Honasa Consumer Limited CC-Jun25.pdf · 2025-08-12
Thank you for asking the question. I think, firstly, I would agree with the fact that the size of this cohort has actually become large. It's actually more than 50% contribution now. So as a group, it's actually bigger than Mamaearth for us now, and which is where the base effect does come into play. But within that environment, a 20% plus continuous, sort of, growth will make sure that it is a share gain play that we continue to do. Now, also specifically referring to what I talked about, the sunscreen impact is also higher within this cohort itself because this is the cohort where we have brands which have almost 70% contribution coming from sunscreen as a category. So there is a bit of that early monsoon impact as well. Competitive intensity, I would say, is high and has been increasing. But I think that's a reality that we are fairly tuned into. And we just need to ensure that be it our formulations, propositions or our communications remain ahead of the curve so that co nsumers choose our brands. So I'm not as worried about that. That's an edge that we need to sort of internally develop. But yes, I mean, that's my view on that.
So honestly, there is -- at a company level, I would say the impact of sunscreen growth is about 200 basis points. I mean, of course, –the rest of the math can be done. But at a company level, the impact is about 200 basis points.