Dippankar S Halder

Kirana stores, across markets where quick-comm platforms have started operations, have pointed at a broad level that such platforms have impacted their business. In a survey of 551 retailers in May’24, conducted on Kirana Club, 64% said that they had been impacted marginally or very little. With the market for Q-comm expected to touch $6Bn GMV by FY25 - https://lnkd.in/gicBQxBX, there is a possibility that the impact to Kiranas may increase. With atleast 80% of most categories sales coming from general trade, Kirana stores are not going to go out of existence for sure. The majority of buyers continue to be value-seekers - be it through their purchase of smaller packs (hence lower priced), which the below article from Kirana Club highlights, or are looking for offers & discounts (and this will extend to the new age platforms too, if it hasn’t already started). Another aspect, which can be observed over the past couple of decades, is the way a lot of Kirana stores (and more so the bigger, as well as the progressive ones) have adapted themselves to become more relevant to their set of shoppers, thus offering them a better ‘value-experience’. This will be a much talked about and interesting space, to keep an eye on. #kiranas #retail #fmcg #India

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𝙐𝙣𝙙𝙚𝙧𝙨𝙩𝙖𝙣𝙙𝙞𝙣𝙜 𝙉𝙤𝙣-𝘾𝙤𝙢𝙥𝙚𝙩𝙞𝙩𝙞𝙫𝙚 𝘾𝙡𝙖𝙪𝙨𝙚𝙨 𝙖𝙣𝙙 𝙩𝙝𝙚 𝙃𝙤𝙘𝙘𝙤 𝙄𝙘𝙚 𝘾𝙧𝙚𝙖𝙢 𝙋𝙞𝙫𝙤𝙩 A non-competitive clause in business deals prevents sellers from starting or engaging in competing ventures for a specified period. This was the case when the Chona family sold Havmor Ice Cream to Lotte for INR 1,020 crore in 2017, including a non-competitive clause. After this period, the Chonas saw a significant opportunity in the new-age ice cream market. They pivoted their brand, Hocco , from serving Indian recipes in QSR restaurants to a thriving ice cream brand. This decision was driven by several factors: Market Potential: They recognized the growing demand for innovative ice cream products. Expertise: They already had extensive experience in the ice cream business. Goodwill: They had strong relationships with distributors and a positive reputation in the Indian market. Emerging Quick Commerce: The rise of quick commerce platforms provided a perfect boost for launching a new-age ice cream brand like Hocco. They secured a Rs 100 crore investment from Sauce.vc VC and other angel investors, successfully re-entering the ice cream market with renewed focus and innovation. Non-competitive clauses provide breathing room for Ankit Chona to plan their next move strategically without immediate competition. For Hocco, it meant transforming and relaunching as an ice cream brand, demonstrating the strategic benefits of such agreements. #StartupStrategy #NonCompetitiveClauses #Havmor #HoccoIceCream #Entrepreneurship #BusinessGrowth #Investment

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✅Why Franchising Fueled Salgar Amruttulya’s Growth. Franchising has been a game-changer for Salgar Amruttulya, enabling rapid growth and nationwide reach while offering exciting opportunities for Entrepreneurs. Here’s how the franchise model helped expand the brand. 1. Fast, Cost-Effective Expansion - ✓Franchisees invest in their own locations, allowing Salgar Amruttulya to grow quickly without large upfront costs. ✓Each new location boosts brand visibility, reaching more tea lovers. 2. Consistent Quality, Everywhere - ✓Franchisees follow set recipes and standards, ensuring every customer enjoys the same great tea experience. ✓Consistency strengthens trust and loyalty among customers. 3. Empowering Entrepreneurs - ✓Franchising opens the door for aspiring business owners to join a trusted brand with established support and training. ✓New franchisees benefit from Salgar Amruttulya’s reputation, reducing startup risks. 4. Stronger Brand Recognition - ✓Collective marketing efforts make Salgar Amruttulya more recognizable and attract more customers to each location. ✓With each franchise, the brand becomes a trusted name in new regions.

