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<ul><li>Created in Dunzo’s signature tongue-in-cheek tone of voice, this campaign will feature some of India’s favorite movie stars being overly dramatic about their everyday grocery problems. </li><li>With Dunzo Daily’s value propositions cleverly woven into iconic movie dialogues and songs, this campaign intends to strike the fine balance between grabbing eyeballs and creating awareness about the brand.</li></ul>In its latest marketing campaign, Grocery ka drama chhodo, Dunzo Daily karo, Dunzo sheds light on the wait time and hassles surrounding online grocery delivery. Kicking off the campaign with its first ad film for Dunzo Daily, veteran actor <keyword id="9271" type="PERSON" weightage="20" keywordseo="Sunny-Deol">Sunny Deol</keyword> reprises his iconic dialogues from Damini and highlights Dunzo Daily’s proposition of seamless, on-demand delivery of groceries. <div type="Youtube" id="Vx0m1zgZqbM" title="Dunzo Daily Campaign | Tareekh Pe Tareekh" thumbUrl="https://i.ytimg.com/vi/Vx0m1zgZqbM/mqdefault.jpg"></div> This 360 campaign, complete with a series of ad films, print ads, online and offline marketing activities, aims to educate the user on the benefits of ordering groceries on Dunzo Daily. Created in Dunzo’s signature tongue-in-cheek tone of voice, this campaign will feature some of India’s favorite movie stars being overly dramatic about their everyday grocery problems. With Dunzo Daily’s value propositions cleverly woven into iconic movie dialogues and songs, this campaign intends to strike the fine balance between grabbing eyeballs and creating awareness about the brand. The opening film showcases Bollywood superstar Sunny Deol’s character, visibly upset over the delay in his current grocery order. Impassioned, he reprises his famous dialogue “Tareekh pe tareekh” from the 1994 film Damini, describing to his wife the hassles of ordering groceries, until the green glow of Dunzo Daily magically appears to solve all his grocery problems. With a dash of humor and a touch of nostalgia, this campaign hopes to press all the right buttons for Indian audiences. For the launch of the campaign, Dunzo had something special up its sleeve. A funny but intriguing <a href="https://www.instagram.com/reel/CSn6TxRpCbL/?utm_source=ig_web_copy_link" class="dt ip">Instagram reel featuring Sunny Deol</a> on the sets of an ad film reprising his iconic dialogue “Tareekh pe tareekh." Since the reel was devoid of any brand association, it further sparked curiosity in the audiences and managed to go viral against Sunny Deol’s wishes. Spread over the duration of over a month, the subsequent campaigns will feature other film stars, each bringing their own flavor with surprise throwbacks and familiar references. Given the fact that the Dunzo Daily experience is beginning its rollout in Bangalore, some of the content has been tailored to cater specifically to the likings of Bangalore audiences. The campaign has been entirely written and conceptualized by the in-house brand team, and shot by <a href="https://www.bastafilms.com/" class="dt ip">Basta Films</a>. “With Dunzo Daily we have perfected the balance between speed and selection. With over 2000 products and delivering in 19 minutes, Dunzo Daily is currently the fastest and most efficient way to get daily and weekly groceries delivered. At Dunzo we want to deliver an experience that’s astoundingly better than any offline experience that requires you to wait or walk to your local store or wait for slots from other online platforms. We’re excited for more users to give Dunzo Daily a try and truly feel the difference in what the grocery buying experience should be in 2021,” says <keyword id="5016554" type="PERSON" weightage="20" keywordseo="kabeer-biswas">Kabeer Biswas</keyword>, CEO &amp; Co-founder, Dunzo. Even before the launch of the campaign, Dunzo Daily has witnessed unprecedented demand from users, growing 25% week on week. Leveraging mini-warehouses strategically located across each neighborhood in the city, Dunzo is able to match supply and demand to ensure lightning-fast delivery and a seamless ordering experience through its app. For Users in Bangalore, the new experience is already making a difference in how they shop for their daily essentials. “Dunzo Daily orders in Richmond Town are usually delivered within 15 mins of ordering, and that’s been great. But today it got done in 8 mins! With a sick kid at home, I really needed the help, and Dunzo made life so much easier by delivering instantly. While I share a compound wall with a supermarket, I am sure I wouldn’t have gotten what I needed in under 10 mins even if I had walked by myself,” says Anjali S, Bangalore User of Dunzo Daily.

Dunzo's first-ever television commercial gets Sunny Deol to reprise his famous dialogue 'Tareekh pe tareekh' from Damini

<ul><li><keyword id="2165" type="General" weightage="20" keywordseo="kareena-kapoor" source="Orion">Kareena Kapoor</keyword> Khan’s character Geet from <keyword id="14521" type="General" weightage="20" keywordseo="jab-we-met" source="Orion">Jab We Met</keyword> enjoys an ever-increasing fandom.</li><li>But have you ever imagined what the movie would have been like if Kareena’s sister <keyword id="11193" type="General" weightage="20" keywordseo="karisma-kapoor" source="Orion">Karisma Kapoor</keyword> were to play her role? <keyword id="11947433" type="General" weightage="20" keywordseo="dunzo-daily" source="Orion">Dunzo Daily</keyword>’s latest ad shows how it would have turned out.</li></ul>In its latest marketing campaign titled ‘Grocery ka drama chhodo, Dunzo Daily karo,’ Dunzo has been featuring India’s favorite movie stars from the 90s being overly dramatic about their everyday grocery problems. This time, Dunzo has done something unusual. Its ad features <keyword id="12351048" type="General" weightage="20" keywordseo="karisma-kapoor-as-geet" source="Orion">Karisma Kapoor as Geet</keyword> from Jab We Met. The older Kapoor sister spoofs the younger one, Kareena Kapoor Khan’s iconic character, which GenZ has grown up loving. And, Karisma nails the role. If anyone else could play Geet without taking away the character’s charm, it is the actor's older sister. <div type="Youtube" id="Xp18PV0txzA" title="Dunzo Daily Campaign | Itni Fast Delivery, By God! | Karisma Kapoor" thumbUrl="https://i.ytimg.com/vi/Xp18PV0txzA/mqdefault.jpg"></div> Created in Dunzo’s signature tongue-in-cheek tone of voice, Karisma’s ad throws a few Jab We Met references to convey how it is easier and quicker to order groceries online. Before the release of the final advertisement, Dunzo had released an Instagram post yesterday. It aimed to build curiosity and excitement around the ad launch. <div type="javascript" title="Instagram" contenttype="Video"><cdata><![CDATA[ ]]></cdata></div> Dunzo’s latest campaign is a repositioning exercise, which aims to change its image from primarily being known for its quick pick-up and drop service for all categories, to being one of the top players to get your groceries fresh and fast. The first ad in this campaign featured a revival of Bollywood star Sunny Deol’s famous dialogue Tareekh Pe Tareekh, which spoke about the difficulties users faced with booking slots for grocery delivery on other apps. <div type="Youtube" id="Vx0m1zgZqbM" title="Dunzo Daily Campaign | Tareekh Pe Tareekh | Sunny Deol" thumbUrl="https://i.ytimg.com/vi/Vx0m1zgZqbM/mqdefault.jpg"></div> It was followed by another ad with Kannada star Puneeth Rajkumar. <div type="Youtube" id="UC_138y--d8" title="Dunzo Daily Campaign | If You come today | Puneeth Rajkumar | Kannada" thumbUrl="https://i.ytimg.com/vi/UC_138y--d8/mqdefault.jpg"></div> The campaign has been entirely written and conceptualized by the in-house brand team, and shot by Basta Films. <div type="Article" hostid="261" msid="85625832" title="A lot of advertising agencies don’t like Dunzo because their clients send them our creatives asking them to do something similar: Sai Ganesh, Dunzo" mstype="2" mssubtype="0"></div>

