For nearly a century, Nalli Sarees has stood as a symbol of heritage, craftsmanship, and customer devotion in the Indian textile landscape. Founded in 1928, by Nalli Chinnasami Chetty, the brand has maintained its unwavering focus on quality and customer satisfaction—values deeply rooted in its legacy. From its humble beginnings as a single-store operation, Nalli has evolved into a powerhouse of traditional Indian wear, particularly sarees, without ever compromising on its founding principles.
What sets Nalli apart is its product-first, customer-obsessed philosophy. This isn’t merely a business that serves customers—it is a brand that lives and breathes their expectations, preferences, and traditions. Building on this strong foundation, Nalli Sarees’ journey through generations reflects a seamless blend of tradition and evolution.
- After the passing of founder Nalli Chinnasami Chetty, his grandson Kuppuswami Chetti took over in 1958 and began expanding the store’s footprint significantly—transforming the family business into a nationally recognised name in Indian textiles.
- The flagship store in Chennai still remains a vibrant symbol of Nalli’s enduring legacy.
- In 1989, Kuppuswami’s son, Ramanathan Nalli, infused new energy into the brand, scaling it to over 45 company-owned outletsacross India and abroad—remarkably, without ever adopting the franchising model.
- The fifth generation then stepped in with a forward-thinking approach. While Lavanya Nalli, took charge of e-commerce and private labels to cater to a digital-first, global customer base, her brother Niranth Nalli expanded the brand’s presence into jewellery. Ramanathan Nalli continues to oversee operations, exports, and offline retail.
Throughout its evolution, Nalli has not only preserved its core values but adapted them with vision and integrity—demonstrating how a nearly century-old brand can stay relevant while staying rooted in its origins.
In an exclusive interaction with IMAGES Business of Fashion, Lavanya Nalli, Chairperson, Nalli Silk Sarees Pvt. Ltd., shares how the iconic brand—rooted in tradition, yet future-focused—continues to thrive in a dynamic retail landscape by staying deeply customer-centric, agile in innovation, and committed to heritage. From omnichannel strategies to artisan support, Nalli’s evolution is a blend of timeless values and modern retail intelligence.
Edited excerpts…
How does Nalli maintains its strong market presence and stand out in a growing competitive market?
We stay ahead by staying deeply connected to our customer—it’s as simple and as complex as that. For a brand that’s nearly a century old, customer preferences have evolved dramatically across generations. The motivations behind why a woman chooses to wear a saree today—whether it’s for self-expression, joy, tradition, or identity—are vastly different from what they were decades ago. We continuously adapt by closely following these shifts, understanding what she values, and aligning our products and experiences around those insights. Being customer-obsessed isn’t just a principle—it’s how we stay relevant.
Talk us about the signature designs or standout collections that set Nalli apart?
At Nalli, freshness and customer-centric innovation lie at the heart of our product strategy. We operate on a just-in-time inventory model, which means we receive hundreds—even thousands—of new pieces daily across our 45 stores, especially during peak seasons like Diwali. This high inventory turnover is exceptional in our segment, where the average selling price of a saree is considerably high. Typically, high-value items in the ethnicwear space do not turn over at this rate, but our business defies that norm. We focus intensely on freshness—if you visit a Nalli store after 30 days, the majority of the collection will likely be new. That level of stock rotation is rare, even among competitors targeting similar customer segments like weddings and festive occasions.
This agility stems from our deep understanding of our product assortment and our responsiveness to changing customer needs, seasonal preferences, and regional tastes. Our ability to adapt quickly ensures that our offerings stay relevant and exciting for both new and returning customers.
Beyond day-to-day inventory, we also invest in our private label, Designed by Nalli, where we experiment more boldly. This line ranges from traditional and heritage-inspired pieces to contemporary designs like digital prints. Occasionally, we also create museum-quality sarees—rare, artisanal pieces that honor almost-forgotten weaving techniques and craftsmanship. These are not mass-market products; they’re intended for connoisseurs who appreciate the legacy embedded in the weave, the material, and the story behind each piece. Such sarees may command premium prices—₹40,000, ₹60,000, even ₹1,00,000—but they serve a deeper purpose: reviving and preserving a part of India’s textile heritage that’s at risk of vanishing.
This dual approach—rapid inventory refresh through our core range and selective, thoughtful creation through our private label—allows us to serve both the everyday customer and the niche, discerning buyer. It’s a return to our roots as a family of weavers, now balanced with our evolution as a modern retailer. Nalli has always believed in nurturing both sides of its identity, and that commitment continues to define how we bring beauty, tradition, and innovation together in every saree we offer.
What are your goals for increasing your brand’s presence this year and next?
We currently operate over 45 stores across India and internationally, all of which are company-owned and operated. Our overseas presence, particularly in markets like the USA, has been growing steadily under my father’s leadership and the support of our dedicated teams both there and in India.
