Emami targets 25% of turnover from new-age brands by FY30
Emami aims to raise the contribution of strategic investments and new-age brands from about 6% currently to 25% of consolidated turnover by FY30, backed by premiumisation, digital expansion and acquisitions.
What happened
Emami plans to lift strategic investments and new-age brands to about 25% of turnover by FY30 through premiumisation, digital expansion and acquisitions. Its
Key facts
- Strategic investments/new-age brands targeted to contribute approximately 25% of consolidated turnover by FY30, versus around 6% currently
- E-commerce contributes roughly 14% of domestic revenue
- Quick-commerce sales tripled in FY26
- Digital media exceeded 50% of total media spend in FY26
- New-age and mainstream portfolio share reached 21% of domestic business, versus 7% in FY20
- Non-seasonal portfolio contributes 56% of domestic business, versus 50% in FY20
- New-age and organised channels rose to 32% of domestic business from 11% in FY20
- FY26 revenue was ₹3,779.5 crore
Why this matters
Emami’s FY30 target positions acquisitions and strategic investments as key levers, creating an opening for brands that add premium, digital-native or organised-retail capabilities.
What to watch
- Annual disclosure of turnover contribution from strategic investments and new-age brands versus the current roughly 6% base.
- Acquisition announcements, stake increases, funding rounds or buyouts involving Emami's portfolio companies.
- Growth in modern trade, e-commerce and quick-commerce share of domestic revenue beyond the reported 32%.
- Premium product launches and evidence of higher average selling prices or improved gross-margin mix.
- Marketing-to-sales ratio, EBITDA-margin trajectory and working-capital changes, which will indicate the cost of scaling newer brands.
- Distribution expansion of new-age brands into Emami's general-trade network and repeat-purchase performance online.
- Competitive M&A and premium-category moves by Hindustan Unilever, ITC, Dabur, Marico and Tata Consumer.
- Increase investments in beauty, wellness, nutrition, personal care and premium adjacent categories where Emami's legacy brands have lower penetration.
- Acquire controlling stakes or deepen ownership in existing strategic investments to consolidate revenue and distribution benefits.
- Build quick-commerce-specific packs, premium SKUs and digital-first launches as organised and new-age channels become a larger share of domestic sales.
- Use general trade distribution to take digital-native brands offline, especially into tier-2 and tier-3 cities.
- Expand performance marketing, creator commerce and consumer-data capabilities, while shifting media spending toward measurable digital channels.
- Rationalise slower-growing legacy SKUs to fund premiumisation, innovation and new-brand marketing.