Varun Sadana

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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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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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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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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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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Thoroughly enjoyed speaking with Anurag Goyal on his show Sip to Success. He's running a great business in packaging and interviews founders from fmcg, retail and d2c industries. In this podcast, we talk about: 1. My decade long journey in #entrepreneurship, how after 2 failed tech startups, I went #offline and I founded New Shop with Charak Almast and Mani Dev Gyawali as we saw a $40 Billion opportunity in standardising modern convenience retail in India. 2. India is an Entrepreneurship obsessed country and 83% Indians choose to become entrepreneurs as against the global average of 53%. but, 90% of them fail. We know How being a failed #entrepreneur feels like, and that's why we are on a mission to empowering and democratising business ownership in India, by having built a breakthrough #franchising model that's already empowered 100s of #franchiseowners of New Shop. 3. How New Shop's #franchise model works and how we plan to empower 10,000 successful business owners by 2030. 4. The future of franchising, estimated to become a $150B industry by 2028. 5. The future of retail industry is pegged at $2Trillion by 2032, and there will be many players in different types of #modernretail, #ecommerce, and #qcommerce solving for different consumers needs - like how it has happened in evolved consumer markets like USA, China. 6. There will be a consolidation in #traditional retailers, driven by new age consumer demands, infrastructural developments and franchise aspirations. 7. Our experience of working with #d2c brands, and how they can improve to better position for offline retail. https://lnkd.in/gXRp83XH

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Distributor Is Not Everyone's Forte - B2B Market Entry Alert for New Brands ! Thinking of partnering with distributors? Think again! Here's why: - Distributors often reject untested products in the market. - They prioritize salability over margin or exclusivity. - You need a proven market presence (B2C or B2B) to attract distributors. Focus on finding your first B2B customers through: - Retail and wholesale segments - Competitive pricing - Low Minimum Order Quantity (MOQ) Avoid costly mistakes: - High MOQ demands can sink deals! - Don't prioritize exclusivity over market traction. Watch this video for expert B2B market entry insights: - https://lnkd.in/gnWqZZp9 - Also, read distribution blogs at https://lnkd.in/gHMHTiSz Takeaway: Build market presence, find customers, and then approach distributors. #b2b #d2c #distributor #wholesaler #B2BMarketEntry #B2BSales #DistributorMyths

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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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🧼 𝐁𝐚𝐭𝐡𝐢𝐧𝐠 𝐒𝐨𝐚𝐩 𝐌𝐚𝐫𝐤𝐞𝐭 𝐓𝐫𝐞𝐧𝐝𝐬 𝐨𝐧 𝐁𝐥𝐢𝐧𝐤𝐢𝐭 – 𝐍𝐨𝐯𝐞𝐦𝐛𝐞𝐫 𝟐𝟎𝟐𝟒 🧼 The bathing soap category is bubbling with insights as brands carve their niches in consumer preferences! Dettol by Reckit Benckiser India Limited leads with a strong 20.93% share, driven by its antibacterial edge. Cinthol by Godrej Consumer Products Limited follows at 13.95%, resonating with freshness enthusiasts. Mid-tier brands like 𝐃𝐨𝐯𝐞 by Unilever, 𝐅𝐢𝐚𝐦𝐚 by ITC Limited, Biotique, 𝐚𝐧𝐝 𝐆𝐨𝐝𝐫𝐞𝐣 𝐍𝐨.𝟏 hold 6.98% each, offering a diverse mix of luxury, herbal, and mass-market appeal. Low Share Brands like 𝐁𝐨𝐫𝐨𝐩𝐥𝐮𝐬 by Emami Ltd, Cetaphil, Earth Rhythm, and others hold 2.33% of the market. 🗺 𝐑𝐞𝐠𝐢𝐨𝐧𝐚𝐥 𝐁𝐫𝐞𝐚𝐤𝐝𝐨𝐰𝐧:  Delhi NCR: Dettol, Dove, and Cinthol dominate preferences. Mumbai & Pune: Cinthol, Dettol, and Fiama shine. Bangalore & Chennai: Fiama, Dove, and Santoor take the lead. Rest of India: Dettol, Godrej No.1, and Lifebuoy have a wide reach. 🌿 𝐓𝐫𝐞𝐧𝐝𝐢𝐧𝐠 𝐒𝐞𝐠𝐦𝐞𝐧𝐭𝐬: Herbal soaps like Himalaya Herbal Healthcare and Biotique are gaining traction, while luxury options like Fiama and Cetaphil are appealing to premium seekers. 📊 𝐂𝐨𝐧𝐬𝐮𝐦𝐞𝐫 𝐁𝐞𝐡𝐚𝐯𝐢𝐨𝐫: Search terms like "Dove soap," "antibacterial soap," and "herbal soap" reveal a strong focus on branded and natural products. The soap aisle is evolving, and the competition is fiercer than ever. Let’s break down the leaders by their strengths: 💧 Moisturizing Soaps: Dove and Pears stay true to their promise of nourishment, becoming the top picks for hydration. 🛡 Antibacterial Soaps: Dettol and Lifebuoy dominate with their strong hygiene focus, cementing their place in households worldwide. 🌿 Herbal Soaps: Himalaya and Khadi Essentials are trailblazing the natural skincare movement, catering to the herbal and eco-conscious consumer. ✨ Luxury Soaps: Fiama and Cetaphil are synonymous with indulgence, appealing to premium seekers. 𝐖𝐡𝐞𝐧 𝐢𝐭 𝐜𝐨𝐦𝐞𝐬 𝐭𝐨 𝐯𝐢𝐬𝐢𝐛𝐢𝐥𝐢𝐭𝐲: Dove and Dettol shine in organic search, reflecting their deep-rooted consumer trust. Himalaya and Santoor lead in paid campaigns, showcasing their robust marketing efforts. What’s clear? Whether it's the rise of Plum in natural shampoos or Blinkit emerging in e-commerce, consumer preferences are shifting toward personalized, natural, and high-value offerings. Which of these brands aligns with your lifestyle? Share your thoughts below! 🛀 Disclaimer: This data is on the basis of our internal algorithm #MarketInsights #ConsumerPreferences #Blinkit #MarketTrends #Ecommerce #Trailytics

