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When you start to grow, everyone wants to be a part of your success story. This is evident in case of Indian <a href="http://www.businessinsider.in/The-Consumers-God-Babas-Patanjali-to-record-1bn-sales-next-year/articleshow/51427510.cms">FMCG giant Patanjali Ayurved</a>, which has been granted loans by ICICI Bank and HDFC Bank, even as lenders are shying away from most corporate borrowers. <keyword id="6406649" type="COMPANY" weightage="100" keywordseo="Patanjali-Ayurved">Patanjali Ayurved</keyword>, owned by <a href="http://www.businessinsider.in/Baba-Ramdevs-Patanjali-is-rattling-the-consumer-market-and-how/articleshow/51053252.cms">yoga guru Baba Ramdev</a>, is eyeing to raise Rs 1000 crore this fiscal year. 
 
The Haridwar-based consumer goods maker was approached by these banks who offered it corporate loans, as said by MD Acharya Balkrishna. He added that public sector banks SBI and PNB have so far extended their credit facility to the company. 
 
"While big industrialists fail to repay loans, we pay off our dues right on time. This is made possible due to our escalating product sales," Balkrishna told ET. 
 
Patanjali Ayurved has <a href="http://www.businessinsider.in/Patanjali-is-taking-over-the-entire-Ayurveda-industry/articleshow/51453997.cms">left behind several established names </a>in the industry after its inception a decade ago, and now plans to raise funds through bank term loans or corporate bonds. It is now looking forward to doubling its production capacity to 2,000 tonnes a day by the end of 2016-17. 
 
"Whoever gives us cheap money, we will go for it as <a href="http://www.businessinsider.in/Patanjali-is-taking-over-the-entire-Ayurveda-industry/articleshow/51453997.cms">we are expanding fast</a>," Balkrishna said. "More banks are coming to us with their offers while a few merchant bankers too contacted us with fundraising proposals via bond sales. We are exploring all options," he said. 
 
Patanjali is now planning to set up manufacturing units in Maharashtra, Madhya Pradesh, Punjab, Jharkhand and West Bengal, along with launching a new product line of nutrition baby foods. 
 
<a href="http://dailyamin.com/wp-content/uploads/2015/11/16nov6u.jpg">Image source</a>

Everyone wants to be a part of Patanjali’s success as FMCG giant aims Rs 1000 crore this fiscal

Did you know that yoga guru Baba Ramdev, who owns the <a href="http://www.businessinsider.in/Baba-Ramdevs-Patanjali-Ayurved-Ltd-becomes-Indias-biggest-FMCG-advertiser-this-week-leaving-behind-Parle-Cadbury/articleshow/50876928.cms">fastest-growing Indian FMCG company</a> <keyword id="6406649" type="COMPANY" weightage="100" keywordseo="Patanjali-Ayurved">Patanjali Ayurved</keyword>, and <keyword id="669583" type="UNKNOWN" weightage="100" keywordseo="Acharya-Balkrishna">Acharya Balkrishna</keyword>, its MD, aren’t the only ones to be credited for its<a href="http://www.businessinsider.in/Everyone-wants-to-be-a-part-of-Patanjalis-success-as-FMCG-giant-aims-Rs-1000-crore-this-fiscal/articleshow/51682270.cms"> roaring success</a>? 
 
Turns out, <a href="http://www.businessinsider.in/Exclusive-Yogi-by-ChoiceEntrepreneur-by-Chance-Baba-Ramdev/articleshow/49536517.cms">Ramdev </a>has a younger brother Ram Bharat, who although keeps a low profile, but is the one who leads Patanjali Ayurved as the informal CEO. 
 
Ramdev, being a kind of celebrity that he is, serves as the <a href="http://www.businessinsider.in/Is-Patanjali-actually-going-to-displace-traditional-biggies-from-the-market-or-is-it-just-Baba-Ramdevs-charm/articleshow/52075928.cms">face of the company</a>, and Acharya Balkrishna, the firm’s MD, manages the bigger departments of product development and innovation. However, it is Bharat, aged 38, who handles the day-to-day operations, and departments including finance, HR, production and supply chain, while reporting to Balkrishna and Ramdev. 
 
Also read: <a href="http://www.businessinsider.in/Ramdev-mocks-rivals/articleshow/52027530.cms">Weirdest comment of the day - Ramdev Baba says Patanjali will shut the gate in Colgate, make Nestle's bird disappear</a> 
 
"Bharat handles the daily operations and manages most of the running around, and is actually the backend of the company while Baba and Acharya strategise on the company's growth vision," Edelweiss Securities associate director Abneesh Roy told ET. Roy had visited the headquarters of Patanjali nearly four months ago. 
 
However, Bharat believes in coming across as a modest man, not willing to be called the boss. "It's a team work and I am a mere sevak," he was quoted saying. This modesty goes on to the level of him saying no to being photographed, willing to stay as far away from the limelight as possible. 
 
Everything about Ram Bharat, however, hasn’t been away from the public eyes. He has earlier made news when in May last year he was sent to judicial custody for instigating a clash between Haridwar truck union members and guards of Ramdev's Patanjali Food and Herbal Park. The clash had resulted in one person being killed and four others being injured. 
 
However, this didn’t divert his focus from his professional commitment as Patanjali, which has emerged as the <a href="http://www.businessinsider.in/Patanjali-is-taking-over-the-entire-Ayurveda-industry/articleshow/51453997.cms">fastest growing FMCG maker</a> in the country, having achieved the coveted Rs 5000-crore target recently. 
 
<a href="http://static.topyaps.com/wp-content/uploads/2016/05/4-11-1024x597.jpg">Image source</a>

It takes two to tango and three to jive, so who’s the third wheel in Patanjali’s success?

