ASIAN JOURNAL OF MANAGEMENT RESEARCH

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Copyright 2010 All rights reserved Integrated Publishing association

Research Article

ISSN 2229 3795

Amandeep Singh1, Anil Chandhok2 1- Assistant Professor, DBS, Bhai Gurads Institute of Engg and Technology, Sangrur(Punjab) 2- Professor, MMIM, MM University, Mullana (Ambala) amandeep.garai@gmail.com

FMCGs sector in India: a strategical view

ABSTRACT Indias FMCG sector is the fourth largest sector in the economy and creates employment for more than three million people in downstream activities. Its principal constituents are Household Care, Personal Care and Food & Beverages. As it is meeting the every-day demands of consumers, it will continue to grow. Market share movements indicate that companies such as Marico Ltd and Nestle India Ltd, with domination in their key categories, have improved their market shares and outperformed peers in the FMCG sector. This has been also aided by the lack of competition in the respective categories. Single product leaders such as Colgate Palmolive India Ltd and Britannia Industries Ltd have also witnessed strength in their respective categories, aided by innovations and strong distribution. Keywords: FMCG, Indian market, Strategic management. 1. Introduction Products which have a quick turnover, and relatively low cost are known as Fast Moving Consumer Goods (FMCG). FMCG products are those that get replaced within a year. Examples of FMCG generally include a wide range of frequently purchased consumer products such as toiletries, soap, cosmetics, tooth cleaning products, shaving products and detergents, as well as other non-durables such as glassware, bulbs, batteries, paper products, and plastic goods. FMCG may also include pharmaceuticals, consumer electronics, packaged food products, soft drinks, tissue paper, and chocolate bars. Indias FMCG sector is the fourth largest sector in the economy and creates employment for more than three million people in downstream activities. Its principal constituents are Household Care, Personal Care and Food & Beverages. The total FMCG market is in excess of Rs. 85,000 Crores. It is currently growing at double digit growth rate and is expected to maintain a high growth rate. FMCG Industry is characterized by a well established distribution network, low penetration levels, low operating cost, lower per capita consumption and intense competition between the organized and unorganized segments. The Rs 85,000-crore Indian FMCG industry is expected to register a healthy growth in the past few years. Unlike other sectors, the FMCG industry did not slow down since 2008. The industry is doing pretty well, bucking the trend. As it is meeting the every-day demands of consumers, it will continue to grow. In the last few months, input costs have come down and this will reflect in coming years results. Market share movements indicate that companies such as Marico Ltd and Nestle India Ltd, with domination in their key categories, have improved their market shares and outperformed peers in the FMCG sector. This has been also ASIAN JOURNAL OF MANAGEMENT RESEARCH Volume 2 Issue 1, 2011 612

FMCGs sector in India: A strategical view Amandeep Singh, Anil Chandhok

aided by the lack of competition in the respective categories. Single product leaders such as Colgate Palmolive India Ltd and Britannia Industries Ltd have also witnessed strength in their respective categories, aided by innovations and strong distribution. Strong players in the economy segment like Godrej Consumer Products Ltd in soaps and Dabur in toothpastes have also posted market share improvement, with revived growth in semi-urban and rural markets 2. Swot Analysis Strengths 1. Low operational costs 2. Presence of established distribution networks in both urban and rural areas 3. Presence of well-known brands in FMCG sector Weaknesses 1. Lower scope of investing in technology and achieving economies of scale, especially in small sectors 2. Low exports levels 3. "Me-too products, which are illegally mimic the labels of the established brands. These products narrow the scope of FMCG products in rural and semi-urban market. Opportunities 1. Untapped rural market 2. Rising income levels, i.e. increase in purchasing power of consumers 3. Large domestic market- a population of over one billion. 4. Export potential 5. High consumer goods spending Threats 1. Removal of import restrictions resulting in replacing of domestic brands 2. Slowdown in rural demand 3. Tax and regulatory structure 2.1 Industry Category and Products A. Household Care a) Personal Wash The market size of personal wash is estimated to be around Rs. 8,300 Cr. The personal wash can be segregated into three segments: Premium, Economy and Popular. The penetration level of soaps is 92 per cent. It is available in 5 million retail stores, out of which, 75 per cent are in the rural areas. HUL is the leader with market share of 53 per cent; Godrej occupies ASIAN JOURNAL OF MANAGEMENT RESEARCH Volume 2 Issue 1, 2011 613