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Innovation is a driver of growth, but it must remain consistent with the brand values to maintain its credibility. For a brand like Gopal Snacks, innovation is not just about introducing new products but also about improving the customer value proposition that is consistent with the fundamental values of an organisation. This adaptability means the brand can be developed with new influences and yet retain the core values that underpin customer trust. The strong link between innovation and brand values needs to be supported by a progressive approach to development and promotion. In this way, we can implement change at each stage of the product development cycle while staying true to the brand’s core values and vision. This strategic alignment helps brands stand out in a crowded marketplace, reinforcing their reputation as a brand that innovates with purpose and integrity. #GopalSnacks #GopalNamkeen #Innovation #Values

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Bottlers are the moat of Coke/Pepsi. And it looks like Reliance may be able to overcome that disadvantage. “If need be, we will make a range which will fight that (B-segment) pricing also," said Ravi Jaipuria, chairman of the Varun Beverages, PepsiCo's largest bottling partner in India, though he said PepsiCo "is not affected" by the pricing strategy of Campa. "Going forward, they will take share of the total market. Who will get affected first - I'm not sure ... I don't know. But we are improving our go-to market," Jaipuria said. This is a quote from an interview by Ravi Jaipuria, the largest Pepsi bottler. What he is really saying is that Pepsi volumes are under pressure but the company is not ready to compromise on margins. Hence Pepsi is planning to launch new mass brands where they will play the discounting game to tackle Campa. Campa cola will face bottling challenges initially due to demand surge. They have the capital to make it happen. But it takes time to set up these bottling plants all over India with a large scale capacity. Coke/Pepsi bottlers operate on a thin margin. It is a turnover business. If volumes are affected in a major way for Coke/Pepsi, Bottlers will revolt. And then they can migrate to Reliance for higher margins & volumes. That is when the business of Coke/Pepsi will suffer acutely. If they retain bottlers, they may have to part with higher margins. In which case their own profit margins will start suffering. In the last couple of years both Coke/Pepsi have migrated from Company owned bottling to Franchisee owned bottling operations and freed up cash by selling assets. Infact Coke is in the last leg of monetising HCCB (bottling operation owned by Coke) This will come back to bite them if the above scenario pans out with bottler migration to Reliance. We live in interesting times. Link to the interview in comments. Read my views on how retailers are behaving in this price war: https://lnkd.in/ga3xhGjg My views on how consumer adoption for Campa can work: https://lnkd.in/gSifuUMV

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Mango Madness: A Refreshing Duo #BIGOBASKET BEST 1 TOP 1 NEAR YOU #SALESACHIN Summer is here, and what better way to beat the heat than with a refreshing and delicious treat? Today, we're spotlighting two of Pune's most beloved products: Mother Dairy Classic Dahi and Frooti Mango Juicy Drink. These market bestsellers are not only affordable but also offer a unique combination of flavors and health benefits. Mother Dairy Classic Dahi: A Creamy Delight At just ₹10 for 80 grams, Mother Dairy Classic Dahi is a budget-friendly option that doesn't compromise on taste or quality. This creamy and tangy curd is a staple in Indian households, and for good reason. It is packed with essential nutrients like calcium, protein, and probiotics, making it a healthy addition to your diet. Frooti Mango Juicy Drink: A Tropical Escape Frooti, with its iconic mango flavor, is a refreshing and thirst-quenching drink that has captured the hearts of millions. Priced at only ₹5 for 65 ml, it's an affordable indulgence that's perfect for hot summer days. A Perfect Pair: Mango Yoghurt Combining the creamy goodness of Mother Dairy Classic Dahi with the sweet, tropical flavor of Frooti Mango Juicy Drink, you can create a delicious and healthy mango yoghurt. This refreshing dessert is easy to make and can be enjoyed by people of all ages. Recipe Ingredients * 1 cup Mother Dairy Classic Dahi * 1/4 cup Frooti Mango Juicy Drink * Honey (to taste) * Almonds or chopped mangoes (for garnish) Instructions In a bowl, combine the Mother Dairy Classic Dahi and Frooti Mango Juicy Drink. Stir until well combined. Add honey to taste. Garnish with almonds or chopped mangoes. Serve chilled. Mango Lassi: Another Refreshing Option If you're looking for a more traditional Indian drink, a mango lassi is a great option. This creamy and frothy beverage is made with yogurt, milk, mango pulp, and spices. You can use Mother Dairy Classic Dahi as the base for your mango lassi. #PUNEPANDA #AajKuchToofanifoodi #MotherDairyDahi #FrootiMango #MangoYoghurt #MangoLassi #HealthyLiving #SummerTreats Share your own mango yoghurt or mango lassi recipes in the comments section below. Let's create a community of food lovers and share our culinary creations together! What about #AMULPREMIUMDAHI GOLD CURD New product New higher MRP Check out try BIGOBASKET UNIVERSITY SALES SALESACHIN

