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Dr Pepper

Dr Pepper takes a shot at Nestle with $18 bln takeover of Dutch coffee giant

U.S. soft drinks giant Keurig Dr Pepper (KDP.O) is set to create a global coffee giant to rival market leader Nestle (NESN.S) with an $18 billion takeover of JDE Peet’s (JDEP.AS), Europe’s largest acquisition in more than two years.

The deal, announced on Monday and offering a 20% premium to JDE Peet’s closing market price on Friday, proposes splitting the merged entity’s coffee operations and other beverage businesses into two separate publicly U.S.-listed companies, as the Dutch company would be delisted from the Amsterdam stock exchange.

The transaction, which comes as the global trade war intensifies corporate action in the consumer goods sector, aims to create $400 million in annual cost savings, allowing the new entities to better fare against rising U.S. tariffs against coffee-producing nations and other trade rivals.

“The new Coffee entity will be somewhat similar in size to the coffee business of Nestle… The two would each have a market share of around 20% in the global CPG (consumer packaged goods) coffee market” ING analyst Maxime Stranart told Reuters.

The deal comes amid record high prices for global coffee, driven by droughts in top producers Brazil and Vietnam and following U.S. President Donald Trump’s decision to impose 50% duties on beans imported from Brazil.

Keurig Dr Pepper’s North American footprint will complement JDE Peet’s European presence, while offering a springboard to grow in emerging markets as coffee consumption there rises. But avoiding tariffs into the world’s biggest consumer market will be hard as most of North America is too cold to grow coffee.

“Rolling the two coffee businesses together makes sense, reducing the European-centric and commoditised nature of most of JDE Peet’s business, and giving Keurig international exposure,” said analyst Jon Cox of Kepler Cheuvreux.

POST-CLOSE SEPARATION

The transaction announced on Monday would partly reverse a 2018 merger that created Keurig Dr Pepper by combining Keurig Green Mountain and Dr Pepper Snapple, allowing investors to focus a single segment rather than a bundle of diverse products.

The new entities, called Beverage Co and Global Coffee Co, will be led by Keurig’s CEO Cofer and CFO Sudhanshu Priyadarshi, respectively.

Keurig said that Global Coffee Co, with around $16 billion in combined annual net sales, will be well positioned to profit from the world’s $400 billion coffee market, while Beverage Co, with more than $11 billion in yearly net sales, will focus on North America’s $300 billion refreshment beverage market.

Shares in JDE Peet’s surged 17.5%, marking their strongest day on record, while U.S.-listed shares of Keurig Dr Pepper were down about 7% as of 1625 GMT.

JDE Peet’s, with brands including Jacobs, L’Or, Tassimo and Douwe Egberts, was valued at 12.76 billion euros at Friday’s market close, while Keurig’s worth stood at around $48 billion, according to LSEG data.

Its shares have risen nearly 10% this year on strong beverage sales, while the Dutch coffee maker’s almost doubled, supported by stable revenues and a focus shift towards shareholders’ remuneration.

JDE Peet’s is majority owned by a unit of the billionaire German Reimann family’s investment firm JAB Holding, which has committed to tendering its 68% controlling stake in the Dutch coffee company.

JAB also owns a 4.4% stake in KDP and will hold nearly 5% in both follow-up companies after the acquisition and subsequent spin-off.

The deal is expected to close by the first half of 2026, with the split expected to happen by the end of that year.

($1 = 0.8544 euros)

Author Credits- Mateusz Rabiega and Juveria Tabassum
Reuters

uniqlo

Uniqlo aims to triple India revenue to ₹3,000 crore, double stores in 3 years

With profits doubling and e-commerce booming, the brand is betting big on India’s fast fashion boom.

Japanese retailer Uniqlo, part of The Fast Retailing Group, is on track to more than double its store count and triple its revenues in the Indian market over the next three years.

This expansion is led by the company’s growing confidence from opening stores in new markets, a top executive at the casual clothing retailer said.