FMCGs sector in India: A strategical view Amandeep Singh, Anil Chandhok

second position with market share of 10 per cent. With increase in disposable incomes, growth in rural demand is expected to increase because consumers are moving up towards premium products. However, in the recent past there has not been much change in the volume of premium soaps in proportion to economy soaps, because increase in prices has led some consumers to look for cheaper substitutes. b) Detergents The size of the detergent market is estimated to be Rs. 12,000 Cr. Household care segment is characterized by high degree of competition and high level of penetration. With rapid urbanization, emergence of small pack size and sachets, the demand for the household care products is flourishing. The demand for detergents has been growing but the regional and small unorganized players account for a major share of the total volume of the detergent market. In washing powder HUL is the leader with 38 per cent of market share. Other major players are Nirma, Henkel and Proctor & Gamble. B. Personal Care a) Skin Care The total skin care market is estimated to be around Rs. 3,400 Cr. The skin care market is at a primary stage in India. The penetration level of this segment in India is around 20 per cent. With changing life styles, increase in disposable incomes, greater product choice and availability, people are becoming aware about personal grooming. The major players in this segment are Hindustan Unilever with a market share of 54 per cent, fol-lowed by CavinKare with a market share of 12 per cent and Godrej with a market share of 3 per cent. b) Hair Care The hair care market in India is estimated at around Rs. 3,800 Cr. The hair care market can be segmented into hair oils, shampoos, hair colorants & conditioners, and hair gels. Marico is the leader in Hair Oil segment with market share of 33 per cent; Dabur occupies second position at 17 per cent. The Indian shampoo market is estimated to be around Rs. 2,700 Cr. It has the penetration level of only 13 per cent in India. Sachet makes up to 40 per cent of the total shampoo sale. It has low penetration level even in metros. Again the market is dominated by HUL with around 47 per cent market share; P&G occupies second position with market share of around 23 per cent. Antidandruff segment constitutes around 15 per cent of the total shampoo market. The market is further expected to increase due to increased marketing by players and availability of shampoos in affordable sachets c) Oral Care The oral care market can be segmented into toothpaste 60 per cent; toothpowder 23 per cent; toothbrushes 17 per cent. The total toothpaste market is estimated to be around Rs. 3,500 Cr. The penetration level of toothpowder/toothpaste in urban areas is three times that of rural areas. This segment is dominated by Colgate-Palmolive with market share of 49 per cent, while HUL occupies second position with market share of 30 per cent. In toothpowders market, Colgate and Dabur are the major players. The oral care market, especially toothpastes, remains under penetrated in India with penetration level 50 per cent. ASIAN JOURNAL OF MANAGEMENT RESEARCH Volume 2 Issue 1, 2011 614

