Brandalyzer

Posts Tagged ‘FMCG

With increased exposure to global brands, latest internet communications, and desire for better lifestyle, the consumers today are looking to use the global, trendy, life-style oriented products and are demanding more in terms of the shopping experience, simplicity, quality products, and value.

The evolution of Modern Trade is just meeting the demands of these consumers and together causing rapid growth in modern retail. With increased exposure to Modern Trade, the consumer today is becoming more and more comfortable and loyal with Modern Trade.  Nielsen says that a fifth of the Urban India Shoppers now regularly shop at Modern Trade stores. (refer http://www.indiaretailing.com/upload/ContentImage/Market_Research_pdf/NielsenShopperTrends110912.pdf)

Technopak forecasts that the penetration of Modern Trade in India will triple to about 15-20% in the nextfive years by 2018.

Technopak-MT

From the consumer point of view, modern trade results in:

  • Consumers feel that they are smart buyers
  • Increased availability of choice in brands and categories
  • Promises better prices and value to the consumers
  • Better quality products
  • Enjoyable shopping experience with product and brand voyeurism
  • Perceptual benefits of improved standard of living

Consumers feel smart as they have more control in Modern Trade

MT ShopperWith increased brand choice, freedom to browse the products, and the visibility of deals and promotions, the modern trade consumer perceives his buying experience as a smarter way of buying things. It also leads to the consumer willing to experiment more, buying new brands and categories in the modern trade store. It is observed that the modern trade consumers look to buy large packs and aggressively look for promotions, trying to get more value out of every buy.

A family shopping experience with enjoyable product and brand voyeurism

MT Family ShopperThe modern trade consumer is most likely to be accompanied by family and friends, and is not so likely to shop alone. It is increasingly seen that kids sit in the shopping cart, and the mother and father discussing about the product. This increases the fun in the buying experience and provides more opportunity for the retailers to increase the basket size and increase interaction with wide array of brands.

Moreover, the large displays, islands, and the strict arrangement of brands always make the consumers be voyeuristic of the brands and products. This makes them checkout products that were never in their consideration and drop it in the basket.  Modern Trade consumers’ willingness to buy new products and niche variants is making manufacturers add high-end variants to upgrade the consumers.

The rise of mini-modern stores to meet the “modern consumer” needs

Sarvodaya MumbaiThe Sarvodaya supermarket in Mumbai is an example of a growing trend of traditional stores adopting modern practices to meet changing consumer needs. There are about 100 such stores in Mumbai, and this trend is soon catching up in smaller towns too.

The future implications of Modern trade evolution are obvious as more and more consumers flock to the modern trade stores, and as more global retailers look to enter India after the FDI approval.

Wholesellers are none but middlemen who buy products from distributors (wholesale/retail) and sell them to retailers. In most cases, the retailers come to the wholesellers to buy products to replenish their stock. However, wholesellers may also sell to end consumers, but such sales are minimal.

In the Indian FMCG market, we have broadly two types of wholesellers:

1. Modern Wholesale stores such as Metro, Wal-Mart BestPrice, etc.

bestprice

2.  The neighbourhood wholesellers around the streets in India

wholesale

Wholesale distributors buy in bulk (high volumes) bargaining low prices from manufacturers. Wholesellers in turn buy products in demand (what retailers ask for?) at low prices from wholesale distributors. Because of this reason that wholesale distributors are bulk buyers, it is generally seen that wholesale is cheaper than retail. But, it also depends on how many middlemen it passes through, as each middleman adds his margin to the selling price.

What’s in it for the retailer?

Few reasons why retailers buy from the wholesellers:

  • No direct distribution of a brand to their stores
  • Low margins by distributors
  • Direct distributors dictating terms
  • Better deals at wholesale
  • To be aware of the high selling products and brands

Retailers also face some disadvantages in buying from wholesellers:

  • Buying goods on immediate cash
  • Transportation costs of the goods
  • Wholesellers may not take back the unsold inventory/stock

What’s in it for the manufacturer?

The wholesale channel helps the manufacturers achieve sales from markets where they are not directly able to handle retail sales and their shipments. In a country like India, where 95% of the retail environment is unorganized, and spanning across millions  of small stores, it is impossible to reach all the stores directly through your distributors.

