In August 2015, PVR paid about ₹5 crore for a 70% stake in a small, nine-store gourmet-popcorn company called Zea Maize. In January 2026, the same cinema group — by then PVR INOX — sold that business, by now the packaged snack brand 4700BC, to Marico for up to ₹226.83 crore ($23.6 million at ₹96.0 to the dollar). The odd part: in the financial year before the sale, 4700BC did not make money. It grew fast and lost roughly ₹16 crore.
That gap — between a business that burns cash and a buyer willing to pay 45 times the original cheque for it — is the story of 4700BC. It is a company that started as mall kiosks, nearly got stuck in the franchise trap, was rescued by a landlord that happened to sell a lot of popcorn, and ended up as the branded snacking bet of one of India’s most disciplined FMCG operators. What follows is documented from company disclosures, exchange filings and reported financials, with every figure carrying its period.
Quick facts
| Brand | 4700BC (premium / gourmet snacking) |
| Legal entity | Zea Maize Private Limited (registered 2012), based in the Delhi–Gurugram region |
| Founded | April 2012 (company); first retail store, Delhi, 2013 |
| Founders | Chirag Gupta and Ankur Gupta |
| Businesses | Gourmet popcorn plus popped chips, makhana, crunchy corn, nachos and other ready-to-eat snacks (50+ variants) |
| FY25 revenue | ₹98.66 crore (up from ₹75.29 crore in FY24) |
| FY25 profit / loss | Net loss of about ₹16 crore (reported), driven by expansion spend |
| Ownership | Private; Marico agreed to buy 93.27% from PVR INOX in January 2026 for up to ₹226.83 crore |
| Founder / CEO | Chirag Gupta (founder, to lead the brand under Marico) |
What 4700BC actually sells
4700BC is a packaged premium-snacking brand built on a single product that Indian shoppers did not treat as premium: popcorn. It has since widened into an adjacent set of “better-for-you” and indulgent snacks, sold in branded packs rather than as loose kiosk food.
- Core range: gourmet popcorn in flavours from caramel and cheese to sriracha, wasabi and other savoury profiles — the brand markets 50+ variants, positioning itself as the only Indian popcorn specialist at this breadth.
- Adjacencies: popped chips, makhana (fox nuts), crunchy corn and nachos — moving the brand from “popcorn company” toward “premium snacking platform.”
- Buyer: urban, price-insensitive snackers who will pay up for packaging and flavour; the company has said publicly it spends more on packaging than on marketing.
- Reach: sold across modern trade, e-commerce, quick commerce and institutional channels, and present in 10+ countries (company-stated).
The origin: two Guptas and a fossil
The company was founded in April 2012 by Chirag Gupta and Ankur Gupta, childhood friends who reconnected around a shared urge to build something. Chirag had been a senior consultant at Deloitte Consulting in the United States and returned to India in 2012; the two registered Zea Maize Private Limited that same year and opened their first outlet in Delhi in 2013.
The founding insight was narrow and, in hindsight, correct: India ate a great deal of popcorn but almost none of it was branded, flavoured or premium. Popcorn was cinema food or a home snack, not a product with an identity. The name itself is a small piece of theatre — popcorn fossils and popping implements have been dated to roughly 4700 BC, and the founders borrowed that as a brand story. The bet was that if you gave popcorn real flavours, real packaging and a real name, urban Indians would pay a premium for it. That bet is the through-line of everything that followed.
The struggle years: the franchise trap
The early model was physical retail — 4700BC kiosks and stores in malls and high-footfall locations across Delhi NCR. By 2016 the brand ran around seven outlets in the region and was being pushed toward franchising as the fast route to scale. This is where the story nearly went wrong, and the founder has said so plainly.
Chirag Gupta’s own summary of the lesson is that a brand should hand out franchises “only when the business operations are robust.” The problem with franchising a young food brand is not the good outlets; it is the bad ones. A single underperforming, badly run franchise store dilutes the brand and damages the image faster than a dozen good stores can rebuild it. For a premium product whose entire promise is quality, that is close to fatal. The kiosk-and-franchise route also tied growth to expensive real estate and left the company vulnerable to the economics of individual locations.
- Concentration risk: a store network clustered in one region (Delhi NCR) meant local footfall shocks hit the whole business.
- Brand-dilution risk: franchise quality was hard to police; a weak outlet could spoil the premium positioning the brand was paying to build.
- Capital drag: physical stores are capital-heavy and slow to scale relative to a packaged product on someone else’s shelf.
The honest read of this period is that 4700BC as a chain of popcorn shops was a good idea trapped in the wrong format. The company needed a different shape.
The turning point: from kiosks to packets
The event that changed the trajectory was not a single launch but a change of owner and format. In 2015 PVR — India’s largest multiplex operator at the time — bought a controlling stake in Zea Maize. That did two things at once. It put a strategic, deep-pocketed backer behind the company, and it handed 4700BC something no independent snack startup could easily buy: a captive, high-margin distribution channel in cinema halls, where popcorn is the single most profitable thing on the counter.
