Akash Sharma

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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Who exactly is losing market share in the hotly contest grocery commerce? I thought it must be the now-not-so modern retail, but I'm not so sure. Zepto raised $665 Mn at a valuation of $3.6 Bn, and is in talks to raise $250 Mn more. And their cofounder and CEO Aadit Palicha recently commented that they can beat DMart - Avenue Supermarts Ltd on GMV in the next 12-18 months. Swiggy Instamart also is growing, and Blinkit is likely to be more valuable than their owner Zomato itself - so they are all doing well, even if Dunzo isn't. Sure, no idea what JioMart Digital is doing, but deep pockets. Same with Tata Digital and their weird assortment forced to converge on Neu. bigbasket.com is trying to unlearn and relearn, and it just might. And Flipkart Grocery and Amazon Fresh are also upping their game - launching faster deliveries, discounts, improved fill rates, and selection. So I wonder if it is the modern-trade players? The likes of More Retail Private Limited, Spencer's Retail, STAR BAZAR, and SPAR Retail that are suffering? The nearest Spencer's to me is definitely a sore sight, now reduced to a shell of it's former glory - I think they aren't even replenishing inventory now. And we all know what happened to Big Bazaar - Future Retail. But Dmart itself isn't doing half bad - with pareto presence in just 23 cities, and no presence in UP (except NCR), Bihar, and West Bengal, they have considerable headroom, still. And they haven't yet quite solved for ecommerce, so while The Ken says that they are lost, they may find their way, eventually? I also don't think that the real consumption is growing, if at all, it may even shrink with the K-growth. Thus, some one _is_ losing share. And if it is not modern trade, then is it the regional chains? The single kiranas? The corner-store? The hand-cart? I'm not entirely sure because this data is hard to organize, and get. Would you know? Image created by AI in Microsoft Bing Copilot.

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It’s like a throwback to the 2015-2016 food delivery wars but with a 10-minute delivery twist.    Zomato India has Bistro, Zepto runs Zepto Café, Swiggy’s got Bolt & Café, and we’ve got independents like Swish (BLR) and Zing (NCR).   For context, Zepto Café now does ~30,000 orders/day (Dec ‘24), about 2% of Swiggy’s scale. Swiggy's Q2 FY25 report shows 5% of orders are in the Bolt category—so Zepto Café is roughly 10% of Bolt’s size, which is impressive!   It’s shaping up to be a classic battle: incumbents vs insurgents, with deep pockets on both sides. It’s still early days, but speed is the current obsession.    In the medium term, quality, choice, and nutrition will be just as important as the 10-15 minute delivery.   Crazy times ahead! What about you? Do you lean more towards speed or quality? #quickcommerce #deliverywars #zepto #swiggy #10minutedelivery #2025trends

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Q-Commerce overtaking traditional e-commerce? Currently we are seeing a big boom in terms of the different SKUs being sold in Quick commerce apps like Zepto, Blinkit, etc. - Atomberg Technologies 's fans - Sony's PS5 - Samosa, Chai and what not - Digital Gold from Jar! Zepto is in talks to raise $300m for its broader ecommerce play. While Swiggy is preparing to file for an IPO this year, incumbent Flipkart is readying its entry into quick commerce. Zomato has invested $240 million in Blinkit over the last one year. Taking a step back, the lines between quick commerce and traditional e commerce have started to become increasingly blurred with QCom pretty much catering to every needs! Also, multiple reports suggest that QCommerce can potentially become bigger than traditional e commerce in India!  Case in point : According to Goldman Sachs, the valuation of Blinkit is greater than Zomato's core food delivery biz! Non-grocery boom in Q-Commerce: Categories including beauty, toys, health and electronics are witnessing robust sales growth on quick-commerce platforms overall. While the overall base for the new categories is still small, aggressive expansion by these players is starting to ensure a dominant presence for these categories. Plus AOV is higher which also comes with better margins, making it a win-win! Case in point: Zepto - 2x sales MoM in segments such as toys and electronics accessories - Beauty category expanded 3x QoQ - ~15% of Zepto’s $1.2bn annualised gross sales currently comes from non-grocery products (Source: Goldman Sachs) For several D2C quick commerce has become the fastest growth channel as well as the platform with highest customer engagement This is definitely a positive for the consumers and the Q-Commerce players, but is everything on the up and up?   As the demand for space on quick-commerce platforms skyrockets, niche D2C cos in segments like FMCG, beauty and personal care, and health and fitness are agreeing to pay a 30-45% commission on sales, besides shelling out on advertising and discounting on these Q-Com platforms. On top of the commissions, brands are also regularly spending around 20% of their total sales on ads on the platforms, and discounting their products by about 20-25% (totaling 60-70% revenue!). This is in stark contrast to the 10-20% commission that large FMCG cos pay these platforms reflecting the intense competition for visibility. The brand's scale and comparison with competitors are crucial considerations when it comes to new listings. On the positive side, smaller D2C brands have seen 40-60% total revenue coming from Q-Commerce compared to ~10-20% from traditional ecommerce, which is surprising! Essentially, Q-com currently has a BIIIG Bargaining power against new D2C brands and can essentially make or break their businesses! Is this sustainable on the long run? #ecommerce #quickcommerce #india #zepto #businessmodel #d2c #startups #LIPostingChallenge

