By Invitation
Golden Rule III – New Product Introduction


L.R.Natarajan, Partner- Strategy and Systems Consulting
LRN has worked at senior level positions in companies like Eicher Motors, Hero Motors, Greaves Cotton, Ashok Leyland, and Hindustan motors. His last employer was Titan Company limited. Eleven years in Titan Company limited (eight years in Tanishq) and retired as CEO for the new business division. LRN was also heading the innovation council at Titan and was an active member of Tata Group Innovation Forum.
LRN had successfully spearheaded the TOC implementation in Tanishq retailing.LRN had started a school for Innovation in Titan and the school had produced over 400 trained innovators.
LRN also undertakes consulting assignments from corporate companies on Strategy, Retail excellence and Innovation. He has recently authored two books, a book on Innovation titled “The 9 Nuggets of Innovation” and a book on retailing titled “Demystifying Retail” – The Four golden rules.

Prabhakar Mahadevan, Founder Director of Strategy and Systems Consulting & Focus and Flow
Technologies Pvt Ltd
Prabhakar is a certified Theory of Constraints consultant (TOC) by Goldratt Schools Israel, certified expert on TOC by TOCICO (www.tocico.org) & is associated with TOC for the last 22+ years.
Through his consulting companies,Prabhakar and his colleagues are involved in several comprehensive TOC consulting projects across several industry verticals such as fashion jewellery, fast moving consumer goods, consumer durables, automotive OEM, capital machinery, pharmaceutical, heavy engineering, fashion retail etc.
In continuation of my article titled “The Four Golden Rules for securing retail excellence”, I am detailing through this article, the third Golden Rule: “Processes for New Product Introduction”.
1. Background
NPI, New Product introduction, is an essential part of any retailing. However, if the NPI is not guided by right processes, NPI process will turn out to be the key driver for accumulation of obsolescence. A wrong NPI process may give room for replacing the fast movers in accommodating new designs which do not have any sale history. Therefore, having the right NPI process will guide one through in which category, in which price point, how much of merchandise is to be introduced. With the right NPI processes in place, the obsolescence can be considerably minimised, and the fast movers can be increased.
2. New Product Introduction Process
There are four parts to the NPI process as defined below. Having the right processes for each aspect of NPI process, should lead to defining the comprehensive NPI process
1) What should be the frequency of NPI?
2) How much of Newness in each NPI?
3) The understanding of distribution of newness, across category and price points.
4) Zeroing down on the right set of designs, to maximise the chances of success.
2.1 What Should be the Frequency of NPI?
It is very important to arrive at the logical answer to this question. While newness is a prerequisite for any retail, it is to be understood that the new products come with Zero sale history. Also, one needs to vacate some of the merchandise from the current inventory mix to accommodate new products. The risk of obsolescence will be high with higher NPI. Conversely the excitement of NPI introduction and its impact on sale will be less with lesser NPI.
How does one arrive at the frequency of NPI?
It is to be understood that the NPI is be done to create excitement followed by desire in one’s customer base to walk in and buy and NPI is not being done to fulfil the Merchandising/ retail teams need. Having very clearly understood this, one should try and understand the customer buying behaviour. A customer buying Jewellery perhaps will frequent the Jewellery showroom (most of the customers) once or twice in a year.
From the customer walk-in data available, one should compute what % of customers are buying once/twice/thrice in a year and arrive at the average per customer repeat walk-ins in a year. Assume this number arrived at is 2 for a given retailer, meaning on an average, the customer walks in twice in a year. Therefore, when the customer walks in for the second time, there should be newness in the showroom.
With this one can conclude that the new products for this retailer, is to be done once in 6 months, and during the seasonal months
2.2 How much of Newness in each NPI?
Having decided that the NPI will happen every 6 months, the next logical question that needs to be addressed is how much of new products to be introduced in each NPI meet.
50% newness once in 6 months, results in the entire merchandise will be new in a year. And with 10% newness every 6 months, in a year 20% of merchandise will be new. Too much of newness, will lead to greater risk of obsolescence and too less newness, will not create the excitement in customer base.
The suggestion here is that key members from Product design / Marketing / Category / Merchandise and retail should understand the ramification of introducing newness and arrive at a consensus on the quantum of newness to be introduced in the NPI event. Based on the impact of introducing the newness based on consensus arrived at, the next year newness % can be fine-tuned.
Our recommendation will be to plan for a newness of 30% every year, 15% during Diwali/ Dhanteras and 15% during Akshaya Tritiya.
2.3 Understanding of distribution of newness across category/Price points
Referring to my earlier article on the second golden rule, Planogram and Replenishment process, I had explained about the 2*2 process. We had compiled the sale and stock turn of each showroom category/ sub-category/ price point wise, and compared the same with the group average sale and group stock turn and arrived at to which of the four quadrants the individual line item in a showroom belongs to, Q1, Q2, Q3 or Q4. I am compiling the 2*2 matrix for one’s ready reference, with certain additional notes.

