Kimirica Bets Big on Offline Retail with 10+ New Stores and Premium Shop-in-Shop Formats

In traditional practice, ethnic wear shopping has always been about occasion-driven buying and seasonal demands. Weddings, festivals, and family functions would determine the buying pattern and allowed no scope for experimentation and regular use.

However, shifting consumer lifestyles and the rise of digital commerce have exposed gaps in accessibility, affordability, and design relevance.

Established in 1985 by Sunil Keshwani and then further taken into the digital age by Sidhant Keshwani between 2013-2014, Libas, based out of Noida, has established itself as an omnichannel fashion brand offering fast fashion Indian wear, fusion wear, western wear, loungewear, and accessories.

According to a Statista report on India’s apparel market, ethnic wear makes up more than 30 percent of total apparel sales in the nation, with consistent growth due to increased demand for ready-to-wear and fusion wear. The trend of convenience is becoming increasingly common among young people, similar to the growth path of Libas.

The Shift Toward Everyday Ethnic

“The Indian wear market in India has transformed from one that is occasion-specific into one where the clothes are now worn as part of everyday fashion,” said Sidhant Keshwani, Founder and CEO, Libas. “Today’s consumers want modern and versatile clothing that has new styles every time.”

This shift reflects a broader change in consumer mindset. Indian wear is no longer restricted to tradition. It is becoming a statement of identity that fits into daily routines, workwear, and casual settings. Fast fashion has accelerated this change by enabling frequent design updates and trend-driven collections.

Libas identified this gap early. “Libas was established based on Indian women looking for fashion, quality, and ethnicity in their wear for daily purposes and not just special events,” Keshwani noted. Through matching ethnic wear to fashion cycles, the brand was able to place itself on the nexus between affordability, style, and accessibility.

Young Consumers Driving New Demands

The emergence of Gen Z and millennial consumers has further influenced this sector. These consumers are less rigid about traditional silhouettes and more open to experimentation.

“Gen Z and millennials see fashion as a means of self-expression and are interested in versatile, comfortable, and modern clothing,” stated Keshwani. “Indian and Western styles blend easily within their culture, creating a need for hybrid designs and trendy lines.”

Such a demand has led to the emergence of fusion wear, which is an innovative category that mixes the ethnic look with current styles. It also underlines the significance of speed in fashion design and manufacturing processes, pushing brands to respond quickly to changing preferences.

Also Read: How Lab-Grown Diamonds and Self-Purchase Trends Are Reshaping Jewellery Retail in India

Convenience Drives Ready-to-Wear Growth

Another key driver behind the market’s transformation is convenience. With increasingly busy lifestyles, consumers are moving away from tailored or semi-stitched garments toward ready-to-wear options.

“Customers need fashionable and effortless clothes that are easy to wear but don’t affect comfort or traditions,” Keshwani noted. This has led to rapid growth in ready-to-wear collections, which now form a significant portion of the ethnic wear segment.

Libas’ focus on ultra-fast fashion enables it to meet this need by offering frequent collections while staying relevant.

Also read: Ravi Agarwal on How Cellecor is Expanding Affordable Electronics in India

Building an Omnichannel Engine

Operating as an omnichannel brand, Libas balances digital scale with physical presence. The brand derives about 70 percent of its revenue from online channels and 30 percent from offline retail, with its own website contributing 25 percent and marketplaces accounting for nearly 50 percent of sales.

“Both channels play an equally important role,” said Keshwani. “The website allows us to create more meaningful relationships with our customers, while marketplaces provide scale and visibility.”

Physical retail is also becoming increasingly important. With over 50 exclusive brand outlets across 22+ cities, Libas is expanding aggressively. “Our physical stores play an essential role in our omnichannel approach by providing consumers with firsthand experience of our brand,” he added.

The company plans to open more than 50 new stores, targeting metro cities, state capitals, and emerging Tier II and Tier III markets.

Also read: Growth of Premium Whisky and Indian Single Malts in India

Tier II and III Markets Fuel Growth

Smaller cities are emerging as a major growth driver for the brand, contributing nearly 48 percent of its revenue. Increased digital adoption and rising aspirations are pushing demand beyond traditional urban centers.

“Tier II and Tier III markets have become a major catalyst for growth on account of rising aspirations and heightened brand awareness,” Keshwani highlighted.

This trend mirrors the broader industry shift, where organised retail and digital penetration are unlocking new consumer bases.

Data, Speed, and Consumer Feedback

In a fast fashion environment, speed-to-market is critical. Libas relies heavily on data and consumer feedback to stay relevant.

“Data and customer feedback are crucial in all the decisions we make,” said Keshwani. “They assist us in recognising new trends, improving design, and managing inventory.”

The brand’s ability to launch frequent collections is supported by an agile supply chain and data-driven decision-making. This allows the company to react rapidly to any changes in trends while remaining efficient at the same time.

Digital Influence and Customer Loyalty

Digital media remains a key part in acquiring and engaging customers. Social media and online marketing help the brand connect with its audience in real time.

“Digital marketing allows us to reach consumers where they spend most of their time and create meaningful relationships,” Keshwani noted.

This strategy is evident through Libas' high rates of customer retention, where repeat purchasing reaches about 60 percent. This is through the high quality of the products, product launches, and excellent omnichannel experience.

Looking Ahead

With an average order value of Rs 1500 to Rs 2000 online and Rs 3500 to Rs 4000 offline, Libas is positioned across both value and mid-premium segments. Backed by a 1500-strong workforce, the brand is targeting a growth rate of 30 percent to 35 percent year-on-year over the next few years.

“We must prioritise increasing our omnichannel footprint and expanding into emerging markets,” Keshwani said.

As India’s ethnic wear market continues to evolve, the focus is clearly shifting toward accessibility, speed, and everyday relevance. Brands that can balance tradition with modern consumer expectations are likely to define the next phase of growth.

