Mastering Multi-Brand Management in India’s Post-Merger Food Industry

India’s food industry thrives on diversity, innovation, and scale. Mergers and acquisitions (M&A) reshape the competitive landscape, creating expansive brand portfolios that demand strategic multi-brand management. Senior leaders navigating post-merger integration face the challenge of harmonising diverse brands while preserving their unique identities. This article provides a comprehensive guide for decision-makers in India’s food sector, blending management, finance, legal, and technological expertise to master multi-brand management post-merger.

Industry Overview & Context

India’s food M&A landscape is thriving in 2025, driven by a $600+ billion consumer market. Corporates like Tata Consumer and Adani Wilmar are acquiring startups to expand brand portfolios in packaged foods, QSRs, nutraceuticals, and health snacks, targeting niche and high-growth segments

Effective multi-brand management is critical to capitalise on these diverse portfolios. Indian consumers demand variety, convenience, and health-conscious options, driving trends like premiumisation (paying more for high-quality products), health-conscious brands, and localisation (tailoring products to regional tastes). These trends increase brand complexity, requiring nuanced post-merger marketing strategies to avoid overlap and leverage distinct market segments.

1. Recent Developments (as of 2025)

Recent food M&A activities underscore the importance of multi-brand management. In 2024, a leading packaged food company acquired a regional organic snack brand to tap into the health-conscious market, integrating it into its brand portfolio while maintaining its distinct identity. Similarly, a major QSR chain acquired a plant-based food delivery startup, necessitating post-merger marketing to differentiate the startup’s vegan offerings from its traditional menu. These cases highlight how multi-brand management ensures synergy without compromising brand equity.

Regulatory changes also shape multi-brand management. In May 2025, the Food Safety and Standards Authority of India (FSSAI) issued an advisory against using “100%” in food labeling and promotions, citing potential consumer deception. This impacts cross-brand promotions, as companies must ensure distinct claims for each brand’s SKUs to avoid penalties. For example, a company promoting both a “100% natural” juice and a fortified beverage under one portfolio must now customise claims carefully.

Budget 2025 introduced measures impacting brand portfolios. Potential GST rationalisation on food products could reduce costs, freeing up budgets for post-merger marketing. Additionally, expanded Production Linked Incentive (PLI) schemes for food processing offer incentives for scaling production, enabling companies to invest in multi-brand management strategies like localised product development and premium branding.

2. Key Challenges & Complexities

Navigating multi-brand management post-merger presents several challenges:

• Brand Overlap and Cannibalisation Risks: Acquired brands may target similar segments, leading to internal competition. For example, a legacy snack brand and a new organic snack may vie for the same health-conscious consumers, diluting sales.
• Post-Merger Brand Equity Assessment: Evaluating the brand equity of acquired entities is critical to determine their market position and consumer loyalty.
• Consumer Confusion or Loyalty Dilution: A cluttered brand portfolio can confuse consumers, weakening loyalty across brands if identities are not clearly differentiated.
• Marketing Resource Allocation: Allocating budgets across brands requires strategic prioritisation to maximise ROI without neglecting smaller brands.
• Legal/IPR Complications: Rebranding or consolidating brands can trigger trademark disputes or licensing issues, complicating multi-brand management.

3. Strategic Analysis Using a Hybrid Consulting Lens

A hybrid approach integrating management, finance, legal, and technology expertise is essential for effective multi-brand management:

• Brand Architecture Strategy: Choose between a House of Brands (independent brands, e.g., Nestlé’s KitKat and Maggi), a Branded House (unified parent brand, e.g., Amul), endorsed branding (parent brand supports sub-brands, e.g., Tata), or hybrid models. Analyse brand equity and market positioning to select the optimal structure.
• Marketing & Positioning Strategy: Conduct comparative brand audits to clarify each brand’s unique positioning. Allocate media spends based on target audience data, ensuring post-merger marketing minimises overlap and maximises reach. For instance, a premium beverage brand may focus on urban millennials, while a traditional snack targets tier-2 cities.
• Finance & IP Strategy: Valuate brand equity to understand financial impacts and manage amortisation of intangibles. Secure trademarks for all brands to prevent legal disputes, especially during rebranding.
• Technology & Analytics: Use CRM and loyalty data to segment customer preferences, guiding brand portfolio alignment. Predictive analytics can forecast cannibalisation risks and optimise pricing across brands.
• Legal & Regulatory: Ensure compliance with FSSAI regulations for labeling, ingredients, and claims across SKUs. Proactively review cross-brand promotions to avoid penalties under the 2025 FSSAI advisory.

Illustrative Examples

• Case Study 1: Dairy Giant’s Diversification

A leading dairy cooperative acquired a vegan milk startup and an artisanal cheese brand. Multi-brand management involved an endorsed branding strategy, marketing the vegan brand as “[Vegan Brand], a part of [Dairy Giant]” to leverage trust while maintaining its health-conscious identity. The artisanal cheese retained a House of Brands approach to preserve its premium appeal. Separate production lines ensured FSSAI compliance for vegan claims, while CRM analytics identified unique consumer segments for targeted post-merger marketing. Financial models accounted for varied profit margins, and trademarks were secured for both brands.

• Case Study 2: Snack Food Conglomerate’s Regional Play

A national snack company acquired regional savory brands. It adopted a hybrid architecture, retaining regional brand identities for local loyalty while adding a parent company endorsement for quality assurance. AI-driven demand forecasting optimised inventory, and social media analytics informed localised post-merger marketing. Legal teams ensured FSSAI-compliant labeling, and cost efficiencies were achieved through shared supply chains, showcasing robust multi-brand management.

• Case Study 3: QSR Chain’s Food Delivery Expansion

A QSR chain acquired a cloud kitchen specialising in healthy meal kits. Multi-brand management involved a House of Brands strategy to keep the cloud kitchen’s health-focused identity distinct from the QSR’s indulgent menu. Post-merger marketing used digital platforms to target urban professionals, while loyalty program data segmented customers for personalised offers. Legal diligence ensured FSSAI compliance for meal kit packaging, and financial analysis justified separate distribution channels to maximise brand equity.

Conclusion

Mastering multi-brand management in India’s post-merger food industry is critical for sustainable growth. A hybrid consulting approach blending management, finance, legal, and technology enables companies to navigate brand overlap, preserve brand equity, and ensure regulatory compliance. Best practices include periodic brand portfolio reviews, integrating consumer insights via advanced analytics, and leveraging synergies in distribution and technology without compromising brand identities. By prioritizing multi-brand management, Indian food companies can unlock significant value and strengthen their market position.

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