality across locations.

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The Sweet Way

While international giants like Starbucks, Café Coffee Day, and local patisseries fought over shelf space, Theobroma stayed grounded. Their focus was never on being the flashiest—it was about being the most loved. The value-for-money pricing, nostalgia-evoking flavors, and the simplicity of the brand gave it an edge.

They didn’t dilute the brand with gimmicky innovation. Instead, they stuck to classics, made them better, and occasionally dropped new offerings based on customer feedback.

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₹3,500 Crore and Counting

In 2024, Theobroma made headlines for more than just their Millionaire Brownies. It became the subject of one of India’s largest F&B cash exits, with private equity firm KKR acquiring a majority stake in a deal estimated at ₹3,500 crore.

For the Messmans, it marked the end of an emotional 20-year journey. For India’s business ecosystem, it was a shining example of a homegrown, women-led brand that had scaled both love and numbers.

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the Future

Today, Theobroma has over 100 outlets across 10+ cities, with plans to go pan-India. Their digital strategy is also picking pace, with strong D2C (direct-to-consumer) presence through food delivery apps and their own website. Gifting products, packaged brownies, and mini-formats for airports and malls are on the cards.

As KKR charts the next phase, the brand aims to maintain its handcrafted soul while embracing scale—introducing automation, expanding production capacity, and exploring international markets in the long run.

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A Story that’s Still Baking

Theobroma didn’t start in a boardroom—it started in a kitchen, built on the back of a mother’s determination and a daughter’s dream. It didn’t chase trends; it created cravings. In an era of over-designed brands, Theobroma stayed real—and maybe that’s why it stuck.

From Colaba to crores, what they built was never just a bakery. It was a story. A story that’s still baking.

Think back to the days when life was simpler, when Sundays meant family, evenings meant playing outside, and footwear meant just one thing: the trusty Hawai chappal. It was soft, sturdy, and always there, lying by the door, ready to slip on whether you were heading to the market, the terrace, or just nowhere in particular.

Long before sneakers became status symbols and brands became battles, this humble rubber slipper quietly walked through every Indian household — unassuming, unshakable, unforgettable.

But for two brothers from Delhi, it wasn’t just footwear. It was the beginning. With ₹10,000, a rented space, and a dream larger than their means, they built something no one saw coming – a ₹10,428 crore empire.

Ready to walk down memory lane and see how far a simple slipper can go? Let’s begin.

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New Roads

The story kicks off in the early 1970s. The Dua family was juggling businesses, cycle parts, footwear, and trading until a split in 1971 changed everything. Ramesh Kumar Dua and Mukand Lal Dua’s father was left with an unsettled debt of ₹1 lakh. No one repaid.

Instead of giving up, the family chose to start afresh and started small. They rented out a property for ₹350/month, took a ₹10,000 deposit, and turned it into their starting capital. The product of choice? Rubber slippers.

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Resolve

Here’s where the story takes a sharp turn. Despite having a commerce degree, Ramesh Dua knew success meant understanding rubber, the lifeblood of the product. He applied to the UK-based Plastics and Rubber Institute. They rejected him. No technical background, they said.

So he wrote again. Let me attend, not for a degree, just to learn.They agreed. That persistence, the same rubber-meets-road grit, would one day define Relaxo.

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Everything.

In those early days, small-scale units ran under scattered names, as government policy capped growth. But even then, Dua was dreaming big. He believed in branding, not just as a label, but as protection. During the emergency, he noticed that shops could remove generic products overnight, but brands lingered.

So he coined one.


Relaxo.
Simple. Sticky. Memorable.
A brand people could ask for by name.

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The Footprint Widens

Liberalisation opened new doors in the ’90s. In 1995, Relaxo went big, setting up a plant with a daily capacity of 50,000 pairs. A ₹7.5 crore investment, fueled by an IPO, savings, and a bank loan, marked its transition from hustle to enterprise.

India was changing. The economy was buzzing. And people needed affordable, quality shoes. Relaxo stepped in. Quite literally.

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to ₹100-Crore Campaigns

In the early years, Relaxo’s marketing budget was a modest ₹100 spent on radio jingles. But Dua knew the power of repetition and recall. Over time, that small spark turned into a full-blown firestorm of advertising.

Today, Bollywood icons like Salman Khan, Akshay Kumar, and Sonakshi Sinha represent brands under the Relaxo umbrella — Bahamas, Flite, Sparx, and Schoolmate. For India’s growing middle class, these aren’t just slippers. They’re statements.

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Profit

By 2012, the business had grown, but scale was outpacing structure. That’s when Relaxo brought in Accenture. The goal? Turn volume-focused hustle into profitable growth.

KRAs were defined. Demand forecasting got smarter. Employee stock options were rolled out. Even underperforming brands like Sparx were reinvented, reengineered and repriced to bounce back.

The lesson? Sometimes you don’t need to increase prices. You need to increase purpose.

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Every Home

A pivotal moment came in 2005 at the India International Trade Fair. People loved Relaxo’s range, but didn’t know where to find them. That insight birthed Relaxo’s Exclusive Brand Outlets (EBOs).

Today, Relaxo boasts over 50,000 retail touchpoints, including 402 EBOs. No longer dependent on distributor feedback alone, the brand gets direct insights from the floor, what sells, what doesn’t, and why.

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Always

Despite its billion-rupee scale, Relaxo still runs like a family. Ramesh Dua’s sons and nephews are actively involved. Mukand Lal Dua, now in his 60s, continues to serve as a full-time director. Ritesh Dua leads finance, HR, and exports.

Their working style is grounded, humble, and consistent. Suppliers are paid on time. Relationships are long-term. Headquarters had remained a modest building on New Rohtak Road for years.

Success never got to their soles.

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Not Just Footfalls

From a small rented room to boardroom recognition, Relaxo’s journey has been marked by quiet but meaningful wins. Over the years, it has earned a place among India’s Top 500 Companies, been listed on NSE and BSE, and awarded the Three Star Export House status.

Accolades like the Northern Region Export Excellence Award and second place for Manufacturing Export Performance aren’t just badges — they’re milestones of trust, built over four decades of walking the talk.

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Not the Spirit

In FY25, Relaxo didn’t just sell more shoes. It stepped up on every front. Revenue came in at ₹2,790 crore, while profits came in at ₹170 crore.

In the year before that, margins had improved, costs were optimised, and every number pointed to one truth: that growth, when rooted in purpose and discipline, creates impact far beyond the balance sheet.

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Still Under Construction

Even at ₹10,000+ crore in value, Relaxo isn’t done building. It’s pushing forward with smarter designs, stronger digital presence, and deeper customer focus.

With every step, the brand stays grounded in its core promise: affordable comfort, built to last. The road ahead is full of opportunity, and Relaxo is lacing up for the long haul.

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From Footpath to Fortune

The story of Relaxo is not just about footwear. It’s about footing, holding your ground when everything seems uncertain, and taking the next step anyway.

From ₹10,000 and a rented space to a ₹10,428 crore empire, Relaxo is proof that even the simplest product, when backed by persistence, humility, and vision can leave the deepest footprints.

And this chappal?
It’s still walking…

In the US$630 million fitness equipment market, the most basic tool (yoga mat) remained the biggest pain point for years.

Until someone said: enough. 

Today, we discuss how a finance professional and a first-time yogi with no background in manufacturing and ₹5 lakh of personal savings took the leap and in five short years created a brand with over 3 lakh customers and ₹9 crore in revenue.

