06 November 2025, Mumbai 

Jaipur Rugs, in partnership with Archdais, has announced the winners of the globally recognized ‘Jaipur Rugs Pavilion – Design & Build Competition.’ This annual initiative celebrates the powerful fusion of ancient craftsmanship, community empowerment, and cutting-edge modern design.

This year’s competition attracted over 1,300 designers from around the world participating. Entrants were tasked with reinterpreting the core essence of Jaipur Rugs—weaving narratives of craftsmanship, bravery, and deep emotion into their architectural and spatial designs.

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The competition’s global reach included participants from key international regions like the United States, United Kingdom, UAE, and Spain, alongside strong representation from Indian states including Delhi, Kerala, Goa, and Tamil Nadu.

Following a rigorous evaluation by a distinguished jury, the top three winners were selected.

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The first prize was bagged by Rishabh Dae & Sankruti Agarwal from Bengaluru; Dhruv Soni and Dhanav Tandon from Mumbai bagged the second prize while the third prize was won by the Tangible Intangible Design Office & Himanshu Chopra from New Delhi.

Rutvi Chaudhary, Director, Jaipur Rugs, avers, transcending mere competition, it serves as a platform that connects artisans with designers, blending tradition with innovation.

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The competition reaffirms the brand's commitment to empowering artisans and promoting community-driven design, encouraging creators to look beyond aesthetics and embrace storytelling, she avers.

Rushikesh Kothari, CEO, Archdais, terms the collaboration as an ‘inspiring journey’ where the design challenge became a ‘melting pot of ideas.’

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The winning designs will be prominently featured at the Jaipur Rugs Pavilion, acting as a testament to the brand's vision of creating meaningful connections between design, heritage, and humanity.

This initiative reinforces Jaipur Rugs’ foundational belief that design can be a powerful driver of social change.

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05 November 2025, Mumbai 

Cantabil Retail India is prioritizing several key strategies to achieve double-digit sales growth in FY26.

The company reported solid performance in Q2, FY26, driven by physical expansion and improved sales metrics.

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The company achieved high single-digit growth in same-store sales (SSS) and added 25 new stores, bringing its total retail footprint to 630 outlets.

This rapid expansion resulted in a significant increase in physical space, which grew by 21 per cent to 8.48 lakh sq ft. The brand's Average Billing Value (ABV) improved to Rs 3,890 while Average Selling Price (ASP) rose to Rs 826 during the quarter.

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In H1, FY26, Cantabil’s revenue increased by 20 per cent to Rs 334.70 while EBITDA rose by 23 per cent to Rs 91.10 crore. The brand is integrating its physical and digital presence for a seamless customer experience. It encourages customers to purchase more per transaction to increase their average billing value (ABV).

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06 November 2025, Mumbai 

India’s luxury market, once an afterthought in global boardrooms, is now commanding front-row attention. From Mumbai to Milan, industry analysts are watching closely as Reliance Industries, Tata Group, and Aditya Birla Group (ABG) set in motion a historic transformation one that could boost India from a luxury consumption hub to a creation powerhouse.

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The numbers alone reveals the huge potential. Valued at over $10 billion in 2025, India’s luxury market is on track to triple by 2030, with optimistic projections from Bain & Co. and BCG hinting at a possible $200 billion valuation by the end of the decade.

The drivers: a young, aspirational population, a booming affluent class, and conglomerates that are finally putting serious money and strategy into building the foundations of a homegrown luxury ecosystem.

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Unlike earlier phases when luxury meant importing European heritage brands, today’s Indian giants are building vertically integrated ecosystems that connect design, production, real estate, retail, and digital platforms.

It’s a structural playbook reminiscent of what Bernard Arnault did with LVMH only now, it’s being indigenized for India’s unique cultural and economic context.

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A demographic tipping point

The rise in luxury is not accidental it rests on the shifts within India’s socio-economic pyramid. A report by Boston Consulting Group (BCG) maps this transformation vividly, breaking down Indian households by annual income and spending power.

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Table: Indian households as per annual income

However, the real growth engine lies within the 85 million ‘Affluent’ and ‘Aspirers’, who are bridging the gap between aspiration and indulgence.

