In a bold move to diversify its product portfolio, Indian beverage stalwart Rasna has acquired the Jumpin brand from Hershey’s India, signaling its formal entry into the ready-to-drink (RTD) segment. The brand, once a household name in the fruit beverage space, is set to be relaunched under Rasna’s stewardship with revamped packaging and expanded flavors. While the acquisition price remains undisclosed, independent assessments have pegged Jumpin’s valuation at approximately Rs. 350 crore. Rasna aims to leverage this acquisition to propel its revenue to Rs. 1,000 crore within the next two years, capitalizing on the sizeable Rs. 1 lakh crore beverage market in India.
Rasna’s Strategic Leap into the RTD Segment
Rasna’s acquisition of Jumpin marks a strategic pivot toward the high-growth RTD category, traditionally dominated by multinational giants. The move reflects Rasna’s intent to evolve beyond its iconic instant beverage concentrates and deepen its footprint in the convenience beverage space.
Chairman Piruz Khambatta confirmed that the deal includes the Jumpin brand rights but excludes manufacturing assets. Rasna plans to continue using the existing production infrastructure, which is already optimized for beverage manufacturing, ensuring a smooth transition and faster market re-entry.
Jumpin’s Revival: Blending Legacy with Modern Appeal
Originally introduced by the Godrej Group and later managed by Hershey’s India, Jumpin holds nostalgic value for many Indian consumers. Known for pioneering tetra pack usage in the Indian beverage sector, Jumpin was once a leader in the fruit juice market, achieving annual revenues of around Rs. 150 crore before operations were halted during the COVID-19 pandemic.
Khambatta emphasized that Jumpin retains brand equity due to its family-friendly image and historical significance. However, he acknowledged that like heritage properties, legacy brands require modernization. Rasna plans to relaunch Jumpin with contemporary branding while retaining its name—a blend of heritage and innovation.
Product Expansion and Pricing Strategy
Rasna's relaunch strategy includes introducing Jumpin in PET bottles and tetra packs, with product sizes beginning at 125 ml and prices starting from Rs. 10, catering to cost-conscious consumers. Initial flavor offerings will include lemon, litchi, guava, and mango—aligning with consumer preferences in the mass market.
This pricing architecture reflects Rasna’s long-standing strategy of democratizing beverage consumption in India. By targeting affordability and accessibility, Rasna aims to penetrate deeper into Tier II and Tier III cities while expanding in existing urban markets.
Distribution Plans and Market Outlook
Rasna is set to begin distribution of the revamped Jumpin products by the following month. With a strong nationwide distribution network already in place, the company plans to augment its supply chain to accommodate the new product line and ensure wider availability across regions.
Addressing concerns over the recent dip in consumer demand, Khambatta noted that budget-friendly, mass-market brands like Rasna continue to perform well, while the premium segment bears the brunt of reduced discretionary spending.
Rasna’s calculated approach contrasts with industry peers that have over-indexed on premiumization—a trend increasingly vulnerable to economic fluctuations.
Future Ventures: Health, Dairy and Nutrition
The acquisition of Jumpin may not be Rasna’s only foray into diversification. Khambatta revealed that the company is in advanced discussions to acquire a health-focused company, potentially adding nutritious snacks to its product mix. This indicates a strategic alignment with evolving consumer preferences toward health-conscious food and beverages.
He also hinted at Rasna’s interest in entering the milk-based beverage category, although clarified it would not involve traditional milkshakes. Instead, the company is exploring formulations that include milk as a component, indicating a functional beverage offering with broader appeal.
Navigating Regulatory Shifts and Geopolitical Challenges
Khambatta welcomed the government’s initiatives to reduce sugar consumption, particularly in school environments, aligning Rasna’s mission with public health priorities. The company may eventually tailor its formulations in response to regulatory changes and consumer demand for healthier options.
He also noted that distribution disruptions in northern India—attributed to geopolitical tensions—have largely normalized, restoring supply chain fluidity and supporting the broader distribution strategy for Jumpin’s relaunch.
Conclusion: Reinventing Tradition for Future Growth
Rasna’s acquisition and planned revival of Jumpin signals more than a product relaunch—it marks a deliberate reinvention of the company itself. By stepping into the competitive RTD market, Rasna is betting on its legacy, distribution strength, and pricing strategy to carve out space in a fast-growing category. As it eyes Rs. 1,000 crore in revenues within two years, the success of Jumpin’s relaunch will serve as a litmus test for Rasna’s evolution from a legacy brand to a diversified food and beverage powerhouse.
Comments