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<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>Parle is considering laying off 10,000 employees, thanks to the significant slump in sales, according to an ET report. </li><li>The auto industry has already laid off nearly 350,000 employees in the last four months. </li><li>Rural wages hit the lowest level in the last three years in May 2018. </li></ul>Every economic slowdown hurts the poorer people the most. It’s no different this time. The cash crunch rising out of a slowing economy and rising unemployment is biting budget households in India so bad that they are cutting back on biscuits and that is leading to more job losses at manufacturing plants. India’s largest biscuit maker, Parle is considering laying off 10,000 employees, thanks to the significant slump in sales, <a href="https://economictimes.indiatimes.com/jobs/drop-in-demand-may-force-parle-to-lay-off-up-to-10000-employees/articleshow/70763132.cms?from=mdr">according to</a> an ET report. Parle’s products are mostly consumed by people in the lower rungs of India’s economic pyramid, people in smaller towns and villages. Parle, which makes Parle-G, Monaco and Marie biscuits records an average sale of over ₹10,000 crore annually with over 100,000 employees. “The number of shops stocking these products is the same, but the number of products being sold from these shops is going down due to weakening consumer demand,” Mayank Shah, category heads at <keyword id="235733" type="COMPANY" weightage="20" keywordseo="Parle-Products">Parle Products</keyword> <a href="https://www.nationalheraldindia.com/india/after-britannia-now-parle-hit-by-slowdown-says-gst-responsible-for-it">told </a>National Herald. Higher tax and lower incomes It doesn’t help that biscuits are taxed at 12-18% in the goods and services tax regime. ““These biscuits were taxed at only 12-14 per cent under the previous excise and value added tax regime. Under GST, they are priced at 18%. This forces companies to increase prices, impacting sales,” Shah had added. The slowdown is getting increasingly visible in consumption. It started with trucks followed <a href="https://www.business-standard.com/article/companies/hul-volume-growth-slowest-in-7-quarters-q1-profit-in-line-with-estimates-119072400067_1.html">by car sales</a> and then two wheelers and now it has hit even products <a href="https://www.business-standard.com/article/companies/hul-volume-growth-slowest-in-7-quarters-q1-profit-in-line-with-estimates-119072400067_1.html">of daily consumption</a>. The auto industry has already <a href="https://www.businessinsider.in/indian-auto-manufacturers-have-laid-off-350000-jobs-in-four-months/articleshow/70563890.cms">laid off nearly 350,000 employees </a>in the last four months. Job cuts in companies like Parle will only make the situation worse. People are increasingly worried about the prospects in the coming as signalled by the Reserve Bank of India’s co<a href="https://www.livemint.com/news/india/consumer-confidence-for-the-month-of-june-drops-thomson-reuters-ipsos-survey-1563012458113.html">nsumer confidence index </a>that fell sharply in June 2019 and has stayed near that level since then. The falling biscuit sales only confirm that the country’s rural distress is far from abating. Rural wages hit the lowest level in the last three years in May 2018. “The turmoil is in rural, the turmoil is related to agriculture, so because of that the issues are happening in the value segment, right. So obviously it's affecting every segment but the biggest issue is happening in the value segment because that's what sells in those markets,” Varun Berry, the MD of Brittania said adding that people are shying away from buying <a href="https://www.businessinsider.in/Forget-cars-Indian-consumers-are-wary-of-buying-a-5-biscuit-packet/articleshow/70638256.cms">biscuits packs that are worth a mere ₹5</a>. Richer the better However, the richer Indians may be shelving plans for a new car but they aren’t cutting down on biscuits yet. So, the more expensive packs of biscuits are still selling well and that’s where <keyword id="6359432" type="DOMAIN" weightage="20" keywordseo="britannia">Britannia</keyword> has not had to resort to job cuts yet but Parle has. “With around 65-70% of the portfolio in the premium space, the company plans to introduce variants with protein, gluten free, whole wheat, seed, nuts, etc., and also a niche offering catering to modern trade and e-commerce channels,” said report on consumer sentiment by SBI Caps. See also: <a href="https://www.businessinsider.in/britannia-md-says-consumers-think-twice-before-buying-a-5-biscuit-raises-concerns-about-indian-economy/articleshow/70638256.cms">Forget cars, Indian consumers are wary of buying a ₹5 biscuit packet</a> <a href="https://www.businessinsider.in/kishore-biyanis-big-bazaar-wants-to-take-hindustan-unilever-and-procter-gamble-to-the-cleaners-with-its-own-laundry-brands/articleshow/70173836.cms">Kishore Biyani’s Big Bazaar wants to take Hindustan Unilever and Procter &amp; Gamble to the cleaners, with its own laundry brands</a>