They represent the new face of premiumization buying Balmain perfumes, limited-edition sneakers, and homegrown designer wear with the same enthusiasm as foreign brands. These households are powering what economists call the bridge-to-luxury segment, a category that conglomerates like Reliance and Aditya Birla are aggressively betting on.

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Young, digitally fluent, and hungry for meaning

India’s median age of 29 is perhaps the single most transformative factor shaping luxury consumption. Unlike the generational wealth of the West, India’s luxury consumers are first-generation earners who wear their success and values on their sleeves. This generation’s preferences are redefining what luxury means.

Experiential luxury: Experiences now carry as much prestige as possessions. The share of luxury homes sold across India’s top seven cities surged from 7 per cent in 2019 to 18 per cent in 2022, driven by consumers who value privacy, design, and lifestyle integration. The same mindset extends to travel, fine dining, and curated fashion.

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Cultural relevance: No longer satisfied with imported status symbols, Indian buyers want luxury that feels authentically theirs. Brands like Bvlgari have responded with culturally rooted creations such as the kada and mangalsutra lines.

Global confidence: International brands are bullish. In 2024 alone, 27 new global retail entrants debuted in India nearly double the number in 2023 signalling unprecedented confidence in the market’s maturity, especially in fashion, beauty, and lifestyle.

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Building empires, not just stores

India’s three industrial powerhouses are taking divergent yet complementary routes to luxury dominance each drawing on its historical DNA and leveraging core competencies.

Table: The battle of conglomerate strategies

Reliance Industries is clearly positioning itself as India’s answer to LVMH, building an empire that controls everything from couture to concrete. Its flagship Jio World Plaza in Mumbai serves as both a retail and cultural landmark, symbolizing the merging of luxury and Indian identity.

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Tata Group, on the other hand, is leveraging its century-old brand trust and quiet elegance. Its Taj Hotels remain the gold standard of Indian luxury hospitality, while Tata Cliq Luxury has democratised access by bridging the physical retail gap in smaller cities.

Meanwhile, Aditya Birla Group has focused on fashion democratization boosting Indian couture while introducing international retail sophistication through its Galeries Lafayette joint venture. Its long-term vision: make India’s luxury consumption as organized and data-driven as its mass retail empire.

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From consumption to creation

What sets this phase of India’s luxury evolution apart is its bi-directionality. Conglomerates are simultaneously partnering with foreign luxury houses while nurturing Indian designer labels. This dual play serves multiple purposes.It brings global operational and brand management expertise into India. Also it incubates homegrown talent, enabling Indian luxury brands to eventually compete globally. What’s more, it strengthens local manufacturing and design ecosystems, positioning India as a base for both creation and consumption.

The strategic intent is clear: to move beyond being a passive luxury market and become an active participant in shaping global luxury trends a feat that even China, despite its dominance in consumption, has struggled to achieve.

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A new era beckons

As Reliance, Tata, and ABG continue to expand their luxury portfolios, India is entering what analysts are calling the ‘Luxury Industrial Revolution’. The coming decade will not merely see India importing prestige it will see India producing it, exporting brands, craftsmanship, and experiences that merge technology, tradition, and design.

The journey from a $10 billion market to a potential $200 billion juggernaut is more than just a business transformation, it’s a cultural awakening, one where Indian identity and global luxury finally converge on equal terms.

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05 November 2025, Mumbai 

Activewear brand TechnoSport has officially launched on Myntra’s hyperlocal delivery service, M-Now, This move is part of the brand's strategy to strengthen its distribution network and capitalize on the growing urban demand for quick delivery.

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The service is initially live in Bengaluru, with plans for rapid expansion to major metropolitan areas including Mumbai, Delhi, Kolkata, Hyderabad, and Pune.

TechnoSport has debuted on the platform with more than 10 styles, focusing on affordable performance wear with an average price point of approximately Rs 430.

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TechnoSport stated that its overall omnichannel rollout - starting with Myntra and extending to its own website - is designed to significantly improve both delivery speed and the overall customer experience.

The company has seen substantial success in the quick-commerce (Q-commerce) segment, reporting approximately 60 per cent volume growth on these platforms over the past six months.

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TechnoSport views Q-commerce as a major growth driver, projecting it will contribute about 15 per cent of its overall revenue in the coming years, with the total quick-commerce share expected to reach around 20 per cent.

