Nischal Kandula

The Ipsos IndiaBus Shopping Fiesta Survey shares some interesting stuff around festival buying - 🔆76% of Tier 3 consumers prefer shopping in-store 🔆For Urban consumers, 56% prefer in-store shopping with 12% preferring online shopping, and the rest who do a mix of both 🔆In-store shopping is more pronounced in East Zone at 65% and North Zone at 63% 🔆The shopping spree starts one month before (29%) and peaks one week before (42%) the festival 🔆Quality & price are key determinants for a purchase, followed by discounts and brand reputation 🔆Apparels (89%), sweets & snacks (79%) and puja items (74%) are the top three categories where people are planning to spend More details below 👇🏻 #India #retail #insights

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For everyone in the food ecosystem in India 🇮🇳 So, last month we D2P Consultancy published a 108-page research report on the Indian Packaged Milkshake Market - 2024. Why? >>Because in the last 4 years of helping over 40+ F&B brands grow and scale, we realized there was a huge gap when it came to understanding how particular categories behave and function in the ecosystem. >>There were 2 major problems: ▶️ 1. The information was scattered all over the place. ▶️ 2. The industry reports were way too expensive & unaffordable for most brands and startups. >>To solve this problem: ▶️ 1. We created bite-sized content on our social media platforms. ▶️ 2. We then launched India's 1st community of food professionals and enthusiasts- Tasting Officers; to bring our audience honest and unbiased F&B reviews. ▶️ 3. We also carried out different tasting activities through the community for brands at an affordable price. >>However, we wanted to create solid content, that was more comprehensive with more insights and more perspectives. >>So we combined our ongoing research activities, bite-sized content, and Tasting Officer findings in one single report! >>And, after we released the report - a lot of people asked us who this report was for. So addressing this question by calling out everyone whom this report is for: 👨‍💼 1. Investors HNIs, Angels, Family Offices, VCs, and PE Funds: If you are looking to invest in a category through a brand; our research report can come in handy for you to know everything about the category and brands playing and why you should consider investing your money. Sharrp Ventures | Harsh Mariwala Investment Office Sauce.vc Fireside Ventures DSG Consumer Partners Mumbai Angels Indian Angel Network ah! Ventures Inflection Point Ventures Orios Venture Partners Saama Tracxn Artha Group Matrix Partners India Nexus Venture Partners Kalaari Capital Blume Ventures 100X.VC Kae Capital Ankur Capital Sixth Sense Ventures WEH Ventures IndiaQuotient Accel Sequoia Capital NB Ventures Anthill Ventures Helion Ventures Inventus Capital Partners IDG Ventures Vietnam Naspers Limited 👨‍💼2. Builders & Operators If you're an early-stage entrepreneur or an established business who wants to enter a specific category; we will help you build a research report to give you 360-degree and full-rounded information that will enable you to get confidence in the category you wish to build and operate into. 👨‍💼3. Incumbent Brands For market leaders in respective categories who want to experiment with categories outside their core line of business; our research report not only gives you impeccable information about the new line of business but also the whats/whys/hows for your line of growth. If you are one or any of the above - reach out to us to learn more about the process of building in-depth research reports. 🙋‍♂️ www.d2pconsultancy.com #research #report #insights

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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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Consumer trust is the foundation of sustainable growth for a D2C brand. Today, as the team was preparing to dispatch a large pre-paid order from a first time customer, it struck me how much trust this consumer has placed in us - choosing Go Grub, committing upfront, and expecting us to deliver - in a market where most of the first time orders are Cash on Delivery. So how does one build that trust? There is no magic bullet, but here are the three things that we focus on: 1) Transparency - Consumers value honesty in D2C brands above all else. We are transparent with our ingredients and make no exaggerated claims. 2) Consumer Experience - We try to make the order and shipping process as frictionless as possible. 3) Feedback - This is the most neglected part of the trust building process. We actively seek feedback from our consumers, and resolve any pain points they might have. Moments like today, shipping that order, serve as a powerful reminder - trust turns transactions into relationships.

