Mahesh Ravaria, Executive Director, Beauty Garage, talks to BW Retail World on building a mid-premium brand, leveraging R&D, and taking Indian professional haircare global. Edited excerpts
How do you assess Beauty Garage’s current position in the market, and what differentiates it?
When we studied international brands in India, we saw how they were positioned globally and locally, which helped us identify a gap in the professional haircare space. Our formulations and product composition have been key to building trust and gaining market entry. A strong R&D backbone allows us to anticipate trends early and introduce innovations ahead of the curve. For example, our Shea Retention Therapy range was inspired by the growing use of shea in skincare globally, which we adapted for haircare. Offering luxury-quality products at a reasonable price has also been central to our positioning.
The Shea range has been widely appreciated. How did it evolve?
We don’t build products based on trends alone—we focus on what consumers actually need. A few years ago, salons consistently told us that damaged hair was the biggest concern, especially due to chemical treatments like bleaching and colouring. That’s how the Shea range started—as a repair solution. Over time, we expanded it into curls, collagen treatments and nourishment-based products. It evolved step by step over two to three years, based entirely on consumer feedback.
What challenges did you face as an Indian brand in a globally dominated category?
Initially, there was a perception that Indian products were not as good as international ones. There were instances where we were not even given a chance. But we addressed this by sourcing the best raw materials globally and building high-quality formulations. Over time, this helped us challenge that perception and establish ourselves as a credible Indian professional brand.
How do you compete with global players and emerging D2C brands?
When we launched in 2019, the professional segment was almost entirely dominated by international brands. Our approach was to offer premium-quality products at mid-segment pricing. We are also a multi-category brand—offering keratin, Botox, care ranges and now entering colour. Many global brands focus on a single category, but we bring multiple high-demand segments under one umbrella. Today, in keratin and Botox, we are among the top two brands for salon professionals, and in care, among the top three to four.
What key trends are shaping the Indian haircare and salon industry?
Consumers are far more aware today, especially about ingredients and formulations, largely due to digital exposure. However, the salon remains the primary driver of demand. Around 90–95 per cent of industry revenue still comes from salons. Stylists are trusted advisors—they introduce products, educate consumers and influence purchase decisions, which later translate into retail and online sales.
How important is the salon channel in your business model?
It’s critical. The first interaction a consumer has with a product is typically through a salon service. That builds trust. Later, the same consumer may purchase online or from a store, but the origin is always the salon. That’s why we invest heavily in training salon professionals.
What are your expansion plans across India and globally?
We are present pan-India with around 120 distributors and 12–13 super stockists. Recently, we have also focused on e-commerce and are seeing encouraging traction. Going forward, we aim to deepen our presence in Tier 1, 2 and 3 cities. We are also setting up a new manufacturing facility to scale capacity. International expansion is planned from 2027, targeting 10–12 countries.
How do you approach product innovation in such a diverse market like India?
India has immense diversity in hair types, which makes formulation complex. We work with chemists across India, China and Brazil, and continuously track global trends. At the same time, we customise products for Indian consumers. Innovation for us is not just about products but also tools and systems that enhance salon experience.
What are your key innovation priorities going forward?
We are investing heavily in R&D, including formulation patents and possibly developing our own raw materials. We actively participate in global trade shows to stay updated on emerging ingredients. Our focus is on execution—planning, launching and iterating quickly. Categories like Botox, Shea and scalp care have been built this way.
What are your business priorities for the next 2–3 years?
We have grown at around 40 per cent year-on-year for the past five years, and we aim to sustain this momentum. We will continue strengthening our mid-premium positioning and expand into new categories like colour. At the same time, we remain focused purely on haircare. Global expansion is a key priority, but only after consolidating our strength in India.
What is your long-term vision for the brand?
Our vision is to take an Indian professional haircare brand to the global stage. India is a demanding market—if you can succeed here, you can succeed anywhere. We also want to showcase Indian salon professionals globally and build recognition for the expertise that exists within the country.
