Carmen Silla: All our innovations are designed to eliminate water and chemical use

Texzone is a unique B2B solutions providing company that offers specialised products and services for home textiles, furnishings, home décor, houseware, gifts, clothing, fashion and lifestyle segments. Texzone has business interests in publishing, trade shows, conferences, communications and business promotion services. Its activities revolve around marketing, market development, communications, trade facilitation, fashion, trend forecasting, design & product innovations, export, import, distribution and retailing in Indian and international markets. Arun Roongta, Managing Director, Texzone Information Services, gives Divya Shetty an inside look at the home textile industry’s evolving landscape and the trends shaping its next wave.

India’s middle class is expanding rapidly, bringing new opportunities for the home textile sector. How do you see this growing consumer base reshaping demand patterns for home furnishings and décohr products?

When households move into the middle-income bracket, everything changes about how they shop. Price stops being the only factor. They start thinking about utility, durability, design, what a product says about their home.

A mattress becomes a choice based on support and materials. Bedsheets are evaluated for how they feel and how long they’ll last. These consumers develop brand preferences. They want to know the manufacturer has credibility, that the product will perform as promised. They’re comfortable paying more for that assurance.

This shift is amplified by the surge in e-commerce and quick commerce platforms. Middle-income consumers are researching products online, reading reviews, and comparing features across brands before making purchases. D2C brands have emerged to meet this behaviour directly, offering transparency, convenience, and direct access to products without retail markups. This digital-first approach is reshaping how textiles reach consumers.

The scale is enormous. We’re adding 100 million middle-income households this decade. For the textile industry, this is the largest market opportunity in years. But it requires manufacturers to think fundamentally differently about their role—and their distribution strategy.

What categories or product segments within home textiles are witnessing the fastest growth as consumer aspirations and disposable incomes rise?

Sleep-related textiles are leading growth. Premium bedding—organic cotton sheets, temperature-regulating fabrics, ergonomically designed pillows—has moved from niche to mainstream. This reflects a broader recognition that sleep quality directly impacts health outcomes.

Sustainable materials are another major category. GOTS-certified organic cotton, bamboo, and recycled textiles are no longer premium-exclusive. Middle-income consumers now expect these. It’s driven by genuine environmental consciousness rather than trend chasing.

Performance-driven textiles represent significant growth. Soundproofing fabrics, stain-resistant materials, and temperature-regulating textiles serve functional needs while maintaining aesthetic standards. Consumers increasingly want products that perform specific functions, not just occupy space.

E-commerce platforms and D2C models have accelerated this growth. Brands offering direct-to-consumer products with quick delivery have captured significant market share by eliminating traditional retail friction and offering competitive pricing. This model works especially well for premium sleep and wellness products where brand trust and product education matter.

The connecting thread across these categories is the convergence of design, sustainability, functionality, and accessibility. Manufacturers excelling in one area alone are losing share to those integrating all three—and delivering through digital channels efficiently.

Among Indian manufacturers, who is best positioned to capture this growing market share—and what strategies or innovations are setting them apart?

Not all manufacturers will succeed. Consolidation is underway. Winners are those who’ve invested in brand infrastructure, not just production. Some started design-first. Others leverage heritage through authentic storytelling.

D2C brands are disrupting traditional models. Brands like Wakefit and SleepyCat are winning by building direct consumer relationships, controlling narratives, and iterating fast. They operate differently from wholesale-dependent manufacturers.

Large players are acquiring design capability and digital expertise. They understand that manufacturing alone doesn’t build brands. Design, marketing, and e-commerce operations do.

Most textile manufacturers still excel at production only. They lack design leadership, brand strategy, and direct consumer engagement. Developing this requires investment that most manufacturers avoid. Those moving now will dominate. Those staying production-focused will see margins compress.

Despite India’s strong textile manufacturing base, infrastructure and logistics remain challenges. What are the key gaps preventing broader participation and competitiveness in the home textile value chain?

Logistics infrastructure is solvable with capital. Quick commerce has raised delivery expectations. Manufacturers need fulfilment infrastructure closer to tier-2 and tier-3 cities.

Design forecasting is a deeper gap. Most manufacturers respond to orders instead of anticipating trends. Closing this requires design talent and market research capability.