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to Finding a Balance

With minimal capital made up of their savings and zero background in dairy, the duo focused on one thing: Quality.


There was no marketing budget or campaign, but a lab-certified milk report. Every customer received third-party quality certificates with their delivery, bringing transparency.


If the cream on top didn’t convince people, the free milk testing kit they handed out would. Their hunch was right. Families came back, and orders grew.

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and a Plan

Eager to turn into an entrepreneur, Prateek took a chance and invested ₹5 lakh of personal savings to list 400 good-quality mats from China on Amazon. The mats sold out in weeks, confirming his belief in the market, which was ₹10 crore per month at the time. 

At the same time, the books he was reading on entrepreneurship kept repeating a familiar theme — Yoga and Meditation.

The two threads came together and Prateek quit his job to launch his own brand. Shreya joined hands with him, and this is how WiseLife was born in Gurgaon in January 2021.

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Market Muscle

Standing out in a ₹6,000 crore+ Indian fitness accessories market wasn’t easy. Especially when giants like Decathlon, Cosco, and a growing wave of Chinese suppliers controlled the market and pricing. But WiseLife carved a lane for itself by combining sustainability, affordability, and performance.

After months of research, the duo introduced a thoughtfully crafted range made from natural materials like rubber, suede, cork, and TPE (Thermoplastic Elastomer) — each designed for better grip, comfort, and support, tailored to the needs of modern yogis.

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Just Organic Growth

Unlike other brands, WiseLife didn’t flood Instagram with ads. Instead, the team collaborated with real yoga instructors and fitness creators, sending products for honest reviews. No gimmicks. Just a grip that worked. 

And word spread — through yoga communities, fitness forums, and a growing tribe of conscious consumers. 

This meant WiseLife organically grew to a whopping ₹3 crore in annual revenue. But it was still a lean team. No external investors. No brand splash.

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the Shark Tank

The tide turned for WiseLife when Prateek and Shreya walked onto the Shark Tank India Season 3 set in early 2024. What followed was one of the most widely viewed pitches of the season — two confident founders with strong numbers and clear vision.

The duo walked away with ₹1.2 crore for 4% equity, backed by Namita Thapar, Aman Gupta, Anupam Mittal, and Ritesh Agarwal — a rare, all-shark deal.

Overnight, traffic exploded. Daily orders jumped from 300 to 1,500. Website visits grew 50x. Revenue started touching ₹15 lakh per day. In a week, WiseLife went from a promising startup to a household name in Indian fitness.

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Scaling Smart

The post-Shark Tank phase could’ve gone two ways: blow up fast, or burn out faster.

But WiseLife stayed grounded. Instead of splurging, they focused on systems, improving fulfilment, adding new SKUs, and strengthening their supplier ecosystem.

They launched seasonal collections with vibrant themes, created live sessions with yoga instructors, and collaborated with over 500 fitness influencers – most of them micro-creators with real, engaged audiences.

The user base crossed 5 lakh, revenue jumped to ₹9 crore in FY24, and Amazon reviews soared past 35,000, averaging 4.3 stars across categories All this, with a team still under 15 members.

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Brand Today

WiseLife is no longer just a yoga mat brand.

With a team of over 20 at present, the startup sells its products across platforms — its website, Amazon, Flipkart, Blinkit, etc. It has also built a growing offline presence in sports stores, yoga studios, and gyms across India. 

Its highest traction comes from yoga hubs like Rishikesh, Mumbai, Bengaluru, Hyderabad, Mysore, Pune, and Ahmedabad.

Online channels drive nearly 90% of WiseLife’s total sales, with the rest coming from its growing offline footprint.

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Consumer-Friendly

Unlike most mats in the market, WiseLife chose TPE over the cheaper PVC for better grip, durability, and comfort, minus the toxins.

Each design is created in-house, with patterns like Surya Namaskar sequences, mandalas, mountain silhouettes, and Bohemian prints. 

The product roadmap hasn’t been led by trends but shaped by customers. Some mats fold neatly for travel. Others come made entirely of cork. There’s even one tailored for skipping practice. And every three months, they roll out new designs.

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the Big Players

From just 4 SKUs at launch, WiseLife now offers over 44 — including yoga cushion pads, acupressure mats, compact meditation seats, and its top sellers: belts, blocks, bags, and yoga wheels.

While most mats in the market fall in the ₹300–₹500 range, WiseLife has taken a premium, purpose-driven position, with prices starting at ₹1,200 and going up to ₹5,500.

Its competitors? A mix of legacy and new-age brands — Boldfit, TEGO, Kosha Yoga Co., Proyog, Decathlon, and Cult.

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the Horizon

WiseLife now aims for ₹27 crore in revenue by 2025, along with establishing flagship offline presence in top metro yoga studios and concept stores, and branching into recovery tools such as foam rollers and massage balls. 

On the global front, the brand plans to begin exports to the Middle East and Southeast Asia, while staying loyal to its core values of sustainability, utility, and aesthetic design.

From a homegrown mat brand to a full-stack fitness label, WiseLife is now building for scale — without losing grip on what made it work: quality, intent, and listening to the customer.

There was a time when the clinking of glass bottles announced the arrival of milk in the morning. Then came the little crates that gave way to plastic packets that doodhwalas would leave in the bags hung outside your door.

Pouches and then tetra packs made buying milk more convenient, but it also started to feel like just another packaged item and a daily guessing game – is this milk pure? Is it watered down? Will it spoil by noon? You’d shrug all those questions and pour the milk into your tea, wondering if anyone still got real milk anymore.

Then came two men with a simple question: why couldn’t the milk be like it used to be — thick, fresh, and trustworthy? 

The duo started a small home-delivery experiment that would go on to redefine how India consumes milk and build a ₹1,380 crore business in the process.

Read on to know how they milked the situation!

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One Fresh Start

In 2011, Chakradhar Gade and Nitin Kaushal, IIM Indore alumni, worked together at IBF Financial. That’s when the idea of dealing in milk struck them. Not the milk sealed in plastic packets, but the kind they had grown up consuming: genuine, fresh, and creamy. 

In 2013, the duo left their jobs with a bold idea: deliver farm-fresh milk directly to homes. No middlemen, no tampering, no long storage. Just clean, cold, unadulterated milk within 36 hours of milking.

Their pilot? A handful of homes in Gurgaon, one small rented facility, and early morning rides on rented bikes to nearby farms to collect milk themselves. And thus began a journey that would be named Country Delight in 2015.

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With No Capital & Background

With minimal capital made up of their savings and zero background in dairy, the duo focused on one thing: Quality.


There was no marketing budget or campaign, but a lab-certified milk report. Every customer received third-party quality certificates with their delivery, bringing transparency.


If the cream on top didn’t convince people, the free milk testing kit they handed out would. Their hunch was right. Families came back, and orders grew.

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Despite Being Bootstrapped

Despite the growing orders, Country Delight was bootstrapped for four years. But the founders didn’t stop. They scaled slowly but surely, ensuring the quality still matched their promise. 

In 2017, they raised their first external funding and expanded operations from Delhi NCR to major metropolitan areas such as Mumbai and Bengaluru.

From milk, they also moved to kitchen essentials—curd, paneer, ghee, eggs, bread, fruits, and vegetables—all curated with the same freshness standard. 

It didn’t make the cut if it didn’t meet their 36-hour promise.

