06 January 2025, Mumbai

Dr A Sakthivel has officially assumed his fifth term as Chairman at Apparel Export Promotion Council (AEPC) as of January 2026, entering a leadership period defined by a ‘trade war’ landscape.

The Indian apparel sector is currently grappling with a 50 per cent tariff recently imposed by the United States, a measure that endangers roughly $5 billion in annual exports.

With the US accounting for one-third of India’s garment shipments, Dr. Sakthivel’s immediate mandate involves a strategic redirection toward the European Union and the United Kingdom to mitigate an estimated 6 per cent to 9 per cent revenue decline projected for FY26.

Capital incentives for synthetic and technical textiles

To counter traditional export volatility, the AEPC is aggressively advocating for the expansion of Man-Made Fiber (MMF) and technical textiles.

In a significant policy move this month, the Ministry of Textiles extended the application deadline for the Rs 10,683 crore Production Linked Incentive (PLI) Scheme to March 31, 2026.

This extension aims to boost the 91 companies already selected, who have collectively committed Rs 7,731 crore in investments.

Under Dr. Sakthivel’s guidance, the council is facilitating MSMEs to leverage these incentives, targeting a long-term shift away from cotton dependency to higher-value synthetic garments that face fewer global trade barriers.

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ESG compliance as a new market entry requirement

Sustainability has transitioned from a corporate preference to a legal necessity. Starting in 2026, the European Union's ‘Digital Product Passport’ (DPP) and Eco-design regulations will require exhaustive traceability for every garment sold in the bloc.

To address this, AEPC has launched capacity-building programs to help exporters document carbon footprints and social labor standards.

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This ‘do or die’ compliance phase is critical for the sector's goal of reaching $100 billion in exports by 2030, ensuring that Indian products remain competitive against lower-tariff rivals like Bangladesh and Vietnam in the premium Western markets.

AEPC is the official body of apparel exporters in India, providing invaluable assistance to Indian exporters and international buyers.

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Specializing in market diversification and policy advocacy, the council oversees a sector that employs 45 million people.

Its 2026 roadmap focuses on scaling MMF production and achieving ESG certification across its 8,000+ member base to sustain global trade volume.

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01 January 2025, Mumbai

Bella Vita is executing a sophisticated transition from a digital-first enterprise to a multi-channel powerhouse, recently marking its entry into Punjab with a strategic outlet at HG Enton Plaza, Barnala.

This expansion is not merely a geographic move but a calculated effort to tap into the burgeoning demand in Tier II and Tier III markets.

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In an industry where the Indian perfume market is projected to grow at a CAGR of 17.9 per cent through 2029, Bella Vita is prioritizing physical kiosks to facilitate ‘sensory discovery.’ Management indicates, while e-commerce accounts for approximately 85 per cent of the revenue, the offline segment provides a critical touchpoint for brand intimacy and consumer education.

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Capitalizing on the premiumization trend

The brand’s trajectory reflects a broader shift in the domestic beauty sector towards ‘affordable luxury.’

Following a successful Series A funding round of $10 million from Ananta Capital, Bella Vita has reported a substantial GMV of Rs 250 crore, supported by an annualized revenue run rate that has already crossed the Rs 450 crore milestone.

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By focusing on high-footfall mall kiosks rather than traditional expansive storefronts, the company maintains a lean operational model while maximizing brand visibility.

This strategy aligns with industry data suggesting that offline retail remains the dominant revenue share holder in the personal care space, even as digital adoption accelerates.

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International ambitions and market resilience

Beyond domestic borders, Bella Vita is aggressively pursuing a global footprint, with active distribution plans for Thailand, the US, and the Maldives.

The brand recently solidified its presence in Nepal through a partnership with Consumer Access, reaching over 5,000 stores.

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This international de-risking strategy is complemented by a product pivot - moving from general skincare to a fragrance-centric portfolio - which has allowed the brand to occupy a niche that combines traditional Indian notes like Oud and Sandalwood with modern, gender-neutral appeal.

Founded in 2018 and headquartered in Gurugram, Bella Vita specializes in high-quality, affordable fragrances and natural personal care.

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With a valuation of Rs 1,340 crore and a strong presence on major marketplaces like Amazon and Nykaa, the brand aims to become India’s largest perfume player by 2026 through aggressive omnichannel expansion and international distribution.