When Karisma Kapoor played Geet from Jab We Met for Dunzo Daily

<ul><li><keyword id="3275685" type="General" weightage="20" keywordseo="dunzo" source="Orion">Dunzo</keyword> has recently launched a 360 degree campaign to promote its new offering <keyword id="11947433" type="General" weightage="20" keywordseo="dunzo-daily" source="Orion">Dunzo Daily</keyword> that it has launched in <keyword id="6355033" type="General" weightage="20" keywordseo="bangalore" source="Orion">Bangalore</keyword>.</li><li>We speak to <keyword id="653988" type="General" weightage="20" keywordseo="sai-ganesh" source="Orion">Sai Ganesh</keyword>, Head - Brand at Dunzo who tells us about the new offering and the campaign and tells us about their marketing journey so far.</li></ul>The quick commerce segment is heating up with more and more platforms battling it out to make life more convenient for its consumers. In the past few months, we have seen platforms like Grofers, Swiggy and Dunzo try to race each other into delivering groceries to you first. Meanwhile, what might make one platform win over the other is how they choose to communicate with their consumers. Dunzo, that launched Dunzo Daily in nine areas of Bengaluru in July launched with the promise of delivering products to your doorsteps within 15 minutes. It now has a fool-proof plan to make itself heard. Last week, we saw Dunzo launch a film, the first in a series, featuring actor <keyword id="9271" type="General" weightage="20" keywordseo="sunny-deol" source="Orion">Sunny Deol</keyword>. And to make sure that its message reaches its target audiences, the platform has come up with a 360 degree campaign to make the right kind of noise. The campaign “This is a repositioning exercise for Dunzo which has primarily been known for its quick pick-up and drop service for all categories. But now we're trying to focus on positioning Dunzo as the best delivery service to get your groceries fresh and fast. And since it's primarily a Bangalore campaign to begin with, we're looking to scale operations in Bangalore. It’s a city that has multiple user personas, there’s the native audience who have lived here for the longest period of time and then there are people who have moved into the city from other parts of the country for work. Our campaign is aimed at addressing all the different user personas,” said Sai Ganesh, Head - Brand at Dunzo. <div type="Youtube" id="Vx0m1zgZqbM" title="Dunzo Daily Campaign | Tareekh Pe Tareekh" thumbUrl="https://i.ytimg.com/vi/Vx0m1zgZqbM/mqdefault.jpg"></div> The campaign, which will feature a host of stars from both Hindi and Kannada movies, is aimed at highlighting the hassle of ordering groceries and how Dunzo will solve the problem for its users. In the past few months, we have also observed new-age players making use of nostalgia to reach out to consumers. So is Dunzo worried the new campaign will be compared to CRED’s IPL ads? “Not at all. We started working on this campaign last year, even before CRED’s second phase of campaign. I think the campaigns look similar because both the teams at CRED and Dunzo are largely digital-natives. We understand what works on Instagram, Twitter and the social media. We don't think TV commercials or Outdoor creatives first. Doing unexpected things on social media has a huge payoff and that's the reason why there's a similar train of thought between the two and that's just because we know what works on social media,” he explained. The growth of Dunzo Daily Since July, Dunzo Daily has been witnessing around 25% growth week on week. To fulfill its promise of delivery in 19 minutes, Dunzo is leveraging mini-warehouses strategically located across each neighborhood in the city. But then, a few other players in the segment are also speeding up their delivery game, so how will Dunzo make sure consumers choose them over their competitors, and what role will communication play there? “Our content speaks for itself. The kind of content we've created and the mediums we’re using help us stand out. We also have an audio signature tune now. And this sonic identity will be a part of the product. On the app, when the delivery partner leaves the store or is at your doorstep, you will get a notification. We're trying to differentiate the brand at every touch-point possible and marketing is not going to be left behind as well,” added Ganesh. For Dunzo, the plan for now is to grow Dunzo Daily to 4X in Bangalore, to provide a superior experience, set up more stores so that the delivery time gets further reduced. Once the model gets proven in Bangalore, the platform will take it to other cities. Dunzo’s marketing game Dunzo had been launched back in 2015 as a <keyword id="790242" type="General" weightage="20" keywordseo="whatsapp" source="Orion">WhatsApp</keyword> group where CEO Kabeer Biswas would himself get things delivered to people on the group. Within four months, the initiative blew up on Whatsapp and Biswas had close to 10,000 users, without spending any money on advertising. For a long time, the growth Dunzo witnessed was solely owing to word-of-mouth. However, as the team started scaling up, Dunzo focused on building an in-house brands team. Today Dunzo does all its creative work in-house. On what has worked in their favor from a marketing perspective, Ganesh said, “We haven't hired an agency, everything is done in-house. Building this team of digital-natives who are so good at everything they do, has been a very important part of our journey. An interesting thing about our social media journey is, people organically used to say good things about Dunzo and our delivery partners and we decided to use this tactic where we would incentivize people to say good things about Dunzo, which is pretty much what our Twitter game is. If you say something good about us, we make a wordplay on your name and that is something our consumers look forward to.” Dunzo is also one of the players on social media that has aced moment marketing and its take on topical events usually keeps it in the news too, which has helped them build their brand narrative too. “Over the last few years, we have been able to leverage moment marketing well, to the extent that someone was telling me that advertising agencies don’t like Dunzo because they get our creatives sent to them by their clients who ask them to come up with similar creatives. It’s a big compliment for us. We have become the leaders of moment marketingand that is creating a real pull for the brand,” said Ganesh. Watch the full interview here: <div type="Video" msid="85626102" hostid="261" title="Dunzo has launched a new campaign featuring Sunny Deol to promote its offering Dunzo Daily" dataSource="BUSINESSINSIDER" thumbUrl="https://denmark.timesinternet.in/cmslite/api/app/images.jpg?msid=85626102"></div>

A lot of advertising agencies don’t like Dunzo because their clients send them our creatives asking them to do something similar: Sai Ganesh, Dunzo

<ul><li>After Vodafone’s ZooZoo and 7UP’s Fido Dido, new-age brands have stayed away from launching and nurturing a brand mascot. </li><li>However, Dunzo’s endearing mascots Harri and Dunya testify that mascots still work and help you stand out in the clutter. </li><li>We reached out to brand experts to understand if technology has impacted <keyword id="9768835" type="UNKNOWN" weightage="20" keywordseo="mascot-marketing">mascot marketing</keyword>, what are some of the things that brands should consider before launching a mascot in today's time, and what should it talk about. </li></ul>Growing up, we have seen the supremely charismatic <keyword id="125015" type="PERSON" weightage="20" keywordseo="Amul-girl">Amul Girl</keyword> comment on issues that nobody dared to refer to on public-forums. From government scandals to celebrity gossip to gender equality, the Amul Girl has spoken about it all unabashedly and continues to be loved by different kinds of audiences for the same reason even today! However, after the iconic Nirma Girl, McDonald’s Ronald McDonald, Parle-G Girl, 7UP’s Fido, and Vodafone’s ZooZoo, <keyword id="9768839" type="UNKNOWN" weightage="20" keywordseo="brand-mascots">brand mascots</keyword> did not make an appearance for quite some time and made us wonder if mascots are a dying trend. Brands did not want to invest in a labour-intensive exercise that involved a lot of commitment, regularity, nurturing and of course, money to make it all happen. And then Dunzo, a new-age home-grown delivery brand, dropped not one but two mascots, Harri and Dunya. Like Amul, its mascots also comment on status-quo with its well-known pun, swag and humor. Many technological advancements have been introduced in our country since the Amul Girl was born and the marketing landscape continues to evolve with it. We reached out to experts to understand what benefits a brand can reap by launching a mascot in today’s highly-cluttered landscape, what are some of the factors they should take into consideration and what should today's mascot look like and talk about. Experts opined that technological changes will come and go, but mascots will always offer a relatability factor -- a barrage of emotions packed in one image that helps connect the brand immediately with the audiences. Karthik Srinivisan, Brand Consultant and Social Media Expert, said, “There's nothing technological about mascots, as I see it. Regardless of where a mascot is used, in what kind of media, the primary purpose is to enhance memorability and association. Whether the mascot is depicted in a billboard, or a print ad, or TVC or an Instagram post, the basic purpose transcends technology and medium.” He said mascots offer higher recall value. “A mascot's purpose has always been to extend a brand's marketing effort. If the mascot enhances the memorability of the brand, or makes it more relatable, that is a good consideration for the mascot's need. The most basic things that a brand should consider fall under common sense - that the chosen mascot doesn't lead to any negative association or perception,” added Srinivasan. All mascots from the recent past like Harri, Dunya, ZooZoo and Fido are 3D illustrations that don’t just have a conversation and engage with consumers, they twirl, dance and even drive around on fictional streets. Albeit, experts we spoke to said dimensions don’t matter, message does. Ambi Parameswaran, Founder, Brand-Building.com said, “I am not sure if you can do better advertising simply because you can create a 3D image. I still believe the simple 2D of Amul Girl is one of my favourites.” Giving us an example, he said, “In recent times, Nippon Paint has used the colourful blobs, called Blobbies as an integral element on their campaign. These are 3D images that paint your walls and is an extension of something the brand has done abroad. I think the intelligent use of the mascots has helped the brand standout in the celebrity clutter that we see in all brand advertising, and also in paint advertising. I would rate it as a breakthrough in recent years.” “The mascot today becomes a bot when injected with technology. Interfaces can change, but the core persona of the bot must not,” seconds Harish Bijoor, Brand Guru &amp; Founder, Harish Bijoor Consults Inc, whose favourite brand mascot is Asian Paints' Gattu! Bijoor explained, “A Brand Mascot is a relationship that is forever. It is all about a more long-lasting engagement with the consumer than in the case of celebrities roped in to promote a brand. Keeping this in mind, it is important for mascots to embody the brand with a certain degree of personal integrity. Mascots must therefore embody within themselves the DNA of the brand in question. Integrity and a complete emotive-ability with the consumer is a core must.” Ronita Mitra, Founder and Chief Strategist, Brand Eagle Consulting said that even if the consumers move to a dominant digital environment, consumers will continue to remain humans and will always look for that human and emotional connect. Highlighting how mascots can be used to break clutter, Mitra said, “A mascot has the power to be leveraged across multi-media platforms from advertising to social media conversations to technology interfaces to activation programs as demonstrated effectively and endearingly by the Vodafone ZooZoos. While usage on one static medium such as packaging aids strengthening of the visual identity of brands, mascots are not done full justice when used that way. Relationships will continue to have a special place in consumers' lives, only the formats of engaging will evolve. The recent COVID lockdown times have shown how people from across the world have continued to strengthen their bonds leveraging technology. Mascots such as the Amul girl have shown that consumers do not tire themselves of relevant and engaging day to day conversations over decades.” Amul Girl steals the show Mascots can help personify the brand, maintain a voice, stand out in the clutter of celebrity endorsers, and establish the brand in an endearing, memorable and meaningful manner. Today, audiences also expect brands to have an opinion on political and social issues, stand for a cause and sell eco-friendly products. So, in today’s advanced social and technological landscape, what should your brand’s new mascot look like and talk about? All experts had one response to this question. Refer to Amul Girl. “Amul Girl remains right on top. This is mainly because unlike Asian Paints' Gattu or the Parle Girl, Amul has made contemporary use of their mascot in many kinds of topical situations through their everyday ads. Merely creating a logo and using it only in brand marketing is one thing, but Amul has gone beyond using it in marketing, and in a way made us think of Amul when we see the mascot in any context. That's the true success of a mascot - to bring people back to the brand every time they stumble on it even without the brand's name mentioned next to it,” said Srinivisan. “Mascots such as the Amul girl have shown that consumers do not tire themselves of relevant and engaging day to day conversations over decades,” said Mitra. So to conclude, experts said that a brand mascot should bring alive the brand narrative and its point-of-view. It will still help create a long-term relationship with your consumer if connected on a daily basis. Your brand would not have to worry about technological advancements and changing media landscape, mascots can be omnipresent and immortal.

