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🌍 Nykaa’s Middle East Push: Incorporates New Subsidiary in Qatar to Sell Products. Nykaa, the Indian beauty and wellness e-commerce giant, is expanding its footprint in the Middle East by incorporating a new subsidiary in Qatar. 🚀 Expansion Details: - Nykaa has established a new subsidiary in Qatar as part of its strategic expansion into the Middle East market. - This move aims to cater to the growing demand for beauty and wellness products in the region. 💄 Market Strategy: - The new subsidiary will enable Nykaa to offer its wide range of beauty and personal care products to consumers in Qatar. - By entering the Middle Eastern market, Nykaa aims to tap into a lucrative market with a high demand for premium beauty products. 📈 Growth Potential: - The Middle East represents a significant growth opportunity for Nykaa due to its high purchasing power and consumer interest in beauty and wellness. - This expansion aligns with Nykaa’s strategy to become a global player in the beauty and wellness industry. 🌐 Industry Context: - The beauty and wellness market in the Middle East is rapidly growing, driven by rising consumer spending and increasing awareness of beauty products. - Nykaa’s entry into Qatar is part of a broader trend of Indian companies expanding their presence in international markets. 📅 Future Outlook: - Nykaa’s establishment of a subsidiary in Qatar is expected to drive its international sales and brand recognition. - The company is likely to explore further expansion opportunities in the Middle East and other global markets. Nykaa's strategic move to incorporate a new subsidiary in Qatar underscores its ambition to grow internationally and cater to the demand for beauty and wellness products in the Middle East. #Nykaa #MiddleEastExpansion #Qatar #BeautyProducts #ECommerce #InternationalGrowth #BusinessExpansion #BeautyIndustry #StartUpNews #MicroShots #NewsUpdates

𝗪𝗵𝗮𝘁 𝗦𝗲𝘁𝘀 𝗔𝗺𝘂𝗹 𝗔𝗽𝗮𝗿𝘁: 𝗞𝗲𝘆 𝗙𝗮𝗰𝘁𝗼𝗿𝘀 𝗕𝗲𝗵𝗶𝗻𝗱 𝗜𝘁𝘀 𝗦𝘂𝗰𝗰𝗲𝘀𝘀 𝗮𝘀 𝗮 𝗟𝗲𝗮𝗱𝗶𝗻𝗴 𝗖𝗼𝗼𝗽𝗲𝗿𝗮𝘁𝗶𝘃𝗲 𝗕𝗿𝗮𝗻𝗱 In a recent interview, I was asked what sets Amul apart, making it such a prominent brand compared to other co-operatives in India. Here are the three key parameters that came to mind: 1. 𝙍𝙤𝙗𝙪𝙨𝙩 𝘽𝙖𝙘𝙠-𝙚𝙣𝙙 𝙎𝙪𝙥𝙥𝙡𝙮 𝘾𝙝𝙖𝙞𝙣: Unlike many other brands, One of Amul's major strength lies in its back-end supply chain of procurement. Their efficient system ensures a steady and reliable supply of raw materials, which is crucial for any brand aspiring to compete in the market and also becomes one of the biggest hurdle for any new entrant in the market 2. 𝙋𝙧𝙤𝙙𝙪𝙘𝙩 𝙄𝙣𝙣𝙤𝙫𝙖𝙩𝙞𝙤𝙣 𝙖𝙣𝙙 𝙂𝙚𝙤𝙜𝙧𝙖𝙥𝙝𝙞𝙘 𝘿𝙞𝙫𝙚𝙧𝙨𝙞𝙛𝙞𝙘𝙖𝙩𝙞𝙤𝙣: While other co-operatives often stuck to selling milk and basic commodities or limiting themselves to a specific geography, Amul has heavily invested in R&D to develop value-added products which boost the profitability of its operations. Simultaneously, over the years it has also invested in geographic diversification by strengthening their distribution network not only in India but also globally. 3. 𝙐𝙢𝙗𝙧𝙚𝙡𝙡𝙖 𝘽𝙧𝙖𝙣𝙙𝙞𝙣𝙜 𝙎𝙩𝙧𝙖𝙩𝙚𝙜𝙮: Amul employs an umbrella branding strategy, using the Amul name across most of its products. This contrasts with the approach of other FMCG companies that create separate brands for different products, requiring significant marketing investment. Amul’s strategy not only saves costs and but also enhances brand recall among consumers. Please feel free to share your thoughts in the comment section. #Amul #SupplyChain #Innovation #BrandStrategy #MarketLeadership

