TMRW, a branded digital first house under the Aditya Billla Group, is redefined by modern fashion retail scenery by strategically catering the clear preferences of Gen Zs and Millennials. The TMRW portfolio, which is the leading CEO and co -founder Prashanth Aluru, contains dynamic brands such as Bewakoof, Wrogn, and NOBERO, and each designs to deal with unique lifestyles and fashion desires. It is done. Through data -type insights, innovative marketing strategies, and the fusion of the existence of omni -channel, TMRW not only meets consumers’ evolving demands, but also set new benchmarks for Tensurity, creativity, and consumers. I am doing it.
Create a unique fashion of Gen Z and Millennials
“Our portfolio brands are different between DNA and consumer segments targeting targets,” Aluru says. “In TMRW, we are a brand house designed to fundamentally resonate with Gen Z and Millennials. We say that it is completely different from the priority of the brand. “
Bewakoof is one of the OGS in this space, leading the charging of pop culture and foundations that really resonate with Genzs. “For this audience, fashion is not just for clothes. It’s about identity and community. It’s a way to express the pop culture they connect and the foundation they belong to, when Chandolayan is a proud nationwide moment Biwakupo responded quickly and started a campaign in just two days to celebrate the historical achievements of India.
AlURU emphasized that this brand is spreading beyond fashion and promotes creative collaboration that amplifies self -expression. “Recently, we cooperated with music creators on a platform called a spotlight. The idea was to break through the confusion of Instagram by providing something unique.
When we talked about Wrogn, Aluru emphasized its evolution with Virat Kohli, a brand ambassador and co -owner. “When WrogN signed Virat, he was an emerging cricket player and still carved his status in sports. Today with nearly 300 million Instagram followers, he is the top 5 in the world. One of the athletes, “It’s to make his personality lively. It probably moved from Marvel, Disney, and Anime’s Fundam, but more than the Z generation. I’m older.
Wrogn accounts for a Break -Oway brand that focuses on fashion, corresponding to millennials. He added, “It’s not a trend set GEN Z brand, but to provide a sense of characteristics and individuality to consumers of the millennial generation.”
ALURU, who explained Novello, introduced the term “Fash-Leisure”. This is the concept of a brand registered by the brand. Novello is a fashionable athlete brand talking to Millennial’s traveler persona. It is for those who value utility, minimalism, and functions, whether the airport is exterior or the resort appearance. The tendency after Coving has made a significant shape of the Novello approach. “We’ve seen a tremendous change in how people prioritize traveling, but Nobello is completely consistent with this change. Travel is the final use case, but the focus of the brand is your focus. It is all about to present the fashion identity.
Through these brands, TMRW has shown the ability to meet clear viewers’ needs while deeply rooted in the cultural era.
Digital first, but not just digital
AlURU emphasized the importance of the existence of omni -channel and emphasized the TMRW commitment of being digital native. “We are a digital first company, but that doesn’t mean we keep being limited to digital,” he explained. “At the end of the day, channel is just a means for the end. Our goal is that consumers are shopping everywhere, and Z and Millennial are online. Although they are intensely involved, they shop offline in considerable ways.
Regarding offline retail, TMRW approaches it from a fresh perspective. The brand, which is supported by the Aditya Billla Group, is deeply understood how offline journey has developed for today’s leaders. “But our outlook is fundamentally different. For us, offline is not only about transactions, it is not related to engagement, which is a unified understanding of consumers, and invests in D2C and invests offline. This is the reason for this knowledge, but the D2C and the offline have a channel, engagement, and consumer.
Data -driven approach to fashion trends
Fashion has always been working on a double task of managing inventory on one side and responding to the tendency to constantly change the other trend. From the beginning, the brand has adopted technology and data science -led approaches to work on this Holy Grail problem.
Aluru emphasized the important role of technology in addressing these issues. “We have invested a lot in the technology and data science of the entire fashion value chain. We demand Sensing from trendy spotting and secure constant launch rhythm. Today, the trend is as fast as ever. It is changing in intuition.
“The important thing for us is to provide freshness and newness every month,” he continued. “Basically, consumers’ value proposals are not the same as what they saw last month. Achieving a high -frequency launch at this level requires a delicate balance. On the other hand. First fashion model, there is an element of Tenshi Ility and speed that is important in the entire category.
The data is at the center of TMRW operation. “Our approach guarantees that all decisions are based on consumer feedback,” Aluru claimed. “For example, when you launch a product, you can see what is flying within two weeks and what is there. This real -time insight can expand hit products or abolish products that do not resonate. You can quickly pivot.
“The pace of today’s change requires not only creativity, but also accuracy and intelligence, and for us, it fuses fashion and technology science and have the best experience as possible for consumers. It is to provide, “he added.
Building an agile supply chain
TMRW has developed an agile supply chain. “The important thing is to work with low lead time and minimum order volume (MOQ), while maintaining the ability to release new products quickly,” said Aluru. “Consumers don’t care what is happening at your backend. They care only about freshness and uniqueness of what they can use, and AI to achieve this on a large scale. And data science are indispensable.
Looking back on the origin of the TMRW, Aluru said, “Even before achieving the milestone of revenue, gave priority to the strong technology and the construction of the data science team. This is back in 2022. Because fashion is better than knowing it.
Fashion Quick Commerce
“Fashion Quick Commerce is still in the early days, but I see an exciting space,” Aluru emphasized. The input of a quick commerce with a platform like MyNTRA can definitely be encouraging to accelerate the adoption of this model. However, Quick Commerce is not about the category itself, but a resolution of a specific use case.
AlURU explained that fashion commerce is evolving along two different spectrums. “On the other hand, there are many Z consumers who often seek solutions for the needs of the last minute. For example, take a recent Manyavar campaign in Zepto. Zepto is for this population statistics. We are dealing with voluntary opportunities.
At the end of the spectrum, Aluru has identified a utility -driven use case that goes well with Quick Commerce. “This is not a highly fashionable request, but to meet repeated and practical needs,” he pointed out. “For example, categories such as innerwear, active wear, athlete, etc. are completely suitable for this model. These are items that consumers need urgently and regularly.”
He also emphasized new tendency related to the event. “See what Adidas has done during the World Cup. They have expanded the delivery of sports jerseys throughout India to meet high demand. This is a very sensitive and very attractive category of commercial time. Show that you can respond quickly.
Utilize technology to overcome retail issues
One of the important issues that AlURU observed at a retail store is to understand the scaffolds and conversions in large stores. “There are some available point solutions, but no one has really cracked it. For example, Lenskart has a decent job to analyze consumer walk -in and conversions. I was still working on a wider industry.
“Another major area is the flow and replenishment of stock -re -FRESH cycle,” he explained. “Conventional retailers usually depend on seasonal updates (Spring-Summer or fall and winter), but the approach is immediately outdated. The store is now almost every week, almost every week. Even every other week, we need to replenish the unsold inventory and replace it with a new one.
He believes that solutions use large -scale technology. “There are a lot of data in various domestic clusters, but automating the process and making AI -driven type is a major opportunity, which has a dynamic Ility. Yes, the store is always associated with consumers.
AlURU has also identified the price setting as an important field of retailing innovation. “In particular, the price setting has become much more complicated because the brand is running on marketplace, unique D2C platform, or offline store. Based on competition, consumer demand, and other factors. Rather than relying on the judgment, automating these decisions is a ripe area.
In conclusion, Aluru emphasized the interconnected properties of these issues. “From scaffold analysis to inventory management and dynamic prices, there are important opportunities to make automation and AI a retail business. These innovations can release new levels of efficiency and engagement in the industry,” he said. Is added.
