Thomas Scott India wins exclusive Forever 21 licence for India, Nepal and Bangladesh

Thomas Scott India (TSIL) will design, develop and merchandise Forever 21 across India, Nepal and Bangladesh under an initial five-year licence, renewable for another five. The company plans a digital-first rollout for the apparel brand.

— Source publishedMon, 28 Sept, 2026, 13:19 IST·First seen Mon, 28 Sept, 2026, 13:21 IST·Source IMAGES Business of Fashion

The brand move

Thomas Scott India was appointed Forever 21’s exclusive licensee for India, Nepal and Bangladesh for an initial term of five years. TSIL will take a digital-first approach and lead the brand’s regional design, development and merchandising.

The numbers

  • five years
  • another five
  • 50,000 SKUs
  • 15 brands
  • four manufacturing facilities

Why it matters for the brand

TSIL’s exclusive five-year Forever 21 licence creates a digital-first opportunity to localize assortment, pricing and merchandising across India, Nepal and Bangladesh.

What to track next

  • Announcement of marketplace partnerships, owned e-commerce launch timing and initial city rollout.
  • Store-opening targets, shop-in-shop agreements or partnerships with department stores and mall operators.
  • TSIL disclosures on capital expenditure, inventory commitments, sourcing arrangements and working-capital impact.
  • Pricing architecture relative to H&M, Zara, ONLY, Max Fashion, Reliance Trends, Myntra and Ajio.
  • Early indicators of digital traction: app/web traffic, social engagement, repeat purchase, sell-through and markdown levels.

The counter-case

An exclusive licence is not equivalent to durable brand demand or operating success. Forever 21 has a history of restructuring and uneven relevance in fast fashion, while TSIL will need to rebuild awareness, localize assortments, manage inventory risk and compete against Zara, H&M, Reliance-led platforms, Shein-style value expectations and domestic digital-first brands. A digital-first rollout may limit fixed costs, but it also makes customer acquisition, discounting and returns economics central risks. The five-year term could be too short to justify major brand-building investment if renewal terms or performance thresholds are unfavorable.