“We expect plant-based protein to become as commonplace as paneer in Indian restaurants.”

Abhishek Sinha, co-founder of GoodDot, is at the forefront of India’s plant-based meat revolution—driven by a vision to make sustainable, affordable, and protein-rich alternatives accessible to the masses. With India’s predominantly vegetarian eating habits and growing interest in ethical consumption, Sinha sees a powerful opportunity to position plant-based meats as everyday staples rather than niche indulgences.

In this interview, he shares how GoodDot’s strategy is evolving across domestic and international markets, the unique role of their QSR venture GoodDo, and the pressing need for policy support to level the playing field. From pricing dynamics and consumer education to global competitiveness and culinary innovation, Sinha outlines a roadmap for making plant-based protein as commonplace as paneer in Indian meals.

IBT: From an industry standpoint, what are the biggest enablers and barriers currently shaping the growth of India’s plant-based meat sector?

Abhishek Sinha: India’s cultural and dietary habits serve as a major enabler. While around 72% of the population consumes meat, it is typically limited to once or twice a week. This means that even meat-eaters largely follow a vegetarian diet for most meals, creating a strong demand for high-protein vegetarian alternatives. On the other hand, plant-based meats in India face a cost disadvantage due to lack of scale and the current 18% GST, which is higher than the 0% applied on animal meat. This tax structure and relatively limited awareness are significant barriers to growth.

IBT: How does your go-to-market strategy differ across urban and rural segments in terms of distribution, pricing, and consumer education?

Abhishek Sinha: Our strategy adapts to the unique dynamics of each market. Internationally, we focus on exporting Indian-style plant-based dishes—like butter chicken or mutton curry made with plant protein—which resonate well due to their authenticity. There is currently no other global brand offering Indian plant-based meat in this format. In Dubai, we operate through a B2B model, while in Australia, we focus on direct retail. Domestically, we use a tiered pricing model to ensure affordability and widespread adoption, supported by on-ground consumer education campaigns to build familiarity and trust in our products.

IBT: How does your QSR venture ‘GoodDo’ align with your broader brand strategy?

Abhishek Sinha: GoodDo plays a critical role in offering consumers an affordable and accessible way to try plant-based dishes. More than just a sales channel, it functions as a real-time feedback mechanism that informs our product development and retail strategy. We’ve launched formats like plant-based keema pav at just ₹20 in Udaipur and a tikka/soya chaap concept, which has strong appeal in North India. These initiatives not only expand reach but also normalize plant-based protein consumption in day-to-day meals. We are also building a franchise network to scale this across India.

IBT: What kind of policy support or incentives do you expect from the Indian government to help this sector scale?

Abhishek Sinha: Policy support is crucial to level the playing field. The current 18% GST on plant-based meats is a deterrent for price-sensitive consumers, especially when traditional meat is untaxed. Additionally, access to institutional finance remains difficult. Though the government has introduced schemes like collateral-free loans and credit guarantees, many young companies lack the financial history or collateral to qualify. On the export front, support from APEDA and the Ministry of Commerce—such as subsidies for participating in international trade shows—can significantly help smaller companies gain exposure and compete globally.

IBT: What differences do you observe between Indian and global consumer trends?

Abhishek Sinha: Consumers worldwide are becoming increasingly value-conscious due to inflationary pressures. In both Indian and Western markets, price, taste, and nutrition are the key drivers of adoption. Premium-priced plant-based products are struggling, while value-for-money offerings are seeing better traction. In global markets, private labels are outperforming premium brands for this reason. This shift underscores the importance of offering affordable, high-quality plant-based alternatives tailored to local tastes.

IBT: What is your vision for India’s plant-based protein industry, and what factors will drive its next phase of growth?

Abhishek Sinha: Since 2017, we’ve witnessed consistent growth in both consumer acceptance and B2B interest. Leading brands like Tibbs Frankie, Marriott, Radisson, and EatFit have integrated our products, recognizing the limited vegetarian protein options beyond paneer. Plant-based proteins offer culinary flexibility—they can be used in biryanis, tikkas, or Indo-Chinese dishes. Moreover, they serve as a resilient protein source during crises like avian flu. Going forward, consumer awareness, innovation in texture and flavor, and strategic collaborations with foodservice providers will drive growth. In the next 4–5 years, we expect plant-based protein to become as commonplace as paneer in Indian restaurants.

IBT: With rising global demand for sustainable proteins, where do you see Indian plant-based brands having a competitive advantage, and what are the barriers to global success?

Abhishek Sinha: Indian brands hold a strong edge due to low production costs, easy access to agricultural raw materials, and relatively inexpensive labor and infrastructure. This allows us to price many plant-based products below meat alternatives—something not all international brands can achieve. There is also strong potential to blend Indian vegetarian traditions with plant-based innovations, offering authentic formats like butter chicken or tikka using plant protein to a global audience. However, to realize this potential fully, challenges such as limited brand awareness, lack of global distribution partnerships, and high cost of international marketing must be addressed, preferably with government support.