<ul><li>Dabur, Vim, Sunfeast, <keyword id="9551690" type="COMPANY" weightage="20" keywordseo="brooke-bond-patanjali">Brooke Bond &amp; Patanjali</keyword> join <keyword id="9551688" type="COMPANY" weightage="20" keywordseo="the-billion-crp-club">the Billion CRP club</keyword> this year.</li><li>COVID- 19 does not upset the top brands’ growth</li><li>Only 6 global brands among the top 25 brands in India.</li></ul><keyword id="9551689" type="COMPANY" weightage="20" keywordseo="worldpanel-division-of-kantar">Worldpanel Division of Kantar</keyword>, released its report, Brand Footprint 2020. The report is an annual ranking of FMCG brands based on the Consumer Reach Points the brands scored in a year. The report is in its 8th edition this year. Key findings: <ol><li>Scoring the highest CRP (mn) at 6029/ +12% <keyword id="29464" type="LOCATION" weightage="20" keywordseo="Parle">Parle</keyword>, ranks first followed by Amul at 4,632 CRP (mn)/ +17%, Amul at 4,632 CRP (mn)/ +17%, Clinic Plus at 4,514 CRP (mn)/ +32%, Britannia at 4,215 CRP (mn)/ +29% and Ghari at 2,438 CRP (mn)/ +12%</li><li>Five new brands joined the Billion CRP Club this year Dabur, Vim, Sunfeast, Brooke Bond &amp; Patanjali. 21 brands made it to this group in 2019 compared to 16 in both 2018 and 2017.</li><li>Over 2/3rd of the top 50 brands are Indian Origin brands (36) while global stands at 14.</li><li>Global brands (29 %) show 1.8x growth compared to Indian Origin brands (16%). Global brands are growing almost twice as fast at 29% compared to Indian Origin brands at 16%.</li><li>Consumers make significantly more choices this year leading to a significantly better CRP performance by brands- 57 % brands record growing CRPs.</li><li>Bigger brands find better growth and follow the Golden Rule, brands grow faster by growing penetration</li><li>Colgate stands at the highest penetrated brand at 88%</li><li>Surf excel remains marks a consistent CRP growth rate at +20% scoring 1566 mn CRP.</li><li>58 brands saw a penetration gain of 1% or more. Leading the category is Ponds at 5.8% followed by Harpic (4.8%), Comfort (4.5%). 1% penetration gain adds an extra 2.9mn shoppers to the brand. </li><li>In the foods category Britannia clearly charts out a success story as the 2nd most chosen brand, 7th highest penetrated brand with a household penetration at 67.6%. While Aashirvaad saw a surge with 4% penetration increase and +55% CRP growth. </li><li>Within homecare surf excel marks +48% CRP growth while recording +3.4% penetration increase, closely followed by Vim at +44% CRP growth and +3.2% penetration.</li><li>Dabur comes out strong in the personal care &amp; foods category with +34% CRP growth, making it the 5th most chosen beauty &amp; health brand in India with a 70.0% household penetration.</li></ol>Impact of Covid-19: <ul><li>Food &amp; Beverage brands get picked up more often except Parle and Tata due to drop in frequency. For example, Amul is chosen over 100,000 additional times during the COVID months of March-May. </li><li>While personal and home care brands drop CRPs</li><li>Despite CRPs, trip size increases causing top brands to grow volume</li></ul>“Consumer Reach Points are a great way to measure and rank brands as it is a measure of the number of opportunities a brand has, to interact with a consumer. It is great to see consistent validation for the fact that if you build penetration, frequency and growth follow. This has really been a year of global brands in terms of their higher growth than others. Like these, this year’s report has a lot of interesting nuggets to derive a lot of information and insights on top the behaviour of consumers towards brands in the last year”- K. Ramakrishnan, MD- South Asia, Worldpanel Division, Kantar. Top 10- Brand Footprint Most Chosen Consumer Brands <table style="border-width: initial; border-style: none;"></colgroup><tbody><tr><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">RANK </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">BRAND </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">CRP(m) </td></tr><tr><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">1 </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">Parle </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">6,079 CRP (mn) +12% </td></tr><tr><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">2 </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">Amul </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">4,632 CRP (mn) +17% </td></tr><tr><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">3 </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">Clinic Plus </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">4,514 CRP (mn) +32% </td></tr><tr><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">4 </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">Britannia </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">4,215 CRP (mn) +29% </td></tr><tr><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">5 </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">Ghari </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">2,438 CRP (mn) +12% </td></tr><tr><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">6 </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">Tata </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">2,212 CRP (mn) +16% </td></tr><tr><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">7 </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">Aavin </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">2,080 CRP (mn) -10% </td></tr><tr><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">8 </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">Nandini </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">2,025 CRP (mn) -2% </td></tr><tr><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">9 </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">Colgate </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">1,868 CRP (mn) +23% </td></tr><tr><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">10 </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">Wheel </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">1,630 CRP (mn) +14% </td></tr></tbody></table>

