From India to Africa: BN Group’s Bold Push for Global Nutrition Access

BN Group is slowly but surely changing the paradigm for India in terms of everyday nutrition. Its growth plan touches on cold-pressed oils and fortified blends to a planned, deep dive into the Tier-II and III cities, with existing retail and e-commerce distribution. Now, it has plans to invest $1 billion in Africa and has international aspirations. In this interview, Anubhav Agarwal, Founder of BN Group reveals how the brand is developing a future-ready FMCG business built on innovation, integrity, and impact over time.

BN Group has the vision of "Building a nation with a healthy lifestyle through Innovative, Quality, Accessible and Sustainable solutions." How does this vision translate into your retail strategy, particularly in terms of product development and market reach?

At BN Group, our vision of “building a nation with a healthy lifestyle through innovative, quality, accessible, and sustainable solutions” drives everything we do, from what we create to how we deliver it.

We develop affordable, nutrition-rich products designed for the Indian consumer. Whether it’s cold-pressed oils, low-trans-fat options, or fortified blends under brands like Nutrica and Simply Fresh, our focus is always on balancing health and value.

Our in-house R&D and modern manufacturing allow us to create new formulations aligned with Indian diets. We’ve invested in technology that helps us maintain quality while scaling production.

On the retail side, our distribution covers general trade, modern retail, and e-commerce. We’re expanding not just in metros but also in Tier-II and III cities, ensuring that healthier choices are accessible to more families. 

Our entry into Africa follows the same philosophy: bringing affordable nutrition to fast-growing markets through integrated manufacturing and local operations.

It’s a long-term approach to help consumers make better lifestyle choices, one product, one household, and one market at a time.

BN Group is expanding its retail distribution network. What are the key strategies driving this expansion, and which new markets are most promising for your products?

Our retail expansion is guided by consumer demand, strategic distribution, and technology-driven execution.

We are focusing on Tier-II and III cities where demand for value-driven, healthy products is growing. These markets are underserved by national FMCG players, making them high-potential zones for brands including Nutrica and Simply Fresh. At the same time, we are strengthening our presence in metros through better distributor engagement and local marketing.

We have built a multi-channel distribution strategy across general trade, modern retail, and e-commerce. Strategic tie-ups with top retailers and digital platforms ensure our products are visible and accessible everywhere. Tech tools such as predictive analytics and supply chain automation help us improve reach, reduce delivery times, and manage inventory efficiently.

In Africa, we are not just exporting; we are investing in local manufacturing and distribution, which supports our vision of building resilient, regional food systems.

Our aim is to reach 5 lakh retail outlets in India and strengthen our presence in global growth markets.

The Group is planning a $1 billion investment in Africa. How will this expansion impact your retail operations and supply chain strategies in India and globally?

Our Africa investment is both a growth lever and a strategic step toward building a more resilient global supply chain.

We are setting up manufacturing hubs near raw material sources, especially for palm oil, which will reduce logistics costs and ensure more stable supply chains. This infrastructure will help us serve both local African markets and the Indian market more efficiently. Beyond production, our presence in Africa gives us access to valuable insights into consumer preferences in emerging economies. These learnings will help us localise products for rural and semi-urban India, where affordability and customisation matter.

In the long run, this investment supports our goal to be a global, inclusive, and affordable nutrition brand. It strengthens our ability to deliver faster, adapt quicker, and serve a wider base of consumers both in India and abroad.

How does BN Group leverage cutting-edge technology in its state-of-the-art factories to ensure the highest quality and nutritional value in its edible oils?

At BN Group, we use advanced technology across our facilities in Gandhidham and Mathura to ensure high-quality edible oil production at scale. One of our standout innovations is the Pro-Blend Technology used in the Nutrica range. It allows for intelligent blending of oils, like rice bran, sunflower, groundnut, and soybean, to deliver specific health benefits, from immunity to heart health. These blends are fortified with Omega-3, Omega-6, MUFA, and vitamins A, D, and E.

