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RPSG Ventures To Acquire 40% Stake In Luxury Couturier Falguni Shane Peacock

RPSG Ventures has signed definitive agreements to acquire a 40% stake in FSP Design marking its entry into the luxury couture segment with an option to increase its shareholding to 50% over the next two years.

MM Desk by MM Desk
November 20, 2025
in Business
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RPSG Ventures To Acquire 40% Stake In Luxury Couturier Falguni Shane Peacock

RPSG Ventures, a strategic arm of the RP-Sanjiv Goenka Group, announced that it has signed definitive agreements to acquire a 40% stake in FSP Design Private Limited, the company behind luxury fashion label Falguni Shane Peacock (“FSP”).

Under the agreements, RPSG Ventures will acquire the 40% stake through a combination of primary investment and secondary share purchase from existing shareholders Falguni Shane Peacock, Shane Jude Peacock and other shareholders. The company will also have the right to acquire an additional 10% stake in FSP Design within 18–24 months of completion of the initial transaction, enabling it to increase its shareholding to 50% over time.

This investment marks RPSG Ventures’ entry into the luxury couture segment and is a step in its strategy to build a differentiated portfolio across the luxury fashion and lifestyle space. The investment into FSP will support its growth strategy, enabling the brand to expand across key markets, diversify into new categories and enhance organisational scale.

Founded by Falguni Peacock and Shane Peacock, FSP has emerged as one of India’s most recognisable luxury couture houses. The brand is known for its craftsmanship, contemporary design language and global presence, with a clientele spanning international celebrities, fashion icons and couture patrons. FSP reported revenues from operations of Rs 91.75 crore in FY 2024–25, up from Rs 76.50 crore in FY 2023–24 and Rs 68.50 crore in FY 2022–23, with sales across India and overseas through exclusive brand outlets, multi-brand stores and online channels. The investment will enable FSP to accelerate its growth strategy across key markets, expand into new categories and strengthen its organisational capabilities in line with global luxury benchmarks.

Shashwat Goenka, Vice Chairman, RPSG Group said: “Falguni Shane Peacock reflects the emergence of a modern Indian luxury identity, rooted in heritage yet unapologetically global in its expression. Our partnership is driven by a clear belief: Indian craftsmanship and contemporary design deserve a global stage. FSP has the brand equity, the authenticity, and the creative depth and we are proud to support this next phase of its growth.”

Shivika Goenka, Director – Luxury & Education, RPSG Group, who will lead the luxury business at RPSG Group, said, “RPSG Group recognizes the craftsmanship of Indian designers and sees their participation as integral to building a strong luxury portfolio. Falguni Shane Peacock, as a global brand, represents creative courage, meticulous craftsmanship and a truly global vision for Indian luxury. This partnership strengthens our Group’s commitment to shape India’s presence on the world stage. We look forward to collaborating with FSP Design Private Limited as it enters an exciting new chapter of growth and international expansion.”

Falguni Peacock, Co-Founder and Creative Director, FSP, said: “This partnership marks a new chapter for us. RPSG’s belief in our vision gives us the support to scale globally while staying true to our heritage and craftsmanship. We look forward to building the future of Indian luxury together.”

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Every marketer talks about building awareness, few have to build it without talking about the product. India's alcobev industry has spent decades navigating that paradox. Direct product advertising isn't permitted, making surrogate advertising only one part of the marketing equation. The bigger challenge has always been earning something no media budget can buy: consumers who become advocates for the brand. For Debasree Dasgupta, Chief Marketing Officer, Pernod Ricard India, that's the category's biggest truth. “Consumers will always be your biggest advertisers,” she said. It's a philosophy born out of necessity. But it has also shaped how alcobev brands think about marketing itself. “The principles of marketing are the same whether it's personal care, beauty or alcobev. What changes is the complexity.” That complexity, according to Dasgupta, isn't just about navigating regulations. It's about understanding consumers, managing a diverse portfolio, and ensuring brands continue to grow despite having fewer traditional marketing levers than almost any other consumer category. India remains one of the world's most tightly regulated alcohol markets, where brands have to navigate different state regulations, on-trade and off-trade ecosystems, and restrictions on advertising products directly. For marketers, that has meant learning an entirely different language of brand building. Marketing hasn't changed, The rulebook has Dasgupta's own career has prepared her for exactly that. Rather than following a straight path, she has moved across FMCG, health and hygiene, beverages and now alcobev, picking up different lessons along the way. “I think the beauty is that I didn't have a linear career path, and I think it was very deliberate and intentional.” Each company, she said, has added a different layer to her understanding of marketing. “Unilever taught me to be extremely consumer-centric and always keep the consumer at the heart. Reckitt taught me commercial discipline, that marketing needs to lead to commercial and business growth. PepsiCo was about how brands stay relevant in culture.” Bringing those experiences together at Pernod Ricard has reinforced one belief. “The principles of marketing remain the same.” The environment, however, certainly doesn't. While referring to India as one of the markets where alcohol advertising is prohibited, she said, “The regulatory landscape is quite complex. That's the piece that one needs to wrap their minds around as you navigate and ensure that you're able to drive business growth.” That complexity extends well beyond regulation. “At a portfolio level, it's important for us to understand what is delivering the present and what will deliver tomorrow,” she said. “Where is growth coming from today, and where will growth come from in the future?” When consumers become the media channel Perhaps the biggest difference between alcobev and traditional consumer goods lies in how brands create awareness. Unlike an FMCG company, Pernod Ricard cannot advertise its alcohol products directly. “So the disadvantage that we have versus CPG is we cannot advertise products,” Dasgupta said. “We are in compliance with the guidelines that exist today.” Instead, the company builds visibility through compliant brand extensions such as packaged drinking water, while investing in passion points like cricket, music and digital platforms. “For us, the brand extension is a compliant business in itself and we can advertise that. We continue to double down on social, digital and influencer marketing for those businesses.” Furthermore, Dasgupta went on to say, “What we rely on is on-premise advocacy. We rely on sampling. We ensure that our liquids are extremely high quality so that when the moment of truth happens, consumers really love the product.” That has also meant new launches take longer to build. “Awareness build-up is much slower because consumers discover the product at the point of sale. That's very different from an FMCG brand.” Which naturally raises another question: if brands can't advertise products, who does the selling? “The consumers will always be your biggest advertisers,” Dasgupta said. “If you walk into an outlet and see someone drinking, it gives you confidence in the brand.” Word of mouth, she believes, becomes one of the category's most powerful marketing channels. “In a category where you can't advertise the product, consumers become your champions.” That consumer-first philosophy also shapes how global brands are adapted for India. For marketers outside the alcobev industry, the constraints may seem daunting. For Dasgupta, they've simply reinforced a timeless lesson. When the product can't do the talking, the brand, and ultimately the consumer, has to.

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