Pril & Beyond: How Jyothy Labs Is Planning Expansion

Imagine nurturing a brand for 15 years, and then, you compete against it.

Henkel AG’s decision not to renew the licence agreements of Pril with Jyothy Labs Ltd (JLL) puts the latter in a similar spot. Since 2011, Jyothy Labs built Pril as one of the leading products, capturing second-largest market share in the dishwashing segment.

The company turned around the loss making product into a profitable one. In FY 25-26,  the firm’s operating revenue was INR 2,944 crore, out of this, INR 959 crore was from its dishwashing segment driven by Pril. Now, the exit of Pril has created a dent in the FMCG major’s portfolio. In order to offset the gap, the company will launch new products. 

Immediate focus is to expand within home care and personal care, while gradually diversifying into adjacent FMCG categories. 

“When Pril came to us, I was personally involved in the brand building. It was a loss making product initially. The brand was very small and we made it stronger over the years. Now, new products will be launched to mitigate the loss of sales,” said MR Jyothy, MD, Jyothy Labs in an exclusive interaction with Entrepreneur India.

It will also step up investment in its home-grown dishwash brand Exo, a power brand product, and build it into a broader dishwashing franchise.

When asked about her strategy to compete against its own product, she quipped, “When a brand leaves, it must be seen objectively. As a business house, we are accountable to consumers, investors, and shareholders, and our strategy must reflect that.”

“We’ve launched EXO Dishwash Liquid, identifying gaps in the category and offering a product that is compelling in both usage and price. We are confident EXO and some of our new launches in the segment will win its space and close the gap left by Pril,” she explained. 

Talking about its internal revenue target of INR 5,000 crore, she shared that due to ongoing geopolitical tensions, impacting raw material prices and the exit of Pril, the company has introduced some adjustments to the projections. 

Nevertheless, the focus remains clear, “We will try to maintain margins in FY27 despite the crisis. But the FY will not be considered as aligned with the normal scheme of business. By March 2027, we will know how far we’ve traveled on this journey.”

Acquisition Bets & Expansion

India’s FMCG market is projected to reach $1,150.21 billion by 2034, growing at a CAGR of 16.64 per cent and the foundations supporting that trajectory are increasingly structural rather than cyclical.

The competitive landscape is also shifting. Founder-led, digital-first brands have raised innovation benchmarks across personal care, nutrition, hygiene, and functional foods. Established players are responding through collaboration, strategic alliances, minority investments, and acquisitions that expand capability while maintaining governance discipline. The result is a complementary model aligning entrepreneurial agility with institutional scale. 

When the company announced an INR 5,000 crore target, acquisitions were always considered a possible accelerator. “They can help us reach the milestone faster, but we are equally committed to achieving it organically. We have a robust pipeline of initiatives that can drive growth without relying solely on external additions. The potential deal must add tangible value to our overall business, strengthen profitability, and enhance sales performance,” she added.

Over the past three to four years, JLL has evaluated several opportunities of acquisitions but the approach remains disciplined. “We tick specific boxes before moving forward, ensuring the acquisition aligns with our strategy. Our ambition is to expand more aggressively in personal care, and we are keen to explore acquisitions that fit this vision. Ultimately, acquisitions will be a part of the journey, but not the only driver,” she explained.

In the next five years, JLL will expand into different categories. This will ensure stronger gross margins and resilient profitability.

“Within home care, beyond fabric care and dishwash, we see opportunities in other sub‑segments that can deliver both sales and margin growth. At the same time, personal care is a priority area, and we are investing in R&D to build a pipeline of products that strengthen our presence there. Over the next five years, we might get into food as well,” she said.

Distribution will also evolve, while general trade is JLL’s strength, modern trade, e‑commerce, and quick commerce are growing rapidly and the company is designing products tailored to these channels, ensuring relevance in a changing FMCG landscape.