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Tag: gen z

  • Indian AI Fashion Discovery App Slayd Raises $156,400 in Pre-Seed Funding

    Indian AI Fashion Discovery App Slayd Raises $156,400 in Pre-Seed Funding

    Gurugram-based fashion tech startup Slayd raised $156,400 in a pre-seed funding round with venture investor AJVC to expand its team and private-label apparel business. The capital deployment backs a platform that aggregates and catalogues inventory from more than 300 apparel brands and marketplaces into algorithmic discovery feeds for young shoppers across India.

    The company reports a user base of more than 200,000 shoppers who browse themed collections generated through automated multi-site indexing. Capital from the round will fund recruitment across engineering and product teams while providing inventory financing for its proprietary clothing line, Slayd Originals.

    Algorithmic Aggregation Across Marketplaces

    Founded in 2025, the platform relies on proprietary software to track consumer interest across digital retail channels, sorting individual garments into curated feeds that allow cross-platform purchasing. By pulling listings from hundreds of merchants into a single browsing interface, the startup acts as an intelligence and discovery layer above fragmented apparel marketplaces.

    Consumer behaviour among India’s Gen Z demographic increasingly fragments across fast-fashion direct-to-consumer portals, vertical marketplaces, and social commerce apps. Consolidating thousands of stock keeping units by style archetype and visual theme addresses product discovery friction, though converting browsing volume into sustained direct commerce remains challenging.

    Building Out Private Labels

    Proceeds will accelerate Slayd Originals, the startup’s in-house apparel brand created to capture higher product margins from the demand patterns revealed on its discovery app. AJVC, whose portfolio includes Midcase, Bubble Me, and Trufides, provided the funding to support both the technical infrastructure and the brand launch.

    Running an in-house label alongside a third-party discovery engine shifts a technology business into inventory exposure, logistics operations, and supply chain management. Pure discovery platforms in South Asia historically struggle with thin affiliate take rates, prompting operators to monetize through private-label manufacturing where gross margins can offset digital acquisition expenses.

    Market Pressures in Indian E-Commerce

    Competition across India’s digital fashion sector remains fierce. Incumbents command extensive warehouse networks, deep vendor discounting terms, and express logistics links that small venture-backed startups cannot easily match on fulfilment speed.

    Platform differentiation for Slayd rests entirely on the speed of trend identification and software curation. Building an audience of 200,000 accounts provides early data on search patterns, but operating a hybrid discovery and retail model requires managing working capital carefully against fast product turnover cycles.

    Expansion of the Slayd Originals catalogue will test whether the platform’s predictive analytics can translate style interest into recurring retail transactions across tier-one and tier-two Indian cities. The company has not set a formal date for its next institutional fundraising cycle as it begins deploying its initial pre-seed capital.

  • Diwali Leisure Hotel Bookings Jump 135% on Cleartrip

    Diwali Leisure Hotel Bookings Jump 135% on Cleartrip

    Diwali leisure hotel bookings rose 135% ahead of the festival this season, driven by strong growth in offbeat domestic and overseas getaways, according to data from online travel platform Cleartrip.

    Figures from the company’s PeekABoo travel trends tracker revealed that flight bookings by travellers aged 15-24 surged 60% ahead of Diwali, compared to a 6% increase among those aged 25-34, while bus bookings rose 80%.

    Women’s share of bookings grew 44% over the same festive period, with Cleartrip noting that travel and hotel demand is decentralising as Indian consumers swap traditional metro holidays for regional hubs and non-conventional destinations abroad.

    Budget Accommodations Outpace Luxury Chains

    Budget stays took the biggest share of lodging demand, logging a 201 percent surge in bookings over the festive window. Luxury properties expanded 162 percent, while mid-range accommodation grew 148 percent and premium operators added 114 percent. The widespread distribution of room nights reveals spending broad-based across income tiers rather than concentrated in upper-scale resorts.

    Regional Indian hubs posted the sharpest hotel gains. Udaipur bookings expanded 316 percent, while Bangalore jumped 189 percent and Jaipur climbed 174 percent. Earlier festive benchmarks showed leisure stays had risen 66 percent during the preceding Navratri period, confirming an accelerating volume curve as Diwali approached.

    Secondary Hubs Capture Air Traffic

    Flight volumes to secondary domestic towns outpaced primary transit corridors. Bookings to Agatti advanced 130 percent, followed by Gaya at 98 percent and Dimapur at 80 percent. Additional regional airports logged steady gains: Udaipur grew 59 percent, Dibrugarh 37 percent, Gorakhpur 34 percent, Jabalpur 29 percent, Imphal 24 percent and Dehradun 9 percent.

