FMCG is experiencing a new wave of competition from Challenger brands. What is the Challenger story in India? Who are they, what are their strategies and most importantly, how should the established players protect and prevail. This presentation analyses the challenger animal in detail, shows its true impact and suggests strategies that can work for the reigning champions!
FMCG is experiencing a new wave of competition from Challenger brands. What is the Challenger story in India? Who are they, what are their strategies and most importantly, how should the established players protect and prevail. This presentation analyses the challenger animal in detail, shows its true impact and suggests strategies that can work for the reigning champions!
We are in an age of data carpet bombing. Businesses are staggering with the flow of industry updates, investor reports, retail audits, sales dashboards, brand tracks, social listening ad nauseam. The data is intended to empower, yet it overwhelms. Enter Consumer Insight Managers.
The low success rate for innovation in Indian FMCG became a subject of interest at Nestlé India. Partnering with Nielsen we set out to understand what it takes innovations to win in the long term- form birth, to breakthrough and beyond the first phase of life on the shop shelf. The ensuring investigation threw up some surprises, but more importantly brought forth simple tenets that can instruct new launches to higher probability of enduring success, The passage to a winning, sustainable innovation has two critical stage gates incumbent in it: getting the innovation rights (pre-launch) and getting it through (once on the shelf). We examined both via frameworks created for the purpose and developed a guide for marketers wishing to maximize their chances in the marketplace.
Indian FMCG's checkered innovation record of 23 proven successes out of 16,914 new launches in 2012 piqued our interest here at Nestlé India. An examination of what it takes to win at innovation long term was undertaken and yielded startling discoveries. The marketplace is merciless! Only 8 out of the 23 were still flourishing. This led us to delve into the causality of sustainable success. The analysis threw up simple tenets that can guide new launches in India and elsewhere, with benchmarks from retail data to chart progress and performance.
This is an account of how market researchers can apply the expertise of data analysis in non-traditional research to deliver leading-edge insight. The issue explored is slow growth in the coffee category. Going beyond primary research, three dimensions were explored: the coffee experience in tea drinking countries; how other similarity poised categories have grown in India; and India's bond with tea. The approach yielded understanding that helped chart a new direction.