The document provides an overview of the Indian FMCG sector. Some key points:
- The Indian FMCG sector has a market size of US$25 billion and is poised to grow 10-12% annually. It has a well-established distribution network across 6 million retail outlets.
- Organized retail is growing and expected to increase its share of the market to 14-18% by 2015, creating new channels for FMCG players.
- Rural India accounts for one-third of total consumption and is an important growth area as FMCG companies develop rural marketing strategies.
- Food products are the largest consumption category, accounting for 21% of India's GDP. Leading players in this segment are mentioned.
The document discusses the Indian FMCG sector, noting that it is the fourth largest sector in the Indian economy, generating over $50 billion in revenues by 2017. It provides an overview of key FMCG companies like Hindustan Unilever, ITC, and Nestle, as well as market segments like household and personal care which account for 50% of the market. The growth of the FMCG sector is expected to continue, driven by increasing incomes, awareness, and changing lifestyles in India.
ITC is a diversified conglomerate with businesses in FMCG, hotels, paper, packaging, agri, and IT. It has established several popular brands across categories. Some key brands include Aashirvaad, Sunfeast, YiPPee!, Bingo!, Fiama Di Wills, Vivel, and ITC Hotels. ITC employs various rural marketing strategies like developing rural-specific products, localized distribution, and initiatives like e-Choupal which links farmers to market prices via computers in villages. E-Choupal tackles issues in Indian agriculture by empowering farmers with information. It has impacted over 4 million farmers across 10 states.
This document provides an overview of the fast moving consumer goods (FMCG) sector in India. It discusses that FMCG includes personal care, home care, food and beverages, and spirits/tobacco. The sector is worth $35 billion and growing 17% annually. Rural income growth has boosted FMCG. Key characteristics of FMCG goods are monthly use, direct consumer use, non-durable, packaged, and branded. Major FMCG companies in India are discussed and statistics on the industry are provided. The document also compares urban and rural FMCG markets and opportunities for growth in India.
The document provides an overview of the fast moving consumer goods (FMCG) industry in India. It discusses that FMCG includes daily necessity items like toiletries, detergents, soaps that are consumed rapidly. The Indian FMCG market is the 4th largest sector in the economy worth over $13 billion annually and growing 10-12% per year. Major FMCG companies have a widespread distribution network across India reaching urban and rural markets. The future of the FMCG sector in India looks promising with rising incomes, changing lifestyles, and projections that it will become a $99-135 billion industry by 2020.
The document discusses India's fast moving consumer goods (FMCG) sector. It notes that the FMCG sector contributes around 3% to India's GDP and provides 3 million jobs. The market is over Rs. 85,000 crores and includes household care, personal care, and food and beverages. It also profiles the top 3 FMCG companies in India - Hindustan Unilever Ltd., ITC Ltd., and Dabur India Ltd. The FMCG sector is expected to maintain robust growth, reaching a size of Rs. 620,000 crores by 2020. Rural India represents a major untapped market potential as rural consumers account for around 55% of total FMCG sales.
Dabur India Ltd is India's leading FMCG company that has been operating for 127 years. It is the 4th largest consumer goods manufacturer in India with a portfolio of over 350 herbal and natural products across five major brands. Dabur has a distribution network of 5000 distributors serving over 2.5 million retail outlets, with margins of 8-10% for retailers, 3-4% for distributors, and 2-3% for stockists. The length of the distribution channel depends on the complexity of the product, with simpler products having shorter channels. Dabur generates about 75% of its sales from rural areas of India and sells to over 50 countries globally.
The Fast Moving Consumer Goods (FMCG) sector in India is the fourth largest sector in the Indian economy, with a market size estimated to grow from $30 billion in 2011 to $74 billion by 2018. Food and beverage products make up the largest segment at 43% of the market. Key trends in the FMCG sector include growing rural contributions, rising advertisement spending, and increasing online sales. Major opportunities for growth include tapping the large untapped rural market and rising consumer spending. However, the industry faces challenges such as intense competition, increasing counterfeiting, and managing supply chain constraints.
dabur red toothpaste marketing strategies Sachin Jain
This document summarizes the past performance, objectives, and marketing strategy for a new herbal toothpaste product called SensiCure aimed at the sensitive teeth market in India. It discusses expanding the product portfolio and geographical reach in recent years. The objectives are to gain 3% market share in the sensitive toothpaste category worth 150 crore rupees within 3 years. The marketing strategy involves penetrating tier 2 and 3 cities through distributors and retailers while providing them higher margins. Pricing is set at Rs. 70 through a penetration strategy. Most promotion spending will be on sales promotions to stimulate customer purchases.
The document discusses the Indian FMCG sector, noting that it is the fourth largest sector in the Indian economy, generating over $50 billion in revenues by 2017. It provides an overview of key FMCG companies like Hindustan Unilever, ITC, and Nestle, as well as market segments like household and personal care which account for 50% of the market. The growth of the FMCG sector is expected to continue, driven by increasing incomes, awareness, and changing lifestyles in India.
ITC is a diversified conglomerate with businesses in FMCG, hotels, paper, packaging, agri, and IT. It has established several popular brands across categories. Some key brands include Aashirvaad, Sunfeast, YiPPee!, Bingo!, Fiama Di Wills, Vivel, and ITC Hotels. ITC employs various rural marketing strategies like developing rural-specific products, localized distribution, and initiatives like e-Choupal which links farmers to market prices via computers in villages. E-Choupal tackles issues in Indian agriculture by empowering farmers with information. It has impacted over 4 million farmers across 10 states.
This document provides an overview of the fast moving consumer goods (FMCG) sector in India. It discusses that FMCG includes personal care, home care, food and beverages, and spirits/tobacco. The sector is worth $35 billion and growing 17% annually. Rural income growth has boosted FMCG. Key characteristics of FMCG goods are monthly use, direct consumer use, non-durable, packaged, and branded. Major FMCG companies in India are discussed and statistics on the industry are provided. The document also compares urban and rural FMCG markets and opportunities for growth in India.
The document provides an overview of the fast moving consumer goods (FMCG) industry in India. It discusses that FMCG includes daily necessity items like toiletries, detergents, soaps that are consumed rapidly. The Indian FMCG market is the 4th largest sector in the economy worth over $13 billion annually and growing 10-12% per year. Major FMCG companies have a widespread distribution network across India reaching urban and rural markets. The future of the FMCG sector in India looks promising with rising incomes, changing lifestyles, and projections that it will become a $99-135 billion industry by 2020.
The document discusses India's fast moving consumer goods (FMCG) sector. It notes that the FMCG sector contributes around 3% to India's GDP and provides 3 million jobs. The market is over Rs. 85,000 crores and includes household care, personal care, and food and beverages. It also profiles the top 3 FMCG companies in India - Hindustan Unilever Ltd., ITC Ltd., and Dabur India Ltd. The FMCG sector is expected to maintain robust growth, reaching a size of Rs. 620,000 crores by 2020. Rural India represents a major untapped market potential as rural consumers account for around 55% of total FMCG sales.
Dabur India Ltd is India's leading FMCG company that has been operating for 127 years. It is the 4th largest consumer goods manufacturer in India with a portfolio of over 350 herbal and natural products across five major brands. Dabur has a distribution network of 5000 distributors serving over 2.5 million retail outlets, with margins of 8-10% for retailers, 3-4% for distributors, and 2-3% for stockists. The length of the distribution channel depends on the complexity of the product, with simpler products having shorter channels. Dabur generates about 75% of its sales from rural areas of India and sells to over 50 countries globally.
The Fast Moving Consumer Goods (FMCG) sector in India is the fourth largest sector in the Indian economy, with a market size estimated to grow from $30 billion in 2011 to $74 billion by 2018. Food and beverage products make up the largest segment at 43% of the market. Key trends in the FMCG sector include growing rural contributions, rising advertisement spending, and increasing online sales. Major opportunities for growth include tapping the large untapped rural market and rising consumer spending. However, the industry faces challenges such as intense competition, increasing counterfeiting, and managing supply chain constraints.
dabur red toothpaste marketing strategies Sachin Jain
This document summarizes the past performance, objectives, and marketing strategy for a new herbal toothpaste product called SensiCure aimed at the sensitive teeth market in India. It discusses expanding the product portfolio and geographical reach in recent years. The objectives are to gain 3% market share in the sensitive toothpaste category worth 150 crore rupees within 3 years. The marketing strategy involves penetrating tier 2 and 3 cities through distributors and retailers while providing them higher margins. Pricing is set at Rs. 70 through a penetration strategy. Most promotion spending will be on sales promotions to stimulate customer purchases.
The FMCG sector in India grew rapidly in the 1980s and 1990s but then lost momentum due to a lack of innovation by companies and the introduction of new product types. However, consumer willingness to upgrade to better products helped revive the FMCG sector in the 2010s. The FMCG sector is the 4th largest in India and includes household care, personal care, and food and beverage products. Hindustan Unilever Ltd., Procter & Gamble, and ITC are the top three FMCG companies in India. The sector has significant growth opportunities due to India's large population and vast rural markets.