From Amul’s 2D girl to Dunzo’s 3D Harri and Dunya, here's how mascots have evolved over the years and what they stand for today

Mumbai, Mar 26 () Amid a lockdown across the country to curtail the spread of COVID-19, there are many apps that are trying to make life more involved and a little easier with contactless delivery options, maintaining health and wellness, gaming, navigation guidance and even providing seamless education.MapmyIndia Move app is one such app that aims to empower citizens to help authorities about lapses in enforcement related to COVID-19."In these difficult times every bit, even the smallest action taken in the right direction, counts. We are enabling the citizens to help authorities. Our objective is to facilitate better governance through better coordination or cooperation amongst citizens and authorities," MapmyIndia CEO and Executive Director Rohan Verma said.With limited resources and many constraints, the government authorities are doing their best to maintain calm and keep Indians safe and sound and using resources like the Move app and MapmyIndia maps citizens can act as force multipliers for the authorities, he added.Another app HealthifyMe is an artificial intelligence (AI)-led health and fitness app that launched a slew of initiatives to help people improve their immunity and adopt a healthy lifestyle during the 21-day lockdown. The company has launched Immunity Assessment Tests which can be taken by anyone free of cost.Those who score low on the test will also receive a free consultation by a trained coach. HealthifyMe has also launched home workouts on its app and daily live workouts with coaches, along with trackers for sleep, smoking and handwashing, factors that are the bedrocks of long-term immunity. These offerings are available for all users under the "Immunity Tab" in the HealthifyMe App.HealthifyMe CEO Tushar Vashisht said that it takes 21 days to build a habit and the app aims to use the lockdown to build healthier habits and improve their immunity."So we have launched the biggest ever upgrade to our app with several new features centered around eating balanced diets, exercising at home, sanitizing hands and sleeping better. We are also giving away free nutritionists and exercise consultations to anyone who needs help and together I am confident we shall overcome this virus and this crisis," he added.Meanwhile, edtech platforms like Edubrisk are also rising up to the occasion to help solve the educational crisis in the country. They are running free learning sessions for teachers or institutions so that they can take online classes for their students. Also, they are providing free demo entries for students who need to finish their courses on their platform.The dating and gaming industry is also not far behind as during this time of lockdown, dating apps like Gleeden are providing alternatives for individuals to spend their time at home doing something that they find pleasurable. The platform has registered a hike of over 70 per cent on its platform during this period. The gaming platforms are also not far behind and are giving lucrative offers to woo the customers. Falling the suit, Fantasy and online gaming platforms like the Baazi Games have also witnessed a hike of 8-10 per cent on its online poker platform, PokerBaazi. These platforms are proving to be very handy in order to divert the attention of the masses locked at their homes.As the social distancing measures in the wake of the COVID-19 are critical for both delivery executives and consumers, leading security and community management solution MyGate has partnered with Swiggy, Licious, Grofers, Dunzo and other leading e-commerce companies to enable contactless deliveries of essential services.The company's Leave at Gate feature, which establishes a clear process for contactless deliveries, is being made available proactively to all the 1.5 million homes on its platform. The over 7,000 gated communities on MyGate can now also elect to make it mandatory for their residents to pick up their parcels at the gate.Urban Company, formerly UrbanClap has partnered with Srinidhi Foundation to set up a relief fund to support gig workers and independent contractors on its platform during the COVID-19 crisis.This fund will be used to provide sustenance support to deserving individuals and their families over the next few months, till the situation comes back to normalcy. Shared living start up Stanza Living has also set-up a dedicated 'employee contingency fund' of nearly Rs 10 lakh to cover basic medical expenses for any employee in case of contraction of COVID19.The fund includes voluntary contributions from employees across over 10 cities, who have pledged a part of their salaries to the fund, with the co-founders pledging 50 per cent contribution to the fund collection. SM MKJ

