SMOOR earns 30% of revenue from festive gifting, plans expan

 

Festive gifting contributes around 25–30% of premium chocolate and dessert brand SMOOR’s revenue, making the Diwali season a significant period for the Bengaluru-based company. As it prepares for the festive rush, the brand is expanding its gifting portfolio while working to establish itself as more than just a chocolate brand.

SMOOR’s Diwali catalogue features nearly 90 pages of products, including 50–60 hamper options. These offerings come in wooden, tin, board and sustainable bamboo packaging. Corporate customers can also customise hampers with specific colours, messages, logos and personalised chocolates.

The festive quarter is equally important for the brand’s marketing strategy. SMOOR allocates approximately 25–30% of its annual marketing budget to October, November and December, with spending covering festive campaigns and in-store visual merchandising.

From a chocolate brand to a broader food experience

As it completes a decade in business, SMOOR is introducing a refreshed brand identity under the initiative “SMOOR 2.0”. The company is expanding its portfolio to include cakes, pastries, macarons, baklava, cookies, desserts and food, alongside its core chocolate offerings.

According to Kanchan Achpal, CMO of SMOOR, the repositioning reflects the brand’s evolution since its transition from Bliss to SMOOR in 2015. The earlier positioning, built around “true chocolate”, is now giving way to the broader campaign thought “United by Flavors”, which brings together its expanding product range and diverse consumption occasions.

The refreshed identity is being introduced gradually through updated packaging and store designs. A new outlet in Bengaluru’s HSR Layout is also expected to reflect the updated branding.

Online channels contribute 40% of revenue

SMOOR’s revenue mix has changed considerably as its digital presence has grown. Previously, offline outlets accounted for approximately 80% of revenue, with online channels contributing the remaining 20%. The current split stands at around 60% offline and 40% online.

The online business includes Blinkit, Zepto and the brand’s direct-to-consumer platform. SMOOR is also developing products specifically for quick-commerce platforms, allowing it to address channel-specific pricing and consumer preferences.

Its festive innovations include kaju katli bars, motichoor ladoo bars, mithai truffles and desserts combining Indian flavours with international formats. Products such as rose-and-rasmalai tiramisu, gulab jamun cheesecake and dark chocolate kunafa reflect its approach to blending traditional tastes with contemporary dessert experiences.

Cafés support the core chocolate proposition

Although SMOOR operates cafés and lounges serving food and beverages, the company does not want to be perceived as a conventional café chain. Its priority remains chocolate, premium desserts and hot chocolate.

The food menu is intended to offer additional choices to customers visiting in groups, while cakes, desserts and other products also support sales through food-delivery platforms such as Swiggy and Zomato.

A focused marketing strategy

SMOOR follows a relatively restrained marketing approach, relying on word of mouth, social media, influencer partnerships, store visibility and airport branding. Its social media following has reportedly increased from approximately 50,000 to 115,000 in recent months.

The brand allocates around 25–30% of its media spending to traditional marketing, while social media receives approximately 15–20%. It also experiments with digital publications and radio, particularly in Mumbai and Bengaluru, before committing to larger investments.

Rather than relying on celebrity endorsements, SMOOR prioritises product-led communication and customer advocacy. Its influencer collaborations largely focus on food and chef creators, with selection based on relevance and engagement with the product rather than reach alone.

Expansion plans driven by online demand

SMOOR is using online order patterns to identify potential markets for future physical outlets. Demand from cities such as Chandigarh, Indore, Nagpur, Jaipur and Kolkata is helping the company assess opportunities beyond its existing footprint.

The brand plans to expand into Hyderabad around November or December and is exploring a flagship store in Delhi-NCR. It is also considering international markets, including Dubai, although overseas expansion is not an immediate priority.

Experience-led brand building

The company’s Bengaluru Experience Centre offers consumers an opportunity to explore its manufacturing facility, learn about the bean-to-bar chocolate-making process and create personalised chocolate bars using different ingredients.

Tickets cost ₹1,500 per adult and ₹750 per child. However, SMOOR views the initiative primarily as a brand-building exercise rather than a direct revenue generator. The experience is designed to deepen consumer engagement and create a stronger connection with the brand.

The company has also received interest in replicating the format in Mumbai and Delhi, with smaller experience centres being considered as potential alternatives to the Bengaluru facility.

Building a premium yet accessible brand

As SMOOR enters its next phase, its focus is on maintaining its premium positioning while broadening its appeal through new products, digital channels, physical stores and experiential initiatives.

By combining festive gifting, product innovation and customer experiences, the company aims to evolve into a wider lifestyle brand without losing its identity in premium chocolate and desserts.