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06 January 2025, Mumbai

Parent entity of Nykaa, FSN E-Commerce Ventures has issued a robust operational update for Q3, FY26, projecting consolidated Gross Merchandise Value (GMV) and Net Sales Value (NSV) growth in the late twenties.

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This performance signals a strategic acceleration in the company’s core business units, with consolidated net revenue expected to settle at the upper end of the mid-twenties.

The beauty segment remains the primary engine of this expansion, eyeing its strongest quarterly growth in eighteen months, boosted by a successful ‘Pink Friday’ sale and an influx of premium consumer acquisitions.

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Vertical disparity and margin optimization in fashion

While the beauty vertical anticipates record-breaking NSV growth in the late twenties, Nykaa Fashion is navigating a more complex trajectory.

The segment expects mid-twenties NSV growth, yet net revenue is projected to remain in the late teens.

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This disconnect stems from deliberate channel optimization of in-house labels and a temporary contraction in marketing and content income.

Despite these adjustments, the fashion business continues its recovery, supported by a 37 per cent Y-o-Y GMV growth reported in the previous quarter and a growing portfolio of global labels like H&M and GAP.

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Omnichannel dominance and physical retail scaling

Nykaa’s 2026 outlook is anchored in its ‘omnichannel’ moat, which now encompasses over 265 physical beauty destinations across 90 cities.

The company added 19 new stores in the second quarter alone, focusing on high-productivity formats that deliver superior revenue per square foot.

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According to Falguni Nayar, CEO, the focus is now on deepening premiumization through ‘House of Nykaa’ brands like Dot & Key, which recently achieved a Rs 1,500 crore annualized GMV run rate.

As the platform scales its rapid delivery model, ‘Nykaa Now,’ it aims to fulfill the growing demand for convenience without compromising its high-end assortment.

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Nykaa is India’s premier omnichannel lifestyle retailer, specializing in beauty, wellness, and fashion across premium and luxury segments. With a cumulative customer base of 49 million, the firm is executing a 2026 strategy centered on physical store expansion and high-margin private labels.

Historically established in 2012 as a digital-first platform, Nykaa now commands a multi-billion dollar GMV, maintaining a dominant position in India's evolving e-commerce landscape.

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01 January 2025, Mumbai

Apparel Group is accelerating its regional footprint for Melbourne-founded brand Forever New, capitalizing on a 15 per cent Y-o-Y surge in the GCC’s premium womenswear segment.

This expansion phase, marked by a dual launch at Bahrain’s City Centre and Marassi Galleria Mall, alongside a new boutique at Reem Mall, Abu Dhabi, signals a transition from boutique presence to institutional scale.

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The brand is executing a high-velocity roadmap with four additional flagship openings scheduled for the coming month in Tier I assets including The Galleria, Abu Dhabi, and Riyadh Park, Saudi Arabia.

This aggressive physical retail strategy is a direct response to a 12 per cent rise in regional consumer preference for tactile, ‘high-street premium’ shopping environments over pure-play digital transactions.

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Optimizing the fashion value chain through regional synergy

The group’s operational success hinges on a sophisticated localized supply chain that maintains high inventory turnover amidst fluctuating logistics costs.

By integrating Forever New’s feminine silhouettes into its established GCC distribution network, Apparel Group is capturing a significant share of the $9.7 billion regional fashion market.

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Our infrastructure provides the agility required to scale internationally lauded brands like Forever New while maintaining the premium experience regional consumers demand, states Neeraj Teckchandani, CEO, Apparel Group.

This partnership model serves as a case study for global labels seeking to navigate the Gulf’s unique market bifurcation, where occasion-wear demand remains resilient despite broader global macroeconomic volatility.

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Apparel Group is a Dubai-based conglomerate operating over 2,300 stores across 14 countries. Its partnership with Forever New focuses on the ‘accessible luxury’ womenswear category.

With a projected 2026 close of 17 standalone stores in the GCC, the group is leveraging high-growth retail tourism in Dubai and Riyadh to drive a record-breaking fiscal performance.

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01 January 2025, Mumbai

As 2025 draws to a close, the Indian fashion industry is standing at its most significant crossroads in a decade.

For the past five years, the narrative was singular: the meteoric, almost gravity-defying rise of "Ultra-Fast Fashion."

