Sales Promotion in FMCG

Sales Promotion
In Fast moving Consumer Goods

Sales Promotion

Sales promotion is one of the five aspects of the promotional mix. (The other 4 parts of the
promotional mix are advertising, personal selling, direct marketing and publicity/public
relations.) Media and non-media marketing communication are employed for a pre-
determined, limited time to increase consumer demand, stimulate market demand or
improve product availability. Examples include contests, coupons, freebies, loss leaders, point
of purchase displays, premiums, prizes, product samples, and rebates

Sales promotions can be directed at either the customer, sales staff, or distribution channel
members (such as retailers). Sales promotions targeted at the consumer are called consumer
sales promotions. Sales promotions targeted at retailers and wholesale are called trade sales
promotions. Some sale promotions, particularly ones with unusual methods, are considered
gimmicks by many.

Sales promotion includes several communications activities that attempt to provide added
value or incentives to consumers, wholesalers, retailers, or other organizational customers to
stimulate immediate sales. These efforts can attempt to stimulate product interest, trial, or
purchase. Examples of devices used in sales promotion include coupons, samples, premiums,
point-of-purchase (POP) displays, contests, rebates, and sweepstakes.

Sales promotion is needed to attract new customers, to hold present customers, to
counteract competition, and to take advantage of opportunities that are revealed by market
research. It is made up of activities, both outside and inside activities, to enhance company
sales. Outside sales promotion activities include advertising, publicity, public relations
activities, and special sales events. Inside sales promotion activities includes window displays,
product and promotional material display and promotional programs such as premium
awards and contests

FAST- MOVING CONSUMER GOODS

Fast-moving consumer goods (FMCG) or consumer packaged goods (CPG) are products that
are sold quickly and at relatively low cost. Examples include non-durable goods such as soft
drinks, toiletries, over-the-counter drugs, toys, processed foods and many other consumables.
In contrast, durable goods or major appliances such as kitchen appliances are generally
replaced over a period of several years. FMCGs have a short shelf life, either as a result of
high consumer demand or because the product deteriorates rapidly. Though the profit
margin made on FMCG products is relatively small (more so for retailers than the
producers/suppliers), they are generally sold in large quantities; thus, the cumulative profit
on such products can be substantial. FMCG is probably the most classic case of low margin
and high volume business.

Fast-moving consumer electronics are a type of FMCG and are typically low priced generic or
easily substitutable consumer electronics, including mobile phones, MP3 players, game
players, and digital cameras which are of disposable nature.
FAST MOVING CONSUMER GOODS (FMCG) November 2010
2
FAST MOVING CONSUMER GOODS November 2010

Contents
3
Advantage India
Advantage India
Large and growing youth population
India is among the world's youngest nations, with a median age of 25 years. as compared
to 43 in Japan and 36 in the US. This, coupled with a large population and rapidly evolving
consumer preferences, has translated into a large market opportunity for FMCG players.
The youth segment (1024 years age group) constitutes nearly 25 per cent of the population
and is of significant interest to all FMCG companies.
Emergence of organised retail business
Real estate development in the country, such as the construction of shopping malls and
hypermarkets, are opening up new business channels for FMCG companies.
Growing urbanisation
Indian cities are expected to add 379 million people to the consumer base for FMCG
companies, as the urbanisation rate is expected to increase from the current 30 to 45 per
cent in the next 40 years.
Increasing disposable income
According to recent industry estimates, household income in the top 20 boom cities in
India is projected to grow at 10 per cent annually by 2018. Further, the top 100 cities in
India contribute between 5060 per cent of the overall consumption spends.

Significant increase in consumption levels
By 2025, India is poised to become the world's fifth-largest consuming country from the
twelfth position in 2010. This will ensure the continuous growth of the FMCG industry in
the future.
Infrastructure development
Improved infrastructure facilities are expected to support the enhanced supply chain
management. The Government of India has increased its spend on infrastructure, including
the construction of roads.
Fast Moving Consumer Goods November 2010
Sources: P.N. Mari Bhat, Indian demographic scenario 2025, Population Research Centre,
Institute of Economic Growth, Delhi, June 2001; http://populationcommission.nic.in/facts.htm;
The Economic Times article on Top 20 cities hold keys to urban growth by Shailesh Dobhal,
Dt: August 8, 2008, assessed on January 06, 2010 detailing the findings of study on 'The Next
Urban Frontier: Twenty Cities To Watch' ; Motilal Oswal 6th Annual Global Investor
Conference 2010, Dabur India Ltd, August 2010
ADVANTAGE INDIA
4