As can be inferred from the above, for a given showroom, for the category / Sub- category/ price points falling under Q3 and Q4 are the areas where maximum of new products is to be introduced. Here again the quantum of new products will be governed by the newness % arrived at earlier.
To reap the full benefits of NPI, it is recommended that NPI should have more variants (70 to 80%) falling under Q3 and Q4, and less variants to be introduced for the line items falling under
2.4 Zeroing down on the right set of designs, to maximise the chances of success
Having arrived at showroom wise Category/ Sub- category/ Price point wise, number of new products to be introduced, (say 10 for a given line item)
- For a category/ Sub- category/ Price point if 10 new designs are to be introduced
- Secure 30 new designs (Three times the final requirement)
- Let the category/design/retail team choose 20 best ones from the above, by appropriate voting process
- Show case these 20 to your loyal customer base and have processes in place for short listing the best 10
Processes described above for NPI will for sure increase the chances of success at the marketplace. However, the caution here is that one needs to prepare a calendar of activities, covering all the processes described above, to ensure that one adheres to the deadline defined for NPI.
Summing up
While introducing new products is essential for any retail business, one should think through and arrive at the appropriate processes, for the four steps given below
- What should be the frequency of NPI?
- How much of Newness in each NPI?
- The understanding of distribution of newness across category and price points.
- Zeroing down on the right set of designs to maximise the chances of success
New product introduction, done without proper processes, will be the starting point of sludge stock generation in the inventory.

By Invitation
Mangalsutra market glows with steady 11% growth rate
by Tanvi shah
Director & Head – CareEdge Advisory & Research


Tanvi shah -Director & Head – CareEdge Advisory & Research
The gems and jewellery market has clocked a healthy CAGR of 11% from CY20-24, to reach at Rs. 8,110 billion in CY24. A similar growth trajectory is expected to continue in the next 5 years. Furthermore, bangles and chains hold a large share in the overall jewellery market. As consumer preferences evolve, the Indian jewellery sector is undergoing notable transformation. Central to this shift is the Mangalsutra—a piece that embodies both cultural heritage and modern sensibility. Traditionally revered as a symbol of marital unity and prosperity, the Mangalsutra has maintained its cultural significance while aligning with contemporary aesthetics and changing lifestyles.
The Mangalsutra market has grown at over 10% compounded annual growth rate (CAGR) over the past five years and estimated to be Rs 190 billion in CY24(E). With the consistently rising number of weddings in India, the market is set to expand steadily and is expected to surpass Rs 250 billion by CY29.
Weddings: The Prime Driver of Demand
Weddings remain the key driver of Mangalsutra purchases, with the ornament continuing to symbolize matrimony across communities. As weddings evolve—especially with greater financial independence among millennial couples—buying behaviours are also shifting. While 80–82% of wedding expenses are still covered through savings, around 10% rely on loans and 6–8% liquidate assets.
In 2024, India recorded 124.3 lakh weddings, marking a strong post-pandemic momentum. This upward trend continued from earlier years and is expected to accelerate, with weddings projected to reach 180.8 lakh by 2032, registering a CAGR of 4.8%. This growth is also fuelling demand for bridal jewellery, underscoring the wedding sector’s resilience and its rising contribution to the national economy.
Chart 1: Total Number of Weddings in India, CY2024-32

