Latest news with #SaurabhMunjal
Time of India
5 days ago
- Business
- Time of India
ET Make in India SME Regional Summits: How Lahori Zeera stormed India's beverage aisles
Live Events Product: It has to be genuinely good, something people crave. Price: 'South Bombay and South Delhi are not India,' Munjal noted. 'Out of 145 crore people, only 10 crore file income tax returns, and half of those pay zero. Our brand is built for the other 135 crore.' Distribution: If the product and price are right, retailers will welcome it. It started, quite literally, in the ordinary day, three cousins sat together. Not with a business plan, but with the simple urge to build something — anything. Then, one cousin wandered into the kitchen, made a concoction, and served it. The first sip of that concoction became their 'Eureka!' case you're wondering, it was a jeera drink. And that drink became the spark for Lahori Zeera , the cult favourite 'chatpata' beverage that holds its own in India's cutthroat soft drink market.'It's something so basic, yet so deeply part of our culture,' recalled Saurabh Munjal, Co-Founder and CEO of Archian Foods Pvt Ltd , the company behind Lahori Zeera. 'But we thought 'why not make this commercial?''Munjal headlined the business success story fireside chat at the ET Make in India SME Regional Summit in Chandigarh, which took place on August 7. IDBI was the banking and lending partner, and Canon was the tech enabler for the of Lahori Zeera's early days, Munjal added that he couldn't help but compare India's limited beverages with the dizzying variety in supermarkets abroad. 'Even in Tier-I Indian cities, the options were sparse,' he said. 'We knew this was the right space to enter.'From day one, Lahori Zeera set out to be more than a drink: it would be a statement of Indianness. When Munjal pitched the idea to his father after returning from Singapore, the reaction was blunt: 'You want to compete with Coke and Pepsi? Are you crazy?'It was a daunting challenge, but it taught the team some important first was that India is not one market. Saurabh calls it the 'United States of India', where languages, cultures, and taste profiles change every 100 km. Even a simple vegetable dish tastes different in every state. And so the brand had to adapt to local preferences, one region at a second lesson was that local flavours matter. India is unusual in how Coke and Pepsi dominate; in many countries, half the market belongs to local beverages, Munjal pointed third lesson was that there's no one-size-fits-all formula. Success meant going deep and understanding districts, cities, and states the ET SME Summit - Chandigarh, Munjal also shared that Lahori Zeera's rise didn't depend on Blinkit, Swiggy Instamart, or other quick commerce players. 'In beverages, 70% of sales, even for Coke and Pepsi, come from local kiranas,' he said. For Lahori Zeera, general trade contributes 98% of commerce has its place in dense urban pockets, but for most of India, the corner shop remains king. 'Both will coexist. But kirana stores are still the backbone,' he into the FMCG sector equals fighting for shelf space, and incumbents don't give it up easily. In impulse-buy categories like Lahori Zeera's, you might get someone to try your drink once through marketing or fancy packaging. But if it's not good, they won't buy Lahori Zeera, three pillars were non-negotiable:And when it comes to startup valuations, Munjal believes there should be more to them than revenue. The founder, potential scale, and size of the category all matter; a small category caps growth quickly, but a large one offers room to scale. But profitability counts above all. If it's not profitable, you're doing something wrong, he to the Archian Foods CEO, we are living in India's golden era, a rare moment when capital, talent, infrastructure, and policy are all aligned. He also offered crucial advice for young entrepreneurs in Punjab: to dream, desire, and do. Many people dream and desire, but never act:'Your kids will one day ask, 'when India was having its moment, what were you doing?' My suggestion is to stop overthinking and start doing. The path won't be easy, but you'll find your way.'Today, Lahori Zeera is sold in 15 Indian states and proudly headquartered in Chandigarh, with no plans to shift base. The brand aims to go pan-India soon, and achieve an international presence within five ultimate goal? 'To be the preferred beverage brand in India,' Munjal concluded without hesitation at the ET Make in India SME Regional Summit - the brand's journey from a kitchen experiment to a large-scale player, that dream doesn't sound ET Make in India SME Regional Summits, ET MSME Day, and ET MSME Awards are flagship initiatives to celebrate the versatility and success of India's MSME sector. If you lead or are part of a micro, small, or medium enterprise, register for the ET MSME Awards 2025 before August 31, 2025.
