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Fashion Value Chain
28-07-2025
- General
- Fashion Value Chain
Weaving Traditions: The Cultural Tapestry of Indian Handlooms
Ms. Ananya Tiwari, Post-Graduate Academic Scholar in Fashion Management, National Institute of Fashion Technology, Ministry of Textiles, Daman campus Abstract Boasting a rich history and vibrant culture woven into its textile traditions, it is confirmed that India is indeed a land of handlooms. The handloom sector in India has a long tradition of outstanding artisanship that represents and preserves vibrant Indian culture. It is one of the largest cottage industries with over 2.8 million looms. This sector has the advantage of being eco-friendly and having less power consumption. In this article, we will go through a glimpse of two such handlooms from the states of Uttar Pradesh and Gujarat. Introduction First, we will go through Varanasi in Uttar Pradesh. Cross-pollinated by trade and commerce, its long history has been interwined with its textile roots it is one of the renowned centres for zari and brocade weaving. These fabrics have a long and continuous tradition in our cultural history. The weavers of Varanasi are masters of many complex weaving techniques. From the Kadwa and Fekua to Cutwork and Urtu, each technique is individual and distinct. In each category, there are variations and adaptations. All woven on indigenously made looms, a wide range of fibres is used, from the finest cotton yarns to the coarsest, from wide silks to the most refined. Brocade work can be traced back to the Middle Ages. Due to its complex and intricate design, it would usually be worn by royal families across countries like Japan, Korea, China, and Greece. Brocade refers to those textiles where patterns are created on the loom itself, which means it is the process of weaving by transfixing the pattern thread between the warp. This highly delicate work uses gold, silk, silver, or cotton threads with extra weft patterning. This gives the motif an embossed appearance over a regular fabric that increases its ornamentation. The Jangla is a literal jungle pattern, which is inspired by nature that spreads across the textile field like a jal/ net. It is represented with the imagery of the royal hunt. Tigers, deer, birds, and horses are all intermingling in a forest of floral motifs. This Jangla and Shikargah represent the mastery of Varanasi weavers who depicted the favoured pastime of ruling princes and aristocracy. Gyasar comes under the different types of Varanasi brocades. The design, pattern, colours, and theme are based on the auspicious Buddhist symbols and floral imagery. The Gyasar weave has been used for centuries for ceremonial dress as an offering. The clients for this weave include the Royal family of Bhutan and other followers of Buddhism across the world. This heavy brocade in silk with gold and silver zari is woven on the pitloom with a width of 23', and a weaver can produce just a few inches in a day. Coming to the western part of India, we will now be talking about the Patola of Gujarat, the double Ikat silk fabric made in Patan was a popular item of Indian export to Indonesia around the 13th century, where Indian, Portuguese, Dutch, and other merchants used them to barter for spices. The name Patola is derived from the Sanskrit word 'pattakulla', and is the plural form of the word patolu. Dynamic geometric grid patterns and intricate motifs combine to form the double ikat textiles of India. The precise placement of the closely woven motifs, combined with rich colours, provides the patolu (weaver) of Gujarat a mosaic-like appearance. Pattern drawn on a graph sheet Patolas are manufactured by the resist-dyeing technique. The essential block-like quality of these textiles comes from the reference to the double ikat technique. In this process, sets of identical marked threads are tied and dyed at regular intervals. When woven, it forms networks of stepped motifs or patterns. Precision is the main goal of a patolu weaver. This is a Panch Ful Bhat silk Patola sari using the techniques of Double Ikat, where five flowers are shown in full bloom as a motif. Cotton is rarely used, especially for ikat sections. With a few exceptions, the Patola is traditionally used as a rectangular cloth. In Jain and Hindu communities, double ikat saris with entire design of parrots, flowers, elephants, and dancing figures are generally used, whereas in Muslim communities, saris with geometric designs and flower patterns are used, being worn mostly for weddings and other special occasions. Conclusion Handloom is not just about weaving the fabric, but it also represents our human creativity and cultural continuity. It showcases the patience and skill of artisans who transform these regular-looking threads into textiles, which gives us the meaning and heritage of our country. As power looms are giving us speed in this industrial revolution, the handloom stands as a reminder that beautiful things can emerge from slowness, where traditions are preserved and coexist with progress.
