Every industry has winners and losers, but there are those who believe that smaller retailers are disadvantaged by larger chains that abuse their power. There might be some truth to this, but it’s a good time to look closely at such an argument. Independent grocers have been feeling the financial squeeze of the anticompetitive tactics of Big Grocery for years. However, as the rhetoric has been ratcheted up in the long-running battle, the questions become whether independent grocery can win, what would winning look like, and who is the real enemy?

Big Grocery employs anticompetitive tactics to demand unfair terms from suppliers, which in turn disadvantages independent grocers. However, there’s another side to the coin. Big Grocery also has a good story to tell about access to affordable food, job creation and career opportunities, social justice initiatives, and sustainability.

In the world of retail, one chain is redefining the concept of Health & Wellness. Wellness Forever, a Mumbai-based retailer, has carved out a unique niche and identity of its own. Traditionally, pharmacies are associated with medicines and vitamins but Wellness Forever has expanded its offerings to include a wide range of food and beverage options. With 407 stores across Maharashtra, Goa, Karnataka, and Madhya Pradesh, it has become India’s third-largest pharmacy and health & wellness chain (see pages 24-32).

Currently, non-pharma sales account for about 45% of Wellness Forever’s business, a figure expected to rise to 65-75% within the next 3-5 years. This shift reflects a broader trend in the health and wellness industry, where pharmaceuticals are increasingly integrated with other health-related products and services.

Another significant trend in the food industry is the remarkable growth of the spices category in India. As the world’s largest producer, consumer, and exporter of spices, India’s branded spice segment is experiencing rapid annual growth of 15% and higher, trailing only behind pasta & noodles, and ready meals (read pages 36-45). Within this spicy saga, we bring you the stories of two luminaries: Catch Spices, a trailblazing brand, and Adesh Kumar Aggarwal, the industry’s Masala Man (pages 50-66).

Amajor supermarket chain in southern India is commemorating its silver jubilee this month: 25 years of remarkable success in the food and grocery retail industry. Vijetha Supermarkets’ journey from a modest 1,000 sq.ft. store in Hyderabad to a network of 109 outlets spanning Telangana and Andhra Pradesh speaks volumes about its founder Jagan Mohan Rao’s steadfast dedication to excellence and customer satisfaction.

Our cover story this month (pages 22–32) eloquently portrays Rao’sjourney from humble origins to its current status as a leader in the retail industry. Originating from the agricultural heartland of Andhra Pradesh, Rao nurtured ambitious aspirations. Commencing his career on the shop floor of Trinetra Supermarket, Rao steadily ascended to build his own retail empire. Currently, Vijetha Supermarkets encompasses over 5 lakh square feet of retail space and expects revenues to reach Rs. 850 crore this fiscal year.

What is driving the transition of small provisions store retailers across various regions of India towards more sophisticated modern retail formats? As India’s economy continues to expand and urbanize, consumer preferences are increasingly oriented towards convenience, variety, and quality. Modern trade stores are effectively addressing these preferences and are strategically positioned to capitalize on market opportunities, driven by evolving consumer demands, competitive forces, technological advancements, and shifting business dynamics.

This magazine issue showcases two retailers’ journeys from kirana shops to successful modern supermarket chains in Maharashtra. Jaylaxmi Super Market, originated as a small kirana store in Sindkheda, north Maharashtra, in 1986, and expanded to a 9,000 sq.ft. supermarket in Shirpur by 2020, achieving substantial daily sales of Rs. 8 lakh (see pages 16-22).

Franchising in India’s food and grocery sector, which represents 69% of the retail market, offers lucrative opportunities. Choosing a grocery store franchise is more profitable than starting a new business, offering higher success rates, initial support, and reduced risks. Franchises provide ongoing assistance, a proven business model, and established strengths, enhancing the likelihood of success.

Nowhere else is the success of the franchise model in the grocery sector more evident than in the case of The NEW Shop. The success of its franchise model is particularly evident from its 2019 inception to a nationwide chain of 150 stores. The model distinguishes itself through its remarkable Rs. 15 lakh average monthly revenue per store, and boasting outstanding sales per sq.ft. of Rs. 2,000, surpassing industry standards. Notably, 10% of TNS franchise owners are women, adding a significant dimension to their inclusive success story.

Explore the captivating narrative of The New Shop’s distinctive franchise model on pages 16-23. Discover how the brand is cultivating a cadre of entrepreneurs destined for financial success, with a vision to mentor a minimum of 10,000 franchise entrepreneurs by 2030. Notably, all these entrepreneurs are under the age of 35, many being college students or dynamic young individuals. They recognize that TNS franchise ownership opens the door to earning a substantial lakh or 2 lakh rupees per month. Now, that’s a huge difference, isn’t it?

December marks a significant moment for Progressive Grocer as its publishers the IMAGES Group convene the leaders of India’s Food Retail industry. The 16th edition of India Food Forum 2023 took place at The Westin Hotel in Mumbai from November 30th to December 1st.

In this special India Food Forum issue (pages 40-
84), we provide an overview of engaging panel discussions, keynotes from industry experts and market research leaders like Nielsen, some dazzling product launches, and other highlights. Like its past editions, the Forum this year yielded transformative insights poised to elevate food categories to new heights, boost category sales, and effectively tap into emerging trends. This edition of the India Food Forum showcased over 700 food brands, drew more than 3,000 attendees, featured 100+ exhibitors, and hosted 300+ industry experts. Notable highlights included an open-house interaction involving 200+ supermarket retailers from across India engaging with top executives and Modern Trade Heads from prominent food brands such as Patanjali, Dabur, Godrej Consumer Products, Parle, Marico, ITC, Mondelez, HUL, McCain Foods, Kellogg’s, Johnson & Johnson, Coca-Cola, P&G, Reckitt Benckiser, and many others.

The future of the food and grocery industry is being shaped by the convergence of technology, consumer behavior, and retail strategy. A prime example of this kind of convergence is udaan, India’s largest e-B2B player, which has harnessed technology to redefine the food and grocery landscape. Read the pages 40-56, which reveal udaan’s meticulous strategy in the FMCG business.