“In the first four years, we focused on north (India)—that’s why our expansion was so fast,” said Kenji Inoue, CFO & COO, Uniqlo India, during a virtual interview with Mint on Monday. “But now we are in the west; but we are getting into the southern market which will accelerate our expansion going forward. Our business is getting bigger and bigger. Our ambition is to keep similar growth rates of about 30 to 40% year-on-year which would lead us to approximately touch ₹3,000 crore in the coming three years.”

Uniqlo entered India in 2019 with its first store in New Delhi and now operates 16 stores in the country.

In fiscal year 2025, Uniqlo India reported a 44% jump in revenue, crossing ₹1,100 crore, per the company. The growth was led by retail expansion, rising brand awareness, and a strong e-commerce uplift. The company’s profit after tax for FY25 more than doubled to ₹178.4 crore.

“We don’t stick to a number of store openings so much because our existing stores and e-commerce are growing very fast. One of the benchmarks would be to double the number of stores compared to the current store count,” Inoue said.

The retailer largely focused on opening stores in the north, as it carries a greater proportion of winter wear. However, it has since expanded. In 2023, it entered the Mumbai market, which has shown a ‘strong’ response.

Southern push

“We got more confidence to expand to expand our business to the south,” he said. Uniqlo is set to open its first store in Bengaluru this week—expanding its presence for the first time in South India. It is also set to enter Pune next month.

The India market is important for the growth of Fast Retailing.

“Given the size of the market and the growth ratio and how our life wear has been accepted by Indian customers and looking at the repeat ratio—there is huge potential in this market. We are aiming for a long-term annual target of ¥10 trillion (in sales) which is triple of where we are at the moment—I think India would play a significant role to contribute to that growth,” he said.

The comments come as the broader retail industry has seen a slowdown due to greater competition from new brands, which has given consumers more options to choose from.

India’s fast fashion market grew at 30-40% year-on-year in FY24. Currently valued at $10 billion and is expected to touch $50 billion by FY31, as per estimates by Deloitte.

Last fiscal, rival Zara, part of Spain’s Inditex, which operates in India via a joint venture with Tata Group’s Trent Ltd, reported a 2.3% jump in total income of 2,839.5 crore. H&M India reported revenue growth of 11.4% in FY24 to 3,278 crore.

Profit momentum

Inoue said the company is focussing on the right product-market fit—taking the right clothing to each market.

“Our profit has doubled, which means we are not getting into the business of discounting but getting away from discounting. We are listening to our customers. We are taking action to give better service and experience. That includes the right product mix; when the customer goes to store or on the e-commerce, they have the products that they want to have,” he added.

The Fast Retailing Group, the global developer of fashion brands including Uniqlo, GU, and Theory, achieved consolidated revenue of ¥3.1038 trillion for the year ended August 2024 (FY2024). The group’s Uniqlo brand has 2,495 stores worldwide and FY24 sales of ¥2.6440 trillion.

Fast Retailing has announced a long-term annual target of ¥10 trillion in sales.

E-commerce contributes to 15% of the company’s sales in India and has been growing steadily.

Author Credits- Suneera Tandon
Mint

Lufthansa Cargo and Shein

Lufthansa Cargo and Shein sign SAF agreement

Lufthansa Cargo and online fashion retailer Shein have signed an MOU to expand the use of sustainable aviation fuels in Shein air freight deliveries, with finalized adoption of sustainable aviation fuel (SAF) offsetting solutions for Shein deliveries expected within six months.

Lufthansa Cargo will provide high-quality proof of sustainability certificates for the used SAF. These certificates are based on externally verified standards and document emission reductions, compared to conventional jet fuel, in a traceable manner.

“Lufthansa Cargo has extensive experience in driving the adoption of SAF and will provide Shein with opportunities to adopt lower-carbon air cargo options,” said Ethan Shen, Shein’s general manager of global fulfillment.

“Through this partnership, we aim to pilot and gradually expand the use of SAF where feasible, while continuing to explore additional ways to reduce the carbon footprint across our delivery network.

