Category: MARKETING

  • Calvin John joins CaratLane VP-Marketing

    By A Correspondent

     

    CaratLane.com, the online jewellery retailer has announced the appointment of Calvin John as Vice President – Marketing. Mr John will be responsible primarily for defining marketing strategy and positioning for CaratLane.com. He will oversee the implementation of national marketing campaigns that will drive growth for the brand.

     

    Mr John brings in international experience in consumer-driven sectors like food and beverage and lifestyle retail, having worked in the GCC, SAARC, ASEAN, and Indian markets, he has an in-depth understanding of what drives a customer to make that final purchase.

     

    Before joining CaratLane.com, Mr John worked with leading brands like Titan, UB Group, Hindustan Unilever and Bisleri.

     

    Commenting on his appointment, Mr John said: “I am very excited to join CaratLane.com as it brings clarity and information-driven empowerment to customers to help them make informed choices. This is crucial for a high-value industry like ours where customers, owing to lack of knowledge, are hesitant to go beyond their trusted family jeweller. The strategy going forward will be to increase the credibility and further establish the identity of CaratLane.com as India’s leading online jeweller.”

     

    Speaking on Mr John’s appointment, Mithun Sacheti, Founder and CEO of CaratLane.com said: “Calvin’s varied experience across different sectors will benefit CaratLane.com both from a category and function perspective. His understanding of the Indian jewellery market, coupled with his experience in setting up the entire e-commerce channel for a leading national brand gives him an ‘intra-preneurial’ perspective which is very important for a business model like ours. We are confident that he will take CaratLane.com to newer heights.”

     

     

  • Now. get your Metro shoes home delivered

    By Tuhina Anand

     

    Metro Shoes has come up with a unique initiative to give an enhanced experience to its customers – that of getting their shoes delivered to their doorsteps. The service, in a nutshell, is that if the customer does not get his/her size and if it’s available in any other store across India, then Metro will procure it and send it to the customer’s home with no delivery charge for a hassle-free shopping experience.

     

    Talking about the initiative, Lavina Rodrigues Pinto, Marketing Manager, Metro Shoes, said: “At Metro Shoes, we believe in making a customer, and not a sale. The idea of initiating this unique service was to enhance the ‘customer delight’ by giving him/her what they needed without them having to worry about logistical and delivery hassles.”

     

    Ms Pinto added: “Being in the business of selling shoes for more than eight decades, we have fine-tuned and learnt from our customers; hence the service was started to provide them the much needed comfortable experience. With the growing number of brands in the market and lesser time spent by customers on singular labels, we have tried to think one step ahead in terms of loyalty marketing and creating patrons.”

     

    On their expansion plans, Ms Pinto shared that Metro Shoes aims to be Rs1,000 crore company by 2015. There is also plan to open 43 new outlets in 2012-13 with an investment of Rs44 crores. The expansion is also aimed at Tier II markets which have great potential. Currently Metro Shoes covers 20 states inIndiaand are also the largest fashion footwear brand in the country. The plan is also to add more standalone accessories stores and value format stores like MSL (More shoes for Less) in the coming years.

     

    The company also launched their e-commerce portal eight years back. Ms Pinto said: “The response has been very encouraging and we are seeing a growing category of shoppers inIndiawho prefer the click to walk.”

     

    She added: “At Metro Shoes, we have a philosophy of combining traditional ethos with contemporary means. To enhance customer experience, we have a well integrated loyalty programme. We also have a growing market of NRIs and wedding shoppers for whom we customize shoes and match the trousseau or attire. Another interesting feature is our product mix – we customize our mix regionally. For example, stores in Kerala have more flats where asChandigarhsees more of heels’ sales.Bangalorehas more colours, whereas Kolkata prefers earthy tones! With the launch of our e-commerce portal, it has helped us break geographic barriers and we have seen a healthy growth in this arena too.”

     

  • Alpenliebe re-creates irresistibility in Ice Age 4

    By A Correspondent

     

    Perfetti van Melle India, the market leader in confectionery, has partnered with Fox Studios for the latest marketing campaign for Alpenliebe. The creative for the campaign is set in Ice Age, the internationally successful franchise from Fox, with the release of its latest installment – Ice Age 4: Continental Drift.

     

    The campaign aims to bring alive the “irresistibility” positioning of Alpenliebe. In this TV commercial, Scrat, who is one of most loved characters from the franchise, has turned this attention towards his favourite Alpenliebe. But his greed for Alpenliebe cascades into a hilarious chain of events.

