[music playing]
[music concludes]
[theme music playing]
[theme music concludes]
Ankit and Rajesh.
They were toppers in their school
and dreamt about changing the world together.
After the fifth grade,
Ankit got admission into Navodaya Vidyalaya
where he received a modern education and good guidance.
Rajesh, however, remained in the school in his village
with no modern education or good opportunities.
Today, after many years,
Ankit is IPS Ankit Rajput
whereas Rajesh works in a shop near his village.
Sharks, the problem here wasn't that of intellect or passion.
The problem was that of providing equal opportunities
to more than 14 crore children like Rajesh
schools should have trained teachers,
imperative lesson plans
and modern assignments,
CoGrad is a social start-up
that offers affordable, quality education for students
If we want to help children,
- then we must first help the teachers. - Hmm.
And so, we came up with Medha AI.
Medha AI is an assistive powered tool for teachers
- So, our ask is Rs. 1 crore for 2% equity. - Whoa!
It is now time to give something back.
Saurabh and Himanshu, tell us about your journeys
We spoke about Ankit. He's now an IPS Officer.
- Is Ankit Rajput's story based on real life? - Yes, it is.
We studied at Jawahar Navodaya Vidyalaya.
We both hail from the village.
How big was the village?
- Sir, 750 people in our village voted. - Wow.
The Navodaya Vidyalaya system
Thank you.
We're from different Navodayas.
We met on a trip in Rishikesh
and Ankit was a common friend of ours.
Himanshu studied in NIT, Allahabad.
His college ran a lot of clubs.
For instance, the Aeromodelling Club and Robotics Club.
Himanshu would attend them
and realise that we had no idea about these clubs.
So, we decided to hold this in our area.
We began holding camps.
Soon after, the pandemic hit us and the physical model collapsed.
We had partnered up with many schools by then.
So, we provided them with digital services like an LMS
we took a trip to the village.
We noticed that the children in villages
The Times of India had released a report back then
about 20,000 schools in India that had to shut down.
Within a month, we took that number to 227.
Were you in college when you started this?
- No, in 2021. - We graduated in 2021.
Is there government involvement? And if yes, how do you address it?
We start the cheapest schools in villages.
Do you take on existing schools or open new ones?
- We take those schools on rent that have shut down. - Okay.
And with a fee of Rs. 500,
we make it the best school in the area.
Rs. 500 per student per month.
Per month, right.
- And the brand name of the school is CoGrad. - CoGrad.
So, is that not private property any longer?
Suppose the village you come from...
You did very well for yourself in life
and wish to do something for your village.
- So, most people start schools. - Right.
They're not experts at running schools though.
So, after running for a few years, such schools shut down.
What's the education board?
State Boards.
So, you've mapped the curriculum of all the states?
- Sir, we're only in Uttar Pradesh as of now. - Okay.
But the major curriculum for all the Boards is based on NCERT.
He lived in a nearby village.
I paid him a visit
and asked him about the problems he was facing in running the school.
He responded in his local language and said,
"There are no students."
"I am trying really hard but nothing's working."
"There's no one in my family who can run the school."
I asked him, "Can I support you?"
He said, "How will you do it? I have no money."
The thing about people from the village is
that every rupee matters to those who make a living there
because they come from nothing.
So, we told him, "We'll manage your school."
"How much rent will you charge us for the building?"
He said, "I'll rent out the building to you for Rs. 1.5 lakh a year."
- Year. - We got everything along with it.
The boards and chairs...
We just rebranded the place and bought touchboards
and some robotic kits as we were starting out.
Who invested in that?
- We did. - We invested.
How much?
Sir, we invested Rs. 4.5 lakhs in the first year.
Was this for grades one to twelve?
into a school with an annual turnover of Rs. 10 lakhs
- by charging a fee of Rs. 500. - Yes.
Out of which, you gave Rs. 1.5 lakhs to the land owner.
What were the other expenses?
We pay teachers' salaries.
How much is that?
We need one teacher for every 40 students.
We had hired only nine teachers back then.
A teacher's salary in the village is between Rs. 3,000-4,000
- Another Rs. 1 lakh for the maintenance. - Yes.
You're left with no money then!
Sir, this is a number game.
Suppose we have 400 students the following year,
then we're profitable.
We achieve breakeven at 300, sir.
- Ma'am, here's what we do. - Go on.
Each district has 6-8 blocks
and you need a minimum of 120 villages to form a block.
That's a gram panchayat.
And to make a gram panchayat, you need 700 voters.
So, our target audience is approximately 2 lakh people.
We open schools in blocks.
Isn't there a Navodaya Vidyalaya in these blocks?
- There's one Navodaya Vidyalaya in a district. - Okay.
And it has only 80 seats.
How many such schools do you run today?
We run five schools that we took on rent.
When we were running them,
we began supporting nearby schools and providing services to them.
How old is your first school?
It's in the fourth year now.
- How many students does it have? - Around 400.
That school lacked the capacity.
- It's not a demand problem. - The demand is phenomenal.
We hold tests every year.
And the remaining schools?
Over 300 in all the schools.
- 327 and 325. - Over 300.
So, they're breakeven plus,
but there isn't much profit currently.
There are two ways of making a social impact.
Make a company and raise funding.
The second way is by starting an NGO.
Why did you decide to make a company and not an NGO?
I've worked with a few NGOs.
NGO owners always focus on the donors,
not on the ones for whom the impact is to be created.
- Right. - If I charge a poor man fees of Rs. 500,
he can hold me accountable.
"I paid you money."
"What have you taught my child?"
- Correct. - Nice thinking.
What questions do you ask the parents
after they pay the fees?
I ask them, "What's your wish?"
They say, "I could not study but I want my child to be educated."
- [Namita chuckles] - Yes.
Do you have photos of the school?
- Yes! - Yes, sir.
[music playing]
Oh, nice.
- Very nice. - Not bad.
- It's lovely. - It's colourful and looks pretty.
We even use 3D Holograms
- to teach kindergarten students. - Oh!
We've watched a lot of movies.
I visualised students sitting under a tree.
[Ritesh] Wow!
Which village is this in?
Etawah.
Wow!
This makes me want to go back to school.
Sir, please come.
The infrastructure already existed. The grass was there.
- No, we made a few design changes. - You...
This is how the school used to look.
This is the classroom where we now have touchboards.
Honestly speaking, we are running really good schools.
Our kids go to IIT Kanpur.
