logo
Abram Food IPO Day 1: GMP, subscription status, price band, other details of BSE SME IPO

Abram Food IPO Day 1: GMP, subscription status, price band, other details of BSE SME IPO

Mint24-06-2025
Abram Food IPO day 1: The initial public offering (IPO) of Abram Food Limited opened for subscription on Tuesday, June 24. The fixed price SME IPO of about ₹ 14 crore is entirely a fresh issue of 14.28 lakh shares. The IPO is witnessing tepid subscription and current grey market trends indicate the stock could be listed at a mild premium.
By 11 AM on the first day of subscription, the SME IPO had been subscribed 14 per cent, with the retail portion booked 20 per cent and the segment reserved for non-institutional investors (NIIs) subscribed 8 per cent.
1. Abram Food IPO GMP: According to market sources, the latest grey market premium (GMP) of Abram Food shares was ₹ 9. The latest GMP indicates the stock could be listed at a premium of slightly over 9 per cent.
2. Abram Food IPO date: Abram Food IPO opened for subscription on Tuesday, June 24, and will remain open till Thursday, June 26.
3. Abram Food IPO price: The price of the SME IPO has been fixed at ₹ 98 per share.
4. Abram Food IPO size: The company intends to raise ₹ 14 crore from the issue, which it will use for the purchase of machines, funding of working capital requirements and general corporate purposes.
(This is a developing story. Please check back for fresh updates.)
Disclaimer: This story is for educational purposes only. The views and recommendations above are those of individual analysts or broking companies, not Mint. We advise investors to check with certified experts before making any investment decisions, as market conditions can change rapidly, and circumstances may vary.
Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

Why the future of retail is no longer about consumer segments, but states of mind
Why the future of retail is no longer about consumer segments, but states of mind

Mint

time37 minutes ago

  • Mint

Why the future of retail is no longer about consumer segments, but states of mind

