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Mumbai (Maharashtra) [India], September 1 (ANI): Reliance Consumer Products, the fast-moving consumer goods arm and a fully-owned subsidiary of Reliance Retail Ventures, on Friday announced the expansion of its beverage portfolio with the launch of a cricket-themed drink, <keyword id="18620172" type="General" weightage="100" keywordseo="campa-cricket" source="Orion">Campa Cricket</keyword>. Bursting with electrolytes, <keyword id="169701" type="General" weightage="80" keywordseo="campa" source="Orion">Campa</keyword> Cricket is a crisp lemon-flavoured carbonated drink dedicated to passionate cricket fans across India. In a release, it said the refreshing beverage has been specially developed to rehydrate and revitalize consumers on and off-field. "Campa Cricket aims to forge a strong connection between the brand Campa and one of India's biggest passions, the game of cricket. While the drink is infused with electrolytes to replenish vital salts, it also provides fizzy lemony refreshment to cricket fans, whether they are cheering for their favourite cricketers or going about their day-to-day chores," said an RCPL spokesperson, as per the release. Campa Cricket will be available to consumers in several formats, including in 250ml pack priced at Rs 20 and a shareable 500ml pack priced at Rs 30. The beverage is set to be launched in key states, including Karnataka, Tamil Nadu, Andhra Pradesh, Telangana, Gujarat, Maharashtra, West Bengal, and Uttar Pradesh. With this launch, RCPL strengthens its growing beverage range including drinks from Campa, Raskik and Sosyo Hajoori. RCPL's FMCG portfolio currently comprises daily essentials under its own brand Independence, confectionery from Lotus Chocolates and Toffeeman, Sri Lanka's leading biscuit brand, Maliban, Alan's Bugles corn chips and a wide range of home and personal care products under brands such as Dozo, Enzo and Get Real. (ANI)