That said, we don’t usually publicise specific targets or future store counts. Nalli operates on a different philosophy—one rooted in long-term commitment and sustainability rather than rapid scaling. Because we don’t follow the franchise model, each of our stores reflects our values directly. If you speak to any of our landlords, they’ll likely tell you that we’re reliable partners—consistent, timely with our payments, and we treat every property with care, as if it were our own.
In contrast to the common trend in retail where companies rush to announce aggressive growth numbers, we focus on ensuring that every new location is a strong, lasting addition to the brand. We’re not interested in chasing numbers for headlines; our approach has always prioritised quality, stability, and profitability over quantity.
How are you enhancing the in-store shopping experience for your customers? Any recent initiatives or innovations you’d like to highlight?
E-commerce has undoubtedly been a game changer for the retail industry, and I recognised its potential early on through my experiences as a strategy consultant at McKinsey, and later as AVP at Myntra. Back in 2014, although the e-commerce customer was largely driven by discounts, it was clear to me that the space was on the verge of becoming mainstream. The scale of investment, the convenience it offered consumers, the rapid advancement in smartphone technology, and the rise of digital marketing were all strong indicators of where the industry was heading.
Today, e-commerce is a fully established and credible retail channel. While omnichannel retail in India is still evolving, I believe the most forward-thinking brands are those that treat the customer experience holistically. It’s no longer about viewing consumers as either online or offline shoppers, or the brand as confined to one space. The real opportunity lies in integrating both channels seamlessly to offer a unified brand experience.
At Nalli, we’ve made significant strides in this direction. For instance, nearly 90% of orders on Nalli.com are fulfilled directly from our stores. We’re actively exploring tech-enabled services like in-store reservations—where a customer can hold a product online for 12–24 hours and then try it in-store before making a purchase. These are the kinds of meaningful conveniences we’re building into our omnichannel roadmap, aiming to enhance customer satisfaction.
Do the stores offer any personalised services?
Yes, we do offer personalisation in our own way, though it’s not something we market actively or position as a promotional feature. At Nalli, customisation and personal attention are deeply embedded in our store culture rather than being a structured service. It’s part of the DNA of our sales staff, who often go above and beyond to accommodate long-standing customers.
For example, there have been instances where a family that has shopped with us for generations requested to see sarees at home for a wedding. Our team curated a selection of 15 sarees and delivered them to choose from. This isn’t a formalised service available to every customer, but rather a gesture that stems from a deep relationship with the brand.
We value long-term trust and loyalty, and in return, we extend thoughtful, personalised touches when it truly matters. For us, it’s not about ticking a box for customisation—it’s about understanding and caring for our customer in a more meaningful, relationship-driven way.
How do you reach out to the traditional and younger generation audience?
Over the past two decades, I’ve witnessed a remarkable shift in how women perceive and engage with sarees. When I entered the workforce in 2005, women’s attitudes toward sarees were already evolving. Before that, sarees were worn largely out of habit and social conformity—particularly by the generation of my mother and aunts. Sarees were closely tied to traditional life markers: marriage, childbirth, or festivals, where their wardrobe would suddenly expand with new additions. Then came a phase in the mid-2000s when a growing number of women entering the workforce began to view sarees as outdated or restrictive. It became a subtle act of rebellion to choose Western wear over sarees, associating the latter with being less progressive.
Today, with Gen Z, the perception has shifted again. This generation doesn’t carry the same cultural baggage. They’re seeing sarees with fresh eyes—as a beautiful, versatile garment to express individuality. They appreciate the saree for its aesthetic and cultural depth, not out of obligation or tradition.
This cyclical shift teaches us an important lesson in retail: consumer preferences are always evolving. Our responsibility as a brand is to remain adaptive and observant. Different consumers have different motivations. There’s the connoisseur—regardless of age—who cherishes a pure Kanjivaram for its craftsmanship, heritage, and heirloom value. These customers aren’t driven by speed or convenience—they’re willing to wait, to search, and to invest in a piece that speaks to their soul.
On the other end, there’s the modern, convenience-driven buyer—maybe a Gen Z professional who might need a ready-to-wear saree for an ethnic day at the office. She wants a fuss-free, stylish solution within budget, and expects the blouse to be stitched, the saree pre-pleated, and the order to arrive quickly. The key is understanding these varied personas deeply—not just demographically, but emotionally and behaviorally. That insight allows us to design the right product, deliver through the right channel, and craft a brand experience that speaks to each consumer segment authentically.
How does Nalli continue to support local artisans today?
While Corporate Social Responsibility (CSR) is a formal term today, our family has been practicing its essence for over 50 years. For us, giving back has never been about ticking a regulatory box— it stems from a deeply rooted belief that the true purpose of business is to drive national progress and uplift communities. This philosophy has been woven into the fabric of our operations across generations. Whether or not CSR is mandated, our commitment to doing good remains constant. When values are genuinely embedded, they naturally shape decisions and actions—not just as a duty, but as a way of life.
