Atul Arora

No, I don’t understand this… Online and Quick commerce players are opening hundreds of dark stores to fulfil deliveries in their neighbourhood. Offline retailers and D2C brands, which started off as online only have set-up offline stores, paying high rentals at premium malls as well as at high-streets. Zepto has been doling out massive discounts over the last few days. 91% on a smart watch by Fire Bolt and much more discounts ranging up to 40% on groceries and FMCG. Seriously bruh ?!? Consumers are having the last laugh, stocking up things they never wanted, just because its available through q-commerce players including Zomato Blinkit, Swiggy Instamart, bigbasket.com among others at such mouthwatering discounts. The grieving lot are the small and city bred offline retail chains, including neighbourhood supermarkets and kirana shops. Where are we headed? Nevertheless, Congrats Aadit & Kaivalya. This is a humungous feat., I must admit being valued at USD 3.6 billion. BTW, I was among the first few hundered (or less) shoppers in Chennai on Zepto when you launched. Congratulations for a great future ahead. #zepto #fundraise #valuation #unicorn #qcommerce #ecommerce #delivery #shopping #retail #grocery #household #electronics #food

١١

٣ تعليق

The apparel rental market was severely impacted by the pandemic. Occasions which called for rental – weddings, big social events, and work meetings – all collapsed when Covid hit in 2020. Since then, the market has come back strongly – getting back to where it was in pre-pandemic sales terms in 2022. Today the market in the US is worth about $1.7 billion, with strong growth expected this year. Bigger platforms like Rent The Runway are coming back. But so too are newer services, like Urban Outfitters owned Nuuly which posted 50% sales growth for its first quarter. The budget-conscious younger generation is the main driver behind the comeback of fashion rental, with high involvement from Gen Z. Gen Z tends to shop in a much more fractured way for apparel. Most older generations are very used to buying apparel and putting it in their closet and wearing it when they want. Gen Z is much more flexible. The issue? Profitability. For firms like Nuuly this doesn’t seem to be an issue, but Rent the Runway and others are still struggling to balance high costs against a price sensitive, subscription-weary consumer. It was great to share more of my thoughts with Forbes about the twists and turns of the market. Link to article in the comments. #retail #retailnews #apparel #rental #clothingrental

١٩

٢ تعليق

Tata Trent's partner in Dubai for its global expansion will set a new trend for many Indian retailers for their global interests. While Tata Trent's combined net sales reached an impressive US $1.5 billion, its five-year CAGR stands at a remarkable 45% - a true anomaly in the industry, delivering positive surprises in both revenue and profit margin. Trent had previously postponed its global ambitions to consolidate its domestic operations. Now, with a robust and profitable business model firmly in place, this traditionally conservative retailer is poised to tap into the substantial Indian diaspora overseas, setting a new precedent in the industry. What's more, Trent has chosen Dubai for its first international store. While there's talk of a potential international partnership, nothing has been confirmed yet. Who could this partner be in the Dubai and Middle Eastern landscape? Any guesses? I would love to hear your thoughts and predictions! #TataTrent #RetailExpansion #GlobalAmbitions #BusinessGrowth #Dubai #IndianDiaspora #RetailIndustry #BusinessStrategy #InternationalBusiness #GrowthStrategy #bartackbrands #ravikant #noeltata #fashionindustry #gcc Read more at: https://lnkd.in/dwh6penF https://lnkd.in/dB6qhkAK

٩٤

٩ تعليق

5 Key Strategies to Meet Your Store's Monthly Targets Here's my top 5-step action plan to help your store hit its monthly targets: 1. Analyze Performance Data: Regularly review sales metrics to identify trends and make informed adjustments..........&........... Connect to know more ! 2. Empower Your Team: Encourage and train your staff to maximize their potential and contribute to store success..........&..........Connect to know more ! 3. Optimize Inventory: Keep a close eye on stock levels to ensure you're meeting customer demand without overstocking........&.........Connect to know more ! 4. Enhance Customer Experience: Focus on creating a welcoming and helpful atmosphere to drive repeat business.......&.........Connect to know more ! 5. Promote Strategically: Use targeted marketing and promotions to boost traffic and sales........&........Connect to know more ! Implement these steps, and you'll be on track to achieve your store monthly targets! #RetailSuccess #SalesTips #Leadership

