The Covid pandemic led to irreparable disruption and dislocation for many businesses. While the damage and loss it inflicted will take some years to recover and recoup, it also forced industries, including retail, to reinvent, reboot, and reimagine the way of doing things.

For one, it brought about a swift acceleration in the adoption of technology. Grocery retailers, in particular, upgraded themselves to become omni-channel and serve customers remotely. In this issue, we bring you a case study (Pages 33 - 35) on how technology integration and interoperability can help retailers to quickly adapt to the changing needs of the market – from digital payments, connected banking, compliance to government regulations for GST, e-invoicing, e-way bills, among others.

The other notable change as the fallout of the pandemic has been the gold rush witnessed in grocery retailing. Even those with a casual eye could not have failed to notice how there has been a scramble by a lot of digital, e-commerce and quick commerce players who are trying to grab a share of the grocery retail market.

We bring you the story of one newbie retailer — Star Localmart — which debuted in October 2020 but has since gone out to launch 76 new stores in the smaller towns of Maharashtra and 

As the festive season peaks, brands and retailers are bracing up for crucial sales days. But, to maximize festive sales, understanding shopper behavior is essential. Our analysis of consumer trends and growth insights on pages 44-55 outlines how brands can craft targeted strategies to align with audience motivations, and set the stage for an exceptional season.

Our cover story on pages 22-36 highlights Fresh2day, a start-up retail brand that has grown from a single store in 2021 to 24 locations covering 50,000 sq. ft. in Chennai. Each store focuses on high-quality fresh produce, community engagement, sustainability, and customer satisfaction. With an average revenue run rate of Rs. 100 crore, Fresh2day aims to reach Rs. 250 crore in two and a half years and Rs. 500 crore in five years, by leveraging its unique franchise model to achieve this ambitious growth.

When Vijay Kumar Kankariya opened Shubham K Mart in Raipur a year before the Covid pandemic, he set the stage for a retail revolution in Chhattisgarh. What began as a single hypermarket with a vision to consolidate daily essentials under one roof has rapidly transformed into the state’s leading retail powerhouse, reshaping how locals shop for everything from groceries to garments.

Check out our cover story (pages 26-37) on Shubham K Mart’s meteoric rise. In just 5 years, it’s grown to 35 stores across 700,000 sq. ft. Vijay Kankariya and his youngest son Shubham’s blend of ambition, legacy, and innovation has driven this success, combining a diverse product range with a strategic expansion and customer-centric service to dominate Chhattisgarh’s retail scene.

In India’s growing retail market, traditional stores, known for personalized services and credit sales, have been able to build strong loyalty among low-income customers. In contrast, modern trade outlets, located in urban areas, serve middle-to-upper income groups with less frequent, larger purchases and a wider range of premium products

However, this ecosystem is currently undergoing significant transformations due to various factors. For a deeper dive into this evolving landscape, read the story (pages 24-27) detailing how modern trade, cash-and-carry formats, e-commerce, and new-age B2B providers are transforming India’s grocery retail market.

Talking of E-commerce, the quick commerce model in particular is expanding as rapidly as UPI payments. In the rapidly expanding Indian quick commerce sector, projected to reach $3.35 billion by the year-end and $9.95 billion by 2029, players face significant challenges. Competing with established services like Domino’s, which delivers pizzas within 30 minutes, requires more than just financial backing. Read the story (pages 80-83) on hows success hinges on mastering technology, developing efficient supply chains, and achieving profitability.

Akshay Kumar and Kurush Dadabhoy, Co-founders of Bombay Gourmet Market, have carved a unique path in India’s retail landscape by successfully blending grocery franchising and affordable gourmet retailing. Starting as an online pivot during the Covid pandemic, their venture has flourished into a thriving franchise model with 18 gourmet stores across six cities in western and southern India. Explore their journey in our cover story (pages 38-52).

D2C brands are redefining retail with direct consumer engagement and tech innovation, challenging norms and sparking growth. Yet, scaling presents hurdles, demanding strategic solutions for sustained success. Read the story (pages 24-28) to know how D2C brands can navigate the complexities and challenges of scaling, and thrive in today’s competitive retail landscape.

Our cover story in this issue (pages 30-41) features a newbie brand that replaced the iconic Foodhall at the Bandra West, Mumbai property owned by actor Salman Khan. In 2023, when Foodhall was singing its swan song, it approached the founders of Food Square, then one of its leading vendors, to take over the business. However, the deal fell through over certain legal issues and Foodhall vacated the property.

The departure opened an opportunity for Food Square’s founders Mayank and Lalit to pull a power move and launch their own gourmet store at the marquee site. Now, some six months into operations, Food Square stands like a Faberge gem in Mumbai’s culinary universe.

All FMCG brands aim for market penetration but listing fees in modern trade is a significant barrier for new brands. It forces them to consider the trade-off between securing prime placement in stores and allocating resources for brand building and consumer engagement. Our story Shelf Wars and the Battle for Aisles (pages 22-31) offers great insights from a cross-section of retail experts on the impact and implications of listing fees on FMCG brands and suppliers.

Stepping from modern trade retail formats into the future of small-town retail in India is to traverse very different journeys and business models. One small format retailer that is upending the business and economics of smalltown retailing is SuperK. Launched in 2019, this supermarket chain has swiftly etched its mark on the retail map with a current count of 127 stores across 80 Tier III & IV towns in Telangana and Andhra Pradesh. Read how SuperK has introduced a fresh paradigm to retail dynamics in India’s tier 3 towns and beyond (pages 82-89).

