Best printers for Home

Best Mixer Grinder

Best wired Earphones

Best 43 Inch TV in India

Best Wi Fi Routers

Best Home Theatre in India

Smart Watch under 5000

Best Laptops for Education

Best Laptop for Students

Mumbai (Maharashtra) [India], September 1 (ANI): Reliance Consumer Products, the fast-moving consumer goods arm and a fully-owned subsidiary of Reliance Retail Ventures, on Friday announced the expansion of its beverage portfolio with the launch of a cricket-themed drink, <keyword id="18620172" type="General" weightage="100" keywordseo="campa-cricket" source="Orion">Campa Cricket</keyword>. Bursting with electrolytes, <keyword id="169701" type="General" weightage="80" keywordseo="campa" source="Orion">Campa</keyword> Cricket is a crisp lemon-flavoured carbonated drink dedicated to passionate cricket fans across India. In a release, it said the refreshing beverage has been specially developed to rehydrate and revitalize consumers on and off-field. "Campa Cricket aims to forge a strong connection between the brand Campa and one of India's biggest passions, the game of cricket. While the drink is infused with electrolytes to replenish vital salts, it also provides fizzy lemony refreshment to cricket fans, whether they are cheering for their favourite cricketers or going about their day-to-day chores," said an RCPL spokesperson, as per the release. Campa Cricket will be available to consumers in several formats, including in 250ml pack priced at Rs 20 and a shareable 500ml pack priced at Rs 30. The beverage is set to be launched in key states, including Karnataka, Tamil Nadu, Andhra Pradesh, Telangana, Gujarat, Maharashtra, West Bengal, and Uttar Pradesh. With this launch, RCPL strengthens its growing beverage range including drinks from Campa, Raskik and Sosyo Hajoori. RCPL's FMCG portfolio currently comprises daily essentials under its own brand Independence, confectionery from Lotus Chocolates and Toffeeman, Sri Lanka's leading biscuit brand, Maliban, Alan's Bugles corn chips and a wide range of home and personal care products under brands such as Dozo, Enzo and Get Real. (ANI)