    Bus transit absorbed the bulk of traditional holiday homecomings rather than leisure trips. Reservations increased 80 percent for journeys into Delhi, 76 percent for Pune, 68 percent for Nagpur, 63 percent for Chennai and 57 percent for Mumbai. The contrast highlights clear market segmentation between migrant commuter travel and discretionary holiday departures.

    International Routes Pivot Eastward

    Outbound flight reservations favoured non-traditional East Asian and European gateways. Taipei recorded the largest percentage increase among overseas stops at 146 percent. Cebu followed at 117 percent, Dublin at 110 percent, Phu Quoc at 106 percent and Osaka at 74 percent.

    Hotel groups and budget airlines positioned along these routes capture direct yield from this shifting holiday calendar. By contrast, conventional holiday destinations across Western Europe and standard regional metros face higher customer acquisition costs as younger Indian consumers seek secondary locations with lower visa barriers and competitive room rates.

    Decentralised Spending Alters Seasonal Demand

    The concentration of travel demand among travellers under 25 alters how hospitality operators must allocate inventory during peak quarters. Hotel operators in tier 2 and tier 3 cities previously relied on wedding groups and corporate stops during the fourth quarter. The entrance of young leisure travellers now forces inventory pricing upward during periods historically dominated by deep local discounting.

    For retailers and food operators in regional airport concourses, higher passenger throughput in hubs like Dimapur, Gaya and Agatti translates into sustained food and beverage spending. The primary risk rests with operators over-indexing on luxury supply: capacity additions must align with the rapid expansion of budget and mid-tier accommodations that dominate young consumer volume.

    Earlier quarters showed festive consumption heavily weighted toward durable goods, electronics and jewellery purchases within home cities. Cleartrip booking metrics point to an accelerating shift where disposable holiday budgets transfer directly into experiential travel platforms and short-haul international flights.

    Air carriers and regional hospitality chains now track outbound seat load factors heading into the winter holiday run to gauge whether high offbeat booking rates persist once festive holiday leaves expire.

  • Gen Z Shoppers Drive Twofold Surge in Korean Beauty Orders on Myntra

    Gen Z Shoppers Drive Twofold Surge in Korean Beauty Orders on Myntra

    Gen Z shoppers accounted for 55 per cent of Myntra’s beauty growth over the past year, driving a 200 per cent surge in Korean beauty orders and a 78 per cent increase in men’s skincare.

    Spend per customer within the 14-to-29 age bracket climbed 1.2 times year on year, while repeat purchases among these buyers rose roughly 70 per cent, according to data from the Bengaluru-based e-commerce platform.

    The findings, drawn from order data between August 2025 and August 2026, show younger consumers allocating 75 per cent more of their personal care wallet to beauty compared with millennial shoppers. Beauty and personal care now accounts for approximately one in every five units shipped across the marketplace. Myntra expects Gen Z to generate more than half of its beauty customer base over the next three years.

    Active Ingredients and Smaller Regimens

    Younger shoppers are consolidating their daily routines while demanding clinical formulations. Around 80 per cent of Gen Z buyers limit their daily regimen to three products, and 30 per cent buy only one or two items per order. Sales of ingredient-focused derma products climbed 75 per cent, led by targeted searches for active ingredients including Centella asiatica, copper peptides, azelaic acid and panthenol.

    Sun protection has shifted into a year-round staple rather than a seasonal purchase. Orders for sun protection products rose 60 per cent year on year among younger shoppers. Searches for sunscreen sprays increased 80 per cent, ingredient-led formulations rose 70 per cent, and tinted sunscreen varieties climbed 60 per cent, with consumers favouring gel-based and fragrance-free textures.

    Haircare orders reflect a similar turn toward treatments over basic cleansing. Demand for hair masks jumped 110 per cent, outpacing conditioners at 59 per cent growth. Searches for scalp serums rose 50 per cent, dry shampoo searches gained 68 per cent, and styling appliances grew 55 per cent.

    Regional Demand and Premium Sample Formats

    Tier II and tier III cities now generate half of all Gen Z beauty purchases on the platform and account for half of total international brand orders. Urban centres such as Ludhiana, Patna, Bhopal, Indore, Guwahati, Surat, Varanasi and Imphal are driving category expansion. The northeastern states recorded particularly strong volume in masstige and prestige makeup, alongside rising appetite for gourmand fragrances in smaller cities.

    Entry into prestige brands is increasingly happening through travel and trial sizes. Approximately 53 per cent of luxury makeup transactions include a miniature format, representing 14 per cent of all luxury units sold. Prestige labels including M.A.C, Kayali, Smashbox and Salvatore Ferragamo now secure more than half of their new customer acquisitions through mini formats.

