One additive tree — Geography → Brand → Plant — scoped to your role, with live revenue, power-brand revenue and the data-grain that says how far you can trust each number.
The footprint rolls up to 13 plants across 10 brands & growth engines, but the scale-up isn't finished: ~₹33 Cr of untapped margin is still locked in 4 mid-scale-up engines and ₹810 Cr of cross-line whitespace is in play. Point the org at capturing the margin and scaling the new categories (SMOODH · Bombay 99).
4 of 4 headline metrics improving vs prior · still off target: Total Revenue (filed) ₹3,284 Cr vs ₹3,600 Cr, Power-Brand Revenue ₹2,630 Cr vs ₹2,900 Cr, Power-Brand Revenue % 80.0% vs 82.0%
Name where the ₹8.49k Cr comes from before FY27 planning: new categories carry ₹558→₹800 Cr, Q-commerce is the fastest channel at 35%, and franchise-bottled volume is the lever that moves turnover without proportionate filed revenue. Anything unnamed is aspiration.
Do not meet it on price across the board — that funds the disruptor's strategy with your margin during a recovery. Defend on grammage and availability at the ₹10 point, and hold the premium end (Bombay 99, Appy Fizz single-serve) at price where the equity does the work.
Two moves, both yours: re-cut pack architecture on the ₹10/₹20 sparkling SKUs so the consumer price holds while the slab is absorbed on grammage, and re-point the Appy Fizz media weight behind the 5%-slab juice line where the same equity carries. Brief the advocacy line off the same numbers.
4 growth engines are mid-scale-up, led by SMOODH at ~₹14 Cr of untapped EBITDA — margin that only lands as the engine scales and brand-strength capture finishes.
13 plants across 10 brands rolled up additively
The roll-up lens, made operable. Pick the role you're signed in as and the tree opens at your scope; every level sums additively from the plant grain. The Parle Agro twist: each plant is tagged site-grain actual, SAP-allocated, or region-only estimate — so the headline isn't just the number, it's how much of it you can bank (owned lines vs franchise bottling). Plants carry their brand, scale-up state and GM straight from the registry.
Set an access level, drill the tree, rank plants within a cohort, and see who owns each unit — each plant links to its Plants & Bottling 360, each brand to its Brand Portfolio 360.
49% 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 geography total.
| # | Site | Site-grain coverage | Grain | |
|---|---|---|---|---|
| 1 | Silvassa / Dadra (flagship beverage · PET preform), DN · Frooti | 96% | Actuals | |
| 2 | Ahmedabad / Gujarat (beverage · water), GJ · Bailley | 92% | Actuals | |
| 3 | Pune / Maharashtra (beverage), MH · Appy Fizz | 85% | Allocated | |
| 4 | Mumbai · Andheri (HQ · corporate), MH · Frooti | 60% | Region-only |
| Geography · Segment · Site | Revenue | Power-brand | Gross ~48% | Lines | Coverage | Health | Grain / link |
|---|---|---|---|---|---|---|---|
| (3)29% | ₹950 Cr | ₹750 Cr | ₹456 Cr | 550 | 9053% | 1/4 ⚠ | — |
| (2)14% | ₹450 Cr | ₹360 Cr | ₹216 Cr | 240 | 9200% | ✓ | Brand 360 → |
| (1)9% | ₹300 Cr | ₹230 Cr | ₹144 Cr | 170 | 9200% | ✓ | Brand 360 → |
| (1)6% | ₹200 Cr | ₹160 Cr | ₹96 Cr | 140 | 8500% | 1/1 ⚠ | Brand 360 → |
| (3)27% | ₹900 Cr | ₹690 Cr | ₹432 Cr | 510 | 9018% | 1/3 ⚠ | — |
| (1)10% | ₹340 Cr | ₹260 Cr | ₹163 Cr | 190 | 9400% | ✓ | Brand 360 → |
| (1)9% | ₹300 Cr | ₹230 Cr | ₹144 Cr | 170 | 8600% | 1/1 ⚠ | Brand 360 → |
| (1)8% | ₹260 Cr | ₹200 Cr | ₹125 Cr | 150 | 9000% | ✓ | Brand 360 → |
| (3)24% | ₹780 Cr | ₹600 Cr | ₹374 Cr | 420 | 8651% | 1/3 ⚠ | — |
| (1)9% | ₹300 Cr | ₹230 Cr | ₹144 Cr | 160 | 9200% | ✓ | Brand 360 → |
| (1)8% | ₹260 Cr | ₹200 Cr | ₹125 Cr | 140 | 8400% | ✓ | Brand 360 → |
| (1)7% | ₹220 Cr | ₹170 Cr | ₹106 Cr | 120 | 8200% | 1/1 ⚠ | Brand 360 → |
| (2)19% | ₹624 Cr | ₹480 Cr | ₹300 Cr | 320 | 7654% | 2/2 ⚠ | — |
| (1)10% | ₹340 Cr | ₹260 Cr | ₹163 Cr | 170 | 8200% | 1/1 ⚠ | Brand 360 → |
| (1)9% | ₹284 Cr | ₹220 Cr | ₹136 Cr | 150 | 7000% | 1/1 ⚠ | Brand 360 → |
| (1) | ₹30 Cr | ₹20 Cr | ₹14 Cr | 0 | 7000% | ✓ | — |
| (1) | ₹30 Cr | ₹20 Cr | ₹14 Cr | 0 | 7000% | ✓ | Brand 360 → |
The scale-up isn't finished. Three queues that turn the org tree into a plan: engines still scaling, cross-line whitespace, and the external signals pulling demand.