Belonging to a family of industrialists, Mr. Harkirat Singh has been running Woodland Shoes since 1989. A commerce graduate from Hindu College, Delhi, he did a marketing course from the Harvard Business School and then pursued a course in philology from the Moscow University. During his academic days, he would spend spare time learning intricacies of the high fashion shoe business. Upon completion, Mr. Singh joined the business full time with plans to expand the brand and concentrate on exports to Europe and the U.S.
Q. Woodland is among the top lifestyle brands in India presently. How has been the journey so far?
A. With its roots in Québec, Canada, Woodland Shoes ventured into India in the early ’90s when the footwear market was largely unorganised in the country. Uniquely positioned as a rugged, outdoor adventure wear brand, launch of Woodland was an instant hit. We created a new category of specialised outdoor adventure shoes; the products widely liked by adventurists. Over a period, the style caught up and became a lifestyle in itself.
Over two decades of its existence, the brand gradually developed and added more product lines – apparels or accessories – becoming a one-stop shop for outdoor adventurists.
Q. Many global sports lifestyle brands are finding the Indian market lucrative. Has it anything to do with the booming middle class and increase in purchasing power?
A. Post 100 per cent FDI by the government, global sports/footwear brands will enter Indian market as there is an immense scope and potential for growth. The notification of 100 per cent FDI in single brand retail will attract more global brands, since it is a good opportunity for them with the growing upper middle class population.
With rapid globalisation in the last two decades, purchasing power of Indians has strengthened and thus, has huge scope for international brands.
Q. You have been instrumental in spreading the brand ethos of fun and joy at Woodland. Is fun at work necessary to ensure increase in productivity?
A. Of course, when you love the work you do, you work harder. Fun acts as a turbocharger. It releases energy in people that is not even discovered by self, at times. As a result, they work with passion leading to unusual results far beyond expectations.
When work becomes a source of enjoyment, it never gets old or boring. On the other hand, when fun is restricted or prohibited at work, unhealthy and costly symptoms appear — boredom and negativity set in, people become irritable and their energy level goes down. This results in less effort towards work, thereby affecting productivity.
Q. Woodland believes in splurging heavily on mass media advertising. How crucial is the communication strategy for the brand?
A. Woodland being an adventure brand draws close connect with the environment and this is what has been the soul of the brand since its inception. We not only build this association through our promotions, but also through our processes and practices. The entire range of shoes and apparel from Woodland are quality eco-friendly products. Our brand communication is woven around these facts.
Social media is one of the most powerful platforms, helping us effectively communicate our brand values among our audiences and buying in their support. Our communication involves high level of interaction with consumers using social media, raising awareness on environmental issues and communicating what we are doing to make our products and processes green.
Q. How would you compare the market for sports lifestyle brands in India with other South Asian countries?
A. Outdoor adventure is a developed sport in a number of South Asian countries, however, it has started gaining visibility in India. Being the pioneering outdoor adventure brand in the country, we have been aggressively developing the category and are proud to see the growth as well as the response. The new generation has a lot of interest in outdoor adventures and they look forward to such sports.
On the basis of its diversity, India has a number of options in outdoor adventure sports and thus, there is a huge scope. Now that people have tasted the sport and thrill, next few years will see a lot of development in outdoor sports in India.
Q. What gives you the competitive edge and makes you a force to reckon with among footwear giants in India?
A. Growth in the branded shoes market has increased over the past few years. The youth and people with high disposable income in metros are driving this demand. The growing propensity towards good looks with a certain dress code is also one of the key factors. As a result, several brands are coming in with their own specialty, leading to the overall growth of the sector.
We are a technical and a functional brand. Our products are basically meant for outdoors and we specialise in adding specialised, technical aspect in our products. Most of our products are environment-friendly. I think the competition today is not between two different product lines; rather they complement each other to give the best combination to the consumer. We have always tried to give the best of the functionalities to our products and this has been our way to beat competition.
Q. What are the core values and objectives that drive you?
A. We stick to our brand legacy. The quality of products, constant innovation and efforts to be eco-friendly is what position us as a highly trusted brand.
Q. How has the nature and role of business leadership evolved over the years?
A. A leader is the guardian of the brand; he or she should be sure about organisational goals. A leader should bear the following qualities: Curiosity, inquisitiveness, a simple mindset, along with the ability to deal with complications.
My role as a leader has been to guide fellow colleagues during hindrance.
Q. As a leader and manager, what qualities do you look for in a person while hiring?
A. While hiring new employees, we look for responsible people who have strong goals yet are flexible enough. They need to be ethical and love their work. We have been the ones who effected the retail revolution in the country. There is a lot we have learnt over the years that has made us strong and competent.
Our employees are our brand ambassadors too; they carry our brand’s trust on their shoulders.
Q. Winners do not avoid challenges and complexity; they master it. What is your success mantra?
A. I believe in setting higher goals and work towards achieving them. I strongly believe in my employees and we work with mutual trust. This helps me in empowering them to cultivate a sense of belonging with the brand.
Q. The ever-changing dynamics at the workplace has considerably altered the employer-employee equation. How critical is it from business point of view?
A. Change is constant. We are a youth brand and love to adapt to changes in the interest of the organisation and the people who make it. My team is my strength.
Q. Many companies struggle while innovating. How do you ensure a smooth delivery here?
A. We have always associated with people who are adventurists, be it sending someone to Mt. Everest, Arctic or Antarctica. We do have a strong R&D team spread across locations who go the last mile to ensure that we add the best of technologies and features to our products. Our brand ambassadors test our products and share valuable feedback before we launch the products commercially. We have a systematic process that ensures that we keep adding value to our products through innovations.
Q. What are your thoughts on the talent pool in India? How can public and private sector collaborate to increase job opportunities?
A. India is not just a potential market but also a place with an exceptional talent pool. Rapid economic growth can be sustained with growth in the working age population, assuming that there are ample investments in education and skill building.
The steady economic growth over the last few years has created multiple opportunities for the country’s youth, who are looking beyond the traditional options of engineering, medicine or law. The surge of opportunities in these areas has translated into a huge demand for employable talent. There is a lot of scope for deserving candidates in both public and private sectors. Both are ready to make use of the talent available.
Q. How can the top management assist HR in its functions?
A. Top functionaries should assist HR in selection by specifically laying down the skills required for each job. Once there is a clear picture of the requirement, HR can get the right fit.