In the world of retail, one chain is redefining the concept of Health & Wellness. Wellness Forever, a Mumbai-based retailer, has carved out a unique niche and identity of its own. Traditionally, pharmacies are associated with medicines and vitamins but Wellness Forever has expanded its offerings to include a wide range of food and beverage options. With 407 stores across Maharashtra, Goa, Karnataka, and Madhya Pradesh, it has become India’s third-largest pharmacy and health & wellness chain (see pages 24-32).

Currently, non-pharma sales account for about 45% of Wellness Forever’s business, a figure expected to rise to 65-75% within the next 3-5 years. This shift reflects a broader trend in the health and wellness industry, where pharmaceuticals are increasingly integrated with other health-related products and services.

Another significant trend in the food industry is the remarkable growth of the spices category in India. As the world’s largest producer, consumer, and exporter of spices, India’s branded spice segment is experiencing rapid annual growth of 15% and higher, trailing only behind pasta & noodles, and ready meals (read pages 36-45). Within this spicy saga, we bring you the stories of two luminaries: Catch Spices, a trailblazing brand, and Adesh Kumar Aggarwal, the industry’s Masala Man (pages 50-66).

Amajor supermarket chain in southern India is commemorating its silver jubilee this month: 25 years of remarkable success in the food and grocery retail industry. Vijetha Supermarkets’ journey from a modest 1,000 sq.ft. store in Hyderabad to a network of 109 outlets spanning Telangana and Andhra Pradesh speaks volumes about its founder Jagan Mohan Rao’s steadfast dedication to excellence and customer satisfaction.

Our cover story this month (pages 22–32) eloquently portrays Rao’sjourney from humble origins to its current status as a leader in the retail industry. Originating from the agricultural heartland of Andhra Pradesh, Rao nurtured ambitious aspirations. Commencing his career on the shop floor of Trinetra Supermarket, Rao steadily ascended to build his own retail empire. Currently, Vijetha Supermarkets encompasses over 5 lakh square feet of retail space and expects revenues to reach Rs. 850 crore this fiscal year.

What is driving the transition of small provisions store retailers across various regions of India towards more sophisticated modern retail formats? As India’s economy continues to expand and urbanize, consumer preferences are increasingly oriented towards convenience, variety, and quality. Modern trade stores are effectively addressing these preferences and are strategically positioned to capitalize on market opportunities, driven by evolving consumer demands, competitive forces, technological advancements, and shifting business dynamics.

This magazine issue showcases two retailers’ journeys from kirana shops to successful modern supermarket chains in Maharashtra. Jaylaxmi Super Market, originated as a small kirana store in Sindkheda, north Maharashtra, in 1986, and expanded to a 9,000 sq.ft. supermarket in Shirpur by 2020, achieving substantial daily sales of Rs. 8 lakh (see pages 16-22).

Franchising in India’s food and grocery sector, which represents 69% of the retail market, offers lucrative opportunities. Choosing a grocery store franchise is more profitable than starting a new business, offering higher success rates, initial support, and reduced risks. Franchises provide ongoing assistance, a proven business model, and established strengths, enhancing the likelihood of success.

Nowhere else is the success of the franchise model in the grocery sector more evident than in the case of The NEW Shop. The success of its franchise model is particularly evident from its 2019 inception to a nationwide chain of 150 stores. The model distinguishes itself through its remarkable Rs. 15 lakh average monthly revenue per store, and boasting outstanding sales per sq.ft. of Rs. 2,000, surpassing industry standards. Notably, 10% of TNS franchise owners are women, adding a significant dimension to their inclusive success story.

Explore the captivating narrative of The New Shop’s distinctive franchise model on pages 16-23. Discover how the brand is cultivating a cadre of entrepreneurs destined for financial success, with a vision to mentor a minimum of 10,000 franchise entrepreneurs by 2030. Notably, all these entrepreneurs are under the age of 35, many being college students or dynamic young individuals. They recognize that TNS franchise ownership opens the door to earning a substantial lakh or 2 lakh rupees per month. Now, that’s a huge difference, isn’t it?

December marks a significant moment for Progressive Grocer as its publishers the IMAGES Group convene the leaders of India’s Food Retail industry. The 16th edition of India Food Forum 2023 took place at The Westin Hotel in Mumbai from November 30th to December 1st.

In this special India Food Forum issue (pages 40-
84), we provide an overview of engaging panel discussions, keynotes from industry experts and market research leaders like Nielsen, some dazzling product launches, and other highlights. Like its past editions, the Forum this year yielded transformative insights poised to elevate food categories to new heights, boost category sales, and effectively tap into emerging trends. This edition of the India Food Forum showcased over 700 food brands, drew more than 3,000 attendees, featured 100+ exhibitors, and hosted 300+ industry experts. Notable highlights included an open-house interaction involving 200+ supermarket retailers from across India engaging with top executives and Modern Trade Heads from prominent food brands such as Patanjali, Dabur, Godrej Consumer Products, Parle, Marico, ITC, Mondelez, HUL, McCain Foods, Kellogg’s, Johnson & Johnson, Coca-Cola, P&G, Reckitt Benckiser, and many others.

The future of the food and grocery industry is being shaped by the convergence of technology, consumer behavior, and retail strategy. A prime example of this kind of convergence is udaan, India’s largest e-B2B player, which has harnessed technology to redefine the food and grocery landscape. Read the pages 40-56, which reveal udaan’s meticulous strategy in the FMCG business.