Our kids recently performed at IIT Mumbai.
What's the ratio of boys to girls in your classrooms?
Now... [chuckles]
- More than 60% of the students are girls. - Oh!
[joyous music playing]
[claps] Well done.
Amazing.
People in the village are really orthodox.
A woman came to us recently. I will not disclose her name.
She has three children. All three are daughters, no boys.
So, her family ill-treats her.
She told me, "Sir, it's not my fault that I have three daughters."
"I want them to study and do us proud."
So, all three girls study in our schools.
I'm getting goosebumps just listening to you.
Sir, that's village lore for you.
Yes, absolutely.
Saurabh, teachers are the most important part of any school.
Where do you recruit teachers from
and how do you train them?
So, we studied at Navodaya Vidyalaya.
Once again, sorry for that.
- I... - Why are you sorry?
I keep talking about it over and over.
- Our alumni network consists of 14 lakh members. - Oh, my!
This is an active network.
Name any village,
I'll make one phone call and you'll find a Navodaya alumni.
The principals in four of my schools are ex-students of Navodaya.
So, you hire through the alumni network.
Yes, sir.
And those teachers are trainable.
They are then...
We have a group of teachers who've won the Rashtrapati Award.
They undergo a two-month training
of turning around existing infrastructure
- which isn't yielding returns and making it productive. - Yes!
Just like you, I too would convert individual hotels
with 20% occupancy
- and bring in business. - Yes.
Sir, we also give the analogy that we're the OYO of schools!
- Thank you so much. - Oh, wow! [chuckles]
- This business comes with a risk of interference. - Right.
Your intention is noble,
to provide good education to the child of a poor man.
However, the owner's intention might be different.
- "My school should run the way it always has." - Hmm.
How will you tackle that risk?
We're currently only targeting non-functional schools.
No, people might interfere after they become functional.
Yes, sir. That's a possibility, but this is what we thought.
Suppose they interfere four or five years down the line.
By then, we'd have made enough revenue
to erect a building opposite theirs,
but we won't do that.
Schools aren't known by their names
but by the teachers who teach over there.
You said you had 8,000 students.
How is the total 8,000?
It includes the students in our schools
plus the schools we provide services to.
- So, the other schools also... - Could you give us that split
of how many schools you run and how many you service?
Out of the five schools we run, currently...
This is Medha.
We've currently trained Medha on the NCERT syllabus
for grades six through twelve.
Apart from teaching, teachers have many other duties
like planning lessons and assignments.
This is where Medha saves their time.
Suppose you're a teacher and want to teach students.
The first thing you'll need is a good lesson plan.
Let's create a lesson plan.
I've selected Grade 7 Science.
It will give you a list of the chapters.
For instance, you want to teach 'Nutrition in Plants'.
Suppose, we want to generate a lesson plan.
You need to click on this
and in a matter of seconds,
you can see that a lesson plan has been generated.
It will even suggest a method.
For example, a discussion, lecture or peer learning.
- Different teaching methods. - How did you make this curriculum?
Did an expert guide you?
Rashtrapati Award winner Mr. GC Badoni helps us out.
We tell him, "Sir, how can we best teach this particular chapter?"
- Yes. - Right.
Tell us your business revenue from FY 2022 to date.
In 2021-22, we clocked a revenue of Rs. 27 lakhs.
Then in 2022-23, it was Rs. 70 lakhs.
Last year, we did Rs. 1.92 crores in our books
but we completed the project
and if you take the total value, it was Rs 3.2 crores.
What do you mean?
- Let me explain how this works, sir. - [Sharks laugh]
Can we close the numbers first?
Our target is to close at Rs. 10 crores this year, sir.
comes from technical training and workshops.
In rural areas.
For who?
- Kids. - Children.
Is this the services business or not?
- This, sir, the workshops are... - Separate.
- This is separate from the other two businesses. - Yes.
- This makes up for 50% of the revenue! - Yes, 50%.
Why didn't you mention this?
Let me explain.
Last year, IIT Delhi and IHFC held the Nurture Program
in which we had to teach technology to children in rural areas.
We generated a revenue of Rs. 2.2 crores through that.
- What's this? - What is that?
We completed the trainings in March
but the Model Code of Conduct for elections came into force.
Before the elections,
- all government accounts are frozen. - Yes, okay.
They got activated in November
and all the pending payments will be received in December and January.
- Okay. - So, you had done Rs. 1.67 crores
and Rs. 1 crore is pending from last year.
Are you accounting for it in this year?
- No, sir. - You are not!
- Let's add Rs. 1 crore to Rs. 1.67 crores. - Okay.
We're holding similar activities there as well.
From there, we'll get a revenue of Rs. 3 crores.
will come from the non-scaleable part of the business
- which is skills training and teacher training. - Right.
Your core business, this year as well...
That was below 50-60%,
but this year, it'll be 10%.
Ma'am, the revenue we'll make this year
is going to be Rs. 1.2 crores from schools.
Are you making heavy losses in the school business?
Is that why you took on something else?
We got an opportunity and decided to take it,
and then we got it again the next year.
No, sir. It's not like that.
Coming to our involvement in the schools.
We'd start in February
and invest all our time in the schools till August.
After that, we'd have free time on our hands.
Where do we invest that? So, we started...
What do you mean where? Open another ten schools!
Didn't you say you wanted to open 1,000 schools?
How many new schools did you start this year?
- We didn't start any new schools this year, sir. - Why not?
Well, because of the training we conducted, there was a...
Distraction.
No, we didn't get payment at the time, you see...
- You invested but didn't get payments. - Yes.
- So, you couldn't open schools. - Right.
That's why we didn't open more schools.
This happens to many founders
when they set out to do a business,
but then, someone promises them the world,
and they start heading in that direction.
They almost forget
why they started the company in the first place.
- No, sir. You could say that but we... - Yes.
Yes, we don't have business mentors to guide us on these matters.
We think this is good and will benefit the school.
We take on the projects for that reason,
and also because we're first-generation businessmen.
No! You know it because you said it yourself.
- But... - We loved what you said.
- The poor man demands answers and says, "I paid you money." - No...
That's a principal-agent problem
- which you mentioned is the main problem of NGOs. - Yes.
Your training business is also seeing a principal-agent problem.
The one who's paying the money is not receiving the training.
So, there's no accountability.
- This... - No, ma'am. When IIT trains you,
they ensure your qualities...
