UNIQLO India Targets INR 3,000 Cr Revenue by 2028

Japanese fashion giant UNIQLO, which entered India in 2019, has crossed the INR 1,100 crore revenue mark within six years and is now eyeing INR 3,000 crore in the next 2–3 years.

The company recently marked a key milestone with the launch of its 17th store in Bangalore, its first in South India. The spacious new outlet at Orion Mall underscores the city’s importance, as Bangalore already ranks as UNIQLO’s second-largest e-commerce market after Delhi.

In a conversation with FE REtail, Nidhi Rastogi, Marketing Director, UNIQLO India, reveals that e-commerce now contributes around 15% of total sales. Looking ahead, Rastogi says the brand’s long-term ambition is clear: to become the “most trusted fashion brand in India.”

 

Edited Excerpts:

You launched UNIQLO in India in 2019, and now it’s 2025. How do you reflect on the brand’s journey so far, and what milestones stand out in your India story?

It’s been six years since we opened our first store in Delhi in 2019, and today we are operational with 16 stores. Bangalore is our 17th store, the first store in South India that we opened today. Besides, we are present in Delhi, Chandigarh, Lucknow, and Bangalore, and will soon expand into Pune.

Looking back, I’d say our journey has evolved on three pillars:

Product and Lifewear Philosophy: We’ve used product-led marketing to help customers understand what appeals to their lives. Our philosophy of “lifewear” clothing as a tool to make people’s lives better has been the anchor. We’ve brought products including AIRism innerwear, HEATTECH, Pufftech jacket, Lounge items, which have received strong customer love.

Localisation: While being a global brand, we’ve stayed relevant to Indian consumers. We onboarded icons such as Rahul Dravid and Kareena Kapoor Khan, and also worked with upcoming artists, chefs, and community voices to build resonance.

Omnichannel Expansion: Beyond physical stores, we’ve built a strong e-commerce channel with our website and app. Customers can shop seamlessly, whether in-store or online.

From a brand that was relatively unknown in 2019, we have grown into one that is steadily redefining lifewear in India.

Would you highlight the milestones achieved in these six years?

Yes, a few milestones really stand out. We crossed INR 1,100 crores in FY25 with just 16 stores, delivering a CAGR of 56%. Secondly, the brand turned profitable within just three years. Counting customer metrics: Awareness levels have doubled since launch, and customer retention is at a strong 73%. So, both financially and from a brand-building perspective, the journey has been very encouraging.

How does India compare to other Asian markets for Uniqlo?

India is our fastest-growing Asian market. Compared to other countries in the region, India has shown the highest growth trajectory, making it one of our most exciting markets globally.

Since you entered India, what major shifts have you observed in consumer fashion preferences?

Today, customers seek clothing that is both comfortable and functional, something they can wear often and feel-good in. The value they place on durability, comfort, and versatility has become far more important.

How do Indian consumers resonate with UNIQLO’s lifewear philosophy compared to global markets?

Lifewear is a universal philosophy. Across the world, people want clothing that makes life better. In India too, customers relate strongly. For example, our lightweight yet warm HeatTech thermals or our ultra-light jackets resonate with Indian needs just as they do globally.

How does UNIQLO localize its product portfolio for Indian customers?

We adjust assortments store by store, depending on demand. For example, in Mumbai-linen sells very well. We see strong demand for winter jackets and thermals in Delhi for the city’s prolonged winter season. Similarly for Bangalore, windproof and pocketable jackets perform strongly because of it’s windy.

So, while products are available nationwide, we fine-tune assortments based on local preferences.

Which product categories have emerged as bestsellers in India?

Our AIRism t-shirts (comfortable, cooling fabric), HeatTech thermals, Non-iron shirts and winter jackets receive strong consumer demand among other products. These categories have consistently been strong performers across cities.

What is your expansion strategy for tier-II and III cities?

We’re already present in Chandigarh and Lucknow. We are expanding into Pune and constantly evaluating opportunities. Our goal is to spread lifewear across India.

While tier-II consumers may be more value-conscious, we find no significant difference in demand patterns. Customers recognise the quality and value in our products across cities.

How has your omni-channel strategy evolved, and what role does e-commerce play in your business?

E-commerce contributes about 15% of our business, and it has been growing year on year. In fact, Bangalore was our second-highest e-commerce market after Delhi, which is why we prioritized opening a store here.

We also run click-and-collect, app-exclusive offers, and other initiatives to create a unified customer journey. Importantly, we are present only via our own website and app, not on marketplaces. This ensures a consistent brand experience.

UNIQLO is often seen as a premium brand. How do you balance affordability with this positioning?

We don’t see it as affordability versus premium. Instead, customers see value in Uniqlo, functional, high-quality clothing that lasts and serves multiple purposes. That’s why we see strong retention and repeat purchases.

What are your short- and long-term goals for India?

In our near term (2–3 years), we wish to reach INR 3,000 crores in revenue.

In the long-term, we plan to become the most trusted apparel brand in India.

India’s Gen Z and millennial population gives us tremendous opportunity, and we want to bring lifewear to as many people as possible.

Between Gen Z and millennials, which segment is your core target?

Both are important, but we currently see slightly higher resonance with millennials.