Reliance launches Campa Cricket -  infused with electrolytes

<ul><li>Campa is targeting the growing market of downtraders by pricing its soft drinks attractively. </li><li>When you are drinking a cola, you are not just consuming a soft drink, you are consuming a branded experience, says Ambi Parameswaran, branding guru and author. </li><li>Campa has to get its distribution right and match the width of distribution that other colas have today, says Harish Bijoor, branding expert. </li></ul><keyword id="15793554" type="General" weightage="20" keywordseo="reliance-consumer" source="Orion">Reliance Consumer</keyword>’s Campa Cola relaunch at an invitation price of 200 ml at ₹10, and 500 ml at ₹20 – is clearly aimed at taking on rivals Coca-Cola and Pepsi head-on. Reliance is a master at disrupting existing categories with its entry level pricing and innovative marketing models. Just recall the launch of Jio’s high speed broadband mobile services in 2016 for free. The <a href="https://www.businessinsider.in/retail/news/reliance-brings-back-the-iconic-campa-beverage-brand/articleshow/98520789.cms">launch of Campa-Cola</a> is right not just from the season point of view but also because the <a href="https://www.businessinsider.in/finance/article/inflation-burns-a-hole-in-the-pockets-of-indias-lower-income-households-from-fmcg-goods-flip-flops-to-crackers-consumption-takes-a-backseat/articleshow/95536971.cms">heat of inflation has burned a hole </a>in the pockets of Indians. In the last six months, many Indians, both rural and urban, have been hit by high inflation and have been downtrading – that’s shifting to cheaper brands or even going for unbranded products. The FMCG market is in the most price-sensitive state it has even been in the last few years. Campa is targeting this growing market of downtraders, at a price that’s almost half of what other cola brands offer. “Yes, it caters to this trend,” agrees Harish Bijoor, founder of a consultancy firm, Harish Bijoor Consults, adding, “There is relevance for a lower-priced cola – a local cola with a friendly price versus an MNC cola with MNC prices.” “Penetration pricing can boost Campa’s traction among the price-sensitive Indian masses, especially in the rural markets. The aggressive pricing will magnify the impact of the relaunch amid the cost-of-living crisis, as 68% of Indian consumers are extremely concerned about the impact of inflation on their household budget,” says Bobby Verghese, consumer analyst at GlobalData. Price matters, but brand matters too Ambi Parameswaran, branding guru, author, and the former head of FCB Ulka, however, believes that it’s hard to beat established brands like Coca-Cola and Pepsi with a pricing strategy alone. “When you are drinking a cola, you are not just consuming a soft drink, you are consuming a branded experience. There have always been lower priced and local colas in the market but they found limited success. They (Reliance) will have to bring in celebrities and invest big money in marketing,” he adds. Reliance has launched Campa across three different flavours – cola, lemon and orange — which covers the entire gamut of soft drinks. “They launched one unified brand across flavours and that might work,” opines Parameswaran. Reliance also went with the slogan ‘The Great Indian Taste’ as it relaunched an iconic brand Campa which was once competitor to Parle’s Goldspot, Thums Up and Limca – the last two ended in the kitty of Coca-Cola, which made its comeback in the ‘90s. Campa, however, could not withstand the growing competition of Pepsi and Coca-Cola, and shut shop in 2000-01. After it was acquired in August last year, it’s Campa that now has a moneyed backer with marketing muscle and a giant retail footprint of 17,225 stores, offline. Reliance also retails groceries and more online and launched sales via WhatsApp six months back. It also owns a stake in Dunzo – a quick commerce retailer. “Reliance can also leverage its own offline retail and e-commerce stores to quickly narrow the gap with Coca-Cola and PepsiCo’s nationwide distribution networks and bolster Campa’s market penetration. In terms of pricing, Reliance Consumer can go toe-to-toe with multinational operators,” said Francis Gabriel Godad, business development manager, GlobalData India. Where is the footprint? Yet, the cola market is like no other FMCG brand. With the need for refrigeration and a rock solid distribution channel that Coca-Cola and Pepsi have built for years – this might be a tough act to follow if not break. “It’s not just pricing. They have to get distribution right and match the width of distribution that other colas have today. Colas retail differently – most of them are sold out of kirana stores, dhabas and others,” explained Bijoor. Reliance Retail’s footprint can drive the sales of large soda packages. “At home consumption only contributes to 20% of cola sales. The rest is purchased on-the-go,” says Parameswaran. Moreover, Pepsi and Coca-Cola have built their empires on the theory of exclusivity. For example, McDonald’s retails Coca-Cola (only) at its outlets and Burger King goes with Pepsi. In India, these brands have ‘owned’ dhabas and small-time restaurants where either of the brands’ products are retailed extensively. Since this is where most Indians eat, it also helped them make colas a part of Indian meals which matches with biryanis as easily as it does with burgers. Thanks to extensive marketing campaigns, they penetrated rural markets, killed local goli soda businesses and have become the ‘thanda’ of choice. Colas and cricket The third dimension of the cola business after price and distribution, is the ‘taste’. Even today, Thums Up is perceived as the ‘strong’ cola, with the other two colas close behind. Bijoor and Parameswaran say that with colas, it’s more about the brand than the taste and few people can recognize cola brands in a blind tasting. Yet, consumers tend to buy the brand they feel they like the most. Godad says that Campa can build a similar recall as it announced plans to launch an intensive marketing campaign at the Indian Premier League (IPL) 2023 – the cricket tournament with a viewership of over 200 million. This too is a page out of Pepsi’s playbook which has had popular brand ambassadors among cricketers like Sachin Tendulkar and more. At one point in time, it even engaged almost all of the Indian cricket squad to the 2003 world cup in South Africa including Sourav Ganguly, Rahul Dravid, Harbhajan Singh and more in its ads. Reliance Consumer intends to bring similar energy into its marketing. “Reliance’s branding activity during the (IPL) event will thereby amplify Campa’s mass-market awareness in the cricket-loving nation. Moreover, as the official sponsor of the popular ‘Mumbai Indians’ IPL team, Reliance Group can rope in popular cricketers as brand ambassadors. This is a powerful marketing strategy given that endorsements by celebrities or organizations are an essential feature that 29% of Indians actively look for when purchasing products, according to GlobalData’s 2022 survey,” says Godad. In addition to all, Reliance is also not building a ‘new brand’ either, it is bringing back an old brand with nostalgia value that still rings a bell with Gen Xers and millennials — that’ll send at least a few to try a brand they once loved. SEE ALSO <a href="https://www.businessinsider.in/business/news/millennials-want-the-security-of-their-own-roof-over-heads-finds-cbre/articleshow/98120129.cms">Millennials want the security of their own roof over heads, finds CBRE</a> <a href="https://www.businessinsider.in/business/news/healthcare-consumer-goods-minted-the-most-indian-dollar-billionaires/articleshow/98913863.cms">Healthcare, consumer goods minted the most Indian dollar billionaires</a>

Campa has to go beyond invitation price to build the brand & distribution network

Reliance to pick up 50% stake in Sosyo Hajoori, a 100-year-old beverages firm – Here’s all you need to know