India’s biscuit crisis shows slowdown is hurting the poor more — and job losses are making it worse

<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><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

If someone asks you to guess the most profitable retail chain in India, names like Future Retail and Reliance Retail are bound to come to mind; however, the reality is far from this. 
 The retail chain whose earnings exceed all these private chains is the <keyword id="6395044" type="ORGANIZATION" weightage="100" keywordseo="Canteen-Stores-Department">Canteen Stores Department</keyword> (<keyword id="46784" type="ORGANIZATION" weightage="100" keywordseo="csd">CSD</keyword>), a not-for-profit organisation. As per a Right to Information query, during FY 2014-15, CSD earned Rs 236 crore, more than Rs 211 crore, the profits of Avenue Supermart, which runs D'Mart stores, and other popular chains like Future Retail (Rs 153 crore) and Reliance Retail (Rs 159 crore). 
 
Talking of sales, CSD had Rs 13,709 crore as revenue, selling 5,300 products, ranging from biscuits and beer to shampoos and cars from across its stores. The number of customers it has goes as high as 12 million, including army, navy and air force personnel, ex-servicemen and their families. 
 
CSD was started in 1948, and is managed by the defence ministry. The department runs 3,901 canteens and 34 depots, with more than 600 suppliers. 
 
"CSD is definitely a critical channel. While we are not as focussed as we should be, there is a lot to be done to increase its contribution to our overall sales," Krishna Rao, deputy marketing manager at Parle Products told ET. "They expect a higher margin so they can pass on the benefit to the end-consumer." 
 
The reason behind these high revenues could be low-priced products, possible because of the government letting go of a substantial amount of taxes. 
 
<a href="http://www.dsoipalamvihar.co.in/images/csd_grocery2.jpg">Image source</a>

The most profitable retail chain in India is a not for profit organisation

<a href="http://www.businessinsider.in/searchresult.cms?query=baba+ramdev">Baba Ramdev</a> wants retailers to have more and more <keyword id="3093115" type="UNKNOWN" weightage="20" keywordseo="Patanjali-Products">Patanjali products</keyword> on their shelves and for this, he is invoking Mahatma Gandhi’s ‘swadeshi’ call. 
 
After winning hearts of the consumers with <a href="http://www.businessinsider.in/searchresult.cms?query=patanjali">Patanjali products</a>, Ramdev wants shopkeepers and traders to adopt ‘Made in India’ products. However, it is yet to see if the <keyword id="6363690" type="PERSON" weightage="20" keywordseo="strategy">strategy</keyword> will work as the yoga guru is not paying anything extra to shopkeepers to give prominence to <keyword id="6356684" type="UNKNOWN" weightage="20" keywordseo="patanjali">Patanjali</keyword> products. 
 
Generally, companies pay shopkeepers to place their products prominently. 
 
READ ALSO: <a href="http://www.businessinsider.in/Baba-Ramdevs-Patanjali-is-rattling-the-consumer-market-and-how/articleshow/51053252.cms">Baba Ramdev’s Patanjali is rattling the consumer market and how!</a> 
 
"No one can deny them (Patanjali) the Swadeshi plank. But we are Swadeshi too, and we also make in India. Besides, the shopkeepers are looking for returns on investment from their real estate space and pushing products for prominence on shops won't cut ice," Parle products marketing head Mayank Shah told ET. 
 
Meanwhile, Reliance Retail has created 'Patanjali Destinations' and the Future Group has a tie-up with <a href="http://www.businessinsider.in/FMCG-companies-are-sweating-it-out-as-Baba-Ramdevs-Patanjali-is-entering-kitchens-and-even-bathrooms/articleshow/50351200.cms">Patanjali</a> already. 
 
Experts say the ‘swadeshi’ angle might work for end users but the strategy may fail with traders, who only mean good business. 
 
