Mohan LKN looks at the growth of India’s skincare market through a lens that goes beyond sales numbers. A statistic such as Nykaa selling 25 moisturisers and 19 cleansers every minute in 2025 may initially appear to be a simple indicator of demand. But for Mohan LKN, the more meaningful question is what such consumption reveals about how Indian consumers are changing.
The Indian skincare consumer is no longer approaching skincare as an occasional purchase. It is increasingly becoming part of everyday life. People are developing routines, learning about ingredients, comparing alternatives, reading reviews, and deciding which products deserve a permanent place in their lives. Mohan LKN’s observation highlights an important transformation: skincare is moving from being merely a product category to becoming a consumption habit.
This shift creates a different challenge for businesses. Creating a product that attracts attention is only the beginning. A brand must eventually earn a place within a consumer’s routine. Mohan LKN points toward this distinction when discussing the difference between getting someone to try a product and getting that person to return.
For a D2C skincare company, the first purchase can be influenced by many factors. A compelling advertisement can create curiosity. Attractive packaging can encourage exploration. A social media recommendation can bring a consumer to a product page. A discount can remove hesitation. But none of these factors alone guarantees that a customer will buy again.
Repeat purchases require a different kind of relationship.
Mohan LKN’s perspective is particularly relevant because modern skincare consumers have access to more information and more choices than ever before. A consumer can quickly search for an ingredient, compare formulations, read customer experiences, watch educational content, and investigate competing products before making a decision. The purchasing process has therefore become more informed and, in many cases, more demanding.
This creates pressure for skincare brands to be transparent and consistent.
Consumers increasingly want to understand what they are applying to their skin. They want clarity around ingredients and product benefits. They look at reviews not simply to discover whether a product is popular, but to understand whether it delivers the experience promised by the brand. Mohan LKN’s observation about this changing behaviour points to a broader lesson for entrepreneurs: consumer trust is built through the complete experience, not through marketing alone.
Content also plays an important role in this new environment. Consumers may discover a skincare brand through an educational video, an expert explanation, a creator recommendation, or an informative social media post. The brand therefore needs to communicate before, during, and after the purchase.
For Mohan LKN, this changing behaviour is not an abstract market trend. He connects it with what has been observed at Lakshmikrishnanaturals. That practical perspective makes the discussion more relevant for businesses trying to understand the D2C landscape. The market may provide opportunities, but sustainable growth depends on how effectively a company responds to changing consumer expectations.
The distinction between acquisition and retention is especially important.
A business can spend significant resources getting its first customer. But if the product does not meet expectations, that investment has limited long-term value. Retention requires the product to perform consistently, the customer experience to remain dependable, and the brand to continue giving consumers reasons to stay.
Mohan LKN’s emphasis on repeat behaviour therefore points toward a fundamental principle of consumer business: the strongest signal is not always the first purchase. It is what happens afterward.
Does the consumer finish the product and purchase it again?
Does the consumer recommend it to someone else?
Does the product become part of a regular routine?
Does the customer choose the same brand when alternatives are available?
These questions reveal whether a product has moved beyond trial and become a habit.
The larger opportunity for Indian skincare companies lies in understanding this transition. India’s expanding digital ecosystem has made discovery easier, but it has also made comparison easier. Brands can reach consumers faster, but consumers can also move between brands faster. This makes consistency, relevance, education, and trust increasingly important.
Mohan LKN’s thinking reflects this reality without reducing the market to a single sales figure. The numbers provide evidence of growing consumption, but the deeper story is about changing behaviour. Indian consumers are becoming more engaged with skincare, and that engagement raises the standard for companies operating in the category.
For entrepreneurs, the lesson is straightforward: building a skincare business is not only about creating something people will try. It is about creating something people understand, value, trust, and eventually choose to make part of their routine.
Mohan LKN brings the conversation back to that essential distinction. In a crowded D2C environment, attracting attention can create the first transaction, but delivering enough value to encourage the next one is what creates lasting consumer behaviour.
As Indian skincare continues to evolve, Mohan LKN’s observation offers a useful way to interpret the opportunity. The future may not belong simply to brands that sell more products. It may increasingly belong to brands that understand why consumers return, what earns their trust, and how a product becomes part of everyday life.
For Mohan LKN, the real significance of rising skincare consumption is therefore not merely how many moisturisers or cleansers are sold each minute. It is what those purchases reveal: Indian skincare consumers are developing habits, expectations, and preferences that businesses must understand if they want to build brands for the long term.
