Venkat Jangam

A super light and fun read with diverse business case studies “Storm the Norm by Anisha Motwani”. Cases from India market (mix of home grown, multinational and global brands), but quite relevant for marketers operating in emerging economies. 20 case studies of brands from diverse categories and contexts that succeeded in the face of great challenges. Mix of Entrepreneurial journeys that disrupted the market by uncovering hidden opportunities and creating entirely new categories; Challengers who really put up bold fight and won against established leaders by innovative products, services and marketing and of Legacy brands and companies on how they kept reinventing the core and continued their winning journey. This is a book from 2016 so does not included D2C or new age startup case studies but covered cases are good to understand business dynamics and tool kits available with marketers to create disruptions. Written with most inputs from brand and marketing teams so has a bit of boasting at time but still quite lucid with good analogies and insight on strategies undertaken and key roadblocks faced. Another bonus; this book is available in Kindle Unlimited for free.

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Pricing Policy In FMCG Context: In the FMCG (Fast-Moving Consumer Goods) sector, pricing policy is a key element of the overall marketing strategy. It dictates how products are priced to appeal to consumers while maintaining profitability and market share. Pricing policies in FMCG must be designed to address consumer demand, competition, cost structure, and distribution considerations. Basics of Pricing Policy in FMCG 1. Cost Structure FMCG pricing is fundamentally influenced by production costs, including raw materials, labor, packaging, and distribution. Cost-Plus Pricing is a common approach where the price is set by adding a markup to the cost of production. This ensures the company covers its costs and achieves a profit margin. 2. Consumer Demand Price Elasticity: FMCG products typically have a high degree of price sensitivity because they are essential goods (like food, beverages, and household items). Even small price changes can significantly impact demand. Pricing policies must reflect consumer willingness to pay, which is often influenced by brand loyalty, perceived value, and competitor prices. 3. Market Competition FMCG markets are highly competitive, often with numerous brands very competing for market share. Competitive Pricing: Companies often price products in line with or slightly below competitors to avoid losing market share. 4. Distribution and Supply Chain Costs The cost of getting products to retailers or directly to consumers affects pricing. Efficient supply chains help lower prices. Some companies may choose to offset higher distribution costs with higher prices, while others aim for economies of scale through large volumes and low margins. 5. Market Segmentation Different price points may be set for different segments of the market, such as premium, mid-tier, and economy products. Price Differentiation: Companies like Unilever or Procter & Gamble offer a range of products at different price levels (e.g., Lux vs. Dove soaps) to target various consumer segments. 6. Product Life Cycle Pricing can vary depending on where the product is in its life cycle: Introduction: New products may be priced lower to gain market share (penetration pricing) or higher to recoup development costs (skimming pricing). Maturity: Prices stabilize, and discounts or promotions may be used to maintain market share. Decline: Prices may be lowered to clear stock as demand decreases. Pricing policy in FMCG is an intricate balance between consumer demand, competition, costs, and market segmentation. FMCG companies use a combination of pricing strategies, from penetration pricing to premium pricing, to remain competitive while maximizing sales and profitability. Understanding the market dynamics, target consumers, and distribution channels is crucial in establishing a robust and effective pricing policy in this highly competitive sector.

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𝐌𝐚𝐫𝐢𝐜𝐨'𝐬 𝐃𝐨𝐦𝐢𝐧𝐚𝐧𝐜𝐞: 𝐀 𝐏𝐨𝐰𝐞𝐫𝐡𝐨𝐮𝐬𝐞 𝐢𝐧 𝐭𝐡𝐞 𝐅𝐌𝐂𝐆 𝐒𝐩𝐚𝐜𝐞 Marico, a leader in the Fast-Moving Consumer Goods (FMCG) sector, exemplifies how a company can dominate multiple markets by focusing on product quality, regional adaptations, and strategic branding. Marico’s success across different categories and geographies demonstrates its ability to understand diverse consumer needs. Here's a look at how Marico rules its key segments: Coconut Oil – India & Bangladesh Marico’s flagship product, Parachute Coconut Oil, holds a massive 58% market share in India and an impressive 86% in Bangladesh. Its consistent quality and deep market understanding have cemented consumer trust across borders. Hair Oils – India Nihar Naturals enjoys 33% of the Indian hair oil market, thanks to Marico’s innovations in natural and health-focused products. This adaptability keeps Marico ahead in a highly competitive segment. Hair Serum – India Livon Hair Serum commands a dominant 83% of India’s hair serum market, making it a preferred choice for modern consumers seeking non-greasy hair care solutions. Refined Oil – India Marico’s Saffola holds 66% of the refined oil market in India. With a strong focus on heart health and wellness, Saffola appeals to the health-conscious consumer. Hair Gels – India & Egypt Set Wet holds a 62% share in India, while Fiancée captures 54% of the hair gel market in Egypt, showcasing Marico’s ability to localize its offerings effectively. Male Grooming & Deodorants – Vietnam In Vietnam, X-Men dominates with 38% of the male shampoo market and 32% of the deodorants segment, marking Marico’s agility in addressing men’s grooming needs. #FMCG #Marico #MarketLeadership #GlobalExpansion #ConsumerGoods