With PVR behind it, 4700BC pivoted from being a chain of kiosks to being a packaged FMCG brand. Packaged popcorn began rolling out around Diwali 2016, first through PVR’s own cinemas and then outward into modern retail and e-commerce. The numbers on either side of that shift tell the story better than adjectives: the business that recorded roughly ₹33.66 crore of revenue in FY22 more than doubled to ₹75.29 crore by FY24 and reached ₹98.66 crore in FY25. A popcorn shop does not compound like that; a branded packaged snack on national shelves can.
The money behind it
4700BC’s funding history is unusual for a consumer startup: it had essentially one strategic owner for most of its life, not a stack of venture rounds.
- PVR, 2015 — the entry: PVR bought about a 70% stake in Zea Maize for roughly ₹5 crore (reported), an entry at a formative, pre-scale stage.
- PVR, over time — the build-out: PVR is reported to have put in roughly ₹94.6 crore of equity into the business across the years, funding the shift to packaged FMCG and national distribution. By the time of the exit it held 93.27%.
- Marico, 2026 — the exit: in January 2026 Marico agreed to acquire that 93.27% stake from PVR INOX for up to ₹226.83 crore, an all-cash deal, with a right to buy the residual stake after three years at a valuation to be set then. Completion was expected within about 30 days.
The named backers, then, are two, and each changed the company:
- PVR INOX gave 4700BC its distribution beachhead (cinema counters) and the capital to become a packaged brand; it treated the stake as a non-core financial investment.
- Marico — maker of Saffola and Parachute — brings FMCG distribution muscle, food R&D and a route into mass modern trade that a founder-led brand cannot replicate quickly.
Marico’s MD and CEO Saugata Gupta framed the logic as scaling “the brand by leveraging Marico’s food distribution and capabilities, while preserving its consumer-first approach and strong innovation engine.” PVR INOX’s Ajay Bijli described 4700BC as having grown “from a niche gourmet product” into “a nationally recognised premium snacking brand” now better placed under a scaled FMCG owner. The deal was advised by Khaitan & Co (for Marico) and Shardul Amarchand Mangaldas (for PVR INOX).
How it makes money
4700BC is a straightforward branded-FMCG margin business, with one structural quirk inherited from its parent. The model works like this:
- Money in: unit sales of packaged snacks across retail, e-commerce, quick commerce and institutional channels (cinemas, airlines, airports).
- The margin lever: premium pricing on a low-cost agricultural input (corn, makhana). The value is added in flavour, format and packaging, not in the raw commodity — which is why the founder has said the company spends more on packaging than marketing.
- Costs out: raw material and manufacturing, packaging, channel margins and listing costs (especially in modern trade and quick commerce), plus the marketing and expansion spend that is currently pushing the business into losses.
- The part people get wrong: a premium snack brand’s economics live and die on gross margin, and here the trend is the good news — the company is reported to have expanded gross margin by roughly 1,000 basis points over FY23–FY25 through supply-chain and go-to-market fixes. The FY25 loss is an investment choice (chasing distribution and new categories), not a broken unit economic.
The numbers
Revenue has compounded at roughly a 42% CAGR over FY23–FY25 (reported). The company is not yet profitable at the net level; the most recent reported figure is a loss.
| Period | Revenue (₹ crore) | Profit / loss (₹ crore) |
| FY22 | 33.66 | Not disclosed here |
| FY23 | 48.47 | Not disclosed here |
| FY24 | 75.29 | Not disclosed here |
| FY25 | 98.66 | Net loss ~16 (reported) |
Two things stand out. First, the top line roughly tripled between FY22 and FY25. Second, the price Marico agreed to pay — up to ₹226.83 crore for 93.27% — values the whole business at a little over 2 times FY25 revenue, a multiple that reflects growth and brand rather than current profit, since there is a net loss to absorb.
Where the money comes from
4700BC no longer depends on the channel that made it. That is the surprise in the mix.
- Cinemas — the origin, now one of many: the PVR relationship seeded the brand, but the business has deliberately expanded “beyond cinema halls into modern retail, digital commerce, and institutional channels” (per the exit disclosure).
- Modern trade and e-commerce: supermarket shelves and online marketplaces are the growth engine of a packaged premium snack.
- Quick commerce: a fast-rising channel for impulse and premium snacking in Indian metros.
- Institutional: airlines and airports — the founder has publicly targeted availability across all major Indian airports.
- Geography: present in 10+ countries (company-stated), though India remains the core.
The strategic point buried here is that PVR’s own numbers show how small this was for a cinema giant: the Zea Maize business represented only about 1.71% of PVR INOX’s revenue and 0.42% of its net worth (per the divestment disclosure). What was a rounding error for a multiplex chain is a real acquisition for a snacking-hungry FMCG major — which is exactly why the asset changed hands.
The risks
- It loses money. The most recent reported year (FY25) shows a net loss of about ₹16 crore on ₹98.66 crore of revenue. Growth is real, but the brand is being bought before it has proven it can be profitable at scale; the path to net profit depends on Marico’s distribution lowering cost-to-serve faster than expansion adds cost.
