One company, three reconciling structures — the management org, the operating segments, and the brands behind every transaction.
A portfolio is never one clean tree. Parle Agro is one company seen three ways — who reports to whom (org), which beverage category makes & sells the product (segment), and which brand books it (brand). They only reconcile through the plant, which is why the same business shows up as a segment here, a leader there, and a data-grain gap on the map.
Pick a segment (e.g. Beverages — Sparkling) or a brand (e.g. Appy Fizz) to see the plants underneath and how much of the money is site-grain actual vs SAP-allocated.
52% is site-grain actual; the rest is SAP-allocated from area/region postings while the S/4 cutover completes — shown as an estimate, reconciled to the area total.
| Site | Geography | Revenue | Power-brand | Grain | Recording |
|---|---|---|---|---|---|
| Silvassa / Dadra (flagship beverage · PET preform), DN | West India (Maharashtra · Gujarat · HQ Mumbai) | ₹400 Cr | ₹320 Cr | 96% | Actuals |
| Ghaziabad / NCR (beverage), UP | North India (NCR · Punjab · UP) | ₹340 Cr | ₹260 Cr | 94% | Actuals |
| Kolkata / West Bengal (beverage), WB | East India (WB · Odisha · Northeast) | ₹340 Cr | ₹260 Cr | 82% | Allocated |
| Chennai / Tamil Nadu (beverage), TN | South India (Karnataka · TN · Telangana) | ₹260 Cr | ₹200 Cr | 84% | Allocated |
| Mumbai · Andheri (HQ · corporate), MH | West India (Maharashtra · Gujarat · HQ Mumbai) | ₹50 Cr | ₹40 Cr | 60% | Region-only |
| Exports desk (50+ countries), EXP | Exports (50+ countries) | ₹30 Cr | ₹20 Cr | 70% | Allocated |
Chairman & MD → CEO → functional heads + corporate functions. Note: manufacturing, sales, R&D & marketing all run through the CEO & Joint MD.
Each brand rolls up to a beverage segment; the colour rail is its segment, the badge its lifecycle state.
Flagship — India's first tetra-pak mango RTD; ~48% of turnover; reclaimed #2 mango from Slice.
Apple nectar / juice drink; benefits from the 5% GST juice slab.
LMN packaged lemonade (2009), Cafe Cuba carbonated coffee (2013) — reduced emphasis. Foods (Hippo) dormant.
Sparkling-apple category creator (~90% share); penalised by the 40% GST demerit slab.
Plain soda; carbonated 40% GST slab.
Sparkling mango variant of Frooti; carbonated GST exposure.
'Beer-like' malt/apple sparkling — Appy Fizz line-extension; 40% GST slab.
Packaged water on a franchise model (~60-70 factories) — ~13% booked revenue, huge by volume; #2-tier.
₹10 flavoured milk / lassi; 'small factories, large numbers' model — the flagship new-category bet.
Premium mixers (tonic · ginger ale · club soda); named after HQ pincode 400099.
A single order is booked under a brand, sold within a segment, owned by a functional head, and delivered from a plant in a geography. Entity resolution keeps them tied.
Entity resolution maps each legacy site/segment/brand code to one node, so a number can roll up by any lens — by leader, by segment, by geography — and still tie to the same total. Where a newer unit still books at region level, the site and segment figures are SAP-allocated and flagged, not invented.