Trade business ppt

1. Category Analysis
Agenda
Consumers Analysis
Transition Strategy
Social Media
Communication Strategy
Marketing Strategy
Market Scenario & Growth
Costing and Business Plan

2. FMCG Category as a whole
US$ 104 Billion by 2020
50% Household + Personal Care
31% Healthcare
19% Food & Beverages

3. 45%
Rural 55% Urban
8%
40
%

4. Internet Penetration
is driving the
growth for all the
players
30% shopping in 2020 -21 will be digital influenced

5. Research online
Purchase offline
Promotions and offers
New Product Launches Expansions
Customization and
Analytics (C4G by Livers)
increased speed to market, faster
decision making, localised andswifter
innovation.
JVs / Personalized
Experience
website visitors demand one-of-a-kind
experiences that cater to their needs
and interests

6.  Organised sector growth is expected to
grow as the share of unorganised market
in the FMCG sector fall with increased
level of brand consciousness.
 Growth in modern retail will augment
the growth of organised FMCGsector.
 Low penetration levelsof branded
products in categories like instant
foods indicating a scope for volume
growth
 Investment in this sector attracts
investors as the FMCG products have
demand throughout the year.
 Availability of products has become way
more easier as internet and different
channels of sales has made the
accessibility of desired product to
customers more convenient at required
time andplace.
 Online grocery stores and online retail
stores like Grofers, Flipkart, Amazon
making the FMCG product s more readily
available.
GROWTH DRIVERS
 Rural consumption has increased, led
by a combination of increasing
incomes and higher aspiration levels,
there is an increased demand for
branded products in rural India
 Huge untapped rural market
.

7.  Low – Bargaining power of suppliers
is low as there are many suppliers in
the market, and therefore the
companies have the power to choose
their suppliers.
Bargaining Power of Suppliers
High – Threat of substitutes is high as
there are a lot of sellers with similar
products and services; and there is no
switching cost for customers.
Threat of Substitutes
 High – Competition among major
players is very high, as there is no
switching cost for customers. The
players are constantly competing on the
basis on price as well as other factors
that influence buyers’ choice like quick
delivery, discounts and offers, variety,
customer service etc.
Competitive Rivalry
 High – Threat of new entrants ishigh,
as there is very little cost involved in
setting up an ecommercewebsite.
Threat of New Entrants
Bargaining Power of Buyers
 High – Bargaining power of
customers is very high as thereare
many players in the market with
similar products and there is no
switching cost. Buyers prefer the
company that offers the best price
among other factors.
Positive Impact
Neutral Impact
NegativeImpact
Porter’s 5
Forces

8. Key Statements -
CATEGORY
1.Promotion & Offers
2. New product Launches – Pollution mask cream/ Stress reliever/ quickiehair remover – Creams/
Sprays etc.
3. Website look and responsiveness
4. Physical Evidences –the 6th Ps – Kiosk in the mall etc.

9. Consumers Analysis
(Urban, Semi-urban)
Mostly Millennials
But above 45 years are also visible
in 2018-19 & rising
On Mobile purchasing is
increasing, app is the enabler
Easy to carry sizes are in
increasingly in demand

10. 10 Emerging trends of Consumer Behavior

12. Key Statements - Consumers
(Urban, Semi-urban)
Customized Products
Experience Centers
A faster & Speedy purchase &
delivery process
Smaller pack SKUs, easy to carry
1.
2.
3.
4.

13. Regional Brand
Analysis

15. Brand
Product quality and Company image
Product nomenclature
Physical evidencesmissing
Brand Plank
Customized products
Consumers
Experience centers
Category
Promotion & Offers
New ProductsLaunches
Website
Physical Evidences
Category, Consumer & Brand key statements
SmallerSKUs
Faster & Speedy

16. Relationship Builder
Customer Focused
Reliable,
VFM ,
Quality
Modern,
Improving
Energetic,
Solution provider
Friendly,
Life Enhancing
What we need to retain
What we need to add
Authority,
Expert

17. Suggested Transition
Strategies
Nomenclature Transition to urbanely
accepted names *#
Experience Centers –In malls /multi-brand
outlets / own outlets
Customized product launches–Seasons /
Occasion /Environmental
Smaller SKUs, Testimonial campaign
• *Unless we spend like Patanjali
• # Nomenclature Strategy example next slide
An effective SEO and ORM