Parle is the most chosen brand in India: Report

<ul><li>Apart from garments, the company is also planning to launch its footwear brand called Paridhan. </li><li>In January, <keyword id="6356684" type="UNKNOWN" weightage="20" keywordseo="patanjali">Patanjali</keyword> announced a partnership with <a href="https://economictimes.indiatimes.com/industry/cons-products/fmcg/patanjali-to-partner-with-flipkart-amazon/articleshow/62519620.cms">eight major players</a> -- <keyword id="18635" type="CITY" weightage="20" keywordseo="Amazon">Amazon</keyword>, <keyword id="6354742" type="COMPANY" weightage="20" keywordseo="Flipkart">Flipkart</keyword>, <keyword id="2466939" type="PERSON" weightage="20" keywordseo="Grofers">Grofers</keyword>, Shopclues, BigBasket, 1mg, Paytm Mall and <keyword id="2875740" type="LOCATION" weightage="20" keywordseo="Netmeds">Netmeds</keyword> -- to sell its goods online, </li><li> It has also <a href="https://economictimes.indiatimes.com/industry/services/retail/patanjali-stores-in-airports-soon-across-the-country/articleshow/63475065.cms">teamed up</a> with JHS Svendgaard Laboratories, a manufacturer of oral care products, to set up exclusive Patanjali stores at airports across the country.</li></ul>In a bid to cater to consumer demand, <keyword id="6406649" type="UNKNOWN" weightage="20" keywordseo="Patanjali-Ayurved">Patanjali Ayurved</keyword> plans to foray into garment sales by 2019. Speaking to a group of professionals at the ongoing 'Goa Fest 2018' organised by the Advertising Agencies Association of India (AAAI), co-founder <keyword id="6355107" type="PERSON" weightage="100" keywordseo="Baba-Ramdev">Baba Ramdev</keyword> <a href="https://economictimes.indiatimes.com/industry/cons-products/garments-/-textiles/baba-ramdev-to-launch-patanjali-garments-in-2019/articleshow/63631770.cms">said</a>, "People are asking me, when are you launching jeans of your company in the market. So, we have decided to launch garment products, including ethnic wear, catering to kids, men and women next year." Since its conception, Patanjali has aggressively, and successfully, permeated most parts of the country with all kinds of products. You name it, they have it: soaps - check, honey - check, ayurvedic medicines - check, cookies - check, Mehandi - check, toothpaste - check, instant noodles - check, 'Shudhi' phenyl infused with cow urine - check. Now with this move, you could soon buy your yoga pants or that trendy pair of ripped jeans at the neighbourhood store or even online. Apart from garments, the company is also planning to launch its footwear brand called Paridhan. In January this year, the company announced a partnership with <a href="https://economictimes.indiatimes.com/industry/cons-products/fmcg/patanjali-to-partner-with-flipkart-amazon/articleshow/62519620.cms">eight major players</a> -- Amazon, Flipkart, Grofers, Shopclues, BigBasket, 1mg, Paytm Mall and Netmeds -- to sell its goods online, with a targeted revenue of over Rs 10000 million crore within the year. It has also <a href="https://economictimes.indiatimes.com/industry/services/retail/patanjali-stores-in-airports-soon-across-the-country/articleshow/63475065.cms">teamed up</a> with JHS Svendgaard Laboratories, a manufacturer of oral care products, to set up exclusive Patanjali stores at airports across the country. Their ability to make inroads into every nook and cranny of India as well as a few neighbouring countries -- Bangladesh and Nepal -- is impressive. In a statement made by Ramdev in January, he said, “We have created capacity of Rs 50,000 crore and we are racing ahead now. Our target is to beat HUL by next year.” Naysayers may find this hard to believe but the company’s FY17 <a href="https://economictimes.indiatimes.com/industry/cons-products/fmcg/page-1-patanjali-plans-to-overtake-hul-by-next-year-not-weighing-ipo-_-1000-crore-online-sales-target-this-year/articleshow/62532371.cms">sales</a> amounted to a Rs 105610 million which is pretty decent considering it is only 12-years-old as opposed to HUL which is 84-years-old and has reported sales of Rs 344870 million - almost three times that of Patanjali but with a head start of 72 years.

Baba Ramdev looks to conquer the fashion world with Patanjali clothing

<keyword id="6406649" type="COMPANY" weightage="100" keywordseo="Patanjali-Ayurved">Patanjali Ayurved</keyword>, yoga guru <keyword id="6355107" type="PERSON" weightage="100" keywordseo="Baba-Ramdev">Baba Ramdev</keyword>'s homegrown FMCG company, has come out with a new advertising campaign, comparing its multinational rivals to the East India Company. 
 
It’s not the first time that the yoga guru has played the ‘Made in India’ card, however doing that out in the open with <a href="http://www.businessinsider.in/Baba-Ramdevs-Patanjali-is-under-limelight-for-all-the-wrong-reasons-Heres-why/articleshow/52550015.cms">Patanjali's ads</a> is a first. 
 
Also read: <a href="http://www.businessinsider.in/Toothpaste-fight-gets-fierce-as-Colgate-launches-herbal-toothpaste-to-counter-Patanjali/articleshow/53487115.cms">Toothpaste fight gets fierce as Colgate launches herbal toothpaste to counter Patanjali</a> 
 
"Though we got political freedom 70 years back, economic freedom is still a dream," reads the print ad. "The way East India Company enslaved and looted us, multinational companies are still doing the same by selling soap, shampoo, toothpaste, cream, powder and similar daily items at exorbitant price." 
 
Also read: <a href="http://www.businessinsider.in/Baba-Ramdevs-Patanjali-is-under-limelight-for-all-the-wrong-reasons-Heres-why/articleshow/52550015.cms">Baba Ramdev’s Patanjali is under limelight for all the wrong reasons. Here’s why</a> 
 
RSS affiliate Swadeshi Jagran Manch (SJM) also rolled out a protest against the new FDI policy on August 9, almost in line with the launch of this campaign. As per SJM, allowing foreigners to engage in food processing and marketing of agricultural produce will ultimately kill small shops and units in India. 
 
Also read: <a href="http://www.businessinsider.in/Ram-Bharat-Patanjali/articleshow/52142568.cms">It takes two to tango and three to jive, so who’s the third wheel in Patanjali’s success?</a> 
 
On the other hand, All India Food Processors' Association (AIFPA), which has MNCs like Coca-Cola and Cadbury as its members, says that India is a free market which is open to everyone to do business. 
 
Also read: <a href="http://www.businessinsider.in/Patanjali-rapped-for-misleading-hair-oil-other-advertisements/articleshow/52453185.cms">Patanjali rapped for 'false and misleading' hair oil, washing powder ads</a> 
 
"Every company whether MNC or homegrown has to operate in accordance (with regulations). It is a free market and every company can sell depending upon the trust of the consumer," AIFPA President Sagar Kurade told ET. "At the end, the consumer has to choose which product they believe in." 
 