Reliance launches Campa Cricket -  infused with electrolytes

<ul><li>Campa is targeting the growing market of downtraders by pricing its soft drinks attractively. </li><li>When you are drinking a cola, you are not just consuming a soft drink, you are consuming a branded experience, says Ambi Parameswaran, branding guru and author. </li><li>Campa has to get its distribution right and match the width of distribution that other colas have today, says Harish Bijoor, branding expert. </li></ul><keyword id="15793554" type="General" weightage="20" keywordseo="reliance-consumer" source="Orion">Reliance Consumer</keyword>’s Campa Cola relaunch at an invitation price of 200 ml at ₹10, and 500 ml at ₹20 – is clearly aimed at taking on rivals Coca-Cola and Pepsi head-on. Reliance is a master at disrupting existing categories with its entry level pricing and innovative marketing models. Just recall the launch of Jio’s high speed broadband mobile services in 2016 for free. The <a href="https://www.businessinsider.in/retail/news/reliance-brings-back-the-iconic-campa-beverage-brand/articleshow/98520789.cms">launch of Campa-Cola</a> is right not just from the season point of view but also because the <a href="https://www.businessinsider.in/finance/article/inflation-burns-a-hole-in-the-pockets-of-indias-lower-income-households-from-fmcg-goods-flip-flops-to-crackers-consumption-takes-a-backseat/articleshow/95536971.cms">heat of inflation has burned a hole </a>in the pockets of Indians. In the last six months, many Indians, both rural and urban, have been hit by high inflation and have been downtrading – that’s shifting to cheaper brands or even going for unbranded products. The FMCG market is in the most price-sensitive state it has even been in the last few years. Campa is targeting this growing market of downtraders, at a price that’s almost half of what other cola brands offer. “Yes, it caters to this trend,” agrees Harish Bijoor, founder of a consultancy firm, Harish Bijoor Consults, adding, “There is relevance for a lower-priced cola – a local cola with a friendly price versus an MNC cola with MNC prices.” “Penetration pricing can boost Campa’s traction among the price-sensitive Indian masses, especially in the rural markets. The aggressive pricing will magnify the impact of the relaunch amid the cost-of-living crisis, as 68% of Indian consumers are extremely concerned about the impact of inflation on their household budget,” says Bobby Verghese, consumer analyst at GlobalData. Price matters, but brand matters too Ambi Parameswaran, branding guru, author, and the former head of FCB Ulka, however, believes that it’s hard to beat established brands like Coca-Cola and Pepsi with a pricing strategy alone. “When you are drinking a cola, you are not just consuming a soft drink, you are consuming a branded experience. There have always been lower priced and local colas in the market but they found limited success. They (Reliance) will have to bring in celebrities and invest big money in marketing,” he adds. Reliance has launched Campa across three different flavours – cola, lemon and orange — which covers the entire gamut of soft drinks. “They launched one unified brand across flavours and that might work,” opines Parameswaran. Reliance also went with the slogan ‘The Great Indian Taste’ as it relaunched an iconic brand Campa which was once competitor to Parle’s Goldspot, Thums Up and Limca – the last two ended in the kitty of Coca-Cola, which made its comeback in the ‘90s. Campa, however, could not withstand the growing competition of Pepsi and Coca-Cola, and shut shop in 2000-01. After it was acquired in August last year, it’s Campa that now has a moneyed backer with marketing muscle and a giant retail footprint of 17,225 stores, offline. Reliance also retails groceries and more online and launched sales via WhatsApp six months back. It also owns a stake in Dunzo – a quick commerce retailer. “Reliance can also leverage its own offline retail and e-commerce stores to quickly narrow the gap with Coca-Cola and PepsiCo’s nationwide distribution networks and bolster Campa’s market penetration. In terms of pricing, Reliance Consumer can go toe-to-toe with multinational operators,” said Francis Gabriel Godad, business development manager, GlobalData India. Where is the footprint? Yet, the cola market is like no other FMCG brand. With the need for refrigeration and a rock solid distribution channel that Coca-Cola and Pepsi have built for years – this might be a tough act to follow if not break. “It’s not just pricing. They have to get distribution right and match the width of distribution that other colas have today. Colas retail differently – most of them are sold out of kirana stores, dhabas and others,” explained Bijoor. Reliance Retail’s footprint can drive the sales of large soda packages. “At home consumption only contributes to 20% of cola sales. The rest is purchased on-the-go,” says Parameswaran. Moreover, Pepsi and Coca-Cola have built their empires on the theory of exclusivity. For example, McDonald’s retails Coca-Cola (only) at its outlets and Burger King goes with Pepsi. In India, these brands have ‘owned’ dhabas and small-time restaurants where either of the brands’ products are retailed extensively. Since this is where most Indians eat, it also helped them make colas a part of Indian meals which matches with biryanis as easily as it does with burgers. Thanks to extensive marketing campaigns, they penetrated rural markets, killed local goli soda businesses and have become the ‘thanda’ of choice. Colas and cricket The third dimension of the cola business after price and distribution, is the ‘taste’. Even today, Thums Up is perceived as the ‘strong’ cola, with the other two colas close behind. Bijoor and Parameswaran say that with colas, it’s more about the brand than the taste and few people can recognize cola brands in a blind tasting. Yet, consumers tend to buy the brand they feel they like the most. Godad says that Campa can build a similar recall as it announced plans to launch an intensive marketing campaign at the Indian Premier League (IPL) 2023 – the cricket tournament with a viewership of over 200 million. This too is a page out of Pepsi’s playbook which has had popular brand ambassadors among cricketers like Sachin Tendulkar and more. At one point in time, it even engaged almost all of the Indian cricket squad to the 2003 world cup in South Africa including Sourav Ganguly, Rahul Dravid, Harbhajan Singh and more in its ads. Reliance Consumer intends to bring similar energy into its marketing. “Reliance’s branding activity during the (IPL) event will thereby amplify Campa’s mass-market awareness in the cricket-loving nation. Moreover, as the official sponsor of the popular ‘Mumbai Indians’ IPL team, Reliance Group can rope in popular cricketers as brand ambassadors. This is a powerful marketing strategy given that endorsements by celebrities or organizations are an essential feature that 29% of Indians actively look for when purchasing products, according to GlobalData’s 2022 survey,” says Godad. In addition to all, Reliance is also not building a ‘new brand’ either, it is bringing back an old brand with nostalgia value that still rings a bell with Gen Xers and millennials — that’ll send at least a few to try a brand they once loved. SEE ALSO <a href="https://www.businessinsider.in/business/news/millennials-want-the-security-of-their-own-roof-over-heads-finds-cbre/articleshow/98120129.cms">Millennials want the security of their own roof over heads, finds CBRE</a> <a href="https://www.businessinsider.in/business/news/healthcare-consumer-goods-minted-the-most-indian-dollar-billionaires/articleshow/98913863.cms">Healthcare, consumer goods minted the most Indian dollar billionaires</a>

Campa has to go beyond invitation price to build the brand & distribution network