Facts:

• Inception: 1985 (Sunil Keshwani) / 2013-14 (Sidhant Keshwani)
• Founders: Sunil Keshwani, Sidhant Keshwani
• Headquarters: Noida
• Business model: Omnichannel
• Key categories: Ethnic, Fusion, Western, Loungewear, Accessories
• Stores: 50+
• Cities: 22+
• Employees: 1500
• D2C share: 25%
• Marketplace share: 50%
• Repeat rate: 60%
• Tier II/III revenue: 48%
• Channel split: 70 (Online):30 (Offline)
• Average Order Value (AOV): Rs 1500–2000 (Online) / Rs 3500–4000 (Offline)
• Store additions: 70 (Planned for next 2 years)
• Delivery time: 3–5 days
• Customer Retention Rate: 60%
• Growth: 30–35% YoY

India's jewelry market is witnessing a rapid evolution. Once dominated by legacy brands, the industry has expanded to include fast-growing segments such as demi-fine jewelry, lab-grown diamonds, and fashion jewelry. This shift has given rise to a new generation of homegrown brands focused on making jewelry shopping more accessible, personalized, and digital-first.

Among them is Eternz, a marketplace for jewelry and watches founded by Arthi Ramalingam, which aims to redefine how consumers discover, shop, and engage with jewelry online. Speaking at JewelX, Ramalingam shared her vision for creating India's category-defining jewelry platform by leveraging technology, personalization, and changing consumer behavior.

Jewelry Is Becoming an Everyday Purchase, Not Just an Occasion Buy

Over the past few years, jewelry has transformed from an occasion-driven purchase into an everyday lifestyle category. Consumers are increasingly investing in jewelry for daily wear alongside special occasions, prompting brands to design collections that cater to every mood, outfit, and moment.

"On our platform, we're already seeing monthly repeat purchases. Consumers are buying jewelry much more frequently. Ten years ago, we would buy a ring for an anniversary, a pendant for a birthday, or a necklace for a special occasion. Today, we're seeing jewelry being purchased on a weekly and monthly basis," explained Arti Ramalingam, CEO and Founder, Eternz. 

According to her, this behavioral shift reflects a broader change in how consumers perceive jewelry—not merely as an investment or heirloom but as a form of self-expression that evolves with their lifestyle.

Digital discovery of jewelry retail

The consumer journey no longer begins inside a jewelry showroom. Instead, inspiration now comes from Instagram, WhatsApp, celebrities, creators, and even everyday interactions.

"We see jewelry on social media, through WhatsApp shares, at events, through celebrities, and through influencers. These are the people setting trends in terms of designs and defining what works in jewelry today," Ramalingam said.

Consumers are exposed to countless styles before they even think about making a purchase, making digital discovery one of the most influential stages of the buying journey.

Role of technology

Despite rapid digital adoption across retail, online jewelry penetration in India remains only 3–5 percent, compared to nearly 20–25 percent in the U.S. and around 14 percent in China.

For Ramalingam, this gap represents one of the industry's biggest growth opportunities.

"Jewelry has always been considered a category that consumers want to touch, feel, and experience before buying. But technology is changing that."

Virtual try-ons, digital visualization, and AI-powered recommendations are helping shoppers understand how a necklace will sit, how earrings will suit their face shape, and how different designs will look before making a purchase.

Rather than replacing the in-store experience, technology is making online jewelry shopping far more intuitive and confidence-driven.

Evolving consumer choices 

India's jewelry landscape has become far more diverse than it was a decade ago. 

"Ten years ago, there were very few jewelry brands. Today, every brand is solving for a specific persona, a specific material, or a specific style," she noted.

Regional tastes continue to influence preferences, while new-age categories such as demi-fine jewelry and lab-grown diamonds are creating entirely new consumer segments. The same customer may buy a Rs 1,000 fashion accessory today, a Rs 25,000 bracelet next month, and later invest in a Rs 5 lakh diamond necklace.

"As women, we buy across different price points, different styles, and different materials. Demi-fine jewelry is growing. Lab-grown diamonds are growing. Consumers need one place where they can discover all these categories seamlessly," Ramalingam added.

Importance of personalization 

For Ramalingam, the future of jewelry retail goes far beyond selling products. Platforms can now understand browsing behavior, favorite materials, preferred styles, gemstones, and price ranges to recommend collections tailored to individual shoppers.

Personalization will become one of the strongest differentiators as consumers increasingly expect brands to understand their unique preferences. For instance, while women often enjoy exploring a wide variety of styles before making a decision, men—particularly gift buyers—usually prefer a smaller, carefully curated selection that simplifies decision-making.

“Interestingly, around 40 percent of Eternz's users are men, highlighting the growing opportunity in jewelry gifting,” shared Ramalingam.

Building India's Next Jewelry Marketplace

Just as Myntra transformed fashion retail and Nykaa built a destination for beauty, Ramalingam believes the jewelry industry now needs a dedicated platform built specifically around discovery, personalization, and consumer experience.

With jewelry becoming increasingly lifestyle-driven and digitally influenced, marketplaces that combine technology, convenience, and curated discovery are likely to define the next phase of growth.

For Eternz, the vision extends beyond e-commerce. The company aims to become India's largest destination for jewelry and watch discovery while helping brands connect with consumers in more meaningful and personalized ways.

"As consumer expectations evolve, discovery becomes just as important as the purchase itself. That's the future we're building," Ramalingam concluded.

When Aerome began in 2016, scent marketing was still an emerging concept in India. Most hotels, malls, and commercial spaces relied on traditional fragrance methods, with limited awareness of how signature scents could enhance customer experiences and strengthen brand identity. The company's early challenge was not just selling products but building awareness around an entirely new category.

"I spent more than three years researching the category before launching the business because I realized that most hotels and commercial spaces were still relying on conventional fragrance methods like burners," said Rishi Chhabria, Founder and Managing Director of Aerome.

