In the ever-evolving landscape of luxury beauty and wellness, JCB Salons has looked to make an impact crafting experiences since its inception in 2008. Synonymous with sophistication and innovation, the brand has not only shaped the high-end salon industry in India but also set a benchmark for excellence through its unwavering focus on world-class training, impeccable hygiene, and premium global products.
Today, as the market evolves and consumer expectations rise, JCB Salons stands poised to amplify its presence and reaffirm its leadership. Under the dynamic leadership of Sneh Koticha, the brand has expanded to over 47 locations in India’s premier cities, launching transformative verticals such as Trica Hair Clinic and Home Services, and introducing Raise, a product line tailored to the needs of Indian clients.
Medianews4u.com caught up with JCB Salons director Sneh Koticha.
Q. What impact is JCB Salons looking to make in the landscape of luxury beauty and wellness in the country in the coming three years?
Jean Claude Biguine India Group is focussed on redefining luxury beauty and wellness by blending expert craftsmanship, international innovations, and cutting-edge technology while personalising services.
As industry leaders, we aim to offer advanced solutions and consultations that address a wide range of beauty and wellness concerns, delivering transformative results in hair health, skin vitality or even body care. JCB group is set to expand its presence while enhancing every client experience, ensuring each visit is a seamless fusion of quality and care.
Q. What trends are being seen in the luxury spa and salon category, and is it to an extent immune from macro-economic challenges like a potential US-China trade war?
Luxury beauty is becoming more indispensable as self-care is now considered essential rather than indulgent. While no sector is completely immune to global economic disruptions, our clients depend on us to ensure we have the right and the best solutions for them.
The US-China trade war may prove beneficial to Indian consumers since Chinese manufacturers will now look to other nations for more favorable trade. It rests on us to ensure the best quality is available to our consumers at the best prices.
Q. How does JCB Salons differentiate itself from competitors through areas like training, partnerships, new products and services?
At JCB, excellence starts with training. Every team member, across levels, undergoes monthly training—covering advanced techniques and global trends—to ensure consistently high-quality service.
Before launching any product or service, we run rigorous internal trials across varied hair and skin types for 3–6 months, ensuring only the safest, most effective solutions reach our clients.
Every aspect of the brand—training, products, partnerships—works in sync to deliver one promise: an uncompromised, world-class customer experience.
Q. Hyper-personalisation is an important theme across categories in 2025. How does hyper-personalisation help JCB Salons stand out?
At JCB Salons, we have never believed in a one-size-fits-all approach. Personalisation is at the heart of our service philosophy, beginning with detailed diagnostic consultations that use advanced tools to understand each client’s unique needs.
Modern consumers expect brands to truly understand them—their preferences, lifestyle, and expectations. We deliver on this through thoughtful, customised experiences. From the fragrance in our salons to the equipment we use and the after-care we recommend, every element is carefully selected to make each visit feel uniquely tailored to the individual.
Q. How is the brand perceived in the country vis-a-vis competition and is there room for improvement?
Jean Claude Biguine Group is widely regarded as one of India’s most refined and premium salon brands, known for its expertise, artistry, quality of service, and products. We’ve successfully brought global trends to India, setting a high bar in the luxury salon industry.
However, luxury is never static—it’s a moving benchmark. There is always scope to elevate our brand experience further, particularly by enhancing consistency, deepening client engagement, and amplifying our presence across touchpoints.
Q. Where is the whitespace for growth? Is it in tier two and three towns and cities and targeting men?
JCB Group has only just scratched the surface. The opportunity lies not just in metros but also in tier 2 and 3 cities, where demand for premium services is growing. We already have clients who travel from distant locations for the JCB experience. To support this expansion, we are developing a more robust training model that will help us double our footprint in the next three years.
Currently, men make up 30% of our clientele. With increased awareness around grooming, men are seeking specialised services like beard shaping and facials. By offering expert barbering skills and using the right products, we create tailored experiences for our male clients.