​Campa is from the time when cola ads gave Bollywood stars their first breaks​

<ul><li><keyword id="10926" type="General" weightage="80" keywordseo="reliance" source="Orion">Reliance</keyword> Consumer Products, the FMCG arm of Reliance Retail announced the relaunch of the <keyword id="169701" type="General" weightage="100" keywordseo="campa" source="Orion">Campa</keyword> brand of beverages. </li><li>Reliance is kicking off with three variants, namely Campa Cola, <keyword id="16744219" type="General" weightage="50" keywordseo="campa-orange" source="Orion">Campa Orange</keyword> and <keyword id="16744221" type="General" weightage="50" keywordseo="campa-lemon" source="Orion">Campa Lemon</keyword>. </li><li>Reliance Retail had acquired Campa from <keyword id="1935541" type="General" weightage="50" keywordseo="pure-drinks" source="Orion">Pure Drinks</keyword> in August last year for ₹22 crore. </li></ul>Reliance Consumer Products, the fast moving consumer goods (FMCG) arm of Reliance Retail Ventures announced the relaunch of the iconic beverage brand Campa which it had acquired in August 2022. For starters, Reliance is kicking off with three variants, namely Campa Cola, Campa Orange and Campa Lemon. The cola and orange variants are already available for purchase at Reliance’s Smart outlets. “While older family members will have fond memories of the original Campa and cherish the nostalgia associated with the brand, younger consumers will love the crisp refreshing taste,” said a Reliance Consumer Products spokesperson. The Campa brand was founded in 1977 by Pure Drinks, after Coca Cola left India. Pure Drinks was also the sole manufacturer and distributor of Coca Cola from 1949 to 1977. Reliance will offer the three Campa beverages in 200 ml to 2 litre capacities. “With a rapidly evolving Indian market throwing up more consumption occasions, we are truly excited to bring back Campa, which is yet another bold step forward for our expanding FMCG business,” the RCPL spokesperson added. <cmsannotation type="cmsannotation" annotationid="Campa a part of Reliance’s $6.5 billion consumer play" comment="subhead" text="Campa a part of Reliance’s $6.5 billion consumer play">Campa a part of Reliance’s $6.5 billion consumer play</cmsannotation> Reliance Retail acquired the Campa brand for ₹22 crore, as a part of its strategy of acquiring and building a portfolio of private labels, and also picking up once popular regional and national brands. According to a Reuters<a href="https://www.reuters.com/business/retail-consumer/exclusive-indias-reliance-acquire-dozens-brands-65-bln-consumer-goods-play-2022-05-15/"> report</a>, Reliance plans to acquire dozens of brands as part of a $6.5 billion play in the consumer segment. Earlier in January this year, Reliance Retail<a href="https://www.businessinsider.in/business/corporates/news/reliance-to-pick-up-50-stake-in-sosyo-hajoori-a-100-year-old-beverages-firm/slidelist/96740073.cms"> announced</a> the acquisition of a 50% stake in <keyword id="15965573" type="General" weightage="50" keywordseo="sosyo-hajoori" source="Orion">Sosyo Hajoori</keyword>, a 100-year-old beverage company based out of Gujarat. Reliance has also acquired or picked up stakes in several companies big and small, like<a href="https://www.businessinsider.in/business/corporates/news/reliance-retail-to-acquire-wholesaler-metro-cash-carry-for-2850-crore/articleshow/96415905.cms"> Metro India</a>, Lotus Chocolate, Hamleys, and Netmeds. Last December, the company launched a new FMCG brand named Independence, under which it will sell products ranging from processed foods, staple to daily essentials. SEE ALSO: <a href="https://www.businessinsider.in/entertainment/news/without-hbo-and-ipl-15-million-subscribers-could-flee-disney-hotstar-in-2023/articleshow/98517377.cms">Without HBO and IPL, 15 million subscribers could flee Disney+ Hotstar in 2023</a> <a href="https://www.businessinsider.in/stock-market/news/fpis-continue-to-be-bearish-on-oil-gas-power-stocks-in-february-offload-equities-worth-7821-crore-in-the-two-sectors/articleshow/98511897.cms">FPIs continue to be bearish on oil &amp; gas, power stocks in February, offload equities worth ₹7,821 crore in the two sectors</a> <a href="https://www.businessinsider.in/finance/banks/news/indian-banks-decade-best-metrics-and-subdued-valuations-make-them-a-compelling-buy-bernstein/articleshow/98359442.cms">Indian banks’ decade-best metrics and subdued valuations make them a compelling buy: Bernstein</a>

Reliance brings back the iconic Campa beverage brand

<ul><li><keyword id="617730" type="General" weightage="80" keywordseo="isha-ambani" source="Orion">Isha Ambani</keyword> says <keyword id="8506093" type="General" weightage="60" keywordseo="jiomart" source="Orion">JioMart</keyword> users on Whatsapp have grown by nine times since its launch in 2022.</li><li>Reliance has invested $10 billion in the past two years in its <keyword id="69318" type="General" weightage="50" keywordseo="retail-business" source="Orion">retail business</keyword>, focusing on building integration, growing in-house brands.</li><li>The company recently announced the launch of its youth-focused fashion retail format, Yousta</li></ul> <keyword id="58448" type="General" weightage="90" keywordseo="reliance-retail" source="Orion">Reliance Retail</keyword> Ventures (RRVL), whose valuation recently doubled to Rs 8.28 lakh crore ($100 bn) from Rs 4.28 lakh crore in September 2020, after Qatar Investment Authority invested over Rs 8,000 crore in the company. The company will show the fastest growth in terms of revenue and EBITDA, said <keyword id="3820" type="General" weightage="70" keywordseo="mukesh-ambani" source="Orion">Mukesh Ambani</keyword> at the conglomerate's 46th Annual General Meeting on Monday. EBITDA is Earnings before interest, taxes, depreciation, and amortization. “In less than three years, the valuation of Retail has almost doubled, notwithstanding the intervening Covid-19 pandemic. Based on this valuation, Reliance Retail, had it been listed, would have ranked among the Top 4 companies in India and Top 10 retailers globally,” said Ambani. Speaking at the AGM, Isha Ambani, director of RRVL, said that the business has doubled to Rs 8.28 lakh crore from Rs 4.28 lakh crore in September 2020 as global investors have shown tremendous interest in the business. Out of this, the digital and new commerce sales contributed nearly Rs 50,000 crore in the financial year ending March 2023. The company has reported that registered customers grew to nearly 25 crore, with over 78 crore footfalls in FY23. “ We have invested over USD 10 billion in the past two years, focusing on building integration, growing in-house brands, and improving supply chain networks,” said Isha Ambani. Fast moving consumer goods update Isha Ambani said that their new FMCG business has made a strong start through multiple brands and partnerships. “A key pillar of our FMCG business is to make heritage Indian brands contemporary. JioMart users on Whatsapp have grown by nine times since its launch in 2022,” she said. Reliance Retail forayed into the personal care categories in the FMCG space and also became the official retailer of GAP in India to serve the mid-premium segment. The business also expanded its product basket through acquisitions and partnerships at both local and global levels like Metro, Campa Cola, Pret A Manger, Lotus, Sosyo, Maliban, and Toffeeman among others. Reliance Retail has also entered into the beauty segment by the launch of omni-channel beauty platform which focuses on providing experiential retail services “Tira” and opening its flagship store in Mumbai. Most recently, the company announced the launch of its youth-focused fashion retail format, Yousta, with the opening of its first store in Hyderabad’s Sarath City Mall. This will be targeted at consumers in the age group of 15-25 years at affordable prices. Isha’s first love AJIO, which was launched by Isha Ambani in 2016, had yet another strong year, with its catalogue size crossing 13 lakh options. “We continue to be the partner of choice for international brands straddling premium, bridge-to-luxury, luxury, as well as Indian designer wear,” she said at the AGM.

