Titan company is making waves. The modest 1984 joint venture between Tata Industries and Tamil Nadu Industrial Development Corporation has, over the years, grown to become the second-most valued company within the Tata Group after TCS with a market cap of Rs 3.6 lakh crore, way ahead of the much older Tata Steel, Tata Motors and Tata Power. In FY25, Titan got past the Rs 50,000 crore revenue mark. That took close to 40 years. But the next Rs 25,000 crore came in just one year\u2014FY26.<\/p>
The growth has been scorching. Sample this: Over the past five years, companies in the BSE Sensex have grown their revenue by 104%. Titan\u2019s revenue is up 282% (see graphic, Titan\u2019s Outperformance). The company, say industry watchers, has been one of the most understated successes of the Tata group. The four-fold growth in revenue and three-fold rise in profit since FY20 has come through a mix of sound strategy and doggedness.<\/p>
But what about the future considering that the prime minister\u2019s call for buying less gold to reduce imports and raising of import duty on gold from 6% to 15% has hit all jewellery companies?<\/p>
For Titan, reinvention comes easy. The company\u2014which started as a watch maker and forayed into jewellery years later\u2014is now focused on becoming a lifestyle player. The entry into adjacencies such as eyecare, fragrances, sarees, as well as global sales\u2014it entered Europe way back in 1993 and bought Dubai-based jewellery chain Damas in 2025\u2014should help it sail through the turbulence. But first, the story of how the Tatas built Titan into their enduring crown jewel.<\/p> Getting the Basics Right<\/strong><\/p> \u201cRestless and responsible\u201d is how Managing Director Ajoy Chawla, a Titan lifer, describes the company as it enters its 43rd year. This is a core part of the organisation and translates into product innovation, retail innovation, new products, new ideas and new categories. \u201cThat\u2019s what has created us,\u201d he says. \u201cAround 20% of our workforce is Gen Z and a large chunk is Gen Y,\u201d he says.<\/p> The number of employees in jeans inside the Bengaluru campus gives it the vibe of a cool start-up. The language is easy and the atmosphere is languid but not casual. Deep inside is an innovation factory that quietly ticks away with remarkable precision.<\/p> A mention of the word risk connotes a certain element of chance or a high probability of things not working out. To Chawla, who took charge this January, it comes down to a set of conditions that give you an opportunity to grow. \u201cNot grabbing is the bigger risk,\u201d he says.<\/p> With frenetic growth, Titan has become a complex entity. \u201cWe started life as a single brand in a single category. Today, we have multiple categories with many brands,\u201d says Chawla. Titan\u2019s approach is flexible and simple. \u201cWe have recognised that we may need multiple brands to win in any category. It\u2019s exactly what we have done. In perfumes, too, we have Skinn and Fastrack, and can always add another,\u201d he says. There are no licensed brands here, though in watches, the tack has been different, with a mix of both. Helios addresses the opportunity in multi-brand watch retailing.<\/p> Manoj Menon, Head of Research at ICICI Securities, says Titan\u2019s business is going strong. \u201cJewellery growth remains in the mid-40s, but more importantly, consumer growth has improved and buyer additions have turned positive, which was not the case earlier. This suggests demand is holding up even at high gold prices,\u201d he says. According to him, growth is coming not just from pricing but also volume and ticket size. \u201cStore productivity is also strong, indicating the model is working well at scale.\u201d<\/p> Creating Robustness<\/strong><\/p> Titan was among the earliest lifestyle companies to give importance to retail experience. The result was its first company-owned showroom way back in 1990 in Mumbai.<\/p> The reimagined \u201cstore experience\u201d became the bulwark and helped scale up each of the businesses. The foray into jewellery was inspired by companies in markets like Europe that were tapping opportunity in adjacencies.