Home
-
KitKat India Sets Sail With ‘One Piece’ Experience At Comic Con
Nestlé India transforms brand presence into immersive anime-inspired activation, tapping into the country’s growing fandom culture
KitKat India has expanded its collaboration with One Piece through a large-scale experiential activation at Comic Con, unveiling a ship-themed installation designed to immerse fans in the world of the popular anime.
The initiative marks a shift from traditional brand stalls to interactive storytelling-led engagement, as Nestlé India seeks to deepen its connection with India’s rapidly growing anime and youth culture.
Inspired by the high-seas adventures of One Piece, the larger-than-life ship installation emerged as a central attraction at the event, combining visual spectacle with interactive zones that encouraged visitors to engage, play and experience the brand in a more dynamic setting.
The activation was designed to reflect themes of adventure, camaraderie and escapism—core elements of the anime—while aligning with KitKat’s positioning around taking breaks that are “exciting, immersive and memorable”.
Speaking on the campaign, Gopichandar Jagatheesan, Head of Confectionery Business at Nestlé India, said the collaboration aims to move beyond conventional marketing formats.
“India’s anime fandom is evolving into a powerful cultural movement, and One Piece remains one of the most iconic franchises driving that passion. With this initiative, we wanted to create an experience that consumers could emotionally connect with, rather than just a traditional brand presence,” he said.
The installation functioned not only as a promotional platform but also as a cultural convergence point, blending anime fandom with experiential marketing. Visitors were invited to “pause, play and power up their breaks”, turning routine consumer engagement into an interactive journey.
Industry observers note that such activations signal a broader shift in brand strategy, where companies are increasingly leveraging pop culture and immersive formats to build deeper consumer affinity—particularly among Gen Z audiences.
As anime continues to gain mainstream traction in India, campaigns like KitKat’s One Piece collaboration highlight how global entertainment properties are being localised into high-impact, on-ground brand experiences.
-
Jewellery Retail Leasing Shifts To Large-format Stores As Brands Chase Premium Experience: CBRE
Large-format jewellery stores accounted for 50 per cent of leasing activity in 2025, up from 14 per cent in 2019, as brands expand immersive retail formats with VIP lounges, AR try-ons and curated premium spaces
India’s organised jewellery retail market is witnessing a sharp shift towards larger, experience-led stores, with brands increasingly opting for expansive showrooms over traditional formats, according to a new report released by CBRE India on Thursday.
The report, titled “All that Glitters: Jewellery Brands Recast India’s Retail Footprint”, said the share of large-format stores exceeding 8,000 square feet in jewellery leasing rose to 50 per cent in 2025 from just 14 per cent in 2019.
The study was unveiled at the Phygital Retail Convention 2026 in Mumbai and highlighted how jewellery retailers are repositioning stores as experiential destinations rather than purely transactional outlets.
According to the report, brands are moving away from conventional 1,500–2,500 sq. ft. outlets and are increasingly developing larger “experience centres” equipped with VIP bridal lounges, augmented reality-powered virtual try-on zones, personalised consultation rooms and curated galleries for premium collections.
CBRE said jewellery has emerged as one of the top retail leasing demand drivers in 2025, alongside fashion and apparel and food and beverage categories. The sector’s share in total organised retail leasing increased from 2 per cent in 2019 to 8 per cent in 2025.
“The rapid expansion of large-format, experience-led stores signals a structural shift that is reshaping how brands engage with consumers and how developers design their tenant mix,” said Anshuman Magazine, Chairman and CEO India, South-East Asia, Middle East and Africa, CBRE.
“Jewellery is emerging as the definitive premium anchor, delivering strong revenue performance, enhancing destination stature, attracting affluent shoppers, and strengthening long-term asset value,” he added.
Leasing Activity Doubles
Jewellery leasing absorption doubled from 0.4 million sq. ft. in 2024 to 0.8 million sq. ft. in 2025, led by demand from cities such as Hyderabad, Chennai, Bengaluru and Delhi-NCR.Hyderabad emerged as the largest contributor to jewellery leasing activity, with its share rising from 15 per cent in 2024 to 31 per cent in 2025. Chennai accounted for 27 per cent of leasing activity during the year, followed by Bengaluru at 14 per cent, while Delhi-NCR and Mumbai each contributed 10 per cent.
