Our approach revolves around micro capsules
The Label JENN, a premium online fashion brand, is redefining the modern woman’s wardrobe with its curated range of high-quality, trend-forward apparel. Seamlessly blending contemporary aesthetics with timeless elegance, the label caters to women who value individuality, versatility, and thoughtful design. With its signature micro-capsule collections and data-driven approach to fashion, The Label JENN has carved a niche in the evolving digital fashion landscape. Speaking to Fibre2Fashion, Founder Jinita Sheth shares the brand’s journey—from its bold beginnings and creative philosophy to its sustainability practices, expansion into new product categories, and vision for global growth.
How do you think technology is reshaping the fashion industry from both a creative and operational standpoint?
I see technology as a digital catalyst—it is transforming the fashion industry in incredible ways, both creatively and operationally. Honestly, there is still so much we have not explored, and I find myself learning new things every day. I think many entrepreneurs would agree that the potential is immense.
From an operational standpoint, tools like ERP systems and inventory management platforms are game-changers. They allow for real-time stock monitoring, predictive restocking, and seamless automation. You are never caught off guard with zero inventory or stalled sales. These systems help you operate three to six months ahead of time, and that foresight is invaluable.
Then there are automated manufacturing solutions, AI-driven chatbots, and customer experience tools—technologies that streamline manual processes and improve efficiency. Many businesses still rely on traditional methods, but I believe the shift towards automation is essential, especially at scale.
Creatively, the advancements are just as exciting. AI-powered trend forecasting allows us to make design decisions backed by real data. One of my favourite innovations is digital design and 3D sampling. We now use tools like ChatGPT and AI to simulate prints and silhouettes on digital models across all sizes. This means we can visualise and refine a design before a single stitch is made—saving time, cost, and materials.
It is empowering to have that kind of control and clarity early in the design process. We have learned a lot from trendsetting entrepreneurs who are already doing this in India and globally. Overall, I believe technology is not just reshaping fashion—it is redefining how we create, plan, and connect with our audience.
How do you see the Metaverse contributing to business growth, especially when considering pricing and practicality?
Honestly, while I have heard a lot about the Metaverse and seen some impressive applications, we have not fully explored it at The Label JENN—yet. That said, I have been amazed by what I have seen from younger design students and team members. One of my team members recently recreated an entire collection in the Metaverse using 3D technology. She presented it on a rotating model with a 360-degree view, showing every detail—from thread count to fabric movement and print clarity. It was incredible.
Many universities are now training students to use Metaverse tools, which is fantastic for their creative and technical development. From a business perspective, though, we have not yet implemented it. Right now, we focus more on AI-powered tools like ChatGPT for design ideation, product planning, and operational efficiency. For us, investing in these tools makes more sense—especially when you compare the cost of hiring separate specialists like 3D animators, visualisers, or analysts. These technologies allow us to do more, with fewer resources.
That said, I do see the Metaverse as a promising tool for scaling volume sales in the future. It has the potential to enhance the digital shopping experience by allowing consumers to visualise products better. But from a brand strategy point of view, we are still in the early stages of figuring out how to adopt it meaningfully.
Our priority remains using data-driven automation—tracking customer preferences, analysing behavioural patterns, and using those insights to fine-tune our designs and product offerings. The Metaverse might eventually become a part of that ecosystem, but we are taking a measured, step-by-step approach for now.
How did you define the brand’s identity when you first launched, and how has it evolved over time?
When I launched The Label JENN, I was absolutely obsessed with sourcing unique materials. I would travel to different markets, always hunting for distinctive fabrics and standout pieces—especially belts. I was passionate about belts even 6–10 years ago, at a time when people mostly wore them for retro or theme parties. It was not a styling staple then, but I could see the potential for it to become one.
At that time, I envisioned creating a brand with a distinct aesthetic—something bold and slightly masculine. Traditionally, women’s fashion tends to emphasise softness and femininity, but I wanted to challenge that. I have always admired how confident and powerful women look when they incorporate more structured, tomboyish elements into their style. I do not love using the word ‘masculine’ because it can feel limiting, but in fashion terms, I was aiming for that cool, confident, girl-tomboy vibe.
