Brands
Victorinox sharpens Swiss watch ambitions in India
From Jura precision to bold Indian launches, 2026 marks a serious horology push
MUMBAI: From pocket tools to precision timepieces, Victorinox is tightening its grip on time itself.
In 2026, the Swiss brand best known for its iconic Swiss Army Knife is turning the spotlight firmly on its watches in India. This is not a seasonal refresh or a cosmetic marketing tweak. It is a clear statement of intent: Victorinox wants to be recognised not merely as a dependable accessory brand, but as a serious Swiss watchmaker.
At the centre of this transformation lies Delémont, Switzerland. Since 2016, the company’s 17,800 square metre Watch Competence Centre in the Swiss Jura has brought every discipline of watchmaking under one roof. More than 200 Swiss specialists design, prototype, manufacture, assemble and test each timepiece in house. Bezels, cases, movement integration and final assembly are handled internally, ensuring quality control at every step.
Sustainability is also part of the story. The facility’s 2,750 square metres of solar panels generate around 500,000 kWh of clean energy each year. It is a blend of traditional horology and future focused responsibility.
Every Victorinox watch can take up to two years to move from design board to wrist. Each piece undergoes rigorous multi stage testing that goes beyond legal Swiss Made requirements. For Indian consumers, the message is clear: these watches are Swiss crafted, Swiss controlled and Swiss tested.
In India, the shift is being anchored by a new campaign titled “Spend Your Time Wisely”. Under the leadership of Debraj Sengupta, Managing Director Sales and Marketing, and Avirup Mukhopadhyay, Head of Marketing, Victorinox is positioning its watches as the emotional and technical core of its future strategy. Sengupta brings three decades of watch industry experience, including 15 years at Victorinox India, while Mukhopadhyay’s FMCG background adds a fresh consumer first approach.
The 2026 portfolio reflects that renewed ambition.
The Air Pro GMT Automatic is built for globally mobile professionals, tracking up to three time zones with ease. It pairs a refined GMT complication with everyday wearability, making it as practical in a boardroom as it is in an airport lounge.
The Concept One arrives in both automatic and solar powered versions. The solar models offer up to eight months of autonomy without light, while the automatic models deliver a 68 hour power reserve. It is a confident showcase of energy efficiency and mechanical know how.
For those drawn to the deep, the Dive Pro collection carries full ISO 6425 diver certification, with 300 metre water resistance, anti magnetic protection and serious shock resistance. These are purpose built instruments rather than lifestyle props.
Then there is the Square One, a bold square cased automatic that signals a more contemporary design language for the brand. It is confident, distinctive and refreshingly different.
Victorinox has also refreshed two of its most popular lines for the Indian market. The Maverick returns with bolder aesthetics aimed at modern wearers who prefer to lead rather than follow. Meanwhile, the I.N.O.X. Elegant combines the brand’s trademark toughness with refined detailing and interchangeable straps, offering durability with a touch of polish.
Together, the collections nod to India’s dual personality: resilient yet expressive, practical yet stylish.
After more than 140 years of Swiss craftsmanship, Victorinox is making it clear that in India its future is measured not just in heritage, but in horological credibility. From the engineering floors of Delémont to wrists across the country, the brand is no longer simply keeping time. It is staking a claim to lead it.
Brands
Kwality Wall’s reports standalone losses following strategic HUL demerger
Ice cream major faces Rs 64 crore Ebitda loss amid commodity inflation and muted Q3 sales
MUMBAI: Kwality Wall’s (India) Limited (KWIL) has released its first set of financial results as a standalone entity, revealing a challenging start to its independent journey. Following its successful demerger from Hindustan Unilever Limited (HUL) on 1st December 2025 and its subsequent listing on 16th February 2026, the company is navigating a transition period marked by structural changes and high input costs.
For the quarter ended 31st December 2025, the company reported revenue of Rs 222 crores. Despite the revenue base, the bottom line was impacted by several factors, resulting in an Ebitda loss of Rs 64.2 crores. When calculated on a Pre-IND AS 116 basis, the Ebitda loss stood at Rs 83.8 crores.
Organic Sales Growth (OSG) declined by 6.5 per cent year-on-year during the quarter. Volume growth, however, saw a marginal increase of 1.2 per cent. The company reported a gross margin of 41.5 per cent. Additionally, exceptional expenses amounting to Rs 94 crores were recorded, primarily linked to non-recurring costs during the transition phase.
Performance across portfolios and channels was mixed. Within the impulse portfolio, brands such as Magnum and Cornetto recorded mid-single digit volume growth, indicating steady demand in on-the-go consumption. However, the in-home portfolio, which includes take-home packs, experienced muted consumption. The company is planning a relaunch of this category with improved offerings ahead of the 2026 season.
Quick commerce (Q-Com) continued to emerge as a strong growth driver, delivering robust double-digit growth during the quarter. Meanwhile, the company also expanded its physical distribution network by increasing the number of company-owned cabinets across markets.
Margin pressure during the quarter was driven by a combination of one-off factors and broader cost inflation. Gross margins were impacted by around 600 basis points due to trade investments made for stock liquidation. Additionally, cocoa price inflation contributed to another 400 basis points of pressure on margins.
Deputy managing director Chitrank Goel attributed the muted performance partly to prolonged monsoons and transitional challenges linked to the GST framework. Operating expenses also increased as the company invested in establishing its standalone supply chain, operational systems and corporate infrastructure following the demerger.
Looking ahead, the management remains focused on a volume-driven growth strategy. To restore profitability, the company has initiated a cost productivity programme aimed at reducing non-consumer-facing costs. It is also working on building regional manufacturing networks to optimise logistics expenses and improve operational efficiency.
The commodity outlook for the near term remains mixed. Dairy prices are expected to remain firm due to tight supply conditions and rising fodder costs. Sugar prices may also move higher following increases in the Minimum Selling Price (MSP). While cocoa prices have moderated recently, currency depreciation has offset some of the potential cost relief for the company.