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The D2C Wave in India's CPG Sector: Sifting Through the Noise In the past 18 months, brands have exploded in India's direct-to-consumer (D2C) landscape. Each newcomer waves a flag declaring their pioneering status, but the fundamental success metric in this cluttered club isn't just about who shouts the loudest. The actual victors are those who can navigate the nuances of consumer engagement, funding, and product-market fit beyond a catchy story. As a strategist entrenched in this arena, I've witnessed that out of a dozen hopefuls, barely a third sustain operations past their inaugural year. This attrition concerns more than who has the better product and who is equipped to play the long game. The Price of Entry and the Budgetary Truths Entering the D2C fray without a solid financial plan is like stepping into a battlefield unarmed. An operational marketing budget of less than INR 250,000 per month is often a prelude to a swift exit. It's a space that's as much about financial endurance as product innovation. The Myth of Perfection Before Scale Seeking perfection before scale is an exercise in futility. The quest should be for authentic customer validation—a cohort of 5,000 customers providing genuine feedback—rather than an elusive perfectionism that delays market entry and learning. Unspoken Rules and Black Hat Realities Like many others, the D2C sector has its shadows. Not all growth strategies are discussed in boardrooms or flaunted in press releases. However, the unacknowledged truth is that many, if not all, major players in the sector traverse these grey areas. Niche Traps and Marketplace Goldmines Hyper-niche branding or touting exclusivity rarely leads to significant traction. Instead, the reality is that marketplaces are the lifeblood of D2C in India, commanding upwards of 80% of a brand's business. Accepting this can be the difference between thriving and merely surviving. Luxury Narratives and Value Propositions In the digital world, 'luxury' is a term often misappropriated. Authentic luxury doesn't scream from a webpage—it's a quieter, more exclusive affair. Brands would do well to focus on delivering value within the sweet spot of INR 200 to INR 2000, catering to a value-conscious yet discerning Indian consumer base. Channel Versus Brand Marketing Channel marketing should be the focal point for those operating on a lean budget—say, less than 60 lakhs annually. Stretching your budget to create a brand allure without sufficient funds can leave the brand and its operational capabilities malnourished. #D2CInsights #CPGTrends #D2C #D2Cbrand #BusinessStrategist #MarketingBudget #DigitalMarketing #ChannelMarketing

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Ad budget: 2.5CR  Revenue: ~12CR ROAS: 4.57X NICHE: Apparel TIME DURATION: 8.5 Months We scaled this brand in both India & the US markets. 𝐈𝐍𝐒𝐈𝐆𝐇𝐓𝐒: 1/. We saw success across diverse markets, from Indian metros to US fashion hubs. 2/. Our highest performing campaign achieved a 5.08X ROAS. 3/. We observed a wide range of cost per purchase, from ₹1,092 to ₹5,588 (Higher CPA is in US market, also the high AOV there) 4/. Our lowest performing campaign delivered a 2.78X ROAS (Test campaign with new concept of reels) 5/. The account's ability to handle multiple ad sets allowed us to cater to various audience segments effectively. 𝐒𝐓𝐑𝐀𝐓𝐄𝐆𝐘: 1/. We created separate ad sets that resonated with Indian and US consumers. 2/. For our top-performing campaign, we allocated a significant higher budget using cost cap bid strategy. 3/. We continuously optimized our global strategy, regularly shifting budgets from campaigns with 3.04X ROAS to those achieving 5.08X ROAS. 4/. Our best-performing campaign drove 5,081 purchases. 5/. We maintained a balanced portfolio of high-ROAS and high-volume campaigns to maximize overall revenue. 𝐂𝐑𝐄𝐀𝐓𝐈𝐕𝐄 𝐒𝐓𝐑𝐀𝐓𝐄𝐆𝐘: 1/. We developed a wide variety of creatives to prevent ad fatigue. 2/. Our creative team worked closely with data analysts to refine ad content based on performance metrics from both Indian and US audiences. 3/. We focused on creating ads with universal appeal while incorporating local flavors to resonate with specific market segments. 4/. For top-of-funnel audiences, we used mostly reels showcasing best-performing products with clear, market-specific messaging. 5/. In middle-of-funnel strategies, we found success with catalog ads using custom frames, which drove significant engagement. 𝐒𝐂𝐀𝐋𝐈𝐍𝐆: 1/. We used performance data from both markets to inform our scaling decisions, allowing us to apply learnings across borders. 2/. Our scaling strategy involved gradual budget increases, 20% everyday on best performing adsets. 3/. We applied insights from high-performing campaigns (5.08X ROAS) to optimize lower-performing ones, regardless of the market. 4/. We scaled aggressively when we saw potential using cost caps. 5/. Throughout the scaling process, we maintained a close eye on ROAS and other key metrics to ensure profitability as we expanded. . . . . . . P.S. Q4 is around the corner. If your campaigns aren’t scaling up…you need growth experts. Let’s chat! . . . . . #performancemarketing #ecommerceagency #metaads

