Eastern Condiments Pvt Ltd’s Post

Understanding Nepal's Marketing Fact !! WorldLink's leadership, NCELL's exclusivity, and Unilever's focus: I have analyzed these brands in the context of " The 22 Immutable Laws of Marketing " by Samuel J. Wood and how these brands leverage key marketing laws in our unique Nepali market. Your insights, perspectives or interpretations may vary, but are welcome! #Marketing #Nepal #LawsofMarketing #WorldLink #NCELL #Unilever #bestsellingbook ##brandstrategies #marketanalysis #Nepal #nepalibrand #digitalamarketing

PepsiCo Ushers in New Era of Leadership in India with Appointment of Jagrut Kotecha In a landmark move that signals a new chapter for one of the world's leading food and beverage giants, PepsiCo has unveiled Jagrut Kotecha as the new CEO of its India operations. Kotecha, a cornerstone of PepsiCo's growth strategy in the AMESA region, steps into his new role after a transformative tenure by Ahmed El Sheikh, who now spearheads the Middle East branch. With a storied career from 1994, Kotecha's ascent to the helm comes at a pivotal moment. His strategic insight has been pivotal in reshaping PepsiCo's brand portfolio to resonate with the dynamic Indian market, including the successful launch of global snack powerhouse Doritos in 2017 and the innovative reinvention of local favourites Lay's and Kurkure. As consumer trends continue to evolve, PepsiCo India is poised to meet the burgeoning demand for snacks with exciting new product launches under Kotecha's leadership. Further amplifying its commitment to India, PepsiCo is significantly expanding its Global Business Services Centre in Hyderabad, projecting a leap from 250 to a robust 4,000 employees. Eugene Willemsen, CEO of Africa, Middle-East, and South Asia at PepsiCo, lauds the strategic vision of the new leadership, expressing confidence in Kotecha's ability to steer PepsiCo India to new heights of success. This leadership transition marks not just a change in command but also an affirmation of PepsiCo's relentless pursuit of excellence and innovation in one of its key global markets.

What happens when intelligence meets at the nexus of innovation and business transformation? In conversation with the makers of Budweiser, Arpita Jhunjhunwala talks to Jishnu Gandhi about how AB InBev India is pairing brews and bytes to create the perfect recipe for success! 💛 Stay tuned to hear their story! Releasing tomorrow.

In this episode of CEO2CEO, Juan Aranols of Nestlé Malaysia shares his perspectives on leading with a clear sense of purpose, creating pathways for growth, and implementing sustainable initiatives. Article: https://lnkd.in/gNeBe9_x #BURSASUSTAIN #BursaMalaysia

Coca-Cola's Market Entry Strategy In India Coca-Cola, one of the most iconic global brands, embarked on a complex journey to re-enter the Indian Market.Coca-Cola's market entry strategy in India is a fascinating tale of persistence,adaptation,and strategic maneuvering. Coca-Cola orginally exited India in 1977 due to Foreign Exchange Regulation Act which required foreign companies to dilute their equity holdings to 40%. The liberalization of India's economy in the late 1980's and early 1990's presented an opportunity for Coca-Cola to re-enter India as an exporter, setting up production facilities to manufacture and export Coca-Cola concentrate, but due to political opposition the agreement with local bottlers was ultimately rejected. So, Coca-Cola formed a joint venture with Britannia Industries in 1991. This move was strategic, leveraging Britannia's local market knowledge and distribution networks. Coca-Cola breakthrough came with its strategic alliance with parle in late 1992. By acquiring Parle's popular local brands and accessing its extensive bottling and distribution infrastructure, Coca-Cola effectively entered the Indian market with a strong foothold. Coca-cola's re-entry into india highlights several lessons for market entry strategy in emerging economies such as adaptability, local partnerships, persistence. This case study serves as a valuable example for businesses looking to expand globally, particularly in regions with complex environments like India

Last month, Ajinomoto Co., Inc. held an opinion exchange meeting among directors, aiming to get to know each other better and exchange frank opinions on how to increase the corporate value of the Ajinomoto Group looking forward to 2030. One of the Independent Outside Directors, Ms. Kimie Iwata shared, “The meeting was an invaluable experience for all directors to understand each other’s thoughts and feelings toward the company’s future.” “It was very meaningful that we were able to have a substantial discussion about the essential things that are important to keep raising the corporate value, or to make sure that all the people involved, including employees, who can sympathize with our purpose, become happier.”, says CEO, Taro Fujie. Based on the philosophy of Ajinomoto Group Creating Shared Value (ASV), a strategic initiative to achieve sustainable growth, the Group will reinvest the economic value created by solving social issues through our business operations into further activities, we create a virtuous cycle that contributes to solving yet more social issues. This is the fundamental concept behind our mission to fulfill our purpose of contributing to the well-being of all human beings, our society and our planet with “AminoScience.” Please watch for the learn more about the meeting. #WeAreAjinomotoGroup #Dialogue #CorporateValue #Innovation