By 2018, they launched their app-only subscription mode, letting customers modify orders until 11 PM and receive deliveries by 7 AM. No minimum order. No delivery fees. Just a promise: naturally good, naturally pure.

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The Competition

As Country Delight grew, they weren’t the only ones who saw opportunity in your morning glass of milk.

Startups like Supr Daily (backed by Swiggy), Milkbasket (acquired by Reliance), and BB Daily (run by BigBasket) entered the market with big budgets and bigger investors. These platforms promised quick deliveries, a wide range of essentials, and hyperlocal convenience.

But Country Delight didn’t flinch.

They built their own cold chain, sourced directly from farmers, ran over 26 quality checks, and even let customers test their milk at home.

Supr Daily eventually shut down. Milkbasket struggled with scale. But Country Delight held its ground, with a model that was hard to copy and even harder to scale.

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at the Core, Trust on the Surface

Country Delight wasn’t just a dairy brand. Over the years, it became a full-stack tech company and rolled out 17 in-house apps to manage sourcing, quality checks, delivery routes, and real-time milk temperature tracking.

Their system, called Nectar, could detect if a single milk can crossed 4°C during transit. If it did, it was discarded — no questions asked.

This obsessive attention to quality meant wastage stayed low and trust stayed high. As demand grew, so did their tech. In time, they were delivering 5 million orders per month across 15+ cities.

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The Storm and Scaling Up

During the pandemic, Country Delight stayed in motion when the world came to a standstill. The company secured curfew passes, rerouted logistics, and kept daily deliveries running without missing a day.

By 2022, it raised $108 million from Temasek and others, valuing the brand at $615 million. In FY23, the company clocked ₹945 crore in revenue. A year later in FY24, that number jumped to ₹1,380 crore — a 46% YoY growth.

Even more impressively, they’re nearing profitability — a rare feat in the D2C space.

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But A Movement

By 2024, Country Delight wasn’t just delivering milk. It was delivering trust in food. Every bottle, every egg, every fruit told a story of direct sourcing, minimal processing, and customer-first thinking.

They expanded into cold-pressed oils, pulses, pickles, and spices. And it wasn’t a supermarket free-for-all. Each item was selected to meet the same quality threshold that defined their milk.

With a fleet of 6,000+ delivery agents, a loyal customer base, and operations across 11 states, the company is eyeing a bigger leap: an IPO within 2–3 years.

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Expansion

Country Delight now operates in over 15 cities, operates a pan-India cold chain, and delivers to thousands of homes every day. But it’s just getting started.

With expansion into newer categories, AI-driven logistics, electric delivery fleets, and deeper farmer partnerships, Country Delight is building something more than a company; it’s rebuilding the missing trust between food producers and families.

From a two-man team ferrying milk in a hatchback to a ₹1,380 crore brand with IPO ambitions, Country Delight proves that old problems need fresh thinking and fresher milk.

There’s something timeless about the smell of fresh paint – it whispers of new beginnings, festivals, and pride. For Indians, painting isn’t just décor; it’s a tradition, a celebration, a mark of progress. From city flats to village homes, be it owned or rented, a fresh coat of paint has always meant something more.

But there was a time when this joy was a luxury. With only a handful of expensive imported options, painting was out of reach for many, until one man saw the gap. What began as a bold idea in pre-Independence turned into a ₹2.2 trillion empire that redefined how a nation lived, felt, and celebrated its spaces. Curious how one stroke of vision changed it all? Read on.

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Born in Restriction

It was 1942. The world was at war, India was under colonial rule, and the British government had just banned the import of paints. While others saw chaos, Champaklal Choksey and three friends saw a blank canvas.

With foreign paint companies halting operations, the Indian market stood wide open. In the heart of Mumbai, the foursome launched Asian Paints, with a modest dream and a deep understanding of India’s layered consumer psyche. What began as a wartime workaround was soon to become India’s most iconic colour story.

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and Beginnings

Distributors in cities weren’t interested in a fledgling paint brand. So, Choksey looked beyond skylines and turned to the soil. He noticed a curious ritual in villages, painting bullhorns and home entrances for festivals and traditions. It was more than decoration; it was emotion, aspiration, and identity.

Asian Paints catered to these rural needs, one tin at a time. The paint caught on, the word spread, and ironically, the same big distributors who once rejected Choksey came knocking. By 1952, just ten years in, the company clocked ₹23 crore in revenue, powered by a bottom-up strategy that outsmarted top-down giants.

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Gambit

In a market ruled by dull, smelly distempers and costly emulsions, Choksey saw an opening. Asian Paints developed a washable distemper, a perfect middle ground. Affordable, odor-free, and high-performing.

To sell it? They didn’t just use a mascot, they made a legend.

Enter Gattu – the paintbrush-wielding boy drawn by none other than R.K. Laxman. A marketing masterstroke followed: a nationwide contest asked Indians to guess his name. Out of 47,000 entries, two got it right. Gattu wasn’t just a mascot, he became a movement.

And the campaign’s punchline?
“Don’t lose temper, use Tractor Distemper.”

The paint flew off shelves.

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New #1 in Town

Through the ‘50s and ‘60s, Asian Paints kept climbing, not with brute force, but with brainy moves. While profits were modest, their CAGR grew by 21%, and margins soared from 2% to 13%. By 1967, Asian Paints dethroned Shalimar to become India’s #1 paint brand.

But they didn’t stop at paint. They turned their eyes inward, to the very bones of business, distribution, tech, and capital flow.

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Reinventing Supply

Back when competitors offered credit periods of up to a year, Asian Paints flipped the playbook. They incentivized faster payments with cash discounts and loyalty perks for dealers. It freed up capital, kept inventory moving, and created a self-reinforcing supply chain loop.

Even more radical? Cutting out the middlemen in the 1970s. Dealers now got products directly. With no distributors eating into margins, Asian Paints built a robust dealer ecosystem, one that loved them back. Today, they serve 70,000+ dealers across India, more than any rival.

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Colour Code

Here’s a fun fact: Asian Paints had a supercomputer before ISRO or IIT Powai did. In 1970, they spent ₹8 crore (an eye-watering figure back then) to forecast demand more accurately. From branch billing to real-time truck tracking, they digitized their processes decades before it became cool.

Efficiency shot up. A plant that once needed 1600 workers could now run on 100. Revenues per depot and factory outpaced all competitors. It wasn’t just smart manufacturing, it was future-proofing.

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Dealer Love Story

One major reason for Asian Paints’ unshakable dominance? The tinting machine. Instead of forcing dealers to stock every shade, these machines allowed for thousands of custom mixes on-site. The kicker? While others charged dealers heavily, Asian Paints leased the machines, absorbing the initial costs.

The result? Even the smallest paint shop in a Tier-4 town could offer premium service, equalizing opportunity and multiplying loyalty.

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A New Era

Today, Asian Paints is far more than a paint company. They’ve stepped inside your home, literally.

From textured paints (Royale Play) to waterproofing, from modular kitchens to bath fittings and décor, they want to own the entire home experience. Their focus is no longer just walls, but the stories between them.

They’re also preparing for the DIY revolution, building tools for everyday people to pick up the brush, literally and figuratively. As labour costs rise and tools become user-friendly, Asian Paints wants to empower every Indian to paint their own canvas.

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at Home and Abroad

Asian Paints stands tall in the global paint industry, backed by a market capitalisation of ₹2.2 trillion as of June 2025. This number isn’t just impressive, it’s a testament to the company’s dominance, both in India and worldwide. 