     

    The campaign will surely surprise and entertain consumers and create an excitement around the brand. This campaign can be seen on all leading kids’ channels and on Youtube and Facebook.

     

    Commenting on the initiative, Nikhil Sharma, Director Marketing Perfetti van Melle India, said: “The objective of this campaign was both to bring alive the brand proposition and to entertain our consumers. Thanks to the support we received from Fox Studios, we have been able to produce a TVC that delivers very well on both counts.”

     

    [youtube width=”400″ height=”225″]http://www.youtube.com/watch?v=-Wcl2zVWQ14[/youtube]He added: “Scrat’s tireless chase of an acorn is a well established and entertaining part of the Ice Age story and the whole piece fit very beautifully to highlight the ‘irresistibility’ of Alpenliebe – something which is very rarely the case in such associations.”

     

    Vijay Singh, CEO, Fox Star Studios India said: “Ice Age is the most successful animated franchise in India, and highly beloved amongst children and families; we are really pleased on the association between Ice Age 4: Continental Drift and Perfetti van Melle. The Indian team is very passionate and creative. The idea has been seamlessly depicted in the TVC, from the perspective of both Alpenliebe and Ice Age franchise.”

     

  • Arvind eyes Debenhams, Next’s businesses; to take over brand rights, stores from Planet Retail

    By Boby Kurian & Reeba Zachariah

     

    Arvind’s Sanjay Lalbhai may acquire the operating stores and rights of British fashion retailers Next and Debenhams from Planet Retail, triggering another retail industry consolidation , said two sources directly familiar with the developments.

     

    Arvind’s wholly owned subsidiary Arvind Lifestyle Brands is holding advanced talks to buy a large portfolio of retail assets, including Nautica stores, from Planet Retail. “Arvind is doing due diligence to takeover operations of Next, Debenhams and Nautica, and a deal could be clinched shortly,” said one of the sources mentioned earlier.

     

    Mr Lalbhai’s move follows Aditya Birla’s decision to buy department store chain Pantaloons and Reliance Retail’s continuing strategy of striking partnerships with a slew of international fashion brands. Arvind would gain control over high-street brands providing fresh impetus to its fashion and retailing business, which brought in more than Rs1,200-crore revenue in FY12.

     

    Arvind Lifestyle Brands owns value retail chain Megamart and a slew of international and local brands, such as Gant, Arrow , US Polo, Elle and Flying Machine. It also holds a 50 per cent stake in Tommy Hilfiger’s India unit.

     

    Arvind declined to comment on speculation, while Planet Retail chairman Ramesh Tainwala could not be reached for immediate comments.

     

    Mr Tainwala, who controls Samsonite’s Asia-Pacific and West Asia business, and NRI entrepreneur V P Sharma equally own 97 per cent in Planet Retail. Kishore Biyani’s Future Group holds the remaining 3 per cent. Planet Retail controlled several international retail brands through licensing deals, but the potential sale to Arvind would leave it with fewer brands like The Body Shop and Accessorize. The Mumbai-based lifestyle retailer had earlier sold the operations of another UK retailer Marks & Spencer to Reliance Retail.

     

    While Debenhams plays in the department store segment , Next, which retails home products and accessories globally, have been a pure-play clothing retailer in India. Both brands have underperformed with very few stores, even after five-six years in the country. Sources said Arvind would acquire stores with revenue topping Rs130 crore once the takeover of the three brands was finalized.

     

    The transaction will be multi-pronged with Arvind acquiring existing operations – stores and some staff – from Planet Retail. Arvind would simultaneously enter into fresh agreements with Next, Debenhams and Nautica (owned by US-based VF Corp) to strike a fresh licensing agreement and business development plan for India.

     

    Business valuations in fashion retailing are 1-1 .6 times topline revenue, according to industry experts.

     

    Wholly owned subsidiary Arvind Lifestyle Brands are already in talks to acquire some staff and retail assets, including Nautica stores, Arvind will also ink fresh deals with Debenhams, Next & Nautica for India business.

     

     

    Source: The Economic Times

    Copyright © 2012, Bennett, Coleman & Co. Ltd. All Rights Reserved

     

  • Timmy Kandhari quits PwC India, Smita Jha to take over

    By A Correspondent

     

    After a 15-year long stint with PwCIndia, executive director and leader, Hospitality and Leisure, Timmy S Kandhari has decided to move on. Mr Kandhari confirmed the same to MxMIndia.