<a href="http://theviralvent.com/wp-content/uploads/2016/07/o-BABA-RAMDEV-facebook.jpg">Image source</a>

For Patanjali Ayurved, rival MNCs are nothing short of East India Company

It’s all set to be a ₹5,000 Crores company by next March, and is headed by a Yogi. It has effectively demolished all set notions of business, finance and marketing. In an age where companies spend as much as 70% of their earnings on marketing, this ‘desi’ <a href="http://www.businessinsider.in/searchresult.cms?query=FMCG">FMCG</a> brand expends a few pennies at the most. Yet, <a href="http://www.businessinsider.in/searchresult.cms?query=Kishore+Biyani">Kishore Biyani</a>, CEO, <a href="http://www.businessinsider.in/searchresult.cms?query=Future+Group">Future Group</a> expects sales revenue of about ₹1,000 Crores in the next 3 years from his partnership with this brand. We’re talking of the ‘swadeshi’ <keyword id="34523" type="CITY" weightage="100" keywordseo="fmcg">FMCG</keyword> giant – <a href="http://www.businessinsider.in/searchresult.cms?query=Patanjali+Ayurved">Patanjali Ayurved</a>. 
 
BI India chatted up with <a href="http://www.businessinsider.in/searchresult.cms?query=Acharya+Balkrishna">Acharya Balkrishna</a>, Managing Director of <a href="http://www.businessinsider.in/searchresult.cms?query=Patanjali+Ayurved">Patanjali Ayurved</a> to get a rare glimpse into this unconventional business machine that’s raking in the moolah like never before. 
 
1. How did Patanjali begin? 
We’ve always focused on the needs and demands of the people of the country. That led to the inception of the brand. Our focus has always been on <a href="http://www.businessinsider.in/searchresult.cms?query=Yoga">Yoga</a> and <a href="http://www.businessinsider.in/searchresult.cms?query=Ayurveda">Ayurveda</a>. We never planned it to be so big. We wanted to serve the people, and by the grace of the Almighty it has been successful. Without divine intervention this would never have been possible. 
 
2. How difficult was it to create a brand? 
The biggest difficulty was that people who run MNCs never revolt against the government. However, Swamiji spoke up against black money and other pressing issues. You must realize it’s the government that issues certificates and licenses. To stand up to the government and yet establish a brand, it’s a daunting task. We have had over 300 cases registered against us. Yet, we were successful in our protest. Our processes are transparent and in line with the government operations and the love of the people is with us. That’s exactly why the brand has been left unharmed. 
 
3. How do you conduct your market research? 
We’ve never done any market research or market survey. We’ve focused all our efforts on <a href="http://www.businessinsider.in/searchresult.cms?query=R%26D">R&amp;D</a>, product development and quality control. 
 
The initial idea was that MNCs offer the best quality. They had a monopoly over the Indian <a href="http://www.businessinsider.in/searchresult.cms?query=FMCG">FMCG</a> market. Indian brands were expected to lose out on quality. We focused on low price and high quality to demolish this myth. It has worked for us. 
 
4. How do you assess the need for a product? 
We never think of commercial benefits. Our efforts are guided by consumer demand. We surround ourselves with people and understand their sentiments, needs and desires. 
 
Our first products were Aloe Vera Oil and Amla Juice. There was no market for products like these. Nobody ever thought this would sell. It started like this. Amla farmers were in dire losses. We felt we should buy some from them. We knew Amla was very good for your health. Swamiji declared the benefits of drinking Amla juice, and it started to sell. Any corporate trained in market research and planning would call this move a foolish move. 
 
For Aloe Vera Oil we were selling it at as little as Rs. 200. Most MNC priced theirs at around Rs. 1300. Our focus was never on the size of the market, but on the demands of the people. 
 
5. Why don’t you market your products? 
For any <a href="http://www.businessinsider.in/searchresult.cms?query=FMCG">FMCG</a> product you'll have raw material, processing cost and packaging. Nobody gives out of their own pocket. Either one has to increase the price or offer inferior quality. If we invest in marketing we can’t offer low prices. MNCs might try to sell products via marketing, we’ll do the same with quality. 
 
6. Are you worried about the future of your retail outlets after the partnership with <keyword id="44949" type="CITY" weightage="100" keywordseo="Future-group">Future Group</keyword>? 
Our sales would spike from this partnership. Once people see products in malls, try them, and find it’s effective, they’ll become loyal customers of the brand. This would draw them to our brand stores. This would strengthen <a href="http://www.businessinsider.in/searchresult.cms?query=Patanjali">Patanjali</a> as a brand. 
 
7. What are your current expansion plans? 
Our Atta noodles would arrive very soon. We would sell it at half the price of most leading MNCs. We’ll also launch Power Boost – a malt-based children’s health supplement soon. We’re currently focusing on ramping up our R&amp;D operations on this. 
 
8. How did you come across the idea to have your won noodles brand? 
We never planned to enter the ready-to-eat category. Our social media expert spoke up about the <a href="http://www.businessinsider.in/searchresult.cms?query=Maggi">Maggi</a> controversy. The posts went viral. People asked us to offer a healthy alternative to <a href="http://www.businessinsider.in/searchresult.cms?query=Maggi">Maggi</a>. Our R&amp;D team worked on it and started developing. Now we’re a few days from the launch. 
 
9. How do you plan to finance your expansion plans? 
We would get bank loans. We can also loan from partner institutions. There are no plans to look at <a href="http://www.businessinsider.in/searchresult.cms?query=FDI">FDI</a> currently. 
 
10. Do you think your financial model is self-sustainable? 
We’ve come so far based on this model. We started by taking personal loans as well. Patanajali can’t dream to be a global brand overnight. We don’t build castles in the air. This model seems simple and effective to us. 
 
