DailyObjects Eyes ₹1,000 Cr Milestone with Aggressive Retail Expansion and D2C Strength

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Design-led tech accessories brand DailyObjects is charting an ambitious growth trajectory, targeting ₹1,000 crore in revenue over the next three years while planning to expand its offline footprint to 150 stores within four years. Founder and CEO Pankaj Garg revealed that the company is currently operating at an annual revenue run rate (ARR) of ₹320–330 crore and expects to close FY27 at around ₹400 crore in net revenue, as it continues to scale rapidly across both online and offline channels.

The brand, which has been growing at nearly 100% year-on-year, reported ₹115 crore in revenue in FY25 and is projecting ₹230–240 crore for FY26. Alongside topline growth, DailyObjects is also focusing on profitability, with plans to achieve EBITDA positivity of around 5% in FY26 and scale margins to 15–20% over the next four to five years. This dual focus on growth and profitability reflects a more disciplined approach compared to earlier D2C expansion models.

A key pillar of DailyObjects’ strategy remains its strong direct-to-consumer (D2C) backbone, which currently contributes nearly 70% of total sales. The company expects this share to remain stable over the coming years, highlighting its ability to build a loyal customer base through owned channels. At the same time, it is rapidly strengthening its offline presence, having opened nine exclusive brand outlets (EBOs) in the past few months, all of which have reportedly been profitable from the first month of operations. With around 20 additional stores already in the pipeline, the company is accelerating its retail rollout across high-footfall locations such as malls and IT parks.

Beyond its own stores, DailyObjects has also expanded into approximately 300 Apple Authorised Reseller (APR) outlets, a channel it entered recently and plans to double in the next two to three months. The brand’s retail strategy is focused on the top 20 cities, while also tapping into strong demand from Tier 2 and Tier 3 markets, which already contribute 40–45% of its overall sales. Store economics remain tightly controlled, with an ideal store size of 1,000–1,200 sq. ft. and capital expenditure ranging between ₹6,000–7,000 per sq. ft.

On the product front, DailyObjects is doubling down on its core categories—tech accessories, bags, and work essentials—rather than diversifying aggressively. Technology products contribute around 45% of revenue, followed by bags at over 40%, while the remaining share comes from work essentials. The company has built a strong product moat through 100% in-house design and a focused portfolio of around 50 core SKUs, enabling tighter control over quality and brand differentiation.

Manufacturing is another key strength, with 80–90% of its bags produced in-house at a 60,000 sq. ft. facility in Gurugram. The unit has a monthly production capacity of 80,000–100,000 units and is already operating at high utilisation levels, ensuring scalability while maintaining cost efficiencies.

Financially, the company has raised approximately $12 million to date and has diluted around 50% equity, leaving it well-capitalised for the near term. Any future fundraising is expected to be strategic, with a cautious approach toward dilution. Looking ahead, DailyObjects also harbours global ambitions, with offline expansion and international markets expected to play a crucial role in its next phase of growth.

As part of its growth engine, the brand continues to leverage its flagship promotional event, the Half Price Sale (HPS), which has historically delivered significant spikes in demand. The latest edition is expected to drive up to a 15x increase in revenue compared to regular business levels, with strong traction from both new and repeat customers.

With a balanced strategy combining D2C strength, offline expansion, disciplined product focus, and operational efficiency, DailyObjects is positioning itself to evolve from a niche accessories brand into a large-scale, globally relevant consumer brand from India.

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