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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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2021: Only grocery delivery app in India with 10 minutes delivery 2024: Competitor chasing the '10 minute' brand segment Zepto is the only player sticking to its original promise - and is clearly acing it Scaling up a grocery delivery business is particularly challenging in India. And adding up a unique attribute, as huge as this –  has clearly been game changing for Zepto. Success didn’t come easy to Zepto too, There was a time when all the Q-commerce players faced backlash & people questioned the safety of drivers. Some brands stopped claiming the delivery time altogether, from “groceries in 15-30 minutes”, they went to “groceries in minutes” But Zepto didn’t, it went on to install a myriad of dark stores across locations, and is already serving superfast deliveries in 10 cities. Top 3 factors that helped Zepto drive exceptional growth over a very short span of time: - Captivating Customer Experience: The platform served a deeply engaging user experience and the service promise was being consistently fulfilled – a powerful combo. - Outstanding Retention: All thanks to near-perfect buying journey, Zepto achieved a retention rate which was considered only to be a fantasy for the industry earlier. - Not slowing down: More dark stores and continuous geographical expansion at the same time helped the startup acquire customers in huge numbers. Zepto cracked the key to scale in the quick commerce space by constantly growing at the same pace, and not compromising customer satisfaction at the same time – simple yet not easy. A perfect example of go big, go fast – it is surely a fascinating study for the space creators. No matter the circumstances, the brand didn’t let go of its biggest differentiator, eliminating all the question marks experts had put to its launch. What do you think is going to be the future of grocery delivery space in India? #casestudy #growth #startup

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It was lovely connecting with you, Roshni Baronia! I had a great time discussing how we’re building Feed Smart and the importance of sales in all our lives! It’s been a fascinating ride, and I hope our discussion offers valuable insights for upcoming entrepreneurs. P.S - Watch out for the full episode (the link is in the comments).

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WickedGüd, a Mumbai-based D2C food brand, has raised ₹20 Cr (approximately $2.3 Mn) in a Pre-Series A funding round led by Orios Venture Partners. The round also saw participation from Asiana Alternative Investment Fund and other existing investors. Founded in 2021 by Bhuman Dani, WickedGüd offers healthier alternatives like pasta and noodles made with nutritious ingredients. The company uses its proprietary SCAD (Steaming and Convection Air Drying) technology for production. The fresh funds will be used to expand their distribution network, enhance branding and marketing efforts, develop new products, and introduce Korean flavors to its instant and cup noodle range. Currently, they operate through an omnichannel distribution model, with a presence in 2,000 retail stores across India, including 400 Reliance SMART Bazaar, Signature, and Freshpik outlets. They are currently running on a revenue of around 3 Cr in FY23.

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🐾 India's Pet Economy: Booming Growth and Opportunities 🐾 India's pet care market is on a fascinating growth trajectory, with a current value of ₹5,000 Cr in 2024, projected to double to ₹10,000 Cr by 2028. 📈 The CAGR of 20% speaks volumes about the potential in the pet care industry here. Key insights include: 📦 Market Segmentation: Food takes the lion's share with 70%, followed by accessories (20%) and services (10%). 🛒 E-commerce Growth: Online platforms like Amazon and Flipkart are witnessing rising pet care product sales, while offline still dominates with 80% of pet food bought traditionally. 💸 Startups Getting Funded: Startups like Heads Up for Tails, Supertails, The Wiggles, and JustDogs are receiving significant investments, showcasing growing investor confidence. With ₹1,500 Cr invested in the last five years and 6 Lac pets adopted annually, it's clear that India is witnessing a "pawsome" revolution in pet care! 🐶🐱 📊 Interested in the numbers? Lifetime cost of pets can range from ₹7L - ₹12L for dogs and ₹1.5L - ₹4.5L for cats. No wonder there's increasing demand for premium, natural products in pet care. 🌿 Southern India, interestingly, has higher adoption rates, reflecting regional variations in pet ownership trends. What do you think is driving this surge in pet care spending? 🐕 Let's discuss the future of India's pet economy! #PetEconomy #PetCare #StartupFunding #IndiaGrowth #PetLovers #MarketTrends #PetIndustry