<ul><li><keyword id="617730" type="General" weightage="80" keywordseo="isha-ambani" source="Orion">Isha Ambani</keyword> says <keyword id="8506093" type="General" weightage="60" keywordseo="jiomart" source="Orion">JioMart</keyword> users on Whatsapp have grown by nine times since its launch in 2022.</li><li>Reliance has invested $10 billion in the past two years in its <keyword id="69318" type="General" weightage="50" keywordseo="retail-business" source="Orion">retail business</keyword>, focusing on building integration, growing in-house brands.</li><li>The company recently announced the launch of its youth-focused fashion retail format, Yousta</li></ul> <keyword id="58448" type="General" weightage="90" keywordseo="reliance-retail" source="Orion">Reliance Retail</keyword> Ventures (RRVL), whose valuation recently doubled to Rs 8.28 lakh crore ($100 bn) from Rs 4.28 lakh crore in September 2020, after Qatar Investment Authority invested over Rs 8,000 crore in the company. The company will show the fastest growth in terms of revenue and EBITDA, said <keyword id="3820" type="General" weightage="70" keywordseo="mukesh-ambani" source="Orion">Mukesh Ambani</keyword> at the conglomerate's 46th Annual General Meeting on Monday. EBITDA is Earnings before interest, taxes, depreciation, and amortization. “In less than three years, the valuation of Retail has almost doubled, notwithstanding the intervening Covid-19 pandemic. Based on this valuation, Reliance Retail, had it been listed, would have ranked among the Top 4 companies in India and Top 10 retailers globally,” said Ambani. Speaking at the AGM, Isha Ambani, director of RRVL, said that the business has doubled to Rs 8.28 lakh crore from Rs 4.28 lakh crore in September 2020 as global investors have shown tremendous interest in the business. Out of this, the digital and new commerce sales contributed nearly Rs 50,000 crore in the financial year ending March 2023. The company has reported that registered customers grew to nearly 25 crore, with over 78 crore footfalls in FY23. “ We have invested over USD 10 billion in the past two years, focusing on building integration, growing in-house brands, and improving supply chain networks,” said Isha Ambani. Fast moving consumer goods update Isha Ambani said that their new FMCG business has made a strong start through multiple brands and partnerships. “A key pillar of our FMCG business is to make heritage Indian brands contemporary. JioMart users on Whatsapp have grown by nine times since its launch in 2022,” she said. Reliance Retail forayed into the personal care categories in the FMCG space and also became the official retailer of GAP in India to serve the mid-premium segment. The business also expanded its product basket through acquisitions and partnerships at both local and global levels like Metro, Campa Cola, Pret A Manger, Lotus, Sosyo, Maliban, and Toffeeman among others. Reliance Retail has also entered into the beauty segment by the launch of omni-channel beauty platform which focuses on providing experiential retail services “Tira” and opening its flagship store in Mumbai. Most recently, the company announced the launch of its youth-focused fashion retail format, Yousta, with the opening of its first store in Hyderabad’s Sarath City Mall. This will be targeted at consumers in the age group of 15-25 years at affordable prices. Isha’s first love AJIO, which was launched by Isha Ambani in 2016, had yet another strong year, with its catalogue size crossing 13 lakh options. “We continue to be the partner of choice for international brands straddling premium, bridge-to-luxury, luxury, as well as Indian designer wear,” she said at the AGM.

Reliance Retail will grow fastest in terms of revenue, EBITDA, says Mukesh Ambani

