Harman Gill

For years, motorcycling in India was defined by two extremes: the entry-level commuter and the aspirational big-bike. But in the past decade, a new force has emerged that is quietly reshaping not only the industry—but the very culture of motorcycling: the mid-segment motorcycles (300–500cc). Beyond Just Mobility: A Lifestyle Choice Mid-segment motorcycles are no longer seen as “just vehicles.” They embody freedom, individuality, and identity. Whether it’s a weekend trail ride, a café run in the city, or a long-haul road trip, these motorcycles have made motorcycling more accessible, versatile, and aspirational at the same time. Riders today aren’t just buying a bike; they are buying into a lifestyle. Riding clubs, social media communities, travel content creators, and local garage customizations have all blossomed around this segment. The 300–500cc class has become the sweet spot where performance, affordability, and style intersect. The Democratization of Customization Customization has moved from underground workshops to dealership floors. Riders can now personalize their bikes with factory-approved accessories—making them safer and road-legal while reflecting personal style. Weekend getaways and interstate road trips have become more achievable, drawing in a younger demographic who see motorcycling as both an adventure and a social connector. Community is the New Fuel The growth of riding clubs and brand-led communities has further cemented this lifestyle. Riders are forming micro-tribes around shared interests—be it café racing, scrambler culture, or off-road exploration. The mid-segment motorcycle is at the center of this transformation because it offers the perfect platform: a machine that’s powerful enough to inspire confidence, yet approachable enough for first-time enthusiasts. Why This Matters for the Future The mid-segment is no longer “the middle child.” It is the heartbeat of modern Indian motorcycling. It balances aspiration with accessibility, individuality with community, and tradition with modernity. For brands, dealers, and riders alike, this segment is more than a sales number—it’s the entry point into the evolving lifestyle economy. From apparel to accessories, from content to community, the opportunities around the mid-segment motorcycle are expanding faster than ever. The question is no longer “What bike do you ride?” It’s becoming: “What lifestyle do you live through your motorcycle?” #motorcycle #lifestyle

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Flipkart has appointed Rajarshi Guin as Vice President – Home & Furniture, marking a key addition to its leadership team. In his new role, Guin will be responsible for steering business growth in the home and furniture segment, with a focus on deepening consumer insights and sharpening execution strategies to accelerate expansion. Guin moves to Flipkart from Amazon, where he spent more than 14 years, most recently serving as Director, Category Management, Media. Over his tenure, he played a pivotal role in building and scaling multiple verticals including private labels, books, toys, and personal care appliances. He is credited with helping shape Amazon India’s marketplace in its formative years. 👉 Read More: https://lnkd.in/gyFj_7Gi #rajarshiguin #flipkart #vp #vicepresident #home #furniture #homeneeds #lifestyle #ecommerce #retail #amazon #proximus #infosys

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From Corner Stores to Category Leaders: How Zithara.AI is Reimagining Indian Retail In Tier 2 and Tier 3 cities across India, shopkeepers once knew every customer by face—but not by data. That was the gap. 📍That’s where Zithara.AI stepped in. Launched in 2022 without VC backing or Silicon Valley buzzwords—just a bold vision, relentless founders, and one mission: 👉 To democratize AI-powered customer intelligence for every Indian retailer. The insight? Indian retail was rich in footfalls, but poor in follow-up. No CRM. No segmentation. No structured retention. Loyalty was assumed, not engineered. So, the Zithara team built a solution from scratch: A full-stack retail CRM platform — 9 products, one unified interface. Simple enough for a paanwala to use. Smart enough for a luxury jeweller to rely on. 🚀 From pilot stores in Hyderabad to 500+ high-intent retailers across India, Zithara is now driving: ✅ 3x repeat sales via precision WhatsApp marketing ✅ 28% lift in customer retention ✅ 25% increase in acquisition through referral automation ✅ 100% lead capture from every channel — walk-ins, social, or digital ✅ True omnichannel orchestration — SMS, Email, RCS, Meta, Push, and more But this journey wasn’t just about tech. It meant winning trust in a market where pen and paper were still the CRM. Where “data” was seen as optional, not transformational. Zithara didn’t just build a platform. It built a new way for Indian retailers to think about customers — as relationships to grow, not transactions to close. 💡 The belief that carried them forward? “Solve for the user, not the investor.” No vanity dashboards. No hollow metrics. Just tangible outcomes. ⸻ In just two years, Zithara.AI has become the quiet force behind India’s smart retail revolution — powering everyone from local kiranas to national chains. Because in tomorrow’s India, even the smallest shop deserves enterprise-grade intelligence. Made in Bharat. Made for Bharat. Scaling beyond Bharat. This is just the beginning. Sridevi Reddy Varun Kashyap