“While the use of SAF is one step toward reducing our transportation and distribution emissions, we recognize it as part of a broader decarbonization strategy that should also include optimizing logistics, fleet efficiency and exploring other low-carbon solutions.”

“Signing this memorandum with Shein represents Lufthansa Cargo´s commitment to implementing high-performance logistics solutions responsibly and with operational excellence. It demonstrates the importance of concrete measures and reliable implementation in the international air freight business,” said Ashwin Bhat, CEO of Lufthansa Cargo.

The companies added that they are exploring further areas of cooperation, such as knowledge exchanges and approaches to strengthen traceability and reporting of operational and environmental data, and that the MOU is the beginning of “a long-term agreement”.

Author Credits- ALASDAIR MORTON
Parcel and postal technology INTERNATIONAL

Spinneys enters Kuwait

Spinneys Enters Kuwait through a Joint Venture with Alshaya Group

  • Spinneys enters Kuwait through a joint venture with Alshaya Group, marking its expansion into a fourth GCC market.
  • The retailer plans ten stores, with the first opening in 2026, holding a 51% majority stake in the venture.
  • Kuwait’s strong disposable income and retail potential make it a key market for Spinneys’ premium fresh food growth strategy.

Spinneys

Spinneys, premium fresh food retailer, announced its entry into Kuwait. This is through a joint venture with Alshaya Group, a leading brand franchise operator. This marks Spinney’s entry into a fourth GCC market and is a step forwards in its regional expansion strategy.

“We are delighted to announce our entry into Kuwait, as a part of the Strategic Middle East expansion plan, a significant milestone in our strategy to bring Spinneys’ premium fresh food offering to more customers. Kuwait is a high potential market and presents strong growth opportunities for us. The first store under the joint venture is expected to open in 2026, paving the way for a long and successful presence in the Kuwaiti market,” said Sunil Kumar, Chief Executive Officer at Spinneys.

Under the joint venture, Spinneys will hold a 51% majority stake. It will also lead the operation and management of all stores under the partnership. In its initial rollout, it is planning ten stores in Kuwait with intentions for the first location to open in 2026.

Kuwait

Its entry into the Kuwaiti market aligns with its growth ambitions to be a top brand choice in the region. Furthermore, as the fourth largest economy in the GCC, Kuwait offers an incentivizing retail opportunity. Additionally, the country’s market has some of the highest levels of disposable income per-capital in the region. Thus, Spinneys aims to meet this demand through premium offerings.

“Kuwait is a dynamic market with a strong appetite for premium offerings, and we believe Spinneys’ proven brand and operational excellence will resonate strongly with local consumers,” said  John Hadden, Chief Executive Officer at Alshaya Group.

News Credits- WAYA

Boomers

Boomers are the next big consumer culture frontier

Consumer companies can cope with the baby bust. They just have to pivot to baby boomers. Birth rates falling to historic lows across the developed world, combined with people living longer, are reshaping the global market for the things we eat, wear and put on our skin.

Yet despite the fact that older people have more purchasing power, the consumer goods world is still far more obsessed with catering to the young. It’s time for manufacturers to pay more attention to the silver economy — where there’s a market for everything from food and personal care items to toys and fashion.

Japan has long been the epicentre for catering to an aging population, from having dedicated malls for seniors to employing robotic carers. But populations are also aging in Europe and the US.

Although children still outnumber older adults in the US, the gap is narrowing, according to the Vintage 2024 Population Estimates, released in June by the US Census Bureau.

Despite older adults spending more on travel and meals out, elderly fashion is often neglected. There is a market for clothing that is stylish yet suitable for silver fashionistas. And given that many older people have accumulated assets over their lifetimes, it’s a potentially lucrative market at a time when demand elsewhere is fragile.

Higher necklines, more pockets and looser sleeves could easily be incorporated into designs. We get shorter as we age, so more length options in dresses and men’s pants would be a relatively simple easy win, too.

