In a market as dynamic and diverse as India, bringing global brands closer to Indian consumers calls for more than just distribution; it requires an understanding of the market, the right partnerships and the ability to create meaningful retail experiences. This vision has been at the heart of Brand Man Retail’s journey since its inception.
In an interview with Surabhi Khosla, Group Editor, IMAGES Group, Arun Malhotra, Founder & Managing Director, Brand Man Retail, talks about how Brand Man Retail’s business model has evolved from its initial focus on bringing international brands to India through distribution to a wider ecosystem encompassing brand partnerships, exclusive brand stores, multi-brand retail and e-commerce and how the company is continuing to explore new opportunities for growth and expansion.
“What began with bringing international brands to India has evolved into a multi-faceted business spanning distribution, Exclusive Brand Outlets (EBOs), Multi-Brand Outlets (MBOs), brand collaborations and e-commerce. With revenues growing to ₹162.41 crore in FY26 from ₹135.22 crore in FY25, we are now looking at the next phase of opportunity: bringing more international brands into India, building their presence and identifying the right formats and channels to unlock their potential,” says Arun Malhotra.
He explains that building a global brand in India begins where distribution rights end. It calls for ownership of the full consumer journey, from positioning to experience at every touchpoint. “Localisation draws on storytelling, running communities, local creators and city-specific retail experiences, all without altering the brand’s global character. Distribution and brand building are fundamentally different undertakings, and Brand Man Retail has been built around the latter.”
Choosing The Right International Labels for India
Malhotra says that this distinction between distribution and brand building also shapes how the company evaluates the international labels it chooses to bring into India.
“When evaluating an international brand for the Indian market, the primary consideration is its long-term relevance and potential to establish a meaningful connection with consumers. This involves assessing the demand potential of the category and the brand’s alignment with our philosophy of sustainable growth. Rather than pursuing short-term opportunities, the focus is on identifying brands with the potential to scale over the long term and build a business that can drive growth independently,” he says.
He states that Brand Man Retail acts as an extension of the brand in India and not just a channel partner for international brands. “The strategy, retail execution, logistics, digital and consumer insights are managed through one ecosystem to navigate the market. Trust and a partner-first mindset form the foundation of the partnership. Brands today need scale, consistency and local relevance all together, and the partnership ensures that.”
The Economics of Physical Retail
Malhotra says this integrated approach to brand partnerships extends to the company’s physical retail strategy as well, where every store must be evaluated not just as a point of sale, but as a viable and sustainable business investment.
Viability, he says, is examined prior to the launch of the store, and includes location, target audience, consumer demand, positioning and rentals. Once the store is open for business, metrics like sales per square foot, gross margin, inventory turnover, average transaction size, and profitability at the store level indicate how well the store is performing.
“The expected payback period is a clear measure that shows the store’s ability to grow sustainably and profitably. The formats are also designed according to their marketing potential, with shop-in-shop and experiential models under exploration,” he explains.
According to him, choosing the right retail format is based on the positioning of the brand, the target market and the growth potential in India. EBOs are helpful in creating a strong brand identity and giving a unique consumer experience, whereas MBOs give consumers the choice to have multiple international brands available in one place. E-commerce acts as an add-on to these two formats and to increase geographical reach and accessibility. Exclusive stores, Sneakrz, the Rockport licensing model and e-commerce operate together as one integrated system.
He however, goes on to say that an exclusive-brand network is scaled by repeating one brand’s identity and dedicated experience faithfully across locations. “A multi-brand chain such as Sneakrz asks for something different: curation. Several international brands share one destination, and consumers compare, discover and choose from a wider variety. Both formats demand disciplined standards, and e-commerce supports each as an additional consumer touchpoint.”
“We ensure that brand identity and service quality are held constant across every touchpoint. However, while the format in each market is shaped by its potential, consistency on the shop floor depends on people. We work to ensure teams are trained to know the products and to understand what a premium customer experience demands, and they are given ownership of their work. This strengthens service and brings customers back. Retail and digital channels alike position each brand in line with its identity while appealing to its target customers,” he states.
“Young urban consumers now arrive at a purchase through digital discovery, social validation and community engagement. That places more weight on the physical store. For performance footwear and premium products especially, the store has to deliver the deeper brand experience these categories still depend on. These shifts keep pushing us to evolve our retail and marketing strategies alongside fast-changing consumer expectations,” he adds.
Beyond Metros: Into India’s Next Retail Markets
The effectiveness of an integrated retail strategy also depends on identifying the right markets for expansion, particularly as consumer aspirations and demand for international brands grow beyond the major metros.
As per Malhotra, Tier-2 and Tier-3 cities offer significant scope for Brand Man Retail, with interest in international sports and lifestyle brands rising there.
While there are many ways to assess a smaller city’s readiness for a premium international brands, for Brand Man Retail, entry depends on one major test: whether the city’s retail infrastructure can support a premium experience, since the standard cannot change from one location to another. “The potential of each market then decides the format we introduce. Physical outlets and digital platforms can both extend reach in these cities, provided brand experience and positioning are maintained,” Malhotra explicates.
He also admits that this swift expansion within cities and brands puts every aspect of the operations of a retail store to the test. “Our preparation involves laying solid groundwork from the very beginning and bringing on board seasoned teams. We are also investing in inventory planning, infrastructure, people, and technology, enabled by data driven merchandising and execution.”
In the end, he says, Brand Man Retail’s partner-first approach and sustained execution is what wins the trust of brands and customers alike.
The Road Ahead
As Brand Man Retail moves into its next phase of expansion, Malhotra reiterates that investment priority goes to opportunities that rank highest in market potential, consumer demand, brand partnerships, and long-term commercial viability.
“The current investment area involves growing the retail presence, developing brand partnerships, bringing in new international brands, and growing formats like Sneakrz. Alongside physical expansion, inventory planning, operational infrastructure, people and digital capabilities are receiving investment to support scalable growth. Technology and data will also be used to improve productivity and customer experience.”
While he acknowledges that with structured growth come challenges including changes in consumer spending habits, international economic conditions, and the increasing number of foreign companies considering entry into India, he says Brand Man addresses these through selective partner choices, efficient inventory management and disciplined expansion.
“The role of Brand Man Retail as a brand-building partner for the long term, rather than just a market-entry vehicle, forms the foundation of how we work with every brand we represent.”
Over the next two years, Brand Man Retail plans to grow its footprint significantly across both existing and newly formed international brand partnerships, with an expected opening of 50 stores by March 2027.
“EBOs and MBOs are expected to lead offline growth, while e-commerce will expand simultaneously. Revenue will rise on the back of new store openings, deeper market penetration and a stronger online contribution. The priority throughout is a sustainable and profitable retail network,” says Malhotra.
For him and Brand Man Retail, success for the next five years would be defined by scale coupled with sound profitability, effective store performance, and an array of brands that have brand equity in India.
“Growth counts only when it is built with discipline and long-term intent. The goal is to be the partner global brands choose to stay with, and to rank among India’s most trusted premium retail platforms,” he concludes.