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Driven by a Gen-Z thirst for micro-trends and the algorithmic precision of digital-first disruptors, the fast-fashion segment in India grew at a staggering CAGR of 24% between 2021 and 2025. This growth far outstripped the 8% growth of traditional legacy players during the same period. Brands like Zudio, Snitch, and various international labels utilized high-velocity drops to turn inventory into a form of social currency.

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However, as we look toward 2026, the velocity trap; a cycle of eroding margins, unsustainable returns, and trend-fatigue, is causing a strategic pivot.

The coming year marks the Great Recalibration, where established brands and companies like ABFRL, AFL, Raymond, and Trent are no longer just defending their territory; they are weaponizing their institutional scale to reclaim the high street and the wardrobe.

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Why fast fashion ran away with the market

The rapid ascendancy of fast fashion was no accident. It was built on the "AAA Formula" of accessibility, affordability, and attractive trends.

While legacy brands were tethered to traditional six-month design calendars, fast-fashion players were operating on 15-day cycles. T

his allowed them to capture "thumb-stop" moments on social media and convert them into sales within hours.

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By the end of 2025, the fast-fashion market in India reached an estimated valuation of $15 billion, fueled largely by the aspirational youth in Tier-II and Tier-III cities who demanded global runway looks at local price points.

Established brands initially struggled with this trend lag, finding their premium-priced, durable essentials ignored in favor of ₹999 disposable chic.

The historical context of the last four years shows a massive gap in inventory turnover, where fast-fashion disruptors achieved ratios of 10x to 12x, compared to the 3x or 4x typical of legacy brands and retailers.

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Historical growth benchmarks: 2021–2025

The digital ceiling and the return to physical moats

The tide is turning as we enter 2026 because the very digital-first nature that allowed disruptors to scale has become their greatest liability.

By late 2025, digital marketing costs in India surged to a point where Customer Acquisition Costs (CAC) began swallowing nearly 45% of the average order value for fast-fashion brands.

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Simultaneously, the industry-standard 30% online return rate for trend-led items created a "leaky bucket" that venture capital could no longer plug.

In contrast, established brands have spent 2025 leveraging their institutional balance sheets to lock down prime real estate in emerging hubs like Ludhiana and Coimbatore, effectively pricing out smaller, cash-strapped disruptors.

The "Physical Wall" is now a strategic advantage, providing a touch-and-feel experience that reduces returns to less than 10% when items are fitted in-store.

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The 2026 Shift: Strategic transformation points

Weaponizing the loom through vertical integration

The 2026 outlook for C-Suite leaders in the established sector is defined by a return to vertical mastery. Legacy giants are no longer trying to beat fast fashion at the "cheap" game; they are winning at the "value" game.

A primary case study is the Tata Group’s dual-brand strategy. While Zudio successfully captured the value-fast-fashion segment, the group’s legacy brand, Westside, saw a massive 39% revenue surge in late 2025 by adopting Monthly Capsules.

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By refreshing 15% of their floor stock every 30 days, they matched the visual freshness of fast fashion while maintaining the quality and fabric integrity that legacy brands are known for.

Furthermore, established players are weaponizing their supply chain sovereignty.

While fast-fashion brands often struggle with quality variance due to fragmented third-party sourcing, giants like Raymond and Arvind Fashions own the entire value chain; from the fabric loom to the retail rack.

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By 2026, these players are expected to see their EBITDA margins stabilize between 18% and 22%, whereas pure-play fast fashion entities are projected to languish in the 5% to 8% range due to rising logistics and RTO (Return to Origin) costs.

This return to quality is a growing consumer sentiment; a 2025 industry survey revealed that 64% of shoppers now prefer "durable trends" over "one-wear garments" as the novelty of disposable fashion wears off.

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Transforming stores into profit-generating assets

Established brands are also redefining the store's role for the 2026 landscape. Physical outlets are transforming into Experience Hubs and Micro-Fulfillment Centers.

By using stores as "Dark Stores" for quick-commerce partners, legacy brands are capturing the utility buyer who needs a basic shirt or socks in 10 minutes, and then using that data to drive high-margin, occasion-wear purchases in-store.

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This human-led approach involves training retail associates to act as style influencers for local WhatsApp communities, creating a deep-rooted loyalty that a faceless algorithm cannot manufacture.

