Omnichannel Retail Experiences

Subscription commerce failed in India for a decade. Now it's working. Why? I remember 2016. Every other pitch deck had "subscription box" on it. Fab Bag, beauty boxes, meal kits - everyone wanted to build India’s Dollar Shave Club. By 2020, most were gone. My Ayurveda brand tried too, even with 6–9 month purchase cycles, it didn’t work. Cut to today, a very different picture.I recently spoke to 3 founders running subscription businesses. All launched post-2022. All profitable. One doing ₹50-1000 Cr+ ARR with 65% retention at month 6. That got my attention. So I spent the last few days digging into why it's suddenly working. Why did FAB BAG, Doctalk, Doodhwala, Otipy fail but today's winners are killing it? The answer came down to two words: UPI AutoPay. The successes: → Kuku FM: >12 M+ paying subscribers for regional audio-video content (our first investment at @V3 Ventures India) → Country Delight: Daily milk delivery via subscription, does ₹600+ Cr in revenue → Wholsum Foods (Slurrp Farm and Mille): Kids nutrition products on weekly/bi-weekly subscription. Parents don't want surprises, they want the same healthy millet cookies delivered automatically. Aisha is a big customer → Licious: Meat subscription component growing fast. You pick your cuts, they deliver weekly What changed? 1. UPI solved the payment problem: 131 billion UPI transactions in 2023. Auto-debit on UPI is now seamless. It had a lot of friction in the past. This has led to what one founder told me: "COD customers churn at 40%. UPI auto-debit customers churn at 12%. Payment method is the business model." 2. Q-Com also proved daily delivery is possible: When Zepto can deliver groceries in 10 minutes, milk every morning doesn’t sound crazy anymore. Cold chain, reliability, last-mile ops - all the boring things finally clicked. 3. Model Shift: Replenishment > Discovery, Subscription in India isn't about trying new things. It's about auto-delivering stuff you already buy by removing friction & making customers loyal. Indians now buy the same atta, same milk brand, same baby food every week. Subscriptions just automate what we'd do anyway - with a small discount as incentive. So, what works is obvious now Category: Consumables (milk, eggs, baby food, meat)  Frequency: Weekly/bi-weekly (monthly too long)  Discount: 5-15% ( like Country Delight’s early-bird plans)  Flexibility: Easy skip/cancel (trust builder)  Payment: UPI auto-debit (not COD) After a decade of failed experiments, subscription commerce has finally found its moment in India and it looks nothing like the US playbook. The brands that understand this will build annuity businesses in categories everyone else is fighting for one transaction at a time. The question: there’s been talk of consumers forgetting their upi auto pay subscriptions. Will this be regulated/some friction be added?

Brand collaborations are only getting STRONGER and shopping in store is cool again 💪 After a few years of online browsing, IRL shopping is firmly back and brands are making sure their consumers are buying in-store through fun activations, celeb appearances, and offering more than just a transactional experience. I feel like we've seen so much about the recent Gap x Summer Fridays partnership..... but it's worth talking about! And guess what part 2 is now out and this time they're celebrating Valentine's Day 💗 When the new 20-piece collaboration launched, CNC Agency (Coffee 'n Clothes) transformed the GAP store at The Grove, LA into an exclusive lounge experience designed to hit two targets - drive footfall and deepen loyalty. Guests enjoyed hot cocoa, cozy photo moments, and embroidery bars where they could customise their Gap x Summer Fridays pieces, with extra perks unlocked for Rewards members. So how did this activation hit their goals and how can other brands activate in a similar manner? ➡️ Photo moments Content drives engagement. If your activation is content driven, you can guarantee social sharing = more visibility. ➡️ Personalisation With an embroidery bar, guests could make their purchases bespoke which encourages participation vs passive shopping. It also strengthens memory & association with the brand ie every time you see your name stitched onto a piece of clothing! ➡️ Extra rewards for members Perks like this deepen brand relationships because it's encouraging rewards at a later date, ensuring consumers continue to buy and fuel their affiliation with the brand. I'm excited to see more from Summer Fridays this year- they just ALWAYS get it right! Agency: CNC Agency (Coffee 'n Clothes)