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Q-Commerce overtaking traditional e-commerce? Currently we are seeing a big boom in terms of the different SKUs being sold in Quick commerce apps like Zepto, Blinkit, etc. - Atomberg Technologies 's fans - Sony's PS5 - Samosa, Chai and what not - Digital Gold from Jar! Zepto is in talks to raise $300m for its broader ecommerce play. While Swiggy is preparing to file for an IPO this year, incumbent Flipkart is readying its entry into quick commerce. Zomato has invested $240 million in Blinkit over the last one year. Taking a step back, the lines between quick commerce and traditional e commerce have started to become increasingly blurred with QCom pretty much catering to every needs! Also, multiple reports suggest that QCommerce can potentially become bigger than traditional e commerce in India!  Case in point : According to Goldman Sachs, the valuation of Blinkit is greater than Zomato's core food delivery biz! Non-grocery boom in Q-Commerce: Categories including beauty, toys, health and electronics are witnessing robust sales growth on quick-commerce platforms overall. While the overall base for the new categories is still small, aggressive expansion by these players is starting to ensure a dominant presence for these categories. Plus AOV is higher which also comes with better margins, making it a win-win! Case in point: Zepto - 2x sales MoM in segments such as toys and electronics accessories - Beauty category expanded 3x QoQ - ~15% of Zepto’s $1.2bn annualised gross sales currently comes from non-grocery products (Source: Goldman Sachs) For several D2C quick commerce has become the fastest growth channel as well as the platform with highest customer engagement This is definitely a positive for the consumers and the Q-Commerce players, but is everything on the up and up?   As the demand for space on quick-commerce platforms skyrockets, niche D2C cos in segments like FMCG, beauty and personal care, and health and fitness are agreeing to pay a 30-45% commission on sales, besides shelling out on advertising and discounting on these Q-Com platforms. On top of the commissions, brands are also regularly spending around 20% of their total sales on ads on the platforms, and discounting their products by about 20-25% (totaling 60-70% revenue!). This is in stark contrast to the 10-20% commission that large FMCG cos pay these platforms reflecting the intense competition for visibility. The brand's scale and comparison with competitors are crucial considerations when it comes to new listings. On the positive side, smaller D2C brands have seen 40-60% total revenue coming from Q-Commerce compared to ~10-20% from traditional ecommerce, which is surprising! Essentially, Q-com currently has a BIIIG Bargaining power against new D2C brands and can essentially make or break their businesses! Is this sustainable on the long run? #ecommerce #quickcommerce #india #zepto #businessmodel #d2c #startups #LIPostingChallenge

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Shobhit Aggarwal of Cornitos gives us an inside scoop on their festive strategies and the rising popularity of snacking with IMPACT. Explore all the crunchy insights! By Mansi Sharma https://lnkd.in/dt3zsgDE #advertisments #IMPACT #e4m #marketing #Cornitos #festivemarketing

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Influencer Marketing Strategies: Swiggy and Cred Two notable examples of this strategy are Swiggy's IPO shares allotment to celebrities and Cred's influencer-driven advertising campaigns led by Kunal Shah. Swiggy's IPO Shares Allotment: Swiggy's decision to allocate IPO shares to celebrities was a strategic move aimed at generating significant buzz and attracting retail investors. By associating the company with well-known personalities, Swiggy sought to create a sense of credibility, trust, and excitement. Celebrities, with their vast social media followings and cultural influence, can serve as powerful advocates, encouraging their fans to invest in the company. This strategy is particularly effective for startups or emerging brands that need to establish a strong public image and attract investor attention. Cred's Influencer-Driven Advertising: Cred, on the other hand, has adopted a more direct approach to influencer marketing. The company has partnered with a wide range of influencers, from actors and comedians to social media celebrities, to create engaging and entertaining advertising content. These influencers often showcase their personal experiences with Cred, highlighting the benefits and perks of using the platform. By tapping into the authenticity and relatability of influencers, Cred has been able to connect with a diverse target audience and drive user acquisition. 1️⃣ Comparative Analysis: While both strategies involve the use of influential individuals to promote a brand, they differ in their approach and objectives. Swiggy's strategy focuses on creating a sense of credibility and excitement, while Cred's strategy aims to engage the target audience through entertaining and relatable content. 2️⃣ Effectiveness: Both strategies can be highly effective, but their success depends on several factors. Swiggy's strategy relies on the celebrity's credibility and influence. If the celebrity's actions or statements are perceived negatively, it could have a negative impact on the brand. Cred's strategy, on the other hand, is more dependent on the quality of the content and the relevance of the influencers to the target audience. 3️⃣ Target Audience: Swiggy's strategy is likely to appeal to a wider audience, as celebrities have a broad reach and can attract investors from various demographics. Cred's strategy, however, is more targeted, focusing on a specific demographic of credit card users. 4️⃣ Implications: Both strategies have implications for the future of influencer marketing. Swiggy's strategy highlights the potential of leveraging celebrities to generate buzz and attract investors. Cred's strategy demonstrates the importance of creating engaging and relatable content that resonates with the target audience. As influencer marketing continues to evolve, brands will need to adapt their strategies to stay relevant and effective. #swiggy #swiggyipo #ipo #cred #statrup #cred Kunal Shah