<\/p> In sarees, the business case is obvious. With a large part of the segment unorganised, it is right up Titan\u2019s alley. \u201cYes, it is driven by what we can do in retail, but that is not a filter. At the same time, if a retail opportunity exists, we can leverage our existing strengths,\u201d says Chawla, pausing briefly before gathering his thoughts on the other forays. \u201cPerfumes are not a retail-led play but more distribution-led. Eyewear is a retail play and, in fact, more retail service since it\u2019s about optometry.\u201d<\/p> Bags, too, are distribution-led. \u201cIt\u2019s fair to say we have developed a certain approach on the business model both from the point of view of retailing and serving the consumer,\u201d says Chawla.<\/p> With Taneira, Titan has entered the ethnic wear market, with sarees accounting for a large chunk of that. \u201cBoth jewellery and sarees play on India\u2019s pride and its deep cultural heritage. People keep saying sarees is a dying category, but it\u2019s been alive for 5,000 years,\u201d he says.<\/p> \u00a0<\/p> Zoya, Mia, CaratLane cater to different user segments. Beyon, a laboratory-grown diamond jewellery offering launched late last year, adds to that portfolio. The category is just 10-12% of the market.<\/span><\/p> <\/div> -ARUN NARAYAN,CEO, JEWELLERY DIVISION, TITAN<\/span><\/span><\/p> <\/div> <\/div> Naveen Trivedi, Senior VP, Research Analyst (Consumer & FMCG), Institutional Equities, Motilal Oswal Financial Services, says Titan is uniquely positioned due to brand recall. \u201cThis is particularly true when most of its product categories are largely driven by regional, local and unorganised brands,\u201d he says. Jewellery, eyecare and watches, he says, have been dominated by unorganised players. \u201cTitan has built high brand recall around trust, consistency and improvisation. Plus, these categories have enough legs to keep the momentum over the next three-five years.\u201d<\/p> Chawla gives a few interesting insights that helped carve out key components of the long-term strategy. \u201cWhen we initially did sunglasses, we realised the category was about eyewear and sunglasses is a part of it,\u201d he says. A programme called Future Shock saw the company moving from a brand extension-led approach to one that was category-led, since the focus was now about building the category.<\/p> \u201cWhen we applied the category-led play, we took a look at our strengths. It was clear we did well when we served white spaces. That meant either the market was underserved, underpenetrated or the category was unorganised,\u201d says Chawla. Picking out the cases of Titan and Tanishq, he says value was created not by taking share from anyone. \u201cWe went in and served the customer better and grew. Yes, the category may have also grown but it was not about a win-loss approach.\u201d The company positioned itself as a lifestyle, brand-driven, design-differentiated player, with an ability to create value for customers in categories \u201cwhere he\/she may be underserved or the category is unorganised or underpenetrated.\u201d That\u2019s where Titan had the best chance of success. \u201cTo all this, a scale requirement was put, and we said that we should serve at least a million customers a year or hit Rs 1,000 crore,\u201d says Chawla.<\/p> \u00a0<\/p> Just Be At It<\/strong><\/p> The ability to stay the course stands out. Titan got into jewellery in 1996, with the first few years being extremely challenging. The eyecare foray came in 2007, while Skinn fragrances were launched in 2013.<\/p> \u201cWhen I am building a business, it\u2019s not with today in mind but the next 5-10 years,\u201d says Raghavan N S, the CEO of the eyewear division. The task is to balance vision and fashion. \u201cMy multi-price, multi-brand model needs to gel with this. Plus, I must do that in about an 800 sq ft store where 100 square ft is for the clinic,\u201d he says.<\/p> As technology enters every facet of the business, Fastrack recently launched AI-enabled eyewear that connects to your phone, helps you listen to music and even ask questions on which movie to watch or flight options to consider.<\/p> \u201cThe next step will be launching glasses with a camera. One day, your hearing will be integrated into the eyewear,\u201d says Raghavan. In mid-2024, the division entered premium sunglasses with the Runway brand. \u201cWe saw traction in the market,\u201d he says. Plus, the category is brand-led, with a clear opportunity for premiumisation. Runway has eight stores, largely in premium malls, each around 300 square feet; the ticket size is Rs 25,000-30,000. \u201cAnything above Rs 15,000 can be called premium. The mid-segment is Rs 5,000-10,000,\u201d says Raghavan.