FMCGs sector in India: A strategical view Amandeep Singh, Anil Chandhok

C. Food & Beverages a) Food Segment The foods category in FMCG is gaining popularity with a swing of launches by HUL, ITC, Godrej, and others. This category has 18 major brands aggregating Rs. 4,600 Cr. Nestle and Amul slug it out in the powders segment. The food category has also seen innovations like softies in ice creams, ready to eat rice by HUL. b) Tea The major share of tea market is dominated by unorganized players. More than 50 per cent of the market share is capture by unorganized players. Leading branded tea players are HUL and Tata Tea. c. Coffee The Indian beverage industry faces over supply in segments like coffee and tea. However, more than 50 per cent of the market share is in unpacked or loose form. The major players in this segment are Nestl, HUL and Tata Tea. 2.2 Growth Prospect a) Large Market India has a population of more than 1.150 Billions which is just behind China. According to the estimates, by 2030 India population will be around 1.450 Billion and will surpass China to become the World largest in terms of population. FMCG Industry which is directly related to the population is expected to maintain a robust growth rate b) Spending Pattern An increase is spending pattern has been witnessed in Indian FMCG market. There is an upward trend in urban as well as rural market and also an increase in spending in organized retail sector. An increase in disposable income, of household mainly because of in-crease in nuclear family where both the husband and wife are earning, has leads to growth rate in FMCG goods. c) Changing Profile and Mind Set of Consumer People are becoming conscious about health and hygienic. There is a change in the mind set of the Consumer and now looking at Money for Value rather than Value for Money. We have seen willingness in consumers to move to evolved products/ brands, because of changing lifestyles, rising disposable income etc. Consumers are switching from economy to premium product even we have witnessed a sharp increase in the sales of packaged water and water purifier. Findings according to a recent survey by A. C. Nielsen shows about 71 percent of Indian take notice of packaged goods labels containing nutritional information compared to two years ago which was only 59 per cent. 3. Advantages to the Sector a) Governmental Policy ASIAN JOURNAL OF MANAGEMENT RESEARCH Volume 2 Issue 1, 2011 615

FMCGs sector in India: A strategical view Amandeep Singh, Anil Chandhok

Indian Government has enacted policies aimed at attaining international competitiveness through lifting of the quantitative restrictions, reducing excise duties, and automatic foreign in-vestment and food laws resulting in an environment that fosters growth. 100 per cent export oriented units can be set up by government approval and use of foreign brand names is now freely permitted b) Central & State Initiatives Recently Government has announced a cut of 4 per cent in excise duty to fight with the slowdown of the Economy. This announcement has a positive impact on the industry. But the benefit from the 4 per cent reduction in excise duty is not likely to be uniform across FMCG categories or players. The changes in excise duty do not impact cigarettes (ITC, Godfrey Phillips), biscuits (Britannia Industries, ITC) or ready-to-eat foods, as these products are either subject to specific duty or are exempt from excise. Even players with manufacturing facilities located mainly in tax-free zones will also not see material excise duty savings. Only large FMCG-makers may be the key ones to bet and gain on excise cut. c) Foreign Direct Investment (FDI) Automatic investment approval (including foreign technology agreements within specified norms), up to 100 per cent foreign equity or 100 per cent for NRI and Overseas Corporate Bodies (OCBs) investment, is allowed for most of the food processing sector except malted food, alcoholic beverages and those reserved for small scale industries (SSI). There is a continuous growth in net FDI Inflow. There is an increase of about 150 per cent in Net Inflow for Vegetable Oils & Vanaspati for the year 2008

Graph 1.2.1 Net FDI Flow 3.1 Market Opportunities a) Vast Rural Market Rural India accounts for more than 700 Million consumers, or 70 per cent of the Indian population and accounts for 50 per cent of the total FMCG market. The working rural population is approximately 400 Millions. And an average citizen in rural India has less then half of the purchasing power as compare to his urban counterpart. Still there is an untapped market and most of the FMCG Companies are taking different steps to capture rural market share. The market for FMCG products in rural India is estimated 52 per cent and is projected to touch 60 per cent within a year. Hindustan Unilever Ltd is the largest player in the industry and has the widest market coverage. ASIAN JOURNAL OF MANAGEMENT RESEARCH Volume 2 Issue 1, 2011 616

