logo
Adidas or Nike? Guess which sneaker brand is increasing its prices from June 1, 2025 amid US tariff pressure

Adidas or Nike? Guess which sneaker brand is increasing its prices from June 1, 2025 amid US tariff pressure

Time of India27-05-2025

No it's not Adidas! Global sportswear giant Nike is set to raise retail prices across a selection of its products in the US starting Sunday, June 1, as it grapples with rising import costs and geopolitical trade headwinds.
Tired of too many ads? go ad free now
The company has also announced its return to Amazon after a six-year hiatus, signalling a strategic shift amid softening consumer sentiment.
The pricing revision will affect adult apparel and equipment, which will go up by $2 to $10 (approx. ₹167 to ₹835). Footwear priced between $100 and $150 (₹8,350 to ₹12,525) will see a $5 (₹417) hike, while shoes exceeding $150 (₹12,525) could rise by up to $10 (₹835).
However, not all products will see a price bump.
Nike's iconic Air Force 1 sneakers (currently priced at $155 or ₹12,942), kids' collections, and Jordan-branded merchandise will remain unaffected. Items below $100 (₹8,350) will also retain their current pricing.
Why is Nike raising prices?
Though Nike hasn't explicitly cited US tariffs as the reason for the hike, the timing is telling. Most of its goods are manufactured in Asia, particularly China and Vietnam, regions now facing a 10% import levy in the US, with more steep tariffs postponed until July.
'Price adjustments are a regular part of our seasonal planning,' Nike said in a statement, while its CFO Matt Friend earlier hinted at navigating 'external uncertainties' such as tariffs and declining consumer confidence.
While companies often absorb tariffs initially, they tend to pass on the cost to consumers eventually. Competitors like Adidas and Puma have already issued similar warnings, with Adidas suggesting popular models like the Gazelle and Samba could get costlier in the U.S.
Tired of too many ads? go ad free now
What does this mean for Indian consumers?
Though the price hikes are currently limited to the US, Indian consumers could eventually feel the ripple effects:
Imported pricing pressure: Premium Nike products sold in India, particularly limited-edition sneakers and high-end apparel, are often imported from global warehouses, which means global pricing strategy shifts can impact Indian retail tags over time.
Currency impact: A strengthening US dollar against the Indian rupee (currently hovering around ₹83.5 to $1) could further amplify retail prices of international brands in India, especially those that don't manufacture locally.
Luxury and streetwear crossover: As India's luxury fashion and sneaker culture grows, international pricing adjustments like this can reshape local resale markets, especially for cult favourites like Jordans and Air Force 1s.
Amazon re-entry strategy: Nike's return to Amazon US might rekindle interest in strengthening its e-commerce partnerships globally. Indian buyers could potentially see greater online availability of select Nike products, although whether that translates to better pricing remains uncertain.
Retailer's tightrope
By excluding kids' products and budget-friendly items, Nike seems to be cushioning the blow for price-sensitive segments. At the same time, its return to Amazon - a move away from its prior direct-to-consumer only stance, shows a more flexible, consumer-focused approach.
Globally, companies like JD Sports and Puma have voiced concern that higher prices could dampen demand, especially in price-sensitive markets. For Indian retailers and consumers, these developments underscore a volatile pricing environment, where global trade, politics, and inflation intersect with your favourite pair of sneakers.

Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

Indira Rajaraman: Reduce uncertainty at the base of India's pyramid
Indira Rajaraman: Reduce uncertainty at the base of India's pyramid

