He highlighted that frozen foods in India could grow 1.5–2x faster than the broader packaged food industry over the next decade. He also noted that deeper expansion into Tier 2 and Tier 3 cities will depend on sustained investments in cold-chain infrastructure and last-mile delivery capabilities.

Read Here: https://www.storyboard18.com

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He noted that while cost reductions can provide short-term relief, a successful turnaround will ultimately depend on a deeper product-led assessment at KTM. He emphasized the need for a root-cause analysis to understand why certain premium motorcycle offerings did not resonate with consumers, adding that while demand for premium motorcycles exists, product-market fit will be the decisive factor for Bajaj Auto.

Read Here : https://www.livemint.com

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She highlighted how premiumisation is reshaping India’s retail landscape, driven by rising incomes, aspirational consumption, and digital adoption across Tier 1 and Tier 2 markets. The article notes that premium and premium-plus segments especially in apparel and FMCG are redefining consumer expectations, with omnichannel presence, quality, and local relevance emerging as key growth enablers.

India’s retail sector is undergoing a structural transformation. While mass-market consumption continues to be the backbone of retail revenue, the real growth story is now being written at the top end. Premiumization is reshaping consumer preferences and retail strategies.

This shift is evident across categories – from apparel to dining to consumer electronics – due to a range of factors that have sharply increased both purchasing power (due to higher disposable incomes and a ready availability of consumer finance) and aspirational consumption, across both Tier 1 and Tier 2+ markets.  This is accentuated by the increasing digitisation of retail; high smartphone penetration and the expansion of digital platforms have made global brands and premium products more visible, accessible and appealing to Indian consumers.
Table 1. Growth Drivers of Premium Retail Products

The presence of global brands and premium products has amplified offline as well. Superior-grade malls, such as the Jio World Plaza and Galeries Lafayette, are growing ubiquitous across leading Indian cities. Over 70% of the new Grade A mall supply anticipated in India by 2027 will fall under the superior grade category, according to a report released by real estate consulting firm Cushman & Wakefield, with higher-end categories like jewellery, athleisure, etc. set to increase their share of occupancy to 40% over the next few years, from the current sub-10%6.

These phenomena reflect the growing trend of retail premiumisation in India – wherein consumers are demonstrating an increasing willingness to pay more for products with a higher perceived value. This is evident in a recent NielsonIQ report, which depicts the rapid growth of premium and luxury FMCG products. Premium brands in the sector have reached double-digit growth, almost twice of what has been achieved by their non-premium counterparts. Furthermore, this growth is mostly organic, as consumption value is growing at nearly twice the rate of price increase. The premium+ segment now accounts for around 27% of total FMCG sales and contributes a weighty 42% of the sector’s value growth7.

Retail premiumisation is not solely emerging as a niche luxury trend; instead, it is redefining the baseline expectations of the mass-market consumer across Indian markets.

Apparel has been significantly impacted by this wave of baseline retail premiumisation; growth is concentrated in the premium apparel segment, which combines quality, aspirational branding and access, factors that attract India’s growing consumer base of fashion-conscious youth with rising disposable incomes. This growth is visible in Tier 2 and Tier 3 cities as well, which are experiencing rapid HNI growth as well as greater demand for luxury residences, developments that herald a growing customer base for premium products.

Recent apparel entrants in the Indian market also reflect this trend; in the last 5 years or so, more than half of the brands launched have been premium+, such as Andamen, Bombay Shirt Company, etc., and several premium global brands have launched successfully, such as Ecco, Kylie Cosmetics, and Maje.

Two significant cases to take a deeper dive into are Uniqlo India and the homegrown brand Snitch:

Case Study 1 : Uniqlo India
Since entering India in 2019, Uniqlo has focused on offering global-standard quality at premium prices. Their strategy has focused on timeless, long-lasting designs, local adaptations (breathable fabrics, ethnic-fusion kurtas), omnichannel reach (17,000+ pin codes), and partial local sourcing (15%) – a strategy that has met with resounding success. In FY24, Uniqlo India surpassed INR 5 Bn and is set to hit the INR 10 Bn mark in FY25, expanding to new locations in Tier 1 and emerging cities8.

Case Study 2: Snitch

Snitch, a fast-growing and digital-first native menswear brand, exemplifies the rise of premium apparel in India. With higher price points, a focus on trends, and a fast inventory cycle, they have catered to India’s expanding young, style-conscious, and wealthier consumer base.

The brand’s move into upmarket mall locations points to an omnichannel strategy, aligning digital reach with elevated in-store experiences. Snitch’s FY24 revenue reached INR 2.5 Bn and the brand is eyeing double that revenue in FY259.