Fashion Value Chain
23-06-2025
- Business
- Fashion Value Chain
Masstige is Redefining Indian Luxury Renaissance
Ms. Ananya Tiwari, Post-Graduate Academic Scholar in Fashion Management, National Institute of Fashion Technology, Ministry of Textiles, Daman campus Dr Vidhu Sekhar P, Assistant Professor, Department of Fashion Management Studies, National Institute of Fashion Technology, Ministry of Textiles, Daman campus Abstract The masstige or affordable luxury segment is gaining traction in India, driven by rising disposable incomes, changing consumer preferences, and digital connectivity. This trend is characterized by luxury goods and services that are accessible to a wider audience without compromising on quality or prestige. Indian consumers are seeking premium products that reflect their lifestyle, status, and personal taste, with a growing demand for unique, limited, and sought-after collections. The masstige market in India is expected to continue growing, with a projected growth rate of 10% over the next five years, exceeding $200 billion by 2030. Brands like Good Earth, Nicobar, and Nappa Dori are popular choices among Indian consumers seeking premium and sustainable products. As consumers become more discerning and demanding, luxury brands will need to adapt to changing preferences and priorities, including sustainability and exclusivity. Keywords Masstige, Indian luxury market, digital consumers, sustainability, craftsmanship, personalization, aspirational demographic, global luxury slowdown, artisanal ecosystem, Made in India Introduction The global luxury goods market, valued at $286.10 billion in 2024 and expected to reach $405.80 billion by 2033, growing at a CAGR of 3.76%, is experiencing a slowdown in certain segments. However, India's luxury market is poised for growth, driven by a young and aspirational demographic, rising affluence, and increasing demand for premium products. Despite the global slowdown, India's luxury market is expected to grow at an annual rate of 10% over the next five years, exceeding $200 billion by 2030. This growth is driven by the rising affluence. India's growing middle class, with increasing disposable income, is driving demand for luxury goods and experiences. The Young and Aspirational Demographic with over 65% of its population under 35, India boasts a young and dynamic consumer base, prioritizing experiences, personalization, and exclusivity. Evolving Luxury: India's Cultural Edge and Masstige Opportunity Global Luxury Market Trends is mainly dominated by Asia Pacific region holding a revenue share of 39.9% in 2024, driven by increasing disposable incomes and a growing middle class. The Apparel accounting for 25.9% of global revenue in 2024, driven by product innovation, exclusivity, and evolving fashion trends. The most valuable luxury brands in 2024 include Porsche, valued at $43.117 billion, followed closely by Louis Vuitton at $32.235 billion, and Chanel at $26.068 billion. Hermès and Gucci also rank high, with valuations of $16.676 billion and $14.864 billion, respectively. These iconic brands have established themselves as leaders in the luxury market, known for their exceptional quality, craftsmanship, and timeless appeal. While the Indian luxury market holds immense potential, it also poses challenges. Luxury brands need to balance pricing strategies to cater to India's price-conscious consumers. The strict regulations require local partnerships, which can deter foreign luxury brands from entering the Indian market. By understanding the unique challenges and opportunities, luxury brands can capitalize on India's growth story and establish a strong foothold in this dynamic market. India's luxury market is a mindset that needs to be understood rather than a market that needs to be 'entered.' The challenge for international luxury brands is not only to navigate strict FDI regulations and skyrocketing import taxes, but also to rethink what luxury means in India and reevaluate their initial expectations of what it should look like. The demand is genuine, but it is encased in paradox: a buyer who worships tradition but consumes hypermodern, who purchases luxury but looks for purpose, and who drives a Mercedes but haggles over MRP. Where and how luxury is consumed in India is where the real change is occurring. Delhi and Mumbai's influence as centres of luxury is eroding. The next generation of luxury customers isn't just exploring Emporio's marble floors; they're also perusing Instagram in places like Indore, Coimbatore, and Guwahati, yearning for experiences that align with their values and goals. The Western luxury playbook doesn't work here. Retail reimagining is