India’s new chapter in global fashion & lifestyle brands, what the latest wave of international entrants tells us: Examples Stella McCartney x Reliance Brands lululemon x Tata CLiQ Abercrombie & Fitch x Myntra Galeries Lafayette x Aditya Birla Fashion Carrefour x Apparel Group Chanel x Nykaa COS OVS Etc 1. Strategic local partnerships are the entry ticket: Global brands prefer franchise/distribution ties with big Indian retailers to navigate real estate, regulation, local operations, consumer reach etc 2. Omnichannel-first launches: Flagship stores plus marketplace tie-ups (Myntra, Nykaa, Tata CLiQ) let brands build prestige while tapping India’s huge digital discovery funnel, a pattern visible with lululemon & Abercrombie’s India playbook 3. Premiumisation + Localisation: Brands are bringing curated global assortments but tweaking market appropriate price positioning and assortment mixes to fit local buying behaviour, given India’s luxury and premium segments are expanding. Also Sustainability and brand purpose matter 4. Fashion & Lifestyle ecosystems over single channel/categories: Retailers/partners want multi-format propositions across offline/online/omni marketplace channels, fashion/beauty/f&b/groceries/home categories and beyond 5. Fast-follower localisation & competition: while global names bring aspiration and halo value, homegrown and regional players will iterate faster on price and local tastes, therefore success needs strong omnichannel logistics, calibrated marketing, rapid localization etc These upcoming brand launches aren’t just new labels, they’re experiments in hybrid retail models (flagship + platform), premiumisation calibrated for scale, partnership-first market entry etc They're tests for brands and partners to win the market by combining nimble supply-chain readiness, localized merchandising and a seamless omnichannel customer journey Which global brand India launch are you most excited about? Your thoughts! Pictures: Brand website, media news

I discussed the Rent The Runway case with my brilliant IESE MBA students last week, and have been thinking about how American and European approaches to the “fashion access economy” differ with a variety of business models and cultural logics. American Rent The Runway operates an asset-heavy model — it owns inventory, manages cleaning and logistics, and monetizes through subscriptions and one-off rentals. It’s about luxury access: “buy less, wear more.” Lithuanian Vinted, by contrast, is asset-light: a peer-to-peer platform where users buy and sell pre-loved items. It scales through buyer fees, promotions, and shipping add-ons — making “second-hand your first choice.” Both pursue circularity, but one through control and service, the other through participation and scale. For innovators and strategists, it’s a reminder that the same sustainability logic can yield different business models. 💭 Are these models driven more by cultural values or by economic constraints? Could Vinted thrive in the U.S. — or Rent The Runway in Europe? #BusinessModelInnovation #CircularEconomy #FashionTech #PlatformStrategy

8 Lessons from the Membership Economy 👇 1/ Subscription ≠ Membership A subscription is a pricing tactic. Membership is a mindset. One is transactional. The other is relational. 2/ Recognize the “Forever Transaction” The moment a customer stops shopping around because they trust that you will continue to deliver value. 3/ It’s About Solving Problems, Not Launching Products Products come and go. Members stay when you help them achieve ongoing goals. 4/ Culture Eats Strategy for Breakfast Metrics and models won’t matter without leadership support and a team committed to members first. 5/ Design Around Customers, Not Products Customers want solutions, not widgets. Start with their journey, not your roadmap. 6/ Handle Pushback Honestly When moving to subscriptions, expect resistance. Some colleagues and current customers won’t grasp the model, and others will fear change. Address it directly. 7/ Reward the Right Behaviors If your team isn’t incentivized to think long-term, they’ll default to short-term wins. 8/ Play the Long Game Lifetime value > quarterly numbers. Keep your telescope handy, not just your microscope. Remember, subscriptions are a pricing tactic, not a strategy. If you love your members’ mission more than your own product, you’ll build a subscription that is disruption-proof. +++++++++++ 👋 I'm Robbie, I'm a consultant, author, and speaker covering all things subscription businesses. +++++++++++ 🛎 Tap the bell under the banner on my profile to catch the next post. ++++++++++++

