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The Knowledge Company, India

Name: The Knowledge Company, India
Address: 5th Floor, Block A, Lemon Tree Corporate Park, Sector 60, Gurugram, 122011, IN
Telephone: +911245080100
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The Knowledge Company, India

Retail, Consumer Products & E-tailing, Fashion - Textile & Apparel, Packaged Foods, Food Services & Agriculture, Sustainability and Skilling

Management Consulting firm, focused on Retail, Food, Consumer Products, Textiles & Clothing, Agriculture, Sustainability and Skilling in the Indian sub-continent. India’s leading consulting firm, with an experience of working with multiple organizations across various sectors

Founded on the principle of “concept to commissioning”, we partner our clients identifying maximum-value opportunities, pr

oviding solutions for their key challenges and helping them create robust and high growth business models

We have the ability to be strategic advisors providing customized solutions during the ideation phase, implementation guides through start-up assistance, and be a trusted advisor overall

Drawing from the extensive experience of more than 65 professionals, TKC focuses on five major divisions viz.

21/04/2026

𝐂𝐫𝐚𝐲𝐨𝐥𝐚’𝐬 𝐈𝐧𝐝𝐢𝐚 𝐏𝐥𝐚𝐲 𝐑𝐞𝐟𝐥𝐞𝐜𝐭𝐬 𝐚 𝐁𝐢𝐠𝐠𝐞𝐫 𝐒𝐡𝐢𝐟𝐭 𝐢𝐧 𝐇𝐨𝐰 𝐂𝐨𝐧𝐬𝐮𝐦𝐞𝐫 𝐁𝐫𝐚𝐧𝐝𝐬 𝐀𝐫𝐞 𝐁𝐮𝐢𝐥𝐝𝐢𝐧𝐠 𝐟𝐨𝐫 𝐆𝐫𝐨𝐰𝐭𝐡

Crayola’s partnership with Luxor India is significant not just because it marks the brand’s formal entry into India, but because it combines three strategic priorities: market entry, manufacturing diversification, and premium category creation. India is being positioned not only as a demand market, but also as a sourcing base for both local and global needs.

That matters because it reflects a broader shift in how global consumer brands are viewing India, as both a growth market and an operating base within international supply chains. Crayola has already started production in India, exported some India-made products to the US, and reduced its dependence on China.

The category opportunity is also meaningful. India’s creative products market remains relatively small, but its strong growth and young consumer base create clear room for premiumisation, especially where parents value quality, safety, trust, and educational benefits.

Crayola’s go-to-market strategy is another important signal. Its focus on digital platforms, quick commerce, and modern retail shows how convenience, discovery, and channel mix are becoming central to scaling even in categories like stationery and art supplies.

For incumbents and investors, the broader takeaway is clear: categories once seen as fragmented or low-intensity are being reshaped by stronger branding, better distribution, and more resilient sourcing. In this environment, advantage will come not just from product quality, but from how well companies align manufacturing, channel strategy, and market positioning.

At TKC, we help decode shifts like these by connecting market developments to strategy, ex*****on, and business model choices across retail and consumer markets.

16/04/2026

𝐈𝐧𝐝𝐢𝐚'𝐬 𝐁𝐢𝐠𝐠𝐞𝐬𝐭 𝐆𝐨𝐥𝐝 𝐌𝐨𝐦𝐞𝐧𝐭 𝐈𝐬 𝐀𝐥𝐬𝐨 𝐈𝐭𝐬 𝐌𝐨𝐬𝐭 𝐂𝐨𝐦𝐩𝐥𝐞𝐱 𝐎𝐧𝐞

Akshaya Tritiya 2026 falls on April 19 – and the market context surrounding it is unlike any in recent memory.

Gold prices are trading at approximately Rs 1.50 lakh per 10 grams, nearly 70% higher than a year ago. Geopolitical tensions have disrupted UAE supply routes, through which nearly a quarter of India's gold was imported in 2025. Volume demand has softened. And yet, consumer intent has not.