Founded in 2015, udaan ventured into the FMCG sector three years later, aiming to unlock its potential and bridge the gap between manufacturers, wholesalers, and retailers for enhanced efficiency and an expanded product range. The company orchestrated a precise interplay of data-driven processes and advanced systems. This begins with efficient availability management, ensuring every product is easily accessible with a simple click.

Currently, udaan’s FMCG business constitutes a robust 30% of its overall operations, recording a remarkable 2x growth in the past year alone. This growth stands as a testament to the transformative power of technological advancements, propelling udaan to the forefront of the industry.

The processed food industry in India is expected to grow at a CAGR of 10-14% in the years ahead with output expected to reach $535 billion by 2025-26. This presents a big opportunity for plant-protein processors, snack-food processors, and other food processors engaged in the ready to- eat and ready-to-cook segments.

Our story on Griffith Foods (pages 24-30) that is globally known for its food processing innovation, shows how food brands can profitably mine this opportunity by innovating and diversifying their product range to cater to a wide variety of tastes and preferences. The brand set up shop in India in 2006 and is mainly engaged in developing products that deliver positive health outcomes, especially sugar-and-salt reductions.

With consumers showing greater awareness around transparent food labeling and sourcing, and clean ingredients, food retailers too are responding to the consumption shift by proactively promoting healthier food options with a heightened focus on quality, sourcing, importing, selection and merchandising standards.

It’s that time of year again when the festive season comes marching upon us. The period has traditionally enjoyed a very strong and deep connection with the culture of gifting. For retailers and brands, the season is marked by a huge surge in demand for food products that offer a mark of exclusivity and uniqueness when it comes to gifting.

In fact, the gifting theme has now permeated across all food categories. Read our Festive Gifting story (pages 38-43) on how retailers and brands come out with unique and innovative gift packs and gift hampers and valuefor- money products that are beautifully packaged to meet diverse choices for family and corporate gifting.

Our cover story in this issue (pages 24-34) shines the spotlight on north- Maharashtra’s oldest and most emblematic food and grocery retailer. Jalgaon-based Navjeevan chain of stores has been in the business for over 75 years now, starting off as a modest 25 sq.ft. store in 1946. It transitionedto being a modern supermarket in 1993 at a time when the modern trade concept was a novelty even in the bigger cities like Mumbai and Pune. Today, the chain has nine stores under the Navjeevan banner, with 26,000 sq.ft. of retailing area and Rs. 110 crore of annual revenue.

For some years now, many online grocery platforms are trying to supercharge our huge kirana ecosystem. The likes of udaan, Shopkirana, Jiomart, and a few others immediately come to mind. All of them are offering a full suite of solutions that is helping small retailers to tap into a wider consumer base and transform into modern convenience stores.

One such start-up providing complete business-in-the-box solutions to over 2,50,000 kiranas is the Bangalore-based e-B2B grocery platform Jumbotail. Read our cover story (pages 24-33) that weaves a rich tapestry of its grocery retail journey along the seven years of its operations.

In 2015, when the whole world and their uncle were going crazy after B2C online grocery start-ups, two former classmates from Stanford university – Ashish Jhina and Karthik Venkateswaran – made a counter-intuitive move and launched their online B2B marketplace for food & grocery.

India is the largest producer of milk in the world, contributing 23% of global milk production. But far from being a volumetric paradise for milk, India’s dairy industry finds itself behind the eight ball, beset with a welter of challenges such as low milk productivity, poor milk quality, and inefficient supply chain management.

Headquartered in Erode, Tamil Nadu, Milky Mist is one dairy company that is showing the way for the industry to ramp up productivity, efficiency and profitability. Read our story on pages 26–35 to know how the company, founded in 1992 by a class VIII school dropout, has riden to the top league of India’s dairy industry, growing at a 32% CAGR and earnings slated to come in at Rs. 2,200 crore this fiscal. Today, Milky Mist is among the leading dairy brands in India and when it comes to the dairy industry in south India, it sits right atop the higher ridges of Mount Olympus.

As with milk and dairy, India is also the largest producer, consumer, and exporter of spice products. The spices category has been registering strong kinetic growth at 15% year-on-year with value-added, organic and blended spices taking the lead. Our story on pages 42–55 takes a deep dive into the consumption trends and the market movement of the spices category.

Organic retailing is a tough business to crack. While the success and failure rates of all food stores depend on numerous factors including location, competition, management, and market demand, the odds of business mortality are loaded heavily against organic retailers.

The business is characterized by a very slender base of organic-buying consumers, high cost of organic products, and the attendant challenges in managing the organic supply chain. That explains why many retailers who start down the organic road lose their way before reaching the finishing line. While making ends meet is a huge existential challenge for most organic stores, our story on pages 16-26 serves as a Rx on how to run an organic retail enterprise successfully and profitably. Dhanyam Organic Superstores, which runs 9 organic outlets in Chennai, has created its own retailing canon in running the business profitably and scaling it up.

Like organic, dairy too is a complex business to run and manage. While the perishable nature of milk and issues around its quality and integrity create its own set of challenges, there are other confounding aspects of the dairy business. Read our story on pages 48-58 to discover how large parts of India’s dairy industry continue being saddled with legacy burdens and has a myopic view toward new-age digital solutions.

At a time when competitive intensity is heating up in every sphere of business, Grocery Retailers and Food Brands are scrambling to grab the consumer “share of stomach” alongside their mindshare and wallet share.

In the past issue of Progressive Grocer, we highlighted how the beverage category is seeing the entry of many new players as well as the broadening of its consumer base. With a surge in innovation and product drops, national and regional brands are attempting to create a niche market for themselves by targeting different consumer segments and offering unique differentiation. In this issue, we take another approach to the sector through a report that highlights how retailers can double their income from higher sales of beverages. The report drills down to the policy details conducive for the beverage sector and the changes that policymakers can bring about to make India the beverage capital of the world. (see pages 18–22).