18. Marketing
Lifecycle

19. Digital

20. INFLUENCERS
MEDIA
BLOGS
INFLUENCERS
TESTIMONY
LIFESTYLE
CASE-STUDIES
DIGITAL PR
SEARCH/DISPLAY
SOCIAL
SEO
REFERAL
TOUCH-POINTS
-
-
AGGREGATORS
PARTNERS
- FORUMS
- WEBSITE
- GROUPS/COMMUN
ITIES
 T A P
PERFORMANCE
define TARGET MARKET selectAPPROACH
INTERNAL EXTERNAL ONLINE
- CONTENT
- SOCIAL
- EMAIL
- SEARCH
- MOBILE
OFFLINE
- BRANDING
- COLLATERALS
- PR
- EVENT
- DIRECT
- INDIVIDUALS
- INFLUENCERS
PLATFORM PERFORMANCE
3rd PARTY
- CELEBS
- INFLUENCERS
- TESTIMONIALS
ALL YOU NEED TO DO IS

22. Communication
Strategy

23. To promote the Urban Mooch products in Pan India market but with a transitional
focus on urban market, keeping youth ( Millennials and gen Z) as TG
Marketing Objective
Communication Objective
Tocommunicate in an empathetic tone to our audiences and to pursue them to spread WOM to
amplify the message

24. Lets understand our
TG
A Case Study onyouth

25. The youth of today are materialistic, and not guilty about it

26. 'I need it NOW!': The new anthem

27. Impulsive and Novelty- seeking

28. A value conscious luxury market -- an oxymoron of sorts

29. Empowered women of Today

30. A large proportion of Indian consumers prefer dramatic characterization, colourful acting and emotion
as compared to nuanced and subtle messaging. When measuring whether the advertising is working, it
is best to measure the levels of enjoyment, relevance, differentiation and persuasion and compare this
with a normative database of past advertising test scores. Gratuity, a strong positive bias in responses,
tends to colour ratings of products and advertising obtained via survey research and therefore needs to
be interpreted with care.
Vivid dramatization makes for memorable communication

31. Determining the right price is a minefield

32. So, Key behavior trends are
Youth are highly perception led- Trend setter
Youth are the trend setters, they are the catalyst in creating a
trend and love to be part of it.
Youth expresses emotions in a philosophical way
Valentine Day, Chocolate day, Hug day etc. are for youth to
express their emotions with a philosophical reasons like these
Not looking for a decade long product life cycle
Upgradations in quality or every evolving nature of them know
the product life cycle of the product they are buying

33. So, Key behavior trends are
The Look matters a lot
They want the product and packaging to be good looking too
Like to be prosumers
They like to talk to about the products to others

34. Family values are away but attached
Even though they moved into nuclear setup but still attached to
their family values
Gifting trend is upward
Gifting ACs, TVs, Mobiles have become a trend in gifting to family
specially parents
So, Key behavior trends are

35. Consumers :
Bold and Attitude related feeling and sentiments are driving the consumers
Category:
Beauty & Skin still to be conveyed in empathetic way and should be warm and
friendly
Brand:
The brand understands the emerging trends in beauty & skin care using
nature and technology blend as its science

36. We use the blend of nature and science to create the products to rejuvenate you.
We create them after due diligence so that to inspire you to try out my product.
And you inspire us to create it for you with a conviction that it will be a strong
catalyst in your life to make you look & feel handsome.
Urban Mooch brand manifesto
statement:

37. I, being, bold, impulsive, trier, seeking good products desire a brand who
understand me & keep inspiring me for my emerging skin needs to have a
handsome & positive attitude.
Consumers Statement :

38. We use the blend of nature and science to create the products to rejuvenate you.
We create them after due diligence so that to inspire you to try out my product.
And you inspire us to create it for you with a conviction that it will be a strong
catalyst in your life to make you look & feel handsome.
Urban Mooch brand manifesto
statement:
I, being, bold, impulsive, trier, seeking good products desire a brand who
understand me & keep inspiring me for my emerging skin needs to have a
handsome & positive attitude.
Consumers Statement :
Urban Mooch…… Inspiring each other!

39. Packaging
Must go with clear space policies while
conduct branding (POSM) and packaging.
Must focus on the single product in each
category to promote on social media.
Category wise color must define and use
brand color….not more than 2 base and
main (Contrast).
Brand name must have prominent center
space and always must be on the top and
clearly focus.

40. Thank You !

41. 31/01/2021

42. Objective
 To become one of the preferred brand in b2c in Men's premium personal care vertical.
 To become on of the fastest growing retail brand in the Men's premium personal care vertical by 2024.
 To keep a Futuristic approach for the current and proposed portfolio – In segment within the best price
product deliver to every Retail consumers.
 To become a market leader and establish landmark in the personal care segment by 2025.