required, not just expansion, with flagship stores serving as both physical locations and digital ecosystems that are rich in regional aesthetics, local language, and cultural codes. Although regulatory constraints, high taxes, and disorganized infrastructure may appear to be obstacles, they can also be reframed as an appeal to reorganize the luxury value chain, beginning with manufacturing in India. International brands have a strong chance to base their production within India's centuries-old artisanal ecosystems rather than paying a premium to import finished goods. and pricing for belonging, as well as affordability. Costs can be cut by sourcing and producing in India, but more significantly, it provides authenticity, which is something that customers around the world are beginning to value more. India offers unrivalled material culture and skilled human capital, from the leather craftsmen of Dharavi to the brocade weavers of Varanasi, from the intricate hand embroidery of Lucknow to the metal artisans of Moradabad, often at a fraction of the cost, but with unmatched finesse. Imagine the possibilities if global brands considered India as a co-creative partner as well as a sourcing destination: a Dior lehenga woven in Banaras, a Gucci bag featuring illustrations by Pattachitra, or a Hermès scarf block-printed in Bagru, each piece carrying not only aesthetic but also emotional and geographical depth. However, authenticity, sustainability, and innovation are more important than cost-effectiveness. 'Made in India' can be a mark of soul and storytelling in a time when aware consumers want to know where, how, and by whom their products are made. In addition to improving their ethical reputation, brands that emphasize these origins use cultural intelligence to capitalize on the rising demand for luxury around the world. Additionally, this creates a huge masstige opportunity: luxury brands can reach India's aspirational yet budget-conscious consumer base by co-creating mid-tier, culturally rich, and design-forward collections produced in India. This market is looking for identity, craftsmanship, and meaning rather than logos. Brands can grow without compromising their values by investing in Indian craftsmanship and providing affordable luxury lines with strong local appeal. In the end, the Indian luxury market requires brands to become deeply rooted in the Indian culture rather than just localizing. The key to success will be creating a luxury that feels personal, welcoming, and distinctly Indian rather than trying to emulate Parisian extravagance. Adaptability is not only strategic, but also important in this dynamic environment.
Fashion Value Chain
02-05-2025
- Business
- Fashion Value Chain
India's Rising Role in the Global Luxury Market
Ms. Ananya Tiwari, Post-Graduate Academic Scholar in Fashion Management, National Institute of Fashion Technology, Ministry of Textiles, Daman campus Dr Vidhu Sekhar P, Assistant Professor, Department of Fashion Management Studies, National Institute of Fashion Technology, Ministry of Textiles, Daman campus Abstract India, which will have the largest population in the world by 2025, is experiencing a revolution in luxury. Previously regarded as a future market, it has become a crucial source of expansion for major international fashion companies. This article examines how policy changes, technological advancements, changing consumer psychology, and economic growth are all influencing major luxury brands like Galeries Lafayette, Valentino, and Balenciaga to make significant investments in India. In the context of Indian retail, it also critically analyses the difficulties in breaking into new markets and the significance of omnichannel interaction, strategic localization, and long-term brand positioning. To comprehend how fashion management is changing in this dynamic new environment, the study consults recent reports, news coverage, and industry insights. Keywords Luxury fashion, fashion management, Indian market, global retail strategy, brand localization, strategic partnerships, experiential retailing, Gen Z consumers, market expansion, omnichannel. Introduction These days, luxury isn't limited to Shanghai, Paris, Milan, or New York. By 2025, Delhi and Mumbai will have been added to the global narrative as new fashion investment hotspots. India's transition from an aspirational luxury market to a top travel destination is not a coincidence; rather, it is the consequence of rising cultural confidence, technological readiness, and demographic advantage. In addition to entering India, well-known brands like Valentino and Balenciaga are now making investments in ingrained retail infrastructure and