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Mango Madness: A Refreshing Duo #BIGOBASKET BEST 1 TOP 1 NEAR YOU #SALESACHIN Summer is here, and what better way to beat the heat than with a refreshing and delicious treat? Today, we're spotlighting two of Pune's most beloved products: Mother Dairy Classic Dahi and Frooti Mango Juicy Drink. These market bestsellers are not only affordable but also offer a unique combination of flavors and health benefits. Mother Dairy Classic Dahi: A Creamy Delight At just ₹10 for 80 grams, Mother Dairy Classic Dahi is a budget-friendly option that doesn't compromise on taste or quality. This creamy and tangy curd is a staple in Indian households, and for good reason. It is packed with essential nutrients like calcium, protein, and probiotics, making it a healthy addition to your diet. Frooti Mango Juicy Drink: A Tropical Escape Frooti, with its iconic mango flavor, is a refreshing and thirst-quenching drink that has captured the hearts of millions. Priced at only ₹5 for 65 ml, it's an affordable indulgence that's perfect for hot summer days. A Perfect Pair: Mango Yoghurt Combining the creamy goodness of Mother Dairy Classic Dahi with the sweet, tropical flavor of Frooti Mango Juicy Drink, you can create a delicious and healthy mango yoghurt. This refreshing dessert is easy to make and can be enjoyed by people of all ages. Recipe Ingredients * 1 cup Mother Dairy Classic Dahi * 1/4 cup Frooti Mango Juicy Drink * Honey (to taste) * Almonds or chopped mangoes (for garnish) Instructions In a bowl, combine the Mother Dairy Classic Dahi and Frooti Mango Juicy Drink. Stir until well combined. Add honey to taste. Garnish with almonds or chopped mangoes. Serve chilled. Mango Lassi: Another Refreshing Option If you're looking for a more traditional Indian drink, a mango lassi is a great option. This creamy and frothy beverage is made with yogurt, milk, mango pulp, and spices. You can use Mother Dairy Classic Dahi as the base for your mango lassi. #PUNEPANDA #AajKuchToofanifoodi #MotherDairyDahi #FrootiMango #MangoYoghurt #MangoLassi #HealthyLiving #SummerTreats Share your own mango yoghurt or mango lassi recipes in the comments section below. Let's create a community of food lovers and share our culinary creations together! What about #AMULPREMIUMDAHI GOLD CURD New product New higher MRP Check out try BIGOBASKET UNIVERSITY SALES SALESACHIN

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ओ Salesman तुम कल आना। ओ नहीं हैं ओ कल मिलेगा। Gen. Trade (GT) We struggled a lot seeking payments directly from retailers. Then were suggested to tap retailers thru distributor. Appointing distributors was not a big deal but extracting dues from distributor was a pain. Our dues kept mounting up and so are follow ups. Payment -कल हो जायेगी। अभी Cheque book नहीं आई Bank से आज Accountant नहीं आया। आज चाबी घर पर रह गयी। …… ….. With most distributors instead of constraint the intent to pay on time is missing. In no time from Salesman we became full time collection agent. We learnt hard way GT is tough to crack. From 30 distributors we pruned down the list to 6. After burning our fingers we now exercise caution to fix distributors for GT. GT has to come up the curve and mature in terms of adherence to Terms of Trade else it will keep shrinking & shrink fast. #GT #TOT #Intent #Payment #Ontime

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Looking forward to the event and to dive in the world of food space to share and gather insights. #FoodConference#FoodIndustry#FoodInnovation#FoodTech#FoodTrends#foodbusiness#SustainableFood#FoodEntrepreneurship#FoodScience#FoodMarketing