    Men’s grooming has expanded beyond basic shaving supplies. Total men’s grooming orders climbed 70 per cent so far in fiscal 2026, while fragrance purchases rose 50 per cent. Among Gen Z men, fragrance demand increased 60 per cent, with bundled gift sets up 125 per cent.

    Catalogue Scale and Fast Fulfilment

    To capture demand, Myntra added more than 30 Korean brands over the past 12 months, taking its K-Beauty catalogue past 1,000 stock keeping units across 90 labels. Platform searches for Korean skincare and cosmetics rose more than 300 per cent over the same period.

    Direct-to-consumer brands are also taking market share. The platform’s domestic portfolio covers 700 dedicated D2C brands and 3,000 emerging labels, with the segment growing 68 per cent in the current fiscal year. Gen Z shoppers proved 25 per cent more likely to purchase an indigenous or D2C product than older demographics.

    Speed of delivery is becoming a decisive channel differentiator. The marketplace’s quick-commerce arm, M-Now, stocks roughly 600 beauty brands, including 107 foreign labels. The rapid delivery service recorded its peak order value at Rs 61,750, with beauty volumes concentrating heavily between 11 am and 2 pm.

    Room for Market Growth

    India’s overall beauty and personal care market is projected to expand from $23 billion to $40 billion over the medium term. Annual per-capita spending on beauty in India stands at approximately $15, compared with $38 in China and $383 in the United States.

    For multi-brand retailers and beauty platforms, the immediate battle lies in capturing younger consumers outside the major metropolitan areas before regional retail chains or dedicated beauty specialists establish physical footprints there. Brand discovery has largely shifted to social channels, where Myntra maintains an active roster of 82,000 beauty creators and saw user-generated content increase 40 per cent year on year.

    Myntra is targeting M-Now to fulfill more than 50 per cent of total beauty order volume in cities where the rapid delivery service currently operates.

  • Gen Z Collectors Outspend Older Generations with $347,000 Average Art Outlay

    Gen Z Collectors Outspend Older Generations with $347,000 Average Art Outlay

    Wealthy Gen Z collectors spent an average of $347,000 on fine art in 2025. That outlay topped every older demographic group by more than two to one.

    Spending rose 19 per cent from the previous year. That finding comes from survey data published by Art Basel and UBS, covering 3,100 high-net-worth individuals across 10 major markets.

    Baby Boomers aged 62 to 80 ranked second in spending, followed by Millennials aged 30 to 45. Gen X respondents aged 46 to 61 posted the lowest average outlay at $79,000 per collector. That is less than a quarter of the Gen Z total.

    Family Wealth Powers Million-Dollar Acquisitions

    Inherited capital among younger ultra-wealthy buyers drove the surge, rather than retail enthusiasm. Gen Z buyers made up 9 per cent of the 3,100 collectors polled. Yet they represented nearly half of all buyers who bought artworks priced above $1 million during 2025 and the first half of 2026.

    During the first half of 2026, 13 per cent of Gen Z respondents spent more than $1 million on fine art, against 3 per cent across the wider sample. About 37 per cent of Gen Z respondents reported their wealth came primarily from family sources. Another 40 per cent cited family influence as their entry point into collecting.

    Across the full sample, average fine-art spending rose 13 per cent year on year in 2025 to reach $124,265. Gen Z spending in the first six months of 2026 alone beat their full-year 2025 average.

    Traditional Mediums Retain Buyer Loyalty

    Purchases remain concentrated in classic categories rather than digital assets or non-traditional formats. Painting and sculpture dominate transaction volumes across every surveyed generation.

    “Some aesthetic preferences remain more consistent across generations than is often assumed,” Paul Donovan, chief economist at UBS Global Wealth Management, said in the report.

    Buyer motivations also diverge from institutional tastemakers. Nearly half of all surveyed buyers said an artwork’s rarity and uniqueness carried more weight in purchase decisions than critical acclaim from curators or commercial dealers.

    Digital Discovery and Direct Studio Sourcing

    Younger collectors are altering transactions across primary and secondary channels. Commercial galleries face changing habits as buyers bypass intermediaries to purchase directly from artist studios or independent platforms.

    Artificial intelligence tools are gaining traction in collector research. The proportion of collectors using AI to research potential art purchases rose from 4 per cent in 2024 to 22 per cent in 2026.

    Gallery operators and luxury auction houses must adapt digital-native marketing to clients who favor traditional tastes. Family offices managing intergenerational transfers are directing capital toward blue-chip physical inventory rather than speculative emerging categories.

    Intergenerational Wealth Transfer Shapes Market Baseline

    Survey qualification required respondents to hold at least $1 million in investable liquid assets, excluding primary residences and privately held business equity. This baseline separates the cohort from general retail consumers and highlights the mechanics of wealth preservation.

