India’s consumption story is being rewritten — and it’s not just unfolding in the glossy malls of Mumbai or the posh high streets of Delhi. It’s playing out in Patna’s bustling markets, in Kanpur’s crowded retail alleys, and on smartphones in Kochi and Bhatinda. The “next billion shoppers” aren’t just a demographic projection — they are the heartbeat of Bharat, a term that encapsulates the country's rapidly transforming Tier II, Tier III, and beyond.

The Myth of India vs Bharat is Breaking Down

Let’s start with a fundamental shift: there is no longer a meaningful difference between India and Bharat, especially in the context of consumer aspiration. As Amitabh Suri of U.S. Polo Assn. put it: “I have a slightly different point of view. I think India is Bharat and within that Bharat, you've got different stages of Bharat at different aspiration points.”

Suri emphasized that aspiration is no longer the preserve of metropolitan elites. The desire to own premium, lifestyle-oriented fashion is pervasive — from the backstreets of Bhubaneswar to the urban sprawls of Bengaluru.

U.S. Polo Assn.'s success lies in its ability to cater to this "tentpole" effect, offering products that attract both premium buyers and aspirational, value-conscious consumers. By staying emotionally relevant—through storytelling rooted in American heritage and democratic ideals—the brand has built cultural cachet that transcends regions.

“Brands are emotional connections, not transactional ones,” Suri stated. “People want to upgrade their lifestyles and brands become the helping hand in that journey.”

E-commerce: The Bridge to Bharat

If aspiration is the engine of retail growth, then e-commerce is the highway that connects it. For Lacoste India, this channel has been pivotal in reaching consumers well beyond the metro markets.

Rajesh Jain, Managing Director & CEO of Lacoste India, shared how data from Lacoste’s own website and premium marketplaces allowed them to pinpoint emerging hotspots of demand. “We’re now present in cities like Ahmedabad, Kochi, Dehradun, Bhatinda, and Kanpur — places where, previously, we might not have considered opening a store,” Jain said. “E-commerce has not only extended our reach but also provided actionable insights.”

In fact, 25 percent of Lacoste India’s sales now come from e-commerce, and 45 percent of that comes from non-metro cities. This shows that Tier II and Tier III markets are not only ready but eager for premium international brands.

“The so-called gap between India and Bharat is fading,” Jain added. “Customers are everywhere — and they’re willing to spend on premium products, provided the offering resonates.”

One India, Many Local Preferences

While the overarching aspiration may be shared, local preferences still matter. At Lacoste, for example, merchandise allocation is adjusted based on regional tastes. Lighter colors are more in demand in the South, while accessories and sneakers see higher uptake online.

“We don't differentiate on pricing or brand experience,” Jain clarified. “But we do fine-tune our product mix based on local nuances.”

This “glocal” strategy — think global, act local — is a crucial pillar for brands hoping to scale in Bharat without diluting their brand identity.

If there’s one category that’s undergone a radical transformation, it’s innerwear. Once considered purely functional, innerwear has become a statement of personal style, comfort, and confidence. Leading this shift is Aditya Birla Fashion & Retail Ltd (ABFRL).

“Innerwear is the new outerwear,” declared Puneet Kumar Malik, CEO – Innerwear Business, ABFRL. “And this transformation is being led by the consumers of Bharat.”

Malik highlighted how innerwear is now part of a larger lifestyle narrative. With the rise of athleisure, loungewear, and casual chic, products that were once hidden beneath layers are now confidently worn as part of everyday fashion.

“Our job is to make consumers feel aspirational and comfortable at the same time,” he said. “That means offering fashion-forward products at accessible price points without compromising on quality.”

The democratization of fashion is most visible in innerwear, where affordability meets innovation. In Bharat, where price sensitivity remains high, ABFRL has cracked the code by offering aspirational designs backed by strong brand equity, under labels like Van Heusen and Louis Philippe.