I told you about our students who performed at IIT Mumbai, right?
They went through this program.
The purpose and aim with which you started...
- I think that's fantastic. - Thank you.
However, from there to here...
"Sir, we've come on Shark Tank."
"Please give us Rs. 1 crore at a Rs. 50-crore valuation."
I don't quite get that journey.
Your greatest power
is the 14 lakh alumni you spoke about.
"Using them,"
"how do we build an execution engine"
"so that we can open not 1,000, but 5,000 schools?"
"And how do we digitise this"
"so that the operating model is technology-led?"
But you built Medha AI...
There is no blasted AI!
It's merely there to justify your Rs. 50-crore valuation.
I still find your vision quite inspiring,
but I don't think the direction
you're headed in is right.
- So, I am out. - Okay.
I feel you're not clear what business you want to be in.
I don't have a problem with either of the business models.
I have a problem with the lack of focus.
When a company is young,
what defines it?
What do they turn down?
You're not saying no to anything right now.
Today, I am out but it was nice meeting you.
Wish you all the best.
Thank you, sir.
You spoke about the villages.
Both my father's parents died
even before he turned five.
There's a village named Barispur.
It was the same thing there.
He'd walk 6 km barefoot to school.
No one taught in the schools.
He sat on the tree and studied while farming.
He did all of that
and completed his BSc, MSc and PhD.
Today, he's one of the most reputed scientists at AIIMS
who created the maximum protein structures possible
in the world for cancer research.
He'd tell me one thing a lot as a child.
"Education is one opportunity that can change your life."
You can make many such children
and even if that number is 100 or 200,
it's huge.
So, I'll make you an offer.
[joyous music playing]
Rs. 50 lakhs for 10% equity
plus Rs. 50 lakhs in debt
which I'll give you at 10% interest for a 3-year period,
but this is for your school business.
As for your training business,
please refuse projects starting next year
That coupled with my business understanding,
using the existing infrastructure and properties,
you give value to the customers.
That combination could build you 1,000 schools.
I believe Namita can bring in more value.
So, we'll make you a combined offer.
Rs. 50 lakhs for 5% equity
plus Rs. 50 lakhs in debt
at 9% interest for 3 years.
When you've to build 1,000 schools,
it'll take your all.
[music swells and fades out]
We have a counteroffer.
- Go ahead. - First, tell us this.
- Do you accept the condition? - Yes.
The condition you laid down, ma'am, already exists.
I was very clear about doing training for one year at the most.
When we start surviving, we'll definitely shut that down.
Sir, our counter is Rs. 50 lakhs for 2.5% equity
and Rs. 50 lakhs debt for the same.
At what interest rate?
- 9... - 9%, sir.
Every... We're out.
Let's make the offer a little more appealing for both of us.
For you, three's better than two.
- Yes, we'd like all five. - [laughs]
Three Sharks will come on board
at Rs. 50 lakhs for 6% equity
and Rs. 50 lakhs debt at 9% interest
for a period of three years.
4.5% for the same.
Okay, Sharks. Deal done.
[Namita giggles]
'We took the deal we were offered'
- especially because we got three Sharks. - Hmm.
They'll add immense value to our business.
Right, the training segment is completely different
and that's not what our company does.
We're a schooling company.
As our schools keep growing, that will shrink.
Today, our core business brings in 10%,
but in future, training will bring in 10% or even go down to 0.
[music fades out]
Congratulations, Team CoGrad.
Welcome to our PokerBaazi zone where you hold the cards.
Are you familiar with poker?
- No. - No.
Very good, let me tell you.
We'd like to talk about the growth phase.
Sure, go ahead.
When we opened the schools,
- there were some challenges. - Hmm.
Opening a school means
you have to manage the peon, principal,
- students and parents. - Hmm.
But as we moved towards more schools,
we required a complete strategy.
- Overall, you mean. - Yes.
Standard operating procedures have to be in place.
What will you deliver?
- How do parents reach out to you and vice versa? - Hmm.
We had to standardise that a lot.
This is business development.
What you said in the Tank was right.
"Don't think of us as an NGO."
This is a proper story of business development and growth.
Okay, let me tell you that this is Three of a kind
- which is your seventh-highest winning card. - Okay.
Which is great!
And I know you're not familiar with poker.
if you're a master of skills and strategies,
log on to the PokerBaazi app and make a winning hand.
Download the app now.
Doesn't the Shark inside you
predict which pitchers should or should not get the deal, right?
Do one thing. Just hear it out.
Lenskart app and lenskart.com are holding a contest
called "Offer Or No Offer".
Participate in it.
[theme music playing]
[theme music concludes]
We're from Jaipur
and our ask is
- Rs. 50 lakhs for 0.5% of our company. - Whoa! Gosh!
"Our story began 30 years ago"
"when a working woman"
"set out in search of healthy snacks for her family."
"All you got in the market was junk."
"Full of sugar, reeking of oil!"
"It was important for me to put an end to this problem."
"I sat with my grandma's book of recipes,"
"my interest and knowledge in nutrition were my allies."
"Mother-in-law's snacks were a hit,"
"a perfect blend of taste and health."
"We thought, why don't we share it with everyone?"
"Eat Better should be a household name,"
"it's only fair."
"Snacks are always in demand in every household..."
"But those with a love for taste and health"
"are very few."
"So, we made such 'laddoos' and snacks..."
"That had no oil and sugar..."
"And yet everyone became addicted."
"A touch of health in the tiffin boxes of the kids."
"Travel-friendly snacks that are simple and much."
"A piece of heaven for the in-laws."
"Or ride that wave of taste at the office without a pause."
- Nice. - "After the daily workout, this is your healthy bite."
"Or watch movies every night with a slice of delight."
"Eat Better snacks are there for you day and night."
"Over 3 lakh families accepted us as their own."
"Our sales growth year on year would leave you mind-blown!"
Oh, my!
"Arrange I did for them loads of funds,"
"but as usual, there was no end to their demands."
"Not just funding is what we ask of you,"
- "our paramount desire is your guidance too." - Oh, wow.
"This message of good health we wish to send to every viewer,"
"your support we need to make this noble cause even better."
"So, Sharks, come and bet on us."
"To be India's number one snacking brand..."
"We are all set!"
[music playing]
- Amazing. - That was nice.
- What poetry! - Lovely poem.
Who wrote the poetry?
We, mother-in-law and daughter-in-law, did.
What rhythm and harmony!
You two set an example!
