Twenty years ago, men’s grooming was as simple as an old razor blade and a tube of shaving cream. Now, men’s grooming consists of AI-infused electric shavers that can supposedly detect the skin texture and type, and let you shave blindfolded, with no nicks assured. “We assumed Indian consumers were primarily price-sensitive, without fully recognising the value-conscious behaviour that truly drives decision-making. Then we saw how people bought trimmers costing $500 from abroad and used them here. Seeing the kind of demand for high-end products, priced at Rs 25,000 to Rs 35,000, was a wake-up call,” Vidyut Kaul, head of personal grooming at Philips India, told financialexpress.com.
This wasn’t merely a fashion fad. Per a 2024 IMARC Group report, the Indian male grooming market hit $2.3 billion in 2024, with a projected climb to $4.3 billion by 2033 at a 6.8% CAGR. The broader beauty and personal care sector, valued at $23.99 billion in 2024, is set to grow at 10.8% annually through 2034, according to Expert Market Research. The pandemic supercharged this trend, with Kaul noting that electric male grooming product penetration soared past 50% as locked-down consumers prioritised self-care.
But the boom bred clutter. Around 2022-2023, a deluge of subpar products flooded the market, with transient brands exploiting global supply chains. “They’d pick up products, slap on a brand name, sell for a year, and disappear,” Kaul recalled. Consumers, now wiser, are gravitating toward premium, multi-grooming devices, signalling a market that values quality over cost. This premiumisation, Kaul observes, shows even first-time buyers chasing durability and performance. The rise of Indian startups and self-styled direct-to-consumer (D2C) brands adds heat to the race. Kaul, however, questions their longevity, dismissing the D2C buzz as overblown. “Simply importing a container of products from a Chinese manufacturer doesn’t make it a startup,” Kaul mentioned. Likening it to the mobile phone industry’s Apple-led standard, Philips, with a 45-65% market share in electric male grooming, banks on its 85-year legacy to stay ahead.
Indian startups and direct-to-consumer (D2C) brands are intensifying competition, but Kaul is sceptical of their staying power. “The term ‘D2C’ is being overused in India today. Simply importing a container of products from a Chinese manufacturer and branding it doesn’t make it a startup, nor does it embody the true essence of D2C. Very few of these actually invest in real consumer insight, R&D, and ergonomic design,” he said. Philips, holding a 45-65% market share in electric male grooming, leans on its 85-year legacy, with Kaul emphasising, “Our role, as we see it, is to stay focused on the consumer, spending time to truly understand their needs and how to enhance their experience through innovation.”
According to him, Philips’ strategy blends digital-first campaigns for youth, with influencer tie-ins and eSports, and premium marketing for high-end products like a new Rs 49,000 shaver, using outdoor ads and ambassadors like Virat Kohli. Kaul notes, “Around 70-75% of our total marketing spend is dedicated to consumer-facing initiatives.” Challenges include new Quality Control orders, with the company awaiting clarity to align Philips’ local manufacturing.