Kajaria, Somany and Orient Bell ride premium tile demand with GVT-led growth

India’s tile makers are leaning into premium vitrified and GVT products. Kajaria posted Q1FY27 revenue of ₹1,328 crore and plans 10 million sq m of additional GVT capacity by March 2027, while Somany and Orient Bell reported revenue and volume gains.

— Source published Sun, 16 Aug, 2026, 05:30 IST · First seen Sun, 16 Aug, 2026, 06:49 IST · Source Financial Express · BrandWagon

What happened

Kajaria Ceramics · India’s tile makers are shifting toward premium vitrified and GVT products. Kajaria is defending high margins through volume and capacity

Key facts

  • Kajaria Q1FY27 revenue ₹1,328 crore; operating margin 20%; net profit ₹171 crore; volume growth 11%
  • Kajaria expanding GVT capacity by 10 million sq m, targeted for completion by March 2027
  • Somany Q1FY27 revenue ₹750 crore; operating margin 12%; net profit ₹34 crore; revenue growth 24% YoY
  • Orient Bell Q1FY27 revenue ₹201 crore; operating margin 8.2%; net profit ₹8.4 crore; tile volumes up 22.9% YoY
  • Orient Bell GVT share reached 47% of sales; Somany GVT share is 40%

Why this matters

The shift toward premium vitrified tiles increases the strategic value of GVT technology, regional manufacturing assets and premium dealer networks as potential partnership or consolidation targets.

What to watch

  • Quarterly GVT/premium-product mix, realisations and EBITDA-margin progression at Kajaria, Somany and Orient Bell.
  • Kajaria's capacity commissioning timeline, capex outlay and utilisation trajectory through March 2027.
  • Dealer inventory levels, channel incentives and discounting in key housing markets.
  • Residential launches, completions and renovation demand in metro and tier-2 cities.
  • Natural-gas, power and freight-cost movements, which can determine whether mix gains reach operating profit.
  • Imports and export demand trends, especially competitive pressure from lower-cost tile suppliers.
  • Accelerate GVT, large-format and design-led product launches to defend dealer shelf space.
  • Expand exclusive showrooms, architect engagement and premium dealer programs to convert premium mix into pricing power.
  • Use incremental capacity to target export markets and institutional projects if domestic demand does not absorb supply.
  • Tighten manufacturing costs, energy procurement and working-capital controls to protect margins during capacity ramp-up.
  • Pursue selective acquisitions or partnerships in adjacent surfaces, sanitaryware or building-material distribution to deepen project-wallet share.