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Stream/Area:
-
Subject:
-
Paper ID:
IJSREM67259
Volume:
10 |
9 |
Sep 2026
Pages:
1-6
Publication Frequency:
Monthly (12 issues per year)
License:International Journal of Scientific Research in Engineering and Management follows the Creative Commons Attribution 4.0 (CC BY 4.0) License, allowing free use and distribution with proper attribution.
Department of Management — MBA Programme
Institute of Professional Education and Research (IPER), Bhopal
Department of Management — MBA Programme
Oriental College of Management(OCM),Bhopal
Direct-to-consumer (D2C) brands have become central to India's consumer economy, reshaping how firms build brand equity, collect consumer data, and compete across digital and physical channels. Recent estimates place India's D2C market in the US$10–12 billion range in FY26, with forecasts toward US$60 billion by 2030, while Tier 2 and Tier 3 cities now account for a large share of new orders. At the same time, large FMCG firms are increasingly acquiring D2C brands to enter premium categories, access younger consumers, and obtain digital-first capabilities more quickly than they could build internally. This qualitative study draws on journal articles, annual reports, corporate press releases, and media coverage to examine how Indian D2C brands such as Minimalist, Wakefit, and Yoga Bar have scaled, and why incumbents are buying them. The paper argues that D2C should be understood as an organisational capability system rather than a simple sales channel, and that the current Indian market is entering a consolidation phase in which successful D2C brands are becoming strategic acquisition targets.
KEYWORDS
The Indian D2C market is moving into a new phase characterized by growth beyond metros, rising omnichannel complexity, and acquisition-led consolidation. Minimalist, Wakefit, and Yoga Bar illustrate three distinct paths to scale: premium transparency, category education, and health-led differentiation. Large FMCG firms are acquiring these brands because they offer access to premium categories, consumer insight, and digital capability that is difficult to build quickly in-house. For marketing scholars, the paper shows that D2C in India is best understood as a capability system, not just a sales channel. For managers, it suggests that brands must build trust, manage omnichannel execution, and create a strategic identity that remains attractive both to consumers and to potential acquirers.
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Publication Date
9/13/2026
Peer Review Type
Double-Blind Peer Review
Review Rounds: 2
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