The document discusses the Fast Moving Consumer Goods (FMCG) sector in India. It notes that FMCG includes household care, personal care, food and beverages products that have quick turnover. The Indian FMCG sector is the 4th largest in the world and is growing rapidly, expected to reach $74 billion by 2018. Major players like HUL and ITC have large market shares. The future of the FMCG sector in India looks promising with rising incomes and large domestic market, but risks include regulatory changes and rural demand seasonality.
Brand Promotion of Amul Ready to cook Products Ajit Gupta
Ajit Gupta presented on his winter internship project promoting Amul ready-to-cook frozen snack products. He shadowed a territory sales officer to learn promotion techniques and was then given responsibility for independently meeting retailers. Over the course of the internship, he visited retailers in several areas of Pune to promote Amul's frozen snacks using various promotional activities and materials. Through this experience, he gained exposure to Amul's large distribution network and learned effective techniques for launching new products in markets.
This document provides an overview of the fast moving consumer goods (FMCG) industry in India. Some key points:
- FMCG was a rapidly growing sector from the 1980s-1990s but started losing momentum in the 1990s due to lack of innovation. Growth resumed in 2006 as consumers upgraded to better products.
- FMCG products have quick turnover, low cost, and don't require much consumer thinking. Major companies include Nestle, Unilever, and Procter & Gamble.
- India is an attractive FMCG market due to its large population and domestic market, low consumption levels, changing lifestyles, and cost advantages for production.
- FMCG companies segment markets based
A Study of the Sales and Distribution System at AMULRAJAT GARG
- Evolution of the dairy industry in India
- Milk Production and Consumption Patterns in India
- Prevalent Business Models in the Dairy Industry
- Major Players, Operating Margins, ROCE, Prices and Ratings
- Growth Drivers, Key Risks and Porters 5 Forces Analysis
- Analysis of Sales and Distribution Systems of AMUL at distributor, retailer and hypermarket level
- Comparison of Amul with Sanchi
- Recommendations
The document discusses the fast moving consumer goods (FMCG) industry in India. It provides an overview of the industry, including key details about its size and growth prospects. The FMCG market in India is over Rs. 86,000 crores in size and is growing at 20-30% annually. Major drivers of growth include India's growing economy, large population and changing demographics. The document also outlines the industry segmentation, key players, distribution channels, job opportunities and potential projects.
The document discusses Hindustan Lever Limited's (HLL) detergent brand Surf Excel. It provides a summary of a market research project conducted on Surf Excel in Orissa, India. The summary includes the objectives of studying Surf Excel's business, marketing practices, competitors and customers in Orissa. Key findings were that Surf Excel has high brand recall and a 66% market share in Orissa. Television was the most used information source but ad recall was low. Over 50% of customers preferred larger pack sizes than 200g. In conclusion, Surf Excel was found to have excellent customer reviews for its cleansing ability and availability.
Fast Moving Consumer Goods (FMCG) Summit - Issues and Opportunities - Full Re...Resurgent India
Fast Moving Consumer Goods (FMCG) Summit - Issues and Opportunities
Fast moving consumer goods (FMCG) is the fourth largest sector in the Indian economy and creates employment for more than three million people in downstream activities.
Indian market is becoming the ‘mother of all markets’ which is rapidly increasing demand for all classes of product.
This explains the usage of the 4A framework of marketing to identify the challenges of rural markets and helps in providing strategic solutions to overcome these challenges.
Indian FMCG Industry Presentation
Introduction & Market overview
Features of FMCG industry
Policies and Regulatory Framework
Market Drivers
Market Strategies
Market Challenges
Major FMCG companies in India
Major trends
PROJECT REPORT ON CONSUMER BUYING BEHAVIOUR IN INDIAN SHOPPING MALL) Mansi Tyagi
Vishal Retail Limited is an Indian retail company that operates hypermarket stores across India. It has 172 stores spread across 24 states, totaling around 2.4 million square feet of retail space. The company aims to expand further into new retail formats and regions while strengthening its supply chain operations. Organized retailing is growing in India due to factors like rising incomes, education levels, and exposure to global trends, but still only accounts for about 4% of the total retail sector.
The document summarizes CavinKare Pvt. Ltd.'s approach to rural marketing in India. Some key points:
- CavinKare was an early pioneer in marketing products like shampoo in small, affordable sachet sizes targeted at rural consumers.
- They educated rural consumers on product use through demonstrations and free samples. This helped brands like Chik shampoo succeed in rural markets.
- CavinKare focuses on research and distribution to build brands in rural areas and competes successfully against major companies.
Titan launched a premium Swiss watch brand called Xylys in India priced between INR 10,000-33,000. Xylys offered over 60 models across contemporary, classic, and sport collections. With economic liberalization and growth in disposable incomes, the luxury watch market in India was estimated to be growing at 20% annually. However, Titan's Xylys brand faced challenges in establishing itself against well-known European brands in terms of positioning and perception. The case examines behavioral concepts around how consumers perceive luxury watch brands and their self-identity.
Hindustan Unilever (HUL) is the largest FMCG company in India, followed by Nestle India, ITC, and Dabur. Over the past 3-5 years, HUL has grown through expanding its large distribution network. Nestle India's growth slowed to 8% annually while ITC and Dabur grew around 25-30% through expanding into international markets and new product segments. The top FMCG companies have a presence across multiple segments like food, beverages, personal care, home care, and healthcare. HUL maintains a leading market share across segments while shares of Nestle, ITC and Dabur have been increasing in recent years through innovations and acquisitions.
Rural retailing in India is an important and growing sector. Approximately 70% of India's population lives in rural areas across 66,000 villages. Rural retail is growing at 7% annually and represents a significant portion of India's overall GDP and consumption in various industries such as FMCG. However, rural retailing also faces challenges including poor infrastructure, lack of suitable dealers and retailers, and low investment capacity. To succeed in rural markets, companies must focus on availability, affordability, acceptability, and awareness of products for rural consumers. Various models for rural retailing have emerged such as Hariyali Kisaan Bazaar, Aadhaar, and E-Chaupal which aim to be one-stop shops
The document discusses the fast moving consumer goods (FMCG) sector in India. It notes that major players in India include Hindustan Unilever Ltd., ITC, Nestle India, and others. Historically, these companies faced less competition and were able to charge premium prices. However, with economic liberalization over the last decade, the FMCG market has become more competitive. The document provides an overview of the market size and growth of various FMCG sub-sectors in India like personal care, food and beverages. It also discusses the strengths, weaknesses, opportunities and threats facing the Indian FMCG industry.
The document discusses the fast moving consumer goods (FMCG) industry in India. It analyzes the industry using Porter's Five Forces model. The FMCG industry is characterized by high volume and low cost products with short shelf lives that are sold through extensive distribution networks. The industry faces high rivalry among existing players who compete on price, promotions, distribution, and new products. Potential entrants face barriers like requirements for strong distribution networks and brands. Buyers have low bargaining power due to many alternatives. Suppliers also have low bargaining power. Substitutes pose varying levels of threat depending on utility and switching costs.
The Indian FMCG sector has a market size of US$25 billion and is poised to grow 10-12% annually. It has a well-established distribution network of over 6 million retail outlets across urban and rural areas. Organized retail is growing and expected to increase its share of the market to 14-18% by 2015. Rural India accounts for one-third of total consumption and FMCG companies are devising rural marketing strategies. Food products are the largest consumption category. The export potential for Indian FMCG companies is growing as they focus on international markets.
Dabur is India's fourth largest fast moving consumer goods company with an annual turnover of over Rs. 15 billion. It has a wide distribution network of over 1.5 million retail outlets across India as well as manufacturing plants. Dabur follows an umbrella branding strategy with all products under the trusted Dabur brand name. It uses a three tier distribution system to make products widely available. The company focuses on herbal and natural products to meet consumer demand in India and maintains competitive pricing through cost control and occasional price hikes.
HUL has expanded its rural distribution network through 4 phases:
1) Direct coverage of large villages through van-based routes.
2) Indirect coverage of smaller nearby villages through local distributors.
3) Operation Streamline established sub-distributors called "Star Sellers" to reach more remote areas.
4) Project Shakti engaged women's self-help groups as direct sales agents in small villages (<2,000 people). This network now covers over 500,000 outlets. HUL continues improving its rural distribution through technology, data collection, and targeted initiatives.
The document provides an overview of the FMCG market in India. Some key points:
- The FMCG market in India is expected to grow at a CAGR of 20.6% between 2016-2020 to reach $103.7 billion by 2020, up from $49 billion in 2016.
