Brands
“We prioritise eco-friendly materials for sustainable fashion”: KAZO’s Siddhant Aggarwal
Mumbai: Women’s fashion around the world is witnessing a significant evolution, spurred by a blend of innovation, sustainability, and customer-centricity. KAZO, a leading women’s fashion brand in Delhi, epitomises this dynamic shift with its fusion of international trends, affordability, and practicality.
From the ongoing ‘Flower Power Campaign’ celebrating modern women to the brand’s commitment to sustainability and personalised shopping experiences, KAZO continues to redefine the fashion landscape, catering to the diverse needs of today’s fashion-forward women.
Indiantelevision.com in conversation with KAZO director of operations Siddhant Aggarwal delved into their stand out aspect, their retail operations, strategies, their ongoing ‘Flower Power’ campaign and more…
Edited Excerpts:
On KAZO differentiating itself from it competitors
KAZO distinguishes itself from competitors through a meticulously crafted blend of innovation, quality, and customer-centricity. Our commitment to innovation sets us apart. We continuously invest in research and development, ensuring our products feature cutting-edge designs, innovative prints, and trendy elements. By staying ahead of industry trends, we not only meet but exceed customer expectations, establishing KAZO as a trendsetter in the market.
Furthermore, quality is ingrained in every facet of our operations. From sourcing high-quality raw materials to manufacturing processes, we adhere to rigorous quality control standards. This unwavering commitment to excellence ensures that each product bearing the KAZO name embodies superior craftsmanship and durability, fostering trust and loyalty among our target customers.
On approaching operations and strategising at KAZO to ensure the brand’s continued success
Strategic planning is at the core of our operations. We conduct comprehensive market analyses and competitor assessments to identify emerging trends and opportunities. Through cross-functional team collaborations, we formulate robust strategies that capitalize on market dynamics while mitigating risks. These strategies encompass product development, marketing initiatives, and expansion plans, all aligned with our overarching business objectives.
Furthermore, we prioritise innovation as a cornerstone of our strategic approach. By fostering a culture of creativity and continuous improvement, we encourage our teams to explore new ideas and solutions. This commitment to innovation enables us to stay ahead of the curve, introducing groundbreaking products and experiences that resonate with our target audience.
On KAZO managing its retail operations both online and offline to cater to diverse customer preferences
At KAZO, our retail strategy seamlessly integrates both physical and digital channels to cater to diverse customer base. We prioritize consistency across touchpoints, ensuring a uniform brand experience regardless of the platform chosen by our customers. This entails synchronized inventory management, pricing parity, and cohesive branding elements across all channels.
By leveraging data-driven insights, we tailor our offerings and marketing initiatives to align with customer behaviors and preferences. Furthermore, to ensure consistency and availability of products across channels, KAZO implements integrated inventory management system, Onebeat.
KAZO fosters meaningful connections with its diverse customer base through proactive engagement initiatives. This includes social media interactions, loyalty programs, innovative online campaigns, and in-store events designed to resonate with different segments of the target audience.
On the ongoing ‘Flower Power Campaign’ and KAZO’s execution of this on-ground activation; and the impact that you anticipate it will have on brand engagement and sales
The ongoing ‘Flower Power Campaign’ by KAZO transcends being a mere showcase of exquisite prints and vibrant blooms; it’s a heartfelt celebration of today’s modern women—those who radiate confidence, elegance, and grace. With models walking through bustling mall pathways, each carrying an exquisite KAZO tote bag brimming with flower bouquets, it’s not just about handing flowers; it’s about offering a moment of joy, a token of appreciation for the multifaceted woman. The aim is to make every woman feel valued, celebrated, and empowered when they walk through our doors, recognizing that true style isn’t just about what you wear; it’s about how you feel when you wear it.
The campaign has received accolades from diverse audiences for its uniqueness and innovation. Having successfully executed the event in two malls where our stores are located, we are excited to expand and showcase this campaign in more areas nationwide, anticipating a significant impact on brand engagement and sales as we continue to connect with our audience on a deeper level.
On KAZO maintaining a balance between affordability, sustainability, and practicality while offering a fusion of international trends to Indian women
At KAZO, maintaining a delicate balance between affordability, sustainability, and practicality while infusing international trends into our offerings for Indian women is paramount. With a customer-centric approach, our designs are meticulously tailored to meet the diverse preferences of our customers. While we remain abreast of global fashion trends, we continuously introduce new product ranges, absorbing associated costs to ensure added value for our customers without compromising quality or affordability.
Emphasizing our commitment to sustainability, we prioritize inclusion of eco-friendly materials such as BCI cotton, recycled polyester, and natural fabrics, further minimizing our environmental footprint. By integrating recycled materials into our designs, we actively contribute to resource conservation and waste reduction, underscoring our dedication to both style and sustainability.