For the very old, dexterity becomes more of an issue, making elasticated waists and front-fastenings necessary. Learnings from children’s wear could be valuable here. British retailer Marks & Spencer Group Plc has created a range for children with disabilities or limited mobility, including hidden openings for feeding tubes, softer fabrics and replacing buttons on shirts with Velcro fastenings. It’s not hard to see such features applied to items for the elderly. If technology — such as fabrics that help cool the body — could be incorporated, garments would be even more effective.

But perhaps the biggest opportunity for consumer companies is what trend forecaster WGSN has described as “living for longevity,” in other words preparing for our many later years throughout our lives.

The wellness and beauty industries are most obvious beneficiaries. Collagen production is already a focus for skincare brands and vitamin makers. Nestle is also working on addressing cell decline, which begins in a person’s 40s and starts to accelerate in their 60s. Creatine, which supplies energy to muscles and can also support brain health, is also coming into the longevity picture.

The consumer sector is fascinated with Gen Z and Gen Alpha. Thinking about their later years at the same time as selling them the latest frippery won’t exactly make demographic change child’s play, but it should make companies more resilient.

News Credits- FASHION NETWORK

global cosmetics giants

Global beauty firms look to carve up Indian market as 'last bastion' of growth

CHENNAI – From Japan’s Shiseido (4911.T) to France’s L’Oreal (OREP.PA) global cosmetics giants are doubling down on India, betting on the world’s most populous nation as a key growth market for premium offerings while sales slow in developed economies.

India’s luxury beauty market is expected to quintuple to $4 billion by 2035 from $800 million in 2023, driven by its young, affluent, social-media savvy shoppers with rising disposable incomes, consulting firm Kearney and luxury beauty distributor LUXASIA said in a report.

Luxury beauty makes up just 4% of the $21-billion beauty and personal care market, compared with 8% to 24% across top Southeast Asian countries and 25% to 48% in developed markets including China and the United States.
That means there is plenty of room for growth.
Bar chart comparing luxury beauty's share of the overall beauty market and total market size across countries in 2023, showing India’s low luxury share despite a large market.
Bar chart comparing luxury beauty’s share of the overall beauty market and total market size across countries in 2023, showing India’s low luxury share despite a large market.
“India is the last bastion of growth for premium beauty,” said Sameer Jindal, managing director for investment bank Houlihan Lokey’s corporate finance business in India.
“The Indian consumer is willing to experiment and try out new things.”
U.S. beauty giant Estee Lauder (EL.N) home to the brands Clinique and MAC, expects a strong runway for expansion and long-term growth in India, even as it grapples with soft sales in the Americas and Asia-Pacific.
“India today, within the Estee Lauder network, is looked at as one of the priority emerging markets,” said country general manager Rohan Vaziralli, highlighting plans to initially target 60 million women in the nation of more than 1.4 billion.
Homemaker R. Priyanka, based in the southern city of Chennai, said she was thrilled to have better access to Estee Lauder’s Jo Malone London fragrance in India, as a benefit of the companies’ efforts.
“It is easier than asking someone (abroad) to get it for you every time,” she added.
While global beauty brands might have to modify some of their products for India, which bakes in sultry temperatures in summer and oppressive humidity at other times, they face little competition from homegrown brands.
Kearney and LUXASIA identified only Forest Essentials and Kama Ayurveda as their major rivals, underscoring how domestic brands make up less than a tenth of luxury beauty sales.
In the more established markets of China, Japan and South Korea by comparison, domestic brands account for a 40% share.
“There is, of course, a premium perception gap between globally established brands and Indian brands,” said Devangshu Dutta, founder of retail consultancy Third Eyesight.
Global beauty giants’ huge marketing budgets also give them an edge over domestic brands, other industry watchers said.

