Avenue Supermart: a compounding machine?

Management admitted they were behind on their store count targets, particularly in North India. While they have a massive presence in the West and South, the NCR market is highly competitive and real estate constrained. To hit their goal of 40–60 new stores per year, they can no longer wait for the perfect standalone plot of land. Malls in high-density areas provide a ready-made footprint.

And as per filling and me talking to my friend from there, Galaxy Blue Sapphire Mall is located in Greater Noida West (Noida Extension), which is arguably one of the most densely populated residential hubs currently developing in India, as per him.

Also worth noting is that DMart has seen a leadership transition, with Anshul Asawa taking over as CEO from Neville Noronha in early 2026. This new era seems focused on aggressive scaling. The opening of multiple mall-based stores on the same day (Ghaziabad and Greater Noida) suggests a deliberate strategy.

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What does the community think about the new CEO?
I’m a bit skeptical of a CEO foreign to this firm that runs very differently from other retailers. Ideally they should have had someone from within the firm lead - upholding the long standing principles which makes the firm so successful and efficient. Usually only when pre-existing strategies dont work that’s when firms get a foreign CEO, but in Dmart’s case I believe they should promoted an internal senior member to take up the role of CEO.
It’s either this or there’s a major strategy change coming in - in which case the same fundamentals of the stock may or may not apply.

Secondly my thoughts about overall competition in retail. Initially I always believed that super cheap quick commerce was unsustainable. It still is unsustainable at present levels which is why some fund raises are required periodically. Q-comm has definitely taken away market share but in a different order.
It has reduced reliance of E-comm, and kirana stores. Then it finally hit other retailers which were financially less healthy. It hasn’t dmart yet but q-comm has weakned the overall retail environment.
But when the management finally believes it’s time to hit the brakes and focus on profitability the scale will come into picture by a big margin. And what all could possibly lead to this?
Squeezing FMCG players thin.
Advertising.
The onus may not fall onto the customer but rather the fmcg players. Once a signficant market share has been gained then FMCG has no choice but to be present on the platforms - get visibility.
I dont believe Dmart can maintain the old growth with Q-comm continuing to expand at the same rate. Sooner or later there will be a profitable Q-comm player. It does become a zero sum game if Q-comm can maintain these prices and achieve profitability, finally taking market share away from dmart where fmcg players already make wafer thin margins.
Would like your thoughts.

Disclosure: Not invested, but tracking.

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Couldn’t agree more on the CEO part. In this business, operations is everything. They are basically saying that the new guy is better than the guy who’s been with the company for 2 decades. Maybe they are right, who are we to judge but this decision does warrant some serious questioning.

Btw the current CEO of Costco Ron Vachris started as a forklift operator over 40 years ago. That should put things in perspective.

Disc. Not invested, not tracking.

My perspective is that they have huge runaway for growth
offcourse the pace will slow dur to competition and base effect
all that is reflected in share price i think
they have huge liquidity with them so that will always be an X factor with which they can grow

Trustified lab tested some products from Dmart.

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• 9 new stores opened in last 3 days
• Total store count: 481
• Aggressive scale-up across geographies

ANNUAL STORE ADDITIONS
• FY store additions: 66 stores

QUARTERLY MOMENTUM
• Stores added this quarter: 39 (with 2 days remaining)
• Same quarter last year: 28 stores

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6 more opened. Total 488 stores. They do seem to be picking up store expansion pace

It is disappointing that DMart Premia products found to be with bacterial contamination.

The key issue is likely poor adherence to storage chain protocols and unhygienic handling at the local packaging.

SIDE NOTE

The same issue is found with most packet milk pouches. Though pasteurised, the milk is then transferred to be packaged locally, where unhygienic handling lead to microbial contamination.

We switched to UHT processed (much higher temperature processing than pasteurisation) tetra pack milk (packaged at the milk processing plant itself) since this issue is mostly avoided.


DMart should tighten their packaging process to avoid this issue.