     

    Furthermore, he told MxMIndia: “Ms Smita Jha will be taking over. She is currently a Director at PwC and she would be taking over as Head of Entertainment and Media.”

     

    Ms Jha currently holds the position of Director, PwCIndia. Like her predecessor, she is also a qualified Chartered Accountant.

     

    Citing personal evolution as one of the main reasons to move on, Mr Kandhari said: “One continually wants to evolve oneself as a professional and this move is largely to get closer to the next step.”

     

    Mr Kandhari did not disclose the next position he will be taking up but he said he might be able to announce the same in the next few months.

     

    Mr Kandhari is a qualified Chartered Accountant with over 20 years of experience. His past experience encompasses a range of industries including Healthcare, Consumer & Retail, Liquor, Auto and Entertainment & Media. He has been a frequent speaker on E&M platforms like FICCI, CII, CASBAA and so on. He’s also a member of the CII Entertainment and Media Committee.

     

  • EEMA-E&Y report predicts 25% growth for Event & Activations in 2 years

    By A Correspondent

     

    The Indian event and activation industry in the organized sector is expected to grow at an average rate of 25 per cent from its current size of Rs2,800 crore to Rs4,375 crore in 2013-14. Out of Home (OOH) and radio segments are said to be one of the key growth drivers of the event industry over the last three years. The next phase of growth in activations is expected to come from ruralIndiaas the metros are said to have reached a saturation point; hence the need to tap the large consumer base in the rural belt. These are some of the findings from the EEMA (Event & Entertainment Management Association) and E&Y (Ernst & Young) white paper on the ‘The Business of Experience – The Indian Events and Activations Industry’.

     

    In addition to these findings, 57 per cent of the surveyed respondents are of the opinion that the share of the total marketing spends attributed to BTL (Below the Line) activities (including events and activation) is expected to grow around 10 per cent over the next two to three years to reach nearly 20 per cent of the total marketing spends. The respondents also believe that on the road ahead, profit margins of the events and activation companies will grow at an average of around 15 per cent.

     

    The respondents were also asked to list five most critical issues they expect to face over the next few years. Inadequate event infrastructure; Talent acquisition and retention; Poor image/ Lack of transparency; High competition levels and Inability to demonstrate ROI’s were the top five issues that were a cause of concern for the respondents.

     

    In conversation with MxMIndia, Brian Tellis, President, EEMA talked about the two areas of growth for the event and activation industry in the near future. According to Mr Tellis, the unorganized part of the industry is estimated to be as large as the organised sector, if not larger: “The industry will grow from two areas. First, the industry will start getting a larger share of the existing marketing pie. The existing marketing budget of the brand is estimated to grow by 10 per cent as far as experiential marketing is concerned. The second area of growth will come from the bits of the unorganized sector which will become organized. So yes, it is time for high growth.”

     

    On the takeaways for the industry from the white paper, Mr Tellis said that the industry should first start developing its own Intellectual Properties (IP’s) because the ROI on Intellectual Properties is very high. He also pointed out the need to develop a calculation matrix and ROI matrix as this would enable marketers to confidently spend more money on BTL or experiential marketing.

     

    Talking about the challenges and opportunities for events and activation industry in the long run, Mr Tellis said: “There is a need to convert the unorganized sector into organized sector and the to develop Intellectual Properties (IP) because that will ensure sustainable revenues in the long run.”

     

    MxMIndia also spoke to other industry players and marketer for their views on the challenges and opportunities facing the event and activation industry and its effectiveness in brand building.

     

    According to Mr Girish KJ, vice president-Wizcraft International, over the years as the economy expanded rapidly, so did the need for brand activation, and experiential marketing has become a key value driver in the marketing mix: “In certain sectors, we find that  experiential marketing is what delivers high value to brands. We find a lot of first time clients simply being overwhelmed by the value they derive from investing in brand activation. Eventually, brands that invest in creating meaningful experiences will have a much better reason to be in the customers’ consideration set. In terms of engagement with communities, branded experiences deliver the best return on investment. We have seen that branded events and activation delivers among the highest return with a carefully thought out strategy and a well planned and executed branded experience.”