WOOING INDIAN SHOPPERS

Estee Lauder is studying online sales patterns to identify the smaller cities to target, such as Siliguri in West Bengal state, partnering with designers such as Sabyasachi Mukherjee, and launching products such as kohl, an eyeliner Indians favour.
It has also invested in Forest Essentials, a brand with herbal ingredients, and in a programme offering funding to domestic beauty start-ups.
This year France’s L’Oreal said it was investing more in India and tapping into the “elevated beauty desires” of the nation’s young, digitally savvy, empowered women shoppers to drive growth. It declined further comment.
South Korea’s Amorepacific (090430.KS), opens new tab, known for brands such as Innisfree and Etude, is trying to leverage the Korean beauty craze in India with products geared to the market.
These include items for the popular “cleanser, serum, moisturiser, and sunscreen” beauty regimen, the country head, Paul Lee, said.
Japan’s Shiseido, with a history of more than 150 years, brought its NARS brand to Indian beauty retailer Nykaa’s (FSNE.NS), opens new tab website this year, and plans to step up growth of its brands in the subcontinent.
Area chart showing India’s luxury beauty market growth from 2018 to 2035, with market size projected to double by 2028 and grow fivefold by 2035, highlighting rising demand.
Area chart showing India’s luxury beauty market growth from 2018 to 2035, with market size projected to double by 2028 and grow fivefold by 2035, highlighting rising demand.
Global brands are very excited about India, where consumers are splurging more to stay on top of trends such as “cherry makeup”, Nykaa co-founder Adwaita Nayar said, referring to a look featuring flushed cheeks, glossy lips, and soft pink eyes.
Amazon (AMZN.O) which has also been seeing a big boom in beauty demand in India, aims to identify emerging global trends and bring in more brands, said Siddharth Bhagat, director of beauty and fashion at the e-commerce company in India.
Retailer Shoppers Stop (SHOP.NS) which also pioneers foreign labels, plans to open 15 to 20 beauty stores in each of the next three years to boost its revenue from the segment to a quarter from less than a fifth now, its beauty business CEO Biju Kassim said.
Author Credits- Praveen Paramasivam
Reuters
McCormick

McCormick to grow stake in Mexican joint venture in $750 million deal

McCormick (MKC.N) said on Thursday it will raise its stake in its Mexico joint venture to 75% by acquiring 25% more for $750 million as the condiments maker seeks to expand further in Latin America.

McCormick, maker of Cholula hot sauce, said the deal should close early in the 2026 fiscal year and that the transaction should be accretive to adjusted earnings per share within the first year.

Shares in Grupo Herdez (HERDEZ.MX), the Mexican salsa seller and coffee chain operator that has shared the 50/50 joint venture with McCormick, shot up during morning trading, triggering a brief suspension on the Mexican stock exchange.

Its shares were up 25% at 8:45 a.m. local time (1445 GMT), bringing its market value up to nearly 23 billion Mexican pesos ($1.23 billion). Shares in McCormick meanwhile rose nearly 1%.

Connor Rattigan, an analyst at Consumer Edge, said McCormick’s decision was indicative of sentiment by similar firms regarding emerging markets as middle classes expand, but warned of pressures on consumer spending in the United States.

“This is likely not the end of the company’s ambitions for growth in the region,” he told Reuters.

Founded in 1947, the joint venture with Grupo Herdez, known as McCormick de Mexico, has been a dominant player in the condiments and sauces segment in Mexico, Latin America’s second-largest economy, selling a range of McCormick brand products.

The deal is subject to customary closing and regulatory conditions, McCormick said.

($1 = 18.7620 Mexican pesos)

Author Credits- Neil J Kanatt and Paolo Laudani
Reuters

rohit kotwal

Interview with Rohit Kotwal |Head of E-commerce| Arvind Fashions LTD

As an Associate Vice President With over 16 years of experience, Rohit is known for building and transforming businesses across retail, wholesale, buying, merchandising, ecommerce, and strategic planning. He specializes in P&L management and leading digital transformation to drive innovation and growth. Passionate about leveraging technology to create seamless, integrated experiences, he focuses on optimizing operations and delivering results. As a leader, he values strong teams and a collaborative culture. In this conversation, Rohit spoke about, On the next phase of digital transformation, On bridging online and offline channels, On changing consumer behavior, On the evolution of merchandising and balancing data and intuition.

