Arijit Gorai

🌟 NHBC Management Consultancy: Empowering FMCG Brands to Reach New Heights 🌍 We specialize in providing comprehensive FMCG solutions across India. With a robust distribution network spanning General Trade, Modern Trade, HORECA, E-com, Institutions (CSD, CPC, and IRCTC), we ensure our clients' products reach every corner of the market efficiently. Our extensive experience in the FMCG sector allows us to deliver end-to-end solutions, from brand creation to nationwide distribution & successful marketing. 🚀 Key Achievements:🏋‍♀️ In a short period, NHBC has successfully helped build and scale iconic FMCG brands:⏬️ BumSuit Baby Diapers: Rapidly expanded to become one of the top brands in the baby care category, growing by 40% month-on-month 📈 Mauri Herbals: Elevated from a niche brand to a market leader in herbal wellness with 300% sales growth in its first year 💚 Gangotri Camphor: Increased market penetration by 50% in just 6 months, becoming a household name in the spiritual and wellness segment 🌿 TGB Bakery Products: Established a strong presence in the bakery foods segment with a 45% increase in retail distribution 🥐 📊 Our #Winning Formula✌️ We pride ourselves on delivering results-driven strategies that combine expertise, innovation, and dedication:⏬️ Professional Team: With a team of 400+ experienced professionals, we bring deep industry knowledge and specialized skills to each project. 👩‍💼👨‍💼 Strategic Partnerships: We collaborate with 500+ financially reputed channel partners, including C&F Agents, Super Stockists, and Distributors. These partnerships drive both national and international success 🌍🤝 Product Launch & Brand Building: Our process for product launches is strategic and tailored to ensure immediate market impact and sustained growth 🎯 Marketing Excellence: We lead impactful ATL/BTL marketing campaigns, targeted promotions, and retail activations 🚀📢 Training & Development: We conduct regular training programs for teams, ensuring they have the tools and knowledge to succeed 🔧🏋‍♀️ 💡 Our #Leadership: Experience in the FMCG industry, our leadership team combines strategic vision and hands-on expertise to drive growth and deliver results. Our deep commitment to excellence, innovation, and sustainable growth sets us apart as a trusted consultancy partner.🤝 Why Choose NHBC?📌 Dedicated Leadership: Our founder brings over 3 decades of experience in shaping and guiding FMCG brands through market complexities 🔑 Custom-Tailored Solutions: We offer end-to-end services, from brand conceptualization and product development to distribution strategies and sales marketing solutions 🎨 Proven Results: Our success stories and measurable growth speak for themselves 📊 🌱 Our Promise: At NHBC, we don’t just create brands — we build thriving businesses. Every project we take on is executed with dedication, precision, and unwavering energy. 🔥 ✳️ Courtesy:New Horizon Business Consultants (www.nhbconsultants.com)

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Good article on how FMCG business landscape is changing and what will be needed to succeed in future

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Zepto’s SUPER SAVER Store: Beginning of Q-Com 2.0? A few weeks back, Zepto launched its SUPER SAVER store in Mumbai with a minimum order value of ₹899, promising some of the lowest prices in the market. Intrigued, I conducted a quick comparison with Amazon Fresh, JioMart, Big Basket and Dmart Ready in the same pin codes. Zepto’s pricing is indeed highly competitive—lower than most platforms across key categories (though Dmart holds its edge in some). This move seems like a strategic masterstroke to: - Entice budget-conscious monthly stock-up shoppers from established players. - Boost AOV (average order value) while retaining the ultra-fast delivery Q-Com is loved for. Let’s break down the typical Indian grocery-buying patterns in a Tier-1/Metro city to understand the opportunity Zepto is targeting: a. Monthly Stock-ups: - Non-perishables dominate here, with purchases typically driven by discounts. - Preferred channels: MT retailers like Dmart, Reliance, or platforms like Amazon Fresh and Big Basket. b. Weekly/Fortnightly Top-ups: - For fresh produce and essentials. - Split between MT, Ecom, and growing Quick Commerce adoption. c. Daily Buys: - Convenience reigns supreme, making Q-Com the go-to choice for many households. Zepto’s SUPER SAVER seems to be directly targeting monthly stock-ups and weekly top-ups—the largest share of grocery wallets. These are the two segments where Q-com is currently under-indexed. A bold and disruptive move indeed! Aadit Palicha, Kaivalya V. and the Zepto team 👏 By offering great discounts combined with the instant gratification and convenience of Q-Com, Zepto is rewriting the rules of engagement for modern Indian households. Zepto’s strategy is exciting, but it raises interesting questions: 1. Can Zepto sustain the razor-thin margins inherent in this price war? 2. Is this the beginning of Q-Com 2.0, where convenience and bulk-buying converge? 3. How will the market share of players like D-mart, Reliance and Amazon Fresh be impacted, especially in Tier 1 cities and Metros? What’s your take? #QuickCommerce #RetailInnovation #Zepto #GroceryShopping #EcommerceTrends #Dmart #BigBasket #AmazonFresh #ConsumerTrends #IndiaRetail #PricingStrategy

