Chennai’s retail scene has welcomed a major addition with the opening of LuLu Hypermarket at Chennai Central and Shenoy Nagar Metro stations on 12 October 2026. The launch attracted significant public attention, with large crowds visiting the stores during the first week. Social media reels and online buzz before the opening also helped build interest among shoppers eager to explore the new shopping destinations.

The LuLu Hypermarket at Shenoy Nagar Metro Station spans one lakh square feet, bringing groceries, fresh produce, baked goods, fashion and electronics under one roof. The arrival of the retail brand has added another shopping option for Chennai residents, offering a wide range of products in one location.

The LuLu Group has a presence across more than 20 countries in the Middle East, Asia, Europe and the United States. It also operates more than 270 retail stores across the Gulf Cooperation Council (GCC) countries, including the UAE, Saudi Arabia, Qatar, Oman, Kuwait and Bahrain. Its international presence has helped establish the brand among shoppers across several markets.

However, the strong response during the first week has also brought operational challenges into focus. Managing large crowds, maintaining product displays and ensuring a smooth billing process can become difficult when customer numbers exceed expectations. Some shoppers have reportedly found products placed in sections other than their designated areas, adding to the challenge of maintaining an organised shopping environment.

Customers have also highlighted the need for additional billing counters to reduce waiting times and improve the overall shopping experience. A separate billing section for food items could help customers purchasing groceries and ready-to-eat products move through the checkout process more efficiently.

Long queues can also lead to abandoned purchases, particularly when shoppers do not wish to wait at the billing counters. Reports of food products being left near checkout areas underline the importance of having a system to collect, check and return such items safely to their proper locations.

For a supermarket handling fresh produce, packaged food and ready-to-eat products, maintaining food safety requires attention from both the retailer and its customers. Regular shelf inspections, prompt removal of opened or damaged packages, clear customer guidance and closer monitoring of high-traffic areas can help reduce these risks. Any product suspected of being opened or tampered with should be removed from sale until its safety can be established.

As the initial excitement around the new stores continues, the next step is to turn strong customer interest into a pleasant and reliable shopping experience. Better crowd movement, sufficient billing counters, dedicated checkout facilities where practical and stronger product monitoring could help address the challenges seen during the opening week.

LuLu Group has built an established retail presence in international markets, and its Chennai stores now have an opportunity to bring that experience to one of India’s major metropolitan cities. For shoppers, the expectation is simple: a wide selection of products, reasonable waiting times, organised shelves and confidence in the safety of the items they purchase.

The opening-week crowds have demonstrated the public’s interest in LuLu Hypermarket’s Chennai debut. With effective store management and shared responsibility between the retailer and its customers, the new outlets can work towards making that enthusiasm part of a consistently positive shopping experience.

India’s makhana industry is gaining international traction, but a question remains for domestic consumers: why does a traditional Indian food often carry a premium price tag in the very country that produces most of it?

India exported 7,264.89 metric tonnes of makhana and makhana products in FY 2025–26, valued at approximately ₹192.96 crore, according to government data. With demand expanding across international markets, the opportunity extends beyond exporting the raw product to developing branded snacks and other value-added foods. 

Why does makhana cost so much?

Unlike many conventional crops, makhana requires labour-intensive harvesting and specialised processing. Its seeds are collected from ponds or cultivated fields, cleaned, dried, roasted and popped through a process that has traditionally depended on skilled workers. The seeds also undergo multiple stages of handling before becoming the white, puffed product consumers recognise.

Research by the Indian Council of Agricultural Research has highlighted the demanding nature of this process, while value-chain studies identify processing, grading, packaging, transportation and intermediary margins as contributors to the final retail price. The conversion from raw seed to popped makhana also means that considerably more raw material is needed to produce a kilogram of the finished product.

Premium packaging and branding add another layer to the price. As makhana enters organised retail and health-focused snack categories, flavoured varieties, smaller consumer packs, marketing and distribution can increase what shoppers pay. However, the extent of each cost depends on the product, quality and route to market.