Starting with just two clients in its first year, Aerome invested heavily in educating the market through live demonstrations and consultations. Today, the company has established itself as one of India's leading scent marketing brands.

Expanding Beyond B2B

While Aerome continues to derive the majority of its business from the B2B segment, it has steadily built its consumer business over the past few years. Currently, nearly 80 percent of its revenue comes from B2B operations, while the remaining 20 percent is contributed by its direct-to-consumer (D2C) business.

"Our business has traditionally been B2B-focused, which continues to account for the majority of our revenue. However, over the last few years, we anticipated growing demand in the home, car, and wellness segments and started developing products for consumers," Chhabria said.

Its consumer portfolio now includes home diffusers, car diffusers, and the Aerome Scentitude perfume collection, with a wellness-focused range set to launch soon.

Entering the Wellness Fragrance Space

Through its Aerome Wellness range, the company is venturing into neuroscience-backed wellness fragrances designed to positively influence mood and emotions. Developed in collaboration with neuroscientists from the University of Geneva, the collection is the result of nearly 18 months of research into how fragrances interact with the human brain.

"We've developed fragrances designed to promote calmness, happiness, focus, self-confidence, and social connection, supported by MRI studies demonstrating their neurological impact," Chhabria explained.

The company also plans to broaden its portfolio with candles, reed diffusers, room sprays, fabric refreshers, hospitality wellness collections, and specialized hotel fragrance solutions featuring encapsulation technology that gradually releases fragrance from fabrics.

"Consumers will experience the same mood-enhancing fragrance across perfumes, body washes, hand washes, and home diffusers, creating a consistent sensory experience throughout the day," he added.

Building an Omnichannel Presence

Aerome is preparing to introduce immersive fragrance destinations called Atmosphere Chambers, where visitors can explore the world of fragrances through interactive experiences. These centers will allow consumers to learn about fragrance ingredients, blending techniques, and custom scent creation while engaging with a multisensory environment combining scent, visuals, and sound.

Before rolling out its own experience centers across metro cities such as Delhi, Mumbai, and Bengaluru, the company plans to strengthen its offline presence through retail partnerships.

On the digital front, Aerome is expanding beyond its own website. The brand is already available on Amazon, plans to launch on Myntra, and is evaluating opportunities in the quick commerce segment.

"Since our consumer business is still in its early stages, we are focusing on scaling it through our website, leading e-commerce marketplaces, and offline retail partnerships," Chhabria said.

Targeting Rs 100 Crore Revenue

Aerome expects its B2B business to generate approximately Rs 70 crore in FY27, while its D2C vertical is projected to contribute an additional Rs 10–15 crore. As its consumer business scales and new wellness offerings gain traction, the company is targeting Rs 100 crore in annual revenue by the third or fourth quarter of 2027.

Beyond financial growth, Chhabria says the company's long-term goal is to establish Aerome as the most recognizable fragrance brand in the country.

"Our ambition is to make Aerome synonymous with fragrance. Just as certain brands immediately come to mind when people think of specific product categories, we want Aerome to become the first name consumers associate with fragrance," he concluded.

Backed by Trident, an established player known for manufacturing high-quality home textile products and serving global markets, myTrident began its journey in 2016 with a mission to provide Indian consumers with high-quality home furnishing products. Over the years, the brand has expanded to over 6,000 physical retail touchpoints, including more than 50 exclusive brand outlets (EBOs) and a strong network of multi-brand outlets (MBOs) across India. It has also established a presence on e-commerce and quick commerce platforms. 

Today, myTrident offers products across a wide range of price points to cater to diverse consumer segments.

“For instance, towels are priced from around Rs 400 to Rs 5,000, while bedsheets range from approximately Rs 900 to Rs 20,000. Our aim is to bring premium-quality products into every Indian home,” shared Rajneesh Bhatia, CEO, myTrident.

Highest-Selling Categories

Towels continue to be myTrident's strongest category, contributing nearly 40 percent of the brand's revenue. The company also has a strong presence in the hospitality segment, with its products being used in around seven out of every 10 hotels.

“Bedsheets are another strong category where we have invested heavily in design, innovation, and product development. Additionally, pillows and top-of-bed products such as blankets are among our fastest-growing categories, helping us evolve into a complete home textile brand,” shared Bhatia.

In recent years, myTrident has also expanded into adjacent categories. It introduced pillows and diversified into rugs, carpets, mats, mattress protectors, and fitted sheets, all of which are gaining popularity in India. The brand also plans to enter the curtains category in the future.

Omnichannel Retail Strategy

Three years ago, the majority of myTrident's business came from offline retail, with only 5 percent of sales generated online. Today, online channels contribute around 20 percent of the brand's overall sales.

By the end of next year, the company expects online and offline channels to contribute equally, with each accounting for 50 percent of total sales. Within online sales, Bhatia anticipates an almost equal split between e-commerce and quick commerce. Quick commerce has emerged as a key growth driver for the brand, with platforms such as Blinkit, Swiggy Instamart, Flipkart Minutes, and Amazon Now witnessing rapid growth.

“Although offline remains our larger channel, it continues to grow steadily at around 9 percent, while the company's overall growth is about 50 percent, driven largely by e-commerce and quick commerce,” shared Bhatia.

MBO-Led Expansion Strategy

myTrident is adopting a selective approach toward opening exclusive stores. The brand plans to launch 10–12 EBOs annually, averaging one new store every month, while placing greater emphasis on expanding its presence through multi-brand outlets.

“Our primary focus is expanding through multi-brand outlets. Currently, we have around 6,600–6,700 retail touchpoints, and our goal is to cross 10,000 touchpoints by the end of the year,” shared Bhatia.

Targeting South and East India for Expansion

myTrident has already established a strong presence across North India, including Tier I, II, and III cities. Going forward, the brand's primary focus is strengthening its footprint in South and East India, where its distribution network is relatively weaker.

