{"id":6789,"date":"2025-08-06T19:36:00","date_gmt":"2025-08-06T14:06:00","guid":{"rendered":"https:\/\/www.thirdeyesight.in\/?p=6789"},"modified":"2025-10-25T19:45:59","modified_gmt":"2025-10-25T14:15:59","slug":"why-good-glamm-failed-lessons-in-overexpansion-and-the-house-of-brands-trap","status":"publish","type":"post","link":"https:\/\/myechoproject.com\/TES\/why-good-glamm-failed-lessons-in-overexpansion-and-the-house-of-brands-trap\/","title":{"rendered":"Why Good Glamm Failed: Lessons in overexpansion and the House-of-Brands trap"},"content":{"rendered":"\n

Naini Thaker, Forbes India
Aug 06, 2025 <\/em><\/p>\n\n\n\n

It\u2019s a known fact that of the thousands of startups founded each year, only a small fraction survive\u2014and even fewer scale to become unicorns. Rarer still are those unicorns which, after reaching dizzying heights, come crashing down. The Good Glamm Group is one such cautionary tale.<\/p>\n\n\n\n

Once celebrated as a unicorn that cracked the code on content-to-commerce, the company\u2019s meteoric rise was matched only by the speed of its unravelling. At the heart of its downfall lies a critical misstep: The relentless pursuit of growth through acquisitions and brand launches, even as cracks in its house-of-brands model began to show. Instead of pausing to consolidate and build sustainably, Good Glamm doubled down\u2014prioritising valuation over viability.<\/p>\n\n\n\n

That strategy came to a head on July 23 when founder and CEO Darpan Sanghvi announced the dissolution of the group\u2019s house-of-brands structure. In a LinkedIn post, Sanghvi confirmed that lenders would now oversee the sale of individual brands, effectively ending the company\u2019s vision of building a digital-first FMCG conglomerate.<\/p>\n\n\n\n

Despite raising $30 million in 2024 and undergoing multiple rounds of restructuring, the group failed to integrate its acquisitions or generate sustainable profitability. With key investors such as Accel and Bessemer Venture Partners exiting the board and leadership turnover accelerating, the company\u2019s ambitious empire\u2014built on rapid expansion and aggressive brand aggregation\u2014has now been reduced to a lender-led breakup.<\/p>\n\n\n\n

In the aftermath of the announcement, Sanghvi offered a candid reflection on what went wrong. \u201cIn hindsight, it wasn\u2019t one decision, one market force, or one acquisition. It was three levers we pulled, which together, turned Momentum into a Trap,” he wrote in a LinkedIn post. According to Sanghvi, the group\u2019s downfall stemmed from doing \u201ctoo much, too fast and too big”.<\/p>\n\n\n\n

He elaborated: \u201cAt first, Momentum feels like your greatest ally. Every headline, every funding round, every big launch is a shot of adrenaline. And you start believing you can do more and more and more. But momentum has a dark side. If you stop steering and go in a hundred different directions, it doesn\u2019t just carry you forward, it drags you faster and faster until you can\u2019t breathe.”<\/p>\n\n\n\n

Where The Model Broke?<\/strong><\/p>\n\n\n\n

In October 2017, Sanghvi launched direct-to-consumer (DTC) beauty brand MyGlamm. Most brands at the time were big on selling on marketplaces such as Amazon or Nykaa. However, Sanghvi believed, \u201cWe wanted to be truly DTC and not just digitally enabled. We believed that to own the customer, the transaction needs to happen on our own platform.”<\/p>\n\n\n\n

But the biggest challenge with being a DTC brand is its customer acquisition cost (CAC). Towards the end of 2019, the company was spending about $15 (over \u20b91,000) to acquire a customer to transact on their website. \u201cAround the same time, our revenue run rate was \u20b9100 crore. We were spending about $0.5 million to acquire 30,000 customers a month. That\u2019s when we realised it was time to solve the CAC problem,” Sanghvi told Forbes India in 2022. In an attempt to find a solution, Sanghvi turned to the content-to-commerce model.<\/p>\n\n\n\n

And then, started the acquisition spree. According to Sanghvi, with a single brand in a single category one can\u2019t build scale. He told Forbes India, \u201cThe most you can scale it is \u20b91,000 crore, if you want a company that\u2019s doing \u20b98,000 or \u20b910,000 crore in revenue, it has to be multiple brands across multiple categories.” In hindsight, this perspective might be debatable.<\/p>\n\n\n\n

As Devangshu Dutta, founder of consultancy Third Eyesight, points out, the \u201chouse of brands” model is essentially a modern-day consumer-facing business conglomerate\u2014and its success hinges on multiple factors working in harmony. While there are examples globally and in India of such models thriving, both privately and publicly, the reality is far more nuanced. \u201cBrands take time to grow, and organisations take time to mature,” Dutta notes, emphasising that rapid aggregation of founder-led businesses under a single ownership umbrella is no guarantee of success.<\/strong><\/p>\n\n\n\n