It is worth mentioning that IIFL Institutional Equities has projected the Patanjali brand's sales to reach Rs 20,000 crore by fiscal 2020. 
 
"We believe Patanjali will gather some initial market share in juices as it has done in honey and Chyawanprash on the back of lower priced products," Edelweiss Securities stated in its report. 
 
(Image: Indiatimes)

Baba Ramdev wants shopkeepers to give prominence to Patanjali products without spending a penny, plays ‘swadeshi’ plank

<ul><li>Brands often leverage the occasion of Independence Day to mull over pertinent questions such as freedom from gender discrimination or plastic pollution.</li><li>With Independence Day around the corner, we look back at campaigns from the past five years that nudged us to question the status quo or took us down the memory lane.</li><li>So, here’s to the past that made us and the future in the making.</li></ul>Every year on 15th August, India celebrates its independence. This earmarked day brings along an opportunity to reminisce over our past, remember the struggles of our forefathers, be grateful for today and set new goals for the future. As India completes its 75th year of independence, the levels of pride and excitement is high across the country. This year, brands have united to bring our attention to issues that we are still not independent from like racism, gender inequality, ignorance and power play, that we encounter everyday and choose to ignore. They are also using this opportunity to thank our frontline warriors, who have held the country on their shoulders for the past two years. Tricolor is already splashed all over the digital media with patriotic gusto riding through people’s hearts. Last year, the theme for Independence Day 2020 celebrations was 'Atmanirbhar Bharat' or self-reliant India. As a result, brands dedicated 2020’s Independence Day to our indigenous artisans and karigars who have been affected due to the pandemic and health workers’ resilient spirit. This year, the theme of Independence Day celebrations will be 'Nation First, Always First.’ We bring to you a list of advertisements from the past five years that celebrate the heroic sacrifices of our armed forces to tales of unity today: Tata Tea | 2021 TATA Tea Premium celebrates this Independence Day by bringing out a unique <a href="https://www.facebook.com/hashtag/deshkakulhad?__eep__=6&amp;__cft__%5b0%5d=AZX1hEgfv7TRbIexWSPxxUMn5vkbLYu_DwjWCPnzxisjYWTgqZ9lBKAktvBvCbZ2eh7UOVA-wuj8R9e9GMmM3fWDJ-mCAULDLtP0mb8QXeQboHNiXqTKvs9hfMq1jwTTRQsNrivPHRZKiagHhn-VAVu7SDSVvd2gtwmjBgx-wPJZnw&amp;__tn__=*NK-y-R">#DeshKaKulhad</a> collection in partnership with Rare Planet - a startup that promotes the work of local Indian artisans. The proceeds of the sale of these exquisite hand painted Kulhads will help to lend support to the artisan community that has been severely impacted by the current times. <div type="Youtube" id="VlKZgxB53r0" title="Desh Ka Kulhad – Celebrating India’s rich diversity | Extended" thumbUrl="https://i.ytimg.com/vi/VlKZgxB53r0/mqdefault.jpg"></div> Cadbury Unity Bar 2020 In 2020, Mondelez India’s special limited-edition Cadbury Unity Bar caught everyone’s attention. This very special Cadbury bar – a combination of dark, blended, milk and white chocolate united in one bar, epitomized the common sweetness that defines us in India, even during the not so sweet and difficult times. It celebrates our Unity in Adversity – showcasing the inherent sweetness in every Indian that has united us during these tough times. <div type="image" title="Product shot - Cadbury Unity Bar" msid="85273725" hostid="261"></div> Tata Salt | 2020 Tata Salt urges the nation to unite with the same fiery patriotism as shown during the Indian Independence movement to take efforts in fighting the COVID-19 pandemic. The spirit is brought alive through an emotional digital film using the premise of the original poem, ‘Sarfaroshi Ki Tamanna’ by Ramprasad Bismal, featuring a veteran of the 1971 war. The brand appeals to the nation to employ healthy practices such as wearing a mask, washing hands and maintaining social distance. <div type="Youtube" id="9Rb429CNELs" title="A Retd. LT. Colonel asks you to join the new fight for freedom" thumbUrl="https://i.ytimg.com/vi/9Rb429CNELs/mqdefault.jpg"></div> Liberty Shoes | 2019 Liberty Shoes partnered with Piyush Mishra to mirror the reality of today’s world in 2019. It came up with an action rather than a solution to evoke the sense