Varun Alagh

#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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How can FMCG stores benefit from partnerships like BeSure Sainik Canteen? Partnerships like with BeSure Sainik Canteen can significantly benefit FMCG stores by expanding product reach across India, leveraging a network of 900+ stores operated by retired force personnel. This collaboration enhances brand visibility, fosters national distribution, and supports the retired force community.

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The Advertising Standards Council of India (ASCI) has recently flagged 187 advertisements from Honasa, the parent company of popular brands like Mamaearth, The Derma Co., and Aqualogica, as misleading. In a market where consumer trust is paramount, transparency and honesty in advertising are crucial. Misleading advertisements not only erode consumer trust but also pose significant ethical and legal risks for brands. As industry professionals, it's our collective responsibility to advocate for and practice ethical advertising. Let's learn from this incident and commit to higher standards of integrity and transparency. IF YOU THINK FLAGGING OF ANY OF THESE ADS AS UNFAIR, DO COMMENT HERE OR ON THE SITE ! Shweta Purandare The Advertising Standards Council of India Saheli Sinha Manisha Kapoor

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Fantastic insight & playbook for marketers for shopper planning ( courtesy Moj & Share Chat ) Excerpts ... Celebration Mode On: India’s Festive Shopping Craze 68% shops eagerly for or during festivals, with those aged 18 - 34 years leading the surge in festive shopping. Around 34% of shoppers are open to exploring new brands, making it crucial for brands to invest in brand-building and driving consideration. Nearly 89% of India proactively plans its festive purchases, with 49% planning their purchase right up to the last week . Short Form Videos: India’s Go-To for Entertainment and Shopping Recommendations 81% of India watches short form videos daily, with 49% watching them for more than 30 minutes and 29% more than 60 minutes. 64% of India actively engages by liking, commenting, sharing, or joining challenges. For nearly half of India (47%), short form videos influence purchase decisions. There’s a clear link between short form video viewing time and purchase decisions - 59% of those watching short form videos over 60 minutes act on their recommendations. Regional Languages: The Key to Building Trust Regional Creators: Bridge Between Brands and Consumers 45% of India makes purchases based on videos from creators in their native language, especially in Tier 3 cities. 70% of creators create more content around and during festivals, with 79% of them garnering an increase in user interaction on creator-led content. 79% of the creators collaborate with brands, and 77% are able to successfully achieve the set brand objectives. Around 86% of India prefers content in their regional languages. 84% of India finds content in regional languages more relatable and trustworthy.

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A thought provoking article in today’s TOI. Many new D2C brands are coming up and establishing themselves in markets with dominant market leading brands. I am not sure if these are gaps left by traditional companies. I think it’s a new game of #MicroSegmentation. Identifying, understanding and targeting a sub segment very sharply with the right design, marketing and pricing. Take the example of #Mokobara. While brands like #VIP and #Safari hold a large market share of the luggage market across customer segments, this new brand has come up with contemporary styled luggage sharply targetted at the affluent style conscious Gen Z and Millennials or any age group sharing the same psychographics. The imagery is aspirational with travel influencers living the travel trend. Stores look young and their insta handles transport you to another world. Their communication TG and Buyer TG is the same. Am sure their employees embody this customer persona too! I am sure there are still Gen Z and Millennial customers who value durability or value in luggage. There will be other brands targetting this Micro segment too. I can only foresee further fragmentation across categories with several brands targetting different #MicroSegments of the same Customer group. Exciting times ahead for consumers in India for sure! Any thoughts? Aditya Gadiyar Purvai Agarwal Jermina Menon MRICS Ayush Wadhwa Shuchi Pandya VS Kannan Sitaram Raja Ganapathy Gaurav Agarwal Arpita Khadria Meghana Bhat Amitabha Sutradhr Amitabh Suri Tanya Shridhar Pankhuri Sharma Spoorthi Arun Sakshi Singhal Prachi Gupta Yuktie Jhangiani Verma Amit Sharma #D2C brands #SheWrites #NewAgeBrands

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One needs to understand  #dealer dilemma. #Home and #kitchen stores need to keep a spectrum of category ranging from toothpick to Water drums. Their category spectrum is as broad as 5000 categories 2. In each category there are atleast 3-4 sub categories : Say for #lunchbox they need t0 keep Glass , #stainlesssteel ,  #plastic,   #microwaveble,  #pufinsulated etc. 3. In each sub category they may have a #combo 2,3,4 sets. 4. In each combination they need to keep at least 2 top brands, 1 non branded. Beyond all this the W.C. to margin ratio varies for each store. Cherry to the cake is  #Online steep discounts. Consumer check the products  #online and show the #countersales person its #sellingprice Online - Many a times the buyer is amazed : that his store purchase price is more than the online selling price. Above all, #manpower issue is a universal fact now. With all this if a brand is getting a 1 sq.mt rack space in Market - its worth it! All the branding, marketing, packaging will collapse if the counter sales man just says one line: "Madam, yeah jyada chalta nahin hai! Aap yeah lijiye .." the later #brand is #dead. Thank you to all the #dealers, #retailers, #superstores, #wholesellers who have given #PddFalcon their VALUABLE RACK SPACE.