٢

Reliance Retail is planning to launch a sports format to compete with Decathlon in the athleisure market post-Covid-19 pandemic. The company is looking to lease 8,000-10,000 sq ft spaces in malls and high streets in top cities for the new brand. Decathlon reported significant revenue growth in recent years, prompting other brands to enter the sports category. Leading sports brands like Puma, Decathlon, Adidas, Skechers, and Asics have seen 35-60% year-on-year growth since FY21. Decathlon is in talks with the Indian government to sell products from rival brands in its stores, potentially changing the game in the market. India is a key market for sportswear and footwear companies, with a large population and growing demand for athleisure products. #decathlon #reliance #sportswear

٣

Thinking of what’s the next big space for D2C? Well with BIS regulations and complete transition of the Chinese toys market to India a massive white space is created in ~ USD1.2B market. Room is open for manufacturers and D2C brands to lead from the front and take massive bets in the space. Current D2C landscape is skewed towards learning toys which only caters to 12%-15% of total market. If we were to predict it correctly we are in 2018 phase of the Beauty and Personal Care market which exploded with tons of D2C brands over last 5 years. If you are interested to learn more about the market what’s limiting the entry of D2C or are a young D2C brand figuring out how to scale on Flipkart. Do reach out to us 😃 Suyash Shrivastava Parikshit Saha

٧٤

١ تعليق واحد

"Brands often overlooked the bottomwear category because the price-to-space ratio was high. Bottomwear sold for around ₹500-600, while topwear in the same space could sell for ₹1000-1200. This made topwear more appealing to retailers. However, department stores like Lifestyle and Pantaloons did well with bottom wear, as women often bought tops from other brands and matched them with bottom wear from these stores. Recognizing this demand, I saw an opportunity. If we could crack the supply chain and offer a good variety of colours without requiring significant working capital, we could create a successful model. This insight and the gap in the market gave me the confidence to focus on bottomwear, leading to the launch of our brand." This podcast with Agnes Raja George goes into depth about the bottomwear category, discussing its impact and the future of retail. We explore how a niche focus can carve out significant market share and the strategies for capitalizing on such opportunities. Join us as we delve into the evolving landscape of retail through the eyes of Agnes, drawing from his extensive experience and visionary approach to business. Links Youtube: https://lnkd.in/g_9CqzWM Spotify: https://lnkd.in/gAASi368 #leadership #letstalkretail #purpose #retail #indiaretail Retailers Association of India (RAI) IndiaRetailing.com #adaptability #opportunity #omnichannelretail

٤٨

١ تعليق واحد

Baba Ramdev apologises Loud and Clear....!! Which are the other companies and brands which need to be made answerable..? Under scrutiny and making companies responsible and answerable on the claims which they make for products and service.... #Patanjali #blinkit #zepto (claims about 10 minutes deliveries) #Nestle India #Cadburys India....and perhaps the list will be longer. What is worrisome are the double standards of the International companies of quality of products in their Western markets and in developing markets...! Regulations and perhaps corruption also makes it easy for the companies to get away with such practises... The time taken for justice too is long and the consequences too are not as strict as western world....!! Time for Food Safety and Standards Authority of India to relook at the standards and need to keep the Consumer interest at its core with clear and honest product quality standards and declarations. Which are the other companies and brands which need to be made answerable..? ITC Limited Britannia Industries Limited Parle Products Pvt. Ltd Dabur India Limited Unilever Procter & Gamble India Reckitt Tata Consumer Products Pepsi Co India Private Limited Coca-Cola India Amul India Haldiram Snacks Pvt.Ltd. Haldiram Foods International Ltd McDonald's Pizza Hut Godrej Group Wipro Consumer Care and Lighting Bayer | Pharmaceuticals Luminatiq - Consulting . Technology . Digital Sujit Prasad Koshy https://lnkd.in/gVqXApY6

