Haldiram All Products List 2021 PDF

PDF NameHaldiram All Products List 2021
No. of Pages5
PDF Size0.60 MB
PDF CategoryGeneral
Published/UpdatedJune 3, 2021
Source / CreditsDrive Files
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Use the direct download link at the bottom to get the Haldiram All Products Listing 2021 PDF.

Haldiram’s, a major Indian sweets and snacks and potato chips manufacturer, is based in Delhi and Nagpur. It has plants located in Nagpur, New Delhi Gurgaon Rudrapur, Gurgaon and Noida.

Haldiram’s offers over 400 products. The company’s products include traditional namkeens and western snacks, Indian sweets as well as cookies, sherbets and papads. It also makes ready-to-eat foods.

Haldiram All Products List 2021 PDF - 2nd Page
  • Haldiram Dal Biji
  • All in One
  • Alu Bhujia
  • Badam Halwa
  • BANANA Wafers
  • Mast Chaat Namkeen
  • Bhavnagri Gathiya
  • Bhelpuri
  • Bhujia Sev
  • Cham Cham
  • Chana Choor
  • Chana Nut
  • Chana Cracker
  • Chatpata Dal
  • Chocolate Soan Papdi
  • Coconut Soan Papdi
  • Cornflakes
  • Diet Chiwda
  • Dry Fruit Mix
  • Falahari Chivda
  • Fatafat Bhel
  • Gol Kachori
  • Gulab Jamun
  • Halke Fulke
  • Kaju Namkeen
  • Kaju Masala
  • Kashmiri Dal
  • Kesar Rasbhari
  • Khari Boondi
  • Khara Boondi
  • Khatta Meetha
  • Lahsun Sev
  • Lemon Bhel
  • Masala Chana
  • Moong Daal
  • Masala Peanut
  • Masala Thick Sev
  • Mathri
  • Mini Bhakarwadi
  • Mini Samosa
  • Methi Gathiya
  • Mixture
  • Moong Daal
  • Murukku
  • Namkeen Peanut
  • Navaratan Mix
  • Nimboo Masala
  • Orange Soan Papdi
  • Panchratan Mix
  • Punjabi Tadka
  • Papad Bikaneri
  • Rajbhog
  • Rasmalai
  • Rasgulla
  • Ratlami Sev
  • Soan Cake
  • Taka Tak
  • Taka Tak Tomato
  • Tangy Tomato
  • Tasty Nuts
  • Vermicelli
  • Roasted Vermicelli
  • Yellow Banana

You can download the complete Haldiram’s snack list in PDF format. Or, you can check out products online by following the direct link.

The Haldiram Snacks, based in Delhi, has become the largest Haldiram company.
Image: Madhu Kapparath

Great men reached the heights and maintained them
Did not come about by sudden flight.
They, however, woke up while their friends slept
They were working in the dark.
–Ralph Waldo Emerson

It is the story of ordinary men accomplishing extraordinary feats that has led to Haldiram’s success. The business, which began as a hobby to earn extra income in 1918, has grown into a huge enterprise in India’s food industry that generates close to Rs5,000 million in annual revenue. This business, which began as a small shop, has grown to encompass all of India and has gained a huge following worldwide.

How could they accomplish such feats? How did they get from a tiny chawl in Bikaner where 13 people used to sleep, to appearing on the Forbes India Rich List 2019?

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A business’s survival depends on its ability to understand customers, run operations efficiently and differentiate products from their competitors. These are just a few of the things that make Haldiram’s stand out. Their indefatigable determination and their ability to persevere despite all obstacles is what truly sets Haldiram apart. With an estimated net worth $1.7 billion, Delhi owners Madhusudan and Manohar Lal are ranked at 86th place on the list.

Ganga Bhishen Agarwal was 12 years old when most children go to school. They are busy taking notes on a chalkboard and copying them. Ganga Bhishen Agarwal spent his time in Bikaner inventing Haldiram’s snack, and then reiterating it to make it more appealing to customers. He made the bhujia out of moth-ki dal, rather than besan. This made it an instant delicacy because moth is extremely popular in Rajasthan and readily available. He made it crispier and more flavorful than the original fattened, bland version. In his early days of business, the boy demonstrated a flair for marketing. He set the price so that the product was more exclusive than a commodity. It sold for 5 paise per kilo under his grandfather Bhikharam’s previous pricing system. He named it “Dungar Sev”, after Maharaja Dungar Singh at the time, giving the brand an aspirational appeal.


The price of bhujia rose from 2 paise per kilo to 25, making it a profitable business venture that the entire family could live off. The seeds of a global empire were sown when merchants stopped in Kolkata to buy this bhujia to send back to their friends.

