Takkaiah and Company started in 1890 with bulk trading in commodities, spices and dry fruits. Through six generations it has gone from trading and a pure B2B play, to a distinct and differentiated B2C strategy that is finally playing out for the family
(Top row from left) Padmaja Kacham, director at Padmaja Herbs and Foods, Naga Srinivas Kacham, managing director at Takkaiah & Padmaja Herbs and Foods, Ganesh Kacham, executive director at Takkaiah; (Bottom row from left) Shadbinda Kacham (son of Naga Srinivas Kacham), and Ramesh Gupta Kacham, director at Takkaiah
Image: Vikas Chandra Pureti for Forbes India
Takkaiah and Company, Delicious, Swastik, Srilola, Haradin, Nufasal & McKinsey… an intriguing element binds all of them together. To decode the mysterious ingredient, let’s go back to 1890 when Kacham Nagamouli Gupta founded Takkaiah and Company in Hyderabad. The first-generation entrepreneur started bulk trading in commodities, spices and dry fruits. Over the next few decades, the family ballooned, subsequent generations joined the venture, and Takkaiah and Company added to its clout. The story remained the same post-Independence.
Decades later, the sixth generation spiced up the business of nuts. The trading family diversified from its B2B roots, and rolled out two B2C brands—Delicious and Swastik—across the modern trade in Hyderabad in 2005. The traditional business of commodities was getting a makeover. Seeds, millets, exotic nuts, dry fruits and dehydrated dried fruits were added to the portfolio to cater to a niche urban population that preferred supermarkets and malls for daily needs. However, the impact was limited as both brands were available only at supermarkets.
Then came the audacious gambit in 2019. Naga Srinivas Kacham, the sixth-gen from the family, launched Swastik, Srilola and Haradin. Kacham was playing a differentiated game in quality, quantity and reach. Sample this. Though all three brands sell nuts, dry fruits, spices, seeds and herbs, Kacham innovated the business strategy. Srilola was targeted at general stores, meant for the masses, packet size varied from 5 gm to 1 kg, and was pocket-friendly: ₹5 for five grams and ₹750 for a kilo. Haradin, on the other hand, had a premium positioning, wooed a discerning audience with deep pockets, was marketed via social media, and the cost ranged between ₹325 and ₹5,000.
Kacham explains why Haradin is a meaty bet for the founder. The brand, he underlines, has a differentiated offering. Take, for instance, turmeric. Haradin offers Lakadong turmeric, a special variety from Jaintia Hills of Meghalaya. If regular turmeric contains 1 percent of curcumin, the Lakadong version has over 7.5 percent. “For this brand, we are targeting high-networth individuals through Facebook and other social media platforms,” he says. Nufasal, meanwhile, was meant for a different audience: HORECA (hotels, restaurants and cafes).