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<ul><li>Top listed players seem to be losing premium customers to global and digital-first brands.</li><li>The market share is leaking to regional and smaller brands in the mass category.</li><li>In the home and personal care segment, unlisted players grew almost thrice as fast as listed players in 2023. </li></ul> It’s been a fairly bland fiscal year for top-listed FMCG majors like – <keyword id="19948892" type="General" weightage="20" keywordseo="hul" source="keywords" topicspecial.url="https://economictimes.indiatimes.com/hindustan-unilever-ltd/stocks/companyid-13616.cms">HUL</keyword>, Marico, <keyword id="20107252" type="General" weightage="20" keywordseo="britannia" source="keywords" topicspecial.url="https://economictimes.indiatimes.com/britannia-industries-ltd/stocks/companyid-13934.cms">Britannia</keyword> and more who have been <a href="https://www.businessinsider.in/business/corporates/news/new-troubles-pile-on-fmcg-majors-as-they-await-consumption-uptick/articleshow/107291204.cms">awaiting a consumption uptick</a>. But macro factors like inflation are not the only reason for their troubles. Top listed players seem to be losing premium customers to global peers and digital-first brands, apart from mass customers to regional and smaller brands. At the lower end of the market – small and regional players emerged after commodity prices dropped last year. These brands offered attractive prices to downgrading and downtrading customers. Many customers, especially in hand wash, body wash, shampoos, floor cleaners, and cooking oils, have been downtrading – shifting to brands that offer better prices. “It appears that listed FMCG companies have also underperformed as competitors from both mass and premium end are outperforming. At the mass end, the resurgence of competition from price-warriors post a correction in input cost prices has led to market share losses,” says a report by ICICI Securities. Due to a K-shaped recovery, the premium categories are growing at a much faster clip than others. Here too, global unlisted companies, new-age and emerging brands are growing much faster — squeezing the listed players from both ends. “In premium categories, unlisted MNCs peers having higher salience of premium positioned portfolio and digital-first brands (largely in beauty and personal care categories) are taking away market shares from listed peers at the premium end,” adds ICICI Securities. Diverse consumer tastes, and high-decibel campaigns by new-age brands are starting to have an effect. Materially ‘low’ growth in HPC Listed players’ revenue growth is materially lower than unlisted consumer staples companies, the report says. As of FY23, the average revenue growth of listed companies like — ITC, HUL, Britannia, Nestle, <keyword id="19924230" type="General" weightage="20" keywordseo="tata-consumer" source="keywords" topicspecial.url="https://economictimes.indiatimes.com/tata-consumer-products-ltd/stocks/companyid-12929.cms">Tata Consumer</keyword>, Marico, <keyword id="20075276" type="General" weightage="20" keywordseo="dabur" source="keywords" topicspecial.url="https://economictimes.indiatimes.com/dabur-india-ltd/stocks/companyid-11796.cms">Dabur</keyword> etc — was 11%. But the same for unlisted peers like — Kellogg’s, Hershey's, L’Oreal, P&amp;G, and <keyword id="19985277" type="General" weightage="20" keywordseo="parle" source="keywords">Parle</keyword> — was around 18%. The gap in growth between listed and unlisted peers is much wider in home and personal care. While listed companies’ revenue growth is at 8% for HPC, unlisted companies lost almost thrice as fast – at 22%. “Higher competitive pressure at both mass and premium end has led to underperformance of listed home and personal care, in our opinion,” says ICICI Securities. In the food and beverage category, however, listed companies performed better. “We believe outperformance of listed F&amp;B companies is distribution driven by higher focus on increasing either direct reach or improving the line selling by Nestle, Britannia, Mrs. Bector’s,” the report says. In the last few quarters, FMCG players have been correcting their prices and waging a war against regional brands. Many analysts believe that top-listed peers are expected to win the war against their competitors, even as price-led growth has been slowing down. “We note growth trajectory for listed peers is likely to improve gradually given the competition from price-warriors is likely to reduce with most companies passing the input cost price benefit to consumers. Our channel checks suggest growth of unlisted consumer staples companies has also decelerated in the last couple of quarters,” says ICICI.

Caught between devil and deep sea, FMCG majors are losing both mass and premium consumers

<ul><li><keyword id="9875222" type="General" weightage="50" keywordseo="a-parliamentary-standing-committee" source="Orion">A Parliamentary Standing Committee</keyword> has taken note of the high air fares charged by some airline operators in the domestic sector.</li><li>The <keyword id="47865" type="General" weightage="80" keywordseo="committee" source="Orion">Committee</keyword> also pointed out the wrong information published by the private airlines on their websites, regarding the number of seats left in the flight and the prices of the tickets.</li></ul>New Delhi, A Parliamentary Standing Committee has taken note of the high air fares charged by some airline operators in the domestic sector, and held that they are misguiding the public and forcing passengers to pay more. The Committee also pointed out the wrong information published by the private airlines on their websites, regarding the number of seats left in the flight and the prices of the tickets. "The level of misinformation can be gauged from the fact that even after the last tickets have been sold, the same number of seats show on the website, as indicated before the tickets sale. This indicates that airline operators are misguiding the public and forcing passengers to pay more," the panel said in the Demand for Grants (2023-24) report of the <keyword id="58151" type="General" weightage="50" keywordseo="civil-aviation-ministry" source="Orion">Civil Aviation Ministry</keyword>. In view of the above, it recommended that the Ministry should formulate appropriate guidelines regarding rationalisation of fares and publishing the correct information on the website of the airlines. It also pointed out that 'Predatory Pricing' is being restored to by the domestic airlines sector. "A particular airline may sell its air tickets at such a low level, that other competitors cannot compete and are forced to exit the market. A company that does this will see initial losses, but eventually it benefits by driving competition out of the market and raising its prices again," said the report. The Committee desired to know whether aviation regulator, the <keyword id="6354787" type="General" weightage="50" keywordseo="dgca" source="Orion">DGCA</keyword> had at any point of time intervened to check the fares of air tickets. It also expressed concern at the fact that in the domestic sector, private airlines are charging different fares for the same sector, route and same direction of flights. This is specifically so for the northeastern region and hilly areas including Jammu &amp; Kashmir and Ladakh, where the prices of domestic sector tickets are, sometimes, even more than the international airline sector prices. The Committee took note of the fact that after the repeal of the Air Corporations Act, 1953, the airfare is market driven and depends on market fares, and is neither established nor regulated by the government. "It notes the DGCA's comments that the airfares were regulated for a fixed period during the Covid pandemic in compliance with <keyword id="1773277" type="General" weightage="50" keywordseo="aircraft-act" source="Orion">Aircraft Act</keyword>, 1934 and the regulation was withdrawn as the Covid pandemic abated and that airlines are free to fix reasonable tariffs under the Aircraft Rules, 1937, with regard to cost of operation, services, reasonable profit and generally prevailing tariff," said the report. SEE ALSO: <a href="https://www.businessinsider.in/tech/news/how-is-gpt-4-different-from-chatgpt-and-what-makes-it-unique/articleshow/98688465.cms">How is GPT-4 different from ChatGPT, and what makes it unique?</a> <a href="https://www.businessinsider.in/tech/news/googles-new-ai-features-for-docs-gmail-and-more-to-rival-microsofts-workspace-toolsheres-what-it-means/articleshow/98657324.cms">Google’s new AI features for Docs, Gmail, and more to rival Microsoft’s workspace tools—here’s what it means</a>

