Saga

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…

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.

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.

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.

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.

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.

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.

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.

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).

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.

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.

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.

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.

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..

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.

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. 

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.

& 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.

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.

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.

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.

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.

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.

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!”

Over 8.4 tons of pesticide-laced temple flowers are dumped daily into the Ganges.
Marigolds and roses—once offered with folded hands and whispered prayers—rot by the riverside, their chemical dyes silently poisoning the holy water.

It’s a harsh contradiction. What begins as devotion ends as pollution. But one man chose to do something about it. He asked a powerful question: What if the same flowers that polluted our rivers could help clean them instead?

That spark of an idea blossomed into a revolutionary brand—one that not only protects sacred rivers but also empowers women and redefines sustainability and spiritual responsibility.

Are you curious how they turned sacred rituals into a sustainable revolution? Read on

On the Banks of Faith

Let’s rewind to a winter morning in 2015. It was Makara Sankranti, and Ankit Agarwal took his visiting friend to the bustling holy ghats of Ganga in Kanpur. Devotees dipped in the sacred river, offered flowers in prayer, and bottled the blessed water to take home. 

Amidst the sacred rituals and spiritual energy, one image quietly stood out — heaps of temple flowers decomposing by the riverside, their chemical-laden colors slowly bleeding into the water.

That morning, the mission became clear: to honor the sacredness of these flowers and safeguard the purity of our rivers.

Firmly with a Purpose

The question stuck with Ankit, a young techie from Kanpur, long after his friend had flown back.

And instead of turning away, he turned his helplessness into hope. Phool (Hindi for flower) was born, not as a company but as a calling.

The mission was simple yet powerful: rescue discarded temple flowers and reimagine them into soulful, sustainable, and scalable products.

The Blooming Business Model

The business model of Phool is rooted in circular economy principles. They collect floral waste from temples and transform it into incense sticks, organic vermicompost, essential oils, soaps, biodegradable packaging, and vegan leather (Fleather™).

And here’s the heart— every product is crafted by women from vulnerable communities, many of whom were once manual scavengers. 

Phool’s products aren’t mass-produced.. They’re designed in labs, perfected in R&D, and brought to life by human hands.

Their  R&D department is the brain and soul of the company. Their obsession isn’t just selling but imagining what else a flower can become.

With Purpose

Phool’s revenue model isn’t about profit but impact. A box of 40–45 handcrafted incense sticks costs ₹165.

Yes, the margins are healthy. But customers aren’t just buying a stick of incense. They’re buying into a cause of clean rivers, empowered women, and second chances. 

That Smells Like Fresh Ideas

Phool doesn’t shout from rooftops—they bloom on screens. Their digital-first marketing strategy integrates social media, search engine optimization, and trend-led content.

Phool’s content speaks the language of its urban, environmentally-conscious audience, from soothing unboxing videos to behind-the-scenes shots of women artisans at work.

A campaign that made waves? #PhoolWaliHoli, where Phool launched a line of Natural Gulaal made from 100% pure flower extracts to encourage chemical-free celebrations.

Mitti, Seed Paper & Other Earth-Loving Products

One of Phool’s proudest products is Mitti—a vermicompost made using enzymes and minerals, completely free of chemicals and carbon footprints. It’s a nutrient shot for your soil, all created through biological processes.

Then there’s the genius of seed paper packaging—inked with vegetable dyes and embedded with Tulsi seeds. Once your incense sticks are done, plant the box in the soil, water it, and a holy basil plant grows.

Even better? Scan the QR code on the box, upload your growing plant’s pic, and get exclusive discounts.

That Don’t Smell Like Roses

Phool’s journey hasn’t been scent-sational from the start. Collecting temple waste is challenging and unpredictable.

Over 800 million metric tonnes of floral waste are dumped into the Ganga annually. But Phool needs these flowers fresh to create incense.

And that means building a robust, timely, and efficient supply chain with temples across cities. 