My goal was to elevate simple styles with strong accents—pieces that add edge and strength without compromising individuality. Of course, it was not an easy journey. Many of our early designs were experimental and unfamiliar to Indian audiences. But the turning point came when we launched one of our single harness belts about five years ago—a biker-style belt that gained us serious recognition, especially post-COVID-19.
At first, customers were hesitant. I had conversations with so many women who were not sure how to style it. They would ask, “Will I look too bold? Will I look like a guy?” And I would always say, “Just wear it with a shirt, own it, and let it boost your confidence.” Over time, they embraced it, and the response was overwhelmingly positive.
That was a defining moment for me. It affirmed that our brand’s identity—rooted in strength, boldness, and individuality—resonates deeply. And to this day, I have stayed true to that vision. I never want to lose the strong, confident character that defines The Label JENN.
Your collections beautifully blend minimalism with modern femininity. Can you walk us through your creative process when conceptualising a new line for The Label JENN?
Absolutely! Right now, our approach revolves around micro capsules—we do not believe in large seasonal drops or traditional collection formats. Instead, we focus on releasing small, curated drops every 15 to 20 days. This method helps us understand what resonates with our audience and what does not, allowing us to adapt quickly and sustainably.
As we chat further, you will notice how intentional we are about scaling with attention to detail. Our collections span multiple categories—belts, bags, shoes, jewellery, and apparel—so we rotate our capsule drops across these to keep the brand fresh and engaging.
In the early days of The Label JENN, the process was very instinctive. I designed based on what I personally loved but could not find in India—especially pieces inspired by international markets, which often come with high price tags. I wanted to make high-quality fashion more accessible without compromising on style.
Initially, it was all about inspiration—mood boards, Pinterest, references. But over the last three years, we have become highly data-driven. We now analyse what our customers love, identify top-performing pieces, and focus on enhancing those styles rather than constantly developing entirely new fabrics or prints, which can lead to waste.
Every three to six months, we study our top 10 products and use that data to guide our new drops. We also experiment—a certain percentage of each capsule is dedicated to innovative or bold designs that reflect the brand’s unique voice. For example, we recently conceptualised a statement body belt that sits across the bust—not quite a harness or a waist belt, but something entirely new and edgy, like a biker-chic statement piece.
So, it is a blend of data-led decisions, continuous customer feedback, and creative experimentation. Each micro capsule may include as few as two or three styles, but they are thoughtfully crafted and released frequently, which keeps our brand dynamic and responsive.
In an era of fast fashion and instant gratification, how do you see the role of slow fashion evolving in consumer behaviour and brand strategy?
It is an interesting space and recently we have made a partial transition from slow fashion to a more agile model—but we have not gone fully into fast fashion. The key is to stay open to learning and adapting.
Slow fashion still plays a vital role, especially in how it shapes consumer awareness and brand values. Even as consumer demand shifts towards speed and convenience, there is a growing segment that values quality, transparency, and sustainability. From a brand perspective, the challenge is finding the right balance—offering trend-driven styles while staying mindful of production impact.
To evolve with this shift, we rely heavily on data and modern technology. AI-driven tools guide our design decisions, help us forecast demand, and streamline manufacturing. By using insights effectively, we are able to reduce waste, make smarter inventory choices, and remain conscious about how we scale.
In essence, the future lies in blending the principles of slow fashion—mindfulness, intention, and quality—with the responsiveness and innovation of fast fashion.
The Label JENN highlights ‘slow fashion’ and ‘timeless essentials.’ What steps have you taken to ensure sustainability across your design and production processes?
That is a great question—and one not often asked, especially to startup brands. It can be difficult for new labels to confidently speak about sustainability because many are still figuring it out themselves. But from the start, I was very conscious of minimising waste and not overburdening resources. Avoiding dead stock was a big priority.