marketing tactics targeted at the Indian consumer base (Business of Fashion, 2023). Fashion management professionals working in a post-globalized, digitally integrated, and culturally diverse world can learn a lot from this article, which examines the many factors that have led to India's rise as the next battleground for luxury. India's Economic Context: Fertile Ground for Luxury Among emerging markets, India's economy is currently undergoing one of the most robust post-pandemic recoveries. According to the World Bank (2024), the country's GDP is predicted to grow by 6.8% in 2025, making it the third-largest consumer market in the world by 2030 (McKinsey, 2024). By 2027, it is anticipated that there will be 500 million middle-class Indians, opening up a huge new market for those seeking luxury (Bain & Company, 2023). Additionally, as the number of HNWIs and UHNIs rises, the wealth pyramid is changing. More than 1,200 new millionaires were created in India each month in 2024, according to Credit Suisse (2023), indicating strong growth at the top of the pyramid. This rare combination of wealth creation and macroeconomic stability gives luxury brands both volume and value. The Indian Luxury Consumer: Psychology and Preferences Indian luxury consumers today are characterized by their mindset rather than just their income. Millennials and Gen Z comprise almost 70% of India's population. They are digitally active, globally conscious, and look for brands that reflect who they are rather than just convey status (McKinsey, 2024). In addition to demanding individualized experiences, ethical values, and digital convenience, the aspirational middle class is moving from premium to luxury goods. For Indian consumers, luxury is becoming more and more entwined with emotional storytelling and cultural relevance. A Gucci handbag must now appeal to local aesthetics in addition to European craftsmanship, whether through colour schemes, advertising narratives, or partnerships with Indian celebrities. Strategic Entry: Why Partnerships Matter Local partnerships are essential in India due to its complicated regulatory framework, retail FDI restrictions, and fragmented consumer segments, in contrast to China, which permits direct market access. Businesses such as ABFRL and Reliance Brands Ltd. serve as logistical, cultural, and regulatory bridges for foreign competitors. For example, Balenciaga and Reliance's collaboration provides deep insights into Indian fashion behaviour in addition to retail space in upscale locations (Vogue Business, 2022). In order to ensure operational scalability without sacrificing brand identity, Valentino has partnered with ABFRL, which reflects a hybrid model of local distribution with global control (Business Standard, 2022). Further enhancing these collaborations beyond retail growth, Indian conglomerates are now co-investing in luxury tech innovation and customer relationship management (CRM) platforms. Retail Infrastructure: More Than Just Flagships The infrastructure for luxury retail in India is rapidly diversifying. Luxury brands can be found wherever customers travel, shop, and mingle, from high-end malls like Phoenix Palladium to airport boutiques at the Mumbai and Delhi T3 terminals. The transition from static flagship stores to dynamic experience zones is more important. The goal of Galeries Lafayette, which is scheduled to open by 2025, is to establish a lifestyle ecosystem centered around luxury by providing art galleries, café lounges, trunk shows, and multi-brand offerings in addition to acting as cultural hubs (Financial Express, 2023). This change is in line with consumer preferences: according to CBRE (2023), 74% of Indian luxury consumers favour brands that provide carefully chosen, immersive retail experiences over traditional product-only stores. The Power of Localization and Cultural Integration India's cultural diversity is a key characteristic of its luxury market. Here, brands that uphold international renown while honouring regional customs thrive. Consider Dior's pre-fall 2023 show in Mumbai, which was widely broadcast and featured both international silhouettes and Indian artisans and embroiderers (Vogue India, 2023). Consider Gucci's 2024 Diwali campaign, which featured Bollywood stars and combined festive Indian design sensibilities with Italian elegance. These localized brand-building techniques, which integrate luxury labels into Indian cultural consciousness, go beyond simple marketing techniques. Digital Ecosystem and Omnichannel Strategy India's luxury consumers are mobile-first and tech-savvy. More than 830 million Indians have internet access as of 2025, and 75% of them shop on