Case Studies

From a regional launch plan to pan-India reach in six months

The brief

A founder engaged Avrax to build a millet-based food brand from the ground up. The original plan was to focus on a regional market in the first year. Avrax took on the full mandate, from assessing demand and developing the brand to running their first six months of operations.

Building the business for launch

We assessed market demand and used consumer insights to develop a brand aligned with how target shoppers evaluate and choose food products. We assessed the branding for legal soundness and financial viability and oversaw the process of securing trademark protection.

We selected ingredient suppliers, supervised formulation and coordinated certification work. We also developed the pricing and financial strategies and built the go-to-market and route-to-market plans that would guide sales and distribution.

Operating the business and handing it over

Avrax managed operations, sales and marketing for the first six months. Within that period, the brand achieved pan-India reach, ahead of its original plan to focus on a regional market throughout year one. Commercial performance also exceeded projections.

At the end of the six-month engagement, we handed operations over to the client and briefed their team on the processes and commercial priorities they would carry forward.

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We planned to spend our first year building the brand regionally. The pace and consistency of our growth far exceeded our expectations. Within six months, we had pan-India reach and were ahead of our projections. Avrax helped us build the business and worked with our team so we could take over operations with confidence.

Making a multi-product food range easier to shop and more tempting to buy

The brief

A food business was developing a retail range spanning two categories. It needed a consistent brand identity across the range, with enough distinction between categories and variants for shoppers to find what they wanted. The team also needed a view of where the range could sit on price.

How Avrax turned shelf research into a packaging and labelling strategy

We reviewed competing products across pack sizes, prices, ingredient cues and front-of-pack messages. We converted prices to a common unit so the client could compare packs of different sizes and assess where its range could sit against existing options.

The shelf review helped us define what each category needed to communicate first. In one category, shoppers needed to distinguish variants by their ingredients and flavour. In the other, they needed to understand how easy the product was to prepare. The packaging brief defined which brand elements should stay consistent and where colour, naming and front-of-pack information should vary.

We also reviewed proposed claims and labelling during artwork development and created an eight-step framework for future-ready brand and packaging compliance, drawing on international labelling standards and global best practices.

What the client received

The brand and design teams received a shared brief covering retail positioning, information hierarchy and variant differentiation, supported by competitive pricing benchmarks. We refined the packaging to bring out the indulgent appeal of the category, using consumer psychology to prioritise flavour and sensory cues that help shoppers imagine the taste and give them a reason to buy.

The eight-step framework gave the team a repeatable process for reviewing claims, labels and artwork across future launches and packaging updates.

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We wanted people to see the pack and think, ‘I want to try that.’ Avrax helped us bring the taste and indulgence through while giving each product a distinct identity and helping our range stand out from competitors. We also came away with a much better understanding of the finer points of labelling and compliance, and a clear process for reviewing claims and artwork on future packs.

Preparing a new ingredient manufacturer for B2B market entry

The brief

An ingredient manufacturer preparing to commission a new facility engaged Avrax to develop its domestic B2B go-to-market strategy. The business needed to decide which buyers to approach, how to communicate its offer and what selling prices its plant economics could support.

Legal advisory

Avrax also provided legal advisory as part of the manufacturer’s preparations for domestic B2B market entry.

Building the route to market

We structured the market-entry strategy around distinct buyer groups, including food manufacturers, health and wellness businesses and ingredient trade partners. We developed buyer-facing messaging and prepared a LinkedIn content plan and creative assets for the company page and founder.

We prepared enquiry responses that led with the buyer’s requirements. The replies asked about the intended application, specifications and purchasing needs so the team could assess fit before discussing samples, quotations or facility visits.

Linking pricing to trial economics

We used actual trial procurement prices to build a plant-level model covering input costs, working capital, production recovery, saleable output and co-product revenue. The model showed how each variable affected break-even and profitability, and which assumptions management needed to validate before relying on a price floor.

What the client received

The client received a domestic B2B market-entry strategy, launch communications, legal advisory and a pricing model they could update as trial results and buyer requirements became clearer. Together, these gave the team a basis for opening buyer conversations and evaluating proposed commercial terms against plant economics.

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While we were getting the plant ready, we were also figuring out who to sell to, how to respond to enquiries and what prices we could realistically quote. Avrax helped us work through those decisions, built a pricing model tied to our actual trial costs and provided impeccable legal advisory at every step. They were always two steps ahead of where we were.

Choosing what to grow based on demand from business buyers

The brief

An agricultural venture wanted to identify crops it could cultivate in one region and sell to business buyers across India. The investment decision depended on which crops suited local growing conditions and could reach buyers at a competitive delivered cost.

How Avrax assessed the opportunities

We examined domestic production, B2B demand and the conditions under which local growers could supply each market. We brought cultivation fit, harvest timing, buyer requirements and logistics into the comparison so the client could assess what it would take to serve buyers beyond the growing region.

We also estimated the selling price needed to cover the cost of holding a crop after harvest. For one opportunity, the break-even price made it important to validate what buyers would pay for off-season supply before committing to storage.

What the client received

The client received a framework for prioritising crop opportunities and identifying the assumptions to validate before investing. It connected the cultivation decision to buyer demand, delivered cost and, where relevant, the price needed to justify storage.

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We knew what we could grow. Avrax helped us see what each crop would cost to cultivate and what price it could command in the market. That made it clear which crops were worth investing in. What started as a quiet retirement plan turned into a thriving business and a whole new life for us.

Setting indicative D2C prices before final costs were available

The brief

A food brand developing an extension to its range needed to decide where to price it for direct-to-consumer sales. Final cost sheets were still being developed, so the immediate decision was which price points were worth testing against the market.

How Avrax built the pricing recommendation

We benchmarked comparable products across pack sizes, listed prices, ingredients and nutrition positioning. We compared the price shoppers would pay for a pack and the equivalent price per kilogram. This showed which differences came from pack size and where competing brands were charging a premium on a like-for-like weight basis.

We used those comparisons to develop indicative D2C price points for the proposed range. The recommendation gave the client a market reference for reviewing the emerging cost sheet and assessing whether the intended positioning could support the required margin.

What the client received

The client received a competitor benchmark and an indicative D2C pricing recommendation. The team could use the proposed prices to guide cost discussions and revisit them once final product costs were available.

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We were still finalising our costs when Avrax helped us see what each pack could realistically sell for and what we’d need to earn on every unit. That gave us a price to work back from and showed us how getting the unit economics right could make the business financially sound and give us a stronger case for funding.