Airlines misguiding people, forcing passengers to pay more, says Parl Panel

<ul><li><keyword id="29464" type="PERSON" weightage="20" keywordseo="Parle">Parle</keyword>, founded in 1929, has been able to reinvent itself over the years, while keeping its legacy intact.</li><li>We speak to <keyword id="120094" type="PERSON" weightage="20" keywordseo="Mayank-Shah">Mayank Shah</keyword>, Senior Category Head, <keyword id="235733" type="COMPANY" weightage="20" keywordseo="Parle-Products">Parle Products</keyword> about all that the brand has been doing, to further grow its presence in the market. </li></ul>Every time someone says Parle-G and we bet you cannot help visualize yourself dunking one in a steaming cup of chai (and at times losing half of it too). For decades now, Parle-G has been our favorite tea-time companion, the most affordable ‘snack’ that got many of us, from the previous generations, through college, and well basically a comfort food, that is so nostalgia-inducing. Much before Oreo popularized dunking it in milk, we had been doing it with Parle-G. <div type="image" title="Parle Products Creative 1" msid="84131808" hostid="261"></div> Parle, founded in 1929, first started manufacturing orange candies. It was only 10 years later that it manufactured its first biscuit, coming up as an alternative to the more elite British biscuits. From there to now, this homegrown brand has come a long way. While entering the premium segment with <keyword id="4498428" type="PERSON" weightage="20" keywordseo="parle-platina">Parle Platina</keyword> in 2017 that comprises products like Hide &amp; Seek biscuits, Milano cookies, Mexitos nacho chips and Nutricrunch range of nutritious products, it recently further diversified its offering, with the launch of its <keyword id="480300" type="PERSON" weightage="20" keywordseo="Parle-G">Parle G</keyword> Chakki Atta. The aim was to cash in on the momentum that branded atta consumption has been witnessing, since the <keyword id="43587" type="ORGANIZATION" weightage="20" keywordseo="pandemic">pandemic</keyword>. <div type="image" title="Parle Products Creative 5" msid="84131819" hostid="261"></div> Last year, Parle made headlines when they spoke about a surge in sales of Parle-G biscuits during the <keyword id="91743" type="PERSON" weightage="20" keywordseo="lockdown">lockdown</keyword>. This demand was a result of people stocking up on biscuits. It also became the most affordable ‘meal’ for thousands of migrant workers, who we saw with distress, walking back to their villages. It makes for an interesting case study, to understand how this brand, that was started 82 years ago, has stood the test of time. Despite being eight years short of a century old, Parle has tried to reinvent itself over the years, while keeping its legacy alive. A lot of the love for the brand comes from nostalgia, and also from the fact that despite entering newer categories, launching premium products, it is still looked at as an aam-aadmi product. How they react during a crisis also says a lot about the ethos of brands. The pandemic and Parle Last year, even before the pandemic hit India in full force and the government announced its first rounds of lockdown, Parle was prepared. Observing how things were in other countries, it had increased its production, just to make sure that the market never ran out of its biscuits. “What happened after the pandemic was something completely unprecedented, but we had been studying what was happening in neighboring countries, or in Europe, and we decided to double down on our production,” shared Mayank Shah, Senior Category Head, Parle Products. They also started shipping the products, keeping the stocks closer to the market, to minimize supply chain disruptions. As a result, when the lockdown was announced, and most brands were caught unprepared, Parle had its products, and especially Parle-G, in shops across the country. Having said that, Parle did meet with its fair share of troubles. With the sudden lockdown and with uncertainty looming large, there was a shortage of labor which the company was able to tackle by prioritizing its production; it stopped producing many of its offerings that were more labor-intensive. “As a result of this prioritizing, we were able to meet maximum demand. If at normal times, the demand is at 100%, during this time we saw between 160-170% demand, firstly because people were pantry-loading and secondly because of speculative buying,” explained Shah. However, this was also the time for the brand to give back to the society. The brand won a lot of love when it donated close to 3 crore biscuit packets to the government and NGOs. “Parle G is a brand that stands for goodness, in all senses, and we are more than just a corporate brand that is only interested in profits. We have always been a brand for the common man. Last year, raw material prices were going up and we could have easily taken a price hike, we never did that. I have been a part of this company for 20 years and I was surprised when my management came and told me we should be helping people. So each and every employee in the company lives by the philosophy of doing something for the greater good. Parle was launched as a Swadeshi brand to take on global biscuit brands, and this was during this last one year that I saw those philosophies come in play,” said Shah. “We saw so many posts on social media talking about us saying they were proud to see a brand go out and service consumers in the time of their need, it was a very moving experience for us,” he added. Entry into newer segments Over the years, we have seen Parle innovate and expand its portfolio to enter premium segments too. But why did the company, which primarily produces biscuits, decide to launch an atta brand? Shah said that the company has been producing atta for years now, but the product was exported to markets like the Middle East, UK and USA. “The packaged atta segment in India is worth around Rs 20,000 crore and only Rs 10,000 crore out of that is for branded packaged atta, which are either national or regional brands. But the overall atta market is much larger, and that is mostly people going out, buying wheat and getting it milled. During the pandemic however, we observed that people wanted to buy products that they thought were safer and we saw many switching to packaged atta. Penetration of packaged atta in the market is still very low and there is a huge opportunity for growth, so we thought this was the ideal time for us to launch it here,” explained Shah. He is not even worried about the more established players as he feels there is a huge, unpenetrated market for the brand to capture where people who used to buy loose atta are now converting to packaged, trusted brands. Parle had launched its premium range Platina three year back and now wants to focus on it to grow its market share, and to build relevance. “There has been a bit of a slowdown in the growth of our premium products in the last 1.5 years, so we will renew our focus on the segment with the opening up of markets,” explained Shah. <keyword id="6354839" type="UNKNOWN" weightage="20" keywordseo="marketing">Marketing</keyword> during the pandemic During times of crisis, marketing budgets are usually the first to get slashed.While Parle did not cut down majorly on its spends in the last 1.5 years, it did rationalize its spends, shared Shah. “During the pandemic, we did two things, firstly, we increased our digital spends, which helped us a lot, while also continuing to advertise on TV. Secondly, we also tweaked our creatives. Our communication in the last one year has been very different from what we usually do. All our communication has been about what has been happening around us. We paid tribute to the known and unknown frontline workers. That communication also sent a strong signal to our internal stakeholders that its our responsibility to rise to the occasion because so many of them were risking their lives in working during those times, and we wanted to acknowledge that.” Meanwhile, brands like Parle G also gain a lot from nostalgia. The last year has seen people take to social media to talk about their love for the brand, come up with content using the product and also coming up with innovative recipes using the biscuits. “That’s the thing about Parle G asa brand, everybody has their own way of eating the biscuit and they have their own stories. I have my Parle G story too; I stayed in a hostel for about 10 years. For anybody who has stayed in hostels knows how the food is. So we would eat the hostel food at 10 and then get hungry by 12. So we had a routine of having chilled milk from Aarey at 1 pm, we used to add a packet of Parle G to it, mix it and have it as a slurry. That was our lunch for 10 years. It was not just me, I know many people who did it. So we have always had a lot of user-generated content but the pandemic took it to a whole different level. It was heartening to see that kind of response from consumers,” he added. On where the next phase of growth for Parle as a brand will come from, Shah said, “It will come both from our biscuits and non-biscuits portfolios. While the penetration of biscuits is high, the per capita consumption is still lower, compared to Western markets. So I feel there’s still a scope of growth in the <keyword id="11569298" type="UNKNOWN" weightage="20" keywordseo="biscuits-segment">biscuits segment</keyword>.”

