.Bata India is accelerating its franchise-led expansion strategy as part of a broader retail transformation, with plans to scale its presence across Tier-2, Tier-3 and smaller markets while strengthening its omnichannel capabilities
The footwear giant currently operates nearly 2,000 stores across India, including around 1,300 company-owned outlets and 700 franchise stores. Its franchise network has grown sevenfold over the past five years, from just 100 stores, and the company expects franchise outlets to outnumber company-owned stores in the coming years.
A key part of Bata’s growth strategy is its Zero-Based Merchandising (ZBM) model, which customises product assortments based on local consumer demand. The company has already rolled out the concept across 400 stores and plans to expand it to 800 outlets by December 2026.
To support deeper market penetration, Bata is increasing its annual store additions, with franchise partners playing a pivotal role in expanding the brand’s reach in emerging markets. While company-owned stores will continue to focus on metros and Tier-1 cities with premium formats, franchise stores are being tailored for smaller towns with region-specific assortments and pricing.
The retailer is also investing heavily in technology and omnichannel retail. More than 400 stores are expected to become omnichannel-enabled, while hyperlocal and quick-commerce delivery models are being expanded to improve customer convenience.
The recent GST reduction on footwear priced below ₹2,500 has further strengthened the growth outlook for organised players like Bata. The company believes the move will boost consumer demand and enhance competitiveness against the unorganised sector.
With an expanding franchise network, data-driven retail strategy and growing omnichannel presence, Bata India is positioning itself for the next phase of growth while strengthening its leadership in the organised footwear market.
As competition intensifies in India's footwear market, direct-to-consumer brands are increasingly investing in physical retail to strengthen consumer engagement and accelerate growth. Chupps Footwear is among the latest brands to pursue this strategy, with plans to significantly expand its retail presence and build a stronger omnichannel ecosystem over the next two years.
The Mumbai-based footwear brand has outlined an ambitious roadmap to grow its retail network to between 40 and 50 stores across India. The expansion marks a strategic shift from its predominantly digital-first approach toward a more balanced omnichannel model aimed at increasing brand visibility, improving customer access and driving long-term growth. As part of this plan, the company intends to launch 15 new exclusive brand outlets (EBOs) in 2026, focusing on high-footfall travel destinations, premium shopping malls and key urban consumption centres.
The move comes as consumer demand rises for comfort-focused and performance-driven open footwear categories. Chupps is positioning itself to address a segment that sits between low-cost utility footwear and premium international brands, targeting consumers seeking enhanced comfort, functionality and affordability. The company believes this "middle-ground" category presents a significant growth opportunity as Indian consumers increasingly prioritize quality and product innovation in everyday footwear purchases.
The retail expansion will complement Chupps' existing distribution footprint, which currently spans more than 3,000 multi-brand outlets across India. By increasing its presence through exclusive stores, the company aims to create stronger brand recall, offer a more immersive shopping experience and gain greater control over customer engagement. The strategy also reflects a broader trend within the footwear sector, where digitally native brands are leveraging physical retail to support customer acquisition and retention.
Alongside network expansion, Chupps is investing heavily in product diversification to support its next phase of growth. The company is targeting revenue of ₹400-500 crore over the next three years and sees innovation-led product development as a key driver in achieving that goal. While the brand initially established itself through men's slides and sandals, it is now broadening its portfolio to include larger offerings for women and children.
As part of this diversification effort, Chupps plans to introduce nearly 50 new stock-keeping units (SKUs) across categories. The upcoming range will include backstrap sandals, lifestyle-focused comfort products and home-wear footwear designed to cater to a wider consumer base. The expanded assortment is expected to strengthen the brand's position in the accessible-premium segment while increasing purchase frequency and category penetration.
Technology continues to play a central role in the company's product strategy. Chupps has developed proprietary features such as "Quick Dry" technology, which offers up to 90 percent water resistance, and "Massage Footbeds" engineered to enhance airflow, comfort and ergonomic support. These innovations are aimed at differentiating the brand in a crowded marketplace and reinforcing its value proposition around comfort and functionality.
According to Yashesh Mukhi, Founder, these innovations are essential to maintaining a high customer retention rate - currently sitting at 27 per cent - as the brand seeks to cement its status as a specialist in the Rs 500–Rs 2,000 ‘middle-ground’ footwear segment.
Founded in 2022, Chupps has rapidly emerged as a player in the comfort-led footwear category, focusing on slides, sandals and clogs made using sustainable materials and technical research-driven design. The company currently serves consumers across India and the UAE and is leveraging a combination of innovation, retail expansion and omnichannel distribution to scale its business.
With new stores, an expanding product portfolio and a growing distribution network, Chupps is positioning itself to capture a larger share of India's evolving footwear market while strengthening its presence in the accessible-premium segment.
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