That resilience is the real story.

Organized jewellers are responding with precision. Tanishq is leaning into lower caratage inventory and gold rate protection schemes. Kalyan Jewellers and Malabar Gold and Diamonds are competing aggressively on making charge discounts. CaratLane is among the sharpest on value offers this season. Indriya and Senco are using the festival as both a sales and an expansion moment.

What emerges is a market in active adaptation – where the product mix is shifting toward 18-carat and 14-carat formats, old gold exchange is funding over half of Tanishq's sales, advance booking is replacing impulse purchase, and digital channels are playing a growing role even in a category historically anchored in physical retail.

The deeper signal is structural. India's relationship with gold does not weaken under pressure – it reconfigures. And how the category reconfigures in a high-price, high-uncertainty environment reveals a great deal about the direction of India's premium consumer market.

Swipe to gain insights and a detailed market perspective – slide by slide – in the carousel.

At TKC, developments like these are tracked closely to help businesses interpret category signals, align strategy, and navigate change with greater clarity.

Connect with us to exchange perspectives on what this market moment means for your sector.

15/04/2026

| 𝐏𝐮𝐧𝐞𝐞𝐭 𝐃𝐮𝐝𝐞𝐣𝐚 𝐥𝐞𝐚𝐝𝐬 𝐓𝐊𝐂–𝐖𝐆𝐒𝐍 𝐚𝐭 𝐆𝐚𝐫𝐭𝐞𝐱 𝐓𝐞𝐱𝐩𝐫𝐨𝐜𝐞𝐬𝐬 & 𝐃𝐞𝐧𝐢𝐦 𝐓𝐚𝐥𝐤𝐬 2026

From data to design, from culture to commerce.

At Gartex Texprocess India Denim Talks (Denim Show) 2026 in Mumbai, .dudeja represented across two high‑energy sessions, bringing the consumer and culture lens to the centre of the conversation.

Puneet moderated the session “From Data to Design: Turning Consumer Insights into Winning Products”, steering a discussion with leaders from , , and (LNJ Denim Division) on how data‑driven decisions can translate into better denim products and sharper market outcomes.

He then joined as a panellist in “Culture to Commerce: How Global Cultural Shifts are Shaping the Next Fashion Trends,” alongside speakers from , , , , moderated by the Retailers Association of India (RAI), to unpack how cultural signals are reshaping fashion demand and denim’s next chapter.

As Principal at The Knowledge Company and Director, Business Development – South Asia at WGSN, Puneet drew on over a decade of TKC–WGSN partnership helping brands decode consumers, fashion shifts and market direction in India by connecting global foresight with local realities.

Thank you to the organisers , fellow panellists and everyone who joined these sessions and continued the dialogue on the floor.

15/04/2026

𝐓𝐡𝐞 𝐄𝐧𝐝 𝐨𝐟 𝐭𝐡𝐞 𝐐-𝐂𝐨𝐦𝐦𝐞𝐫𝐜𝐞 𝐇𝐨𝐧𝐞𝐲𝐦𝐨𝐨𝐧: 𝐖𝐡𝐲 𝐐𝐮𝐢𝐜𝐤 𝐃𝐞𝐥𝐢𝐯𝐞𝐫𝐲 𝐢𝐬 𝐍𝐨𝐰 𝐚 "𝐁𝐢𝐠 𝐏𝐥𝐚𝐲𝐞𝐫𝐬' 𝐆𝐚𝐦𝐞"

India’s quick commerce sector is evolving at breakneck speed. What started as a nimble, startup-driven ecosystem has officially escalated into a high-stakes turf war dominated by deep-pocketed corporate giants like and -owned .

With an estimated 6,000 dark stores now dotting the country, the competition is fiercer than ever. In a recent feature by Next Unicorn Ventures, Senior Partner, Ankur Bisen, weighed in on this massive structural shift.

“Quick commerce is no longer in a startup phase, it has become a big players’ game.”