Since 1967, Asian Paints has remained India’s market leader and has steadily climbed the global ladder. Today, it ranks as the 2nd largest paint company in Asia and 8th in the world, known for its sharp professionalism, consistent growth, and commitment to delivering value to its shareholders.

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and a Strong Global Footprint

The company operates 27 state-of-the-art manufacturing facilities and caters to customers in over 60 countries. Its global presence is further strengthened by well-recognised subsidiaries like Asian Paints Berger, Apco Coatings, SCIB Paints, and Asian Paints Causeway.

Operating in more than 15 countries, Asian Paints isn’t just painting walls, it’s leaving a legacy of innovation, reach, and market leadership across continents.

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Their Colour

Even with changing leadership and occasional boardroom turbulence, Asian Paints has never lost its rhythm. They’ve consistently recruited top-tier talent, embraced technology before time, and evolved their marketing with Indian culture.

Their board remains fiercely independent, and their strategy, unlike many corporates, is rooted in long-term trust, not short-term gains.

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the Future

Asian Paints is a rare breed of brand that scaled not just with strategy, but with soul. They saw potential in painted bullhorns, invented a market between price points, built a supply chain that beats global benchmarks, and earned the love of 70,000+ dealers.

And now, they’re gearing up to paint dreams, not just walls.

The brush is still in their hands, and the canvas is only getting bigger.

Do you remember those sweltering summer afternoons when the sky was lit bright and your skin turned sticky from hours of playing gully cricket or flying kites? You’d burst into the house, dusty and parched, and there she’d be—your mother, waiting with a steel tumbler of chilled aam panna or jal jeera. It wasn’t just a drink. It was love. It was home. It was everything pure and perfect about childhood.

But somewhere between growing up and getting busy, those simple joys were lost, traded for fizz, chemicals, and flashy bottles in vending machines.

Until four friends decided to bring back their favorite summer drinks. 

Armed with nothing but memories and a craving for the real stuff, they set out to bottle nostalgia. What started as a shared yearning for forgotten flavors is today a ₹1,620 crore celebration of India’s most heartfelt beverages.

If you’ve ever tasted summer in a sip, this story is for you. Read on 

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And A Shared Memory

Some stories begin with business plans. This one started over lunch.
Four friends—Neeraj Kakkar, Suhas Misra, Neeraj Biyani, and James Nutall—were sipping on Suhas’s homemade aam panna, reminiscing about childhood summers and the flavours that defined them.

But they came up empty when they tried to find that same drink on a store shelf. That moment wasn’t just nostalgia—it was an insight.

Why had our traditional Indian drinks, Jal Jeera, Kokum, Aam Ras, and Chilli Guava, once staples in every household, vanished from modern retail? What if, just what if, someone bottled those memories?

They decided to try. And so began Paper Boat—a brand that didn’t just quench thirst but stirred something deeper: emotion.

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to Ethnic Delights

Before Paper Boat, the founders had entered the beverage market with Hector Beverages in 2009. Their first product was a protein drink called Frissia.

Then came Tzinga, an energy drink launched in 2011. But their hearts weren’t in caffeine and protein; they wanted to tell a story – India’s story – through taste. 

In March 2013, they tested and launched Paper Boat, a brand dedicated solely to ethnic Indian beverages.

They began with Aam Panna and Jal Jeera. Over time, the menu expanded to include Jamun Kala Khatta, Chilli Guava, Neer More, Chilled Rasam, Anar, and more.

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Everything

Choosing the right name was crucial. It had to capture the spirit of nostalgia, childhood, and simplicity.

“Paper Boat” evoked memories of monsoon rains, floating paper boats in puddles, and innocent joy. 

Like those paper boats carried dreams downstream, the founders hoped their drinks would carry people back to their roots. The brand name was not just catchy – it was an emotion.

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A New Category

Back then, supermarkets were ruled by carbonated giants and tetra-packed fruit cocktails. No one was asking for aam ras in a pouch.

Paper Boat didn’t care. They created a category, ready-to-drink ethnic beverages. It wasn’t easy. They had to build awareness, educate palates, and even rethink packaging.

But the love flowed in once people tasted what they’d been missing.

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Ingredients, Impact & Talk

A product is only as good as its ingredients. The founders of Paper Boat knew this well. Their philosophy was clear: no preservatives, added colours, or artificial flavouring.

Instead, they sourced real ingredients from trusted sources, like jamun from Bihar and Maharashtra, pomegranates from California, lemons from Europe, and purple carrot seeds from Turkey (sown in Ooty).

They even collaborated with an NGO to procure ingredients from the tribal regions of Madhya Pradesh.

This rigorous approach to sourcing wasn’t just about taste; it was about telling honest stories through food.

Two state-of-the-art plants, one in Manesar and another in Mysore, ensured pharma-level hygiene and processing standards.

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Nostalgia Through Marketing

True to its name and tagline, “Drinks and Memories,” Paper Boat set out to capture the magic of childhood.

The brand’s early television ads tapped into deep nostalgia with music adapted from Malgudi Days.

Its debut campaign was penned and narrated by the legendary Gulzar, with later stories brought to life by lyricist Swanand Kirkire.

For Paper Boat, the journey began with not just taste, but the emotions they evoked. From the start, digital was its playground.

The brand launched with heartwarming illustrations on Facebook, bringing to life tender childhood memories, like a mother teaching her child to peel an anar or slicing kairis for aam panna—each post paired with a nostalgic traditional soundtrack.

After winning hearts in North India, Paper Boat turned its attention southward, promoting flavors like Aamras and Chilli Guava through multilingual TVCs in Tamil, Telugu, and Hindi, capturing the essence of bachpan wali dosti.

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With a Soulful Core

Their Bengaluru R&D lab feels more like a startup than a food factory. Each new drink undergoes two years of testing, including flavour, shelf life, and market feedback.

Inspired by Zara’s limited editions, Paper Boat now rolls out seasonal specials like Thandai for Holi, Panakam for Ram Navami, Rose Sherbet during Ramzan, and Kacchi Lassi for Baisakhi. Paper Boat is all things traditional, but trendy too.

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That Feels Like a Hug

You don’t just see a Paper Boat pack—you feel it.

Its soft, doypack design, pastel colours, and curved fonts bring comfort before the first sip. And they’re eco-aware too, with a 10% lower carbon footprint than PET bottles.

Beyond functionality, every design aspect evoked nostalgia – curved fonts, hand-drawn childhood tales, and pastel colours.

Even the pilfer-proof cap was built to balance utility and design. Later came 1-litre family cartons, responding to consumer behaviour with quiet agility.

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On the Boat Ride

As with every startup, Paper Boat’s journey had its bumps. Two of its co-founders, Suhas Misra and James Nuttall, exited in 2014 and 2015, respectively.

But Neeraj Kakkar and Neeraj Biyani continued to steer the ship with clarity and vision. 

The decision to phase out 500 ml packs in 2017 in favour of 1-litre ones was based on market demand and consumer behavior.

Even when something didn’t work, the brand learned and adapted rather than abandoning its mission.

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The Taste of Tradition

In 2016, Paper Boat took its first step into ethnic Indian snacks with the launch of peanut chikki. But this wasn’t just any chikki—it was Fair Trade certified, ensuring fair wages and ethical practices for everyone involved. 