“We are also building dedicated regional teams and introducing collections designed specifically for the preferences of consumers in these markets, particularly those who prefer bolder and brighter designs,” said Bhatia.

Collaborating with Designers

To attract younger shoppers looking for fresh alternatives beyond traditional floral designs, myTrident has introduced design-led collections that offer greater variety and cater to evolving preferences, ranging from floral and geometric patterns to contemporary and artistic styles.

Last year, the brand partnered with designer label Shivan & Narresh, a collaboration that was well received by both consumers and retailers. This year, it collaborated with designer Karan Torani, whose bold, maximalist design philosophy introduced an entirely different aesthetic.

“These collaborations not only introduce unique collections but also inspire and strengthen our in-house design capabilities. We plan to continue expanding such partnerships as the brand grows,” shared Bhatia.

Growth Plans

myTrident aims to achieve 50–60 percent annual growth over the next three years. Driven by a passionate team and a commitment to delivering affordable luxury while maintaining the highest quality standards, the brand aspires to become consumers' first choice for home textiles.

“We want to reach a stage where customers don't simply ask for a good bedsheet—they specifically ask for myTrident by name. Building that level of brand preference is our biggest aspiration,” concluded Bhatia.

As conversations around protein, preventive health, and better nutrition become more mainstream in India, everyday food choices are beginning to change. Eggs, long considered one of the most accessible sources of protein, are increasingly finding a larger place in this shift. Yet the category itself remains largely unorganised, with loose, unpackaged eggs continuing to dominate the market.

Eggoz is looking to change that by bringing freshness, consistency, and traceability into a product that has traditionally seen little brand differentiation. For Abhishek Negi, CEO and Co-Founder, Eggoz, the opportunity goes beyond selling packaged eggs. It is about building consumer trust around one of India's most affordable sources of everyday nutrition while creating greater accountability across the supply chain.

Turning an Unorganised Category Into a Consumer Brand

The idea behind Eggoz emerged from a simple gap in the market. While India's egg consumption has continued to grow, consumers have traditionally had limited visibility into where their eggs come from, how fresh they are, or how consistently they have been handled before reaching the shelf.

According to Negi, more than 95 percent of eggs in India continue to be sold in loose formats, leaving significant room for a branded player that can offer greater standardisation and accountability.

"More than 95-97 percent of the eggs in India are still sold in loose format, which are unpackaged and untraceable. Our goal with Eggoz is to create an accountable brand where freshness, consumer delight and trust come together, and consumers get high-quality eggs that are fresh and available at their nearest retail counter or online store."

Freshness is central to that proposition. Eggoz says its eggs reach the market within one to two days of being laid, while batches undergo grading and safety checks before being distributed. Around 20 to 25 percent of inventory is rejected at source during the grading process if it does not meet the company's standards.

Riding India's Protein Revolution

The opportunity is also being shaped by a larger shift in how Indian consumers think about nutrition. Protein intake has moved beyond fitness-focused consumers and is increasingly becoming part of everyday conversations around health and wellness.

Negi believes eggs have an advantage because they combine affordability with naturally available protein and nutrients.

"It is very positive for our country that a protein revolution is happening where more and more people are getting aware about protein. As far as protein goes, eggs are considered the gold standard of protein globally. An egg provides a highly bioavailable source of protein at an affordable cost, and that too naturally."

To tap into this growing awareness, Eggoz has introduced Protein Plus, a sub-brand offering eggs with 7 grams of protein per egg. While the company continues to explore innovation through its in-house research and development capabilities, its immediate focus remains firmly on eggs rather than moving aggressively into unrelated food categories.

Building Trust From Farm to Shelf

For a fresh food brand, quality at the shelf is only as reliable as the supply chain behind it. Eggoz follows a farmer-integrated model in which poultry farmers remain independent but are connected to the company's platform for feed inputs, farming practices, monitoring, and quality control.

Technology plays an important role in this system, allowing the company to track eggs as they move through different stages of the supply chain.

"The entire supply chain is fully integrated so that we are monitoring the movement of the egg across the value chain. We are able to trace the egg from the bird to the packing station, sorting station and then to the retailer. The entire system, right from bird to farmer to supply chain to consumer, runs on our internally developed technology platform."

The company currently works with more than 20 poultry farmers and operates across 20 to 25 markets in India. Its audit processes and operating standards are designed to maintain consistency as the network expands.

Scaling From Rs 75 Cr to Rs 130 Cr

Eggoz's expansion has also translated into strong revenue growth. The company reported revenue of close to Rs 75 crore in FY24, which increased to Rs 130 crore in FY25, representing approximately 70 percent year-on-year growth.

During FY26, the company expanded into newer markets, including Kolkata, Ahmedabad and Kochi, while strengthening its presence across other major cities. Negi said the company expects to report healthy growth for FY26 once the audit process is completed.

"Today, we are present in 20-25 different locations in the country. As we progress in the coming years, we will be expanding to more markets and deepening our presence in the markets where we already operate."

The expansion has been supported by external capital as well. Eggoz raised a $20 million Series C round in June 2025, led by Gaja Capital, with participation from existing institutional investors. According to Negi, the capital is primarily being deployed towards growth, entry into new markets, and consumer acquisition.

Quick Commerce Meets General Trade

Eggoz is building its distribution strategy around both digital convenience and traditional retail reach. Quick commerce has become an important channel, particularly as consumers increasingly turn to instant delivery platforms for last-minute grocery purchases.

At the same time, the company is steadily expanding through general trade, particularly in established markets such as Delhi NCR and Bengaluru, where it is already available across thousands of retail outlets.

"Quick commerce as a category has been growing really well and matches consumer preferences for quick, last-minute delivery. At the same time, in our older markets like Delhi NCR and Bangalore, our general trade distribution has expanded to thousands of retailers and is also delivering strong growth."

Rather than choosing between online and offline retail, the company plans to deepen both. General trade distribution is expected to expand into additional cities as Eggoz builds greater penetration beyond digital-first consumers.

