Some of these names have convinced the majority of Indians that they are purchasing an international brand's product, but in reality, they are not
"What's in a name?" wrote William Shakespeare in his play Romeo and Juliet, which means that a name cannot define a person or a thing. However, in the world of brand positioning, it does!
Here are some cool brand names that you always perceived as international, but in reality, they are all based in India.
Having been in the market for over 20 years, Da Milano has carved a niche for itself, selling premium bags and other luxurious leather goods. Headed by Sahil Malik, a third-generation entrepreneur, Da Milano is now present in several international markets.
Named after the French monarch Louis Philippe (1830-1848), Louis Philippe started in 1989 by Madura Fashion and Lifestyle. Over the years, it has grown into one of the largest apparel brands in India.
Known for its high quality and luxurious winter garments, Monte Carlo belongs to the Oswal Woollen Mills Limited, started in 1984. It is a subsidiary of Nahar Group based in Ludhiana, Punjab, and the name is probably based on a city in Monaco with the same name, Monte Carlo.
Possibly one of the highest-selling gift items in India, dinner sets from La Opala are often gifted to newly married couples as a wedding gift because they sound French and the quality is premium. However, La Opala is an Indian brand that started as only a glassware manufacturer in Kolkata in 1988.
Founded by two Danish engineers who took refuge in India, the company started its journey in 1938 with headquarters in Mumbai. Today, Larsen & Turbo Limited is one of the largest engineering, construction, manufacturing & financial services conglomerates in the world.
The story of the late Ratan Tata getting insulted by Ford and Tata taking his revenge by buying Jaguar from Ford is known to all. However, not only Jaguar but the Tata Group also owns its sister brand, Land Rover. Ratan Tata merged the two brands to form the Jaguar Land Rover (JLR) company.