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D-Mart’s store expansion pace is at an all-time high. Encouraging to see the former CEO actively driving this, especially on new store openings.

Alongside this, we should closely track any shift in strategy—particularly around margin improvement, as it can be done easily. If there is clear evidence of such a transition, I would consider increasing allocation.

As a group, it would be useful for all of us to keep a close watch on any such strategy changes.

Pesticide issue might be true with other brands as well, as this comes from farms and farmers use pesticide in greater quantity.

It’s 500 now. 12 more opened today, and weirdly one opened in IMT Faridabad.
Is this within the campus?
Not sure what this strategy seems to be.

Added yet another Store in the mall today in Omaxe Connaught Place Mall, Greater Noida (Uttar Pradesh)

IMT Faridabad is actually located in Sector 75 , right on the edge of the industrial township, but this just near Golden Gate, BPTP Parkland, Sector 75, Faridabad, very near to IMT (friend confirmed).

DMart has been aggressively expanding across industrial hubs in Haryana because these areas combine high-density housing with a stable, working-class customer base that fits their value retail model perfectly.

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Not always, but there are some brands having similar problem.

But the brands don’t have any excuse. They should tighten quality control and stay within the established FSSAI limits.

These issues could become viral, and have potential to break trust. So this needs to be taken seriously (not to mention the health concerns).

Q4 and FY26 Update


Yet again, delivered 15%+ growth in topline.
Margins and 3SG are key to watch now.

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I have used chatgpt to format this post, I copy pasted my thoughts and asked chatgpt to make them it interesting reading.

Disclaimer: I am an apparel/textile retailer, and what I’m sharing below is purely based on my on-ground experience. This is not a stock recommendation. I understand the business, not stock valuation.

My Ground-Level Observations on

Avenue Supermarts Limited

(DMart)

In February, I had shared insights after meeting multiple suppliers across Ghaziabad, Meerut, Panipat, and Pilkhuwa. Recently, I visited a DMart store myself, and what I saw strongly reinforced—and expanded—my earlier understanding.

Let me walk you through it.

1. Clear Shift in Store Strategy

I visited DMart on a Sunday around 11:30 AM—parking was full, store was packed.

  • Ground floor: Groceries & FMCG (as expected)

  • First floor: Heavy focus on apparel and lifestyle

What stood out?

Earlier, DMart treated apparel and lifestyle as secondary categories. Now, they’re giving it prime real estate.

:backhand_index_pointing_right: Roughly 75% of the first floor was apparel

:backhand_index_pointing_right: Remaining space: luggage, bags, etc.

This is a clear strategic shift—from pure high-turnover FMCG to balanced, higher-margin categories.

2. Premiumisation in Bedsheets (Big Change)

This shocked me the most.

Earlier DMart price range for bedsheets:

  • ₹399 → ₹899 (mass value play)

Now I saw:

  • ₹1,100 range products

  • ₹1,300 king-size bedsheets (180 TC)

Supplier: Laxmi Garment (Jaipur) — I personally deal with them

Quality code: Sandstanley

:backhand_index_pointing_right: I can confidently say: DMart is making strong margins here

This is not random stocking—this is intentional trading-up strategy.

3. New Category Bet: Sofa Throws

This connects directly to what a vendor told me earlier.

  • Product spotted: Sofa throw

  • Price: ~₹1,499

  • Stock: Only 1 piece left

  • Staff feedback: Sold out in other designs

Now understand this:

:backhand_index_pointing_right: Sofa throw is still a new concept in India

:backhand_index_pointing_right: More common in European markets

:backhand_index_pointing_right: Requires some “visual selling”—not typical DMart style

Yet—it’s selling.

This tells me:

  • DMart is testing + scaling new categories

  • Customers are accepting higher-ticket lifestyle products

That’s a big signal.

4. Aggressive Space Allocation (Massive Insight)

This is where retail understanding really kicks in.