<\/p> Titan Eye Plus has had to bring down the number of stores to 832 in the face of aggressive expansion by Lenskart, the largest player with over 2,400 stores in India. \u201cOur focus is on great customer experience, and I would rather do that with a smaller network,\u201d says Raghavan. Motilal Oswal\u2019s Trivedi says Lenskart has focused on value offerings with a wide product range. \u201cConsumer convenience by adopting technology plays a role in adding users. It is critical for Titan to crack this,\u201d he says. Eyecare has reported steady growth through support from lenses and premium or international brands. \u201cThe more important shift is the focus on store productivity (both closures and renovations) rather than aggressive expansion. This indicates improving capital discipline and should support stable margins,\u201d says ICICI Securities\u2019 Menon.<\/p> Nowhere is premiumisation clearer than in fragrances. For a long time, it was really a deodorant market. In the last five years, the emergence of multiple D2C brands has changed the script. Ranju Mohan, FMCG veteran and founder of Ikigrow, a start-up specialising in air freshners and personal care, says perfumes enjoy a premium imagery. \u201cThat has helped in the obvious shift to premiumisation,\u201d he says.<\/p> Post Skinn, Titan had launched Fastrack, a mass fragrances brand, in end-2019. Mohan says Skinn was positioned as the bridge between base pricing (MRP of around Rs 1,200) and imported luxury offerings that are upwards of Rs 5,000. \u201cThe sweet spot started at Rs 2,000. It coincided with Gen Z making the move to perfume and slowing growth in deodorants,\u201d he says. Titan has perhaps not played fully to its strengths in the fragrances market in India<\/p> That said, this is a time-consuming business. Manish Gupta, CEO, Fragrances and Fashion Accessories, says for some of the top fragrances brands globally, it takes at least six years to launch a variant. The nearly Rs 5,000 crore fragrances market is growing in double digits. This is a business where companies need to pick up trends to launch the right products. \u201cRight now, beach and salt are trending,\u201d he says.<\/p> \u00a0<\/p> For some of the top fragrances brands globally, it takes at least six years to launch a variant. Right now, beach and salt are trending. <\/span><\/p> <\/div> -MANISH GUPTA,CEO, FRAGRANCES & FASHION ACCESSORIES, TITAN<\/span><\/span><\/p> <\/div> <\/div> Another challenge in fashion accessories is the sudden end of a trend. During the pandemic, Gupta and his team looked at their backpack business, under Fastrack. \u201cCommoditisation had set in. Laptop companies were giving away bags and there were too many players,\u201d he says. Eventually, they exited the space and moved to what looked interesting\u2014women\u2019s handbags. \u201cEvery woman carries one regardless of social strata. Bags are flaunted.\u201d<\/p> The opportunity was compelling. A fragmented market with potential for growth played right into Titan\u2019s established playbook. Fastrack was already in small handbags and understood the supply chain. This led to women\u2019s handbags brand Irth. Most of it is sold through e-commerce, Fastrack stores and department stores. A large chunk Fastrack\u2019s offerings are between Rs 600 and Rs 2,500. \u201cIrth\u2019s play is Rs 2,500 to around Rs 8,000,\u201d says Gupta. In accessories, a well-established brand lends itself to being scaled up. Gupta speaks of how Skinn Nox was launched at Rs 4,000 and Oud at Rs\u00a05,000. \u201cThe product road map is beautifully designed for the next two years at least.\u201d<\/p> The Core<\/strong><\/p> Thirty years after Tanishq opened its first outlet (in Chennai in 1996), jewellery is a major chunk of the business for Titan. One of the reasons for its success is a realisation that jewellery is more about culture than just fashion. Like watches, Titan transformed the category, characterised by unorganised players, by bringing in more transparent processes and scaling up.<\/p> Arun Narayan, CEO (Jewellery Division), says the category is moving towards a clear differentiation. \u201cZoya, Mia, CaratLane cater to different user segments. Beyon (a laboratory-grown diamond jewellery offering launched late last year) adds to the portfolio. The category is just 10-12% of the market, \u201d he says.