They’ve cracked part of the puzzle. But scaling it is still a daily hustle.

Fame and A Few Flower Crowns

Phool’s flower revolution caught the attention of investors and institutions alike.

Backed by $9.4 million in funding across four rounds, support from Bollywood actress Alia Bhatt, and guidance from IIT Kanpur, the brand has firmly planted its roots.

Their current revenue is estimated at $15 million, with a 130% YoY growth over the past two years. Phool is no longer a startup story but a global movement in the making.

Intent, Celebrated Worldwide

Phool’s journey of purpose and innovation has turned heads and the tide. Over the years, the brand has raked in a bouquet of prestigious awards and global recognition. 

From receiving the United Nations Young Leaders Award for Sustainable Development Goals to the Momentum for Change Award at COP 2018, Phool has consistently been acknowledged for its commitment to sustainability. 

In 2020, it was honored with the Asia Sustainability Award in Hong Kong, followed by the BIRAC Innovator Award 2021, presented by Venkaiah Naidu.

The brand has earned nods from global forums like the Wharton India Economic Forum, Falling Walls in Berlin, and Alquity’s Transforming Lives Awards in London, solidifying its place on the world stage.

For This Phool Force?

Phool has expanded operations across India, and global ambitions aren’t far behind. They’re eyeing countries like Bangladesh and Nepal, constantly innovating with vegan materials, conscious gifting kits, and carbon-neutral home products.

But what makes Phool magical is that they’re not just cleaning rivers or saving flowers—they’re redefining what devotion looks like in the 21st century.

So next time you light a Phool incense stick, remember—you’re not just smelling jasmine or lavender. You’re part of a revolution that blooms with every breath.

Long before we understood what care truly meant, we felt it. In the soft warnings from the window- “Don’t stay in the sun too long,” “Come in and eat” – while we were too busy chasing cricket balls and running barefoot across summer afternoons.

That care wasn’t loud. It didn’t need to be. It was always there – constant, unwavering. Years later, one mother’s care became something more. A quiet worry over her child’s skin turned into a journey that thousands of other mothers would soon rely on. 

Pursuing the best for her child became a brand that now lives in homes across the country, trusted by over two million families, and valued at over ₹500 crore.

Curious to know how? Read on

Of A New Mother

The fears of a new mother know no bounds. Every little thing feels like a test, and using any baby product seems like a dare. For one mother, these worries reached a boiling point in 2012.

Mallika Sadani, an ex-banker, shifted to India from London with her husband, Mohit Sadani, and her one-year-old daughter. But along with the multiple lifestyle changes came a challenge- her daughter’s skin condition. 

She had very delicate, dry skin that would redden and turn itchy at the slightest exposure to chemicals. The doctor recommended a moisturizer, which worked wonders, but its unavailability in India posed another challenge. 

To Find A Permanent Solution

Malika Sadani’s search for toxin-free, gentle products for her daughter quickly turned into growing frustration.

A banker by profession, Malika was no stranger to problem-solving. With an MBA from the Welingkar Institute of Management and a background in banking at ICICI, she had always been methodical and driven. 

However, this was different. They relied on family and friends traveling abroad to bring the products they couldn’t find at home. But how long could they depend on good weather and family support?

That Delivered a Purpose

One missed delivery during a snowstorm in Boston became the tipping point. Malika was done relying on “jugaad.”

Her daughter’s discomfort became a question: Why should any mother in India have to struggle to find safe products for her baby?

She began speaking to other moms – over 200 of them. Every conversation revealed the same pain point. That’s when the banker turned into a problem-solver again – but this time, with her heart leading the way. 

Together with Mohit, she set the foundation for a dream and an aim to create products that eliminate the need to import toxin-free baby care products. And so, The Moms Co. was born.

The Language of Labels

They began with one simple idea: If it’s not good enough for our child, it’s not good enough for anyone else’s. 
She started with the basics, learning and discovering what it took for a product to be ‘gentle’ and ‘natural.’