The report noted that developers are increasingly creating dedicated jewellery precincts within malls by offering reinforced vault infrastructure and specialised lighting systems tailored to jewellery retailers’ operational requirements.
Rise Of Lab-grown Diamonds
The report also pointed to changing consumer preferences within the jewellery segment. While fine jewellery continued to dominate with a 72 per centshare of leasing activity in 2025, leasing by lab-grown diamond brands increased from 5 per cent in 2024 to 8 per cent in 2025.According to Ram Chandnani, lab-grown diamonds are gaining traction among younger consumers.
“LGDs have emerged as a significant trend, appealing to both Gen Z and millennial cohorts. By offering ethical transparency at a 60-80 per cent lower price point, brands in this category are making luxury more accessible to value-conscious, socially responsible consumers,” he said.
The report added that jewellery retailers are increasingly adopting multi-format leasing strategies, including flagship experience stores, boutique mall outlets and shop-in-shop formats within department stores.
Direct-to-consumer jewellery brands are also expanding aggressively into physical retail, targeting high-footfall locations such as mall atriums, transit hubs and affluent high streets.
While tier 1 cities continue to drive revenue growth, CBRE said tier 2, 3 markets are emerging as more profitable destinations for organised jewellery retailers due to lower operating costs and higher average transaction values.
-
LT Foods Q4 Profit Slips 15.5% To Rs 135.7 Cr, Revenue Jumps 30%
Despite strong revenue growth, Ebitda margin compresses as consolidated net profit declines year-on-year; board recommends Re 1 per share final dividend for FY26
Homegrown FMCG company LT Foods reported a 15.5 per cent year-on-year fall in its consolidated net profit for the fourth quarter, which stood at Rs 135.7 crore, down from Rs 160.5 crore in the same period last year.
Despite the drop in profit, the company delivered strong revenue growth, which climbed 30.4 per cent year-on-year to Rs 2,906.7 crore compared with Rs 2,228.4 crore in the year-ago quarter.
Earnings before interest, tax, depreciation and amortisation (Ebitda) rose 4.3 per cent to Rs 269.5 crore from Rs 258.3 crore a year earlier. However, the Ebitda margin narrowed to 9.3 per cent, down from 11.6 per cent in the corresponding quarter last year.
The company’s board has recommended a final dividend of Re 1 per equity share for FY2025–26, equivalent to 100 per cent of the face value of Re 1 per share. The payout is subject to shareholder approval at the upcoming Annual General Meeting for the financial year ended 31 March 2026.
On the stock market, shares of LT Foods closed at Rs 410.60 on the BSE, slipping Rs 2.85 or 0.69 per cent from the previous close.
-
Honasa Consumer Appoints Dheeraj Nagpal, Madhur Acharya To Leadership Roles For New Category Push
The company strengthens its leadership bench as it looks to build new businesses and expand into emerging consumer categories
Honasa Consumer has strengthened its leadership team with the appointments of Dheeraj Nagpal and Madhur Acharya as it accelerates efforts to build new categories and scale emerging businesses.
Nagpal has been brought in to spearhead the development of new categories for the company. He previously co-founded wellness startup Zingavita, where he focused on brand strategy, marketing, and product innovation. His earlier experience also includes roles at Zomato and American Express.
On his new role at Honasa, Dheeraj Nagpal said, “I’m extremely excited to join Honasa at such a pivotal stage of its growth journey and be a part of a company that has consistently built purpose-led, consumer-first brands by identifying emerging needs early. Honasa’s ability to spot evolving consumer shifts and build disruptive brands at scale makes this an incredibly exciting opportunity. I look forward to building the next phase of brands with the Honasa team and contributing to the company’s larger vision of creating meaningful brands for new-age Indian consumers.”