Mumbai: As the world's largest consumer base undergoes a digital, demographic and behavioural shift, the traditional lens through which brands understand their buyers, gender, age, income and location is no longer enough. 'The old segmentation is dead," says Isabelle Allen, global head of consumer and retail at KPMG International, in an exclusive interaction with Mint during her recent visit to India. 'You can't box consumers anymore. Their choices depend on the moment, the occasion and the emotion. Sometimes they're price-sensitive, and other times, they want indulgence. And it could all happen on the same day." Allen, who leads one of the world's most influential consumer practice networks, was in India tracking the country's evolving retail ecosystem. With global inflation, digital acceleration, and shifting values shaping how people buy, Allen points to three long-term shifts: the pressure on wallets, the rise of convenience-led digital consumption, and the need for brands to meet customers 'where they are", not just physically, but emotionally and culturally. From demographics to dynamic mindsets The conversation comes at a time when Indian retail is grappling with two seemingly contradictory trends: mass affordability and premiumization. Allen sees no contradiction. 'Retailers need to be very clear on what they stand for. You can't be everything to everyone," she says. At the same time, she argues, a consumer is not just a socio-economic profile. 'The same person might want a value purchase in the morning, and something indulgent in the evening. Behavioural data, cultural context, and even influencer choices matter more now than old segmentation models." KPMG's global work now focuses on these evolving dimensions, exploring how identity, trust, and context influence brand preference. 'It's not just income or past purchases anymore. It's what political or environmental cues you're exposed to, and who you trust online. The influencer economy is not aligned with traditional segmentation either," she adds. The AI trap: move too fast, or too slow? KPMG's Intelligent Retail report argues that artificial intelligence (AI) is not a plug-and-play tool, but a trigger to rethink the business holistically. Allen warns that many retailers risk misfiring on AI adoption. 'You need to decide what posture you want to take. Are you a first mover? A smart follower? What does your consumer expect from you?" India ranks among the highest globally in AI trust and adoption, according to a long-running KPMG-University of Melbourne survey. But that enthusiasm is a double-edged sword. 'If your organisation moves too fast without structure, pilots fail, employees lose trust, and you kill future momentum. Move too slow, and people use external tools on internal data, risking leaks and IP loss," she cautions. Instead, Allen calls for what she terms a 'mindful transformation", AI as a tool to enable, not dictate, retail strategy. From empowering shop-floor workers with intelligent tools to letting consumers control their experience flow, AI needs to fit the business, not the other way around. Loyalty, redefined Asked about loyalty in a cookie-less, zero-party data world, Allen says it's not loyalty that's declining, but how we define it. 'Old KPIs (key performance indicators) don't work anymore. The goal for many retailers is now zero per cent unknown consumers, whether in-store or online," she says. Examples abound—from trolleys that guide shoppers based on saved preferences to stores with fast-track lanes for digitally-recognized customers. 'Loyalty today means knowing your consumer deeply enough to personalise the experience, whether they want speed, discovery, or indulgence at that moment," she adds. 'It's no longer about points or redemptions. It's about relevance, real-time." India: A Market, a Model, and a Messenger Allen's team has been meeting Indian consumer brands, retail platforms, and digital-first businesses. What stands out, she says, is the combination of scale, complexity, and innovation. 'India is exciting for India, but it's also exciting for the world. You have heritage-rich brands, hyper-digital businesses, and a government-led digital infrastructure push that many countries don't," she says, referring to India's unified payments interface (UPI) ecosystem and digital trade frameworks. She also believes Indian business models could offer cues to other markets, not necessarily as-is, but in spirit. 'The speed at which Indian retail is adapting—both at the grassroots and tech layers—is worth watching. Whether it's how small stores adopt digital payments or how local preferences shape modern retail formats, there's a lot to learn," she says. Resilience, ESG and the trade-offs KPMG's Global Food System Resilience report highlights the rising strain on agricultural supply chains amid climate disruptions, geopolitical shocks and shifting trade flows. For India, Allen notes, this complexity is layered: with a large domestic demand base and traditional strength in food exports (such as tea and rice), companies may increasingly face tough choices between prioritising domestic supply and fulfilling export obligations in a constrained environment. Improving last-mile food supply resilience, especially in the emerging markets, will require a combination of interventions. The KPMG team points to the growing role of EVs in last-mile delivery, particularly among quick commerce players, as a step forward on the sustainability front. Other innovations include partnerships between farmer producer organizations (FPOs) and direct-to-consumer (D2C) platforms to reduce storage time and improve food quality, and AI-led demand planning to cut inventory waste. Meanwhile, balancing environmental, social and governance (ESG) goals with cost pressures is becoming a tightrope act for fast-moving consumer goods and packaged goods firms worldwide. Two trends are compounding the challenge: a global regulatory pause, with the US dialling back ESG mandates and the EU delaying its agenda, and a market reality where consumers facing inflation are often unwilling to pay a premium for sustainability-led products. 'The transition costs have turned out to be far higher than anticipated," she said. 'And investors are returning focus to financial performance after a period of sluggish growth and margin pressures from commodity, labour and energy prices." As a result, companies are now being urged to move from blanket ESG promises to more transparent transition strategies, being honest about what's within their control, what can be influenced, and what depends on external factors. Clarity of purpose, both to consumers and investors, is now critical. What will separate winners from laggards? As boardrooms globally wrestle with risk, from reputational and geopolitical to climate and AI, Allen says that the next five years will come down to one thing: clarity on goal. 'Winners will be the ones with a sharply defined value proposition. If you're about affordability, execute that ruthlessly," she says. "If it's premium, stay with that. If your story is rooted in heritage or purpose, let every action reflect that. Confused brands will confuse consumers, and pay for it."

Q1 brings signs of FMCG recovery, helped by tax breaks and easing inflation
Q1 brings signs of FMCG recovery, helped by tax breaks and easing inflation