    Earlier surveys conducted after 2020 pointed to falling transaction counts among older institutional patrons. The latest data shows younger heirs are buying higher-value individual lots, maintaining dollar volume across top-tier international sales.

    Auction houses and private dealing desks now look to late-2026 auction totals to see if direct artist purchases continue to eat into dealer commission revenue.

  • China’s Gen Z Drives Rise in Spiritual and Self-Improvement Economies

    China’s Gen Z Drives Rise in Spiritual and Self-Improvement Economies

    In November 2022, Chinese Gen Z consumers are channeling discretionary spending into outdoor sports and indoor fitness during the pandemic, turning wellness and self-improvement into core lifestyle categories across urban markets.

    The shift covers activities including cycling, camping, frisbee, and skateboarding, lifting demand for functional apparel and technical gear from brands such as Adidas across retail channels.

    Shift toward outdoor sports

    Urban youth in China increasingly treat physical health and outdoor recreation as primary lifestyle investments. Categories that once operated on the fringes of the sports market, such as frisbee and skateboarding, have gained traction among young shoppers.

    Camping and cycling have also expanded into mainstream retail segments. Consumers seek specialized technical equipment alongside versatile apparel that functions for both outdoor activity and everyday urban wear.

    Growth in indoor fitness categories

    Indoor fitness continues to capture consumer spend as home workouts and studio routines maintain steady followings. The category has expanded beyond basic gym sessions into structured self-improvement routines that integrate apparel, footwear, and lifestyle accessories.

    Apparel brands operating in China are adjusting product assortments to capture this demand. Technical fabrics, performance layers, and athleisure styles continue to replace formal casualwear in urban wardrobes.

    Implications for sportswear brands

    International and domestic athletic labels face a market where consumer loyalty depends heavily on specific sporting subcultures. Generic sports marketing carries less weight among younger demographics who align their purchases with distinct community activities.

    Retailers that align product ranges with niche sports such as cycling and skateboarding secure stronger engagement than generalist apparel sellers. Merchandising strategies are shifting toward category-specific collections tailored to active leisure.

    Evolving aesthetic preferences

    The rise of active lifestyles also intersects with shifting visual trends across young consumer segments. Vibrant styles and expressive designs are competing directly against understated apparel lines in youth retail.

    Brand operators now monitor inventory allocations across specialty sports gear and performance apparel as seasonal demand develops across China’s major metropolitan hubs.

  • Newme Expands Indian Store Footprint Targeting Break-Even

    Newme Expands Indian Store Footprint Targeting Break-Even

    Indian apparel brand Newme is expanding its brick-and-mortar footprint across secondary cities to reach young female shoppers and achieve break-even this year.

    The Bengaluru-based fast-fashion startup recorded revenue gains through the financial year ended March 31, 2025, and is pushing into regional markets where digital sales are accelerating ahead of physical retail supply.

    Targeting Underserved Regional Hubs

    Chief executive officer and co-founder Sumit Jasoria said the company is opening stores in cities that established apparel chains often overlook. The brand focuses on affordable Western wear designed for Gen Z women.

    Physical expansion is targeting tier-two and tier-three centers, including Ahmedabad and markets across northern India, where online customer acquisition has outpaced physical retail space.

    “Ahmedabad is a market which is underserved by every brand. North is a market underserved by every brand. We feel there is a very big space for us to go and build a very big brand there,” Jasoria said.

    Balancing Unit Economics and Expansion

    Opening physical stores across non-metro cities lowers customer acquisition costs compared to pure-play online marketing, but it introduces fixed overheads and inventory risks.

    For retail landlords in secondary Indian cities, fast-fashion brands targeting young shoppers offer high footfall and reliable rental yields. The risk for Newme sits in managing inventory turnover across a wider physical network while keeping prices low enough to retain Gen Z buyers.

    The Shift to Omnichannel Retailing

    Direct-to-consumer apparel labels across India have increasingly moved offline after reaching digital growth ceilings. Rising digital ad rates on social platforms have made pure-play online customer acquisition prohibitively expensive.

    By setting up storefronts in high-density shopping districts, Indian fashion startups are converting digital brand awareness into immediate cash flow, mirroring strategies deployed by regional value-fashion competitors.

    Financial Targets and Next Steps

    Newme recorded revenue gains through the financial year ended March 31, 2025, and is prioritizing operational profitability over growth at any cost.

    Management is tracking store opening targets through the end of the calendar year as the company works to deliver its first break-even financial year.

