Coke bottler SLMG Beverages targets Rs 10K-crore sales in FY26

SLMG Beverages, the largest independent bottler of Coca-Cola in India, is likely to post a revenue of Rs 8,000 crore this fiscal, around 14% higher than Rs 7,000 crore in FY24, a senior official said on Wednesday.

Talking to FE, the company’s joint managing director Paritosh Ladhani said that in FY26 revenue is likely to increase 25% to Rs 10,000 crore, backed by newly acquired markets in Bihar.

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“We are aiming to take this to Rs 20,000 crore by 2030,” he said.

SLMG Beverages is the flagship firm of the Ladhani Group and is among the top 15 bottlers for Coca-Cola globally. It has a capacity of 33,000 bottlings per minute. It produces nearly 24% of the total volume of Coca-Cola here.

The company currently has eight plants across the country and is coming up with another one in Bihar’s Buxar with an investment of Rs 1,200 crore.

It had acquired the rights of the Bihar market from Hindustan Coca-Cola Beverages (HCCBL) last year.

Ladhani said that the company is open to acquiring additional plants in the coming years and has enough internal accruals and relations with banks and NBFCs to fund it.

“If any acquisition comes whether it is worth Rs 1,000 crore, Rs 2,000 crore or Rs 3,000 crore, we are open to that,” he said.

The company currently has around 3,200 distributors across Uttar Pradesh and Bihar. As much as 90% of its revenue comes from general trade and around 9% from modern trade. The rest comes from e-commerce.

Ladhani said that their focus would continue to be on general trade. However, they would use quick commerce to list their new offerings for more visibility and better marketing.

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The company is also now focussing on launching products at the price points of Rs 15 and Rs 20. Recently, they have launched 500 ml packs of Sprite Zero and Coke Zero at Rs 20.

“These lower price points are more useful in urban markets where people do not usually go for larger packs,” he said, adding that larger packs tend to sell better in rural markets.

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