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September 5, 2025
Pooja Yadav, Exchange4Media
4 September 2025
Quick commerce today is no longer just about delivering groceries in 10 minutes. It has emerged as one of India’s most coveted retail media channels, where brands are willing to pay a steep premium for visibility.
If FY25 was about building scale, FY26 is definitely shaping up to be about pricing power. With consumer adoption of 10–20-minute delivery apps surging, advertisers are competing for limited inventory, pushing ad rates up by 30–50% year-on-year.
“Ad rates on quick commerce platforms have surged by 30–40% year-onyear, especially during high-impact windows like festive seasons and major cricket events. This is fuelled by rising user engagement and proven performance outcomes. With more sophisticated ad formats and attribution models now in play, advertisers increasingly view the premium as justified,” added Uday Mohan, COO, Havas Media India & Havas Play.
Scale, Pricing & Soaring Ad Rates
While agencies point to surging demand, market data shows that platforms themselves are firming up monetisation models with steep onboarding thresholds.
As per market estimations, Swiggy Instamart offers tiered onboarding packages ranging from ₹4.5 lakh to ₹10 lakh, adjustable against advertising spends over a three-month period. Zepto reportedly asks new or small brands to commit anywhere between ₹2 lakh and ₹7 lakh per month on ads, depending on the category. Blinkit, on the other hand, charges ₹25,000 per SKU per state as a non-refundable onboarding fee, which is credited to the brand’s ad wallet.
This aggressive push comes against the backdrop of a sector that has grown at breakneck speed. According to CareEdge Analytics’ July 2025 data, India’s quick commerce market was valued at around ₹64,000 crore in FY25, growing at a staggering 142% CAGR during FY22–FY25 on the back of evolving consumer preferences, hyperlocal infrastructure, and a low base.
The momentum is expected to continue with strong double-digit growth over the next few years, as adoption deepens in Tier II & III cities, delivery networks expand, and instant fulfilment becomes mainstream.
At the same time, platforms are pivoting from pure hypergrowth to sustainable profitability—tapping into advertising, subscriptions, private labels and tech-led inventory optimization as key revenue levers. This shift is being enabled by India’s expanding digital backbone: with over 1.12 billion mobile connections and 806 million internet users (a 6.5% YoY rise), the country is projected to cross 900 million internet users by the end of 2025. Rising smartphone penetration in both urban and rural areas, aided by affordable data and policy support, has created one of the world’s largest online consumer pools, with 270 million e-shoppers in 2024, making India the second-largest e-retail market globally.
Unsurprisingly, advertisers are flocking to these platforms because that’s where their consumers are. Even though seller commissions contribute the bulk of revenues (68–74%), ad placements and brand boosts already account for 9–11%. Industry data shows that ad rates on quick commerce apps have climbed by 30–50% in just a year, with premiums doubling during high-impact windows like festivals and cricket tournaments. This steep inflation reflects both rising consumer traffic and the limited nature of in-app inventory, pushing brands to pay top dollar for guaranteed visibility at the point of purchase.
Bain’s ‘How India Shops Online 2025’ report also underscores this momentum: beauty, personal care, and snacking categories are already outpacing overall e-retail growth, and these are the very segments leaning most aggressively into quick commerce ads.
“Ad rates on quick commerce platforms have jumped by nearly 40–50% compared to last year. This spike reflects that premium brands are willing to pay for immediacy and guaranteed visibility, where ad placement directly links to instant purchase behaviour,” said Mandar Lande, founder of Waayu, a zero-commission food delivery app in India.
According to Aditya Aima, Managing Director, Growth Markets; Co-MD, India & MENA, AnyMind Group, ad rates on quick commerce platforms have not only risen but demand has intensified. “The surge is fuelled by three dynamics: sticky consumer behavior with high visit frequency, dense purchase intent compared to social or entertainment platforms, and the scarcity of ad real estate.”
Quick commerce becomes a strategic channel
For brands, quick commerce has moved far beyond being a fulfillment partner. It has become a strategic advertising channel, especially for those in fast-moving and competitive categories like beauty, wellness, snacks, and personal care. The platforms offer not just last-mile delivery but also front-of-shelf visibility in an increasingly cluttered digital environment.
