‘GROHE Thinks Differently, Plans to Expand to Another 100 Indian Cities’

The LIXIL Group is introducing GROHE SPA, a luxury sub-brand focusing on highly customised, made-to-order bathroom fittings, in India. Though GROHE is known as a premium German brand, the Group is now focusing on the Indian consumer, who increasingly seeks elevated luxury and personalised experiences in the home, according to Priya Rustogi, leader of India and the Subcontinent for LIXIL Water Technology at LIXIL IMEA.

Rustogi, who oversees the GROHE and American Standard brands in India, Sri Lanka, Bangladesh and Nepal, told Realty&More in an interview that the brand plans to expand to another 100 cities in India.

Please tell us a bit about yourself and the GROHE brand.

GROHE has always been known as a premium German brand, but today’s Indian consumer increasingly seeks elevated luxury and personalised experiences in their homes. In response, we’re introducing GROHE SPA, a luxury sub-brand focusing on highly customised, made-to-order bathroom fittings. Each product can be tailored using exclusive finishes, including a unique collaboration with Caesarstone, ensuring no two faucets are the same. It’s luxury that feels personal, much like selecting a piece of fine jewellery.

Beyond luxury, wellness and sustainability are central to our brand ethos. In India, where flow rate regulations are still evolving, we take it upon ourselves to design products that reduce water consumption without compromising the user experience. Our EcoJoy technology, for example, mixes air with water to provide a rich showering experience while saving up to 25 per cent of water. This blend of innovation and responsibility reflects GROHE’s commitment to conscious design.

With concerns around economic headwinds, especially in real estate and luxury segments, are you seeing any impact on demand?

We’ve structured our business in a way that gives us resilience across market fluctuations. Our operations span three pillars: B2B projects, retail and wholesale distribution, including a strong presence in Tier 2 and 3 cities. While we are seeing some moderation in future project pipelines, our retail and distribution channels continue to grow steadily.

It’s also important to frame the market dynamics correctly. Many developers we work with believe we are not in a slowdown but rather a normalisation phase post-COVID, where the earlier surge of 30-40 per cent growth is now stabilising to a more sustainable 10-15 per cent. As for global concerns like tariffs, they have impacted some of our international markets, but in India, we haven’t seen any significant disruption to date.

Are Tier 2 and Tier 3 cities truly ready for luxury bathroom products like GROHE?

Absolutely. In fact, the growth we’re witnessing from Tier 2 and Tier 3 markets is outpacing that of metros. Cities like Jaipur, Indore, Lucknow and even Kochi and Surat are driving a significant portion of our business, nearly 25-26 per cent, compared to just 8-10 per cent a few years ago.

An example is Surat, a recent residential project there featured some of our most premium GROHE SPA products with individual bathrooms costing upwards of INR 50–60 lakh. That level of investment was once limited to luxury retail. Today, developers in these cities are leading the charge in offering high-end living experiences. These markets value quality, design and exclusivity, and they’re willing to pay for it.

How many Tier 2 and 3 cities does GROHE have a strong presence in?

We have a robust presence across a wide range of smaller cities, from Jaipur and Kanpur in the north, to Surat, Baroda and Nagpur in the west, and further down to Tirupur, Erode and Madurai in the south. These cities are showing growing demand for luxury infrastructure, and we see tremendous long-term potential in both the projects and retail segments there.

Can you share some insights into GROHE’s innovation and R&D efforts?

As a German-Japanese company, R&D is at the heart of everything we do. While GROHE doesn’t have an India-specific R&D setup, we benefit from strong global innovation hubs that are continually developing cutting-edge technologies.

One such example is our upcoming Pure Foam Shower Technology, which we plan to launch later this year. This product offers a two-step showering experience starting with water, followed by a soft foam mist that leaves skin deeply moisturised with 80 per cent moisture retention. It’s a proprietary innovation that redefines the wellness routine and is truly one of a kind.

We’re also introducing Rainshower Aqua, which integrates water filtration directly into the showerhead for healthier skin and hair. Then there’s GROHE Everstream, a circular shower system that filters, cleans and recirculates water—an exceptional innovation for water-conscious users in global markets.

What share of your business comes from the real estate sector?

Approximately 40–45 per cent of our business comes from the projects segment while the remaining 55 per cent comes from pure retail. Both are critical growth drivers, and the balance between them has helped us remain agile through changing market conditions.

Another product, another version of the same product, you’ve taken a shower, that water, hot water has now gone down the drain. The energy of that hot water is taken, and the energy of that hot water is used to reheat cold water. So, that 60 per cent energy saving. So, now your geyser is running at 100 per cent consumption. It will now run at 60 per cent because the energy of hot water will be reheated by cold water. So, all these things. So, our engineers are always thinking, anybody can make a shower, anybody can make a faucet. We have some brilliant competitors; everybody is doing the same thing. But at Grohe, we’re always trying to think what it is that we can do differently.

How was the business performance in the last financial year, and what are your expectations for the year ahead?

Last year, we achieved high double-digit growth despite a challenging economic climate in the latter half. Our strong performance in the first two quarters gave us a solid foundation. For the current year, we’ve set a 14 per cent growth target, a bold but achievable goal though we do expect some headwinds ahead.

What’s the overall market outlook in your segment, and how do you see your positioning?

The bathroom and sanitaryware industry in India is growing at around 7–8 per cent annually. GROHE, however, operates strictly in the premium and luxury segment, where we estimate holding around 50 per cent market share. While the broader market includes several unorganised players, we focus on delivering differentiated experiences and value through design, innovation, and sustainability.

What are your expansion plans in India?

Our goal is sustainable, quality-led growth. Rather than opening numerous stores, we focus on building strong partnerships that prioritise customer experience and profitability. We operate in nearly 100 cities and plan to expand to another 100 through our distribution network, ensuring accessibility while maintaining our premium positioning. In each market, we aim to have two to three high-quality showrooms that reflect the essence of GROHE and offer a truly immersive experience.

How do you support customers post-sale?

We pride ourselves on having one of the largest service networks in the industry with over 250 technicians serving more than 300 cities. In 100 of those cities, we offer a six-hour resolution guarantee, ensuring that any customer issue is resolved promptly. Our after-sales service is a key differentiator and continues to be one of the most appreciated aspects of the GROHE experience.