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06 November 2025, Mumbai 

The Bear House has launched a new campaign titled, ‘The Young Gentlemen’ as a major branding initiative to redefine modern masculinity and the concept of a ‘gentleman’ for a new generation.

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Moving away from the traditional, formal, and often rigid cliches of what it means to be a gentleman, the campaign promotes a ‘gentler confidence,’ positioning qualities like kindness, authenticity, self-awareness, and being grounded as the true markers of a modern gentleman.

The campaign uses a hero film and companion stories to sketch a contemporary portrait of this 'Young Gentleman,' who is depicted as kind, generous, grounded, self-aware, authentic, and relatable.

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The campaign aligns the brand's clothing - known for its timeless design, precision tailoring, and ease - with the lifestyle of this modern man.

The clothing is presented as a vehicle for self-expression, blending smart-casual aesthetics with premium comfort.

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'The Young Gentlemen' is designed as a 360° rollout, indicating a comprehensive approach across multiple channels including hero film and digital stories, print and digital, creator collaborations and immersive in-store experiences.

The campaign comes at a significant time for the brand, following its successful retail expansion across major Indian cities and its debut on Shark Tank India, aiming to define its point of view beyond just clothing.

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05 November 2025, Mumbai 

Leading Indian denim brand, Kraus Jeans is placing a big bet on expanding its exclusive brand outlet (EBO) network as it aims for significant financial growth.

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The company is strategically focused on increasing its physical retail footprint and is targeting a revenue of Rs 260 crore (approximately $31.2 million) by the FY26-end.

The primary driver of this revenue goal is the aggressive rollout of EBOs across India. By prioritizing company-owned and operated stores, Kraus Jeans can better control the customer experience, branding, and product presentation.

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This strategy typically includes focusing on high-potential urban and semi-urban centers to maximize reach and market penetration, using EBOs as a way to showcase the full product range and the specific lifestyle associated with the Kraus brand and gaining real-time insights from EBO customers to inform future product development and inventory management.

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The Rs 260 crore revenue target by FY26 reflects a strong commitment to capitalizing on the growing demand for branded denim in India.

Achieving this goal would require Kraus to significantly increase its market share and retail efficiency through its new EBO network.

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05 November 2025, Mumbai 

For nearly a century, Raymond stood as a symbol of Indian elegance and masculine sophistication. Its iconic tagline, ‘The Complete Man’, became more than a marketing phrase it defined generations of middle- and upper-class Indian men. But the world has moved on.

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In an era of sneakers at boardrooms and cotton tees at weddings, the formal suit has lost its daily dominion.

Raymond’s latest corporate restructuring described internally as the birth of Raymond 2.0, marks one of the most ambitious reinventions in Indian corporate history.

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Under the leadership of chairman and Managing Director Gautam Hari Singhania, the 98-year-old conglomerate has divided itself into three net-debt-free entities focused on lifestyle, real estate, and engineering, shedding legacy complexity to become leaner, faster, and future-ready.

This is not just a structural clean-up it’s a bet on a generational shift in how Indian men dress, spend, and define ‘premium’.

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Casualization and the rise of Gen-Z

Raymond’s traditional stronghold premium suiting fabrics has been under siege for years. Two structural shifts have led to its decline.

The pandemic permanently redrew fashion’s dress codes. With work-from-home, flexible schedules, and hybrid workplaces, the formal suit has turned from an everyday essential into an occasional indulgence. The global athleisure takeover has reshaped wardrobes and reduced formalwear’s share of men’s apparel by double digits since 2020.

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The Gen-Z paradox

India’s youngest workforce cohort Gen Z (born 1995-2010) has radically different sartorial priorities. Nearly 78 per cent of Gen-Z consumers prefer comfort and versatility, gravitating toward athleisure, denim, and cotton-rich casuals rather than traditional wool blends.

Their fashion decisions are shaped by micro-influencers, not TV ads.

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They trust Instagram and TikTok trends over store displays. Gen-Z demands transparency, authenticity, and sustainability, qualities often missing from legacy brands. They’re also twice as likely to use digital wallets and buy online compared to millennials.