Ever wondered why retailers like McDonald’s, Subway, 7-Eleven, The UPS Store, and Dunkin’ have successfully carved out large business empires globally? That’s because these global retail brands have established operational procedures and cracked a business model that can be replicated transnationally.

In this issue of the magazine, we bring you stories of two retailers that are trying to build their brands along the lines of their more illustrious globalpeers, with a business model that can be scaled nationally and internationally.

Think about price pressures, market disruptions, and increased brand fickleness of shoppers and you get the idea why the retail landscape is becoming increasingly challenging by the day. In such a market scenario, the key to success lies in differentiation but taking conventional approaches such as unique pricing or promotions are no longer effective as they can be easily replicated.

Why taking a personalized approach scores over conventional differentiation (pages 44-45), underscores the importance of incorporating personalization in almost every part of the shopper journey and how retail brands can tailor experiences to meet each buyer’s unique preferences.

Alongside personalization, what cannot be overstated is the quality and calibre of personnel at retail stores. Read this insightful account by a seasoned retailer of her personal shopping experience (pages 20-22) at a hypermarket, where she makes some uncanny observations, including why hiring the right people can bring about operational transmutation for retailers while transforming the experience for shoppers.

Our cover story in this issue (pages 26-35) profiles Delhi-NCR based Honey Money Top whose specialization in the perishables category has turned it into a go-to player for other retailers wanting to transform their fruits and vegetables business and looking to generate better revenues from the category.

If the edge in retail business comes from acting on consumer insights, it is through collaboration that brands and retailers can conjure up innovative ways to win new sets of consumers, expand their customer base and capture a bigger slice of the market.

Our cover story in this issue Packing a one-two Punch (Pages 36-53) showcases 10 outstanding success stories of collaboration between FMCG brands and retailers. The stories exemplify how brands and retailers can create a winning playbook by leveraging on each other’s capabilities and resources.

Each of the 10 stories is a masterclass on brand-retailer partnership and how such collaborations can help each other to tap into new revenue streams, drive up sales, reduce costs, raise brand awareness and improve overall profitability.

Another fascinating story on collaboration highlights how farmers, retailers and the state government of Kerala have come together to spawn a widespread movement in organic farming and retailing. While the momentum began picking up in the early 2000s, a host of factors including government support for organic agriculture and a desire for more sustainable and environmentally friendly food options have galvanized many producers and retailers to jump on to the organic bandwagon.

December is the crowning jewel of a month for Progressive Grocer with its publishers hosting India’s emeriti of the Food Retail industry. The 15th edition of India Food Forum 2022 at The Westin Hotel in Mumbai on Dec. 7-8 became the platform du jour for those looking to get a ring-side view of India’s food retail industry and those wanting to ride the action on the emerging innovations and trends and developments impacting the Business of Food in India.

Capturing the current zeitgeist and gazing into the crystal ball to analyze how India’s Food Retail industry will shake up in the future, the Forum brought together leading food retailers and grocers of India along with some of the most illustrious food brands and other stakeholders in the food retail industry.

In this exclusive Food Forum issue of the magazine (pages 22-62), we bring you an overview of some of the riveting panel discussions, which threw up game-changing insights to propel food categories into the next high-growth orbit, turbocharge category sales, and productively mine new and emerging trends in ways that help script memorable success stories for both brands and retailers.

The Food and Beverage Industry everywhere is in the throes of profound changes. Consumers today have evolved tastes and preferences, and this means that they want no trade-offs when it comes to the cost, quality and variety of products they buy.
Likewise, markets too also evolving with the emergence of new distribution channels, which have to be kept adequately supplied by manufacturers and retailers. They also face significant demands for ramping up their capability and adoption of new products which, in turn, leads to shorter production runs and inventory turnarounds, frequent changeovers, and greater focus on asset utilization. Turn to our story F&B Retail: Challenges and Strategies for Building Operational Excellence and Agility (pages 52-56) for an insightful lowdown on the new challenges and opportunities before manufacturers and retailers.
The one approach that retailers and manufacturers can take to overcome these challenges is to create a ‘Learning Organization’ that is agile at delivering the information flow in the network. The key is to focus on activities that equip a producer or retailer to adapt as external forces change. Our Cover Story of the month (pages 26-41) features Daymart – north Kerala’s largest retailer, which aims to become the State’s best and biggest. Kerala probably has the highest density of modern trade outlets with even small and thinly populated villages supporting multiple supermarkets.

The festive season in India heralds a boom time for all retail players. But this festive season, the first to be celebrated away from the long shadow of the pandemic after two years, the game for retailers has changed profoundly from what it was earlier. The past two years saw huge swathes of consumers embrace online shopping and those customers could still prefer staying away from the grind of in-store walk-ins.

However, even online retailers can no longer rest on the security of a large base of existing customers. Those customers could easily move to another outlet offering a better, more trustworthy experience. In a nutshell, both online and offline players need to keep up with customer expectations, competitors’ capabilities, and technological developments to maximize their advantages and profit margins.

In this October issue of the magazine (pages 14-23), we bring you learnings from retail experts on how retailers can up their game this festive season with targeted advertising, promotions, and other innovations to attract and retain customers.

Today, it has become increasingly critical for retailers to ensure an equally strong presence across all customer touchpoints, whether it’s through touchscreen, voice assistant, live streaming, and more. Only then can a retailer hope to make his store relevant to consumers, who are increasingly becoming nomads in their choice of shopping interface and the way they interact with brick-and-mortar stores.

Our story “Maximizing store value through end to-end retail management” (pages 26-27) dwells on why retailers need to redesign their stores in sync with the emerging consumer demands. Stores need to have a footprint across all consumer touchpoints to be in step with the changing consumer habits and to maximize traffic and footfall. The story calls on retailers to dial up their retail management practices in order to make faster decisions on how to reengineer their store operations and amplify footfall quantum in the future.


For all the brouhaha around healthy foods and healthy eating, India clocks one of the highest growth rates for ultraprocessed food and beverages — items high in added sugar, salt and additives. Euromonitor sales data reveal that the retail value of packaged junk food and soft drinks in India jumped 42X in just 13 years — from 2006 to 2019.