- Rural consumption is a major growth driver as rural FMCG consumption is estimated to grow at a CAGR of 14.6% between 2016-2025 to reach $100 billion by 2025, up from an estimated $29.4 billion in 2016.
- Changing demographics like rising incomes, growth of the middle class, and increasing rural consumption provide significant opportunities for FMCG companies in India
A project report on retail industry in indiaProjects Kart
The document provides an overview of the retail industry in India. It discusses how retail is a large industry in India, accounting for 10% of GDP. It also describes how the retail industry is at an inflection point, with organized retail and consumption growth set to increase significantly. This is driven by India's young population and growing urbanization. The document then covers differences between organized and unorganized retail sectors in India, and how organized retail is growing and spreading, led initially by supermarket chains in Southern India.
The FMCG sector in India grew rapidly in the 1980s and 1990s but then lost momentum due to a lack of innovation by companies and the introduction of new product types. However, consumer willingness to upgrade to better products helped revive the FMCG sector in the 2010s. The FMCG sector is the 4th largest in India and includes household care, personal care, and food and beverage products. Hindustan Unilever Ltd., Procter & Gamble, and ITC are the top three FMCG companies in India. The sector has significant growth opportunities due to India's large population and vast rural markets.
The document discusses the Fast Moving Consumer Goods (FMCG) sector in India. It notes that FMCG includes household care, personal care, food and beverages products that have quick turnover. The Indian FMCG sector is the 4th largest in the world and is growing rapidly, expected to reach $74 billion by 2018. Major players like HUL and ITC have large market shares. The future of the FMCG sector in India looks promising with rising incomes and large domestic market, but risks include regulatory changes and rural demand seasonality.
Brand Promotion of Amul Ready to cook Products Ajit Gupta
Ajit Gupta presented on his winter internship project promoting Amul ready-to-cook frozen snack products. He shadowed a territory sales officer to learn promotion techniques and was then given responsibility for independently meeting retailers. Over the course of the internship, he visited retailers in several areas of Pune to promote Amul's frozen snacks using various promotional activities and materials. Through this experience, he gained exposure to Amul's large distribution network and learned effective techniques for launching new products in markets.
This document provides an overview of the fast moving consumer goods (FMCG) industry in India. Some key points:
- FMCG was a rapidly growing sector from the 1980s-1990s but started losing momentum in the 1990s due to lack of innovation. Growth resumed in 2006 as consumers upgraded to better products.
- FMCG products have quick turnover, low cost, and don't require much consumer thinking. Major companies include Nestle, Unilever, and Procter & Gamble.
- India is an attractive FMCG market due to its large population and domestic market, low consumption levels, changing lifestyles, and cost advantages for production.
- FMCG companies segment markets based
A Study of the Sales and Distribution System at AMULRAJAT GARG
- Evolution of the dairy industry in India
- Milk Production and Consumption Patterns in India
- Prevalent Business Models in the Dairy Industry
- Major Players, Operating Margins, ROCE, Prices and Ratings
- Growth Drivers, Key Risks and Porters 5 Forces Analysis
- Analysis of Sales and Distribution Systems of AMUL at distributor, retailer and hypermarket level
- Comparison of Amul with Sanchi
- Recommendations
The document discusses the fast moving consumer goods (FMCG) industry in India. It provides an overview of the industry, including key details about its size and growth prospects. The FMCG market in India is over Rs. 86,000 crores in size and is growing at 20-30% annually. Major drivers of growth include India's growing economy, large population and changing demographics. The document also outlines the industry segmentation, key players, distribution channels, job opportunities and potential projects.
The document discusses Hindustan Lever Limited's (HLL) detergent brand Surf Excel. It provides a summary of a market research project conducted on Surf Excel in Orissa, India. The summary includes the objectives of studying Surf Excel's business, marketing practices, competitors and customers in Orissa. Key findings were that Surf Excel has high brand recall and a 66% market share in Orissa. Television was the most used information source but ad recall was low. Over 50% of customers preferred larger pack sizes than 200g. In conclusion, Surf Excel was found to have excellent customer reviews for its cleansing ability and availability.
Fast Moving Consumer Goods (FMCG) Summit - Issues and Opportunities - Full Re...Resurgent India
Fast Moving Consumer Goods (FMCG) Summit - Issues and Opportunities
Fast moving consumer goods (FMCG) is the fourth largest sector in the Indian economy and creates employment for more than three million people in downstream activities.
Indian market is becoming the ‘mother of all markets’ which is rapidly increasing demand for all classes of product.
This explains the usage of the 4A framework of marketing to identify the challenges of rural markets and helps in providing strategic solutions to overcome these challenges.
Indian FMCG Industry Presentation
Introduction & Market overview
Features of FMCG industry
Policies and Regulatory Framework
Market Drivers
Market Strategies
Market Challenges
Major FMCG companies in India
Major trends
PROJECT REPORT ON CONSUMER BUYING BEHAVIOUR IN INDIAN SHOPPING MALL) Mansi Tyagi
Vishal Retail Limited is an Indian retail company that operates hypermarket stores across India. It has 172 stores spread across 24 states, totaling around 2.4 million square feet of retail space. The company aims to expand further into new retail formats and regions while strengthening its supply chain operations. Organized retailing is growing in India due to factors like rising incomes, education levels, and exposure to global trends, but still only accounts for about 4% of the total retail sector.
The document summarizes CavinKare Pvt. Ltd.'s approach to rural marketing in India. Some key points:
- CavinKare was an early pioneer in marketing products like shampoo in small, affordable sachet sizes targeted at rural consumers.
- They educated rural consumers on product use through demonstrations and free samples. This helped brands like Chik shampoo succeed in rural markets.
- CavinKare focuses on research and distribution to build brands in rural areas and competes successfully against major companies.
Titan launched a premium Swiss watch brand called Xylys in India priced between INR 10,000-33,000. Xylys offered over 60 models across contemporary, classic, and sport collections. With economic liberalization and growth in disposable incomes, the luxury watch market in India was estimated to be growing at 20% annually. However, Titan's Xylys brand faced challenges in establishing itself against well-known European brands in terms of positioning and perception. The case examines behavioral concepts around how consumers perceive luxury watch brands and their self-identity.
Hindustan Unilever (HUL) is the largest FMCG company in India, followed by Nestle India, ITC, and Dabur. Over the past 3-5 years, HUL has grown through expanding its large distribution network. Nestle India's growth slowed to 8% annually while ITC and Dabur grew around 25-30% through expanding into international markets and new product segments. The top FMCG companies have a presence across multiple segments like food, beverages, personal care, home care, and healthcare. HUL maintains a leading market share across segments while shares of Nestle, ITC and Dabur have been increasing in recent years through innovations and acquisitions.
Rural retailing in India is an important and growing sector. Approximately 70% of India's population lives in rural areas across 66,000 villages. Rural retail is growing at 7% annually and represents a significant portion of India's overall GDP and consumption in various industries such as FMCG. However, rural retailing also faces challenges including poor infrastructure, lack of suitable dealers and retailers, and low investment capacity. To succeed in rural markets, companies must focus on availability, affordability, acceptability, and awareness of products for rural consumers. Various models for rural retailing have emerged such as Hariyali Kisaan Bazaar, Aadhaar, and E-Chaupal which aim to be one-stop shops
The document discusses the fast moving consumer goods (FMCG) sector in India. It notes that major players in India include Hindustan Unilever Ltd., ITC, Nestle India, and others. Historically, these companies faced less competition and were able to charge premium prices. However, with economic liberalization over the last decade, the FMCG market has become more competitive. The document provides an overview of the market size and growth of various FMCG sub-sectors in India like personal care, food and beverages. It also discusses the strengths, weaknesses, opportunities and threats facing the Indian FMCG industry.
The document discusses the fast moving consumer goods (FMCG) industry in India. It analyzes the industry using Porter's Five Forces model. The FMCG industry is characterized by high volume and low cost products with short shelf lives that are sold through extensive distribution networks. The industry faces high rivalry among existing players who compete on price, promotions, distribution, and new products. Potential entrants face barriers like requirements for strong distribution networks and brands. Buyers have low bargaining power due to many alternatives. Suppliers also have low bargaining power. Substitutes pose varying levels of threat depending on utility and switching costs.
The Indian FMCG sector has a market size of US$25 billion and is poised to grow 10-12% annually. It has a well-established distribution network of over 6 million retail outlets across urban and rural areas. Organized retail is growing and expected to increase its share of the market to 14-18% by 2015. Rural India accounts for one-third of total consumption and FMCG companies are devising rural marketing strategies. Food products are the largest consumption category. The export potential for Indian FMCG companies is growing as they focus on international markets.
Dabur is India's fourth largest fast moving consumer goods company with an annual turnover of over Rs. 15 billion. It has a wide distribution network of over 1.5 million retail outlets across India as well as manufacturing plants. Dabur follows an umbrella branding strategy with all products under the trusted Dabur brand name. It uses a three tier distribution system to make products widely available. The company focuses on herbal and natural products to meet consumer demand in India and maintains competitive pricing through cost control and occasional price hikes.