Reliance Retail will grow fastest in terms of revenue, EBITDA, says Mukesh Ambani

<ul><li>Like Humans, do brands also straddle between <keyword id="1339547" type="General" weightage="20" keywordseo="mrityu" source="Orion">Mrityu</keyword> and <keyword id="12853" type="General" weightage="20" keywordseo="moksha" source="Orion">Moksha</keyword>? Find out in this 2 part article series by <keyword id="9324569" type="General" weightage="20" keywordseo="shashwat-das" source="Orion">Shashwat Das</keyword>, Founder, <keyword id="7465777" type="General" weightage="20" keywordseo="almond-branding" source="Orion">Almond Branding</keyword>.</li><li>He shares how a few preachings of the Bhagavad Gita are applicable to brands as well.</li></ul>The other day, I came across an interesting insight from the Bhagavad Gita. In its Chapter 2, the Gita says that unlike a human body, the soul is immortal. While the human body may die of death or disease, the soul inside never dies. It simply gets in to new clothes (body) and continues its journey. This made me think whether this preaching of the Gita is applicable to brands as well? I started looking around for examples where brands have either died completely or have risen from the dead or the brink of death to emerge stronger in a new avatar. I did find a number of brands which have died their natural death, but more than that, I found that the number of brands that have reinvigorated themselves is far higher. Also, most of these re-born brands are even doing much better than before! So, just like the mighty Arjun who went to Lord Krishna for answers, I too went to Lord Google and started searching for answers to my questions. I had just two questions: <ol><li>Why do brands die and </li><li>How should a dying or a dead brand revive itself? </li></ol>In this article let us answer the first question first? Why do brands die? After much research and my interaction with many practicing experts I found the answers to these crucial questions. So, why do brands die in the first place? There are many reasons for this. But the main ones are: <ul><li>Being stagnant</li></ul>They say that rolling stones gather no moss. This is true for brands too. Brands that do not keep them updated to conditions around them become stagnated start to lose their charisma. Customers always like to connect with brands who are their own personality. If brands do not make an effort to emulate the customer’s personality or atleast lead a customer towards achieving one, then death is certain. There are many examples in India where brands remained stagnated and died without even realising what hit them. Remember brands like HMT, Campa Cola or Ambassador cars? These brands did not anticipate the changes happening around them and more importantly, even after knowing it refused to change thus leading to their death. Avoiding stagnation becomes more critical when we realise that most of them were market leaders once upon a time! <ul><li>Being disconnected with its customers</li></ul>Every brand has to evolve with its customers. Brands that realise the changes occurring in customer sensibilities in time and adapt themselves to these changes not only survive, but often thrive. Take the brand Lifebuoy. From being a mere bathing soap that had a very rustic look, Lifebuoy is today positioned as a health soap. There were times when Lifebuoy was used by people only to clean themselves after toiling in fields and dirt. But not anymore, Lifebuoy is much more than that today. It is a health-cum-beauty soap. Another brand that has remained connected with its customers is Pepsi. Pepsi keeps reinventing its brand identity every few years. Being a global brand, Pepsi looks for universally common themes and incorporates them into its visual identity elements. <ul><li>Misplaced value equation</li></ul>Customers buy a particular brand because that brand balances their value equation completely. To some, value is in terms of money while to some it is functional benefit and to some it is emotional benefit. But the moment a brand fails to balance this equation, things start going bad for a brand. Look at what happened to brands like shopclues.com. Once considered as a unicorn material, shopclues.com does not even appear in the customer’s consideration set today. Or for that matter MTNL. Once considered as the lifeline of Mumbai &amp; Delhi, the Millennials or the Gen-Z customers don’t even know about MTNL. <ul><li>Deliberate Decision</li></ul>While some deaths are a part of their own doing, sometimes it is forced on them. There was a time in India when GoldSpot, Limca and Citra ruled the carbonated fizzy drinks market. When Coca Cola wanted to re-enter India with its own set of brands that competed head-on with these three, it simply bought the out and quietly killed them. While some old-timers still remember these brands, the feeling is only nostalgic. To kill them was a deliberate decision of the brand owner. The same happened with Uncle Chips, once a leader in the potato chips market. Lays took over the brand and quietly killed it replacing it with its flagship. Today, Uncle Chips is half-dead. Half dead because, Lays uses Uncle Chips to kill competition in areas where Lays is weaker or absent. Once the field is clear, Lays takes over the market. Uncle Chips is now a mercenary! <ul><li>Failed resurrection</li></ul>There have been instances in the past when a brand was taken over with an intention to make it even bigger instead of killing it. Binaca and Hamam were once popular brands in the toothpaste and bathing soap category before they were sold. The intention of the new owner was to make them even bigger. But for reasons unknown, these brands collapsed even after multiple attempts to revive &amp; resuscitate them. <ul><li>Premature Death</li></ul>Death does not differentiate between infants, young adults or adults. It just happens! Remember Tata Nano, the great Indian car? The Nano is a classic example of a great brand died which died as an infant. While the product was flawless and perfectly placed on the value equation, its positioning proved to be its undoing! Nobody wanted to buy a car that shouted out loud “you couldn’t afford to buy a bigger car” every time one used it! Here was a car which had everything going right for it, but just failed in managing the perceptions right. Another example is of the soap brand LeSancy. It probably had the best value equation – the longest lasting soap! But then this strongest point proved to be its nemesis. Beyond a point, its long-lasting nature proved too much for the customers who were habituated to change/replace their soaps much frequently. Just like in life, there are exceptions to each of the situations mentioned, but this is by and large the case. The reasons can be many, but the fact remains that brand health is very fragile. Even minor accident may lead to their untimely death. Hence it is important to conduct regular health-checks, get vaccinated and keep the brand’s immunity at high to avoid any sudden surprises. But just like death is certain in our world, resurrection/revival is just round the corner for every brand, provided they make it to that corner! For every dying brand there are 100’s other who undergo a transformation and make a comeback with a bang. While some brands like Coca-Cola don’t disturb their visual identity but keep doing contemporary things, there are brands like Pepsi which revamp almost everything. We will see about such forever young brands in the next article. Hence, the route to achieving brand moksha is to avoid getting trapped in any of the above mentioned situations. And more importantly, if unfortunately your brand is caught in one, then the faster it gets out of it the better. Or else death is certain!