The profitability gap is becoming stark. While fast-fashion brands struggle with a 55% gross margin that is quickly eroded by marketing, established vertical brands are hitting 70% gross margins by removing the middleman at every stage of production.

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Unit economic comparison (2026 Projection)

Editor’s Conclusion: The dawn of resilient retail

The narrative of "Legacy vs. Fast Fashion" is maturing into a story of "Resilience vs. Burn." The year 2026 will not belong to the fastest brand, but to the most efficient one.

The lost ground of the early 2020s is being reclaimed by established titans who have finally learned to dance at the speed of the internet while standing on a foundation of institutional scale.

Wrapup 2025

These winners are synthesizing the two worlds: adopting the digital agility of the disruptors while using the physical store as a high-margin fortress.

As we look ahead, the Great Recalibration proves that in the volatile world of Indian fashion, while trends are fast, trust and infrastructure are the only things that truly endure.

The era of buying growth with venture capital is ending; the era of earning it through operational excellence has returned.

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01 January 2025, Mumbai

India’s retail real estate sector is projected to conclude 2025 with a historic leasing volume of 9 million sq ft, the highest annual absorption recorded since the pandemic.

According to Cushman & Wakefield’s India Outlook 2026 report, this 15 per cent Y-o-Y increase from 7.8 million sq ft in 2024 is primarily driven by a decisive surge in mall-led activity.

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After a prolonged period of limited availability, approximately 4.3 million sq ft of new Grade A mall supply is becoming operational in the final quarter of 2025, enabling apparel and lifestyle giants to finally execute expansion plans that had been deferred due to space constraints.

Premiumization and strategic realignment toward experience-led formats

The market is entering a phase of ‘meaningful capacity addition’ where the focus has shifted from transactional square footage to curated, experience-led lifestyle destinations.

Fashion remains the dominant driver, accounting for over 21 per cent of total leasing, followed closely by food and beverage (F&B) and entertainment.

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This uptick highlights the catalytic role of fresh completions in unlocking demand, states Gautam Saraf, Executive Managing Director, Cushman & Wakefield.

As global brands and domestic powerhouses compete for limited Grade A+ assets, the sector is also extending its reach into Tier II cities, supported by a robust 2026 pipeline of nearly 11 million sq ft, which is expected to further institutionalize India's organized retail footprint.

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Retail leasing in India targets premium Grade A+ malls and dominant high streets across eight major metros.

Driven by a 2024-2026 strategic shift toward premiumization, the sector expects to add 55 million sq ft of space by 2027 to satisfy rising consumption, following record post-pandemic absorption levels.

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01 January 2025, Mumbai

India's value fashion landscape is undergoing a structural shift as rising disposable incomes in rural and semi-urban corridors fuel a transition toward organized retail.

Boosted by the government welfare initiatives, including direct cash transfers and free food programs, household budgets in ‘Bharat’ are increasingly accommodating discretionary fashion spends.

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A primary beneficiary of this trend, V-Mart Retail reported an 11 per cent same-store sales growth (SSSG) in its most recent quarter, demonstrating that basic necessity coverage is liberating capital for lifestyle upgrades.

This momentum is further supported by a robust monsoon and rising Minimum Support Prices (MSPs), which have historically correlated with higher footfalls across the company’s 533-store network.

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Operational efficiency and format convergence fuel recovery

Beyond macro factors, V-Mart’s internal fiscal discipline is driving a significant earnings turnaround.

The company has successfully narrowed losses at its digital arm, LimeRoad, by over 50 per cent Y-o-Y, while the ‘Unlimited’ format has finally reached performance parity with core stores.

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Management has subsequently raised its store addition target to approximately 75 outlets for the current fiscal year, focusing on underpenetrated Tier II and III markets.

Analysts expect these efficiencies to result in a 290-basis-point expansion in EBITDA margins, reaching 7.2 per cent by FY28.

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With a 39 per cent projected earnings CAGR, the retailer is effectively leveraging its cluster-based expansion strategy to dominate the value segment.

V-Mart is a leading value retailer specializing in family apparel and lifestyle products across 28 Indian states.

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Founded in 2002, the company targets underserved ‘rurban’ markets, projecting an 18 per cent revenue CAGR through 2028. Its expansion plan centers on 65-75 annual store additions and deepening its digital omnichannel presence.

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