٥٥

٢٤ تعليق

Friday News Roundup. >>>> India: - Shoppers Stop to launch Armani makeup range, exclusive Armani boutique stores in India - Zepto raises $665 million at $3.6 billion valuation to charge up quick commerce battle - Ahead of IPO, Stanley Lifestyles collects Rs 161 cr from anchor investors - Sensex, Nifty 50 end in the red amid weak global cues - IiAS recommends voting against reappointment of Gautam Singhania to Raymond’s board - Ananta Capital acquires 55 pc stake in Anveya Living for an undisclosed amount - FMCG market to see muted growth in April-June quarter. The December 2023 quarter saw similar growth rates - Homegrown toy startup Jammbo eyes a revenue of Rs 150 crore in FY25 - More trouble for India as EU intensifies green drive. Eight key export items including textiles and steel to come under “sustainability regulations” from 2026 - Billionaire Bill Gates shares health hacks for young entrepreneurs, sees no downside in taking vitamins >>>> Global: - Express, Bonobos bought out of bankruptcy for $174M. A newly formed joint venture will keep 450 stores open and 7,000 jobs intact - Athleta buys the first TV ad ahead of the Paris Olympics, featuring Simone Biles - Ozempic Fuels Hunt for Smaller Clothes as retailers see nascent sales boost fueled by people switching to smaller sizes - Apple stops offering buy now, pay later loans in the U.S. - Lionel Messi Merch Expected to be Strong Seller for New Licensee, Centric - Bed Bath & Beyond shakes up C-suite in quest for profitability as CEO Chandra Holt leaves after less than five months - Adidas Probes Allegations of Corruption as executives in China are accused of receiving millions of dollars in kickbacks - Toms sues third-party Amazon storefront 'Bloom Trading' for trademark infringement - May retail sales up 4.5% as consumers cut back on services - The vitamin and supplement company Care/of is shutting down, cancels all existing subscriptions >>>> Follow me for business news update every Friday. #news #breakingnews #retailnews #indianews #businessnews #d2c

٣

Online Vs offline Consumer behaviour: In today's dynamic retail landscape, it's essential to recognize the symbiotic relationship between online and offline consumer behaviors. While the convenience of online shopping continues to thrive, we mustn't overlook the enduring appeal of the offline experience. Customers aren't just purchasing products; they're seeking immersive encounters that engage their senses and emotions. Hence, offline retailers must adapt their strategies to offer not just goods but memorable experiences. However, this adaptation isn't about replacing offline with online; it's about synergy. Aligning offline strategies with online consumer behaviors ensures a seamless journey for customers across all touchpoints. One key revelation from recent consumer insights is the significant weight customers place on exchange and returns policies when opting for online purchases. This insight serves as a wakeup call for offline retailers to reevaluate their policies, ensuring they enhance customer experience and foster brand loyalty. In essence, the future of retail lies in the fusion of online and offline channels, where the customer journey remains seamless, regardless of the chosen path. Let's empower offline retailers to thrive in this digital era by embracing the evolving needs and preferences of today's consumers. 🚀 #RetailInsights #CustomerExperience #OnlineOfflineFusion https://lnkd.in/gmz3hYqr

٤

Friday, May 17, 2024 was my last working day at Aditya Birla Fashion and Retail Ltd. I was selected for ABFRL's STRIDE Management Trainee Programme from Institute of Management Technology, Ghaziabad back in Nov, 2019. When lockdown was announced in March 2020, and multiple companies were revoking placement offers owing to the pandemic impact, we got an Email from ABFRL that the offer stays safe and intact. That one Email received in the 1st week of April was a huge relief during the uncertain times and my first tryst with Aditya Birla Group, as a People first Organisation. I joined ABFRL on Sep 1, 2020 as a STRIDER. An absolute newbie in the dynamic world of Fashion Retail, I was fortunate to have served 2 different roles in the organisation. First in front end Operations and the second one in back end Retail Planning. In my first role, I took over as the Store Manager of the largest Pantaloons outlet in southern India. A testing position with working weekends, I was to manage a team of 100+ hustlers. The role demanded quick wit, empathy and making the best of the moment. My manager Chandra Mohan V L, was a leader extraordinaire. He taught me how being there for your team automatically ensures better Sales, KPIs and a fun environment. Against all Odds, we achieved critical milestones in the challenging times. In my second role, I joined the Planning team for rapidly expanding fast fashion brands at Pantaloons. Contrarory to the first role, this position was tasked with developing strategies to achieve long term goals, this required patience and attention to detail. My Manager, Rahul S., was less a manger and more a Mentor & a great friend. He extended trust and freedom to come up with right plans whilst imparting guidance whenever I needed help. As a relatively new team, we brought structure and streamlined the function, ensuring right product at the right place at the right time and right price to the best possible. Having worked in both the roles, I had the distinct advantage of understanding the business from both perspectives. Being able to connect both sides on many occassions and acting as a bridge between the teams. Everyday I learned something new in Fashion, about product, process or customer. Like Fashion, I've also evolved. I'm humbled and filled with gratitude for the opportunities and the growth, professional and personal, I had in my time here. I cherish every relationship I made, right from my teammates, customers, senior management and fellow STRIDERS, many of whom have become close friends. Looking forward to working with all of you again soon, and party sooner. Time for that mini vacation until the next chapter in my career. Hakuna Matata!!