COVID-19 lockdown: Many apps trying to keep people engaged

<ul><li><keyword id="54572" type="CITY" weightage="20" keywordseo="PepsiCo">PepsiCo</keyword> India said within 30 years of our establishment in India, PepsiCo India has grown exponentially to emerge as one of the largest Food and Beverage company in the country.</li><li>On account of such a tremendous growth, PepsiCo India has committed to invest over $2.1 billion in the country over a five-year period ending in 2022. </li><li>"While there have been some short-term head winds due to Covid, we at PepsiCo are extremely optimistic about the future and are committed to provide consumers the right portfolio of products across food and <keyword id="23943" type="PERSON" weightage="20" keywordseo="beverages">beverages</keyword>," they said.</li></ul> In an interview with IANS, Vishal Kaul, Vice President &amp; Business Head, Beverages, PepsiCo India and Dilen Gandhi, Senior Director and Category Head of Foods, PepsiCo India said within 30 years of our establishment in India, PepsiCo India has grown exponentially to emerge as one of the largest Food and Beverage company in the country. On account of such a tremendous growth, PepsiCo India has committed to invest over $2.1 billion in the country over a five-year period ending in 2022. "'As people adjust to the enew normal', in-home consumption is witnessing a significant uptake. We are witnessing a jump in both penetration and frequency of our food and beverage categories. There is a growing demand for our larger packs as in-home occasions of togetherness have increased manifold. While the consumers are looking at in-home experiences and seeking convenience, they are also looking at value," they said. "While there have been some short-term head winds due to Covid, we at PepsiCo are extremely optimistic about the future and are committed to provide consumers the right portfolio of products across food and beverages," they said. "Even in the COVID environment, our categories are seeing robust demand and growth across most channels," they added. Q: How is PepsiCo India responding with its business models to the Covid-19 situation? A: The COVID-19 has led to a complete paradigm shift as everything around us has changed- consumer behavior, retail landscape, competitive environment. Very early on, we realized there was no playbook to tackle the COVID challenge and the situation would continue to change. So, we had to arm ourselves with taking quick decisions while not having all the relevant information. To help us navigate the crisis, we established 6 guiding principles: Being People Centric, Being Consumer Centric, Being Customer Centric, Being Community Stewards, Being Agile and Being Prudent. These were the lens through which we saw every decision and we empowered our teams for agile decision making. At a time when stepping out for even essentials was fraught with risks, making our product conveniently available for our retailers and consumers was a key focus area. Hyper-local delivery emerged as a solution and we invested in emergent channels like Ecommerce for both B2C and B2B. We partnered with Amazon, Big Basket, Grofers, Swiggy and Dunzo to ensure uninterrupted availability of our food and beverage products to consumers across locations with safe delivery-on demand for all our consumers. For B2B, we further strengthened our existing Distributor model with the EB2B model, where we partnered with Udaan and Big Basket to help small and medium businesses. This partnership ensured our product portfolio was easily made available to retailers, so that they can cater to demand in the market. Q: How does PepsiCo view the big jump in consumption of snacks and beverages at home? A: PepsiCo India has always kept a pulse on consumer trends and continued to develop its portfolio in line with what consumers want. As people adjust to the enew normal', in-home consumption is witnessing a significant uptake. We are witnessing a jump in both penetration and frequency of our food and beverage categories. There is a growing demand for our larger packs as in-home occasions of togetherness have increased manifold. While the consumers are looking at in home experiences and seeking convenience, they are also looking at value. In order to serve the consumer better and rapidly adapt to their changing requirements we have introduced a 1.25-liter PET pack in our beverage portfolio at a very affordable price of Rs 50 which will enable the stay-at- home times even more special for our consumers. We have also introduced various combo packs for our food portfolio creating and further driving in-home consumption.Q: What are the investment plans for PepsiCo in India? A: Within 30 years of our establishment in India, PepsiCo India has grown exponentially to emerge as the largest Food and Beverage company in the country. On account of such a tremendous growth, PepsiCo India has committed to invest over $2.1 billion in the country over a five-year period ending in 2022. This commitment is a part of our previously disclosed commitment to invest $5.5 billion in India and includes our plan to double our manufacturing capabilities locally in the next five years, to cater to the ever-increasing demand of our products among the consumers. In recent years, we have announced an investment of Rs 514 Crores in a new foods facility in Uttar Pradesh which will provide 1,500 direct/indirect jobs. We have also invested in increasing capacity at our existing foods plants in West Bengal and Maharashtra and have additionally proposed to set up a greenfield project in Assam. Q: What is the production capacity for the PepsiCo products, and has it reached pre-Covid levels? A: We have resumed operations/ manufacturing across foods and beverages in the best manner possible, ensuring that all guidelines regarding safety of our employees are strictly adhered to. In the current environment and limited workforce across shifts, we are trying to ensure that we can meet the demand and operate at an optimal level to cater to our consumers with their favorite snacks and beverages. Nonetheless, we remain committed towards our employees and our consumers and see an uptake in both supply and demand in both categories. Q: What has been the response to the Covid situation? A: As brands look at engaging with consumers, the first and foremost part is that the current situation requires brands to provide consumers with a seamless and safe buying experience. That apart, this is also a unique opportunity to build an even more authentic relationship with the consumers by listening to them and providing the functional and emotional comfort. While there have been new ways of ensuring consumers had 24X7 accessibility of our products in a safe and hygienic manner, Brands across the PepsiCo India portfolio have also initiated interesting campaigns rooted into insights that we mined through the real time social listening we do at PepsiCo For consumers, safety comes first, and they are now refraining from going to crowded places and prefer low exposure. Hence, we partnered with SWIGGY and Dunzo to provide our products across food and beverages at their doorsteps, 24X7. We also saw that with low touch format being the new trend, there was a need to work with our partners to find low or no touch solutions for dispensing water. After extensive research and trials, we were able to finalize the Aquafina Low touch dispenser model as a product that we could roll out now given it meets key criteria including safety of consumer,practicality as well as economies of scale. We also evolved in the way we communicated to our consumers with messaging that were more relevant in current times. For example, <keyword id="44672" type="CITY" weightage="20" keywordseo="Pepsi">Pepsi</keyword> identified that while social distancing was the new normal, however a lot of consumers were either not aware of it or were not following it fully. Salaam and Namaste, which were deeply rooted into Indian culture are actually the best forms of contactless greetings, which was the need of the hour during the COVID times. In an endeavor to make these contactless Indian greetings a part of pop culture, Pepsi introduced a digital forward campaign that aimed at inspiring the world that greeting each other with salaam/namaste is a perfect way to ensure social distancing and yet maintain connections responsibly. It encouraged behavioral change through adherence to social distancing norms in an entertaining manner. The campaign broke all past records in India and made a meaningful impact to the consumers' lives. On the other hand, LAY'S, started a special initiative for the many unsung heroes of India - farmers, truck drivers, retailers, etc. e who continue to bring joy to millions even in these challenging times. The brand partnered with Smile Foundation to provide hygiene kits to over 40,000 families of such unsung heroes. These hygiene kits contain masks and sanitizers, to support these champions as they continue to work hard even in these unprecedented times. As part of the initiative LAY'S has also collaborated with leading Indian brands like Airtel, ICICI Bank, Parachute, Dunzo, Big Basket, JK Type, Vistara, Grofers and together have thanked millions of these unsung heroes. We also had other brands from our portfolio like Mountain Dew, Quaker, Tropicana etc do similar contextual campaigns and the response from the consumers has been overwhelming.Q: What have been the sustainability initiatives of PepsiCo? A: In its role as a responsible social citizen, PepsiCo India has taken several initiatives to contribute to the nation's ongoing efforts to combat the COVID-19 outbreak. As part of its #GiveMealsGiveHope global programme, PepsiCo India provided over 10 million meals to the underprivileged and marginalized families impacted by the COVID-19 outbreak across India. The meals were distributed in partnership with Akshaya Patra Foundation, Smile Foundation &amp; CII Foundation, across the country. The company also extended support to the healthcare and diagnostic facilities by providing over 35,000 COVID-19 testing kits to government labs, supplementing their efforts to combat the pandemic. Furthermore, the COVID 19 crisis has impacted the restaurants and the workers significantly. It is forecasted that 4 out of 10 restaurants would shut down. Pepsi initiated a campaign #PepsiSaveOurResturants, an inclusive program where every time you order food and add a beverage to your order and it can be any beverage -- Pepsi or any other beverage, Pepsi will give that many meals to the restaurant workers who have served us. Pepsi partnered with NRAI and Swiggy to bring this campaign to life. The campaign has got great response as it has provided many consumers an avenue to support the restaurant workers who have always served them. Q: What are the changing consumer patterns expected due to Covid? A: The COVID-19 challenge is making both consumers and brands face a new reality. Consumer behavior and pattern is emerging and evolving at a fast pace. Some of the key insights that are emerging are as follows: #Mobile is the new TV: Consumers, customers, employees and our ecosystem partners have leap frogged towards leveraging digital solutions and the mobile is at the epicenter of all this. Be it work from home, communication to consumers, taking orders from customers or Ecom, consumers are practically dependent on their mobiles. They are consuming content online, buying online and even engaging with extended family and finds online. Therefore, it's important to jump shift this capability and work with the ecosystem partners to strengthen this muscle. #Value in Table Stakes: While value has always been important for consumers, going forward it would become even more crucial. The brands/companies who can re-engineer their business models to deliver this via an advantaged model, would succeed in the long term. #Hope Trust and Fun: We believe consumers would be looking at 3 emotional benefits and brands that can provide the same authentically, would be the ones that consumers would choose - The first is Hope. Hope is tied very closely to empathy. Brands need to be empathic and craft messages which are reassuring and relatable to consumers in these unprecedented times. - The second is Trust. Now more than ever, consumers need to see brands walk the talk in everything they do e whether it is the core product promise or leading a cause to support communities. -The third is Fun. Today, consumers are working twice as hard, donning multiple hats and with sources of entertainment and recreation limited, a brand that can that can present an opportunity for consumers to express themselves in a fun manner will be able to build deeper connects with the consumers The situation would continue to evolve and it is important we continuously have our ear to the ground and we keep sharpening the strategy basis consumer needs. Q: What are the initiatives to bolster the retail network by PepsiCo? A: The pandemic has given rise to a enew-normal' world and we at PepsiCo India have maintained a close look out on the evolving consumer behavior pattern to be better prepared for the future. We take cognizance of the fact that we need to cater to different audiences, be it consumers, partners, distributors through different channels. For the consumers, demand for online deliveries has soared since the start of the stay-at-home order. Thereby, it was almost imperative for businesses to enhance their Direct to Customer (D2C) channels like Swiggy, Dunzo to ensure we have exclusive e-stores and a mechanism to cater to our consumers at their doorstep 24/7. By tapping the 'Daily Grocery' on Dunzo's app, customers can visit the LAY'S E-store and get these products delivered within an hour of ordering. The initiative has currently been launched as a pilot in <keyword id="6354321" type="LOCATION" weightage="20" keywordseo="Bengaluru">Bengaluru</keyword> and will eventually expand to 4 more cities across Mumbai, Gurugram, Delhi, and Jaipur. For the beverage category, we have tied up with Swiggy stores where we ensure availability of our products to the consumer on demand and delivery within 2 hours. On the other hand, Aquafina has tied up with a micro delivery platform OwO is for expanding reach into "At -home" consumption of packaged water. From a consumer perspective, our research has shown that consumers prefer dealing with apps such as OwO as they find it convenient. For the retailers and wholesalers, an interesting emerging channel is the EB2B model, under which PepsiCo India has entered into deep partnership with Udaan and Big Basket to help small and medium businesses. They should always have access to our product portfolio to ensure that they always meet demand. On the other hand, we remain committed to the distributors and ensure that we grow them and grow with them. Q: How does PepsiCo view the recent agriculture reforms including the flexibility to farmers to sell their products? A: Let's talk briefly about our collaborative programme and how that is focused on working closely with the farmers and based on years of trust and relationship. At PepsiCo India, we are guided by eWinning with Purpose' - our fundamental belief that the success of the company is inextricably linked to the sustainability of the world around. Agriculture is at the heart of PepsiCo India, and the companies relationship with farmers in India goes back 30 years. PepsiCo was the first company to introduce own researched processed grade varieties in India in late 90's. At present, PepsiCo is largest processed grade potato buyer in India. To fulfill its chip grade potato demand locally, PepsiCo developed largest collaborative farming for potato in India spread across 13 states working involving over 24,000 farmers. The potatoes are then processed in 3 manufacturing plants which employ close to 2,000 direct and indirect employees. The retention rate of farmers being part of the collaborative farming program is as high as 98 per cent. All the potato used in Lay's and Uncle Chipps is sourced from farmers in India e in fact, PepsiCo is the largest buyer of chip grade potato in the country today. Q: What are your views on the outlook for consumer sentiment? Is it an essential versus discretionary choice? A: India consumption story has just started and according to industry reports, India will be the 3rd largest consumption market by 2025. While there have been some short-term head winds due to Covid, we at PepsiCo are extremely optimistic about the future and are committed to provide consumers the right portfolio of products across food and beverages. Even in the COVID environment, our categories are seeing robust demand and growth across most channels. Our robust and balanced portfolio across "Fun for You" products like Pepsi, Lays Dew, Kurkure or "Better For You" products like Lipton, Pepsi Black or "Good For You" products like Quaker, Tropicana and Gatorade are getting greater acceptance from consumers. SEE ALSO: <a href="https://www.businessinsider.in/business/corporates/news/after-google-pwc-india-declares-a-company-wide-holiday-for-its-employees-this-friday-offers-time-off-for-a-well-deserved-break/articleshow/77125627.cms">After Google, PwC India declares a company-wide holiday for its employees this Friday – offers time off for a 'well-deserved' break</a> <a href="https://www.businessinsider.in/thelife/personalities/news/mukesh-ambani-is-now-the-fifth-richest-person-in-the-world-according-to-forbes/articleshow/77105843.cms">Mukesh Ambani is now the fifth richest person in the world, according to Forbes</a> <a href="https://www.businessinsider.in/business/corporates/news/tcs-infosys-hcl-tech-dont-want-h1b-ban-but-are-pocketing-savings-while-it-lasts/articleshow/77120776.cms">The H1-B visa ban is not what Indian IT firms want⁠— but they are pocketing some savings while it last</a>