of urgency and seriousness amongst the audience. They took examples from everyday life like racism, gender inequality, disrespectful behaviour towards women that we encounter and choose to ignore. It’s not the actions we blame, but also the mindset we carry. <div type="Youtube" id="HUgFTKGsh7Q" title="#InTheNameOfLiberty" thumbUrl="https://i.ytimg.com/vi/HUgFTKGsh7Q/mqdefault.jpg"></div> United Colours of Benetton | 2019 This campaign showcases how a simple act of compassion and mutual understanding can allow a nation as diverse as India, to co-exist in harmony and peace. <div type="Youtube" id="G2kMVgMzEzI" title="#UnitedByHarmony" thumbUrl="https://i.ytimg.com/vi/G2kMVgMzEzI/mqdefault.jpg"></div> Bajaj Allianz | 2018 Created by WATConsult, the campaign expresses a ‘special emotion’ of freedom embraced by the LGBTQAI+ community on Independence Day. The video highlights this community coming together, cherishing and celebrating their true freedom to love, highlighting the sentiment of Independence Day that resonates with every Indian. <div type="Youtube" id="kg8GABxUOpM" title="Pyaar Ki Azaadi - An Independence Day Film" thumbUrl="https://i.ytimg.com/vi/kg8GABxUOpM/mqdefault.jpg"></div> United Colours of Benetton | 2018 This social experiment #UnitedByHope, featured older India where people talk about the importance of religion and the importance of accessories associated with religion like kada (bangle), pagdi (turban), rosary, burkha etc and compares it with younger India. It highlighted how kids can subtly lead the older generation along the path of unity irrespective of religion or caste, and slowly but surely paving the way for a united future. <div type="Youtube" id="fNOpZvXI8eM" title="#UnitedByHope: A social experiment conducted in India" thumbUrl="https://i.ytimg.com/vi/fNOpZvXI8eM/mqdefault.jpg"></div> Vivo | 2018 Made by advertising agency Bang in the Middle, the video features a young woman driving on a highway when her car breaks down. It portrays her innate fear of being around unknown men at an odd hour of the night. The subtle message embedded in the film is revealed at the end. Even a harmless helping hand induces apprehension in an Indian woman instead of a sense of comfort. With this campaign, Vivo asked an important question: do women feel safe in today’s Independent India? <div type="Youtube" id="BIFjHEJa954" title="Happy Independence Night" thumbUrl="https://i.ytimg.com/vi/BIFjHEJa954/mqdefault.jpg"></div> Parle G | 2018 The digital campaign was created by an agency called Thought Blurb, and was marketed under the hashtag ‘#YouAreMyParleG’. The emotionally provoking film not only details on the real-life life of Ankit Singh behind enemy lines but also gives sentimental insights about his familial ties. The micro-movie ends with the message that some people turn into the whole nation’s packet of Parle-G. The final message makes a fitting end that also encapsulates the spirit of the hashtag ‘#YouAreMyParleG’. <div type="Youtube" id="yPgpLV9VIcU" title="Parle-G | Armed Forces Film" thumbUrl="https://i.ytimg.com/vi/yPgpLV9VIcU/mqdefault.jpg"></div> Airtel | 2018 Two days before India’s 72nd Independence Day, Airtel India gave the country a new rendition of our beloved national anthem <div type="Youtube" id="vH1jLzINhqY" title="EXCLUSIVE: National Anthem by Ustad Amjad Ali Khan, Amaan &amp; Ayaan Ali Bangash" thumbUrl="https://i.ytimg.com/vi/vH1jLzINhqY/mqdefault.jpg"></div> Bajaj Avenger | 2017 On the occasion of Independence day, Bajaj Avengers released their communication titled #RideyourIndependence which equates freedom of our country with women liberation. It ends with a powerful message from Mahatma Gandhi, ‘The day a woman can walk freely on the roads at night, that day we can say that India has achieved independence’. The film had clocked more than 7.2 million views on YouTube in less than 24 hours. <div type="Youtube" id="BtPpnOKDo4g" title="#RideYourIndependence - Bajaj Avenger Independence day Film" thumbUrl="https://i.ytimg.com/vi/BtPpnOKDo4g/mqdefault.jpg"></div> iD Fresh Foods | 2017 This campaign intended to spread awareness around the plight of the families of our army martyrs, encouraging the public to pledge their support to the well-being of these families. It highlighted the hardships that a martyr’s family undergoes. <div type="Youtube" id="qVPReTYAlkE" title="#iDPledge - iD Independence Day" thumbUrl="https://i.ytimg.com/vi/qVPReTYAlkE/mqdefault.jpg"></div>