How Parle has stood the test of time

<ul><li><keyword id="29464" type="General" weightage="80" keywordseo="parle" source="Orion">Parle</keyword> Products has launched its latest ad campaign comprising 3 ad films for <keyword id="99340" type="General" weightage="100" keywordseo="hide-seek" source="Orion">Hide &amp; Seek</keyword>.</li><li>The campaign highlights feelings of teenage romance that are often felt during adolescence and Hide &amp; Seek is helping their audience to get those special conversations started. </li><li>The films, conceptualized by <keyword id="12984575" type="General" weightage="20" keywordseo="brand-league-partners" source="Orion">Brand League Partners</keyword>, will focus on television <keyword id="35666" type="General" weightage="20" keywordseo="advertising" source="Orion">advertising</keyword> across genres through TV commercials (TVCs) and digital channels.</li><li>Parle Products will be releasing TVCs in seven languages including Hindi, Bengali, Kannada, Telugu, Malayalam, Oriya, Assamese and Tamil.</li></ul>Parle Products has launched its latest advertising campaign for chocolate chip cookie brand Hide &amp; Seek with a sharp focus on establishing its identity as an enabler of first -time conversations. The campaign highlights feelings of teenage romance that are often felt during adolescence and Hide &amp; Seek is helping their audience to get those special conversations started. The films, conceptualized by Brand League Partners, will focus on television advertising across genres through TV commercials (TVCs) and digital channels. <div type="Youtube" id="LSaBRMQ4XKY" title="Parle Platina | Start Your Story With Hide &amp; Seek | Flower Shop" thumbUrl="https://i.ytimg.com/vi/LSaBRMQ4XKY/mqdefault.jpg"></div> <div type="Youtube" id="cQIkmcqeF0E" title="Parle Platina | Start Your Story With Hide &amp; Seek | Fashion Show" thumbUrl="https://i.ytimg.com/vi/cQIkmcqeF0E/mqdefault.jpg"></div> <div type="Youtube" id="ZUHpNfowC50" title="Parle Platina | Start Your Story With Hide &amp; Seek | Ferry" thumbUrl="https://i.ytimg.com/vi/ZUHpNfowC50/mqdefault.jpg"></div> The Hide &amp; Seek brand is synonymous with ‘innocent love’ through its consistent brand communication from the past 25 years, thus making Valentine's Day an ideal time to remind consumers to express themselves since it is just around the corner. The campaign ‘Start your story with Hide &amp; Seek’, features three distinct ad-films that demonstrate how Hide &amp; Seek plays a catalyst in expressing affection between teenagers. The ad-films features young people in different scenarios to depict ‘first glance of attraction’ - a young woman enters a florist’s shop and sees the owner’s son, two people seeing each other for the first time on a ferry, and a fashion show event where a designer mistakes the photographer for the model. All 3 films showcase youngsters creating their own new language through sweet gestures wherein Parle Hide &amp; Seek plays their wingman/cupid. The TVC’s are tailored to connect with teenagers and young adults (15 - 25 year olds), who are conscious about striking a conversation with someone they like as they lack the courage to make the first move or even ask someone out for the first time. <keyword id="120094" type="General" weightage="20" keywordseo="Mayank-Shah" source="Orion">Mayank Shah</keyword>, Senior Category Head at Parle Products says, “We, at Parle Products, realize how important it is for a brand to be a part of a customer's journey. There are certain moments that we all face while growing up as teenagers and we understand the significance of these changes and decisions we make at that time. All of us have come across that time in adolescent years when the fear of rejection keeps us away from initiating conversation with that special someone. Our premium brand Hide &amp; Seek resonates with young and innocent love while acting as an enabler to ignite a spark in situations wherein people feel hesitant to express themselves freely or directly. Our brand plays the role of breaking the ice so the first-time conversations between two young people are comfortable and relaxed. Since the campaign is targeted towards teenagers, it's not about intense love but about innocent attraction &amp; young playful chemistry. The campaign is light-hearted and at the same time builds our brand so that we achieve top-of-mind recall among consumers and continue our brand narrative. With this TV and digital campaign, we aim to strengthen our position in the chocolate cookies category.” <keyword id="4108006" type="General" weightage="20" keywordseo="samir-chonkar" source="Orion">Samir Chonkar</keyword>, Head at Brand League Partners said, “We wanted to create something special for consumers and we are happy to be able to create a theme for Parle’s Hide &amp; Seek brand - ‘Start your story with Hide &amp; Seek’, which will bring forth something relatable, fun and engaging experience for everyone! The films showcase cute and innocent interaction between couples designed to appeal to customers’ lovestruck-side and get some attention directed towards the brand.” With the aim of celebrating the event that is immensely popular among young adults, Parle Products will be releasing TVCs in seven languages including Hindi, Bengali, Kannada, Telugu, Malayalam, Oriya, Assamese and Tamil and will be sustained through a digital campaign. For social media amplification, Parle plans to create Instagram filter for couples, launch reels challenge and gift contests.

Parle Products launches a series of ads for Hide & Seek to establish the brand's identity as an enabler of first-time conversations

<ul><li>2021 is going to be one of the biggest growth years for <keyword id="133159" type="COMPANY" weightage="20" keywordseo="Parle-Agro">Parle Agro</keyword> as it is set to release two high impact campaigns for its power brands Frooti, Appy Fizz and B-Fizz simultaneously.</li><li>With combined spends of Rs 240 crore for Frooti and Fizz portfolio, Parle Agro is aiming to dominate the beverage category this summer.</li><li>Nadia Chauhan, Joint Managing Director and CMO, Parle Agro tells us how the brand aims to beat the cola category with its strong marketing strategy and how it would go about spending the earmarked marketing budget of Rs 240 crore.</li></ul>Last week, Mumbai recorded its hottest day of this season and the India Meteorological Department issued a yellow alert with a warning of heat wave. Mercury in Odisha has crossed 44.6 degrees, the highest so far. IMD predicts this year to be the hottest summer in India and it’s only April! To beat this heat, consumers turn to refreshing cold beverages and ice-creams and naturally, summer is the peak season for those categories. For Parle Agro that houses drinks like Frooti, Appy Fizz and B-Fizz, 40% of its overall annual sales come from the summers. Last year, the beverage industry’s business plateaued due to the lockdown. Parle Agro decided to curtail its 360-degree media spends until October and started working on its comeback marketing strategy. So, 2021 is going to be an important year for the conglomerate to revive its business. Sharing her expectations for summer 2021, Nadia Chauhan, Joint Managing Director and CMO, Parle Agro said, “The summer months alone from March to May account for approximately 40% of our overall annual sales. We have witnessed a higher consumption in mango drinks over the Fizz category in summers because Mango is a seasonal fruit hence, a higher intake over the Fizz category which is evenly balanced out year-round.” While the beverage category was struggling in the first quarter of 2020, once the market opened up, Parle Agro launched an innovative product ‘B-Fizz’ and expanded its market share strategically. It is now aiming to grow by 50% over 2019. “Looking at the past year, the lockdown had an immense impact on the beverage and FMCG segment as a whole. Due to mobility restrictions, we focused on reinventing our sales and distribution strategy to cater to the market effectively despite the lockdown. This helped us gain an 8% market share within the category. We avoided a 360-degree brand campaign during the summer months of 2020 as it would not serve the desired purpose due to mobility restrictions. Subsequently, we invested in a strategic marketing strategy in September 2020 when we launched B-Fizz. This year, for 2021, with increased mobility and rise in temperatures during summer months, we are expecting a boom in consumption and are targeting a 50% growth in 2021 over 2019 across all brands,” said Chauhan. However, the lockdown did have a silver lining for Parle Agro after all. The consumer pattern changed and they started preferring fruit-based beverages. Chauhan said, “We have witnessed a consistent increase in consumers moving away from synthetic beverages and more towards fruit-based beverages. Along with that, we also see a demand in products under the good-for-you category. The lockdown has also given consumers an opportunity to spend more time with family and friends. This has resulted in a boost for larger packs for in-home consumption.” <cmsannotation type="cmsannotation" annotationid="Marketing campaigns for 2021" text="Marketing campaigns for 2021">Marketing campaigns for 2021</cmsannotation> Parle Agro has launched its summer campaign starring brand ambassadors Priyanka Chopra Jonas and <a href="https://youtu.be/Tmy9ViY2qR8">Jr. NTR</a> for B-Fizz. With marketing investments of Rs 120 crores for the Fizz portfolio this summer, Parle Agro plans on generating tremendous buzz with a multimedia campaign. The TVC will be aired across national and regional channels. <div type="Youtube" id="8X1DT09Je7A" title="All new 2021 Be.Feel.Fizz advertisement with Priyanka Chopra Jonas.#befeelfizz#bethefizz#feelthefizz" thumbUrl="https://i.ytimg.com/vi/8X1DT09Je7A/mqdefault.jpg"></div> On the other hand, its new summer campaign for Frooti starring Alia Bhatt, <a href="https://youtu.be/mfq51l5Auwk">Allu Arjun</a> and <a href="https://youtu.be/oz0_585h1DE">Varun Dhawan</a> aims to accelerate growth and strengthen brand equity. Parle Agro has earmarked Rs 120 as marketing budget for Frooti and Rs 120 for Fizz category. <div type="Youtube" id="kopcKizsMIY" title="Watch Alia Bhatt get her favourite drink in the new 2021 Frooti advertisement. #livethefrootilife" thumbUrl="https://i.ytimg.com/vi/kopcKizsMIY/mqdefault.jpg"></div> The beverage company has increased its marketing budget every year since 2019. Chauhan shared, “Our overall marketing spends for 2019 amounted to Rs 220 crore while our summer spends for 2021 is Rs 240 crores.” Telling us more about the media spends, Chauhan added, “We have an aggressive multimedia campaign charted out for 2021 with the objective of boosting consumption patterns, gaining substantial market share and driving significant growth for Parle Agro in the beverage industry. Our plan includes using strategic mediums and touch points to ensure impactful reach and visibility for our brands via the right audience. This includes Television, Digital and OOH mediums.” To further break through the clutter, the Indian beverage giant will look at enhancing visibility via on-ground branding opportunities at retail outlets, kirana stores and continue investing in e-commerce. A significant amount of its marketing budget will also be spent on the biggest event of the summer season - IPL. Frooti is the official on-air sponsor for IPL in the mango drink category and B-Fizz is the beverage partner for IPL on Disney+ Hotstar. Telling us how important IPL has grown to be for the brand, Chauhan shared, “IPL has been a game-changer for Frooti and our FIZZ range. We started advertising with IPL for Frooti in the summer of 2014 since most of the investment for the brand happens in this season. IPL being the biggest event of the summer months has helped propel visibility for Frooti during this period, ever since we started advertising with the property. The year 2021 is a big year for Parle Agro. To further drive high SOV for our brands during the high consumption summer season, we have associated with IPL. Frooti shall be the on-air sponsor on TV on Star Sports Network. While in the digital space, B-Fizz will be the associate sponsor for IPL on Disney HotStar. If we go by numbers, just these two platforms will drive a reach of over 500 million people.” With combined spends of Rs 240 crores for Frooti and FIZZ portfolio campaigns, Parle Agro is set to dominate the beverage category this summer. It has the lion’s share of fruit plus fizz category and Frooti, too, ranks among the top two mango drinks in India. Elaborating on the beverage company’s expansion plan and current market share, Chauhan said, “For Frooti we have 28% market share in the mango drink category. In the apple-based drink category, Appy holds the largest share with 61% and in the sparkling fruit drink category, our FIZZ portfolio i.e. Appy Fizz and B-Fizz combined, holds the highest market share of over 90%. We are looking to further grow market share and target new consumers by increasing our reach and market penetration. We are already witnessing a massive boom in consumption this season after a slow 2020. Frooti is part of every household, for every social occasion, these indications instil confidence that the product will become a dominant player soon. And with our aggressive plans for Frooti and FIZZ portfolio this year, we aim to further boost consumption and drive significant growth for Parle Agro in the beverage industry.” Apart from spearheading an aggressive marketing campaign this year, Chauhan will also prepare every level of leadership across all teams in her organization who have all been impacted in different ways by the pandemic, to be really prepared and maintain a very positive mindset.