PepsiCo India has grown exponentially to emerge as one of the largest F&B companies in India

<ul><li>As consumers started cooking or baking more evolved, gourmet dishes at home during the lockdown, <keyword id="9613152" type="COMPANY" weightage="20" keywordseo="britannia-cheese">Britannia Cheese</keyword> witnessed an increase in its demand. </li><li>We caught up with <keyword id="917197" type="PERSON" weightage="20" keywordseo="Gunjan-Shah">Gunjan Shah</keyword>, CCO, <keyword id="146218" type="COMPANY" weightage="20" keywordseo="Britannia-Industries">Britannia Industries</keyword> to understand if the brand has been able to retain the demand it saw in the beginning and how it has changed its marketing strategy in the unlocking period. </li><li>He also told us how the company transformed its business digitally during the lockdown and all about its biggest digital campaign, Britannia Cheese StarChef starring Saif Ali Khan, that brought in the highest growth for the brand till date. </li></ul>With the pandemic-induced lockdown, consumers started brushing up their cooking or baking skills and eating became more of a family exercise. It brought out people’s hidden talent for cooking, especially among the urban masses, which they were exploring only now, thanks to them staying at home and not having to travel to work everyday. In April, recipe searches also surged on the internet, as people began experimenting with a variety of cuisines ranging from the easy to the complex, gourmet varieties. Cheese became one of the ‘star ingredients.’ Britannia Cheese was quick to recognise this opportunity and it amped up its digital marketing strategy to latch onto the increasing demand for cheese, which became an integral part of consumers’ grocery list -- providing a huge impetus for the growth of the category. As a result, cheese became one of the highest growing food categories during the lockdown. As per Nielsen’s report on COVID-19 Impact on FMCG &amp; Retail, the cheese category saw a 60% growth. The report also highlighted how the rapidly evolving preference of urban consumers includes cheese as part of the monthly shopping cart. <div type="image" title="cheese trend" msid="78258099" hostid="261"></div>(Source: Nielsen RMS) Britannia Cheese saw 300% of its business coming from E-commerce during April to August. To leverage this demand, Britannia executed a three-way plan. Elaborating on the company’s digital plan, Gunjan Shah, CCO, Britannia Industries, said, “We provided ease of discoverability and convenience to new users on key ecommerce platforms like BigBasket by creating Britannia Cheese Brand stores on the home pages for an extended shop-in-shop experience. Secondly, we have tied up with several subscription-based e-commerce platforms like Milkbasket and Supr Daily, which provide daily essentials delivery services across all major metros. This helped us recruit new users, gain consumer retention and increase stickiness by incentivizing purchase frequency. Thirdly, to strengthen the last-mile delivery, we have also entered into partnerships with portals like Dunzo, Swiggy and Zomato which provide superior hyper local grocery delivery services.” Star campaign on digital mediums To become a part of people’s daily meals, Britannia Cheese launched a digital campaign with Saif Ali Khan called Britannia Cheese StarChef. The show transforms Khan into a StarChef as he learns to cook from MasterChef winner Shipra Khanna. It targeted newbie cooks and keen learners and provided easy-to-cook recipes. Sharing the insight behind the campaign, Shah said, “The dramatic rise in in-home cooking since the outbreak of the pandemic, was the key trend that informed the making of the show. We worked on the insight that every home chef is looking for extraordinary dishes that makes her a star in the kitchen! And Cheese is the magical ingredient that has the power to help make those dishes. The adage ‘Life is great, Cheese makes it better!’quite sums up the universal love for cheese. The Britannia Cheese StarChef show hones in on Cheese as that special, star ingredient that turns a good dish into a dish extraordinaire.” It soon became the company's best performing digital campaign. Shah said, “The Campaign was significant on two fronts- first, it is the largest single brand Digital Campaign that Britannia has ever embarked upon and second it has performed the best in terms of the metrics that we track for our digital investments. The Click throughs achieved on our promos have been between 200-250% of the industry benchmarks and the campaign has helped drive a significant spike in growth for Britannia Cheese Year till date. The overwhelming response to the campaign made us take it to mainstream TV media towards the end of August.” Altering marketing strategy with changing times The lockdown period proved to be challenging for companies across business verticals in India. There was no rulebook in place for an unprecedented situation such as a pandemic. However, Britannia Cheese understood the magnitude of the situation. To seize the opportunity, it altered its strategies and concentrated on achieving short-term goals. Sharing how the company responded to lockdown, Shah said, “First and foremost, we responded quickly to the changing consumer preferences by keeping our ears on the ground. The Britannia Dairy Team reached out to over 500 retailers in the first month of the lockdown, analyzed the demand-supply situation and the swiftly emerging consumer trends. Anticipating a rapid uptick in cheese consumption, we worked with our manufacturers to ramp up supply by removing bottlenecks and increasing the supply of the fastest moving formats like Cheese Slices, Cubes, Blocks and ‘Cheezza’. Secondly, on the field, we focused on Pareto outlets to ensure that we get a massive increase in throughput from the same stores. We also mapped geographies displaying a huge shift in consumer awareness and adoption to increase our width and depth of distribution of cheese, in the process leading to a sustained growth in our cheese business and growing revenue from E-commerce by over 300% (Apr-Aug’20).” Changing consumer preferences after lockdown Globally, more than <a href="https://www.marketresearchreports.com/blog/2020/07/07/cheese-market-india-leading-players-industry">3,000</a> varieties of cheese are available for consumption, whereas only about 30 to 40 variants are marketed in India. With the changing preference, this presents a huge opportunity for global and local players to grow in the country. As we start entering the unlock phases, the consumer is demanding a range of products to experiment with. Britannia Cheese is also working on expanding its portfolio to meet this demand. “We have put the focus on new outlets and towns and will scale up both range and depth to ensure that we are ahead of the curve, while continuing to tap the potential of e-commerce platforms. Driving availability of even smaller SKUs like Spreads and Cream Cheese is becoming more important and hence, Britannia is driving the width of availability,” said Shah. “The extended stay-at-home period has led to consumers learning how to use the many available cheese formats for the first time. This has led to inorganic business growth in new stores and new towns. Post unlock phase, it’s imperative for us to nurture these stores and towns through loyalty programs, tracking and monitoring,” added Shah. On the brand’s unlocking strategy, Shah said, “With demand stabilizing, the market is again becoming competitive and hence there is a need to increase investment in the ATL and BTL space. We have now taken Britannia Cheese StarChef content on to TV which still delivers the widest reach for us. We have also increased our in –store investment.” Britannia’s focus is going to be on staying agile and invested in making the most out of the behavioral shifts and macro consumer trends. Vision for the brand Britannia is currently the second-largest player in the Rs 850+ crore Indian retail cheese category. Even post-COVID, it aims to be the consumers’ most preferred ally for culinary experimentation. “We will continue to build preference for Britannia Cheese. In the past few years, a lot of consumers have made us an integral part of their cooking forays and celebrations. We value this and are committed to stay invested with a unique positioning and taste delivery, peerless quality and easy accessibility. We aim to build an ever-expanding consumer franchise firmly rooted in their passion point of cooking,” said Shah.

