“We want India to transform from a protein-deficient to a protein-sufficient country. For this, we will bring protein in different forms,” says Nikunj Biyani.
SuperYou aims to make protein consumption more accessible in India, starting with its protein wafer bars priced at Rs 60, offering 10 grams of protein with no added sugar in four flavors- chocolate, choco-peanut butter, strawberry crème, and cheese. The company plans to expand into breakfast cereals, biscuits, powders, and snacks. “We want India to transform from a protein-deficient to a protein-sufficient country. For this, we will bring protein in different forms,” Nikunj Biyani said.
In a conversation with Outlook Business, Biyani shared how his collaboration with Bollywood actor Ranveer Singh sparked during a game of basketball, leading to the creation of SuperYou.
How has your experience at Future Consumer, and what role has your uncle, Kishore Biyani, played in your journey?
My first job was at Future Consumer, where I spent six months at Big Bazaar, handling everything from sales to store operations. Later, I worked on building brands from scratch, overseeing product development, sales, marketing, and team management. One of the notable projects was a joint venture with Fonterra to build Dreamery, a dairy plant.
Through this experience, I learned the importance of keeping the consumer at the core of everything, understanding their behaviors, needs, and shopping patterns, particularly in the diverse Indian market. Kishore Biyani, my uncle, has been a valuable mentor, offering guidance, though he hasn't invested in my firm.
How did the idea for SuperYou come about, and what sparked the collaboration between you and Ranveer Singh?
I've always been very passionate about health and fitness. I've been a runner and a sports player my entire life, loving everything about it. So, I've always had an inclination towards the health, wellness, sports, and fitness space, and I have a decent understanding of the breadth and width of FMCG in the country. That's why I knew I wanted to build something within this space. The only question was what to specifically build on.
Ranveer and I became acquainted because of our shared love for sport. That’s how we met, and the conversation sparked during a game of basketball. It just took off from there. He is also extremely passionate about health and fitness and wanted to build something that could leverage his passion as well. He resonated with the idea and said, 'We must definitely build it.' And that’s how it all happened.
What we saw as a trend was the fact that India is moving towards wanting better options for existing foods, which are slightly healthier. That’s when I realized there was a large white space to tap into, and that’s why we decided SuperYou should play in this space.
SuperYou recently raised funding in a Series A round on December 5, 2024, with participation from Rainmatter Capital, Nithin Kamath, and Nikhil Kamath. While the investment amount remains undisclosed, the funding is expected to play a crucial role in the company’s growth and expansion plans.
With a vision to create “better-for-you” foods with protein at the core, SuperYou aims to enhance everyday eating habits by integrating protein into commonly consumed products. We want to take what India’s eating today and add protein to it, which means expanding across categories. The startup’s first product, protein wafer bars, is positioned as a healthier alternative to traditional chocolates, offering 10 grams of protein with no refined sugar or palm oil.
The fresh capital will be utilized to strengthen the brand presence, develop innovative products, and expand distribution across the country. This investment is important because it allows us to invest in branding, product development, and distribution, ensuring consumers always have a healthier option in the snacking and munching category.
A statement in November 2024 mentioned a planned investment of Rs 40-50 crore over the next 18-24 months, with a goal of achieving Rs 500 crore in revenue within five years. What steps are being taken to reach this target?
We outlined an ambitious growth strategy following its planned investment of Rs 40-50 crore over the next 18-24 months, with a long-term goal of achieving Rs 500 crore in revenue within five years. To reach this target, the company is focusing on expanding its product portfolio, strengthening its brand presence, and building a robust distribution network across India.
There’s a lot of interesting white spaces where we feel we can add protein and create a strong value proposition for consumers, like breakfast cereals and other everyday food items are also part of the long-term vision.
A major portion of the investment will be directed toward trade marketing and distribution expansion, enabling the brand to move beyond India’s top-tier cities and reach a broader audience. We don’t want to cater only to the top 1% of India but aim to reach 7-10% of the population, expanding beyond the top eight to ten cities.
In the long run, it also plans to invest in its own manufacturing facilities, allowing greater control over production and ensuring consistency in its core product offerings. For products with a steady demand, we want to be fully integrated and manufacture them in-house, which underscores the company’s commitment to scaling sustainably while maintaining quality.