Deepening India Before Looking Overseas

Despite its growing footprint, Eggoz is not rushing into international markets. Its immediate priority is to deepen distribution in cities where it has recently entered while increasing market share in established locations such as Delhi NCR, Mumbai, Bengaluru, Hyderabad and Chennai.

Newer markets including Kolkata, Ahmedabad and Kochi will receive further investment as the company looks to scale their contribution over the coming quarters.

"We have already expanded to almost all of the top cities in the country. In the coming quarters, our focus is going to be on deepening our presence. Wherever we are already present in core markets, we will be doubling down on investments to continue growing our market share."

For now, that also means keeping the international opportunity on hold. With domestic demand continuing to provide room for expansion, Negi said the company's focus for the coming quarters will remain firmly on India.

For Eggoz, the larger opportunity is therefore not simply to sell more eggs, but to change how consumers perceive an everyday staple. By combining branded distribution with farm-level integration, traceability, protein-focused innovation, and an omnichannel retail network, the company is attempting to bring greater structure to a category that has historically operated largely outside the organised consumer-brand ecosystem.

India’s consumer electronics market is undergoing a steady shift, especially in the affordable segment. For Ravi Agarwal, Co-founder and Managing Director of Cellecor Gadgets Limited, the change is both visible and significant.

“The market is moving from price-led buying to value-led purchasing,” he said. “Consumers today expect quality, durability and dependable service, even at accessible price points.”

This evolution is particularly strong across tier II, Tier III and tier IV markets, which contribute a majority share of demand for brands like Cellecor. Rising aspirations, coupled with better access to technology, are shaping new buying patterns.

“The next phase of growth will be driven by brands that combine affordability with trust, accessibility and strong distribution,” Agarwal added.

Understanding the Real India

Founded in 2012, Cellecor began as a small venture and has grown into a consumer electronics brand with over 600 SKUs across categories. Agarwal’s early understanding of the Indian consumer played a crucial role in this journey.

“Consumers were looking for more than just low prices,” he explained. “They wanted trust, easy availability and reliable after-sales support.”

This insight led the company to build a strong offline network first. Today, Cellecor claims to have over 1 lakh retail touchpoints supported by more than 1,800 distributors across India.

“We focused on being present in neighbourhood stores where real buying decisions happen,” Agarwal stated.

At the same time, the brand expanded into online platforms to build an omnichannel presence. While offline retail contributes around 92 percent of sales, online channels account for approximately 8 percent.

“We believe consumers engage both online and offline, and we aim to be present across both,” he added.

Competing Beyond Price

India’s electronics market is known for intense competition and price sensitivity. However, Agarwal believes that price alone is no longer enough.

“While competitive pricing is important, consumers also expect quality and trust,” he mentioned.

Cellecor’s differentiation lies in its scale and accessibility. Along with its retail network, the company supports customers through nearly 2,000 authorised service centres across the country.

“Our strength lies in accessibility and nationwide reach,” Agarwal noted. “We aim to serve customers even in remote markets.”

The brand’s product portfolio spans smart TVs, home appliances, kitchen appliances, wearables and mobile accessories, with pricing designed for affordability. For instance, entry-level mobile accessories are priced around Rs 600, while large appliances average around Rs 12,000.

“Consumers value practical innovation over unnecessary complexity,” he highlighted.

The Power of Distribution

A major factor behind Cellecor’s growth has been its distribution-first strategy. The company invested early in building relationships across smaller cities and towns.

“Our growth has been driven by a distribution-first approach,” Agarwal said. “We expanded into tier II and tier III markets early on.”

This approach continues to define the business. Offline channels dominate sales, with large-format retail contributing around 60 percent, traditional distribution about 35 percent and corporate sales roughly 5 percent.

The company also operates 8 exclusive brand stores across key locations, including Delhi, Bhopal and Leh-Ladakh, further strengthening its presence.

Despite the strong offline focus, digital channels are becoming increasingly important. Cellecor’s D2C platform currently contributes around 1–2 percent of sales.

“It may be small in terms of revenue today, but it plays a key role in building direct customer relationships,” Agarwal explained.

Expanding Footprints

Looking ahead, Cellecor has set clear expansion targets. The company aims to scale its network to around 5,000 distributors and 5 lakh retail touchpoints over the next few years.

“This expansion will help us deepen our reach and support long-term growth,” said Agarwal.

The focus remains firmly on Bharat markets, which continue to drive a majority of revenue.

“These markets are central to our growth story,” he noted.

In addition to retail expansion, the company is also strengthening its logistics and delivery capabilities. Currently, online deliveries are fulfilled within 24–48 hours, while offline deliveries typically take 24–120 hours depending on the location.

Manufacturing Through Partnerships

Cellecor follows an asset-light model, working with around 18 manufacturing partners across India.

“Our strategy is built on partnerships with leading manufacturers,” Agarwal said.

“It enables us to focus on distribution, product development and customer experience,” he added.

At the same time, the company aligns itself with India’s manufacturing growth.

“We remain committed to ‘Make in India for the World’,” he mentioned.

Looking Ahead

With over 400 employees and a rapidly expanding network, the company is targeting significant growth in the coming years.

“Our goal is to deliver consistent growth through accessibility, innovation and customer-centric solutions,” said Agarwal.

The company has set a long-term target of reaching Rs 5,000 crore in revenue by 2030.

For Agarwal, the vision remains rooted in a simple idea.

“Making quality technology accessible to every Indian household is what drives us,” he concluded.

For nearly seven decades, MBD Group has grown from India's largest publishing house into a diversified conglomerate with a strong presence across education, publishing, EdTech, paper manufacturing, printing, hospitality, and real estate. Alongside its publishing business, the group has expanded into digital learning through AASOKA, its AI-enabled blended learning platform that serves thousands of schools across India. Beyond education, MBD Group has also built a significant presence in premium hospitality and commercial real estate, creating a diversified business portfolio with operations spanning three continents.