Why do brands die?

<ul><li><keyword id="1097800" type="PERSON" weightage="20" keywordseo="groovy">Groovy</keyword> was started by two brothers Mitkaran Singh Ghai and Rajneesh Sharma in 2019 under the banner Enhaz Beverages.</li><li>The company currently has two manufacturing plants in Uttarakhand and Jammu and Kashmir, that produce 700 pouches per minute.</li><li>The duo have an experience of two decades in the juice manufacturing business, and have been co-packers for Kingfisher’s club soda and water. </li></ul>In 2019, what was termed as the worst year for India’s fast moving consumer goods (FMCG) industry, two brothers decided to step into this domain by unveiling their juice brand Groovy, specifically targeting the Tier II, III and beyond regions of the country. While the brand was launched in 2019 under Enhaz Beverages, it hit the market in August 2020 as the country was still struggling to minimise the exposure to the COVID-19 pandemic. If 2019 brought a slowdown in demand for FMCG brands, 2020 was the year filled with complexities in operations and supply chain. The company, started by two brothers Mitkaran Singh Ghai and Rajneesh Sharma with an initial investment of ₹10 lakh, specifically focuses on high quality fruit juices priced at ₹10 to offer better quality products to the underserved markets in India. Enhaz Beverages’ product line is claimed to be free from any preservatives and comes in six flavours — mango, guava, pomegranate, mint-o-lemon, lychee and mixed fruit. It will be further expanded in the coming years, as the company introduces other packs within the range of ₹30-₹50. Just like other FMCG companies, Groovy also faced many challenges due to the pandemic. It imported all the machinery from China in January 2020 and was set to welcome a team of Chinese engineers to set them up, but the government decided to close all travel routes from China with the emergence of COVID-19. Clocking ₹15 crore in 10 months The founders of the company waited a couple of months before starting to set up the machinery themselves. The only way to communicate with the teams in China was by email, as WeChat was banned in India and phone calls were definitely not an option. To add to the troubles, the manuals too were in Mandarin. Despite all the odds, Groovy managed to set up the machines and clock sales worth ₹15 crore in the first 10 months of its operations, completely relying on the underserved regions of India. It has marked its presence across Jammu and Kashmir, Uttarakhand, Uttar Pradesh and Gujarat over the last one year. Its products are currently present across one lakh retail counters across these regions. “Whatever we have sold, the sale of ₹15 crore, has been through our offline channels. To add on, the sale has come from one plant in Uttarakhand plant… Our prior experience in this segment helped us in our networking and our distribution channel, which were already set in certain parts of the country. So, that is where we got lucky or you know our effort paid off initially,” Sharma added. It had set up its first plant in Uttarakhand and second one in Jammu and Kashmir in April 2021. The company now claims to have a capacity to manufacture upto 700 pouches per minute, with the new infrastructure in place. The claims that they would have been in line to crack ₹50 crore in revenue if it was not for the pandemic. It expects to hit the ₹30 crore mark in the financial year 2022, despite the second and the expected third wave of the pandemic hitting the country. Prices at ₹10, available in 6 flavours for underserved Indians Both Ghai and Sharma have been in the FMCG segment for almost two decades, but in the business-to-business (B2B) side of things. They have been co-packers for India’s well-known beer brand Kingfisher’s water and carbonated soda from 2000. Besides this, they have also been consultants for Campa Cola, leading seven projects pan India for setting up water, carbonated water, cold drink and juice plants for the company. Explaining their journey, Sharma added that they had been thinking of venturing into the consumer side of things since 2015 and decided to finally step in 2019. Ghai added that Enhaz was not worried about the demand slowdown when they entered the market in 2019. He added that slowdown had impacted products within a higher price range, but products within the price range of ₹5-₹10 were flourishing. “The reach of a good product is not everywhere, especially not in the smaller towns. We wanted to come up with a ₹10 rupees product to solve this issue,” he added. In the fruit juice business, Groovy is not only competing with other Indian brands like Paper Boat and Raw Pressery, but also international brands like <keyword id="567902" type="COMPANY" weightage="20" keywordseo="Tropicana">Tropicana</keyword> by PepsiCo, Real Fruit Juice by Dabur and others. As per an imarc <a href="https://www.imarcgroup.com/fruit-juice-manufacturing-plant">report</a>, the global fruit juice market reached a volume of 44.12 billion litres in 2020. However, 2020 was a challenging year for the Asian FMCG <a href="https://www.business-standard.com/article/companies/nielsen-predicts-revival-of-fmcg-growth-some-differ-as-covid-19-cases-rise-121032600016_1.html">market</a> that witnessed lower growth, according to a report by Nielsen. Groovy looks at domestic, international expansion within a year of launch Groovy is now underway to set up their plant in New Delhi to centrally manage all the locations it is in, and further expand to other regions of the country with an investment of $1.5-2 million. The company will be taking up the north Indian distribution itself and further expand to the southern part of India through franchising in order to reduce its time and cost of distribution. It aims to cover about 80% of the country by the end of 2021. “We are opening up our head office in Delhi so that we can monitor units in different parts of the country, so as to centralise the operations. We are hiring good salespeople and marketing people to set up distribution channels in different parts of the country. We are already in talks with somebody to give a franchise in the south of the country, so that we can start our operations in south India. By the end of this [calendar] year, we should have. We should be covering, I think, 80% of the country,” Sharma added. It also has international expansion on its agenda and is looking into other South Asian Association of Regional Cooperation (SAARC) regions except Pakistan. SAARC is a cooperative frame between Afghanistan, Bangladesh, Bhutan, India, Nepal, Maldives, Pakistan and Sri Lanka. Groovy is also planning to launch a revamped, sugar-free version of its products in the Middle East market. It is currently working on United States’ Food and Drug Administration (FDA) and halal approval to clear the steps towards its international expansion. SEE ALSO <a href="https://www.businessinsider.in/business/startups/news/failure-to-pivot-covid-19-blues-force-amazon-backed-shuttl-to-look-for-a-buyer/articleshow/84056797.cms">Failure to pivot, COVID-19 blues force Amazon-backed Shuttl to look for a buyer</a> <a href="https://www.businessinsider.in/business/startups/news/payments-firm-pine-labs-raises-600-million-as-it-plans-to-go-public-by-2022/articleshow/84162996.cms">Payments firm Pine Labs raises $600 million as it plans to go public by 2022</a> <a href="https://www.businessinsider.in/business/ecommerce/news/why-restrict-e-commerce-players-when-offline-retailers-follow-the-same-practices/articleshow/84068271.cms">Why restrict e-commerce players like Flipkart and Amazon when offline retailers follow the same practices, ask industry experts</a>