- [all laugh] - Yes.
Tell us how you got into this.
What sparked the idea?
What brought about the sophistication
in packaging and branding?
Tell us about your journeys.
Eat Better was Vidushi's idea.
Let me give you the backstory.
I grew up in a joint, traditional Marwari family.
In those days, ordering in wasn't the norm.
Whatever you felt like eating had to be made at home itself.
And I have loads of sweet childhood memories
associated with the kitchen.
Cooking became a very...
It came naturally to me as a hobby as I had an interest in cooking.
I got married when I was 20 and moved to Jaipur.
I had kids, joined my husband's business,
and had in-laws with their own special needs.
Packing food for the kids, their tuitions and commutes...
I couldn't prepare fresh snacks every day.
So, I began experimenting on the weekends.
I tried making snacks
and packing maximum nutrition in them,
but making them tasty at the same time.
Also, they needed to last long.
I gradually started making those and the kids loved them.
Then Vidushi joined the family.
Okay. You start, Vidushi, and tell us from the beginning.
I come from the City of Joy, Kolkata.
I did my BBA there from St. Xavier's College.
Along with college, I interned for a lot of ad agencies as well
which aroused my interest in design and marketing.
Further, I completed my MBA
I was highly fascinated by that world.
How do brands work?
How do they launch their products into the market?
How do they get to know their customers?
I was inclined to do something of my own.
After my MBA, in 2018,
I founded a start-up called Soxytoes.
We made colourful socks with noticeable patterns
that helped Gen Z and millennials
express their personalities better.
I scaled the brand to an ARR of Rs. 6 crores
after which the brand stagnated
and then Eat Better came to life.
Okay. Moving on to you, sir.
My name is Shaurya Kanoria.
I was born and raised in Jaipur.
For my college, I went to Christ University in Bengaluru.
I'd hear them say there were no good jobs.
Whenever I spoke with companies,
they would say that finding skilled people was a challenge.
I realised that the issue of employability is significant.
I started a business with my father
called Aegis Skills Edge Pvt Ltd.
We ran this business till 2020.
We trained more than 60,000 students
and helped them get their first job.
After that, when Covid hit, this business was put on hold.
Along with that, there was my mom's product.
We had a family conversation about doing this commercially.
But we never took this idea seriously.
Till the time, Vidushi also brought in that brand experience.
So, we started this as an experiment
in August 2020.
It looks so pretty.
- They made a basket for everyone. - Thank you so much! Thank you.
Do you have a multi-seed mix?
I think I've seen it at my mom's house.
- Wow! - Oh wow!
Why do all the food companies have tough-to-open packaging?
This is my pet peeve.
It is difficult to open the packaging.
- There is a crimp. There's a tear. - There is a notch for tearing.
This has it.
- Usually, it's on the top. - Yes.
- The indent... - We will work on that.
We can mention 'tear here'.
- It is at the wrong end. - Your packaging is fine.
The packaging is weird. I thought it was a bar.
- 3/4th of it is empty. - Yes.
And at the bottom...
- There are laddus. - There were two laddus.
I think you can work on your packaging.
You can make it square.
I will start a company called Pack Better.
[laughing]
[music playing]
This orange one is delicious.
- Thank you! - Thank you so much! Thank you.
The recipes are mine.
If you notice, the ingredients used
are the ones commonly found in our homes.
When we made this commercial,
we did tweak the recipes.
Lovely, you are an artist.
- Thank you so much. - This is delicious.
This is for Rs. 59. Good price points also.
- Thank you. Thank you so much. - Thank you.
How many total SKUs do you have?
We have 36 SKUs and 16 products.
What are the top three products?
Hazelnut Chocolate Laddoos, Millet Desi Masala,
14% from Vanilla Chocolate
and 13% from Millet Desi Masala.
- So you get around 40%-45% from these three. - Yes.
They are very tasty. I have one doubt.
The shelf life is around 6 months on every product.
A short shelf life is dangerous.
Generally, in packaged food, it's around one year to 18 months.
We've mentioned 6 months deliberately
because we haven't used preservatives.
To date, we have never received any returned inventory.
The fat comes from peanuts and other ingredients as well.
Those are healthy fats.
- Not all fats are bad. - I agree.
On this laddu product, you've mentioned high protein.
If I look at the label, it's only 1.2 grams.
And 2.4% of your RDA.
Is it right to claim that it has high protein?
I don't think it's right.
FSSAI has regulations
on which products you can label as such or not.
If 100 grams of product
provides 20% of your required RDA,
you can label it High-Protein. This is as per FSSAI guidelines.
And 4 grams of protein.
The protein-to-calorie ratio
- is quite low. - You are right about the protein.
We did a lot of customer insight and understood...
In fact, this is our new packaging.
We have removed the claim of high-protein.
But then why did you get this for us?
I would like to say again
that this is fulfilling
FSSAI's mandated norms.
If you think you are right,
then why did you take it out from your new packaging?
Because we don't want to focus on functional snacking.
We want to make this an everyday snacking brand.
- That's why. - Those who want to be in functional snacking
will eat bars and are fitness enthusiasts. But our product...
- You changed your positioning from a... - Absolutely.
From a high protein to more of a healthy snacking bar.
Absolutely, right.
- Shall we talk about numbers? - Yes.
Could you tell us the numbers for the last three years?
What will be the EBITDA on a full-year basis?
Break-even.
You've mostly raised funding.
Because you've been burning or you've internally financed it.
- What's the history? - In 2022, we raised a seed round
for a valuation of Rs. 22 crores.
We raised Rs. 5.5 crores pre-money.
And then in 2023,
through CCDs, we raised a round of Rs. 3 crores.
- The CAP was Rs. 45 crores now the note has been converted. - Ah!
- You need another round for Rs. 45 crores. - That was done.
- You did. - We did a round of Rs. 17 crores
at a pre-money valuation of Rs. 75 crores.
- Yes! Full cash. - Yes, absolutely.
- No sweetheart deals. - Okay.
This is why all three of you look so happy.
- We are always happy. - You don't care you are here.
- No! - Give us Rs. 50 lakhs if you want to or don't.
Because you've come walking on clouds.
No!
Listen, the reason for being on Shark Tank
is that we need your guidance.
Money has its own place and advice has its own.
Small brands like us are getting such a good brand.
This is a great opportunity for us, which is why we are so happy.
What are the channels we sell at?
35% is Amazon and other marketplaces.