The groundnuts were sourced directly from a farmers’ collective near Rajkot, Gujarat, and bought at Fairtrade minimum prices. Over time, the chikki range expanded to include crushed peanut, sesame, and Rajgira peanut variants.

Paper Boat also introduced other traditional snacks and mixes, including golgappa and aam papad, along with a healthy lineup of nuts, seeds, and trail mixes like almonds, pistachios, and supermixes.

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Sips, Stories & Sentiment

Paper Boat didn’t just stop at ads. It created heartwarming short films like Ride Down the River of Memories, Waiting for Ma, and Rizwan – Keeper of the Gates of Heaven.

Each film reflected the brand’s emotional core. Venturing further, Paper Boat entered publishing. It reprinted classics like

Three Men in a Boat and The Jungle Book, tucked into festive gift boxes. In 2017, it published Half Pants Full Pants by Anand Suspi, a collection of nostalgic stories from a childhood in Shimoga.

Through every sip and story, Paper Boat continues to bottle emotion.

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To Rosy Hues

The numbers slowly started smiling as Paper Boat poured memories into every pouch. In FY24, the brand’s revenue from operations climbed to a refreshing ₹585 crore—up from ₹504 crore the previous year.

That’s not just growth—it’s momentum, stirred by emotion and sealed with trust. Even the losses began to dry up. The company narrowed its FY24 loss to ₹47.14 crore, nearly halving it from the ₹90.56 crore reported in FY23.

A stronger revenue stream and growing consumer love helped turn the tide. Backed by the belief of marquee investors like Peak XV Partners, A91 Partners, and Sofina, Paper Boat has raised a robust $185 million in funding.

Today, what began as a shared craving for aam panna is a ₹1,620 crore brand—anchored in memories and buoyed by vision.

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Sailing On. But Smarter

With competitors like Farmley and Happilo eyeing the same turf, Paper Boat isn’t sitting still.

From retail shelves to festive gift boxes, from reprinting classics to writing their own, every new move is rooted in their mantra:

“Drinks and Memories.” This isn’t just a brand. It’s a cultural bridge. Between what was and what can be.

From four friends sipping aam panna to millions sipping bottled memories, Paper Boat shows us that some of the most powerful brands don’t shout.

They hum old lullabies, pack them in pastel pouches, and quietly change the game.

Fade in.

The year is 1999. India’s movie-goers are still lining up outside theatres—sometimes hours before showtime. There are no apps, no seat selection, just chaos, shouting, and black-market hustlers charging extra for the front row.

Scene: A backpacker in South Africa.
Sitting under a tree, with a beer in hand and rugby on the radio,, the hero listens to an ad for match tickets -booked with a simple call. And just like that, a lightbulb goes off. What if India could skip the queue?

Starring a 24-year-old ad man tired of the 9-to-5: two brave co-founders and a dream to make booking tickets easier than buying groceries.  They had no smartphones, funding, fancy offices, dial-up internet, or a will to build something India hadn’t seen before.

From that first click to ~₹1,400 crore in revenue by FY24, it is not just a tech startup story. It’s how three rebels rewrote India’s entertainment script and ensured you never miss a show again.

So sit back, relax, because what you’re about to read isn’t fiction. Are you ready? Let’s go

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To The Red Carpet

Sometimes, a big idea starts with a beer and a broadcast. For Ashish Hemrajani, it was during a backpacking trip to South Africa, fresh off his master’s degree and a stint at J Walter Thompson.

Sitting under a tree, tuned into a radio ad to book rugby tickets, he wondered why buying tickets in India couldn’t be as easy as just making a phone call.

That moment under African skies became the starting line for a revolution in Indian entertainment.

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That Started it All

Back in India, Ashish didn’t wait. He quit his job, rolled up his sleeves, and transformed his bedroom into a makeshift office.

With just an idea and endless conviction, he convinced two friends, Parikshit Dar and Rajesh Balpande, to join him. The trio, fondly called the Three Musketeers, launched Bigtree Entertainment Pvt. Ltd. in 1999.

Their mission? Simplify ticketing in a country where the internet was still a luxury.

Like most parents, Ashish’s parents were skeptical. But over time, they came around and backed his vision, leading to the launch of GoForTicketing, the early avatar of what we now know as BookMyShow. 

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The Dot-Com Doom

Imagine a promising business going bust within a few years. That’s what happened to GoForTicketing. The Dot-Com crash hit hard in 2002, within three years of its launch. Investors bailed. 

The company had to buy itself back from News Corp., trim down operations, and lay off 144 employees, leaving behind just a 6-member crew. Offices shut down, and operations scaled back to Mumbai and Delhi.

But Ashish and his team didn’t fold. They sold ticketing software to multiplexes and ran call centers for clients.

That hustle paid off. By 2007, the company was back on its feet, earning ₹24.1 crore in revenue. And this new beginning called for a new name. 

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That Took the Center Stage!

In 2007, the trio decided to have a naming contest for their venture. The prize? An iPod Touch. An engineering intern casually submitted “BookMyShow”—a name that clicked like the sound of an online booking confirmation.

Before that, the company had also toyed with “India Ticketing.” But nothing stuck like BookMyShow.

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The Box Office

Business for BookMyShow was rolling, and what started with movie tickets soon expanded its scope.

From stage plays and stand-up gigs to cricket matches, concerts, fairs, and even global exhibitions—BookMyShow wasn’t just booking shows anymore, it was booking everything.

Their “Nearby Events” feature brought hyperlocal entertainment into the spotlight, letting users explore and book activities happening just around the corner. 

By 2012, BookMyShow was in your pocket with the launch of its mobile app—and by 2017, it levelled up with a Progressive Web App.

The platform transformed into a full-fledged entertainment concierge, letting users check show timings and trailers to book snacks and parking.

Since then, whether it’s live concerts or cricket in Colombo—if there’s a ticket, chances are, BookMyShow has it.

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Of the Showrunners

From a scrappy startup to a market titan, BookMyShow now operates in over 650 cities, covering more than 5,000 screens and even making waves in Southeast Asia.

As of a 2018 report by Kalagato, it commanded a whopping 78% share of India’s online movie ticketing space. 

And the numbers speak for themselves—BookMyShow clocked an operating revenue of ₹976 crore in FY23 with a profit of ₹85 crore. That momentum only surged in FY24, as revenue jumped to ₹1,397 crore and profits rose to ₹109 crore.

It’s not just movies anymore—BookMyShow has inked significant global and national heavyweight partnerships. 

It became the exclusive ticketing partner for the Formula 1 race in India, partnered with IMAX to elevate premium cinema experiences, and broadened its entertainment empire by partnering with brands like IndiGo Airlines, the POP UPI app, and the Lanka T10 Super League.

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From More Than Ticketing

BookMyShow’s business model goes deeper than ticketing. At its core is a tech-savvy engine powered by exclusive integration with Vista ERP APIs, which allows real-time ticket availability. 

But the magic doesn’t stop at movie seats—the platform cleverly upsells everything from food combos and retail perks to parking, making it a one-stop shop for a complete entertainment experience. 

Revenue pours in from two robust streams: ticketing, which includes convenience fees, commissions, and a cut from every seat sold; and non-ticketing, where brands pay for ad space, promotional tie-ups, and access to BookMyShow’s vast, engaged audience.

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And the Controversy

In 2025, BookMyShow found itself in the spotlight for the wrong reasons. Tickets for the Coldplay concert in Mumbai—originally priced at ₹2,500—were allegedly being resold for up to ₹3 lakh. The police summoned Ashish and the tech head.