Various consumer interest advocacy groups and industry associations have prayed in aid of introducing statutory regulations by the government to address the nation’s concerns on food safety, nutrition and health. Read our story on page 52-54: India’s Food Processing Industry Bets on FOPL… on how adopting a global best-practice Front-of-Pack Labelling (FOPL) on all packaged foods is the need of the hour for protecting the long-term interests of both India’s processed food market and Indian consumers.

In another riveting cover story in this issue, on page 24-33, we train the spotlight on a new-age start-up retailer that seems to have struck gelt by opening modern grocery stores in the retail deserts of India — places like Sukhiapokhri, Islampur, Ramganj, Chopra, Phulbari, Naxalbari and Khoribari in north Bengal, Kishanganj, Thakurganj in Bihar, and other such places.

E-commerce and online shopping are growing at a steroidal pace in India. So much so that many feel the online channel will soon emerge as the preferred shopping medium and will outsprint offline by a wide distance.

But here’s a sobering statistic for those who think that physical retail and grocery retail, in particular, is fast moving towards its sunset date. According to market intelligence tracker IBEF, the FMCG market in India is expected to grow at a CAGR of 14.9% to reach $220 billion by 2025, from $110 billion in 2020. But only a thin slice of this market — 􀁼3% — will be taken up by e-commerce, leaving about 97% of the FMCG market in the offline domain. So, any apocalyptic prophecy about the future of offline retail is grossly exaggerated and overblown.

In order to capture the huge offline FMCG market, retailers need to build both their online presence and offline footprint. This strategy is best exemplified by The NEW Shop, our cover story retailer (pages 26-37), which has emerged as India’s fastest-growing 24/7 omnichannel, convenience quick commerce company.

The Covid pandemic led to irreparable disruption and dislocation for many businesses. While the damage and loss it inflicted will take some years to recover and recoup, it also forced industries, including retail, to reinvent, reboot, and reimagine the way of doing things.

For one, it brought about a swift acceleration in the adoption of technology. Grocery retailers, in particular, upgraded themselves to become omni-channel and serve customers remotely. In this issue, we bring you a case study (Pages 33 - 35) on how technology integration and interoperability can help retailers to quickly adapt to the changing needs of the market – from digital payments, connected banking, compliance to government regulations for GST, e-invoicing, e-way bills, among others.

The other notable change as the fallout of the pandemic has been the gold rush witnessed in grocery retailing. Even those with a casual eye could not have failed to notice how there has been a scramble by a lot of digital, e-commerce and quick commerce players who are trying to grab a share of the grocery retail market.

We bring you the story of one newbie retailer — Star Localmart — which debuted in October 2020 but has since gone out to launch 76 new stores in the smaller towns of Maharashtra and 

In a world that has been profoundly shaped by a global pandemic over the past two years, this April is special: Big things are starting to happen again. After an interlude of two years — since the Covid 19 pandemic descended on us like a pall of gloom — India Food Forum, tapping into the zeitgeist of the economy’s mood of optimism, stepped up to the plate to bring back the spirit and bonhomie of ‘revival and renewal’ with a whiff of fresh air and breezy chutzpah at its annual felicitations ceremony, held at The Westin Mumbai, on the evenings of 5-6 April.

Turn to pages (32-48) to read about the most eclectic and finest selection of Food & Grocery and Foodservice Retailers who made the cut for India’s most celebrated industry award and honours: The IMAGES Honours for Food & Grocery and Foodservice Retail Icons of India; The Coca-Cola Golden Spoon Awards for IMAGES Most Admired Food & Grocery Retailers; Pepsi-IMAGES Most Admired Foodservice Retailer Awards across categories and formats; and the Pepsi Swagstar Awards for the most hip and happening foodservice retailers.

It’s the most buzzy segment of grocery retail to have emerged after the post-Covid era, occupying the headspace of both retailers and consumers. Yes, we are talking of Quick Commerce, and the model seems to have brewed up a perfect storm in the grocery industry.

We gathered a slate of leading retail professionals who spoke out their minds (Industry Round Table, pages 44) on the nitties gritties of the model and walked us through the important metrics that matter in this business: average ticket size, unit economics, product mix, blended margins, number of bills, average bill value, key value categories and items and, of course profitability. As we see it, though it’s too early to predict the future of the quick commerce model, the segment has already become a market darling with venture capitalists and investors rushing in with dreams of striking gold.

Our Cover Story on Namdhari’s (pages 36) turns the spotlight on perhaps the only fully integrated seed-to-plate retailer in India. The Bangalore-based Namdhari’s Group forayed into the retail business in 2002 and currently operates a total of 31 stores under its two banners: Namdhari’s Fresh and Simpli Namdhari’s. The striking thing about the retailer is that about 50-60 percent of its sales comes through products of which it controls the complete value chain – from the seed to the plate stage.

At a time when food safety and sustainability has come to acquire the mindshare of consumers everywhere, Namdhari’s retailing strategy and initiatives deserve a big shout out. We hope that their success story will spawn more such emulative initiatives from other retailers as well.

Businesses have a way to suss out opportunities even during a crisis. Nothing best exemplifies this dictum than to see new grocery stores and supermarkets spring up across our urban neighbourhoods and city limits during the past two years of the Covid pandemic.

Industry observers, retailers, distributors in the food and grocery segment have vouched for the fact that the food and grocery sector was fortunate to have caught the tailwinds in an otherwise adverse business weather, prompting many new converts to enter or make a strategic shift to the sector.

Our Cover Story on Jalan’s Retail (pages 22-26), a well-known regional grocery retailer based out of eastern Uttar Pradesh, highlights the painstaking efforts and diligence required to make grocery retailing a successful business. Unfortunately, a lot of new grocers are content stocking mainly FMCG products that are easier to stock but yield lesser margins compared to the food and grocery range of products. For any experienced grocery retailer, the focus should be more on maintaining a quality range of food and grocery products that can offer the best margins in the supermarket business and a competitive edge as a retailer.