Rising demand is another factor. Government data indicates that average makhana prices increased from around ₹500 per kilogram in 2020–22 to nearly ₹1,250 in 2025, while production grew by only 4–5% between FY 2021–22 and FY 2024–25. This points to a supply response that has struggled to keep pace with growing demand.

The opportunity lies beyond raw exports

India’s next challenge is to capture more value from its production advantage. Selling bulk makhana can open international markets, but processing, flavour development, quality standardisation and branding can create additional revenue opportunities for Indian businesses.

A July 2026 shipment of value-added flavoured makhana from Bihar to Canada demonstrated this potential. According to the government, the initiative enabled associated farmers to realise over 50% higher returns through value addition and improved market access. 

Yet, value addition must extend beyond the retail shelf. Better processing infrastructure, improved productivity, stronger farmer-producer organisations and more direct links between growers, processors and buyers could help distribute the gains more widely.

For consumers, the question is not simply whether makhana is worth its price, but what that price represents. For the industry, the bigger opportunity is to build a value chain in which export growth, product innovation and better farmer returns progress

The government of India is considering handing over Chennai and Kolkata airports to private companies under the Public-Private Partnership (PPP) model through long-term leases. The proposed move aims to upgrade airport infrastructure, improve passenger services and bring operations closer to international standards. The Union Ministry of Civil Aviation is examining the proposal, which could add the two airports to the list of major Indian airports managed by private operators, including Delhi, Mumbai, Bengaluru and Hyderabad.

Under the proposed arrangement, private companies would manage day-to-day operations, shops, restaurants and infrastructure development. However, air traffic control and security would remain under the direct control of the Centre, according to sources in Delhi.

The proposal comes amid growing calls for improved airport infrastructure and passenger services. The Tamil Nadu government has long pushed for better service quality, improved passenger facilities, increased air traffic capacity and stronger cargo handling capabilities at Chennai Airport.

What Could Change for Passengers?

Private participation could bring fresh investment, improved terminal facilities and more efficient airport operations. Passengers could benefit from better seating, cleaner washrooms, upgraded baggage systems, improved food and retail options, and faster check-in and security processes.

For Chennai Airport, additional infrastructure capacity could also help address operational bottlenecks and improve passenger movement. Better cargo facilities and airside infrastructure could support the airport's ability to handle growing traffic. However, these improvements are not guaranteed. The overall benefits would depend on the investment commitments, operational standards and service requirements included in the final agreement.

Will Airport Charges and Retail Prices Increase?

One of the major concerns surrounding airport privatisation is its potential impact on passenger expenses. Airport charges, including the User Development Fee (UDF), are subject to regulatory oversight, while airport-related costs can also influence airline operating expenses and, in turn, ticket prices.

Private operators may also look to increase revenue through restaurants, cafés, retail outlets, parking and other commercial services. While this could introduce more brands and improve the shopping and dining experience, higher commercial rents and concession fees could push up prices for passengers.

The impact on businesses operating inside the airports could also vary. Established brands may benefit from better retail spaces and increased passenger spending, while local food businesses and smaller retailers could face challenges if rents and contract terms favour larger operators.

Balancing Investment with Passenger Interests

The success of the proposed PPP model will depend on how effectively passenger interests are protected alongside commercial objectives. Clear service standards, transparent airport charges, reasonable prices for essential food and travel items, and regular passenger satisfaction reviews could help ensure that infrastructure improvements translate into real benefits. Providing opportunities for local food brands, retailers and cultural businesses could also help Chennai Airport showcase Tamil Nadu's identity while supporting smaller enterprises.

Ultimately, private participation could improve Chennai and Kolkata airports, but better facilities should not come at an unreasonable cost to travellers. The key test will be whether passengers experience shorter queues, improved services and better infrastructure without facing disproportionate increases in airport fees and retail prices.