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📈 Elevation Capital's report unveils some staggering statistics: 💰 𝐑𝐞𝐯𝐞𝐧𝐮𝐞 𝐌𝐢𝐥𝐞𝐬𝐭𝐨𝐧𝐞: The combined revenue of new-age brands tracked by Elevation Capital has already surpassed $5B/₹40,000 crore. 🚀 𝐁𝐫𝐚𝐧𝐝 𝐆𝐫𝐨𝐰𝐭𝐡: It is anticipated that 100+ new-age brands will each generate ₹500 Cr+ in annual revenue in the coming years. 💻 𝐎𝐧𝐥𝐢𝐧𝐞 𝐂𝐨𝐧𝐬𝐮𝐦𝐞𝐫 𝐒𝐩𝐞𝐧𝐝𝐢𝐧𝐠: The report projects that online consumer spending in India will reach $300 billion by 2030. 📈 𝐆𝐫𝐨𝐰𝐭𝐡 𝐒𝐞𝐜𝐭𝐨𝐫𝐬: Sectors such as 𝐛𝐞𝐚𝐮𝐭𝐲 𝐚𝐧𝐝 𝐩𝐞𝐫𝐬𝐨𝐧𝐚𝐥 𝐜𝐚𝐫𝐞, 𝐡𝐨𝐦𝐞 𝐚𝐧𝐝 𝐥𝐢𝐯𝐢𝐧𝐠, 𝐟𝐨𝐨𝐝 𝐚𝐧𝐝 𝐛𝐞𝐯𝐞𝐫𝐚𝐠𝐞𝐬, 𝐟𝐚𝐬𝐡𝐢𝐨𝐧, 𝐡𝐞𝐚𝐥𝐭𝐡 𝐚𝐧𝐝 𝐰𝐞𝐥𝐥𝐧𝐞𝐬𝐬, 𝐚𝐧𝐝 𝐞𝐥𝐞𝐜𝐭𝐫𝐨𝐧𝐢𝐜𝐬 are expected to see significant growth 🔍 Yesterday had the fortune of listening to Gurudev Prasad's insights which validated the same and highlighted ways to cope up with these trends: 🛍️ Consumers' lives are increasingly dominated by Indian brands particularly startups right from waking up to sleeping back from ordering food to cabs, from booking flights to hotels, everything is being done via their smartphones. This calls for understanding the consumer motivations better.    📈 High demands and rising expectations are shaping consumer behavior as they don't want to settle for anything but the best    🤝 Sharing becoming the new currency in brand-consumer relationships as everything is being shared on social media ⏰ Convenience is going to be the key as customers see value only through rising convenience   👥 Brands need to humanize more with founders' stories on the front as a way to connect with the consumers 🛠️ Sahil Gupta's Amazon-inspired methodology weaved it together through the 5 key questions which paves the way to build a sustainable brand:   1. 🎯 Who is the customer? 2. 💡 What is the pain point/problem? 3. 🛠️ What is the solution? 4. 🌟 How will the end-to-end CX look like? 5. 📊 What is the metric to measure the same?  Interested in knowing more about the brands of India? Starting an upcoming Brand Series for the same #BrandInsights #ConsumerBehavior #InnovationGoals #BrandswithNeha #IndianStartups 🌟

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250-300 consumer brands expected to enter the Rs 100 crore revenue club in the next 4-5 years. As per Elevation Capital, a few categories that have seen pent-up demand post-covid include pet care, luggage, home, and new tech platforms. There are already at least 20 to 30 D2C brands which are already profitable, and therefore, they've already started mimicking what public market businesses look like even in private markets 3-4 years from now. Founders and early stage growth stage investors now believe the India opportunity is here and up for the taking. So, there's no rush to reach the Rs 500 crore revenue mark in three years. They believe that the categories they have a presence will grow. So the question is, can you touch the Rs 500 crore revenue mark with reasonable profitability, and with the right capabilities. #d2c #startup #angelinvestor