January arrives freighted with the promise of new possibilities and new beginnings. In keeping with this spirit and mood, our lead story in this issue takes a deep dive into assessing the market cross-currents and riptides that will wash ashore India’s Food & Grocery industry in 2022.

Enriched with insights gained from a cross-section of leaders across the food and grocery industry, our story Retail CEOs… Read the Tea Leaves for 2022 (pages 28-43) takes the pulse on the industry outlook for this year, what interesting trends and concepts will play out, and how the fortune cookie is likely to crumble in the days ahead. Notwithstanding the Covid-related travails of the past two years that hung like a Damocles’ sword over business, the year ahead could prove to be a tide-turner and game changer in many ways. One interlocutor pointed out that the demand for food products currently is still above the pre-pandemic level while all the leaders put their faith in the growth momentum continuing to build on in the months ahead.

However, cautionary notes were struck as well. More online platforms, newer players, and better technologies are entering the market, and they are changing the rules of business engagement. While there is a clear and perceptible shift in consumer behavior and preference for making purchases online, the spotlight on food safety and hygiene has accentuated with customers making food choices that resonate with the changing realities of our current situation.

We trust that the industry will step up to the plate to embrace the challenges and opportunities through new learnings and innovations, and by aligning their offerings and strategies to the tastes and needs of the modern-day consumers.

It’s always heartening to see retailers come up with new concepts and grocery formats. Their new ideas help push the needle on making retailing more creative, fulfilling and socially responsible. We feature one such enterprising retailer in this issue of the magazine (pages 24-27) who has created a completely “zero waste” and green business at his store near Ernakulum in Kerala.
It is one of those gratifying instances where the store and its owner have put into everyday practice the tenet of “be the change you want to see in the world”. The shop does not promote plastic at all and shoppers are encouraged to buy products in paper bags and glass bottles. By selling all everyday items in ‘loose packaging’ and daily essentials like sugar, pulses, rice and even sweets in paper packages, this retailer and his store has set an inspiring example in promoting green earth and reducing single-use plastic.
Our lead story on “Food Brands for New-Age India” (Pages 30-36) looks at how today’s young consumers are increasingly embracing brands that embody the virtues of being clean, healthy, ethical, sustainable and why itis becoming important for retailers and food brands to further deepen their existing engagement and commitment to these ideals and standards.

Between 2013 and 2019, India’s food & grocery market doubled from $300 billion to $600 billion and is expected to jump another $200 billion by 2024, according to consultancy firm RedSeer. This growth will be propelled by new and emerging retail segments, created by our food brands and grocers.

Already, established food categories are being explored deeper and developed further for creating newer sub-categories. For example, the good-for-you health food segment has now spawned several newer categories like gluten-free, lactose-free, vegan, and other Freefrom foods.

Talent has always mattered in retail, but today it matters more than ever and in more ways than ever. Credit the blistering pace of change that has accelerated throughout the world of grocery to the point where words such as “innovation,” “disruption” and “transformation” are now a familiar part of the industry’s vocabulary.

This dynamic environment requires that companies employ talented leaders with diverse skill sets to manage familiar as well as a growing number of new types of challenges. The Food & Grocery industry needs next-generation leaders possessing a set of traits that makes them an innovator, disruptor or difference-maker having an impact on their organization, the industry and colleagues.

April 2024

March 2024

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January 2024

December 2023

November 2023

October 2023

September 2023

August 2023

July 2023

June 2023

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December 2022

PROGRESSIVE GROCER has been the voice of the food retail industry for over 80 years in the USA. Serving a wide audience in the Indian market, Progressive Grocer India's readers are top management at headquarters and top decision makers at store level. By anticipating, reporting and interpreting important data and trends, PROGRESSIVE GROCER fulfils its mission of identifying and highlighting insights and opportunity for leading grocery retailers, thereby accelerating brands and sales success for leading manufacturers

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11. DER DIENST UND ALLE VERÖFFENTLICHUNGEN WERDEN „WIE BESEHEN“ UND „WIE VERFÜGBAR“ ZUR VERFÜGUNG GESTELLT. MAGZTER, SEINE TOCHTERGESELLSCHAFTEN, LIEFERANTEN, LIZENZGEBER UND VERTRETER SCHLIESSEN AUSDRÜCKLICH ALLE GEWÄHRLEISTUNGEN JEGLICHER ART AUS, OB AUSDRÜCKLICH ODER STILLSCHWEIGEND, EINSCHLIESSLICH, ABER NICHT BESCHRÄNKT AUF DIE STILLSCHWEIGENDEN GEWÄHRLEISTUNGEN DER MARKTGÄNGIGKEIT, EIGNUNG FÜR EINEN BESTIMMTEN ZWECK UND NICHTVERLETZUNG. Ohne das Vorstehende einzuschränken, übernehmen weder Magzter noch seine verbundenen Unternehmen, Lieferanten, Lizenzgeber oder Vertreter eine Garantie dafür, dass (i) der Dienst Ihren Anforderungen entspricht, (ii) der Dienst unterbrechungsfrei, pünktlich, sicher oder fehlerfrei verfügbar ist, ( III) DIE INFORMATIONEN, DIE DURCH DIE NUTZUNG DES DIENSTES ERHALTEN ODER IN DEN VERÖFFENTLICHUNGEN ENTHALTEN WERDEN KÖNNEN, RICHTIG ODER ZUVERLÄSSIG SIND, ODER (IV) DIE QUALITÄT JEGLICHER VERÖFFENTLICHUNGEN ODER DES DIENSTES IHREN ERWARTUNGEN ENTSPRECHEN. SIE SIND ALLEIN VERANTWORTLICH, EINE ZUVERLÄSSIGE INTERNETVERBINDUNG UND IHR GERÄT ZU ERHALTEN UND AUFZUBEWAHREN. MAGZTER IST NICHT VERANTWORTLICH, WENN SIE INHALTE NICHT HERUNTERLADEN KÖNNEN. JEGLICHES HERUNTERLADEN ODER ANDERWEITIGE ERHALTEN VON MATERIALIEN DURCH DIE NUTZUNG DES DIENSTES ERFOLGT NACH IHREM EIGENEN ERMESSEN UND AUF IHR RISIKO. SIE SIND ALLEIN VERANTWORTLICH FÜR SCHÄDEN AN IHREM COMPUTERSYSTEM ODER MOBILEN GERÄT ODER DATENVERLUST, DIE AUS DEM HERUNTERLADEN SOLCHER MATERIALIEN ENTSTEHEN. KEINE RATSCHLÄGE ODER INFORMATIONEN, OB MÜNDLICH ODER SCHRIFTLICH, DIE SIE VON MAGZTER ODER ÜBER DEN DIENST ERHALTEN, BEGRÜNDEN EINE GARANTIE.

