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By the time D’Souza joined TCPL, Tata Sampann, its staples offering, was a brand to reckon with. D’Souza sharpened the focus further. He decided not to play in categories such as edible oil, atta and rice, which were already crowded, and instead, focused on pulses and besan, where penetration was low.
He played on the Tata brand name, which over decades, has been synonymous with trust. The company’s most recent foray has been into dry fruits and seeds. “I will see how I can build value there,” says D’Souza.
Inorganic Growth
TCPL has also been on an acquisition spree. “We will grow organically as well as inorganically,” says D’Souza.
The company bought out PepsiCo’s stake in the Nourishco JV in 2020. Though inked between the then Tata Global Beverages and Pepsi over a decade ago, it had never taken off. “When we bought it out, the revenue was ₹180 crore. This year we closed at ₹600 crore. The target is ₹1,000 crore.” The firm was also in talks with Bisleri for a buyout, but it didn’t take off.
Global Business
Though 80% of the company’s revenue comes from India, it also has a sizable business in the U.K., the U.S. and Africa, which came under pressure last year due to economic uncertainties. “I buy tea in Kenya in dollars and sell it in pounds in the U.K. and report in INR. When the pound collapsed, the product became expensive. My top line dropped and margins came under pressure. In the U.S., coffee prices went through the roof and every time we took an increase, prices went up further,” says D’Souza.
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