More information was added to this research through conversations with pediatricians, dermatologists, and, most importantly, with mothers. 

These conversations shaped everything – from the choice of ingredients to the brand’s tone. The Moms Co. became more than a product line.

Right from day one, it became a promise: We’ll worry about the science so you can enjoy the journey of motherhood.

Over 2 Years For A Breakthrough

It was time to turn research into reality. Malika and Mohit partnered with toxicologists and scientists across India and Australia to test their formulation. One scientist took it on as a challenge, working seven months to perfect it.

After 2.5 years, ₹2 lakh in savings, and over ₹1 crore in angel funding, their first range of products finally hit the market—born out of relentless pursuit and science-backed precision.

Born from Care, Backed by Science

The first range launched by The Moms Co. focused on pre-and post-natal care, followed by baby care essentials. Every product was made with natural, toxin-free ingredients backed by global safety standards. 

The formulae were crafted in partnership with experts in Australia and tested rigorously to ensure they are safe for sensitive Indian skin before reaching shelves.

Plus, the brand collaborated with manufacturers with 30+ years of experience building natural product ranges.

That Spoke Like a Mom

Their first campaign was not built in a boardroom—it was Malika’s story—a mother talking to other mothers. From day one, The Moms Co. wasn’t just selling products. It was building a community. And it worked!

While building different product ranges for babies and mothers, Malika ensured to stay in touch with the customers as much as possible through WhatsApp messages, Instagram, and other channels.

One mom used it, loved it, and told five more. That was the magic
Mothers started trusting The Moms Co.

One of their earliest customers, an expecting mother, called Malika at 9:30 p.m., asking for a baby kit delivery before heading to the hospital. She said she wanted the best for her newborn from day one. 

Meeting Moms Where They Are

The first zero-to-ten customer base was formed with one idea: just ensure that we go wherever our customers are and they don’t have to hunt for the product. 

The Moms and Co. started with an online platform and added offline sales to its purview within the first three months of the launch. Keeping in mind the idea of reaching the customers, the brand started adding visibility through medical channels. 

Mohit leveraged his network to place the brand inside hospital waiting rooms, making them the first brand of its kind to do so.

In the first year of its launch, the brand kept expanding the definition of mom’s skincare-post-maternity, maternity, aging, and simplifying skincare solutions.

More Moms, One City at a Time

As The Moms Co. grew from 3 to 40+ products, the need for capital also increased. After the initial angel investment, the brand reached out and sealed three investment rounds from DSG and Summer Capital. 

Malika used the funding to launch The Moms Co. Store in 2018 and grow it to 250 locations by  2020. The strategic move added an impressive ₹22.3 crore to the company’s turnover and took the brand presence to over 1500 stores in India. 

To Belief: Moms Found Their Voice

In 2020, The Moms Co. launched the campaign #ThemomscoMom, spotlighting real stories of motherhood.

No gloss, no filters—just the raw, tender, and brave voices of moms across India.

The campaign resonated deeply, cementing the brand’s position not just as a seller of products but as a supporter of the motherhood journey.

A Household Name

Over the next few years, The Moms Co. expanded steadily—first into skin and hair care and then wellness. But they never strayed from their core: to create solutions for moms and families who deserved better.

By 2021, The Moms Co. had already touched the lives of over a million families. The products were available in 20,000+ stores, and the brand had expanded into skin care, hair care, and wellness for moms and families alike.

That year, they joined hands with The Good Glamm Group in a deal that valued the brand at around ₹500 crore and marked India’s largest D2C exit in 2021.

Still The Go-to Mom Brand

Today, The Moms Co. offers over 50+ products, has served over 2 million customers, and is one of India’s most trusted names in toxin-free personal care.

But if you ask Malika what matters most, it isn’t the revenue or reach. It’s the late-night DMs from moms saying, “Thank you. I finally feel safe using something on my baby.”

