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General June 12, 2026 2 min read

Big Bazaar and the balance sheet underneath it

CA Dhananjay Walke
CA Dhananjay Walke
Managing Partner, DRP & Co. LLP

He built India's first hypermarket. Debt took the whole empire back.

Written on 12 June 2026, based on public reports at that time.

Kishore Biyani was the father of modern Indian retail. Big Bazaar was his. For a generation of Indians, that weekend trip to Big Bazaar was the first taste of organised shopping. At its peak his group ran over 1,700 stores across the country.

He did not stop at one format. He kept expanding. More Big Bazaar stores, grocery chains like Nilgiris and Heritage, then EasyDay, then HyperCity, and moves into insurance, finance and logistics. Some of it sat close to his core. Some of it was far away. Almost all of it was funded the same way, with borrowed money.

Years later, asked what went wrong, Biyani did not blame the market or the competition. He said his mistake was “growing on debt. And not building a strong balance sheet.”

That one sentence is the whole lesson.

A profitable core gives a founder confidence, and that confidence quietly turns into over-reach. The core throws off cash, the banks are willing, so the next store and the next acquisition get funded with debt instead of caution. For years it looks like brilliance. The empire grows. The founder is on magazine covers.

Then the cash flow stops for reasons no one controls. For Biyani it was Covid. Stores shut, revenue vanished overnight, and the debt did not pause for any of it. By 2020 the group was carrying over Rs. 13,000 crore of borrowings, and he was left with no choice but to sell almost the entire business to Reliance.

The man who taught India how to shop lost the company he built. His idea was never the problem. The balance sheet underneath it was.

This is the uncomfortable part for every founder. The success of your core is exactly what tempts you to over-reach, because the cash it throws off feels like proof you can do anything. It is not proof. It is one strong engine, and you either protect it or keep borrowing against it until it cannot carry the load.

A strong core business is not permission to borrow against it until it breaks.

Where is your line between expanding and over-reaching? In one line, how do you decide?

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Disclaimer: This article is prepared for general information purposes and should not be construed as professional advice. Views expressed are those of the author. Readers are advised to consult a qualified professional before acting on anything in this article. DRP & Co. LLP does not accept any liability for actions taken based on this article.