Crompton targets ₹250-300 crore from super-premium Rhion brand

The company is also developing Energion as a separate platform for future energy-related businesses. Crompton already has a presence in that segment through products like power banks and stabilisers, though the business remains "very small" currently, he said. Solar rooftop operations are also being housed under Energion.

"We want to look at future adjacencies where we can use energy only as a brand to play in those segments which are relevant for Crompton," Arunachalam said.

Both initiatives sit inside Crompton's broader "Crompton 2.0" transformation, backed by higher spending on brand building, innovation, and organisational changes. The company has raised brand spending to 3.2% of revenue from 1.6%, while annual innovation expenditure has risen to about ₹100 crore from ₹30 crore, Arunachalam said. Crompton is also spending roughly ₹50 crore annually on transformation initiatives, including digitising its go-to-market platform, changing ways of working, and increasing range selling and premium-product sales. Combined annual spending across brand, innovation, and transformation now stands at more than ₹200-220 crore, he said.

On Butterfly, Crompton does not currently consider a merger a priority. "Merger at this point of time is not a priority, because eventually we thought there will be synergies that we can obtain through merger, interestingly we are getting that already," Arunachalam said. The company is already capturing backend synergies across manufacturing, logistics, supply chain, and people, while the front ends of the two businesses remain separate. Crompton had earlier anticipated a merger, management now believes maintaining separate front ends could be beneficial because the two brands have distinct value propositions.

"Other than the legal requirements of running two listed companies and the compliance cost associated with it, we do think the large part of the benefits that needs to accrue has already been accrued," he said.