Sparsh Sachar says that beyond topline growth, the company is tracking depth of distribution, repeat purchases
BN Agritech’s edible oil brand Nutrica Foods is stepping up its functional foods play as it looks to build a larger, wellness-led FMCG portfolio, while also eyeing a calibrated expansion into quick commerce to tap emerging consumption channels. The company is aiming to make these products more mainstream and ‘habit-driven’ rather than confined to niche health segments, said Sparsh Sachar, Director and Business Head, FMCG, Nutrica Foods.
In an interview with BW Retail World, Sachar noted that while general trade continues to drive scale and repeat purchase, modern trade and ecommerce are aiding discovery and targeted demand. He added that the brand’s goal of reaching Rs 500 crore in revenue by 2027 and building towards a 10 per cent share in the wellness-led edible oil segment continues to be a directional benchmark. Edited Excerpts:
BN Agritech is transitioning from an agri-led business to a branded FMCG play with Nutrica Foods, what will define success for you in the next three to five years?
For us, success over the next three to five years will be defined by whether Nutrica becomes a trusted household brand, not just a fast-growing new business. BN Agritech already has deep strengths in sourcing, refining, packaging and distribution, so the real task now is to convert that backend strength into consumer preference and repeat purchase.
The broader shift we are seeing is clear. Households are moving towards everyday wellness choices, whether it is switching to blended functional oils, choosing natural honey over refined sweeteners, or adding protein-led products like peanut butter into daily diets. Nutrica has been built to address exactly this gap with products such as Pro Immunity, Pro Fitness and Pro Energy oils, alongside honey and peanut butter variants. If consumers start seeing Nutrica as a practical, everyday wellness brand rather than a niche health label, that will define success.
You aim to become a top edible oil brand in five years. What market share or revenue milestones are you targeting to get there?
When we launched Nutrica, we had outlined a pathway to reach around Rs 500 crore in revenue in three years and build towards a 10 per cent share in the wellness-led edible oil segment. That continues to be a directional benchmark, but we are equally focused on how that growth is built.
The industry is moving towards more functional and differentiated products, with consumers actively looking for oils that align with immunity, fitness or heart health. That is where our portfolio comes in, with clearly defined propositions like Pro Immunity, Pro Fitness and Pro Energy rather than generic positioning.
So beyond topline milestones, we are tracking depth of distribution, repeat purchase, and how much of our growth is driven by consumer pull in these emerging segments. Over five years, the ambition is to be among the more credible and widely adopted wellness-led oil brands in India.
Beyond edible oils, you are expanding into honey and peanut butter. What is the gameplan here and how large do you see the functional foods segment becoming for Nutrica?
The expansion is a natural extension of the same consumer shift we are seeing in oils. Households are gradually building a basket of everyday wellness products, not just making one-off healthy purchases.
Honey and peanut butter fit well into this because they are already part of familiar consumption occasions such as breakfast or snacking, but are now being evaluated through a health lens. With Nutrica, the idea is to offer these in formats that are consistent with our broader positioning around accessible wellness.
Over time, we see functional foods becoming a significant part of the portfolio rather than a side category. The opportunity is not just in premium segments, but in making these products more mainstream and habit-driven. If we can integrate them into daily consumption patterns, the category can scale meaningfully.
What role will general trade vs modern trade vs quick commerce play in your distribution mix going forward? Can you give us a breakup?
We do not view channel mix as a fixed percentage because it evolves with category and consumption behaviour. General trade will continue to be the backbone, especially for staples like edible oil where scale and repeat purchase are critical.
At the same time, the shift towards healthier and functional foods is more visible in urban markets, where modern trade and ecommerce play a stronger role. Modern trade helps with discovery and shelf visibility for differentiated products like blended oils or natural honey, while e-commerce allows us to reach more informed consumers who are actively seeking these options.
Quick commerce is not a channel we are present in today, but it is clearly emerging as an important consumption layer in metros. It is something we are evaluating and plan to enter in a calibrated manner going forward. So overall, general trade drives reach, modern trade builds visibility, e-commerce supports targeted demand, and quick commerce will be an important next step as we scale.
With urban households shifting to healthier oils, how are you building differentiation in a crowded ‘health oil’ segment?
The category appears crowded because many brands are making broad health claims. Our approach has been to make the proposition more specific and easier to relate to.
We are seeing consumers move from generic “healthy oil” to more purpose-driven choices. That is why Nutrica’s portfolio is built around clear use cases such as Pro Immunity, Pro Fitness and Pro Energy, each aligned to a different need state. Instead of asking consumers to interpret benefits, we are trying to simplify the decision.
The second layer is accessibility. Health cannot remain a premium niche if it is to scale in India. We are combining these functional propositions with wide distribution so that healthier choices are available in everyday retail environments. Differentiation, in our view, comes from clarity, relevance and consistency over time rather than just claims.
As you scale aggressively, how are you balancing growth with margins in edible oil category?
Edible oil is a structurally tight-margin category, so the balance between growth and profitability has to be managed carefully. One advantage we have is BN Agritech’s existing backend strength, which allows us to operate more efficiently as we scale. Beyond that, the shift towards branded and differentiated products helps improve the quality of revenue over time. Functional variants like Pro Immunity or Pro Fitness are not just about positioning, they also allow for better value perception compared to undifferentiated oils.
At the same time, we remain disciplined on distribution and working capital. Expansion has to be aligned with offtake, not just reach. In this category, sustainable growth comes from improving mix, driving repeat purchase, and leveraging scale efficiencies, while staying realistic about cost structures.
How do you see consumer behaviour evolving, are buyers moving from price sensitivity to functional and preventive health benefits?
Price sensitivity continues to exist, especially in essential categories like edible oil. What is changing is how consumers define value.
There is a visible shift towards preventive health, where everyday food choices are being linked to long-term well-being. This is reflected in the rise of blended oils, natural sweeteners like honey, and protein additions such as peanut butter in daily diets. Consumers are not necessarily abandoning price considerations, but they are more open to products that offer a clear functional benefit.
The key is credibility. If the benefit is simple, relevant and fits into existing habits, adoption becomes easier. If it feels exaggerated or complicated, consumers disengage quickly. So the opportunity lies in bridging that gap between aspiration and practicality.
