Marking a significant step in the brand's digital expansion, Guess officially launched its first dedicated e-commerce platform in India, guess.in, on February 14, 2025.

Through this move, the company aims to provide Indian consumers with direct access to the brand's wide range of products.

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The new online platform offers a comprehensive selection of Guess merchandise, including men's and women's apparel, accessories, handbags, children’s wear, and luggage.

Guess India plans to further enhance the online shopping experience by adding its signature fragrances, premium watches, designer eyewear, and footwear to the platform.

Acting as a digital flagship store, guess.in replicates the in-store Guess experience online.

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It complements the brand's existing network of 21 physical stores across India, providing customers with convenient access via smartphones and laptops. The website features user-friendly navigation, multiple payment options, and dedicated customer support available during weekdays.

A 30-day return policy and a robust delivery network ensure a seamless and hassle-free shopping experience for customers nationwide.

Known for its iconic style, Guess is bridging the gap between its traditional retail presence and the digital world.

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The new platform aims to create a personalized shopping experience for both loyal customers and new shoppers.

The guess.in experience is designed with attention to detail, including gift wrapping options and recyclable packaging. Guess also emphasizes sustainability by offering eco-friendly products made from organic cotton, recycled materials, and sustainable fabrics.

This launch represents the beginning of Guess’s digital journey in India, as the brand seeks to redefine the customer experience through online accessibility and convenience.

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India's luxury market, once dominated by traditional high-end brands, is changing over time. With a growing middle class, increased global exposure, and evolving consumer preferences, the category is expected to clock in unprecedented growth.

However, the critical question remains: which segment holds the key to India's luxury future – traditional luxury or the rapidly expanding realm of affordable luxury?

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The rise and rise of premiumization

As per Deloitte reports the luxury market in India is projected for 20 per cent annual growth rate, with the market expected to reach $200 billion by 2030. This rise is due to a boost in premiumization, as consumers increasingly seek quality and brand recognition, and a growing middle class wielding greater spending power.

The choice between luxury vs. affordable luxury

Traditional luxury: This segment caters to the elite, the high-net-worth individuals (HNWIs) and ultra-high-net-worth individuals (UHNWIs), who value exclusivity, superior craftsmanship, and status symbols. Brands like Louis Vuitton and Chanel exemplify this approach, focusing on heritage and rarity. The positioning is built upon brand legacy, and the pricing is premium, reflecting the exclusivity.

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Affordable luxury (Masstige): Bridging the gap between mass-market products and high-end luxury, this segment offers premium quality at more accessible price points. It targets the aspirational middle class and young professionals, who seek prestige without the exorbitant price tag. This segment is driven by a desire for quality and brand recognition, with a focus on delivering value.

While both segments present opportunities, affordable luxury appears to hold the greater potential for growth in India. The growing middle class, projected to significantly increase in size by 2030, with a substantial rise in households with annual incomes between $8,500 and $40,000, is the primary driver. This demographic shift indicates a vast consumer base eager for premium products at accessible prices.

In fact, the rise of affordable luxury is reshaping India's fashion and lifestyle landscape. Brands are increasingly adopting premiumization strategies, introducing high-quality products that cater to aspirational consumers. This trend is evident in Hindustan Unilever's shift, where two-thirds of new product launches in the past two years have been in the premium segment. This shows a clear movement towards the masstige market.

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Masstige growth drivers

Rising affluence is one of the biggest catalyst for growth. The addition of over 7,000 new millionaires annually gives rise to demand for luxury goods, broadening the consumer base for both luxury and affordable luxury segments. Increased international travel and digital connectivity have also increased awareness and desire for global luxury brands, creating a more informed and aspirational consumer base. Add to it are the online platforms that have democratized access to luxury products, reaching consumers beyond metropolitan areas and expanding the market's reach.

In fact, now the Tier II and III cities present untapped potential, with consumers increasingly seeking luxury products without relocating to major metros. And the growing pre-owned luxury market offers avenues for brands to engage with cost-conscious yet aspirational buyers.

However, the sector does face regulatory hurdles, such as strict regulations requiring local partnerships, can deter foreign luxury brands from entering the Indian market. And India's vast cultural and regional diversity necessitates tailored marketing strategies, complicating brand positioning and requiring deep market understanding.

Thus India's luxury market is at a crucial juncture, with affordable luxury expected to lead growth in coming years. Brands that position themselves to cater to the aspirational middle class, while navigating regulatory and cultural complexities, stand to gain a significant foothold in this dynamic landscape. The ability to adapt to the Indian market, while still maintaining brand integrity, is the key to success.

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At the recent Jain Amar Leadership Summit 2025, renowned Indian fashion conglomerate, Jain Amar Clothing announced the promotion of Akhil Jain, Executive Director and a member of the promoter family with over 20 years of experience, as the company’s new Managing Director and CEO.