It’s the knowledge that a mother isn’t second-guessing what she’s using somewhere. Because someone once did – and turned that worry into something beautiful.

Think about the last time you took a flight or drove past a petrol pump. Have you ever wondered how that fuel gets there? It’s not magic—it’s shipping. And when it comes to shipping, one homegrown giant has been steering the industry for over 75 years.

Centuries ago, Chhatrapati Shivaji Maharaj, the Father of the Indian Navy, understood that true power wasn’t just on land—it was on the seas. As India approached independence, a new battle for maritime dominance was unfolding. Visionary entrepreneurs saw beyond the tide, refusing to let India remain a mere passenger in global trade. 

What started as a simple commodity business soon became a force that would reclaim India’s place on the seas and shape its maritime destiny for generations.

That Sparked A Shipping Empire

Mumbai, early 1900s—where the scent of salt met the spice of ambition. Among the bustling docks and roaring trade markets, two brothers,

Jagjiwan and Maneklal Mulji, saw something others didn’t: the tides of opportunity. But before they set sail on their shipping dreams, their story began with something much sweeter—sugar.

The duo ran Jagjiwan Ujamshi Mulji and Company, importing sugar from Java to India on their chartered steamers. Business was booming, but the real revelation wasn’t in the sweetness of their cargo—it was in the cost of getting it here. 

At the time, freight rates stood at a hefty Rs. 27 per ton. The brothers, ever the strategists, brought it down to just Rs. 10 per ton using their chartered steamers. This was their “first blood”—the moment they realized the power of shipping.

A Bold Move That Reshaped Shipping

But just as their sails caught the wind, the 1930s came crashing with the Great Depression. Trade slowed, businesses crumbled, and even the sharpest entrepreneurs found themselves struggling hard. 

The Mulji brothers weren’t about to sink. Instead, they turned to a prominent Bombay business family—the Bhiwandiwallas. With no money but an unshakable belief in their skills, they made a pitch: invest in us, and we’ll multiply your wealth. 

The Bhiwandiwallas took the bet. And just like that, Ardeshir Hormusji Bhiwandiwalla and Company was born—a partnership that would forever change India’s shipping industry.

India’s Maritime Independence

With their new backers, the brothers expanded aggressively. They acquired more vessels, built stronger trading networks, and positioned themselves as key players in India’s maritime trade.

But their greatest test was yet to come. As whispers of war and independence grew louder, shipping became its battleground.

British shipping giants dominated Indian waters, controlling freight costs and dictating terms. Indian traders were at their mercy—until the Mulji brothers and their partners decided to fight back. 

They expanded their fleet, securing contracts once considered impossible for Indian businesses. Every voyage was a statement: India wasn’t just a market; it was a contender.

The Birth of an Indian Shipping Giant

By the time independence dawned, the once-small sugar importers had transformed into a force to be reckoned with.

The Muljis and the Bhiwandiwallas partnership laid the foundation for one of India’s most formidable shipping legacies. 

Enter 19-year-old Vasant Sheth, armed with ambition and an invitation to study in Britain and America.

During his travels, he met I.S. Chopra of the Indian Foreign Service, who, intrigued by the young Sheth’s vision, encouraged him to stay in touch.

The Moment, Sailing into History

In Washington, Chopra introduced Vasant to a lawyer with a golden tip: the US Maritime Commission was offloading Liberty ships—workhorses of the war, built to withstand U-boat attacks—at throwaway prices. With thick hulls and minimal machinery, these vessels weren’t luxurious but built to last.

It was a perfect first ship.
A $25,000 application fee later, the firm officially applied under A.H. Bhiwandiwalla and Company. Three months passed. Then, a telegram from India’s Ministry of External Affairs: the vessel had been granted. 

The first Great Eastern ship—Jagvijay, meaning ‘World Victory’—was delivered on May 3, 1948. India’s independence, the war’s end, and perfect timing aligned to create history. 