KAZO also understands that practicality is key for everyday and occasion wear. While staying on-trend, we design clothing that is comfortable, functional, and suitable for diverse occasions. Be it for work, social scenes or glamorous evenings, our versatile pieces can be easily styled for different settings, ensuring proper sizing and fit.
On the unique challenges and opportunities that KAZO encounters while catering to the modern Indian woman’s fashion needs
Challenges
● Rapid shifts in fashion preferences and evolving shopping habits require constant adaptation to meet changing consumer demands.
● By competing with a multitude of fashion brands in India’s competitive market, this demands unique differentiation strategies to carve out a distinctive niche.
● Ensuring environmentally responsible production practices while maintaining affordability poses logistical and cost challenges for KAZO.
● Addressing the diverse fashion preferences across different regions of India requires tailored marketing and product offerings to effectively reach target audiences.
Opportunities
● With a brand ambassador onboard, there is an opportunity to leverage their influence and reach to enhance brand visibility and credibility.
● Implementing data-driven personalisation across online platforms, seamlessly integrating loyalty programs, CRM, and exclusive offers to enhance the in-store experience and build long-lasting customer relationships.
● Leveraging sustainability, including eco-friendly materials, ethical production, and circular fashion practices, aligns with current consumer preferences and can set KAZO apart in the international market.
● Offering personalized shopping experiences and customizable products can enhance customer satisfaction and loyalty, setting KAZO apart in the market and fostering deeper connections with consumers.
On the emerging women’s fashion trends that you foresee, shaping the industry in the upcoming seasons
1. As Gen Z consumers are taking center stage, the demand for their preferences is on the rise which focuses on prioritizing comfort, lightweight and breathable fabrics, and durable, premium-quality clothing.
2. The pandemic highlighted the importance of local businesses and production. Some consumers are prioritizing locally-made and sustainable products, creating opportunities for homegrown fashion brands like KAZO.
3. Circular fashion practices, including recycling and upcycling, are becoming more prominent as sustainability takes center stage.
4. The adoption of eco-friendly materials, ethical production practices, and transparent supply chains becomes pivotal in satisfying consumer expectations for conscious clothing.
5. AI-powered personalisation will enhance the shopping experience, offering tailored recommendations and improving customer satisfaction.
Brands
Estée Lauder to shed 10,000 jobs as new boss bets on digital shift
The cosmetics giant raises its profit outlook but stays silent on a possible merger with Spain’s Puig, as job cuts deepen and a three-year sales slump weighs on the turnaround
NEW YORK: Stéphane de La Faverie is not done cutting. Estée Lauder announced on Friday that it plans to eliminate as many as 3,000 additional jobs, taking its total redundancy programme to as many as 10,000 roles, up from a previous target of 7,000 announced a year ago. The company, which owns La Mer, The Ordinary, Tom Ford, and Aveda, employs roughly 57,000 people worldwide. The mathematics of what is now being contemplated is stark.
The fresh round of cuts is expected to generate a further $200 million in savings, bringing the total annual savings from the programme to as much as $1.2 billion before taxes. That money, De La Faverie has made clear, will be ploughed back into the turnaround.
A CEO in a hurry
De La Faverie, who took the helm in January 2025, inherited a company that had endured three consecutive years of annual sales declines. His response has been to move fast and cut deep. A significant portion of the latest redundancies reflects his push to reduce headcount at US department stores, long a cornerstone of Estée Lauder’s distribution model but now a channel in structural decline. In their place, he is accelerating the shift toward faster-growing online platforms, including Amazon.com and TikTok Shop, a pivot that is reshaping not just where Estée Lauder sells but how it thinks about its customers.
The numbers are moving in the right direction
Despite the pain, there are signs the medicine is working. Estée Lauder raised its profit outlook for the remainder of the fiscal year, guiding for adjusted earnings per share in the range of $2.35 to $2.45, above analyst estimates and a notable step up from the $2.05 to $2.25 range it had guided for in February. Organic net sales growth is expected to come in at 3 per cent, the company said, at the high end of the range it set out in February.
The share price tells a mixed story. After De La Faverie took charge, the stock surged nearly 60 per cent, buoyed by investor optimism that a longtime company insider could finally arrest the decline. But 2026 has been rougher: the shares have fallen 27 per cent this year, weighed down by disappointing February results and the overhang of unresolved merger talks with Spanish beauty giant Puig Brands SA. The company gave no additional details about those discussions on Friday, leaving the market to guess.
Silence on Puig
The proposed tie-up with Puig remains the most consequential unknown hanging over Estée Lauder. A deal with the Barcelona-based group, which owns brands including Carolina Herrera and Rabanne, would reshape the global luxury beauty landscape. But with nothing new to say and a turnaround still very much in progress, De La Faverie is asking investors to trust the process.
Three years of sales declines, 10,000 job cuts, and a merger that may or may not happen. At Estée Lauder, the overhaul has barely started.