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#FMCG leaders - STOP TAKING INDIAN CONSUMER FOR A RIDE For years, major FMCG BRANDS HAVE CONTROLLED Indian households through convenience and clever marketing—pumping consumers with SUB-STANDARD, LOW-QUALITY, UNHEALTHY PRODUCTS under the guise of “healthy” benefits that were outright misleading. Kirana shops were silent partners. The untold rules: “STOCK LEADS TO SALES” and “HAMMER FALSE CLAIMS UNTIL CONSUMER BELIEVES them” Here’s the reality check: QUICK COMMERCE and SOCIAL MEDIA have disrupted, democratized, and transformed the FMCG landscape. Consumers are now INFORMED, EMPOWERED, and DONE with being taken for granted and misled. FMCG brands, kirana shop owners, and the government—it’s time to wake up or GET LEFT BEHIND. ## FMCG Brands: STOP BLAMING - EARN BACK CONSUMER TRUST • TRANSPARENCY IS NON-NEGOTIABLE: Consumers are FED UP with hidden ingredients and false health claims. Start being HONEST about what’s inside. Drop the sugar, additives, and processed junk—OR GET READY TO BE REPLACED by cleaner, more transparent brands. • STOP BANKING ON BLIND LOYALTY: Loyalty is DEAD. Today’s consumers want HEALTH, QUALITY, and ETHICS—not empty promises. If you can’t innovate with products that truly resonate, prepare to watch your market share slip away to brands that can. • GO DIGITAL—FAST: Quick commerce isn’t a threat; it’s a TOOL. Embrace it, or get outplayed by brands that leverage digital channels and data to stay relevant. Your consumers have moved online—WHY HAVEN’T YOU? #KiranaShop Owners: WORK FOR THE CONSUMER NOT THE BRAND • BE THE LOCAL TRUST HUB: People trust you. Stock brands that are HONEST and HEALTH-FOCUSED. Become the go-to for QUALITY, not just convenience. • PARTNER WITH HONEST BRANDS: Consumers want alternatives to cheating brands. Build relationships with ethical brands that match new consumer values. Become known for QUALITY, not just the same old products. • DIGITIZE TO COMPETE: Small steps matter. List your shop online, offer home delivery, and STAY CONNECTED with your customers. Quick commerce can’t replace your local credibility—USE IT TO YOUR ADVANTAGE. Government: PROTECT CONSUMER INTEREST • MANDATE HONEST LABELS: Enforce strict standards on health claims. STOP BRANDS FROM MISLEADING CONSUMERS. If you don’t protect them, you’ll FURTHER lose credibility. • EMPOWER KIRANA SHOPS: Support local stores with incentives for digital tools and training. KEEP THEM COMPETITIVE in an online world where big players dominate. • FOSTER LOCAL, ETHICAL BRANDS: Give small, honest brands a leg up. INCENTIVIZE SUSTAINABLE PRACTICES and help these businesses reach more consumers. ##BottomLine FMCG ecosystem is transforming because CONSUMERS ARE TRANSFORMING. Quick commerce has given consumers CHOICE, SPEED, and INFORMATION. The era of taking consumers for granted is OVER. Embrace transparency, empower kirana stores, and support honest brands. THAT’S THE FUTURE OF FMCG #RatneshJain Revant Himatsingka (Food Pharmer)