smartphones (TRAI, 2024). The new omnichannel normal includes social commerce, live-streamed fashion shows, personal shopping via WhatsApp, and virtual try-ons driven by artificial intelligence. Global brands are now able to reach consumers in Tier 2 and Tier 3 cities that have historically been shut out of luxury retail, thanks to the rapid expansion of luxury e-commerce platforms like Tata CLiQ Luxury and Ajio Luxe. Furthermore, influencer partnerships, data-driven personalization, and digital CRM systems have become the cornerstones of luxury brand management in India, providing a physical solution to a geographically and culturally heterogeneous audience. Operational and Management Challenges There are challenges in the Indian luxury market despite the enormous opportunities. According to the Retailers Association of India (2024), import duties, which range from 30 to 50%, keep prices high and promote buying from black markets or international travel. High real estate prices lower profitability in desirable locations like Mumbai's BKC or Delhi's Emporio. Last-mile luxury delivery is difficult because of ongoing logistics and warehousing issues outside of major cities. Lastly, the quality of the customer experience is impacted by the lack of talent in luxury retail, particularly at the store level (stylists, consultants, and visual merchandisers). Fashion managers must thus strike a balance between cost-effectiveness and brand integrity, global standards and local expectations, and exclusivity and accessibility. Conclusion India is at the forefront of the luxury playbook in 2025 rather than being on the sidelines. India is a market that is uniquely positioned for international luxury brands due to the combination of economic growth, cultural fluidity, youthful aspiration, and digital innovation. Fashion managers face the challenge of how to enter India in a meaningful, sustainable, and strategic way rather than whether to do so at all. Luxury success in India will be determined by a brand's story, experience, and level of connection with its customers rather than just volume. India is a masterclass in the future of global luxury for fashion management professionals, not just a market. References
Fashion Value Chain
02-05-2025
- Business
- Fashion Value Chain
Indian Textile Industry's Management Model Response to US Tariffs
Ms. Ananya Tiwari, Post-Graduate Academic Scholar in Fashion Management, National Institute of Fashion Technology, Ministry of Textiles, Daman campus Dr Vidhu Sekhar P, Assistant Professor, Department of Fashion Management Studies, National Institute of Fashion Technology, Ministry of Textiles, Daman campus Abstract With the impending 2025 U.S. tariffs changing the dynamics of international trade, the Indian textile sector is once again in the news. To protect their companies, 3 significant Indian textile companies—Welspun Living, Gokaldas Exports, and Faze Three—are acting proactively and dynamically. This article examines the practical applications of textbook management models, such as Porter's Five Forces, Ansoff Matrix, and Risk Management, by these companies. This case provides a unique real-time illustration of operational resilience and strategic agility for management students. It sheds light on how companies apply theoretical frameworks to turn outside threats into expansion prospects. Keywords Strategic Management, Indian Textile Industry, Porter's Five Forces, Ansoff Matrix, Risk Mitigation, Global Trade, Textile Exports, Business Strategy. Introduction The fortunes of the textile industry have always been significantly influenced by global trade policies. Indian textile exporters face a more complicated environment as the United States increases tariffs in 2025. As a result, businesses are showing how fundamental management concepts, which are usually taught in business schools, have real-world applications. This article demonstrates how strategic models and frameworks can be useful tools for success and survival using the examples of five top businesses. Application of Porter's Five Forces Understanding the competitive forces operating within an industry is made easier with the aid of Michael Porter's Five Forces model. This model is being strategically used by Indian textile companies to reconsider their stances and lessen pressure. For example, by purchasing BRFL Textiles, Gokaldas Exports addressed supplier power, a significant issue in manufacturing. They have direct control over material inputs thanks to vertical integration, which guarantees stability in both cost and quality. Similarly, by setting up a manufacturing facility in the United States, Welspun Living diminished the