The Strategic Reality of India's Q-Commerce War

· The Dark Store Math: Maturing a dark store to profitability takes 6 to 12 months. With legacy retail giants throwing their weight around and startups like
scaling past 800 stores, the capital required to survive the initial burn rate is pushing smaller players out.

· The Urban Ceiling: Despite massive growth, the economics of 10-minute delivery heavily rely on density. Currently, over half of these dark stores are concentrated in just 8 major cities, and revised estimates suggest the model is only viable in about 125 cities nationwide.

· The Margin Squeeze: To win market share and drive repeat business, platforms are deploying aggressive discounting strategies, sometimes offering 23% to 24% off within categories. This "win at all costs" maneuvering makes it incredibly treacherous for under-capitalized entrants.

As the sector matures, the ultimate test won't just be speed, but the ability to build distinctive value propositions and survive extreme operational costs.

Read the full analysis at: https://nextunicorn.ventures/competition-intensifies-in-indias-quick-commerce-market/

13/04/2026

𝐂𝐫𝐚𝐲𝐨𝐥𝐚’𝐬 𝐈𝐧𝐝𝐢𝐚 𝐏𝐥𝐚𝐲 𝐑𝐞𝐟𝐥𝐞𝐜𝐭𝐬 𝐚 𝐁𝐢𝐠𝐠𝐞𝐫 𝐒𝐡𝐢𝐟𝐭 𝐢𝐧 𝐇𝐨𝐰 𝐂𝐨𝐧𝐬𝐮𝐦𝐞𝐫 𝐁𝐫𝐚𝐧𝐝𝐬 𝐀𝐫𝐞 𝐁𝐮𝐢𝐥𝐝𝐢𝐧𝐠 𝐟𝐨𝐫 𝐆𝐫𝐨𝐰𝐭𝐡

’s partnership with Luxor India is significant not just because it marks the brand’s formal entry into India, but because it combines three strategic priorities: market entry, manufacturing diversification, and premium category creation. India is being positioned not only as a demand market, but also as a sourcing base for both local and global needs.

That matters because it reflects a broader shift in how global consumer brands are viewing India, as both a growth market and an operating base within international supply chains. Crayola has already started production in India, exported some India-made products to the US, and reduced its dependence on China.

The category opportunity is also meaningful. India’s creative products market remains relatively small, but its strong growth and young consumer base create clear room for premiumisation, especially where parents value quality, safety, trust, and educational benefits.

Crayola’s go-to-market strategy is another important signal. Its focus on digital platforms, quick commerce, and modern retail shows how convenience, discovery, and channel mix are becoming central to scaling even in categories like stationery and art supplies.

For incumbents and investors, the broader takeaway is clear: categories once seen as fragmented or low-intensity are being reshaped by stronger branding, better distribution, and more resilient sourcing. In this environment, advantage will come not just from product quality, but from how well companies align manufacturing, channel strategy, and market positioning.

At TKC, we help decode shifts like these by connecting market developments to strategy, ex*****on, and business model choices across retail and consumer markets.

07/04/2026

𝐌𝐮𝐧𝐜𝐡 𝐂𝐚𝐩𝐚𝐜𝐢𝐭𝐲 𝐄𝐱𝐩𝐚𝐧𝐬𝐢𝐨𝐧 𝐒𝐢𝐠𝐧𝐚𝐥𝐬 𝐂𝐨𝐧𝐟𝐢𝐝𝐞𝐧𝐜𝐞 𝐢𝐧 𝐒𝐜𝐚𝐥𝐞𝐝, 𝐀𝐟𝐟𝐨𝐫𝐝𝐚𝐛𝐥𝐞 𝐈𝐧𝐝𝐮𝐥𝐠𝐞𝐧𝐜𝐞

India’s decision to expand production at Sanand is more than a plant-level update. It is a useful signal of where confidence is building in the FMCG market: brands with strong recall, affordable price points, and wide distribution are continuing to attract capital behind the scenes.