2. Sie werden diese Informationen pflegen und umgehend aktualisieren, um sicherzustellen, dass sie wahr, genau, aktuell und vollständig sind. Sie sind dafür verantwortlich, die Vertraulichkeit Ihres Kontos und Passworts zu wahren und den Zugriff auf Ihren Computer einzuschränken, und Sie erklären sich damit einverstanden, die Verantwortung für alle Aktivitäten zu übernehmen, die unter Ihrem Konto stattfinden, einschließlich der Auswahl und Nutzung aller Inhalte und Dienste.

3. In keinem Fall haften Magzter.com oder eine natürliche oder juristische Person oder ein Dritter, der an der Erstellung, Produktion und Verbreitung der Inhalte auf der Website und der Anwendung beteiligt ist, vertraglich oder gesetzlich für Schäden, einschließlich, aber nicht beschränkt auf, direkte, indirekte, zufällige, besondere und Folgeschäden, die Ihnen während oder bei der Nutzung von Magzter.com entstehen. Durch die Registrierung auf der Website oder das Herunterladen der Anwendung erklären Sie sich damit einverstanden, dass die in diesem Abschnitt genannten Bestimmungen für die gesamte Nutzung und den Inhalt der Website und der Anwendung gelten.

3. Ohne vorherige schriftliche oder autorisierte Genehmigung von Magzter dürfen Sie die von Magzter erhaltenen Inhalte nicht ändern, kopieren, verbreiten oder verkaufen, da alles, was hier veröffentlicht wird, Eigentum von Magzter oder seinen Lizenzgebern ist. Da eine solche unbefugte Nutzung auch gegen geltende Gesetze, einschließlich Urheber- und Markenrecht, verstoßen kann, verbietet Magzter dies streng und sperrt Ihren Zugang und Ihr Konto, wenn eine solche illegale Aktivität nachgewiesen oder entdeckt wird. Sie sollten auch für die durch diese unerlaubten Aktivitäten verursachten Schäden haftbar gemacht werden. Sofern vom rechtmäßigen Eigentümer der Veröffentlichung nicht gestattet, erkennen Sie an, dass Sie durch das Herunterladen von Veröffentlichungen, auf die Sie über den Dienst zugreifen, keine Eigentumsrechte erwerben. Sofern nicht ausdrücklich durch das Urheberrechtsgesetz vorgeschrieben oder durch die Funktionen des Dienstes erlaubt, dürfen Sie diese nicht verändern, zurückentwickeln, veröffentlichen, übertragen, anzeigen, an der Übertragung oder dem Verkauf teilnehmen, davon abgeleitete Werke erstellen oder sie in irgendeiner Weise kommerziell nutzen oder bereitstellen ohne die ausdrückliche Genehmigung von Magzter und dem Eigentümer dieser Inhalte an Dritte weiterzugeben. Wir gewähren Ihnen keinerlei Lizenzen, weder ausdrücklich noch stillschweigend, am geistigen Eigentum von Magzter oder den Lizenzgebern von Magzter.

5. Sie erkennen ausdrücklich an, dass Magzter.com nicht für verleumderisches, beleidigendes oder rechtswidriges Verhalten anderer Nutzer oder Dritter oder deren Inhalte jeglicher Art haftet und dass das Verletzungsrisiko aus dem Vorstehenden vollständig bei Ihnen liegt.

8. Magzter behält sich alle Rechte vor, die von Ihnen veröffentlichten und eingegebenen Inhalte zu überwachen, um festzustellen, ob Sie diese Allgemeinen Geschäftsbedingungen und andere von Magzter festgelegte Betriebsregeln einhalten. Magzter hat das Recht, über die Inhalte zu entscheiden und diese nach eigenem Ermessen zu löschen.

9. Magzter ist ein Vertreiber und KEIN Herausgeber der Veröffentlichungen und daher hat Magzter keine redaktionelle Kontrolle über den Inhalt, einschließlich Meinungen, Ratschläge, Aussagen, Dienstleistungen, Angebote usw., der in den Magazinen dargestellt wird. Daher übernimmt Magzter keine Verantwortung für die Richtigkeit oder Zuverlässigkeit der darin enthaltenen oder über den Dienst zur Verfügung gestellten Informationen oder Fakten, die nicht von autorisierten Magzter-Mitarbeitern im Rahmen ihrer offiziellen Befugnisse bereitgestellt werden. Dementsprechend haben wir keine redaktionelle Kontrolle über die Veröffentlichungen. Alle Meinungen, Ratschläge, Aussagen, Dienstleistungen, Angebote oder andere Informationen oder Inhalte, die von Dritten geäußert oder zur Verfügung gestellt werden, einschließlich derjenigen, die in den vom Dienst angebotenen Veröffentlichungen gemacht werden, sind die des jeweiligen Autors bzw. der jeweiligen Autoren oder Herausgeber und nicht von Magzter. Magzter haftet nicht für Verluste oder Schäden, die dadurch entstehen, dass Sie sich auf Informationen verlassen, die Sie über den Dienst oder aus den Veröffentlichungen erhalten. Der Dienst kann Links zu anderen Internetseiten und Ressourcen Dritter enthalten und Magzter übernimmt keine Verantwortung oder Haftung für die auf solchen verlinkten Websites verfügbaren Mitteilungen oder Materialien. Diese Links werden nur zu Ihrer Bequemlichkeit bereitgestellt. Es liegt in Ihrer alleinigen Verantwortung, die Allgemeinen Geschäftsbedingungen zu verstehen, die gelten, wenn Sie die Website eines Drittanbieters besuchen oder über diese eine Bestellung aufgeben.

