Mysore Silk's Resurgence: Empowering the Next Generation of Weavers"

For the past few years, the socio-economic conditions of our weavers have been discussed, debated and too often forgotten, largely for lack of opportunities to change their fortunes.

Here is an example of how a state public-sector enterprise has revived Mysore Silk and brought back smiles for weavers. We hope this model is adopted more broadly, enabling weaving communities to align with the broader economic and financial improvements.

Mysore Silk has moved from a period of stagnation and losses to renewed demand and stronger finances, with KSIC now facing the problem of excess demand rather than surplus stock.

During the 2000s and early 2010s, rising raw-silk costs, intense competition from cheaper Kanchipuram and Banaras silks, and changing fashion preferences eroded profitability and left inventories high. Parliamentary discussions and state reports from that era even flagged the risk of closure of the Mysore Silk Weaving Factory, with real concerns about the thousands of dependent families.

Once a fading emblem of Karnataka’s textile heritage, Mysore Silk is now enjoying a clear revival. Over the past 18-24 months, demand for branded “Mysore Silk” sarees has surged, revenues have climbed, and KSIC has begun to show commercial life after years of financial stress.

But this revival carries new stresses: supply shortages, long customer waits, and fresh customer-service challenges that the corporation must address if the recovery is to last.

The turnaround has been driven by a combination of brand repositioning, product diversification, and policy support. KSIC’s use of the Mysore Silk Geographical Indication (GI-11) has reinforced authenticity and exclusivity, helping it position its sarees as a premium heritage product rather than a commodity.

To maintain demand and foster customer loyalty, KSIC must close gaps in production capacity, financial transparency, and customer experience,if it is to convert short-term demand into a sustained renaissance.

Academic studies on brand equity and consumer behaviour also highlight strong brand loyalty: quality, durability and heritage value currently outweigh concerns about higher prices, though service gaps and limited availability remain recurring complaints.

If KSIC can modernise operations while protecting craft-quality, and remove the pain-points that customers currently face, Mysore Silk’s revival could become a model of how a state-owned corporation converts cultural heritage into lasting commercial success.

Weavers communities in Karnataka and elsewhere has long struggled with low incomes, inadequate social security cover, outdated technology, health issues and weak market linkage. 

For instance, a study of handloom weavers in Karnataka found that many belonged to joint families, had low levels of education, and earned very little while working long hours and suffering health problems such as eyesight weakness, joint pain and dust allergy. 

In the powerloom segment, research shows that in some districts of Karnataka a high proportion of weavers belonged to the traditional weaving caste (for example 55 % from our community), and nearly one-fifth were illiterate; lack of employment opportunities, and competition from mills are the major constraints.  Given this background, weavers’ revival is inseparable from institutional and operational reforms.

Some recommended priorities:
1.Skill development & next-generation modelling.
2.Backward linkage & input cost control.
3.Market-access, branding & premium positioning.
4.Social security & welfare cover.
5.Production/operational scalability without craft compromise.
6.Transparency and weaver share of value.

"A weaver’s hands don’t just make fabric, they create dignity, identity and opportunity.”
#828






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