I spent the past couple of months reading up quite a bit about Indian FMCG companies and in lieu of the same I ended up going through the annual reports of quite a few of them. During this process I found a lot of randomly interesting pieces of information that intrigued, surprised and impressed me.   During this week I'll be sharing 5 such "data bites" for 5 of the largest Indian FMCG companies   1/5 - Godrej Consumer Products Limited (GCPL)   1. They served 1.2 billion customers during FY23 (1 in every 7 people in the world) 2. Their 4 largest brands (Good Knight, Darling, No. 1 and Cinthol) each account for ₹1,000+ crores of revenue p.a. (For reference, HUL has 19 such brands) 3. International customers account for ~45% of revenue (Marico: ~25%); Continent of Africa itself accounted for ~25% of GCPL's sales 4. In the Chairperson's letter, there is section titled 'What could have been better' written in big and bold which begins with a blunt statement - Indonesia had a disappointing year 5. When Shalini Puchalapalli joins the board in November it will take women representation on the board to 50%; Among the other top 10 largest Indian FMCG companies (HUL, ITC, Britannia, etc.), average is 18% with the next highest being 33% (United Spirits)   [Bonus] Anecdote shared by Nisaba Godrej (Chairperson) in the context of the recent acquisition of Raymond's Consumer Care business:   "In 1994, Transelektra, an insecticides company, which made the Goodknight and HIT brands, was up for sale. HUL was keen to acquire it, but the deal was held up and the owner didn’t want to wait longer. So, my father, Adi, was approached by Uday Kotak, the banker overseeing the transaction, with the offer. He needed to decide in a week, which didn’t leave much time for due diligence. But he was excited by the category and the potential, so he made an offer for ₹100 crore, and asked Uday to buy 10% of the company, and the then CEO, to buy 5%, and said he would loan them the money. That was the due diligence he built in. A year later, we entered a joint venture with Sara Lee and sold 51% of the business for ₹100 core, the same amount we had paid for acquiring the whole company. We went on to invest in and grow our Household Insecticides business over the decades. It was a separate business from GCPL till 2010, when we acquired Sara Lee’s stake and merged the business into GCPL. We believe this business has an value of around ₹30,000 crore today" #godrej

Fast moving consumer goods (FMCG) companies, including Marico, Dabur and Adani wilmar expect revenue growth to improve in jun quarter (Q1FY25), because of revival in rural demand. Volume trends from key FMCG firms are seen as important indicator of consumption in the country. Marico and Dabur expect gross margins to expand on a y-o-y basis owing to favorable portfolio mix. Marico international business will likely to deliver a double digit growth and also Dabur's international business would Post strong growth.

A hit on Organised Wholesalers? In a market with approx 10 million kirana stores, the reliance on wholesale channel has granted immense power to them, often resulting in pricing exploitation. The introduction of a parallel channel in distribution through organised wholesalers like Udaan and Metro Cash & Carry was done to ensure that maximum retailers could be catered. But instead of going the hard way, these wholesalers contributed in disturbing the existing price mechanisms which led to uneven rate circulations and distrust in the system. Therefore, to avoid margin issues and ensure company distributors to be in business, major FMCG companies are restricting sales to organised wholesalers. From the company’s finances, it is almost half the cost to supply through an organised wholesaler as compared to conventional distributors but this is not how it could move towards increasing reach, range and depth. By implementing these restrictions, companies aim to curb infiltration and restore trust in the traditional distribution system. #distribution #sales #fmcg #marketing

