Vineet Khanna

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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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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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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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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Pune and Mumbai are about to witness the rise of a new retail concept that seamlessly blends agriculture and technology. An agritech company Kisanserv has announced plans to open 250 omnichannel stores in these cities, signaling a shift in how we approach farming and shopping. Let's explore how this innovative approach aims to transform the landscape of these bustling metropolises. #RetailExperience #RetailBusinessOwners #RetailDesign #StoreDesign #ShoppingExperience

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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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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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Future of the Indian Ready-to-Eat (RTE) Market Current Market Overview The Indian RTE market, valued at ₹4,800 crores, is growing at 18% annually. It was initially driven by working couples balancing time constraints with convenience. However, competition from food delivery platforms like Swiggy, which offer fresh meals, has posed a challenge. Despite this, RTE meals remain a cost-effective alternative, being almost 50% cheaper than freshly delivered food. RTE consumption has also expanded beyond working couples. It has gained significant traction among: Students and Executives Abroad: Indian students and professionals working or studying overseas rely on RTE meals for familiar, affordable, and convenient options. Travelers and NRIs: People traveling abroad for business or leisure frequently carry RTE meals for easy access to Indian flavors. Opportunities and Future Trends 1. Changing Consumer Preferences: A growing shift toward plant-based vegan food and health-oriented products, including low-sodium, organic, and multigrain options. The demand for "on-the-go" healthy meals and compact, wholesome brunch solutions is expected to grow. 2. Regional and Global Tastes: Adapting RTE products to cater to regional preferences domestically while creating non-spicy Indian options for international consumers can expand market reach. A personal experience in China highlights this potential: at a restaurant, I was served chicken with groundnuts, customized to suit my Indian background. This demonstrates how adapting flavors can attract diverse audiences. 3. Packaging and Distribution: Innovative, sustainable packaging is crucial for convenience and shelf-life, particularly for international travel. Distribution channels should include unconventional methods like airport vending machines, collaborations with airlines, and online platforms. 4. Export Potential: The growing Indian diaspora and global interest in Indian cuisine present opportunities to scale exports of RTE meals. Strategic Focus Areas To sustain and accelerate growth, the RTE segment must focus on health-conscious products, adapt to diverse taste preferences, and prioritize packaging and distribution innovations. By leveraging both domestic and export opportunities, the Indian RTE market is poised for significant expansion.

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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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🇮🇳 Rural consumers are going big on FMCG. While rural demand has increased due to a good monsoon : Rural India is now buying more FMCG products. 🧃Quick Commerce too is getting a big piece in the Urban landscape. Rising preference for convenience products, increasing purchasing power, and greater engagement with digital tools is driving this trend. #IndianConsumer #FMCG #IndianMarket #Bazaar

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Delhi-NCR based dairytech startup Country Delight Country is looking to raise $9 Mn (Rs 76 Cr) from Alteria Capital in a mix of debt and equity infusion. To net the funds, Country Delight’s board has passed a special resolution to issue 70,000 Series F2 debentures at an issue price of Rs 1 Lakh each and 3,160 Series E1 Compulsorily Convertible Cumulative Partly Paid Preference Shares (CCPS) at an issue price of Rs 21,045, as per the startup’s filings.  🚀 Join the startup revolution! Follow StartupTrak for the latest and hottest startup news, inspiring stories, and game-changing innovations! 💯❤️🔥 . . #CountryDelight #Dairytech #FundingRound #AlteriaCapital #DebtAndEquity #SeriesF2Debentures #SeriesE1CCPS #StartupFunding #TechInvestments #DelhiNCRStartups #BusinessNews #InvestmentNews #IndianStartups #FinancialNews #CorporateEarnings #StartupGrowth #TechIndustry #BusinessUpdate #StartupNews #StartupTrak

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At Snackfax we belive the biggest opportunity is institutionalization. As you club this with awareness ( content led exposure) 1. the speed becomes 4X, 2. Consumption of new product improves margins. In the recent conversation with Vishal we covered exactly these nuances. Check our the full conversation for more insights: https://lnkd.in/g9mjrai6

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Enhancing the VEG SUTRA Experience through Strategic Partnerships..!! At VEG SUTRA, we're always striving to add value to our customers beyond just great food. With over **2000 meals served daily** across Mumbai via Swiggy and Zomato, we understand that our customers deserve more than just a meal—they deserve experiences that enrich their lifestyle. That’s why we’ve partnered with Websites.co.in to offer **exclusive discounts** on their subscription plans, available only to VEG SUTRA customers. This is just one example of how we’re constantly seeking new ways to bring more value to those who trust us for their daily meals. Our goal is to build a customer ecosystem where your daily interactions with us go beyond just satisfying hunger. By collaborating with like-minded brands, we aim to provide exclusive benefits that enhance your overall experience. Stay tuned as we continue to bring more partnerships that offer value in unexpected ways. After all, at VEG SUTRA, it’s all about creating more value for you! #CustomerFirst #AddedValue #ExclusiveBenefits #CrossBranding #VEGSUTRA #Mumbai #Swiggy #Zomato #StrategicPartnerships