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𝗛𝗲𝗿𝗲'𝘀 𝗵𝗼𝘄 𝗔𝗺𝘂𝗹 𝗶𝘀 𝗯𝗮𝗻𝗸𝗶𝗻𝗴 𝗼𝗻 𝘁𝗵𝗲 𝗽𝗼𝘄𝗲𝗿 𝗼𝗳 𝗻𝗼𝘀𝘁𝗮𝗹𝗴𝗶𝗮 𝗺𝗮𝗿𝗸𝗲𝘁𝗶𝗻𝗴? As we mark World Milk Day today, here is a piece one of the best examples of how Asia’s largest milk brand is leveraging nostalgia in building a brand. The spotlight is back on an iconic Shyam Benegal directed ‘Manthan’ when recently GCMMF walked the red carpet at Cannes where the 4K restored version was released. Did you know Manthan is India’s first crowdfunded film where 5,00,000 farmers donated ₹2 each to bring the project to fruition 48 years ago? The jingle ‘𝘔𝘦𝘳𝘰 𝘎𝘢𝘢𝘮 𝘒𝘢𝘵𝘩𝘢 𝘗𝘢𝘳𝘦𝘺’ taken from the same movie has been refurbished several times by the brand to evoke positive emotions for brand. Amul scored perfectly every time to transport us back to memories and feelings associated with the past to create an emotional connection with its consumers. A wealth of research shows that nostalgia can result in creating more trust towards the brand and increase purchase intention. ➡️Following the reception at Cannes, the restored version of Manthan will be released in 100 theatres, across 50 cities in India on June 1 and June 2. 𝐂𝐡𝐞𝐜𝐤 𝐭𝐡𝐢𝐬 𝐨𝐮𝐭 𝐟𝐨𝐫 𝐨𝐧𝐞 𝐦𝐨𝐫𝐞 𝐭𝐢𝐦𝐞. (𝐀𝐮𝐝𝐢𝐨 𝐨𝐧 𝐩𝐥𝐞𝐚𝐬𝐞!)🔊 This is so iconic and nostalgic, that every time I come across this ad film it gives goosebumps! Happy weekend. #worldmilkday #nostalgia #nostalgiamarketing #retromarketing #amul #marketing #iconicads #bestads

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As the festival season picks pace, so do the hopes of FMCG growth acceleration, expected to be led by rural consumption! As per some estimates festive season could see double digit growth vs. ~4% FMCG growth last quarter, giving the consumption story a strong uplift! #IndianEconomy #PCE #FMCGgrowth #ruraleconomy

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Adventures in Ad-land: What the New ASCI Drama Can Teach Us! As the owner of a 27-year-old thriving cosmetics brand, I'm passionate about maintaining industry integrity. Recently, the Advertising Standards Council of India (ASCI) highlighted significant ad regulation violations in their annual report. Over 100 violations in the cosmetics industry alone point to a crucial issue: balancing creative marketing with ethical responsibility. Key Takeaways for the Cosmetics Industry: 1) Transparency is Key: Ensure all product claims are backed by solid evidence. Misleading claims not only destroy consumer trust but also attract regulatory action. 2) Adhere to Guidelines: Familiarize yourself with ASCI’s guidelines and stay updated on any changes. This includes regulations on influencer marketing and digital ads. 3) Ethical Marketing: Promote your products truthfully. Avoid exaggerations and ensure your ads do not promote harmful practices or unrealistic expectations. 4) Influencer Partnerships: Ensure influencers you collaborate with disclose their partnerships and promote your products ethically. Influencer guidelines are strict, and non-compliance can lead to significant penalties. 5) Continuous Monitoring: Regularly review your ad content for compliance. Conduct internal audits to ensure all marketing material aligns with regulatory standards. What We Can Learn from ASCI’s Report: ASCI’s report investigated 8,299 ads, with 81% of violations related to misleading claims. This highlights the importance of authenticity and transparency. Moreover, a Supreme Court directive now requires advertisers to submit self-declarations for each ad, certifying compliance with all regulations. At Nimson International, we pride ourselves on being a tech-driven global cosmetics brand committed to authenticity, aesthetic appeal, and affordability. We get Clinical Trials Registry- India (CTRI)reports done for our products, all tests are done by government hospitals, and what we claim for our products is already getting tested. Let’s use this moment as a wake-up call to reinforce our commitment to ethical advertising. Together, we can create a beauty industry that thrives and upholds the highest standards of honesty and integrity. What steps do you take to ensure your advertising remains compliant and ethical? Share your insights and let's learn from each other to make our industry better and more transparent! #CosmeticsIndustry #AdCompliance #EthicalMarketing #ASCI #AdvertisingStandards #BeautyIndustry #Transparency #ConsumerTrust #WomenEmpowerment