FMCGs sector in India: A strategical view Amandeep Singh, Anil Chandhok

b) Export - Leveraging the Cost Advantage Cheap labour and quality product & services have helped India to represent as a cost advantage over other Countries. Even the Government has offered zero import duty on capital goods and raw material for 100% export oriented units. Multi National Companies out-source its product requirements from its Indian company to have a cost advantage. India is the largest producer of livestock, milk, sugarcane, coconut, spices and cashew apart from being the second largest producer of rice, wheat, fruits & vegetables. It adds a cost advantage as well as easily available raw materials. 3.2 Sectoral Opportunities Major Key Sectoral opportunities for Indian FMCG Sector are mentioned below: a) Dairy Based Products India is the largest milk producer in the world, yet only around 15 per cent of the milk is processed. The organized liquid milk business is in its infancy and also has large long-term growth potential. Even investment opportunities exist in value-added products like desserts, puddings etc. b) Packaged Food Only about 10-12 per cent of output is processed and consumed in packaged form, thus highlighting the huge potential for expansion of this industry. c) Oral Care The oral care industry, especially toothpastes, remains under penetrated in India with penetration rates around 50 per cent. With rise in per capita incomes and awareness of oral hygiene, the growth potential is huge. Lower price and smaller packs are also likely to drive potential up trading. d) Beverages Indian tea market is dominated by unorganized players. More than 50% of the market share is capture by unorganized players highlighting high potential for organized players 4. Critical operating rules 1. Heavy launch costs for new products on launch advertisements, free samples and product promotions 2. Majority of the product classes require very low investment in fixed assets 3. Existence of contract manufacturing 4. Marketing assumes a significant place in the brand-building process 5. Extensive distribution networks and logistics are key to achieving a high level of penetration in both the urban and rural markets 6. Factors like low-entry barriers in terms of low capital investment, fiscal incentives from government and low brand awareness in rural areas have led to mushrooming of the unorganised sector ASIAN JOURNAL OF MANAGEMENT RESEARCH Volume 2 Issue 1, 2011 617

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7. Providing good price points is the key to success Demand for FMCG products is set to boom by more than 100 per cent by 2015. It will be driven by a rise in the share of the middle class from 67 per cent in 2009 to 88 per cent in 2015. The boom in various consumer categories, further, indicates a latent demand for various product segments. For example, the upper end of very rich and a part of the consuming class indicate a small but rapidly growing segment for branded products. The middle segment, on the other hand, indicates a large market for the mass end products. The BRICs report indicates that Indias per capita disposable income, currently at $556 per annum, will raise to $1150 by 2015another FMCG demand driver. Spurt in the industrial and services sector growth is also likely to boost the urban consumption demand 4.1 Company Prospects a) Hindustan Unilever Limited

1. Unilever is lowering its expenditure on packaging across its portfolio of food brands as part of a wider cost-cutting drive. HUL has pared down the colour palette used for printing across many products. The system has been used to reduce printed packaging costs for Unilever products. It is also eco-friendly because it reduces waste in the printing process. HUL is taking different steps to reduce the cost and increase the margin. 2. Hindustan Unilevers product - Pureit (a water purifier) has received the UNESCO Water Digest Water Award 2008-2009 in the category of best domestic non-electric water purifier. Pureit received the award for outstanding contribution in the field of water in India. The product is available across 21 Indian states and has reached more than 1 million homes in India giving them access to microbiologically safe drinking water. Pureits performance has been tested by leading international & national medical, scientific & public health institutions and meets the germ-kill criteria of the Environmental Protection Agency, the drinking water regulatory agency in the USA. b) Procter & Gamble Hygiene & Health Care Limited (P&G)

The Company has 21 product categories out of which only 8 product have presence in India. The company is planning to launch the rest 13 product in India. The company expects to see a growth in other categories. 1. The company has an aggressive plan to set up 20 new factories across the World out of which 19 is expected to come in emerging markets and most of them would be seen in Brazil, Russia, India, and China (BRIC) nations. ASIAN JOURNAL OF MANAGEMENT RESEARCH Volume 2 Issue 1, 2011 618

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2. Whisper which is one of the companys power brands has recorded 50 per cent market share in urban India. c) Godrej Consumer Products Limited (Godrej)

1. The Board of Directors of Godrej Consumer Products Limited (GCPL) has approved the acquisition of 50 per cent stake of its joint venture partner SCA Hygiene Products stake in Godrej SCA Hygiene Limited. After the transaction, the Joint Venture which owns the Snuggy brand of baby diapers will become a 100 per cent subsidiary of GCPL. 2. Godrej Consumer Products Limited has acquired 100 per cent stake in the Kinky Group Limited, South Africa. Kinky is among one of the largest brand into hair segment with product portfolio d) Dabur India Limited (Dabur)