30% quick commerce like Swiggy, Instamart and Blinkit.
11% of revenue comes from our website.
14% of revenue comes from the gifting category.
9% of revenue comes from HORECA channels.
And 1% comes from modern trade.
Oh my!
- It is well divided. - Yes.
- You mentioned that 30% comes from quick commerce. - Yes.
Are you making Rs. 1 crore monthly from quick commerce?
We are doing Rs. 1 crore only on Blinkit.
Are you also available on Zepto and Swiggy?
Our onboarding with Zepto happened this month itself.
Swiggy is also taking us pan India after seeing our performance.
But Zepto and many quick commerce are doing this co-branding.
- For example, one flavour will be available... - Private label.
Only on Zepto.
Then they promote that product a lot.
- Think about it. It's a good idea. - Definitely!
- 100%. - It's a lovely idea.
But why? Why do that?
- You get a great uptake in sales. - Your...
- Your brand is carrying the product...- Why not more?
There is no limit to growth!
- Look... - Exactly! Thank you, Vidushi.
The more power you give to your distributor,
your power goes down
from a bargaining, negotiating, long-term strategy standpoint.
As long as you can, never give that power to them.
Ultimately, they will shrink your brand and make it disappear.
I don't think this is about giving power.
This is a partnership.
So, if this is exploding, make the most of it.
Shaadi.com and Zepto collaborated.
[laughing]
That was amazing.
- It was all over the internet. - Vidushi, salute!
That's a brand marketing collaboration.
Of course! I am saying a small brand like ours gets visibility.
Vidushi!
[applauding]
Well said.
How is the ownership divided?
52% is with our promoters.
3% is with advisors.
8% is our ESOP pool.
And 37% is with the investors.
What is the promoter split for all three?
21%,
10.5%, 10.5% and 10.5% is with the family.
Who has the last 10% of the promoter?
That's with my younger brother.
Why?
What we've done is cross-holding.
My equity is obviously in the earlier company, Aegis Skills Edge.
- Your brother is running Aegis Skills, right? - Yes.
To avoid any internal friction,
both of you have swapped equity.
- You in his business and him in yours. - Yes.
What are your roles? Are you the CEO?
- No! Shaurya is the CEO. - Shaurya is the CEO.
- Yes! - Yes. I handle production.
I have a team of 60 women.
- Are you manufacturing it? Is your name on it? - Yes.
- Yes. - When did you set up this factor?
It started from the home kitchen.
When we went to an office of 300-400 sq. ft.
and now we have expanded to a 20,000 sq. ft. facility.
- Thank you! - Thanks.
Love you guys!
- Thank you! - Thank you so much!
Especially what you've created
and how you gave the presentation
and your chemistry.
And ma'am, you are an inspiration.
I am very grateful.
What has been going on for quite some time in our country is
that there are millions of entrepreneurs.
I come from a Marwari family. We've always seen
mothers or sisters designing,
running a boutique, selling jewellery,
but no one understood how to scale it.
So, everything about you guys is fantastic.
You showed up quite late.
I would love to invest in a company like that.
But right now, 0.5% or 1% is not going to work for me.
So, for that reason, I am respectfully out.
But thank you for coming here
- and getting us excited. - Thank you so much.
What is your long-term vision?
Where do you see this business in the next five years?
In the next five years, this can be a Rs. 1,000 company in this market.
Because the future of snacking will be healthy.
How much will the EBITDA be according to you?
It could be around 17%-18% EBITDA.
If you look at large FMCG companies,
their EBITDA profile is nice.
But you are a challenger brand, friend.
We are a challenger brand, but our products
stand out and there is a substantial difference.
We handle our own manufacturing in-house.
I will give you an offer first.
[music playing]
I'll give you exactly what you asked for, which is Rs. 50 lakhs at 0.5%.
But I would like a 1% royalty on the sales
till I recover my Rs. 50 lakhs.
There are a lot of strengths in your business.
Your products are good and delicious.
Your pricing is good.
Shaurya and ma'am, you are both special.
- I think, Vidushi, you are extra special in this business. - Thanks.
So, that's a yes.
Despite so many positive things, unfortunately, I can't join you.
Unfortunately, I don't know how we will reach the margin
of 17%-18% in this business.
I believe that there can be a margin of 9%-10%
at Rs. 500-Rs. 600 crores in revenue.
So, if the business is making a profit of Rs. 50 crores,
then today, it would be valued at around Rs. 60-Rs. 70 crores.
I might even nudge you to close the deal at Rs. 60-Rs. 70 crores.
But you have some really great partners on board.
Since you work in the HORECA sector,
- so we might meet sometime in the future. - Yes.
I wish you all the very best. I am out of the deal today.
- You are our friends. - Thank you.
- If we have a deal, will you help us? - Sure.
- Sure! - Yes, I will do it anyway.
I will also give you an offer.
Rs. 50 lakhs for 1.5%.
The valuation is Rs. 33.3 crores.
No royalty.
Because I think you are not profitable.
So, it doesn't make sense. That's my offer.
- Thank you for the offer. - Thank you.
There are very few companies that come on Shark Tank
where the market,
team, product,
economics and growth seem fine.
This is a similar situation.
- Thank you. - Thank you.
The biggest issue is valuation.
And I don't do deals that give 0.5% -1% equity.
What is your expectation, sir?
I will take at least 5% of the company.
And I am ready for Rs. 50 crores valuation for 5%.
So, Rs. 2.5 crores for 5%.
- Thank you! - Thank you!
And by the way, royalty.
I didn't mention royalty.
What?
0% royalty.
I wanted to tell you to remember that
when you give equity, it's permanent.
Whereas royalty is a temporary hit to your P&L.
You seemed happy, but we put you in a tough spot.
[laughing]
Come back and tell us what you want to do.
- Sure. Thank you! - Thank you!
- Give us a minute. Thank you. - Thank you so much for the offer.
Should we accept Kunal's and Namita's offer or join them?
They will take royalty. The founders are obsessed nowadays
with getting the valuation matched.
Welcome! Does everyone have a counter or is there one counter?
We have a small request.
Can the three of you come in...
- For just 0.5% who... - You can increase the equity.
Our last round's valuation was Rs. 75 crores.
Can we make a joint deal at 3% at that valuation?
You know, the stakes are too small.
I would like to stick to mine. I think my offer is quite fair.
I invest in a company for 10-15 years.
We got involved with many brands.
We can help you a lot.