Social Commerce in India

Social Commerce in India: Redefining how people shop online

Imagine you are scrolling through your phone. You see a video that pops up, talking about a particular product, a video tutorial, or an unboxing video, and this captures your attention and without leaving the app you click on buy.  This instant and seamless transition from discovering a product and purchasing the product via social media platform is what social commerce is all about.

In other words, social commerce is using social media platforms to enable the buying and selling of products, by integrating the shopping experience directly into the social media environment.

In India, social commerce is rapidly growing and is revolutionizing the way people shop online by blending social media with e-commerce . India is a key market for social commerce because of its high internet penetration and massive social media user base.

According to IMARC, the Indian Social commerce market size was valued at USD 7.2 billion in 2024 and the market is expected to reach USD 54.3 billion by 2033, and is exhibiting a CAGR of 22.40% during 2025-2033.

In India, social commerce is widely used by the Gen Z and millennials, they are the driving force behind the growth of social commerce, especially within the fashion and beauty categories. The in-demand categories for social commerce in the retail and e-commerce sectors are, clothing, footwear, beauty and personal care, and food and grocery.

In the Indian social commerce realm, platforms like Meesho, Shopsy and Deal Share are leading the charge. Alongside well-known players like Amazon and Flipkart. The other key players are, Trell, Roposo, Moj, and Myntra. For instance, Myntra has integrated a social a social commerce feature like ‘Style Squad’ to leverage influencer marketing.

These developments reflect a broader shift in how commerce is evolving, by blending social interaction with online shopping. But how exactly does social commerce work?

First, the consumer discovers products through various social media channels, advertisements, influencer endorsements, brand posts and live streams. Social commerce has made the shopping experience seamless, and consumers can make the purchase directly within the social media platform, usually through integrated shopping carts and payment gateways. It also fosters a sense of community by allowing users to interact with brands share their experience, and connect with fellow shoppers. This in turn creates a sense of trust and belonging. This paired with personalised product recommendations and targeted advertising, caters to the moder consumers preference for convenience and tailored experiences.

This customer centric evolution of shopping not only enhances the buyers experience but also opens the door for business opportunities, especially in a diverse and rapidly digitised market like India.

In India, social commerce is greatly helping retail and e-commerce businesses, by expanding their reach, boosting customer engagement, and driving sales. By taking advantage of social media platforms, companies are able to connect with a broader audience, fostering customer relationships which directly facilitates direct purchases within the platform itself. On that note, social commerce will only work where the social media usage is high and platforms like Facebook and Instagram are well known for shopping.

As digital adoption continues to rise and consumer behaviour evolves, the future of social commerce in India looks promising.

The social commerce space is expected to change course from basic reselling and social selling to a more sophisticated, AI powered retail channel. Major trends include, the rise of full stack commerce within platforms like Whats App and You Tube, the rise in short form videos which engage consumers, advanced customer profiling to deliver hyper-personalised experiences and the integration of AR/VR technologies for immersive shopping.

In Conclusion, Social commerce is changing the way people shop in India by making online shopping more social and interactive. With more people online than ever before, especially younger, tech-savvy shoppers, its helping businesses reach more customers and create stronger connections. New technologies like AI, short videos, and virtual reality are making the experience even more engaging and fun. As people look for easier, more personalized ways to shop, social commerce is set to become a big part of India’s online shopping future, opening up exciting opportunities for both companies and customers.

SHARATH RAJU

How The Pant Project is Using Hyperlocal Marketing, Data, and AI to Transform the Modern Retail Experience

Sharath Raju
SHARATH RAJU
The Pant Project
VP of Retail

Today when you walk into a modern retail store, you are stepping into a space that has been engineered by data, driven by algorithms, designed to convert curiosity into customer loyalty. But while technology keeps advancing, what truly drives impact is understanding and engaging audiences at a hyperlocal level.

This interview draws on best practices from The Pant Project, while also reflecting on insights and learnings from leading premium brands. It explores how pioneers in the space are using data, customer experience, and retail innovation to enhance the overall consumer journey.

Sharath Raju expertise lies in retail Operations and Customer Experience. He is a seasoned project manager with an inclination towards fashion, health and wellness and it’s application to users. His skills include new product launches and business development of specialty concepts.