Salestorrs, FMCG companies intend to avoid another pricing war with the nationwide kirana stores by reducing their sales to organised wholesalers. FMCG giants like Amul, Dabur, Parle, and Britannia plan to reduce their sales to organised wholesalers like Reliance Cash n Carry, udaan.com, and Best Price Flipkart Wholesale. Conventional kirana stores in India control 80% of the wholesale distribution. Organised retail and wholesale companies own 5% of the market share but have the advantage of scale and can offer more leverage over supplies and prices. Earlier, the FMCG companies hoped to reach the kirana stores through organised wholesalers, but it didn’t happen. Troubled by the threat of deep discounts from established wholesalers, the kirana stores had earlier threatened to stop product supply from these companies. Supplying to traditional distributors costs FMCG companies 13-14% of the sales and nearly half in the case of organised wholesalers. Consumer goods corporations rely on a wholesale network to reach the 12 million kirana stores nationwide. They still plan to leverage organised distributors but limit their participation below 10%. Find out their plans in brief in today's #SalestorrsNews150, news in 150 words. #SalestorrsPostOfTheDay #Salestorrs #fmcgproducts #fmcg #fmcgmarketing #fmcgsales #fmcgindustry #fmcgcompanies #consumerproducts #consumergoods Reliance Retail Reliance Industries Limited Flipkart Seller Hub Amul India Dabur India Limited Parle Agro Pvt Ltd Britannia Industries Limited https://lnkd.in/g6htznBd

American households to get 'The Taste of India' soon!🥛🐄 Amul (GCMMF), the popular Indian milk brand, is expanding its presence to cater to the people in the United States while introducing fresh, branded milk in partnership with a 108 year old company in #Michigan. The milk collection and processing will be undertaken as per Amul's renowned recipe by MMPA (Michigan Milk Producers Association), while the marketing and branding will be done by #Amul.🥛🇮🇳 In today's competitive world, companies are pushing boundaries to capture markets. From partnerships and mergers to go-to-market strategies and brand perception studies, the possibilities are endless. Curious to know the specific market insights? Let's connect to discuss how SIGNICENT can propel your brand forward to stay ahead of the competition.🚀💼 #AmulDoodhPeetaHaiIndia #AmulInAmerica #DairyInnovation #FreshMilk #MarketExpansion #WhiteRevolution #IndianDiaspora #IndoAmericans

Amul is going Global. Amul is going to sell its milk in America too. India brands are going Global now. #amul #global #america #india #bharat #brands #brand #milk #product #indianbrand #USA #english #products #consistency #contentcreation #growth

End caps, ending the game for FMCG giants? Upon my latest visit to a Modern Trade store, I witnessed a funny and strange end cap in this SAMT store. ITC Limited’s Fiama Shower Gels, which were supposed to be occupying this end cap were replaced with an entirely different category - Shoe Polish - Occupied by Kiwi, Cherry Blossom and even Brasso! While organizations spend hefty amounts on these end cap placements for better offtakes, there are certain reasons why this misalignment could have possibly happened: 1. Low asset compliance by the 3rd Party integrator(if any) for ITC 2. Absence of brand promoters in the MT Store 3. Infrequent merchandising activities by ITC 4. End of TOT contract with the store, thus better space and low cost utilization for them The NKAMs in the MT division of any organization would certainly hate to see and accept this image, but this is the harsh reality and a major challenge for this growing channel in the FMCG industry. #fmcg #moderntrade #endcaps #brand #itc #reckitt #kiwi #brasso #cherry

As a former Retail manager, I have faced this every now and then. Due to the high inventory of slow moving goods they create a huge problem and hassle. Most end caps don't get the brand promoters unless it's a big store and infrequent inventory in these end caps are the cause of such problems. 💡Solution: 1️⃣ Create more awareness to the brand itself who are paying a hefty amount of money for these bays. 🥈 Make sure Retail chains don't misuse such end caps by overloading other products.In this case, both Retail managers and Brand promoters should join hands.