In an interview, Puspen Maity says that the company is also investing in experience-led retail formats and testing international markets, particularly in the GCC region, as it remains profitable with double-digit Ebitda
Activewear brand Technosport is sharpening its focus on affordable activewear and a tightly integrated omnichannel strategy to sustain a steep 60 per cent growth trajectory, as it looks to scale from a Rs 600 crore business towards the Rs 1,000 crore mark. Puspen Maity, Chief Executive Officer, Technosport stated that the company is driving this through a uniform experience strategy and product approach across channels, aggressive expansion of exclusive brand outlets and deeper penetration in general trade, while positioning activewear as everyday apparel for the mass Indian consumer.
In an interview with BW Retail World, Maity highlighted that the company is also investing in experience-led retail formats and testing international markets, particularly in the Gulf Cooperation Council (GCC) region, even as it remains profitable with double-digit Ebitda and largely internally funded growth. At the core of this push is a clear mass-market positioning, keeping products accessible while offering performance-led features, alongside efforts to streamline distribution by reducing intermediaries and digitising retailer engagement.
Revenue And Beyond
Technosport’s growth vision goes beyond revenue, anchored in its mission to “democratise activewear for the country” and make performance apparel accessible to millions, he added. The idea is to enable consumers to feel “much more empowered, much more convenient,” with products that are “easy to maintain… convenient… carefree,” ultimately helping build confidence.
“We are enabling Indian youth to become much more confident, much more enabled, much more empowered,” he said, positioning this as a larger purpose beyond business.
On the numbers front, the company is targeting a scale-up from around Rs 600 crore currently to Rs 1,000 crore while sustaining a strong growth trajectory. “We would love to continue this momentum… 50, 60 per cent growth trend in the coming many years,” he said, despite broader industry volatility where “a lot of brands… [are] going up and down.” The focus remains on consistent expansion and deeper market penetration.
Financially, the company is relying on internal accruals rather than external capital. “We are very well capitalised… not looking for any fund raise,” he said, adding that profitability remains strong with “somewhere double digit Ebitda.” While global expansion is still “experimental,” there are no immediate IPO plans either, with the company noting that “the headroom is still very wide and open for us to grow.”
Rising Demand For Bottom Wear
He added that the growth continues to be anchored in apparel, with the company remaining “out and out… an apparel brand,” while footwear stays a “very small… experimental” segment. Within apparel, newer segments are gaining traction, with the women’s category “growing handsomely” and kids also seeing steady uptake. While the brand has traditionally been “top-wear heavy,” it is now witnessing a shift as “bottom wear is going fast,” supported by an expanding portfolio across cargos, casuals, and semi-formal styles.
The company expects this momentum to continue, with “bottom wear… doing very, very well” and seasonal categories like winter wear also performing strongly. “Women’s category is growing,” he explained.
On portfolio strategy, the focus remains on deepening apparel rather than aggressive diversification. “We see there’s a lot of opportunities in apparel itself,” he said, adding that the company is continuously building out categories with “benchmark, global standard” products. While adjacent categories like footwear remain limited, accessories such as socks, caps, and innerwear are being scaled “opportunistically,” with the broader emphasis on strengthening the core apparel play.
GCC As Gateway For Global Expansion
The company is building its global strategy around the universality of activewear, betting that its value proposition can travel across markets. “For an active wear or a sportswear brand… It is much easier to go global,” he said, adding that if international brands can succeed in India, “we also have similar products… so we can go and sell.” Early experiments across the Middle East, South Africa, and smaller markets like Kazakhstan and Uzbekistan have shown “some good adoption,” he added.
The company is now sharpening its focus on the GCC region, where it already has a presence, and is “strengthening that journey” by setting up local entities and expanding further. The idea is to use the Middle East as a strategic hub, as “Middle East works as a gateway to rest of the world,” with global consumers discovering the brand there and driving demand in other regions.
While geopolitical tensions in the region have caused some “indirect” impact, the company remains unfazed. “We are much more focused in the long term than on the short term things,” he said, noting that while there are “momentary drops here and there,” the business is “very capable of handling that.”
Unified Channels, Deeper Distribution
Technosport is consciously avoiding channel conflict as it scales from a distribution-led model to a more consumer-facing brand by ensuring a “very uniform experience across the value chain, across the channel.” The company has standardised its product range, pricing and discounting, keeping it “very democratic in nature” with “very little discount” across EBOs, online and general trade to eliminate friction.
“If you look at our EBO, or our online business, or general trade, the range is the same. We do not differentiate… even the product features, technology, benefits… everything is uniform across all channels,” Maity said, adding that discounts are limited to “5 to 7 per cent at times,” ensuring consistency across formats. This approach, he noted, is driving “very complementary growth,” where channels feed into each other rather than compete.
At the same time, the company is strengthening its general trade backbone by simplifying distribution. It has “reduced the handshake” by cutting intermediary layers, building a network of “about 40 super stockists and… about 13,000 retailers,” making the “supply chain, the feedback loop… much faster.” Its ‘Blue Origin’ programme further supports retailers through digital marketing, local influencer campaigns and hyperlocal promotions, “not only just solving the supply problem, but… solving the demand problem.”
In parallel, Technosport is scaling experience-led retail through EBOs and online channels. “We want to build an experience for the consumer… we do not want to be a purely transaction-driven brand,” he said, positioning stores as spaces for engagement and product discovery. The rollout is accelerating, with 51 stores currently and plans to add 78 more this fiscal, taking the total to around 129, as the company leverages physical retail to complement its distribution strength.
Tapping The Mass Market
Technosport moved early to tap into the shift from sportswear to everyday wear, betting on a broader, more inclusive definition of activewear. “We have taken this call many, many years back,” he said, noting that India’s low fitness penetration meant a pure sports positioning would remain limited. Instead, the brand chose to “democratise this technology… to everyone,” targeting not just athletes but everyday consumers, from office-goers to delivery workers, who need comfort and functionality through the day.
The strategy is anchored in a simple belief: “If you have a body, you are an athlete,” with the focus on delivering a “transformative experience” through apparel that enhances comfort and ease across daily activities. This shift from “pure play sportswear to activewear” has opened up “a larger sort of audience in India,” helping drive scale and adoption beyond niche fitness segments.
Crucially, this expansion is powered by a sharp mass-market pricing strategy in a “predominantly price-sensitive market.” The company has kept pricing “very, very accessible… not cheap, but… very accessible,” enabling trial and repeat purchases.
“We strategically positioned ourselves as a brand for everybody. In that journey, we kept our price point very accessible and affordable. I would not call it cheap, but it is accessible. Once a consumer comes into our ecosystem, tries one product, and experiences the value, they end up buying more and adding to their wardrobe. That helps in customer acquisition and retention,” he pointed out.