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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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Hypothesis: A brand that wants to be successful in quick commerce, like Blinkit Zepto, has to be in a category that shows high loyalty. Otherwise, it has to be very reasonably priced compared to the giant players on the platform. Example: In a highly fragmented category like perfumes, a consumer will easily switch to a competitor brand. Also, giants like Wild Stone, Engage, etc., are heavily competitive in terms of price. However, in a category like skincare, where, for example, I use a brand like Cetaphil, as I am already very much loyal to the brand, I would not mind buying it from a QCom as I get the benefit of quick delivery. Brands in loyal categories like sanitary pads (e.g., Plush ) and undergarments (e.g., XYXX Apparels) will easily compete with bigger brands and see more traction on QComs, provided they have a good product and affinity. What do you think? #blinkit #zepto #instamart #quickcommerce

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Gurugram-based D2C brand Wholsum Foods (Slurrp Farm and Millé) Foods, the parent company of Slurrp Farm and Mille, is setting ambitious goals for the coming years. Currently operating with an Annual Recurring Revenue (ARR) of ₹100 crore, the healthy snacking and meal brand aims to reach ₹168 crore by FY25. The company also envisions achieving profitability by FY27 as it pushes toward an ARR of ₹300-400 crore. Impressively, Wholsum Foods has remained Contribution Margin 3 (CM3) positive since last year. Founded in 2016 by Meghana Narayan and Shauravi M., Wholsum Foods has secured ₹141 crore in funding to date, backed by renowned investors including Fireside Ventures, actor Anushka Sharma, ICD Dubai, Sharrp Ventures | Harsh Mariwala Investment Office, and the Narotam Sekhsaria Family Office, among others. An omnichannel company, Wholsum Foods sells across all major retail platforms and exports to six countries. Domestically, its products are available in around 5,000 offline stores across 15 cities, with plans to further deepen its presence. "We’re focusing on regions where millet-based products are already well-received," said Shauravi Malik, co-founder. Malik shared insights into the company’s diverse revenue streams: "Initially, most of our sales came through Amazon and BigBasket. Today, we’ve diversified. About 15-20% of revenue is generated from our website, another 15-20% from offline channels, and 60-70% from quick commerce and marketplaces." She highlighted that quick commerce is growing rapidly, and Wholsum Foods plans to expand its offline footprint to 13,000 stores within the next 18 months, recognizing the importance of offline channels for food consumption in India. On the product front, the company is focused on expanding its healthy noodles and pasta offerings. Under its Slurrp Farm brand, which caters to children's healthy snacks and meals, it boasts 58 products, while Mille, its millet-focused brand for adults, offers 17 products. "We’re also relaunching our popular cookies, tapping into the post-Covid demand for healthy snacking," added Malik. Wholsum Foods last raised ₹59.9 crore in its Series C round in January 2024 and has no immediate plans for further fundraising. “We monitor our cash flow and burn rate closely each month, raising just enough to sustain growth over two to three years,” Malik emphasized. #WholsumFoods #GurugramStartup #D2CBrand #SlurrpFarm #Mille #HealthySnacking #MilletBasedFoods #ARRGrowth #IndianStartups #ProfitabilityGoals #FoodInnovation #Omnichannel #HealthyEating #QuickCommerce #RetailExpansion #SustainableGrowth #HealthAndWellness #HealthyLiving #PostCovidTrends #AllBoutCorps

