Increff and the stock hiding in plain sight

Consider a shirt in the wrong store. Somewhere, a customer wants precisely that shirt, in precisely that size. Somewhere else, the retailer has it. On a company-wide inventory report, everything looks reassuring. At the counter, the sale is lost. The distance between those two versions of reality is where Increff works.

The Bengaluru company sells cloud software for a problem that sounds almost embarrassingly basic: getting merchandise to the place where somebody will buy it. Its reach extends from planning a season’s purchases to choosing which warehouse or store should fulfill an order. Fashion makes the problem particularly sharp. A style is never just a style. It is a collection of sizes, colors, locations, and deadlines.

First, the warehouse waited

At Brands For Less, the Middle Eastern value retailer, incoming merchandise could arrive before its complete product details were settled. Receiving teams depended on cataloging teams. Cataloging became a queue. The warehouse could be busy while the goods remained stuck.

Increff’s response was procedural. Its warehouse, order, and label software flagged incomplete product information and let receiving continue while cataloging proceeded in parallel. Other rules directed parcels through conveyors by destination. Returns validation connected to refund triggers. Decisions that previously required a conversation became steps inside a workflow.

In its May 2026 account, Increff reports 30% higher warehouse performance and 25% overall cost savings for BFL. Those are customer-case results, rather than promises for every installation. The revealing detail is the mechanism: remove the wait between tasks, then let people keep moving.

The missing size is a clue

Now move from the warehouse to the shop floor. Jaypore, the ethnic and lifestyle retailer, began implementing Increff in July 2023. The published case study describes manual allocation and inconsistent placement of popular styles. Its response combined demand-based allocation, replenishment, and transfers from slower stores to stronger ones.

The detailed table reports style availability increasing from 45% to 87%. Top-seller availability is a separate measure, rising from 42% to 65%. That distinction matters. Retail is full of large numbers that lose their meaning when their labels fall off.

This changes how a manager should read a weak sales report. A slow-selling size may have lacked exposure in the stores that needed it. Simply treating last week’s sales as next week’s demand risks repeating that placement mistake. The interpretation here is practical: before blaming the merchandise, inspect its opportunity to sell. Allocation software becomes useful when it helps a team distinguish an unwanted product from one that never reached its likely buyer. Those diagnoses lead to different purchases.

The lesson a reader can copy is a measurement habit: ask which styles and sizes were actually available where demand appeared. Total stock alone cannot answer that question. A transfer may recover a sale without buying another unit, although transport and handling still have to earn their keep.

A plan needs a packing bench

Increff’s product range follows the merchandise. Financial planning connects sales and margin targets to inventory budgets. Allocation and replenishment decide where stock should go. Markdown tools recommend discounts with controls for changing course. Warehouse software handles receiving through dispatch; order management routes demand according to availability, proximity, and delivery commitments.

Store fulfillment extends that machinery into physical shops. Staff can handle online orders, pickups, and returns against connected inventory. An endless aisle lets a shop sell an item held elsewhere in the network. For a shopper, the useful feature is quite ordinary: the assistant has another way to say yes.

This breadth shapes its market position. Unicommerce is a documented alternative in multichannel fulfillment. Retailers can also assemble planning tools around existing warehouse and enterprise systems. Increff’s pitch joins those decisions and operations in one product family. Buyers should judge the connections: how a revised allocation reaches a warehouse task, or how a return becomes sellable stock again.

“The focus is not managing the warehouse, but maximising the sales.”

Rajul Jain / co-founder & CEO
Business Today, 2019

That emphasis has a history. Founded in 2016, the business drew on retail and supply-chain experience. Co-founder Anshuman Agarwal previously worked at Myntra, BCG, and ITC. The name compresses “incredible efficiency.” It is an ambitious name for work whose evidence often arrives as a correctly picked parcel.

The bill, and the bet

Increff sells to businesses through discovery calls and tailored demonstrations. It also offers managed cloud warehousing. A 2019 account described revenue-linked or usage-based charges, with warehousing priced per packet or item. For a buyer today, the useful calculation is total deployment cost against recovered margin, labor savings, and inventory released.

A useful purchasing exercise would start with one troublesome workflow and a baseline. Count cancellations caused by unavailable stock for each location and channel, measure time from receipt to availability, or track the margin recovered after a transfer. Then include integration work, training, handling, and transport in the comparison. This is a suggested evaluation method, not a published Increff pricing formula. It keeps the conversation grounded in the retailer’s own economics and makes a demonstration more demanding than a tour of attractive screens and colorful dashboards.

The company announced a $12 million Series B in February 2022, backed by TVS Capital Funds, Premji Invest, and 021 Capital, alongside existing angels. The stated spending priorities included technology hiring and international sales and marketing. Its homepage now reports more than 700 brands across over 35 countries, spanning categories beyond fashion.

Expansion adds another coordination problem: marketplaces. In May 2026, ChannelEngine announced a partnership combining its marketplace automation with Increff’s inventory capabilities, particularly for MENA. Brands For Less uses both. The division of labor is sensible: marketplace tools expand the selling surface; inventory systems support the promises made there.

The practical conditions follow from the work. Stock records must match physical goods. Integrations must carry changes between systems. People must scan, pick, and transfer as intended. These are operational requirements, not an algorithm’s substitute for execution. A retailer with little inventory complexity may have less to gain from such a broad system.

The question to take into a demonstration is specific: show me what happens when my best-selling size is missing from one store and waiting in another. Follow the recommendation all the way to the shelf. That is where Increff’s proposition becomes a sale.