2026.03.26
Yoga Bar is a healthy snack brand launched in 2014 by the sisters Suhasini Sampath and Anindita Sampath. Its operating company, Sproutlife Foods, has had ITC build up its stake in stages since 2023, and became a subsidiary of ITC as of April 1, 2026.
| Item | Details |
|---|---|
| Operating company | Sproutlife Foods Private Limited |
| Year founded | 2014 |
| Headquarters | Bengaluru (Karnataka) |
| Co-founders | Suhasini Sampath and Anindita Sampath (sisters) |
| Revenue | ₹202 crore (FY2025 = fiscal year ended March 2025. Some reports put it at about ₹200 crore) |
| Employees | About 200 people |
| Capital | A subsidiary of ITC (as of April 1, 2026. The stake is about 47.5% on a diluted basis, but it holds the right to appoint a majority of the directors) |
| Main products | Protein bars, muesli, oats and cereal |
ITC announced a phased acquisition in 2023 and, through multiple rounds totaling ₹255 crore by March 2025, raised its stake to about 47.5% on a diluted basis. The stake doesn't reach a majority. Even so, effective April 1, 2026, it gained the right to nominate a majority of the board, so for accounting purposes it's an ITC subsidiary.
Building up a stake rather than buying it all at once suits putting a brand onto a major company's distribution while keeping the founders in place. The acquired side gets to keep running the business, and the acquirer can set the price while watching performance. It plans to complete a full acquisition over 3-4 years.
India's confectionery shelf is dominated by cheap biscuits and snacks. Protein bars are expensive at ₹50-100 each, and buyers are limited to gymgoers and urban office workers.
Yoga Bar has targeted this segment with protein bars alongside muesli, oats, and cereal, a lineup that covers both breakfast and snacking. Revenue for FY2025 (year ended March 2025) was ₹202 crore. That's a large figure for something that started as D2C, but small next to ITC's overall food business.
This is worth noting as a model exit for a brand launched as D2C in India: a major FMCG company acquires the stake in stages, lending its distribution before folding it in fully. The same pattern shows up in Marico's D2C acquisitions.
For a Japanese food company launching a brand in India, building nationwide distribution in-house from the start isn't realistic. Assuming a path of building a certain level of e-commerce revenue first and then partnering with a major company makes negotiations over investment or partnership more concrete.
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