 Einzelheiten zum anstößigen Inhalt, einschließlich seines Links auf unserer Plattform

 Laden Sie Ihre Lieblingstitel herunter und lesen Sie sie offline, jederzeit und überall

 Schenken Sie Ihren Lieben sofort eine Magzter-Geschenkkarte und geben Sie ihnen die Freiheit, ihre Lieblingszeitschriften und -zeitungen aus Tausenden von Bestsellern zu lesen.

Gift your loved ones with a Magzter Gift Card instantly and give them the freedom to read their favorite magazines from thousands of best-selling titles.

Schenken Sie Ihren Liebsten eine Magzter-Geschenkkarte, die sie umgehen erhalten, und geben Sie ihnen die Freiheit, ihre Lieblingsmagazine aus {{magCount}} internationalen Bestseller-Titeln zu lesen.

Girish Ramdas ist Mitbegründer und CEO von Magzter, einem in New York ansässigen Startup, das im globalen digitalen Verlagsgeschäft für Aufsehen gesorgt hat. Magzter hat seit seiner Einführung im Jahr 2011 80 Millionen Nutzer aus mehr als 150 Ländern mit Tausenden von Zeitschriften, Zeitungen und Büchern von mehr als 4.500 Verlagen weltweit. Er verfügt über mehr als 25 Jahre Erfahrung im plattformübergreifenden Publishing, einschließlich Print-, Mobil- und Webentwicklung. In dieser Zeit war er Mitbegründer und Leiter von drei erfolgreichen Start-up-Unternehmen. Er hat Zeitschriftenunternehmen die Digitalisierung ermöglicht und hilft ihnen, ihre Inhalte in der digitalen Welt zu monetarisieren. Girishs umfassende Branchenerfahrung in Online-, Mobil- und Verlagsökosystemen hat ihn zu einem Experten für die Akquise, Vermarktung und Monetarisierung digitaler Inhalte auf allen Plattformen weltweit gemacht.

 Für den Fall, dass Sie auf unserer Plattform auf anstößige Inhalte stoßen, haben wir eine Beschwerderichtlinie eingeführt, um auf Ihre Bedenken einzugehen.

Magzter Inc. (”Unternehmen”, ”wir”, ”uns” oder ”unser”) weiß, dass es Ihnen wichtig ist, wie Ihre persönlichen Daten verwendet und weitergegeben werden. Bitte lesen Sie die folgende Datenschutzrichtlinie (die ”Richtlinie”), um mehr über unsere Datenschutzpraktiken zu erfahren.Indem Sie eine der vom Unternehmen betriebenen Websites und deren Subdomains besuchen oder eine unserer mobilen Anwendungen und anderen Methoden der Inhaltsverteilung(zusammen der ”Dienst”) nutzen, erkennen Sie an, dass Sie die dargelegten Praktiken und Richtlinien akzeptieren in dieser Richtlinie und Sie stimmen hiermit zu, dass wir Ihre Daten auf die folgende Weise sammeln, verwenden und weitergeben.

Magzter Inc. ist der weltweit größte und am schnellsten wachsende plattformübergreifende digitale Zeitungskiosk mit Selbstbedienung mit über 80 Millionen Nutzern seit seiner Gründung im Jahr 2011 und Tausenden von Zeitschriften und Zeitungen in über 40 Kategorien und über 60 Sprachen. Magzter hat seinen Hauptsitz in New York und ist vor Ort in Amsterdam, London, Mexiko-Stadt, Chennai, Mumbai, Neu-Delhi, Bengaluru und Singapur vertreten und wird bald in andere Länder expandieren. Magzter wurde im Juni 2011 von den globalen Unternehmern Girish Ramdas und Vijay Radhakrishnan gegründet und ermöglicht Zeitschriften- und Zeitungsverlagen auf der ganzen Welt, digitale Ausgaben ihrer Titel zu erstellen und an globale Verbraucher zu liefern.

 Magzter ist bestrebt, unseren Benutzern eine sichere Plattform bereitzustellen. Bitte beachten Sie, dass Magzter lediglich eine Plattform für Verlage zur Verbreitung ihrer Inhalte ist. Wir kontrollieren oder unterstützen die auf unserer Plattform veröffentlichten Inhalte nicht. Wir können nicht für die Handlungen unserer Herausgeber oder deren Inhalte verantwortlich gemacht werden.

Magzter ist nicht dafür verantwortlich, eine Partei zu entschädigen, die aufgrund eines Inhalts oder eines Teils des Inhalts, der ihre Rechte verletzt, Schäden oder Kosten erlitten hat. Magzter haftet nicht für zivilrechtliche Schritte wegen Rechtsverletzungen, die durch einen Inhalt oder einen Teil des Inhalts verursacht werden, der die Rechte Dritter verletzt.

Magzter bietet den weltweit größten ”All-You-Can-Read” - Abonnementdienst namens Magzter GOLD an, der digitalen Lesern zu einem monatlichen Abonnementpreis unbegrenzten Zugriff auf mehr als 8.000 Zeitschriften und Zeitungen bietet.Darüber hinaus verfügt Magzter mit der bahnbrechenden ezRead 2.0 - Funktion für seine Apps über die größte Anzahl an Geschichten weltweit.Nutzer von Smartphones und Mobilgeräten mit kleinem Bildschirm können die Zeitschrifteninhalte so genießen, wie sie gedacht sind, nämlich mit Artikeltext Es ist leicht zu lesen und wird von atemberaubenden Videos und hochauflösenden Fotos begleitet.

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Bitte füllen Sie dieses Formular aus, falls Sie Hilfe bei der Veröffentlichung Ihrer Inhalte auf Magzter benötigen

 Vor Magzter war er Präsident von Dot Com Infoway (DCI) und Galatta Media. Zu seinen Aufgaben gehörten strategisches Marketing, Partnerschaftsentwicklung und die weltweite Monetarisierung von Inhalten. DCI wuchs von einem kleinen Team von 3 im Jahr 2000 auf 300 im Jahr 2011 und beschäftigte sich mit der Web-, Software- und App-Entwicklung für Kunden auf der ganzen Welt.

