Himalayan Certifed Owneerr Sale

Himalayan Natives is an all-natural food brand that was started by Bhupendra Khanal, the founder, and CEO of Khanal Foods. Since its inception in 2018, Himalayan Natives has grown from a company with a few premium products to a rapidly expanding and prominent FMCG player in the food industry with 80+ SKUs. However, Himalayan Natives’ growth did not happen overnight and has been subject to many obstacles and challenges from the beginning. This article takes a look into where we started, how we overcame the challenges in our path, and what our future looks like.

How it all Started 

Founder Bhupendra Khanal, affectionately known as “Bhupi” was born and brought up in Nepal, where he was surrounded by the serene mountains and crisp air of the Himalayas. Being raised in one of the purest places on earth, he was accustomed to an all-natural diet with ingredients that were sourced locally and free of preservatives. When he first moved to the big city, Bangalore, he noticed the availability of pure and unadulterated food products was on the lower end, especially in the densely populated metropolitan areas. He also noticed that the natural products that were available weren’t always of the best quality, and were difficult to source and expensive, making them out of reach for everyday consumers. His friends and family often had the same complaint of the unavailability of consistently high-quality natural food products as well. 

Bhupi was quick to identify the growing gap between the demand for natural products and the available supply and he also caught on to the growing trend of people adopting healthier food practices. He decided to bridge the gap between demand and supply for natural products by launching Himalayan Natives in early 2018, with the vision of sharing his love for all-natural food with the world. Starting with a handful of food items and gradually expanding the product range, each product launched by Himalayan Natives is curated and produced using the highest quality standards and minimal manual intervention, with the goal of retaining all the original nutritional components of each food, just as nature intended.

Challenges Faced

Today, Himalayan Natives is a rapidly advancing FMCG leader, with a presence in over 500 stores in India and the United States. However, this journey has not been one without obstacles. One of the first major challenges that Himalayan Natives faced was how to stand out in a giant industry that was saturated with food companies that were all trying to differentiate themselves. The founder’s vision of supplying the market with food products that were completely natural was the first step in differentiating Himalayan Natives from other food brands. All our products are ethically sourced from partners with sustainable practices and are free of manual intervention in the form of GMOs, pesticides, and preservatives. While these USPs helped set apart Himalayan Natives from generic food brands, what made the brand unique is our relentless effort to establish ourselves as a premium health food brand.

Strategic marketing activities and a keen ability to detect the target consumer’s needs and accordingly deliver have helped Himalayan Natives tap the growing market for healthy foods. As our society, in general, is becoming more conscious of their consumption habits and slowly shifting towards healthier options, we at Himalayan Natives are capitalizing on this increasing awareness, and catering our product range to meet these consumer needs. However, having a high-quality product was not enough. The second challenge we had to overcome was to move consumers from cheaper alternatives to premium-priced natural products, and here is how we tackled it. 

Focusing on quality: In the food industry, there are many players who come and go due to low barriers of entry. However, the successful ones are always those that have premium quality products. A study conducted by the International Journal of Science and Research (IJSR) found that over 60% of participants said that price was not a determining factor in the food purchase decision, rather the primary determinant was impacting on health and well-being. Observing this growing consciousness towards health and quality, we focused on improving the quality of our products such that they would appeal to our target market and sell themselves.