HUL has expanded its rural distribution network through 4 phases:
1) Direct coverage of large villages through van-based routes.
2) Indirect coverage of smaller nearby villages through local distributors.
3) Operation Streamline established sub-distributors called "Star Sellers" to reach more remote areas.
4) Project Shakti engaged women's self-help groups as direct sales agents in small villages (<2,000 people). This network now covers over 500,000 outlets. HUL continues improving its rural distribution through technology, data collection, and targeted initiatives.
The document provides an overview of the FMCG market in India. Some key points:
- The FMCG market in India is expected to grow at a CAGR of 20.6% between 2016-2020 to reach $103.7 billion by 2020, up from $49 billion in 2016.
- Rural consumption is a major growth driver as rural FMCG consumption is estimated to grow at a CAGR of 14.6% between 2016-2025 to reach $100 billion by 2025, up from an estimated $29.4 billion in 2016.
- Changing demographics like rising incomes, growth of the middle class, and increasing rural consumption provide significant opportunities for FMCG companies in India
A project report on retail industry in indiaProjects Kart
The document provides an overview of the retail industry in India. It discusses how retail is a large industry in India, accounting for 10% of GDP. It also describes how the retail industry is at an inflection point, with organized retail and consumption growth set to increase significantly. This is driven by India's young population and growing urbanization. The document then covers differences between organized and unorganized retail sectors in India, and how organized retail is growing and spreading, led initially by supermarket chains in Southern India.
Hindustan Unilever Limited (HUL) is India's largest consumer goods company based in Mumbai. It is a subsidiary of British-Dutch company Unilever, which controls 52% of HUL. HUL manufactures and distributes foods, beverages, cleaning agents and personal care products. It has over 16,500 employees and distributes products to over 2 million retail outlets across India. Two out of three Indians use HUL products according to market research. HUL owns many major Indian brands in food, homecare, and personal care categories.
The document provides information about the MMS program and industrial training. It discusses how the MMS program provides both theoretical and practical knowledge in business management. Industrial training helps students gain real-world experience and knowledge about business practices. It allows students to learn about various departmental operations in an industry. Training is an integral part of the MMS program, with each student required to undergo 2 months of training in a company and then prepare a project report. The training provides valuable experience about how management practices differ in real life compared to theory. It also discusses the importance of having both theoretical and practical knowledge for one's career.
Amul was formed in 1946 as a dairy cooperative in Anand, Gujarat. It is managed by the Gujarat Cooperative Milk Marketing Federation and has over 2.79 million producer members. Amul pioneered the White Revolution in India and is the world's largest vegetarian cheese brand. It has become a sterling example of a cooperative's success through its robust supply chain, diverse product portfolio, and affordable pricing strategy.
Hindustan Unilever Limited (HUL) is India's largest consumer goods company. It offers many household brands like Dove, Lifebuoy, Lipton, Lux, and Pond's. The document analyzes HUL's product lines, market share compared to competitors, financial performance from 1998-2007, and future opportunities in India's growing consumer goods market. It finds that while HUL faces competition, opportunities for growth exist as India's per capita income and population rise, driving demand for consumer packaged goods. To strengthen rural distribution, HUL launched Project Shakti to empower women entrepreneurs.
This document presents information on mergers and acquisitions (M&A) through a slideshow presentation. It discusses the history of M&A in India, defines mergers and acquisitions, compares the differences between them, and outlines the objectives, benefits, types, examples, process, strategies, and problems associated with M&A. It also provides details on the recent merger between Tech Mahindra and Satyam, including analysis and outlook. In conclusion, it states that the success of an M&A depends on the planning and strategies of the acquiring company.
Hindustan Unilever Limited (HUL) is the largest fast-moving consumer goods company in India. It was incorporated in 1933 and is headquartered in Mumbai, with over 16,000 employees. HUL is majority owned by Unilever, with brands spanning food, beverages, cleaning agents and personal care. HUL has a wide reach across India, with products used by over two-thirds of Indians and a distribution network of over 6.4 million retail outlets. The company focuses on sustainability and empowering communities through initiatives such as Project Shakti.
A merger occurs when one company purchases another company of a similar size, transferring ownership and control to form a single new company. Companies usually merge when they feel they can accomplish more together than separately. There are three main types of mergers: horizontal, vertical, and conglomerate. Mergers can take place through purchasing assets, purchasing common shares, exchanging shares for assets, or exchanging shares for shares. Reasons for mergers include increasing market share, achieving economies of scale, diversifying risk, and pursuing future goals or expansion of business.
Mergers and acquisitions involve the combination of two or more companies. Mergers see the merging companies fully integrate to form an entirely new company, while acquisitions see one company purchase another but maintain separate operations. Mergers and acquisitions allow companies to achieve synergies, diversify, grow, and eliminate competition. Common types of mergers include horizontal, vertical, market extension, product extension, and conglomerate mergers. India has seen several large M&A deals over the years across various industries.
The document discusses mergers and acquisitions, defining a merger as a transaction where two firms integrate operations on an equal basis to create a stronger competitive advantage, while an acquisition is when one firm buys another to make it a subsidiary and more effectively utilize its competencies. It provides examples of major M&A deals in India and compares the differences between mergers and acquisitions.
The document provides an overview of the fast moving consumer goods (FMCG) industry in India. It discusses that the FMCG sector is the fourth largest sector in the Indian economy, with a total market size of around US$13.1 billion. Food products account for 43% of the overall FMCG market. The sector provides around 3 million employment opportunities and is expected to grow significantly in the coming years due to India's growing population and rising incomes. Some of the top FMCG companies in India include Hindustan Unilever, ITC, Nestle, and Dabur. The FMCG industry contributes substantially to the Indian economy through employment, taxes, and linkages with other sectors such as agriculture, packaging and
FMCG is the fourth largest sector in the Indian economy
Household and Personal Care is the leading segment, accounting for 50 per cent of the overall market. Hair care (23 percent) and Food & Beverages (19 per cent) comes next in terms of market share
Retail market in India is estimated to reach USD1 trillion by 2020 from USD600 billion in 2016, with modern trade expected to grow at 20 per cent per annum, which is likely to boost revenues of FMCG companies
People are gracefully embracing Ayurveda
This document provides an overview of the retail industry in India and globally. It discusses the history and evolution of retailing from ancient Rome to modern times. Key developments in India include the emergence of kirana stores and the entry of manufacturers into retailing in the 1980s and multi-brand retailers in the 1990s. The document examines the global retail scenario in countries like Brazil, Peru and Colombia. It also outlines factors influencing global retailing like e-commerce, mobile commerce and social commerce. Major Indian retailers are profiled and the growth prospects, challenges and government policies regarding the industry are summarized.
This document provides an overview of the retail industry in India and globally. It discusses the history and evolution of retailing from ancient Rome to modern times. Key developments in India include the emergence of kirana stores and the entry of manufacturers into retailing in the 1980s and multi-brand retailers in the 1990s. The document reviews the global retail scenario in countries like Brazil, Peru and Colombia and factors influencing the global sector such as e-commerce, mobile commerce and social commerce. It also examines the Indian retail scenario, major players, stock performance, revenue analysis and SWOT analysis of the industry. Government policies on FDI in retail and challenges facing the industry are also summarized.
The FMCG sector in India includes household care, personal care, and food and beverages. It has a market size of $25 billion and constitutes 2.15% of India's GDP, growing at 10-12% annually. The sector is the fourth largest in India and employs over 3 million people. It is expected to reach $47 billion by 2013 and $95 billion by 2018 through proposed GST implementation and increased FDI.
The FMCG sector in India includes household care, personal care, and food and beverages. It has a market size of $25 billion and constitutes 2.15% of India's GDP, growing at 10-12% annually. The sector is the fourth largest in India and employs over 3 million people. It is expected to reach $47 billion by 2013 and $95 billion by 2018 through proposed GST implementation and increased FDI.
study of Indian retail industry. its revenue generation, employment, and the future growth rate. Indian retail Industry is growing at the faster rate and it contributes nearly 22% for the GDP. students will know about the forms of retail industry in India, various organised retail store and format of store. This is a study conducted by SUBIN SURESH PGDM (KIRLOSKAR INSTITUTE OF ADVANCED MANAGEMENT STUDIES)
This document discusses rural retailing in India and its future outlook. It notes that rural markets represent a large opportunity as two-thirds of India's consumers live in rural areas. Rural demand is growing for packaged foods, personal care products, and other goods. Several companies have customized their products, pricing, and distribution for rural consumers. While rural retailing faces challenges like infrastructure and taxation issues, the future outlook remains positive as rural incomes and consumption are expected to significantly increase over the next decade. Organized retailers and FMCG companies are recognizing the potential of rural markets.
