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9. Beyond business, Santosh anchored DOMS to partner with 500+ schools and colleges across India through customised stationery kits and bulk supplies, employs over 11,000 people (including 40+ differently abled team members) across its Umbergaon and J&K hubs.

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8. Today, DOMS crosses over ₹1,200 crore in revenue, holds ~30% market share in pencils and geometry boxes, and is building a new 44-acre plant to power the next decade of pens, markers, and art supplies.🎨

7. In 2023, DOMS entered the public markets. Its IPO listed at a 77% premium, valuing the company at ₹8,500 crore—proof that a small OEM could transform into a national category leader. 💪

6. Simultaneously, Santosh built one of India's most integrated stationery manufacturing ecosystems—13 factories spanning 34 acres with an annual capacity of 473 crores. And then it was time for the big news. 👇🏻

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5. While legacy players relied on old branding, DOMS focused on bold red-black packaging, high-performing pencils, affordable art materials, and an aggressive distribution model that took them to 3,500+ towns, 120 super-stockists, 4,000 distributors, and 1.2 lakh retailers. 📈

4. In the 2010s, DOMS diversified into crayons, colours, sketch pens, geometry boxes, and eventually over 4,000 SKUs. A transformational milestone came in 2012 with Italian major FILA joining hands, bringing world-class R&D and taking an 18.5% stake for 37.8 CR.💰

3. In 2006, DOMS was born with no ads, no glamour—just Santosh walking into small shops in tier-3 towns asking for a few inches of shelf space. Slowly, students began choosing DOMS pencils because they wrote more deeply and didn't break easily. ✅

2. When he formally joined R.R. Industries in 2000, he realised they built quality but captured no brand value. The turning point came with the untimely passing of his father. He wanted to make of his father's dream: their own Indian stationery brand. 🙌

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1. Santosh Raveshia's story begins in a small pencil workshop in Umbergaon. As a child, he watched workers craft pencils that would travel across India to Camlin and Apsara, without ever bearing his family's name. He wanted to change that. 👇🏻

Who is Santosh Raveshia and how did he build a 1000 Cr pencil brand in India? 😳 (A thread)

5. He wanted to build eyewear as a necessity and not a fashion accessory. In December 2010, he incorporated Valyoo Technologies with two friends (Amit and Sumeet) and sourced 700 frames from Delhi and China. Lenskart was born. 🚀

4. While Flipkart was solving for books and electronics, no one solved for eyewear. India had over 500 million people needing vision correction, but 180 million used spectacles. The eyewear market was dominated by unorganised opticians who charged 300-1200% markup, and offered

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3. While he got over 15,000 registered students with SeachMyCampus, the model lacked scalability. After two years of grind, he had to shut. He was down but started searching for new ideas. In 2009, e-commerce started in India, and he noticed something. 🤔

2. But still, something troubled him. He wanted to build something of his own. In 2007, he left Microsoft and came to India to start, SearchMyCampus, to solve everything from accommodation to internships. He thought he had it, but did not. 👇🏻

1. When most kids were playing with toys, Peyush Bansal worked at a call centre, handling thousands of consumer complaints. Seeing his progress, the very senior person who taught him coding offered him the dream job. In 2007, Peyush became a program manager at Microsoft. 💼

10. Today, DMart operates 424 stores across 12 states in India. With a revenue of 57,963 CR at a profit of 2927 CR, it is worth 3 lakh CR. 💪 ➡️Radhakishan Shivkishanji Damani has definitely made his father proud by creating one of India's most valued retail chains. 🙏

9. Avenue Supermarts Ltd was listed on the Stock market with a 1870 CR IPO that was oversubscribed by a massive 104.48 times. It became worth 36,758 CR. 📈

8. By 2016, DMart scaled to 112 stores across 41 cities and a revenue of 8588.12 CR. DMart emerged as the winner, while Big Bazaar shut down, and Reliance Fresh was unable to scale. But the real moment came on 21st March 2017. 👇🏻

7. By 2010, DMart had expanded to 30 stores across Mumbai, Maharashtra, and Gujarat and had revenue of 100 CR. Damani had a simple playbook: cluster stores in areas with high middle-class density, where he could establish logistics hubs. He also trained the staff to think like

6. But Damani knew he was up against biggies—Big Bazaar, Reliance Fresh, Subhiksha. So, he followed the everyday low-cost/everyday low-price model and focused on renting real estate over long leases rather than owning it immediately, which everyone else was doing.