Mint

time10 minutes ago

  • Mint

Indira Rajaraman: Reduce uncertainty at the base of India's pyramid

The air in early May was thick with threats from across the border of drones and debris. Do these threats affect people differently depending on where they are situated on the socio-economic ladder? For people at the base of the pyramid, cross- border threats just add to everyday uncertainties. These are plain ordinary uncertainties, unconnected to job threats from artificial intelligence or tariff threats to export sector jobs. In urban India, dwellers in informal settlements live under the perennial threat of eviction. As gross domestic product (GDP) goes up, and with that urban real estate values, eviction possibilities increase. Service shacks in upscale localities supplying tea and other essentials operate under the threat of demolition, a threat directly proportional to their success. Also Read: Indian gig workers who offer mobility services deserve GST relief After six decades of research on poverty, to which I was an early contributor, we really know very little about coping strategies at the base of the pyramid. There are those who are poor with stagnant incomes but stable. There are those whose fortunes fluctuate, accompanied most usually by locational uncertainty. I have researched the mutual insurance function of groups which put together a uniform monthly sum and allocate these pots sequentially to all members according to need (the highest bid). But these require locational stability among group members. The spread of education and smartphones offers roving gig-work possibilities (given its ease of entry and exit) in urban centres. The common gig options are food delivery, guarding residences and personal health care. A 2023 paper by Bornali Bhandari and co-authors (confined to food delivery) shows that gig workers have more years of schooling than the average urban worker in the same age cohort; earn higher wages (uncorrected for the difference in education); but work longer hours. What happens to those higher gig earnings? Also Read: Mint Quick Edit | Insta Maids: Keep this gig idea under watch The explosive growth of digital payments has meant easier transfers of money than previously possible. Paradoxically, this very ease may have lowered control over earnings for gig workers. A median monthly gig earning of ₹20,000 is 40 times the annual income support of ₹6,000 received by a farming family under the Pradhan Mantri Kisan Samman scheme. Enlarged earnings should normally be saved, as theory suggests. Gross household financial savings as a percentage of GDP should have risen, but are actually lower, by the latest data for three post-covid years from 2021-22 to 2023-24 (average of 11%), as compared to the three pre-covid years from 2017-18 to 2019-20 (average of 12%). Of course, the aggregate percentage is substantially shaped by the upper income deciles. The deployment of the gig earning spike is typically decided by a family patriarch. It can go towards coaching fees for a brother for entrance examinations to professional schools (a gamble, as the success percentage of coaching centres is dismally low). It can go towards health expenditures for family, extending to remote kin, where such assistance can dissolve later into fractious disputes. Weddings are another sink into which earning spikes disappear irretrievably. Even engagement events in urban informal settlements, to which rural relations of the groom demand to be transported at the expense of the bride's family, can be a financial wipe-out. Also Read: Social security for gig workers must aim for a balance of flexibility A respondent to a Consumer Confidence Survey (CCS) would report these as 'essential,' because that is how they are perceived. That is congruent with tabulated findings of the unit-level data from the January 2025 CCS by Roshan Kishore. The monthly earning class of ₹10,000-25,000 (the gig earning range) has the largest percentage reporting an increase in 'essential spending,' despite a higher proportion reporting an income decrease relative to those reporting an increase, over the previous year. These claims periodically erode the gig worker's financial certainty and deny an overall sense of advancement. The 'JAM trinity' (Jan Dhan bank account-Aadhaar-mobile) that activated the base of the pyramid also enables family obligations. Also Read: Worker scarcity: Low-wage labour in India is crying out for a quantum leap in pay Several initiatives such as Ayushman Bharat have relieved to some degree the pressure from exogenous health shocks. But one type of health shock is totally preventable: the kind arising from traffic accidents, particularly from the failure to enforce helmets among two-wheeler riders. A 2024 report on road safety from the Transportation Research and Injury Prevention Centre at IIT Delhi shows that on urban roads, helmet usage among two-wheeler drivers was below 50% in five states, and among pillion riders below 50% in all but two states. In rural stretches including highways, helmets are largely non-existent. Popular movies like Three Idiots popularized helmet defiance. Enforcing helmet usage is doable. It will reduce the crush of patients in trauma centres and raise household financial savings by protecting new labour-force entrants from essential expenditures on family health claims. Enforcement will work only if, like vehicle insurance, helmet protection is made a requirement for vehicle use. Nothing prevents us from doing the best we can within our borders to reduce uncertainty by eliminating preventable accidents and injury. A helmet on a pole is a poignant symbol of a fallen soldier. A helmet on a head can equivalently be a symbol of a state that protects its people. The author is an economist.