Founded in 2015, udaan ventured into the FMCG sector three years later, aiming to unlock its potential and bridge the gap between manufacturers, wholesalers, and retailers for enhanced efficiency and an expanded product range. The company orchestrated a precise interplay of data-driven processes and advanced systems. This begins with efficient availability management, ensuring every product is easily accessible with a simple click.

Currently, udaan’s FMCG business constitutes a robust 30% of its overall operations, recording a remarkable 2x growth in the past year alone. This growth stands as a testament to the transformative power of technological advancements, propelling udaan to the forefront of the industry.

The processed food industry in India is expected to grow at a CAGR of 10-14% in the years ahead with output expected to reach $535 billion by 2025-26. This presents a big opportunity for plant-protein processors, snack-food processors, and other food processors engaged in the ready to- eat and ready-to-cook segments.

Our story on Griffith Foods (pages 24-30) that is globally known for its food processing innovation, shows how food brands can profitably mine this opportunity by innovating and diversifying their product range to cater to a wide variety of tastes and preferences. The brand set up shop in India in 2006 and is mainly engaged in developing products that deliver positive health outcomes, especially sugar-and-salt reductions.

With consumers showing greater awareness around transparent food labeling and sourcing, and clean ingredients, food retailers too are responding to the consumption shift by proactively promoting healthier food options with a heightened focus on quality, sourcing, importing, selection and merchandising standards.

It’s that time of year again when the festive season comes marching upon us. The period has traditionally enjoyed a very strong and deep connection with the culture of gifting. For retailers and brands, the season is marked by a huge surge in demand for food products that offer a mark of exclusivity and uniqueness when it comes to gifting.

In fact, the gifting theme has now permeated across all food categories. Read our Festive Gifting story (pages 38-43) on how retailers and brands come out with unique and innovative gift packs and gift hampers and valuefor- money products that are beautifully packaged to meet diverse choices for family and corporate gifting.

Our cover story in this issue (pages 24-34) shines the spotlight on north- Maharashtra’s oldest and most emblematic food and grocery retailer. Jalgaon-based Navjeevan chain of stores has been in the business for over 75 years now, starting off as a modest 25 sq.ft. store in 1946. It transitionedto being a modern supermarket in 1993 at a time when the modern trade concept was a novelty even in the bigger cities like Mumbai and Pune. Today, the chain has nine stores under the Navjeevan banner, with 26,000 sq.ft. of retailing area and Rs. 110 crore of annual revenue.

For some years now, many online grocery platforms are trying to supercharge our huge kirana ecosystem. The likes of udaan, Shopkirana, Jiomart, and a few others immediately come to mind. All of them are offering a full suite of solutions that is helping small retailers to tap into a wider consumer base and transform into modern convenience stores.

One such start-up providing complete business-in-the-box solutions to over 2,50,000 kiranas is the Bangalore-based e-B2B grocery platform Jumbotail. Read our cover story (pages 24-33) that weaves a rich tapestry of its grocery retail journey along the seven years of its operations.

In 2015, when the whole world and their uncle were going crazy after B2C online grocery start-ups, two former classmates from Stanford university – Ashish Jhina and Karthik Venkateswaran – made a counter-intuitive move and launched their online B2B marketplace for food & grocery.

India is the largest producer of milk in the world, contributing 23% of global milk production. But far from being a volumetric paradise for milk, India’s dairy industry finds itself behind the eight ball, beset with a welter of challenges such as low milk productivity, poor milk quality, and inefficient supply chain management.

Headquartered in Erode, Tamil Nadu, Milky Mist is one dairy company that is showing the way for the industry to ramp up productivity, efficiency and profitability. Read our story on pages 26–35 to know how the company, founded in 1992 by a class VIII school dropout, has riden to the top league of India’s dairy industry, growing at a 32% CAGR and earnings slated to come in at Rs. 2,200 crore this fiscal. Today, Milky Mist is among the leading dairy brands in India and when it comes to the dairy industry in south India, it sits right atop the higher ridges of Mount Olympus.

As with milk and dairy, India is also the largest producer, consumer, and exporter of spice products. The spices category has been registering strong kinetic growth at 15% year-on-year with value-added, organic and blended spices taking the lead. Our story on pages 42–55 takes a deep dive into the consumption trends and the market movement of the spices category.

Organic retailing is a tough business to crack. While the success and failure rates of all food stores depend on numerous factors including location, competition, management, and market demand, the odds of business mortality are loaded heavily against organic retailers.

The business is characterized by a very slender base of organic-buying consumers, high cost of organic products, and the attendant challenges in managing the organic supply chain. That explains why many retailers who start down the organic road lose their way before reaching the finishing line. While making ends meet is a huge existential challenge for most organic stores, our story on pages 16-26 serves as a Rx on how to run an organic retail enterprise successfully and profitably. Dhanyam Organic Superstores, which runs 9 organic outlets in Chennai, has created its own retailing canon in running the business profitably and scaling it up.

Like organic, dairy too is a complex business to run and manage. While the perishable nature of milk and issues around its quality and integrity create its own set of challenges, there are other confounding aspects of the dairy business. Read our story on pages 48-58 to discover how large parts of India’s dairy industry continue being saddled with legacy burdens and has a myopic view toward new-age digital solutions.

At a time when competitive intensity is heating up in every sphere of business, Grocery Retailers and Food Brands are scrambling to grab the consumer “share of stomach” alongside their mindshare and wallet share.