Strategy behind Britannia Cheese’s 300% growth in online sales between April and August 2020

<ul><li>The outbreak of coronavirus has affected our daily routines. To ease our loneliness and boredom, we have turned to our furry companions who emerged as the brightest ray of light in our lives in the past two years.</li><li>As a result, India has seen an increase in pet adoption in the pandemic, with demand for dogs, cats, and other furry friends.</li><li>We speak to leading pet care brands in India to find out how this surge in adoption has translated into increased demand for pet food and care after the pandemic, how brands are increasing their marketing spends to leverage this demand, and a few trends that we can expect to see in the category as we move forward.</li></ul>Working from home has taken a toll on our mental health. Mounting uncertainty, work pressure and the physical stress of sitting in one position for hours has led to changes in our lifestyle and sleep patterns, which has added to the stress. However, for a fortunate few, our four-legged companions have been a bright, silver shining ray of light in our lives. Pets have provided a great source of comfort during these testing times and have rescued us from the uncertainty looming around. They have also helped foster a deeper connection between family members, pushed us to go out on a walk for some fresh air, put a smile on our faces by interrupting Zoom calls, and prepare for the big fight against COVID. As a result, India has seen an increase in pet adoption in the pandemic, with demand for dogs, cats and other furry friends as citizens looked for simple ways to ease loneliness and boredom. As per latest data shared by <a href="https://www.petex.in/petcaremarketinindia.htmlhttps://www.petex.in/petcaremarketinindia.html">Petex</a>, India is the fastest-growing pet care market in the world. After seeing a push due to the pandemic, it is expected to grow at 14% annually to become a $490 million (₹33000 million) market by 2022 and Pet food market alone is projected to cross $310 million (₹20000 million) by 2022. MARS Petcare currently generates $40 billion in annual sales globally and houses the biggest pet food and care brands like Whiskas, Pedigree, Royal Canin, Pet Partners, to mention a few, and has witnessed an upsurge in new customers after March 2020. In a Euromonitor research report from 2019, it was reported that MARS Petcare maintains its leadership through brand Pedigree in India. Telling us how the market has changed lately, Ganesh Ramani, Managing Director, <keyword id="12204844" type="General" weightage="20" keywordseo="mars-petcare-india" source="Orion">MARS Petcare India</keyword> said, “During the pandemic, the brand saw an upsurge in pet parents entering the category. The demand for pet products towards the end of the year was much more than what the normal used to be during pre-COVID. The fact that pet parents have spent a lot more time with their pets during the lockdown and work from home phases, it led to parents indulging into a lot of products. Additionally, a lot more people, especially those who live alone, have adopted pets over the last few months. The brand has also encouraged the adoption of pets via various campaigns and activities under the Pedigree and Whiskas brands.” Petcare brand Supertails, which caters to all pet care needs, saw an increase in demand for vet consultations. It is doing more than 2000 consultations every month. Varun Sadana, Co-founder of Supertails, shared, “During the pandemic, people faced anxiety, depression, mental health issues and that was the period when pets played a crucial role in their life to get over the struggle. The pet adoption rate is above 10% with the GenZ contributing to the new pet parents population. At an overall level, the market has increased more than 20% CAGR in the last 2 years of the pandemic. Some brands like Purina have talked about 80%+ growth in the last year itself. Also, considering a large set of new pet parents are GenZ, there is a want of so much information and curiosity of being updated in pet parents. This is the first generation which is looking at pet parenthood rather than pet ownership. We expect the dog adoption rate to increase upwards of 15%.” Heads Up For Tails has witnessed a surge in demand for pet food and pet care products like grooming products, toys, walk accessories. Egro, it has been focusing on casting a wider net to attract more consumers. Rashi Sanon, Founder, Heads Up For Tails said, “We do have several new products planned to cater to customer demand. That being said, we also hope to expand our customer reach through new stores. Currently, we have 41 stores across the country, we have 8 more in the pipeline so we can connect with more pets and their families. Additionally, we’re focusing on building relevant content and an engaged community of pet people. We’re also keen on continuing product innovation alongside online growth and retail expansion.” To leverage this demand, pet care brands are leaving no stone unturned to reach out to pet parents through engaging content. They have increased their focus on e-commerce channels to expand their digital ‘paw-print’ and are spending more on digital media and TV to connect with paw-some parents. According to exclusive data shared by TAM AdEx with Ad and Media Insider, the animal feed category, which includes all kinds of animal food, saw an uptick in TV and digital spends. During July to September 2021, TV dominated the animal feed category in terms of ad insertions followed by digital and print. <div type="image" title="tam - animal care" msid="86617236" hostid="261"></div> TAM’s report further revealed that Pet Essentials, Mars International India and Hills Pet Nutrition were among the top three advertisers on digital media during April to June quarter of 2020 and 2021. Mars International also had a 29% share in print ads and 10% on TV from the overall animal feed sector in 2021. <div type="image" title="mars - ad share" msid="86617254" hostid="261"></div> Trends in Pet Care Category Pet care brands told us that pet parents are now asking and Googling for the right food and nutrition and parenting techniques and doing a lot for their pet’s overall wellness. “Pet parents are being more mindful of the kind of products they’re using for their pets. They’re asking more questions and learning more about the specific products and lifestyles their pets need. They’re certainly opting for products with more organic ingredients, products that are being made sustainably and so on,” said Sanon. Wiggles.in's Founder and CEO, Anushka Iyer, told us that pet parents are also looking for plant-based options now. "Wiggles.in predicts an upward surge in CBD-based products such as Pain Relief Therapy Oils and CBD infused treats to tackle pain management in senior pets since the global CBD pet products market is anticipated to witness a CAGR of 41.3% during the forecast period from 2021 to 2026. Immunity-boosting probiotic, gut-healthy strips that dissolve in the pet’s mouth are trending and disrupting the traditional pill-administering format, confirm veterinarians. Pet grooming products that include probiotics are evolving into an upcoming segment. Since 20% of the population is vegetarian in India, pet parents are insisting on vegan or plant-based pet food for their pets. Mental health in pets is gaining prominence, hence anxiety training in pets especially curated for anxious pets is leading. Pet insurance and cashless hospitalization, when it comes to injuries or accidents in pets, is a new category that prominent finance houses are delving into," said Iyer. As per Ramani, a lot of metro pet parents have moved to their native cities taking their pet along or adopting a pet in their hometown, which contributes to the rest of urban and smaller towns growing faster. This has pushed pet care brands to focus more on strengthening their presence across the country through e-commerce channels. “As a part of the changing buying behaviors observed during the pandemic, the brand also started distributing their products through grocery marketplaces like Amazon, Dunzo, Big Basket and Petshop online portals. While e-commerce continues to be a critical channel for the brand to bridge the distribution gap, Whiskas is also slowly expanding to new cities and markets across the country,” said he. Listing a few other trends that he is expecting to see in the pet care category in near future, Ramani added, “1. Increase in ownership of cats, adoption of street cats &amp; purchase of breed cats, 2. Increase in spends on MPF and additional discretionary spends on treats, 3. Significant increase in cat-friendly spaces, spa’s and other grooming products, and 4. Increase in activists supporting stray cats in terms of feeding, vaccinations, care, etc. Pet care brands also changed their marketing strategy to connect with consumers. Some people have reservations about adopting cats due to negative associations or superstitions, especially when it comes to caring and nurturing felines. Whiskas’ launched a new campaign that aimed at educating cat parents to reinforce how cats are cute and curious, not with any of the vile, stereotypical and unfavorable qualities associated with them. Supertails, on the other hand, is now preparing for a campaign for world rabies day, considering India is the largest country affected by rabies. As these newly-adopted pet babies during the pandemic grow bigger, their food requirements will also increase. Experts are, therefore, hoping to see a prolonged demand for pet adoption, food, care and nutrition and are looking at using the right marketing tools to further encourage pet adoption and the right amount of care.

As more people adopt furry companions in India, pet care brands are upping their marketing game and expanding their e-commerce presence to connect with consumers

<ul><li>Uber Eats in India discontinued its operations on January 21 and was acquired by food giant Zomato.</li><li>We speak to industry experts to find out the reasons why the food delivery platform took a nosedive and if the onus can be put on macro-economic factors or its brand-building strategy.</li><li>Experts opine that working with minimum funding, rivaling against stronger communications from competitors, disadvantages of being a late entrant, not having a separate identity, getting sidelined from the parent company and offering deep discounting were some of the factors that led to its decline.</li></ul> Food aggregator Uber Eats, which started its journey in 2017, was acquired by Zomato on January 21 for ₹2,485 crore. While its entity will cease to exist, Uber Eats’ consumers, restaurants and delivery partners will now be directed to Zomato. However, the buyout has left more than 200 employees on a cliffhanger. The acquirer Zomato started in 2008 and now has over 40 million users. Swiggy, on the other hand, started in 2013 and has gathered 42 million users. Uber Eats, which was established just three years ago, had over 10 million users. And with Uber Eats’ huge consumer base in its kitty, Zomato will now have control over 50-55% of the food delivery market. Experts opine that one of the reasons for Uber Eats downfall was its heavy discounting strategy. The operational losses amounted to ₹2,197 crore, more debts followed and a heavy competitive market did not let it sustain. As Uber Eats hits its brink and merges with Zomato, we speak to experts to find out the reasons, what could the platform have done differently to sustain and explore if upping its marketing game before would have helped in dodging the bullet. Increasing the frequency of communication with audiences Uber Eats had on-boarded Alia Bhatt as its brand ambassador -- the only food aggregator in India to get a celebrity involved in its communication. However, it released its first brand campaign after two years of its existence -- in the month of January 2019 called ‘Everyday moments.’ According to Voodly, it garnered more than 50.3 million views by the end of January and secured the first spot on the list of Top 10 Most Watched Indian Ads on YouTube. 
 