For Raymond, this means one thing: Beyond suits a focus from ceremonial to everyday relevance, capturing a greater share of the Indian man’s wardrobe.

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Apparel brands and retail reinvention

To stay relevant, Raymond Lifestyle (RLL) the demerged lifestyle arm has launched a comprehensive revival blueprint titled ‘Accelerate the Growth’ and ‘Build the New’.

These programs are reshaping both products and distribution. Under these Raymond’s flagship brands are being actively repositioned for younger, more casual audiences.

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Park Avenue is moving beyond suits with Active Fit and Ath Mod Fit jeans, T-shirts, and stretch chinos. The goal: lower the brand’s average consumer age while preserving its premium aesthetic.

Textile Innovation remains a cornerstone, with new lines like ‘Fearless’ (spill-resistant, stretchable, and crease-free fabrics) and Vibez a colorful, bold-printed shirting range designed to match India’s vibrant casualwear boom.

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Ethnix by Raymond, the ethnicwear label, is scaling fast. With wedding and ceremonial dressing booming post-pandemic, RLL aims for a 7 per cent market share in men’s ethnicwear by 2027, expanding via exclusive Ethnix brand stores.

New categories such as innerwear and sleepwear mark Raymond’s entry into daily-use essentials higher-frequency, resilient segments that promise steady volume growth. These initiatives highlight Raymond’s attempt to translate its formalwear heritage into a lifestyle ecosystem for the new Indian man.

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Retail & digital transformation

Raymond’s distribution strategy once anchored in premium high-street stores is now pivoting toward an agile, omnichannel model emphasizing reach, affordability, and personalization.

Raymond plans to add 150-300 exclusive brand outlets annually, predominantly through the Franchise-Owned, Franchise-Operated (FOFO) model. This lowers capital expenditure and enables rapid entry into Tier-II, III cities, India’s next consumption frontier.

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Meanwhile, the company has introduced a made-to-measure digital experience, combining home/office stylist visits with virtual measurements and a ‘Perfect Fit Guarantee’. This merges premium bespoke heritage with modern convenience.

RLL is deploying AI/ML to refine demand forecasting, improve inventory efficiency, and develop rapid digital storefronts essential for competing with agile fast-fashion rivals.

Raymond is also transitioning from TV-heavy advertising to content-driven engagement collaborating with relatable influencers who embody authenticity and style over status. This multi-channel approach signals Raymond’s evolution from a manufacturer-led textile company into a consumer-first fashion ecosystem.

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Raymond 2.0 restructuring

Raymond’s corporate simplification approved by the NCLT in June 2025 is more than an exercise in balance-sheet hygiene. It’s a calculated bet on unlocking hidden value and freeing each business vertical to pursue independent growth.

Branded textile (47.5 per cent of revenue): The dependable, cash-generating core remains a stabilizer amid turbulence, supporting innovation in other verticals.

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Branded Apparel (24.5 per cent of revenue): Now positioned as the main growth engine, this segment targets a top-line CAGR exceeding 22 per cent, driven by aggressive retail expansion and product diversification.

Real Estate (Raymond Ltd.): With a zero-debt status post-FMCG divestment, the real estate arm is projected to unlock Rs 40,000 crore in potential revenue from its Thane land bank and joint development projects a valuation anchor for the demerged structure.

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By channeling the proceeds from the FMCG sale to eliminate debt, Raymond has emerged financially lighter and strategically sharper, a rare feat in India’s corporate landscape.

Chairman Gautam Hari Singhania encapsulates the transformation as he says, “We’re finding a young customer... We’re at a particular point. We don’t go below a particular point.” The message is clear: while Raymond embraces change jeans, T-shirts, and digital-first retail it refuses to dilute its premium DNA.

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The brand’s reinvention is less a departure from its heritage and more a reinterpretation of it for a new generation. From The Complete Man to the Contemporary Man Raymond’s second act is a lesson in strategic resilience how a legacy brand can rewrite its destiny not by abandoning its past, but by reimagining it.

Thus Raymond’s reinvention underscores a broader truth about India’s consumption story: tradition and transformation can coexist.

