Liberty Shoes’ Executive Director Anupam Bansal on technology, premiumisation, and building an Indian footwear brand for Bharat
What have been the three pivotal moments that shaped Liberty Shoes’ identity and competitiveness in India?
I see Liberty’s journey in three distinct phases—pre-2000, early 2000s, and the years ahead. In the initial phase, our focus was technology-first. When we entered the domestic market in 1982, mechanised footwear manufacturing was virtually absent in India. Liberty pioneered the introduction of global and indigenous footwear manufacturing technologies, setting new industry benchmarks.
The second phase began around 2000, when we transitioned strongly into branded retail. Economic liberalisation brought global brands into India, changing the competitive landscape. We modernised rapidly to match evolving retail formats and shifting consumer expectations, especially as demand moved from premium to mid-range products. Liberty became a bridge between the unorganised and organised sectors—an important role, considering nearly 70 per cent of the market is still unorganised today.
The third phase is about scale and opportunity. India’s footwear consumption remains well below global averages, creating massive headroom for premiumisation and organised growth. While we stay mindful of MNCs, our biggest competition remains the unorganised market.
Which product categories have driven Liberty’s growth in recent years, and where do you see future potential?
We broadly evaluate the market across five segments—men’s black and brown footwear, sports shoes, women’s footwear, kids’ footwear, and everyday categories such as flip-flops and slippers. Men’s formal footwear, sneakers, and flip-flops are relatively mature in the branded space.
However, women’s and kids’ footwear still offer significant headroom. Globally, women’s footwear is more organised and sees higher consumption, a trend India is yet to fully realise. Sneakers have performed particularly well due to increasing brand participation and a higher share of organised retail, which naturally lifts industry standards and consumption.
How does Liberty position itself across value, mass and premium segments?
From our perspective, the real Indian market lies between Rs 500 and Rs 5,000—what I call the heart of Bharat. Products below Rs 500 largely belong to the unorganised sector, while footwear above Rs 10,000 caters to a niche, internationally aligned consumer.
Perception varies by geography. In tier-II and tier-III cities, Liberty is seen as premium, while metros often view us as an accessible, value-driven Indian brand. Importantly, we are seeing strong migration from unorganised to branded footwear, supported by GST, BIS norms and rising quality awareness. These factors are creating a more level playing field for organised players like us.
What are Liberty’s key growth drivers over the next two to three years?
Both online and offline retail are equally critical. Post-pandemic, digital adoption has accelerated, but physical retail continues to grow strongly. We plan to add around 100 stores annually, largely in tier-II and tier-III towns.
Our strategy is firmly omnichannel. We do not believe in online and offline cannibalising each other through discounting. Instead, we aim to offer consistent experiences across platforms, positioning convenience—not price—as the differentiator. Together, these channels should drive 15–20 per cent annual growth through premiumisation and increased consumption.
Which consumer or retail trend will most influence the footwear market in 2026?
Change itself is the only constant. No single trend—be it sustainability or sneakers—can sustain a brand long-term. India’s diversity demands agility. At Liberty, we operate as a family footwear brand with multiple sub-brands, allowing us to adapt quickly as trends evolve.
For instance, demand has shifted from casuals to ‘comfort formals’. Our strength lies in adjusting product strategies every six to twelve months rather than anchoring the brand to one trend that may fade.
What has worked best for Liberty as an Indian brand amid global competition?
Indians often hesitate to view domestic brands as premium, assuming multinational equals superior quality. Our focus has always been value for money. A Liberty sports shoe priced at Rs 3,000 often matches the quality of international brands priced significantly higher. Our campaign ‘Mera Joota Hindustani Hai’ addressed the mindset barrier directly, encouraging pride in Indian brands. As consumers become more informed, we believe they will increasingly choose original, high-quality Indian brands over expensive imports or cheap replicas.
How do you see aspiration-led consumption shaping the future for brands like Liberty?
A large segment of Indian consumers aspires to better products but cannot afford premium international brands. Our belief is simple—choose original Indian brands over counterfeit or copycat products.
International brands may cater to 2–4 per cent of the population, leaving a vast market underserved. India’s opportunity lies in growing the overall market, not chasing only the ultra-premium consumer. That is where brands like Liberty will continue to thrive.