But for that, there has to be skin in the game.
My offer remains the same.
If you want, you can structure it a bit as an advisory model.
But I don't think I will give you a valuation
of more than Rs. 50 crores.
I offered Rs. 33 crores. I am okay to come to Rs. 50 crores.
Rs. 50 lakhs at Rs. 50 crores valuation for 1%.
I am sure we can't go back.
[laughing]
If you are valuation sensitive, you should accept Namita's offer.
But if you want
a strong partner who can help you for the long-term
- of 10-15 years... - Hello! I am also a strong partner.
Kunal! I am an extremely strong partner. What are you saying?
Please decide!
[music playing]
- Namita, deal accepted! - Thank you!
[camera shutter clicks]
Our focus was getting the right partner for our business.
And we believe Namita will be able to add a lot of value.
Kunal, you meet me!
Come on! Meet me outside the Tank.
- Sorry! - Who is strong
- and who isn't strong? - You!
You were saying something. Who...
[laughing]
Team Eat Better Co, congratulations!
- Thank you so much! - Thank you!
- Yes! And you got a deal. I am glad it happened.
But I have a complaint.
- Tell me! - It is a serious complaint.
I don't know why this always happens here.
Whoever comes to pitch on Shark Tank India,
only thinks about the Sharks
and gives them the products and food.
No one thinks about us.
I was feeling a lot of FOMO.
When your pitch was going on and they were eating,
and you said you were on quick commerce.
So, I ordered your products
- from Swiggy Instamart. And look... - Wow!
- This was delivered in 10 minutes. - Wow!
You kept saying laddu time and again.
Exactly! The marketing is on point.
I actually ordered the laddus and snacks.
I will eat them when I get the time.
But congratulations! It was lovely.
- Thank you so much. - How are you going to celebrate?
By having a laddu.
Okay, we'll do this.
After this, guys, if you want anything, you can order laddu.
You get everything on Swiggy Instamart.
It will be delivered in 10 minutes.
We are going to enjoy our snacks now.
You can order now.
'Shark Tank India, co-presented by ACKO Insurance, '
'PokerBaazi and Swiggy Instamart.'
'Co-powered by Adani, and Jaquar Bath and Light.'
'And partners, Rayzon Solar, '
'ICICI Direct and Lenskart.'
[music playing]
Sharks, the most common advice in the world is...
'Take good care of your health.'
And the world's most commonly ignored advice.
- The same thing, 'take good care of your health.' - I agree.
We learn about health either through setbacks
or as we age.
Sharks, we took care of our health.
And then came the dreaded 30s.
When we touched 30, we saw a downfall in our health.
Knee pains, acidity, hair loss,
the list was endless.
We didn't understand what was the problem.
And then we realised what was missing. Nutrition.
In India, 8 out of 10 people don't get complete nutrition.
When you look at supplements in the market, they seem intimidating.
Artificially made or animal sourced.
Earthful is a nature-based nutrition brand.
It provides research-backed, naturally sourced supplements.
with the trust of over 1 lakh customers.
And our dream is,
that whenever a family talks about nutrition,
they should trust Earthful without giving it a thought.
- For this, our ask is Rs. 75 lakhs for 1% equity. - Whoa!
Come, Sharks.
Let's make nutrition Earthful, but not painful.
Give us the history.
- I completed my undergraduate studies from IIT Kharagpur. - Okay.
In chemical engineering.
And then I did my MBA from the Indian School of Business.
Which is proving to be very useful in Earthful today.
I worked with Uber too.
I saw how a high-growth startup is made firsthand.
And then, it is our... What...
- Passion. - Passion.
For how many years did you work at Uber?
- 2.5 years. - Got it. Okay.
Being her younger sister, I followed in her footsteps.
- I completed my undergraduate studies from IIT Kharagpur. - Oh!
Which year?
I did Biotechnology and she did Chemical Engineering.
No MBA like your sister?
No! She is my MBA.
Okay!
Well said.
Whose idea was it to start Earthful?
- Both of us. - I...
No, I would still give her credit.
Seeing the love between you two sisters is truly heartwarming.
[laughing]
Was it because you started having multivitamins
and you thought the products weren't good, or is there another reason?
I worked with ITC, so I always have had a love for consumer brands.
Did you work in a food factory in Haridwar?
- No! I was in personal care. - Makes sense.
I always wanted to do something in this industry.
Then there was Covid.
You know, personally, I could see a lot of people suffering.
And my health also started deteriorating.
Before my 30s I could have tea whenever I wanted
and I would be fine.
Now, I have to think
about how many cups to drink and worry about acidity.
And I know the solution.
But the thought that it's medicine
and whether or not to have it. I always had that doubt.
I wanted to be clear that I will be fine even if I consume it.
That's what made me start Earthful.
There are many multivitamin brands
- that are pharma-led. For example, Namita's company's brand. - Yeah.
- And then there are these herbal supplements. - Right!
You are somewhere in the middle.
This is natural and made in a lab.
Why are you trying to combine these two
and start a new market?
We believe in science first.
But parallelly, there is so much history in India
when it comes to plants and nature. So, there is familiarity.
And how herb marries with science is, a lot of these herbs
- like shatavari, gokshura and ashwagandha... - Yeah!
Western modern science has done research on them.
- Are all your ingredients from nature, or... - Everything!
Including our capsule shell. It is plant cellulose.
Sudha and Veda, it's good to see you again.
- Yeah! Nice to meet you, Kunal. - Again?
- We spoke. - Maybe 6-9 months ago.
- Good to see that your story remains consistent. - Yeah.
Who do we consider our competition?
In Ayurveda, you have Himalaya
and you also have Herbalife.
On the pharma side, you have Revital, Becosules, Shelcal.
In Himalaya, how big is this division?
Their Liv.52 which is their biggest-selling SKU,
is around Rs. 200-Rs. 300 crores.
Even Shelcal does around Rs. 300 crores.
How big is Herbalife?
It is around Rs. 1,500 crores.
There are many brands that sell protein supplements.
In this category, who do we compete with?
There is Whey Protein, but ours is plant-based.
- There is Cosmix. - Cosmix
- You compete with Cosmix. - OZiva
We invested in OZiva.
- Unilever has acquired the company. - Yeah, right.
- Their main product was plant-based protein. - Correct.
What sets us apart from them?
A lot of brands that claim to be natural.
But if you look at the ingredients, it's not really natural.