Top Independence Day ads from the last five years

<ul><li>IPL is scheduled to start on April 9 and the final match will be held on May 30.</li><li>Disney+ Hotstar has announced its list of sponsors for <keyword id="10884239" type="UNKNOWN" weightage="20" keywordseo="vivo-ipl-2021">VIVO IPL 2021</keyword>.</li></ul>Disney+ Hotstar has had a strong start to VIVO IPL 2021 and has already signed 10 sponsors for this year's tournament. Dream11 is the co-presenting sponsor, Upstox and Vimal Elaichi are the ‘co-powered by’ sponsors. Phone Pe, Association of Mutual Funds in India (AMFI), Unacademy, Pharmeasy, Livspace, Swiggy, and Parle Agro have signed on as associate sponsors. “IPL is a prime sporting property that provides advertisers an opportunity for real-time consumer engagement on Disney+ Hotstar. Going by the response from the market, IPL 2021 promises to be an even more significant opportunity for brands. All key features such as Super 4s, Super 6s, Fall Of Wickets, Milestones, and Super Savers have sold out within a short period, and we see early closures across categories,” Nitin Bawankule, President - Ad Sales, Star &amp; Disney India. “With a host of innovative advertising formats, targeting on connected TVs, and custom branded content solutions, brands have the unique opportunity to reach a highly engaged and affluent audience through the sharp targeting options available on live sports,” he added The series will be streamed on Disney+ Hotstar in five languages – English, Hindi, Telugu, Kannada, and Tamil and will be exclusively available to subscribers of Disney+ Hotstar VIP (Rs 399 for 12 months) and Disney+ Hotstar Premium (Rs 1499 for 12 months).

Disney+ Hotstar onboards 10 sponsors for VIVO IPL 2021; Dream11 to be the co-presenting sponsor

If there is one player that wins in every match that is played in the Indian Premier League, it’s the official broadcaster <keyword id="6411012" type="COMPANY" weightage="100" keywordseo="Sony-Pictures">Sony Pictures</keyword> Networks India. 
 
This year as well, the channel is all set to win big in terms of advertising revenue, with a target of Rs 1,300 crore in advertising revenues from this year's Indian Premier League, as against Rs 1,100 crore that it earned in the last season. 
 
Also read: <a href="http://www.businessinsider.in/This-is-what-IPL-teams-would-have-been-called-if-they-were-named-honestly/articleshow/51825365.cms">This is what IPL teams would have been called if they were named honestly</a> 
 
Sony is close to achieving this target, having signed three more associate sponsors - Voltas, Havells and MakeMyTrip, making the total number of sponsors to 12, so far, with Vivo, Vodafone, Amazon as co-presenting sponsors and CEAT Tyres, Vimal Pan Masala, Yamaha Motors, Parle Agro's Frooti, Yes Bank and Polycab as associate sponsors. 
 
Also read: <a href="http://www.businessinsider.in/meet-mohammed-siraj-hyderabad-auto-drivers-son-bought-by-sunrisers-hyderabad-for-rs-2-6-crore-in-ipl-auction/articleshow/57267925.cms">Meet Mohammed Siraj, Hyderabad auto driver's son, bought by Sunrisers Hyderabad for Rs 2.6 crore in IPL auction</a> 
 
"We have locked in 12 sponsors now and talks with a couple of categories like payment gateways, auto and FMCGs are still going on," Rohit Gupta, president of network sales and international business at Sony Pictures Networks (SPN), told ET. "We have also got Reliance Jio and Oppo as large spot buyers, committing for more spots than even the associate sponsors. Between sponsors and spot buyers, we have 75% of the inventory already sold," he continued. 
 Last year, SPN had sold the entire advertising inventory even before <keyword id="6354312" type="CITY" weightage="100" keywordseo="IPL">IPL</keyword> began; however, this time at least 15-20% of the available spots will be kept aside to be used later. Another change in this year’s strategy would be an increase in the price, taking it to Rs 6,25,000 per 10 seconds from the earlier Rs 6 lakh. 
 