According to Seshu Kumar Tirumala, Chief Buying and Merchandising Officer, bigbasket, “Brands are moving beyond purely search-centric strategies and increasingly adopting immersive display activations with formats like Spotlight Videos, Banners with Add-to-Cart (ATC), targeted banners, and ATC widgets. For established brands, most investments still flow into performance-led formats such as Sponsored/PLA ads, while a portion is reserved for top-funnel initiatives like storytelling, new launches, and high-visibility events. Emerging or smaller brands usually begin with awareness and consideration campaigns before shifting focus toward performance once they’ve built stronger customer connections.” Unlike marketplaces or social media, quick commerce blends data-led targeting, high engagement, and measurable ROI.
Many brands pair Q-comm placements with collab ads on Meta, Google, and Criteo to build visibility while keeping consumers engaged across the funnel. This creates a sharper, closed-loop system where awareness, consideration, and conversion happen almost instantly. “D2C brands have been rapidly scaling up ad spends on quick commerce platforms, up to 40–50% year-on-year, with a significant share during the festive season. Among the key reasons are fast-growing adoption of Qcomm by consumers and better ROI than marketplaces,” said Shrikant Shenoy, AVP at Lodestar UM.
What sets this instant delivery model apart is its ability to compress the purchase journey. Marketplaces drive comparisons, and social platforms spark discovery, but Q-comm taps into impulse buying with SKU-level attribution.
“The quick delivery model encourages impulse purchases and immediate gratification shopping, which is particularly valuable for D2C brands. Qcomm platforms have lower competition density, and ad formats are more native and less cluttered than traditional e-commerce,” said Devangshu Dutta, founder of Third Eyesight.
“When someone opens Blinkit or Zepto, they’re usually in active purchase mode, not just browsing. For consumables, personal care, or lifestyle products, this is the sweet spot of marketing,” Dutta noted.
“Ad rates on quick commerce have gone up by more than 20% in the last year. If you want a prime slot, say a homepage banner in a big city, you might even be paying 50% more than last year. Because every brand wants it. When a Blinkit or Swiggy placement can move your product in minutes, not weeks, those ads aren’t just distribution, they are discovery,” said Mohit Singh, Head of Product at Zippee, a quick commerce logistics platform.
Meanwhile, pricing pressures are only going up. Ratnakar Bharti, VP, Media, Mudramax said, “Quick commerce isn’t just ‘fast delivery’ anymore, it has become high-intent retail media sitting right next to the ‘add to cart’ button, with sales that can be measured in real time. Quick commerce platforms say their ads business grew 5X in a year to about $200M ARR. At that kind of scale, inventory quality improves, targeting gets sharper, and the medium starts looking like the next big retail media play.”
“In a nutshell, expect meaningfully higher prices in peak weeks — often up to 2x — and a higher year-round floor price due to steeper minimums and fees. The trade-off is harder proof of sales at the exact SKU, which is why demand and prices are rising,” Bharti added.
“Brands pay a premium for Q-Comm because it drives sales at the point of purchase. What began as experimental spends has now become a steady line item in media plans, thanks to strong ROI and proven results,” added Jatin Kapoor, MD, AdsFlourish.
Beauty, beverages & snacking lead the charge
Notably, not all categories are leaning on quick commerce equally. Industry executives point out that beauty & personal care, beverages, snacking, and wellness are the biggest spenders, given their high repeatability, impulse-driven nature, and urban skew.
Beauty and personal care brands, for instance, are using Q-comm not just to drive trial packs and quick replenishment, but also to run festival-led campaigns targeting affluent millennials. Similarly, beverages and packaged snacks are thriving on the “in-the-moment” consumption occasions that these apps uniquely enable.
“The biggest spenders are beverages, beauty, packaged foods, and wellness. Those categories thrive on impulse and repeat consumption, which is exactly what quick commerce delivers best,” Singh added. As per many industry experts, wellness and lifestyle brands, too, are seeing outsized returns. From daily supplements to discreet personal care items, quick commerce is proving to be a low-friction purchase environment with high conversion rates.
“Quick commerce platforms have lower competition density, and ad formats are more native and less cluttered than traditional e-commerce,” explained Dutta.
Media buyers also note that Q-comm platforms are evolving fast, offering more contextual in-app placements and data-driven targeting. This is creating a level playing field for challenger brands that lack legacy shelf space in offline retail.
“Quick commerce advertising is inherently contextual. A beverage or snack brand running an IPL campaign is literally tapping into the consumer’s 15-minute window of intent, it’s that instant,” added Mohan.