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https://lnkd.in/d6YRBHuz voting lines for FMCG MARKET INDIA KING ZEPTO? D MART? FMCG KING WHO? Zepto Sets Sights on the Throne: Can They Outrun DMart? #dmart #zepto #BIGOBASKET UNIVERSITY OF SALES #SALESACHIN The Indian FMCG landscape is heating up! A new challenger, the quick commerce (q-commerce) leader Zepto, has emerged, boldly declaring its intention to dethrone the reigning champion, DMart, within the next 18-24 months. This sets the stage for a thrilling race that will redefine customer convenience in the FMCG space. Zepto's Recipe for Disruption: Speed Demon Deliveries Zepto promises a game-changer: lightning-fast delivery of groceries and essentials within minutes This unprecedented convenience factor is likely to resonate with busy urban millennials and Gen Z who prioritize speed over physical store visits. Hyperlocal Focus To ensure rapid deliveries, Zepto strategically places micro-warehouses in densely populated areas. This hyperlocal approach allows them to cater perfectly to the needs of time-pressed city dwellers. Data-Driven Decisions Unlike traditional stores, Zepto leverages the power of data analytics. By predicting customer needs and optimizing inventory management, they ensure they have what customers want, exactly when they want it. DMart: The Established FMCG Giant However, dethroning DMart, a $30 billion titan with a vast physical store network, is no small feat. Here's why DMart remains a formidable force: Brand Loyalty DMart has cultivated a loyal customer base by consistently offering high-quality products at competitive prices. This trust and loyalty are not easily replicated Economies of Scale DMart's established supply chain and bulk purchasing power allow them to offer competitive pricing, making them a go-to option for value-conscious shoppers. The While Zepto's potential for growth is undeniable, the future of FMCG retail might see a more nuanced scenario: Zepto's Target Audience Busy urban millennials and Gen Z who prioritize convenience and speed are likely to embrace Zepto's offerings, making them a strong contender in this segment. DMart's Stronghold Value-conscious shoppers who appreciate the in-store experience, bulk-buying options, and brand loyalty are likely to remain loyal to DMart. Zepto's Growth Trajectory: Factors to Consider Whether Zepto can significantly close the gap with DMart depends on several key factors: Expansion Strategy Scaling their hyperlocal model efficiently across different cities will be crucial for Zepto's national ambitions. Can they maintain their speed advantage as they expand geographically? Maintaining Delivery Speeds As Zepto expands, ensuring consistent delivery within their Product AssortmentBroadening their product range beyond essentials to include a wider variety of groceries could attract a larger customer base and compete more directly with DMart Zepto's Recent Funding Boost

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My #Book on #Production and #Operations management as per AICTE and MAKAUT syllabus (and as per syllabi of many other Universities) is out for sale now at Amazon and physical Stores. Read this to learn about the latest best practices: PRODUCTION AND OPERATIONS MANAGEMENT https://amzn.in/d/02BRN6vh

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2021: Only grocery delivery app in India with 10 minutes delivery 2024: Competitor chasing the '10 minute' brand segment Zepto is the only player sticking to its original promise - and is clearly acing it Scaling up a grocery delivery business is particularly challenging in India. And adding up a unique attribute, as huge as this –  has clearly been game changing for Zepto. Success didn’t come easy to Zepto too, There was a time when all the Q-commerce players faced backlash & people questioned the safety of drivers. Some brands stopped claiming the delivery time altogether, from “groceries in 15-30 minutes”, they went to “groceries in minutes” But Zepto didn’t, it went on to install a myriad of dark stores across locations, and is already serving superfast deliveries in 10 cities. Top 3 factors that helped Zepto drive exceptional growth over a very short span of time: - Captivating Customer Experience: The platform served a deeply engaging user experience and the service promise was being consistently fulfilled – a powerful combo. - Outstanding Retention: All thanks to near-perfect buying journey, Zepto achieved a retention rate which was considered only to be a fantasy for the industry earlier. - Not slowing down: More dark stores and continuous geographical expansion at the same time helped the startup acquire customers in huge numbers. Zepto cracked the key to scale in the quick commerce space by constantly growing at the same pace, and not compromising customer satisfaction at the same time – simple yet not easy. A perfect example of go big, go fast – it is surely a fascinating study for the space creators. No matter the circumstances, the brand didn’t let go of its biggest differentiator, eliminating all the question marks experts had put to its launch. What do you think is going to be the future of grocery delivery space in India? #casestudy #growth #startup