A startup that earned ₹15 crore selling juices in India’s suburbs is now looking at international expansion

<ul><li>There are now 122 <keyword id="8959677" type="UNKNOWN" weightage="20" keywordseo="containment-zones">containment zones</keyword> in <keyword id="66" type="COMPANY" weightage="20" keywordseo="Delhi">Delhi</keyword>.</li><li>The highest containment zones are in the North district at 24. The South East has 17 containment zones while the South district has 12 zones.</li><li>While other parts of the city may have some relaxation from the <keyword id="91743" type="PERSON" weightage="20" keywordseo="lockdown">lockdown</keyword>, these containment zones have strict rules in place until June 30, as per Ministry of Home Affairs. </li></ul>The Delhi government has identified 20 new containment zones, taking the total number of containment zones across 11 districts to 122 as of May 21.Among the 20 new containment zones, one is in East, three in North, three in south-east and 13 in West zone. The <a href="https://twitter.com/ANI/status/1266750150153629696">highest containment zones are in the North distric</a>t at 24. The South East has 17 containment zones while the South district has 12 zones. While other parts of the city may have some relaxation from the lockdown, these containment zones have strict rules in place until June 30, as per Ministry of Home Affairs. This comes as Delhi witnessed a record single-day spike with 1295 fresh cases which pushed the total tally close to 20,000. As of May 30, the total number of cases reported in Delhi are 19,844, of which 8075 are active. According to the Delhi health department, 473 people have died due to <keyword id="1754604" type="PERSON" weightage="20" keywordseo="coronavirus">coronavirus</keyword>. Despite continuous increase in coronavirus cases, the Delhi government has suggested to open markets, malls and other non-essential services in the national capital on an odd even basis. Here’s the full list of containment zones in Delhi: <ul><li>Entire affected street near Gandhi Park, Malviya Nagar</li><li>Entire affected street of Gali No 5, 6 &amp; 7, L 1 Sangam Vihar, New Delhi</li><li>The affected area around House number A-176, Deoli Extension, New Delhi</li><li>Shop No J-4/49, Khirki Extension, Khirki Village, New Delhi</li><li>Jain Moholla, Pandit Mohalla from Epic Centre 715, Chirag Delhi</li><li>Boundary starting from B-4/200 and covering the whole locality till backside of Humayun lane includes, Ashiana complex and B-4/206 Safdarjung Enclave, New Delhi. </li><li>House number 50, Hauz Rani, New Delhi from Mother Dairy to back corner of Raja Ram Mohan School, Hauz Rani, New Delhi</li><li>Entire effected area around house number 859/20, L-II, Sangam Vihar, New Delhi</li><li>House number 153/B, 4th floor, Savitri Nagar, Malviya Nagar, New Delhi</li><li>Gali number 2, 3 &amp; 4, Devli Extension, Delhi</li><li>F-313, Near Shiva Mandir Lado Sarai and F-274, 2nd Floor of Lado Sarai, New Delhi</li><li>F-258, Campa Cola Gali Lado Sarai, New Delhi</li><li>Entire affected area of Samshi Talab, Mehrauli (Lake of View Apartment's A-3 included)</li><li>Shahjahanabad society, plot no 1, Sector 11, Dwarka</li><li>Dinpur Village</li><li>Gali number 5 &amp; 5A, H-2 Block, Bengali Colony, Mahavir Enclave</li><li>C-2, Block, Janakpuri, Kothi Number- 119</li><li>Plot No.-1294, Sonu Yadav Ka Makkan, Theke Wali Gali, Opposite DC Office Kapashera, Delhi</li><li>RZF-756/7, Gali number 1 Band, Raj Nagar II Dwarka, New Delhi</li><li>Markaz Masjid and Nizamuddin Basti</li><li>Nizamuddin West (G and D block) areas</li><li>Area of Street/Gali number 18 to 22 of Zakir Nagar and nearby area of Abu Bakar Masjid of Zakir Nagar 10 (Core) rest of Zakir Nagar as Buffer Zone</li><li>House number 811 to 829 and 842 to 835 - Khadda Colony, Jaitpur, Extension, Part-II</li><li>House number 1144 to 1134 and 618 to 623 - Khadda Colony, Jaitpur, Extension, Part-II</li><li>Gali number 16, Kachhi Colony, Madanpur Khadar, Extension, Delhi</li><li>Mehela Mohalla, Madanpur Khadar, Delhi</li><li>H-Block, Near Umra Masjid, Abu Fazal Enclave</li><li>House number 97 to 107 and house number 120-127 Kailash Hills, East of Kailash</li><li>House number 53 to 55 &amp; 25, Shera Mohalla, Garhi, East of Kailash</li><li>Gali number 1, 2 &amp;3, block D, Sangam Vihar, house number 112B, Gali Number 2, New Delhi</li><li>Entire gali starting from house number G-54 to F-107 &amp; entire Gali starting from house number CN-854 to house number 137, Chhurriya Mohalla, Tughlakabad Village, Delhi.</li><li>Gali number 6, A Block, Abu Fazal Enclave, Shaheen Bagh, Delhi.</li><li>35. Gali number 26 &amp; 26B, house number 2056 to 2092 &amp; Gali number 27 and 27B, house number 2063 to 2083, Tughlakabad Extension, Delhi.