India’s biscuit industry is witnessing rapid evolution, driven by changing consumer preferences, health awareness, and a growing appetite for premium snacking. At the heart of this transformation is McVitie’s — a heritage brand redefining how Indians perceive everyday biscuits. Ritesh Gauba, Country GM – India at pladis Global (McVitie’s), discusses the brand’s double-digit growth, innovations like Hobnobs and Digestive Creams, and its strategy to localise for Tier-2 and Tier-3 markets while striking the perfect balance between health and indulgence.
McVitie’s has been a household name in India for years. How has the brand’s market share evolved recently, and what strategies are driving growth in such a competitive snacking market?
We’ve been in India for about 15 years, and our strength lies in the Digestive category — that’s where our journey began. Over time, we’ve expanded and innovated to stay relevant with changing consumer trends. In the last three years alone, we’ve launched several new products such as Hobnobs, made with 38–40 per cent oats, and Zero Sugar variants. Most recently, we’ve introduced Digestive Creams, which bring indulgence into the Digestive space.
We’re now a distinct No. 2 player in the Digestive category, and innovation continues to be our biggest lever for share growth. The idea is simple: evolve with consumers, diversify our offerings, and stay differentiated.
Speaking of Hobnobs, they’ve become quite popular among younger consumers. How are you planning to expand this range?
Hobnobs have been a great success story. As you said, they’ve struck a chord with younger audiences because they’re indulgent yet wholesome. We’re working with global flavour houses to develop modern, experimental flavours, and within the next three months, we’ll be launching a new Hobnobs variant.
Our approach isn’t to compete head-on with the biggest biscuit players but to build our own niche. We want consumers to ask specifically for a McVitie’s product by name — like you said, “I want my Hobnobs.” That’s the level of brand affinity we’re striving for.
How has McVitie’s performed in terms of sales and revenue over the last few years?
If I look at the post-COVID phase, 2022–23 onwards, we’ve been growing at a healthy double-digit rate. 2024 was slightly soft, but overall, our growth trajectory has been strong.
A big part of this success comes from the rise of e-commerce and quick commerce. For a company of our size — without the traditional distribution muscle of the larger FMCG players — platforms like Blinkit and Amazon have been game-changers. They connect us with a digitally savvy consumer base that values differentiated, health-forward products.
Innovation has also been crucial. Alongside Hobnobs and Digestive Creams, we launched a millet biscuit, which we’re now reworking. Every experiment adds to our understanding of Indian tastes.
With growing interest in health and wellness, how is McVitie’s positioning itself in this new consumer landscape?
It’s important to clarify — we’re not a “health biscuit” brand, we’re a biscuit brand that offers healthier options. McVitie’s entered India with Digestives, which naturally led consumers to associate us with health, but our portfolio is broader. We also offer cookies, cream biscuits, and Marie variants.
Our philosophy is to make health more enjoyable. Take Hobnobs — they’re indulgent yet made of oats. Or our Zero Sugar and low-fat biscuits that offer a guilt-free experience. Globally, McVitie’s has products like the Digestive Chocolate Coated Biscuit, which marries health with indulgence. It’s available in limited outlets in India due to cold-chain constraints, but we plan to expand its reach.
In short, we’re focusing on “indulgent health” — products that let consumers enjoy without guilt. By early next year, we’ll launch two to three major products in this space.
What role does distribution expansion and localisation play in your Tier-2 and Tier-3 growth strategy?
We’re strongest in metros and northern India, but we’re consciously working on expanding into Tier-2 markets. Localisation plays a key role here. Take the Digestive Minis, for example — a Rs 5 pack of bite-sized biscuits designed specifically for price-sensitive markets. It’s an India-for-India innovation that’s done very well in the Northeast and parts of North India.
Similarly, when we saw demand for coconut cookies rising in smaller cities, we developed and launched our own. These regional innovations, backed by local manufacturing, help us reach new consumers while maintaining McVitie’s signature quality.
And yes, all our India-available biscuits — except the chocolate-coated variant — are made in India.
Looking ahead, what are McVitie’s expansion priorities in India — be it new products, manufacturing, or marketing?
All three are critical pillars. First, innovation remains our core focus. We’ll continue expanding our range of indulgent, healthier biscuits and bringing some of our global favourites to India.
Second, brand visibility — we’ll be far more vocal in the coming months through digital campaigns, brand partnerships, and consumer engagement. You’ll be seeing a lot more of McVitie’s in the public space.
Third, we’re investing continuously in our manufacturing capabilities — upgrading equipment, expanding capacity, and ensuring we can deliver new product lines with consistent quality.
To sum it up: we’re evolving from being known only for Digestives to being a complete snacking brand — one that balances taste, health, and innovation.
Finally, what can Indian consumers expect from McVitie’s over the next year?
You’ll see more launches, more flavours, and more visibility. We’re committed to giving Indian consumers biscuits that are as enjoyable as they are wholesome. The goal is to make McVitie’s synonymous not just with Digestives — but with everyday indulgence done right. |