Parle Agro targets a 50% growth in 2021 over 2019 as India prepares for its hottest summer; sets aside Rs 240 crore for marketing activities

<ul><li>Parle-G registered its best sales figures in over eight decades during the COVID-19 lockdown period. </li><li>We caught up with Mayank Shah, Sr. Category Head, Parle Products to understand how the brand managed to meet the ever-increasing demand, secret behind hike in sales, its shifting focus on digital mediums and overall marketing strategy. </li></ul>We all have grown up munching on Parle-G, dunking it in our chai and savouring the half-tea-soaked cookie everyday before rushing to school. The five-rupees pack came to the rescue yet again, cured the lockdown blues when our migrants trekked hundreds of kilometers back home. As a result, while many businesses struggled to survive, this home-grown glucose biscuit hasn’t seen its sales dip even for a day. In fact, Parle-G broke its own sales record by selling the maximum number of biscuits during lockdown in eight decades. Parle saw its overall market share increasing by nearly 5% in May and 80-90% of this growth came from Parle-G sales. “We have witnessed that during natural calamities and during COVID, there is an urgent need to supply rations to people and Parle-G has always been the go-to product and comfort food in any situation or location. It has a longer shelf life and the packaging keeps the biscuits fresh, thereby making it an ideal storage item,” said Mayank Shah, Sr. Category Head, Parle Products. Various NGOs and welfare organizations included Parle-G in their donation kits when Cyclone Amphan hit West Bengal and Odisha. Many people stocked it at home for emergencies. Another reason why Parle-G saw an uptick in sales is because the whole country was home and needed something healthy to snack on. “Today, most spending is happening on food and given the behavior, we are noticing people buying all sorts of biscuits, not just for snacking but for preparing various dishes. This is one reason why the demand went up. The second reason being staying at home has increased the consumption drastically. Typically, at the workplace the focus remains at work, at school focus is on studying but at home 24x7, consumption of food and snacking goes up. This is the reason why we saw uptick in consumption and we expect that this momentum will continue going forward as long as there are some or the other form of restrictions and also because of the concerns that people have in consuming outside food,” tells Shah. Challenges of meeting the market demand But how did Parle manage to meet this ever-increasing demand with scarcity of labor? “Right from day one, we were on the job in terms of ensuring that we get permissions to operate our plant, to ensure that the people are taking care of supply chains so any issues coming at any local level, there was a team that was functioning and taking care of those things to ensure smooth operation. Right from sourcing to manufacturing and supply chain, there were partners and teams already taking care of it. A big challenge was, a paucity of labor and the government additionally declared that offices will not operate with more than 50 percent capacity, which has changed today, initially it was even less than that,” said Shah. He added, “Depending on how a particular zone is affected, we probably have 20-40% labourers. To inspire and get laborers on board, we had to make them understand that it was not just a commercial activity rather it was food security of the country because of the sheer volume and consumption by people.” Shifting focus on digital mediums The lockdown has pushed even a traditional brand like Parle to embrace digital and explore the options available to reach out to its customers. While its ‘G Maane Genius’ iconic tagline continues to be a part of popular culture, to make it more relevant today and increase its recall value, Parle recently partnered with Amazon Prime Video for Shakuntala Devi. Talking about this partnership, Shah said, “This partnership celebrates what sets us apart, which is the generations of children that go above and beyond exploring possibilities in a way that makes their little world and imagination better.” Shah told us that the brand shifted its lion’s share from TV to digital during the lockdown because there was no fresh content on TV and on the other hand, there was a disproportionately higher rate on digital. “We would be investing a good amount of our budget into digital. Pre-COVID, the investments were typically 10 to 12% of the budget. During the initial part of the COVID, not just ours but many companies invested almost one third of the budget spent on digital. Now within a year or two, we will see almost about 20-25% of the total advertising spend happening on digital. Secondly, associations on OTT or TV only if we see a good synergy with our brand. So unless and until there is no great synergy in between our brand communication or brand proposition and the medium or rather the property with which we are associated, we normally don't associate,” said he. Tweaking marketing strategy to stay relevant This 82-year-old brand has grown to become a feeling in our country, it is not just any a cookie you dip in your chai. There is immense nostalgia associated with it. And to resonate with its consumers in gloomy times, Parle tweaked its overall marketing strategy. “We ensured that Parle remained part of consumers' life. Although we observed advertising by many brands, we opted to stay relevant and sometimes out of it. Rather, we continued talking to consumers about inspiring in these times, making them appreciate the role of the frontline workers and ensuring that they understand how the lockdown is beneficial to everybody. So they were not only public service ads which we executed, but ads of our products which talked about how we are part of their life by sharing their concerns. So, most of our communication was topical in nature.” When asked what keeps Shah motivated and at it, he said, “Today we are seeing many companies in the same category, same sector, who are giving up saying that it's the time of lockdown and nothing can be done. On the other hand and extreme, we can see companies that view this as an opportunity to rise up and go all out and carve out an opportunity out of constraint. We have seen both sides of the spectrum. A positive frame of mind, a positive bent of mind and a motivated team is something that makes all the difference.”