With ad rates on quick commerce platforms climbing 30–50% year-on-year, it’s clear the medium is shifting from experimental budgets to a core retail media channel. However, with competition heating up, festive weeks commanding 2X pricing, and minimum spends rising, the question is: how long before quick commerce ads start resembling the crowded, high-cost landscape of traditional e-commerce marketplaces?
(Published in Exchange4Media)
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July 28, 2025
By Meenakshi Verma Ambwani, Hindu Businessline
New Delhi, July 28, 2025
Nykaa said that Kay Beauty, co-founded with actor Katrina Kaif, has crossed the ₹240 crore mark in terms of Gross Merchandise Value.
Stars from the tinsel town are donning the entrepreneurial hat to venture into the beauty and fashion business space. Some have even succeeded in growing their brands sustainably, earning big bucks.
Take for instance Skincare brand Hyphen, co-founded by actor Kriti Sanon with Pep Brands, which recently touched the ₹400 crore-mark in Annual Recurring Revenues.
Tarun Sharma, CEO and co-founder, Hyphen told businessline: “The brand is witnessing healthy growth rate quarter-on-quarter. In the first year itself, it touched ₹100 crore ARR. We had aimed for ₹500 crore ARR in 3-4 years and, within two years, we are at ₹400crore ARR.” Pep Brands led by Sharma owns mCaffeine and Hyphen.
The model that works
Sharma believes an operator-led, celebrity anchored model works better. ”The operator can bring in the necessary financial and execution muscle. If a celeb partners with an operator that has deep expertise in the space, then there is huge potential for growth,” he added.
“Product launches, marketing and distribution are very data-driven at Pep Brands. It guides us on what to launch, when to launch, and how to launch products. That has helped Hyphen in achieving this kind of growth rate. It is by design that the majority of the business of Hyphen is D2C,” Sharma explained.
In May, Nykaa said that Kay Beauty, co-founded with actor Katrina Kaif, has crossed the ₹240 crore mark in terms of Gross Merchandise Value. On an earnings call for Q4FY25, Adwaita Nayar, Executive Director, Chief Executive Officer, Nykaa Fashion, said: “Kay Beauty is one of the fastest-growing brands on the platform. It’s hit about ₹240 crore of GMV. The innovations have been fantastic this year. So, it is quite a premium brand, and I think the consumers are accepting it even at that price point. It’s got great gross margins.”
Earlier this year, Reliance Retail Ventures announced that it has decided to acquire 51 per cent stake in Ed-a-Mamma , a kid and maternity wear brand founded by actor Alia Bhatt. According to some reports, Hrithik Roshan’s sportswear brand HRX is a ₹1,000 crore brand.
Among the recent entrants are Ranbir Kapoor, who has decided to foray in the apparel and accessories space with ARKS. Launched in February, the brand has also launched its first store in Mumbai, followed by a second store in New Delhi and another with Broadway in Hyderabad.
‘Shift in preferences’
Abhinav Verma, co-founder and CEO, ARKS, told businessline: “We are seeing a shift in consumer preferences towards made-in-India brands. We decided to leverage on the strong manufacturing capability that India has to build a brand that is both aspirational and offers value. We are looking to build a ₹100 crore brand in the next 3-4 years with a strong omni-channel strategy.”
“The success of some of these brands demonstrates that building on consumer relevance and with powerful time-bound execution, celebrity ventures can become significant players in a crowded market. With consumer demand for relatability and digital-first branding on the rise, this segment will definitely grow. However, only brands that offer genuine value to consumers, and not just star appeal, are likely to endure,” said Devangshu Dutta, CEO, Third Eyesight.
(Published in The Hindu-Businessline)
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July 16, 2025
Prabhanu Kumar Das, Medianama
16 July 2025
E-commerce logistics platform Shiprocket announced the launch of Shunya.ai, a sovereign AI model developed in India to support the country’s Micro, Small and Medium Enterprises (MSMEs), on July 11. The company claims that it is India’s first multimodal AI stack, built in partnership with US-based Ultrasafe Inc.
This announcement comes at the heels of Shiprocket filing a confidential draft red herring prospectus (DHRP) with the Securities and Exchange Board of India (SEBI) in May 2025 for their Initial Public Offering (IPO). The company is expected to raise around Rs 2500 crore in its IPO.
What does the AI model offer?