٣٨٥

٤٠ تعليق

Title: The Rise of D2C Brands in India: Disrupting Traditional Retail Models Direct-to-Consumer (D2C) brands have been making waves in India's retail landscape, challenging traditional retail models and revolutionizing how consumers engage with products and services. The D2C model allows brands to bypass intermediaries and sell directly to customers through online platforms, social media channels, and experiential retail stores, offering a seamless and personalized shopping experience. One of the key drivers behind the rise of D2C brands in India is the digital transformation sweeping across the country. With the widespread adoption of smartphones, internet penetration, and digital payment systems, consumers are increasingly turning to online platforms for their shopping needs. D2C brands leverage digital marketing strategies, data analytics, and customer engagement tools to reach target audiences, build brand loyalty, and drive sales. Moreover, D2C brands focus on product innovation, quality, and customer-centricity, addressing specific pain points and preferences of Indian consumers. By cutting out middlemen, D2C brands can offer competitive pricing, transparent pricing models, and direct communication channels with customers, fostering trust and authenticity in their brand identity. Furthermore, D2C brands excel in creating immersive and engaging brand experiences through storytelling, content marketing, and interactive digital platforms. They leverage social media influencers, user-generated content, and community-building initiatives to create buzz, generate word-of-mouth marketing, and cultivate brand advocates among consumers. Additionally, the pandemic has accelerated the growth of D2C brands in India, as consumers shifted towards online shopping and digital interactions. D2C brands capitalized on this trend by enhancing their e-commerce capabilities, expanding product offerings, and optimizing customer support services, thus cementing their position as preferred choices for modern consumers. In conclusion, the rise of D2C brands in India signifies a paradigm shift in retail dynamics, emphasizing digital innovation, customer engagement, and disruptive business models. As D2C brands continue to evolve and expand their presence, they are reshaping the retail landscape, driving competition, and offering consumers unparalleled convenience, choice, and value in their shopping experiences. #talentserve #D2C #traditionalretail #directtoconsumer #digital #blog

١

١ تعليق واحد

What a fantastic year we just concluded at Technsport. FY 23-24 was a milestone year and wanted to share a few highlights. 1. We have sold 15 million units of activewear last year. By far the largest by any activewear brand in India. 2. We started our D2C journey in FY24. In the first year of launch we have sold 1 million units of apparel online and at FULL PRICE ( cumulative discount for the year is less than 3%) . This was done across our own website and marketplaces. The overall performance marketing was in single digit % for the year. 3. We launched our B2B app ( https://t.ly/czQad ) for the retail partners in the last quarter in collaboration with our super stockists. Within a month of launch we got 5000+ downloads without any marketing. Early days and we have larger plans in FY25. 4. Launched our first ever marketing campaign ( https://t.ly/98Z46 ) during the cricket World Cup in a record time. Conceptualisation to delivery was done in a couple of weeks. And we could reach 35 million impressions during the campaign. 5. Successfully commissioned the state of the art manufacturing facility in SIPCOT Erode. One of the most advanced activewear factories in the world and environmentally sustainable too ( zero liquid discharge, green energy and ethically complaint working environment.) 6. Expanded our global footprint to GCC ( https://t.ly/-bU6f ) in partnership with Landmark group ( Stylli) and the initial response has been quite encouraging. We will kep on looking at global opportunities selectively in FY25. 7. On the product front we continue to disrupt and innovate ahead of its time. From a predominantly t-shirt driven brand to a multi category activewear brand. We have seen a surge in growth coming from other categories like Womens, Bottom-wear, Winter-wear and so on. 8. Lastly and most importantly we continue to invest in People and Team. Strengthened our leadership team in the last year and continue to get right talents across verticals- Manufacturing, Tech, EBO Business, Brand Marketing, Finance and so on. We started the corporate office in Bangalore last year and we have been fortunate to built a strong, agile and passionate team here too. Overall a great year and looking forward to an exciting year ahead. Sunil JhunJhunWala Sumit Santhalia Udit Chaturvedi Sandeep Jhunjhununwala amit kumar santhalia