🛍️ Space NK's Jellycat Collaboration Reveals How Flagship Openings Are Embracing Cross-Category Viral Partnerships for Retail Theater Space NK just launched their new Oxford Street flagship with an exclusive Jellycat collaboration—creating limited-edition "Amuseables Space NK Bag Charm" that transforms their iconic shopping bag into a collectible plush toy—and as someone who's authored insights on retail curation and brand collaboration strategy, this partnership perfectly demonstrates how luxury retailers are leveraging viral culture for flagship activation. As an author documenting how retail spaces evolve into cultural platforms, I'm observing three critical shifts in this Space NK x Jellycat collaboration: • Cross-category viral validation: By partnering with Jellycat (the plush toy brand dominating social media feeds), Space NK transforms flagship shopping into cultural participation, proving that today's luxury beauty consumers seek retail experiences that reflect their broader lifestyle interests beyond traditional category boundaries • Limited-edition flagship theater: Creating exclusive merchandise specifically for store opening transforms routine retail launch into collectible culture, demonstrating how successful flagship strategy requires experiential exclusivity that extends beyond product assortment into branded memorabilia • Viral brand symbiosis: This isn't just co-branding—it's cultural ecosystem creation where luxury beauty credibility meets viral toy culture, addressing affluent consumers' desire for purchases that signal both sophistication and social media fluency In my work documenting retail's cultural transformation, collaborations like this represent the maturation of what I call "curatorial retail partnerships"—where success depends on cultural narrative alignment rather than traditional category logic. Space NK's approach acknowledges that their Oxford Street flagship customers want shopping experiences that reflect their multifaceted digital and cultural identities. This signals luxury retail's recognition that the most sophisticated consumers want purchasing experiences that integrate their online cultural participation with offline luxury consumption. What cross-category retail collaborations are you observing that blur traditional brand boundaries? 👇 #PopUpRetail #RetailCuration #BrandCollaboration #ExperientialRetail #LuxuryRetail #FlagshipStores #topretailexpert #retailconsulting #storetour #retailtour #publishedauthor

Our most underestimated pricing strategy? Subscription models. It’s tempting to think pricing is just about one-time sales, but subscription models are rewriting the rules. They’re more than a trend—they’re a strategy for sustained growth and loyalty. Here’s why subscription models matter: → Predictable Revenue Steady, recurring income helps businesses plan better and weather market fluctuations. → Stronger Customer Bonds Subscriptions aren’t just transactions—they build relationships. Convenience, value, and personalization create loyalty. → Tiered Flexibility Different customers, different needs. Tiered plans let businesses cater to everyone—from budget-conscious shoppers to premium buyers. What about dynamic pricing? It’s another game-changer. Static pricing is out. Real-time adjustments are in. → Real-Time Adjustments Dynamic pricing powered by AI reacts to market shifts, competitor moves, and customer demand instantly. → Data-Powered Decisions AI sifts through trends, behaviors, and sales data to find optimal price points—no guesswork required. → Market Responsiveness Inflation or demand spikes? Proactive price changes keep you competitive without alienating customers. So, how do you stay ahead? 👉 Leverage Technology: Adopt AI tools to fine-tune your pricing and uncover opportunities. 👉 Stay Flexible: Pricing isn’t static—test, learn, and adapt as markets evolve. 👉 Prioritize Value: Show customers why your pricing reflects the value you provide. Subscription models and dynamic pricing aren’t just innovations—they’re the future of profitability and customer loyalty. What’s your strategy for embracing these trends? Let’s dive into it!

🧐 If China sneezes, luxury catches a cold. But while everyone looks East, India just pulled off its greatest retail coup: stealing both Saks Fifth Avenue and Galeries Lafayette in less than six months. The game is on: Reliance Retail partners with Saks Fifth Avenue, just a few quarters after Aditya Birla Fashion and Retail Ltd.'s alliance with Galeries Lafayette. This isn't just market expansion - it's a race to define India's luxury retail future based on a simple equation: 12% organized retail + 461M digital shoppers + 145 billionaires = unlimited potential. India presents a fascinating paradox. Despite being Asia's second-largest UHNWI market after China, with 932M smartphone users and universal digital banking through Aadhaar authentication, only 12% of retail is organized. Even more striking: luxury customers still shop abroad - not for prices, but for choice (flagships in Dubai are more exciting than in Delhi from that perspective). Current infrastructure hasn't kept pace with consumer sophistication: ▶️ Malls house boutiques but lack cross-brand discovery ▶️ Conservative brand selections compared to overseas ▶️ No unified luxury shopping experience ▶️ Limited curation of brands, experiences, and F&B ▶️ Brands present but with restricted assortments The unified luxury shopping experience - the art of curating brands, experiences, and F&B under one roof - simply doesn't exist yet. Two retail giants are positioning for the future: 💥 Reliance brings massive scale (12,711 stores, 7,000 cities) and digital expertise (JioMart Digital ecosystem) 💥 Aditya Birla offers luxury credentials (The Collective) and designer partnerships (Sabyasachi, Masaba Gupta) Both are partnering with global players who excel at brand introduction and luxury experiences. The prize? A market projected to reach €30bn by 2030, with uniquely Indian characteristics. Today's Indian luxury consumer is globally exposed yet proud of local heritage, digitally native with 461M using mobile transactions, and young (average age 28.4 years). They seamlessly blend international and traditional preferences. This isn't just about selling luxury - it's about creating new retail paradigms. The winning formula will combine department store expertise in curation, digital-first approaches for the smartphone generation, and deep understanding of local fashion preferences, all while scaling beyond tier-1 cities. No wonder that India has made, albeit discreetly, the headlines recently, be it at Inside Retail Asia, The Business of Fashion or that the country is the weekly topic of The MBS Group, with Moira Benigson and Arushi K. asking the same question: we know that the next 24 months will reshape India's luxury retail landscape. First-mover advantage matters less than getting the model right, but who will do so? 🇮🇳 PS/ If you want to talk to an expert, reach out Kumar Rajagopalan at Retailers Association of India (RAI). His knowledge of the Indian market is fascinating!