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5 Key Trends to Watch out in Indian Snacking Consumption 🇮🇳 As consumers seek convenience and variety in their snacking choices, manufacturers are innovating to meet these demands. Here are the top trends shaping the dynamic snack landscape in India: 🌟 Rising Demand for Premium Snacks 🌟 Fusion of Flavours 🌟 E-com & D2C 🌟 Nutritious Snack Choices 🌟 Regional Delicacies in Every Bite Stay ahead of the curve and keep an eye on these trends that are set to transform the snacking industry in the years to come! 🍿🌶️🥜 #Snacking #Trends #Innovation 🚀

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A master class in cooperative philosophy and collective well being through missionary professionalism.

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Good article on how FMCG business landscape is changing and what will be needed to succeed in future

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Honasa Consumer Ltd. is proud to announce its Q4 and FY24 results, demonstrating significant growth and enhanced profitability. Some highlights from the business performance: - Honasa Consumer Ltd. continues to deliver disruptive growth in Q4, much ahead of Fmcg industry, with 23% (like-for-like) YoY revenue growth  - Business continues to grow efficiently, with full year PAT of INR 111 Cr and 7.1% EBITDA; delivered ever-highest quarterly PAT of INR 30 Cr - Strong offtake momentum continues for Mamaearth with faster than market growth, with120 bps offline market-share growth YoY for facewashes, and 40 bps for shampoos - The DermaCo hits INR 500 Cr+ ARR, achieving break-even in all quarters of FY24 - Acquisition of Cosmogenesis laboratories, to strengthen Honasa's R&D capabilities and add rich formulation experience (built through 5000+formulations over 25+ years of experience - Launched its first impact assessment report highlights significant contributions to economic value generation, student engagement, and women-focused interventions delivered across brands Thank you to all our consumers, shareholders, investors and employees for their support through this journey!  We are committed to building in India, for India!  #performancemax #quarterresults #businessupdate shareholders, investors and employees for their support through this journey!  We are committed to building in India, for India!  #performancemax #quarterresults #businessupdate

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The undeniable truth of our business... Irrespective of whether you are an age old brand or a DTC newbie, ability to reach to retail counters directly is how you grow in #FMCG If this was not the case then, Marico Limited would have never launched coconut oil in bottles Dabur India Limited would not have explored Tetra pack for Real Juice Shampoo would never have been launched in sachets by CavinKare All of the above was done to ensure retail presence so that consumers can have the ease of buying in favourable quantity Direct distribution, once build, can continue to give returns for a long time Below article captures the importance of this and why it's a constant priority #Salesanddistribution #salesandmarketing #industrytruths

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Honasa Consumer Ltd. is proud to announce its Q4 and FY24 results, demonstrating significant growth and enhanced profitability. Some highlights from the business performance:  - HonasaConsumer continues to deliver disruptive growth in Q4, much ahead of FMCGindustry, with 23% (like-for-like) YoY revenue growth - Businesscontinues to grow efficiently, with full year PAT of INR 111 Cr and 7.1%EBITDA; delivered ever-highest quarterly PAT of INR 30 Cr- Strongofftake momentum continues for Mamaearth with faster than market growth, with120 bps offline market-share growth YoY for facewashes, and 40 bps for shampoos- The Derma Co. hits INR 500 Cr+ ARR, achieving break-even in all quarters of FY24. -Acquisition of Cosmogenesis laboratories, to strengthen Honasa's R&Dcapabilities and add rich formulation experience (built through 5000+formulations over 25+ years of experience)- Launched its first impact assessment report highlightssignificant contributions to economic value generation, student engagement, andwomen-focused interventions delivered across brands Thank you to all our consumers, shareholders, investors and employees for their support through this journey! We are committed to building in India, for India! #performancemax #quarterresults #businessupdate

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Sharing an important point for a BRAND STRATEGY on which I had written before, What’s your Brand’s CORE PURPOSE ? Peter Drucker , voted as the Management thinker of the 21st century , once said “ THE CUSTOMER RARELY BUYS what the business thinks it sells him” . Do All Brands really know what they are selling to the consumer (or the customer in case of a B2B ? ) And to do this , the Brand custodians must understand it’s CORE PURPOSE . some examples ( not the co. version ) : PAMPERS exists to help mothers with their babies all round development , APPLE enables it’s users with creativity and self - expression , JOHN DEERE is about making a difference to farmers lives , MASTERCARD makes lives simpler and more flexible , DIESEL exists to ensure endless imagination and possibilities in style , RED BULL exists to energize the world . And to understand the Brand core purpose , it’s important to understand the CORE DRIVER behind the consumer / customer’s behaviour. Therefore , understanding the core driver of the customer’s behaviour leads to gaining deep insights leading to defining the Brand CORE PURPOSE