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From Seed to Series B in less than 3 years Foxtale, an Indian D2C skincare brand, recently announced its $15M (Rs 125 Cr) Series B funding round. It raised $18M (Rs 150 Cr) in this round, but $3M out of this $18M were secondaries where existing shareholders sold their equity to new investors. The firm raised Rs 125 Cr ($12M) in fresh capital at a Rs 790 Cr ($96M) post-money valuation. This translates into a 12.5% dilution which is low for Series B rounds. The founders didn't have to dilute 20–25% equity because they got a high valuation. While the round size of Rs 125 Cr is average (neither large nor small) for a Series B startup in #India, the company's growth is spectacular. It was founded just 3 years ago in 2021. It raised its Seed of Rs 5.5 Cr in December 2021 and Rs 35 Cr Series A in June 2022. Skincare is a crowded category in India. Foxtale sells sunscreens and moisturisers where the competition from Indian and foreign brands is intense. So, how did Foxtale raise so much #money so quickly? The answer lies in Growth. VCs love fast-growing companies. Within 3 years, Foxtale's gross revenue run rate (Current Month's Revenue x 12) touched Rs 250 Cr. This gives us a valuation multiple of 2.7x which falls in the current market range of D2C valuations In India. Post-Money Valuation = Rs 790 Cr Fresh Capital Raised = Rs 125 Cr Pre-Money Valuation = 790 –125 = Rs 665 Cr Gross Revenue Run Rate = Rs 250 Cr Current Monthly Revenue = 250 / 12 = Rs 20Cr Valuation Multiple = 665 / 250 = 2.7 Its FY24 revenue was Rs 172Cr, more than 12 times its FY23 revenue. While the company burnt a lot of capital to achieve this, a Rs 172Cr revenue in its third financial year and Rs 20 Cr monthly revenue within 3 years is excellent #growth. The management also claims it's closer to EBITDA profitability, but I don't usually read too much into such claims because all #founders claim it. Nevertheless, the investors must be fine with the current burn to invest more money at an attractive valuation. Foxtale's high retention rate (More than 50% of orders are from existing customers) and a high share of website sales (More than 50%) convinced the investors that it's a good company to back. Most D2C brands rely on marketplaces for a majority of their sales. I agree with their hypothesis because skincare and body care are a crowded category in India. Dozens of #startups and FMCG companies sell hundreds of products. It's challenging for a new D2C brand to grow quickly even through cash burn. IMO, Foxtale has found its PMF for its existing products (Sunscreem and Moisturiser) in its current market. Its growth will depend upon how well it takes its existing products to newer markets and sells new products (Body care). It seems like an interesting company to follow. P.S. We are doing our next Founder Fundraising Workshop on the 22nd & 23rd of June. It's an 8-hour programme for first-time founders who want to raise #venturecapital.

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The Harsh Reality of E-commerce: Why 70% of Sellers Face Huge Losses Yesterday, we got refund of 3.7 Rs for product worth 170 MRP from e-commerce channel for Lost and Found. Starting an e-commerce business may seem like a lucrative opportunity, but the reality is starkly different. More than 70% of sellers on e-commerce platforms face significant losses, ultimately forcing them to shut down their stores. Key Reasons Behind This Alarming Trend: 1. Lack of Financial Acumen: Many sellers struggle to calculate their Profit and Loss (PnL), leading to poor financial decision-making. 2. Taxation Troubles: Inadequate knowledge of taxation laws and regulations adds to the financial woes of e-commerce sellers. 3. Ineffective Competitive Research: Sellers often fail to conduct thorough market research, making it challenging to stay competitive. 4. Increasing Competition: The e-commerce landscape is becoming increasingly crowded, making it difficult for new sellers to establish themselves. 5. Unrealistic Expectations: The success of friends or neighbors in e-commerce can create unrealistic expectations, leading to poor decision-making. 6. Stringent Return and Refund Policies: E-commerce companies are implementing stricter policies for returns, lost, and found items, adding to the challenges faced by sellers. To succeed in e-commerce, it's essential to be aware of these challenges and take proactive steps to address them. #Ecommerce #EcommerceSellers #OnlineBusiness #Entrepreneurship #FinancialManagement #Taxation #CompetitiveResearch #MarketAnalysis #BusinessStrategy #SuccessTips #EcommerceTips #OnlineSelling #SellingOnline #BusinessChallenges #EcommerceChallenges

