GCPL’s business strategy revolves around a “3×3” approach to international expansion, focusing on building a significant presence in three emerging markets (Asia, Africa, and Latin America) across its three core categories. The company aims for consistent, double-digit volume growth by leveraging its existing market leadership, deepening category penetration, and focusing on innovation and renovation of its product portfolio. They are also increasingly emphasizing digital transformation and sustainability across their operations. Recent strategic moves include streamlining global manufacturing operations to focus on efficiency in India and pursuing strategic acquisitions to strengthen their market position.
GCPL has a widespread distribution network, reaching both urban and rural markets in India and extending its footprint to over 85 countries. They hold leadership positions in several key categories, including household insecticides and hair color in India and Indonesia. The company has shown consistent revenue growth over the years, although recent profit growth has been volatile. They are actively working on cost optimization and resource allocation towards profitable growth initiatives.
Latest News on Godrej Consumer Products
From Hindustan Unilever to Nestlé, traditional fast-moving consumer goods companies are repositioning their iconic brands to cater to a new premium market.
The Indian consumer goods industry is undergoing a significant transformation, with legacy brands reworking their promise of reliability at scale to cater to the changing needs of younger consumers. For decades, brands like Godrej, Marico, and Tata Consumer Products have been synonymous with reliability and affordability. However, with the rise of digital-first brands and changing consumer preferences, these companies are now shifting their focus towards premium, lifestyle-led offerings.
Younger consumers, particularly Gen Z, are driving this change. They are more exposed to global trends, less loyal to labels, and demand more from the brands they engage with. In response, companies like Hindustan Unilever, Nestle, and Dabur are reinventing their brands, introducing premium variants, and expanding their product lines to cater to the evolving needs of their customers.
For instance, Hindustan Unilever has updated its Lifebuoy soap brand to focus on skin protection, while Nestle has introduced Korean-style noodles under its Maggi brand. Dabur has launched premium variants of its Vatika shampoo, featuring ingredients like red onion and argan oil. Unilever has also launched Vaseline Lip Derma Therapy in South Korea, targeting Gen X and Gen Z consumers with a premium face-care product.
This shift towards premiumization is not just about launching new products or increasing prices. It requires a deeper transformation in how legacy companies present themselves and engage with consumers. Digital-first brands have set a new standard for packaging, visual language, and storytelling, and legacy brands must adapt to remain relevant.
The challenge for legacy companies is to balance reinvention with trust. Decades of familiarity and quality have built trust with consumers, but familiarity alone is no longer enough. Companies must layer relevance and aspiration on top of their foundation to remain competitive. As the Indian consumer market continues to evolve, with rising aspirations and increasing demand for premium products, legacy brands must be willing to adapt and innovate to remain relevant.
The premiumization trend is no longer limited to metro cities, with rural and semi-urban markets now accounting for over 40% of premium FMCG sales. Companies must deliver value-led premium experiences through the right formats and channels to cater to the growing aspirations of consumers across income groups. Ultimately, the key to success lies in understanding the changing needs of consumers and being willing to evolve and innovate to meet those needs.
Nestle and Reckitt find a beacon of hope in India amidst worldwide challenges.
Nestle SA, a Swiss packaged foods company, has highlighted India as a market with “strong performance and good momentum” in its post-earnings call. This is the first time India has been mentioned in such a context by the company, amidst global challenges. Nestle’s global CFO, Anna Manz, attributed the strong performance to investments made in high-priority areas, citing India, Malaysia, Indonesia, and Pakistan as examples. The company’s India unit reported a 10.8% year-on-year increase in domestic quarterly sales, reaching ₹5,411 crore, its highest-ever quarterly sales.
Another European company, Reckitt Benckiser, also cited India as a “standout market” despite disruptions caused by changes in the goods and services tax (GST). The company’s CEO, Kris Licht, stated that emerging markets, including India and China, had a standout performance, growing 15.5% in the quarter. However, the company’s CFO, Shannon Eisenhardt, noted that India posted low single-digit growth in the quarter due to the GST changes, which impacted revenue growth.
Other companies, such as Hindustan Unilever, Godrej Consumer Products, and Dabur, have also flagged short-term impacts on sales and profitability due to GST-related disruptions. Despite these challenges, Reckitt Benckiser expects India to continue contributing to its growth, with Licht stating that the company has a “very successful business in India” and is focused on taking other markets to the same level of excellence.
Globally, Nestle SA’s sales fell 1.9% year-on-year to $82.8 billion in the first nine months of 2025. The company has undergone significant changes, including the exit of its chairman and the termination of two chief executives. The new global chief, Philipp Navratil, announced 16,000 worldwide job cuts, describing it as a “hard but necessary” decision. Reckitt Benckiser, on the other hand, reported like-for-like net revenue growth of 7% across the group, led by emerging markets. The company expects India to continue delivering high single-digit growth in the future, despite the short-term impact of GST changes.
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