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GTM with Girish ⏩ #11 New Product Development in the CPG industry If there is one thing that we have learnt in the last 2 decades about consumer preferences; it's that they are constantly evolving. The modern generations get bored real quick and are spoilt for choices. This leaves no choice for brands but to constantly innovate and experiment. There are several factors that can make or break a new product in the market like timing, competitor reaction, category trend and much more. But in this edition, I want to emphasize on increasing your chances to get a new product launch successful. Following the right approach increases the probability of a positive consumer outlook. Using the Nigerian FMCG market as the reference point, here is how to approach new product development: 1. Market Research: Understand consumer needs, preferences, and market trends to identify potential opportunities. Primary research conducted in various sub-markets tell you the various local taste preferences that can be flirted with as an existing brand. For example - East Nigeria has high consumption of Crayfish, whereas the North is inclined towards beef, suya. 2. Product Development: Iterate, reiterate and create ‘the’ product that addresses identified market needs and aligns with your brand strategy. Brand, Product and Regulatory teams need to work in tandem to get the desired output. 3. Testing and Validation: You probably will have 2-3 different versions basis different formulations and need to find the winner. Conduct AB product testing’s to understand the version which is set to go head-to-head against the best alternate in market. This is a crucial litmus test of the quality, functionality, and appeal to the target audience. 4. Brand Positioning: Develop a clear positioning strategy that differentiates the product from competitors and resonates with the target market. It can be a new flavour, it can be competitive pricing, or it can be new communication basis TG insight. But it 100% needs a competitive advantage. 5. GTM Strategy: Create a comprehensive marketing plan including pricing, distribution, promotion, and advertising strategies. I personally believe you should pilot the product in a limited environment to monitor and learn closely about trade and consumer reactions and make necessary adjustments. 6. Launch Execution: Execute the launch plan, including product distribution, advertising campaigns, and promotional activities. Some early metrics that need to be closely monitored first few months are Distributor Reorders, Redistribution Reorders, Social Media Reactions, BTL activity feedback. Launching a new product in the Nigerian FMCG market requires a deep understanding of local market dynamics, consumer behaviour, and regulatory environment. Leveraging strategic insights via cross-functional coordination, businesses can position their products for success in Nigeria's dynamic and fast-growing FMCG market. #consumer #fmcg #nigeria #npd

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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 Tangible Shopping Experience DMart's physical stores provide a tactile shopping experience that many consumers still value. Browsing shelves, picking out items, and the social aspect of in-store shopping hold a certain appeal for some. The Future of FMCG Retail: Co-Existence or Conquest? 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 promised timeframe will be essential. Any delays could erode

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"Can premium products / Dates sell on Quick Commerce platform?" This was a question we all pondered when we were discussing about listing on Quick Commerce platform Swiggy. We discussed stating that Flyberry Gourmet has been best sellers of premium dates on Amazon for last 6 years & that there would be premium customers looking for gourmet products even on quick commerce platforms for 10 minute delivery. There is another added constraint which we have put on ourselves in order to maximize consumer satisfaction... Cold Chain! We requested Swiggy to keep our dates in cold chain and this further increased complication due to space constraints at chillers at dark stores. Neha Jha Neetha Pantra Nandan Reddy took a big bet on Flyberry Gourmet & onboarded us around a year back. It paid off extremely well for both of us :) We are the only dates brand on Swiggy which maintains cold chain operations & hence maximizing consumer delight! Within a year of launching we now have market leadership position in premium dates category & are growig month on month. Vishnu Kota has been our one-man army for Ecommerce in ensuring all this was possible. Without investing big on marketing ( another big constraint for boot strapped company) & still ensuring we are seen on the platform & from launching to leaderhip position in market share within a year is a commendable job. Kudos to your leadership & vision :) Look forward to another exciting year which will i am sure be even better than the previous one. Next stop Blinkit PS - Do log in to Swiggy Instamart app & enjoy your favourite dates in 10 minute delivery! ( never miss out on a chance to sell) :) "I am always doing that which i cannot do, in order that i may learn how to do it!" - Pablo Picasso #QuickCommerce #Swiggy #Instamart #Ecommerce #Dates #leadership

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Point to ponder The start of Q2 2024, I feel has the potential to negatively impact the sales of Smartphones if not for the whole year, at least for Q2. And why do I say this? The temperatures around the country especially in West, South, and East India have shot up. This as per reports has led to a 2-3X demand for air conditioners, even in markets where demand has been traditionally low. The temperatures in North have also started going up and the high demand should therefore continue for the next 1-2 months at least . As per ET, Retail chains are witnessing a surge in sales of ACs: Girias, which operates 150 stores in South used to sell 500-600 ACs a day during peak summer. Now, that number has skyrocketed to 1,500 units a day. Great Eastern Retail, with 51 stores, sold about 1,200 units a day during last year’s heat wave in West Bengal and Odisha. This year, they’ve surpassed that figure, selling 1,800 units a day. Vijay Sales, with 135 stores across Maharashtra, Gujarat, Delhi-NCR, and Andhra Pradesh, is now selling almost 4,000 units a day, compared to about 2,500 last year. Air cooler sales have spiked. The sales of fridges are also expected to zoom. As per industry experts, this year may very well be one of the best summers in the last 10-15 years for consumer durables with the traction coming from the mass to the premium segments. ACs and fridges are no more discretionary products but a necessity. All of this is fine and a good sign. However, it brings with it the issue of disposable income and in that context the priorities in spending in Q2 as both the categories do take away a major part of the disposable income, especially AC’s the requirements for which may be in multiple numbers in a household. Would the decrease in disposable income impact the sales of Smartphones, especially in the mid-premium (Rs. 34000-Rs. 51000) and premium (Rs. 34000-Rs. 51000) is a question. The impact could be by way of a compromise by the majority of end customers to stay in the Basic(Rs. 8500-Rs. 17000) and entry premium(Rs. 17000-Rs. 34000) segment which are also expected to drive the democratization of 5G devices Or a delay in their purchases of mid-premium and premium devices to Q3, just when the festival season starts with the availability of more use case AI-powered devices and the expectation of festival discounts and offers. Are we looking at the momentum of Q1 2024 breaking in Q2? Are we looking at retail chains making major gains in Q2 and going forward in 2024? #KoreMobile