CCL rolls out UK's Percol brand in India to push beyond mass-market coffee
CCL rolls out UK's Percol brand in India to push beyond mass-market coffee

Mint

time10 minutes ago

  • Mint

CCL rolls out UK's Percol brand in India to push beyond mass-market coffee

MUMBAI: Coffee maker CCL Products (India) Ltd has rolled out UK-origin brand Percol in India, aiming to tap into the country's emerging demand for premium, sustainably sourced coffee. The move follows CCL's acquisition of Percol from Sweden's Löfbergs Coffee Group in 2023 and marks a strategic shift toward building a high-margin branded portfolio alongside its B2B export business. Unlike CCL's mass-market Continental brand, Percol is positioned at the upper end of the instant coffee segment, priced at ₹ 800–850 for a 100-gram jar, comparable to Nestlé's Nescafé Gold. The brand is aimed at consumers who prefer drinking their coffee black and are seeking more complex flavour profiles. The Indian line-up includes three medium-roast variants: Da Essenza, a cinnamon- and star anise-noted blend of Indian and Colombian beans; Espresso Noir, made from Indian and Vietnamese beans with dark chocolate and oolong notes; and Intenzo, a smoother, medium-bodied brew infused with peppermint and clove. All three are designed to preserve flavour and aroma while avoiding the bitterness typical of darker roasts, said Praveen Jaipuriar, CEO of CCL Products. 'India is still largely a milk-and-sugar coffee market, but we're seeing a clear shift among younger urban consumers. Percol is crafted for that audience,' Jaipuriar told Mint. Founded in 1987 by British entrepreneur Brian Chapman, Percol was among the first UK brands to champion Fairtrade certification that ensures products are produced and traded according to social, economic, and environmental standards. CCL, which had developed blends for Percol over two decades ago, is now reintroducing the original profiles, repositioning the brand globally and for the Indian market. 'We had a nostalgic connection with Percol, but also saw strategic value in acquiring it,' said Jaipuriar. 'With India's coffee preferences evolving, this felt like the right time to offer consumers a nuanced, premium experience, especially one rooted in sustainability.' India remains a tea-first market, with consistent coffee consumption largely limited to southern states like Karnataka and Tamil Nadu. In most other regions, in-home coffee usage is still occasional. 'Outside the South, most people drink coffee at cafés or in offices, but switch back to tea at home. Regular coffee drinking hasn't yet become a daily ritual,' Jaipuriar said. That said, younger consumers are increasingly adopting coffee as part of their lifestyle, skipping tea entirely. 'This generation knows their brews, and they're building habits that could fundamentally change the market over time,' he added. Despite rising interest, building a premium coffee brand in India comes with structural challenges. Instant coffee is still viewed as a mass product, and many consumers are unfamiliar with concepts like roast profiles or brewing methods. 'We all know how to make good chai—but most people don't know how to make coffee well at home,' said Jaipuriar. The lack of brewing knowledge, particularly outside the South, limits the adoption of more sophisticated products. 'That's the gap we want to address, but it will take time,' he added. Unlike many challenger brands relying on external capital, Percol's rollout is internally funded. 'Our B2C business is profitable and self-sustaining. We don't need VC money, or even parent company support anymore,' Jaipuriar said. While the brand will now compete with legacy players like Nescafé and Bru and newer names like Blue Tokai, Sleepy Owl, and Rage Coffee, Jaipuriar doesn't see it as a zero-sum battle. 'Right now, the market is expanding. If more brands can get people to drink better coffee more regularly, everyone benefits. The real challenge is converting tea households into coffee ones.' For Jaipuriar, success isn't only about numbers. 'The day someone tells us Percol is the first instant coffee they enjoy drinking black—that'll be our biggest validation.' To build traction, CCL is focusing on experience-first marketing, using tastings, pop-ups, and influencer partnerships instead of traditional mass media. The brand recently hosted a live barista-led tasting kiosk at a concert in Mumbai to drive sampling. 'We want people to experience the coffee first, especially since black instant coffee is still rare in India,' said Jaipuriar. The company is also exploring drip filters and fresh ground variants, but only after the instant portfolio stabilises. Percol is being introduced selectively, with offline availability at premium outlets like Nature's Basket, Namdhari's, La Marche, and Spencer's Select, as well as in high-income neighbourhoods such as Delhi's Khan Market and Mumbai's Bandra. Online, the coffee is currently listed on Amazon and will soon be available on quick commerce platforms like Blinkit and BigBasket. CCL is also enabling direct-to-consumer delivery in select PIN codes. 'We're deliberately avoiding mass retail,' Jaipuriar said. 'A wide rollout too early can dilute the brand's premium positioning. We want to grow this step by step.'