  • Eastman Kodak Overtakes Canon as Japan’s No. 1 Camera Brand in Fiscal 2025

    Eastman Kodak Overtakes Canon as Japan’s No. 1 Camera Brand in Fiscal 2025

    Eastman Kodak overtook Canon as the No. 1 camera brand in Japan by sales volume in fiscal 2025. The result ended the Japanese company’s 20-plus-year streak at the top of the market.

    American digital cameras captured the top spot after striking a chord with Gen Z and boosting appeal among young buyers.

    Budget compacts challenge high-end mirrorless

    Distributed by Maspro Denkoh in Japan, the Kodak Pixpro FZ55 led the surge while affordably priced below 30,000 yen.

    That price point separated Kodak from legacy domestic rivals. Over the past decade, Japanese camera makers largely abandoned budget compacts. They focused instead on high-margin mirrorless bodies costing well over 100,000 yen.

    Canon loses unit leadership after 20 years

    For over two decades, Canon dominated Japanese sales tables with both entry-level compacts and interchangeable-lens systems. Domestic makers then shifted production capacity toward premium gear and video tools. That shift left the sub-30,000 yen tier bare.

    Electronics chains stocked the Pixpro line to fill that opening. Younger buyers snapped them up, wanting dedicated point-and-shoot cameras without flagship smartphone price tags.

    Demographic shifts alter store assortments

    Demand in Japan has split along demographic lines. Older hobbyists and commercial creators still buy premium mirrorless systems. Younger shoppers choose pocket digital cameras for everyday snapshots.

    Fujifilm broke into Japan’s top three digital camera makers on strong interest from female shoppers. Combined gains by Kodak and Fujifilm show demand for standalone cameras reaching beyond traditional photo enthusiasts.

    Distribution networks realign for budget hardware

    Store buyers across Tokyo and regional hubs handle a starkly different product mix today. High-end camera counters still produce substantial revenue per ticket. Unit volume, however, belongs to lower-cost lines.

    Maintaining steady inventory across retail chains will test distributor Maspro Denkoh and Kodak as demand persists. Japanese camera brands must now decide whether to contest the budget category again or permanently yield volume to protect high margins.

  • SM Supermalls Shifts Tenant Mix to 30 Percent Dining as First-Half Revenue Reaches P41.8B

    SM Supermalls Shifts Tenant Mix to 30 Percent Dining as First-Half Revenue Reaches P41.8B

    SM Supermalls raised its food and beverage tenant share to 30 percent while lifting first-half revenue 8 percent to 41.8 billion Philippine pesos. The shift marks a fundamental redesign of floor plans across the country’s largest retail network.

    Dining accounted for less than 5 percent of the group’s leasable space when current president Steven Tan joined in 2004. The operator is now reallocating square meters from apparel and standard department store goods to dining, sports, and live events under a five-year platform called My SM.

    Retrofitting Floor Space for Food and Sports

    Expanding dining requires heavier investments in physical infrastructure than dry retail. Malls require upgraded water connections, higher-capacity electrical systems, grease traps, and expanded kitchen exhaust ducts to handle restaurant tenants at scale.

    Alongside dining, the landlord is adding non-retail recreation to fill communal areas. The group added 41 pickleball courts during the first six months of the year, taking its total to 102 courts across 32 properties. In June, its commercial complex cohosted the Galaxy Manila Marathon, bringing 25,000 runners onto the grounds.

    Internal merchandising direction now runs partly through an internal advisory unit. The operator created a Gen Z Council of junior staff to evaluate pop-culture trends, such as pop-up matcha fairs, before senior managers commit capital to physical rollouts.

    You have to constantly inject freshness to your centers so that you keep the interest in coming back.

    Regional Realignment from Shelves to Social Space

    Mall operators across Southeast Asia face identical pressures as e-commerce captures routine apparel and consumer electronics purchases. Landlords in Bangkok, Jakarta, and Manila are converting between 25 and 35 percent of gross leasable area to food and leisure to defend foot traffic. SM watched Chinese shopping centers retrofit for hospitality a decade ago and applied the template locally before domestic online shopping reached similar penetration levels.

    The operational risk sits in capital expenditure and lease yields. Restaurants and recreational concepts cost more to fit out, consume more utilities, and post higher tenant turnover rates than legacy fashion retailers. Operators must turn over pop-up concepts and specialty dining fast enough to sustain foot traffic without squeezing margins on rental collection.

    Expanding the Footprint Across South Luzon

    Revenue growth reflects solid consumer spending despite inflationary pressures across basic goods. The 41.8 billion pesos generated in the first half of 2026 improved on 38.6 billion pesos recorded during the same period in 2025, driven by steady leasing income and higher foot traffic across metropolitan centers.

    Construction is underway on SM Nuvali in Laguna, which will serve as the company’s 91st Philippine mall. The property will test an upscale store format aimed at higher-income residential enclaves across Cavite, Laguna, Batangas, Rizal, and Quezon.