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As the festive season approaches, the quick commerce landscape is rapidly expanding into Tier-II and beyond. Companies like Swiggy Instamart, Blinkit, and Zepto are driving this growth, launching in new cities at an impressive pace. However, the real challenge lies in maintaining operational efficiency and sustaining demand in these smaller markets. With thin margins, success in these regions will depend heavily on smart execution focusing on launching dark stores in high-density areas and partnering with local brands to offer region-specific products. Instamart’s partnerships with local vendors like Narans Foods in Mangalore and Blinkit's collaborations with brands like Milma Milk in Kochi showcase the power of local connections. As competition intensifies, it will be interesting to see how quick commerce players leverage their growing networks and deliver faster, smarter services to customers across the country. The key? Execution and local relevance. #QuickCommerce #Ecommerce #FestivalSeason #DarkStores #RetailInnovation

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Is there something for agriculture companies to think. Nokia. Kodak. HMT. Blackberry. Leaders in their domain. Innovator's Dilemma- the only reason they were out of business because they couldn't catch up with the changing macro environment. (ref:Jaspreet Bindra) #⃣Focusing too much on their current success, missing or undermining new technologies or business models that initially serve a small market but ultimately disrupt the industry. #⃣The fear of introducing something new that may cannibalize their existing business overshadows the reality of changing customer & market dynamics. As put by Devina Mehra Livemint Lounge, it is this kind of behavior that makes room for the next new company meeting similar needs. In majority of the cases, it isn't the external readiness but the internal permission that ends up changing the future. (ref:Category Pirates) #TheSundayMaG

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Established Fresh Food Brands should venture into FMCG to achieve massive scale! Before I explain further why & how they can do that, let us first understand basics of fresh food businesses in India. 🥙For a vast majority of Indians; fresh food is easily available and accessible - thanks to our "home cooked meal" which is mostly prepared fresh. 🥙2 out of 4 meals (in a day) by an average Indian is consumed at home and hence for us, Healthy Food = Fresh! 🥙The above two consumer behavior has been the biggest driver for “out of home” food consumption too! 🥙Here for the definition - I would like to put HORECA (hotels, restaurants, catering) under the umbrella of "fresh food businesses”. 🥙As much as food is at core for driving HORECA business, the service aspect along with it's food is critically important for their success. 🥙Maintaining freshness of the food (knowing the shelf life issues, wastages etc.) along with its services aspect has always been deterrent to achieve massive scale. Given our rising dependency on packaged foods & the need to have 'near-to-fresh' products positioned on the retail shelf; poses ample opportunities for established HORECA brands to venture into their own range of packaged foods. 🍝Most of the hotels, restaurants and even caterers derive their consumer loyalty through taste and specialised cuisine they master in 🍝Riding on this loyalty and stronger taste preferences - HORECA brands can deep dive into their menus to chalk out their top selling items / food concepts 🍝They can further attempt to convert these recipes into pantry staples or kitchen essentials in the packaged format 🍝The line of packaged food items can be marketed under same brand name to ensure to ride on the stonger brand equity created by the mother HORECA brand 🍝Moreover, it would be easy for them to sell these through their restaurants / website and also reatil stores nearby their restaurants 🍝HORECA chains can simply retain their unique taste & recipes and hire a contract manufacturer without worrying about capital investments for manufacturing Chalking below few examples of how fresh food concepts can be converted into packaged foods: - Can a renowned chain of Indian restaurants sell Indian chutneys, or curries - Can a chain of asian restaurats manufacture asian sauces, dips & condiments - Can a speciality dessert chain get into their own line of chocolate sauces, ice-creams, waffles and lot more One such establised Indian QSR brand that is attempting to do this successfully is Wow! Momo! After scaling their QSR business through Momos and Chindian cuisine, with more than 660 stores across the country - WOW Momos has ventured into frozen momos, cuppa noodles, thukpa, coconut water in the packaged foods range and is having a robust omni-channel go-to-market strategy for their FMCG range. They expect FMCG to bring a significant 25% revenue of nearly Rs 100 crore to its overall topline in the next 3 yrs! #fresh

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Can food processing lead to improved agriculture and a better RoI for farmers? Despite food and grocery being the largest segment in Indian retail, the share of consumer rupee for farmers is least. 🧩Form cluster wise farmer collectives for crops that have processing potential, and market demand. 📞Provide crop advisory that helps value chain partners to achieve better processing output recovery, and improved post processing quality. 🏭Create processing infrastructure either through farmer collectives or MSMEs, that can process all grades of farm output. 🚛Develop cost effective supply chain that fulfils the market linkage requirement for the processing units. Growing horticultural crops with processing potential does help in risk diversification for farmers but the price volatility stays. Actual, sustainable improvement in farm RoI through an overall supportive system is required to reduce price volatility and improve farm incomes. Info credit: Punjab Agricultural University, V P Sethi, Dr Ramandeep Singh Image credit: SHITI KANTH MISHRA

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