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What DMart - Avenue Supermarts Ltd announced yesterday is unprecedented, given their history of slow expansion. India's biggest value retailer, known for its calibrated, cluster-based expansion strategy, is now set to accelerate its growth by opening more stores than its usual pace. They plan to double down on expansion now. In their annual call, Neville Noronha confirmed that over the next 6 to 8 months, he would personally be focusing his time on expansion in India’s most populous state, Uttar Pradesh, which is a new cluster market for them with huge potential. He also admitted that if there’s one thing he could have done better during his tenure, it would have been increasing the store count to around 600–650 by now, compared to 426 today. This will now be the key focus area for the incoming CEO, Anshul Asawa, who emphasized that the business needs to scale across more geographies. From an investor’s perspective, this shift brings fresh energy and could accelerate the path to greater value creation for shareholders. At Finding Outperformers, we recently turned positive on the stock from a medium- to long-term perspective. Market may have overestimated the impact of Q-commerce on its business model, while value retail continues to be a large, untapped opportunity. Read our full thesis in the blog posts shared in the comments below⬇️ (do own research before investing)

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When we started out in Kolkata with just one store, communication was simple. A small team. Direct conversations. Every idea could be shared instantly. Every customer could be understood personally. Predicting what they wanted came almost naturally. But with growth, things change. Today, with 11+ stores across India, scaling up has made me see one thing very clearly, You can’t be everywhere. And honestly, you shouldn’t even try! As a co-founder, my direct contact is now with only part of the team. That’s the reality of scale. The real challenge isn’t just making plans anymore, it’s how those plans travel across the team and actually get implemented. This is where communication and implementation become the backbone of leadership. A few things that worked for us at Jewelbox— ✔️Structured communication Moving from ad-hoc chats to defined forums like weekly huddles and project trackers ensured that clarity replaced chaos. Everyone now receives the same message at the same time, which helps keep alignment intact. ✔️Delegated ownership For every store launch or key initiative, we designate a lead who takes complete responsibility. It empowers the team, avoids bottlenecks and makes accountability visible. ✔️ System-driven execution We invested in simple SOPs and processes that make work predictable and repeatable. This way, outcomes don’t depend on a single person and teams across geographies can perform with consistency. Because at the end of the day, leadership isn’t about being everywhere, it’s about making sure the vision travels everywhere. #leadership #communication #implementation #growth

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GST 2.0 has just redrawn the pricing playbook for Indian retail. 🚀 With fashion & footwear now taxed at 5% up to ₹2,500 and 18% above ₹2,500, brands can no longer treat pricing as static. The line between affordable and premium has been redefined overnight. Here’s the opportunity: • Shift assortments: Move more SKUs into the ≤₹2,500 bracket. For apparel, that means designing entry and mid-tier products that still carry brand DNA but qualify for the lower slab. • Re-engineer packs & sizes: FMCG has done this for years with ₹5–₹20 packs. Fashion can learn leggings, kurtis, tops, footwear models designed just under ₹2,500 can unlock massive Tier 2/3 demand. • Create bridge pricing: Consumers who aspire to premium can be captured at ₹2,200–₹2,499 with strong design and marketing, instead of pushing them out at ₹2,800+. For FMCG, the 10–15% MRP reduction is immediate, but in fashion the impact depends on how quickly brands redesign their price architecture. The winners will be those who treat this not as a tax cut, but as a strategic lever to acquire new consumers and expand relevance. Yes, margins may tighten. But the volume upside, faster stock turns, and consumer loyalty built through affordability will offset the hit. 👉 Bottom line: GST 2.0 is not just a consumption reset — it’s a call for brands to rethink pricing strategy, assortment planning, and consumer acquisition. The question is, who will act fast enough? #GST #Retail #PricingStrategy #Fashion #Footwear #FMCG #IndianEconomy

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Old Stitch vs New Stitch : The Fashion Retail Face-Off.... on a lighter note ! Once upon a time in the bustling malls of Mumbai or the high streets of Cannaught Place, stood a fashion retailer who knew his customer like he knew his morning coffee ...strong, loyal, and predictable. Enter the Gen Z retailer.... hoodie on, TikTok open, and ready to disrupt “the system” before brunch bro. Let’s be honest: the battle isn’t about style it’s about survival. The experienced fashion retailer has weathered recessions, denim explosions, and even the rise and fall of cargo pants (twice). They believe in product margins, supply chain hygiene, and customers who walk into stores. They trust in footfall the way Gen Z trusts in "engagement." They still think a CRM is something that helps build loyalty not just a popup on a website. On the other hand, the Gen Z retailer doesn’t even own a cash register. Their store? A swipe-up story. Their model? Drop culture meets influencer hype. They sell out before legacy retailers finish aligning their assortment plan. But ask them about return rates, last-mile costs, or inventory holding and you might at times get a blank stare followed by “Let me check with my growth hacker bro.” The experienced retailer wins on scale, process, and predictability. The Gen Z-er wins on agility, noise, and memes. One builds brands. The other builds communities. But both are now in the same playground trying to win the same fashion-forward, budget-aware, short-attention-span consumer. In the end, the smartest player may not be the oldest or the trendiest but the one who learns fastest, fails cheapest, and adapts quickest. That’s fashion Darwinism, darling. So, who wins? The jury’s out.... But the runway is open. #RetailWars #FashionFaceOff #OldSchoolVsNewGen #RetailHumour #FashionBusiness

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