And with that, The Great Eastern Shipping Company (GE Shipping) was born.

Of New India

As business boomed, a family advisor, H.T. Parekh, offered a word of wisdom—separate sugar from shipping. The firm agreed. And now, the focus was solely on navigating the high seas.

The world had changed post-war, and Japan was desperate to rebuild. In 1951, just released from Allied occupation, the nation needed partners.

Great Eastern took a bold step, becoming the first Indian company to place shipbuilding orders with Japan’s Mitsubishi Shipyard.

K.M. Sheth, the next-generation leader, took charge. Living in Japan, he oversaw the construction of the Jagjamuna and Jagganga, solidifying Indo-Japanese trade relations at a 

Of GE Shipping When Timing & Vision Aligned

Great Eastern secured another first in India—an exclusive all-India agency for Japan’s Yamashita Steamship Company.

Meanwhile, in Germany, Blohm & Voss shipyards struggled to find buyers for their revolutionary new barge vessel designs. 

No one was biting—except Great Eastern. The firm placed orders for Jag Dev and Jag Darshan, which later inspired the Hindustan Shipyard in Visakhapatnam to build four more: Jagdish, Jagdharma, Jagdev, and Jagdoot. Jagdhir was eventually sold to the Tata Group.

Boom, War, and the Need for Oil

The 1950s and ’60s saw an explosion in global shipping demand, fueled by the Korean War (1950–1953) and the 1956 Suez Canal crisis, which forced ships to reroute around Africa’s Cape of Good Hope.

The extra 15-day journey meant soaring freight rates and massive profits. Great Eastern capitalized on this boom and, in 1956, acquired India’s first oil tanker—Jagjyoti. The oil game had begun.

Then came 1962. The Indo-China War tightened India’s foreign exchange reserves, while consecutive droughts threatened food security. India needed to charter ships but was bleeding dollars in commission fees. 

K.M. Sheth made a radical proposal—India should control its shipping. His recommendation led to the creation of Transchart in 1964, ensuring government cargo moved on Indian-flagged vessels and nationalizing the country’s chartering operations.

Oil Crisis, Embargoes & the Changing Tides

Great Eastern sailed through global conflicts that reshaped the shipping industry—the 1967 Suez Canal closure, the 1973 Yom Kippur War that triggered an oil crisis, the 1979 Iran-Iraq War, and the 1990 Gulf War.

Each time, as the world panicked, Great Eastern strategized. The early 1990s brought another twist. The International Maritime Organization (IMO) ruled that all tankers must have double hulls to prevent oil spills.

Single-hull vessels became obsolete overnight. Panic selling ensued. But Great Eastern took a contrarian view—these ships could still be profitable if managed well. 

From Jag Laadki to Jag Prakash

The company swooped in as government licensing restrictions eased and liberalization kicked in, acquiring vessels at bargain prices. A daring bet that paid off.

One such vessel, the Jaglaadki, made history by becoming the first Indian crude oil tanker to dock in America post the Oil Pollution Act 1990. Great Eastern built its first double-hull tanker, Jag Prakash, in 2007 at South Korea’s STX Shipyard, future-proofing its fleet.

Today, the company is a $2 billion giant, commanding a fleet of 43 ships, a testament to decades of strategic vision and resilience.

Riding the Waves

The shipping industry is evolving, driven by climate policies, green energy initiatives, and digital advancements. GE Shipping understands that the tides are shifting, and they are not just watching from the shore but actively steering the change. 

The company is investing in green ships and has already lined up new fuel-efficient, lower-emission vessels to reduce its environmental footprint. As India pushes for greater energy independence, GE Shipping is expanding its offshore operations and strengthening its oil and gas logistics role. 

At the same time, technology is reshaping the maritime world, with AI, automation, and predictive analytics driving efficiency. GE Shipping is embracing these innovations, ensuring they stay ahead of the curve in the next phase of global shipping. 