Source: Industry Sources, CareEdge Research
Source: Industry Sources, CareEdge Research
The rise of destination weddings and thematic ceremonies has prompted demand for multiple Mangalsutra designs. Brides now seek elaborate gold pieces for traditional rituals and minimalist styles for more modern or informal functions. This shift has encouraged jewellers to diversify their offerings, enabling repeat purchases beyond the initial wedding.
Evolving Designs: A Fusion of Style and Sentiment
Although traditional Mangalsutras—characterised by black beads and gold links—continue to dominate, capturing a 62% share of the market in CY24, the preference for modern alternatives is rising. Designs featuring sleek lines, diamonds, and mixed metals now comprise 32% of the market and resonate particularly with younger, urban consumers who prioritise versatility and style.
Chart 2: Indian Mangalsutra Market: Break-up by Design (% share) for CY24(E)
Source: CareEdge Research
Customisation has emerged as a notable trend. Consumers increasingly request bespoke elements, including unique pendant shapes, gemstone settings, and tailored chain lengths. Presently, customised Mangalsutras account for approximately 5% of the market. Jewellers are responding by embracing advanced design technologies and personalised consultations, enabling them to cater to diverse tastes and preferences.
Material preferences reflect shifting choices considering prices
Gold remains the market leader in Mangalsutra, and 22K gold accounts for 52% of the share because of its long-standing tradition of symbolizing security and affluence. Nevertheless, an price increase—from around Rs 67,175 per 10 grams during April 2024 to Rs 90,050 as of 24th April 2025—has forced consumers to question their decisions, tending towards lighter or affordable options.
Chart 3: Indian Mangalsutra market breakup by material type (% share) for CY24(E)
Source: CareEdge Research
Note: Others include Beads, Synthetic Metals, Semi-Precious stones, etc.
Silver Mangalsutras, now commanding a 31% share, offer an affordable and wearable alternative. Their simplicity appeals to younger consumers who seek practical, everyday options. Meanwhile, diamond Mangalsutras hold a 12% market share, gaining popularity among those who value elegance and symbolic distinction. Fusion designs, incorporating gold, silver, and diamonds, are also gaining ground as jewellers strive to serve a broader demographic.
Market Outlook: Strong sentiment supporting healthy sales growth
Gold Mangalsutras continue to represent nearly 52.3% of the total market, but interest in alternative silver or diamond variants is also attracting more consumers. Going forward, these changing consumer preferences will encourage many new replacement and repeat purchases, creating fresh opportunities for jewellers.
In contrast to the overall demand for gold jewellery, which declined by 2.3 percent year-on-year in CY24, the Mangalsutra market demonstrated remarkable resilience by maintaining double-digit growth. As weddings continued and consumer preferences evolved, the Mangalsutra adapted accordingly embracing new and exciting designs without compromising its cultural significance.
A commitment symbol and a personal style will keep it constantly relevant in India’s jewellery landscape, full of diversity and dynamism.
By Invitation
Diamonds Reimagined: The Rise of Lab-Grown Elegance
By Akash Talesara
President : Sky Gold ltd.

Celebrity Endorsements of LGDs
Celebrity endorsements are pivotal in transforming ethical luxury from an idealistic concept to a mainstream trend. When well-known figures embrace lab-grown diamonds, they redefine luxury by blending style with responsibility. These endorsements break the notion that luxury is only about exclusivity and excess, shifting the narrative to one where ethics and beauty coexist. As consumers increasingly prioritize sustainability, celebrities make it easier for them to align their values with their purchases, normalizing lab-grown diamonds as the future of luxury. This shift is not just a trend—it’s a cultural movement led by those who hold significant influence.



Global jewellery brands leveraging celebrity stardom
Global jewellery brands are tapping into the power of celebrity to position lab-grown diamonds as the next big thing in luxury. Celebrities bring visibility, credibility, and aspirational value to these diamonds, helping brands reframe them as a symbol of modern luxury. Through collaborations and campaigns featuring stars, jewellery brands communicate that lab-grown diamonds are not only ethically sound but also high-end and exclusive. These celebrity endorsements connect luxury with conscious consumption, shifting consumer perceptions and setting a new standard in the luxury market. This strategic use of star power helps lab-grown diamonds carve a niche as the future of sustainable luxury.
Celebrity collaborations driving the popularity of LGDs
Celebrity collaborations are a game-changer in how lab-grown diamonds are perceived. When icons align themselves with these diamonds, they make the concept of sustainable luxury not just appealing but aspirational. Through their influence, celebrities turn lab-grown diamonds into a desirable, high-status item, making them relatable for the general public. By wearing and endorsing these sustainable gems, they make them accessible to a broader range of consumers. These partnerships not only elevate the diamonds’ appeal but also serve as a bridge between high-end luxury and everyday luxury, making it more attainable for a global audience.



Millennials and Gen Z driving the shift toward LGDs
The jewellery market is shifting gears, embracing sustainability, ethical practices, and personalized designs like never before. Millennials and Gen Z are leading the charge in the lab-grown diamond movement. These diamonds are made with minimal environmental impact, offering a more eco-friendly and responsible choice. It’s not just about the sparkle, it’s about supporting brands that stand for authenticity and integrity. This change is reshaping the jewellery industry, blending craftsmanship with conscience and redefining luxury as a perfect balance of elegance and ethics.
By Invitation
How to position your store in the jewellery market
Strategies for Success: Effectively Positioning Your Jewelry Store in a Competitive Market