  • Blackmores Targets 18.6% Growth in Thailand with Fizzy Granule Launch

    Blackmores Targets 18.6% Growth in Thailand with Fizzy Granule Launch

    Blackmores launched its first fizzy granule vitamins in Thailand as the Australian health brand targets 18.6 per cent revenue growth in the country for 2026.

    The target builds on a 16.8 per cent year-on-year sales increase recorded during the first half of the year.

    Three functional formulations

    Branded as Blackmores Fizzers, the line packages vitamins in single-serve sachets designed to be dissolved in cold water, melted directly on the tongue, or chewed. The format abandons traditional tablet designs to appeal to Gen Z and millennial consumers looking for portable options.

    The range includes three formulations aimed at specific health routines. Immu Plus combines vitamin D3, vitamin C, zinc, and L-leucine in an orange flavour for daily immune support. Nicotinamide Plus uses a mixed berry flavour containing nicotinamide, zinc, vitamin C, and L-leucine for skin health. Performance Plus carries a strawberry and apple flavour formulated with 225 milligrams of magnesium and L-leucine to aid muscle recovery.

    Influencer marketing and category competition

    Priti Halai, country manager of Blackmores Thailand, said the rollout reflects a shift toward product formats that match changing consumer habits in an increasingly crowded supplements market.

    Competition is fierce, and brands must deliver value that resonates with real consumer needs.

    Marketing for the launch will rely primarily on influencer partnerships across digital platforms to build awareness among younger demographics. The shift toward confectionery-style and water-soluble vitamin formats across Southeast Asian retail reflects how legacy supplement makers are defending shelf space against direct-to-consumer wellness brands.

    Retail performance in the final quarter will show whether the sachet line generates enough traction to hit the company’s full-year 18.6 per cent expansion target.

  • Thailand Luxury Market Outpaces Singapore as Gen Z and Pop Culture Drive Sales

    Thailand Luxury Market Outpaces Singapore as Gen Z and Pop Culture Drive Sales

    Thailand has overtaken Singapore as Southeast Asia’s fastest-growing luxury market, led by surging demand from domestic Gen Z consumers and entertainment partnerships.

    High-end fashion houses are shifting resources and marketing budgets toward Bangkok as spending by younger Thai demographics outpaces historic regional benchmarks.

    Pop Culture Powers Store Footfall

    Luxury labels have accelerated brand ambassador appointments across both Korean and Thai entertainment industries. Global houses such as Dior, Gucci and Prada now regularly sign Thai actors and musicians, commonly grouped as T-pop talent, alongside established K-pop idols to front regional campaigns.

    These endorsements convert directly into store traffic across Bangkok’s prime shopping corridors. Flagship boutiques in malls such as Siam Paragon, IconSiam and EmSphere report elevated sales of ready-to-wear lines, leather goods and fine jewellery purchased by shoppers under 30.

    Regional Retail Balances Shift to Bangkok

    Singapore long served as the default gateway for luxury groups entering Southeast Asia, relying heavily on international business travellers and high-income expatriates. Bangkok, by contrast, combines resilient domestic demand with a rapid rebound in regional tourist arrivals from across Asia.

    Major European luxury groups are now expanding floor space in central Bangkok developments and revamping VIP salons rather than relying solely on Singaporean outposts. The shift marks a broader recalibration toward markets where pop culture fandom directly drives retail transaction volumes.

    Luxury brands will monitor upcoming mall completions along Bangkok’s Sukhumvit and Ploenchit corridors through 2024 to determine whether new retail square footage matches high-end consumer absorption rates.

  • Indian Gen Z Spends Three Times More on Quick Commerce Than Older Shoppers

    Indian Gen Z Spends Three Times More on Quick Commerce Than Older Shoppers

    Indian Gen Z shoppers spend three times more on quick commerce platforms for groceries than consumers over 30, allocating 2.6 per cent of their wallet share to instant delivery.

    By contrast, traditional supermarket chains such as D-Mart capture just 0.85 per cent of their spending, according to transaction data from credit-on-UPI fintech platform Kiwi. Consumers aged 30 and older continue to direct the bulk of their grocery budgets to physical stores and neighbourhood kirana shops.

    Shifting priorities in grocery and credit

    Younger shoppers in India are bypassing traditional discount hunting in favour of speed. Kiwi, which analysed 25,000 users between June and July 2026, found that Gen Z cardholders use credit selectively for high-value items while relying on app-based delivery for routine supplies.