Quality consistency at scale matters more in e-commerce. One quality issue becomes visible instantly through reviews. B2B manufacturers lack this infrastructure.

International standards—GOTS certification, traceability, safety documentation—are now mandatory. Manufacturers without these are locked out of growth markets.

Key distinction: logistics needs capital investment. Capability gaps need organisational transformation.

How do you assess the role of design, branding, and product differentiation in enabling Indian manufacturers to move up the value chain in domestic and international markets?

Price competition with China or Bangladesh is a losing game for India. Our edge is design innovation, heritage positioning, and sustainability credentials.

Middle-income consumers buy design-forward products from global brands online. If Indian manufacturers compete in the same space, they need equivalent design quality. D2C brands have proven that the model works.

Internationally, supply chains are moving away from China. India is positioned as a sustainable alternative. This only holds if manufacturers prove it through certifications, transparent sourcing, and innovation. Many get GOTS certification. Fewer tell compelling stories about why their products deserve premium pricing.

Heritage textiles—handlooms, block printing, natural dyes—have untapped global value. Indian manufacturers should capture this value themselves. They have the skill and sourcing. What they lack is brand infrastructure and digital reach.

As the organiser of HGH India, how is Texzone facilitating stronger linkages between manufacturers, retailers, and consumers in this evolving marketplace?

HGH has built genuine trust over 17 editions. Manufacturers know they can reach serious retailers. Retailers know they’ll find quality producers. That foundation remains important as the market evolves.

What we’re doing differently now is enabling direct consumer engagement. Traditional manufacturers are launching consumer-facing brands through HGH. They get direct feedback from buyers, build market knowledge, and develop brand loyalty. This shifts them fundamentally from supplier relationships to brand relationships. Many are learning to operate in e-commerce and D2C environments for the first time.

Texzone functions as a curator and validator in the ecosystem. Retailers searching for quality suppliers in emerging regions use HGH to identify and evaluate manufacturers. We provide transparency and reduce sourcing risk for both sides. We’re also helping manufacturers understand digital distribution models—how to work with e-commerce platforms, manage direct consumer relationships, and fulfill orders efficiently.

We’re also integrating wellness positioning through World of Sleep. When textiles shift from being furnishings to being part of a wellness system, the conversation changes entirely. A bedsheet becomes part of a sleep ecosystem. It competes on performance and health benefits, not just thread count. This enables premium positioning and attracts consumers thinking differently about their homes—consumers increasingly shopping online and expecting seamless delivery.

At its core, Texzone connects an ecosystem. We link manufacturers, retailers, designers, consumers, and now e-commerce platforms. We share market knowledge and create pathways for smaller players to grow. Value emerges through networks working together, not through forced transactions.

Looking ahead, what trends or policy interventions do you believe will be most crucial in driving sustainablegrowth in India’s home textile industry over the next five years?

Sustainability incentives matter. Tax breaks for GOTS certification and subsidies for sustainable production would accelerate adoption. India is positioned as the sustainable alternative to China in global supply chains. Policy reinforcement strengthens that positioning.

Design infrastructure support is critical. Government-backed incubators, innovation funding, and designer-manufacturer partnerships close capability gaps. This is concrete infrastructure that builds organisational strength.

Logistics infrastructure is necessary. Warehousing and fulfilment networks in tier-2 and tier-3 cities enable manufacturers to reach growth markets. E-commerce expansion into smaller cities makes this urgent. Manufacturers need last-mile delivery and reverse logistics for returns.

Digital infrastructure for SMEs is also a priority. Smaller manufacturers need access to affordable e-commerce tools, digital marketing expertise, and data analytics. D2C models work best when manufacturers can access consumer insights and iterate quickly.

But policy creates conditions. Industry execution drives results. Consolidation will happen. Some manufacturers will merge, specialise, or exit. That’s healthy market maturation.

Manufacturers investing now in design, brand infrastructure, quality systems, and e-commerce operations will capture a disproportionate share of 100 million new middle-class households. Those staying production-focused will face margin compression. D2C brands have already proven this model works. Traditional manufacturers need to adapt or get left behind.

The opportunity is real. The timeline is clear. The question is whether manufacturers will move.