11. Have you broken even? 
In the zeal to expand, when we started there were several problems. We optimized our systems accordingly. We decided to expand as much as we can afford to. It’s as simple as that. 
 
12. Are you looking at other brand partnerships? 
None as of now. We’re always open to more fruitful partnerships that would help better our services. 
 
13. What do you look for in a job candidate before you hire them? 
Our system is corporate, but our culture isn’t. We hire people that share our line of thought. Incidentally they’re also experts in their fields. We don’t hire those who have non-vegetarian fare, consumer tobacco or alcohol. They must be patriotic and spiritual. We routinely receive resumes for consideration. We scan them and choose the best in case of vacancies. 
 
We look at a relationship that can survive the test of time. They work here to serve society, not just to earn money. I personally never charge a rupee as a salary. 
 
14. It’s been in the news that you’re looking to hire executives from top FMCGs. 
If there are people in the system that are willing to come to our side, it’s a different thing. However, we never target specific brands. We haven’t come this far by copying the financial system or policies of any company, and we won’t. We don’t consider these companies as competition. 
 
15. Do you think Swamiji’s share of controversies had a positive or negative impact on the brand? 
The central and state governments were against us when Swamiji stood up against the government’s policies. This means people had faith in us and our brand. Otherwise this would have closed down by now. 
 
 (The following conversation was in Hindi. It has been translated to English with as little loss as possible)

Exclusive: the accidental
business - Patanjali Ayurved

Until a few years back, herbal product markets in India had just two names to reckon for, <keyword id="6842" type="COMPANY" weightage="100" keywordseo="Baidyanath">Baidyanath</keyword> and <keyword id="2057176" type="COMPANY" weightage="100" keywordseo="Vicco">Vicco</keyword>. However, in 2006, a new company entered the market and in just 10 years, it has left behind both these companies. 
 
Yoga guru Baba Ramdev's Patanjali Ayurved has set on a wave of Ayurveda love in the country, which has resulted in it being a successful business model using traditional products and the ancient system of medicine. 
 
This wave has also inspired the other two companies to pull up their socks and cash on to the increading popularity of Ayurvedic products. 
 The reason why some of these companies dealing in Ayurvedic products, like Vicco, Sandu, <keyword id="277948" type="COMPANY" weightage="100" keywordseo="Amrutanjan">Amrutanjan</keyword> and <keyword id="589160" type="PERSON" weightage="100" keywordseo="charak">Charak</keyword>, were not able to attract Indians to them was their limited portfolio, which never went beyond the traditional products. However, Patanjali sells products ranging from detergents and toothpaste to ghee, atta and noodles in an FMCG market, thereby making Ayurvedic products a big deal in India. 
 
This success of Patanjali Ayurved has inspired other gurus like Sri Sri Ravi Shankar, Sadhguru Jaggi Vasudev, Ram Rahim as well as Aurobindo Ashram to enter the consumer segment with Ayurveda-centric products. 
 However, Kolkata-based Baidyanath is of the opinion that they don’t need to rival Patanjali, <keyword id="62997" type="CITY" weightage="100" keywordseo="Dabur">Dabur</keyword> or <keyword id="26169" type="COMPANY" weightage="100" keywordseo="himalaya">Himalaya</keyword> in the core FMCG segments. "We have been here for 100 years and want to survive another century in a sustainable way. No point getting into all FMCG segments and be a fringe player," Ameve Sharma, its third-generation scion, told ET. 
 
Coming back to Patanjali, why a company the originated in 1997 as a small pharmacy has reached these heights? The reason is the nonconventional approach of catering to categories like noodles, oats and detergents. 
 "What we have done is consistently focused on quality and pricing. Ask consumers about our product quality. Why are repeat purchases coming? It's because of the quality we are offering consumers," said SK Tijarawala, spokesperson of <keyword id="700471" type="UNKNOWN" weightage="100" keywordseo="Patanjali-Ayurveda">Patanjali Ayurveda</keyword>. "As far as pricing is concerned, we are trying to give consumers the best possible prices. 
 
<a href="http://static.panoramio.com/photos/large/73116827.jpg">Image source</a>

Patanjali is taking over the entire Ayurveda industry

Roared by the success of his FMCG company <keyword id="6356684" type="UNKNOWN" weightage="100" keywordseo="patanjali">Patanjali</keyword>, yoga guru <keyword id="6355107" type="PERSON" weightage="100" keywordseo="Baba-Ramdev">Baba Ramdev</keyword> has started to openly target his FMCG rivals, like Colgate, Unilever and Nestle, adding that they will be uprooted in just a few years. 
 "Colgate will be below Patanjali by this year, and in three years, we will overtake Unilever," <keyword id="6369109" type="PERSON" weightage="100" keywordseo="Ramdev">Ramdev</keyword> told reporters while he was announcing Patanjali Ayurved's Rs 1,000-crore investment plan this year. The plan includes setting up five or six new processing units in Assam, Maharashtra, Madhya Pradesh, Rajasthan, Haryana and Uttar Pradesh. 
 
"Patanjali would shut the 'gate' in Colgate. The birds in Nestle's nest (logo) will also fly away," Ramdev said, openly mocking his arch rivals. 
 
 
"Pantene ka to pant gila hone wala hai, aur do saal me Unilever ka lever kharab ho jayega," the yoga guru added. 
 
He was also asked whether his firm was eating into the market share of MNCs, to which he (jokingly?) replied, "We are totally vegetarian." 
 
Patanjali also has plans to venture into exports and e-commerce this year, while wanting to venture into dairy products and yoga clothing. 
 "We will be exporting honey and cosmetics to 10-12 countries, including US, Britain, Canada, African and Arab countries," said Patanjali managing director <keyword id="669583" type="UNKNOWN" weightage="100" keywordseo="Acharya-Balkrishna">Acharya Balkrishna</keyword>. 
 