BookMyShow responded swiftly, filing an FIR against 30 suspects, including websites like Viagogo. The legal battle is ongoing, but the company has clarified its stance—it doesn’t tolerate fraud.

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Mobile, and More

BookMyShow isn’t stopping anytime soon. It plans to launch a merchandise section—think official tees, hoodies, and fan apparel—and will double down on the mobile experience, where 25% of bookings now happen.

With India’s entertainment appetite growing and a loyal fan base in place, the company is ready for its next big intermission-breaker, and even exclusive merchandise.

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Not Released Yet

From a tree in South Africa to the top of India’s entertainment pyramid, BookMyShow is more than a company—it’s a cultural movement.

Driven by vision, steered through storms, and always evolving, the brand is a testament to what happens when instinct, innovation, and relentless grit collide.

As the credits roll on this chapter, one thing is clear: BookMyShow’s biggest show is yet to be released.

For most of us, dreams are brewed over chai and gupshup in the office canteen, right? They’d often begin with: “Guys, let’s do something big!” But the idea would fizzle out by the weekend. 

But for four young professionals who bonded over their love for superheroes, anime, Hogwarts, and everything fandom, the spark didn’t die out. What started as banter about overpriced merchandise and a lack of cool collectibles soon turned into a mission: to build India’s ultimate pop culture destination. 

Read on to know how a conversation led to creating a brand and not just a platform, but a community that garnered ₹360 crore in business in 2024-25.

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In A Canteen and a Dream

In 2013, Vedang Patel, Rohin Samtaney, Aditya Sharma, and Harsh Lal were busy and doing well with their 9-to-5 jobs. But only on paper, as they dreaded every Monday with one thought creeping in: ‘Kuch achha karna hai!’  
It was during one such canteen chat in Tres Vista, where a dream began as a joke when they talked about work, life, and their love for Star Wars and pop culture.

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Binding Four Lives – Pop Culture

One question that popped up louder than the rest in every conversation: Why is it so hard to find cool, affordable, original fan merchandise in India? 

The solution? Building a brand that connected with sci-fi nerds, comic book geeks, or superhero junkies on a deeper, more personal level. That’s how the Souled Store was born with ₹5 lakh and a shared vision. 

First, with ₹25,000, they launched the website. Aditya bought the first batch of T-shirts himself and stored them in his cupboard. The Souled Store was launched in 2013.

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The Fantastic Four

The Souled Store sold 100 T-shirts in the first week, but just five in the second. The team doubled down, running ads, improving SEO, and creating content that fans could relate to.

They cold-emailed everyone, from Disney and Warner Bros. to AIB.
Their first breakthrough came when Tanmay Bhat from AIB responded and partnered with them for brand promotions.

Bit by bit, the buzz grew—fueled by word of mouth—until it finally reached Warner Bros., and The Souled Store landed its first official license: F.R.I.E.N.D.S. and The Big Bang Theory merchandise.

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A Different League In A Big Market

The Souled Store wasn’t aiming to be just another brand—they wanted to be the brand. The first step? Design.
Instead of following preset design templates like most licensed brands,

The Souled Store created original, quirky, and expressive designs from scratch, injecting personality into every T-shirt. 

This creative edge opened doors to bigger licenses, Harry Potter, The Lord of the Rings, Disney, WWE, and more from Warner Bros.

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The Soul Of The Brand

The Souled Store was never just about selling merchandise; it was about creating an unforgettable customer experience. Every detail spoke volumes.

A Star Wars tee wasn’t just a product; it came with a Jedi-style message, and a Hogwarts tee included a personalized acceptance letter.

The Souled Store didn’t compete by slashing prices; it stood out. Its website conversion rate far surpassed the industry average.

Customers came for the fandom but stayed for the quality. By 2018, without a rupee of external funding, The Souled Store had crossed ₹30 crore in revenue.

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When Funds Poured In – Expansion

Although the company was profitable, it needed external funding to expand. They hired a banker to help them raise money and plan an approach.

As the brand was among the few businesses that profited from an online model, proposals for funding started pouring in soon after.

Out of the three received, the company joined hands with RPSG for a funding of ₹10 crore in 2018, the first external funding for Souled Store.

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The Speed Breaker – Pandemic

2020 arrived with a long-standing lockdown, uncertainty, and a halt in progress. With just ₹50-70 lakh in reserve, the business paused for 45-60 days as the lockdown stretched on.

But when it lifted, demand surged.
As many shifted to work-from-home, people favored comfortable casuals over formal wear.

The Souled Store became one of the few businesses to profit during the pandemic, not through deep discounts or burning cash, but with great products loved by fans.

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Investors’ Confidence

After getting its first funding in 2018, The Souled Store grew and caught more investor attention. In 2021, they raised around ₹70–75 crore from Elevation.

This helped them go big on marketing—with TV ads, influencer campaigns, and fun, quirky videos, which boosted their growth by another 60–70%.

In 2023, they raised ₹135 crore from Xponentia Capital, pushing their run rate to ₹300+ crore and reaching ₹380 crore in revenue for FY24. 

By then, repeat customers accounted for 75% of sales, with a 200% annual repeat purchase rate. But the standout statistic is that 90% of all sales happened directly on their online platform.

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Screamed Strength

From its first physical store in Bandra to 27 locations today, from ₹30 crore in revenue to ₹360.2 crore in 2023-24, and from no external funding to a valuation of ₹817 crore in the September 2024 funding round, The Souled Store has come a long way.

 
What started with one funding source is now planning for an IPO, and what began as a niche brand in the Indian market has grown to stand firm in a sea of over 700 competitors. 

From clothes to quirky shoes, perfumes, kidswear, and even undergarments, every product carries The Souled Store’s signature style and commitment to local. It follows the ‘Make in India’ principle.

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Culture, Community & Conscious Growth

For The Souled Store, scale has never meant losing soul.
Alongside its expansion, the brand embraces sustainability, partnering with WFA and Goonj to weave eco-consciousness into every drop.

And for the fans? The merch drops just keep coming. From Naruto and Captain America to Gossip Girl and Gilmore Girls, every launch taps into a pop culture pulse that runs deep.

Because this isn’t just fashion, it’s a feeling. A community. A movement where the soul of a fan finds their home.

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Entering Beast Mode – The Next Chapter:

After over a decade of redefining fan fashion, The Souled Store is gearing up for its next big leap. With the recent acquisition of Redwolf, the brand plans to raise ₹150-200 crore by July to triple its store sizes and enter the Gulf market. 

They aim to dramatically scale their offline presence in the next 12 months, expanding into new geographies and larger formats.

But their ambitions don’t stop at retail. The Souled Store is eyeing a ₹2,000 crore IPO in the next 18 months. Bankers are being recruited, strategies refined, and the goal is clear: scale up, elevate brand equity, and take their fandom-first philosophy global.

There was a time when sending a package meant wrapping it in layers of cloth and string, scribbling addresses by hand, and handing it over at the post office. It was more about faith! Hoping the parcel would eventually reach its destination. But there were no guarantees, no real tracking, and no easy way to send something urgently across cities or borders.

A birthday gift could arrive a month late, important documents could get lost in transit, and a letter of acceptance or a business proposal could vanish somewhere between states. 

This was India in the 1980s. But three men decided this wasn’t good enough. The trio pooled in a modest investment of ₹30,000, set on a journey that would change how India sent couriers, and built a logistics empire of ₹ 5,268 crore.