43. Strategy
 As a company we must look for the following aspect to design way forward strategy:
 Consumer Oriented Company with stringent feedback mechanism. Provide quality and emotional background
to get TOCM.
 Target mid and premium market and increase our market share in a phased manner.
 Increase brand awareness & visibility through various means.
 New market expansion
 Increase footprints and promotional activities.
 Digital Presence
 Effective managing external share holders.
 Brand Communication

44. In-direct
Dealers –
MID 2021
Direct
Dealers –
MID 2021
Modern
Trade – 1st
QTR 2021
OTC – 1st
QTR2021
Commercial
GT/MT -–
Start of 2021
Retail
Distribution
Channel –
Mid of 2020
Personal
Segmentation

45. MT/GT – Differentiation
Some of The Key Differences
Metric Traditional trade Modern Trade
Demand Erratic or Seasonal Consistent (Interim promotions)
Customer interaction
Personal (retailer hands out the products to the
customer)
Customer can pick and choose the items and then proceed to check-out.
This gives the benefit of choice to the customer, where they can
evaluate multiple products side-by-side
Order placement Based on current stocks Strategically planned to meet promotional demands
Lead time Short – Direct Structured (pre-empted)
Product range Limited Extravagant
On-time deliveries Comparatively lower focus Comparatively higher focus
Order fulfillment time Can be accommodated at different times
Has to be specific to pre-decided time-slots (missing which might raise a
penalty on the distributor)
Economies of scale Goods traded on MRP
Retailers can absorb cost and give promotional discounts to drive
purchases
Credit cycle Short Long (customized)

46. RETAILING
31/01/2021

47. Function of Retailing
 Breaking Bulk
 Sorting and categorizing of goods
 Offer advise and guidance to help customers make the right choices.
 Holding stock
 Credit services
 Training (BA & Consumers) and after-sales service (Thru our CCD) to end-users

48. Importance Of Retailing
 Retailing creates time, place and possession utility.
 Makes a wide variety of goods available to consumers.
 Plays a valuable role in creating a product and brand image.
 Retailer is a vital communication link between the company and the end-user.
 Personalized service and customizing as and when required.

49. Retail – Do’s
 Target Setting needs to be done. √
 Reports – For better data output and result. √
 External & Internal Research. √
 Route Mapping with Grids. √
 Media Usage for Brand Positioning. √
 Offer and Schemes (Lucrative Business Propositions) - Generate Volumes. √
 Sales Pull Development and Retention (Customer/Retailer). √
 Strategy Development for sales. √

50. DISTRIBUTION
31/01/2021

51. Players
Key Players
 Quraa, Nivea Man, Phy, Biotique Ect
 Some New entrants
Market Challenge
 Other premium player in market
 Changing Trends
 Product Placement
 Price War
 Consumer Pull – By developing unique & ultimate brand image and consisting hammering through
various media & material.

52. What is Customer’s Need?
 Consistent quality.
 Best Buy (Value for money) Products.
 Best price that fulfils their specific needs.
 Availability
 Offers to drive customers
“A key driver for this trend is rise in spending, self grooming and awareness”

53. About Industry “ Revenue to Grow by double in the
next 5 years.

54. User Penetration to grow by 25% to 40% in next 4
years.

55. About Industry – Dominance of general trade

56. About Industry – User Profiling

57. About Industry – Gender Profiling

58. About Industry
 The Indian Beauty and Personal Care (BPC) market is expected to grow at a CAGR of 9%, from ~USD
14-15 billion in 2017 to ~USD 22-23 billion in 2022.
 The growth has been aided by rising disposable income which has grown over 35-45% from 2012-2017.
 The rising disposable income, demand for enhanced products and increasing desire to look good of the
Indian consumer, presents a golden opportunity for the beauty and personal care market to grow
exponentially in India.
 The industry is further categorized into seven major categories – cosmetics, fragrance, men’s grooming,
skin care, bath & shower, hair care and oral care.
 Specialized categories like cosmetics, fragrance, men’s grooming and skin care are set to
outpace the growth of generic categories and will hold ~40-45% of the overall market by 2022.
 Generic categories like bath & shower, hair care and oral care already enjoy a higher penetration
and are mature categories because of which they will witness slow growth.