Mint

time4 hours ago

  • Mint

Q1 brings signs of FMCG recovery, helped by tax breaks and easing inflation

New Delhi: India's consumer goods companies saw their volumes increase during the April-June period, as the government's move to ease the tax burden on the middle class, and increase the floor price at which it buys agricultural produce from farmers lifted demand for goods from chips and cheese to lotions and nail polish. To be sure, companies' own efforts such as direct distribution, and softening inflation across some key raw materials such as tea, coffee, copra also helped boost sales. In an interview with Mint on Tuesday, Marico Ltd's managing director and chief executive officer Saugata Gupta said its internal efforts to expand direct distribution also helped lift demand in local mom-pop stores that continue to be impacted by the growing popularity and penetration of e-commerce. 'Rural has been reasonably stable; urban is improving. Some of the demand pressures on urban middle class have softened. It's a combination of food inflation being good, but we have to track the real income wage growth,' he said. In a post-earnings call on Monday evening, Gupta expressed optimism about a steady recovery in consumption sentiment in the country. 'During the quarter (April-June), we witnessed stable to improving demand trends in India across urban and rural. Premium categories continue to outperform the mass segment while alternate channels like modern trade e-commerce and especially quick commerce continue to lead growth….Looking ahead, we are optimistic about a gradual and broad-based recovery in consumption sentiment supported by easing retail and food inflation, a favorable monsoon, increased government spending and higher MSP (minimum support price),' Gupta said on Monday. In the budget for FY26, the government announced that those with incomes up to ₹ 12 lakh ( ₹ 12.75 lakh including standard deduction) will pay no income tax under the new regime, up from the earlier exemption limit of ₹ 7 lakh. Marico reported a 9% volume growth during the June quarter. For FY26, the company is targetting high-single-digit volume growth, with potential for double-digit volume growth in some quarters. India's retail inflation, or Consumer Price Index (CPI)-based inflation, dropped to a multi-year low of 2.10% in June 2025 due to easing food prices, according to data from the Union ministry of statistics and programme implementation (MoSPI). The decline is mainly attributed to a favourable base effect and slower price gains in vegetables, pulses, meat, cereals, sugar, milk and spices. Companies faced inflationary pressures last fiscal year, especially after prices of edible oils jumped following the government's move in September to increase the basic customs duty on various edible oils to protect domestic producers. India relies heavily on imported edible oils. Companies like Marico and AWL Agri Business Ltd passed on these prices to consumers, hurting demand. Analysts who track the sector said the June quarter earnings and related management commentaries provided evidence to support claims of green shoots in demand, especially urban demand. 'The results were majorly in line, with no major surprises. The Street was expecting some improvement in urban demand and the results have shown some evidence to support this improvement,' said an equity analystwho did not wish to be identified. The second half of FY25 was quite sluggishfor staples firms due to very high food inflation, this person said. However, the sector is now seeing a turnaroundin urban demand. In a call with Mint, Bikaji Foods International Ltd reported a volume growth of 8.9% in the June quarter, and said it is expecting a favorable festive season. The company sells namkeen, chips and sweets. "May's demand trends are very positive. We're seeing a lot of optimism in the market from our retailers, large accounts, and corporate clients, and we're optimistic about the rest of the year. The upcoming quarter is well on track,' Manoj Verma, chief operating officer at the packaged foods company, said in a post-earnings interview with Mint last month. 'Our gifting packs and sweets categories are highly dependent on the Diwali season. Domestic demand last year was a tale of two halves. The first half was strong, but the second half (starting in Q3) saw a downturn due to high commodity prices (in edible oils) and inflation impacting consumption. Q3 and Q4 were weaker compared to Q1. We saw a pickup Q4 onwards, and that positive momentum has continued into Q1 (FY26), with the latter part of the quarter showing strong performance. Overall, our organization has grown 15% year-over-year (revenue from operations). The ethnic segment saw 11.5% growth, while the sweets category was softer, as it's highly dependent on festival seasons,' he said. India's largest packaged consumer goods company Hindustan Unilever Ltd (HUL) announced a 4% volume growth in the June quarter, citing government incentives, such as tax rebates for the middle class and lower interest rates, coupled with a good monsoon and its own efforts to capitalize on emerging demand spaces. 'The income tax rebates, plus the fact that the repo rates have come down—that means housing loans or EMIs will reduce, are all big moves. That has material impact on people's consumption baskets—food inflation coming down, that's a relief by itself. All of this is very important for the consumption sector. We feel that we are now cycling out some of the tough periods in the last few years,' Rohit Jawa, the former CEO and managing director of the company, said last week during the company's June quarter earnings announcement. Priya Nair took over as HUL's CEO on 1 August after Jawa stepped down mid-way through his term. Jawa said that signs of demand improvement were visible across the urban and rural markets. 'We see the informal rural and informal urban sectors are resilient and getting better…The top urban market, which is basically the salary class, the white collar workers, they have been under some stress in the recent past…Rural has improved—it continues to remain sustained. Urban growth, although lower than rural, is also beginning to look up, albeit gradually,' he added. Dabur Ltd said that the June quarter saw a sequential improvement in domestic and international markets, despite challenges from unseasonal rainfall and geopolitical headwinds. Consolidated revenue growth in the June quarter remained muted at 1.7% year-on-year, hurt by a double-digit decline in the seasonal portfolio (beverages) due to untimely rains and a weak summer. For the full year, the company gave a guidance of high-single-digit revenue growth. 'For the coming quarter, because the base was low, we should be looking at a double-digit growth. Beverage seems to be under pressure and that may have a low-single-digit, but other parts of the vertical should be growing at double-digit, owing to a lower base. Urban and rural both are doing well for us and we are gaining market shares across the board,' Dabur's CEO Mohit Malhotra said during the company's earnings call on 31 July.

