Amit Dharap, Head – Retail, Indriya (Aditya Birla Jewellery), on building a design-first brand, scaling to 50 stores in 18 months, and why “slow romance” defines modern jewellery retail

In less than two years, Indriya has emerged as one of the fastest-scaling national jewellery brands in India. Backed by the Aditya Birla Group, the brand is set to inaugurate its 50th store—an achievement most legacy jewellers take a decade or more to reach.

At the heart of this rapid ascent is a sharp focus on design ownership, consumer experience and technology-led retail execution. In an exclusive conversation with BW Businessworld, Amit Dharap, Head – Retail, Indriya, outlines the philosophy behind the brand, its differentiation strategy in a legacy-dominated market, and how it plans to balance physical retail with digital discoverability in India’s evolving jewellery landscape. Edited excerpts :

Jewellery is slow romance, it grows on you

Indriya has scaled rapidly since launch. What inspired the brand’s inception, and what consumer needs were you addressing?
The Aditya Birla Group has long articulated its ambition to build strong consumer-facing businesses. Jewellery is a deeply emotional category, and we believed there was room to create a national brand that delights customers across all five senses.

The name “Indriya” itself means senses. From store design and lighting to fragrance, curated music, local refreshments and the comfort of the jewellery on the skin, every detail has been engineered to elevate the experience. Jewellery is not a transactional purchase; it is immersive. We wanted to design for that immersion.

Reaching 50 stores in about 18–19 months is extraordinary for jewellery retail. How significant is this milestone?
It is a matter of pride. In jewellery, many established players have taken 10–12 years to reach a similar scale. We will open our 50th store in Koramangala, Bengaluru, marking a presence across 30 cities. This pace has required disciplined execution, strong clustering strategies in metros, and a deep understanding of regional preferences. Scale without localisation does not work in jewellery.

The market is dominated by legacy and regional players. How does Indriya differentiate itself?

Our differentiation rests on two pillars: design and consumer experience. First, we are a design-first brand. Nearly all our jewellery is designed in-house by a large team that blends cultural nuances with contemporary aesthetics. We also focus on modularity—pieces that can be worn in multiple ways. For instance, a bridal hand ornament can transform into a bracelet or necklace.

Second, we have reimagined the consumer journey. Our stores feature bridal lounges where families can privately deliberate—important in wedding-led purchases. We have introduced a proprietary in-store application, “Sparkle”, which transparently displays product weight, making charges, diamond details and pricing on tablets. Customers can even share this information via WhatsApp. Transparency builds trust.

Additionally, our zero-deduction policy on old gold exchange—irrespective of purity—is a structural differentiator in the industry.

How do you balance offline retail expansion with digital commerce?

In fine jewellery, particularly wedding-led purchases, digital plays a larger role in discoverability rather than direct commerce. Online transactions in this segment remain a very small percentage across the industry.

Our website and social channels enable customers to explore collections, pricing bands and design sensibilities before visiting the store. The purchase, however, is tactile and experiential. We have consciously prioritised physical retail for transactions while investing heavily in digital marketing and engagement. Our social media following reflects that focus. Over time, we will expand into ecommerce more meaningfully.

Which markets and consumer segments are you prioritising for expansion?
We began with metro and Tier 1 cities, adopting a clustering strategy around key hubs such as Delhi and Mumbai. From there, we expanded to the East and South. Now, we are entering Tier 2 and Tier 3 cities selectively. Jewellery is highly regional, so expansion depends on readiness to serve cultural nuances effectively.

In terms of segments, we are wedding- and occasion-led, but we also offer entry-level products. The journey often starts small and evolves into larger purchases as trust builds.

How do you see technology and innovation shaping Indriya’s next phase?

We aspire to be technology-first and consumer-first simultaneously. Technology is embedded not just in retail but across design, sourcing, operations and training.

We use AI-enabled tools for training jewellery consultants. We innovate continuously in savings schemes, such as the Indriya Golden Vault, which allows customers to deposit lump sums and secure gold benefits upfront. AI and digital tools will increasingly inform merchandising, forecasting and customer engagement. But technology is an enabler—our core remains the consumer.

How would you describe jewellery retail today?
Jewellery is what I call “slow romance”. It grows on you. Customers come in curious and leave emotionally invested. It is both rational and deeply emotional. As more men experiment with jewellery and younger consumers seek design versatility, the category is evolving. Our role is to honour tradition while shaping what comes next.

Courtesy: BW BusinessWorld