Ganga Bhishen and his two sons (Moolchand Lal and Rameshwar Lal) took a leap with the support of well-wishers in the 1950s and opened a business (Haldiram Bhujiawala), which was a great success. After that, there was no turning back. The business moved to Nagpur (Shiv Kishen Agarwal), and then to the capital (Manohar Lal Agarwal, Madhusudan Agarwal).

Madhusudan and Manohar Lal, the youngest sons from Moolchand were able to fight the ultimate battle together in order to forge their own way. The Agarwal family was strongly against the idea of taking out loans or debt. Their mantra was organic growth. Manohar Lal, his older brother Shiv Kishan and their savings were all taken out and they had to put their lives on the line when it was time to invest in Delhi. The business was established in Chandni Chowk in 1983. However, unlike other cities, bhujia wasn’t a new product in Delhi. Ghantewala, Bikanerwala and other established players faced stiff competition. They were able to differentiate themselves strategically by focusing on the adaptation of flavours and innovating to satisfy the needs and quickly began to make a profit.

Their family business was just starting to get its feet under control when their apartment and shop were set on fire by the 1984 Sikh riots. Manohar Lal, however, was unwavering and, after sending his family to Bikaner in the 1984 Sikh riots, worked with Madhusudan to rebuild the business brick by brick. He was not going to be kicked out by Delhi.

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Manohar Lal, unlike his predecessors was a college graduate and had a keen understanding of processes. This was an opportunity to start over and build a business that would become the foundation of the empire. The young entrepreneurs dreamed of creating a business that would reach the most remote corners of the country through automation and innovation. The first step was to rebuild their shop. After business started to pick up, they converted their apartment into an industrial factory. The entire family worked long nights trying to keep up the demand. Soon enough, Chandni Chowk was no longer sufficient and Manohar lal started looking for large-scale factory space. In the late 1980s, their first factory was established. Distribution was their greatest strength and one of the keys to their success in the capital. Their success can be seen in the fact that the Rs5 Haldiram’s Bhujia packet, which is a currency substitute for loose change, is still used at stations and stalls across the country.

The Haldiram family, like many family businesses, was subject to inheritance disputes. Ganga Bhishan, Ganga’s mother, put an end to the family feud early in their journey. She created a unique system for territorial division that allowed each family member to only do business in the territory they were assigned. Rameshwar Lal’s sons and he were allowed to only do business in West Bengal. Although initially sales were good, this arrangement worked. However, as more family branches grew the business in the capital city and throughout the country, it became difficult to keep the agreement.

The Kolkata family moved into Delhi in 1991. They refused to change their brand name to differentiate themselves from Delhi’s, and incurred a court case. The case lasted almost 15 years and impacted not only the family’s financial resources but also their emotional ties. In 2013, Delhi’s Haldiram’s became sole owners of the trademark “Haldiram Bhujiawala”. The Kolkata family may still own a few shops in Delhi but with the power of the Delhi empire, and their loyal customer base, Haldiram’s Delhi is able to ignore these small intrusions.(From left) Moolchand Agarwal’s sons Madhusudhan Agarwal, Shiv Kishan Agarwal (sitting), Shiv Ratan Agarwal and Manohar Lal Agarwal

Manohar Lal, his brother and other businessmen have been pushing the boundaries of business while keeping their secrets close to their chests. Haldiram’s latest venture with Brioche Doree (the second-largest bakery chain in the country) is proof of their determination to expand their reach. The bakeries will now only serve vegetarian food that is specifically tailored for the Indian market.

Like PepsiCo, Kellogg’s breakfast products giant has expressed interest in buying or partnering with Haldiram’s (Nagpur & Delhi enterprises). They are valued at $3 billion. The talks are ongoing and it remains to be seen if this will lead to a partnership or merger, given Haldiram’s propensity for close control of the family business.

Although Madhusudan and Manohar Lal have made it onto the Forbes India Rich List 2019, the brand remains grounded. We are grateful to our customers for their growth. This position was only possible by God’s grace and the trust of our customers. We will strive to continue delighting our customers in the future. Manohar Lal says that this is also due to the hard work, dedication, loyalty, and hard work of all our employees.”

The company’s focus is on innovation in product design, but they also have ambitions to expand internationally. To meet the growing demand for Indian sweets in Europe, they set up a state of the art factory in London. Once this model is proven successful, they plan to expand this venture to other countries.

Despite their incredible growth, they still face many challenges. The family business is slowly opening its doors and hiring professionals. This will improve processes and make Haldiram’s a world-class company, but they must balance the traditional and new employees.

It is important that the family plan for succession. A system that works allows for the organization to grow and evolve with each generation is what makes Johnson & Johnson such a successful family business. Haldiram’s is focused on developing their process and credo in order to support future growth.

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