The company is adding a new line that will increase output by 8,300 tonnes per year, backed by an investment of around Rs 225 crore, funded through internal accruals. That matters because it reflects not just demand visibility, but also balance-sheet confidence and a willingness to invest ahead of consumption rather than merely respond to it.

There is also a deeper operating story here. In categories like confectionery, scale economics, service levels, and manufacturing agility can make a meaningful difference to margins and market share. Expanding capacity at an existing facility suggests a calibrated brownfield approach, where speed, cost efficiency, and supply reliability are all being prioritized.

The move also reinforces a broader market pattern: even in a demand environment that can be uneven across categories, brands positioned around accessible indulgence often remain resilient. For manufacturers and retailers alike, that makes portfolio architecture, price-pack strategy, and channel ex*****on especially important.

For the wider consumer sector, this is a reminder that growth is not only about premiumization or innovation headlines. Often, it is about backing proven brands with the right production footprint, distribution muscle, and ex*****on discipline to capture everyday demand at scale.

At TKC, we continue to track how such operating moves reveal larger shifts in demand, competitive intensity, and growth strategy across the retail and consumer landscape.

Connect with us to gain access to plug and play contemporary strategies for your business.

06/04/2026

𝐀𝐦𝐚𝐳𝐨𝐧’𝐬 𝐍𝐞𝐰 𝐒𝐦𝐚𝐫𝐭𝐩𝐡𝐨𝐧𝐞 𝐁𝐞𝐭 𝐒𝐢𝐠𝐧𝐚𝐥𝐬 𝐚 𝐁𝐢𝐠𝐠𝐞𝐫 𝐁𝐚𝐭𝐭𝐥𝐞 𝐟𝐨𝐫 𝐭𝐡𝐞 𝐂𝐨𝐧𝐬𝐮𝐦𝐞𝐫 𝐈𝐧𝐭𝐞𝐫𝐟𝐚𝐜𝐞

’s reported return to smartphones is not just about hardware. It signals a broader push to own a deeper layer of the consumer interface by linking , shopping, content, and partner services into a more continuous first-party relationship with users.

That matters because in digital consumer markets, the most valuable position is often the gateway, not the product itself. If AI shifts behaviour from app-led discovery to assistant-led decision-making, control over the interface could become as strategic as assortment, pricing, or logistics.

For Amazon, a smartphone could improve customer acquisition economics, deepen engagement across Prime-linked services, strengthen data feedback loops, and build a more integrated commerce ecosystem across retail, media, and services.

At the same time, this remains a difficult market to re-enter. The project is reportedly still at an early stage and could be scrapped, while weaker market conditions, rising component costs, and softer global shipments create added pressure.

That raises familiar questions around differentiation, margins, channel strategy, and whether consumers will switch devices for ecosystem benefits alone.

The bigger signal for brands, retailers, and platforms is that AI is becoming a powerful lever to reshape discovery, distribution, and loyalty. As interfaces evolve, businesses will need to think beyond the app economy and assess where consumer attention, transaction intent, and platform power are moving next.

At TKC, we continue to track how technology shifts like these can alter category economics, consumer journeys, and competitive positioning. For businesses looking to decode these signals and align strategy with change, this is a space worth watching closely.

Connect with us for plug-and-play contemporary strategies for your business.

02/04/2026

𝐓𝐞𝐚 𝐍𝐚𝐭𝐢𝐨𝐧, 𝐂𝐨𝐟𝐟𝐞𝐞 𝐑𝐞𝐯𝐨𝐥𝐮𝐭𝐢𝐨𝐧: 𝐈𝐧𝐬𝐢𝐝𝐞 𝐈𝐧𝐝𝐢𝐚’𝐬 ₹6,000 𝐂𝐫𝐨𝐫𝐞 𝐂𝐚𝐟é 𝐁𝐨𝐨𝐦

India has long been a tea-drinking nation, but a massive retail shift is brewing.

Indians currently consume only 30 cups of coffee per person, per year, compared to the global average of 200. That is a staggering 570% growth potential waiting to be unlocked.

