By M Muneer
The Indian retail industry is at a critical crossroads. Proliferation of e-commerce, accelerating digitisation, a consumer base that is increasingly getting younger, and the shriller cries for diversity and personalisation necessitate a reframing of the sector for growth, and even survival. Conventional marketing appears to be failing, going by the struggles of the sector.
If the experience in developed economies is anything to go by, the answers might seem embedded in the local context. Inspiration can also come from unexpected places. Take the case of the recent reinvention of JCPenney, the US department store chain that once represented a bygone era of suburban shopping. It was long dismissed as stale and out of touch. Its new strategic repositioning can offer relevant lessons for Indian retailers seeking to redefine themselves for the next generation of shoppers.
At the heart of JCPenney’s bold move was a campaign that challenged consumer assumptions head-on. Surprisingly unbranded ads that featured polished, fashion-forward visuals of model shots, lifestyle images, clean aesthetics. Each ad included a QR code, which, when scanned, revealed that the products came from none other than JCPenney. The idea was simple and sharp: break the bias before the brand is revealed. By stripping away the traditional branding, the campaign forced consumers to judge the clothing on its own merit: Contemporary, stylish, relevant. The surprise of discovery flipped expectations and created an emotional payoff.
From Shoppers’ Stop and Lifestyle to Trends and Westside, this approach holds great potential given their obvious traditional or budget-conscious positioning. Imagine a campaign where saris are photographed in edgy, high-fashion settings, or where a kurta is styled like a global streetwear piece. Such re-imaginings are not gimmicks — they are powerful cues that help reposition the brand in the minds of a new generation. If the product quality is sound, all that remains is to change the frame through which consumers view it. Like JCPenney, Indian retailers need to subvert the narrative that they are “just another traditional brand” and prompt consumers to look again, and differently.
JCPenney’s revival wasn’t just visual. It leaned heavily into cultural aspects by partnering with designer Prabal Gurung to launch the iMPOWER collection, a line rooted in inclusivity and empowerment. The collection offered a wide range of sizes and styles and was modelled by people from various backgrounds and body types. This was not simply a symbolic gesture, but a commercial strategy aimed to open the brand to a broader, more diverse audience.
This idea is profoundly relevant for India, where diversity is everywhere, from streets to wards to districts — regional, linguistic, economic, and aesthetic. Yet, marketing and merchandising still cater to a narrow interpretation of who the “ideal” consumer is. There is an enormous untapped opportunity in speaking the truth: complex, multi-ethnic, and proud of it. Brands that embrace broader sizing, represent a range of skin tones and body types, and showcase regional identities in authentic, contemporary ways will drive inclusion, and hence loyalty.
Digital transformation was another key piece of JCPenney’s playbook. When the Big Billion Day sales started by Flipkart in 2014, one of the leading retail chains wanted to go digital as a knee-jerk reaction, and failed miserably. Recognising that consumer behaviour had shifted irreversibly post-Covid toward digital-first experiences is key. JCPenny has invested heavily in e-commerce, mobile optimisation, and social engagement much beyond a website which most Indian retailers did. It went much beyond selling online, and crafted a cohesive digital identity that complemented its in-store experience. In doing so, it reintroduced itself to a younger, tech-native audience.
With the explosion of internet penetration and smartphone access, digital presence is non-negotiable. The next big brand will not be built just through store footprints or billboard campaigns; it will be through compelling Instagram content, frictionless mobile shopping, and sharp data-driven personalisation. Indian retailers need to look beyond just digitising categories and focus on creating brand worlds online — spaces that are immersive, interactive, and designed to build community.
Private labels are another area where JCPenney carved new ground. Developing in-house brands allowed the company greater control over design, pricing, and positioning. These labels became tools for differentiation — unique product lines that couldn’t be found elsewhere. For Indian retailers, particularly those operating across categories, private labels represent a powerful lever. They allow for faster experimentation, better alignment with consumer preferences, and healthier margins. More importantly, private brands give retailers the chance to tell their own stories. The Westside-Zudio combo from Tata Group has mastered this strategy well and carved out a sweet spot for themselves with 1,000 stores and 100 million customers according to the company.
Perhaps the most underrated aspect of JCPenney’s strategy was its focus on hyperlocal marketing. The brand moved away from generic national messaging and tailored its efforts to connect with local communities. By aligning with regional events, collaborating with local influencers, and adjusting product selections to match local tastes, it created a more intimate relationship with its consumers.
India, in many ways, is a continent disguised as a country. A campaign that works in Chennai might fall flat in Chandigarh. A product that’s a bestseller in Mumbai may not find the same traction in Lucknow. Understanding and responding to these differences is no longer a luxury; it’s a requirement. Retailers that treat India as a unified market will miss the micro-moments that drive true loyalty. The future belongs to those who can think nationally but act locally, blending brand consistency with cultural relevance.
The lesson from JCPenney isn’t just the usual copy-paste tactic — it’s about mindset. It’s about challenging assumptions, moving with agility, and meeting consumers where they are, not where they were. All the ingredients for a delicious dish are there: a booming market, an increasingly aspirational consumer, and a vibrant culture to draw from. What’s needed is a willingness to surprise — to subvert the expected, to reframe the familiar, and to make people look twice. Because in that moment of reconsideration lies the real magic of marketing.
The writer is Fortune-500 advisor, start-up investor, and co-founder, Medici Institute for Innovation.
Disclaimer: Views expressed are personal and do not reflect the official position or policy of FinancialExpress.com. Reproducing this content without permission is prohibited.