     

    On the challenges and opportunities facing the events and activation industry, Mr Girish KJ said that investing in and creating experiential marketing professionals for tomorrow; and attracting and retaining the best and the brightest talent will always be a challenge. “To today’s digitized, desensitised, over-communicated customer, the power of the brands experience cannot be over-emphasised. Globally, customers are shunning main stream, talk-down communications and clamouring to be involved with their brands. That is the opportunity for our industry to embrace.”

     

    Yogesh Nambiar, Head, Events Operations, TransStadia felt that events and activations industry is expected to grow in the future, but the real growth is however expected only post January 2013: “Currently we are witnessing a downslide from the event management side of the business, because most of the marketers are more or less looking at the Intellectual Property (IP) side of the business and not the event management companies or agency. Today marketers are looking at events and activations as an extension of their marketing arm, so you have to have good ideas to increase ROI’s for brands. From an ROI basis, I believe activation or BTL plays a large role for marketer or brands.”

     

    Kamal Nandi, Executive Vice President (Marketing and Sales), Godrej Appliances observed: “With more and more brands give experiential experience to consumers, I believe events and activations are only going to increase because that allows consumers to experience the products. Yes, marketers are spending more on activations. But, if you compare ATL and BTL spends, you will find that BTL spends have been constantly increasing over the years, and more money is being spent on experiential marketing. In our industry, events and activations are gaining momentum; however more and more spends are increasingly shifting towards BTL activities. So we definitely see this as an effective way of connecting with consumers and therefore as an industry we are spending more in this area.”

     

  • Luxury brands, including Louis Vuitton, Armani and Burberry, eye ‘conservative’ markets like Surat, Chennai

    By Vijaya Rathore & Nandini Raghavendra

     

    Traditionally conservative markets like Surat, Chennai and Kolkata are warming up to luxury, opening a wealth of opportunity for brands such as Louis Vuitton, Armani and Burberry beyond Delhi and Mumbai.

     

    In the next six months, people in Surat – home to some of India’s richest entrepreneurs in the diamond and textiles trade – will see the entry of half a dozen international labels that include Armani, Burberry, Tumi and Crabtree & Evelyn.

     

    Some 1,500 km away down south, on the eastern cost, curious shoppers in Chennai are checking out the first Louis Vuitton store that opened a fortnight ago. “Chennai is a great market, full of possibilities and perspectives,” said Geoffroy van Raemdonck, Louis Vuitton’s south Europe president, from Milan.

     

    Two new luxury hotels in Chennai are offering space to luxury brands keen to go deeper into the country even as Louis Vuitton has identified its next stop – Kolkata, where businessman Sanjiv Goenka is readying a 7-lakh sq ft mall that has already leased out about 50,000 square feet of space to luxury brands such as Bottega Veneta, Bally, Burberry, Rolex, Porsche Design and Jimmy Choo.

     

    Surat, Chennai and Kolkata have traditionally been conservative markets, with only a few rich buyers spending on the luxury labels. But now these cities are among the emerging hot destinations for luxury as premium global brands seek to reach out to pockets of affluence beyond the big metros.

     

    “There is a nascent market waiting to explode. We think the time has come,” said Sanjay Kapoor, managing director of Genesis Luxury, which markets brands such as Armani, Burberry and Canali in India.

     

    Genesis has taken up space for half a dozen stores at a luxury mall in Surat being built by Virtuous Retail, a retail real estate asset platform sponsored by the Xander Group Inc. It is also looking for space in Chandigarh, Ludhiana and Jaipur because several people from these towns frequent its stores in Delhi and Mumbai.

     

    Clearly, the rich in small towns have more money and desire than ever to spend on high life, and they seem indifferent to the slowdown in economic growth and overall consumer spending.

     

    Three years ago, NCAER’s Rajesh Shukla and Future Capital’s Roopa Purushothaman had said a report titled Next Urban Frontier, that boomtowns like Surat, Jaipur, Lucknow, Nagpur, Bhopal, Coimbatore and Kanpur have seen the most striking shift in income distribution.

     

    “That trend is established now,” said Mr Shukla. “The number of high-income households in boomtowns is growing at around 20 per cent a year, against 13.7 per cent in the mega cities…(and) boomtown households on average spend 12.7 per cent more than mega cities on clothing.”

     

    Anupam Yog, marketing director of Virtuous Retail, said Surat is one of the top ten markets on the company’s radar and has massive consumption potential. He says 73 per cent of the five million population in Surat is below 35 years of age, and 32 per cent of the households there have an annual income of more than 3 lakh.

