Parle Agro’s Bold Plan: 6 Shocking Moves the Chauhan Sisters Are Using to Disrupt India’s Beverage Industry

The Chauhan sisters aim to transform Parle Agro into India’s largest beverage company, targeting a revenue leap from ₹3,126 crore (FY24) to ₹20,000 crore by 2030. Revamping legacy brands like Frooti and Appy Fizz, they’ve diversified into dairy with Smoodh—a ₹10 RTD drink—to tap underserved markets. Despite a brutal FY24, where a 40% “sin tax” slashed profits by 89%, the duo leverages AI and sustainable practices (like 100% recyclable packaging) to streamline operations.

Their sisterly synergy—Schauna’s operational rigor and Nadia’s marketing flair—fuels resilience amid policy shifts and climate disruptions. With 84 factories and global reach, Parle Agro balances legacy trust with innovation. Yet, skeptics question if rural expansion, tax advocacy, and ESG alignment can outpace rivals in a volatile sector. The Chauhans’ success hinges on turning regulatory chaos into opportunity, proving that family-led vision can redefine India’s beverage landscape. 

Parle Agro’s Bold Plan: 6 Shocking Moves the Chauhan Sisters Are Using to Disrupt India’s Beverage Industry

Schauna and Nadia Chauhan, the dynamic leaders steering Parle Agro, are on a mission to transform their family legacy into India’s largest beverage empire. With a bold target to catapult revenues from ₹3,126 crore in FY24 to ₹20,000 crore by 2030, the sisters are betting on innovation, diversification, and sustainability to challenge industry giants like Coca-Cola and PepsiCo. But their journey is fraught with regulatory hurdles, market volatility, and the weight of legacy expectations.  

From Legacy to Innovation: Revamping a Beverage Powerhouse 

The Chauhan sisters inherited a portfolio of iconic brands, including Frooti and Appy, which have long been household staples. However, complacency isn’t in their playbook. Over the past decade, they’ve injected modernity into legacy products—think tetra packs for Frooti and premium positioning for Appy Fizz—while expanding into new categories. Their launch of Smoodh, a ₹10 ready-to-drink dairy beverage, taps into India’s underserved affordable dairy segment, balancing their fruit-based lineup with protein-rich alternatives.  

“Diversification isn’t just about growth; it’s about resilience,” says Nadia Chauhan, Joint MD & CMO. This strategy aims to buffer against market shifts, such as the 2024 “sin tax” imposition that spiked GST on sparkling drinks from 12% to 40%, slashing Parle Agro’s profits by 89%. While Frooti still drives nearly half of revenues, Smoodh’s rapid adoption highlights their agility in pivoting to emerging consumer trends.  

Battling Headwinds: Taxes, Climate, and Competition 

The 2024 fiscal crunch underscores the volatility of India’s beverage sector. Unpredictable weather disrupted supply chains, while the sin tax—intended to curb sugary drinks—hit non-caffeinated products like Appy Fizz disproportionately. Critics argue the policy overlooks nuances between “guilty pleasure” sodas and fruit-based sparklers, putting homegrown brands at a disadvantage against deep-pocketed multinationals.  

Yet the sisters remain undeterred. “Challenges are catalysts for innovation,” asserts Schauna Chauhan, CEO. Parle Agro is investing heavily in AI-driven supply chain optimization and eco-friendly PET packaging, aiming to reduce its carbon footprint while scaling production. Their 84 manufacturing facilities and distribution across 2 million retail outlets reflect a infrastructure-ready framework for growth.  

Sisterhood as Strategy: Leadership in Sync 

A unique edge in Parle Agro’s playbook is the Chauhan sisters’ symbiotic leadership. Nadia’s marketing prowess complements Schauna’s operational rigor, creating a balance rarely seen in family-run businesses. “We celebrate successes and shoulder challenges together,” Nadia notes, emphasizing a culture of mutual respect. This cohesion has helped them navigate crises, from pandemic disruptions to tax shocks, while maintaining employee morale and stakeholder trust.  

The Road to 2030: Realistic or Overambitious? 

Analysts question whether Parle Agro’s 2030 revenue target is achievable. To grow sixfold in six years, the company must outpace not only rivals but also India’s beverage market growth, projected at 8-10% annually. Key factors include:  

• Market Penetration: Expanding beyond urban strongholds into rural India, where affordability and accessibility are critical.  

• Global Footprint: Leveraging their presence in 50+ countries to offset domestic tax pressures.  

• Policy Advocacy: Lobbying for tax reforms to distinguish healthier beverages from “sin” products.  

• Sustainability: Scaling recyclable packaging and clean production to align with ESG investor demands. 

The Bottom Line 

The Chauhan sisters’ vision for Parle Agro blends ambition with pragmatism. Their ability to innovate under pressure, diversify product lines, and harness technology positions them as formidable contenders. However, success hinges on navigating regulatory landscapes, climate risks, and intense competition. If they strike this balance, Parle Agro could indeed emerge as India’s beverage crown jewel—a testament to legacy brands evolving with the times.  

As Nadia aptly sums up: “We’re not just building a company; we’re crafting a narrative of resilience.” The next six years will determine whether that narrative becomes a textbook case of transformational leadership—or a cautionary tale of overreach.