How Parle-G continues to exceed its sales record despite a recession

<ul><li>This year marks the 50th year of brand <keyword id="399829" type="General" weightage="20" keywordseo="limca" source="Orion">Limca</keyword> and the 30th year of its popular <keyword id="6365778" type="General" weightage="20" keywordseo="limca-book-of-records" source="Orion">Limca Book of Records</keyword>.</li><li>We speak to <keyword id="169468" type="General" weightage="20" keywordseo="arnab-roy" source="Orion">Arnab Roy</keyword>, Vice President, Marketing, Coca-Cola India and SouthWest Asia who tells us how the brand has managed to stay relevant over all these years.</li></ul>India’s homegrown ‘lime and lemony' Limca has been an important part of most of our childhoods and it has come a long way. The brand still induces immense nostalgic pangs in many of us who are taken back to summer afternoons or train rides that would be incomplete without the brand. Much before it was bought over by Coca-Cola in 1993, <keyword id="115414" type="General" weightage="20" keywordseo="ramesh-chauhan" source="Orion">Ramesh Chauhan</keyword> of <keyword id="848402" type="General" weightage="20" keywordseo="parle-bisleri" source="Orion">Parle Bisleri</keyword> had launched Limca, after the massively popular <keyword id="11908501" type="General" weightage="20" keywordseo="gold-spot" source="Orion">Gold-Spot</keyword>. The aim back then was to create something close to the much-loved nimbu paani. From there to now, a lot has changed. Over the years, it has kept innovating, to stay relevant in the segment. While the beverage has continued being a part of many Indians’ lives, its Limca Book of Records has also become an aspirational property people want to be a part of. In fact, this year marks the 30th year of its popular Limca Book of Records. This year’s edition has been dedicated to the frontline warriors who have courageously led the battle against the pandemic. The brand’s marketing strategies have evolved too. Today, it is slowly moving away from its traditional ‘lime and lemony’ image to its new positioning as an ‘enhanced hydration offering’ that swiftly hydrates and revives everyday consumers, as they push their boundaries to get closer to their goals. We recently got talking with Arnab Roy, Vice President, Marketing, Coca-Cola India and SouthWest Asia to understand not just the relevance of the Limca Book of Records but also to chart brand Limca’s marketing journey and how it has managed to stay relevant in today’s highly dynamic market. Excerpts: Q) This year marks the 30th year of the Limca Book of Records. Walk us through the property's journey so far. Why did a product like Limca think of coming up with a book of records 30 years ago? Limca Book of Records (LBR) is an extension of brand Limca. Launched in India in 1990, it is the second book of records in the world after the Guinness Book of World Records. From then on, there has been no looking back. Since the inception of LBR 30 years ago, the book has stood as a testimony to the stellar achievements by people in various fields such as science and technology, adventure, human endeavor, structures, education, defense, government, business, cinema, the natural world, literature, and the arts. The book has successfully identified people who have the spirit to excel and follow their goal with single-minded passion. It lays emphasis on the unique achievements of our citizens and is a salute to all those people who want to do something different and be remembered for their distinctive deeds. Being the first of its kind in the country, this book has been an instant hit with people across generations. The book has been well-received over the years and the proof can be seen in the ever-increasing number of record-holders and record-breakers that approach the book each day. With the special edition we are launching this year, it has yet again charted another era of human innovativeness and excellence within its covers. Once again, in this iconic book of Indian milestones, we are thrilled to witness the achievements of Indians from all walks of life, with a spotlight on the selfless acts of COVID-19 warriors that have emerged in the country. Q) How is this year's edition different? How has the property managed to stay relevant? This is the 30th edition of LBR and for us, it is all the more special as it coincides with the brand commemorating 50 years since its inception in 1971. This year’s LBR is a joint edition of the years 2020-2022 which celebrates stellar victories and accomplishments in human endeavor, structures, education, defense, government, science and technology, adventure, business, cinema, the natural world, literature, and the arts. This year’s edition also honors and celebrates the undefeated spirit of COVID-19 frontline warriors who have courageously led the battle against Covid 19, with a spotlight on their selfless acts of kindness along with showcasing the extraordinary talent and achievers across the country. Featuring over 4,000 records, this edition has managed to masterfully leverage distinct display pages, reader-friendly infographics, and charts to make it more visually appealing. Along with fascinating new records, this edition also includes Record Rewind and Super 30 capsules of previous records. Q) This year also marks 50 years of Limca. Walk me through the evolution of Brand Limca. India is one of the biggest markets for carbonated drinks. What kind of popularity does it enjoy here now, with so many other glitzier options in the market that also spend a lot on marketing? Limca - Coca-Cola India’s homegrown beverage brand has for long stood as the ultimate thirst-quencher and is widely acclaimed for its unparalleled ability to instill a feeling of freshness in the minds and bodies of its consumers. This year, as we celebrate 50 years of the brand, Limca has moved away from its traditional ‘lime and lemony’ image to its new positioning as an ‘enhanced hydration offering’ that swiftly hydrates and revives everyday consumers, as they push their boundaries to get closer to their goals. Limca’s brand evolution and new positioning draws attention to Limca’s ability to provide full-body rejuvenation so that consumers can be their best selves in every situation. Limca, as a brand, resonates the spirit and imagery of ordinary, everyday people of India (earthy, self-made) and has a long, deep rooted Indian connection, catering to regional markets including Delhi, Punjab, Haryana and parts of Andhra Pradesh and Telangana. This year, the brand is seen to become more intrinsic and functional in nature with the overarching aim of reaching a wider set of consumers. This year, Limca has evolved from being a traditional ‘sparkling’ drink to ‘the ultimate rejuvenator and refresher’. Lime-Lemon based replenishment is the core benefit of Master Brand Limca - designed specially to provide rejuvenation to consumers sweating it out in real life. Q) How has Limca's communication in India evolved over the past few decades? We haven't seen a lot of high decibel campaigns from the brand. How are you continuing to build a connect with consumers? Is a lot of Limca's popularity still because of a <keyword id="6463276" type="General" weightage="20" keywordseo="nostalgia" source="Orion">nostalgia</keyword> factor or is the younger population opting for the brand too? Historically, Limca’s communication has strongly been rooted in bringing alive freshness and refreshment codes. With Limca’s credentials being very strong there, we decided to reposition the brand in 2021 to make it more functional as its serves a bodily need and is not just a thirst quencher. The 2021 ‘Mat Thak Campaign’ pays an ode to the ‘doers’ in life. The new positioning draws attention to Limca’s ability to provide full-body rejuvenation. We are committed to investing on the brand in the coming years as we believe it can play a bigger role going ahead. Nostalgia and heritage are an integral part of Limca’s loyalty and brand love, but we believe that it caters to a need-state, very relevant across young adults, and the brand is engaging with them through multiple platforms. Q) Is Limca more popular in urban markets or do the rural markets equally enjoy the drink? More than urbanity, geographical relevance is more appropriate in the case of Limca. The brand has a strong consumer base in North Indian markets like Delhi, Punjab and Haryana. It also has loyal consumers in the coastal areas of Andhra Pradesh-Telangana. This is pervasive across urban and rural areas. Q) Where will the next phase of growth for Limca come from? Over the last one and a half years, we witnessed some of the most awe-inspiring stories which restored our faith in humanity despite being one of the most challenging times in human history. Limca Book of Records is seen as a comprehensive chronicle of India’s remarkable facets and successes. Featuring the extraordinary record holders has been a privilege for us. Limca pays an ode to the doers and signifies its role as an enhanced hydration offering to provide full body rejuvenation. The brand will continue to evolve and explore new avenues and meaningful associations going forward.