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Varun Beverages (VBL), bottler of PepsiCo in India and a few African countries is up 23x since its IPO in 2016, delivering a CAGR of more than 48% 🤯 VBL has been the best-performing FMCG stock in India in the past 5 years. Recently, it acquired franchise rights for the South African market too with the acquisition of BevCo. The company has undertaken a major capacity expansion in India and Africa in the past 2 years to cater to the growing demand. VBL is bullish on the future outlook but does it make sense to invest now? Find out in today’s analysis! Don't forget to follow FinTwix for more! #vbl #varunbeverages #equity VARUN BEVERAGES LIMITED

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FMCG Sector Needs Innovation for Growth: Experts suggest the FMCG sector must reignite volume expansion and embrace strategic innovation to maintain growth amid slowdown in urban demand. The FMCG sector needs to reignite volume expansion and embrace strategic innovation to maintain growth, Pidilite Managing Director Bharat Puri said on Wednesday amid the FMCG companies reportedly facing subdued growth during October and November hit by the slowdown in urban demand. To maintain growth, the FMCG sector must focus on reigniting volume growth and embracing strategic innovation. Companies have shown that market outperformance is possible through product and distribution innovation," said Puri at a Summit on the FMCG sector hosted by the CII here. Noting that modern trade and quick-commerce channels are thriving, offering new growth avenues, he said insurgent brands are capturing significant growth by winning the hearts of underserved customers. To stay competitive, companies must innovate, invest in digital capabilities, and adopt entrepreneurial operating models, while maintaining robust data strategies for personalized engagement. Overall FMCG industry revenue growth to return to consistent lower double digit growth in over the next 3-5 years; relatively higher contribution from volume growth compared to prior years, varying across categories.Stating that Indian FMCG has a great potential to achieve volume growth. Margin expansion is likely to continue in the days to come.Modern channels are now contributing over a quarter of packaged FMCG sales in over one million towns, and growing rapidly. Shopper missions are becoming more frequent, and 60 per cent of these missions are now unplanned. FMCG companies to re-invent their brands, their pack price architecture, and their approach towards growth in sync with the shifting consumer and channel trends. Against the backdrop of challenging overall consumption growth in recent times, this is almost a perfect storm that presents both significant opportunities as well as a situation where prior playbooks on demand generation and fulfillment are no longer valid. .The rapid rise of dark stores and quick commerce is reshaping retail dynamics, creating a highly competitive and evolving market. Customers today are affluent yet capricious, willing to trade brand loyalty for convenience, which challenges businesses to adapt quickly. Our strategies must include defending core brands, exploring premiumization, and experimenting with formats to stay relevant to Millennials and Gen-Z, who are discovering brands through quick commerce. Quick commerce is transforming how we connect with savvy, well-informed consumers, offering significant opportunities for ITC in premiumization, creating new categories, and delivering convenience.This fast-paced channel demands sharper supply chains, real-time data, and deeper collaboration with e-commerce partners to meet demand waves directly.

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"No one saw the young upstart grocery delivery company, led by founders barely out of their teens, as perhaps the biggest disruptive force emerging in Indian retail." Back to this daily ritual of trying to explain what Q commerce has done to Indian consumers, and all starting with Zepto — a company and business mocked even now for everything including their audacity to dream of beating giants like Dmart or Reliance Retail one day - soon and why not? Didn't those brands disrupt others? An insightful article, actually a podcast excerpt by The Ken feat Rohin Dharmakumar and other team members along with Arvind Singhal, Chairman, Technopak Advisors — a veteran consultant & advisor to many businesses. Arvind starts on an almost apologetic note "So let me first start with a confession. Over the last 30-odd years, I've taken some kind of a pride in being more right than wrong. It's not to say that I've always been right. But generally, the batting average, if you use an American parlance, has been rather good," Arvind founded Technopak in 1992. In the three decades since, he has been advising and working with organisations across retail, consumer goods, manufacturing, and services. So, if there's anyone who knows not just what's happening with Indian retail, but also what's happened, it's Arvind. And yet; "Zepto was one example where I've been consistently wrong till about one year ago," he said. Also, read the comments I've screenshot as an image where he feels Zepto is one of the rare companies that managed to change consumer behaviour - the holy grail in my book of the adoption of a new service or product. I think that's true of many retail and e-commerce heads, including Hari Menon of bigbasket.com and Kalyan Krishnamurthy, Flipkart. Both the accomplished CEOs were dismissive of the 10-minute delivery space & Zepto in particular. Where are they today on the issue? One pivoted to BBNow ( increasing stores plus categories) and the other is launching Flipkart minutes in a few weeks! One has to view everything from the lens of why and how which most armchair critics do not, as they don't have facts & data but just keep opining from history and cultural behaviour — most can't fathom the fact that consumer behaviour has been altered. I, for one never thought of this as a gimmick and knew from day 1 that this would be a runaway success - not a gut feeling but looking at my own use cases and of others I knew - extrapolate that and in a humungous country like India, an overnight need is created. Also, it's not an either-or-choice, all will co-exist including roadside vegetable markets but scale and growth will come from here going forward. I never changed sides but was positive from day 1 and use all Q commerce platforms incessantly. Am I buying more? Not necessarily. Credits and copyright The Ken. Do read and also listen to the podcast and maybe this link from my gift subscription works (on 1st come first served): https://lnkd.in/gJpcrCrR

