Choithrams currently has no plans to pursue an initial public offering (IPO), according to Dinesh Pagarani, Director at the UAE-based retailer, who told Lana the company remains focused on delivering value to customers and growing within its existing markets rather than seeking external capital.
“There are no plans for an IPO at this stage,” Pagarani said in an exclusive interview. “Our priority remains strengthening the business, delivering value to our customers and growing sustainably within the UAE and our other key markets.”
The decision comes at a time when the retailer is working to engage Gen Alpha, a customer group it describes as the “most challenging” to win, while also introducing a phased price reset covering nearly a third of its product range.
Gen Alpha loyalty is ‘fluid’ with ‘high expectations’
However, Pagarani said Gen Alpha presents both a challenge and an opportunity for supermarkets.
“Their tastes and shopping habits evolve at speed, often shaped by what they see on social platforms and through peer influence. Loyalty is fluid, and their expectations are high,” he said.
Choithrams has responded by working with a specialist agency to communicate with this group and by adjusting its product sourcing and in-store experience.
“We are working with a specialist agency focused on communicating effectively with this audience, ensuring our messaging feels authentic rather than forced. We continue to source new and distinctive products from overseas, refresh ranges regularly and create an in-store experience that rewards discovery. Winning Gen Alpha requires agility, and that is how we are positioning ourselves,” he said.
While many retailers in the region have explored public listings as a route to expansion, Choithrams has chosen a different path.
Choithrams price reset on 10,000 products not a ‘limited-time’ offer
The retailer recently announced the roll out of its price reset across around 10,000 essential products. The change will be implemented in three phases during the first half of 2026 and will cover nearly a third of the retailer’s total range.
This move, Pagarani said, is not a short-term promotion. “This is not a limited-time promotion,” he said. “It’s a long-term shift in our pricing strategy, designed to deliver consistent, everyday value across key categories.”
The decision followed a customer survey conducted in 2025, which gathered feedback from more than 10,000 customers.
“The message was clear: they trust us, but they need stronger value on everyday essentials,” Pagarani said. “That insight directly led to our price reset across key product categories.”
He said the initiative is expected to appeal to a broad customer base, including Emirati families, residents and visitors. “Value matters to everyone, but so does trust and quality,” he said.
Choithrams’ presence in the UAE began in 1974, with the aim of becoming a neighbourhood supermarket that families could rely on.
“From the very beginning, the focus wasn’t rapid expansion, it was quality and service,” Pagarani said.
Each Choithrams store is shaped around the community it’s based in
Rather than prioritising store numbers, the company focused on consistency. “We wanted customers to know that every time they walked into a Choithrams store, they would find fresh products, reliable standards and a welcoming experience,” he said.
This approach shaped the retailer’s growth and contributed to its continued presence in the UAE market. However, staying relevant in the retail sector required a shift in how the brand positioned itself, accordidng to Pagarani.
“Early on, we made a conscious decision to be more than just a supermarket,” he said. “We positioned Choithrams as a neighbourhood partner, focused on long-term relationships rather than short-term expansion.”
This influenced investments in private label products, sourcing partnerships and new channels. Choithrams developed international sourcing links, including a collaboration with Sainsbury’s in the UK, and expanded into e-commerce as shopping habits changed.
“Future-proofing, for us, has always meant staying adaptable while protecting the fundamentals: quality, value and service,” Pagarani said.
As Choithrams expanded, it retained a focus on local relevance. Each store is shaped around its surrounding community, with variations in product mix based on cultural and dietary preferences.
“For example, stores in areas with large South Asian communities may carry a wider range of regional staples, while others focus more heavily on international or premium selections,” Pagarani said.
Trust not price, the real driver of customer loyalty, says Choithrams boss
At the same time, central standards govern quality, safety and service across all locations. “Scaling successfully is about protecting that balance,” he said, adding that loyalty in the current retail environment is not driven by price or convenience alone.
“Price and convenience are essential, they attract customers,” he said. “But trust is what retains them.”
With customers able to compare prices and switch retailers, he said consistency and reliability have become central to retention at Choithrams.
Recent cvustomer surveys indicated that trust in the retailer remains intact, encouraging the company to focus on strengthening existing relationships. “In today’s retail landscape, retention is the real measure of success,” he said.
Looking ahead, Pagarani expects supermarkets in the UAE to change as customer expectations continue to evolve.
Customers expect ‘seamless’ shopping experiences in-store, online
“Over the next decade, the line between digital and physical retail will continue to blur,” he said. “Customers won’t think in terms of ‘online’ or ‘in-store’. They’ll simply expect a seamless experience across both,”
He said convenience will become an expectation rather than a point of difference, with greater use of data to shape assortments and pricing. Supermarkets are also expected to play a role in areas such as healthier choices and support for local suppliers.
Given that, Choithrams views delivery platforms and online shopping as part of its retail model rather than a risk. “We see them as a clear opportunity,” Pagarani said.
The retailer operates across third-party platforms and its own channels, offering customers multiple ways to shop. The price reset applies across all channels, ensuring consistency whether customers shop online or in-store.
“For us, omnichannel retail isn’t about competition between formats; it’s about meeting customers wherever they are,” he said.
And while no formal announcements have been made, Pagarani said 2026 will be a year of activity for Choithrams.
“We’re exploring opportunities to expand our footprint in locations that are even more integrated into customers’ daily routines,” he said, pointing to high-traffic environments.
The focus remains on value, experience and community engagement, with further details expected at a later stage.
It “reflects who we have always been – a neighbourhood retailer built on long-term relationships,” he said, concluding “for us, growth only matters if it strengthens the families and neighbourhoods we serve.”