٣٧٥

٥٨ تعليق

Retail chains like Pantaloons, Spencer's Retail, and Nature's Basket closed down more stores in 2023–24 than they opened new ones, leading to a drop in their total store count. V Mart retail, W Aurelia and Titan Eye+ had higher store closures than openings in the quarter January to March 24. Pantaloon store count dropped from 431 in FY23 to 417 in FY24, with 33 stores closed to improve network quality. What is going on? On one hand, it is said that India is growing (regional GDP is projected to grow by 5.8% in 2024 (an upward revision of 0.6 percentage points since January - Ref. The Hindu [https://lnkd.in/g8AEmjJQ]) and on the other hand the big retailers are closing their shops. They can afford to close their shops, however, what will happen to the boys and girls working in those stores, the suppliers who are making their living by supplying to them. Probably poor planning, both while opening the store and while hiring people. Stakeholders suffer more than the brand when the brand take such hasty decision. Can't be a holistic approach, where both brand and stakeholders can be saved. #Retail #Pantaloon #VMart #India #Economy #GDP #IndiaGrowthRate #Jobs #Employment #Success #Entrepreneurship #StartUp #Strategy https://lnkd.in/gt8gKcaR

١٧

٩ تعليق

🚀✨ Titan’s Fashion Accessories Growth Story Hijacked by Lenskart! 🌟👓 (Vol-4) In the grand saga of Indian retail, Titan Company Limited has always stood tall as a beacon of innovation, excellence, and relentless growth. From redefining #fashionaccessories to revolutionizing the #eyewearindustry, Titan’s journey has been nothing short of legendary. But in the thrilling world of #retail, even giants can be outpaced. Enter Lenskart – the disruptor that found the white space and hijacked Titan’s growth story. Let’s dive into this compelling tale! Titan’s Fashion Accessories: A Legacy of Excellence 🎶 Brands under Titan's umbrella, such as Fastrack, Skinn, Irth, and Taneria, have redefined style and set new benchmarks. #Fastrack, the youth brand, captures the essence of the young and restless with quirky designs, boasting over 200 stores across India. #Skinn, a fragrance brand, offers luxury in every bottle and is available in over 300 stores. #Irth, catering to modern women with stylish bags, is present in 100 stores. #Taneria celebrates Indian weaves with 35 stores in major cities. Titan Eyeplus: Revolutionizing Eyecare 🥁 Launched in 2007, Titan Eye+ set out to revolutionize the Indian eyecare , growing to over 800 stores across 350+ cities. Titan Eye+ pivoted from a retailer to an eyecare expert, driven by state-of-the-art eye testing facilities and products like Titan EyeX, a fusion of eyeglasses, earphones, and fitness trackers. Despite innovative campaigns and high-quality services, Titan Eye+ faced fierce competition from Lenskart, ceding significant market space. Lenskart’s Sharp and Crisp Growth Journey 📈 Founded in 2010, Lenskart.com identified a market gap for affordable, quality eyewear available online and offline. They leveraged AI-driven virtual try-ons and personalized recommendations, combined with a robust hybrid model of online and offline stores. Lenskart rapidly expanded, surpassing Titan Eye+ with over 1400+ stores globally, including markets like Singapore, the US, and the UAE. Lenskart’s sales exceeded ₹5k cr, outpacing Titan Eye+’s sub ₹1k cr. Lenskart plans to open another 5,000 stores globally in the next five years, continuously innovating and expanding their product range. The Ultimate Retail Drama 🎺 As Titan Eye+ recalibrates its strategies to regain its footing, the eyewear landscape promises to be a thrilling battleground, with consumers being the ultimate winners. Here’s to the relentless spirit of innovation and competition that drives the industry forward! 🚀👓✨ Vol-3: https://lnkd.in/dhXezQEh #EyewearRevolution #MarketDisruption #RetailStrategy #Omnichannel