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As the ‘Complete Man’ evolves into a digital-native millennial and Gen-Z hybrid, Raymond 2.0 stands at the crossroads of heritage and reinvention—where suiting fabric meets stretch denim, and the showroom meets the smartphone. If successful, this transformation could redefine not just a brand but an entire category of Indian menswear for the next decade.

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06 November 2025, Mumbai 

A leading Indian fashion powerhouse, Aditya Birla Fashion & Retail (ABFRL) reported a 13 per cent Y-o-Y rise in revenue to Rs 1,982 crore during Q2, FY26.

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The company’s profitability also improved, with EBITDA growing 7 per cent to Rs 116.00 crore. The EBITDA margin stood at 5.9 per cent.

The company’s growth was broadly based across its segments. The Pantaloons segment reported 6 per cent Y-o-Y growth with quarterly sales reaching Rs 1,142.00 crore. Crucially, like-for-like (LFL) growth was a healthy 7 per cent.

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The portfolio of TMRW digital-first fashion brands continued to accelerate, achieving 27per cent Y-o-Y growth while the ethnics segment expanded by 11 per cent Y-o-Y with designer-led brands within the portfolio seeing especially strong momentum, growing over 30 per cent.

The luxury retail segment, which includes The Collective and various mono-brand stores, also posted a respectable 13 per cent Y-o-Y growth.

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ABFRL made significant strides in expanding its presence across the entire value-luxury spectrum during the quarter. The company successfully introduced OWND, a new fashion brand specifically targeting Gen Z and youth consumers. The brand rapidly expanded its physical footprint, reaching 59 stores by the end of Q2.

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ABFRL is preparing for a landmark retail event—the debut of India's first luxury department store through its partnership with Galeries Lafayette. This venture is set to feature over 250 luxury and designer brands.

Ashish Dikshit, Managing Director, ABFRL, notes, ABFRL sustained its growth momentum this quarter, delivering strong organic performance across all sectors.

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The results underscore the company's successful strategy of balancing growth across traditional retail formats, new-age digital brands, and high-end luxury ventures.

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05 November 2025, Mumbai 

Bollywood actor and Brand Ambassador, Swarovski India, Rashmika Mandana made a radiant appearance at the the grand opening of the brand’s exclusive exhibition, ‘Masters of Light – Hollywood,’ in Los Angeles.

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The event paid a dazzling tribute to the brand's long-standing legacy of glamour, innovative craftsmanship, and influence across cinema, fashion, and artistry.

Adorned in stunning Swarovski creations, including the Millenia choker, Mesmera necklace and earrings, and pieces from the Una, Matrix, and Constella collections, Mandana’s look perfectly captured the brand's contemporary edge blended with its 130 years of artistic heritage.

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The star-studded evening was held at Amoeba Music, where guests immersed themselves in the exhibition. Curated by British fashion journalist Alexander Fury and held under the creative direction of Giovanna Engelbert, Global Creative Director, Swarovski, the ‘Masters of Light – Hollywood’ showcase details Swarovski’s century-long impact on entertainment and luxury design.

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The glamorous guest list featured global icons like Cher, Kylie Jenner, Baz Luhrmann, Viola Davis, Venus Williams, Jeff Goldblum, and many others, alongside Alexis Nasard, CEO, Swarovski and the creative team.

Engelbert highlighted, the exhibition pays tribute to the enduring bond between Swarovski and the world of film and fashion, where their crystals have illuminated iconic moments in entertainment history.

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Alexis Nasard, CEO, Swarovski added, the past 130 years have been an extraordinary journey of innovation, artistry, and brilliance.

The exhibition not only honors their legacy but also reaffirms their commitment to inspiring joy and self-expression through their craftsmanship, he noted.

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Founded in Austria in 1895, Swarovski has grown into a global leader in designing, manufacturing, and selling fine crystals, jewelry, and accessories. The brand remains dedicated to sustainability, championing diversity, and supporting philanthropic work through the Swarovski Foundation.

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04 November 2025, Mumbai 

In India’s fast-changing fashion ecosystem, where legacy brands once ruled and global labels still jostle for dominance, a new player has quietly rewritten the playbook for how a menswear brand can be built and scaled at breakneck speed. Snitch, founded by Siddharth Dungarwal, has transformed from a small B2B clothing manufacturer into one of India’s fastest-growing fashion disruptors, clocking in Rs 520 crore in revenue in FY25, barely four years after its direct-to-consumer (D2C) debut.