As Limca celebrates its 50th year, here’s a look at how its brand positioning has evolved

New Delhi, Mar 25 () Biscuits major Parle Products on Wednesday said it will donate three crore packs of biscuits in the next three weeks, specially to the needy people through government agencies with the country going for a 21-day lockdown due to coronavirus pandemic. The company said its manufacturing units are functioning with 50 per cent of workforce keeping with government advisories to curb escalation of the coronavirus outbreak, but it is working to ensure that sufficient quantity of its products are available in the market. "We have decided to work with government, donate through government agency three crore packs of biscuits -- one crore each in the next three weeks -- specially for people in need...We will be donating one crore packs of Parle-G biscuits every week for the next three weeks, effectively about three crore packs of biscuits," Parle Products Senior Senior Category Head Mayank Shah told . He further said, "We are also looking at ensuring that those who need food right now -- there will be many people whose livelihood will be hampered, we will work very closely with the government to ensure that they don't go hungry." Shah said, "As a result of lockdown there is a huge amount of panic buying and hoarding is happening. People are going out and buying everytihng that's available in terms of food, including biscuits which is ideal for this kind of situation because they have a longer shelf life and retain freshness for a longer period of time." Shah said although the factories of the company and third party vendors are working with an average of 50 workforce, Parle Products is "going all out and ensuring that we are available in the market in sufficient quantity so that there is no panic" "We have seen a lot of buying happening in processed food as well, including biscuits, which is the top item to be stocked up during this kind of of lockdown. We have ensured that supplies are continuous and are not interrupted." Shah said while the Centre has exempted biscuit manufacturers from the restrictions of the lockdown, the company is facing issues in some pockets as local authorities have not allowed transport of raw materials and finished products. RKL MKJ

Lockdown: Parle to donate 3 crore packs Parle G biscuits through government agencies

<ul><li><keyword id="1199021" type="ORGANIZATION" weightage="20" keywordseo="Kantar">Kantar</keyword> India released the 9th edition of its annual <keyword id="11748120" type="UNKNOWN" weightage="20" keywordseo="brand-footprint">Brand Footprint</keyword> report today.</li><li> The report ranks the <keyword id="11748540" type="UNKNOWN" weightage="20" keywordseo="most-chosen-fmcg-brands">Most Chosen FMCG Brands</keyword> based on Consumer Reach Points (CRP’s). </li><li>Parle Products, Amul, Britannia, Clinic Plus and <keyword id="7636498" type="UNKNOWN" weightage="20" keywordseo="tata-consumer-products">Tata Consumer Products</keyword> were the top 5 most chosen brands in 2020.</li></ul> Parle Products, Amul and Britannia were India's Most Chosen FMCG Brands based on Consumer Reach Points according to Kantar India's Brand Footprint report. CRP considers the actual purchase made by consumers and the frequency at which these purchases are made in a calendar year. The top three brands are followed by Clinic Plus and Tata Consumer Products. With a CRP score of 5715 (Mn), Parle holds the top spot for a record 9th year in a row. In a year dominated by health &amp; hygiene, <keyword id="6488831" type="UNKNOWN" weightage="20" keywordseo="Dettol">Dettol</keyword> unsurprisingly grew a whopping 48% in CRP’s (923 Mn) and entered the top 25 brand list. Dettol was followed by Lifebuoy with a growth of 25% CRP’s (1798 Mn), Vim at 21% CRP’s (1454 Mn), Dabur at 14% CRP’s (1458 Mn) and Britannia at 11% CRP’s (4694 Mn). <div type="image" title="Kantar most chosen" msid="84857770" hostid="261"></div> Key highlights from the report: <ul><li>Higher the CRPs, higher the opportunity for brand growth.</li><li>Overall consumer reach points (CRP’s) have increased from 86 Bn to 89 Bn however, the rate of growth has come down to 4% (from 18% in 2019).</li><li>COVID impacted the frequency of purchase as average trips made to purchase grocery reduced but more purchases per trip were recorded in 2020. Purchase frequency reduced by 1% but spend per trip grew by 5%. This resulted in a lower number of brands (50%) growing in terms of CRP as compared to 2019 (72%).</li><li>Growth in CRP is directly proportional to the brand hierarchy in the ranking. Across board, the percentage of brands growing fell by 22% however brands in the top 50 only fell by 14% (over 2019).</li><li>Penetration continues to remain the driving force. High penetrated brands still manage to grow faster. Low penetrated brands showcase a CRP growth of 3% while high penetrated brands show a 4.5 % growth.</li><li>At 88%, <keyword id="73802" type="COMPANY" weightage="20" keywordseo="Colgate">Colgate</keyword> (including all brands like Dental Cream, Cibaca, Active Salt, Gel etc) recorded the highest household penetration in 2020.</li><li>Overall brand gains (in terms of penetration) are led by health and hygiene brands like Dettol (13.3%), Lifebuoy (6.3%), <keyword id="2725285" type="PERSON" weightage="20" keywordseo="Savlon">Savlon</keyword> (5.4%) and Harpic (4.3%).</li></ul> Speaking about this year’s report and rankings, <keyword id="793916" type="PERSON" weightage="20" keywordseo="K-Ramakrishnan">K Ramakrishnan</keyword>, Managing Director- South Asia, Worldpanel Division at Kantar said, “Brand footprint is a great way of measuring and rewarding brands by the extent to which they are chosen by consumers. Choice is a function of penetration and frequency. However, we always year after year find that brands grow a lot more on account of penetration gain than frequency gain. The biggest gainers in brand footprint 2020 were expectedly the hygiene brands. That said, the traditional leaders also held their positions by ensuring penetration growths even during the pandemic.”