    They also spend 20 per cent more on rental and education payments compared to older age groups, pointing to heavy reliance on credit for essential recurring living costs. When financing larger transactions through equated monthly instalments, Gen Z users consistently choose longer repayment windows to reduce monthly outgo, accepting higher overall interest charges in exchange for immediate budget flexibility.

    “Gen Z is not necessarily using credit more frequently; they are using it differently,” said Siddharth Mehta, co-founder and chief operating officer at Kiwi. “Our data shows that convenience is playing a much bigger role in how younger consumers make payment and credit decisions.”

    Everyday essentials dominate digital wallets

    The pivot toward speed over pricing rewards mirrors broader consumer shifts across South Asia, where instant delivery platforms like Blinkit, Zepto and Swiggy Instamart have eroded market share from established hypermarkets. A separate study of 520,000 users by payroll fintech SalarySe confirmed that Gen Z spending remains concentrated on essential living costs, utilities and recurring digital subscriptions managed through automated UPI mandates, rather than discretionary lifestyle splurges.

    Kiwi, which has issued more than 200,000 RuPay credit cards over the past two years, reported a 10 per cent higher wallet share among Gen Z users compared to millennials on its platform. Retailers and card issuers now face the challenge of retaining young consumers who show little loyalty to multi-card cashback schemes, focusing instead on whether quick commerce operators can sustain current delivery speeds as order volumes rise into the festive quarter.

  • Coach Targets 10 Billion Dollars in Sales by 2028

    Coach Targets 10 Billion Dollars in Sales by 2028

    Coach plans to reach 10 billion dollars in annual sales by 2028, up from its current 7 billion dollar revenue base. The expansion relies on growing international store networks, pushing deeper into ready-to-wear and footwear, and recruiting younger shoppers.

    The brand generates the vast majority of revenue for parent company Tapestry Inc., which recently reported 8 billion dollars in annual sales. Chief executive officer and brand president Todd Kahn, who took the helm in 2020 after joining as general counsel in 2008, is steering the push as the label marks 85 years since its founding in 1941.

    Expanding Global Footprint and Gen Z Reach

    Attracting Gen Z buyers sits at the center of the sales roadmap. Coach has broadened its assortment beyond signature leather handbags into ready-to-wear lines, footwear collections, dedicated brand cafes, and circular fashion initiatives like Coachtopia.

    Creative director Stuart Vevers continues to lead product design, balancing heritage leather craftsmanship with youth-focused styling. Kahn noted that while the company started as a small workshop run by immigrant artisans on 34th Street in Manhattan, preserving core leather craft remains essential to its identity as an accessible luxury house.

    From Leather Workshop to Tapestry Growth Engine

    Department store distribution once dominated accessible luxury, but direct retail networks and localized experiential spaces across Asia, Europe, and North America now anchor the brand’s margins. Rivals in the premium leather goods category face tighter consumer spending, yet Coach has maintained price discipline and direct-to-consumer momentum across international markets.

    Tapestry will measure progress against the 10 billion dollar milestone across its quarterly filings leading up to the fiscal 2028 deadline.

  • Asian Teams Secure Four of Six Finalist Spots in L’Oréal Brandstorm

    Asian Teams Secure Four of Six Finalist Spots in L’Oréal Brandstorm

    Asian teams took four of the six global finalist spots at the 34th L’Oréal Brandstorm competition at Vivatech, following pitches drawn from 400,000 proposals across 64 countries.

    The competition centered on luxury fragrance innovation, drawing record participation from Gen Z applicants across Asia who pitched formats ranging from artificial intelligence formulations to wearable scent patches.

    New Formats and Layering Concepts

    Contestants focused on shifting perfume away from standard alcohol spray bottles. Finalist entries incorporated primary packaging designed for fragrance layering, skin patch applicators, and AI tools built to reconstruct scent memories.

    Although the United States team won the overall competition with a melting patch concept called Capturé, Asian teams dominated the final stage. The trend reflects a broader consumer shift across Asian markets, where younger buyers are adopting fragrance wardrobes and personalized scent layering practices traditionally concentrated in the Middle East.

    Green Extraction and Sensory Tech

    L’Oréal used the Paris show to highlight Osmobloom, an air-capture extraction technology developed through a nine-year partnership with Cosmo International Fragrances. The solvent-free process extracts volatile scent molecules from flowers without heat or water, preserving delicate plant structures.

    The group also revealed 12 custom scents developed for the Dataland museum in Los Angeles, pairing algorithmic art with sensor-equipped diffusion necklaces that release fragrances based on visitor movement.

    For retailers and beauty operators across Asia-Pacific, the competition results point to where product pipelines are heading: portable application formats, waterless extraction, and customizable scent wardrobes built for first-time luxury fragrance buyers.