Most companies will have strong direct distribution in cities like Mumbai, but as you go deep into India, the dependence on wholesale indirect channels increases. Most top selling brands and categories have a good amount of wholesale component. For example, a brand which is selling in Pan-India (across the regions in India) may have a wholesale component ranging from 20% to as high as 50-70% depending on the category/brand’s dependence on Rural India. It is obvious that most of the sales in Rural India happen through wholesellers. In Rural India, you will have strong wholesellers for every group of villages or in the nearby town, where retailers go and replenish their stocks.

Manufacturers would always like to have a higher contribution of retail sales to their overall shipments, as this helps them directly to control the nuts and bolts in the operations such as trade promotions and schemes, in-store visibility, relationship with retailers, pushing and increasing their assortment within the stores, maximising profitability, increased visibility of their sales, etc. The top FMCG companies are driving their direct distribution in Rural India as they mine the Gold at the Bottom of the Pyramid.

The new flagship programme from the UPA government is the Food Security Act (FSA). The scheme proposes to provide BPL families with 25kgs of grain (Rice & Wheat) per month at Rs. 3 per kg. This is a bold step towards right to food for the poor.

Two major problems with this act now are:

1. Definition of a BPL family

There is no fixed definition of a BPL family. Everybody has their own definition for their own stakes.

2. Delivery

We all know the efficiency of our Public Distribution System (PDS) with leakages, corruption, and with lesser capacities. There is little trust that the existing PDS can deliver this to the needy.

Impact of FSA on the FMCG companies

The Food Corporation of India (FCI) will need substantially more wheat to supply three out of four Indian households, meet the new buffer stocking norms that stipulate larger quantities, and also keep aside a strategic reserve for emergencies. Unlike rice, wheat cultivation is limited to less than a dozen states.FCI already buys one out of every two bags sold by Indian farmers. In Punjab and Haryana, it buys virtually every kilo for sale. To meet its new obligations, FCI will have to redouble purchases across Uttar Pradesh, Rajasthan, Madhya Pradesh and Bihar.

When a commodity is in short supply, a bidding war breaks out with simple supply-demand economics. Companies would bid for the supplies and will be ready to pay more than the minimum support price (MSP), which the govt pays the farmers. This is one of the things expected to benefit the farmers, but it has to be executed well. Overall, the price rise is guaranteed with our faulty PDS, corruption, leakages, pests, unfavourable climate etc. One may say, we could increase the wheat production. This is not easy as our National Food Security Commission is yet to achieve its targets for the year, and from the last few years productivity has increased only by a margin. The only hope for production increase is that the farmers when paid well will invest in high-yield seeds that can increase the productivity per hectare.

Meanwhile, FMCG companies that manufacture biscuits, atta, and other food FMCG are under tremendous pressure. With already existing food inflation hitting them hard, most FMCG companies made a price increase. Most of the consumers for these categories are price sensitive and are switching to alternatives and the volumes are going low. With this status quo,the FMCG companies will be forced to increase the prices once again. This means you’re biscuits, packaged atta, and other food FMCG is going to become costlier.

Companies that are more lean and have a value perception are more likely to come out successful. This is a big challenge for the companies and it is to be seen who will emerge out of this battle.

Star India Pvt. Ltd has picked up the television broadcast rights for Shah Rukh Khan super-hero movie Ra.One, which is currently set for an October release. The company didn’t say how much it paid for the movie rights to one of the year’s most highly anticipated films, but it reflects the aggression with which TV is pursuing Bollywood. With brand new films guaranteed to attract viewers, broadcasters are spending as much as 300 crore rupees a year to purchase TV rights of films, according to some media buyers.

Star also bought the rights for films currently running in theatres – Stanley ka Dabba and Dum Maaro Dum – ensuring that those who didn’t watch these movies in the theatre can catch the movies on TV soon. The gap between the theatrical release and TV premiere is shrinking and with it the window of opportunity for the cinema halls to make money from a film. The whole dynamics of the fastest FMCG (cinema) is changing very fast.
In villages of rural AP, it is not so common to see theatres shutting down as the villagers prefer to watch TV at home than in the theatres. With the increasing penetration of DTH in rural India and with better infrastructure (electricity) the local theatres are facing tough competition from the TV channels. Most people in the villages too get glued to these new movie premieres on TV.

Some of the latest blockbusters shown on the DTH platform attracted as many as 100,000 people on a pay-per-view basis, many of them from smaller towns and cities. Instead of spending money in the theatres, multiple people can watch the movie for 50 rupees at home.