March-end—when tax season turns into a frantic scramble. Last-minute savings, confusing rules, and a desperate hunt for misplaced receipts. No matter how digital the world became, tax filing remained a puzzle—complex forms, endless calculations, and the fear of getting it wrong.

Until one IIT Guwahati graduate turned this frustration into an opportunity, transforming how millions of Indians file taxes. The result? A company that generated ₹209 crore in revenue in 2023-24.

Here’s how one idea made tax filing effortless. 

That Changed Everything

Dial back to the afternoon of 2010 in Delhi and a chat between Archit Gupta, who was visiting from San Francisco, and his Chartered Accountant father, Raja Ram Gupta.

Archit’s dad talked about the government’s new online tax filing system, which is the same old hassle but in a digital form.
The conversation was casual, but not the problem.

It stuck with Archit and sparked something deeper—and by 2011, it had brought him back to India with one clear thought: Let’s make it easy for people. And that’s how the seeds of ClearTax were sown.

Data Engineering to Taxation

Imagine an IIT Guwahati Graduate quitting a job at Data Domain Corporation and PhD at the University of Wisconsin to start a venture in India – armed with nothing but an idea.

Now add a $250,000 cheque from his boss as an angel investor. Sounds like a well-planned, pitch-perfect startup story.

Not quite. Archit had no product, no detailed business plan—just a clear goal: to build the simplest possible solution to a problem millions of Indians faced.

From the Idea To The Product

Archit started from scratch in a new business ecosystem, learning from the CAs and deepening his knowledge and understanding of the Indian tax system.

He started looking at ‘e-filings’ as a software problem and developed the platform. The mission was simple: eliminate the complexities and simplify tax filing with a few clicks.

A Product Of The People, For The People

India’s startup scene was all about transactions and e-commerce. But Archit set out to build a product-first company.

But the big question? Can a pure product company survive here?
The team started by building software for consumers and CAs, planning to roll it out via CAs first. But it felt incomplete.

So, they decided to put consumers at the heart of it all. Focus on their needs. Make e-filing simple.

In July 2011, Archit, his father, and Ankit Solanki – a friend he met at a hackathon – launched ClearTax with that mission.

Startup to First 1,000 Users

Fun fact: the completely bootstrapped company was launched just 11 days before the tax filing deadline for the year!

With no marketing budget, Archit relied on word-of-mouth, emailing friends and acquaintances to test the platform. 

Within two hours of going live, ClearTax registered its first user. By the end of 11 days, 1,000 people had filed their taxes on the platform. 

Three dedicated people working in a garage got ClearTax its first tick of approval! 

An Easy-Breezy Tax Filing Tool

ClearTax was built for the people, and Archit kept consumers at the centre of each aspect, working day and night to add one support feature after another. 

Once, someone told him how difficult it was to understand and read the form.

ClearTax added a feature where you could upload the form online, and the platform would extract the necessary details automatically. 

What once took hours was now done in just 15 minutes.

Of Scale And Achieving It

With easy-to-use features on the platform, the number of users also increased.

The company had started to scale and it was time to work on more financial backing. But raising funds was tough for a tax-filing startup.

Meanwhile, US giants were entering the Indian market with aggressive marketing.

That’s when Archit came across Y Combinator, a Silicon Valley accelerator.

But there was a catch: the investor did not have a pattern of investing in emerging-economy companies. 

Financial Stamp Of Approval!

Archit saw the opportunity when YC invested in a Brazilian company.

He took a chance, applied, appeared for the interview, and got selected as the fifth YC-backed Indian start-up in 2014. 

ClearTax also became the first YC-backed Indian company focusing only on the Indian market. 

The Funding Flood Gates

ClearTax received a seed fund of $1,20,000 from YC, followed by financial backing from One97 Communications in October 2015.

It also raised $2 million in the Pre-Series A round of investment from FF Angel and Sequoia Capital, besides seed funding of $1.3 million from PayPal co-founder Scott Banister. 