Parle, Amul and Britannia were India's top most chosen brands in 2020: Kantar

<ul><li>Dabur, Vim, Sunfeast, <keyword id="9551690" type="COMPANY" weightage="20" keywordseo="brooke-bond-patanjali">Brooke Bond &amp; Patanjali</keyword> join <keyword id="9551688" type="COMPANY" weightage="20" keywordseo="the-billion-crp-club">the Billion CRP club</keyword> this year.</li><li>COVID- 19 does not upset the top brands’ growth</li><li>Only 6 global brands among the top 25 brands in India.</li></ul><keyword id="9551689" type="COMPANY" weightage="20" keywordseo="worldpanel-division-of-kantar">Worldpanel Division of Kantar</keyword>, released its report, Brand Footprint 2020. The report is an annual ranking of FMCG brands based on the Consumer Reach Points the brands scored in a year. The report is in its 8th edition this year. Key findings: <ol><li>Scoring the highest CRP (mn) at 6029/ +12% <keyword id="29464" type="LOCATION" weightage="20" keywordseo="Parle">Parle</keyword>, ranks first followed by Amul at 4,632 CRP (mn)/ +17%, Amul at 4,632 CRP (mn)/ +17%, Clinic Plus at 4,514 CRP (mn)/ +32%, Britannia at 4,215 CRP (mn)/ +29% and Ghari at 2,438 CRP (mn)/ +12%</li><li>Five new brands joined the Billion CRP Club this year Dabur, Vim, Sunfeast, Brooke Bond &amp; Patanjali. 21 brands made it to this group in 2019 compared to 16 in both 2018 and 2017.</li><li>Over 2/3rd of the top 50 brands are Indian Origin brands (36) while global stands at 14.</li><li>Global brands (29 %) show 1.8x growth compared to Indian Origin brands (16%). Global brands are growing almost twice as fast at 29% compared to Indian Origin brands at 16%.</li><li>Consumers make significantly more choices this year leading to a significantly better CRP performance by brands- 57 % brands record growing CRPs.</li><li>Bigger brands find better growth and follow the Golden Rule, brands grow faster by growing penetration</li><li>Colgate stands at the highest penetrated brand at 88%</li><li>Surf excel remains marks a consistent CRP growth rate at +20% scoring 1566 mn CRP.</li><li>58 brands saw a penetration gain of 1% or more. Leading the category is Ponds at 5.8% followed by Harpic (4.8%), Comfort (4.5%). 1% penetration gain adds an extra 2.9mn shoppers to the brand. </li><li>In the foods category Britannia clearly charts out a success story as the 2nd most chosen brand, 7th highest penetrated brand with a household penetration at 67.6%. While Aashirvaad saw a surge with 4% penetration increase and +55% CRP growth. </li><li>Within homecare surf excel marks +48% CRP growth while recording +3.4% penetration increase, closely followed by Vim at +44% CRP growth and +3.2% penetration.</li><li>Dabur comes out strong in the personal care &amp; foods category with +34% CRP growth, making it the 5th most chosen beauty &amp; health brand in India with a 70.0% household penetration.</li></ol>Impact of Covid-19: <ul><li>Food &amp; Beverage brands get picked up more often except Parle and Tata due to drop in frequency. For example, Amul is chosen over 100,000 additional times during the COVID months of March-May. </li><li>While personal and home care brands drop CRPs</li><li>Despite CRPs, trip size increases causing top brands to grow volume</li></ul>“Consumer Reach Points are a great way to measure and rank brands as it is a measure of the number of opportunities a brand has, to interact with a consumer. It is great to see consistent validation for the fact that if you build penetration, frequency and growth follow. This has really been a year of global brands in terms of their higher growth than others. Like these, this year’s report has a lot of interesting nuggets to derive a lot of information and insights on top the behaviour of consumers towards brands in the last year”- K. Ramakrishnan, MD- South Asia, Worldpanel Division, Kantar. Top 10- Brand Footprint Most Chosen Consumer Brands <table style="border-width: initial; border-style: none;"></colgroup><tbody><tr><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">RANK </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">BRAND </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">CRP(m) </td></tr><tr><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">1 </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">Parle </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">6,079 CRP (mn) +12% </td></tr><tr><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">2 </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">Amul </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">4,632 CRP (mn) +17% </td></tr><tr><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">3 </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">Clinic Plus </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">4,514 CRP (mn) +32% </td></tr><tr><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">4 </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">Britannia </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">4,215 CRP (mn) +29% </td></tr><tr><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">5 </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">Ghari </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">2,438 CRP (mn) +12% </td></tr><tr><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">6 </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">Tata </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">2,212 CRP (mn) +16% </td></tr><tr><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">7 </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">Aavin </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">2,080 CRP (mn) -10% </td></tr><tr><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">8 </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">Nandini </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">2,025 CRP (mn) -2% </td></tr><tr><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">9 </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">Colgate </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">1,868 CRP (mn) +23% </td></tr><tr><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">10 </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">Wheel </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">1,630 CRP (mn) +14% </td></tr></tbody></table>

Parle is the most chosen brand in India: Report

<ul><li>Actor <keyword id="475128" type="PERSON" weightage="20" keywordseo="Pankaj-Tripathi">Pankaj Tripathi</keyword> is the brand ambassador for the new campaign. </li><li>The campaign is conceptualised by <keyword id="274876" type="COMPANY" weightage="20" keywordseo="Lowe-Lintas">Lowe Lintas</keyword>. </li></ul>Britannia's <keyword id="1457487" type="COMPANY" weightage="20" keywordseo="Milk-Bikis">Milk Bikis</keyword> has launched a campaign that calls its competitors ordinary and says that children need more than just glucose in their biscuits. Children’s nutrition, particularly in the times of a pandemic is a top priority for parents and they are always trying to get children to try out foods that have the goodness of wholesome ingredients. But given the fact that children are picky eaters, this is an uphill task for parents. To study the attitudes of mothers towards kids’ nutrition during the on-going pandemic, Britannia Milk Bikis set up a Nation-wide study amongst mothers of children aged between 4-12, in the latter half of 2020. The overwhelming data that emerged from the study is that 79% of Indian Moms feel the wholesomeness of Traditional Foods like Parantha, Daliya and Doodh Roti is what they would most want included in their kids’ diets. The nation-wide survey also revealed the contrasting attitude towards the taste of traditional foods- While Mothers love the taste of foods like Doodh roti, their children more often than not, didn’t. As a response to these findings of the survey, the brand today launched the Britannia Milk Bikis 100% Atta product with ‘Doodh Roti ki Shakti’. <div type="Youtube" id="76AWF_tPZkc" title="New Milk Bikis 100% Atta with doodh roti ki shakti Ad starring Pankaj Tripathi (30 sec- Hindi)" thumbUrl="https://i.ytimg.com/vi/76AWF_tPZkc/mqdefault.jpg"></div> The new Milk Bikis biscuit has been designed as the perfect snacking ally to parents who want to serve wholesome goodness in their childrens’ snack without compromising on taste. This new biscuit has been created with the goodness of milk and now has the added benefit of Atta in it, in fact 100% Atta. One pack of Britannia Milk Bikis 100% Atta Biscuit offers the energy equal to the energy provided by 1 glass of Milk + 1 Roti. With this, Britannia Milk Bikis gets relaunched as Milk Bikis 100% Atta biscuit in some key markets across the country. Commenting on the launch of the new product, Vinay Subramanyam, VP Marketing, <keyword id="146218" type="DOMAIN" weightage="20" keywordseo="Britannia-Industries">Britannia Industries</keyword> said, the 100% Atta Milk Bikis biscuit has been launched in response to an increasing need for wholesome nutrition for children and the power of traditional Indian foods in doing so. With the Milk Bikis 100% Atta biscuit we provide the goodness of Doodh Roti which came up as one of the favorite ‘traditional Indian foods’ amongst mothers across the country. The new Milk Bikis is a perfect example of upholding the goodness of traditional values and infusing in the form of a modern milk biscuit. That’s why we have partnered with Pankaj Tripathi, who is a modern parent, yet is true to his roots and tradition. Pankaj Tripathi on his association with the brand said, "Milk Bikis se mera sambandh bachpan se hai. Humare liye Milk Bikis aaj bhi utna hi anandbhara experience hai, jitna kal tha! Aur Britannia ne ab ise 100% Atta biscuit banakar bilkul adbhut game-changing launch kar diya hai. Hume aajkal ke bachchon ki khaas nutritional zarooraton ka poora dhyan rakhna chahiye, aur ye naya Milk Bikis 100% atta ek yogya aur badhiya jawab hai uss national survey ka jo Britannia ne mothers ke saath kiya hai. Mera is brand ke saath association bada hi khaas hai, aue mujhe iss campaign pe kaam karke behad mazaa aya!" Puneet Kapoor, Regional Creative Officer, Lowe Lintas remarked, ““In a world of product parity, it’s a rare opportunity these days when we get a clear and real product advantage over competition to harp about in communication. This was one such opportunity. This was a fun story to tell with a clear, tangible product advantage put forth in an entertaining way by the finest acting talent in the industry.”