Automation also plays a key role. We use fully automated bottling lines and hygienic packaging systems to minimise human contact and maximise shelf stability. This tech-driven approach not only ensures superior product quality but also supports our ability to scale efficiently across India and global markets.

What new product categories or retail formats is BN Group exploring to diversify its presence in the FMCG sector?

We would like to explore diversification through new product categories and retail formats to capture evolving consumer demand. Potential areas of expansion may include health-orientated offerings such as fortified foods, protein-based snacks, and  capitalising on the country’s growing wellness movement. On the distribution side, collaborations with digitised kirana stores, quick-commerce platforms, and compact neighbourhood outlets could strengthen market penetration. Furthermore, adopting D2C and omnichannel strategies through e-commerce may help us to  engage with India’s increasingly digital consumer base.

How is BN Group adapting to the growth of e-commerce and the changing shopping habits of Indian consumers? 

We are embracing e-commerce not just as a channel, but as a key part of how modern consumers discover, trust, and purchase food essentials.

Our "Simply Fresh" brand is already listed on a few e-commerce platforms, giving urban consumers easy access to fresh, high-quality oils and staples. We are planning to expand further through partnerships with quick commerce platforms for faster doorstep delivery.

The goal is to make our products more accessible, convenient, and top-of-mind in a fast-changing digital shopping environment. The focus is on convenience, affordability, and hyper-local reach to align with India’s digital shopping surge.

What strategies does BN Group employ to build brand loyalty and engage with customers in a competitive retail environment?

We approach brand loyalty through a mix of product trust, relevance, and consumer engagement. We make sure our products consistently deliver on quality and affordability, two factors that matter most to Indian consumers. But beyond that, we are also focused on how we show up in people’s lives.

We regularly roll out consumer campaigns and influencer collaborations that resonate with evolving needs and emotions. Whether it’s around health, convenience, or festive moments that spark nostalgia and togetherness, our campaigns are designed to connect meaningfully with our audience and drive recall.

We also run digital activations, engage with consumers on social media, and experiment with loyalty programs and subscription models to keep them coming back. By aligning our outreach with what matters to consumers, we are not just selling products; we are building long-term trust.

How does BN Group balance the demands of short-term profitability with long-term investments in innovation and sustainability?

At BN Group, we maintain a balance between profitability and long-term sustainability by combining operational efficiency with purposeful investment in innovation and community welfare. On the business front, we optimise our supply chain, prioritise local sourcing, and rely on data-driven forecasting to maintain healthy margins, especially in India’s highly price-sensitive FMCG space.

At the same time, we are actively investing in sustainability through the BN Welfare Foundation, which drives our long-term impact work. One of our flagship efforts is the creation of Mathura’s first urban forest, part of our broader mission to build greener, healthier communities. We have also equipped government schools with solar panels, helping reduce their energy costs and dependence on conventional power. Additionally, our community initiatives span rainwater harvesting, bee farming for biodiversity, student-led cleanliness drives, and women-focused livelihood programs such as Mission Lakshmi and Mission Yogya.

While recyclable packaging is not a current focus area, our sustainability efforts are rooted in genuine impact, from grassroots environmental restoration to renewable energy adoption and inclusive development. This dual approach helps us build a business that’s resilient today and responsible for tomorrow.

What are the biggest challenges and opportunities you foresee for the edible oil and FMCG retail sector in the coming years?

The edible oil sector continues to face volatility due to global supply disruptions, weather uncertainties, and commodity price swings. Managing cost pressures without compromising quality is a constant challenge. Rising consumer health awareness is also pushing brands to offer better alternatives, like cold-pressed or fortified oils.

The broader FMCG sector is also being reshaped by digitisation, growing competition from private labels, and increasing regulatory scrutiny around food safety and packaging.

But the upside is just as strong. There’s growing demand for functional foods, sustainable packaging, and D2C models. Tier II/III cities and rural areas are emerging as high-growth markets due to rising incomes and brand aspiration.

Companies that combine innovation with affordability, embrace digital, and build robust supply chains will be well-positioned to lead this next phase of growth.