Here is how the market is reshaping retail:

1. The "Third Place" Economy Cafés are no longer just about beverages; they are the new "third place" between home and work. Driven by Gen Z and Millennials (who account for 70%+ of specialty traffic), outlets investing in ambiance and curated music are seeing 40%+ higher check sizes. Emotion drives economics, 65% of café-goers revisit for the "vibe" over the coffee quality alone.

2. The Tier 2 & Tier 3 Goldmine The real battleground isn't just in the metros. Premium café footfalls in Tier 2 and 3 cities are growing at 25-30% YoY (compared to 8-10% in metros). With premium coffee pe*******on in secondary cities sitting at just 15%, there is a massive 18-24 month first-mover window for brands willing to adapt their menus locally.

3. Beyond the Cup: Merch & Tech Coffee brands are morphing into lifestyle players. Merchandise (mugs, apparel, brewing gear) is growing 3x faster than beverage sales.

Specialty coffee loyalty programs are seeing massive 35-40% redemption rates, while digital ordering is increasing Average Order Value (AOV) by ₹150-200.

The Bottom Line: With the coffee category clocking a 13.28% CAGR (vastly outpacing the broader QSR growth of 5-6%), the winners will be those who successfully blend craft coffee with localized cultural relevance.

The first-mover advantage in Tier 2 and Tier 3 markets is massive, but scaling an experiential retail format outside the metros requires a localized product-market fit and rigorous unit economics.

TKC helps F&B and retail brands design capital-efficient expansion strategies for emerging markets.

Let's connect to map your growth blueprint.

02/04/2026

𝐓𝐡𝐞 𝐀𝐈 𝐏𝐚𝐫𝐚𝐝𝐨𝐱: 𝐏𝐫𝐨𝐭𝐞𝐜𝐭𝐢𝐧𝐠 𝐘𝐨𝐮𝐫 𝐈𝐝𝐞𝐚𝐬 𝐖𝐢𝐭𝐡𝐨𝐮𝐭 𝐋𝐨𝐬𝐢𝐧𝐠 𝐕𝐢𝐬𝐢𝐛𝐢𝐥𝐢𝐭𝐲

India’s digital ecosystem is facing a massive double-edged sword when it comes to Artificial Intelligence.

On one hand, AI is threatening traditional digital models. With AI-generated summaries driving click-through rates down from 15% to just 8%, lawsuits like ANI vs. OpenAI are forcing a national reckoning on copyright and content ownership.

On the other hand, AI is rapidly unlocking new retail frontiers. Companies like Razorpay and hashtag are pioneering voice-first commerce, allowing consumers to browse and buy on platforms like and The Derma Co. using natural, regional languages.

So, how do brands navigate this? While we await the official rollout of the DPIIT’s proposed “One Nation, One License, One Payment” framework for AI training, The Knowledge Company Chairman, Arvind Singhal, views this as a critical inflection point for consumer businesses.

The TKC Strategic Outlook
❇️ The Death of Traditional Discovery: As AI search summaries replace traditional website clicks, brands must rethink their SEO and top-of-funnel discovery strategies.
❇️ The Rise of "Agentic" Commerce: With over 950 million internet users but only 200 million online shoppers, voice-first AI agents will bridge the digital divide. Brands must prepare their digital storefronts for conversational, intent-driven queries rather than text-based searches.
❇️ IP Protection: Under the proposed DPIIT models, content creators and brands may eventually get paid when AI tools commercialize their data. Organizing and legally safeguarding your proprietary data today is crucial for tomorrow's monetization.

AI is fundamentally changing both how your brand is discovered and who owns the data powering that discovery.