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Just a thought: There is no alternative to P2P interactions of a product. The word of mouth makreting is the ultimate and is challenging keeping the unit economics in consideration. For that we need to improvise and improve our products constantly. In FMCG, word of mouth is the ultimate approach done wisely. #FMCG, #D2CSales, #BrandStrategy, #CustomerEngagement, #MarketingTips, #DigitalMarketing, #ConsumerBehavior, #BrandLanguage, #BusinessStrategy, #Ecommerce, #OnlineSales, #CustomerFirst, #ThoughtLeadership

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Rescuing the Decade - CPGs’ Path to Growth in a Challenging Market After years of reliable growth, the CPG industry is at a crossroads. Once a top-performer, CPGs now face stagnation in growth and pressure from shifting consumer demands, rising costs, and slowing global markets. But there's hope— CPG leaders can reignite growth and strengthen performance. Here are the top recommendations from McKinsey Transform the Portfolio    - CPGs need bold moves to reshape portfolios, focusing on high-growth categories and emerging markets.   - Embracing (M&D&A) allows companies to gain a stronger foothold in premium and high-growth segments, essential for a sustainable competitive edge. Build Operational Excellence   - Commercial and digital excellence are critical to reclaiming market share and deliver premium experiences.   - Leaning into generative AI and automation, CPGs can cut costs and create efficiencies—freeing up resources to invest in innovative marketing and rapid product development. Resilience demands change. The CPGs that invest in transformation and tackle both strategic growth and operational efficiencies will be the ones to lead in the next decade. Let's stay ahead by embracing this era’s challenges with innovation and agility! (Source: McKinsey-Rescuing the decade: A dual agenda for the consumer goods industry) #CPG #ConsumerGoods #Innovation #GrowthStrategy #Leadership

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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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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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Grow Category or Steal Share? What's your Brand Task? I had the privilege of serving under Anand Kripalu's leadership in both Mondelēz International & DIAGEO India between 2005 & 2015. In both the organisations, Anand would craft the company strategy in easily understandable goals and then proceed to review himself every quarter. This ensured that the entire organisation till the very last person, in the field, understood the strategy, the basis of decision making and exactly what we needed to solve for collectively. In the strategy he crafted at Cadbury, I was intrigued that his #1 Goal - Grow Category with Cadbury Dairy Milk #2 Goal - Steal Share through 5 Star, Perk & Gems Later through the Market Mix Modelling research it was further validated that Cadbury Dairy Milk with Ads like Pehli Tareeq, Shubh Aarambh doesnt just grow CDM they grow the entire chocolate category including competition. While Investments on Brands like Perk, 5 Star & Gems are correlated with their own Market Share growth rather than category acceleration. Do get such meaningful insights from your copy of 'The Practical Marketer' available for Pre Order on Amazon now! Learn from the finest leaders that the industry has to offer, like I have had the privilege of doing! In your experience do Brand need to choose their Task between either Growing the Category or Stealing Share? What Brands do these Tasks the best? Visit thepracticalmarketer.com https://lnkd.in/dq2FxcaE to know more. #thepracticalmarketer #marketing #brands Jaico Digital Misha Bhatt Pheji Phalghunan shraddha G. Akash Shah

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FMCG will continue to grow at an accelerated rate. Established FMCG Companies should report better bottomline in next quarter, once they are able to pass on the rising input costs to end consumers. Margin expansion will improve the bottomline significantly.

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EPISODE 2 IS NOW LIVE Here is the link: https://lnkd.in/g9qASn9J FMCG Sales Executives should remember that performance alone may not make you an ASM. You need to blend a few special elements. This episode tells you about one of the principal elements. For details, please watch our Episode 2 and learn about it. All the very best God bless all!

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🚀💡Deinfluencing to Influencing in FMCG! 🌐✨ Time to re-evaluate traditional marketing strategies and embrace innovative approaches that resonate with today's savvy consumers. Here’s what you can gain from this trend: Consumer Trust: Cultivating an authentic and transparent connection with your audience can result in long-lasting loyalty. Brand Differentiation: Differentiate yourself in a competitive market by promoting genuine interactions and maintaining product integrity. Strategic Agility: Stay prepared to adjust and refine your strategies according to immediate consumer input and market shifts. This strategic pivot is not just about changing tactics but about transforming the FMCG landscape.

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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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