Take OZiva for example. It has vitamins and mineral blend.
A lot of brands also say
that a lot of other brands claim to be natural,
but their ingredient says otherwise.
We ask you to check our ingredients, it's natural.
This is all for women.
Yeah! Women 40+. You can check calcium.
- Very nice packaging. - Thanks a lot, Namita.
Really nice packaging.
Which plant protein is delicious?
Because I dislike the taste of plant protein.
- Coffee is a new launch. - It's a new launch.
Our intention was that we give them something clean.
When they are consuming they shouldn't feel any side effects.
They shouldn't feel nausea...
Does that happen in another
- pharmaceutical brand? - Yes! A lot claim
that they feel nausea when they have iron tablets.
Our iron comes from curry leaves, and they don't have side effects.
- Correct! - And constipation.
- Correct! Constipation also. - That is the biggest complaint.
- Not just iron, it's the same with calcium. - Correct.
But you are saying
- that your iron and calcium products... - Hmm!
By consuming these, will you not have any of those issues?
There are two types. There are high dosages
- that doctors prescribe. - Right!
That is a drug.
But ours is a food product.
So, the dosages we give
is the daily quantity prescribed
by ICMR guidelines.
Efficacy and bioavailability.
But people generally take dosages of 1 gram per day.
Because the availability is 5%-10%.
In 56% you get 10%.
- Actually, even for pregnant women also... - Yes.
Doctors prescribe 500 mg,
which is what we have in this product as well.
And when it comes to bioavailability,
this is from algae, right?
Its bioavailability is better than inorganic calcium.
What studies have you done
and what are the reasons to believe you and not others?
The ingredients we are choosing are from good sources
that have better bioavailability.
Because of the nature of the source.
And marine algae which we mentioned. There is a study.
There is a study on vitamin E from sunflowers
that it has better bioavailability.
The second thing is, when it comes from plants,
there is something called co-factors.
So, the co-factors also help in the absorption in the body.
Have you done trials on your own
or are you depending on outside studies?
So, both. The clinical trial is almost about to happen.
- It's currently going on. - It's going on.
On what basis are you selling these products and making these claims
if you don't have any studies to back them up?
Because both of you aren't food scientists.
We have an R&D team.
There are biotechnologists, food scientists, nutritionists
and also a doctor panel from whom we take advice.
But this is a big claim
to say this benefits you without backing any studies.
Veda, you can't make general statements like that.
I'll give you one example.
- The calcium we make is derived from coral. - Correct.
There is data to show
- that absorption is better than calcium carbonate. - Right!
And that is specifically a study of coral calcium
- versus calcium carbonate. - Right!
You can't form a generic statement
- Your pricing is around Rs. 700. - Correct.
and with your direct competitors
like OZiva and Wellbeing...
So, the pharma ones are around Rs. 200-Rs. 300.
And when it comes to the competition,
we are about 20% more affordable than them.
What is your SKU?
We have 24 SKUs.
The most selling product is the one for 40+ women.
It helps them in their menopausal phase.
- For repeat buying. - Right!
What has our experience been like in that?
Our primary customers are women above 40.
When they are consuming our supplements,
their symptoms improve.
So, they feel that if they are not sticking to it,
they are going to go back to their old lifestyle.
So, that is helping them build the habit.
That's why our repeats are good.
How much is it?
For a 12-month period,
out of 100 people in that cohort,
approximately 35% to 40% return to Earthful.
So, after 12 months?
- They've come back at any given point of time. - I know!
When you take the cumulative
- of 12 months, 35%-40% is low for this category. - Right.
Here, people have to buy it once every two months.
So, what we've seen is
that in India, people are using one month pack for three months,
That's your biggest issue.
Because you mentioned it on your product
that because this is natural,
the shelf life after opening is 2 months.
Because for the best efficacy, people should
- finish it. - That's not correct. It's very scary.
It is mainly because people end up using wet hands,
- don't close them properly... - No! Hold on!
You are saying, if I open the bottle,
and I use it for 12 months,
then it won't go bad.
- No! - No, it won't.
Then why are you writing it? Has the FDA asked you to mention it?
No, we've mentioned 'keep in a cool dry, place.'
People don't do that.
That is the issue with every supplement.
But that doesn't mean you mention 'two months'.
No, we are not saying it is expiring after two months.
It is on your bottle.
For best efficacy.
Even if you talk about efficacy,
why will any customer
consume a product that doesn't have efficacy?
I think what you meant to say
is to finish this in a month, but this could be misinterpreted
as referring to the expiry date or the product's efficacy
as expiry and efficacy in 2 months.
We will change the wording.
So, FY22, Rs. 2.5 lakhs.
In FY23, Rs. 62 lakhs.
FY24, Rs. 4 crores.
- FY25, year-to-date, we are at Rs. 7.5 crores. Whoa!
What is your expected figure for the full year?
Around Rs. 13 crores.
In total, we've raised Rs. 8 crores
- till now. - That's right.
The first round was Rs. 3 crores which was a CCD round.
- This was the year 2023. - Okay.
Cap was Rs. 24.8 crores.
There was no floor.
This year, we raised Rs. 5 crores from one angel.
Rs. 27.7 crores, post-money.
You increased the valuation
- 3 times. - How did you come up with the valuation of Rs. 75 crores?
We got our term sheet in June.
At that time, we were roughly around Rs 80 lakhs.
Now, we're around Rs 1.2 crores.
- So, your revenue has gone up 30 to 40 per cent. - Yeah. - Right.
- But the valuation has gone up 300 per cent. - Yes.
We've calculated the valuations in multiples currently.
- So, it's roughly 4 times. - No, 6.5 times.
70 per cent is from our website.
30 per cent is from the other marketplaces.
What is your hero product?
- You said it was multivitamins for women over 40 years. - Correct.
So, what per cent of Rs 13 crores is that product?
It is currently 45 per cent.
- One product is 45 per cent of your sales. - Correct.
Yeah.
AOV is around Rs 950.
The other costs are logistics, 11 per cent.
Performance marketing is 48 per cent.
Marketplace commissions are the remaining part.
Around 7 per cent.
At a CM 2 level, we're breaking even.
How much are your salaries and other fixed expenses?
Salaries are 7 per cent.
Branding and GA constitute an additional 7 per cent.
What do you do in branding?
because branding is marketing.
- Right. - Okay.
This is ATL.
You've done something good.
That is why you're getting
a sale of one in two rupees from a menopausal product.