Bestvantage Investments Launches 'Mergerbay' to Unlock the Growth Potential of India's Mid-Sized Companies
Bestvantage Investments Launches 'Mergerbay' to Unlock the Growth Potential of India's Mid-Sized Companies

Business Standard

time5 hours ago

  • Business Standard

Bestvantage Investments Launches 'Mergerbay' to Unlock the Growth Potential of India's Mid-Sized Companies

VMPL Mumbai (Maharashtra) [India], August 5: Bestvantage Investments, a strategic investment and advisory firm, has announced the launch of Mergerbay, a dedicated mergers and acquisitions (M & A) platform aimed at solving a critical bottleneck faced by India's mid-sized companies that is scaling beyond profitability into structured, sustainable growth. The platform enables investors to engage in vetted M & A opportunities with credible, fast-scaling companies, supported by strategic partners, governance transformation, and growth capital. While India's startup ecosystem and large corporates have benefited from investor attention, policy support, and capital access, a wide segment of profitable mid-sized companies remains stuck in a structural gap. These businesses are too large for SME IPO platforms but not yet ready (financially or structurally) for mainboard listings on exchanges such as BSE or NSE. This segment, often referred to as the "missing middle" of Indian capital markets, lacks the institutional framework needed to scale effectively. Mergerbay aims to bridge this gap by offering a comprehensive growth architecture tailored for unlisted, mid-sized companies. It brings together services such as strategic acquisitions, minority stake sales, industry consolidation, governance restructuring, capital readiness, and transaction execution under a single platform. The focus is on helping operationally strong but structurally constrained companies transform into institutional-grade enterprises ready for their next stage of evolution. "In India, there are hundreds of mid-sized companies that are profitable, compliant, and full of potential but stuck due to lack of access to structured capital, governance alignment, and the right is designed to act as the growth engine for these companies by converting their compliance into competitiveness and profitability into scale." said Raman Sharma, Founder and CEO of Bestvantage Investments. Why Mergerbay Matters: For many mid-sized Indian companies, M & A is becoming a practical path to scale, not just an exit route. Platforms like Mergerbay offer much-needed structure to this space by enabling: Multiply Your Expansion: Partnering with a strategic buyer can accelerate market entry giving companies access to new customers, suppliers, and geographies without the time or cost of building from scratch. Revenue Growth Through Synergies: M & A deals often unlock cross-selling opportunities and shared customer value by combining product lines or distribution networks leading to faster revenue growth. Growth Capital: A well-structured merger can improve a company's ability to raise larger amounts of equity or debt at better terms, and in some cases, support eventual listing on mainboard exchanges. Cost Efficiency: Merged entities can streamline operations, eliminate redundancies, and benefit from economies of scale ultimately improving margins and operational performance. Boost Brand Credibility: Active participation in M & A signals strong governance and institutional readiness, often enhancing a company's appeal to investors, partners, and top-tier clients. Built as more than a conventional M & A advisory, Mergerbay has already established tie-ups with industrial houses, family-owned businesses, institutional investors, and global funds interested in unlocking value from this underrepresented market segment. It is sector-agnostic but currently active in electric vehicles, agri-tech, logistics, manufacturing, and healthcare are among its initial focus areas. According to Bestvantage, while over 100 SME IPOs were recorded in FY24 many in the ₹100-200 crore market capitalization range most lack long-term scale pathways due to fragmented deal-making and limited governance transformation. Mergerbay aims to address this by offering a seamless transition from being 'IPO-ready' to becoming a fully structured, listed, and investible company. With the Indian capital markets entering a new phase marked by growing retail participation, foreign portfolio interest, and a government-led push for consolidation, Mergerbay arrives at a time when mid-sized businesses have the most to gain if provided with the right tools, partners, and platform. Website: About Bestvantage Investments Bestvantage Investments is a boutique investment advisory firm that connects high-potential startups with strategic investors across India and the Middle East. Founded by Raman Sharma, Bestvantage specializes in deal sourcing, investment structuring, and capital raising for early to growth-stage companies. With a strong network of family offices, venture funds, and institutional investors, the firm enables businesses to unlock growth opportunities through strategic capital partnerships.

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into a world of global content with local flavor? Download Daily8 app today from your preferred app store and start exploring.
app-storeplay-store