In recent years, Dutta feels the influx of capital into early-stage startups and copycat models\u2014often seen as lower risk due to their success in other geographies\u2014has shortened business lifecycles and inflated expectations. The hope is that synergies across the portfolio will unlock outsized value, but that rarely plays out as planned. \u201cIt is well-documented that more than 70 percent of mergers and acquisitions fail,” he adds, citing reasons such as weak brand fundamentals, lack of synergy, inadequate capital, limited management bandwidth, and internal misalignment.<\/strong><\/p>\n\n\n\n

In the case of Good Glamm, these fault lines became increasingly visible as the group expanded faster than it could integrate or stabilise.<\/p>\n\n\n\n

Scaling Without Steering<\/strong><\/p>\n\n\n\n

In FY21, the company had losses of \u20b943.63 crore, which rose to \u20b9362.5 crore in FY22 and went up to \u20b9917 crore in FY23. Despite the mounting losses, Good Glamm marked its entry into the US market, in a joint venture with tennis player Serena Williams to launch a new brand\u2014Wyn Beauty by Serena Williams. The launch was in partnership with US-based beauty retailer Ulta Beauty.<\/p>\n\n\n\n

For its international expansion, it invested close to \u20b9250 crore over three years. \u201cWe anticipate that the international business will account for 25 to 35 percent of our total group revenues by the end of next year. This strategic focus on international expansion is pivotal as we prepare for our IPO in October 2025,” he told Forbes India in April 2024.<\/p>\n\n\n\n

Clearly, things didn\u2019t pan out as expected. As Sanghvi rightly points out, it was indeed a momentum trap. \u201cYou tell yourself you\u2019ll fix the leaks after the next milestone. But the milestones keep coming, and so do the leaks. Soon, you\u2019re running from fire to fire, never realising that the whole building is getting hotter. And somewhere along the way, you lose the stillness to think,” he writes on his LinkedIn post.<\/p>\n\n\n\n

Dutta feels that a strong balance sheet is the most fundamental requirement, \u201cto provide growth-funding for the acquisitions or for allowing the time needed for the acquisitions to mature into self-sustaining businesses over years. In the case of VC-funded businesses, the pressure to scale in a short time can go against what may be best for the business or for its individual brands”.<\/strong><\/p>\n\n\n\n

The Good Glamm Group\u2019s fall is a reminder that scale alone doesn\u2019t build resilience. Its story reflects the risks of expanding faster than a business can integrate, and of prioritising valuation over value. The house-of-brands model can work\u2014but only when backed by strategic clarity, operational discipline, and patience. This is less a warning and more a reminder for founders: Scale is not success, and speed is not strategy.<\/p>\n\n\n\n

(Published in Forbes India<\/a>)<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

Naini Thaker, Forbes India Aug 06, 2025 It\u2019s a known fact that of the thousands of startups founded each year, only a small fraction survive\u2014and even fewer scale to become unicorns. Rarer still are those unicorns which, after reaching dizzying heights, come crashing down. The Good Glamm Group is one such cautionary tale. Once celebrated […]<\/p>\n","protected":false},"author":1,"featured_media":6790,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"content-type":"","footnotes":""},"categories":[25,708,27,212,249,746,215,625,60,222,36,235,37,3,131,43,44,46,47,302,48],"tags":[97,271,623,99,100,283,295,169,52,353,102,923,285,363,326,696,697,248,600,264,803,32,239,145,922,113,267,925,59,191,69,699,82,244,118,119,387,120,690,166,121,70,674,632,718,65,396,338,641,819,124,348,921,924,818,282],"class_list":["post-6789","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-apparel","category-beauty-personal-care","category-branding","category-consumer","category-e-commerce","category-fmcg","category-food-grocery","category-health-wellness","category-india","category-leadership","category-lifestyle-fashion","category-luxury","category-marketing","category-press-quotes","category-product-development-and-design","category-retail","category-soft-goods","category-strategy","category-supply-chain","category-technology","category-textiles","tag-advertising","tag-angel-investment","tag-beauty","tag-brand","tag-brand-building","tag-brand-identity","tag-brand-portfolio","tag-brand-rationalization","tag-branding","tag-business-strategy","tag-consumer-markets","tag-content","tag-customer-experience","tag-customer-insight","tag-customer-service","tag-d2c","tag-direct-to-consumer","tag-e-commerce","tag-ecommerce","tag-emerging-markets","tag-endorsement-marketing-2","tag-fashion","tag-fashion-lifestyle","tag-fashion-brands","tag-good-glamm","tag-growing-brands","tag-growth","tag-house-of-brands","tag-india","tag-indian-market","tag-indian-retail-sector","tag-influencers","tag-lifestyle-fashion","tag-market","tag-market-potential","tag-market-segments","tag-market-share","tag-marketing","tag-mergers-and-acquisitions","tag-modern-retail","tag-organic-growth","tag-organised-retail","tag-personal-care","tag-premium-brands","tag-quick-commerce","tag-retail","tag-same-store-growth","tag-scale","tag-social-commerce","tag-startup","tag-strategy","tag-target-market","tag-unicorn","tag-valuation","tag-vc","tag-venture-funding"],"yoast_head":"\nWhy Good Glamm Failed: Lessons in overexpansion and the House-of-Brands trap - Third Eyesight<\/title>\n<meta name=\"description\" content=\"Good Glamm Group's rapid rise was undone by expansion that outpaced integration. 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