Read the full analysis on India’s shifting AI and digital commerce landscape: https://lnkd.in/gHwWpViF

01/04/2026

𝐈𝐬 𝐫𝐞𝐥𝐢𝐠𝐢𝐨𝐮𝐬 𝐫𝐞𝐭𝐚𝐢𝐥 𝐈𝐧𝐝𝐢𝐚’𝐬 𝐧𝐞𝐱𝐭 𝐛𝐢𝐠 𝐨𝐫𝐠𝐚𝐧𝐢𝐬𝐞𝐝 𝐫𝐞𝐭𝐚𝐢𝐥 𝐨𝐩𝐩𝐨𝐫𝐭𝐮𝐧𝐢𝐭𝐲?

For decades, retail in temple towns has been hiding in plain sight. The demand is real, the footfall is massive, the purchase intent is strong, but the shopping experience is still largely informal, fragmented, and inconsistent.

That is what makes Krishna Bhumi Arcade in Vrindavan so interesting from a retail lens. Positioned as India’s first religious and cultural retail mall, it is trying to formalise a category that has traditionally lived in bazaars, narrow lanes, temporary stalls, and scattered neighbourhood shops.

From a pure retail perspective, the logic is compelling. You have destination-led traffic, category-specific demand, long dwell-time potential, a highly contextual product mix, and the possibility of blending local sellers with more organised brands in one curated environment.

What also stands out is the format thinking. This is not a generic mall dropped into a temple town. It is built around actual pilgrim behaviour: darshan first, then shopping for puja items, seva products, souvenirs, attire, food, and take-home cultural purchases. That makes the retail journey far more intentional than in many conventional high streets.

The digital layer makes the model even more relevant. If executed well, the e-marketplace could help extend demand beyond physical footfall and give smaller religious producers, ashrams, and gaushalas access to a wider consumer base. In retail terms, that means the project is not just building stores; it is building a category ecosystem.

For retailers, developers, and consumer businesses, this raises an important question: are temple towns simply tourism markets, or are they emerging as one of India’s most underappreciated organised retail frontiers?

👉 Swipe through for a closer look at how Krishna Bhumi Arcade could shape the next chapter of organised retail in India

01/04/2026

𝐏𝐮𝐧𝐞𝐞𝐭 𝐃𝐮𝐝𝐞𝐣𝐚 𝐨𝐧 𝐭𝐡𝐞 2027 𝐎𝐮𝐭𝐥𝐨𝐨𝐤: 𝐌𝐨𝐯𝐢𝐧𝐠 𝐟𝐫𝐨𝐦 "𝐄𝐢𝐭𝐡𝐞𝐫/𝐎𝐫" 𝐭𝐨 𝐚𝐧 "𝐀𝐧𝐝/𝐀𝐧𝐝" 𝐖𝐨𝐫𝐥𝐝

As we look toward the retail and consumer landscape of 2027, the rules of engagement are fundamentally rewriting themselves. Simply commanding attention is no longer enough to guarantee success.

Sharing his leadership perspective on navigating this fragmented world, .dudeja, Principal at and Director, Business Development, South Asia, emphasizes that brands must master a new form of connectivity, one built on unwavering trust and intentional joy.

Here is a look at the strategic shifts defining the road ahead, in Puneet's words:

"By 2027, brands won’t win just by being seen, they’ll win by being trusted again, and by bringing a little more joy into everyday life. We’re moving away from an “either/or” mindset to an “and/and” world, where different realities, beliefs, and identities can all exist together.

Even though things may feel fragmented, experiences will become more connected in meaningful ways. Consumers will still feel tired and a bit sceptical, but they’ll also be quietly seeking moments of hope, lightness, and play.

The real opportunity for brands? Show up with honesty, and don’t forget to make people smile along the way."

Strategic Takeaways for Brands
➡️ Currency is Trust: Visibility is temporary; trust is sustainable. Brands must rebuild their foundations of honesty to combat growing consumer skepticism.

➡️ The "And/And" Mandate: Cease trying to force consumers into single boxes. Successful brands will create space for complex, coexisting identities and beliefs.

➡️ Joy as a Differentiator: In a tired market, providing moments of lightness and play is not "fluff", it is a critical lever for emotional connection and brand recall.

How is your organization preparing its strategy for the "And/And" imperative of 2027?

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