<ul><li><keyword id="1097800" type="PERSON" weightage="20" keywordseo="groovy">Groovy</keyword> was started by two brothers Mitkaran Singh Ghai and Rajneesh Sharma in 2019 under the banner Enhaz Beverages.</li><li>The company currently has two manufacturing plants in Uttarakhand and Jammu and Kashmir, that produce 700 pouches per minute.</li><li>The duo have an experience of two decades in the juice manufacturing business, and have been co-packers for Kingfisher’s club soda and water. </li></ul>In 2019, what was termed as the worst year for India’s fast moving consumer goods (FMCG) industry, two brothers decided to step into this domain by unveiling their juice brand Groovy, specifically targeting the Tier II, III and beyond regions of the country. While the brand was launched in 2019 under Enhaz Beverages, it hit the market in August 2020 as the country was still struggling to minimise the exposure to the COVID-19 pandemic. If 2019 brought a slowdown in demand for FMCG brands, 2020 was the year filled with complexities in operations and supply chain. The company, started by two brothers Mitkaran Singh Ghai and Rajneesh Sharma with an initial investment of ₹10 lakh, specifically focuses on high quality fruit juices priced at ₹10 to offer better quality products to the underserved markets in India. Enhaz Beverages’ product line is claimed to be free from any preservatives and comes in six flavours — mango, guava, pomegranate, mint-o-lemon, lychee and mixed fruit. It will be further expanded in the coming years, as the company introduces other packs within the range of ₹30-₹50. Just like other FMCG companies, Groovy also faced many challenges due to the pandemic. It imported all the machinery from China in January 2020 and was set to welcome a team of Chinese engineers to set them up, but the government decided to close all travel routes from China with the emergence of COVID-19. Clocking ₹15 crore in 10 months The founders of the company waited a couple of months before starting to set up the machinery themselves. The only way to communicate with the teams in China was by email, as WeChat was banned in India and phone calls were definitely not an option. To add to the troubles, the manuals too were in Mandarin. Despite all the odds, Groovy managed to set up the machines and clock sales worth ₹15 crore in the first 10 months of its operations, completely relying on the underserved regions of India. It has marked its presence across Jammu and Kashmir, Uttarakhand, Uttar Pradesh and Gujarat over the last one year. Its products are currently present across one lakh retail counters across these regions. “Whatever we have sold, the sale of ₹15 crore, has been through our offline channels. To add on, the sale has come from one plant in Uttarakhand plant… Our prior experience in this segment helped us in our networking and our distribution channel, which were already set in certain parts of the country. So, that is where we got lucky or you know our effort paid off initially,” Sharma added. It had set up its first plant in Uttarakhand and second one in Jammu and Kashmir in April 2021. The company now claims to have a capacity to manufacture upto 700 pouches per minute, with the new infrastructure in place. The claims that they would have been in line to crack ₹50 crore in revenue if it was not for the pandemic. It expects to hit the ₹30 crore mark in the financial year 2022, despite the second and the expected third wave of the pandemic hitting the country. Prices at ₹10, available in 6 flavours for underserved Indians Both Ghai and Sharma have been in the FMCG segment for almost two decades, but in the business-to-business (B2B) side of things. They have been co-packers for India’s well-known beer brand Kingfisher’s water and carbonated soda from 2000. Besides this, they have also been consultants for Campa Cola, leading seven projects pan India for setting up water, carbonated water, cold drink and juice plants for the company. Explaining their journey, Sharma added that they had been thinking of venturing into the consumer side of things since 2015 and decided to finally step in 2019. Ghai added that Enhaz was not worried about the demand slowdown when they entered the market in 2019. He added that slowdown had impacted products within a higher price range, but products within the price range of ₹5-₹10 were flourishing. “The reach of a good product is not everywhere, especially not in the smaller towns. We wanted to come up with a ₹10 rupees product to solve this issue,” he added. In the fruit juice business, Groovy is not only competing with other Indian brands like Paper Boat and Raw Pressery, but also international brands like <keyword id="567902" type="COMPANY" weightage="20" keywordseo="Tropicana">Tropicana</keyword> by PepsiCo, Real Fruit Juice by Dabur and others. As per an imarc <a href="https://www.imarcgroup.com/fruit-juice-manufacturing-plant">report</a>, the global fruit juice market reached a volume of 44.12 billion litres in 2020. However, 2020 was a challenging year for the Asian FMCG <a href="https://www.business-standard.com/article/companies/nielsen-predicts-revival-of-fmcg-growth-some-differ-as-covid-19-cases-rise-121032600016_1.html">market</a> that witnessed lower growth, according to a report by Nielsen. Groovy looks at domestic, international expansion within a year of launch Groovy is now underway to set up their plant in New Delhi to centrally manage all the locations it is in, and further expand to other regions of the country with an investment of $1.5-2 million. The company will be taking up the north Indian distribution itself and further expand to the southern part of India through franchising in order to reduce its time and cost of distribution. It aims to cover about 80% of the country by the end of 2021. “We are opening up our head office in Delhi so that we can monitor units in different parts of the country, so as to centralise the operations. We are hiring good salespeople and marketing people to set up distribution channels in different parts of the country. We are already in talks with somebody to give a franchise in the south of the country, so that we can start our operations in south India. By the end of this [calendar] year, we should have. We should be covering, I think, 80% of the country,” Sharma added. It also has international expansion on its agenda and is looking into other South Asian Association of Regional Cooperation (SAARC) regions except Pakistan. SAARC is a cooperative frame between Afghanistan, Bangladesh, Bhutan, India, Nepal, Maldives, Pakistan and Sri Lanka. Groovy is also planning to launch a revamped, sugar-free version of its products in the Middle East market. It is currently working on United States’ Food and Drug Administration (FDA) and halal approval to clear the steps towards its international expansion. SEE ALSO <a href="https://www.businessinsider.in/business/startups/news/failure-to-pivot-covid-19-blues-force-amazon-backed-shuttl-to-look-for-a-buyer/articleshow/84056797.cms">Failure to pivot, COVID-19 blues force Amazon-backed Shuttl to look for a buyer</a> <a href="https://www.businessinsider.in/business/startups/news/payments-firm-pine-labs-raises-600-million-as-it-plans-to-go-public-by-2022/articleshow/84162996.cms">Payments firm Pine Labs raises $600 million as it plans to go public by 2022</a> <a href="https://www.businessinsider.in/business/ecommerce/news/why-restrict-e-commerce-players-when-offline-retailers-follow-the-same-practices/articleshow/84068271.cms">Why restrict e-commerce players like Flipkart and Amazon when offline retailers follow the same practices, ask industry experts</a>

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