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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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Stay ahead of the curve in retail and e-commerce with your weekly news briefing from the trusted Your Retail Coach! Bajaj Auto Ltd | Amazon | Schneider Electric | ShinWon #retailbuzz #stayinformed #weeklynews #retailtrends

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Gain valuable insights on evolving consumption patterns in India, Marico's D2C strategies and its twin-engine growth drivers. Catch our MD & CEO, Saugata Gupta in conversation with Govindraj Ethiraj in The Core Report podcast. Click here: https://lnkd.in/drg9BW_u #Marico #Podcast #TheCoreReport #ConsumerTrends #MaricoLimited

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In a market that retail pundits have labeled as subdued due to extreme weather, elections, and fewer weddings, certain #fashion & #lifestyle brands are thriving (showing impressive growth in both revenue & profitability) by capitalizing on shifting #consumerpreferences. Nykaa expects a strong 20+% YoY rev growth in Q1 FY25, driven by its ability to tap into the growing demand for premium beauty products. Myntra, riding on a 12-15% growth, has become the go-to platform for trend-conscious shoppers & #GenZ, thanks to its focus on premium offerings from International & #D2Cbrands. Trent Ltd is a standout with 56% rev growth & 133% jump in profit. Its success stems from its strategic expansion of #Westside and #Zudio, catering to value-conscious segments across city types. Go Colors - Go Fashion India Ltd. recorded a 15% QoQ rev growth , carving out a strong niche in women’s bottom-wear. V2 Retail Ltd posted a remarkable 57% revenue increase, driven by its aggressive expansion & value pricing strategies​. Meanwhile, UNIQLO grew at 32%, with 25% rise in net profit in FY24, reflecting its strategic focus on quality products hitting the right notes​. mamaearth reported 62% rise in profit & 20% growth in rev, highlighting strong consumer affinity & innovation. But the picture isn't as bright for traditional players. Aditya Birla Fashion and Retail Ltd. & Shoppers Stop saw a modest ~7% rev growth, but losses widened significantly, reflecting operational challenges​. Metro Brands Limited reported slight declines in both rev and profit, indicating struggles. Arvind Fashions Limited experienced a ~5% rev drop and a 40% decline in profit, underscoring difficulties faced by traditional apparel brands in the current market​. Key Insights💡 ✅Top 50 Cities: Premiumization & experiences are driving affluent customers toward international and D2C brands. Meanwhile, middle-class consumers, feeling the pinch of inflation, are gravitating towards value-focused options like Westside, Zudio & Myntra. ✅Smaller Urban Centers: A shift from unorganized to organized retail is evident, with value formats like Zudio and V2 Retail leading the way​ alongwith Myntra. 📌 What does this mean for the industry? Despite the challenges, the robust performance of D2C brands, international players, and value-driven formats like Trent signals a vibrant and resilient #retaillandscape. These gains outshine the muted growth of traditional players, affirming that India’s consumption story remains positive. 📌 For traditional retailers, the message is clear: It’s time to innovate and realign. While Shoppers Stop’s efforts to refresh its portfolio with new formats & #beauty offerings are steps forward, more needs to be done. The struggles of Metro, ABRL, & AFL underscore urgent need to adapt, focusing on innovation, value, & staying aligned with #evolvingconsumer expectations. Those who embrace these changes will be the ones to thrive in this dynamic market. Agree?

