The fragrance of a city can linger long after one has left it. For Rajnish Kumar, Founder, Rumi Fine Fragrances, the inspiration for building a perfume house came from a lifetime of exposure to Lucknow’s rich fragrance culture and the traditional distillation practices of nearby Kannauj. What began as a personal fascination gradually developed into an entrepreneurial ambition: to build an Indian perfume brand that could stand alongside international luxury fragrance houses.
The journey, as Kumar puts it, “began taking shape around 20–25 years ago, driven by his interest in traditional Indian perfumes made from oils distilled in Kannauj. However, the idea of turning that interest into a contemporary fragrance business gathered momentum after the COVID-19 pandemic. The result is Rumi Fine Fragrances, a brand that seeks to bring together Indian perfumery’s cultural inheritance and a modern, globally oriented approach to luxury.”
For Kumar, the opportunity was as much about representation as it was about business. India supplies high-quality raw materials to the global fragrance industry, he points out, yet he saw room for a homegrown perfume house that could create its own identity and formulations. To pursue that ambition, Kumar collaborated with French master perfumer Francois Robert, spending around 1.5–2 years developing its formulations.
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The research behind the venture was extensive. Kumar mentions smiling that he collected more than 500 perfume bottles as part of his research and development process, studying fragrances and their compositions while working towards a distinct brand identity. The immediate focus is on establishing the brand in India before considering international expansion.
Rajnish points, “To understand Rumi’s cultural starting point, it helps to look at the fragrance traditions of Lucknow and Kannauj. Perfume in this part of Uttar Pradesh is not merely a lifestyle accessory; it is closely connected to history, craftsmanship and the region’s distinctive cultural sensibilities. Lucknow’s association with ‘itra’, or traditional attar, dates back to the 19th century.”
This heritage offers a compelling foundation for a modern Indian fragrance brand. Yet translating a regional craft into a contemporary luxury proposition requires more than invoking nostalgia. It calls for product development, distinctive positioning and an understanding of how consumers discover, evaluate and buy fragrances today.
According to Kumar, Rumi’s marketing strategy reflects that distinction. Rather than leaning heavily on discounts or sales-led communication, the brand has adopted a content-led approach designed to establish its luxury credentials. Its marketing focuses on the brand’s story, lifestyle associations and the experience it wants consumers to connect with its fragrances.
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The approach is deliberate. For a young luxury brand, frequent promotions can risk making price the primary reason to buy. Rumi is instead seeking to build desirability before pushing for conversions, with digital platforms serving as its principal route to consumers.
Rajnish says “the brand currently allocates all its marketing spend to digital channels, including Meta and Google, without spending on conventional offline advertising. Its distribution strategy is being developed alongside this digital presence, with the aim of maintaining control over how and where the perfumes are encountered.”
Celebrity associations form another part of the awareness-building effort. Rajnish believes established personalities can provide a new brand with credibility and help overcome consumer hesitation. The association with Diana Penty, for instance, fits the lifestyle positioning Rumi is pursuing, helping introduce the brand to potential consumers and build familiarity.
For Rumi, however, celebrity visibility is intended to work at the top of the marketing funnel rather than replace the work of establishing a distinct brand identity. The longer-term challenge will be converting that awareness into trials, repeat purchases and loyalty.
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While digital remains central to Rumi’s marketing, the brand is also exploring ways to make fragrance discovery more tangible. It has begun placing its perfumes at its three Rumi Spirit of Prabha restaurant outlets in Bengaluru, where customers can encounter the products during their visits. Pop-ups and Diwali melas have offered additional opportunities to engage with consumers, particularly younger audiences such as Gen Z and millennials. For a category in which personal preference and the sensory experience of a fragrance can influence purchase decisions, these interactions can offer insights that digital advertising alone cannot provide.
Rumi is also exploring collaborations with other artisanal brands whose positioning complements its own. The intention is to find partners that can reinforce its premium identity rather than simply maximise reach.
The next stage is expected to involve a stronger physical retail presence. Rajnish outlined plans for a high-street flagship store within six months of the interview, with Bengaluru as the starting point and Delhi and Mumbai among the cities being considered for expansion. The store is intended to showcase both the regular fragrance line and the brand’s private collection.
E-commerce, meanwhile, is being approached cautiously. Kumar views online marketplaces primarily as distribution channels rather than automatic brand-building engines. The plan is to let consumer demand guide the timing of entry, while assessing premium platforms and avoiding discount-led pricing that could weaken the brand’s positioning.
For a fragrance brand inspired by the traditions of Lucknow and Kannauj, the ambition is not simply to sell perfume. It is to give an Indian fragrance story a contemporary identity—and build a business capable of carrying that story beyond its place of origin.