Beyond Stores: Building Omnichannel Experiences

Whether it’s Lacoste opening new boutiques based on e-commerce insights or U.S. Polo Assn. tailoring digital experiences that mirror their store vibe, one thing is clear: the omnichannel strategy isn’t optional — it’s imperative.

Suri from U.S. Polo Assn. emphasized the need for a seamless brand narrative across touchpoints. “We’re not just selling a product—we’re selling a lifestyle. Whether someone walks into our store in Mumbai or browses our catalog in Gaya, the experience must feel cohesive.”

Malik echoed this sentiment, noting that retail in India is no longer about urban store counts — it’s about presence where the consumer is. “The next billion shoppers are digital-first, even if they live in semi-urban India,” he said. “So we must think about brand discovery and trust-building across platforms—social, digital, and physical.”

Aspiration is the New Currency

Across the board, the consensus is clear: aspiration is borderless, classless, and increasingly frictionless. Technology has accelerated this shift, but so has the evolving Indian psyche.

Young Indians — from Ranchi to Rajkot — now consume the same content as their peers in Gurgaon and Bandra. They’re aware of global trends, and they don’t want knock-offs. They want the real thing. This is why U.S. Polo Assn.’s heritage story works. Why Lacoste’s crocodile logo resonates across markets. Why ABFRL’s innerwear products are being worn as outerwear with pride. These brands aren’t just selling fashion—they’re selling access, dignity, and aspiration.

Breaking Myths, Not Markets 

Pulak Chaudhary, Director of Sales at PUMA India, believes Bharat is already a part of the big retail story — perhaps, even leading it in certain segments.

“There's a myth that Tier II and Tier III consumers aren't ready for premium products,” he explains. “We were surprised when our top-end running product, Nitro, sold out in Meerut. It was never intended to be sent there in the first place, but it outsold even Connaught Place and Linking Road.”

This kind of consumer insight is slowly debunking outdated assumptions that the so-called Bharat consumer only seeks value and discounts. Brands like PUMA are realizing that aspiration has no pin code. While the brand maintains a national, globally consistent appeal through celebrities like Virat Kohli and Harrdy Sandhu, it is tailoring its on-ground execution to reflect regional nuances.

PUMA’s campaigns tap into local fan bases and regional athletic culture. “We work with run clubs in Agra and sponsor marathons in Vizag and Ladakh,” says Pulak. “Our elite athletes hail from across the country and help build a narrative that is relatable and aspirational at the same time.”

And yet, localization isn’t just cultural — it’s also economic. “We do have a 10-15 percent ASP [average selling price] difference between metros and Bharat,” Pulak admits, “but this gap is closing fast.”

For Vipul Mathur, Chief Business Officer, Raymond Lifestyle Limited, the core strategy to unlock Bharat lies in diversity — both in product offering and in pricing. “The most expensive suit length Raymond sells is about Rs 8 lakh. The most affordable one? Rs 1,000,” he says.

This breadth in product range is not just a retail tactic — it’s a philosophical pivot. “We cater to wedding buyers in small towns and business professionals in urban cities. It’s all about understanding the catchment,” Vipul adds.

Having previously worked at Udaan, Vipul brings an insider’s view of the retail dynamics in Bharat. “At Udaan, we saw that the average retailer buying price was Rs 185, selling at around Rs 300. That’s the heart of Bharat’s consumption,” he says. "There are 13 lakh lifestyle retail outlets in India — of which we estimate about 5 lakh are already active.”

The opportunity is staggering. Vipul advocates for creating ecosystems — connecting suppliers and buyers through technology and trust. “If we can build robust ecosystems that deliver both scale and trust, we won’t just tap Bharat — we'll empower it. You can create many Amazons and Alibabas of India, right here.”

Empowering Through Experience

No conversation about democratizing retail in India is complete without mentioning Amazon. The e-commerce giant has made significant inroads into Bharat, not just with logistics, but with thoughtful, inclusive design.