Subscription models haven’t historically worked in India. But that might finally be changing. The reasons go beyond infrastructure. Indian consumers have always preferred flexibility over commitment - pay when needed, not just because it’s scheduled. Why block capital or cash flow when your needs (or wants) might change next month? And there’s no stigma around returning later to make a new transaction. But this is starting to evolve. UPI + auto-debit mandates have reduced friction dramatically. Payments are now fast, transparent, and easy to cancel - building consumer trust and making “set it and forget it” models more acceptable. We’re already seeing early adoption in: • OTT platforms with bundled or bite-sized plans • Wellness and fitness apps offering guided content • Learning and productivity tools with growing retention This shift is making me think: how might this evolve for consumer brands in India? In markets like the US, a ton of consumer brands segments - especially in categories like pet food, oral care, or beauty/personal care - are built on a subscription-first model. Once the product and brand are sticky in the consumer’s mind, the leap to auto-replenishment feels obvious. In India, that journey is still being configured. The intent might be there, but the behavior isn’t deeply embedded yet. The infrastructure is catching up, and the consumer is warming up. As product-market-brand fit becomes clearer, could we see subscription-led consumer brands emerge at scale? Curious to see how this shapes up. PS: I’ve been digging into how models like Amazon Subscribe & Save are faring in this context - and I’ll share some learnings soon. Huddle Ventures

One year ago at CES, Amazon announced it would begin testing its retail media technology with third-party retailers. Adoption since then has been limited, with Macy's Media Network as the clear exception. Q4 is the first quarter in which the Macy’s x Amazon partnership is fully live, and at NRF this week we got an early look at how it’s working. Panels are often short on substance, so it stood out to hear concrete datapoints from Michael J. Krans, including: • 𝟏𝟕𝟓 𝐧𝐞𝐭-𝐧𝐞𝐰 𝐚𝐝𝐯𝐞𝐫𝐭𝐢𝐬𝐞𝐫𝐬 activated through the partnership • 𝐄𝐧𝐭𝐞𝐫𝐩𝐫𝐢𝐬𝐞 𝐚𝐝𝐯𝐞𝐫𝐭𝐢𝐬𝐞𝐫𝐬 using Amazon as a 𝑐𝑟𝑒𝑑𝑖𝑏𝑖𝑙𝑖𝑡𝑦 signal to enter Macy’s Media Network • 𝐌𝐢𝐝-𝐭𝐚𝐢𝐥 𝐚𝐝𝐯𝐞𝐫𝐭𝐢𝐬𝐞𝐫s seeing 𝑙𝑒𝑠𝑠 𝑓𝑟𝑖𝑐𝑡𝑖𝑜𝑛 and 𝑒𝑎𝑠𝑖𝑒𝑟 𝑎𝑐𝑐𝑒𝑠𝑠 Macy’s is also one of the few retailers that publicly reports retail media revenue, which gives us a useful baseline. The chart below reflects that baseline. It shows Macy’s Media Network growth before the Amazon partnership is meaningfully reflected in financials. Because Q4, which runs from November through January, has not yet been reported, these results do not capture the partnership end to end. Against a retail media market still shaped by Amazon’s scale and slower growth due to its maturity, it is noteworthy that Macy’s Media Network has been growing below the market average. Macy’s still has some time before it reports earnings, but what I’ll be watching is whether the Amazon partnership begins to show up as faster growth relative to this benchmark.