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A NIFT alumnus, Jain has pursued executive education at Harvard and IIM-A. As the company’s executive director, he focused on brand, technology, and retail strategy innovation.

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Parent company of brands like Madame, Camla Barcelona and mSECRET, Jain Amar Clothing aims to launch an IPO by 2027. The company aims to focus on growth, organizational alignment, governance, financial control, and leadership development.

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Jain Amar's next era will be defined by how well it aligns people, process, and purpose. The company is moving from isolated departments to a single unified movement, says Jain.

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The sprawling, opulent fashion retail stores that once symbolized peak consumerism in India are undergoing a quiet, yet significant change. Driven by evolving consumer behavior, rising operational costs, and the growing influence of e-commerce and quick-commerce, fashion brands and retailers are downsizing their physical store footprints, opting for leaner, more efficient formats.

This shift isn't merely a cost-cutting measure; it's a recalibration of retail strategy in a rapidly changing landscape. As Anjali Singh, a retail consultant at Technopak Advisors, points out, the pandemic gave boost to a trend that was already underway. Consumers are increasingly comfortable with online shopping, demanding seamless omnichannel experiences. This necessitates a re-evaluation of the role of physical stores.

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The shrinking square footage

Recent Knight Frank India report indicates a noticeable trend towards smaller store sizes in prime retail locations. As Shishir Baijal, Chairman and Managing Director, Knight Frank India says, they've observed a 15-20 per cent reduction in average store sizes for fashion retailers in major metro cities over the past two years.

This downsizing allows brands to optimize rental costs, a significant expenditure, especially in high-street and mall locations. Moreover, smaller box stores — those under 15,000 sq ft — are growing in double-digit rates, while larger outlets (over 15,000 sq ft) are declining, points out Bharat Mimani, Managing Director and Partner, BCG.

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Why the downsizing?

There are several reasons for this shift:

Rise in e-commerce and quick-commerce: The rise of e-commerce and quick-commerce has led consumers to increasingly prefer online ordering, reducing foot traffic in traditional shopping centers.

Increasing operational costs: Rent, utilities, and staffing costs have escalated in recent years, putting pressure on retailers' bottom lines. Smaller stores translate to lower overheads.

Focus on experiential retail: Instead of vast showrooms filled with inventory, brands are focusing on creating curated, experiential spaces that emphasize personalized service and product storytelling.

Omnichannel integration: Retailers are striving to integrate their online and offline channels seamlessly. Smaller stores can serve as pick-up points for online orders, facilitating a smoother omnichannel experience.

Data-Driven Decisions: Retailers are increasingly leveraging data analytics to understand customer preferences and optimize inventory management. Smaller stores can be tailored to cater to specific local demands, reducing the need for excessive stock.

Proximity and accessibility: Retailers are reducing store sizes to be more accessible to consumers, who increasingly prefer ordering online.

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The rise of the ‘Optimized Store’

The new optimized store is characterized by curated product assortment. That is, instead of showcasing the entire product range, stores focus on bestsellers and key collections, reflecting local demand. Digital displays, interactive kiosks, and mobile POS systems enhance the customer experience and streamline operations.

Stores are designed to create engaging and immersive environments, focusing on visual merchandising and customer service. The layouts are flexible that allow retailers to adjust the space based on seasonal trends and promotional activities. And stores serve as fulfillment centers for online orders, facilitating click-and-collect and same-day delivery, and serving as neighborhood activation points.

For example, Shoppers Stop is increasing its presence by opening smaller HomeStop stores featuring select products, supporting its premiumization journey. The retailer has also shuttered 31 stores over the past nine years due to a loss of critical mass, and is seeing a shift in consumer trends.

Spencer’s Retail meanwhile, is using small stores as local hubs to drive growth, focusing on fresh products and leveraging a revamped supply chain and loyalty programs. These outlets also serve as potential e-commerce fulfillment centers.

Decathlon plans to boost its reach in India via smaller stores, ranging from 200 to 500 sq. mt., and even smaller stores of 100-120 sq. mt.with limited product availability. Ikea too plans to open stores with a retail area of 30,000 to 70,000 sq ft, significantly smaller than its standard large-format stores in India, which sprawl over 4.6 to 5.3 lakh sq ft.

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The future of Indian fashion retail

The trend towards smaller store sizes is likely to continue as retailers adapt to the evolving retail landscape. While physical stores will remain an integral part of the customer journey, their role will shift from primarily transactional spaces to experiential hubs that enhance the omnichannel experience. "Smaller formats are here to stay, especially in metros and Tier I cities due to high real estate costs and changing consumer expectations. However, in Tier II cities, larger formats may still exist," notes Anand Ramanathan, Partner and Consumer Products and Retail Sector Leader, Deloitte. Singh believes the future of retail lies in creating seamless and personalized experiences. Smaller, optimized stores, combined with robust e-commerce platforms, will be key to success in the years to come.

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