In the past issue of Progressive Grocer, we highlighted how the beverage category is seeing the entry of many new players as well as the broadening of its consumer base. With a surge in innovation and product drops, national and regional brands are attempting to create a niche market for themselves by targeting different consumer segments and offering unique differentiation. In this issue, we take another approach to the sector through a report that highlights how retailers can double their income from higher sales of beverages. The report drills down to the policy details conducive for the beverage sector and the changes that policymakers can bring about to make India the beverage capital of the world. (see pages 18–22).

Ever wondered why retailers like McDonald’s, Subway, 7-Eleven, The UPS Store, and Dunkin’ have successfully carved out large business empires globally? That’s because these global retail brands have established operational procedures and cracked a business model that can be replicated transnationally.

In this issue of the magazine, we bring you stories of two retailers that are trying to build their brands along the lines of their more illustrious globalpeers, with a business model that can be scaled nationally and internationally.

Think about price pressures, market disruptions, and increased brand fickleness of shoppers and you get the idea why the retail landscape is becoming increasingly challenging by the day. In such a market scenario, the key to success lies in differentiation but taking conventional approaches such as unique pricing or promotions are no longer effective as they can be easily replicated.

Why taking a personalized approach scores over conventional differentiation (pages 44-45), underscores the importance of incorporating personalization in almost every part of the shopper journey and how retail brands can tailor experiences to meet each buyer’s unique preferences.

Alongside personalization, what cannot be overstated is the quality and calibre of personnel at retail stores. Read this insightful account by a seasoned retailer of her personal shopping experience (pages 20-22) at a hypermarket, where she makes some uncanny observations, including why hiring the right people can bring about operational transmutation for retailers while transforming the experience for shoppers.

Our cover story in this issue (pages 26-35) profiles Delhi-NCR based Honey Money Top whose specialization in the perishables category has turned it into a go-to player for other retailers wanting to transform their fruits and vegetables business and looking to generate better revenues from the category.

If the edge in retail business comes from acting on consumer insights, it is through collaboration that brands and retailers can conjure up innovative ways to win new sets of consumers, expand their customer base and capture a bigger slice of the market.

Our cover story in this issue Packing a one-two Punch (Pages 36-53) showcases 10 outstanding success stories of collaboration between FMCG brands and retailers. The stories exemplify how brands and retailers can create a winning playbook by leveraging on each other’s capabilities and resources.

Each of the 10 stories is a masterclass on brand-retailer partnership and how such collaborations can help each other to tap into new revenue streams, drive up sales, reduce costs, raise brand awareness and improve overall profitability.

Another fascinating story on collaboration highlights how farmers, retailers and the state government of Kerala have come together to spawn a widespread movement in organic farming and retailing. While the momentum began picking up in the early 2000s, a host of factors including government support for organic agriculture and a desire for more sustainable and environmentally friendly food options have galvanized many producers and retailers to jump on to the organic bandwagon.

December is the crowning jewel of a month for Progressive Grocer with its publishers hosting India’s emeriti of the Food Retail industry. The 15th edition of India Food Forum 2022 at The Westin Hotel in Mumbai on Dec. 7-8 became the platform du jour for those looking to get a ring-side view of India’s food retail industry and those wanting to ride the action on the emerging innovations and trends and developments impacting the Business of Food in India.

Capturing the current zeitgeist and gazing into the crystal ball to analyze how India’s Food Retail industry will shake up in the future, the Forum brought together leading food retailers and grocers of India along with some of the most illustrious food brands and other stakeholders in the food retail industry.

In this exclusive Food Forum issue of the magazine (pages 22-62), we bring you an overview of some of the riveting panel discussions, which threw up game-changing insights to propel food categories into the next high-growth orbit, turbocharge category sales, and productively mine new and emerging trends in ways that help script memorable success stories for both brands and retailers.

The Food and Beverage Industry everywhere is in the throes of profound changes. Consumers today have evolved tastes and preferences, and this means that they want no trade-offs when it comes to the cost, quality and variety of products they buy.
Likewise, markets too also evolving with the emergence of new distribution channels, which have to be kept adequately supplied by manufacturers and retailers. They also face significant demands for ramping up their capability and adoption of new products which, in turn, leads to shorter production runs and inventory turnarounds, frequent changeovers, and greater focus on asset utilization. Turn to our story F&B Retail: Challenges and Strategies for Building Operational Excellence and Agility (pages 52-56) for an insightful lowdown on the new challenges and opportunities before manufacturers and retailers.
The one approach that retailers and manufacturers can take to overcome these challenges is to create a ‘Learning Organization’ that is agile at delivering the information flow in the network. The key is to focus on activities that equip a producer or retailer to adapt as external forces change. Our Cover Story of the month (pages 26-41) features Daymart – north Kerala’s largest retailer, which aims to become the State’s best and biggest. Kerala probably has the highest density of modern trade outlets with even small and thinly populated villages supporting multiple supermarkets.

The festive season in India heralds a boom time for all retail players. But this festive season, the first to be celebrated away from the long shadow of the pandemic after two years, the game for retailers has changed profoundly from what it was earlier. The past two years saw huge swathes of consumers embrace online shopping and those customers could still prefer staying away from the grind of in-store walk-ins.

However, even online retailers can no longer rest on the security of a large base of existing customers. Those customers could easily move to another outlet offering a better, more trustworthy experience. In a nutshell, both online and offline players need to keep up with customer expectations, competitors’ capabilities, and technological developments to maximize their advantages and profit margins.