The FY that ended saw Patanjali reaching its revenue target of Rs 5,000 crore. "We have made profits of 8-12%," he said. "And we are just getting started. Wherever we see MNCs taking advantage of Indian consumers, we will enter that segment with better quality natural products and affordable pricing. At the same time, we need to get more competitive in modern trade. These mega stores will help us get there," he said. 
 
<a href="http://i.huffpost.com/gen/3626656/images/o-BABA-RAMDEV-facebook.jpg">Image source</a>

Weirdest comment of the day - Ramdev Baba says Patanjali will shut the gate in Colgate, make Nestle's bird disappear

<keyword id="6365619" type="CITY" weightage="20" keywordseo="Hindustan-UniLever">Hindustan Unilever</keyword> is planning on competing with <keyword id="6355107" type="PERSON" weightage="20" keywordseo="Baba-Ramdev">Baba Ramdev</keyword>’s <keyword id="6356684" type="UNKNOWN" weightage="20" keywordseo="patanjali">Patanjali</keyword> and the former is looking forward to launch Ayurvedic personal care products. 
 
Patanjali has turned into a Rs 5,000-crore company within a decade. Although still small compared with HUL's Rs 30,000 crore plus revenue, it has caught the attention of all fast-moving consumer goods giants. 
 And above all that, Ramdev hasn’t been modest about its success and recently he said Patanjali can beat multinational giants such as <keyword id="45009" type="CITY" weightage="20" keywordseo="Unilever">Unilever</keyword> (HUL's parent), Colgate and <keyword id="75190" type="CITY" weightage="20" keywordseo="Nestle">Nestle</keyword>. 
 
HUL, the maker of Lux, Dove and Rin, will launch around 20 products - toothpaste and skin cream to soaps and shampoos - under its existing Ayurveda brand Ayush. 
 
Ayush was launched in 2001 as a premium brand but had lost momentum by 2007. Now, the positioning will be mass market - price points between Rs 30 and Rs 130. 
 
HUL has already been in such desi feud earlier. In mid-1980s, Ahmedabad-based Karsanbhai Patel's Nirma, a detergent brand, toppled HUL's Surf from the shelves of middle class and lower middle class Indian homes. The Indian unit of the Anglo-Dutch FMCG Company rolled out Wheel, a low-priced option. 
 
Given Hindustan Unilever's determination to take on Patanjali, and the latter's aggressive future plans, 2017 may see another classic corporate battle in the FMCG space. 
 
"Ayurveda is a growing trend. Lever Ayush is designed to attract and retain consumeRs with authentic Ayurvedabased offerings,” Sandeep Kohli, executive director, peRs onal care, HUL, told ET. 
 
Patanjali's rise has led to otheRs exploring the Ayurveda and herbal products space. L'Oreal launched a hair care range under Garnier Ultra Blends made with "natural ingredients,. Colgate brought Cibaca Vedshakti to the market. 
 
HUL's personal care business accounts for nearly half its sales and 60% profits, mainly due to a large portfolio of premium products.

HUL is gearing up to give a tough fight to Patanjali. Here’s how

A few days ago, yoga guru <keyword id="6355107" type="PERSON" weightage="100" keywordseo="Baba-Ramdev">Baba Ramdev</keyword> had taken a <a href="http://www.businessinsider.in/Weirdest-comment-of-the-day-Ramdev-Baba-says-Patanjali-will-shut-the-gate-in-Colgate-make-Nestles-bird-disappear/articleshow/52027530.cms">direct dig</a> at the rivals of his FMCG firm <keyword id="6356684" type="UNKNOWN" weightage="100" keywordseo="patanjali">patanjali</keyword>, saying, "Patanjali will shut the 'gate' on <keyword id="73802" type="COMPANY" weightage="100" keywordseo="Colgate">Colgate</keyword>. The birds in Nestle's nest (logo) will also fly away." 
 
His confidence has come because of Patanjali achieving the 5000 crore mark, and successfully <a href="http://www.businessinsider.in/Indias-herbal-market-has-got-a-new-life/articleshow/51104012.cms">bringing Ayurveda back</a> into the daily lives of Indians, just the way he had brought Yoga back to the its country of origin many years ago. 
 
And now, Patanjali is all set to overpower traditional FMCG biggies like <a href="http://www.businessinsider.in/Patanjali-takes-over-the-entire-Ayurveda-industry/articleshow/51453997.cms">Hindustan Unilever, Nestle, Marico and Dabur</a>, and we say this basis data and records. 
 
Patanjali has <a href="http://www.businessinsider.in/Everyone-wants-to-be-a-part-of-Patanjalis-success-as-FMCG-giant-aims-Rs-1000-crore-this-fiscal/articleshow/51682270.cms">put a dent</a> on these companies in the past four months, and investors think that Ramdev's company will further impact their market share and consumer preferences. 
 
This year, so far, the BSE FMCG index, a gauge of the FMCG stocks on BSE, has already slumped 9%, even though the consumption demand has revived, along with the expectation of good monsoon, which would up rural wages and further support demand growth. 
 "I think the market is growing. So there is room for everyone, but there will be some give and take in market shares. Patanjali has this ayurvedic halo around it and Baba Ramdev is a great brand," Pradip P Shah, Chairman, <keyword id="1539139" type="ORGANIZATION" weightage="100" keywordseo="IndAsia-Fund-Advisors">IndAsia Fund Advisors</keyword>, told ET. 
 
"There is a natural feeling that these products are good and the price points are lower compared with the premium products available in the market. There is a great product out there and their distribution and packaging are pretty good," he said. 
 