Dabur has entered into the malted food drink market with the launch of a new health drink Dabur Chyawan Junior. According to the company, they expect to capture a market share of 10 per cent of the Rs. 1,900 Crores malted food drink market over the next two years. 1. Dabur has acquired 72.15 per cent of Fem Care Pharma Ltd (FCPL), a leading player in the womens skin care products market, for Rs 203.7 Crores in an all-cash deal. The Company is expected to create synergy by this deal. 2. Dabur got approval from Government of Himachal Pradesh to set up another medicine manufacturing unit. The project has an expected investment of Rs.130 Crores. e) Colgate-Palmolive (India) Limited

Colgate Palmolive (India) Ltd, which is currently holding 75 per cent of the share capital of SS Oral Hygiene Products Private Ltd, Hyderabad, has acquired the remaining 25 per cent ASIAN JOURNAL OF MANAGEMENT RESEARCH Volume 2 Issue 1, 2011 619

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share capital from the local shareholders at an aggregate price of Rs 77.70 lakh. Consequently, SS Oral Hygiene Products has become a wholly owned subsidiary of the company. f) Nestle India Limited

Nestle has invested Rs 6 billion in India in 2009 for expansion of its business in the country. The company which has allotted an investment of Rs 3 billion in the Indian market in 2008 has doubled the investment in 2009 as part of its business strategy. Nestle International is reinvesting and expanding in India and Nestle India will have all the financial resources to expand and grow from the parent company. 1. Nestle India reported a good increase in its standalone net profit for the second quarter. During the quarter, the profit of the company rose 26.54% to Rs 1,210.90 million from Rs 956.90 million in the same quarter, last year. The company posted earnings of Rs 12.56 a share during the quarter, registering 26.61% growth over prior year period. Net sales for the quarter rose 23.45% to Rs 10,356.30 million, while total income for the quarter rose 23.78% to Rs 10,423.40 million, when compared with the prior year period 5. References 1. Boyd, Westfall & Stasch, (2005), Marketing Research, AITBS. 2. Charlie Nelson., (August 2002), Market Segmentation: The role of future research, Foresee change, Australia. 3. Cohen and Ramaswamy, "Latent Segmentation Models: New Tools to Assist Researchers in Market Segmentation", Marketing Research, 10(2), pp 15-21, American Marketing Association. 4. Kotler Philip., (2000), Marketing Management- Millennium edition, Prentice Hall of India Private Limited. 5. Lieberman, Michael., (2003), "A beautiful segmentation", Quirk's Marketing Research Review. 6. Luck & Rubin., (August 2007), Marketing Research, Prentice Hall India. 7. McDonald, Malcolm and Dunbar, Ian (2004), Market Segmentation: How to do it, how to profit from it, Butterworth-Heinemann. 8. McKenna, R., (1988), "Marketing in the age of diversity", Harvard Business Review, vol 66, September-October.

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9. McKenna, R., (1988), "Marketing in the age of diversity", Harvard Business Review. 10. Michael Richarme., (2007), Business Segmentation: Emerging Approaches to More Meaningful Clusters, Decision Analyst Inc. 11. Pine, J., (1993) "Mass customizing products and services", Planning Review, 22, JulyAugust. 12. Pine, J., (1993), "Mass customizing products and services", Planning Review. 13. Segmentation in the maturing marketplace (2005), Hot Marketing, Issue No. 7, The Chartered Institute of Marketing. 14. Steenkamp and Ter Hofstede., (2002), "International market segmentation: issues and perspectives", International journal of Market Research, 19, pp 185-213. 15. Wedel, Michel and Wagner A. Kamakura., (2000), Market Segmentation: Conceptual and Methodological Foundations. Amsterdam: kluwer 16. William D. Neal, John Wurst., (2001), Advances in Market Segmentation, Marketing Research: A Magazine of Management and Applications.

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