  • Maxim’s Overhauls Brand Strategy to Win Younger Asian Consumers

    Maxim’s Overhauls Brand Strategy to Win Younger Asian Consumers

    Maxim’s Food Group is overhauling its branded product strategy across Hong Kong and regional markets to target Gen Z consumers over the next 15 years. The initiative focuses on core festival sales periods, including Mid-Autumn Festival, Chinese New Year and the Dragon Boat Festival, where younger shoppers show shifting buying habits.

    Carmen Chiu, director of branded products at the Hong Kong-headquartered food and restaurant group, is leading the transformation. Chiu previously directed brand expansion for Godiva across Asia between 2012 and 2019, scaling the chocolatier from 30 stores to an opening rate of roughly one new shop per week across Mainland China and the wider region.

    The 80-20 Localization Rule

    Chiu runs brand adaptation on an explicit ratio: 80 percent global brand consistency in look, packaging and tone, with 20 percent dedicated to local market adjustments. At Godiva, low per-capita chocolate consumption across Asia forced a pivot from boxed gift sales into in-store cafes and soft-serve ice cream to build direct trial.

    A similar playbook governed Chiu’s regional rollout at British retailer Fortnum & Mason. The 315-year-old grocer adjusted tea storytelling and fine-tuned product recipes, altering sweetness and saltiness levels to match local palates while keeping core British store aesthetics intact.

    Preserving Festival Demand for Gen Z

    Heritage food brands across East Asia face an aging buyer base as legacy gifting habits weaken among younger demographics. Maxim’s relies heavily on seasonal bakery and gift box lines, where older cohorts remain loyal but younger consumers demand digital engagement and faster product iteration.

    Maxim’s is now testing new product segmentation, alternate distribution channels, and social media touchpoints integrated with artificial intelligence tools. The next phase will measure how these packaging and channel changes perform across Hong Kong retail shelves during upcoming seasonal festival cycles.

  • China’s Gen Z Champions a Transformative Shift Towards Emotional and Sustainable Shopping Habits

    China’s Gen Z Champions a Transformative Shift Towards Emotional and Sustainable Shopping Habits

    Generation Z is revolutionizing China’s consumer landscape, prioritizing personal well-being, emotional fulfillment, and sustainability while leaving behind the materialistic pursuits of earlier generations. This cohort, despite representing only 15% of the population, wields an impressive influence on economic trends.

    Instead of hoarding possessions, Gen Z is favoring experiences and wellness investments. From premium skincare lines to spa memberships and limited-edition collectibles, spending for these consumers is more about enhancing happiness than simply acquiring items. This shift prompts local and international brands to swiftly adapt to their new demands.

    A recent report by People’s Daily highlights the pivotal role Gen Z plays, revealing that 64% of Chinese consumers, led by this demographic, prioritize emotional fulfillment in their purchasing decisions. Products like character plushies, themed souvenirs, and blind-box toys have surged in popularity, offering joy while sidestepping the trappings of overconsumption.

    The significance of health and sustainability cannot be overstated in this context. Take Lululemon, which recently reported a remarkable 21% growth in same-store sales in China, a direct reflection of Gen Z’s enthusiasm for fitness and social interaction. Their commitment to these values reinforces the brand’s relevance in a crowded market.

    Alongside wellness, environmental awareness plays a crucial role in shaping purchasing decisions. A study from Daxue Consulting indicates that 40% of Chinese consumers favor eco-friendly products, with a striking 90% of Gen Z actively searching for recyclable options. It seems being “green” is becoming the new chic.

    Furthermore, Gen Z’s demand for transparency and authenticity is redefining the marketplace. E-commerce platforms like Douyin and Taobao are integral to this transformation, where consumers prioritize trustworthy information and tailor-made products over mass-produced alternatives. This trend is urging companies to adopt more responsible and transparent practices in their operations.

    The convergence of these factors is fostering what’s being termed the “emotional economy.” Here, consumer preferences actively shape production and investment strategies, aligning with ethical and societal aspirations. Fund managers are increasingly directing their attention toward youth-centric, socially responsible products and services, crafting a retail environment that merges personal well-being with broader social and environmental goals.

    Questions & Answers

    How is Generation Z changing consumer priorities in China?
    Generation Z is moving away from materialism and instead values personal wellness, emotional fulfillment, and sustainability, significantly influencing purchasing behavior.

    What role do platforms like Douyin and Taobao play for Gen Z consumers?
    These platforms provide reliable information and personalized product recommendations, which resonate with Gen Z’s preference for authenticity and quality over mass production.

    What does the “emotional economy” signify for retailers?
    The “emotional economy” highlights how consumer preferences, especially from Gen Z, are shaping production and investment strategies to align with ethical and societal goals, pushing brands toward more responsible practices.