In this October issue of the magazine (pages 14-23), we bring you learnings from retail experts on how retailers can up their game this festive season with targeted advertising, promotions, and other innovations to attract and retain customers.

Today, it has become increasingly critical for retailers to ensure an equally strong presence across all customer touchpoints, whether it’s through touchscreen, voice assistant, live streaming, and more. Only then can a retailer hope to make his store relevant to consumers, who are increasingly becoming nomads in their choice of shopping interface and the way they interact with brick-and-mortar stores.

Our story “Maximizing store value through end to-end retail management” (pages 26-27) dwells on why retailers need to redesign their stores in sync with the emerging consumer demands. Stores need to have a footprint across all consumer touchpoints to be in step with the changing consumer habits and to maximize traffic and footfall. The story calls on retailers to dial up their retail management practices in order to make faster decisions on how to reengineer their store operations and amplify footfall quantum in the future.


For all the brouhaha around healthy foods and healthy eating, India clocks one of the highest growth rates for ultraprocessed food and beverages — items high in added sugar, salt and additives. Euromonitor sales data reveal that the retail value of packaged junk food and soft drinks in India jumped 42X in just 13 years — from 2006 to 2019.

Various consumer interest advocacy groups and industry associations have prayed in aid of introducing statutory regulations by the government to address the nation’s concerns on food safety, nutrition and health. Read our story on page 52-54: India’s Food Processing Industry Bets on FOPL… on how adopting a global best-practice Front-of-Pack Labelling (FOPL) on all packaged foods is the need of the hour for protecting the long-term interests of both India’s processed food market and Indian consumers.

In another riveting cover story in this issue, on page 24-33, we train the spotlight on a new-age start-up retailer that seems to have struck gelt by opening modern grocery stores in the retail deserts of India — places like Sukhiapokhri, Islampur, Ramganj, Chopra, Phulbari, Naxalbari and Khoribari in north Bengal, Kishanganj, Thakurganj in Bihar, and other such places.

E-commerce and online shopping are growing at a steroidal pace in India. So much so that many feel the online channel will soon emerge as the preferred shopping medium and will outsprint offline by a wide distance.

But here’s a sobering statistic for those who think that physical retail and grocery retail, in particular, is fast moving towards its sunset date. According to market intelligence tracker IBEF, the FMCG market in India is expected to grow at a CAGR of 14.9% to reach $220 billion by 2025, from $110 billion in 2020. But only a thin slice of this market — 􀁼3% — will be taken up by e-commerce, leaving about 97% of the FMCG market in the offline domain. So, any apocalyptic prophecy about the future of offline retail is grossly exaggerated and overblown.

In order to capture the huge offline FMCG market, retailers need to build both their online presence and offline footprint. This strategy is best exemplified by The NEW Shop, our cover story retailer (pages 26-37), which has emerged as India’s fastest-growing 24/7 omnichannel, convenience quick commerce company.

In a world that has been profoundly shaped by a global pandemic over the past two years, this April is special: Big things are starting to happen again. After an interlude of two years — since the Covid 19 pandemic descended on us like a pall of gloom — India Food Forum, tapping into the zeitgeist of the economy’s mood of optimism, stepped up to the plate to bring back the spirit and bonhomie of ‘revival and renewal’ with a whiff of fresh air and breezy chutzpah at its annual felicitations ceremony, held at The Westin Mumbai, on the evenings of 5-6 April.

Turn to pages (32-48) to read about the most eclectic and finest selection of Food & Grocery and Foodservice Retailers who made the cut for India’s most celebrated industry award and honours: The IMAGES Honours for Food & Grocery and Foodservice Retail Icons of India; The Coca-Cola Golden Spoon Awards for IMAGES Most Admired Food & Grocery Retailers; Pepsi-IMAGES Most Admired Foodservice Retailer Awards across categories and formats; and the Pepsi Swagstar Awards for the most hip and happening foodservice retailers.

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PROGRESSIVE GROCER has been the voice of the food retail industry for over 80 years in the USA. Serving a wide audience in the Indian market, Progressive Grocer India's readers are top management at headquarters and top decision makers at store level. By anticipating, reporting and interpreting important data and trends, PROGRESSIVE GROCER fulfils its mission of identifying and highlighting insights and opportunity for leading grocery retailers, thereby accelerating brands and sales success for leading manufacturers