The Indian FMCG sector is the fourth largest in the Indian economy with a market size of $13.1 billion according to Nielsen. FMCG includes food and beverage, personal care, pharmaceuticals, plastic goods, paper and household products. The sector is growing rapidly due to rising incomes, urbanization, and competition. Rural markets account for over 20% of FMCG sales. Key growth drivers include rising incomes, urbanization, and expanding distribution networks. The sector faces challenges like price sensitivity, rising costs, and increasing competition. However, opportunities exist in serving rural and premium markets through innovation.
The fast moving consumer goods (FMCG) sector is an important contributor to India's GDP and economy. It includes frequent use household items like soaps, detergents, food items, and some electronics. The Indian FMCG sector has a market size of 2 trillion rupees, with rural India contributing one third. It is highly fragmented and competitive. Major segments include household care like detergents, personal care like soaps and hair care, and food and beverages like packaged snacks and drinks. A PESTEL analysis found political support, economic and income growth, changing social and lifestyle factors, advancing technology, and environmental regulations influence the sector. Porter's five forces model found barriers to entry are modest due to investments
Rural India represents a significant market opportunity for FMCG and durable goods companies due to its large population and growing incomes. Many FMCG companies have launched small pack sizes and used innovative marketing strategies like village fairs to reach rural consumers. While rural markets offer potential for growth, they also present challenges like low literacy, lack of infrastructure, and cultural diversity that require customized marketing approaches. Government policies aim to promote growth in the FMCG sector by reducing duties and regulations.
This document discusses foreign direct investment (FDI) in India's retail sector. It provides an overview of the retail sector and FDI policy in India. It notes that historically FDI was only allowed up to 51% for single brand retail and 100% for cash and carry wholesale, but the new policy will allow up to 51% for multi-brand retail. The document discusses the opportunities that FDI in retail provides, such as job creation and improvement of supply chain infrastructure, as well as challenges around competition and impact on small retailers. It concludes that FDI in retail will benefit the Indian economy if implemented carefully.
The document discusses FDI in Indian retail and its implications. It provides background on the large size and growth of Indian retail market. While the government currently allows only single-brand retail FDI, there is debate around fully allowing multi-brand FDI. Proponents argue it could improve supply chains and lower prices. Opponents argue it may displace small retailers. The document recommends a gradual opening to FDI along with support for domestic players and regulations to address issues like predatory pricing.
Indian retail is one of the fastest growing retail markets in the world. Retail accounts for over 10% of India's GDP and 8% of employment. The retail market is divided into organized retail (9%) and unorganized retail (91%). The overall retail market is expected to grow at 12% annually, with modern trade growing at 20% and traditional trade at 10%. In 2018, retail reached Rs. 66.39 lakh crore and is expected to reach Rs. 76.87 lakh crore by 2020.
Indian Retail – Next Growth Story with Challenges and Opportunities SCS universal
Presentation reports show data and opportunities about the emerging opportunities , challenges and growth story in India organised retail sector. This Presentation is delivered by the Founder and Chief Executive of SCS universal Mr. Gajendra Khare at JIMS New Delhi
The document summarizes the evolution and current state of the Indian retail industry. It discusses key players and market size, noting that the industry accounts for 10% of India's GDP and is expected to nearly double to $1 trillion by 2020. Modern retail is expanding twice as fast as traditional retail. The future of retail in India is highlighted by growing e-commerce, with online retail expected to be on par with physical stores within five years. Large investments from international companies are expected to further boost the retail sector.
Retailing in India accounts for over 10% of GDP and 8% of employment. The retail market is expected to grow to $1.1 trillion by 2020, with modern retail doubling in size over the next three years. Currently, 93% of retail trade is unorganized. Retail is divided into value and lifestyle segments. Online retail is growing rapidly at 20% annually, while traditional trade is expected to grow at 10% annually. Lower interest rates help organized and unorganized retailers expand through borrowing. Inflation decreases retail demand. India's growing middle class and young urban consumers are increasing retail opportunities.
The document provides an overview of the fast moving consumer goods (FMCG) sector in India. Some key points:
- The FMCG market in India is expected to grow at a CAGR of 27.86% to reach US$103.70 billion by 2020 from US$52.75 billion in 2017-18.
- Total consumption expenditure in India is set to increase at a CAGR of 22.57% from 2016-2021 to reach nearly US$3,600 billion by 2020.
- The rural FMCG market in India is expected to grow to US$220 billion by 2025 from US$29.4 billion in 2016, as rural consumption drives growth in the sector
The Balance of Payments is a systematic record of all economic transactions between residents of a country and the rest of the world. It presents classified records of all receipts from exports, services, and capital inflows, as well as payments for imports, services received, and capital outflows. The BOP follows double-entry accounting and reflects changes in assets, liabilities, and net worth over a period of time. A country runs a surplus when receipts exceed expenditures and a deficit when expenditures exceed receipts. The BOP is an important indicator of pressure on a country's foreign exchange rate and market potential.
Joint ventures involve two or more businesses cooperating on a specific project by sharing profits, losses, and control. They are short-term partnerships where members pool resources for a profitable venture. Mergers occur when two companies legally combine into one entity under shared management. Acquisitions happen when one company purchases a controlling stake in another and manages both under one team, which may include managers from both original companies. Mergers and acquisitions allow companies to access new resources, technologies, markets, and management strategies.
This document defines and compares different methods of calculating national income and GDP. It discusses calculating GDP at market prices versus factor cost, and how GDP is the sum of final goods and services produced domestically but excludes earnings of citizens working abroad. It also defines related terms like GNP, NNP, real versus nominal national income, per capita income, personal disposable income, and compares the product, income, and expenditure methods of calculating national income.
Business ethics is a branch of social science that deals with moral principles and values in business situations. It helps classify what is good and bad, and tells businesses to do good things and avoid harm. Business ethics provides a framework for conducting business within social, cultural, economic and legal limits. It is based on concepts like self-control, consumer protection, fair treatment, and not exploiting others. While business ethics should be voluntary, education and guidance are needed for its effective implementation.
The document provides an overview of the fast moving consumer goods (FMCG) sector in India. It defines FMCG as non-durable goods that are sold quickly and at relatively low costs, in large quantities. The FMCG sector in India includes personal care, food and beverages, and household products. It is the 4th largest sector in the Indian economy, with a market size of $13.1 billion that is expected to grow significantly over time. The top FMCG companies in India include Hindustan Unilever, ITC, Nestle India, Amul, Dabur India, and others.
Mark Zuckerberg creates a site ranking Harvard female classmates' attractiveness which gets the attention of the Winklevoss twins who hire him to create a social networking site for Harvard. Instead, Zuckerberg launches "Facebook" at Harvard which spreads to other universities. As it grows, Sean Parker joins and helps professionalize Facebook but usurps Eduardo Saverin's role. This causes lawsuits between Zuckerberg and the Winklevoss twins and Saverin over ownership and control of Facebook.
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Vouching involves testing the accuracy of transactions recorded in accounting books by examining supporting documentation. It helps auditors ensure transactions are valid, all entries are supported, and nothing has been omitted or misrecorded. Key aspects auditors examine when vouching cash receipts include cash sales records, bank deposit slips, and reconciling receipts to entries in cash books and bank statements. This helps auditors verify revenues have been completely and properly recorded.
Building Your Employer Brand with Social MediaLuanWise
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How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
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At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
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- Goal Setting
- Initiatives and Action Plans
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- Learning and Adaptation
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- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
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Introduction
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Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
2. Market Overview
•
The Indian FMCG sector, with a market size of US$ 25 billion (2007–08 retail
sales), constitutes 2.15 per cent of India’s GDP.
•
The industry is poised to grow between 10 to 12 per cent annually.
•
A well-established distribution network spread across six million retail outlets
(including two million in 5,160 towns and four million in 627,000 villages) low
penetration levels, low operating costs and intense competition between the
organized and unorganized segments are key characteristics of this sector.
3. Market Analysis
•
Organized retail —changing industry dynamics
•
The Indian retail market size is estimated at US$ 350.2 billion and is projected
to grow at 13 per cent per annum to reach US$ 590 billion by 2011–12.
•
The current share of organized retail is estimated to be 4 to 5 per cent and is
expected to increase by 14 to18 per cent by 2015.
•
•
•
Organized retail has created new channels for FMCG players through diverse
retail formats such as departmental stores, hypermarkets, supermarkets and
specialty stores.
With organized retailing emerging in a major way across the country, the
revenues of FMCG companies are expected to surge.
4. Rural market —the new growth frontier
•
Rural India accounts for close to one-third of the total consumption pie.
Robust consumption in the rural economy is one of the key drivers of India’s
sustained growth.
•
FMCG companies are devising exclusive rural marketing strategies to tap the
rural consumer base.