From desperation to disruption

When the pandemic shuttered global supply chains in 2020, Dungarwal found his wholesale operations paralyzed. The shift to D2C wasn’t part of a grand strategic plan it was, as he puts it, “a mix of desperation and instinct.” Yet, it became the catalyst for one of the most remarkable growth stories in Indian fashion. Within months, Snitch found a loyal audience online, young, style-conscious Indian men craving fast-moving, trend-led apparel at accessible prices. By combining this insight with a hyper-digital operating model, the brand achieved in four years what took established names like Westside over a decade.

The Snitch Playbook: Speed, data, discipline

At the heart of Snitch’s success lies an operational model that fuses the agility of fast fashion with the precision of tech-enabled retail.

Ultra-fast fashion, Indian edition: Traditional fashion houses work on lead times stretching from 8 to 36 months a cycle that feels glacial in today’s scroll-driven culture. Snitch compresses this to just 30 days, from design to store. Its system is powered by data scraping and predictive analytics. The brand’s tech team continuously monitors social media trends, hashtags, and keyword searches, while analyzing past sales data to identify which colors, fits, and silhouettes are resonating. The result: A near real-time understanding of what Indian men want to wear next week, not next season. “Speed isn’t chaos for us,” Dungarwal told investors earlier this year. “It’s structured agility. Every drop is backed by data, not guesswork.”

A co-owner supply chain: Rather than relying on fragmented third-party vendors, Snitch built what it calls a co-owner manufacturing model. Partner factories are guaranteed year-round orders, in exchange for standardized quality and turnaround protocols. This collaborative approach ensures consistent production speeds and low wastage. The outcome speaks for itself: Snitch’s dead stock rate is just 3-4 per cent, compared to an industry norm of 20-30 per cent. This efficiency not only reduces markdowns but also makes sustainability a practical business outcome something most fast-fashion brands struggle to achieve.

Data-led retail expansion: Even as it scales offline, Snitch retains its digital DNA. The company doesn’t rely on traditional market surveys or ad-heavy launches to open new stores. Instead, it mines its D2C customer data to identify high-conversion zones, mapping existing online orders with local demographics. This precision-led strategy has resulted in a rent-to-revenue ratio of just 10-12 per cent, making its physical retail unusually profitable. After opening its first store in July 2023, Snitch had 50 stores by March 2025, and aims to hit 100 by FY26, across cities like Delhi, Ahmedabad, Hyderabad, and Pune.

Table: Snitch revenue and growth at a glance

Outpacing the old guard

India’s fast-fashion market, estimated at $39.74 billion by 2032, is becoming a battleground. Global giants like Zara and H&M command brand equity, while domestic heavyweights like Pantaloons and Westside have scale. Snitch’s advantage lies in focus and flexibility. By sticking solely to menswear, a segment often overshadowed by women’s fashion the brand simplified decision-making and enhanced customer loyalty. Every aspect of its offering, from fit to color palette, is calibrated for the modern Indian male.

Its core demographic men aged 18 to 35 in Tier II, II cities, is driving India’s e-commerce boom. Snitch’s speed-to-trend engine ensures that a viral look on Instagram can hit its website or store within weeks, creating a loop of constant newness.

Building fast without breaking

Snitch’s success challenges the assumption that fast growth equals fragility. Its foundations are deeply operational: an agile supply chain, a disciplined data core, and a clear brand focus. It also highlights a shift in how Indian fashion startups approach scaling. Instead of burning capital on visibility, Snitch built a profitable, asset-light model, where insight replaces instinct and every SKU serves a strategic purpose. At a time many brands chase virality, Snitch’s story is about velocity with vision. As Dungarwal puts it, “We didn’t set out to build the biggest menswear brand. We wanted to build the smartest one.”

The new blueprint for Indian fashion

Snitch’s rise signals a larger transformation underway in India’s apparel industry. The next decade won’t belong to brands with the biggest advertising budgets it will belong to those with the fastest data loops, tightest supply chains, and sharpest consumer focus. If Zara redefined fast fashion globally, Snitch may well be defining what smart fashion looks like in India.

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