The success of these brands and the growth in demand for premium products across retail sectors in India suggests that brands must recalibrate their strategies around quality, access, and localized relevance to succeed in India’s increasingly pan-premium market.
Key takeaway for brands:

• Premium aspirations are no longer confined to the top tier; Tier 2 and Tier 3 cities have become home to rising number of HNIs and customers of premium retail. Entering these markets now is crucial for brands, as waiting for traditional maturity curves will mean losing first-mover advantage.

• A strong omnichannel presence is important for brands to offer an end-to-end premium retail experience – e-commerce product pages should emphasize craftsmanship, provenance, sustainability, not only SKU specs.
• The Indian market is ready for premium brands. A young, upwardly mobile consumer base, rising HNI counts, and a maturing premium retail ecosystem—from superior-grade malls to local sourcing and digital enablement—signal a clear readiness for premium brands. For players on the fence, now is the time to enter or expand.

The wave of premiumisation further foreshadows a significant opportunity for Indian enterprises. Beyond being a consumer base, India’s businesses could play a greater role in delivering inputs, components, and services to both global and domestic premium brands. The potential for India to deepen its role not just as a market, but as a value creator in the premium retail ecosystem, is worth exploring further—and will be the focus of an upcoming analysis.

India’s retail sectors are not bifurcating into a small luxury segment and a stagnant mass market. Instead, premiumization is reconfiguring demand, pricing and positioning across the retail value chain. Growth is being driven not just by income, but by aspiration, visibility, and access—trends growing strong beyond Tier 1 cities. Additionally, omnichannel strategies are becoming essential, blending digital convenience with curated offline experiences to meet rising expectations across touchpoints. These are strategies crucial to make use of, for both local and global brands, as India becomes a pivotal market for long-term, premium-led growth.

The post Premium is the New Mass Market in Indian Retail appeared first on Avalon Consulting.

They highlighted how India’s rapidly growing q-commerce sector is increasingly relying on dark patterns such as hidden fees, basket sneaking, and differential pricing to protect margins. The article explains how rising consumer awareness and tighter regulatory scrutiny are making transparency and ethical design critical for building long-term trust and sustainable growth in quick commerce.

Quick Commerce: When Speed Becomes a Trojan Horse for Dark Patterns

India’s quick commerce (q-commerce) market, ushered in by the Covid-19 lockdowns, has experienced meteoric growth in the last few years. Indian digital commerce ecosystem has been transformed by a growing dependency on the ease and convenience of grocery delivery under 10 minutes.

By 2024, q-commerce accounted for over two-thirds of all e-grocery orders and nearly 10% of total e-retail spending1, 2. Dominated by players like Zepto, Blinkit (Zomato), and Swiggy Instamart (brands which are also drawing significant investor attention with valuations climbing into billions of dollars), the sector is poised to grow over 40% annually until 2030. But this breakneck expansion comes with a growing undercurrent of concern: the widespread use of dark patterns—manipulative interface designs that steer users into unintended or excessive purchases.

These tactics are no longer just user experience quirks. Since November 2023, India’s Central Consumer Protection Authority (CCPA) has formally categorized them as violations of the Consumer Protection Act, underscoring the regulatory and reputational risks they now pose to the industry.

Dark Patterns as a Systemic Feature

The Indian government’s Guidelines for Prevention and Regulation of Dark Patterns (Nov 2023) defined dark patterns as deceptive interface designs that impair consumer autonomy. Quick commerce platforms have displayed a broad range of these tactics, including:

The Economics Behind the Patterns

Quick commerce platforms are under constant pressure to boost margins in a hypercompetitive, low-margin sector.
Consider the revenue race; Zepto, Blinkit, and Swiggy are poised to collectively reach approximately $1.5 billion in revenue by FY25, yet profitability remains elusive, with their collective burn rate reaching around $70 million per month3, 4, 5, 6. The number of monthly transacting users expanded by over 40% in 2024, and the average number of monthly orders per customer rose from 4.4 orders in 2021  to 6 orders in 2024, but margin optimization has relied on pricing opacity7.

The use of dark patterns has therefore become a form of algorithmic arbitrage, through which user data and behavioural psychology are leveraged to inflate cart values subtly without overtly raising listed prices. Quick commerce companies further exploit this by using advanced data analytics to implement differential pricing based on user profiles, purchasing patterns, and perceived willingness to pay

Erosion of Consumer Trust

At the heart of dark patterns lies a behavioural arbitrage, wherein platforms exploit user psychology to increase conversion. This is usually without the user’s full awareness, but evidence now suggests that this arbitrage is closing.

Consumer awareness is growing. Studies show that users feel deceived by unexpected charges and continue with purchases compelled by a sunk-cost bias, not by satisfaction. Additionally, consumer forums and online communities are increasingly bringing examples of such deceitful tactics to attention. A Reddit group dedicated to tracking Zepto’s interface practices gained nearly 10,000 members in just five months. Frequent complaints include hidden charges such as “Rain Fees” or “item handling costs,” and wallet incentives that are difficult or impossible to redeem.