Seit der Einführung hat sich Magzter dazu verpflichtet, mit globalen Organisationen zusammenzuarbeiten, um die bestmögliche Zeitungskiosk-Technologie und den besten Service für unsere Kunden anzubieten. Egal, ob Sie Magazin-Abos für Ihren Kundenstamm anbieten oder einfach nur mehr erfahren möchten, engagiert sich Magzter für das Wachstum Ihres Unternehmens. Um mehr zu erfahren, füllen Sie bitte den folgenden Fragebogen aus:

 Das DMCA ermöglicht es uns, die entfernten Inhalte wiederherzustellen, wenn die Partei, die die ursprüngliche DMCA-Mitteilung eingereicht hat, nicht innerhalb von zehn Werktagen nach Erhalt der Kopie Ihrer Gegendarstellung eine gerichtliche Klage gegen Sie einreicht.

Diese Richtlinie deckt den Umgang des Unternehmens mit personenbezogenen Daten(”personenbezogene Daten”) und anderen Informationen über Sie und Ihren Computer oder Ihr Gerät ab, die das Unternehmen erfasst, wenn Sie auf den Dienst zugreifen. Wir können personenbezogene Daten von Ihnen erfassen, wie nachstehend ausführlicher erläutert, und wir verwenden diese personenbezogenen Daten intern im Zusammenhang mit unseren Diensten, unter anderem zur Personalisierung, Bereitstellung und Verbesserung unserer Produkte, Dienste, Inhalte und Werbung und um Ihnen die Möglichkeit zu geben um ein Benutzerkonto und -profil einzurichten, um Sie zu kontaktieren, um Ihre Anfragen für bestimmte Produkte und Dienstleistungen zu erfüllen und um zu analysieren, wie Sie die Dienste nutzen. In bestimmten Fällen geben wir möglicherweise einige personenbezogene Daten auch an Dritte weiter, jedoch nur wie in Punkt 4 beschrieben.

Dieser Titel ist in Ihrem Magzter GOLD-Abonnement enthalten

 Analysieren Sie die Qualität von Inhalten und geben Sie den Herausgebern entsprechendes Feedback

 Wir haben einen Beschwerdebeauftragten benannt, der alle Beschwerden im Zusammenhang mit anstößigen Inhalten bearbeitet.

 Wir bitten Sie, jede Beschwerde im Zusammenhang mit anstößigen Inhalten per E-Mail an die oben genannte E-Mail-Adresse an den Beschwerdebeauftragten zu richten. Wir bitten Sie außerdem um die Angabe der folgenden Angaben, wenn Sie eine Beschwerde einreichen

und die App, die Ihnen die Möglichkeit bietet, verschiedene Zeitschriften, Bücher, Nachrichten sowie magazin- und publikationsbezogene Inhalte (gemeinsam als „Veröffentlichungen“ bezeichnet) zu bestellen, zu abonnieren und deren Lieferung zu erhalten und sich diese digitalen Versionen der Veröffentlichungen liefern zu lassen

C.Wir sammeln auch Informationen im Zusammenhang mit Ihrer Nutzung der Anwendung, um personalisierte Empfehlungen abgeben zu können.Wenn Sie uns die Zugangsdaten für Ihr Drittanbieterkonto zur Verfügung stellen, verstehen Sie, dass einige Inhalte und / oder Informationen in diesen Konten(”Drittanbieterkontoinformationen”) möglicherweise an Ihr Konto bei uns und an dieses Drittanbieterkonto übermittelt werden, wenn Sie solche Übertragungen autorisieren An den Dienst übermittelte Informationen fallen unter diese Richtlinie.

 F. Die von uns erfassten personenbezogenen Daten ermöglichen es uns, auf Ihre Anfragen zu reagieren, unsere Produkte und Dienstleistungen zu verbessern, die Werbung und Inhalte, die Sie sehen, anzupassen und mit Ihnen über neue Produkte zu kommunizieren.

ist der weltweit größte und am schnellsten wachsende plattformübergreifende digitale Zeitungskiosk mit Selbstbedienung mit über 85 Millionen Nutzern seit seiner Gründung im Jahr 2011 und Tausenden von Zeitschriften und Zeitungen in über 40 Kategorien und über 60 Sprachen. Magzter hat seinen Hauptsitz in New York und ist vor Ort in Amsterdam, London, Mexiko-Stadt, Chennai, Mumbai, Neu-Delhi, Bengaluru und Singapur vertreten und wird bald in andere Länder expandieren. Magzter wurde im Juni 2011 von den globalen Unternehmern Girish Ramdas und Vijay Radhakrishnan gegründet und ermöglicht Zeitschriften- und Zeitungsverlagen auf der ganzen Welt, digitale Ausgaben ihrer Titel zu erstellen und an globale Verbraucher zu liefern.

 N. Wir verwenden Nutzungsinformationen auch, um sicherzustellen, dass Benutzer unsere Nutzungsbedingungen einhalten. Mithilfe der Nutzungsinformationen eines Benutzers können wir beispielsweise bestätigen, dass ein Benutzer eine Zeitschrift oder andere Inhalte nur zulässig oft oder auf eine zulässige Anzahl von Geräten herunterlädt.

 Damit erhalten digitale Leser zum monatlichen Abonnementpreis uneingeschränkten Zugriff auf über 8.000 Zeitschriften und Zeitungen. Darüber hinaus verfügt Magzter mit der bahnbrechenden ezRead 2.0-Funktion für seine Apps über die größte Anzahl an Geschichten weltweit. Nutzer von Smartphones und Mobilgeräten mit kleinem Bildschirm können die Zeitschrifteninhalte so genießen, wie sie gedacht sind, nämlich mit Artikeltext Es ist leicht zu lesen und wird von atemberaubenden Videos und hochauflösenden Fotos begleitet.

Progressive Grocer - August 2021

Progressive Grocer - August 2021

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