Meanwhile, Madhur Acharya has joined the company to help create its next category from the ground up, with a focus on shifting consumer identities and the aspirations of younger Indian consumers. Prior to this, he was Vice President, Ecommerce at Lenskart, where he worked on brands such as Aqualens. He has also held positions at Wow Skin Science and Forest Essentials.
Speaking about his appointment, Madhur Acharya said, “I’m incredibly excited to join Honasa at a time when the company is building the next wave of future-focused consumer brands and redefining categories for evolving Indian consumers. Honasa’s ability to identify emerging white spaces and build deeply consumer-first, digital-led brands makes this an incredibly exciting opportunity to build for the next generation of Indian consumers. I look forward to contributing to the leadership team and building differentiated brands that resonate strongly with evolving consumers while shaping the future of new-age categories. The real wowork starts now.”
Varun Alagh, Co-founder and Chief Executive Officer, Honasa Consumer, said the appointments are aimed at strengthening the company’s leadership as it pushes into newer categories.
“At Honasa, we are constantly looking at emerging consumer shifts and identifying spaces where we can build meaningful brands for our consumers,” Alagh said. He added, “Dheeraj and Madhur bring deep consumer understanding, entrepreneurial thinking, and strong category expertise, making them great additions to our leadership team.”
-
India’s WPI Inflation Hits 42-month High At 8.3% In April
Sharp rise in crude oil, petrol and diesel prices pushed wholesale inflation sharply higher in April, with fuel and power inflation soaring to 24.71 per cent amid escalating West Asia tensions and supply disruptions
India’s wholesale inflation rose sharply to a 42-month high of 8.3 per cent in April, driven by a steep increase in fuel and energy prices amid rising global crude oil costs and supply disruptions linked to the West Asia crisis.
Data released by the Ministry of Commerce and Industry on Thursday showed Wholesale Price Index (WPI)-based inflation climbed from 3.88 per cent in March. The rise was led by higher prices of mineral oils, crude petroleum, natural gas and basic metals.
Inflation in the fuel and power category surged to 24.71 per cent in April from 1.05 per cent in the previous month. Crude petroleum and natural gas prices recorded a sharp increase, while petrol and diesel inflation also accelerated significantly at the wholesale level.
Petrol inflation rose to 32.40 per cent in April from 2.50 per cent in March, while high-speed diesel inflation climbed to 25.19 per cent from 3.26 per cent. LPG inflation stood at 10.92 per cent against a contraction of 1.54 per cent in the previous month.
The increase in wholesale inflation comes amid disruptions in global energy markets following tensions in West Asia and restrictions around the Strait of Hormuz, a key route for India’s crude oil imports. Despite higher global crude prices, retail rates of petrol, diesel and domestic LPG have largely remained unchanged, although commercial LPG cylinder prices have been increased.
Input Cost Pressures Rise
Inflation in primary articles rose to 9.17 per cent in April, while manufactured products inflation increased to 4.62 per cent, indicating higher input costs across sectors such as metals, chemicals, textiles and machinery.Among manufactured products, inflation in basic metals stood at 7 per cent, textiles at 7.3 per cent and chemicals and chemical products at 5.09 per cent.
Food inflation remained relatively moderate during the month. Inflation in food articles edged up to 1.98 per cent in April from 1.90 per cent in March, while the WPI Food Index rose to 2.31 per cent from 1.85 per cent.
PHD Chamber of Commerce and Industry said higher energy and petroleum prices contributed to rising input costs across manufacturing segments.
“Going forward, movements in global energy prices, commodity markets and supply chain conditions will remain important determinants of wholesale price trends. The evolving trajectory of fuel costs and transmission into manufacturing and transport sectors will continue to be monitored closely in the coming months,” said Ranjeet Mehta, Secretary General and CEO, PHDCCI.
According to Bajaj Broking, the sharp rise in wholesale inflation indicates increasing price pressures across the economy due to higher crude oil prices, imported inflation and elevated logistics and freight costs.
“Higher logistics, freight, and commodity prices are now increasingly getting reflected in wholesale inflation, which could eventually pass through to consumer inflation as well,” said Shashwat Singh, Fundamental Analyst at Bajaj Broking.