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Who exactly is losing market share in the hotly contest grocery commerce? I thought it must be the now-not-so modern retail, but I'm not so sure. Zepto raised $665 Mn at a valuation of $3.6 Bn, and is in talks to raise $250 Mn more. And their cofounder and CEO Aadit Palicha recently commented that they can beat DMart - Avenue Supermarts Ltd on GMV in the next 12-18 months. Swiggy Instamart also is growing, and Blinkit is likely to be more valuable than their owner Zomato itself - so they are all doing well, even if Dunzo isn't. Sure, no idea what JioMart Digital is doing, but deep pockets. Same with Tata Digital and their weird assortment forced to converge on Neu. bigbasket.com is trying to unlearn and relearn, and it just might. And Flipkart Grocery and Amazon Fresh are also upping their game - launching faster deliveries, discounts, improved fill rates, and selection. So I wonder if it is the modern-trade players? The likes of More Retail Private Limited, Spencer's Retail, STAR BAZAR, and SPAR Retail that are suffering? The nearest Spencer's to me is definitely a sore sight, now reduced to a shell of it's former glory - I think they aren't even replenishing inventory now. And we all know what happened to Big Bazaar - Future Retail. But Dmart itself isn't doing half bad - with pareto presence in just 23 cities, and no presence in UP (except NCR), Bihar, and West Bengal, they have considerable headroom, still. And they haven't yet quite solved for ecommerce, so while The Ken says that they are lost, they may find their way, eventually? I also don't think that the real consumption is growing, if at all, it may even shrink with the K-growth. Thus, some one _is_ losing share. And if it is not modern trade, then is it the regional chains? The single kiranas? The corner-store? The hand-cart? I'm not entirely sure because this data is hard to organize, and get. Would you know? Image created by AI in Microsoft Bing Copilot.

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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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A telling article on the allure of #D2C and #FnB brands in #startupindia. Very interesting to note is the convergence of the theme: Traditional brands getting metamorphosized into new-age businesses that are actively funded by #VC and #PE players. https://lnkd.in/dtwh362h

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Marketing and brand building Chapter 3 - Stand Out or Fade Away: The Secret Sauce to D2C Success in India's Vibrant Market! While building a D2c brand, we often ponder what exactly is the USP of the brand that would make the brand stand out in the market and make people purchase it. But is having an obvious USP the most important? Pros of Having a USP: 1. Differentiation from Competitors: Example: boAt has differentiated itself in the crowded audio equipment market by offering stylish, durable, and affordable products, specifically targeting the young, urban population. Their focus on design and affordability has set them apart from traditional brands. 2. Brand Loyalty and Trust: Example: Mamaearth has built a strong USP around being a natural and toxin-free personal care brand. This commitment to safety and natural ingredients has earned them a loyal customer base that trusts the brand for their personal care needs. 3. Clear Value Proposition: Example: Licious offers fresh, quality-controlled meat and seafood products with a focus on convenience and reliability. This USP helps customers understand why they should choose Licious. 4. Marketing and Communication Efficiency: Example: The Souled Store focuses on pop-culture merchandise, appealing directly to fans of movies, TV shows, and comics. Their marketing messages are clear and resonate well with their target audience. 5. Premium Pricing Potential: Example: Sleepy Owl has positioned itself as a premium cold brew coffee brand, allowing it to command higher prices compared to regular coffee brands by emphasizing quality and the unique brewing process. Cons of Having a USP 1. Narrow Market Focus: Example: A brand with a highly specific USP might struggle to expand beyond its niche. For instance, a company like The Whole Truth that focuses on clean, no-junk snacks might find it challenging to diversify without diluting its core message. 2. High Marketing Costs: Example: Establishing a strong USP requires significant investment in marketing to communicate. Bombay Shaving Company invested heavily in marketing to establish its niche in the men's grooming segment. 3. Risk of Imitation: Example: Successful USPs are often imitated by competitors. For instance, WOW Skin Science faces competition from numerous new entrants claiming similar natural and toxin-free benefits. 4. Potential for Misalignment with Market Trends: Example: Brands like Chumbak, known for quirky, Indian-themed lifestyle products, may face challenges if consumer tastes move towards minimalism or other design philosophies. 5. Operational Complexity: Example: Delivering on a USP consistently can be operationally challenging. For Lenskart, affordable yet high-quality eyewear, maintaining this balance requires complex supply chain and quality control measures. #D2CSuccess #MarketingStrategy #BrandDifferentiation #USPCrucial #IndianMarket #DirectToConsumer #BrandLoyalty #MarketTrends #BusinessGrowth

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Godrej Food Trends Report 2024: 94.2% experts predict surge in artisanal chocolates, 76.9% forecast increased demand for Indian-origin varieties Link in the comments Godrej Industries Group #mediabrief #GodrejFoodTrendsReport2024 #marketing #media