<\/p> \u00a0<\/p> The Rs 25,000-plus watch market has grown substantially in the last five years. That is a dramatic shift that has taken place.<\/span><\/p> <\/div> -KURUVILLA MARKOSE,CEO, WATCHES DIVISION, TITAN<\/span><\/span><\/p> <\/div> <\/div> In spite of the leadership in jewellery, Narayan says there is no question of behaving like an established player. \u201cThe brand has always been a challenger and operates in the category with that mindset,\u201d he says. The 48% surge in jewellery revenue in FY26 was helped by a rise in gold prices. \u201cNobody expected it to be so dramatic,\u201d he says. At the same time, this is still an industry where demand remains resilient even in the face of high inflation.<\/p> The pandemic too led to a change in mindset. \u201cNot just in India, but in other markets like China as well, youngsters moved to gold. We need to continue making it exciting for them,\u201d says Narayan.<\/p> The overseas foray has been a part of Tanishq\u2019s story for a while. It has ten stores in the US, around 25 in West Asia and one in Singapore. The purchase of Dubai-based Damas LLC last July has strengthened the company in the region. \u201cDamas will target its own set of customers, who are Arabs and Europeans, while Tanishq\u2019s core (base) is Indians and south Asians,\u201d he says.<\/p> In 2016, Titan acquired a 62% stake in jewellery retailer CaratLane, followed by another 23% eight years later. \u201cIt gave us the omnichannel part, which we have now plugged into Tanishq and Mia.\u201d<\/p> The domestic jewellery market, says Menon, should continue to compound. \u201cBut the key new driver is international, across regions. Overall growth should be driven by a better mix (premium, studded), strong execution and gradual global expansion.\u201d In India, Tanishq managed to get it right in historically difficult markets like Tamil Nadu and West Bengal, where regional brands rule the roost. It made the brand more local by onboarding local celebrities and adapting to cultural nuances.<\/p> Narayan says conversations with today\u2019s consumer are about \u201cwhat\u2019s new\u201d as opposed to what is today\u2019s gold rate. \u201cThat\u2019s how much they have evolved. The design sensibility and exposure to social media is homogeneous,\u201d he adds.<\/p> In watches, too, despite a dominant share, Titan has a strong desire for growth. The Rs 26,000 crore watch industry is split between two price segments\u2014less than and above Rs 25,000. \u201cThe latter has grown substantially in the last five years,\u201d says Kuruvilla Markose, CEO (Watches Division). About a decade ago, that split was 80% in favour of watches priced less than Rs 25,000. It makes sense to invest in a segment where consumer spends are higher.<\/p> \u201cOur strategy will be to defend and dominate that market,\u201d says Markose. With a growth rate of about 10% each year, the base is large. The Rs 25,000-1 lakh price band is a Rs 5,000 crore market, while that between Rs 1\u00a0lakh and Rs 5 lakh is another Rs 4,000 crore. \u201cThis is the segment where we want to play and one that, we believe, will grow over 30% each year,\u201d he adds.<\/p> \u00a0<\/p> Jewellery is expected to dominate Titan\u2019s revenue pie for a long time. That said, the numbers present some food for thought. Each year, that business brings in around three million new customers, while for watches, the number is around 17 million, making it the largest contributor. \u201cFrom here, they become consumers of Tanishq or our eyecare products or fragrances,\u201d says Markose.<\/p> The lessons from the past are invaluable but Chawla thinks differently. \u201cIf you want to win in a new category, you have to immerse deeply into it,\u201d he says. One must build on the learnings and insights but also keep reframing the opportunity.<\/p> \u00a0<\/p> When I am building a business, it\u2019s not with today in mind but the next 5-10 years. The task is to balance vision and fashion. My multi-price, multi-brand model needs to gel with this.<\/span><\/p> <\/div> -RAGHAVAN N S, CEO, EYECARE DIVISION, TITAN<\/span><\/span><\/p> <\/div> <\/div> In the world of marketers, there is a constant need to differentiate oneself. \u201cWhile that is the right thing to do, the question is, how relevant are you,\u201d says Chawla. To get that right, a company must be innovative. He says there are three components to it\u2014innovation in materials and design (watches is one example), followed by technology (Karatmeter in Tanishq or high-quality optometry machines in eyecare or automation in general) and, finally, at the retail level (through Rivaah wedding jewellery).