1. Daily Wear concept scale-up - The pilot has 15 stores as of Q1 FY27, 12-13 already profitable and generating about ₹1,000 sales per sq. ft. per month, with plans to reach 25-30 stores by end-FY27. Each store adds a new category (top wear, men's essentials) on underutilised space in existing large EBOs, creating a second revenue stream at roughly ₹12,000 annualised per sq. ft..
2. New bottom-wear product formats - Management plans 10-12 genuinely new bottom-wear formats for FY27, not line extensions, targeting new purchase occasions and consumer cohorts. Value-added bottoms already contribute \~70% of revenue versus \~50% earlier, so new formats extend the shift toward higher-ticket, higher-margin products.
3. Brand ambassador and marketing push - Shraddha Kapoor was onboarded as brand ambassador from July 2026 to reach a wider younger audience, with ad spend guided at 2-3% of revenue for FY27. Incremental marketing drove Q1 FY27 EBITDA down 2%, but the investment targets customer acquisition and brand salience that supports the larger-store and new-category strategy.
4. LFS channel recovery - LFS grew 2% YoY to ₹50 crores in Q1 FY27 after a FY26 that saw a key partner pause inventory intake for \~45 days and \~137 stores shut; supply disruptions have normalised significantly. The channel carries 35-40% better gross margins than EBOs, so recovery from minus 7% to growth directly lifts blended profitability.
5. Middle East international entry - The first Dubai store opened June 2025 under a 5-year exclusive FOFO partnership with Apparel Group, with no direct investment and healthy early unit economics. The franchise model lets the company test international demand without capex, and success opens a new geography beyond India's saturated bottom-wear market.
6. Online and omni-channel build-out - Online sales reached ₹25.3 crores in FY26 (3.0% of revenue), with the company live on Blinkit and Zepto showing good traction and a dedicated consumer app set to launch. The channel adds a low-capex sales layer with 24-48 hour store fulfilment, complementing the physical network without cannibalising store economics.