  • Total space (bedsheets + sofa + pillows): ~1780 sq ft

  • Bedsheets alone: ~1200 sq ft

Now compare:

:backhand_index_pointing_right: My store:

  • Total handloom: ~800 sq ft

  • Bedsheets + sofa: ~300 sq ft

:backhand_index_pointing_right: DMart:

  • ~6x my allocation in this category alone

This is not trial.

This is full conviction category build-out.

Also important:

  • Full price ladder covered (entry to premium)

  • Depth + width both strong

5. Fast Fashion Responsiveness (Men’s Section)

I spotted:

  • Denim cargos

  • Wide/big-bottom jeans

Now this matters.

:backhand_index_pointing_right: This trend is relatively new

:backhand_index_pointing_right: Seen in Zudio for last ~2 years

:backhand_index_pointing_right: DMart catching it early is unexpected

Even more interesting:

  • Inventory depth: 100+ pieces in this segment

Even if footfall purchase wasn’t obvious at that moment,

stock depth = demand validation internally

6. Innerwear = Margin Machine

Brands spotted:

  • Amul Macho

  • Rupa

  • Lux

  • Indixie

Here’s the real game:

  • Typical retailer margin: ~50%

  • My store: ~40% discount

  • DMart: ~20–30% discount

:backhand_index_pointing_right: Meaning: DMart keeps higher margins than many traditional retailers

This is opposite of their old perception.

7. Smart Pricing Psychology (Old Insight Validated)

From vendor + store visit combined:

  • Low-price anchors still exist

    • Example: Cushion covers ₹49 (low margin)
  • High-margin products quietly expanded

    • Example: Bolster covers ₹199

    • Premium bedsheets, sofa throws

:backhand_index_pointing_right: Customer still feels DMart is cheap

:backhand_index_pointing_right: But actual basket margin is much higher

This is very intelligent retail engineering

Final Take

I’ll say this very clearly:

:backhand_index_pointing_right: DMart is not abandoning its DNA

:backhand_index_pointing_right: It is evolving it

  • Maintaining value perception

  • Increasing category mix

  • Expanding into higher-margin products

  • Testing + scaling new ideas

  • Allocating serious space to lifestyle

From a business perspective:

:backhand_index_pointing_right: They are doing a lot of things right

Important Clarification

I am speaking only about the business, not the stock price.

I don’t know:

  • Whether the stock is cheap or expensive

  • Whether it’s the right time to buy

What I do know:

  • I operate in the same ecosystem

  • I deal with similar vendors

  • I can see changes at ground level

And based on that:

:backhand_index_pointing_right: I like what I see in the business

:backhand_index_pointing_right: That’s why I have increased my allocation

If you understand retail deeply, you’ll realize—

this shift is not small. It is structural.

This is the sofa throw product that I was discussing earlier. I got image in my mobile, so I was able to upload here.

In price tag, at the top line, in bracket [MHF] is written. This is their vendor name short-code and it is common across all the products.

I personally know this vendor, so I can’t disclose the vendor name.

Location - Dmart, near Vivanta Hotel, Hinjawadi, Hinjavadi, Maharashtra 411057

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I have personally experienced this while shopping at DMart. A friend of mine who was shopping always assumed that we were purchasing at the best price and didn’t feel the need to compare prices. For certain products including branded ones, I have found better deals on Amazon / quick commerce apps. (I can quote a specific example of a GM 3060 extension board that was always cheaper on Amazon as compared to DMart. Card discounts available online extra.)

Thank you for your analysis @nikhildoshi

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Thanks for your insight into one of the division of Dmart.

Agree with most of the points here — the business quality and execution consistency are clearly visible, including the continued expansion and steady operating metrics.

One thing I’ve found interesting with names like this is how the investment experience plays out alongside the business trajectory.

For example, even with ongoing operational progress, the stock has gone through extended periods of consolidation (post-2021 being one phase), where price largely moved within a range before the next leg of returns emerged.

Which raises a slightly different dimension beyond the business itself:

  • how much of the return actually comes in relatively short windows, versus how long one has to sit through inactive phases in between?

Not a counterpoint to the thesis — just another dimension I’ve been trying to understand better.