As MBD Group gears up for its next phase of growth, it is strengthening its education ecosystem through technology-led learning solutions, expanding AASOKA's footprint in domestic and international markets, and growing its hospitality portfolio alongside its real estate business. 

Taking Forward a Legacy

Monica Malhotra Kandhari, Managing Director, MBD Group, spent her early years working alongside her father, gaining exposure to different facets of the business. From editorial and production to sales, she learned by observing him in real-life situations and acquiring hands-on experience on the shop floor. According to her, the biggest challenge in carrying forward his legacy is preserving the work ethic and values that laid the foundation of MBD Group.

"Looking back, I realize that the biggest lessons came from watching how he handled challenges, opportunities, and people. He had an incredible ability to make everyone feel welcomed, valued, and cared for. While it is impossible to replicate him, my sister and I strive every day to carry forward his values in our own way," recalled Kandhari.

MBD Group Bets Big on Digital Learning

While MBD Group began as a traditional textbook publisher, it has successfully transformed itself into a technology-driven education company by integrating digital learning solutions into its portfolio. At the heart of this transformation is AASOKA, the Group's AI-enabled blended learning platform, which combines curriculum-aligned content, digital textbooks, assessments, and a Learning Management System (LMS) to support both teachers and students.

Kandhari believes technology has enabled educators to cater to diverse learning styles more effectively.

"Play-based learning, experiential learning, and blended learning are becoming increasingly important because students retain concepts much better when they learn by doing. However, these approaches complement—not replace—the role of teachers. Teachers remain central to education because they understand the individual needs of each student and decide which teaching methods work best. Technology is simply another tool in their toolkit," she said.

Technology and AI Are Reshaping Education

According to Kandhari, technology has become an indispensable part of modern education. However, she emphasizes that digital tools must be simple, intuitive, and easy enough for teachers to adopt confidently, much like everyday applications such as WhatsApp and Instagram. Affordability is equally important to ensure schools across different segments can access these solutions.

"Support and training are equally critical. Even the best technology fails if users don't receive adequate guidance. Simplicity, affordability, accessibility, and continuous support are the four pillars of successful educational technology," she added.

Improving the Quality of Education

For MBD Group, improving the student-teacher ratio remains a key priority. According to Kandhari, enabling teachers to devote more time to individual students can significantly enhance learning outcomes.

"We should also equip teachers with more educational tools and resources while ensuring they receive proper training. When teachers can give individual attention to students, learning outcomes improve significantly," she said.

She also believes that greater participation from private players can increase capacity, improve competition, and make quality education more affordable.

"As the number of institutions grows, supply will better match demand, helping reduce fee pressures while improving accessibility. At the same time, government oversight remains important to ensure fairness and maintain educational standards," she added.

Growth Plans

Looking ahead, MBD Group is expanding its education business into new international markets while strengthening its presence across different geographies. On the hospitality front, the Group plans to add  50 new hotels, including
Radisson Collection MBD Hotels and Radisson RED MBD Hotels.

"At the same time, we continue to invest in digital learning solutions, AI-enabled education tools, coding, robotics, and refreshed educational content because schools constantly look for innovative learning resources," Kandhari shared.

Additionally, MBD Group aims to expand the AASOKA platform's reach to 20,000 schools over the next three years, further strengthening its position in the global EdTech market.

The premium beauty market of India has witnessed significant changes in the past few years. With the rise in disposable income of people and social media influencers, homegrown beauty products are gaining customers day by day. Among some of the premium homegrown beauty brands is Plum.

Plum has carved a distinctive position in the market with it's science-led formulations and omni-channel retail strategy.

Why does Plum emphasises on omni-channel approach?

This beauty brand believes that modern beauty shoppers navigate between digital and physical platforms to discover a product. Customers, nowadays, discover a product through social media, test them at retail stores and then  restock through quick commerce. Recognising this market shift, Plum has built a strong omni-channel presence integrating online marketplaces, direct-to-customer (D2C) channels, quick commerce, and offline retails.

Founder of Plum Mr Shankar Prasad said, "As we grow, our ambition is to make Plum accessible wherever consumers choose to shop, while continuing to earn their trust with products that consistently deliver results."

According to a recent report, 53 per cent of Indian beauty shoppers are digitally influenced. However, only 3 per cent complete their purchase digitally. This indicates that many consumers still prefer buying from physical stores after researching online.

Read: How India’s Beauty Brands Cracked Performance, Pricing and Omnichannel Scale in 2025

Is Plum eyeing for an expansion of offline retail stores?

While Plum believes that online platforms remain a significant growth engine, however, it also sees offline retail as equally important in building a sustainable beauty brand.

"We've always believed offline is an integral part of building a modern beauty brand. Our approach is to expand with discipline, strengthen our omnichannel presence and continue investing in the capabilities that help us serve consumers better across every touchpoint," said Mr Prasad.

What did the founder said on recent reports of company's fundraising?

Although media reports have linked the company with a proposed USD 75–100 million fundraising exercise managed by Rothschild & Co., Plum declined to comment on market speculation. Instead, it reiterated that its focus remains firmly on strengthening the business through product innovation, thoughtful offline expansion, and long-term consumer value creation.

Commenting on the same, the founder explained, "We don't comment on market speculation or reports regarding corporate transactions. Our focus remains on building a stronger business by investing in product innovation, expanding our omnichannel presence thoughtfully and creating long-term value for our consumers." 
 
Mr Prasad also added that the company has always believed that offline is an integral part of building a modern beauty brand. "Our approach is to expand with discipline, strengthen our omnichannel presence and continue investing in the capabilities that help us serve consumers better across every touchpoint," he added.

What are the changes seen in tier 2- tier 3 city buyers?

Mr Prasad states that buyers in the modern times are well informed and expect performance irrespective of someone living in a metro city or a tier 2- tier 3 city. He also emphasised that buyers today expect performance, giving companies that invest in innovation rather than just marketing a positive change.