•
A large number of FMCG companies derive a significant proportion of their
overall sales from outside the top few 100 towns/cities, which reflects the
growing economic importance of India's rural consumer base.
5. FMCG Vs INDUSTRIAL MARKETING
FMCG
INDUSTRIAL MARKETING
PRODUCT DRIVEN
RELATIONSHIP DRIVEN
MAXIMIZE VALUE OF TRANSACTION
MAXIMIZE VALUE OF RELATION
LARGE TARGET MARKET
SMALL FOCUSED MARKET
SINGLE STEP BUYING PROCESS
SHORTER SALES CYCLE
MULTIPLE BUYING PROCESS LARGER
SALES CYCLE
EMOTIONAL BUYING DECISION BASED
ON STATUS, DESIRE OR PRICE
RATIONAL BUYING DECISION BASED ON
BUSINESS VALUE
6. Market Segmentation
•
Food products is the largest consumption category in India, accounting for
nearly 21 per cent of the country’s GDP.
•
Some of the leading players in this segment include Britannia Industries Ltd,
Dabur India Ltd, GlaxoSmithKline Consumer Healthcare India Ltd and Gujarat
Cooperative Milk Marketing Federation (GCMMF).
7. Export Potential
•
India is recognized a cost-effective quality manufacturing base in the world
market.
•
As Indian companies are going global, they are focussing more on overseas
markets such as the US, the UK, the UAE, Sri Lanka, Bangladesh, Thailand,
Afghanistan, South Africa and Mauritius either through exports or the
establishment of their own foreign subsidiaries.
•
MNCs in India have also started supporting their global supply chain
requirements by serving as cost-effective sourcing bases.
9. Market Strategy
•
Direct on-screen marketing (e.g harpic)
•
Power brand strategy (e.g lifebuoy soap)
•
Power brand extension (e.g lifebuoy talcum powder)
•
Exit from non power brand
•
Using INDIA as a brand
•
Small size packet strategy
•
Pricing strategy
•
Small value, size increase
•
Small value, size decrease
10. Latest scenario in FMCG market
•
Increasing per year with the growth rate of 9%.
•
Price of raw material is decreasing
•
Cost of machinery required for consumer goods are less than durable goods.
11. Economic contribution
Employment
• Direct employment is estimated at approximately 6% of turnover, i.e. US$ 1.5
billion4 (Rs. 7,000 crores)
• approximately 12-13 million retail stores in India, out of which 9 million are FMCG
kirana stores. Thus the sector is responsible for the livelihood of almost 13 million
people
Fiscal contribution
• Cascading Multiple Taxes by the FMCG sector(Import duty, service tax, CST, income
tax). 30% revenue of the sector goes into both direct and indirect taxes. estimated
size of $25 billion (Rs. 120,000 crores), that would constitute a contribution to the
exchequer of approximately US$ 6.5 billion (Rs. 31,000 crores).
Social contribution
• create employment for people with lower educational qualifications. FMCG firms
have also undertaken some specific projects to integrate with upcountry and rural
areas for both inputs and for distribution as well as to fulfil CSR.
Some examples:
• ITC echoupal and Choupal Sagar:- sells both agricultural inputs and daily needs
products. . ITC’s rural e-network enables farmer connectivity and provides an easy
way for farmers to get better profitability and control through access to timely
information.
12. • HUL’s Shakti Amma network:- HUL pioneered a rural entrepreneurship model
amongst women who became HUL distributors.
• Dabur India regularly conducts rural and adult education programs and provides
training in rural areas to facilitate employability.
Contribution to Other Sectors
1.Agriculture - Its intake of agricultural output as raw material is estimated to
constitute roughly 9% of total turnover for the sector. That would put its total
value to agriculture at US$ 2.2 billion7 (Rs. 10,500crores).
2. Third Party Logistics - The third-party logistics market for the FMCG sector in India
has been growing at a CAGR of 12% since 2002, and is estimated to be worth US$
63 million8 (Rs. 300 crores). It is anticipated to double by 2011, and be worth over
US$ 146 million (Rs. 700 crores) by 2012, a growth of 211% from 2002.
3. Ancillary Industries:a. Manufacturing – Almost 9-10% of total sector’s production is outsourced to
contract manufacturing units taking the total size to $ 1.7 – 2 billion (Rs. 8,000 –
Rs. 9,500 crores), approximately.
b. Distribution –
i. ITC services 1.1 million outlets at an average frequency of three days down to
villages with population of 2,000, and has 1,000 wholesale dealers.
ii. Marico reaches 1.6 mln outlets, through almost 900 direct distributors, 100+ super
distributors, catering to almost 2,500 small stockists and 4,600 van markets.
13. 4. Packaging Industry - The packaging industry for the FMCG sector alone is worth
US$ 2.9 billion10 (Rs. 14,000 crores), and is expected to grow faster due to the
growth of private label FMCG products.
5. Media Industry - The media industry has a lot to gain from the FMCG sector.
Around 40% of media industry earnings from advertising (US$ 5 billion) are
estimated to come from the FMCG sector, a contribution of US$ 2 billion (Rs.
9,500 crores).
6. Tourism Industry - Penetration of familiar brands across the length and breadth
of the country provides comfort and reassurance of quality to both Domestic
and International tourists.
14. STRUCTURAL ANALYSIS OF FMCG INDUSTRY
•
The products often cater to 3 very distinct aspects - necessity, comfort & luxury.
They meet the demands of the entire cross section of population. Price and
income elasticity of demand varies across products and consumers.
•
Individual items are of small value (small SKU's) although all FMCG products put
together account for a significant part of the consumer's budget.
•
The consumer spends little time on the purchase decision. He seldom ever looks
at the technical specifications. Brand loyalties or recommendations of reliable
retailer/ dealer drive purchase decisions.
•
Limited inventory of these products (many of which are perishable) are kept by
consumer and prefers to purchase them frequently, as and when required.
•
Brand switching is often induced by heavy advertisement ,recommendation of the
retailer or word of mouth.
15.
16. Political &legal:
• Political stability.
• Tax exemption in sales and excise duty for small scale industries.
• Transportation and infrastructure development in rural areas helps in
distribution network.
• Restrictions in import policies.
• Help for agricultural sector
17. Economical:
• The GDP rate of Indian economy is increasing every year. It is expected in future it
would be more better in comparison with other countries.
• Inflation rate is increasing across the world and India is also no exception. The
government and Reserve Bank of India both are trying to control the inflation rate
with the help of different measures.
• Increase in disposable income has taken place due to higher GDP rate. The per
capital income is increasing so the customers are having more income to spent for
various reasons.
• Indian FMCG sector recorded 16% sales growth in last fiscal year and it is expected
it would further improve in the forthcoming years.
• The FMCG sector is a 4th largest sector of Indian economy with market size of more
than 60,000 crore. The Indian Territory is very large and number of customers is
also very high.
18. Social:
•
Demographical analysis.
•
The Indian culture, social & life styles are changing drastically.
•
The total population is nearly 115 crores and population includes rich, poor,
middle class, male, female, located in rural, urban and sub urban areas.
•
Increase level of education etc.
•
Increase awareness among rural market .
19. Technology:
• Technology has been simplified and available in the industry. Where
technology is not available then it is brought from foreign countries to meet
FMCG sector requirements.
• Foreign players help in high technological development. With research and
development facilities the new technologies are developed alone or with the
help of foreign players.
21. Strengths• Low operational costs.
• Presence of established distribution networks in both urban and rural areas.
• Presence of well-known brands in FMCG sector.
• Favourable governmental Policy:
Indian Government has passed the policies aimed at attaining international
competitiveness through lifting of the quantitative restrictions, reducing excise
duties, 100 per cent export oriented units can be set up by government approval
and use of foreign brand names etc.
• Foreign Direct Investment (FDI):
Automatic investment approval up to 100 per cent foreign equity or 100 per cent
for NRI and Overseas Corporate Bodies investment is allowed for most of the food
processing sector except malted food, alcoholic beverages and those reserved for
small scale industries (SSI).
22. Opportunities• Untapped rural market, changing life style.
• Rising income levels, i.e. increase in purchasing power of consumers.
• Large domestic market with more population of median age 25.
• High consumer goods spending.
• India is the largest milk producer in the world, yet only around 15 per cent of the
milk is processed. The organized liquid milk business is in its infancy and also has
large long-term growth potential. Even investment opportunities exist in valueadded products like desserts, puddings etc.
• Only about 10-12 per cent of output is processed and consumed in packaged form,
thus highlighting the huge potential.
• India is under penetrated in many FMCG categories as shown in below diagram.
With rise in per capita incomes and awareness, the growth potential is huge.
• Lower price and smaller packs are also likely to drive potential up trading for major
FMCG products
23. Weakness• Lower scope of investing in technology and achieving economies of scale,
especially in small sectors
• Low exports levels
• "Me-tooʺproducts, which illegally mimic the labels of the established brands.