Also read: <a href="http://www.businessinsider.in/ipl-2017-msdhoni-is-no-more-the-captain-of-rising-punesupergiants-heres-who-replaced-him/articleshow/57234303.cms">IPL 2017: MS Dhoni is no more the captain of Rising Pune Supergiants. Here’s who replaced him</a> 
 
Sony has been officially broadcasting IPL since its inception in 2008, and this is the last year of the 10-year rights cycle. 
 
(Image source: Wikimedia)

Sony set to ‘win’ in all matches this IPL; aims for Rs 1,300 crore advertisement revenue

<ul><li>India’s largest retailer, <keyword id="44949" type="COMPANY" weightage="20" keywordseo="Future-group">Future Group</keyword> is set to scale up its share in laundry market with new liquid and powder detergent brands. </li><li>The move is set to cut shelf space by a third and hit <keyword id="6365619" type="COMPANY" weightage="20" keywordseo="hindustan-unilever">Hindustan Unilever</keyword> and <keyword id="316422" type="DOMAIN" weightage="20" keywordseo="Procter">Procter</keyword> &amp; Gamble’s market share. </li><li>Future Group owner <keyword id="44950" type="PERSON" weightage="20" keywordseo="Kishore-Biyani">Kishore Biyani</keyword> announced his company’s new plans. </li></ul>India’s largest retailer, Future Group is planning to scale up its share in the laundry market with its own line of liquid detergents and powders. The Founder of the group, Kishore Biyani said that he wants to take on giants like Hindustan Unilever and Procter &amp; Gamble (P&amp;G) by cutting their shelf space by a third in the segment, says an <a href="https://economictimes.indiatimes.com/industry/services/retail/kishore-biyani-sees-bright-future-in-own-brands/articleshow/70166924.cms?from=mdr">Economic Times</a> report. The Group’s Future Consumer (FCL), the consumer arm of the group which runs <keyword id="6357823" type="COMPANY" weightage="20" keywordseo="big-bazaar">Big Bazaar</keyword> stores, already launched its own liquid detergent brand, Voom. It soon plans to come up with a powder format of it, in two weeks. On the Shelf Biyani wants to gain disproportionate share in the market, building on its vast retail presence. “Consumers will finally decide which brands to pick but we have to push our own brands on shelves too,” Biyani told ET. The Future Group operates around 1,500 stores across supermarket chains like Big Bazar, Easyday, <keyword id="162215" type="COMPANY" weightage="20" keywordseo="Hypercity">HyperCity</keyword>, Easyday and Nilgiris. Together, they account for around 5% of the HUL and P&amp;G’s annual sales worth ₹4,000 crores. FCL is leaving no stone unturned to get its brands into the market. It is planning to stock its new laundry brand Voom across fashion stores too owned by the group like FBB, <keyword id="370284" type="COMPANY" weightage="20" keywordseo="Brand-Factory">Brand Factory</keyword> and Central stores. Ambitious targets Laundry is the biggest market category for both HUL and P&amp;G. The largest segment in the home and personal care space is worth ₹24,000 crore. HUL and P&amp;G have flagship brands like Surf, Rin, Ariel and Tide, which control more than half of the market. But, Future has set ambitious targets to get 70% of sales from their own brands in the next few, said the ET report. Laundry is a big part of this grand plan. Biyani restructured his retail company into a fast moving consumer goods company (FMCG) company, nearly a decade back. Future Consumer has its own brands and private labels. FCL already has a 20% share in the biscuit segment. It is also the third largest player after household brands like <keyword id="6359432" type="DOMAIN" weightage="20" keywordseo="britannia">Britannia</keyword> and Parle. Within their own stores, FCL has a majority share in the body wash segment and also snacks.

