Hemant Jain: Today, a brand is not just about the product; it represents a lifestyle
Kewal Kiran Clothing Limited (KKCL), one of India’s largest branded apparel manufacturers, has consistently upheld international standards in quality, technology, marketing, and brand-building. Over more than four decades, the company has grown into a prominent home-grown fashion leader in a space once dominated by global labels. Since its founding in 1980—during a time when international denim brands had little presence in India—KKCL has cultivated a strong brand identity that continues to resonate with young consumers nationwide. In this conversation with Divya Shetty, its JMD, Hemant Jain, offers insights on staying resilient in an increasingly competitive global market and highlights why the domestic industry remains equally crucial for sustained growth.
How do you assess the current landscape of the Indian apparel industry, particularly in terms of consumer sentiment, and how has it evolved over the years?
The market scenario is very positive. The domestic segment of the Indian apparel industry, which generates one of the highest levels of employment in the garment sector, is performing exceptionally well. The products we offer today are on par with international standards. Given India’s large population and rising demand, the future looks extremely promising.
Which segment in your company is witnessing higher demand, and what factors are driving this growth?
We operate six brands under our umbrella, with Killer being our flagship label. While Killer is primarily known as a denim brand, it has evolved into a full-fledged lifestyle brand. Our efforts are to be aligned with Government’s initiative to promote ‘swadeshi’ brands and their offerings. The ‘I Wear India, I Wear Killer’ is an effort in that direction, a campaign that celebrates our pride in being a brand made in India, for Indians; an initiative that encourages the youth of the country to take pride in wearing brands made in Bharat
Today, a brand cannot rely on a single product category. It must expand into multiple segments to remain relevant. We now cater to both topwear and bottomwear, including chinos, shorts, and T-shirts. As we broaden our categories, the focus has shifted—today, a brand is not just about the product; it represents a lifestyle.
What material or fabric trends are you currently observing, and how is your company adapting to these shifts?
One of our biggest advantages at Kewal Kiran is our own manufacturing capability. From design to production, everything is managed in-house. We focus on fast fashion, which is crucial in today’s market. We have a strong team of in-house designers, including an international designer from Italy.
Today’s consumers want instant access to trends, and they easily switch brands if their expectations are not met. To stay competitive and maintain global standards, we ensure our quality stays a step ahead. We are well aligned with these evolving trends and remain very optimistic.
Are you present in global markets as well?
Our current export footprint is limited, mainly to the Middle East. However, we plan to expand into European markets in the future and aim to open our own stores there. Fashion today is global, and to sell internationally, quality must match global benchmarks. We take pride in having some of the most advanced manufacturing technologies in the world and highly skilled designers. We are fully prepared, and global expansion is definitely on the horizon.
You mentioned advanced technologies. Could you elaborate on the innovations being used in your manufacturing process?
We use laser machines, ozone technology, and several environmentally friendly processes across our manufacturing operations. With Gen Z increasingly prioritising sustainability, we have significantly minimised water usage in our jeans production through advanced, eco-friendly techniques. .
Instead of hazardous chemicals, we rely on green alternatives and ozone washing process uses oxygen gas, resulting in zero water consumption. Matching global standards requires continuous investment, and we remain committed to investing heavily in technology innovation. We have also introduced stitchless shirts, a technology used by only a few brands worldwide . These garments are manufactured through specialised heat and laser-based systems,the response has been extremely encouraging.
Where are your manufacturing facilities located, and how many stores do you operate in India?
Our manufacturing facilities are in Gujarat, with units in Vapi and Daman. Daman is a green zone, so denim washing is carried out in Vapi, while stitching and logistics are handled in Daman. We currently operate around 600 stores in India, of which nearly 400 are Killer-exclusive outlets and the remaining are Lawman, Kraus and Junior Killer.
Is global uncertainty affecting your business in any way?
We are not heavily dependent on exports. Through this platform, I would also like to highlight that the government should form a dedicated body for domestic garment manufacturers. Currently, much of the policy focus is on the export sector, but domestic players also play a crucial role. Since the Hon’ble Prime Minister emphasises Atmanirbhar Bharat and Swadeshi, the domestic ecosystem deserves stronger support and attention.
What steps are you taking to adopt new innovations?
Innovation is essential. We have implemented a strict policy of launching new collections every six months, aligned with current trends. We are actively embracing fast fashion and advanced technologies. To scale further, we are expanding our retail footprint—opening larger stores, entering malls, and focusing on metro and state capital markets. While we earlier concentrated on Tier II and III cities, our strategy now includes major metropolitan cities as well.
How would you describe your financial performance last year, and what is your vision for the future?
Last quarter, we recorded double-digit growth and maintained strong profitability. We plan to acquire additional brands to accelerate expansion. Continued investments in manufacturing and innovation will also be a priority. Over the next two to three years, we are targeting organic growth that will take us beyond the Rs 15 billion mark.
Looking ahead, what opportunities do you foresee for the Indian apparel sector?
The opportunities are immense. Over the next 20 years, India is poised to remain one of the fastest-growing economies. While competition will increase, companies must remain resilient. With rising purchasing power, especially among Gen Z, the industry has significant potential that all players can leverage.
