Indian Industry Plus A Pratisrutiplus Suppliment
For a country like India, that is still young and growing, gen-Z will soon be the economic force to recon with. Multinationals and domestic companies are also now waking up to the gen-Z wave and are realising that they need to review strategies to gain the attention and loyalty of Gen-Z as consumers and followers.
India’s youngest adults are too large and too consequential a cohort, to be understood through cliches. It is estimated that about 420 million Indians in the 15-29 age group, accounting for nearly 25 percent of our population. The world has seen the power of this generation popularly known as Gen -Z in last two years for political change, better economic conditions and more climate awareness across countries, including Bangladesh, Nepal, Indonesia and Maldives. This generation of youth are carefree, coming into the workforce with their own aspirations and belief systems. They bring new opportunities and challenges. This is not the generation gap but the evolution of a new class of youth, never dares to stepping out from consumption. Although they are painted as carefree, restless and always online but the most rational aspect is that, the broader learning for winning over Gen-Z is simple; do not just sell them a moment, earn their trust. Although there are other forms of different generation like Baby Boomers, Gen -X, Millennials etc., but the Gen-Z group really dominate the scene. Almost 11.72 percent of total population follow the trending habits of Gen-Z making the total percentage to almost 36. By analysing the pattern of different parameters, the nature and impact of the youngsters to the society can easily be analysed. This is basically a newer study which forces us to rethink and reinvent our future. The studies are done in metro cities as well as tier 1 and tier 2 cities by top consulting groups of India.
Gen-Z are technical savvy, have grown up with internet in their homes, iPad as their support system, social media as their life and soul, digital payments as their companion, online and quick commerce for granted. They tend to be night owls, the real gigsters, in home with artificial intelligence, ChatGPT and mechanical learning, and with a lingo-cap salty, suss and coffee that makes other to scratch their heads. They know that sky is the limit for them. In an era of rising uncertainty, the turmoil in economic environment, and the rise of big data analysis has put a question mark on the future of work, climate change that is turning to be more real, by the day, and skyrocketing real estate prices that mean a dream home could remain just a dream. Yet they are the rising consumer force. For a country like India that is still young and growing, gen-Z will soon be the economic force to recon with. Multinationals and domestic companies are also now waking up to the gen-Z wave and are realising that they need to review strategies to gain the attention and loyalty of Gen-Z as consumers and followers.
The traditional consumption models that were built around age-based life stages, linear career progression and early credit adoption no longer hold for Gen-Z. This cohort’s behaviour reflects early exposure to economic shocks, greater career volatility and a redefinition of success away from speed toward resilience. Gen-Z is not just about rizz and drip; it is giving the main character energy as they come of age. The Gen-Z cohort exists across the world, but India, as always, is writing its own story. The heterogeneity of our population, a high proportion of youth and technology bridging every conceivable divide across regions make the opportunity quite irresistible. It is important to believe that within gen-Z, there are multiple cohorts just with respect to age. It is interesting to note that there are almost 400 million Gen-Z consumers are in India, and they are driving change and transformation. Companies are reimagining brands as more modern and youthful.
It is very interesting to note that Gen -Z segment has their own brand preferences, food habits, dominance in health and beauty care products, life style management, portfolio management and digital native cohort. As we move further, we can notice that how these aspects are influencing their lifestyle. The most vital concern is the result of an all-India survey which indicates that there is not much difference in character and habits of Gen-Z groups throughout India. The result and pattern of all are quite similar in all states and union territories. There is very small gap in tier 2 and tier 3 cities also which indicates that they want to remain as trend setters in the entire scenario. They are called Gen-Z, but in India’s fast evolving consumer economy, a more accurate label may perhaps be the gadget generation. This is a cohort that splurges willingly on travel, concerts and experiences, yet an equally significant share of its discretionary spending is channelled to technology. Gen-Z relationship with gadgets is expansive and deeply personal. Technology, for them, is not just functional, it is immersive, expressive and constantly connected. What matters just as much it whether a product aligns with their values; sustainability, authenticity, brand purpose and, crucially social validation. For a generation raised on Instagram reels, YouTube reviews and creator led discovery, a gadget is as much a lifestyle signal as it is a utility.
India’s Gen-Z is not just the next wave of consumers. They are fundamentally reshaping how technology evaluated, adopted and integrated into daily life. Gen-Z evaluates technology through the lens of utility, impact and lifestyle fit. As per BCG Gen-Z already influences nearly $860 billion of consumer spending globally. That is projected to swell to $ 2 trillion over the next decade. There is a catch: Gen Z demands relevance, transparency and authenticity and is quick to disengage if brands fail to deliver.
Gen -Z in Odisha is driving a significant transformation, blending traditional, cultural values with a digital first global perspective. As of 2025-26, this cohort is reshaping the state’s economic, social and political landscape through technological adoption, financial independence, and shifting career preferences. Odisha has one of the highest concentrations of Gen-Z in India, with approximately 25.9 percent of its population belonging to this vicinity. Odisha ranks 9th among Indian states for its percentage of Gen-Z population. This segment is actively shaping a new economic identity for the state, blending deep rooted traditions with a digitally native global perspective. The purchase behaviour the Gen-Z of Odisha and the entire nation reflects a decision hierarchy, driven by product quality, value perception and brand trust, rather than impulse or trends. The classic example is HUL where HUL is forced to reimagining its portfolio, especially beauty. The view is that it is no longer enough to have just higher brand equity.