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You may estimate the credibility & the knowledge the book carries, especially given that the respected legends such as Mr. DALIP SEHGAL, CEO of Nexus Select Trust (Malls) has written the Foreword and Mr. Nagesh B S, Chairman of Shoppers Stop and founder of TRRAIN (TRUST FOR RETAILERS & RETAIL ASSOCIATES OF INDIA), has penned the Prologue of the book. Their ratification speaks volumes about the depth of knowledge contained in the book. Furthermore, the endorsement of book by The Middle East Council of Shopping Centres & Retailers (MECS+R), a leading authority of the industry, adds further credibility. The book, "The Mechanics of Malls" serves as an indispensable resource for anyone involved in the Retail or Shopping Mall sector, offering a comprehensive guide to the development and management of Shopping Malls globally. Testimonials for the book have been crafted by industry stalwarts: Abhishek Bansal David Macadam Mukesh Kumar Pushpa Bector Rajneesh Mahajan This Masterclass on Shopping Malls, will stay with you for Life !!! The book is already #1bestseller on Amazon To grab a copy of this book, just click this global link of Amazon https://lnkd.in/dADcDE2y for GCC region click on https://t.ly/tej09   ICSC Shopping Centres Association of India (SCAI) Russian Council of Shopping Centres AECC - Asociación Española de Centros y Parques Comerciales European Council of Shopping Places (ECSP) NORDIC COUNCIL OF SHOPPING CENTERS South African Council of Shopping Centres Shopping Centres Association: Russia Belarus Kazakhstan GCSP German Council of Shopping Places German Council of Shopping Centers E.V. MAPIC India (Formerly IRF) Phygital Retail Convention   #legends #1bestseller #enclyclopaedia #TextBook #ReferenceBook #knowledge #management #growth #mall #malls #IndianMalls #ShoppingMalls #shoppingCentres #MallDevelopment #AssetManagement #MallManagement #retail #retailers #RetailIndustry #CommercialRealEstate #BusinessStrategy #Insights #PropertyDevelopment #RealEstate #RetailDesign #Leadership #MallExperience #TenantMix #business #school #design #architect #lease #fitout #susildungarwal #mallmechanic #book #guide #cyclopedia

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Mukesh Ambani's Reliance Retail Ventures is preparing to introduce the Chinese rapid fashion brand Shein to India, according to a recent article I read. This strategic move is the result of a four-year prohibition on Shein from the Indian market, which was part of a broader crackdown on Chinese applications. The return of Shein through Reliance's extensive retail network represents a substantial change in the rapid fashion landscape of India. Here are some key highlights of the article: Mukesh Ambani's Reliance Retail Ventures is preparing to introduce the Chinese rapid fashion label Shein to India, both online and in brick-and-mortar stores. This is a strategic move. Re-entry: This signifies Shein's return to India, four years after she was prohibited due to geopolitical tensions. Key Partnership: It is anticipated that Reliance will appoint former Meta director Manish Chopra to lead Shein's Indian operations, following their partnership last year. Portfolio Expansion: This partnership is a component of Reliance Retail's strategy to introduce global brands such as ASOS and Tiffany & Co to the Indian market. IPO Aspirations: Shein is considering a London listing, which would further emphasize its re-entry into the Indian market. Local Data Management: Shein will not have access to any sensitive data, which will be hosted and stored in India in accordance with local regulations. Market Competition: Shein will face off against Walmart-backed Myntra and Tata's Westside in the $10 billion rapid fashion market in India. #Reliance #Shein #FashionIndustry #IndiaRetail #BusinessExpansion #IPO #StrategicPartnerships Link to the article: https://lnkd.in/d4yidQiP