Kishore Biyani’s Big Bazaar wants to take Hindustan Unilever and Procter & Gamble to the cleaners, with its own laundry brands

They say, trouble never comes alone and <keyword id="75190" type="CITY" weightage="20" keywordseo="Nestle">Nestle</keyword> is the proof. And this time Maggi will not get a respite in 2 minutes. After excess lead was found by government food-testing agencies through lab tests, yesterday a Nestle made baby food product, Nan, in <keyword id="20154" type="ORGANIZATION" weightage="20" keywordseo="tamil-nadu">Tamil Nadu</keyword> was found to be containing live larvae. 
 
Hitting an all time low in Sensex and Nifty for consecutive two days, Nestle’s sale has tanked further down on reports of its contaminated baby food formula. 
 
And Nestle’s devastation being an example, both international and domestic food production companies are gearing up to avoid any such rotten situation in near future. As per a news report by The Economic Times, these brands are preparing to limit any collateral damage by declaring more ingredient details on packaging, highlighting product safety in ads and increasing engagement with consumers through social media. 
 Last 24 hours being more traumatic for Nestle than ever before-the <keyword id="6354952" type="ORGANIZATION" weightage="20" keywordseo="Delhi-Government">Delhi government</keyword> has found samples of Maggi noodles to contain monosodium glutamate (MSG) and more than the permitted quantity of lead. It has decided to begin proceedings against the company for selling an unsafe product as well as 'misbranding' 
The Kerala government has banned the sale of the product through state-owned outlets. Haryana has ordered laboratory testing of samples. 
 The <keyword id="109212" type="ORGANIZATION" weightage="20" keywordseo="Food-Safety">Food Safety</keyword> and Standards Authority of India (FSSAI), <keyword id="222693" type="COMPANY" weightage="20" keywordseo="The-National">the national</keyword> food regulator, is examining samples of Maggi noodles and is expected to report results in a few days. 
 
As Maggi is undergoing a horrific phase, other food companies are preparing how to cope with this issue, which has once again brought food safety to the centre stage. 
 "You never know which <keyword id="242659" type="POSITION" weightage="20" keywordseo="food-inspector">food inspector</keyword> will come next and examine our products in which part of the country. We have to be best prepared for something like this," the CEO of a multinational food giant told the ET on condition of anonymity. Some companies have already swung into action. <keyword id="44672" type="CITY" weightage="20" keywordseo="Pepsi">Pepsi</keyword>Co, which makes the Pepsi and Mountain Dew fizzy drinks and Kurkure snacks, has stepped up communication with consumers through packaging and social media, said an executive. 
 Mayank Shah, group product <keyword id="2682154" type="POSITION" weightage="20" keywordseo="manager-at-the-country">manager at the country</keyword>'s biggest biscuit maker <keyword id="235733" type="COMPANY" weightage="20" keywordseo="Parle-Products">Parle Products</keyword>, said the episode served as a warning for all food makers. "With new guidelines on food safety expected, we are planning to engage with consumers a lot more and talk to them consistently through ads and declarations, instead of waiting for something like this to happen. It's critical to keep communication with key stakeholders constant and transparent," he said. 
 
There have been times in the past when controversies relating to food safety have taken a toll on the industry. Soft drinks sale fell by almost 70-80% after pesticide residue was found in them in the mid-2000s. Similarly, sales of Cadbury chocolates dropped by more than half over contamination issues in 2003. 
 The <keyword id="162481" type="POSITION" weightage="20" keywordseo="marketing-head">marketing head</keyword> of a global foods firm, who didn't want to be named, told the ET, there was an urgent need to be better prepared. "We are preparing point-of-sale material to be supplied at stores, where we will have banners declaring the ingredients in our products. We plan to insert one liners in our ads, talking about safety and health, and not just taste," he said. 
 Yum Brand's general manager <keyword id="2881197" type="UNKNOWN" weightage="20" keywordseo="Unnat-Verma">Unnat Verma</keyword> told the financial daily, his restaurant chains will engage more closely with consumers on the issue of product safety. Yum Brands owns Pizza Hut and Taco Bell. 
 
Retail trade executives have confirmed that sales of Maggi noodles dropped 60-70% in the past two weeks. "Consumer offtake has been severely impacted. Maggi noodles is barely moving off shelves. Promotions don't seem to be working too," said one. 
 (Image: <keyword id="-101" type="COMPANY" weightage="20" keywordseo="India-Times">India Times</keyword>)

You Searched For "parle sales" and got 11 results

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