All set for a story of speed and innovation? Let’s get moving…

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One Dream To Fulfill

In 1983, as India’s exports began to pick up pace, small businesses struggled with a bigger problem: there was no reliable way to send small packages or samples overseas. Spotting this gap, three young entrepreneurs — Tushar Jani, Clyde Cooper, and Khushroo Dubash — decided to act.

Tushar, with his Gujarati business roots, understood how structured logistics could transform industries. Clyde brought sharp operational skills from his years in the air cargo industry.

Khushroo, practical and financially savvy, knew what it took to keep a new venture afloat.

With just ₹30,000 and a cramped 200 sq. ft. space tucked under a staircase in Mumbai, Blue Dart Courier Services was born.

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Takes Flight  

Bootstrapping from day one, the early days were filled with grit. The founders would personally book shipments, track deliveries, and even handle customer service calls.

Their goal was simple: deliver small packages swiftly and reliably, using air transport.

Then came the first breakthrough, when they convinced Gelco Express International, based in the U.K., to partner with them, establishing Blue Dart as India’s first international air package express service. 

It also introduced a 10:30 a.m. guaranteed delivery — something few had thought possible in India’s logistics world.

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Technology and Expanding Horizons

As Blue Dart’s reputation for speed and reliability grew, so did the pressure to deliver more and better. They realised that fast delivery wasn’t enough; customers also wanted visibility and control.

In 1988, Blue Dart introduced real-time online tracking for international shipments — a pioneering move that gave customers an unprecedented view of their parcels in transit.

The early 1990s marked a phase of solid growth. In 1991, the company rebranded as Blue Dart Express Pvt. Ltd. and introduced the Dart Surfaceline, offering a more economical option for surface transportation.

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First-in-class Tracking Systems 

That same year, they developed Cosmat-ITM, India’s first domestically built tracking system, elevating operational efficiency and customer service to the next level.

Innovation wasn’t limited to technology. In 1992, Blue Dart established an internal email network to streamline communication and introduced an Employee Satisfaction Survey — an early indication that they were as committed to their employees as they were to their parcels.

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The Competitive Storm During Liberalization  – Weathering

The 1990s brought new challenges. As India opened up its economy, big players like FedEx and DHL entered the market, raising expectations around speed, service, and pricing.

Blue Dart didn’t flinch. In 1994, they went public, raising ₹382.5 million, and launched Blue Dart Aviation — India’s first private cargo airline, giving them complete control over their deliveries.

Instead of fighting head-on, they played smarter. By staying close to the Indian market, investing in technology, and strengthening their last-mile reach, Blue Dart grew stronger, becoming one of South Asia’s leading logistics companies.

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With Jet Express

Soon after going public, Blue Dart launched Dart Apex, a premium delivery service for heavier packages, along with Cosmat-IITM, an advanced tracking system. 

That wasn’t all. They also established Blue Dart Aviation and became the first private company in India to receive government approval to operate cargo aircraft.

In 1995, they purchased their first two Boeing 737-200 freighters, marking the birth of India’s first jet express airline. They also built SMART™ (Space Management Allocation Reservations and Tracking), a system to manage cargo on their planes, making it possible to pick up shipments late at night and deliver them early the next morning — a huge win for busy businesses.

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Infrastructure and Strategic Alliances

By the late 1990s, Blue Dart was moving fast. They launched SMARTBOX systems for secure deliveries, introduced Dart Surfaceline for economical shipping, and set up the modern Blue Dart Centre in Mumbai. Their network grew stronger with the addition of more Boeing freighters and a wider reach into remote areas.
In 2002, they took a big leap by partnering with DHL, the global air express giant. The deal gave Blue Dart access to DHL’s international network, while DHL tapped into Blue Dart’s strong domestic presence. It was a win-win.

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The Competition

This partnership went deeper in 2004 when DHL acquired a majority stake in Blue Dart. The deal brought in financial muscle and global best practices, but Blue Dart kept its independent spirit, blending local expertise with global reach.
Even as they scaled up, Blue Dart continued to invest in technology, rolling out services like SMS-based shipment tracking to make deliveries even easier for customers.
As competition intensified, Blue Dart remained a step ahead. In 2007, they introduced Dart Surfaceline — a new ground express service with time-bound deliveries and convenient features like DOD (Demand Draft on Delivery), FOD (Freight on Delivery), and FOV (Insurance Arrangement).

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The 2008 Slowdown

While still riding strong, Blue Dart had to face the global financial crisis that hit in 2008. Logistics companies worldwide struggled, demand fell, costs rose, and operations tightened.

Strategic partnerships, cost optimization, and a focus on service quality helped the company not only survive but also emerge stronger.

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Bigger, Faster, Smarter

Blue Dart celebrated 25 years of operations in 2008, added their third and fourth Boeing 757 freighters, and opened their first big joint facility with DHL in Bangalore. 

In 2009 and 2010, they picked up momentum, earning their fifth consecutive ‘Superbrand’ title and being voted ‘Most Trusted Brand’ by Reader’s Digest. 

Over the next few years, they continued to build smart, launching Smart Trucks and India’s first Carbon-Neutral Service in 2011, expanding their CSR initiatives in 2012, and inducting their fifth Boeing freighter.

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New Tech in Logistics

Along with its 30th anniversary in 2013, Blue Dart introduced new technologies, such as TDX and RFID pilots, and took early steps toward e-commerce logistics. 

The company was rolling out parcel lockers, mobile service centres, and auto sorters, and had inducted a sixth Boeing 757 by 2015. 

2019 had them reaching over 14,000 pin codes, powering last-mile deliveries with electric vehicles, and continued to be a trusted name for both businesses and customers.

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To the Toughest Test in the Pandemic 

When the pandemic brought the world to a halt in 2020, Blue Dart moved faster. As India’s trade facilitator, they kept essential and non-essential supply chains alive during the nationwide lockdown, ensuring critical goods reached where they were needed most. 

They backed the Government of India’s ‘Lifeline Udan’ initiative, flying their Boeing 757-200 freighters to cities like Guangzhou, Shanghai, Hong Kong, Myanmar, and Bangladesh to deliver medical supplies. They also stepped up for the Indian diaspora, servicing Non-Resident Indians with urgent shipments. 

As vaccines rolled out, Blue Dart quickly ramped up its Temperature Controlled Logistics solution to support safe and timely vaccine deliveries. 

Through it all, the company stayed true to its reputation, recognised as a Superbrand for the 12th consecutive year, voted ‘Most Trusted Brand’ by Reader’s Digest for the 14th time, and ranked among India’s Top 50 Best Companies to Work For in 2020.

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Fast on Innovation

Blue Dart kept the pace with the time and launched the #WeMoveSoYourWorldCanMove campaign across digital channels, introduced the ‘My Blue Dart’ mobile app for easier tracking, and strengthened its fleet by acquiring two more Boeing 757-200 freighters. 

In 2021, Blue Dart continued its vaccine deliveries across India and launched its first All-Women Service Centre in Navi Mumbai, while being recognised as a Superbrand for the 13th consecutive year.

In 2024, they began drone-based deliveries for the e-commerce sector, demonstrating yet again that challenges only spurred them to innovate some more..

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A Future of Innovation and Sustainability

In 2023, Blue Dart hit a big milestone — 40 years of moving India’s dreams across cities and skies. They rolled out a Digital Prepaid Card to make online transactions quicker and easier for businesses.