Mayank Jain, Head of Seller Marketing, Amazon India, emphasizes three pillars: accessibility, convenience, and affordability. “Today, the Amazon experience is available in over seven Indian languages, including Hindi, Tamil, Kannada, and Bengali,” says Mayank. “We’re not just selling products — we’re building familiarity and comfort for first-time shoppers.”

The company’s innovations range from visual and voice search to its ‘Amazon Easy’ assisted shopping stores, designed for customers in smaller towns who may not be digitally fluent. More than 3.5 lakh retailers from 344 cities are part of Amazon’s local shops program.

On affordability, Mayank shares, “Programs like Saheli and Karigar help artisans and women entrepreneurs find visibility. We also offer no-cost EMIs and ‘Pay Later’ options to make premium products affordable.”

Even product discovery has evolved. “Amazon Live is helping customers engage better — especially in categories like fashion and electronics where touch and feel matter,” says Mayank. “Consumers in Bharat are watching product demos and making confident decisions.”

Amazon's approach reflects a layered strategy: bring Bharat into the formal digital economy while enabling its businesses to sell nationwide.

Small-Town Sophistication 

Venkatesh Vijayaraghavan, MD & CEO of TTK Prestige Ltd., brings in a unique lifestyle perspective. While many brands associate small-town India with affordability, TTK Prestige is seeing something else: aspiration-led indulgence.

“In many smaller towns, the standard of living is actually more comfortable than in metros,” Venkatesh shares. “People have larger homes, more time, and more family gatherings. That means more entertaining, more cooking, and — yes — more need for quality kitchen appliances.”

TTK Prestige is consciously investing in Tier II and Tier III cities with standalone stores, regional campaigns, and vernacular content. “We offer regional warranty services, train local service teams, and run regional promotions based on festivals and harvest cycles,” he says.

Interestingly, Bharat’s demand is not limited to entry-level products. “We are seeing a rising demand for products like dishwashers, chimney hobs, and built-in ovens in cities like Bhopal and Coimbatore. The customer there doesn’t want a stripped-down version — they want the same quality, sometimes even better,” says Venkatesh.

Bharat’s Evolution from Value-Conscious to Aspirational

Historically, the ‘Bharat’ consumer was considered value-driven, cautious with spending, and brand-agnostic. That has changed dramatically in recent years.

“Today’s consumers in Bharat are well-informed and deeply aspirational,” says Pulak Chaudhary. “In our Tier II and III stores, we are seeing consumers who are ready to pay premium prices for high-quality, fashionable products. It’s no longer about basic utility — style, brand prestige, and the in-store experience matter just as much.”

This shift has been enabled by increased internet penetration, the explosion of smartphones, and the rise of regional content creators who mirror local dialects and lifestyles. Social media has democratized fashion, lifestyle, and aspirations, and now Bharat is asking for the same access to premium experiences as urban India.

“Customers in smaller towns are no longer behind metros in their awareness or desire,” adds Vipul Mathur. “They want to look sharp, feel good, and wear brands that reflect their personal success. Our suiting business, especially, has seen a strong pickup in places like Bhagalpur, Rajkot, and Jhansi, where customers are opting for high-end tailoring with premium fabrics.”  

Buy Now, Pay Later 

Another game-changer in the Bharat retail story is the emergence of Buy Now, Pay Later (BNPL) and EMI-based transactions. While often considered a “metro phenomenon,” these tools have become powerful enablers for shoppers who have limited credit access but high intent.

“Without stereotyping, BNPL and EMI models are primarily about enabling access,” says Mayank Jain. “There is a massive segment of the population — especially in Bharat — that simply doesn’t have access to traditional credit. BNPL isn’t just a convenience for them—it’s the bridge between aspiration and action.”

Interestingly, even among consumers who can pay upfront, EMI options are gaining traction. “When it comes to higher-ticket items, even creditworthy shoppers prefer breaking up payments,” Jain explains. “It gives them the flexibility to purchase better products without a financial strain.”