But what unique thing have you figured out in it
that is helping you succeed?
It is connected to your long-term vision.
To have the right to win,
you might know something that others don't.
There weren't many products in this space
that provided nutrients for women above 40 years of age.
Their calcium needs increase
because the body doesn't make calcium,
so it starts taking it from the bones and teeth.
That is something our product is providing.
Comparing the sales on your website
and marketplaces,
which one is inflicting more losses?
We don't do marketing on Amazon.
We are profitable there.
We're incurring a loss on our website.
Once the brand grows to be a common name,
a flywheel is created on Amazon.
So, organically, Amazon also shows the results in the top searches.
It gets easier there.
A company's flywheel is generated
when its customer experience is exceptional.
This is why several customers shop for their products.
Then, that company earns a lot of margin.
The same margin is then invested
to improve the customer experience.
That is how such companies increase their customer base.
There is a structural issue in your business.
Your product is being consumed.
It is to improve health.
You're assuming that the customers will return to you.
In a high AOV and a high gross margin category,
your customers should be increasing your profit pool.
On D2C, you're spending to bring the same customer back over again.
That points to one thing.
The product may not have a strong PMF.
Before that, we had another product which didn't click,
and we pulled it back.
We're still getting 40 per cent repeats from our existing customers.
The challenge is you might be spending money to bring them back.
- Hmm. - Okay.
That is the problem. I am out for that reason.
- I wish you all the best. - Thank you.
Sudha and Veda, I don't think you have a PMF issue
like Kunal said.
You have indeed incurred losses.
- But your percental loss is decreasing annually. - Yeah.
- You've grown rapidly in two years. - Yeah.
I can see a couple of challenges in this business.
- Your shelf life is 12 months. - Right.
You'll bring the product
from the manufacturer to your warehouse.
It will reach the consumer from the warehouses.
There is a chance that it reaches
- the consumer after three to four months. - Right.
Secondly, you must've not budgeted
That's dangerous in a loss-making business.
Next, if only 35 per cent of people return in a year,
that's very low.
I am out for those reasons, but best of luck.
- Thank you. - Thank you.
Number one is that the shelf life is 12 months.
You said the efficacy would decrease.
Then, you said it would work for 12 months.
So, you have to be clear about what it is exactly.
Secondly, you said all plants absorb better.
Then, I told you about my coral calcium.
It has to be specific.
- You cannot put forth general statements. - Right.
Thirdly, you must do a pre-launch trial
or a trial within a month or two of the launch.
Overall, the heart is in the right place.
All the best, but I am out for today.
Your differentiation has challenged me.
I like you both.
I agree with Vineeta and disagree with Kunal.
I don't see an issue with your product-market fit.
My concern is, can we build
a Rs 1000 crore business with only menopausal products?
I wanted to know whether or not you have the potential to do it again.
Do you have the ability to find the following menopausal products?
It is happening by trial and error in your company right now.
I have a conditional offer for you.
Yes.
In your senior leadership team,
if you hire someone
from this industry with insights
at 2.5 per cent of your company.
I'm not sure what your right to win is right now.
Apart from that, for example,
nutrition that feels like comfort food.
Hmm.
I didn't get it.
You've built an average business by working hard.
I'm unclear
how you will create a right to win
in this highly cluttered category.
I'm out. Ritesh had made you a generous offer. Good luck.
- Please give us one minute. - Yes, go ahead.
[laughing]
You didn't tell me that before.
- I understand a little. It's okay. - I'm glad he told us that.
Glad you told us.
Tell me about your offer.
Rs 75 lakhs for 1.5 per cent equity.
You are also entrepreneurs. You know it's a fair ask.
How can you say no to that?
We'll do it at 2.5 per cent.
- Okay. - Okay, Ritesh. - Deal done! - Deal done!
All right!
- Well done. All the best. - Thanks a lot, Ritesh.
- Thank you so much. - Congratulations. - Yeah.
Ritesh had a few doubts.
Ultimately,
the entrepreneurs should be right for a startup to grow.
Veda and I have a lot of conviction in this space.
We have a vision
to do something good and big. He saw that in us.
We won't let him down.
It is portrayed beautifully here,
behind us on this changemakers' wall.
We're bringing the change of inclusivity in health and fitness
with a forward-looking vision.
Today's changemakers are
- Sudha and Veda. Hello. - Hi.
- How are you? - All good.
- I could relate to many things you said in the tank. - Right.
Especially when you're approaching your 30s,
- you start facing a gap in health. - Correct. - Correct.
- You try to fill the gap with other means. - Correct.
We were discussing
- that food is never sufficient. - Right.
It is inadequate.
- But there is a stigma associated with supplements. - Yeah.
Many of the viewers have sent us questions. We'll ask you.
Food is never enough.
We still have inadequacies in our nutrition.
Then, what change can we bring about to ensure our nutrition is balanced.
At Earthful, we say,
'Food first, and then, you supplement it.'
Your plate should be balanced
with the macros micros and be colourful.
Then, you need to be regular with the supplements.
It is like a habit.
You must sleep, wake up on time, and drink enough water.
Similarly, you need to consume
a supplement daily without missing it.
Things cannot change overnight.
- You need to do it consistently. - You need to have patience.
- Amazing. - Do it consistently, and you will see changes.
I love what you're doing. Similarly, Acko is also changing
the insurance landscape with its revolutionary offerings.
With Acko's car insurance,
you can claim repairs in your preferred GST-registered garage
and get cashless settlements.
Also, filing for the claim is simple because it is online.
Guys, to celebrate your time in the tank
and your deal,
here's a memento for you on behalf of Acko and Shark Tank.
This is for you.
- Thank you. - Congratulations.
[camera shutter clicking]
If there is a podcast or a panel discussion,
please call the Executive Director of Emcure Pharmaceuticals.
Namita, do you know you do this?
You have a new job for me.
I'm not fired from Emcure yet.
You also have clarity.
Many of our viewers know that by now.
- Hence, they've sent several questions for you. - Okay, sure.
This question has come from Shiva.
He said, 'Namita ma'am, I love watching you.'
a good friend of mine, started this movement, 'Label Padhega India.'
I think it's fantastic to make India health literate.
I, too, have started reading labels in detail now.
For example,
if there are 2000 calories, you can have only 200 mg of sodium.
WHO recommends only six teaspoons of sugar.
See you at Ask the Shark again
with a new shark and a new question.