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The upcoming new-age brands from tier II and beyond are incorporating an omnichannel strategy in the early stage of their businesses even when they clocking Rs 40-50 lakh revenue per month, Vinay Singh, partner, Fireside Ventures. Story By - Charu Lamba #newagebrands #omnichannel #revenue #eshoppers #D2C #retail #latestnews

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The buzzword at the moment is most surely - AI! But how has AI really integrated in the FMCG industry today in India especially... Chapter 4: 🌟 Unlocking Growth: Indian FMCG Brands Embrace AI for Consumer Engagement 🚀 Lets discover how AI is reshaping the FMCG landscape in India, driving growth and transforming consumer connections. 🔍 Some examples - Personalized Experiences: HUL's "MyKirana" app offers tailored recommendations and 24/7 support, empowering local stores and boosting sales. Data-Driven Marketing: ITC leverages AI to monitor social sentiments, tailoring campaigns on platforms like Facebook and Instagram for maximum impact. Seamless Shopping: Marico's AI-powered WhatsApp bot provides effortless product info and ordering, enhancing user experience and loyalty. Dynamic Pricing: Dabur collaborates with e-commerce giants to use AI for competitive pricing and personalized recommendations, driving conversions. Voice Commerce: Godrej Consumer Products pioneers voice commerce with Amazon Alexa, simplifying shopping and offering personalized suggestions. 🌐 With AI at the helm, Indian FMCG brands are revolutionizing consumer engagement, prioritizing personalization and seamless interactions across platforms. The bigger question is how can D2C and FMCG brands create innovative AI driven products that are for the bottom of the pyramid customers which drive the bulk of FMCG purchases in India. #FMCG #AI #Innovation #ConsumerEngagement #D2C #startup #brandbuilding

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One key factor responsible for strengthening India's D2C ecosystem is "Personalization". eg. the category which has been booming incessantly is - Beauty and personal care. Expected to grow to $4.4 billion in 2025, at a CAGR of 29%. Within Beauty and Personal Care, one product category that has seen significant traction is "Face Serums". Face serums are lightweight, concentrated skincare products. These have active ingredients that target specific concerns like aging, acne, or dullness. Face serums have evolved from a niche, premium offering to a mainstream product in India. I remember being introduced to Face serum many years back while working with a top brand and how quickly it grew meeting the demands of customers all over. The face serum market is dominated by both: Global giants and homegrown D2C brands. Leading D2C brands like Minimalist, Dot & Key, Plum, along with traditional players like Kama Ayurveda and L'oreal are offering a diverse range of face serums. Globally, the top skincare serum brands include L'oreal, Estee Lauder, P&G Olay. Again, Personalization in D2C has its added advantage. Once a product category is a hit - The market is ready to meet growing consumer demand. Early adopters on personalization will always have an upper hand. What are your thoughts? #personalizationinD2C #Beautyandpersonalcare