Shivaram A is a much sought after mentor, consultant, trainer and speaker across multiple industry platforms. He founded Retail Gurukul in 2012 as a Consulting & Training company. Shivaram has since helped and continues to help retailers and manufacturers, significantly improve their business performance across various metrics.
Shivaram’s A Guide to Jewellery Retailing-Consumer facing operations is ultimate resource for jewellery store owners striving for success in today’s competitive market. Discover the secrets to making your jewellery retailing store succeed, draw in a steady flow of customers, and cultivate lasting loyalty. This comprehensive guide offers actionable advice and real-world examples to elevate your store’s aesthetics, service quality, and sales performance. This is an extract from A Guide to Jewellery Retailing-Consumer facing operations.
From the small corner-store goldsmith to the high-end boutique jeweller in their own high-rise building, jewellery retailers come in all forms and sizes. With the Indian jewellery market teeming with nearly 300,000 players, every jewellery retailer must position themselves uniquely to make their presence known in this competitive scenario.
As a jewellery retailer, you first have to decide whether you want to remain as just a “store” or create a “brand”. But what is the difference?
A “brand” has some definable qualities by which it can be uniquely identified. These qualities or features form a perception in the minds of the customer which is called its brand equity.
As a jeweller, you can project certain aspects of your jewellery merchandise or customer service as brand quality.
Look at how PC Chandra, the renowned Kolkata Jewellers are trying to position themselves with the help of the famous creative agency J Walter Thompson (JWT). Ayan Chakraborty, VP and executive business director, JWT Kolkata, said, “PC Chandra’s intricate craftsmanship and the brand’s unique image in the minds of Bengalis all over the world is something we kept in mind while working.”

Arjun Mukherjee, VP and ECD, JWT Kolkata, added, “The challenge was to create a philosophy for the brand which every modern woman will relate to. We went beyond the beauty space in jewellery and tried to find an emotion that will resonate with one and all.”
You too can position your jewellery outlet as a unique brand by defining its values and expressing your trade philosophy in the following ways.
Ways in which you can position your outlet
Jewellery stores fall into certain categories. First, try to identify which category you belong to, and then add value to it by defining your strengths. You may be a:
1. Personal Jeweller
When a customer looks for jewellery “tailor-made to his taste”, he comes to the personal jeweller. The Personal Jeweller highlights the uniqueness of design, exclusivity and personalization as his value points. Elite and royal families of illustrious lineage and social celebrities often prefer to have their own personal jewellers.
As a Personal Jeweller, you must vouch for your individuality in design and integrity in trust. If you possess Jewellery design software and have bagged Jewellery design awards, you really can boast of being a genuine Personal Jeweller.
2. Ethnic Jeweller
For people who have a taste for traditional and ethnic designs, the Ethnic Jeweller is the destination. As an Ethnic Jeweller, you must have profound knowledge in temple designs and must have the capacity to reproduce them without even the slightest difference. Polki, Jadau, Tanjore, Chettinad and Malabar designs feature as ethnic offerings.
3. Modern Jeweller
For the young and trendy, the Modern Jeweller is the person to call on. The Modern Jeweller must dabble in fusion and fashion. Rhodium, Rose gold, Platinum and 18k designs are part of the modern offerings.
4. Boutique Jeweller
The boutique Jeweller is the guy who prides himself on his jewellery range and exemplary service. These artistic showrooms offer an appealing ambience and a comfortable customer experience. Boutique Jewellers have several jewellery lines made by different designers.
5. Estate Jeweller
If you are looking for antique jewellery or vintage heirlooms, the Estate Jeweller is the guy to go to. As an Estate Jeweller, you must have the resourcefulness to seek and procure historic jewellery with sufficient proof. Estate jewellers are very expensive as they deal with high-end jewellery collectables.
6. Main Street Jeweller
The Main Street Jeweller has the sole objective of capturing the interest of the urban audience. He caters to them with an eclectic mix of traditional and modern jewellers with their latest preferences in mind.
7. Chain Store Jeweller
With branches at multiple locations, the Chain Store Jeweller prides itself on its wide geographical presence and popularity. His network of stores may be at diverse locations but portray the same brand image.

Steps to position your Jewellery store
1. First, identify yourself with a particular Jeweller category among the ones listed above.
2. Outline your strengths in stock, service, range, design etc. 3. Zero in on your “unique selling points” – is it affordability, service, repair facility, cost savings…
4. Crystallize your brand persona as a brand image with the help of expert consultants like Retail Gurukul who can bring to light the hidden values of your brand.
5. Position your brand with this persona by forming a unique brand image and taglines.
6. Popularize your brand using these brand messages and establish your brand.
Your brand is as precious as your jewellery. Position it with perfection to reach the pinnacle of success.
-
BrandBuzz3 weeks ago
Mia by Tanishq Unveils ‘Fiora’ Collection This Akshaya Tritiya: A Celebration of Nature’s Blossoms and New Beginnings
-
BrandBuzz5 days ago
A blooming new beginning: 5 jewellery picks to mark new beginnings this Akshaya Tritiya – Mia by Tanishq
-
BrandBuzz8 hours ago
ORRA Unveils Grand Akshaya Tritiya & Anniversary Festive Sale
-
BrandBuzz9 hours ago
Dassani Brothers Reimagine Heritage with Navya 2.0 This Akshay Tritiya