<\/p> At Titan, the credo of simplicity is conspicuous. \u201cIn trying to remain relevant, we may not come across as different. So, the balance between the two must be managed well, and that\u2019s not easy,\u201d says Chawla. Titan has successfully done that over time, and now, it is about more competition, changing consumption patterns, technological disruptions and quickly adapting to all this.<\/p> \u00a0<\/p> @krishnagopalan<\/p> <\/div> Titan Company, Titan growth story, Tanishq, Tata Group, Titan market cap, Ajoy Chawla, Titan FY26 revenue, Titan jewellery business, Titan watches, Titan Eye Plus, Titan perfumes, Skinn by Titan, Fastrack, Taneira sarees, Titan lifestyle brand, Titan expansion, Titan international business, Damas acquisition, CaratLane, Zoya jewellery, Mia by Tanishq, Beyon lab-grown diamonds, Titan retail strategy, Indian jewellery market, premiumisation in India, Bengaluru Electronic City,#Raking #Titan #Company #Reinventing1779817389<\/p> ","protected":false},"excerpt":{"rendered":" Bengaluru\u2019s Electronic City is dotted with the big boys of the information technology sector. Amid that frenetic world, a 6.5-acre picturesque campus, which houses India\u2019s largest watch and jewellery company, stands out. Titan company is making waves. The modest 1984 joint venture between Tata Industries and Tamil Nadu Industrial Development Corporation has, over the years, […]<\/p>\n","protected":false},"author":1,"featured_media":8740,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[37],"tags":[33653,33673,33669,33666,5898,33665,33660,33671,33668,33672,33674,33675,33659,33661,33651,12564,9677,10540,33663,33657,33654,33650,33664,33655,33662,33652,33658,33670,33656,33667],"class_list":["post-8739","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-content-marketing","tag-ajoy-chawla","tag-bengaluru-electronic-city","tag-beyon-lab-grown-diamonds","tag-caratlane","tag-company","tag-damas-acquisition","tag-fastrack","tag-indian-jewellery-market","tag-mia-by-tanishq","tag-premiumisation-in-india","tag-raking","tag-reinventing","tag-skinn-by-titan","tag-taneira-sarees","tag-tanishq","tag-tata-group","tag-titan","tag-titan-company","tag-titan-expansion","tag-titan-eye-plus","tag-titan-fy26-revenue","tag-titan-growth-story","tag-titan-international-business","tag-titan-jewellery-business","tag-titan-lifestyle-brand","tag-titan-market-cap","tag-titan-perfumes","tag-titan-retail-strategy","tag-titan-watches","tag-zoya-jewellery"],"acf":[],"_links":{"self":[{"href":"http:\/\/longzhuplatform.com\/index.php?rest_route=\/wp\/v2\/posts\/8739","targetHints":{"allow":["GET"]}}],"collection":[{"href":"http:\/\/longzhuplatform.com\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"http:\/\/longzhuplatform.com\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"http:\/\/longzhuplatform.com\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"http:\/\/longzhuplatform.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=8739"}],"version-history":[{"count":0,"href":"http:\/\/longzhuplatform.com\/index.php?rest_route=\/wp\/v2\/posts\/8739\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"http:\/\/longzhuplatform.com\/index.php?rest_route=\/wp\/v2\/media\/8740"}],"wp:attachment":[{"href":"http:\/\/longzhuplatform.com\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=8739"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"http:\/\/longzhuplatform.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=8739"},{"taxonomy":"post_tag","embeddable":true,"href":"http:\/\/longzhuplatform.com\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=8739"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}![\"Raking](\"https:\/\/akm-img-a-in.tosshub.com\/businesstoday\/inline-images\/quote\/052026\/arun.jpg\" "\\"Raking")
<\/div> ![\"Raking](\"https:\/\/akm-img-a-in.tosshub.com\/businesstoday\/inline-images\/quote\/052026\/manish_0.jpg\" "\\"Raking")
<\/div> ![\"Raking](\"https:\/\/akm-img-a-in.tosshub.com\/businesstoday\/inline-images\/quote\/052026\/markose_0.jpg\" "\\"Raking")
<\/div> ![\"Raking](\"https:\/\/akm-img-a-in.tosshub.com\/businesstoday\/inline-images\/quote\/052026\/raghvan_0.jpg\" "\\"Raking")
<\/div>