TABP expects Rs 800 crore revenue over the next three years

Mumbai: Food and beverages maker TABP said it expects to nearly quadruple revenue to Rs800 crore over the next three years, betting on India’s mass-market consumers to drive its next phase of growth in packaged beverages.

The company, which posted about Rs212 crore in sales during FY26 is targeting Rs40 crore in profit as it scales a strategy built on Rs10 price points, hyper local flavors and a distribution network that largely bypasses modern retail and e-commerce.

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“A bottle of cola was almost 10% of a daily wage, it was a treat, not a habit,” founder Prabhu Gandhikumar told ET, recalling visiting a semi-rural town near Coimbatore in 2012 and being unable to find a cola despite strong brand awareness. “That was a shock, people aspired to consume these brands but they were simply not available or affordable,” he said.

While global brands sold at Rs35–40, daily wage earners were making Rs200–300, making packaged drinks an occasional luxury. Meanwhile, local alternatives like buttermilk, jeera water and lemon drinks were thriving at Rs10. “So we thought Rs10 is a very beautiful price point… the demand was always there, but not at Rs40,” he said.

TABP’s ambition comes as India’s beverages market, dominated by global giants and deep-pocketed conglomerates continues to expand into smaller towns, driven by electrification, cold-chain buildout and rising incomes. However, affordability and regional taste fragmentation is still a challenge, creating space for local insurgents.

Rather than competing head-on in colas, TABP is carving out niche, high-volume segments. Its portfolio includes products like lemon-salt drinks tailored for humid coastal markets and region-specific jeera variants. “Every 400–500 kilometers, the taste changes… there is no one jeera for India,” Gandhikumar said

The company is deliberately avoiding a single blockbuster approach. “We are trying to build 10 products of Rs300–400 crore each,” he said, instead of chasing a billion-dollar brand that would invite direct competition from incumbents.

Execution hinges on a tightly controlled cost structure and distributed capacity. TABP operates 12 manufacturing units—11 third-party and one owned plant—with smaller bottling lines of roughly 400 bottles per minute spread across regions, effectively turning plants into local warehouses. This reduces freight in a category where 90% of the product is water, while allowing faster, more flexible market servicing. It has also focused on aggressive value engineering, nearly halving PET bottle weight without compromising quality.

Unlike many new-age brands, TABP has stayed away from online channels. “We were very clear, we will target the bottom 600 million. This segment doesn’t shop online,” he said.

For now, TABP is doubling down on southern and select western markets, arguing that deeper penetration, not national expansion, can build a multi-thousand crore business. It estimates that even within its core states, distribution is far from saturated, leaving significant headroom for growth without stretching capital.