How Longway Grew To ₹125 Cr By Owning Manufacturing And Cost Control

For years, India’s home appliance market was defined by a harsh trade-off. Lower price tags often meant performance lag, while reliable brands were priced way beyond the mass market. When first-time buyers moved online, this price-quality distortion grew even more. Ecommerce marketplaces might have expanded user access, but the fundamentals did not change. Most brands still thrived on deep discounts and design tweaks rather than durability.

In 2020, Deepak and Ritish Garg, a father-son duo, decided to challenge this equation. Longway was founded as a home and kitchen appliances brand for value-conscious Indian households, with reliability built into its product architecture.

Rejecting the asset-light, sourcing-led models popular among many new-age appliance brands, the Gargs adopted a manufacturing-first approach, betting that owning production was the only way to control quality and cost at scale.

The Manufacturing Moat Built For Control

At its facility in Sonipat, Haryana, the consumer appliances brand manages everything from assembly to the machining, fabrication, and moulding of key components. This vertical integration allows Longway to set quality standards, production timelines and cost structures, effectively reducing its dependence on third-party vendors.

This ownership enables business-critical agility. Instead of designing around supplier constraints, Longway builds products from the factory floor up. It allows rapid iteration based on feedback, ensuring that cost discipline never comes at the expense of performance requirements.

Its portfolio, spanning mixer grinders, fans, water heaters, induction cooktops, and more, is engineered for everyday use. The D2C brand eschews feature density and frequent cosmetic upgrades in favour of a singular focus: consistent performance over time.

Scaling Through D2C Momentum

Longway’s distribution has been digital-native from Day 1, with online channels driving 98% of its total sales. This D2C focus allows the brand to reach first-time buyers directly, scale in lockstep with its manufacturing capacity and avoid the pitfalls of discount-led demand spikes.

In 2025, Longway acquired over 10 Lakh users in just six months. Since its inception, the brand has served more than 40 Lakh users and fulfilled 40 Lakh+ orders, with the peak single-day volume hitting 20K. 

It closed FY25 with revenue of INR 125.4 Cr, a 47.33% year-on-year increase from INR 85.11 Cr. In the current fiscal year, its revenue has already reached INR 120 Cr, with projections to close at INR 180 Cr.

Driving Growth Without Dilution

In the next 12-18 months, Longway will expand its manufacturing capacity and enter new categories without diluting operational control. Its mid-term target is also ambitious. The brand aims to achieve INR 500 Cr in revenue within three to five years and emerge as a top-tier consumer durables brand.

In pursuing this goal, the brand will face tough challenges such as maintaining quality consistency, managing manufacturing complexities and retaining the customer trust it has built over the years. However, the same manufacturing-first discipline that shaped its early years may also define its long-term edge.

[Authored By Anirudh Trivedi]

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