Later, big names like Naval Ravikant, WhatsApp business head Neeraj Arora, Dropbox VP Operations Ruchi Sanghvi, and Flexport’s CEO Ryan Petersen joined the list of investors. 

From bootstrapping to raising $75 million in 2021 from Stripe, Cleartax started deepening its mark in the Indian business ecosystem.

To a Financial Ecosystem

With solid financial backing, ClearTax expanded beyond tax filing. It introduced GST solutions in the B2B space, compliance services, and investment tools, gradually evolving into a full-fledged financial ecosystem.
 
Today, the platform connects over 2,000 brands, 700,000 businesses, and 60,000 tax professionals, simplifying finance for millions of Indians.

Its innovation and impact earned it numerous accolades, including TC Top Companies (Y Combinator) in 2021,

Most Innovative Fintech Data Solution Provider Award in 2022, and one of India’s Most Trusted Brands in 2023.

Product At Its Best

Today, ClearTax is synonymous with efficiency, reducing tax filing time to just seven minutes on average and helping save ₹1000 crore as tax savings. 

It processes up to 10% of India’s business invoices and contributes significantly to India’s e-invoice generation. 

In fact, in FY2024, the company’s operation scaled 93%, clocking a revenue of ₹209.84 crore. Their approach? Keep listening to and understanding your consumers. 

A Financially Empowered India

Archit Gupta envisions ClearTax, now recognized as ‘Clear’, as more than just a tax-filing platform; he sees it as a financial partner for every Indian. 

The company continues pushing boundaries, exploring AI-driven financial tools, and expanding its portfolio to make financial literacy and tax compliance easier for individuals and businesses alike.

From a summer conversation in Delhi to revolutionizing India’s financial landscape, ClearTax’s journey proves that the best businesses don’t just solve problems—they change lives, one tax return at a time!

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

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

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

Curious? Let’s rewind

A Frustration, and A Billion-Dollar Idea

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

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

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

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

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

Of Digital Audio

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

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

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

Of Highs, Lows, & the Dot-Com Bust

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

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

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

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

AppearsWith the Launch of iPod

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

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

From A Struggling Startup To an Industry Leader

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

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

Of the Audiobook Empire

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

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

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

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

Of the Future

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

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

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

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

Want to know how they built this business? Read on

Of Foam & Frustration

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

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

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

Chaitanya’s Road to Reinvention

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

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

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

Two Founders and One Shared Vision

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

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

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

Disrupting the Sleep Market

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

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


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

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

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

That Kept Investors Tossing and Turning

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

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

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

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

Showroom Markups to Sleep Science

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

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

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

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

Wakefit’s Sleepy Yet Smart Marketing

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

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

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

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

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

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

To Rocket Growth

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

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

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

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

The Comfort Revolution

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

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

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

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

Gurukul, Carpentry & The Future of Wakefit

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

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

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

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

Are you curious to know the story? Read on

Sisterhood & A Dream

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

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

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

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

Of Collective Ownership

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

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

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

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

Built for Women, by Women

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

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

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

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

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

An Identity

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

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

Stereotypes, One Crunch at a Time

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

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

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

The Magic Ingredient?

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

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

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

The Jingle That Made India Crunch

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

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

Snacks to Global Sensation

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

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

In A Crunchy Market

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

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

The Expanding Lijjat Menu

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

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

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

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

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

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

Curious to learn more? Read on

From Microsoft to Basement Hustles

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

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

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

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

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

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

The Birth of Lenskart

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

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

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

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

Seeing Through the Doubt:

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

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

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

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

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

The Multi-Store Experiment

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

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

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

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

The Ronnie Screwvala Moment

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

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

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

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

From Clicks to Bricks

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

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

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

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

Blurred Losses to Crystal

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

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

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

The Billion-Dollar Leap

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

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

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

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

Is 20/20: Lessons from the Journey

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

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

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

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

Beyond Eyewear

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

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