From the film production houses point of view, theatrical releases are still the biggest source of revenues which is the reason why producers should time the release of their films in the theatres and on TV very carefully. The FICCI-KPMG 2011 Entertainment and Media Report points out that with income from other platforms going up, the share of theatres is declining. Currently the share has declined from 79% in 2008 to 76% in 2009 and the report says that it is set to decline to 70% by 2015.

It is to be seen how these dynamics play out in the future which has key implications for marketers and businesses.

The planogram is a visual diagram, or drawing, that provides in detail where every product in a retail store should be placed. These schematics not only present a flow chart for the particular merchandise departments within a store layout but also show on which aisle and on what shelf an item is located. A planogram should also illustrate how many facings are allocated for eachSKU.

The complexity of a planogram may vary by the size of the store, the software used to create the planogram and the need of the retailer. Planograms can be as simple as a photo of a preset section or more detailed with numbered peg holes and shelf notches showing exact placement of each item.

ITC is today the leading FMCG marketeer in India, the clear market leader in the Indian Paperboard and Packaging industry, the second largest hotel chain and a leader in establishing new benchmarks in Responsible Luxury, as well as the country’s foremost agri-business player pioneering rural transformation through its pathbreaking e-Choupal initiative.

One of ITC’s most important assets today is its pool of diverse core competencies residing in its various businesses. ITC’s hotels are at the vanguard of service excellence and are an embodiment of “Responsible Luxury”. As is well known India is grossly under-roomed and needs 50,000 rooms in the next 2 to 3 years. One of ITC’s greatest strength is that it is least affected by inflation. The company’s domination of India’s highly priced inelastic cigarettes business insulates it from the vagaries of inflation.ITC is growing very fast and may soon dominate Hindustan Unilever (HUL) in the FMCG and other businesses.

The last few years were a golden period for the FMCG industry. The economy was growing at a faster rate, imput prices were low, and inflation was low. This year the food inflation is very high around 12%, and the raw material cost has increased upto 15 to 20 percent compared to last year. The operating margins which are typically about 20 percent in the last few years have seen a drop to almost 16 percent.

High food inflation has an adverse affect on the FMCG industry. People will spend less money on discretionary items which will hit he FMCG industry. They say the fate of HUL is dependent on the monsoons. A good monsoon will not give any inflation worries and also increases the consumption power creating demand for hair oil, biscuits, soaps, shampoos, laundry, and toilet soaps.

High input costs

High input costs are another worry for existing woes. The cost of milk powder and sugar has gone up by 35 percent and 19 percent YOY and Nestle India is really struggling on its margins. The wheat used in ITC’s biscuits is up 10-15 percent thi year, the Copra used by Marico cost 10 percent more, the coconut and palm kernel oil used by Godrej Consumer has risen by 15-20 percent, and the menthol used by Emami has gone up by 20 percent. The heavy rains in Kerala might have caused the cost of Copra to increase and it doesn’t seem to be temporal. So, maintaining the margins this year is a tough task. Some of the FMCG players say that they will not increase the price of Low Unit Packs (LUPs) but may increase the prices of higher priced stock-keeping units (SKUs). The packaging cost which is very important in the FMCG sector has shot up by around 10 percent this year. They are expected to stay that way caused by the strong crude prices at $80 per barrel.

Rural Market is the way

Urban Markets are showing lower growth as compared to the rural hinterland. It is estimated that the big daddy Hindustan Unilever (HUL) gets almost 50 percent of their revenue from rural India , and Dabur gets almost 55 percent, and Marico gets 25 percent of their revenue from rural India. The Urban Markets are saturated with more and more competitors and less margins for the companies. For example, Toothpaste has a rural penetration of 40 percent as against 72 percent in the Urban areas. The underpenetrated categories such as toothpaste can be taken advantage of by companies like Colgate and HUL. Colgate started an initiative to educate people about the advantages of toothpaste and influence conversions from toothpowder and others. The volume growth in such categories will be fast.Shampoos showed a growth of 8.9 percent (Jan to May’10) compared with an urban volume growth of 2.5 percent.

The government schemes which have been launched over the past few years had helped in increasing the disposable income, in turn the purchasing power of rural India. Schemes such as Mahatma Gandhi National Rural Employment Guarantee Act (MGNREGA) which aim to put around Rs. 40,000 crores in the hands of the rural poor, leaves a large population with higher disposable incomes. This leads to some basic changes in the consumption patterns of greater consumption of personal care and above basic food requirements.


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