{"id":1957,"date":"2026-09-19T19:33:08","date_gmt":"2026-09-19T10:33:08","guid":{"rendered":"https:\/\/india-marketing.jp\/india-company\/trent\/"},"modified":"2026-09-24T15:00:40","modified_gmt":"2026-09-24T06:00:40","slug":"trent","status":"publish","type":"india-company","link":"https:\/\/india-marketing.jp\/en\/india-company\/trent\/","title":{"rendered":"Trent | The Tata Group retailer whose Zudio chain reached 1,000 stores"},"content":{"rendered":"
\nThis article is based on what we could verify As of September 19, 2026<\/strong> This page is based on the disclosures and news reports from each company that we were able to confirm as of that date. Amounts in the text follow the notation commonly used in India, with \u20b91 crore = 10 million rupees, and yen figures are approximations calculated at a little over 1.7 yen to the rupee. Store counts, funding raised, and results at Indian companies change over short periods, so when making a business decision, please check the latest information in primary sources such as each company's own announcements.\n<\/div>\n\n\n

Trent is the Tata group's retail company. Its mainstays are the fashion chain \"Westside\" and the value chain \"Zudio,\" and it also runs the \"Star\" food supermarkets.<\/p>\n

Company profile<\/h2>\n\n\n\n\n\n\n\n\n
Item<\/th>\nDetails<\/th>\n<\/tr>\n
Legal name<\/td>\nTrent Limited<\/td>\n<\/tr>\n
Headquarters<\/td>\nMumbai (Maharashtra)<\/td>\n<\/tr>\n
Consolidated revenue<\/td>\n\u20b920,074 crore (FY2026, year ended March 2026; up 17% year on year, about \u00a5349 billion). FY2025 was \u20b917,135 crore<\/td>\n<\/tr>\n
Format<\/td>\nWestside (fashion), Zudio (value fashion), Star (grocery; operated by Trent Hypermarket, a 50:50 joint venture with Tesco of the United Kingdom)<\/td>\n<\/tr>\n
Number of stores<\/td>\nZudio reached 1,000 stores (September 2026)<\/td>\n<\/tr>\n
Listing<\/td>\nListed on the BSE and NSE<\/td>\n<\/tr>\n<\/table>\n

Cutting prices and making it up on turnover<\/h2>\n

Built mainly around in-house designs, it runs on shortening the time from planning to shelf and keeping inventory tight. Because the loss from marking down unsold stock is smaller, it can price low from the start.<\/p>\n

Zudio takes that model to its limit, with T-shirts from \u20b999 and nearly everything priced under \u20b9999. It is designed to recover the lower prices through turnover, and on September 11, 2026 it reached 1,000 stores across more than 300 cities. The company says it has sold to more than 100 million people in 10 years. The stores are small and plainly fitted out, which keeps opening costs down.<\/p>\n

Consolidated revenue for FY2026 (year ended March 2026) was \u20b920,074 crore, up 17% from \u20b917,135 crore in FY2025.<\/p>\n

Food is handled by the Tesco joint venture<\/h2>\n

The food supermarket \"Star\" is run by Trent Hypermarket, a 50:50 joint venture with Tesco of the UK, not a 100% Trent business. Apparel and food are run as separate companies because sourcing, inventory turnover, and customer base all differ.<\/p>\n

Apparel turns over by season and carries a wide margin. Food is bought daily but has a thin margin, and fresh items generate waste. Even under the same roof, the operating design ends up separate.<\/p>\n

Points for Japanese companies<\/h2>\n

In the food context, \"Star,\" run by the Tesco joint venture, is the point of contact. But its store count is nowhere near Zudio's, and the where the business is won for food is with DMart and Reliance Retail.<\/p>\n

What matters more is the winning formula in Indian retail that Zudio's growth demonstrates: cut the price and make it up on turnover. This same structure often applies to food too. Japanese products tend to carry a higher price because of their quality, putting them at a disadvantage on this turf. Entering means choosing a shelf where competing on turnover isn't required.<\/p>\n

Reference Information<\/h2>\n