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5,10 & 20 Rs packs is 2/3rd of FMCG consumption in India by volume & that's where strength of large offline brands sit with deep distribution and brand pull in wholesale channels. What drives this : 1) Rural consumption pattern( India is ~ 60% rural ) 2) Top-ups in medium income household 3) Consumption in low income pockets/ slums in urban centers etc If these projections are right , 5/10/20 will continue to be 2/3rd over next 4-5 years with some shifts in mix between price points. Thus, this volume for large brands from 5/10/20 will have no/or minor impact from Q-com or MT penetrations as MT/Q-com will continue to serve mostly top 30-35% households in urban centers & That's where the beauty of deep distribution leading to indomitable biz model of large FMCG lies. The real struggle for these brands in my opinion will be to : 1) Protect Margins at low ASP price points with rising inflation 2) The cost of distribution will keep going up with GDP growth in these centers 3) Heightened competition by new age brands in urban centers or newer channels will lead to higher spends & retaining good talent

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Home #gardening startup #Ugaoo announced a Rs 47 crore #fundraise led by V3 Ventures. Existing investors DSG Consumer Partners and RPG Ventures also participated in the Series A funding round. Click on the link below to know more... Ugaoo I Siddhant Bhalinge 🪴I V3 Ventures #fundingalert #retailfunding #capitalraise #retailindustry #retailgrowth #retailing #businessgrowth #Indianretailmarket #retailresults #retailindia #retailupdates #retailsectornews #businessnews  #retailbusiness #ir #IndiaRetailing

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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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Zepto's strategic positioning in the quick-commerce sector is indeed impressive. Their revenue growth from ₹142.36 crore in FY22 to ₹2,024 crore in FY23, a 14-fold increase, demonstrates their effective execution and market understanding. ​​Achieving a 29% market share by January 2024, up from 15% in March 2022, highlights their rapid expansion and customer acquisition strategies. It will be interesting to see how Zepto sustains this momentum and continues to innovate in the competitive quick-commerce landscape.​​

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Are you planning to build a D2C brand in the FMCG space and directly take on established players? Before you start burning your money, let’s take a closer look at why this might not be the best strategy. Let’s take the example of Potato Chips: The dominant players in the market include: 🥔 Lays 🥔 Uncle Chips 🥔 Balaji 🥔 Bingo 🥔 Other Local Brands These brands have been in the market for years or may be decades, and already dominate their target customers. If you want to compete, you’ll need to offer a better or cheaper product, and here’s why that’s extremely challenging: Why Competing is So Hard 🔍 Deep Customer Insights: These brands have spent years researching customer tastes and preferences, creating products through thorough iterations and testing. 💰 Cost Efficiency: They’ve mastered cost control, producing their products at the cheapest cost possible while maintaining quality. 🏭 Established Infrastructure: Heavy investments in manufacturing, logistics, and supply chain allow them to operate efficiently at massive scale. 🤝 Strong Retail Relationships: Long-standing relationships with retailers and distributors give them significant shelf space and visibility in stores. The Reality Check To achieve all this as a startup, you’ll need: 💸 Tons of capital ⏳ Sophisticated processes 🔁 Years of iteration Even then, there’s no guarantee of success. So, What Should You Do? Does this mean you shouldn’t try? Not at all! Here’s how to take on the challenge: 🔍 Find the Market Gap: Identify clear gaps or burning problems that customers face which existing players aren’t solving. 🎯 Define Your Niche: Target a specific customer base rather than trying to appeal to everyone. 💵 Charge a Premium: If your product offers unique value, price it accordingly to sustain and grow. 💡 Be Innovative: Launch something groundbreaking that’s hard for competitors to replicate. For example, in the potato chips market, introduce gluten-free, low-calorie chips with no sugar or artificial flavors. The key is to differentiate yourself and provide value in a way that established players cannot easily match. 💬 What do you think? Have you faced similar challenges while building your brand? Share your thoughts below! #FMCGInsights #StartupLessons #D2CBrands #Innovation #Entrepreneurship #MarketGap #BusinessStrategy #FoodIndustry

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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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