They teamed up with India Post to launch automated parcel lockers, letting customers collect packages at their convenience — no signature required.

In 2024, they launched drone deliveries in Gurugram, offering same-day service, reducing carbon footprints, with the first flights taking off fittingly on World Environment Day. 

The Blue Dart Affiliate Program gave tech partners a chance to grow with them, and introduced a Unified Shipping API to help MSMEs and big businesses manage deliveries more easily. 

That year, Blue Dart was also recognised as a ‘Well-Known Trademark’, locking in their brand legacy, and expanded their fleet with two shiny new Boeing 737-800s, ready for the next chapter of delivering faster, smarter, and greener.

Summer isn’t summer without those post-dinner walks, kulfi in hand, and sticky fingers that taste like childhood. Cup, stick, cone—each bite a burst of joy. But in a world full of frozen treats laced with artificial everything, finding something real feels rare.

Back in 1971, a small family in Walkeshwar, Mumbai, quietly started something special—handcrafted, fruity ice creams with no preservatives, no fuss, just pure flavour from a tiny neighbourhood shop. Five decades later, that humble scoop has grown into a ₹50 crore brand with 125 outlets and over 50 flavours that still taste like home.

Ready for the coolest story of the season? Let’s dig in.

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With a Sweet Dream

The year was 1971, and deep in the narrow lanes of Walkeshwar, South Mumbai, Nemchand Shah dreamed of serving his neighborhood sweet, natural treats made with real ingredients and no additives or shortcuts.

What started as a juice venture turned into something cooler, quite literally. With his brother Jayant Shah, he began crafting hand-churned ice creams in traditional wooden sanchas, with flavours like mango, orange, and sitaphal that tasted like summer in a scoop.

Word spread fast. The freshness and honesty were hard to resist, and the iconic journey of Apsara Ice Cream began. 

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With a Boost from the Government

A government exemption came through in 1984 and gave Apsara the boost it needed. That year, a landmark case — Joy Ice Cream, Bombay vs. Union of India — revolved around the classification of ice cream freezers as refrigerating devices affecting the duty payable on ice cream. 

The ruling helped ease operational costs and paved the way for local brands to innovate. And Apsara had a secret sauce — innovation.

In 1985, its new flavor, Roasted Almond, drew long queues and even longer-lasting memories with its creamy and nutty goodness.

As the buzz about the brand grew, so did the demand for it. In 1990, the family set up their first factory, scaling up without losing the handmade charm, and launched desi new flavours — Pan Pasand and Crunchy Chikki. 

By 2004, they were rolling out sugar-free options long before it became the buzzword, and by 2009, they had diversified into milkshakes, kulfi, and sorbets.

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& Shaking Things Up

For over 40 years, Apsara Ice Cream operated from just one outlet. An earlier attempt at franchising had failed, and it became hard to maintain the same quality and feel. 

The family was content with where Apsara stood, but co-founder Jayant Shah’s son Kiran Shah wasn’t.

Whenever the IIM Lucknow grad working at P&G in Singapore proudly talked about his family’s pure, additive-free ice cream, the usual response was, “Oh, like Naturals?”

Nobody knew Apsara. And that hit hard. 

It was the moment everything shifted. Kiran quit his well-paying and secure job, returned home to Mumbai, and his family’s legacy.

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Shelf Life Problem

While ice creams of other commercial brands had a shelf life of six months, Apsara would only last for two days. 
How could they expand with this limitation?

They had to make the brand strong enough for customers to consume all the ice cream at the parlour, leaving no dead stock behind. 

This posed a logistical and operational challenge — there was no room for excess inventory. Ice cream had to be made just in time — fresh and ready to be delivered, not only in Mumbai but also across other cities.

Managing this balance while keeping the ice cream fresh was one of the toughest parts of scaling the business.

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Amid Anonymity

Here’s another issue Apsara faced: since they only started expanding in 2014, they were practically anonymous to customers. The presence of giants like Naturals and Baskin-Robbins only worsened their chances. 

But Kiran didn’t give up. He utilized his marketing experience and coupled it with months of research and trials in recipes, shelf life, location planning, and production. 

Kiran managed to extend the shelf life of the ice cream to 15–20 days, without compromising on freshness or taste. He also rebuilt the supply chain, reduced wastage, and ensured every outlet could serve the same high-quality ice cream.

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In the Second Innings

In 2015, a brand overhaul brought in a vibrant new identity — fresh colors, updated packaging, and store designs that looked as good as the ice cream tasted. 

The response was immediate. Soon, a modern factory in Thane was set up to keep up with demand.

With better hygiene, smoother operations, and the same sancha-style charm, Apsara was finally ready to grow, without losing what made it special.

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Without External Capital

In 2015, Apsara opened its first franchise outlet in Nerul. Within five years, the brand expanded to over 100 stores — all without raising external capital
 
Kiran visited stores incognito, browsed Zomato reviews, and chatted with customers. One such chat had a customer casually mention guava and chilli.

By 2015, Apsara launched the masala-laced delight that instantly became the brand’s signature flavor. Soon came even bolder experiments like Pani Puri Patakha.

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Churning A Healthier Future

Kiran ventured into a new space with the launch of Go Zero in July 2022, crafted for the growing tribe of health-conscious dessert lovers.

He introduced high-protein, low-calorie, sugar-free, and plant-based ice creams. 

Now available across 16+ cities via food and quick commerce platforms, Go Zero has raised $2.5 million and is eyeing a 3x revenue jump in FY25, aiming for INR 200 Cr soon.

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One Scoop at a Time

Last year, to celebrate its 53rd anniversary alongside the 78th Independence Day, Apsara Ice Creams introduced a special initiative called Apsara Muskaan — Smiles of Joy, distributing 53,000 ice creams across 25 cities in 9 states. 

Despite all the initiatives and growth, Apsara’s mission hasn’t changed: “Fresh, handmade, and unapologetically Indian.”

The tagline remains more than marketing—it’s a feeling every loyal customer echoes after their first bite—“Can’t get over it!”

Frequently asked questions

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An investment advisory firm is a company that helps investors make decisions about buying and selling securities (like stocks) in exchange for a fee. They can advise clients directly or provide advisory reports and other publications about specific securities, such as high growth stock recommendations. Some firms use both methods, like Research & Ranking, India’s leading stock advisory company, specializing in smart investments and long-term stocks since 2015.

An investment advisory firm is a company that helps investors make decisions about buying and selling securities (like stocks) in exchange for a fee. They can advise clients directly or provide advisory reports and other publications about specific securities, such as high growth stock recommendations. Some firms use both methods, like Research & Ranking, India’s leading stock advisory company, specializing in smart investments and long-term stocks since 2015.

An investment advisory firm is a company that helps investors make decisions about buying and selling securities (like stocks) in exchange for a fee. They can advise clients directly or provide advisory reports and other publications about specific securities, such as high growth stock recommendations. Some firms use both methods, like Research & Ranking, India’s leading stock advisory company, specializing in smart investments and long-term stocks since 2015.

An investment advisory firm is a company that helps investors make decisions about buying and selling securities (like stocks) in exchange for a fee. They can advise clients directly or provide advisory reports and other publications about specific securities, such as high growth stock recommendations. Some firms use both methods, like Research & Ranking, India’s leading stock advisory company, specializing in smart investments and long-term stocks since 2015.