     

    Virtuous Retail has also tied up with Indian fashion designer Rohit Bal to open shops within ‘VR Surat’ mall.

     

    Chennai, meanwhile, is fast becoming a popular luxury destination. “Chennai is becoming big in terms of consumers’ spending on luxury and lifestyle,” said Rajmohan Krishnan, executive vice president (wealth management) for north and south, Kotak Mahindra Bank. “People have new money and also the new generation of business entrepreneurs, who want to splurge, has come up.”

     

    Mr Krishnan says increasing connect between north and south of India too is impacting spending habits of people in the south.

     

    A new luxury hotel in the city, The Leela Palace, has earmarked around 8,000 square feet of retail space for luxury brands. “We are looking at luxury retail brands, with a focus on jewellery and watches,” said Amruda Nair, head of asset management, The Leela Palaces, Hotels and Resorts.

     

    ITC Grand Chola too is offering space to luxury retailers in Chennai as the city does not yet have a super luxury mall.

     

    In Kolkata, Sanjiv Goenka’s mall that will be operational early next year. “The mall will not only get shoppers from within the city but from the entire eastern region. We also expect an influx from Bangladesh,” said Pankaj Renjhen, managing director, retail services, at property consultant Jones Lang LaSalle, which is marketing the property. Gucci, too, is exploring having presence in Kolkata.

     

    Then there are other places.

     

    Louis Vuitton’s chief representative in Asia, Tikka Shatrujit Singh, said that besides Kolkata, the French fashion giant is considering places like Hyderabad, Noida and Gurgaon to open shops. High-end crystal products maker Swarovski opened boutiques in Ahmedabad and Pune last year. “This year we are opening in Ludhiana and Chandigarh and also looking at Kochi and Jaipur,” said Sukanya Dutta Roy, managing director (consumer goods business) at Swarovski India.

     

    Luxury hotels too are reporting higher business from domestic travellers.

     

    Source: The Economic Times

    Copyright © 2012, Bennett, Coleman & Co. Ltd. All Rights Reserved

     

  • Study reveals only 21% MBAs employable!

    By A Correspondent

     

    A nationwide study of marks secured by 2,264 MBAs who sat for tests by recruiting companies found only that only 21 per cent could make the grade. The previous study of 2007 by MeritTrac placed employability index at 25 per cent.

     

    The students representing over 100 B-Schools beyond the Top25, were tested by MeritTrac on standardised tests in verbal ability, quantitative ability and reasoning on behalf of recruiting companies.

     

    Examination of ‘AICTE Approval Process Hand Book: 2012-13’ reveals that the number of MBA seats in India has grown almost four fold – from 94,704 in 2006-07 to 3,52,571 in 2011-12.

     

    To benchmark the current state of employability of management graduates, MBA Universe.com and MeritTrac teamed up to conduct the research and release top line findings ahead of the MBA Universe.com organized Indian Management Conclave 2012, on August 9-10 in New Delhi.

     

    For purposes of this study, pre-recruitment test scores of 2,264 candidates were analysed by MeritTrac to assess how they fared on the three tests in terms of the average percentage scores and pass-through rates.

     

    The pass-through rates were calculated based on the pre-decided cut-off for each test. These cut-offs are at par with the average cut-off scores decided by companies in their recruitment exercises.

     

    The threshold cut-off scores used in Verbal ability, Quantitative ability and Reasoning were 45 per cent, 35 per cent and 40 per cent respectively. Overall average percentage score obtained by MBAs in Verbal ability, Quantitative ability and Reasoning was 52.58 per cent, 41.17 per cent and 37.51 per cent respectively.

     

    While performance on verbal ability seems to be satisfactory, reasoning is an area where there is scope for improvement. Considering that the elements of the reasoning test (deductive logic, data sufficiency, spatial reasoning, and analytical reasoning) are crucial to making sound management decisions, this is a result which warrants closer attention.

     

    The total pass-through rate, which is an index of employability, at 21 per cent leaves scope for improvement considering that organisations hire from this talent pool for strategic roles and this is the managerial pool that companies bank on.

     

    “The results of 2012 employability report covering 2,264 B-schools students from 29 cities are quite startling. This report clearly brings out the employability gaps across various competencies and highlights the need for scientific examinations and tests to align the candidate skills to employability metrics,” saidS Murlidhar, CEO and Director, MeritTrac Services.