As per Shiprocket’s website, Shunya.ai is built on a freemium model, with unlimited access priced at Rs 499 a month for MSMEs. It is directly integrated into the Shiprocket platform and offers AI agents across multiple languages. According to the company, the agents can perform the following tasks:
Shiprocket CEO Saahil Goel stated, “We’ve adapted Shunya.ai from the ground up for Indian languages, commerce workflows, and MSME needs. By embedding it directly into our platform, we’re giving over 1,50,000 sellers instant access to tools that are intelligent, local, and scalable, levelling the playing field for businesses across Bharat.” Notably, Larsen and Toubro’s AI cloud arm, Cloudfiniti is reportedly providing the underlying GPU infrastructure, ensuring that all data processing and storage remains within India.
This AI model does offer multiple benefits but it will not level the playing field against big players, as per Devangshu Dutta who is the founder of specialist consulting firm, Third Eyesight.
“While Shunya AI can help small businesses compete better, it won’t completely level the playing field. Large companies still have greater organisational capacity and capability to respond to the insights offered, including more data and bigger budgets. The real benefit for small businesses is improving how they work and serve customers within their current markets, rather than suddenly competing with giants,” Dutta said.
The E-Commerce AI Pivot
This is not the first time that an Indian e-commerce platform has unveiled a B2B AI service through its existing platform. Zepto recently launched Zepto Atom in May 2025, a real-time tool that offers consumer brands available on the platform minute-level updates, PIN-code level performance maps, and Zepto GPT, a Natural Language Processing (NLP) assistant trained on internal data that brands can query about their stock keeping units (SKUs) and performance data.
Zomato and its e-commerce arm Blinkit have also been growing their AI capabilities. Analytics India Magazine previously reported that the company’s generative AI team has grown from 3 to 20 engineers in the time-span of a year. Zomato introduced a personalised AI food assistant for users, and also uses AI in its backend to optimise delivery times and improve consumer support. Blinkit also released the Recipe Rover AI in May 2023, an AI assistant for recipes.
Other companies like Swiggy with ‘What to Eat’ AI, Myntra’s MyFashionGPT AI shopping assistant, and Amazon’s Rufus have also adopted AI assistants on their platform as a tool for the consumer.
The issue of merchant stickiness
Dutta asserts that this shift means platforms like Zepto and Shiprocket are changing from being service providers to becoming data intelligence companies. They are generating, or are in the process of generating revenue through transactional data that flows through the company.
“While this can create better insights and automation for merchants on these platforms, it also could make the merchants more dependent on the platforms. Once a merchant builds its operations around a platform’s specific AI tools and insights, it becomes much harder to switch to a competitor – creating stronger merchant stickiness. We already see this in infrastructure and core services such as banking and financial services, enterprise cloud services, building management etc. and the same is likely to happen in AI-enabled process management”, he said.
Why this matters
As Shiprocket is preparing for an IPO, Shunya.ai becomes another means to generate revenue for the company. This app can extend Shiprocket’s reach to local physical stores and MSMEs, by offering them the opportunity to provide the same experiences and support to the consumer that larger retailers and e-commerce platforms do, while automating delivery automation, cataloguing, and customer support.
Furthermore, the launch of this model is also part of the larger trend of AI integration and automation, both within e-commerce platforms for their consumers and within the back-end for optimisation.
Competition in these sectors and merchant stickiness may also become an issue, as businesses hosted on these e-commerce services may become reliant on specific AI tools and their outputs.
Questions of data privacy are also important when it comes to service companies moving towards data intelligence: How do these AI models gather and use data? The consent of end-consumers in these B2B models, data storage, and security are all issues that need to be studied as e-commerce and retails pivots towards AI.
Some Unanswered Questions
MediaNama has reached out to Shiprocket with the following questions and will update the article when we receive a response.
(Published in Medianama)
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March 20, 2025
Sagar Malviya, Economic Times
Mumbai, 20 March 2025
Established beauty product makers such as Forest Essentials, Colorbar, Kama Ayurveda, Body Shop, VLCC Personal Care and Lotus Herbals saw a slowdown in sales growth in FY24, according to the latest Registrar of Companies filings. Consumers favoured new-age rivals such as Minimalist and Pilgrim, specialised derma brands, as well as global labels Shiseido, Innisfree and Eucerin.
Sales growth of established brands mostly in the natural skincare segment, more than halved to single digits during the previous financial year amid a broader economic slump.