He added that sustained increases in input costs could put pressure on margins of manufacturing and industrial companies if the higher costs are not fully passed on to consumers.
The provisional WPI index for all commodities stood at 167 in April compared with 160.8 in March. On a month-on-month basis, headline WPI rose 3.86 per cent, with the fuel and power segment registering an 18.22 per cent increase.
-
From Basics To Breakout: Caslay’s Quiet Disruption In Apparel
From tripling revenue in its second year to betting on sustainability, Caslay’s CEO & co-founder Dinesh Agarwal outlines a measured growth playbook rooted in product, pricing & supply chain strength. In conversation with BW Retail World
Caslay has seen strong traction early on. What have been the key drivers of your revenue growth?
Over the last two years, we’ve focused on building sustainable growth rather than chasing short-term metrics. Being a relatively young brand, we were able to triple our revenue in the last financial year compared to the previous one.
A key growth driver has been our product mix. Categories that combine comfort, functionality and elevated aesthetics have performed exceptionally well. Today’s consumers are more informed—they want apparel that feels premium, lasts longer, and justifies the price.
Our pricing strategy has also played a crucial role. We operate in the affordable premium segment, which allows customers access to superior fabrics and refined fits without paying luxury-level prices. That balance has helped drive strong repeat purchases.
Additionally, our omnichannel approach has been important. Digital platforms have enabled scale and engagement, while offline collaborations and corporate partnerships have strengthened credibility and reach. Underpinning all of this is operational efficiency—from sourcing to inventory—which has allowed us to scale while protecting margins.How would you define Caslay’s brand journey and positioning in a crowded fashion market?
Caslay was built on the belief that Indian consumers deserve global-quality fashion that is responsibly made and affordably priced. We saw a gap between expensive legacy brands and fast-moving trend-led D2C labels.
One defining shift for us was moving from being product-first to becoming fabric-first and consumer-first. We invested heavily in understanding what modern Indian consumers value—comfort, versatility, durability and authenticity. That led us towards better materials, cleaner silhouettes and more timeless designs.
Our strength also lies in our operational backbone. With deep experience in sourcing and manufacturing, we’ve been able to maintain consistent quality while scaling like a modern D2C brand.
Today, we sit at the intersection of style, sustainability and smart pricing. We’re not trying to be the loudest brand, but we are focused on becoming one of the most trusted.What does your current channel mix look like, and how do you plan to expand it?
We currently follow a balanced omnichannel strategy, although online channels are driving the majority of our traction. Platforms like Amazon, Flipkart and Myntra are key growth engines for us.
At the same time, the corporate and institutional segment is emerging as a strong contributor.
Offline retail remains critical in fashion because customers want to experience the product—touch, feel and fit matter. We are actively exploring standalone stores and partnerships and expect to expand our offline presence over the next two to three years.
Geographically, our online focus is on Tier 1 and Tier 2 cities, where demand for quality and sustainability is rising.Supply chains have been volatile. How is Caslay managing sourcing and operational efficiency?
Our background in sourcing and manufacturing gives us a strong advantage. While the industry has faced volatility due to raw material inflation and global disruptions, we’ve been able to navigate it effectively.
We’ve built strong vendor relationships across factories, dyeing units and processing facilities, which gives us better control over quality and lead times.
We also take a different approach to fashion. While trends move fast, we focus on essentials and basics that have longer relevance. Our target consumer is someone looking for reliability and long-term value rather than fast fashion.
Localisation is another key lever. We are setting up operations across major cities to improve turnaround times and ensure faster deliveries.What are your key priorities for the next phase of growth?
The next phase is about scaling with purpose. We are not looking to aggressively expand into too many categories at this stage.
Our products are largely unisex, although we acknowledge that our current presentation appears more menswear-focused. We are actively working on improving that perception through a revamped website experience.
In terms of markets, Tier 1 and Tier 2 cities remain our primary focus in India. Internationally, we are exploring opportunities in the UAE, Australia and New Zealand.