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Consumer Loyalty Programs / Customer Loyalty : I was in discussion with 'Loyalty' / 'Engagement' driving professional third party agency a while ago. I am exposed & driving 'Loyalty' / 'Engagement' programs since ages for brands like LG, Toshiba, Hindware & Michelin as a Marketing custodian. But had never delved deep into 'Loyalty' as a word / expression / emotion. During the discussion, I asked a very basic question to myself and the agency - "What is 'Loyalty' ?".....And I reached to an answer myself.... The answer I gave is "Loyalty is 'UNCONDITIONAL' 'ONE WAY' 'LOVE' !"... Agree ? Thoughts please...... #sales #marketing #brand #business #categorymanagement #productplanning #recruitment #manpower #humanresource #staffing #search #selection #consultant #team #culture #jobs #jobsearch #OpenToWork #India #recruitmentprofessionals #headhunter

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Are Hospitals getting Retail-ised? QSRs, Convenience Stores, Salons, Toy shops – is this Hospital 2.0? With hospital canteens co-existing, is this a new 'Food Mall' Concept? With Swiggy and Zomato orders making way to hospital corridors (Patient Relatives), is this Land Monetisation opportunity or a Deep Customer Insight of ‘Healing & Well Being’?  While the jury is yet not out on fast food at hospitals, with brands trying to Healthify their menu, can surely vouch that, my first eat-out meal post recovery, favourite Hibiscus Tea at Starbucks and Maggi is a Dopamine Boost than a mere Hunger Hormone! Would your vote be in favour or against such retail offerings at hospitals? #ThinkLikeABrandActLikeARetailer. #DoesBrandDriveBusinessOrDoesBusinessBuildBrand? #BrandDopamineMoments

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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 Whole Truth Foods team recently participated in a gifting expo in Pragati Maidan, New Delhi. Despite taking a modest stall, accoutred only with energy and smiles, we must have received 200+ enquiries from gifting partners, corporate clients, distribution partners, retail chains, gyms, packaging vendors etc. Now, this isn't a humble brag. One, I don't know if this number is worth bragging about. Two, when I want to brag, I prefer doing it properly. So, back to my train of thought. What's the best practice in setting up a stall at any industry event? How do you collect leads, bucket them and get back to them? What's the system or process here? The experience felt overwhelming for us, and while we designed something on the fly, I'm keen to know how others approach these events. If you've participated in an event, do shout. If not, whisper your secret thoughts like a normal person. #gifting #events #leadmanagement

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Honasa Consumer Ltd., the parent company of Mamaearth, has reached a major milestone with its hair care brand BBLUNT India. Acquired in February 2022, BBlunt has seen its annual revenue run rate (ARR) soar to Rs 100 crore—a fourfold increase since joining Honasa's portfolio. This achievement showcases the brand’s successful integration and rising prominence in India's competitive hair care market. BBlunt's impressive growth is powered by Honasa Consumer's strategic emphasis on data-driven innovation and focused product development. By combining feedback from stylists, consumers, and rigorous salon testing, BBlunt has crafted a range of products that cater specifically to Indian hair needs. From hair colors to styling products, BBlunt addresses common issues like hard water and pollution, providing salon-quality results at home. This milestone follows a series of successes for Honasa Consumer. Earlier this year, The Derma Co, known for its active ingredient-based skincare, reached an ARR of Rs 500 crore, while Aqualogica, a skincare brand focusing on hydration, surpassed Rs 150 crore in ARR. These accomplishments highlight Honasa's ability to drive growth across multiple segments in the beauty and personal care industry. Varun Alagh, co-founder, chairman, and CEO of Honasa Consumer, expressed his confidence in BBlunt’s growth from the start. “Our strategic approach has been key to BBlunt’s expansion. This milestone reflects our deep understanding of the Indian hair care market and our commitment to creating products that truly address the needs of Indian consumers,” said Alagh. In a recent move, Honasa Consumer decided to discontinue its ayurvedic beauty brand, Ayuga, as of August 9, due to challenges in achieving product-market fit. Despite this, the company’s strong portfolio continues with six active brands, including Mamaearth, The Derma Co, Aqualogica, Dr. Sheth's, BBlunt, and Staze. Financially, Honasa Consumer has been thriving. For the April-June period, the company reported a 19% year-on-year increase in operating revenue, reaching Rs 554 crore, with net profit rising by 62% to Rs 40 crore. #HonasaConsumer #BBlunt #BeautyTech #BeautyAndPersonalCare #HairCare #Mamaearth #BusinessGrowth #IndianBeautyMarket #RevenueMilestone #SkincareSuccess #InnovationInBeauty #HairCareProducts #DataDrivenBeauty #ConsumerBrands #BeautyIndustry #ARR #BeautyMarket #AllBoutCorps

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