 
 
 
 
 
 
 
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 Karthik Srinivisan, Social Media and Brand Expert, says that there isn’t much for food aggregators to talk about so its communication strategy cannot be blamed. The ads can be about ‘variety, prompt delivery, post-delivery customer care, ease of ordering, UI/UX, payment options, loyalty program, promotions, etc.’ Gone are the days when brands would wait for some key occasions for a big media splash. Now it is more about participating in daily conversations, listening to what your consumers say. And being active on social media isn’t very expensive either. Srinivasan thinks Uber Eats could have been more consistent like Zomato and Swiggy here. “To be in the top-of-mind recall in such a category, the brands need to continuously be in the buzz. Zomato and Swiggy have cracked that code to a large extent, always being in the social buzz one way or another. Brands are moving away from one or two big-budget media blitzkrieg every year to announce their brand name to the largest number of people, to having sustained presence throughout the year to the most appropriate target audiences. This ensures that brands do not have only two peaks in a year where people notice their communication, but there's a consistent wave (instead of peaks) all through the year where a large enough number of target audiences notice their brand. Uber Eats perhaps did this less impressively or consistently compared to both Zomato and Swiggy,” adds Srinivasan. However, Srinivasan says the real reason is unplugging Uber Eats’ support system. “Beyond all this is the investors' appetite to continue funding these businesses despite losses. At some point, they may want to pull the plug to cut their losses and that could be the bigger reason for the sale.” N Chandramouli, CEO, TRA Research feels Uber Eats did not offer anything different from its competitors and its USP wasn’t clear in its communication. “Other than the fact that they used a celebrity for endorsements, I think the ads did not communicate much. With more number of restaurants available on the competing apps, the promise of variety or choice, felt lame,” he explains. Chandramouli rates Zomato’s communication strategy the most innovative in the category, followed by Uber Eats and then Swiggy. Late mover disadvantages Almond Branding’s Founder and Director, Shashwat Das, thinks the reasons for Uber Eats’ downfall has more to do with the business model and category dynamics rather than its communication strategy. “The two largest incumbent players in the market, Swiggy and Zomato, were already half-way to the top by 2017 and had by now exclusively tied up with major restaurants. Uber had to hence rely on heavy discounting to acquire and retain users and deep discounting strategy is never sustainable as consumer keeps benefiting but none of the market players win in the battle of dominance. Last-mile delivery is an operations-heavy, low-margin business where most of the startups failed due to lack of knowledge, field experience, and funding,” notes Das. “Uber knows from its cab hailing experience that any app brand that is not number 1 or 2 in the country it operates in, will find it difficult to be a successful and profitable business. In any app-based delivery brand, only ONE brand remains top-of-mind for consumers, with one more kept as backup. There is rarely room for a #3,” seconds Chandramouli. Some of the restaurants in India still offer free home delivery with no price caps and Das thinks the food market isn’t easy to crack. Downloading more apps, building new relationships and settling for lesser pay cuts did not make a stronger pitch for restaurant partners either. “Once an app signs up a merchant, a regular flow of business determines what importance the delivery app holds for the restaurant. Plus, the incumbents had more focus, spend-power and aggression than Uber Eats. With Uber Eats India accumulating more losses than Uber, its cab hailing sister-concern, added to the pressure from international investors after their poor IPO, the only good option for Uber was perhaps to cut losses and focus on their core,” says Chandramouli. Developing a distinct identity While Uber Eat’s core idea was to piggyback on Uber’s image and use its established network, Chandramouli suggests that this wasn’t a smart move as it affected Uber’s disruptor position. “I think they should have launched the food-delivery business under a different brand. Truly speaking, Uber's cab hailing app was always recognized as an innovator and leader, but by launching Uber Eats, it almost seemed like a me-too, copycat brand, losing its innovator positioning. Another risk of extending the Uber brand to this new business was that cab hailing apps business required a more involved and intimate decision of the consumer, which a food-delivery app did not,” he elaborates. Thanks to Swiggy and Zomato’s heavy funding, they had the bandwidth to innovate and offer discounts. However, their core focus is food delivery and Uber’s, on the other hand, is mobility. Das thinks this could be one of the reasons why it was sidelined and cut at the source when it fell loose. “Even though Uber Eats was launched with much fanfare, Uber couldn’t focus on it as much as its competitors. Clearly its core mobility ambitions in India were its top priority. Cab hailing companies like Ola and Uber after having burnt their fingers in this cash-guzzling sector saw more merit in focusing on their core rather than the side businesses,” says Das. Was it a smart move for Zomato? As per media reports, Uber will get a 10% stake in Zomato in a deal that values Uber Eats at $300-350 million. "It was a bad deal for Zomato I think, giving away stock worth 300 million USD, to a company struggling to stay afloat. I think Swiggy will gain from this. And for Uber, of course, this seems to be their long term strategy of buying into local food compaines," says Shubho Sengupta, Brand Consultant. "There is no economic crisis for those who order on Zomato. They are in the top 15% earners of this country," adds Sengupta. All eyes on Swiggy and Zomato While Dunzo and Food Panda also exist in the battleground, the horse race will continue between two stalwarts Zomato and Swiggy. This consolidation, experts opine, will bring some more financial discipline, nudge them to be more creative and source the much needed tech support from their parent companies.

What went wrong with Uber Eats?

<ul><li>The agency that started out with a simple idea of branding tea cups, CupShup is now all set to clock ₹12 crore this financial year</li><li>50% of its revenue will come from activation services, 35% from cup branding and the rest 15% from creative and digital services</li><li><keyword id="4986606" type="PERSON" weightage="20" keywordseo="Sanil-Jain">Sanil Jain</keyword>, Co-founder of CupShup, tells us the potential a cup of tea hold, struggles of starting up a disruptive brand with low investments, and the plan ahead</li></ul>Around 100 billion cups get consumed in India every year and Chai break in an intrinsic part of our culture. People talk, discuss, debate, and analyse things over a cup of tea. Cups also cater to different social strata and have the advantage of being comfortably placed in the customer's hand for a good five to seven minutes. Hence, CupShup saw every non-branded cup as a wasted opportunity for consumer engagement. ‘It’s hard not to observe our chai cups -- because a chai is an emotion that we all love and bond over,’ says Sanil Jain, Co-founder, CupShup. And it was at a Chai Tapri that Jain and <keyword id="380793" type="PERSON" weightage="20" keywordseo="Sidharth-Singh">Sidharth Singh</keyword>, the two Co-founders of CupShup, decided to convert ‘A Cup’ into ‘The Cup’. They were struggling to come up with an idea for their college project and that’s when they had their eureka moment. “The idea dawned on Sidharth. He asked me, 'What if we brand these plain paper cups and convert the tea breaks into discussion joints for brands?' Post that, we had a chat about movies and politics for about 15 minutes. It came to our mind that we just spent 15 minutes of our quality time which was relaxed, clutter-free, and the environment was fun-filled. This was a perfect place or medium where a brand would want to promote itself,” recalls Jain. The startup aims to convert these 10-15 minutes of tea breaks into an opportunity for brands to get attention from their target audience and be part of their daily, relaxed conversations. While Jain immediately realized the potential behind this idea, the next toughest step was testing it out with minimum investment. “Since it was very difficult to get a small number of cups custom-printed, Sidharth bought around 100 cups, added stickers of a nearby restaurant on them with an offer and distributed it to the nearby chai tapris. He later interviewed around 50 odd people at the tapris and found himself surprised by the result of the product validation survey -- it was fantastic. Almost all of the people he spoke to were able to recall the brand and the offer on the cup, when aided. Thus, we established our idea has the potential and brands will be attracted towards this unique method of promotion,” shares Jain. CupShup bootstrapped itself and used a sum of ₹1 lakh, each founder contributed a half, into hiring a team, building the infrastructure, launching an application, and establishing a distribution system. It was after its first campaign with Ola that CupShup turned into a profitable company and that opportunity spearheaded its growth ahead. Since then, CupShup has been able to grow organically to a team of 50 people -- based in Mumbai, Gurgaon, Bangalore, Pune and Hyderabad. Services Offered CupShup offers Cup Branding, Activations, Corporate Branding, Creative Services and Digital Marketing, among others. For the current financial year, Jain says, 50% of its revenues will come from activation services, 35% from Cup branding and the rest 15% from Creative and Digital services. So far, CupShup has seen more than 150 clients including Amazon, Uber, Ola, Unilever, SBI, Kotak, ICICI, Swiggy, Dunzo, HotStar, Marico, Coke, Zomato, OYO Rooms, Grofers, Pocket Aces, Viacom, TVF, ZEE. The agency recently concluded a campaign with Hotstar for their web-series, ‘<keyword id="94523" type="ENTERTAINMENT" weightage="20" keywordseo="The-Office">The Office</keyword>’, for which it distributed 25 lakhs paper cups with nine humorously designed creatives, each with a witty designation aimed to strike light conversations inside offices. 
 