In contrast, companies such as L’Oreal, Nykaa and Sephora continued to grow at 12-34% on a significantly bigger base, even as they lost pace.
Direct-to-consumer brand Pilgrim more than doubled its sales, Minimalist’s revenue increased 80% and Foxtale’s sales surged 500% on a lower base.
“With most consumers tightening their budget on discretionary spends in FY24, they seem to have opted for brands that give instant benefits compared to natural products, which take time to be effective,” said Devangshu Dutta, founder of retail consulting firm Third Eyesight.
Over the past few years, there has been a flurry of beauty product launches, which have depended on platforms such as Nykaa and Tira for sales.
In the past two years, Nykaa has launched more than 350 brands, or In the past two years, or nearly one new label every alternate day on average.
This includes international brands such as CeraVe, Uriage and Versed, as well as home-grown brands such as Foxtale and Hyphen.
Reliance Retail, which entered beauty retailing with Tira two years ago, now sells nearly 1,000 brands, including exclusive labels such as Akind, Augustinus Badee, Allies of Skin, Kundal and Patchology.
“10 years ago we were only competing against big guys,” Vincent Karney, global chief executive of Beiersdorf, maker of Eucerin, Nivea and La Prakrit, told ET last month. “Now we have those local brands, and we have to become a bit more agile.”
On Nykaa, Fenty Beauty by Rihanna is the highest-selling brand in lipcare while Eucerin has become its biggest premium dermo-cosmetic serum. South Korean beauty brands Axis-Y, Tirtir and Numbuzin grew over 60% in 2024, with sales of toners increasing 104%, serums 45%, moisturisers 52% and sunscreens 154% on the platform.
VLCC and Colorbar did not respond to ET queries, while Forest Essentials was not reachable.
In January, Mike Jatania, cofounder and executive chairman of The Body Shop and Aurea Group, told ET, “There would be continuation of new entrants. Inflation is still a global issue and we will see the pressure. Competitive environment will be a challenge… 70% of our stores are showing decent growth. We have closed some stores and opened a few also, that’s the nature of the business.”
Ingredients Matter
Warnery of Beiersdorf emphasised the need to stay focused on “big innovation, by being able to talk to GenZ, (a position) which might be filled in by those local brands coming with basic ingredients.”
The likes of Minimalist, Ordinary and Pilgrim disclose active ingredients at a granular level, specifying the exact percentage of acid used in the product to appeal to GenZ users (those born between 1997 and early 2010s), who are said to be far more conscious of what they use on their skin compared to millennials (those born during 1980s to mid-1990s) and Gen X (those born from about 1965 to 1980).
Shoppers Stop, which manages brands such as Estee Lauder, Shiseido, Bobbi Brown, Mac and Clinique in India, sees the overall beauty market driven by companies focusing on consumers across age groups, and not just younger ones. Both natural and dermatological products are expected to find takers.
“While most new age brands tap younger cohorts, their pocket size allows them to mostly buy affordable products and the more affluent consumers opt for established global brands that have proven themselves since decades,” said Biju Kassim, chief executive, beauty, at Shoppers Stop. “Beauty is still not a habit in India and with hundreds of brands being launched, the focus is to grow penetration. There is also a shift from care to cure, driven by derma-recommended products and brands disclosing active ingredients, but it is still a niche sub-segment.”
Dutta of Third Eyesight sees the current trend as temporary. “We expect growth of (established) companies to bounce back in the current fiscal, driven by a strong demand for beauty,” he said, pointing especially to online platforms. India’s beauty and personal care market is expected to reach $34 billion by 2028, up from $21 billion now, driven by an online surge and a growing preference for high quality, premium beauty products according to a report by Nykaa and consulting firm Redseer.
Nicolas Hieronimus, chief executive of cosmetics giant L’Oreal, last year said consumers in India are more demanding and are not just settling for very basic things like putting an ingredient in a product such as salicylic acid or collagen. “That’s where L’Oreal has the best cards to play, and that’s where we really thrive,” he had told ET.
Beiersdorf, Unilever, L’Oreal and Shiseido, among the world’s largest cosmetics companies, have all identified India as a key growth driver, citing the burgeoning population and growing affinity for beauty products.