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11. EL SERVICIO Y TODAS LAS PUBLICACIONES SE PROPORCIONAN 'TAL CUAL' Y 'SEGÚN DISPONIBILIDAD'. MAGZTER, SUS AFILIADOS, PROVEEDORES, LICENCIANTES Y AGENTES RENUNCIA EXPRESAMENTE A TODAS LAS GARANTÍAS DE CUALQUIER TIPO, YA SEA EXPLÍCITA O IMPLÍCITA, INCLUIDAS, ENTRE OTRAS, LAS GARANTÍAS IMPLÍCITAS DE COMERCIABILIDAD, IDONEIDAD PARA UN FIN DETERMINADO Y NO VIOLACIÓN. SIN LIMITAR LO ANTERIOR, NI MAGZTER NI SUS AFILIADOS, PROVEEDORES, LICENCIANTES O AGENTES OFRECEN NINGUNA GARANTÍA DE QUE (I) EL SERVICIO CUMPLIRÁ CON SUS REQUISITOS, (II) EL SERVICIO SERÁ ININTERRUMPIDO, PUNTUAL, SEGURO O LIBRE DE ERRORES, ( III) LA INFORMACIÓN QUE PUEDE OBTENERSE DEL USO DEL SERVICIO O QUE PUEDE ESTAR CONTENIDA EN LAS PUBLICACIONES SERÁ EXACTA O CONFIABLE, O (IV) LA CALIDAD DE CUALQUIER PUBLICACIÓN O DEL SERVICIO CUMPLIRÁ CON SUS EXPECTATIVAS. USTED ES EL ÚNICO RESPONSABLE DE OBTENER Y MANTENER UNA CONECTIVIDAD CONFIABLE A INTERNET Y SU DISPOSITIVO. MAGZTER NO ES RESPONSABLE DE SU INCAPACIDAD PARA DESCARGAR CONTENIDO. CUALQUIER MATERIAL DESCARGADO U OBTENIDO DE OTRO MODO A TRAVÉS DEL USO DEL SERVICIO SE REALIZA BAJO SU PROPIA DISCRECIÓN Y RIESGO Y USTED SERÁ EL ÚNICO RESPONSABLE DE CUALQUIER DAÑO A SU SISTEMA INFORMÁTICO O DISPOSITIVO MÓVIL O PÉRDIDA DE DATOS QUE RESULTE DE LA DESCARGA DE DICHO MATERIAL. NINGÚN CONSEJO O INFORMACIÓN, YA SEA ORAL O ESCRITO, OBTENIDO POR USTED DE MAGZTER O A TRAVÉS DEL SERVICIO CREARÁ NINGUNA GARANTÍA.

2. Mantendrá y actualizará de inmediato esa información para mantenerla verdadera, precisa, actual y completa. Usted es responsable de mantener la confidencialidad de su cuenta y contraseña y de restringir el acceso a su computadora, y acepta aceptar la responsabilidad de todas las actividades que ocurran en su cuenta, incluida la selección y el uso de todo el contenido y los servicios.

3. En ningún caso Magzter.com o cualquier persona o entidad o tercero involucrado en la creación, producción y distribución del contenido en el sitio web y la aplicación será responsable por contrato o legalmente por cualquier daño, incluidos, entre otros, directos, indirectos, incidentales, especiales y consecuentes incurridos por usted durante o al usar Magzter.com. Al registrarse en el sitio web o descargar la aplicación, acepta que las disposiciones mencionadas en esta sección se aplicarán a todo uso y contenido del sitio web y la aplicación.

3. Sin el permiso previo por escrito o autorizado de Magzter, no debe modificar, copiar, distribuir ni vender ningún contenido obtenido de Magzter, ya que todo lo publicado aquí es propiedad exclusiva de Magzter o sus licenciantes. Dado que dicho uso no autorizado también puede violar las leyes aplicables, incluidas las leyes de derechos de autor y marcas registradas, Magzter las prohíbe estrictamente y cancelará su acceso y su cuenta si se prueba o detecta dicha actividad ilegal. También debe ser responsable de los daños causados por estas actividades no autorizadas. Salvo que lo permita el propietario legítimo de la Publicación, usted reconoce que no adquiere ningún derecho de propiedad al descargar las Publicaciones a las que accede a través del Servicio. Salvo que lo exija explícitamente la ley de derechos de autor o lo permitan las características del Servicio, no puede modificar, aplicar ingeniería inversa, publicar, transmitir, exhibir, participar en la transferencia o venta, crear obras derivadas de, o de ninguna manera explotar comercialmente o proporcionar a un tercero el contenido de la Aplicación, las Publicaciones o cualquier parte de ellas sin el permiso expreso de Magzter y el propietario de dicho contenido. No le otorgamos ninguna licencia, expresa o implícita, de la propiedad intelectual de Magzter o de los licenciantes de Magzter.

5. Usted reconoce específicamente que Magzter.com no es responsable de ningún tipo de conducta difamatoria, ofensiva o ilegal de otros usuarios o terceros o su contenido y que el riesgo de lesión por lo anterior recae completamente en usted.

8. Magzter se reserva todos los derechos de monitorear el contenido publicado e ingresado por usted con el fin de determinar si cumple con estos términos y condiciones y otras reglas operativas determinadas por Magzter. Magzter tiene derecho a tomar decisiones sobre los contenidos y eliminarlos a su propia voluntad.

9. Magzter es un distribuidor y NO un editor de las Publicaciones, por lo que Magzter no tiene control editorial sobre el contenido, incluidas opiniones, consejos, declaraciones, servicios, ofertas, etc., que se representa en las revistas. Por lo tanto, Magzter no asumirá responsabilidad por la exactitud o confiabilidad de cualquier información o hecho proporcionado en el mismo o que esté disponible a través del servicio, por cualquier persona que no sea empleados autorizados de Magzter que estén actuando en sus capacidades oficiales. En consecuencia, no tenemos control editorial sobre las Publicaciones. Cualquier opinión, consejo, declaración, servicio, oferta u otra información o contenido expresado o puesto a disposición por terceros, incluidos los realizados en las Publicaciones ofrecidas por el Servicio, son de los respectivos autores o editores y no de Magzter. Magzter no será responsable de ninguna pérdida o daño causado por su confianza en la información obtenida a través del Servicio o de las Publicaciones. El Servicio puede contener enlaces a otros sitios de Internet y recursos de terceros y Magzter no asume ninguna responsabilidad por las comunicaciones o materiales disponibles en dichos sitios vinculados. Estos enlaces se proporcionan únicamente para su comodidad. Usted es el único responsable de comprender los términos y condiciones que puedan aplicarse cuando visita o realiza un pedido a través de un sitio de terceros.

