Korhapur: Sanjay Ghodawat Group, a conglomerate with an interest in aviation, consumer products, education, energy, real estate and retail, plans to switch retail in an underserved Indian region. Founded in 1993 by FMCG ARM, Ghodawat Consumer Limited (GCL), this growth was driven by Brands Star, Coolberg and Honestly (TBH).
Star Localmart opened over 100 stores in Maharashtra and Karnataka in 2019, with the goal of reaching 3,000 stores in five years, targeting the goal of the II floor to reach the VI towns of Andhra Pradesh, Telangana, Telangana, Goa, Gujarat, Gujarat and Maharashtra.
Shrenik Ghodawat, MD, SGG
Under the leadership of Shrenik Ghodawat, SGG’s managing director, Star Localmart, the organization’s retail division, is undergoing a major transformation. Originally B2B risky, Star Localmart has moved to a consumer-centric model designed to create advanced retail experiences.
“Our goal is to connect with customers every day, expand the modern retail industry, and deploy 10,000 vending machines in five years for better access,” said CEO Salloni Ghodawat. The group plans to increase its vending machine network from 350 to 20,000.
GCL acquired Coolberg, a non-alcoholic beverage brand, and TBH, a healthy snack brand, to diversify its portfolio. “Coolberg and TBH are aligned with our vision for healthier options,” Ghodawat notes. GCL focuses on products that are “good for you”, such as low-fat, high-vitamin A sweet potato chips, with a goal of earning Rs 50,000 crore in five years.
Star Localmart’s low-cost supermarket model targets areas with 15,000 residents and plans to exceed 200 stores by year-end. The store will own 50% of the country, 30% of the region and 20% of the local brands. “Our shops focus on centralized locations,” Ghodawat said on the grounds of rural success.
Salloni Ghodawat, CEO Ghodawat Consumer Limited
We started with edible oil in 2003 and started small. We found victorious success in rural India. It’s a turbulent business, but it’s still at the heart of us. The CEO said that due to the high fluctuations in the oil, we have identified a niche of non-Bastati rice.
“Our company has decided that all products in our portfolio will be in the “benefits for you, better for you” category. We will no longer offer extensively processed or junk food that separates the process from such products. This is the new GCL.”
The plan is positive. Salloni said we have a strong network and work with DDB to revamp the packaging to attract customers. The truth of karma – what happens around you. She added that we don’t want to hurt our customers.
Salloni said Coolberg exchanged our companies and acquired a certain stake in our case when we completely acquired them. They become shareholders. You are facing challenges from major companies such as Hindustan Leverage and ITC. She further stated that Maharashtra and Karnataka are one of the richest states. They provide the best opportunities for goals, productivity and spending capabilities.
In a highly competitive market, GCL is adopting a Blue Ocean strategy, focusing on untapped categories and catering to evolving consumer trends, especially in Gen Z. The rise of sober curiosity and health awareness has fueled demand for products such as Coolberg, while the growing vegetarian movement has driven the company’s focus on non-production alternatives. In Kolhapur, you will be surprised. Starbucks opens with a line. Who would think people are paying Rs 300 for black coffee here? But they want to experience it.
The team is exploring zero-calorie beverages, probiotics and vegetarian products, emphasizing innovation and Ja-Talk principles. Ghodawat supports transparency requirements for government nutrition labels and maintains 40% of the female workforce.
