Abhishek Chhikara

Targeting Round 2 but not done with GMAT yet? We are having a special "Target Round 2" live GMAT batch taken by Arun Jagannathan starting tomorrow! Here's the link if this interests you :https://lnkd.in/gbR4J_4h #gmat #mba #livesession Arun Jagannathan

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Nestle India reports double-digit growth, making India the largest market for #Maggi and the second-largest for #KitKat. More here: https://lnkd.in/gzpy6Pfd #brands | #nestle | #nestleindia | #marketing | #marketingstrategy | #business | #growth | #foodandbevrages

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Uncover how Cadbury, a global confectionery giant under Mondelez International, drives success through innovative strategies and emotional marketing. From Dairy Milk, holding an impressive 65% share in the Indian market, to a product range that spans affordable treats and premium offerings like Bournville, Cadbury engages every audience. With a 33% share of the global chocolate market, its growth is fueled by creative ads, strategic pricing, and a vast distribution network. Curious to know more about their marketing mix, competitors, and sustainability efforts? Check out the analysis for a full breakdown. Dive into the sweet side of marketing today! #Cadbury #MarketingStrategy #EmotionalMarketing #BrandInnovation #MarketAnalysis #MarketThink #ChocolateMarket #CreativeAds

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The Good Glamm Group Glam Group has successfully completed the acquisition of Sirona Hygiene for ₹450 crore (approximately $60 million) in an all-cash deal! This acquisition is noted as one of the largest cash exits for a direct-to-consumer startup in the country. Details of the Acquisition- 1. Transaction Value: ₹450 crore (around $60 million). 2. Type: All-cash deal. 3. Completion Date: Announced on October 11, 2024. 4. Previous Investment: Good Glam Group had previously invested ₹100 crore in Sirona in 2022, which significantly increased Sirona's revenue over the past two years. Background on Sirona Hygiene- 1. Founded in 2014-15 by Deep Bajaj and Mohit Bajaj, Sirona specializes in innovative women's health products, including: PeeBuddy, a stand-and-pee device. 2. Herbal period pain patches. 3. A range of menstrual cups and sanitary products. The co-founders have stepped down from their active roles and resigned as directors, indicating a transition phase for the brand under Good Glam's ownership. Strategic Implications- Darpan S., founder and CEO of The Good Glamm Group, emphasized that this acquisition aligns with their mission to empower women through accessible health solutions. Additionally, the acquisition provides benefits to Sirona’s employees through accelerated employee stock ownership plan (ESOP) vesting, allowing them to gain early financial rewards from the deal. Photo credits - Inc42 Media Follow me for more news at Sravya N (AI Human)

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Maggi has become such a household name in India that noodles themselves are often referred to as "Maggi." But how did Nestlé capture such a massive share of the market? What led to the nationwide ban, and more importantly, how did they bounce back stronger than ever? Let’s dive into the key success factors behind Maggi’s iconic journey. #BrandCrisis #Maggi #ComebackStory #Trust #MarketingStrategy

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Chaipoint has a partnership with Maggi now... If it was an other cafe where Maggi is served on the menu, they simply could have purchased it from the market and offered it a price... Yet they actively communicate with Maggi logo and all... The question is why? Nestle India in its annual report has talked about increasing consumption occasions for Maggi... And a part of it is to introduce multiple touchpoints for the consumer... Imagine a 10 floored office space with a Chaipoint that actively talks about Maggi availability... Would this be more cost effective than opening a Nestle kiosk point? Tell us in comments... Follow Marketing Raven

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Following the Union Ministry's directive barring e-commerce platforms from listing products as 'healthy drinks,' HUL brands like Horlicks and Boost are now under the Functional Nutritional Drinks (FND) category. Follow the link in comments to know more. #advertising #marketing #news

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The #zepto #shaadi.com OOH has taken the social media like crazy. Every brand seems to have jumped into this frenzy of moment marketing with their own match. Do you think apart from zepto and shaadi. com, the other brands got any mileage? #momentmarketing #marketingstrategy #brands #angthebrandartists

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Here's a breakdown of how we transformed an Indian brand to realize their sales potential and ultimately help them become a staple purchase in households. #FMCGIndia #FoodAndBeverage #BusinessGrowth #Storewise

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PepsiCo’s Sting has captured 90% of the energy drink market in just six years in India. Red Bull’s market share has now declined to 7% from 77%. Although both operate in a different target market where Red Bull is an aspirational brand with pricing of ₹125 for a 250ML can and Sting’s 250ML plastic bottle costs only ₹20. Energy drinks segment has grown at a (CAGR) compound annual growth rate of 110% in the last 5 years and almost all of it is largely due to the success of Sting. (Euromonitor International research) Sting’s success has lead to market expansion of energy drinks segment which is attributable to PepsiCo’s distribution network and the pricing. Sting was produced by Rockstar Inc. Which PepsiCo acquired in 2020. Company has sold record 110 million cases of Sting in the year 2023. Source - Mint