Bengaluru entrepreneur's claim on Mumbai auto driver sparks awe, disbelief: ‘Earns ₹5–8 lakh a month without driving'
Bengaluru entrepreneur's claim on Mumbai auto driver sparks awe, disbelief: ‘Earns ₹5–8 lakh a month without driving'

Hindustan Times

time12 minutes ago

  • Hindustan Times

Bengaluru entrepreneur's claim on Mumbai auto driver sparks awe, disbelief: ‘Earns ₹5–8 lakh a month without driving'

A post by a Bengaluru entrepreneur about an auto driver outside the US Consulate in Mumbai has ignited a heated discussion on LinkedIn. Rahul Rupani, who co-founded VenueMonk, claimed that the auto driver earns between ₹5 to 8 lakh per month without driving and by offering a simple service. 'I was outside the US Consulate this week for my visa appointment, when security told me I couldn't carry my bag inside. No lockers. No suggestions. Just: 'Figure it out.' While I stood clueless on the footpath, an auto driver waved at me: 'Sir, bag de do. Safe rakhunga, mera roz ka hai. ₹1,000 charge hai.' I hesitated. Then gave in. And that's when I discovered this guy's brilliant business,' Rupani wrote. Rupani then explained how the man works, adding that the driver 'partnered with a local police officer who owns a small locker space nearby.' He keeps all the bags he collects from consulate visitors in that locker. 'And while most people are sweating over US visa interviews, this guy is running a zero-mile, hyper-profitable, bootstrapped operation. No MBA. No startup jargon. Just pure hustle and street-smart product-market fit,' he continued. He further labelled the auto driver as a 'real entrepreneur'. is unable to independently verify the claims presented. A request for comment has been made to Rahul Rupani, and this report will be updated upon receiving a response. While some appreciated Rupani sharing the post, others expressed doubts and questions. An individual posted, 'That's not his income alone. He has to share with multiple people, including police. Otherwise, what stops other auto wallahs from doing the same at a lower price? Also, I guess they don't know that there is a locker facility inside the consulate at a charge of ₹500.' Another added, 'This is a perfect example of smart work and its effective execution. Despite not actively driving the auto or other efforts, people trustingly leave their bags and belongings with him, feeling assured of their safety. Convincing strangers and earning their trust is no small feat. It's really impressive. Wow!' A third remarked, 'Hope you realize what BS you are peddling in the name of hustle. This whole operation is wrong at so many levels… Legally… ethically… that it's not even funny as an anecdote. It's literally making/fleecing money by exploiting someone's misery. And if you feel this is a great inspirational story for Indian entrepreneurs, God save the start-up culture in India.' A fourth wrote, 'And you're saying such a big (unethical, but anyway) opportunity exists, and there's just this one guy exploiting it?' A few slammed the post as a 'Fake story.'

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into the world of global news and events? Download our app today from your preferred app store and start exploring.
app-storeplay-store