59. About Industry

60. About Industry

61. Channel Overview
A example is the penetration achieved by Lakme. It is owned by Hindustan Unilever and is the biggest cosmetic brand in India in terms of
sales. The high sales are ably driven by the presence of 25% of its stores in Tier II+ cities. Indian customer mindset still tends towards ‘touch
& feel’ and hence it is very important to have an offline presence to increase awareness as well as engage the customers with demos and
trials at various stores.
Online platforms have picked up on this and are trying to create a personalized customer experience where the first step is to get to know the
customer well through questionnaires asking skin tones, issues etc. and various other methods following which products are displayed on the
screen which the customer can digitally try on their image. This whole engagement strategy is a great way to create a personalized customer
experience. The better the experience the more is the opportunity to convert the customer into a buyer.
There is a vivid difference in terms of age for customers buying online and customers buying offline wherein for a customer aged between
18-25 years, the awareness is achieved through online sources (Facebook, Instagram etc) and ads. The same for a customer aged above 35
years is achieved by word of mouth and prefer ‘touch & feel’ of the product. The final step in the purchase journey is the consumption phase
where the customer uses the product and based on his/her review, becomes a promoter or detractor. For buyers online, customer support,
speed of delivery, quality of packaging, offers and discounts etc plays a big role in making the buyer a repeat customer whereas for buyers
offline, proximity of the store, deals and discounts, store ambience, variety of products etc play a big role.

62. Marketing Strategy – Phase 1
Support this existing market with various marketing activities:
 Print - √
 Radio ?
 Point of sale materials - √
 Digital Presence - √
 Exhibitions ?
 Events - √
 Meets ?
 Trade Marketing (Schemes & Offer) - √

63. Trade Marketing- Conclusion & Way forward
DEVELOPMENT
Developing and empowering
Channel Partner assuring long term
relationship
RESEARCH
Retail Research and
Channel Strategy
ENGAGEMENT
High level engagement with key
channel partner to ensure
seamless communication
TIE-UP
Tie-up with Channel
partners
AFFORDABILITY
Affordability Engagements to
help upsell & convert
E
D
A
R
T

64. E
D
A
R
T
Current Status
Key Responsibilities
Trade Hygiene
• Managing Online
& Offline MOP &
Infiltration
• Retail Visibility
Processes
• Scheme rollout and
settlement process
• Process Re-
engineering and
automation
• Initiative around
trade engagement
• Channel Structure
Trade Satisfaction &
Engagement
• Monitoring timely
payout
• Retailer Satisfaction
Survey
• Strategic Alliances
• Affordability
KRO
• Differentiated treatment to
gain counter share
• Monitoring performance
and identifying growth
factors
• Key Retail outlet hotline
• KRO engagement program

65. E
D
A
R
T
GTM: Pre-booking
Current Status
We can also conduct Pre-booking
Strategy
Creativity
Limit Pre-booking in 200 outlets
Exciting Incentive for Retailer & Dealers
Exciting offers for Consumer
Exclusive Demo Zone at Retailers

66. E
D
A
R
T
Current Status
Retail Satisfaction
Current Status
Positive response from Retailers
Achievements
1. Steady increase in satisfaction
2. Increase in satisfaction seen due
to satisfaction from Product and
Distribution Relationship
Way Forward
PERCEPTION
RECOMMENDATI
ON TO
CUSTOMERS
SATISFACTION
drives Leads to
Measuring Brand satisfaction among retailer vis-à-vis competition
150 Stores audited per quarter
Launch Consumer Offer
Launch of next wave product line

67. E
D
A
R
T
Current Status
Retail Visibility
An actionable tool that measures visibility and retail execution of Gionee across stores in key outlets
Current Status
Small set of outlets audited by consultant
team
Achievements
Way Forward
Cover all KRO outlets MOM
Visibility Compliance Visibility Elements
Live Demo
& POSM
KRO Hygiene

68. Distribution
 Super Stockiest : 12
 Distributors : 50
 Retailer Outlets : 200+ Non BA
 Retailers Outlets : 175 – 200 BA
Note : Nos of Outlets BA & Non BA are approx. based on the business spread,
and remain dynamic as per requirement.

69. Highlights – Market Scenario
 Revenue in the Personal Care segment amounts to US$2,422m in 2020.
 Revenue is expected to show an annual growth rate (CAGR 2020-2024) of
15.1%, resulting in a market volume of US$4,254m by 2024.
 User penetration is 25.8% in 2020 and is expected to hit 40.3% by 2024.
 The average revenue per user (ARPU) currently amounts to US$6.81.
 In global comparison, most revenue is generated in China (US$34,532m in
2020).

70. Plan – Business
(MT)

71. Plan – Business
(MT)

72. 31/01/2021