(Published in Economic Times)
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March 7, 2025
Shailja Tiwari, Financial Express
March 7, 2025
This is what happens when you hit the gym after a long pause. On your first rebound day, the same weights seem heavier, the same set of squats tires you quicker. You might feel frustrated – nothing seems the way you left it.
The same scenario faces brands looking to make a comeback. Those “muscles” – read brand loyalty -have lost strength due to long absence. The brand’s “stamina”- customer loyalty – have declined with neglect. All of which essentially means you need a relook at the entire “regimen” – the product, price, place and promotion – that seemed to work the last time around.
Men’s fashion brand Reid & Taylor is facing the same dilemma.
Launched in India in 1998, the brand vanished from the market in 2018 after S Kumars – which held the rights to manufacture and market the Scottish brand in India went bankrupt. Reid & Taylor is making a gradual comeback now, under the aegis of its new owner Finquest Group, complete with a campaign featuring new brand ambassador Vicky Kaushal and tagline, “Man on a Mission”.
Finquest Group has invested over ₹750 crore in revitalising the brand. Reid & Taylor is available in more than 1,200 multi-brand and exclusive brand outlets across the country, as per a company announcement.
In January, Reid & Taylor also announced its partnership with the Unicommerce to knit together the brand’s website, warehouses, physical stores, and other online platforms in one integrated network. The tech integration followed the launch of Reid & Taylor’s brand website and its growing presence across various online marketplaces, a clear signal the company is gearing up to address the needs of today’s customer and give its competitors a run for their money.
Kapil Makhija, CEO and MD, Unicommerce, explains how this will enable Reid & Taylor to modernise its operations: “In addition to a consistent customer experience, this integration enables efficient inventory management through a centralised platform that allows ship-from-store service, where the brand can switch orders between warehouses and stores, offering a broader assortment for sale and faster order fulfilment. It also helps Reid and Taylor connect with the more online savvy audience.”
The Indian menswear market, encompassing formal, casual and traditional apparel, had crossed ₹2 trillion in 2023 and is expected to reach ₹4.3 trillion by 2027, as per a Statista report. Experts say that the menswear category has grown exponentially since Reid & Taylor’s first outing. It has a host of local and international brands such as Raymond, Mufti, Allen Solly, Louis Phillipe and Manyavar offering stiff competition.
In other words, Reid & Taylor has its task cut out.
Makeover strategy
The greatest challenge for the relaunched brand is to establish relevance and share-of-mind with a new set of consumers, observes Devangshu Dutta, CEO of Third Eyesight. “In its initial avatar in India, it rode on the brand’s past goodwill, but since its fall a few years ago, the market has changed significantly. Ready-to-wear apparel, growth of modern retail, online commerce and a set of consumers who have no past history or association with the brand are all significant factors at play, remarks Dutta.
At its best in the early-2000s, the brand was positioned mostly within the wedding segment, a category that is also rapidly changing. The styles that dominate wedding apparel are changing among younger cohorts, points out Ajimon Francis, MD India for Brand Finance. Formal three-piece suits and safari suits are no longer style statements.
Consumers are opting either for designer wear like a Tarun Tahiliani or for mid-segment offerings where brands like Raymond operate. “Formal suits are becoming an ‘uncle’ or ‘dadaji’ segment, and the wedding lines showcased by most brands are geared towards traditional wear. Formalwear for weddings now includes sherwanis and kurtas, where brands like Manyavar and FabIndia rule,” he points out.
Reflecting on the brand’s exit earlier from the Indian market, Francis says that its owners’ (S Kumars) inability to adapt the brand to changing consumer behaviour led to its downfall. The Finquest Group will need to clearly redefine its new positioning since Reid & Taylor now offers a mix of styles across casual and formal menswear.
Legacy brings credibility but it can also be baggage, remarks Rutu Mody Kamdar, founder of Jigsaw Brand Consultants. The challenge for Reid & Taylor lies in shaking off the heritage brand’ tag and making itself relevant to younger buyers who value modern style over nostalgia. “It needs to own the ‘quiet luxury’ space, timeless tailoring with a contemporary edge. That includes modern cuts, cultural collaborations, omnichannel presence, and aspirational storytelling,” suggests Kamdar.
E-commerce strategy will be key too. The brand will need to blend strong visuals with smart pricing and seamless strategy. Kamdar adds that Reid & Taylor needs to look at e-commerce as not just a sales channel but also a brand building platform.
(Published in Financial Express – Brandwagon)