ALSO READ: Insight Cosmetics Plans Deeper Penetration in Tier II & III Cities, Eyes to Expand to 60,000 Stores in 2 Years

How is the company foresees global expansion?

Beyond domestic growth, Plum has set its sights on becoming a globally admired beauty company originating from India. Plum believes the Indian beauty market still presents a significant growth opportunity, with its immediate priorities centred on expanding distribution, deepening consumer relationships, and continuously improving its product portfolio. At the same time, it sees increasing potential for Indian beauty brands to establish themselves on the global stage.

"India itself offers a tremendous runway, and our immediate focus is on continuing to grow our presence here through better products, stronger distribution and deeper consumer relationships. Over time, we believe Indian beauty brands can earn a meaningful place globally, and we'd like Plum to be among them," said the Plum founder Shankar Prasad.

Conclusion

The premium beauty industry of the country is witnessing a remarkable transformation driven by rise in disposable income, digit-first consumers, and growing influence of social media. Due to the buyers' growing emphasis on high-performance, science-backed products, combined with smooth shopping experience both online and offline, many homegrown beauty brands are emerging as formidable players in the market.

ALSO READ:  Top 8 Body Mist Brands Winning India's Everyday Fragrance Market

India's pet care industry is undergoing a structural transformation. Rising pet ownership, increasing awareness around preventive healthcare, premium nutrition, and grooming are reshaping how consumers care for their pets. At the same time, organized players are stepping in to address longstanding gaps in the market by creating integrated ecosystems rather than standalone pet stores.  Among the brands riding this wave is Zigly Petcare, which has rapidly expanded its footprint since launching in 2021. Today, the company operates 46 centres across 19 cities, offering veterinary services, diagnostics, surgeries, grooming, and retail under a single roof, while complementing its offline presence with an omnichannel strategy.

"Zigly came with the promise that we can offer everything and be with pet parents throughout their parenting journey," expressed Saurabh Jain, CEO, Zigly.

Building an Integrated Pet Care Ecosystem

Unlike traditional pet shops or standalone veterinary clinics, Zigly has positioned itself as a one-stop destination for pet parents. Each of its centres houses veterinary OPDs, diagnostics, X-ray facilities, surgeries, grooming salons, spas, and retail shelves stocked with more than 1,500 SKUs, allowing consumers to access multiple services in one visit. The company leverages its integrated ecosystem to address the needs of a rapidly growing base of first-time pet owners.

"Nearly 67 percent of pet parents today are first-time pet parents. They need guidance. They need consultation. They want someone they can trust. That gives us a unique advantage of being able to guide them whether it is products, grooming or vet care," shared Jain.

The company believes that pet care differs fundamentally from human healthcare, where services are often fragmented across different providers, and aims to simplify the entire pet parenting journey by offering everything under one roof.

Strengthening Retail Presence Across India

Today, Zigly has a presence across major markets including Delhi NCR, Chandigarh, Jaipur, Lucknow, Indore, Ahmedabad, Pune, Mumbai, Bengaluru, Hyderabad, and several cities across Punjab.

"We are opening two centres on an average every month and plan to reach around 60-65 centres by the end of this financial year," said Jain.

Looking ahead, the company plans to deepen its presence within existing cities while selectively entering new ones.

"We have done two transactions last year, and this year we are quite determined to execute multiple partnerships with existing clinics, hospitals and vets," he added.

Omnichannel Is Driving the Next Phase of Growth

While physical centres remain central to the brand experience, digital commerce has become an equally important growth engine.

Today, online contributes nearly 22-25 percent of Zigly's overall revenue through its website, marketplaces such as Amazon and Flipkart, and quick commerce platforms including Zepto and Swiggy Instamart.

"Our centres also act as fulfilment centres. Our presence across 19 cities makes us close to our customers even if they choose to interact with us online," Jain explained.

The company also plans to further strengthen its online business to unlock new growth opportunities.

"Quick commerce has made life easy for customers. Online is a massive opportunity because customers increasingly come there for repeat purchases and fulfilment," he added.

Beyond commerce, Zigly is expanding its digital healthcare offerings through teleconsultation and Vet-at-Home services.

Changing Consumer Behaviour Is Fueling Demand

As India's pet ownership ecosystem matures, Jain sees clear shifts in consumer behaviour.

The first is a growing preference for convenience.

"Pet parents today are seeking convenience and simplicity. Wherever they find that and are able to trust that place, they stay with that brand," shared Jain.

Preventive healthcare is another trend reshaping the industry.

"Pet parents are no longer waiting for something to happen to the pet before visiting a doctor. They are following vaccination schedules, reading product labels and learning about what is good for their pets," noted Jain.

Professional grooming is also emerging as one of the fastest-growing service categories. Interestingly, demand is no longer confined to metro cities, with Tier-II markets such as Jaipur, Lucknow, Indore, and cities across Punjab witnessing robust growth.

Looking Beyond Pet Food

Although food continues to account for the largest share of sales, Zigly is witnessing rapid growth across premium nutrition and lifestyle categories.

"Dry food remains the largest category, but we are seeing much faster growth in wet food and nutritional food," noted Jain.

The company is also betting heavily on accessories.

"Accessories such as collars, leashes, harnesses and lifestyle products are replicating the kind of growth we saw in kids' accessories. People want to do more for their pets and pamper them," he added.

To strengthen its product portfolio, Zigly has developed four private labels covering pet food, grooming products, cat care, and lifestyle accessories, with wellness remaining the common thread across all launches.

Giving Back Through the Zigly Foundation

Alongside commercial expansion, Zigly is investing in community initiatives through the Zigly Foundation.

The company recently partnered with the Government of Delhi and municipal bodies to vaccinate and microchip over 5,000 street dogs, while also launching Zigly Cares, a dedicated food range for stray dogs.