</li><li>(Whole Gali house number 48 to Chaupal), A block, Khizrabad, New Friends Colony, Delhi</li><li>Gali number 24 to 28, Tughlakabad Extension, Delhi (Core Area) (Added in Gali Number 26 &amp; 26B, house number 2056 to 2092 &amp; Gali number 27 and 27B, house number 2063 to 2083, Tughlakabad Extension, Delhi)</li><li>House number F-138 &amp; F-139, Gali number 1 (Shiv Mandir Wali Gali), Harsh Vihar, Hari Nagar Extension, Delhi</li><li>B Block Jhangirpuri</li><li>Gali number 1 to 10 (1 to 1000) C Block Jhangirpuri</li><li>1100 Wali Gali (House number 1181-1200), 1200 Wali Gali (House number 1238-1268), 1300 Wali Gali (House number 1306-1331), H-3 Block, Jhangirpuri, Delhi</li><li>G, H and I Block, Police Colony, Model Town, Delhi</li><li>House number 716 to 785, house number 786 to 860, house number 861 to 950 K-Block, Jahangirpuri, Delhi</li><li>G-Block, Jahangirpuri, Delhi</li><li>Flat number- 265 to 500 Sanjay Enclave, Jahangirpuri, Delhi</li><li>House number 141 to house number 180, Gali number 14, Kalyanpuri</li><li>3 Galis of Khichripur including Gali containing house number 5/387 Khichripur, Delhi</li><li>Gali number 9, Pandav Nagar, Delhi 110092</li><li>Mayurdhwaj Apartments, IP Extension, Patparganj</li><li>Gali number 4, from house number J- 3/115 (Nagar Dairy) to house number J- 3/108 (towards Anar wali Masjid Chowk), Kishan Kunj Extension</li><li>Gali Number 4, from house number J- 3/101 to house number J - 3/107 Krishan Kunj Extension</li><li>Gali number 5, A Block (From house number A- 176 to A-189), West Vinod Nagar Delhi 110092</li><li>House number 300, Gali number 3 Krishna Puri, Main Road Mandawali, Delhi to house number 739/16, Gali number 3 Krishna Puri, Main Road Mandawali, Delhi</li><li>E-Pocket, GTB Enclave</li><li>F- 70 to 90 block Dilshad Colony</li><li>Pratapkhand, Jhilmil Colony</li><li>Gali number 3, 4 and 5 East Ram Nagar, Shahdara</li><li>House number 15 to 101 Dayanand Vihar, Delhi-92</li><li>Bengali Market/ Babar Road adjoining area of Todarmal Road, Babar Lane and School Lane, New Delhi</li><li>Israel Camp, Rangpuri Pahari, New Delhi and its adjoining Buffer Zone</li><li>65. Budh Nagar, Inderpuri, New Delhi and its adjoining Buffer Zone</li><li>EA Block, Inderpuri</li><li>Sadar Bazaar, Central District</li><li>Chandni Mahal, Central District</li><li>Nabi Karim, Central District</li><li>Bara Hindu Rao Area, Delhi</li><li>Nawab Ganj Area, Delhi</li><li>Oberoi Apartments</li><li>In and around area of G-174, Capital Greens, DLF, Motinagar, New Delhi 110015</li><li>In and around area of 11/3, 2nd Floor Ashok Nagar</li><li>In and around area of A-280, JJ Colony, Madipur</li><li>In and around area of 36/4, East Patel Nagar, Delhi 110008</li><li>In and around area of C-785, Third Floor, Camp No 2, Nangloi, Delhi</li><li>In and around area of RZ-168, K2 Block, Nihal Vihar, Delhi</li><li>In and around area of G-1, 2nd floor, Mansarovar Garden, Delhi</li><li>Tilak Vihar area in Tilak Nagar, Delhi</li><li>Entire AF Block, Shalimar Bagh, Delhi</li><li>House number 62, Gali number 4, B-Block, Shastri Park, Delhi</li><li>E-51, Main Road, Shastri Park, Delhi &amp; E-21, Gali number 8, Shastri Park, Delhi</li><li>T-606, Gali No. 18, Gautampuri, Delhi</li><li>A-97, 98 and 99, Near Buland Masjid, Shastri Park, Delhi</li><li>Gali No. 18, H.No. 701/23 to 500/36B, Vijay Park, Maujpur</li><li>Entire Street No. 9, Shalimar Village</li><li>Entire Gali No. 3, Shalimar Village</li><li>Block No. X, from H. No. 303/6, Gali No.1 to H. No. 289 Gali No. 3, Yadav Villa</li><li>Area between Kumhar Gali and Chaupal Chawk in Kotla Mubarakpur</li><li>Gali No. 3, 4, 5 in Majlis Park</li><li>H. No. P-65 and H.No. P-184, Pillanji Village</li><li>Entire affected area including - Nirankari Gali, Nakshatra Gali, Nala Boring Gali, Ravan Wali Gali, Jameela Masjid Baoli, Dargah Gurudwara wali Gali, Thane wali Gali and Terminal Wali Gali</li><li>House no 152 to 162 in Block D of Shaheen Bagh</li></ul>SEE ALSO: <a href="https://www.businessinsider.in/india/news/delhi-metro-to-remain-shut-till-further-order/articleshow/76115619.cms">Delhi Metro to remain shut until further notice</a> <a href="https://www.businessinsider.in/tech/apps/news/remove-china-apps-races-to-1-million-downloads-within-two-weeks-as-anti-china-sentiment-gains-momentum/articleshow/76128369.cms">‘Remove China Apps’ races to 1 million downloads within two weeks as anti-China sentiment gains momentum</a> <a href="https://www.businessinsider.in/tech/news/indian-developer-earns-rs-75-lakh-for-finding-sign-in-with-apple-bug/articleshow/76116612.cms">A 27-year-old Indian developer bags ₹75 lakh for reporting a critical flaw in ‘Sign in with Apple’</a>