However, Pulak points out a nuanced trend. “For us, BNPL hasn’t seen a massive uptake — even in smaller cities. Whether it’s Mumbai or Muzaffarpur, it really comes down to how connected a consumer feels with the brand,” he says. “If they trust us, believe in our product, and are emotionally engaged, they are willing to pay the full price upfront. The emotional connect matters more than the payment model.”

This highlights a vital insight for retailers: payment flexibility is only one piece of the puzzle. Brand connection and customer experience remain at the core.

The Rise of Localized and Emotional Branding

A strong India connect is becoming critical to winning over Bharat. For legacy international brands to win here, it’s no longer enough to push Western narratives — they must embrace Indian stories.

Take US Polo Assn., for example. The brand recently took an audacious turn by associating with the Rajasthan Polo Club and partnering with His Highness Padmanabh Singh, the young Maharaja of Jaipur. The campaign didn’t just showcase royalty — it aimed to rebuild an emotional connection with Indian heritage, something deeply resonant with Bharat consumers.

“There was a requirement for rebuilding the emotional connection with India,” says Amitabh Suri. “US Polo has always been portrayed as a Western, white-skinned brand. But studies told us that consumers in India wanted to see themselves in the brand.” The collaboration with the Jaipur royals wasn’t about short-term sales. “This wasn’t a tactical, sales-focused campaign,” Suri explains. “This was about warmth. About pride. About saying: this is our India, our heritage, and our fashion sensibility.”

This kind of emotional storytelling is especially powerful in Bharat, where traditions, regional pride, and cultural symbols influence buying decisions. Whether it’s through local language advertising, regional celebrity influencers, or community events—brands are realizing that relatability trumps celebrity.

Retail in Bharat is not simply a watered-down version of metro retail — it requires a different mindset.

“Customers here still love the touch-and-feel aspect of shopping,” says Chaudhary. “We’ve been investing in ‘shop-in-shops’ and exclusive brand outlets in smaller cities because people want the full brand experience. And we make sure our staff understands local preferences, languages, and buying behaviors.”

Meanwhile, Amazon India is tapping into Bharat not just through logistics but by building trust ecosystems. “Our ‘I Have Space’ program works with small local stores that act as last-mile delivery agents,” says Mayank Jain. “It’s not just about reaching the consumer — it’s about involving the community in the process.”

Jain believes that trust, not just convenience, is the currency in Bharat. “We work closely with sellers to help them market better. From festive sales in Varanasi to category-led promotions in Madurai, we’re hyper-local in our seller and buyer strategy.”

The Language of Bharat 

One thing brands agree on: the language of Bharat is not English.

“Content in vernacular languages — be it Hindi, Tamil, Bengali, or Marathi — has significantly higher engagement,” says Jain. “Even if the consumer understands English, their emotional connection is stronger in their native language.”

Amazon has already launched multi-language browsing and customer support, while other brands are experimenting with regional content creators and influencers to build trust.

At the same time, short-form video has emerged as the most powerful tool for storytelling in smaller towns. “The moment we post a behind-the-scenes video or a styling tip in Hindi, engagement shoots up,” says Mathur.

Value, however, doesn’t mean low price. It means relevance. Whether it’s a well-stitched blazer for a small-town wedding, or high-performance running shoes for a marathon aspirant from a Tier II town, value lies in matching aspiration with functionality.

The Road Ahead 

As India’s consumption patterns shift from a metro-first model to a Bharat-inclusive growth story, brands must make fundamental adjustments. They must move beyond urban biases and embrace the diversity, complexity, and opportunity that smaller towns present.

Vipul Mathur aptly puts it, “You don’t need to choose between India and Bharat. The real game is in blending them into a single cohesive story of aspiration.” 

To win Bharat is to understand not just where the consumer lives, but how they live, what they value, and what dreams they nurture. It’s about acknowledging that today’s buyer in Bhatinda is tomorrow’s brand evangelist in Delhi. That Bharat isn’t a challenge—it’s a $1 trillion opportunity.