Do you want to be a market leader or a market sleeper? Recently, I revisited Apurva Purohit's "Lady, You're the Boss" gifted to me by the amazing Shenomics team at the end of the #LeadLikeaGirl Fellowship. In the book, Apurva talks about how her husband Sanjay Purohit got the staff of Cadbury to stop resting on their laurels and pioneer a campaign that helped them clinch 70% of the market share- the infamous #Shubhaarambh campaign. How? Because Cadbury didn't ask"How can we get customers to buy more chocolates?" Instead, it identified a "job to be done"- customers needed sweets at times of celebration. Cadbury recognized that their real competition wasn't other chocolate companies, it was the entire Indian 'mithai" or confectionery market. And that, my friends, is the difference between market leaders and market sleepers. Market sleepers operate with the mindset of "if it ain't broke, don't fix it." They over-rely on their past successes, become slaves of processes and convention, and- most importantly- stop listening to their customers. Market leaders look at the world around them and continually ask "How can I serve more people by solving more/different problems?" If you're starting a business right now, here's the good news: Most big companies out there are market sleepers. And identifying the correct "job to be done" (among other things) can put you ahead of the giants in your industry. But sometimes the daily grind gets to you, and you need a fresh pair of eyes to see possibilities that you can't see. If you need help with that, let me know in the DMs :)

Navigating the Evolving FMCG Landscape: A Consultant's Perspective The Indian FMCG sector is a whirlwind! As a Brand & Business Development Consultant, I see both challenges and opportunities in its dynamic evolution. Local players are giving giants like HUL & Nestle a run for their money, shaking up strategies across soaps, detergents, and more. India's booming consumption fuels FMCG growth, but regional brands are carving a niche. Established players are countering with price cuts & marketing blitzes. Local heroes like Rungta Tea & Balaji Wafers capitalized on the pandemic, achieving double-digit growth. They're here to stay! HUL, Parle, Marico & Adani Wilmar are fighting back with innovative pricing, product enhancements, and amped-up advertising. But the crucial rural market (35% of sales!) remains a challenge. Inflation cycles also play a role. Lower commodity prices benefit everyone, but it intensifies competition. The rise of e-commerce is another game-changer. Here, smaller brands can challenge giants on a more level playing field. FMCG giants are upping their e-commerce game and acquiring D2C brands. Their brand recall and resources are an advantage, but the future is uncertain. Shifting consumer behaviors and the rise of local players make FMCG a fascinating space. The key to success? Adaptability, innovation, and a keen eye on consumer trends. www.market-x.co.in #FMCG #BrandDevelopment #BusinessConsulting #MarketStrategy #ConsumerTrends #Ecommerce #LocalBrands #IndianEconomy #Marketing #Innovation #BusinessGrowth

Breaking a 1000-Year Tradition: Nestle's Remarkable Marketing Triumph 🌏 After a World War 2, Nestle brought Instant coffee to Japan. But guess what? At first, people didn't want to buy it much, even though Nestle tried really hard with free samples and ads. 🛑 Nestle was worried and asked marketing consultant named Clotaire Rapaille for help. He interviewed Japanese people and found something very interesting. 🍵 Japan had been drinking tea for a super long time, like thousands of years. They didn't feel a special connection to coffee because of this. 🤯 Nestle had a big idea: make friends with young people! They started making candies that tasted like coffee and young people loved them. ⌛ They waited for 10 whole years. Then, they tried selling Nescafe again. And guess what? This time, it worked! 👧👦 The young people who liked the coffee candies grew up, and now they loved real coffee. Can you believe it? Japan became the biggest market for Nescafe. 🚀 This story shows how really smart marketing can make a big difference. Nestle turned a problem into a success with a cool idea. 🔗 #NestleWin #SmartMarketing #CoffeeMagic #brilliantminds #Innovation #Entrepreneurship #SuccessStories #Creativity #Startups #Inspiration #LinkedIn #Business #Leadership #ProfessionalDevelopment #Networking #DigitalMarketing #Technology #neelesh #Marketing #genius #marketingandadvertising #marketingcareers #marketingcampaign #marketingadvice #growth #neelesh

"Turning lemons into lemonade." In my Nigerian version, I say it's like turning bitterleaf into bitterleaf soup, where the bitterness transforms into something savoury and delightful. We can liken this transformation to turning challenges into opportunities.   Navigating the dynamic realm of FMCG demands a knack for turning challenges into opportunities. Here's my take on some essential leadership strategies:   1. Flexibility:  As I've mentioned in a previous post, it's important to embrace change in this ever-changing FMCG landscape, swiftly adapting to capitalise on emerging trends.   2. Innovation:  Last week, I mentioned how making peanuts from groundnut is a work of innovation. Cultivate a culture where creativity thrives, fostering novel solutions to industry challenges.   3. Collaboration: Forge strategic partnerships to increase resources and extend market reach. For example, if you're having difficulty finding the right candidate that suits the job description and culture, you can reach out to recruitment agencies like FMCG Search for support.    4. Customer Focus: Keep a pulse on consumer needs, driving product evolution and marketing endeavours. After all, FMCG is fast-moving "consumer" goods.   With these strategies, FMCG executives can steer their enterprises towards prosperity by converting setbacks into stepping stones.    Have a great new week of making adversity work in our favour! Happy Monday! #FMCG #Leadership #Innovation #Opportunity