Economic Times
5 days ago
- Business
- Economic Times
ET Make in India SME Regional Summits: How Lahori Zeera stormed India's beverage aisles
It started, quite literally, in the ordinary day, three cousins sat together. Not with a business plan, but with the simple urge to build something — anything. Then, one cousin wandered into the kitchen, made a concoction, and served it. The first sip of that concoction became their 'Eureka!' moment. In case you're wondering, it was a jeera drink. And that drink became the spark for Lahori Zeera, the cult favourite 'chatpata' beverage that holds its own in India's cutthroat soft drink market. 'It's something so basic, yet so deeply part of our culture,' recalled Saurabh Munjal, Co-Founder and CEO of Archian Foods Pvt Ltd, the company behind Lahori Zeera. 'But we thought 'why not make this commercial?'' Munjal headlined the business success story fireside chat at the ET Make in India SME Regional Summit in Chandigarh, which took place on August 7. IDBI was the banking and lending partner, and Canon was the tech enabler for the summit. Speaking of Lahori Zeera's early days, Munjal added that he couldn't help but compare India's limited beverages with the dizzying variety in supermarkets abroad. 'Even in Tier-I Indian cities, the options were sparse,' he said. 'We knew this was the right space to enter.'As desi as it getsFrom day one, Lahori Zeera set out to be more than a drink: it would be a statement of Indianness. When Munjal pitched the idea to his father after returning from Singapore, the reaction was blunt: 'You want to compete with Coke and Pepsi? Are you crazy?'It was a daunting challenge, but it taught the team some important first was that India is not one market. Saurabh calls it the 'United States of India', where languages, cultures, and taste profiles change every 100 km. Even a simple vegetable dish tastes different in every state. And so the brand had to adapt to local preferences, one region at a second lesson was that local flavours matter. India is unusual in how Coke and Pepsi dominate; in many countries, half the market belongs to local beverages, Munjal pointed third lesson was that there's no one-size-fits-all formula. Success meant going deep and understanding districts, cities, and states the ET SME Summit - Chandigarh, Munjal also shared that Lahori Zeera's rise didn't depend on Blinkit, Swiggy Instamart, or other quick commerce players. 'In beverages, 70% of sales, even for Coke and Pepsi, come from local kiranas,' he said. For Lahori Zeera, general trade contributes 98% of commerce has its place in dense urban pockets, but for most of India, the corner shop remains king. 'Both will coexist. But kirana stores are still the backbone,' he said. Formulae for success Breaking into the FMCG sector equals fighting for shelf space, and incumbents don't give it up easily. In impulse-buy categories like Lahori Zeera's, you might get someone to try your drink once through marketing or fancy packaging. But if it's not good, they won't buy Lahori Zeera, three pillars were non-negotiable: Product: It has to be genuinely good, something people crave. Price: 'South Bombay and South Delhi are not India,' Munjal noted. 'Out of 145 crore people, only 10 crore file income tax returns, and half of those pay zero. Our brand is built for the other 135 crore.' Distribution: If the product and price are right, retailers will welcome it. And when it comes to startup valuations, Munjal believes there should be more to them than revenue. The founder, potential scale, and size of the category all matter; a small category caps growth quickly, but a large one offers room to scale. But profitability counts above all. If it's not profitable, you're doing something wrong, he said. According to the Archian Foods CEO, we are living in India's golden era, a rare moment when capital, talent, infrastructure, and policy are all aligned. He also offered crucial advice for young entrepreneurs in Punjab: to dream, desire, and do. Many people dream and desire, but never act: 'Your kids will one day ask, 'when India was having its moment, what were you doing?' My suggestion is to stop overthinking and start doing. The path won't be easy, but you'll find your way.' More to come Today, Lahori Zeera is sold in 15 Indian states and proudly headquartered in Chandigarh, with no plans to shift base. The brand aims to go pan-India soon, and achieve an international presence within five ultimate goal? 'To be the preferred beverage brand in India,' Munjal concluded without hesitation at the ET Make in India SME Regional Summit - the brand's journey from a kitchen experiment to a large-scale player, that dream doesn't sound farfetched. The ET Make in India SME Regional Summits, ET MSME Day, and ET MSME Awards are flagship initiatives to celebrate the versatility and success of India's MSME sector. If you lead or are part of a micro, small, or medium enterprise, register for the ET MSME Awards 2025 before August 31, 2025.