Britannia re-launches Milk Bikis in a new avatar and ropes in Pankaj Tripathi for its campaign

<ul><li><keyword id="133159" type="COMPANY" weightage="20" keywordseo="Parle-Agro">Parle Agro</keyword> launched a new product this week called <keyword id="10127022" type="COMPANY" weightage="20" keywordseo="B-Fizz">B-Fizz</keyword> and earmarked Rs 40 crore for its marketing campaign solely for this calendar year. </li><li>On the back of a strong marketing and pricing strategy, Parle Argo is aiming to make B-Fizz a ₹1000-crore-brand in the next couple of years.</li><li><keyword id="235731" type="COMPANY" weightage="20" keywordseo="Nadia-Chauhan">Nadia Chauhan</keyword>, Joint Managing Director and CMO, Parle Agro spoke to us about the whole process of launching a product from researching to shelving, idea behind on-boarding two different brand endorsers for different markets, target audience, larger vision for the company and much more. </li></ul>When it comes to coming up with innovative, industry-first beverages, Parle Agro has been the frontrunner. With its latest launch, B-Fizz, a malt-flavoured carbonated apple drink, the company envisions becoming the number one beverage player in India eventually. Parle Agro currently dominates the fruit plus <keyword id="10153209" type="UNKNOWN" weightage="20" keywordseo="fizz-drink-category">fizz drink category</keyword> by over 90% market share with its flagship brand <keyword id="6374490" type="UNKNOWN" weightage="20" keywordseo="Appy-Fizz">Appy Fizz</keyword> and now, with its foray into malt-flavoured drinks, it is confident that it will be able to accelerate the category’s growth significantly and bring it to up to Rs 10,000 crore from Rs 1,500 crore in 10 years. In the past, the brand has tried to expand its presence with Mango <keyword id="10153208" type="PERSON" weightage="20" keywordseo="flavoured-frooti-fizz">Flavoured Frooti Fizz</keyword> and Grappo Fizz, which did not last for too long. So, this time, the brand is playing safe and smart by piggybacking on the popularity of Appy Fizz for the newly-launched B-Fizz, which is a marriage between apple and malt. Another reason why the brand believes in this category is because it has seen a consistently increasing trend of consumers moving away from synthetic beverages towards fruit-based beverages. Parle Agro is therefore going all out to promote its new product launch. It has invested Rs 40 crore in a high-decibel 360 degree campaign, on-boarded Priyanka Chopra Jonas for the Indian market and Jr. NTR for the Southern India. B-Fizz will also be the sponsor for a few select marquee television properties and air its TVC during IPL to get the ball rolling. In just two weeks since its launch, the drink is already present in 500,000+ outlets. With a uniquely positioned product and strong marketing strategy, Parle Agro is confident of making B-Fizz a ₹1000-crore-brand in the next couple of years. We caught up with Nadia Chauhan, Joint Managing Director and CMO, Parle Agro, to understand the research process, pricing strategy and goals for this calendar year. Excerpts: Q. What were some of the factors that pushed you/influenced you to launch B-Fizz? As part of our growth strategy, we invest in R&amp;D to introduce innovative new products to the market; products that will appeal to consumers and take our business further. B-Fizz is one such product that our team developed a few years back. After conducting successful trials we were waiting for the right moment to launch it. As we went through various phases of unlock, we noticed a phenomenal performance in our sparkling fruit-based drink category with our brand, Appy Fizz. We thought it was a great opportunity to expand that category further with the launch of B-Fizz which is a sparkling malt flavoured drink with apple juice. We were able to commercialize B-Fizz in less than 30 days from the time we made the decision to launch it. The timing of the launch worked perfectly for us in several ways. As the country underwent the last few phases of unlock, retailers who were earlier operating under numerous constraints during the lockdown, have now opened up and are operating at almost 100%. Consumers are also getting back to some sense of normalcy. Additionally, the second half of the year is not just the festive period where there is typically an upswing in demand, but it also sees a second summer in the month of October across the country. Since the season also plays a large role in the <keyword id="1453601" type="PERSON" weightage="20" keywordseo="beverage-industry">beverage industry</keyword> it was a great time for us to launch B-Fizz. Q. What is the marketing strategy for your new product launch? What is the marketing investment going to be? We are investing Rs 40 cores in a high-decibel 360 degree campaign across various media for B-Fizz. We have launched two new TVCs, one featuring global icon, Priyanka Chopra for national media and the other featuring Jr. NTR exclusively for southern markets. The TVC campaign will be supported by innovative print, mobile and digital activations. B-Fizz will also be the sponsor for select marquee television properties. The campaign will also be aggressively promoted across IPL on Hotstar and YouTube. We have also been looking to deploy OOH for higher impact across 96 cities as of now. Q. What would your distribution and pricing strategy be? Will it be available on e-commerce and delivery platforms? B-Fizz is a product that we have launched with a mass distribution strategy in place. We’re today at 500,000 outlets with more than 3000 towns covered. We have launched B-Fizz at a competitive price point of Rs. 10 which is a critical part of our strategy. We believe this price point will enable us to scale up distribution for the brand across both rural and urban markets and make it more accessible to consumers. And yes, we will be available across various platforms, not just traditional retail but also modern trade and e-commerce. We expect B-Fizz to become a ₹1000-crore brand in the next couple of years. Q. The product is priced at Rs. 10 for 160 ml SKU, so how environmental-friendly is the product's packaging? Or will that be a focus later on in brand's journey? It’s an incorrect assumption to say a product available at a lower price point is indicative of a compromise in the quality of packaging. Parle Agro has a reputation built on quality, trust and has always ensured products which are best in class to deliver a superior consumer experience. Our ability to price a product at 10 rupees, an extremely competitive price point, is based on our strategy of creating economies through scale. The 160 ml packaging is a pack that is manufactured on a mass scale for Appy Fizz, the same is being applied for B-Fizz through various technological innovations in designing the preforms. These innovations are created and manufactured in-house as well, which is also how we’re able to achieve this kind of competitive price point. Q. Since the packaging and TVC is quite bold and colourful and positioned as a drink 'for the bold', are you looking at targeting millennials? Who will be the core target for B-Fizz? We are primarily targeting the youth between the age groups of 15-30 years for B-Fizz. Nevertheless, the unique taste of B-Fizz will appeal to all age groups. Q. Since consumers are becoming very conscious of their health and avoiding cola-based drinks and people are still at home and snacking more, have you seen an increase in demand of your products in the last few months? Our entire product portfolio focuses on fruit based beverages and has gained huge traction over the years. We have seen a consistently increasing trend of consumers moving away from synthetic beverages and more towards fruit-based beverages. This is perhaps, one of the big growth drivers for our category as well and a reason for why we have grown as much as we have. Q. What kind of trends did you witness during the lockdown? Did you cut down on your ad spends for this year? What will your larger marketing strategy be for the rest of the year? When it comes to business trends during the lockdown, companies had to adapt, on a daily basis, to the constantly changing rules and regulations being implemented across different parts of the country. Pro-active planning became a critical approach to maintain continuity of supply and distribution to tackle the challenges in mobility that emerged during the pandemic. We also witnessed the growth of the ecommerce platform. Though the e-commerce channel is still very small for the FMCG industry, there has been an acceleration in the adoption of this channel by consumers and brands alike. We have also on-boarded numerous ecommerce players and are continuing to do so. With regard to consumer trends, the lockdown has led consumers to become more conscious about their food and beverage choices. We foresee consumers spending a lot more on products that are natural versus those that are synthetic. For instance, fruit-based drinks like our products with natural ingredients, will be the preferred choice of drink over synthetic ones. Through the lockdown, we halted most of our marketing spends since majority of the retail stores were shut and with restrictions in mobility, people weren’t allowed to go out unless absolutely necessary. But now, as we move towards the last few phases of unlock, our budget allocations are back on track. We are investing Rs 40 crores for the marketing of B-Fizz which is until the end of the calendar year for 2020. Next year, we will be back on track with our regular marketing budgets of about Rs 250 to 300 crores across all our existing brands. Q. Why did you decide to get a separate brand face for the southern market? Is that one of your strongest markets? In southern markets, the influence and affinity for regional cinema and celebrities is very strong. Thus, to drive greater brand resonance with the audiences in the south as well as generate higher brand recall for B-Fizz, we chose a separate ambassador for the southern markets. Jr. NTR is a great brand fit and just like for Frooti we have Allu Arjun, we have Jr. NTR for B-Fizz in the south. Q. Parle Agro currently has a brand turnover of Rs. 6500 Cr. With a new addition, what are revenue goals for FY 2021-22? Parle Agro currently dominates the fruit plus fizz drink category with Appy Fizz with over 90% market share. With the launch of B Fizz, the target is to build the Fruit plus Fizz category to Rs 10,000 Cr. by 2030. We believe we will end the calendar year with 5-10 per cent growth over the previous year with B-Fizz being one of the contributors to that growth. Q. What is your overall vision for Parle Agro? Our vision is to make Parle Agro the No. 1 Beverage Company in India.

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