 
 <div type="image" title="Hotstar_For BI" msid="71534936" hostid="261"></div>







 While the team has worked with brands across sectors, start-ups remain their favourite. “Be it FMCG, BFSI, Entertainment, we have worked with them all. However, clients who are most receptive and open to experimenting are start-ups. While established clients make our offerings part of their 360 degree campaigns, new age brands and start-ups not just use our medium but also use our services in media planning, buying and creatives. Other than Cup Branding, they are also eager to explore our other offerings like Digital Screens and corporate activations,” said Jain. Challenges of Starting Up CupShup only had a lakh to set the ball rolling. While finding good talent was a task with limited infrastructure, convincing corporates was not a cakewalk either. “Initially, offices in corporate parks were reluctant to give us entry into their buildings as they were skeptical about the quality of paper being used by us. However, with time they are aware of the fact that we only use water based ink on our biodegradable and recyclable paper cups. This helped us understand their concerns and in accessing the office cubicles with ease,” said Jain. To spread the word around and get more attention from their client, CupShup reached out to various start-up specific news portals and networking events. Jain also sent a monthly newsletter to their client base to update them about CupShup’s work progress. Slowly, as CupSup started working with bigger brands, its communication strategy broadened to entire marketing and advertising community. Expanding its Call-to-Action Clients only look out for end results and measurable outcomes. So what kind of ROI does CupShup offer? “While most of the established brands use our medium as part of their 360-degree campaigns focused on grabbing eyeballs and building brand recalls, many new age brands and start-ups use our services to acquire new users and drive App downloads, and transactions as well. Since a tea break allows a brand exposure time of 5-7 minutes, we also use call-to action methods like QR codes, Missed Call to SMS and so on, for lead generation. But yes, this method of branding grabs attention, drives a positive ROI and triggers a conversation,” answers Jain. Plan Ahead After a smooth run in FY 2018-19 with ₹4.5 crore in Revenues, CupShup is now projected to clock ₹12 crore this financial year on the back of its strong clientele. CupShup is now scaling its network, activation services, and ramping up the creative services portfolio. It is also working on a digital product, which is slated to go live early next year. While Jain did not share the name or idea behind it, he said their product will ‘aim at revolutionising the way digital marketing is done in India.’

CupShup aims to treble its revenue to ₹12 crore by end of FY19 - 20

<ul><li>The year 2020 was a roller coaster ride for businesses of all kinds and sizes and negatively impacted <keyword id="47276" type="PERSON" weightage="20" keywordseo="Economic-growth">economic growth</keyword> worldwide. </li><li>However, after June 2020, one industry that continued to see stable cash flow and income was FMCG. </li><li>In today’s feature, we speak to leading FMCG brands on their outlook for 2021 as we move forward. </li></ul>The pandemic has taught the brandverse to be prepared for the unexpected. Owing to the fear of contracting the virus by going out, brands had to rethink and realign their strategies to reach out to consumers in new ways. Online shopping platforms opened up their services to deliver 24*7 and people started hoarding daily essentials, including FMCG products. So, many FMCG brands partnered with e-commerce platforms like Dunzo, Flipkart, Grofers, BigBasket, etc to deliver within the comfort of consumers’ homes. Consumer habits also evolved with COVID and ‘immunity’ became the buzzword in the FMCG industry. Marketers reverted by launching ready-to-eat meal options and immunity-based packaged goods. However, with COVID vaccine now a reality, consumer sentiment is already picking up and the economy is in revival mode. Going by the latest reports, 2021 will augur well for small retailers leading to an increased sales from local markets and <keyword id="6513856" type="COMPANY" weightage="20" keywordseo="kirana-stores">kirana stores</keyword>. According to <keyword id="346535" type="COMPANY" weightage="20" keywordseo="Nielsen-India">Nielsen India</keyword>, after an unprecedented decline of -19% in the Jan-Mar quarter, FMCG industry displayed signs of recovery in Q3’20 with a 1.6% growth (versus Q3 ‘19). In 2020, rural markets outperformed urban India and became critical for FMCG giants. Brands relied on rural markets to drive growth during the trying times. FMCG witnessed a double digit growth of 10.6% in Q3’20 in Rural India, while the bigger cities (&gt;1 Lakh population including metros and Town Class 1) played catch-up. The rural markets bounced back in Q3 handsomely on the back of support provided by the government as well as good agriculture, reverse migration and a lower unemployment rate. With immunity being the focus in the ‘new normal’, new launches have been made in the health and hygiene basket including categories like hand sanitisers, floor cleaners, toilet cleaners, antiseptic liquids. These new launches contributed to 37% (in value) of all new launches in the COVID period (Nielsen India). According to Kantar Worldpane, FMCG sector in India is expected to report a 4-5% volume growth in FY21, driven by rural areas that are expected to grow two percentage points ahead of the urban regions that are hit harder by COVID-19 pandemic. While COVID-19 has curtailed economic growth in the FMCG sector, experts are now optimistic that the industry will see an appreciable improvement this year. Here are some of the trends they expect to see in 2021: R S Sodhi, MD, GCMMF (AMUL): <cmsannotation type="cmsannotation" annotationid="The biggest impact i" comment="inlineshare" text="The biggest impact in FMCG food is the shift among the consumers from loose and unbranded to trusting packed food and affordable brands in Tier II and III. There, people have come from loose to smaller packs and brands.">The biggest impact in FMCG food is the shift among the consumers from loose and unbranded to trusting packed food and affordable brands in Tier II and III. There, people have come from loose to smaller packs and brands.</cmsannotation> I don't think the demand in high end consumer products will grow as much now. There'll be a tremendous increase in demand for branded FMCG products that are affordable, available in smaller packs and mainly cater to Tier II III cities. For the past two years, at Amul, we have been trying to ensure we reach the towns that have over 10,000 population, which helps us cover the 15 to 20 bigger villages around those towns. Currently, we are working with 10,000 distributors. We have already covered 50% of these 10,000 population towns in India and in another one year, we'll cover all the towns. We're mainly investing in Tier II and III cities, opening our own branches and depots all over India. We recently opened a centre in Leh. Anil Viswanathan, senior director, marketing (chocolates), insights and analytics, <keyword id="2200852" type="COMPANY" weightage="20" keywordseo="Mondelez-India">Mondelez India</keyword>: The pandemic has accelerated the growth of snacking. As per Mondelēz International’s recently released second annual State of Snacking report, 9 in 10 Indian adults (88%) say they are snacking more or the same (22%) during the pandemic than before it, with millennials being especially likely to say they prefer snacks over meals (85%). A majority expect this trend to continue, saying they plan to continue eating small snacks throughout the day, as opposed to fewer large meals (82%), and that snacking will be part of their “new normal” even after the pandemic ends (81%). Ultimately, 8 in 10 believe “the current pandemic will have a long-term impact on how we consume snacks as a society” (81%). This unprecedented year has also brought about a significant behavioral change especially on how consumers are purchasing snacks. A majority say they have started to buy snacks online more often than they do in-store or offline (74%), with 8 in 10 planning to continue shopping for snacks online once the pandemic is over (81%). A similar percentage also say the pandemic has opened their eyes to so many more ways to get snacks than they knew existed before (80%), including half who have discovered snacks to try on social media (50%). It was also very heartening to note that, even while at home this year, Indians are social snackers. With health and safety continuing to be a priority, consumers are trying to strike a balance between indulging and being mindful (80%), and in doing so; they (80%) are relying on trusted snacking brands like Cadbury, OREO, and Bournvita, seeking assurance of safety and superior quality. At Mondelez India, we understand the role our products play in our consumers’ life and the aim is to leverage these trends to empower them with more choice, creating greater shopping opportunities and innovating, while keeping our promise of consumer-centricity intact, throughout our growth journey. Sudhir Langer, CEO, Raymond Consumer Care: Conscious Communication Today’s young ‘woke’ consumers were already moving away from the excesses of consumerism and leaning towards sustainable conscious brands before the pandemic and lockdowns hit their lives. The all-round strain of the pandemic from volatile job markets and a possible looming global recession to health and environment concerns; along with the way lockdowns were framed as health versus economy predicaments—as if one has to be sacrificed for the other—has left many questioning the very basis of our consumer-driven economy. I feel, the months in lockdown have only strengthened that introspection and has further fueled the young consumers’ move towards purpose and value, making them think-twice before buying by taking in to consideration the long-term impact of their spends not only on their finances, but on their own beliefs, on society and on the planet. So, with conscious consumption here to stay, when consumers buy, it is going to be as much for brand values as it is for product payoff. Keeping this in mind a big communication trend I see emerging as we move into 2021 is brands engaging more purposefully with deeper more sentient conversations. These could include brands talking about their environmental and sustainability efforts, community initiatives, health impact and most importantly value addition. Fortunately for us this is not a shift to adapt to; but a way of operating. We have always believed in empowering, enabling and operating consciously. Hence, it’s not only our communication like our recent Park Avenue Germ Protect soap film about our protagonist helping his community but at every level we are constantly taking steps to enhance efficiencies for a better world like our soon to be launched sustainable and eco-friendly packaging. Sumit Mathur, Director Marketing Kellogg South Asia: The pandemic is a black swan event that brought several changes at the economic and societal levels. Consumers had to face economic stress which made them more discretionary in their consumption choices. Our virtual connects with over 450 consumers amidst the lockdown made it clear that items which they do not deem to be too essential are unlikely to find a place in their shopping carts. Come 2021, only brands solving a real consumer problem or adding value to their lives will be on top of their minds. It has become increasingly important for brands to feel the pulse of the consumer and provide authentic solutions to stay relevant. Kellogg’s has paid attention to the consumer’s shifting needs and adapted with agility to ensure it solves consumers’ nutritional demands in the most convenient manner and this will continue to be our focus in the coming year.

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