Notably, consumers on iPhones consistently face higher pricing than Android users, which is a form of device-based price segmentation. In early 2025, a Zepto user observed the following product prices:

Though still within legal limits as long as prices stay under the MRP, this kind of price variation often feels unfair to users. It’s especially noticeable to Gen Z consumers—early tech adopters who are vocal online and often shape public opinion about quick commerce platforms. A recent report by ASCI and Parallel HQ found that nearly all of India’s top apps—52 out of 53—use some form of dark pattern, with quick commerce apps showing more than five per app on average.

These tactics don’t just hurt how brands are perceived—they also weaken user trust. In categories like groceries and personal care, where people shop often and can easily switch to a competitor, this damage can directly impact user loyalty. Companies relying on such methods to drive short-term growth risk losing long-term customer engagement.

Short Term Wins vs. Long Term Sustainability

While dark patterns may spike short-term unit economics, they weaken customer lifetime value (CLV), especially in premium or loyalty-driven segments. This is particularly dangerous in India’s e-retail space, where discretionary spending is returning post-COVID, and Tier-2 and 3 cities are now fuelling incremental growth.

Rising Regulatory Scrutiny

India’s regulators are becoming more active and firm in their approach. Since the release of new rules in late 2023, the CCPA has sent 11 official notices for using misleading design tactics, along with over 400 notices for unfair business practices more broadly. In January 2025, Union Minister Pralhad Joshi said that enforcement would grow stronger, especially during busy shopping seasons like festivals.

For platforms, dark patterns once offered a way to bridge thin margins with higher average revenue per user. But this rising scrutiny and regulatory risk compels platforms to reconsider their business models and their reliance on dark patterns. The value of transparent design and clear communication is growing, and competitive advantage is shifting from user exploitation to user empowerment.

The Trade-off of Growth vs Sustainability

Despite these challenges, the q-commerce opportunity remains substantial. In 2024, the sector’s GMV stood at approximately $6–7 billion and is expected to grow at over 40% annually through 2030. Still, growth in absolute numbers must be weighed against quality of growth. Platforms that continue to rely heavily on dark patterns may find themselves caught in a cycle of high churn and rising customer acquisition costs.

As platforms diversify beyond grocery into categories like apparel and electronics, consumers will expect more transparency and consistency. Interface manipulation that once seemed marginal may quickly become a core liability.

The more sustainable play lies not in hiding costs, manipulating defaults, or obscuring consent—but in making these elements front and centre. As users mature and regulators catch up, the new battleground in q-commerce may not be speed—but sincerity.

A Moment of Reckoning

Q-commerce’s promise—ultra-fast convenience—was supposed to reduce consumer friction. But when designed deceptively, speed becomes a Trojan Horse for manipulation. As platforms jostle for scale and profitability, Indian regulators and consumers are beginning to push back.

The industry’s next phase of evolution will not only be defined by logistics efficiency or capital investment, but by user trust and design ethics. Businesses that fail to adapt may find their fastest deliveries have also been the fastest path to reputational risk.

The post Quick Commerce: When Speed Becomes a Trojan Horse for Dark Patterns appeared first on Avalon Consulting.

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He highlighted that while health-focused products are gaining momentum, the industry is unlikely to undergo a complete transformation. Instead, he noted that healthy snacks will coexist with offerings centred on taste, convenience, indulgence, and gifting, adding that health has emerged as the new growth narrative driving the FMCG sector forward.

Read Here: https://www.storyboard18.com

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The article explores how EPCs in India’s expanding chemical and infrastructure sectors can overcome persistent efficiency challenges through digital integration. It dives deep into the issues caused by data fragmentation from siloed tools across FEED, construction and operations stages, leading to data loss, rework and cost overruns.

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He highlighted that innovation in long shelf-life products and improvements in cold chain infrastructure have been key enablers for the category. These advancements have helped ready-to-cook and frozen foods gain wider acceptance, making the segment increasingly attractive for both established FMCG players and emerging startups.

Read Here: https://www.thecore.in/business

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He highlighted that while automation is already well established in sectors such as automotive, consumer durables, and pharmaceuticals, large parts of Indian manufacturing especially SMEs remain labour-centric and mechanisation-driven. He also noted that initiatives like Make in India and the China Plus One strategy are expected to accelerate the adoption of automation, Industry 4.0, and digitalisation as India integrates more deeply into global supply chains.

Read Here: https://ipfonline.com/news/detail/industrynews/can-ai-be-the-game-changer-for-indian-manufacturers

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He highlighted that the October–January period is critical for skincare brands, as demand for cold creams, lip balms, heavy moisturisers, and body lotions rises sharply. He also noted that nearly 40–45% of annual demand across a market worth up to ₹80,000 crore is concentrated in this window, making it a uniquely seasonal opportunity within the FMCG space.

Read Here: https://www.financialexpress.com/business/brandwagon

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