You Searched For "campa cola" and got 10 results

Reliance launches Campa Cricket - infused with electrolytes

ANI

Campa has to go beyond invitation price to build the brand & distribution network

Katya Naidu

Reliance to pick up 50% stake in Sosyo Hajoori, a 100-year-old beverages firm – Here’s all you need to know

Rounak Jain

Campa is from the time when cola ads gave Bollywood stars their first breaks

Srishti Magan

Reliance brings back the iconic Campa beverage brand

Rounak Jain

Reliance Retail will grow fastest in terms of revenue, EBITDA, says Mukesh Ambani

Abhishek Jha

Why do brands die?

Guest Author

A startup that earned ₹15 crore selling juices in India’s suburbs is now looking at international expansion

Kritti Bhalla

New Delhi has 122 containment zones — here’s the entire list

BI India Bureau

Full transcript of PM Narendra Modi's TV interview

BI India Bureau

Popular Keywords

Buying Guides

You Searched For "campa cola" and got 10 results

Reliance launches Campa Cricket - infused with electrolytes

ANI

Campa has to go beyond invitation price to build the brand & distribution network

Katya Naidu

Reliance to pick up 50% stake in Sosyo Hajoori, a 100-year-old beverages firm – Here’s all you need to know

Rounak Jain

​Campa is from the time when cola ads gave Bollywood stars their first breaks​

Srishti Magan

Reliance brings back the iconic Campa beverage brand

Rounak Jain

Reliance Retail will grow fastest in terms of revenue, EBITDA, says Mukesh Ambani

Abhishek Jha

Why do brands die?

Guest Author

A startup that earned ₹15 crore selling juices in India’s suburbs is now looking at international expansion

Kritti Bhalla

New Delhi has 122 containment zones — here’s the entire list

BI India Bureau

Full transcript of PM Narendra Modi's TV interview

BI India Bureau

Popular Keywords

Buying Guides

Campa is from the time when cola ads gave Bollywood stars their first breaks