Sujata Biswas, Co-Founder, of Suta, started the clothing brand eight years ago along with her sister, Taniya Biswas to impact lives by creating meaningful value through craftsmanship. Suta is a design house that creates a range of attire with a blend of tradition and contemporaneity. Suta is known to have revolutionized sarees. And the leading go-to brand for stitched blouses. Being engineers, the sister duo quit their corporate jobs to start this weaver-centric fashion D2C e-commerce brand. Sujata has been named under prestigious recognitions including '40 under 40' by the Business World. Her efforts support the artisanal community and conserve indigenous art forms.
In a recent conversation with Women Entrepreneurs Review Magazine, Sujata shared insights about the evolving landscape of traditional craftmanship using technology and digitization. She talks about the shift in consumer mindset which is propelling conscious fashion trends further and also highlights the need to create value in today’s market landscape.
Given the rapid evolution of consumer behavior in the fashion industry post-pandemic, how are you seeing the role of traditional craftsmanship like weaving evolve in the D2C e-commerce space? How do you anticipate this shift affecting market trends over the next few years?
The Indian clothing industry has experienced a shift in consumer behavior, with people increasingly asking about the origin and craftsmanship of their clothing. Post-pandemic, new players have emerged, and people are more open to new brands and products. India's high-quality craftsmanship, heritage fabric, and rich textiles have gained attention. The Indian film industry has also acknowledged the return of Indian products, with initiatives like Make in India and Buy Local becoming significant. As a result, many brands are now competing with foreign brands in the industry.
Many D2C fashion brands focus on fast fashion, but your approach involves empowering weavers and artisans. How do you foresee digital platforms transforming the power dynamics between creators and consumers, and what should industry leaders be doing to maintain this empowerment?
The fast fashion industry is still growing, but slow fashion has started using Direct to Consumer (D2C) to move faster. D2C has changed with the rise of e-commerce and quick commerce, making distribution easier for brands like Zepto and Swiggy Mini. This has eased pain points and made it easier for brands to reach their customers. The key to success in the slow fashion industry is making the back end and front end faster, which has been made easier with B2C, leading to the industry's growth and flourishing.
With the global fashion industry facing disruptions due to supply chain issues and sustainability concerns, what unique leadership challenges do you see in balancing growth and sustainability? How can business leaders in the retail sector recalibrate their strategies to be both socially conscious and financially resilient?
Key challenges:
1. Aligning sustainability with profitability
Sustainable practices, packaging, and ethical production involve higher costs.
Leverage data for impact.
Educating customers.
2. Driving cultural change – It requires shifting the original culture.
3. Invest in supply chain innovation because a lot of money gets stuck in inventory due to lead time.
A mindful brand prioritizes social consciousness and avoids constant sales and marketing. This approach allows brands to focus on creating limited products and avoiding excessive marketing. As consumers become more aware of the environmental impact of fast fashion, they are questioning the quality of their clothing and the environmental impact of dyes. This raises concerns about the production process, water waste, and the quality of dye. As a result, many brands are becoming more mindful and adopting sustainable practices.
This shift in mindset is happening from both sides, with consumers asking brands to produce mindful clothing and brands building mindfully. The process of change is slow, but it is a significant step towards a more sustainable future. As the fashion industry continues to contribute to environmental degradation, brands must adapt and adapt to this changing landscape.
As a recipient of numerous awards for young entrepreneurship, what do you believe is the responsibility of today’s leaders in empowering the next generation of female entrepreneurs, especially in niche industries like weaver-centric fashion? ‘There’s no one way of doing business and sealing’
Me and my sister both are first-generation entrepreneurs and started our journey in our late twenties. Without proper mentorship and guidance women entrepreneurs like us share different work approaches that may not align with a male leader. The industry needs female leaders to guide and support women entrepreneurs, as starting a business can be challenging for any gender. Female entrepreneurs must guide more female entrepreneurs, as the journey is lonely and challenging.
The industry is scattered, with clusters of people in different villages that may not be connected to the entire apparel chart. To improve the industry, it is essential to train and guide more people. Mindset -Collaboration over competition. ‘By uplifting one entrepreneur, we pave the way for countless others to rise’
Traditional success metrics in fashion have focused on profitability and market reach. How should today’s leaders rethink value creation in the retail industry to better include social impact, particularly about national development? What actionable steps do you see that other business leaders can adopt to ensure a larger social footprint?
Actionable steps:
-Building an inclusive supply chain by upskilling the other gender if need be.
-Community training
-Transparency in reporting and payment structures
-Making purpose-driven products that have a USP and value for money/innovative
-Support grassroots entrepreneurial ecosystem (micro-entrepreneurs)
Customers see value creation when they pay honestly and believe the product is worth it. When a product not only adds value to oneself but also creates money for others, it creates a larger impact. This is why businesses like a clothing line or a woven shirt can create jobs and contribute to a broader impact. Social media storytelling and mindfulness are also important in educating customers about products and their benefits. By creating value for others and not harming the earth, businesses can grow and grow. The entire value addition becomes a larger value proposition, not just about looking good and wearing a product.
The rise of D2C models has led to a shift in consumer engagement and brand storytelling. How should industry leaders reframe their leadership approach to embrace digital innovations while staying true to artisanal roots? What are some key challenges you see in this space, and how can they be addressed?
-We co-create products with consumers and hear them with intent.
-Sharing the origin of products highlighting people who have made them, ensuring the narrative is truthful and inspiring.
When a business grows, it relies heavily on technology, D2C frameworks, and new models. However, it is crucial to empower employees peers, and craftsmen while also focusing on the larger impact. Relying on the best-in-class SaaS platforms is critical, as innovations like AI and personalization are constantly evolving. Focusing on fast growth is essential for a business's survival and maintaining a competitive position. As a leader, it is essential to prioritize growth through technology, and staying updated with global trends. Focusing on one aspect at a time will lead to a stagnant or dead business.
Message to Readers
There are a few things I would like to address, firstly, stay hungry, stay foolish. You must keep asking questions because the world is changing very fast. Secondly, create a group of collaboration, like a network of friends in this industry so that you can grow. We can all come together, step on each other and, you know, help each other to rise. That's one way to go and never forget to collaborate.
It's not a single journey. It's not a one-day's journey. It's a long-term journey. Third would be, making sure your team is solid. You are nurturing them, giving them a path of growth, and making sure that they are growing with you.
