Emami targets 25% of turnover from new-age brands by FY30
Emami plans to lift strategic investments and new-age brands’ contribution to consolidated turnover from about 6% currently to 25% by FY30, backed by acquisitions and a Gurugram growth office focused on personalised beauty, premium grooming and wellness.
What happened
Emami aims for strategic investments and new-age brands to deliver 25% of turnover by FY30, up from 6% currently. It is building a Gurugram growth office and
Key facts
- Strategic investments contribute about 6% of consolidated turnover currently
- Strategic investments targeted to contribute approximately 25% of consolidated turnover by FY30
- Targeted contribution represents roughly seven-fold scaling
- New-age and mainstream portfolio accounts for 21% of domestic business
- New-age and mainstream portfolio share was 7% in FY20
Why this matters
The 25% target gives Emami a clear mandate to pursue acquisitions and strategic investments in scalable new-age FMCG brands, particularly across beauty, grooming and wellness.
What to watch
- Announcement of acquisitions, minority investments or founder partnerships in beauty, personal care, grooming or wellness.
- Capital allocation disclosures showing the size of strategic-investment and M&A spending.
- Revenue contribution of new-age brands in quarterly and annual investor presentations.
- Evidence that acquired brands enter Emami's general-trade distribution without losing premium positioning.
- Growth in quick-commerce, e-commerce and modern-trade sales versus traditional distribution.
- Consolidated gross margin, advertising spend and EBITDA margin trends following new-age investments.
- Leadership hires, product launches and operating milestones from the Gurugram growth office.
- Establish the Gurugram growth office as a dedicated acquisition, brand-building and digital-commerce hub with category specialists in beauty, grooming and wellness.
- Pursue bolt-on acquisitions or strategic stakes in fast-growing founder-led brands where Emami can add distribution, procurement and regulatory scale.
- Expand premium and personalised product launches, especially in hair care, skin care, male grooming, nutraceutical-adjacent wellness and direct-to-consumer formats.
- Use modern trade, quick commerce and marketplaces as testing channels before rolling successful new-age products into general trade.
- Ring-fence investment budgets and track new-age brands separately on revenue growth, repeat purchase, contribution margin and return on marketing spend.