These products narrow the scope of FMCG products in rural and semi-urban
market.
Threats• Removal of import restrictions resulting in replacing of domestic brands
• Tax and regulatory structure
• Rural demand is cyclical in nature and also depends upon monsoon.
24. PROBLEM OF COUNTERFEITING AND PIRACY IN INDIA
• According to a study conducted by a leading research agency AC Nielson, FMCG
industry which ends up loses approximately 15% of its revenue around Rs 2,500
crore and Rs 900 crore for the government annually due to counterfeits and passoff products. The fake products are affecting the sales of leading brands by almost
20-30 per cent.
• study also suggest 10 per cent reduction in the piracy rate has the potential to
create 50,000 additional jobs in India, According to FICCI, there are several laws in
India to deal with the issue but the problem arises when these laws are not
implemented properly.
• India continues to remain on the priority watch list of the US Trade
Representative, meaning that India is perceived as not providing adequate
intellectual property rights protection or enforcement of laws protecting IPR.
• The FICCI has recently taken up a joint publicity campaign with the Ministry of
Consumer Affairs under the ‘Jago Grahak Jago’ and ‘Bhagidari’ with the Delhi Govt.
• To popularise the issue among the students – 5th Hum Kishore Festival with the
theme “Fight Smuggling and Counterfeiting” was organised in more than 100
schools of Delhi and the National Capital Region.
• FICCI CASCADE is also organising an Industry-Government seminar on June 8,
which is being observed as the ‘Anti-Counterfeiting Day’.
25. About FICCI-NIAPC
• The FICCI-National Initiative Against Piracy and Counterfeiting (FICCI-NIAPC) was
setup in the year 2003 to create awareness about piracy and counterfeiting and to
take initiatives to fight with them.
• They also try to enforcement system in association with professional bodies, training
institutions and concerned departments of the Government.
• Advocacy Functions
The National Initiative has four specific advocacy functions :
Policy and legislative issues, Judicial issues, Enforcement issues, Awareness Campaign.
• FICCI–NIAPC has done mass awareness campaigns against Piracy and Counterfeiting
by showing Anti Piracy Films Converted in Celluloid Format, in Multiplexes Involve the
Judiciary in a participative fashion and make them aware of the seriousness of the
issue. FICCI-NIAPC has organized .
• FICCI in its drive against Piracy and Counterfeiting celebrated Intellectual Property
Week starting April 20, 2007 culminating into the World IP day on April 26, 2007. A
National Seminar-“Combating Counterfeiting and Piracy” April 26, 2007 at New Delhi
was organized to mark the day. FICCI- NIAPC will soon be organising capacity building
programmes for the Police in partnership with the USPTO.
26. consumer markets in India
Per-capita
demand
Low
Easy
Cell 2, Emerging
market
High
Cell 1, Urban and
semi-urban market
Market
access
Difficult
Cell 3, Bottom of the
pyramid (BOP)
market
Cell 4, Oasis market
27. Manufacturing
facilities
Carrying and forwarding
agents in a certain state
E-commerce
Distribution
channel of FMCG
product
Redistribution
stockist
Modern retailer
Rural
wholesaler
Retail stockist
Kirana store
Semi urban retailer
Urban / semiurban
customer
Urban
customer
semiurban/rural
customer
Rural retailer
rural
customer
29. Marketing activity
Traditionally sales Promotions have been used by marketer to increase sales in
the short term.
Gain
distribution
and shelf
space
Fast sales
boost
Simulate
purchase of
larger stocks
Encourage
trial
Encourage
repeat
purchase
OBJECTIVES OF SALES PROMOTION
30. Major Mergers and Acquisitions
i.
ii.
iii.
Vijay Mallya's United Breweries Group (through Group entities Mc Dowell &
Co,Phipson Distillery, United Spirits and United Breweries Holdings) acquired a
controlling stake in the Jumbo Group's Shaw Wallace & Company for a total
deal value of Rs 16.2 billion ($371.6 million).
The P&G-Gillette merger - With the acquisition of Gillette's operations, P&G
becomes the second largest consumer goods company in the world.
Rin & Surf excel bar- HUL made a unique marketing step in 2006. Rin Supreme
became Surf Excel Bar. This was done to counter the launch of Tide Bar. Rin
Supreme’s USP was whiteness platform and Surf Excel’s USP was stain removal.
The merger took advantage of both.
31. mergers and acquisitions
Target name(segment)
Acquirer name (segment)
Merger/Acquisition
CC Health Care Products
Pvt Ltd (Cosmetics and
toiletries)
Colgate-Palmolive India Ltd (
Cosmetics and toiletries)
Acquisition
Vietnam Spice Unit (Food
and beverages)
Bafna Enterprises (Food and
beverages)
Acquisition
HobiKozmetik, Turkey
(personal care products)
DaburIndia (Personal care)
Acquisition
Argencos, Argentina (Hair
care products)
Godrej Consumer Product Ltd
(Home and personal care)
Acquisition
Tura, Nigeria (Soap and
cleaning products )
GCPL (Home and personal
care)
Acquisition
Tern Distilleries Pvt Ltd
(beverages ―wine/spirits)
United Spirits Ltd(beverages)
Acquisition
Vale Do Ivai SA Acucar E
Alcool(sugar and ethanol)
Shree Renuka Sugars Ltd (food) Acquisition
32. Greenol Laboratories
PvtLtd (tea)
Asian Tea & Exports Ltd
(food —tea)
Acquisition
Garden Namkeens Pvt
Ltd(food ―misc.)
Cavinkare Pvt Ltd(food)
Acquisition
Godrej Hygiene Care
PvtLtd (home care)
Godrej Consumer
Products Ltd(home care)
Merger
Britannia New Zealand
Foods PvtLtd (joint
venture partner Fonterra
Cooperative Group
Ltd)(food)
Britannia Industries Ltd
(food)
Acquisition
Lotte India Corp
Ltd(food)
Lotte Confectionery Co
Ltd, South Korea (food)
Acquisition
33. Impact of Modern Retail on FMCG Sector
Modern retail can have many benefits for different product categories
• Including greater penetration
• wider product range
• the ability to display the range
• Direct interaction with the consumer and with the product
Investments in Modern Retail
Investment plans of Top 10 leading players.
•
•
•
US$ 30 billion (Rs 144,000 crores) from 2008 – 2013.
their combined turnover should top US$ 100 billion (Rs. 480,000 crores) by 201314.
current players involve a large play within FMCG items, as these are critical items
for any household
35. FDI in retail: Impact on Indian FMCG players
a)
b)
c)
d)
e)
Advantage Global FMCG majors.
FMCG sector to witness a lot of M&A Activity.
Regional players to tweak biz model turn suppliers.
General trade here to stay.
Power to shift from manufacturer to retailer.
38. •
•
•
•
•
•
•
•
•
It is India's largest consumer goods company based in Mumbai, Maharashtra.
It is owned by the British-Dutch company Unilever which controls 52% majority
stake in HUL.
HUL was formed in 1933.
Its products include foods, beverages, cleaning agents and personal care
products.
Revenue22,116 crore (US$4.03 billion)(2011-2012)
Net income2,691 crore (US$489.76 million)(2011-2012)
Employees-16,500 (2011)
Hindustan Unilever's distribution covers over 2 million retail outlets across India
directly and its products are available in over 6.4 million outlets in the country.
As per Nielsen market research data, two out of three Indians use HUL
products.
In 2012, HUL was recognised as one of the world's most innovative companies
by Forbes. With a ranking of number 6, it was the highest ranked FMCG
company.
40. •
•
•
It was formed in 1970 by Henry Overton Wills and Yogesh Chander Deveshwar,
(Chairman).
Headquarters in Kolkata, West Bengal, India.
In FMCG, ITC has a strong presence in :
Cigarettes: W.D. & H.O. Wills, Gold Flake Kings, Gold Flake Premium, Navy
Cut, Insignia, India Kings, Classic (Verve, Menthol, Menthol Rush, Regular,Citric
Twist,
Mild
&
Ultra
Mild),
555,Benson
&
Hedges,
Silk
Cut, Scissors, Capstan, Berkeley, Bristol, Lucky Strike, Players and Flake.
Foods: (Kitchens of India; Aashirvaad, Minto, Sunfeast, Candyman, Bingo,
Yippee, Sunfeast Pasta brands in Ready to Eat, Staples, Biscuits, Confectionery,
Noodles and Snack Foods).
Apparel: (Wills Lifestyle and John Players brands)
Personal care: (Fiama di Wills; Vivel; Essenza di Wills; Superia; Vivel di
Wills brands of products in perfumes, haircare and skincare)
Stationery: (Classmate and PaperKraft brands)
Safety Matches and Agarbattis: [Ship ; Mangaldeep; Aim brands]
42. •
It is a multinational nutritional and health-related consumer goods company
headquartered in Vevey, Switzerland. It is the largest food company in the
world measured by revenues.