India.com
17-07-2025
- Business
- India.com
‘Lahore' in name but desi at heart, meet brothers who built Rs 2800 crore company…, competes with Coca-cola, Pepsi and Mukesh Ambani's…
Lahori Jeera is a 100% Indian brand that has shaken up the soft drinks market. Competing with big giants like Pepsi, Coca-Cola, and even Mukesh Ambani's Campa Cola, this soft drink is made using traditional Indian spices and has grown into a Rs 2,800 crore company. How Lahori Jeera Was Made? During summers many people keep liking soft drinks. But conventional colas had raised some health concerns. After identifying this gap, Chandigarh-based entrepreneur Saurabh Munjal , along with his cousins, started experimenting in their kitchen using Indian spices. What came out was a unique desi beverage that quickly created waves in the Indian beverage industry. Named Lahori Jeera , this drink priced at just Rs 10 became popular in a few months. Compete With Mukesh Ambani's Campa-Cola, Pepsi, Coca-cola Selling at just Rs 10, Lahori Jeera's unique taste created a buzz in the market. The company produces over 2 million bottles per day. In just seven years, three cousins have built a Rs 2,800 crore brand. It has even become a preferred choice at parties, replacing traditional beverages like tea, coffee, and cola. It's also creating a competition for Mukesh Ambani's Campa-cola and also traditional soft drinks like Pepsi, Coca-cola. As demand increased , Lahori Jeera adopted a business model similar to Bisleri's. Instead of setting up its own bottling plants, the company outsources manufacturing, packaging, and distribution. This allows them to focus entirely on product quality. Lahori Jeera Earnings Starting from a small kitchen in Chandigarh, Lahori Jeera has a presence in Punjab, Haryana, Delhi, Uttar Pradesh, and the rest of India. With over 500 distributors, the company has expanded its product range to include flavors like lemon, raw mango, shikanji , and tamarind. In 2021, the company reported revenues of Rs 80 crore, which grew to Rs 250 crore in 2022. The target is now Rs 1,000 crore in revenue. Recently, the company raised Rs 200 crore in funding from Motilal Oswal Wealth , pushing its valuation beyond Rs 2,800 crore.
Time of India
28-05-2025
- Business
- Time of India
Lahori Zeera success story: How three Cousins built over Rs 300 crore empire from Rs 10 desi drink
The success story of Lahori Zeera began not in a big corporate office, but in a small home kitchen in Punjab. Three cousins - Saurabh Munjal, Saurabh Bhutna, and Nikhil Doda - joined hands to create a drink that would soon become a household name. What started as a simple experiment with cumin (zeera) turned into an over Rs 300 crore business empire. It was Nikhil Doda who first came up with the idea of a zeera-based beverage. After trying out a homemade version using common kitchen ingredients, he shared it with his cousins. The unique taste caught their attention, and the trio quickly realised its potential. They set up Archian Foods Pvt. Ltd. in Fatehgarh, Punjab, in 2017 to bring their desi drink to the masses. Lahori Zeera: A Hit From Day One Their first product, Lahori Zeera, was an instant success. Packed with traditional flavours like cumin, black pepper, dry ginger, lemon, and sendha namak (rock salt), the fizzy drink gave a fresh twist to Indian classics. Consumers loved its natural, chemical-free ingredients, especially at a time when health-conscious choices were gaining popularity. Unlike regular soft drinks filled with artificial chemicals, Lahori Zeera stood out for its authentic taste and use of natural spices. The drink became a healthier and affordable alternative, all for just Rs 10 per bottle. Inspired by Indian Kitchens and Street Food Culture According to Saurabh Munjal, the CEO of Lahori Zeera, the brand draws inspiration from traditional Indian kitchens and the flavours of local street food. The name 'Lahori' was chosen for its connection to Lahori Namak, a kind of rock salt often used in Indian recipes. Lahori Zeera, along with other variants like Lahori Nimbu, Lahori Kacha Aam, and Lahori Shikanji, all carry a strong desi identity. These beverages are rooted in the familiar tastes of Indian households and aim to revive local flavours in a modern format. Massive Growth and Expansion Across India From humble beginnings, the brand has grown at lightning speed. In the early days, their facility