El acceso, la navegación y el uso del sitio web de Magzter, los servicios de Internet y las aplicaciones para dispositivos móviles ('Aplicación') están sujetos a los siguientes Términos y condiciones ('Términos'). Por favor, lea estos Términos detenidamente. Crear una cuenta con Magzter ('nosotros', 'nosotros') o usar cualquier servicio o aplicación de Magzter o relacionado con Magzter significará que ha leído, entendido y acepta estar sujeto a estos Términos y cumplir con todas las leyes aplicables y reglamentos Estos Términos constituyen un acuerdo vinculante entre usted y Magzter Inc. y sus afiliados. Si no está de acuerdo con estos Términos, no puede usar el Servicio. ESTOS TÉRMINOS CONTIENEN RENUNCIAS DE GARANTÍA Y OTRAS DISPOSICIONES QUE LIMITAN LA RESPONSABILIDAD DE MAGZTER, POR LO QUE POR FAVOR LEA ESTOS TÉRMINOS EN SU TOTALIDAD. Magzter se reserva el derecho de cancelar inmediatamente su acceso al sitio web, servicio o aplicación relacionada con Magzter, si no cumple con este acuerdo. El sitio web de Magzter, los servicios de Internet y las aplicaciones para dispositivos móviles constituyen colectivamente el 'Servicio'. Este Servicio es propiedad y está operado por Magzter Inc. El Servicio incluye el sitio web www.magzter.com y la aplicación que le brinda la capacidad de ordenar, suscribirse y recibir la entrega de varias revistas, libros, noticias y contenido relacionado con revistas y publicaciones. (conocidos colectivamente como 'Publicaciones') y recibir estas versiones digitales de las Publicaciones.

 Detalles del contenido objetable, incluido su enlace en nuestra plataforma

 Descarga tus títulos favoritos y léelos sin conexión, en cualquier momento y en cualquier lugar

 Regale a sus seres queridos una tarjeta de regalo de Magzter al instante y déles la libertad de leer sus revistas y periódicos favoritos de miles de títulos más vendidos.

Gift your loved ones with a Magzter Gift Card instantly and give them the freedom to read their favorite magazines from thousands of best-selling titles.

Regara a tus seres queridos una Tarjeta de regalo de Magzter y dales la libertad de leer sus revistas favoritas entre {{magCount}} títulos internacionales de mayor venta.

Girish Ramdas es cofundador y director ejecutivo de Magzter, una empresa nueva con sede en Nueva York que ha estado causando sensación en el negocio editorial digital mundial. Magzter ha superado los 80 millones de usuarios desde su creación en 2011 de más de 150 países con miles de revistas, periódicos y libros de más de 4500 editoriales de todo el mundo. Tiene más de 25 años de experiencia en publicación multiplataforma, incluido el desarrollo web, móvil y impreso. Durante este período, cofundó y dirigió tres exitosas empresas emergentes. Ha permitido que las empresas de revistas se vuelvan digitales y las ayuda a monetizar su contenido en todo el mundo digital. La profunda experiencia de Girish en la industria en ecosistemas en línea, móviles y editoriales lo ha convertido en un experto en adquisición, mercadeo y monetización de contenido digital en plataformas a nivel mundial.

 En caso de que encuentre algún contenido objetable en nuestra plataforma, hemos implementado una política de reparación de quejas para abordar sus inquietudes.

Magzter Inc. (”Compañía” , ”nosotros” , ”nos”  o ”nuestro” ) sabe que le importa cómo se usa y comparte su información personal.Lea la siguiente política de privacidad(la ”Política” ) para obtener más información sobre nuestras prácticas de privacidad.Al visitar cualquiera de los sitios web operados por la Compañía y cualquiera de sus subdominios, o al usar cualquiera de nuestras aplicaciones móviles y otros métodos de distribución de contenido(colectivamente, el ”Servicio” ), usted reconoce que acepta las prácticas y políticas descritas.en esta Política, y usted acepta que recopilaremos, usaremos y compartiremos su información de las siguientes maneras.

Magzter Inc. es el puesto de periódicos digital multiplataforma de autoservicio más grande y de más rápido crecimiento del mundo con más de 80 millones de usuarios desde su creación en 2011 y miles de revistas y periódicos en más de 40 categorías y más de 60 idiomas. Con sede en Nueva York, Magzter tiene presencia local en Ámsterdam, Londres, Ciudad de México, Chennai, Mumbai, Nueva Delhi, Bangalore, Singapur y pronto se expandirá a otros países. Fundada por los empresarios globales, Girish Ramdas y Vijay Radhakrishnan en junio de 2011, Magzter permite a los editores de revistas y periódicos de todo el mundo crear y entregar ediciones digitales de sus títulos a los consumidores globales.

 Magzter se compromete a proporcionar una plataforma segura para nuestros usuarios. Tenga en cuenta que Magzter es simplemente una plataforma para que los editores distribuyan su contenido. No controlamos ni respaldamos el contenido publicado en nuestra plataforma. No podemos responsabilizarnos por las acciones de nuestros editores o su contenido.

Magzter no es responsable de indemnizar a ninguna parte que haya sufrido daños o incurrido en costos debido a cualquier contenido, o parte del contenido, que viole sus derechos. Magzter no es responsable de enfrentar ninguna acción legal en un tribunal civil por cualquier violación de derechos causada por cualquier contenido, o parte del contenido, que infrinja los derechos de un tercero.