We’ve also introduced new categories such as knitted shirts and a lifestyle range including backpacks and messenger bags. Over the next three years, our ambition is to significantly scale both brand presence and revenue.You mentioned a website revamp. What changes can consumers expect?
We are working on a significantly improved user experience. One key addition will be the integration of sustainability metrics.
For instance, we’ve conducted Life Cycle Assessment (LCA) studies which show that purchasing one of our T-shirts can save up to 9 kilograms of carbon emissions, while jackets can save up to 18 kilograms.
We are building features that will allow customers to see their environmental impact in real time as they shop. This aligns with our larger focus on transparency and conscious consumption.What has been your standout product so far?
Our Organic range has been our signature line, contributing nearly 60 per cent of our revenue.
We offer around 25 colours, moving beyond the usual blacks, blues and greys. Consumers are increasingly open to experimenting with colour, and this range has resonated strongly.
Another important aspect is durability. While industry standards are typically around 36 washes, our T-shirts last between 42 and 46 washes without losing colour quality.How do you balance affordability with quality and sustainability?
Quality has always been fundamental for us—even before Caslay, in our corporate business.
Our strength lies in fabric development and sourcing. We know how to procure organic cotton, manage dyeing processes responsibly, and avoid harsh chemicals.
For example, our recycled polos are made without adding any dye. We recycle PET bottles and cotton, blend them, and create natural colour without chemical intervention.
This deep integration of sourcing, manufacturing and innovation allows us to deliver quality, sustainability and affordability together. -
Govt Rejects ‘Textile Waste Dumping’ Claims, Says 90% Waste Is Domestic
The Ministry of Textiles said India’s recycling ecosystem is largely driven by domestic textile waste, with imports accounting for only 7 per cent of total volumes and remaining tightly regulated
The government has rejected recent international media reports portraying India as a dumping ground for global textile waste, stating that the country’s recycling ecosystem is overwhelmingly driven by domestic sources.
In a statement, the Ministry of Textiles said more than 90 per cent of textile waste handled in India originates within the country, mainly from factory scrap and post-consumer domestic clothing waste.
Imports Remain limited
It added that imported textile waste accounts for only about 7 per cent of total volumes and is strictly regulated under existing waste management rules. The Ministry said these imports largely consist of second-hand clothing and sorted textile material routed through formal trade channels.Citing the “Mapping of Textile Waste Value Chain in India (2026)” study, the Ministry said India generates around 7,073 kilo tonnes of textile waste annually, with pre-consumer industrial waste showing a recovery rate of nearly 97 per cent.
Strong Circular Economy
The government also cited estimates from FICCI that place the sector’s annual economic value at around Rs 22,000 crore, driven by reuse, sorting and recycling activities across formal and informal segments.On environmental performance, it referred to Life Cycle Assessment studies conducted by Indian Institute of Technology Delhi based on data from recycling clusters such as Panipat, which found that textile recycling can reduce emissions and fossil fuel use by 30–40 per cent compared to virgin fibre production.
Clusters, Regulation, Ongoing Challenges
India’s textile recycling ecosystem is concentrated in clusters including Tiruppur, Ludhiana, Surat, and Panipat, which together form the backbone of the country’s material recovery network.The Ministry said the sector operates under environmental laws including the Water Act, 1974 and Air Act, 1981, with oversight from State Pollution Control Boards and enforcement bodies such as the National Green Tribunal.
While defending the overall ecosystem, the government acknowledged challenges in waste collection systems, handling of blended synthetic textiles, compliance in smaller informal units, and worker safety concerns.
It said these issues reflect a sector in transition, with ongoing efforts toward formalisation, cleaner technologies, and improved environmental compliance.
The Ministry added that India is also advancing in high-value technical textile recycling, including defence-grade aramid fibres under the National Technical Textiles Mission, with research underway into composites and aerospace applications.
