How 'The Man Company' Emerged From a Startup to a Market Leader?

What drives a successful entrepreneur to create a brand that revolutionizes an industry? How does one identify a gap in the market and turn it into a thriving business? To answer these questions, we got into a conversation with Mr. Hitesh Dhingra, the visionary founder of The Man Company, a leading name in the men’s grooming sector in India.

In this candid conversation, Dhingra sheds light on his entrepreneurial journey, the challenges faced, and the strategies that have made The Man Company a household name.

The Genesis of The Man Company

Reflecting on the brand's origins, Dhingra explained, “The journey began around 2014-2015. We wanted to dive into the personal care and grooming space, but quickly realized that while there were numerous brands catering to women, men had very limited options – primarily deodorants and fairness creams.”

This gap in the market, coupled with a growing trend among men to pay more attention to personal grooming, presented a ripe opportunity.

"Men were becoming more conscious about their appearance, thanks in part to social media. However, there wasn't a single brand they could identify with for grooming needs. This gap inspired us to create a brand exclusively for Indian men."

Carving a Niche in a Competitive Market

Since its inception, The Man Company has faced increasing competition in the men’s grooming sector. When asked how the brand differentiates itself, Dhingra highlighted two key strategies.

“We realized early on that we weren’t just building a brand in an existing category; we were creating a new category altogether. More competition was actually beneficial for growing the category collectively.”

Moreover, The Man Company positioned itself distinctively from its competitors.

“The imagery and positioning we adopted from day one was that of a gentleman. This strong branding has helped us emotionally connect with our consumers and establish a premium, aspirational lifestyle brand.”

Bridging Generational Gaps

While millennials and Gen Z are typically more open to grooming products, there remains a segment of older men who are less engaged.

Addressing this, Dhingra noted, “Gen Z is comfortable using not just basic personal care products but also color cosmetics. However, the 35-plus age group is less involved in the category. To bridge this gap, we created a lot of educational content around grooming and opened our own stores to facilitate product trials.”

These stores have proven effective, especially among the older demographic. “In our 70 stores, the percentage of consumers above 35 is significantly higher than Gen Z. Fragrances, a familiar product category for this age group, have helped in acquiring and retaining these customers.”

The Evolving D2C Landscape

Discussing the evolution of the D2C space, Dhingra observed significant changes since The Man Company's launch.

“When we started in 2015-2016, D2C wasn’t even a recognized term. Today, while we consider ourselves D2C, in reality, the industry has become omnichannel, with brands selling online, in marketplaces, and offline.”

He also emphasized the growing importance of homegrown brands in India’s burgeoning market.

“India has a young population and a growing GDP, which means increasing consumption. The success stories of brands like Mamaearth and Noise indicate that we are just at the beginning. In the future, we will see Indian brands achieving significant revenue milestones.”

Entrepreneurial Insights and Challenges

Shifting the focus to his personal journey, Dhingra shared his experiences and challenges as an entrepreneur.

“This is my third venture. I started in 2009, when entrepreneurship was much less prevalent. Building something from scratch requires immense effort and perseverance.”

Dhingra underscored the importance of continuous learning and adaptability.

“The Man Company has been my most enjoyable journey, primarily because it was a new category for us. Understanding the nuances of the industry and building a brand through storytelling and omnichannel strategies was a significant learning experience.”

Building Trust and Authenticity

In the personal care sector, authenticity and trust are paramount. Dhingra believes generating product trials is crucial for new and small brands.

“If your product is of high quality and delivers on its promises, word-of-mouth will be your most powerful marketing tool. For personal care brands, it’s vital to ensure product efficacy and use high-quality ingredients to build trust and authenticity.”

Advice for Aspiring Entrepreneurs

To aspiring entrepreneurs, Dhingra offered three key pieces of advice:

• Persistence: “Never give up. The entrepreneurial journey is long and often lonely, with more lows than highs. It’s crucial to keep your head down and show up every day.”
• Strong Unit Economics: “Build a business with strong unit economics where money is not the oxygen for your business. Ensure your business is self-sustained and raise funds only for growth, not daily operations.”
• Right Team: “Invest in the right people from the beginning. The first ten hires can define your company’s future path. Hire individuals who are motivated by the opportunity to learn and grow, not just the paycheck.”

Hitesh Dhingra’s journey with The Man Company highlights the importance of identifying market gaps, maintaining strong brand positioning, and adapting to evolving consumer behaviors. His insights provide valuable lessons for both established and aspiring entrepreneurs in the dynamic D2C landscape.