Ashish Khandelwal, Managing Director Of BL Agro, One Of The Fastest Growing FMCG Companies, Who Talks About The Strategies And Future Plans Of The Company

1. BL Agro's journey is an inspiring one. From a commodity trading business to an FMCG Giant. Tell us what is the plan of the brand now. 
 
Our plan for the future is to continue to focus on innovation, product development, and expanding our distribution network. We also intend to extend our presence to new geographies and explore new segments, such as dairy, to cater to the evolving needs and preferences of our consumers. 
 
In concrete terms, we plan to double the sales of Nourish and increase the sales of Bail Kolhu by 25% in the coming year. 
Furthermore, we remain committed to conducting our business sustainably and responsibly. 
 
2. How has been the growth of the company in the last 5 years, and what is the target for the next 5 years? 
 
We have experienced consistent growth in the last 5 years, bolstering our production capabilities and increasing our daily capacity from 1000 metric tonnes per month to 200–250 tonnes daily. 
  
In the next 5 years, we plan to maintain this upward trend and double our turnover. To achieve this, we plan to increase the contribution of our food brand, Nourish, to our overall revenue by achieving 3 times sales by 2028. 
 
3. Bail Kolhu is a household name. Would you adopt the same strategy for Nourish as well? 
 
Yes, definitely. That’s the overarching plan: for Nourish to achieve the same level of success as Bail Kolhu. However, the two brands cater to different market segments and therefore require distinct strategies. While Bail Kolhu has established itself as a legacy brand for edible oils, there is a limit to mustard oil consumption, and we have already captured around 9–10% of the market share, reaching saturation point. 
 
In contrast, Nourish is a relatively new brand in the market, with only about 0.01% of share. Therefore, our current focus is on escalating its distribution. Our realistic target, for now, is to capture 1% of the market, which may seem small, but it is a significant achievement in itself. 
 
We are continuously calibrating our strategy to ensure that we reach our goals, and we are confident that we will achieve them with the right approach. 
 
4. What is your distribution model? How big is your distribution network? 
 
We rely on a one-track distribution model focused on retail channels. The target is to reach consumers directly through a range of mediums, including supermarkets, hypermarkets, convenience stores, and online marketplaces. 
 
Presently, our distribution network spans across India, with a presence in 85,000 retail outlets. However, we have ambitious expansion plans and aim to reach 500,000 outlets in the next five years. 
 
5. Please highlight some of your learnings and challenges over the years which has helped you grow as a professional. 
 
The launch of Nourish marked an exciting new chapter for B L Agro but also presented many challenges because we were navigating uncharted seas. In particular, we had to stay agile and adaptable in response to changing market dynamics. 
 
That said, one of the biggest lessons has been to master quality control. With a fragmented supply chain and the need to scale up our operations, maintaining consistency across our product portfolio became a top priority. 
 
A considerable challenge that we had to conquer was upgrading our packaging technology, quality assurance processes, and instruments to stay ahead of the competition. Our investment in these areas proved critical to our success. 
 
From a personal perspective, I have learned the value of patience and the ability to manage human vagaries while making tough calls. Balancing the needs of our employees, who remain a top priority for B L Agro, with the demands of the market has required skill and flexibility. As we continue to grow and evolve as a company, these lessons will remain indispensable. 
 
6. Tell us something about the changes that you brought in the business in the last 20 years? 
 
Over the past 20 years, B L Agro has pursued a range of initiatives to enhance our operations and social responsibility. In addition to expanding our product portfolio and entering new categories, we have made significant investments in technology to improve efficiency, moving to a fully automated unit. We also switched to solar power to reduce our carbon footprint. 
 
Furthermore, we have worked on building a stronger brand identity and invest in upskilling our employees. As of today, we are proud to have sponsored 10 employees' master's degrees, with plans to continue supporting further professional development. We believe that supporting and upgrading the skills and knowledge of our employees drives innovation, augments our operations, and contributes to our overall success. 
 
7. Would you like to give any advice to FMCG startup founders? 
 
My advice to startup founders would be to take calculated risks. It is essential to achieve success. Also, when capital is limited, and there’s little leeway, consider it an opportunity because the constraint is the best teacher of how to maximise resources and innovate. 
 
Lastly, don't be afraid of making mistakes. Failure is not fatal; rather, it is a natural part of the process and a sign of hard work. Embrace a growth mindset, stay resilient, and remain adaptable to change.