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Business PPT - Trade.pptx
- 1. Category Analysis Agenda Consumers Analysis TransitionStrategy Social Media Communication Strategy Marketing Strategy Market Scenario & Growth Costing and Business Plan
- 2. FMCG Category asa whole US$ 104 Billion by 2020 50% Household + Personal Care 31% Healthcare 19% Food & Beverages
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- 4. Internet Penetration is drivingthe growth for all the players 30% shopping in 2020 -21 will be digital influenced
- 5. Research online Purchase offline Promotionsand 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 sectorgrowth 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) MostlyMillennials 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 trendsof 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.
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- 15. Brand Product quality andCompany 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 Transitionto 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
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- 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
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- 23. To promote theUrban 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 ACase Study onyouth
- 25. The youth oftoday are materialistic, and not guilty about it
- 26. 'I need itNOW!': The new anthem
- 27. Impulsive and Novelty-seeking
- 28. A value consciousluxury market -- an oxymoron of sorts
- 29. Empowered women ofToday
- 30. A large proportionof 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 rightprice is a minefield
- 32. So, Key behaviortrends 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 behaviortrends 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 areaway 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 andAttitude 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 theblend 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 theblend 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 withclear 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.
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- 42. Objective To becomeone 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 acompany 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 Someof 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)
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- 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. √
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- 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’sNeed? 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 togrow 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 TheIndian 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.
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- 61. Channel Overview A exampleis 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 TradeHygiene • 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 Wecan 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 CurrentStatus 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 Anactionable 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 – MarketScenario 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).
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Editor's Notes
- #55 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.