in Rupnagar, Punjab, produced 96,000 bottles per day. By 2022, this number grew to 1.2 million bottles daily. In 2023, they reached a whopping 2 million bottles per day. Lahori Zeera is now sold in 18 states and available at over five lakh retail outlets across India. With the help of more than 2,000 distributors, the brand sells over 50 lakh bottles every day during peak summer months - a clear sign of how much India loves its desi drinks. Aiming for Rs 1,000 Crore Revenue In the interview with 30stades, co-founder Nikhil Doda shared that the company recorded Rs 312 crore in net revenue in 2024. This year, they expected to cross Rs 525 crore, showing a growth of over 68%. Their ambitious target for FY26? A staggering Rs 1,000 crore in revenue. This success is remarkable, considering the trio started with a drink priced at just Rs 10. Their focus on affordability and quality has helped them capture the price-sensitive Indian market without cutting corners. Why Lahori Zeera Stands Out in a Crowded Market The Indian non-alcoholic beverage industry is massive, valued at Rs 1.37 lakh crore in 2023, and is expected to grow to Rs 2.10 lakh crore by 2029. While most big players focused on colas and energy drinks, Saurabh Munjal, Saurabh Bhutna, and Nikhil Doda saw a golden opportunity in ethnic Indian drinks. They stepped into a space that was largely ignored, bringing something new yet rooted in culture. By sticking to natural ingredients and flavours people already loved, Lahori Zeera quickly became a favourite. Awards, Recognition, and the Road Ahead The success story of Lahori Zeera hasn't just brought in money - it's also won them praise and awards. The company has been recognised as the 'Best Startup', 'Iconic Retail Brand', and even bagged the IAA Award for Best Ad Film. More importantly, they've created a brand that millions of Indians relate to. Their story is a powerful example of how traditional ideas, when packaged right, can challenge giants and win hearts. The journey of Lahori Zeera - led by cousins Saurabh Munjal, Saurabh Bhutna, and Nikhil Doda - is nothing short of inspirational. With just a Rs 10 bottle and a bold idea, they built a Rs 500 crore business rooted in Indian flavours. This is not just a success story - it's a revolution in the world of Indian beverages. For the latest and more interesting financial news, keep reading Indiatimes Worth. Click here.
Economic Times
07-05-2025
- Business
- Economic Times
Lahori's funding fizz; Info Edge's windfall
Beverage brand Lahori has raised Rs 200 crore from Motilal Oswal Wealth. This and more in today's ETtech Top 5. Also in the letter: ■ DoorDash's European push ■ OpenAI to cut Microsoft share■ Microsoft's attrition reset Beverage brand Lahori raises Rs 200 crore from Motilal Oswal wealth, valuation jumps three-fold to Rs 2,800 crore Saurabh Munjal , CEO, Lahori Chandigarh-based beverage brand Lahori has bagged Rs 200 crore in primary funding from Motilal Oswal Wealth, as per regulatory filings. Deal details: The latest investment values Lahori at Rs 2,800 crore, a threefold jump from its Rs 900 crore valuation in 2022. ET first reported in October 2024 that the company was closing a Rs 400 crore round through a mix of primary and secondary share sales involving investors such as Motilal Oswal. Financials: Lahori's valuation surge reflects strong business performance. The company reported an operating revenue of Rs 312 crore in FY24, up 47% year-on-year, while net profit tripled to Rs 22 crore. It is estimated to have surpassed Rs 500 crore in revenue in FY25. Tell me more: Lahori plans to use the new funds to expand its daily production capacity from 5 million to 8 million bottles. Over 95% of the company's revenue comes from offline channels, though it has recently ventured into quick commerce platforms. Zooming out: India's non-alcoholic beverages market, which includes carbonated drinks, water, juices, and sports drinks, is projected to grow from about Rs 67,000 crore today to Rs 1.5 lakh crore by 2030, according to the Indian Beverage Association. Info Edge's stakes in Zomato, Policybazaar valued at Rs 31,500 crore Sanjeev Bikhchandani, cofounder, Info Edge Naukri parent Info Edge's stakes in Zomato and Policybazaar are valued at Rs 31,500 crore (around $3.7 billion) as of March 31, according to cofounder Sanjeev Bikhchandani. The Noida-based firm had initially invested Rs 1,075 crore (about $126 million) in these two companies. Sold stakes during IPO: Despite selling over Rs 3,000 crore in Zomato during its 2021 IPO, Info Edge's retains a substantial holding, which continues to form a significant part of its overall portfolio. Total investments in startups: The company has invested Rs 3,959 crore ($467 million) in startups through its balance sheet and venture fund. It estimates the fair market value of these investments at Rs 36,855 crore (roughly $4.3 billion). Bikhchandani noted that Info Edge has been backing early-stage tech startups since 2007. These investments now account for an estimated 30-40% of the company's overall value, second only to its flagship platform Investment portfolio: Info Edge has backed 111 companies, with 76 attracting institutional co-investors or follow-on investors. Its portfolio includes startups such as TrueMeds, Geniemode, Aftershoot, Mirana, Osfin, and InPrime–many of which have secured follow-on funding from leading investors like Accel, Peak XV Partners, Matrix, Westbridge, Tiger Global, and Multiples PE. DoorDash heads to challenging Europe with Deliveroo purchase US-based DoorDash will acquire UK rival Deliveroo for $3.9 billion to expand its European footprint. But cracking the continent won't be easy, with Uber Eats and Just Eat Takeaway already well ahead. What's the deal: DoorDash, seeking to grow beyond its core US market, will buy Deliveroo to extend its reach to 40 countries. The deal comes amid a wave of consolidation in the food delivery sector, which has slowed since the pandemic boom. Amazon, which owns a 14% stake in Deliveroo, may consider a counterbid. Zoom out: The sector has seen a flurry of recent activity. Uber Eats is set to acquire 85% of Turkish food and grocery platform Trendyol Go in a $700 million cash deal. Prosus NV agreed to buy Amsterdam's Just Eat NV in February for €4.1 billion. Last November, billionaire Marc Lore's Wonder Group Inc. completed its $650 million acquisition of Chicago-based Grubhub from Just Eat Road ahead: DoorDash still heavily relies on US revenues, but it now faces fierce European competition from entrenched rivals like Uber Eats and Just Eat Takeaway. Yet, its sheer scale could give it an edge in the fragmented UK delivery market, said Mandeep Singh, senior industry analyst at Bloomberg Intelligence . OpenAI plans to slash revenue share to Microsoft ( L-R) Sam Altman, CEO, OpenAI and Satya Nadella, CEO, Microsoft OpenAI has told investors that it plans to significantly reduce the share of its revenue allocated to key backer Microsoft as part of ongoing restructuring efforts, The Information reported. What's happening: In financial forecasts shared with investors, OpenAI revealed it aims to halve the percentage of revenue shared with Microsoft by 2030. The company is committed to sharing 20% of its revenue with Microsoft through to that year. However, it now plans to cut this figure to 10% – not just for Microsoft but also for several other commercial partners. Recent developments: This move follows OpenAI decision to remain under nonprofit control, reversing its earlier, controversial plan to transition to a for-profit decision defies investor pressure for a shift to a traditional for-profit model, which would have allowed OpenAI to offer equity to top talent and attract greater investment. Microsoft not to rehire ousted employees for two years, considers departures 'good attrition' Microsoft has introduced a two-year ban on rehiring employees dismissed for performance-related reasons, marking a shift in its approach to workforce quality and retention. More details: This policy applies exclusively to staff let go due to underperformance. Internally, the company now refers to these departures as 'good attrition', mirroring Amazon's concept of 'unregretted attention,' which tracks employees the company is comfortable losing each year. Zoom out: The move reflects a broader trend across the tech sector, where firms are doubling down on performance standards and trimming headcount. Meta, Google, and TikTok have all carried out similar cuts with an eye on efficiency. What else: The policy follows reports last month that Microsoft is planning more job cuts in May, focusing on middle management. The company aims to rebalance its workforce by increasing the proportion of engineers relative to non-technical roles. Updated On May 07, 2025, 07:15 PM IST
