What precisely drove Mamaearth and Honasa to reach the significant benchmark of a complete year of financial success? Many have praised Zomato for becoming profitable, but Mamaearth and Honasa deserve equal recognition as well.
Mamaearth and Honasa :
The company concluded FY24 with earnings of INR 110.52 Cr, a major improvement over the INR 150.96 Cr loss of FY23, after posting gains for the previous three quarters. What specifically drove Mamaearth and Honasa to achieve this significant accomplishment, then? Has Honasa really realised the potential of the House of Brands model? We will investigate it, but first, here are this week’s top stories from our newsroom:
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Important Techniques for Honasa’s Success :
In an attempt to take advantage of the surge in direct-to-consumer e-commerce, Honasa launched Mamaearth in 2016. During the Covid-19 outbreak, Mamaearth, which was previously an online-only business, started to open retail locations in an effort to be nearer to its customers. The brand expanded to 10,000 outlets by the second half of 2020 after switching to an omnichannel approach. With this tactic, Mamaearth was positioned as a cutting-edge substitute for conventional FMCG brands in the areas of skincare, makeup, and personal hygiene.
The Positive Impact of Omnichannel marketing :
By FY24, offline sales—mainly through general trade retail outlets—accounted for over 35% of Mamaearth’s total revenue. The strategy employed was to focus on general availability instead of establishing the brand as a high-end item. Honasa also purchased additional well-known companies in the personal care and cosmetics industries, resulting in a unique blend of high-end and low-cost goods. These acquisitions turned into one of Honasa’s main advantages, along with the omnichannel distribution plan.
Simplifying Logistics Networks
To cut expenses even further, Honasa switched from using super stockists to direct distributors in its top sales cities in FY24. This modification increased profitability and is anticipated to be embraced by all of its major markets. The business expects a rebound in the upcoming quarter and has plans for wider offline retail expansion, notwithstanding a decline in revenues in Q4FY24 brought on by inventory reduction and supply chain recalibration.
Creating a Design House :
Honasa bought Mumbai-based BBlunt and Dr. Sheth’s, a high-end skincare brand created by dermatologists, when funding peaked in 2021. Along with launching Staze 9to9, it also made investments in developing stand-alone brands including Aqualogica, Ayuga, and The Derma Co. Honasa expanded its research capacity in May when it bought Cosmogenesis Laboratories.
Making the Most of Acquisitions to Drive Growth :
Honasa was able to investigate novel formulations and close gaps in its product lineup thanks to these purchases. For instance, BBlunt offered a reliable distribution route for cosmetics, and Dr. Sheth’s knowledge enabled the development of cutting-edge skincare formulas. The Derma Co. is expected to grow in the next three to five years, having reached an annual recurring revenue (ARR) of INR 500 Cr in FY24. Similar growth is predicted for BBlunt, which is predicted to reach INR 250 Cr, Aqualogica, Dr. Sheth’s, and each other to reach an ARR of INR 500 Cr.
Expectations for future development :
For the next three years, Honasa’s CFO, Ramanpreet Sohi, predicted a revenue CAGR of 20%+, with major growth being driven by brands other than Mamaearth. The development of new products has been a major factor, accounting for 18% of sales in FY24. New products will continue to fuel development, co-founder Ghazal Alagh, who founded the business, stressed, adding more than 50% to incremental revenue in FY25 and beyond.
Moving Around the Competitive Environment :
Despite its notable growth, Honasa now confronts more competition in the beauty industry. Both individual brands and bigger companies could pose a threat. Honasa needs to keep an eye out for new trends while concentrating on its primary markets for personal care and cosmetics. rapid commerce, in addition to sustaining reputation in retail and rapid commerce channels, is critical for higher profitability, according to analysts.
Taking Care of Brand Dependency :
The over dependence on Mamaearth still raises questions. Raising the other brands of Honasa to the same calibre as Mamaearth is imperative. It is crucial to make ongoing investments in strategic expansions and brand recall. Even though FY24 shown Honasa’s ability to turn a profit, there is no space for complacency in India’s competitive and developing beauty sector.
conclusion :
Honasa’s path to profitability in FY24 demonstrates the success of its purchases, omnichannel marketing, and strategic changes. To maintain its growth trajectory in the dynamic beauty market, still the company will need to continue with its innovative efforts, expand strategically, and deal with competitive pressures.