     

    The MeritTrac- MBA Universe Employability Index study of MBAs will now be conducted once every two years.

     

    “Questions are asked about the talent coming out of MBA colleges, and whether they create a workforce responsive to the needs of the economy like understanding of business and on-the-feet thinking. So, decision-making skills are being valued more than ever,” said Amit Agnihotri, chairman of MBAUniverse.com.

     

     

  • FMCG biggies HUL, Godrej, Dabur report higher sales growth numbers than estimated by Nielsen

    By Sagar Malviya & Ratna Bhushan

     

    Market research firm Nielsen and India’s consumer goods companies are in sharp disagreement over growth rates in the sector. In the April-June quarter of 2012, sales growth in value terms of some of India’s biggest fast-moving consumer goods companies is higher than Nielsen’s growth estimate for the overall FMCG market, raising concerns over the world’s largest research firm’s accuracy in India.

     

    Seven listed domestic companies, which control over 70 per cent of the FMCG market, have posted an average value sales growth of 19.28 per cent in the first quarter of fiscal 2013. A Nielsen spokesperson says their figure for this period is 17.6 per cent. Even in categories such as soaps, juices, oral care and hair oils, leading players, which contribute between 60 per cent and 75 per cent to each segment, have posted much higher volume growth than what Nielsen’s data suggests. When contacted, Nielsen did not validate the numbers that ET has obtained from the research firm’s FMCG clients.

     

    For instance, Godrej Consumer Products Ltd saw a 24 per cent spurt in soap volumes even as Nielsen estimates growth for the overall segment at a sombre 5 per cent in the April-June quarter. “There is a bit of under-reporting by Nielsen. The issue lies with its statistical method,” said Adi Godrej, chairman of Godrej Group.

     

    “We generally use Nielsen’s data for market share as there isn’t any other option for us. However, for category growth, we rely on our sales numbers and listed companies’ performance,” said Vineet Agrawal, president at Wipro Consumer Care & Lighting, which saw a 15 per cent jump in volume growth in soaps in the first quarter of the fiscal year.

     

    It’s a similar story in toothpastes, a category that grew 9 per cent in volumes according to Nielsen; however, this doesn’t tally with internal sales data of Colgate and Hindustan Unilever Ltd (HUL), which together command roughly 80 per cent of the market. Colgate saw a 13 per cent rise in volume growth. For HUL also it was higher, said CFO R Sridhar at a recent financial results’ presentation.

     

    In packaged juices, Nielsen says the category grew 18-19 per cent in the April-June quarter in value terms and that Dabur grew 24 per cent. But Dabur’s quarterly sales numbers show its juice business grew 34 per cent. Dabur leads the packaged juices market with the Real brand, which accounts for more than half of all juices sold.

     

    Dabur CEO Sunil Duggal said: “Our quarterly growth numbers are generally ahead of what Nielsen reports. So we prefer to study Nielsen numbers as a longer-term trend – over a 12-month period – because that evens out errors.”

     

    Nielsen counters that the retail audit cannot be compared with sales numbers that companies report. A Nielsen spokesperson said: “The retail audit is focused on sales offtake through a sample of retail stores that tracks sales to the end consumer. It is technically incorrect to compare it to the financial results of companies, which report sales to distribution channels.” The research firm also said sales reported by companies may include those beyond retail stores from institutions such as army canteens, restaurants and transport hubs, which are outside the scope of its retail audit.

     

    An FMCG analyst points out on condition of anonymity that ignoring the Canteen Services Department (CSD), which caters to the Indian defence services, may be one explanation for the discrepancies.

     

    After all, CSD can easily qualify as India’s largest retailer with some 3,500 outlets across the country. Nielsen is no stranger to controversy on the market share front. In May 2009, HUL disputed the researcher’s data that showed a steady fall in the company’s market share across segments, saying it contradicted internal estimates as well as data from household research firm IMRB. The issue snowballed into a crisis when Dabur, Godrej and Marico echoed similar doubts over Nielsen data. Dabur and Perfetti Van Melle even went so far as to cancel Nielsen’s subscriptions in categories such as hair oils, juices, candies and confectionery.

     

    A year ago, Unilever CEO Paul Polman questioned the accuracy of Nielsen’s data for India, underlining that the country’s largest consumer product maker was still unhappy with the market researcher two years after first raising the issue. “I know you all like to write about it. But they (Nielsen) are not very accurate with what their numbers are,” Mr Polman had said while commenting on the performance of Unilever’s Indian arm.