- Premium snacking is crowded and low-moat. Popcorn, makhana and popped chips are easy to copy; competitors range from D2C upstarts to large FMCG lines and private labels. The moat is brand and shelf presence, both of which must be continually funded — which is part of why the business is in the red.
- Integration and founder risk. The value case rests on Marico plugging 4700BC into its distribution while keeping the brand’s premium feel and innovation intact. Post-acquisition, founder-led brands can lose their edge inside a large FMCG machine; Marico has also kept a three-year option on the residual stake, so the founder’s continued alignment matters to the outcome.
The takeaway
The transferable lesson of 4700BC is about format, not popcorn. The founders had the right consumer insight in 2012 — India would pay up for branded, flavoured snacks — but the first format they chose, franchised mall kiosks, could have killed the idea by diluting the brand and burning capital on real estate. What saved it was a change of shape: from a chain of shops into a packaged product that could ride someone else’s distribution. The strategic backer mattered less for its cash than for the channel and, later, the exit. A good idea in the wrong container looks like a failing business; the same idea repackaged compounds. For founders, the question is rarely only “is the insight right” — it is “is this the format that lets the insight scale without destroying itself.”
Frequently asked questions
Who owns 4700BC?
The brand is owned by Zea Maize Private Limited. In January 2026 Marico agreed to acquire a 93.27% stake in Zea Maize from PVR INOX for up to ₹226.83 crore, with a right to buy the remaining stake after three years. Before that, PVR (later PVR INOX) had been the controlling shareholder since 2015.
Who founded 4700BC and when?
Chirag Gupta and Ankur Gupta founded the company (Zea Maize Private Limited) in April 2012 and opened their first store in Delhi in 2013. Chirag Gupta had previously worked as a senior consultant at Deloitte Consulting in the United States.
How much revenue does 4700BC make?
Zea Maize reported revenue of ₹98.66 crore in FY25, up from ₹75.29 crore in FY24 and ₹48.47 crore in FY23. It reported a net loss of about ₹16 crore in FY25, attributed to expansion spending.
Why did PVR INOX sell 4700BC?
The snacks business was non-core and immaterial to PVR INOX — reportedly about 1.71% of its revenue and 0.42% of its net worth. Selling it let PVR INOX focus on its core cinema-exhibition business and redeploy capital, while placing 4700BC with a scaled FMCG owner better able to grow it.
What does the brand name 4700BC mean?
The name references archaeological finds: fossilised popcorn and popcorn-making implements have been dated to roughly 4700 BC. The founders used that as the brand’s origin story for the product.
Sources
Figures are as of September 2026. Currency converted at $1 ≈ ₹96.0 as of 18 September 2026 (Trading Economics).
- Storyboard18, “Marico to acquire 93.27% stake in 4700BC owner Zea Maize for up to Rs 226.83 crore” — January 2026 (deal terms; FY23/FY24/FY25 revenue; founder and executive quotes).
- Bar & Bench, “Khaitan, SAM act on Marico’s ₹226 crore acquisition of 4700BC snack brand from PVR INOX” — January 2026 (deal, legal advisers).
- SCC Online, “Shardul Amarchand Mangaldas advises PVR INOX on sale of its entire stake in Zea Maize to Marico” — February 2026 (seller stake, advisers).
- Samco, “Marico Acquires 4700BC Parent Zea Maize for ₹227 Crore” — 2026 (CAGR ~42% FY23–25; gross-margin expansion ~1,000 bps; FY25 net loss).
- Entrepreneur India, “PVR INOX exits premium snacks venture, sells 4700BC to Marico for ₹226.8 crore” — January 2026 (deal value; executive quotes from Ajay Bijli and Saugata Gupta).
- ICICI Direct, “Marico acquires Zea Maize Pvt Ltd stake” — 2026 (PVR total equity of ~₹94.6 crore).
- YourStory, “Starting with one store, how PVR-backed 4700BC Popcorn expanded to nine countries” — July 2022 (founding, backgrounds, expansion).
- The Weekend Leader, “Story of 4700 BC popcorn and its founders Chirag Gupta and Ankur Gupta” (founding, 2012 registration, name origin, first store 2013).
- Posist Restaurant Times, interview with Chirag Gupta on the franchise model (franchise-model risks; ~seven Delhi-NCR outlets; packaged popcorn plan ~Diwali 2016).
- India Retailing, “Snack brand 4700BC plans to be available across all major airports: Founder Chirag Gupta” — October 2024 (channels, airport ambition).
- afaqs!, “We spend more money on packaging than marketing: 4700BC’s Chirag Gupta” (positioning, cost priorities).
- Business Standard, coverage of PVR’s 2015 acquisition of a majority stake in Zea Maize (~70% for ~₹5 crore); Crunchbase acquisition record (August 2015).
- 4700BC company website, About page (product range, 50+ variants, 10+ countries — company-stated).
Found an error? Write to us and we’ll correct it in the open, dated, on the piece.