For many Indians, Bata begins with a memory—the annual ritual of buying school shoes before the new academic year. A brand that quietly became a part of growing up. But what happens when a company woven into childhood nostalgia has to win over a new generation of consumers? That is the challenge Bata is facing today—to stay relevant for younger shoppers while building on the trust it has earned over the last few decades.
For generations, Bata has been one of India's most familiar brands, often associated with words like school shoes and affordability. Today, however, the company is focused on a different challenge. In a discussion with IMPACT Magazine, Badri Beriwal, Chief Strategy and Business Development Officer, Bata India, is quick to push back the idea that the company is simply a legacy brand. "First, let me rephrase that. Bata is India's most trusted brand. Legacy has two aspects. One is time, but what comes along with time is trust, and that is what this brand is," he says.
That trust is now being leveraged to attract younger consumers. According to Beriwal, the average age of Bata's consumers is around 32 years and it continues to become younger,year after year. The company has been actively recruiting younger consumers into the brand funnel through lifestyle-led products and campaigns featuring personalities such as Taapsee Pannu, Sanjana Sanghi, Kusha Kapila, and Niharika NM.
The approach is already translating into results. Bata's Ballerina campaign featuring Sanjana Sanghi helped sales of the range grow 3x compared to previous levels. The success, according to Beriwal, came from reimagining a traditional category with a more modern look and feel while retaining comfort. Beyond communication, Bata is also expanding its play across casual, lifestyle, and premium categories through brands such as Hush Puppies, Power, and Floatz. Beriwal believes the opportunity lies in recognising that India is not ahomogeneous market. "India is one country, but it has many different consumer segments within it. We have to talk to the relevant consumer segments with the right proposition," he says. That philosophy shapes Bata's approach to premiumisation. While consumers are increasingly willing to pay more for enhanced comfort and quality, Bata has no intention of competing solely on price.
"Every proposition from Bata's table has to deliver 'wow' pricing. We do not want to be the cheapest. That is our stated strategy," says Beriwal. The goal, he explains, is to offer enough comfort, quality, and style that consumers feel paying a little extra is worthwhile.
The company is also optimistic about the broader footwear market. Beriwal points out that the Indian footwear industry is only around 33% organised, leaving substantial headroom for growth. He expects government-led initiatives such as BIS quality standards and GST rationalisation to further accelerate the shift from unorganised to organised players.
At the same time, Bata is investing heavily in digital transformation. Digital now accounts for nearly 65% of its media mix, up from around 35% a year ago. According to Beriwal, the shift has improved attribution, ROI measurement, and overall marketing effectiveness. E-commerce, meanwhile, has become one of Bata India's fastest-growing channels, growing north of 30%, Beriwal points out. The company is leveraging its extensive store network through an omnichannel model while also experimenting with quick-commerce platforms such as Zepto and Myntra Now, where deliveries are being targeted within hours.
Despite this digital push, retail remains central to the company's growth story. Bata added around 100 stores last year and expects to add more than 200 this year. Over the next three to four years, it plans to add nearly 1,000 stores, particularly across smaller towns and markets. The company has also upgraded close to 750 stores through its zero-based merchandising initiative.
The investments appear to be paying off. Bata gained market share in a challenging environment last year and recently delivered growth for two consecutive quarters.
For Beriwal, however, the story is not about choosing between heritage and modernity. It is about ensuring that a brand built on trust remains relevant for the next generation as well.
Watch the full interview here:
