Weikfield Foods – A Recipe for Success: Innovation, Leadership, and Consumer Trust

Weikfield Foods, a name synonymous with quality and trusted by generations, has a fascinating story that spans over six decades. From its humble beginnings in a small room in Pune to becoming a leading food company in India and beyond, Weikfield's journey is a testament to vision, innovation and adaptability. Founded in 1957, the company initially focused on dessert mixes, competing with established British brands. Their strategic approach, which combined a focus on taste with innovative packaging solutions, quickly propelled them forward.

Over the years, Weikfield has diversified its product portfolio, venturing into categories like pasta, sauces, green tea and even becoming a major player in mushroom production. This expansion has been driven by a deep understanding of evolving consumer preferences and a commitment to delivering high-quality products. The company's success in international markets, including Nepal, highlights its ability to connect with diverse consumer bases and adapt to local tastes and regulations.

In this conversation with Business 360, Ashwini Malhotra, Vice Chairman and Managing Director of Weikfield Foods, shares the inspiring story of the company's evolution, its strategic approach to diversification, and the leadership principles that have guided its success. He also offers valuable insights into changing consumer trends, the challenges of competing in a dynamic market, and Weikfield's commitment to sustainability and health-conscious offerings.  Excerpts:

Weikfield Foods has a rich history, dating back to 1956. Could you share the story of its inception and how it has evolved over the decades?

It all began on Vaisakhi, April 13, 1957, thanks to my father, SP Malhotra, and my uncle, BR Malhotra. Being Punjabis, Vaisakhi was an auspicious day for them to start. It was a humble beginning, in a room no bigger than the one we are in right now, behind their existing grocery store in Pune. They formulated the recipes themselves, mixing the ingredients by hand. My uncle would then go shop to shop on his bicycle, selling their products. That's how Weikfield was born.

At that time, the market for custard powder, jelly, corn flour and baking powder was dominated by a British company, Corn Product, with brands like Brown & Poulsen and Rex. My father and uncle had a two-pronged approach. First, they focused on getting people to taste their products. They participated in exhibitions across India, offering what they called a ‘custard cocktail’. Second, they innovated with packaging. Brown & Poulsen offered only one size – a 454-gram (one-pound) pack. My father introduced a smaller, more affordable 100-gram pack for everyday consumers and a large 10-kilo pack for hotels, restaurants and schools. This packaging innovation, along with the focus on taste, allowed Weikfield to gradually gain market share.

When I joined the business, we expanded beyond dessert mixes, adding pasta and sauces to our product line. We also became the largest mushroom producers in western India, processing 10 tonnes a day. The strong distribution network built by my father and uncle became the foundation for our expansion. We leveraged that network to introduce new, relevant products, ensuring nationwide distribution.

You have diversified into sauces, green tea, and other categories. What's the strategy behind this diversification?

We have diversified into five main categories: dessert mixes, bakery products (including drinking chocolate and cocoa), sauces and condiments, organic green tea, and pasta (along with pasta sauces and masala). Mushrooms are a separate vegetable category. Our current strategy is to move towards ready-to-eat formats. We have observed a global trend, which I believe will also take hold in Nepal, especially given its young population. Younger generations want quick solutions. They are busy and on the go, so they prefer convenience.

Our first step in this direction is a ready-to-eat custard in a tetra pack. You just chill it, shake it, open it and enjoy. We are also developing desserts in cups, similar to ice cream, featuring custards, jellies, caramel pudding and other treats. This is the overall direction we're heading in.

“Our goal for the upcoming financial year is to focus on the consumer. We have prioritised distribution to ensure availability; now we want to drive faster sales and get our products into the hands of consumers.”

Weikfield has been present in the Nepali market for some time. What has your experience been like, and how does it compare to other international markets?

Thanks to the efforts of our distributor, Pegasus Overseas, and their team, along with our own team, we have performed very well in Nepal. Among all our international markets, Nepal ranks third or fourth in terms of performance. The growth has been excellent, particularly in the last two years, where Nepal has probably been our fastest-growing market.