With a rising demand for healthier indulgences in India, how is SuperYou catering to changing consumer preferences?
We have positioned ourselves to tap into India’s snacking market, so biscuits lead the segment with a market size exceeding Rs 50,000 crore, followed by namkeens at Rs 30,000-35,000 crore. Additionally, chips and other extruded snacks, such as Kurkure-style products, account for Rs 20,000 crore, while the chocolate market stands at a similar valuation.
Our company’s strategy revolves around introducing protein-enriched alternatives within these mainstream categories and while our first product serves as a great replacement for chocolate, and moving forward, we plan to expand into chips, biscuits, and other snacking options. Beyond snacks, SuperYou is also eyeing the breakfast segment, with plans to introduce protein-enhanced cereals, granola, and oats.
Despite the ambitious pipeline, the company is focused on a measured approach to product development. We’re in no tearing hurry. We’re taking our time to develop the best products at the right price points that will allow us to scale effectively.
How does SuperYou plan to adapt its products to meet evolving consumer preferences?
We’re tapping into the evolving consumer preference for healthier packaged foods, driven by increasing awareness of nutritional content. While traditional Indian diets are generally low in protein, many consumers are now seeking alternative sources beyond conventional supplements, which not everyone finds appealing.
Recognizing this gap, we aim to integrate protein into everyday snacking options, offering a more accessible way to boost protein intake and the idea is to enhance familiar products. By fortifying popular snack categories with protein, we want to be a brand that combines convenience with nutrition and caters to health-conscious consumers.
SuperYou is available on its website, major e-commerce platforms (Amazon, Flipkart, Zepto, Blinkit, Instamart), and select modern trade stores. How does SuperYou plan to maximize profits through quick commerce and retail distribution?
Currently we have established a strong presence across multiple retail and online platforms, including Blinkit, Swiggy Instamart, Zepto, and soon BigBasket. The brand is also available in several modern trade chains such as Noble, Wellness, Relay, Reliance, and Vendee Land.
The company’s strategy focuses on achieving scale while maintaining profitability. Our goal is to work closely with these distribution channels to ensure a win for the consumer. As long as that remains the priority, we believe sustainable profit margins will follow.
In a competitive market, what sets SIRIMIRI, FitSport Nutrition, and Stroom, how does SuperYou plan to stand out and surpass them in the market?
We are different from competitors in the protein snack market by offering products at a more affordable price point, with its offerings priced 20-40% lower than its rivals and believe that the brand’s innovative approach introducing protein in the form of a light, easy-to-consume wafer has been well-received by the market is a unique and appealing proposition.
I also want to point out that India’s vast market offers ample space for multiple brands to coexist and thrive, with plenty of share to be captured even from established incumbents. It's not a zero-sum game. There’s enough room for all of us to grow. Additionally, Ranveer who is our brand’s association, is expected to drive awareness and attract consumer interest, further fueling SuperYou’s brand investment and growth trajectory.
How do you envision the future growth of SuperYou?
I know it’s still early, but when you talk to new-age consumer brands, one thing they mention is that it's very hard to scale from zero to 100 crore in a new consumer brand. Scaling from 100 to 500 crore is still tough, and going from 500 to 1000 crore is nearly impossible. For instance, Yoga Bar was recently acquired by ITC, and they probably realized that scaling beyond their current position was only possible with ITC’s support.
The way I like to think about these things is in the simplest terms rather than the most complicated ones. We have to keep creating great products and finding product-market fit. If we can find product-market fit, there are opportunities to scale in India. Scaling opportunities in India depend on the ability to execute. What we need is to build a great team that can help execute our vision, because vision alone is easy to have. We need to create good products and have the right team to bring that vision to life.
I genuinely believe that there’s no shortage of markets in India, but innovation has to happen in the right spaces. For example, if I keep innovating in a category like Rolls Royce, it doesn’t matter because only so many people are going to buy it—there might be only a thousand potential buyers in India. But if I innovate in a category like biscuits, which is worth Rs 50,000 crores in India, there’s a huge opportunity to build a 400-500 crore brand from biscuits alone. That’s the way I look at it.