Q: You’ve worked across major D2C brands like Lenskart and now The Pant Project. How have you seen the offline retail journey evolve in the last few years?

A: “The biggest shift has been how technology is deeply embedded in the offline experience to drive both customer engagement and decision making. The most noticeable change we have seen is how technology like 3D Try-On, AI-based search integration on apps and social media, footfall analytics, and customer flow management is being used to elevate in store experience. He also said, what sets successful brands apart is their ability to find the ‘hook’. It is the unique combination of great service and smart tech integration that keeps customers coming back.”

Q: What are some key strategies you’ve seen work well to drive footfall from digital platforms to physical stores?

A: “Within The Pant Project, the ad strategy has worked really well. They identify hyperlocal influencers with strong community followings near specific stores or markets. For instance, they collaborated with a Gujarati influencer to create content and build awareness through a campaign on Meta. This significantly multiplied reach. By the time the store opened, customers were already familiar with the brand through the influencer and had a sense of the experience and value they could expect in-store.

Additionally, regional content has performed well for The Pant Project. In Hyderabad, for example, the brand focused on a specific segment through the Icons of Hyderabad campaign. We’ve taken a similar hyperlocal approach in other cities: in Kochi, we partnered with a local community page (Oh Kochi), and in Mumbai, we worked with the Mumbai Foodie Group. Regional, culturally relevant content consistently outperforms generic campaigns.

Our spend is high on Meta, and we’ve seen strong returns. Beyond that, we’ve been leveraging WhatsApp marketing more strategically, segmenting our data and sending personalized messaging. After implementing this, we observed a clear increase in ATV (Average Transaction Value), which validated the approach.”

Q: Why is hyperlocal or location-specific marketing becoming increasingly important in India’s retail landscape?

A: “For a retail brand, digital performance can be quantified based on CAC (Customer Acquisition Cost). However, in offline they focus more on brand building. It is a two way solve, while they aim to drive footfall, they also prioritise building brand stickiness.

First, when there’s a focused need for footfall, going hyperlocal can drive measurable revenue impact. For example, with MyGate, we executed a concerted effort across 300 societies week-on-week for FSB Mall, and saw a consistent spike in visits. Concentrated efforts like these around specific store locations help drive brand discovery especially when activating new channels or markets.

Second, we’ve leveraged cross-brand recall through partnerships with complementary brands. For instance, a collaboration with Truefitt & Hill worked well, as the audience overlap benefited both brands. These partnerships enhance visibility and organically increase footfall.

This kind of strategy is important because it doesn’t just bring people in, it also builds stronger brand recall and deeper engagement over time.

And finally, in crowded spaces like malls, it’s important to stand out. Fun, attention-grabbing experiences, like stilt walkers or participating in local events like the Hughes Road Marathon, have worked really well for us. They create buzz and give the brand a face in the community.”

Q: What’s the biggest shift you’ve personally seen in how data is used to drive business decisions?

A: “Data gives us micro-level understanding of how customers move through the journey, especially toward checkout. On average we sell around 50,000 pants per month. so having access to that scale of data helps us uncover small but meaningful opportunities to improve efficiency.

For example, at our Tango zone, we noticed that 30% of footfall came from women. That insight directly influenced our decision to expand the women’s category, and we now see it as an AOV growth lever.

Another metric we track is ‘Footfall to Trial’ (FF2Trial), which came out as a strong indicator of in-store engagement and conversion potential. Visual merchandising has also evolved.By tracking customer interaction touchpoints, we’ve made visual merchandising more engaging, highlighting key USPs, top categories, and creating better ‘touch-and-feel’ moments that connect customers with the product.

At the POS level, we use dashboards to monitor category performance, manage replenishment, track AOV, and even forecast inventory. This has helped us be more agile and accurate in how we stock and display.

We’re also excited about AI sizing, we’ve started enabling digital measurement cards for customers, which not only improves fit accuracy but also unlocks a more seamless omnichannel shopping experience.”