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India's MSMEs, a backbone of the economy, offer a refreshing contrast to the startup model focused on rapid growth and fundraising. Companies like Drishti IAS and CaratLane exemplify the power of traditional business practices combined with modern innovation. These businesses prioritize quality, customer satisfaction, and sustainable growth. Kishore Biyani, a renowned retail entrepreneur, emphasizes the importance of local entrepreneurship and addressing diverse consumer needs. The MSME sector showcases the value of a stable, community-rooted approach to business, providing a valuable counterpoint to the high-stakes world of startups.

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Traditional businesses run with rigour, discipline and frugality, when combined with new age technology can create wonders and rock-solid businesses. We are delivering not just FMCG but changing lives of the Indian Retail Network. Arun Arya

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I was reading a recent interview with the CEO of #Realme Sky Li in which he mentioned a target of a 10% increase in sales in India this year based on the following strategy 1. regular launches of new products across different price segments to cater to diverse consumer needs. a. strategic focus on the mid high-end segment b. high-end innovations to mid-range handsets c. emphasizing design and performance for budget phones 2. a 10% increase in sales in India this year The strategy looks great as it practically covers all the bases. If they handle things well they can do it. Who can forget the entry of the brand? It was the fastest to hit the 100 million mark globally in 36 months. In comparison, #Xiaomi took 41 months, #vivo 44 months, #Oppo 55 months, and #Samsung 73 months. Even a brand like #Apple 48 months. While one can say that the market size when these brands, especially Samsung and Apple entered the market was much smaller and hence they took a longer time one has also got to appreciate that Realme entered a bigger but highly competitive market with the top 6 brands having a 74% share globally. A presence across different price segments is similar to Samsung's strategy, which should also work for them. Just don’t go above the middle of the mid-premium segment or the Rs. 42500 price point. Maybe 1 SKU for positioning. I want to share my thoughts on what could go wrong if they increase the number of SKUs to too many. 1. One of the reasons for Xiaomi’s decline in 2022 was the wide range of products. Be present across but don’t have too many SKUs. 2. There is an apparent weakness regarding their shipment and sales planning. In the last 9 quarters including Q1 2024, their shipment share has varied from 8% to 16%. In the case of Xiaomi when they had a large range in 2022 the year they slipped, their share varied between 16% and 23%. They corrected their strategy by reducing the SKUs and in 2023 the variation came down to just 4% (between 15% and 19%). Xiaomi was able to make a strong comeback. Too many SKUs can only make the existing supply chain issue worse. Last but not the least. * Don’t let someone else run the business for you. * Don’t put all your eggs in one basket. * Leave it to the Indian leadership team to take decisions.

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𝐖𝐡𝐲 𝐃𝐨𝐧'𝐭 𝐖𝐞 𝐒𝐞𝐞 𝐭𝐡𝐞 𝐒𝐚𝐦𝐞 𝐓𝐫𝐞𝐧𝐝 𝐢𝐧 𝐐𝐮𝐢𝐜𝐤 𝐂𝐨𝐦𝐦𝐞𝐫𝐜𝐞 𝐚𝐬 𝐢𝐧 𝐌𝐚𝐫𝐤𝐞𝐭𝐩𝐥𝐚𝐜𝐞𝐬? When marketplaces first emerged in India, we saw a surge of platforms like ShopClues, Snapdeal, Paytm, Voonik, and Amazon entering the scene almost simultaneously. However, in the realm of quick commerce, only a few players like Zepto and Blinkit have made significant inroads. Zepto, founded by Aadit Palicha and Kaivalya V., and Blinkit, founded by Albinder Dhindsa , have rapidly grown due to their innovative approach and substantial investments in logistics and infrastructure. I feel the high operational demands and investment requirements for ultra-fast delivery models act as barriers for new entrants, unlike the earlier marketplace boom where entry barriers were lower. This is why we see fewer players dominating the space compared to the plethora of marketplaces that emerged in the past. As with many brands in India, we at Thecocolove see quick commerce as a game-changer for our brand. We receive dozens of DMs on our social media asking if we are available on Zepto or Blinkit. This shows the potential and demand for quick commerce, emphasizing how it can reshape consumer expectations and set new standards for convenience in e-commerce. #QuickCommerce #Zepto #Blinkit #Ecommerce #Innovation #Startups

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