The portfolio lens — each category & hero brand's revenue, margin journey, modernization and organized-channel mix as Everest extends its blended-masala leadership across pure, whole and international formats.
Category leadership is compounding — ₹350 Cr of category EBITDA and 81% of the program-capture plan banked — but 4 maturing families (₹1,335 Cr revenue) still hold blended margin back. Finish their modernization to close the gap to a fully modernized portfolio, the highest-return work in the company.
4 of 4 headline metrics improving vs prior · still off target: Capex-ROI / Program Realization 76.0% vs 100.0%, EBITDA Margin 14.0% vs 15.5%, DSO (Days Sales Outstanding) 28d vs 24d
Forward-buy at harvest, premiumize the blend mix, tighten yield & recovery.
Guntur chilli +12%; spice spot prices firm — direct COGS pressure on gross margin.
Sets capex headroom on a near-net-cash (~0.2×) balance sheet.
Gates the program go-live (SAP / ERP, steam-sterilization & LIMS, plant automation).
Avg program capture is only 81% of plan; the unrealized balance is margin already in the strategy but not yet earned.
Everest is built category by category — Blended Masalas (the flagship, Garam Masala / Tikhalal / Kitchen King / Pav Bhaji), Pure / Ground Spices, Whole Spices and International & New Formats. This view shows, for each category & hero brand, where its margin started vs what it earns now — and flags the maturing families where richer organized mix, faster cash and higher margin are still on the table.
Modernizing the 4 maturing families (Haldi · Dhania · Jeera, Whole Spices, Kitchen King & Regional Blends, International & New Formats) closes the gap to a fully modernized portfolio — the single highest-return work in the company.
Each card: how the margin has moved since the family was established, how far modernization has gone, and the next move.
Each category ranked within the set on five KPIs (direction per metric), then a composite Overall Rank from summed rank points — the dashboard's RANKX leaderboard. Top & bottom highlighted.
| Overall | Unit | Revenue↑ better | EBITDA ₹Cr↑ better | Organized rev↑ better | Capture %↑ better | DSO gain↑ better | Rank pts |
|---|---|---|---|---|---|---|---|
| 1 | Garam Masala & Signature Blends | ₹620 Cr#2 | ₹100 Cr#1 | ₹180 Cr#3 | 92%#1 | 14d#3 | 10 |
| 2 | Haldi · Dhania · Jeera | ₹700 Cr#1 | ₹84 Cr#2 | ₹210 Cr#2 | 80%#5 | 14d#3 | 13 |
| 3 | Red Chilli | ₹420 Cr#3 | ₹66 Cr#3 | ₹120 Cr#4 | 88%#2 | 11d#5 | 17 |
| 4 | International & New Formats | ₹225 Cr#4 | ₹22 Cr#6 | ₹300 Cr#1 | 68%#7 | 18d#1 | 19 |
| 5 | Kitchen King & Regional Blends | ₹210 Cr#5 | ₹34 Cr#4 | ₹110 Cr#5 | 84%#4 | 9d#6 | 24 |
| 6 | Whole Spices | ₹200 Cr#6 | ₹16 Cr#7 | ₹60 Cr#7 | 70%#6 | 15d#2 | 28 |
| 6 | Pav Bhaji & Snack Masalas | ₹175 Cr#7 | ₹28 Cr#5 | ₹90 Cr#6 | 86%#3 | 7d#7 | 28 |
Higher EBITDA, revenue, organized revenue and program capture rank better; DSO gain = days of receivables improvement since the family scaled (more = better). Composite rank points are the sum of the five per-KPI ranks (lower = better).
Established → current across EBITDA, DSO, modernization and program capture.
| Category / brand | Since | Revenue | Organized rev | EBITDA | DSO | Modernized | Capture % | Status |
|---|---|---|---|---|---|---|---|---|
| Garam Masala & Signature Blends | 1967 | ₹620 Cr | ₹180 Cr | 8% → ₹100 Cr | 40→26d | 100% | 92% | Integrated |
| Pure / Ground Spices (Haldi · Dhania · Jeera) | 1970 | ₹700 Cr | ₹210 Cr | 5% → ₹84 Cr | 42→28d | 90% | 80% | In progress |
| Whole Spices | 1975 | ₹200 Cr | ₹60 Cr | 4% → ₹16 Cr | 45→30d | 82% | 70% | In progress |
| Tikhalal & Kashmirilal (Red Chilli) | 1982 | ₹420 Cr | ₹120 Cr | 6% → ₹66 Cr | 38→27d | 100% | 88% | Integrated |
| Pav Bhaji & Snack Masalas | 1990 | ₹175 Cr | ₹90 Cr | 9% → ₹28 Cr | 33→26d | 95% | 86% | Integrated |
| Kitchen King & Regional Blends | 1997 | ₹210 Cr | ₹110 Cr | 10% → ₹34 Cr | 34→25d | 92% | 84% | In progress |
| International & New Formats | 2010 | ₹225 Cr | ₹300 Cr | 6% → ₹22 Cr | 50→32d | 78% | 68% | In progress |