
• Marico is investing ₹714 crore to acquire digital-first brands across snacks, nutrition, and beauty
• Hair oil remains the cash engine, while new brands aim to drive future growth
• The move targets faster-growing premium consumption segments
• Execution metrics like ROCE and foods growth remain strong
• Long-term investors should watch how well Marico scales these new bets
For decades, Marico built its reputation on one powerful franchise: coconut oil. Brands like Parachute created strong cash flows, high return ratios, and predictable growth. But consumer markets do not stand still forever.
Marico’s strategic shift marks a clear transition from being a traditional FMCG player to a diversified, digital-first consumer company. Between February 2025 and February 2026, the company deployed around ₹714 crore across three targeted acquisitions. Each deal was small enough to manage but meaningful enough to fill a portfolio gap.
This is not a defensive move. It is proactive capital allocation aimed at keeping growth engines running before legacy categories slow down.
Hair oil remains highly profitable, but the category is mature. Volume growth in staple FMCG segments typically moderates over time as penetration peaks. Even with strong brand equity, sustaining 20 to 25 percent growth in such categories becomes difficult.
Marico’s management appears to have recognized this early. Instead of waiting for growth pressure, the company is investing in adjacencies that benefit from changing consumer behavior.
Indian consumers are steadily moving toward premium, health-focused, and digital-first products. Urban millennials and Gen Z buyers are willing to pay more for:
• Healthy snacking
• Plant-based nutrition
• Premium skincare
• Clean-label products
Traditional FMCG companies that fail to capture this shift risk gradual market share erosion in high-growth segments.
Marico acquired a 93 percent stake in 4700BC, a premium popcorn brand. This move complements the Saffola franchise and strengthens the company’s presence in the healthy snacking space.
The logic is straightforward. India’s packaged snacks market is expanding rapidly, and premium variants are growing faster than mass products. By owning a differentiated brand, Marico can leverage its distribution muscle while preserving the brand’s premium positioning.
The acquisition of a 60 percent stake in Cosmix signals Marico’s entry into plant-based nutrition and wellness. Protein consumption in India remains structurally underpenetrated compared with global benchmarks.
With rising fitness awareness and preventive healthcare trends, categories such as plant protein, superfoods, and daily wellness supplements are seeing strong repeat demand. These segments typically enjoy better gross margins than traditional staples.
If executed well, Cosmix could become a meaningful growth contributor over the next five to seven years.
Through a 75 percent stake in Skinetiq Vietnam, Marico gains exposure to premium skincare and Southeast Asian markets. Beauty and personal care is one of the fastest-growing global consumer segments, driven by premiumisation and digital discovery.
The Vietnam entry is particularly strategic. Southeast Asia offers higher growth rates than many mature FMCG markets and provides geographic diversification beyond India and Bangladesh.
A key concern whenever FMCG companies diversify is whether core execution suffers. So far, Marico’s numbers suggest stability.
The foods business has already crossed ₹900 crore in revenue, showing traction in newer categories. More importantly, return on capital employed remains around 45 percent, which is among the stronger metrics in the sector.
Revenue growth is also showing signs of acceleration despite ongoing investments. This indicates that the company is balancing growth spending without significantly diluting profitability.
From a broader market perspective, Marico’s strategic shift reflects a larger trend among Indian FMCG companies. Incumbents are increasingly acquiring digital-first brands rather than building everything in-house.
This has several implications.
First, valuations in the premium D2C ecosystem may stay supported as large players continue scouting for acquisitions.
Second, listed FMCG companies with strong balance sheets may pursue similar bolt-on deals to protect growth visibility.
Third, investors may begin valuing traditional FMCG players not just on legacy cash flows but also on their ability to capture emerging consumption themes.
However, execution risk remains real. Integrating digital-native brands into a large corporate structure without diluting agility is never easy.
While the strategy looks sensible, investors should monitor a few key factors.
Integration risk is the biggest watchpoint. Digital-first brands often thrive on founder-led agility and community-driven marketing. Over-integration can sometimes slow innovation.
Margin trajectory is another area to watch. Premium categories usually carry strong gross margins but may require higher upfront marketing spends.
Finally, competitive intensity in nutrition and beauty is rising, with both startups and global players expanding aggressively in India.
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