Heritage snack brand Jagdish Farshan has raised Series A funding from Sharp Ventures to support pan-India and global growth. The firm is building a 300,000-square-foot plant to triple production and is targeting revenue of ₹170-180 crore this fiscal year. Investors will track whether the premium pricing strategy can successfully offset rising raw material costs while scaling operations.
Jagdish Farshan is preparing for a significant shift in its business operations. The Vadodara-based snack maker has secured Series A funding from Sharp Ventures, the family office of the Mariwala group, to fuel its growth. The company is now moving away from its status as a regional brand in Gujarat to target a pan-India presence and expand its global footprint, particularly in North America.
A key part of this strategy is a massive infrastructure upgrade. The company is building a 300,000-square-foot manufacturing plant near Vadodara. This facility aims to triple current production, which is currently at nine tonnes per day. This expansion is critical to address the storage and output limits currently seen at its three existing facilities.
The company expects revenue to rise significantly this year, aiming for between ₹170 crore and ₹180 crore, up from ₹112 crore in the previous fiscal year. To protect profit margins, management is focusing on a premium-first strategy. The brand is avoiding low-cost, mass-market products and is setting price points starting at ₹100. This is a deliberate choice intended to mitigate rising costs of key raw materials like sugar and milk, which have been a point of pressure for many food companies.
Expanding a heritage brand beyond its home territory carries significant challenges. The snack industry is highly competitive, and moving from a regional favorite to a national brand requires building new supply chains and managing different consumer tastes. Additionally, the company's reliance on premium pricing means it must maintain high quality to retain customers, especially as input costs for ingredients remain volatile. The brand has already introduced over 500 stock-keeping units, ranging from traditional snacks to modern, health-conscious products using ingredients like millet and avocado oil to attract younger consumers.
The company has already opened outlets in Edison, New Jersey, and Toronto, which are serving as a template for its international strategy. Moving forward, the key factors for stakeholders will be how smoothly the new manufacturing facility starts operations and whether the brand can successfully adapt its traditional products to the wider Indian market while maintaining its premium price position.