Gen-Z challenges traditional marketing by demanding personalisation, digital first experiences and, of course authenticity. The rise of social media as a primary discovery and engagement platform, the shift towards influencer driven content and a growing emphasis on sustainability and inclusivity are making brands rethink how they connect with consumers. Within Gen-Z, or for that matter, within the same age bracket, interests and preferences can be remarkably different. There are lot of companies, who change their preferences as per the demand of Gen- Z. The prominent among them are HUL, Marico industries and Pidilite. For brand positioning and advertisement, it is for the first time in decades, India’s corporate leadership is confronting a generation that cannot be own with speed, scale, or story telling alone. Gen-Z- those aged between 13 and 29 is not impatient; it moves with intent. It is not anti-brand; it is against tall promises. And it is not rejecting consumption; it is redesigning the conditions under which consumption owns trust. Most leadership teams still approach Gen-Z as a youthful segment to be decoded through platforms, influencers and formats. That is dangerously incomplete. Gen-Zs behaviour cuts across pricing logic, product architecture, credit models, experience design and capital allocation. Gen-Z is optimising for clarity on what it is paying for, control over when and how it commits, consistency in brand behaviour, and credibility. This is because Gen-Z is only at the beginning of its economic journey. Over the next decade it will drive India’s largest wave of first-time asset ownership, premium services adoption and consumption.
In investment terms Gen-Z does not deliver momentum; it delivers duration. That distinction will separate enduring franchises from those that enjoy only temporary relevance. Regarding health, urban India’s Gen-Z is beginning to treat health as a daily consideration. This change is driven by access to information, rising lifestyle risks and a desire to avoid future illness. Across India’s cities, young adults are beginning to factor health more directly into everyday decisions. What they eat, what they buy and how they spend the increasingly influenced by concerns around fitness, energy and long-term wellbeing. For Gen-Z and millennials health concerns are extending beyond ingredients to the materials used in everyday activities. They are more optimistic, rely heavily on net and search for information related to personal wellbeing and is heavily depend on personal fitness.
Gen-Z prioritises informed choices with value for money taking precedence over brand loyalty. But they show subtle differences in spending behaviour depending on where they live. This generation relies on the use of artificial intelligence (AI) for making investment decisions, has a higher risk appetite, and maintains a balanced portfolio with gold, mutual funds and fixed deposits making a major chunk of their portfolio. Gen-Z is more willing to take risks than other age groups, but these risks are not impulsive. Instead, they are based on careful research and informed choices. They do not take risk blindly. Regarding travel, Gen-Z is travelling more frequently, planning more strategically and assigning value more differently. Data from online service platforms Cleartrip, Skyscanner, and Klook points to a cohort that treats travel as a recurring, integrated part of life rather than once a year indulgence.
For brands, winning this generation early could ensure long term loyalty. But there is a catch: Gen-Z demands relevance and authenticity. Importantly Gen-z is shopping more mindfully. For India’s consumer tech ecosystem, Gen-Z is refining how technology is discovered, evaluated and consumed. The Zoomers are maturing as investors in an economy shaped by a digital first environment and unprecedented access to financial products. Surprisingly, they are preferring capital appreciation over quick returns promised by riskier investments like crypto assets; they are hedging against inflation and currency depreciation through gold while using systematic investment plans as a form of rupee cost averaging to manage equity volatility. This generation does not view gold as jewellery but as a digital safe heaven. They have a maturing mind set. These Zoomers are navigating a middle path between the cautions of earlier generation and experimentation seen among global peers. Regarding purchase of assets like cars, house etc., Gen-Z is very specific in their approach. Although for this, they depend on the advice of millennials but they take the decision on their own, proving their independent identity.
The job of the Gen-Z is presently redefined, recalculated and reevaluated. Let’s be honest: being Gen-Z in today’s corporate world is not easy. Most workplaces were designed decades ago for a completely different reality. Over the next few years organisations that succeed with Gen-Z will move beyond pay led attraction to offer growth, purpose, and human centered work. They want that presenteeism must be replaced with outcomes. Annual reviews must evolve into real-time coaching. At its core, Gen-Z is asking a simple question: does work fit into a full life or does life exist around work? The reset that Gen-Z is pushing for, may feel uncomfortable, but it is also the clearest blueprint for the future of work.
In a world where the distance between desire and fulfilment has narrowed rapidly, thanks to quick commerce and instant payments, consumption becomes a function of mood rather than need. The meaning of impulse widens, and aligns with momentary needs that arise and must be fulfilled now. Consumption becomes like a little break from a routine, a way to dress up a moment with a little spice. Boredom, stress, pangs of insecurity become triggers for purchase- the category is not key, which emotion a brand caters to in the moment is. Gen-Z is interested in brands that have purpose, but this phenomenon is often both overstated and misunderstood. Mere proclamation of virtue does nothing. If a brand is genuinely invested in a cause or larger goal and demonstrates this through its actions, then that registers. But it is by no means the single most important factor.
The behaviour of Gen-Z is often seen to be a cipher, but this is really not the case. They cannot be understood in terms of older generation because their life context is so different. But put the two together and this generation begins to make sense, that does not mean that their behaviour is predictable, just that is explainable. This is a generation that has been tasked with creating new rules and then living by them, and consumption is a key part of their sense-making apparatus. In future they will definitely rule the game and force the stakeholders to think and rethink for their existence and survival.