     

    Nielsen has increased its sampling size to 22,000 outlets from 16,000 over the past three years, included more modern trade outlets and uncovered channels in rural markets, prompting some companies to be optimistic about the research firm’s data. “We are worried, but the fact remains that at least it is not deteriorating. They have been changing panels and we have to pick up points where there are issues and work with them on it,” said Saugata Gupta, CEO of Marico, which saw its hair oil business grow over 15 per cent in volumes while Nielsen’s data shows a growth of 4.7 per cent for the category.

     

    Also, companies are now slightly at ease after Nielsen decided not to share data with market analysts and investors who depend on the data to track the performance of consumer product companies and rate the stock accordingly. “While we are glad that analysts can’t access the data easily, even we have stopped taking the research seriously and rely on it just for trends. Nielsen’s numbers is not a bible to us,” said a CEO of a leading homegrown consumer firm who didn’t wish to be identified.

     

    Source: The Economic Times

    Copyright © 2012, Bennett, Coleman & Co. Ltd. All Rights Reserved

     

  • Direct selling companies like Oriflame, Amway beat economic slowdown, grow 23% in FY12

    By Ratna Bhushan

     

    Sanjana Jalan, an executive with a multinational and mother of two living in upscale Gurgaon, has not shopped for cosmetics at malls for a year or so. “I just call up my Oriflame distributor who delivers the cream and lipsticks I want at my home at the same prices I would pay for a brand in a retail store,” she said.

     

    If it’s convenience that makes Ms Jalan opt for a direct-selling brand, Lata Gupta, a receptionist at an export house in Mumbai, uses only Tupperware containers in her kitchen because of their durability. “These last really long, make my kitchen look smart…and products come with a life-long guarantee that’s something others don’t offer,” said Ms Gupta.

     

    Reasons may be different, but Indian consumers are increasingly buying Amway shampoos, Tupperware containers, Oriflame creams and Herbalife wellness drinks. While traditional FMCG companies are facing slower growth due to economic slowdown and weak monsoon, direct-selling companies seem to have bucked the trend riding on stable demand, direct engagement with consumers, flexibility in market penetration and lower costs.

     

    “The direct selling industry is showing diversified consumption patterns across the country, increasing demand from tier-2 and tier-3 cities and higher acceptability by consumers, distributors and entrepreneurs,” said Chavi Hemanth, secretary general at the Indian Direct Selling Association (IDSA).

     

    Direct selling firms-which sell their products to consumers without routing them through retail stores-are estimated to have posted 21 per cent-23 per cent growth in India in 2011-12, according to IDSA and industry body PHD Chamber.

     

    In contrast, traditional FMCG companies, which sell through retail channels, grew 15 per cent in 2011, and 17 per cent so far this year. Of course, the direct-selling industry with estimated revenues of over Rs6,000 crore in 2011-12, is minuscule compared to the country’s FMCG industry estimated at about Rs150,000 crore.

     

    But direct sellers such as Amway, Tupperware, Oriflame, Herbalife and Modicare are growing faster-the industry is expected to touch Rs10,800 crore by 2014-2015.

     

    “Since we engage directly with end consumers, we haven’t seen a significant slowdown. Traditional FMCG companies are unable to offer a personal connect with their consumers,” said Bill Pinckney, MD of Amway India, the country’s biggest direct selling firm with sales of Rs2,130 crore.

     

    Amway, which sells shampoo, toothpaste, home care products and health supplements in India, overtook traditional firms like L’Oreal, Nivea and Kellogg by revenues last year.

     

    So what helps direct sellers largely avoid the slowdown? For one, say industry experts, the direct selling industry is by and large not impacted by fluctuations in rural demand because most products target urban consumers. Also, these firms have direct engagement with consumers, most companies have brought down prices at par with traditional products, and almost all products offer buy-back guarantees.

     

    Direct selling firms have lower costs of doing business because they don’t invest heavily in mass media and save on expenses involved with distributor and retail channels.
    “Also, their consumer outreach is much higher,” said SP Sharma, chief economist and head of research at PHD Chambers, which brought out the report: ‘Expanding horizons – Indian direct selling industry’.

