Mango India hits 50:50 online-offline sales split as M-Now drives repeat buying

Mango says its India sales are now evenly split between digital and stores, with Myntra accounting for about half of total sales. The brand plans new stores in Visakhapatnam and Jaipur while upgrading larger multi-category formats; scarcity of quality retail space remains a constraint.

— Source published Sun, 23 Aug, 2026, 13:59 IST · First seen Sun, 23 Aug, 2026, 14:07 IST · Source Mint

What happened

MANGO · Mango’s India business is evenly split between Myntra-led online sales and stores, with M-Now lifting repeat purchases. The retailer is upgrading larger

Key facts

  • Mango India sales are split roughly 50:50 online and offline
  • About half of India sales come via Myntra
  • 7 in 10 M-Now customers are repeat buyers
  • About 2,000 stores across brands are connected to M-Now
  • Mango has around 76 India points of sale, including 42 exclusive brand outlets
  • Footprint declined from roughly 110 points of sale in 2024
  • MJIPL FY2024-25 operating revenue: ₹6,012.6 crore, up 4.8% from ₹5,736.1 crore
  • MJIPL FY2024-25 net loss: ₹997.7 crore, narrowed from ₹1,190.4 crore
  • Mango 2025 turnover exceeded €3.7 billion, up 13%
  • International markets account for 78% of Mango turnover
  • Mango plans about 216 global store openings and 100 refurbishments this year
  • Womenswear represents around 75-80% of Mango's store network
  • MNG currently contributes a single-digit percentage of India business

Why this matters

Mango’s omnichannel momentum strengthens the case for partnerships in quick commerce, marketplaces, and premium retail real estate, particularly as it targets expansion in cities such as Visakhapatnam and Jaipur.

What to watch

  • Whether M-Now repeat rates translate into improving contribution margin after delivery, returns and customer-acquisition costs.
  • Myntra's share of Mango India sales rising above or falling below the current roughly 50% level.
  • Launch timing, format size and initial productivity of the Visakhapatnam and Jaipur stores.
  • Evidence of click-and-collect, ship-from-store or store-return integration in Mango India.
  • Mall vacancy, lease escalation and availability of quality large-format apparel space in target cities.
  • Changes in online full-price sell-through, return rates and markdown intensity versus store performance.
  • Prioritize larger multi-category stores in high-density catchments that can operate as experience, exchange and local-fulfillment nodes.
  • Use M-Now repeat-purchase data to build replenishment, occasion-wear and personalized cross-sell programs rather than relying only on discount-led conversion.
  • Increase direct customer capture through store-linked CRM, click-and-collect and loyalty benefits to reduce reliance on marketplace-owned demand.
  • Rationalize regional inventory allocation between Myntra, M-Now and stores to prevent stockouts in fast-moving sizes and excess markdowns in slower locations.
  • Negotiate flexible leases, shop-in-shops or redevelopment partnerships in constrained retail markets instead of waiting solely for premium mall vacancies.

Also reported by