One might be forced to think that the success of this 10-year old FMCG firm is just because of Baba's charm. Raamdeo Agrawal, Co-Founder &amp; Joint MD of MOFSL, says, "It will definitely <a href="http://www.businessinsider.in/BabaRamdevs-Patanjali-is-already-spelling-doom-for-this-global-brand-in-India/articleshow/51303845.cms">take away market shares</a> in some segments. They have a segment where they will thrive. So it is a marketing challenge for the rest of the pack, be it <keyword id="6365619" type="CITY" weightage="100" keywordseo="Hindustan-UniLever">Hindustan Unilever</keyword> or Colgate or <keyword id="40233" type="COMPANY" weightage="100" keywordseo="emami">Emami</keyword>, whosoever is hurt by Patanjali products." However, he also added that, "Patanjali will have some challenges coming in later on product superiority, because one needs to see whether product superiority or just the blind faith in Baba Ramdev's brand equity is driving them" 
 
Some, however, are of the view that the market is big enough for the competitors to survive. "Clearly, Patanjali is making inroads, but that does not mean the Unilevers of the world will fade away. They are astute. They have excellent marketing. They will come out with different products. They will come out with different prices," Pradip P Shah of IndAsia Fund Advisors told ET. 
 
<a href="http://www.himalayanmail.com/newsadmin/Photo/562011175926119.jpg">Image source</a>

Is Patanjali actually going to displace traditional biggies from the market, or is it just Baba Ramdev’s charm?

<a href="http://www.businessinsider.in/searchresult.cms?query=Ramdev">Ramdev</a>’s <keyword id="6406649" type="COMPANY" weightage="80" keywordseo="Patanjali-Ayurved">Patanjali Ayurved</keyword> cashed in a whopping Rs 2,500 Crores+ during 2014-15. That puts it at par with <a href="http://www.businessinsider.in/searchresult.cms?query=FMCG">FMCG</a> giants like <a href="http://www.businessinsider.in/searchresult.cms?query=Emami">Emami</a> or <a href="http://www.businessinsider.in/searchresult.cms?query=Zandu">Zandu</a>, but we hardly mention them in the same sentence. 
 
The reason is quite simple – the former is looked at more from a ‘non-profit’ lens, a product that is aimed at well-being, and is not out to make moolah. Which is crazy given that it’s minting such money! 
 Even Baba <keyword id="6369109" type="PERSON" weightage="100" keywordseo="Ramdev">Ramdev</keyword> claims he’s not out to make money. "Hamne ye kaam vyapaar ke liye nahin, upkaar ke liye kiya hai” (We’ve done this to help people and not for business), he claims. 
 
"We never had a business plan. We also don't know markets or marketing", Acharya Balkrishna, Managing Director of Patanjali Ayurved adds. 
 That doesn’t deter us from looking into this accidental business model that runs so successfully that it can give any <keyword id="34523" type="CITY" weightage="100" keywordseo="fmcg">FMCG</keyword> giant a run for its money. After all, the Indian population is falling for a 'Materialized Spiritualism' that comes sprinkled with a pinch of <keyword id="6355812" type="COMPANY" weightage="80" keywordseo="Yoga">Yoga</keyword> and <keyword id="48379" type="CITY" weightage="100" keywordseo="Ayurveda">Ayurveda</keyword>, and a desi brand tag. 
 
But how do you get your hands dirty when the founder-CEO claims there is no plan in place to make sure they make money! You try and decode its business model. 
 
Business Insider India dissects the mysteries behind the shadowy business machine. 
 
 
Love him or hate him, you just can’t ignore him. 
 
Image credit: Indiatimes

Business by chance - Decoding Baba Ramdev’s FMCG Empire

In her <keyword id="19906106" type="General" weightage="20" keywordseo="Interim-Budget" source="keywords">Interim Budget</keyword> speech in February 2024, <keyword id="20385790" type="General" weightage="20" keywordseo="Union-Finance-Minister" source="keywords">Union Finance Minister</keyword> <keyword id="19916618" type="General" weightage="20" keywordseo="Nirmala-Sitharaman" source="keywords">Nirmala Sitharaman</keyword> celebrated what she termed as the Modi government's landmark achievement: unleashing 'nari shakti' or women's power through various initiatives since 2014. Among these, the creation of one crore 'Lakhpati Didis' — women whose annual household income exceeds one lakh rupees — under the Deendayal Antyodaya Yojana-National Rural Livelihoods Mission (DAY-NRLM), has garnered significant attention. <h2>The hype around it </h2>Imagine being a <keyword id="20416259" type="General" weightage="20" keywordseo="Lakhpati-Didi" source="keywords">Lakhpati Didi</keyword> — a rural woman whose annual household income exceeds Rs. 1 lakh. These women are not just financial achievers; they are community leaders who inspire others through their entrepreneurial journeys. Their success stories highlight the transformative impact of self-help groups (SHGs) and collective action in rural India. Launched amid much fanfare on August 15, 2023 by Prime Minister Narendra Modi himself, the 'Lakhpati Didi' scheme aims to empower women through diverse skill development programs, from producing LED bulbs to operating agricultural drones. Partnering with entities like Patanjali, Flipkart, and the Bill and Melinda Gates Foundation, the initiative also focuses on branding and marketing these products, ostensibly connecting women with credit lines and MUDRA loans for financial support. Almost an year on, the scheme is all set to get some well-deserved boost in the Budget 2024 to be presented on July 23. However, the time also apt to examine if it has actually contributed to <keyword id="20009191" type="General" weightage="20" keywordseo="women-empowerment" source="keywords">women empowerment</keyword> in the country. <div type="Article" hostid="261" msid="111915324" title="Finance Minister Nirmala Sitharaman to table Economic Survey in Parliament today" mstype="2" mssubtype="0"></div> <h2>The reality check </h2>Critics argue that such schemes may inadvertently tether women's SHGs to corporate networks, potentially benefiting transnational agribusiness giants aligned with the government. Programs like 'Namo Drone Didi', allocated Rs. 500 crore in the Interim Budget, exemplify this trend by integrating women into digital agriculture, albeit under the influence of corporate agendas. Further, while the Interim Budget championed the narrative of women's economic prosperity, it failed to adequately address their basic needs. Despite claims of empowerment, essential schemes such as PM Awas Yojana (Rural) and Har Ghar Jal have seen significant budgetary underspending, raising concerns about the government's commitment to women's welfare beyond mere rhetoric. For instance, the underutilisation of funds in Swachh Bharat Mission (Gramin) and the shrinking allocations for crucial subsidies like nutrition and education further highlight the disconnect between budgetary outlays and on-ground impact. This trend suggests a shift in responsibility towards state governments without commensurate support from the Union government, leaving vulnerable populations like widows and rural women at risk. Overall, the well-intentioned narrative around the scheme needs better translation and execution on ground to achieve desired outcomes. <h2>Looking ahead </h2>Until now, the budgetary allocation for women-centric programs have remained disproportionately low, with the Ministry of Women and Child Development having been allocated Rs 26,000 crore in 2024-25, an increase of 2.52% compared to the previous budget. This paltry investment underscores a broader pattern of neglecting systemic issues such as gender-based violence, social discrimination and pro-corporate stance. As Budget 2024 approaches, stakeholders eagerly anticipate policies that not only boost economic growth but also empower rural women as entrepreneurs and leaders. While Lakhpati Didi stands poised to empower rural women with opportunities and support, more steps are needed to make it more sustainable. <div type="Article" hostid="261" msid="111689743" title="Union Budget 2024: A handy FAQ guide to decode the upcoming budget" mstype="2" mssubtype="0"></div>