     

  • Big Bazaar’s new Mahabachat campaign

    By A Correspondent

     

    [youtube width=”400″ height=”220″]http://www.youtube.com/watch?v=O-bo9pTou5I[/youtube]

    Big Bazaar is the pioneer of organized retailing in India and has been successful in creating many new consumption occasions, which offer unbeatable value to the Indian middle class. One of such landmark properties is Mahabachat, which has been designed to spur consumption around the Independence Day holiday.

     

    This year the challenge was to instill confidence into the property promise of big savings at a time when persistent inflation was dampening consumer spending.

     

    The consumer reality revealed that they harbored a sense of helplessness towards inflation, with no solution in sight. Over the years, the effect of inflation had moved beyond the kitchen to oil prices, fashion, education and entertainment, leading to an increase in the cost of living. At the same time consumer aspirations were also on the rise, resulting in an overall state of dissatisfaction.

     

    As a solution to the current consumer angst, they empowered their consumers with a concrete solution of Mahabachat. The resolve of victory on inflation by participating in Mahabachat was brought alive through the optimistic call to action- mehengai par halla bol. The TVC worked to build an atmosphere of collective hope and confidence. The campaign was supported by TV, print, radio, outdoor and digital medium.

     

    Chief Creative Officer: Sonal Dabral

    Office Head: Rajiv Sabnis

    Creative Head: Vinayak Nayak, Anand Karir

    Creative Copy: Neh Rathi, Anand Karir and Fazal Syed

    Creative Art: Binal Parikh Gharat, Sunil Petkar

    Account Planning: Amit Kekre, Gitanjali Saxena

    Account Management: Sanjay Panday, Rajiv Wadhwa, Makarand Gholba, Abhay Bhonsle

    Films: Mahen Solanki

    Production House: Whodunit Films

    Director: Sujay Shetty

     

  • I Venkat is new top cop for ad world

    The Advertising Standards Council of India (ASCI), the self-regulatory voluntary organization of the advertising industry, has unanimously elected Mr I Venkat, Director, Eenadu, as the Chairman of the Board of ASCI at its board meeting. Mr Venkat has been a member of the Board of Governors for five years and has provided active support to self-regulation in advertising.

    Mr Arvind Sharma, Chairman of India Sub-Continent, – Leo Burnett, was elected Vice-Chairman; and Mr Vikram Sakhuja, CEO-South Asia – Group M Media India, was re-appointed the Honorary Treasurer.

    During 2010-11, the Consumer Complaints Council (CCC) met 12 times and considered 777 complaints against 190 advertisements. Of these, complaints against 104 ads were upheld, while 80 were not upheld and six were considered non-issues. In 84 cases, the ads in which the complaint was upheld were voluntarily withdrawn or modified as per the CCC’s decisions, making for an over 80 percent compliance rate.

    Mr Rajiv Dube, Director-Group Corporate Services ,Aditya Birla Management Corporation Pvt Ltd, and the outgoing Chairman of ASCI, said, It has been a privilege for me to have served as the Chairman of ASCI and I step down from the position with the satisfaction of a progressive year on self-regulation in advertising behind me, for which I would like to thank all who supported strengthening the movement further.

    On his new role, Mr Venkat said, It is my honour to be elected as the Chairman of an organization which has been providing remarkable service to the Indian masses and the ad industry by effectively self-regulating advertising content over the past 26 years. With the support of the ASCI’s Board and the CCC, I will endeavour to further improve the awareness and usage of ASCI. I urge the ad sector, the regulators, civil society activists and above all, the general public to actively seek ASCI’s services and also provide suggestions for its improvement.

     

    The other members of the new Board of Governors:

    Advertisers

    Mr Narendra Ambwani (Agro Tech Foods)

    Mr Rajiv Dube (Aditya Birla Management Corporation)

    Mr Shantanu Khosla (Procter & Gamble Hygiene & Health Care)

    Mr Gopal Vittal (Hindustan Unilever)

     

    Media

    Mr Rajan Anandan (Google India)

    Mr Benoy Roychowdhury (HT Media)

     

    Advertising Agencies 

    Mr Subhash Kamath (BBH Comms India)

    Mr Srinivasan Swamy (RK Swamy BBDO)

     

    Allied Professions

    Mr Dilip Cherian (Perfect Relations)

    Mr Dhananjay Keskar (IBS)

    Mr Pranesh Misra (Brandscapes Consultancy P. Ltd.)

    Mr Partha Rakshit (Partha Rakshit Associates)