Collection, Convenience & Care are Driving Retail Today: Rajesh Jain, Lacoste India

In an insightful conversation with FE Retail, Rajesh Jain, MD & CEO at Lacoste India - Sports and Leisure Apparel Limited, shares how the brand is shaping its retail strategy around evolving consumer expectations, rising aspirations in Tier-II cities, and a strong focus on sustainability.

Excerpts:

What major shifts are you seeing in consumer behaviour today?
One thing is emerging very clearly. Customers are now seeking what I call the ‘Three Cs’: Collection, Convenience, and Care.

To elaborate, first is Collection. Consumers are increasingly looking for wider, more curated collections that not only look good on them but make them feel good.

Second, and most crucial, is Convenience. Today’s shoppers expect to buy anytime, anywhere, at their own pace. Whether it's in-store or online, they want a seamless experience, consistent merchandise, and pricing, and top-notch customer service across all platforms.

Third is Care, or sustainability. While still maturing in India, it’s gaining serious momentum especially among younger consumers. Many are willing to pay a premium for products that reduce carbon footprint and are environmentally responsible. They feel empowered knowing their choices are contributing to the planet.

In the age of premiumisation and purpose-led consumption, how is Lacoste positioning itself in India?
We are a premium brand globally and that positioning holds true in India too. Consumers here are showing a strong inclination toward upgrading their lifestyle, and premium brands like ours resonate well with that desire.

As far as purpose is concerned, our commitment to sustainability under the “Care” pillar is rapidly evolving. While more mature in Western markets, we’re seeing a fast catch-up in India too.

But there’s also a significant value-buying segment. How are you approaching that?
That’s a great point. In India, we serve two distinct customer sets. First, our premium consumers who buy fresh collections at full price. And second, aspirational consumers who typically shop during end-of-season sales.

Offering our products during sales helps us flush old inventory and gives aspirational buyers a chance to own Lacoste. Interestingly, many of them graduate over time into full-price customers. It’s a smart and inclusive strategy that broadens our base without diluting brand equity.

How balanced is your omnichannel presence today?
We’re quite integrated. We have our own D2C website, and we also retail through six premium marketplaces. Currently, 25% of our overall sales come from online channels. We ensure a 'one brand, one voice' experience, meaning the same merchandise, same pricing, and no additional online discounts. This approach is working very well for us.

Are you expanding into Tier-II and Tier-III markets?
Earlier, we were focused mainly on metros. But now, Tier-II cities are a huge focus and we’ve recently opened stores in Dehradun, Indore, and even a factory outlet in Bathinda.

These cities are evolving rapidly. With rising aspirations and disposable income, people now want to engage with premium brands locally, not just online. And the experience of walking into a physical Lacoste store is something they cherish.

Do you agree that Tier-II and III cities are India’s new retail goldmine?
100%. These markets have always had money, but not the aspiration or infrastructure earlier. Now, thanks to travel, social media, and evolving mall culture, consumers there are brand-aware and ready to spend.

The emergence of premium malls in these cities is a game changer. In a country where weather and parking are pain points, malls offer a mini-vacation with shopping, dining, and entertainment under one roof. That environment aligns perfectly with our premium brand philosophy.

What are your FY26 growth expectations?
While we don’t disclose exact figures, I can tell you that post-COVID, our growth has been remarkable. We recorded 51% growth in Year 1 after the pandemic, followed by 39% the next year.

Even in the current fiscal, we’re witnessing high double-digit growth, and we aim to maintain this trajectory for at least the next five years.

What’s driving this growth?
At the core, it's customer expectations: Collection, Convenience, and Care.

Additionally, our leather goods and footwear segments are growing rapidly, both clocking over 50% growth. These categories have a broader use-case too like handbags that go well even with Indian ethnic wear, expanding our appeal across customer types.

What’s your store expansion strategy now?
We’re in expansion mode, not just in metros but also in Tier-II cities and through factory outlets.

Currently, we operate 55 exclusive brand outlets (EBOs), including four factory outlets, plus four multi-brand outlets (MBOs). We plan to open at least 10 new points-of-sale every year, across various formats.

Fashion demands freshness. Factory outlets help us liquidate older inventory and ensure new collections stay fresh and desirable.

How is technology helping your backend and customer experience?
Technology is a great enabler. On the backend, we’ve implemented a warehouse management system (WMS) and an order management system (OMS) that are now fully integrated.

This allows us to track every SKU, streamline inventory, and synchronize online and offline fulfillment. On the front-end, tools including CRM, POS systems, and digital marketing are enhancing customer engagement.

And what about AI? Is it being used in any way?
AI is still in its nascent stage for us. We're closely observing its evolution but haven't fully embedded it yet. That said, AI has immense potential especially in personalisation, inventory forecasting, and customer experience and we do see it playing a bigger role in the future.

In a highly competitive and cluttered market, what makes Lacoste stand out in India?
We welcome competition. It helps expand the pie rather than shrinking our share.

What sets Lacoste apart is our brand legacy, our product quality, and our values. We are a 90-year-old brand with a global reputation, and still relevant to the 18–25-year-olds in India — which is something we were pleasantly surprised to discover through Google Analytics data.

Our ethos of freedom of expression, freedom of movement, and sustainability truly resonates with our audience.

Can you elaborate a bit on your sustainability initiatives?
Certainly. 100% of our textile products are either recycled or recyclable. We’re also focused on extending product life to reduce repeat buying and carbon footprint. Importantly, we don’t destroy unsold inventory; instead, we give them a second life.

With over 60% of our sales from repeat customers, it’s clear that people love our products, and our efforts toward sustainability are making a meaningful impact.

With such a long product life, do you see a trade-off between variety and freshness?
Not at all. We plan our launches a year in advance with global coordination. Forecasting and data analytics help us manage inventory smartly. We neither overshoot nor fall short. So, freshness is maintained while still meeting our sustainability commitments.

The interaction unfolded on the sidelines of the Shopping Centres Next 2025 conference held in Goa.