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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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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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Shareholders of food delivery platform Swiggy have cleared the company’s proposal to increase the component of fresh shares in its upcoming initial public offering (IPO) to Rs 5,000 crore, people briefed on the matter told ET. Earlier, the company had planned to issue fresh shares worth Rs 3,750 crore in the IPO along with 185.3 million shares offered for sale by its existing investors. #swiggy #quickcommerce #fooddelivery #IPO #investmentnews #ETretail #latestnews

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Demystifying #D2C founder jargons What we say vs what it means. 1) We are building a disruptive omnichannel strategy What we mean - we sell online and in stores 2) We are seeing great traction in our cohorts. What we mean - customers like it 3) We need to create a GTM strategy for this line What we mean - need a plan, bechenge kaise 4) We are iterating on the MVP What we mean - we are still fixing our first product 5) We are stealth mode, building a category defining product What we mean - abhi dikhane layak kuch hai nahi 6) We have a first mover advantage in this category ( I have said this so much 🙈) What we mean - We are the only ones doing this, for now 7) we are on hyper growth trajectory What we mean - sales increased last month What jargons are you using ? #keepitsimple #jargonhijargon #uncomplicate

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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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#ETNOWExclusive | What was the rationale behind Agro Tech's acquisition of Del Monte Foods? Samara Capital's Sumeet Narang discusses the acquisition, investment strategies, exits and upcoming IPOs in an exclusive interview with ET NOW's Anurag Joshi. Listen in! Anurag Joshi #PrivateEquity #Investing #SamaraCapital #DelMonte Times Network

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The 5 South Indian States are leading the FMCG recovery in India.

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What I enjoy about working at Zomato as a #Sustainability professional 1. There's always ample space for #ESG updates in our quarterly shareholder letters no matter how big a quarter the business has had. This forces us all to think about our quarterly contribution. (That's the cue for you to download our Q1 FY25 letter) 2. My leadership never asks me 'Why is this environmental or social impact initiative important?' Their question is always 'What should we do to make this happen? It shifts the limits of what's possible from external (the problem ESG professionals usually face) to internal (how can I up my own ambition on this agenda) 3. Our ESG agenda gets so much love and support from our incredible Board of Directors many of who are deeply invested in Sustainability ventures and programs. It's rare to get perfect alignment of head and heart on ESG in any company. Zomato amazes me everyday.

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Great advice on growing D2C. Also a powerful lesson on how an entrepreneur thinks as opposed to a 'founder'. Public market benchmarking on bottom line, not top line. Operating with a ten percent profit margin, you need 150 crores of Earnings, which requires 1500 crore of topline, to get to a valuation of ~5000 crore+ These are similar multiples to what I offer, because they're close to reality. Seeking a 15x+ multiple on your topline? I'm the wrong person to chat with #venturecapital #founder #startups #scaling #valuation

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