Food and Beverages
How KRBL is Winning India’s Packaged Staples Market
In this episode of Masters of Change, Aayush Gupta and Suraj Makol from KRBL share how the company is transforming from a traditional commodity business into a modern, data-driven FMCG player. From building the iconic India Gate brand to expanding deep into rural markets and leveraging technology for sharper execution, they offer a grounded view on what it takes to scale in India’s highly fragmented food market.
1. The Story Behind “India Gate”
Aayush, what is the story behind the name India Gate?
Aayush Gupta: Since the beginning, KRBL has focused on building pride around basmati rice.
The name came from an interesting moment. A buyer visiting India passed by the India Gate during a plant visit and suggested we use it as a brand name, as basmati is truly a product of India.
Before that, we were selling in the Middle East under the brand Babalhind, which in Persian translates to “India Gate”.
2. From Commodity to FMCG
As a second-generation leader, how did you approach transforming the business?
Aayush Gupta: Joining the business was almost inevitable given our background, but the organisation was quite unstructured at the time.
I spent the first few years understanding the business and learning from industry leaders. I spoke to 200–300 professionals across FMCG companies.
That shaped my thinking. We needed to move from a commodity mindset to a structured, data-driven FMCG way of working.
3. Telecom vs FMCG: A Ground-Level Reality Check
Suraj, you transitioned from telecom to FMCG. How different are the two worlds?
Suraj Makol: They are completely different. Telecom is largely driven by technology and standardised GTM strategies. In contrast, the rice business is highly localised. Consumer preferences change every 100 kilometres.
Also, competition is far more fragmented. In telecom, you have a handful of players. Here, you have countless local millers operating in every region.
4. The Shift from Loose to Packaged Rice
Consumers are clearly moving from loose to packaged rice. How have you capitalised on this shift
Aayush Gupta: We have been riding this trend for a while now. Hygiene concerns post-COVID and rising incomes have accelerated adoption.
We invested in large-scale campaigns featuring Pankaj Tripathi and Amitabh Bachchan, encouraging consumers to choose branded basmati.
We also worked with Landor on a packaging revamp to help consumers make more informed choices.
Our distribution has expanded significantly, from around 3–3.5 lakh outlets to over 6–6.5 lakh outlets in the last few years.
5. Cracking Rural Distribution
Suraj, what initiatives are driving your expansion beyond metro markets?
Suraj Makol: The market has shifted significantly. Earlier, metros contributed nearly 70% of consumption. Today, that number is closer to 45%.
Expanding into rural markets was challenging because basmati is seen as a premium product.
We adapted our supply chain to serve smaller distributors who could not handle large volumes. We introduced flexible supply models, appointed superstockists, and built a strong network of depots.
Today, we work with around 850 distributors, up from 450 just a couple of years ago.
6. Technology and Sales Force Automation
How has technology improved sales execution on the ground?
Suraj Makol: We have been using Bizom SFA for nearly a decade.
It gives us visibility into field activity, from market entry timings to outlet coverage and SKU-level performance. This has significantly improved efficiency.
Was there resistance when introducing distributor systems?
Suraj Makol: Yes, initially. Instead of forcing adoption, we focused on building understanding. We used data and industry examples to show why digital systems are essential to stay competitive. Over time, distributors came on board.
7. Health Trends and New Categories
How are you tapping into the growing health-conscious segment?
Aayush Gupta: We recently launched a new brand called UPLife, focused on functional nutrition.
We started with healthy edible oils targeting areas like gut health and weight management. The idea is to extend this into staples like atta and poha, catering to younger, urban consumers.
8. The Future of AI in Sales
What role do you see AI playing in sales operations?
Suraj Makol: AI will reduce manual effort significantly.
It can guide sales teams with daily priorities, highlight gaps in beat performance, and suggest cross-sell or upsell opportunities in real time.
It can also deliver these insights through voice in regional languages, making them more accessible for field teams.
9. Leadership and Peer Learning
Aayush, how has peer learning influenced your leadership style?
Aayush Gupta: Being part of the Entrepreneurs’ Organization has been transformative.
The forum concept allows you to discuss challenges openly in a confidential environment. You gain multiple perspectives, which helps break tunnel vision.
It builds empathy and removes judgement, as you realise everyone has their own journey.