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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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I have been studying the FMCG space in India for the past decade or so. Most large FMCG companies in India struggle to achieve double digits growth (both profit/sales vol) over a long*sustained period of time, mostly due to very high competition intensity & margin pressure. Nestlé is an exception. It has given tremendous growth in last 5 years both in terms of sales vol & profits, which is unlike any other FMCG company in India of that scale.   I was trying to understand what stands them apart from the rest and 𝐟𝐫𝐨𝐦 𝐚𝐧 𝐈𝐧𝐧𝐨𝐯𝐚𝐭𝐢𝐨𝐧𝐬 𝐬𝐭𝐚𝐧𝐝𝐩𝐨𝐢𝐧𝐭, 𝐡𝐞𝐫𝐞 𝐚𝐫𝐞 𝐟𝐞𝐰 I could understand that sets them apart from the rest in the league: 🕐 𝑨𝒈𝒊𝒍𝒊𝒕𝒚 𝒂𝒏𝒅 𝑺𝒑𝒆𝒆𝒅: Nestlé has worked on simplifying its innovation processes, reducing the steps from six to three, which has made the process faster and more agile. This approach has shortened the time from concept generation to product launch, enabling quicker market entry. For example, some projects that used to take 33 months now take about 12 months, with some being completed in as little as six to nine months . 🕑 The company uses AI and data mining not only to analyze clinical studies but also to track consumer trends. This helps in creating AI-driven concept development and recipe formulation. 🕒 Nestlé emphasizes differentiation through intellectual property protection. The company has significantly increased its patent filings, seeing a 90% rise in patents for new technologies and innovative solutions. This reflects its commitment to safeguarding its innovation-driven advancements . 🕓 Innovation is fostered through both internal and external partnerships. Internally, initiatives like an "internal Shark Tank" encourage employees to propose ideas, while externally, Nestlé collaborates with startups and institutions, such as the Indian Institute of Millets Research, to drive product development . 🕔 𝑮𝒍𝒐𝒃𝒂𝒍 𝒂𝒏𝒅 𝑳𝒐𝒄𝒂𝒍 𝑺𝒚𝒏𝒆𝒓𝒈𝒚: Nestlé operates a three-tier R&D structure that supports global innovation while also catering to local market needs. This structure allows them to tap into global knowledge and adapt it to regional consumer preferences, ensuring that products resonate with local tastes and conditions . What do you think about these innovation strategies? How do you see other FMCG companies adapting to the changing landscape? Share your thoughts in the comments below and let’s discuss how innovation is shaping the future of the FMCG sector in India! #Innovation #FMCG #India

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Leading #FMCG firms reported a nearly two-fold increase in the share of quick commerce within their total e-commerce sales, and this surge is anticipated to continue, said a joint report by Deloitte and industry body FICCI. Click on the link below to know more... Deloitte I FICCI #FMCGindustry #ecommerce #quickcommerce #deloitte #retailnews #retailtrends #retailsector #retailindustry #retailgrowth #businessgrowth #Indianretailmarket #retailresults #retailindia #retailbusiness #retailupdates #retailsectornews #businessnews  #ir #IndiaRetailing

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India’s Ice Cream Market: A Growing Opportunity India’s ice cream market is experiencing rapid growth, making it a key battleground for both international giants and homegrown brands. Key Insights • Current Market Value: ₹ 29050 cr • Projected Market Size: Over ₹41500 cr by FY25 The surge in demand is fueled by: 1. Rising Disposable Income: Increased affordability across urban and rural markets. 2. Changing Consumer Preferences: A shift toward premium, artisanal, and health-conscious options. 3. Expanding Distribution Channels: Growth of modern trade, e-commerce, and organized retail. Competitive Landscape • Homegrown Brands: Dominating tier-2 and tier-3 cities with innovative flavors and regional specialties. • International Brands: Leveraging strong branding and premium positioning to target urban consumers. Future Outlook India’s ice cream industry is on a growth trajectory. Brands focusing on innovation, digital marketing, and supply chain efficiency are likely to capture a larger share of this evolving market. What’s Next? For businesses, now is the time to invest in understanding consumer behavior, exploring new flavors, and adopting sustainable practices to stand out in a competitive market. #IceCreamIndustry #IndianMarket #BusinessGrowth #MarketAnalysis #ConsumerTrends #FoodInnovation #HomegrownBrands #GlobalCompetition #RetailExpansion #FutureOfBusiness #SustainableGrowth #Entrepreneurship #FoodAndBeverage #IndianEconomy #MarketTrends

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