"We are very proud of the work we do for street dogs and for the animal community at large," Jain said.

Long-Term Vision

Looking ahead, Zigly plans to double its business in FY27. Backed by aggressive retail expansion, omnichannel growth, acquisitions, digital healthcare initiatives, and an expanding portfolio of private-label products, the company is positioning itself as much more than a pet retailer.

"Zigly is at an inflection point in the pet care industry. We are there for anxious pet parents throughout their pet parenting journey by offering everything under one roof. The opportunities in India's pet care ecosystem are massive, and I believe the next 10 years will be the golden decade for the industry," concluded Jain.

As Indian consumers increasingly embrace premium global brands, retailers are rethinking how international labels establish and grow in the country. Rising disposable incomes, growing interest in fitness and wellness, and wider digital access have accelerated demand for global athleisure brands beyond metropolitan markets. In response, Brandman Retail has evolved from a brand distribution company into an integrated platform spanning retail, e-commerce, B2B distribution, marketing, and consumer engagement, helping international brands build a long-term presence in India.

Building an Ecosystem for Premium Brands

For Brandman Retail, introducing a global brand to India is only the starting point. The company focuses on building long-term partnerships that help brands grow while adapting to the needs of Indian consumers.

Kashika Malhotra, Director, Brandman Retail Limited, said the company's role has expanded significantly since its inception, with the focus shifting from distribution to creating a complete retail ecosystem.

"Brandman Retail was established with the vision of bringing premium global brands closer to the Indian consumer as the Indian consumer continues to evolve. Over the years, we've evolved from brand distribution to a more integrated system. We do brand acquisition, retail, e-commerce, B2B distribution along with marketing and consumer engagement. Our long-term vision is to build India's premium lifestyle hub that brands can trust for sustainable, scalable growth."

Rather than acting as a conventional distributor, the company now works with international partners to localise retail strategies while maintaining each brand's global identity.

Building on India's Athleisure Boom

Athleisure remains at the core of Brandman Retail's business strategy. As fitness and wellness become a larger part of consumers' lifestyles, the company has steadily expanded its portfolio to cater to growing demand for premium performance and lifestyle brands.

Beginning with New Balance in 2021, Brandman Retail has since added brands such as Saucony, ANTA, and Wilson, creating a portfolio that caters to different sporting and lifestyle needs.

"Globally, we're seeing the rise of athleisure. We started with New Balance in 2021 with three stores, and today have approximately 20 stores. We've also expanded into brands like Saucony, ANTA, and Wilson to diversify our portfolio as more consumers adopt fitness and wellness."

The company has also introduced Sneakrz, a multi-brand retail concept designed to bring together premium athleisure brands under one roof.

"We've launched Sneakrz as a multi-brand store with all our in-house brands along with Adidas, Puma and ASICS. Our vision is to become a one-stop destination for premium athleisure where consumers can find the right footwear for every sport and activity."

Growth Beyond Metropolitan India

While premium brands have traditionally focused on major cities, Brandman Retail believes the next wave of growth will come from Tier II and Tier III markets, where consumer aspirations are changing rapidly.

According to Malhotra, stronger purchasing power, digital adoption, and greater exposure to international brands have created significant opportunities beyond metropolitan India.

"One of the biggest shifts we've seen is the rise of disposable income along with increasing demand for premium global brands. We strongly believe in the growth of Tier II and Tier III markets. Our store in Lucknow performs as well as our stores in Delhi NCR, showing that demand for premium brands is expanding beyond metros."

The company continues to strengthen its omnichannel presence while tailoring marketing initiatives to local audiences without compromising the positioning of its international brand partners.

"Consumers are more connected than ever through technology and globalisation. We continue expanding our digital capabilities and retail footprint while adapting our marketing to resonate with local consumers without losing the premium global essence of every brand."

Data, Technology, and Long-Term Partnerships

As Brandman Retail continues to expand, technology has become central to how it manages operations and makes business decisions. From inventory planning and customer relationship management to omnichannel commerce, the company relies on data to understand consumer preferences across regions and improve operational efficiency.

"Technology has always been a big part of our business. We use it to manage inventory across all our stores and e-commerce platforms, giving us one network to track products and understand what sells in different parts of the country. India is a very diverse market and technology helps us make better decisions."

Malhotra believes data has also strengthened the company's partnerships with global brands by enabling more informed expansion strategies.

"The global brands that we work with are long-term partnerships that we value deeply. We work closely with them to understand their global vision and India's potential, and then find a middle ground where we can grow the brand sustainably without diluting its identity. Every decision we make is backed by data and market insights."

Instead of chasing rapid expansion, the company focuses on identifying the right locations, building brand awareness gradually, and creating sustainable retail growth.

The Next Phase of Growth

Following its IPO earlier this year, Brandman Retail is now preparing for its next stage of expansion. Alongside strengthening its existing portfolio, the company is entering licensed manufacturing through Rockport while continuing to expand its retail footprint across key markets.

"We recently signed a licensing deal with Rockport and have the license to manufacture the products in India under the Rockport brand. It aligns well with the Make in India initiative, and we believe it creates an exciting opportunity for us while strengthening our premium footwear portfolio."

The company is also accelerating store expansion after overcoming regulatory delays and plans to deepen its omnichannel presence while entering new markets across the country.

Looking ahead, Malhotra said the ambition extends beyond operating stores to becoming the preferred growth partner for premium international brands entering India.

"If I'm looking at the next three to five years, our vision is to establish Brandman as India's preferred platform for premium international brands. We want to build a diversified portfolio, expand across key markets, and continue investing in innovation and technology to deliver better consumer and retail experiences."

As India's premium retail market evolves, Brandman Retail is positioning itself as more than a market-entry partner for international labels. By combining local market expertise, technology-led decision-making, and long-term brand partnerships, the company is building a platform designed to help global brands establish sustainable growth in India while responding to the changing expectations of the country's increasingly aspirational consumers.