Several factors contribute to this success. Despite the border, there's a cultural similarity between Nepal and regions like Darjeeling and Uttarakhand in India. This makes it easier to connect with consumers. Unlike markets like the US, UK or Germany, where we have to adapt to different regulations, tastes and consumer preferences, Nepal feels much closer to home. This has allowed us to grow quickly and we are committed to further expanding our presence here.

Another interesting insight, shared by Chef Santosh Shah, is the growing preference for sweet products among Nepali consumers. This aligns perfectly with our focus on sweet treats.

What challenges have you encountered in the Nepali market and how have you overcome them?

While our products are widely available, we need to focus on marketing strategies to build stronger brand recognition. People are familiar with the products but not necessarily the Weikfield brand itself. Our goal for the upcoming financial year is to focus on the consumer. We have prioritised distribution to ensure availability; now we want to drive faster sales and get our products into the hands of consumers.

Having been involved with the business since childhood, how have you seen consumer preferences change in South Asia in general?

The trend is definitely towards ready-to-eat and smaller portion sizes. In India's major cities, smaller packs are preferred due to smaller homes and limited kitchen space. Consumers want to buy smaller quantities and rotate their stock more frequently. In smaller towns, there's a mix of small and large packs. I suspect a similar trend is emerging in Nepal and Southeast Asia.

Health consciousness is rising. How is Weikfield adapting to this trend?

We have a dedicated health food brand called Eco Valley, featuring organic green tea, oats and mushrooms. Mushrooms, being 92% water, are incredibly healthy. We're also investing in R&D to develop more health-focused products. For example, we're working on a range of herbal infusions and teas in teabags under the Eco Valley Eden brand, specifically targeted at women’s health needs, from menstruation to menopause.

We also believe our custard can be positioned as a healthy option, especially for children. It's primarily made of milk, which is a great source of protein and nutrients. It's a delicious way to encourage children to consume milk. Similarly, in the Middle East, custard is popular during Ramadan as it provides sustained energy during fasting.

From production and packaging to distribution what measures are you adopting to promote sustainable practices in Weikfield?

We are pioneers in solar drying.  Many of our products use natural colours and need to be dried before being powdered. In the mid-70s, we collaborated with the University of Pune to establish a solar drying facility. Now, two of our three plants are fully solar-powered.

With the rise of small, local brands, how does Weikfield compete and maintain brand loyalty?

We have greater resources, allowing us to do more.  We work with influencers like Chef Santosh Shah. We also benefit from our long history. Many people in their 20s and 30s grew up with Weikfield products, creating a sense of familiarity and trust. While smaller brands may offer aggressive promotions, we rely on our established reputation and quality.

We are a trusted brand with a 69-year history, signifying quality. Once people try our products, especially the taste-oriented ones, they’re usually hooked.  We also offer attractive packaging and excellent customer service, promptly addressing any quality complaints.

What has been your biggest challenge in leading Weikfield?

One of the initial challenges was restructuring the company's management. My father, having come from a humble background, was very cautious with finances and relied heavily on family members in key positions. I had to convince him to professionalise the management structure. Another significant challenge was establishing our mushroom unit. It was a difficult journey, with many ups and downs, including competition from Chinese exporters. But now it provides livelihood to 500 families. Finally, recently, I had to take over as MD and CEO after our previous CEO’s performance declined. I also took charge of the international business, which has more than doubled under my leadership.

What leadership principles guide you in your professional role?

I have 16 leadership principles, which I can share with you later.  But the most important ones are leading from the front, adding humour to the workplace, and praising in public while reprimanding in private. I believe in being a general who leads from the front lines, not from an office. This allows me to understand the challenges my team faces. I also believe in injecting humour to reduce tension and ensure everyone leaves my office with a smile. Finally, I always praise lavishly in public and address concerns privately. This approach fosters a positive and productive work environment.