After establishing trust with honey, DVISSA took on a bigger challenge — bringing the same rigorous quality standards to ghee, spices, makhana, and more.
By the end of 2022, DVISSA had built something rare in the Indian food industry: genuine consumer trust. Tens of thousands of customers had bought honey, tested it against DVISSA's own quality reports, and found that it did exactly what the company claimed. The company had a reputation, and that reputation was built entirely on one product. The question then became: what next?
The answer took nearly a year of research, supplier auditing, and internal debate. The team looked at the broader Indian food market and asked the same question they had asked about honey in 2018: where is adulteration and quality compromise most rampant? The answers were familiar: ghee (often adulterated with vegetable oils), spices (frequently laced with artificial colours and fillers), and makhana (often processed with chemical whiteners).
The expansion strategy was not to rush new products to market, but to find the right sources first. For ghee, DVISSA partnered with three small dairy cooperatives in Rajasthan that were already making traditional bilona ghee using the ancient hand-churning method. For makhana, the team went directly to farmers in Darbhanga district of Bihar — the heartland of makhana cultivation. For spices, partnerships were built with farmer producer organisations in Rajasthan, Kerala, and Meghalaya.
Each new category went through the same rigorous quality framework as honey: multiple rounds of lab testing, transparent sourcing documentation, and a pilot period where products were sold to existing customers who had earned the right to give unfiltered feedback. Products that didn't meet the standard — including one batch of turmeric powder that contained minute traces of synthetic dye — were rejected before reaching market.
By the end of 2023, DVISSA had expanded to seven product categories. The customer response validated the strategy: repeat purchase rates for customers who bought a second category were significantly higher than single-category customers. Trust, once established, transferred. The mission had grown from 'honest honey' to 'honest food' — but the underlying principle had never changed.