Reliance builds FMCG portfolio by reviving forgotten brands, building new ones

Reliance Industries’ splash into FMCG is testing a unique method that no one has tried yet. Through Reliance Consumer Products Ltd (RCPL), the group is building a diversified FMCG portfolio by combining three elements rarely pursued together at scale: the acquisition of small regional players, the revival of forgotten Indian brands and the creation of new mass-market labels.

The FMCG arm on Thursday announced the acquisition of a majority stake in Udhaiyams Agro Foods Pvt. Ltd, a Tamil Nadu-based nutrition brand. Udhaiyams’ erstwhile owners will continue to hold a minority stake in the company. The deal is part of RCPL’s strategy to add low-cost but reputed brands to its portfolio.

While acquiring SIL Foods, a 75-year-old regional brand known for sauces and condiments, in January, Ketan Mody, chief operating officer of RCPL, said that with its trusted legacy, SIL Foods offers an exciting opportunity to bring iconic Indian flavours and products back to consumers in new and innovative formats. “We believe that with our expertise in consumer engagement, innovation, and distribution, we can unlock the brand’s full potential and make it even more relevant in today’s fast-evolving marketplace,” he added.

On Tuesday, the company refreshed the SIL portfolio with a new identity and relaunched it as RCPL’s flagship foods brand. It commenced RCPL’s entry into the packaged foods segment with a portfolio spanning noodles, jams, ketchups, sauces and spreads.

RCPL had tasted success with the revival of smaller or forgotten brands earlier with the relaunch of Campa Cola. Campa doubled its market share to 15% in the January–September period, eating into the business of Coca-Cola and PepsiCo.

RCPL brought back Campa, which once defined India’s soft-drink market before disappearing in the 1990s, not as a premium throwback but as a value proposition aimed squarely at mass consumers. Competitive pricing, quick national rollout and integration with Reliance Retail’s supply chain helped the brand gain volumes at speed. Within a short period, Campa moved beyond metros into smaller towns, and even found its way into select international markets.

After Campa, RCPL accelerated its acquisition strategy to broaden both categories and geography. A controlling stake in Sosyo Hajoori Beverages added a portfolio of aerated drinks and syrups with deep roots in Gujarat and neighbouring markets, strengthening Reliance’s beverage presence beyond a single national brand. The purchase of Lotus Chocolate Company marked entry into chocolates and cocoa-based products, bringing with it manufacturing assets and an established, if under-scaled, brand platform.

Alongside buying brands, Reliance has invested in building its own. The launch of Independence was a pivotal step, signalling RCPL’s intention to compete head-on with established FMCG majors in staples such as rice, atta, pulses and edible oils. Independence is positioned as an affordable, everyday brand, drawing on Reliance’s sourcing strength and logistics efficiency. Over the past year, the brand has expanded its range and distribution, becoming a central pillar of RCPL’s private-label strategy.

FY25 marked a clear milestone for the consumer business. Reliance disclosed that its consumer brands portfolio crossed ₹11,000 crore in revenue in only its second year of operations, highlighting the speed at which scale is being achieved. RCPL recorded gross revenue of ₹9,850 crore in the first half of FY26.

The growth has been driven by volume expansion rather than premium pricing, reinforcing the group’s focus on mass market. The performance also reflects how quickly RCPL has been able to plug rhe acquired as well as new brands into Reliance Retail’s nationwide network.

Over the last year, RCPL has focused on integrating acquisitions, improving manufacturing efficiencies and strengthening supply chains to ensure consistency across markets, said company officials. The consumer business has also been given sharper organisational focus within the group, underlining its importance as a future growth engine rather than a peripheral venture.

Recently, the consumer business has been transferred from Reliance Retail to a new entity—New RCPL—which is a direct subsidiary of RIL. If the momentum continues, FMCG could emerge as one of the most significant pillars of the group’s next phase of growth.