There’s significant growth potential in tier 2 cities and emerging urban areas, where the demand for high-quality services is rising but supply remains limited. The male grooming market is expanding rapidly, and our strategy is to grow selectively, guided by demand, while maintaining our brand values and service excellence.
Q. Is the goal of marketing to ensure that the company remains on the top of mind when somebody thinks of luxury, hygiene?
Yes, but our goal goes beyond just being top of mind. JCB is a constant in every phase of our customers’ lives. It’s where they turn for routine upkeep amidst busy workweeks, a mood lifter on tough days, a travel-ready touch-up, or a go-to for special occasions. We’re also here for those pre- and post-natal moments, and even during times of loss.
Every campaign, whether digital or on the ground, reinforces our core message: JCB stands for trusted luxury, expert care, and impeccable hygiene. We’re not just promoting aspirational beauty; we’re offering a personal, authentic luxury that fits seamlessly into every chapter of life.
Q. What marketing activities and innovations will the company be doing in 2025 and will it be digital-led? Kindly elaborate.
In 2025, we’ll continue building immersive brand narratives across platforms, with all marketing activities rooted in data-driven insights. Our efforts are backed by in-depth research to ensure they’re targeted and aligned with campaign KPIs, maximising leads and evaluating ROI.
We’ll strengthen our digital presence through moment marketing, storytelling, and data-led campaigns that reinforce our luxury positioning. Innovations across platforms will be internationally benchmarked, keeping us ahead of national competition. Strategic collaborations with premium brands will expand our influence, integrating seamlessly into our clients’ lifestyles.
Q. What role will influencer marketing and partnerships play in the media mix?
Influencer marketing is as crucial as every other domain in our strategy. We do not engage in paid collaborations; instead, we partner with real customers, micro and macro-influencers, and tastemakers who authentically align with our values. Their trusted, organic content helps spread the word about what truly works, and our products and experiences speak for themselves.
Additionally, we’re focused on building stronger relationships with luxury platforms, fashion houses, and clean beauty brands to create a connected ecosystem based on trust and aspiration.
Q. Does DOOH also play a role near locations?
Yes, Digital Out-of-Home (DOOH) media plays a significant role in building hyperlocal awareness, especially in high-traffic premium areas like malls, airports, and upscale retail streets.
The main use of DOOH for us is when we launch new stores, announcing our arrival in the neighborhood. Beyond that, it also helps reinforce brand recall and showcase the timeless elegance of JCB, and lesser focus on day-to-day offers.
Q. What role is AI playing in helping the company innovate and launch verticals such as Trica Hair Clinic and Raise?
At Trica Hair Clinic, our AI-powered Folliscope enables precise analysis of scalp condition, follicle strength, and pH levels—identifying issues like dandruff, dermatitis, or oily scalp that aren’t visible to the naked eye.
This tool replaces guesswork with real, data-backed insights, allowing us to focus on the areas that need repair and strengthening. AI also supports us in automating rebookings, tailoring product recommendations, and tracking client feedback to drive continuous improvement.
For Raise, AI played a vital role in understanding the needs and psyche of our customers, allowing us to identify a gap in the market and create a solution that truly addresses their desires and expectations.
Q. How has data analytics helped the company expand to over 47 locations? Is spending power the criteria before deciding on a location?
Data analytics has been a key driver of our expansion. We evaluate not just income levels, but also customer density, lifestyle preferences, footfall trends, and the local competitive environment.
While spending power is important, we also consider brand affinity and long-term engagement potential.
Q. Last year the company acquired Bounce Salons. What role will inorganic growth play for the company?
The acquisition of Bounce Salons was a strategic move to expand our reach while upholding our commitment to quality and excellence.
We are open to opportunities with like-minded, lucrative salons from different parts of the country that allow us to broaden our footprint and tap into new markets across India.
Inorganic growth will continue to play a role in our expansion, but it will always be driven by wise financial decisions that align with our values and business goals.