١٥

I don’t agree with Decthalon being restricted to Athleisure category… it is much more than that …it is an active , adventure and athleisure rolled together and deserves coining a totally new category to define it perfectly…in fact it helped many activities to get popular and become mainstream here in India …particularly trekking and camping …lack of availability of budget gears in these activities kept them in the realm of select few …it wouldn’t be wrong to attribute Decathon’s stupendous run in Indian market largely to these categories as athleisure products at economical prices were available even before Decathlon’s first store opened in India … Next couple of years will be very interesting to see how Reliance takes on Decathon …getting walk-in wouldn’t be difficult as people like to try new options but having them buy and continue to buy and get ahead of Decathlon in India is what reliance must be targeting …group has the resources to be number one in India in the concept … Would like to see Reliance Retail going beyond India’s shores and become a world leader in one or two concepts in retailing https://lnkd.in/gyicu4n5

٧

How significant is the BHA (भ) Footwear sizing system for the Indian market? Footwear and Apparel sizing is a highly complicated affair, and has always confused customers leading to needless hassle, confusion, and frustration during purchases. For Footwear, UK, US, and Euro sizing have long been the standard, although the feet sizes and the anatomies around which these have been standardized are questionable! The human anatomy varies quite a lot among different geographies as well as among numerous races. And this is where localization comes into the picture, for both Footwear and Apparel. The average Indian foot size and anatomy varies quite a lot from the western standard, and the regional variation adds further to this complexity. Indian feet are shorter and wider on average as per data collected in the CSIR-CLRI study, owing to which we Indians often end up wearing one or a half size larger than the required foot length size. So, an Indian standard becomes the need of the hour for brands and manufacturering houses to design comfortable footwear suited to fit the majority of its 1.4+ Billion inhabitants. This is where the latest proposal to conceive and standardise a separate BHA (भ) Footwear sizing system becomes critical. The naming however can be more on the side of IND or BH (similar to Indian auto license plates) to aid in easier pronunciation and understanding by communities speaking multiple languages/dialects across the country. The detailed survey carried out to gauge the requirement has covered 1 lac+ individuals from 79 different locations spread across 5 geographical zones in the country. This system aims to significantly solve the problems faced by manufacturers, stores, and customers alike, including having less number of sizes to manufacture and stock-up, easier and faster purchase decisions, more comfortable and breathable designs, and less volume of returned products, thus reducing waste. Customer awareness and the extent of adoption by brands to the new standard would be key to its success. The BHA standard has been designed with 8 size sub-classes based on age groups ranging from Newborns to Adults. The BHA standard is set to come into effect in as early as 2025. Source(s): India Today, the Business of Fashion

١٨٣

٧١ تعليق

Omnichannel will be the route in retail- It is interesting to observe the focus on offline presence to increase the customer experience that a brand can offer. EBOs is a nudge for emerging names to build a physical brand identity. #retail #omnichannel #phygital #brandidentity

٤

Zara, the world's largest fast fashion brand, has achieved several milestones in India, including turning profitable in its first year of operations and becoming the first clothing brand to reach INR1000 crore in sales in 2017. However, the brand's growth rate has slowed down in recent years, with its latest financial performance showing a decrease in revenue and net profit. One of the main reasons for this decline is increased competition from brands like H&M, Uniqlo, and Zudio. H&M has surpassed Zara to become India's largest clothing brand by revenues, thanks to aggressive store expansion and lower pricing. The intense competition and fragmented consumer choices have impacted Zara's performance. Another factor contributing to Zara's slowdown is its slow outlet expansion. While H&M has been opening an average of one store per month in India, Zara has only added three stores in the same time frame. This has affected consumer demand, and brands have had to work harder to achieve same-store growth. Zara's weak online strategy is also a concern. While most brands generate a significant portion of their sales through online channels, Zara's online presence is limited to its own website. The growing influence of e-commerce platforms and shifting consumer preferences towards online shopping have reshaped the industry. Pricing pressure is another challenge for Zara. Many competitors offer affordable products sourced from countries like India and Bangladesh, while Zara imitates the latest fashion and stocks them for a short period. To sustain competition, Zara had previously reduced prices by 15%. Despite these challenges, India remains an attractive market for apparel brands, especially with the increasing acceptance of western-style clothing among young consumers. Zara's back end and merchandise sourcing are handled by Inditex, while Tata focuses on real estate and locations. In conclusion, Zara's growth in India has slowed down due to increased competition, slow outlet expansion, weak online strategy, and pricing pressure. However, there is still potential for growth in the Indian market, and Zara's parent company, Trent, remains optimistic about navigating this phase of growth. #zara #fastfashion #apparels #zudio #trent #h&m #uniqlo

١