Because our model is based on micro capsule drops and is highly data-driven, we avoid large-scale bulk production. For instance, if our data shows we can sell between 1,800 to 5,000 units in the next quarter, we do not produce everything upfront. We negotiate with vendors to spread production across six months—maybe 1,000 to 1,500 units per month—aligned with our projections. This avoids fabric waste, reduces storage needs, and ensures we are only producing what we know we can sell.
Earlier, we had our own in-house manufacturing setup, but we eventually shut it down. The high energy consumption, fabric waste, and inefficient processes were not sustainable. I have seen bags of unused fabric discarded, and it made me realise how small inefficiencies can add up to a massive environmental cost over time. Now, we work with larger, more structured factories that follow better systems.
Looking ahead, we are taking bigger steps. We are collaborating with ‘One Seed’, an organisation that plants a tree for every purchase made on our website. This initiative will launch very soon. Customers will receive a certificate, a geo-tagged map of their tree, and a full report. We will also carry a green certification badge on our website showing our environmental impact.
We, as a brand, will cover the cost of planting the tree—about a dollar per customer. It is a small contribution, but it builds a habit, creates awareness, and supports better habitats for animals and biodiversity. I could not implement this initiative when I first launched, but now that we are growing, it feels right to lay down strong foundations.
There are two aspects to sustainability—production efficiency and environmental contribution. While more large corporations are taking these steps, the challenge in India is earning consumers’ trust. Many are still sceptical, unsure if initiatives like tree-planting are real or just a gimmick. But as entrepreneurs, it is our responsibility to educate, lead, and inspire even partial participation. Even 30 per cent awareness and action is better than none.
So yes, sustainability—both in production and impact—is now at the heart of what we do, and we are committed to evolving it further as we grow.
How do you balance artistic expression with commercial viability when making design decisions for the brand?
We have become very data-driven, and honestly, that came from learning things the hard way. In the beginning, taking big creative risks felt exciting—it gave us visibility, PR, and a strong aesthetic identity. But sustaining a brand in a saturated market requires more than just bold design choices. You have to understand the market deeply and rely on both internal and industry data.
Today, about 70 per cent of our decision-making is data-led. We use AI tools, advanced analytics, and integrated applications to generate reports and gain insights. We have also built a strong internal team that creates three-month projections for every new style. For example, if I launch a product, I will observe its performance for two to three months, gather feedback, and then analyse that data—using technology and our data analyst—to determine its potential for the next quarter.
This helps us make informed choices about which products to scale, which ones to promote further, and which to phase out. If a design is not resonating with the audience or is too similar to existing styles, we stop investing in it—it is not sustainable and would not serve the brand long-term.
So, while creativity is still very much at the heart of what we do, we make sure it is backed by real insights. That balance is key to growing the brand thoughtfully and sustainably.
Did you run any campaigns after COVID-19?
No, honestly, we did not. I simply did not have the financial capacity at the time. I had put all my savings into starting The Label JENN. There was a lot going on in my life then, and launching the brand felt like a leap of faith.
It was more about following a dream—telling myself, “What if I do not try? I do not want to live with that regret.” I was not sure if I could pull it off, especially given the uncertainty of the situation, but I knew I had to give it everything I had and somehow make it work.
How is The Label JENN leveraging innovation to create unique shopping experiences or personalised fashion offerings for its customers?
At the moment, we do not focus heavily on personalisation, though we did offer custom designs in the past. We used to work closely with customers—some of them celebrities—and it was incredible to witness the creativity women bring to the table. The kind of silhouettes and visions they imagined were truly inspiring. It was always a challenge to recreate someone else’s dream outfit, but also a rewarding experience.
We have created custom styles for individual clients, celebrities, and even interior design brands. However, as we have transitioned from a slower model to a more agile, fast-fashion structure—while still upholding our sustainability values—we had to scale back on bespoke designs. Customisation often leads to higher return and exchange rates, which increases waste and disrupts streamlined production.
Now, we focus on offering versatile, easy-to-style pieces that work for multiple occasions. Women today want functionality—outfits that transition from a morning meeting to an evening date seamlessly. Our aim is to design styles that offer flexibility and comfort without compromising on fashion.