Magzter ofrece el servicio de suscripción ”All- You - Can - Read”  más grande del mundo llamado Magzter GOLD, que brinda a los lectores digitales acceso ilimitado a más de 9,000 revistas y periódicos por un precio de suscripción mensual.Magzter también tiene la mayor cantidad de historias en el mundo con su innovadora función ezRead 2.0 para sus aplicaciones, que permite a los usuarios de teléfonos inteligentes y dispositivos móviles de pantalla pequeña disfrutar el contenido de la revista de la manera en que debe disfrutarse, con el texto del artículo que es fácil de leer y se acompaña de impresionantes videos y fotografías de alta resolución.

Nombre

Llena este formulario si necesitas ayuda para publicar tu contenido en Magzter

 Antes de Magzter, fue presidente de Dot Com Infoway (DCI) y Galatta Media. Sus funciones incluían marketing estratégico, desarrollo de asociaciones y monetización de contenido a nivel mundial. DCI creció de un pequeño equipo de 3 en 2000 a 300 en 2011 y se ocupaba del desarrollo web, de software y de aplicaciones para clientes de todo el mundo.

Desde que iniciamos, Magzter ha estado comprometida para asociarse con organizaciones globales para brindar la mayor tecnología y servicio de puesto de revistas posible a nuestros clientes. Si estás buscando ofrecer suscripciones a revistas a tu base de datos de clientes o si solo quieres aprender más, Magzter está comprometida a ayudar al crecimiento de tu empresa. Para obtener más información, llena el siguiente cuestionario:

 La DMCA nos permite restaurar el contenido eliminado si la parte que presentó el Aviso de DMCA original no presenta una acción judicial en su contra dentro de los diez días hábiles posteriores a la recepción de la copia de su Contraaviso.

Esta Política cubre el tratamiento de la Compañía de la información de identificación personal(”Información personal”) y otra información sobre usted y su computadora o dispositivo que la Compañía recopila cuando accede al Servicio.Podemos recopilar Información personal de usted, como se explica con más detalle a continuación, y usamos esta Información personal internamente en relación con nuestros Servicios, incluso para personalizar, proporcionar y mejorar nuestros productos, servicios, contenido y publicidad, y para permitirle para configurar una cuenta y un perfil de usuario, para contactarlo, para cumplir con sus solicitudes de ciertos productos y servicios, y para analizar cómo usa los Servicios.En ciertos casos, también podemos compartir cierta información personal con terceros, pero solo como se describe en el punto 4.

Este título está incluido con su suscripción Magzter GOLD

 Para analizar la calidad del contenido y proporcionar comentarios apropiados a los editores.

 Hemos designado un oficial de quejas para abordar cualquier queja relacionada con contenido objetable.

 Solicitamos que cualquier queja relacionada con contenido objetable se envíe al Oficial de quejas por correo electrónico a la dirección de correo electrónico mencionada anteriormente. También le solicitamos que proporcione los siguientes detalles al presentar una queja

y la Aplicación que le brinda la capacidad de ordenar, suscribirse y recibir la entrega de varias revistas, libros, noticias y contenido relacionado con revistas y publicaciones (conocidos colectivamente como "Publicaciones") y recibir estas versiones digitales de las Publicaciones

C.También recopilamos información asociada con su uso de la aplicación para hacer recomendaciones personalizadas.Si nos proporciona las credenciales de su cuenta de terceros, comprende que parte del contenido o la información de esas cuentas(”Información de la cuenta de terceros”) se puede transmitir a su cuenta con nosotros si autoriza dichas transmisiones, y esa cuenta de terceros La información transmitida al Servicio está cubierta por esta Política.

 F. La información personal que recopilamos nos permite responder a sus solicitudes, mejorar nuestros productos y servicios, personalizar la publicidad y el contenido que ve y comunicarnos con usted sobre nuevos productos.

es el puesto de periódicos digital multiplataforma de autoservicio más grande y de más rápido crecimiento del mundo con más de 85 millones de usuarios desde su creación en 2011 y miles de revistas y periódicos en más de 40 categorías y más de 60 idiomas. Con sede en Nueva York, Magzter tiene presencia local en Ámsterdam, Londres, Ciudad de México, Chennai, Mumbai, Nueva Delhi, Bangalore, Singapur y pronto se expandirá a otros países. Fundada por los empresarios globales, Girish Ramdas y Vijay Radhakrishnan en junio de 2011, Magzter permite a los editores de revistas y periódicos de todo el mundo crear y entregar ediciones digitales de sus títulos a los consumidores globales.

 norte. También utilizaremos la información de uso para garantizar que los usuarios cumplan con nuestros Términos de uso. Por ejemplo, la información de uso de un usuario nos ayudará a confirmar que un usuario solo descarga una revista u otro contenido un número permitido de veces o en un número permitido de dispositivos.

 que brinda a los lectores digitales acceso ilimitado a más de 9,000 revistas y periódicos por un precio de suscripción mensual. Magzter también tiene la mayor cantidad de historias en el mundo con su innovadora función ezRead 2.0 para sus aplicaciones, que permite a los usuarios de teléfonos inteligentes y dispositivos móviles de pantalla pequeña disfrutar el contenido de la revista de la manera en que debe disfrutarse, con el texto del artículo que es fácil de leer y se acompaña de impresionantes videos y fotografías de alta resolución.

Progressive Grocer - May 2022

Progressive Grocer - May 2022

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