P-TAL designs and sells pure-metal cookware, drinkware, and dinnerware handcrafted by Thathera artisans, emphasizing authenticity, purity, and health benefits such as better nutrient retention and natural non-stick properties.
Aditya Agrawal, Gaurav Garg , Kirti Goel
Handcrafted cookware and kitchenware in brass, copper, and kansa made by Thatheras, updated in modern forms and sold D2C with verified purity.
Health-conscious buyers of cookware, taste-seekers who prefer the flavor profile from these metals, and premium/luxury consumers buying for aesthetics; strong NRI demand in international D2C.
N/A
Premium/luxury
Premium pricing; e.g., copper/brass water dispensers at approximately ₹6,360 (3L), ₹7,430 (5L), and ₹9,500 (10L); select SKUs around ₹1,985.
~45% India D2C site, ~10% international D2C (majority NRI), ~8% other marketplaces (e.g., Tata CliQ/Okhai/LBB), ~7% Amazon India, ~20% bulk gifting (including G20), ~10% from Delhi store.
Products are hand-made by Thatheras of Jandiala Guru; materials warehoused and fulfilled through an organized supply chain (e.g., Amritsar to warehouse), highlighting purity and artisan compensation.
Annual sales progressed from ₹21 lakh (FY20) to ₹85 lakh (FY21), ₹2.76 crore (FY22), and ₹3.98 crore (FY23); current year-to-date ~₹3.9 crore with a plan to close ~₹9 crore; last month ~₹72 lakh net sales.
~56% gross margin; contribution metrics discussed on-air with positive EBITDA of ~6% after operating costs.
Approximate cost stack included raw material ~28%, artisan payout ~15%, inbound logistics ~1%; then PG charges ~2%, channel margin ~2%, packaging ~1%, shipping ~10% on average (≈6% India, ≈30% international).
AOV around ₹4,500 in India and ≈$250 internationally; majority of international orders from NRIs.
Clear YoY growth from ₹21 lakh to ₹3.98 crore across four years, with momentum reflected in recent monthly sales.
All five sharks—Aman Gupta, Anupam Mittal, Amit Jain, Namita Thapar, and Vineeta Singh—closed at ₹1 crore for 3.2% equity collectively.
Near-term focus on scaling India D2C and Amazon India/US; defer broader marketplace/exports expansion to after stabilizing key channels.
High price points vis-à-vis “affordable luxury” positioning, D2C scalability/profitability for premium heavy SKUs, and the need to sharpen the brand’s core message/tagline.
Detailed interrogation of unit economics, pricing-to-purity linkage, channel strategy, and whether the business currently makes or burns cash.
Paid marketing at ~12% of net sales, supported by a heritage-and-health brand narrative to drive premium D2C conversion.
Began as an SRCC social enterprise project and matured into a D2C brand; no explicit pivot beyond formalizing operations and scaling channels.
Clear positioning around purity and health benefits matters for premium pricing; investor-network fit is as important as capital.
Align tagline with the strongest proof-point (purity/grade), leverage exports where AOV and margins are higher, and use heritage storytelling alongside measurable unit economics.
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