That said, we have not completely abandoned the idea of personalised experiences. In the future, we hope to introduce a feature where customers can customise key elements—like selecting a blazer in their preferred print, pairing it with matching shoes and a travel bag, and creating a curated, event-ready look. It is a long-term vision, and while we have begun initial discussions, it is still in its early stages.
So, while we are not there yet, innovation through thoughtful design and future-facing planning is very much part of our roadmap.
From niche audiences to broader recognition, what has been your growth strategy for scaling The Label JENN?
In the beginning, The Label JENN was very founder-led. I had to be the voice of the brand, set the tone, and build awareness myself. I used the little influencer journey I had and worked hard to gather feedback and understand the audience.
Instead of relying on PR or celebrity endorsements early on, I focused on building relationships with stylists. They have sharp instincts and critical perspectives when evaluating emerging brands. I reached out to every stylist I knew, introduced my brand, and asked for their honest feedback—whether they would source or use our pieces. Their suggestions were incredibly valuable. For example, they noted a growing demand for unisex styles and more structured formals—something I immediately began to incorporate.
This eventually led to a breakthrough: around 7–8 months after launching, Rakul Preet Singh wore one of our outfits. That moment gave the brand credibility and visibility—something every startup dreams of in its early stages. It was not a huge leap, but it opened up new opportunities and validated our direction.
Once we began getting attention on social media and building a loyal, engaging audience, the next challenge was scaling—without capital, investors, or funding. We turned to performance marketing, starting on a shoestring budget. Initially, it was just Instagram posts, which helped build organic traction. Eventually, we began running advertisements and analysing the results in detail.
It took nearly a year to understand what truly worked. We identified our top 3–5 performing cities, our retention rate, repeat purchase behaviour, and the age groups most responsive to our designs. I even dug deeper to understand the psychographics of our audience—who they were, what they did, and why they connected with the brand.
I discovered that most of our core customers were women between 25 and 45—working professionals, recent graduates, single mums, divorcees, lawyers—women at various life stages, all confident and aspirational. Understanding this helped us shape everything: our product design, our campaigns, and our communication strategy.
While attracting new customers is important, we have always prioritised retaining our existing audience. Building long-term relationships with them is far more valuable and sustainable. We constantly evaluate what disappointed them, how we can win them back, and what keeps them loyal.
In short, our growth has been entirely data-driven, deeply customer-focused, and rooted in honest learning. This approach has helped us build a brand that grows steadily and meaningfully.
Are there any plans to expand The Label JENN’s product line?
Absolutely! Expanding our product line has always been a gradual but exciting journey. It took a lot of time and effort to grow from apparel to belts, then to bags, jewellery, and eventually footwear. Each transition came with its own learning curve.
The next big step—one that our customers keep asking for—is menswear. There has been a lot of enthusiasm from our existing audience, especially women who want to shop for their husbands or partners. That interest alone gives us a strong starting point.
We are currently in the research phase—studying trends, understanding consumer preferences, and identifying gaps in the market. Menswear is a massive and highly competitive segment, so we want to enter it thoughtfully, with our brand aesthetics and identity intact.
Given the data we already have from our women’s line and the trust we have built with our customer base, we are optimistic about launching a full menswear range in the near future.
Can you share your vision for The Label JENN’s growth strategy over the next three to five years, particularly in expanding into new markets?
Right now, our primary focus is scaling online—and doing so aggressively. As we all know, the digital space is booming. Whether it is the rise of B2B platforms, increasing direct-to-consumer sales, or the overall growth of e-commerce, it is the perfect time to invest in online expansion. It also gives us access to valuable data and performance metrics, which is core to how we operate.
While we have not reached our full potential yet, we are actively building towards a larger online presence. On the global front, we are excited to enter the UAE market—particularly Dubai, which has shown significant interest in our brand. We have already run a few temporary retail setups there to test the waters, understand local preferences, and gauge which styles resonate best.
Based on the response, we are now preparing to launch more permanent operations. Within the next three to six months, we plan to release dedicated collections for the region and establish an office in Dubai. By next year, we aim to have a fully operational presence in the UAE, expanding our footprint and bringing The Label JENN to a wider international audience.