-
FSSAI Pushes Back On ‘Villainising’ Palm Oil Amid Import Surge
India’s food regulator has pushed back against label-driven denigration of cooking oils, even as palm oil imports nearly double and the government’s domestic production mission falls significantly behind target
The Food Safety and Standards Authority of India (FSSAI) on Thursday cautioned against what it described as growing “name-calling” in the edible oil industry, stating that no cooking oil should be labelled a dietary “villain” amid rising debate around palm oil consumption and processed foods.
Speaking at a PHDCCI conference, FSSAI officials and agriculture policymakers called for a more evidence-based approach to discussions around edible oils, particularly palm oil, which remains central to India’s food economy and import bill.
“Nutrition is a holistic concept. It cannot be achieved by name-calling or by elevating one nutrient as a hero while branding another a villain,” said Alka Rao of the FSSAI.
“In the edible oil sector, there is currently a great deal of name-calling on labels. We are trying to portray one type of oil or ingredient as a villain,” she added, noting that extensive stakeholder consultations are under way before any new regulations are introduced.
The regulator emphasised that existing Indian food regulations do not designate one type of oil as superior to another, stressing that “the catch lies in perception and communication”.
The remarks come at a time when packaged food companies are increasingly using “low palm oil” and “palm oil-free” claims in branding and advertising, amid heightened consumer scrutiny of saturated fats and ultra-processed foods.
Import Dependence Deepens
India remains the world’s largest importer of edible oils, bringing in nearly 16 million tonnes annually, according to Rishi Kant, Additional Economic Adviser at the Department of Agriculture and Farmers’ Welfare.Palm oil alone accounts for nearly 8 million tonnes of imports and continues to dominate consumption due to its relatively lower price and widespread use in packaged foods, snacks and commercial cooking.
Kant noted that India’s dependence on imported edible oils has become strategically significant amid geopolitical uncertainty and volatility in global commodity markets.
He added that the debate around palm oil should move away from “perception-driven narratives” towards “scientific and balanced policy thinking”, linking edible oil consumption directly to economic resilience.
Referring to Prime Minister Narendra Modi’s earlier remarks on “rationalising” excessive edible oil consumption, Kant described the issue as “nothing less than economic self-defence”.
Cooking oil prices have also risen sharply over the past year. According to the Solvent Extractors’ Association of India (SEA), palm oil prices increased by 14–15 per cent compared with April 2025 levels, while soybean and sunflower oil prices rose between 17 per cent and 22 per cent.
The association also flagged the depreciation of the Indian rupee—down over 9.2 per cent against the US dollar—as a major contributor to rising import costs, calling the currency slide “a cause for concern”.
SEA data showed that India’s vegetable oil imports rose 13 per cent to 7.94 million tonnes during the first six months of the 2025–26 oil year, driven largely by higher palm oil shipments. In value terms, imports during the November–April period rose to Rs 87,000 crore from Rs 73,000 crore a year earlier. Palm oil imports climbed to 3.97 million tonnes from 2.74 million tonnes in the same period last year.
Domestic Palm Oil Targets Lag
India has long sought to reduce its dependence on imported palm oil through a state-backed cultivation push, but the programme remains well behind schedule.The National Mission on Edible Oils – Oil Palm (NMEO-OP), launched in 2021, aimed to bring an additional 6.5 lakh hectares under oil palm cultivation by 2025–26 and increase crude palm oil output to 11.20 lakh tonnes by that year and 28 lakh tonnes by 2029–30.
By November 2025, only 2.50 lakh hectares had been added under the mission, taking total oil palm coverage to 6.20 lakh hectares. Crude palm oil production has risen from 1.91 lakh tonnes in 2014–15 to 3.80 lakh tonnes in 2024–25—still only a fraction of domestic demand, according to a Niti Aayog report.
An assessment presented by Atul Chaturvedi, Chairman of the Asian Palm Oil Alliance (APOA), at an international palm oil conference in 2025 projected that by 2030, India would add only 0.75 million hectares of new plantations. Domestic crude palm oil output is expected to reach just 1 million tonnes—well below the programme’s original targets—even as consumption continues to rise rapidly.
India has so far utilised less than 20 per cent of its estimated oil palm cultivation potential, which agricultural research body ICAR-IIOPR places at nearly 28 lakh hectares across 22 states.
