Philipp Blum, Managing Director of the Blum Group, emphasised Blum’s core values as its strength and differentiating factor while sharing, “At heart, we’re an Austrian brand shaped by the values that my grandfather brought in when he founded the company in 1952. The way he grew with the company really shaped the values of the company. We really want the company to be here for our employees and our customers. Blum will continue to focus on innovation, on quality, on being curious and explorative, and we hold on to those values because we think that makes us strong.”

Philipp placed strong emphasis on sustainability as core to Blum’s identity and India as one of its most promising markets. He stated, “Sustainability is also at the heart of our mission. We think the longer you use a product, the better it is. Our products last a kitchen lifetime, and we make sure they are of very high quality. We also take care of how we operate as a company. We use hydro energy in Austria. We transport our goods via rail to reduce our footprint. And we strive to balance ecological and economic growth. We’ve invested a lot in India over the years, and there’s still much more to go. The Indian market holds great potential for us, and Blum is committed to continuing its work here as we expand and evolve.”

Maarten de Vries, the Regional Director for Blum Asia-Pacific, brought India’s growing significance within the APAC region to light, saying “India currently is one of our largest markets within the APAC region. We see the Indian market growing very fast, and it definitely has a larger impact. India is a sub-region by itself, with particular needs, and we are here to tailor our offerings to those needs. We work very closely with our Indian staff and customers to continue developing our presence in the country. We are committed to strengthening our partnerships and expanding our footprint here.”

Expanding on his vision for India, Maarten underscored, “The market has huge potential, and as we grow, India will play an increasingly important role within our region and our organisation. We also try to find a balance between being a Western company and integrating Indian elements into our approach, such as having our local technicians to serve Indian customers. This is something we specifically do in India and not elsewhere. So, we really see India as a market that requires close attention, flexibility, and strong local partnerships to succeed.”