I was born into a family where the business of fabric was a way of life. My birthplace, Panipat, is a city that breathes textiles, the hum of machines, the rustle of threads, and the rhythm of looms set the beat to my childhood. Our family business, N.K. Handicrafts, was established by my father in the 1990s, around the time I was born.
At N K Handicrafts, we transcended beyond the conventional, weaving technology with tradition. Our offerings – from gorgeous bed sheets to bespoke decor – were crafted not only to adorn homes but to weave stories in every fold. Under the aegis of our brand, my sister and I – she with her artistic prowess and I with an entrepreneurial zeal – embarked on a journey that straddled both brick-and-mortar establishments and the digital marketplace.
It began as a manufacturing unit, but under my leadership, it evolved into a multifaceted entity. Post my MBA in Finance from IMI, New Delhi, and a short stint at a tech company, I infused fresh perspectives into our traditional model. We forayed from a traditional Business-to-Business (B2B) model to Business-to-Consumer (B2C) and now, Direct-to-Consumer (D2C) model, connecting directly with our customers.
We branched into distribution and then eCommerce, capturing markets beyond our local reach. My sister joined me as the CMO, bringing a surge of creativity into product designs and fresh ideas into our marketing strategy.In a market teeming with competition, our differentiation lies in our range and quality.
We offer an extensive variety of sizes and unique SKUs like bed linens, cushions and towels, focusing on the execution that meets the highest standards. Our expansion into hand-crafted items like block prints and other handcrafted textiles sourced from local artisans speaks about our commitment to community and craftsmanship.
It was after COVID-19 when I came across the Walmart Vriddhi program. The program’s learning curve was steep yet rewarding. It introduced us to the nuances of lean manufacturing, optimising our warehousing, and refining our SEO strategies. The program unfolded the complexities of industrial venture funds.
The integration of technology into our business has been transformative for our warehousing and logistics, enabling us to meet and exceed the expectations of our customers with efficiency and reliability. Understanding the diverse needs of our customers has allowed us to segment our market effectively. Our strategy includes leveraging social commerce, connecting with influencers who share our brand’s ethos, and engaging with communities that appreciate the craftsmanship of Panipat.
In implementing these learnings, including the financial modelling insights, our revenues soared and doubled in just two months, and we are now in fruitful discussions with venture capitalists, thanks to the program’s guidance. It wasn’t just about academic learning; it was a practical guide to scaling our operations and enhancing our online presence efficiently.
Today, our dreams are as vast as the markets we aim to conquer. With plans to produce a million textile products daily, we are building an online B2B platform to replicate Walmart’s global presence at a smaller national level. Sustainability underscores our expansion; we have adopted solar energy and are moving towards zero discharge in manufacturing. As we prepare to launch new product lines, including hand-crafted items sourced from local artisans, our focus is on creating an ecosystem where these artisans are partners, not just suppliers.
This journey, enriched by Walmart Vriddhi, has been more than a tale of business scaling; it’s been a transformative experience.
As we pivot from B2B to D2C, each step forward is a step towards realizing a vision that sees our local heritage meet global aspirations.
