The first hypothesis covered women aged 18–45 across daily wear and special occasions.
Rangat
Founder work
What building a jewellery brand taught me about demand
Company at a glance
Rangat
What they doA jewellery brand I co-founded to test demand for colourful, everyday accessories.
Known forD2C product positioning, Instagram-led customer conversations and offline selling.
Funding & milestonesNo external funding round claimed.
TL;DR · 30-second version
Real buyers outside my network were often women aged 30–45 buying for daily wear and asking questions through Instagram.
Rangat recorded 72 orders and approximately ₹55,000–60,000 in revenue over the period I recall.
Total orders
Approximate revenue
Orders from a free offline stall
The full story
A broad audience idea became a more specific picture of who bought, why they bought and where the product got in the way.
The hypothesis
I co-founded Rangat around colourful, distinctive jewellery for women aged 18–45 in Tier 1 and Tier 2 cities. I imagined office wear, parties, special occasions and daily wear, with waterproof and anti-tarnish qualities as an alternative to fragile glass bangles or disposable bracelets.
I co-founded Rangat around colourful, distinctive jewellery for women aged 18–45 in Tier 1 and Tier 2 cities. I imagined office wear, parties, special occasions and daily wear, with waterproof and anti-tarnish qualities as an alternative to fragile glass bangles or disposable bracelets.
That was a useful place to start, but it was too broad to be a useful customer picture.
What customers taught me
Outside friends and family, early buyers were often women around 30–45, including homemakers and mothers, buying for daily wear. They came from cities including Ahmedabad, Delhi and near Indore, and often continued the buying journey in Instagram messages.
Outside friends and family, early buyers were often women around 30–45, including homemakers and mothers, buying for daily wear. They came from cities including Ahmedabad, Delhi and near Indore, and often continued the buying journey in Instagram messages.
One customer asked to see the full range after an ad, shortlisted three pairs, asked about quality and sizing, bought all three and later purchased again. Close-up photos and videos helped her decide. A later offer received no reply, a useful reminder that repeat customers do not respond to every follow-up.
The product constraint
The bangles came in one standard size. Interested customers who needed a larger size could not buy. Marketing could explain the product, but it could not solve an assortment gap.
The bangles came in one standard size. Interested customers who needed a larger size could not buy. Marketing could explain the product, but it could not solve an assortment gap.
The experience made the connection between demand and operations very clear: generating interest only matters when the available product suits the buyer.
The commercial picture
The business recorded 72 orders and approximately ₹55,000–60,000 in revenue. More than 35 orders came from a free offline stall. I separately spent about ₹4,000 on intermittent Instagram ads around special days.
The business recorded 72 orders and approximately ₹55,000–60,000 in revenue. More than 35 orders came from a free offline stall. I separately spent about ₹4,000 on intermittent Instagram ads around special days.
A typical pair sold for about ₹799 and cost about ₹390 including product, packaging and shipping. The ₹409 difference is a contribution estimate before advertising, discounts or returns, not verified net profit.