The country sources the bulk of its palm oil imports from Indonesia and Malaysia. Indonesia’s palm oil exports to India were valued at USD 6.66 billion in 2022, declining in subsequent years before demand picked up again in early 2025.
Labelling Rules and New Framework
FSSAI said it is preparing draft guidelines for human intervention studies related to nutritional claims. The framework is expected to go live via the ePass portal from 1 June, offering food companies a structured pathway to seek approval for health-related product claims.Rao also highlighted India’s progress in reducing industrial trans fats, noting that the country is among the leading nations to bring industrial trans fats below 2 per cent of total fat content, a benchmark set by the World Health Organisation.
-
Vishal Mega Mart Q4 Profit Jumps 46% As Retail Expansion Drives Growth
Value retailer adds 105 stores in FY26 while quarterly revenue crosses Rs 3,100 crore despite margin pressure
Vishal Mega Mart posted a robust performance for the March quarter on Thursday, reporting double-digit growth in revenue, operating profit and net profit compared with the year-ago period.
The retailer’s revenue for the fourth quarter of FY26 climbed 22 per cent year-on-year to Rs 3,114 crore, up from Rs 2,547.8 crore in the corresponding quarter last year. Net profit rose 46 per cent to Rs 168 crore from Rs 115 crore a year earlier.
Ebitda for the quarter increased 19 per cent year-on-year to Rs 424.6 crore. However, Ebitda margin slipped 40 basis points to 13.6 per cent from 14 per cent in the same period last year.
As of 31 March 2026, the company had 795 stores spread across 535 cities, with a total retail footprint of 13.45 million square feet.
“Our expansion strategy remained firmly on track with gross new store openings of 25 during the quarter and 105 during the full year, further strengthening our network and market presence,” Managing Director and Chief Executive Officer Gunender Kapur said in the company’s statement.
The company added that it continues to closely watch the macroeconomic environment and geopolitical developments while remaining agile in responding to changing market conditions.
Following the earnings announcement, shares of Vishal Mega Mart were trading 3.47 per cent lower at Rs 115.35. The stock has declined around 15 per cent so far this year.mVishal
-
Brandman Retail FY26 Revenue Rises 20%, Q4 Sales Jump 138%
Brandman Retail operates and distributes several international sportswear and lifestyle brands in India, including New Balance, Rockport, Saucony and ANTA
Brandman Retail reported a strong financial performance for FY26, with full-year revenue from operations rising 20.1 per cent year-on-year to Rs 162.41 crore, driven by growth in India’s premium sportswear and athleisure market.
The company’s profit after tax for FY26 increased 20.2 per cent to Rs 25.30 crore, compared with Rs 21.05 crore in the previous financial year, according to its standalone financial results announced on Thursday.
In the March quarter, the retailer posted a sharp jump in revenue from operations, which surged 137.7 per cent year-on-year to Rs 67.10 crore from Rs 28.23 crore in Q4 FY25. Quarterly profit after tax rose 38.1 per cent to Rs 5.64 crore from Rs 4.09 crore a year earlier.
Brandman Retail operates and distributes several international sportswear and lifestyle brands in India, including New Balance, Rockport, Saucony and ANTA. Its portfolio spans footwear, apparel and accessories catering to the premium and performance-led consumer segment.
The company said growth during the year was supported by increasing demand for global lifestyle and athleisure brands among young urban consumers, alongside expansion of its retail footprint and omni-channel operations.
“FY26 has been an important year for Brandman Retail as we continued to strengthen our presence in India’s premium sportswear and lifestyle retail segment. Our performance reflects the strength of our brand partnerships, consumer-first approach, and continued focus on profitable expansion,” said Arun Malhotra, Director, Brandman Retail.
He added that the company remains focused on expanding its retail footprint, enhancing customer experience and building a scalable growth platform as demand for international athleisure and lifestyle brands rises in India.
Founded in 2021, Brandman Retail focuses on omnichannel retail strategy, brand licensing and experience-led commerce for global sports and lifestyle labels in the Indian market.