purchasing power of consumers. Welspun improves margins by negotiating directly with major U.S. retailers and avoiding traditional importers by relocating closer to its major markets. Furthermore, by concentrating on the niche home textiles market, Faze Three has set itself apart and successfully reduced the threat of substitutes. Premium and specialized products encourage brand loyalty and lessen the likelihood that customers will switch. The following table neatly summarizes the strategic responses mapped to Porter's Five Forces: Company Strategic Move Porter's Force Addressed Gokaldas Exports Investment in BRFL Textiles (fabric sourcing) Lower supplier power Welspun Living U.S. manufacturing unit Lower buyer power Faze Three Focus on niche home textiles Lower substitute threat These examples show how a theoretical framework can help direct how businesses react to outside market forces. Application of Ansoff Matrix Strategies Another traditional framework that aids businesses in choosing between diversification, product development, market expansion, and market penetration is the Ansoff Matrix. These tactics are being used selectively by Indian textile exporters according to their market opportunities and competitive advantages. By entering new geographic markets like the U.S. and Europe, Indo Count and K.P.R. Mill are utilizing market development strategies. Their objective is to present current product lines—mainly clothing and bed linens—to new markets. Faze Three, meanwhile, is notable for its approach to product development. In a crowded market, it maintains the novelty and appeal of its product offerings by concentrating on cutting-edge home textile solutions, such as sustainable and functional fabrics. Welspun Living uses related diversification to combine strategies. By introducing complementary goods like pillows, it maximizes cross-selling opportunities while simultaneously strengthening its current market presence and catering to new consumer demands. This strategic mapping can be observed here: Growth Strategy Company Action Market Development Indo Count, K.P.R. Mill Expand in U.S. and Europe Product Development Faze Three Innovate niche textiles Related Diversification Welspun Living New products (pillows) in new geographies These businesses show an organized approach to growth in the face of uncertainty by adhering to Ansoff's guidelines. Focus on Risk Management With growing geopolitical tensions and protectionist policies, risk management has become a key component of textile companies' strategies. To protect their operations, businesses are identifying critical risks and constructing tactical hedges. An excellent illustration of operational risk mitigation is Welspun Living's decision to build a factory in the United States. The company safeguards itself against future tariff shocks and logistical disruptions by manufacturing within the borders of the United States. In order to improve its financial stability and withstand economic shocks, credit tightening, and rising interest rates, the company has simultaneously proactively concentrated on debt reduction. Gokaldas Exports is using vertical integration to reduce supply chain risks. By protecting its raw material sources, Gokaldas lessens its dependency on erratic outside vendors, guaranteeing availability and cost containment. The actions of these firms in response to risk factors can be captured as follows: External Factor Company Strategic Response US Tariffs Welspun Living Set up a U.S. factory to mitigate trade barriers Reduced debt to strengthen financial stability Gokaldas Exports Secured supply chain through vertical integration Even in the face of difficult macroeconomic circumstances, these risk responses guarantee long-term survival and establish a sustainable competitive advantage. Conclusion The significance of strategic thinking based on academic models is demonstrated by the example of Indian textile companies getting ready for the 2025 U.S. tariffs. Businesses are demonstrating incredible agility and foresight through the practical application of the Ansoff Matrix, Porter's Five Forces, and risk management techniques. These examples provide real-world case studies of how theoretical knowledge must change to meet changing real-world business challenges for management students and aspiring industry leaders. In today's unstable global marketplace, the capacity to foresee, innovate, and manage risk is not only a competitive advantage but also a need. As a result, the Indian textile industry, which is frequently thought of as traditional and labour-intensive, is becoming a dynamic arena for contemporary strategic management techniques. References