Budget 2024: Can Lakhpati Didi Yojana’s reality inspire better focus on women?

<ul><li>China's push for rental housing startups ended up pushing local rentals through the roof, according to a Wharton University report. </li><li>OYO, <keyword id="2766908" type="PERSON" weightage="20" keywordseo="Nestaway">Nestaway</keyword>, <keyword id="3844186" type="PERSON" weightage="20" keywordseo="CoHo">CoHo</keyword> and <keyword id="136437" type="COMPANY" weightage="20" keywordseo="Lemon-Tree-Hotels">Lemon Tree Hotels</keyword> are working on similar models in India. </li><li>The report recommends mortgage trusts as a solution to keep rents under check and still allow co-living to be a viable business model.</li></ul>India's largest budget hotel chain is ready to kick off it's new venture, Hamstede, where private equity major Warburg Pincus will be a majority shareholder. "The board (of Lemon Tree Hotels) has approved an initial investment of $5 million," Chairman and Managing Director Patanjali Keswani told Business Insider. The company will have a 30% stake in Hamstede. And it's not the only one. A whole host of startups like OYO, CoHo, and Nestaway are growing fast. Consulting firm PwC has pegged the market for urban residential housing at $13.5 billion. Delhi-based CoHo had estimated the <a href="https://yourstory.com/2016/05/coho/" data-type="tilCustomLink" target="_blank">co-living market in India at $10 billion</a> in 2016. The model that Hamstede is built on is derived from the successes of three Chinese companies offering co-living spaces Mofang, Nova, and Zirooms, and another startup based in Hong Kong Weave. Warburg Pincus is an investor all these companies and all these firms played a part in the rental housing boom in China in recent years. The Chinese experience with co-living has an ominous sign for Indian tenants. President Xi Jinping pushed for the rental housing boom <a href="https://www.reuters.com/article/us-china-economy-houseprices-rent-analys/how-chinas-plan-to-develop-rental-housing-backfired-idUSKCN1LU0JA" data-type="tilCustomLink">but it backfired</a>. Despite the increased supply of homes, rents in China’s major cities soared in the double-digits. While the companies' valuations spiked, accommodation became unaffordable for many students and young professionals. In some cities, rents increased by as much as 30% between 2017 and 2018, according to <a href="http://d1c25a6gwz7q5e.cloudfront.net/reports/2019-03-08-E-House-Poly-FINAL.pdf" data-type="tilCustomLink" target="_blank">a study by Wharton University</a> released in March 2019. How co-living business works "Today if you live in Mumbai, and you work in Lower Parel, you cannot afford an apartment there. Your apartment will be in Borivali and travelling two hours one way everyday. I will put up a co-living space very close to Lower Parel but the trade-off is I will give you a far more compact living area, where you spend the night. The common area will be very social, where youngsters can hang in the evening, with a living room and an open kitchen and so on," Lemon Tree Hotels' Chairman Patanjali Keswani said explaining the model to Business Insider. However, in China, the rush build capacity home-owners borrowed heavily and companies bid generously for land parcels. The excess cost was passed on to the tenants, the Wharton study showed-- an important lesson as Indian startups chase the same opportunity. Big money is chasing these new co-living ventures. Not just Warburg Pincus, Tiger Global, and Singapore sovereign wealth fund GIC are all invested in the idea in different countries. As India opens up to co-living, tenants will be looking for affordability, particularly in big cities like Mumbai where rents are already beyond many people's reach. The solution The Wharton study recommends securitisation as a possible solution to keep both the rents and the financial pressure on companies low. Companies can raise money against the rents receivable and distribute the income as as dividends to shareholders. In formal terms, this will be a real estate investment trust. Both Mofang and Zirooms have raised money using this route in China, but retail investors are not allowed to invest in these securities yet, according to the report. If the experiment helps in cooling the Chinese property market, both owned and rental, this can become a new avenue for financing high-cost co-living projects without adding burden on the tenants. An idea Indian companies can borrow too. SEE ALSO: <a href="https://www.businessinsider.in/from-pgs-to-co-living-spaces-how-student-accommodation-is-changing-in-india/articleshow/65201577.cms" data-type="tilCustomLink" target="_blank">From PGs to co-living spaces: How student accommodation is changing in India</a>

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