•
Nestlé was listed No. 1 in the Fortune Global 500 as the world's most
profitable corporation.
•
Nestlé's products include baby food, bottled water, breakfast cereals, coffee,
confectionery, dairy products, ice cream, pet foods and snacks.
•
Nestlé's india’s first production facility was set up in 1961 at moga (punjab)
•
The Nestlé india head office is located at Gurgaon along with other branch
offices in Delhi,Mumbai,Chennai and kolkata.
•
It has 2,50,000 employees,500 factories and 8000 range of products across the
globe.
44. •
Amul is an Indian dairy cooperative, based at Anand in the state of Gujarat,
India.
•
Gujarat Co-operative Milk Marketing Federation Ltd Formed in 1946,
•
It has also ventured into markets overseas.
•
Amul's product range includes milk powders, milk, butter, ghee, cheese, Masti
Dahi, Yoghurt, Buttermilk, chocolate, ice cream and others.
•
Revenue US$2.15 billion (2010–11
•
GCMMF (AMUL) has the largest distribution network for any FMCG company.
It has nearly 50 sales offices spread all over the country, more than 5 000
wholesale dealers and more than 700 000 retailers.
•
It has Largest milk handling capacity in Asia.
46. •
Dabur India Limited is the fourth largest FMCG Company in India with
interests in Health Care, Personal Care and Food Products.
•
It is public company listed in NSC and BSC.
•
it has 17 ultra-modern manufacturing units spread around the globe and its
products marketed in over 60 countries.
•
Products-Dabur Amla, Dabur Chyawanprash, Vatika, Hajmola & Real.
•
It is most famous for Dabur Chyawanprash and Hajmola.
•
Founded in 1884 and the Founder is Dr. S K Burman,in kolkata (west bangal)
and The company headquarters are in Ghaziabad,Uttar Pradesh, India.
•
Net income(INR) 1475 Crore (2008-09).Total assets(INR) 1559 crore (200809).Employees3000 (Approx.)
48. •
•
•
•
•
•
•
•
•
It is an Indian chemicals company headquartered in Mumbai, India.
Asian Paints is India's largest paint company and Asia's third largest paint
company, with a turnover of Rs 96.32 billion.
It is one of the largest paint companies in the world and operates in 17
countries
It is Founded in 1942.
Today Asian Paints becomes the 10th largest decorative paint company in the
world.
1967 Asian Paints emerges as India's leading paint company ahead of any
international competition
Headquarters Mumbai, India.
Revenue7,964 crore (US$1.45 billion)(2012)
Profit 958.39 crore (US$174.43 million)(2012)
50. •
•
•
•
•
•
•
•
Cadbury India began its operations in India in 1948 by importing chocolates.
Its Headquarters in Mumbai, India.
It now has manufacturing facilities in Thane, Induri (Pune) and Malanpur
(Gwalior), Bangalore and Baddi (Himachal Pradesh) and sales offices in Ne
Delhi, Mumbai, Kolkata and Chennai.
Products Cadbury Dairy Milk, 5-star, Perk, Gems, Eclairs, Oreo and
Bournvita.
It is the market leader in the chocolate confectionery business with a
market share of over 70%.
The Brand Trust Report, India Study, 2011 published by Trust Research
Advisory ranked Cadbury in the top 100 most trusted brands list.
Cadbury has worked with the Kerala Agricultural University to undertake
cocoa research.
Current employees are 2000.
52. .
•
It is an Indian food-products corporation based in Kolkata,India
•
It is famous for its Britannia and Tiger brands of biscuit, which are popular
throughout India.
Britannia has an estimated 38% market share in biscuit segment.
Products -Bakery products, including biscuits, bread, cakes and rusk, and dairy
products, including milk, butter, cheese, ghee and dahi.
The company was established in 1892, with an investment of Rs. 295.
The brand names of biscuits include VitaMarieGold, Tiger, Nutrichoice
Junior,Good day, 50 50, Treat, Pure Magic, Milk Bikis, Good
Morning, Bourbon, Thin Arrowroot, Nice, Little Hearts and many more.
Revenue 4,670 crore (US$849.94 million)(2011) .Profit 134 crore (US$24.39
million)(2011)
•
•
•
•
•
54. •
P&G is one of the largest and amongst the fastest growing consumer goods
companies in India. Established in 1964,
•
P&G India now serves over 650 million consumers across India.
•
Its presence pans across the Beauty & Grooming segment, the Household Care
segment as well as the Health & Well Being segment,
•
These include Vicks, Ariel, Tide, Olay, Gillette, Ambipur, Pampers, Pantene, OralB, Head & Shoulders, Wella and Duracell.
•
P&G operates under three entities in India - two listed entities “Procter &
Gamble Hygiene and Health Care Limited” and ‘Gillette India Limited’, as well as
one 100% subsidiary of the parent company in the U.S. called ‘Procter &
Gamble Home Products’.
56. •
Marico is a Indian consumer goods company providing consumer products and
services in the areas of Health and Beauty based in Mumbai.
•
Founded in 1987 and Headquarters is at Bandra, Mumbai, India.
•
The organisation holds a number of brands including Parachute, Saffola,
Hair&Care, Nihar, Mediker, Revive, Manjal, Kaya Skin Clinic, Aromatic,
Fiancee, HairCode, Eclipse, Xmen, Hercules, Caivil, Code 78 and Black Chic.
•
Revenue 4,008.3 crore(2012)
•
Parachute is the flagship brand of Marico which consists of edible grade coconut
oil.
58. Project Shakti by HUL
• The company generates around half its business from
India’s towns and cities and half from rural areas, where
its products are sold in some 100,000 villages with
populations of 2,000 or more.
• To gain more share in rural market HUL starts a
ambitious project named as Project Shakti .
• in which company starts direct-to-consumer sales
distributors through women’s self-help groups that had
been springing up around the country. These groups,
about one million of which now exist across India.
• The company provides training in selling, commercial
knowledge and bookkeeping, teaching them to become
fully-fledged microentrepreneurs.
• Shakti women entrepreneurs covering 50,000 villages in
12 states, selling to 70 million consumers. This
represents a 30% increase in rural population reached
59. e-Choupal is an initiative of ITC Limited
• ITC established a service which link directly rural
farmers to manufacture via the Internet.
• e-Choupal was conceived to tackle the challenges posed
by the unique features of Indian agriculture, characterized
by fragmented farms, weak infrastructure and the
involvement of numerous intermediaries.
• Traditionally, commodities were sell through mandis.
where the middleman used to make most of the profit.
• These middlemen used to unfair means to judge the
quality of the product to set the price. farmers didn't get
the right value for their product.
• So ITC has empowered the lives of people living in 10
states where 40000 villages have 6500 e choupals and
around 4 million farmers have been empowered.
• E-choupal also provides products of ITC at cheaper rate
. It benefited both parties.
60. Swasthya Chetna Abhiyan by dabur
• The company has initiated 'Swasthya Chetna
Abhiyan‘, A activity that will cover 540 villages and
reach almost 20 lakh people in Uttar Pradesh and
Bihar.
• Dabur recently signed actor Ravi Kishan as its
brand ambassador for below-the-line promotions in
Uttar Pradesh and Bihar -- has launched a consumer
engagement programme with him.
•The activity has five elements: free health checkup, engagement activities, movie screenings, spot
sales and a meet and greet opportunity with brand
ambassador, Ravi Kishan.
61. Van Campaign by Marico
• Create awareness for Parachute Coconut Oil Pouch
in towns with less than 20000 population in Tamil
Nadu.
• This campaign Convert loose oil buyers into
Parachute pouch customers, by highlighting the
advantages of the Parachute brand Convince them to
pay a small premium for the brand.
• The Van Campaign aimed exclusively for women and
for the first time conducted by women in male
dominated society.
• according to Marico, substantial increase in sales
reported from the campaign areas A study by Marico
showed a 25% conversion from loose coconut oil
usage to Parachute Pouch Pack, Post Van Campaign
The success of the campaign motivated Marico to
repeat the campaign the following year even in towns
with 1 lakh + population, with excellent results
62. consumerComplete‘ in India by HARPIC
'5x markets Campaign
India's no. 1 toilet cleaning brand from Reckitt Benckiser
Per-capita demand
has launched the all new Harpic plus and starts door to
Low
door promotion, Used Hussain Kuwajerwala asHigh
brand
ambassador.
Easy
Cell 1, Urban and
Cell 2, Emerging
Market access
market
semi-urban market
Brooke Bond Lipton campaign
Brooke Bond Lipton India Ltd (BBLIL) Brooke Bond
Difficult
Cell (BBLIL) markets its
Lipton India Ltd 3, Bottom of the rural Cell 4, Oasis market
brands
pyramid (BOP) market
through magic shows and skits.