Parle-G’s dominance in the Indian biscuit category is unambiguous. With a nearly 40% market share by volume and 30% by value, it continues to outpace competition by a significant margin.
Parle G
For over eight decades, Parle-G has remained an inseparable part of India’s daily life. From being a childhood staple dipped in milk or tea to a symbol of relief during national crises, the biscuit brand has transcended its FMCG identity to become a cultural artefact. But behind the emotional equity lies a sharp, calculated business strategy that has allowed Parle-G not only to dominate a hypercompetitive market but also to evolve alongside India’s socio-economic shifts.
Parle-G’s dominance in the Indian biscuit category is unambiguous. With a nearly 40% market share by volume and 30% by value, it continues to outpace competition by a significant margin. Parle-G’s position as the most widely distributed and consumed biscuit in the country, a position it has held for over a decade, validated consistently by Kantar’s Brand Footprint CRP (Consumer Reach Points) rankings for over 12 years.
Interestingly, in a country of extremes--geographically, economically, and culturally, Parle-G’s presence is pan-Indian. From the tribal belts of Odisha to high-rises in Mumbai, Parle-G is as ubiquitous as salt. That consistency of availability and affordability has built deep trust across consumer classes.
Mayank Pravinchandra Shah, VP at Parle Products says, “From the elite lanes of Kashmir to Kanyakumari, and from Arunachal Pradesh in the northeast to Gujarat in the west. Whether it’s a remote village of 100–200 people or a bustling metro city, Parle is present. It’s perhaps the only brand in India that enjoys such deep and widespread penetration.”
India’s biscuit consumption story is no longer about a glucose biscuit bought from the corner shop. With rising incomes and exposure, consumer preferences have fragmented and matured. Today, a typical household buys four to five categories of biscuits: sweet cookies, cream variants, crackers, and health-focused products, up from just one or two, just two decades back.
This shift is supported by the evolution of retail formats. Modern trade and quick commerce platforms have unlocked access to a wider assortment, encouraging experimentation and trading up. Consumer interest in health and indulgence now coexists. People seek millet and oats-based biscuits alongside chocolate-coated or centre-filled cookies.
Parle-G, while known for its legacy, has capitalised on this transformation. Its portfolio now includes Parle-G Oats & Blueberries, Dark Cocoa, and Cinnamon variants, a clear nod to both health and taste trends.
The COVID-19 pandemic amplified the relevance of Parle-G. What was once a tea-time treat became a grocery essential, often treated on par with staples such as rice or dal. Its long shelf life, affordability, and nutritional value turned it into a food security product during lockdowns. Notably, Parle distributed 3 crore free packets of Parle-G as part of its relief efforts, reinforcing its emotional connect and brand purpose.
Today, consumption isn’t limited to hunger or indulgence; Parle-G is consumed with morning milk, in tiffin, and during late-night study sessions. It has become a habit product, not a luxury or impulse purchase.
Amid soaring input costs and inflationary pressures, Parle has achieved what few FMCG brands can claim: real-term price reduction.
A 100g pack that sold for INR 4, decades ago should logically cost INR 15–INR 20 today. But Parle retails it at INR 10, absorbing costs by reverse-engineering efficiencies into the supply chain. For instance, a quiet shift from wax paper to more cost-effective BOPP packaging and later to top-and-bottom sealing helped slash material usage and boost line productivity.
Such operational adjustments which are invisible to the consumer have preserved price points without compromising quality. And they reveal a deeper philosophy. As Shah says, “Parle-G is not meant to drive profits. It’s meant to drive accessibility.”
That may sound counterintuitive in a cutthroat FMCG landscape, but it’s a conscious call. “We don’t manufacture or sell Parle-G to make huge profits,” is how Shah frames it. The brand plays a strategic anchor role in Parle’s portfolio. Its sheer volume creates economies of scale, and its deep penetration opens doors for cross-selling higher-margin products.
This purpose-led model dates back to Parle’s founding in 1939, born of the Swadeshi movement. Back then, biscuits were an elite, imported product. Parle democratized it, turning it into the "common man’s food”. “When we say ‘Bharat Ka Apna Biscuit,’ we don’t just say it, we live it,” affirms Shah. That ethos still guides the company’s decisions today.
In recent years, Parle has doubled down on new-age distribution. Quick commerce now contributes 4–5% to total biscuit volume, an impressive number for a mass category. Reasons include: urban users are placing more frequent orders, often 2–3 times a day, aided by low delivery thresholds. Meanwhile, quick commerce (QCOM) platforms are expanding from metros to Tier-II cities, bringing in both depth and breadth of usage.
It’s not just about delivery but about discovery. Consumers are more likely to explore premium or niche variants online than at a Kirana.
Once, urban consumers drove premiumisation while rural India stuck to value buys. But today, as Shah pointed out, aspirations are aligned; the divergence lies in affordability.
Parle’s strategy accounts for this: in rural markets, the same indulgent or health-forward offerings are sold in smaller packs priced at INR 10– INR 30. The desire to try new things is universal; purchasing power is not. Trial packs and bite-sized SKUs are how Parle levels the playing field.
In a market like India, Parle recognises that distribution and marketing must evolve in tandem. “If you create demand but don’t have reach, the sale won’t happen. If you have reach but no pull, it’s ineffective,” as Shah puts it.
For Parle, the next phase of growth is not just about more SKUs or deeper discounts but balance. Balancing purpose with profitability, heritage with innovation, mass with premium, and tradition with tech.
In the end, as Shah elucidates, “Parle-G is not just a product. It’s a symbol of resilience, access, and trust. In an era when brands chase trends, Parle stands out by staying grounded in its roots while quietly reshaping itself.”
It’s rare for a business to marry emotion and efficiency so seamlessly. Rarer still is a brand that can make a profit by not chasing it.
Notably, Parle Products (parent of Parle-G brand) hasn't yet officially released audited figures for FY25. However, in the FY24 (ending March 31, 2024), the company reported approximately INR 17,100 Cr in revenue. Meanwhile, Parle Biscuits, under Parle Products reported standalone revenue of around INR 15,086 Cr and a net profit of INR 1,607 Cr for FY24.
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