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India’s snacking market is set to reach Rs. 95,521.8 crore by 2032! But what's really fascinating is how it is adapting to changing consumer behaviour. Let’s have a look at 3 major shifts in the Indian snack industry and how brands have adapted to it. 1. The health concern: As people have become more health-conscious, healthy snack brands like Snackible are leading this revolution by making traditional snacks more nutritious. For example, snacks like coffee cookies and nacho cheese jowar puffs are made with nutrient-rich ingredients. They've proven that healthy doesn't mean compromising on taste or convenience and built a Rs.16.1Cr worth brand on top of it. 2. The fusion of flavours: Bikanervala is an excellent example of this. Their luxury range 'Saugat' perfectly captures this flavour trend. They have innovative offerings like Lait Croquer (French wafer with Turkish hazelnut) and Orange Noir (chocolate with zesty orange) which show how traditional Indian snack makers can also embrace global flavours while maintaining their authentic roots. 3. The brand narrative: People don’t trust salesy ads anymore. They want to know the story and the person behind the brand. One brand that has successfully conveyed its story is - The Whole Truth Foods. They did it through a blog, a podcast (The Whole Truth Project), an e-book on weight loss, a newsletter (Truth Be Told), and a new series of low-budget ads busting the myth of so-called healthy foods. These shifts reflect a deeper change:  Indian consumers aren't just buying food; they're investing in health, exploring flavors, and supporting authentic brand stories. #Indiansnackmarket

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Counter Intuitively I think Q-com is going to make it harder to build D2C or as Deepak Shahdadpuri rightfully calls them insurgent, brands. India has about 1.2 crore physical retail outlets, in FMCG alone. A distribution behemoth like Unilever or ITC Limited would have a reach of about 75 to 90 lacs of these outlets, directly or indirectly. There is more nuance but, long story short, it's this scale of distribution in unorganised retail that new brands can't achieve anytime soon. Distribution is key, if you're not available to me, you're not in my consideration set despite all the brand love. Think about the last time you didn't brush your teeth because your favourite toothpaste wasn't available. The same is now also true for mobile phones that are yet to be launched in India. Now, the previous decade had Amazon and Flipkart democratise consumer reach and the likes of udaan.com consolidated access to unorganised retail to some extent. The online market places favoured the insurgent D2C brands, thanks to the discounts being offered by them as compared to the established players. The insurgent brands weren't winning yet but they were making an impact with the help of these marketplaces. Covid accelerated growth for D2C brands but things settled down soon after. Insurgent brands are still a reasonable way from dominance but there seemed to be an evolving template. Here is the problem though, covid also accelerated a new channel, Qcom. FK , Amazon, and even brick&mortar players like Reliance , More , Big Bazaar etc organised the 'planned' purchase part of retail. Blinkit and Swiggy Instamart however have also solved the problem of 'unplanned' purchase which used to happen through neighborhood stores. Unlike Ecom, Q-com cannot operate on a large width of inventory. I think you see what's happening. Limited width of inventory, plus consolidation of distribution means only the brands with money to pay Q-com get listed, thus limiting the number of brands that can be built. Now here is a completely different way to think about it. Q-com will want new brands to succeed to gain better margins. They'll proactively list D2C brands as pilots in a few pin codes. If it works they'll scale them and replace legacy brands. Which way do you think this will play out for brands? Will the neighborhood stores survive? #startup #ecom #qcom #D2C #Brands

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The 'real' Brand Ambassador : In India, usually in #FMCD (#consumerelectronics) & #mobile (#smartphone) industry, trained professionals are planted inside the Multi brand outlets, Modern Trade Stores, Regional Specialty Stores & Brand Shops by each brand. These trained professionals undergo rigorous training programs for the specific products / solutions marketed by the brand. The idea is that these well trained pros would entertain & resolve queries of the consumer walk-ins. They would engage, educate & deliver best-in-class experience to the prospective buyer / consumer. These trained professionals are called by various names across the industries, viz., In-Shop Promoters (ISPs), Shop Sales Executives (SSEs), In-Shop Demonstrators (ISDs) etc. In general, these individuals are either 10th / 12th pass, may be graduates, and a little bit of them are post graduates; and from a bit lower strata of the society. I don't mean to tag them or anyone here in any which ways, but just want to let you know who they really are. In other industries like #Paints, #Buildingmaterials, #Mobility, #Infra, #Automobiles etc., the product / solutions training is provided to the painters, plumbers & plumbing contractors, Tire technicians, Fabricators, Electricians, Shop Floor Professionals, and so on & so forth. This community of people is like a soldier standing on the border of the country. They are the first & the last consumer / customer facing 'humans' between the 'brand' and the 'prospective buyer'. Hence, I feel this community (ISPs, SSEs, ISDs, Painters, Plumbers, Tire Technicians, Fabricators, Electricians etc....etc....) are the 'REAL' Brand Ambassadors in their respective industries for their respective brands. We need to take care of them & the frontline sales team, the way we treat the 'signed' #BrandAmbassadors who are either Bollywood actors, Cricket players and / or big known celebrities. The 'REAL' Brand Ambassadors deserve the same, if not more; attention, respect & focus; as that given to the 'signed' Brand Ambassadors. Agree ?!! Thoughts please.......... #sales #marketing #brand #business #categorymanagement #productplanning #recruitment #search #selection #staffing #humanresources #consultant #team #culture #jobs #jobsearch #OpenToWork #India #recruitmentprofessionals #headhunter

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Peyush Bansal Bansal shares his perspective on brand building versus marketing. Dive into the essential differences and strategies that define Lenskart.com ‘s approach!

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Indian FMCG industry grows 5.7% in Q3’24, driven by 4.1% volume growth and 1.5% price increase: NielsenIQ Link in the comments Roosevelt D'souza #mediabrief #NielsenIQ #NIQ #FMCGIndustry #research #marketing #media

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