Contents
5
Market overview
The Indian FMCG sector, with a market size of US$ 25 billion (200708 retail sales),
constitutes 2.15 per cent of Indias GDP .
A well-established distribution network spread across six million retail outlets (including
two million in 5,160 towns and four million in 627,000 villages), low penetration levels, low
operating costs and competition between the organised and unorganised segments are key
characteristics of this sector.
With the widespread distribution reach, FMCG companies are expected to earn US$ 18
billion from rural areas in 2010.
Sources: GST, FDI can quadruple FMCG turnover in 10 yrs: Survey, Business Standard,
July 9, 2009; Economic Survey 20092010; An appetite for growth-Opportunities in the
Indian food industry, Ernst & Young, 2009; Amritanshu Mohanty, Challenges before the
Indian FMCG sector and designing the blue print for future; Dabur India Ltd, 5th Motilal
Oswal Global Investor Conference, August 2009; FMCG sector to grow by 18- 20% -
increasing importance of rural India, Food Industry India, October 26, 2009; FMCG
industry shows 3-times growth in 10 yrs, Money Control, 5 May 2010, accessed on 27 July
2010
E- Estimated
MARKET OVERVIEW
Market size (US$ billion)
25
43
74
0
20
40
60
80
2008 2013 E 2018 E
6
Market analysis (1/4)
Organised retail changing industry dynamics
In 2010, the Indian retail market size has been estimated at US$ 353 billion and is projected
to grow at 11.5 per cent per annum to reach US$ 543.2 billion by 2014.
The current share of organised retail is estimated to be 4 to 5 per cent and is expected to
increase by 14 to 18 per cent by 2015.
Organised retail has created new channels for FMCG players through diverse retail formats
such as departmental stores, hypermarkets, supermarkets and specialty stores.
With organised retailing emerging in a major way across the country, the revenues of
FMCG companies are expected to surge.
MARKET OVERVIEW Fast Moving Consumer Goods November 2010
7
Rural market the new growth frontier
Rural India accounts for close to one-third of the total consumption pie. Robust
consumption in the rural economy is a key driver of Indias sustained growth. The
penetration of companies into rural north India increased from 9.5 per cent in 2000 to 46
per cent in 2008, due to companies selling their products in small packets or sachets .
FMCG companies are devising exclusive rural marketing strategies to tap the rural
consumer base.
Launched in June 2000, e-Choupal, has already become the largest initiative among all
Internet- based interventions in rural India. ITCs e-Choupal initiative is significantly
increasing the competitiveness of Indian agriculture by empowering Indian farmers.
Currently, e-Choupal services reach out to more than four million farmers who are growing
a range of crops soyabean, coffee, wheat, rice, pulses and shrimp in more than 40,000
villages through 6,500 kiosks across 10 states.
ITCs e-Choupal
As on 30 September 2010, Hariyali Kisaan Bazaar had 275 outlets across eight states
including states of Uttar Pradesh, Haryana, Punjab, Rajasthan, Uttaranchal, Madhya Pradesh,
Andhra Pradesh and Maharashtra. Each centre operates in a catchment area of about 20 km.
Centres are engaged in bridging last-mile connectivity to consumers, providing quality agri
inputs, offering financial services and farm output services as well as other products and
services such as fuels, FMCG and apparel.
DCM Shriram's Hariyali Kisaan
MARKET OVERVIEW
8
Rural market the new growth frontier
A large number of FMCG companies derive a significant proportion of their overall sales
from outside the top few 100 towns and cities, which reflects the growing economic
importance of India's rural consumer base.
Company Category
% sales from rural markets
Hindustan Unilever Ltd (HUL)
Household products
45
Dabur India Ltd
Personal products 40
MARKET OVERVIEW
9
Sources: Nestle, Glaxo focus on rural-specific products, Business Standard, January 28,
2010; The Retailer, Ernst & Young, October 2009; EY Analysis
GSK has launched Asha, a low-cost variant (40 per cent lower cost) of Horlicks for rural
markets only. The product is priced at US$ 1.8 for a 500-gm pouch pack.
In January 2010, Nestl launched Maggi Masala-ae-Magic and Maggi Rasile Chow priced at
INR 2 and INR 4, respectively, for rural consumers with low purchasing power. Maggie Rasile
Chow has been developed especially to provide a low-cost, light meal fortified with iron.
Masala-ae-Magic is a taste enhancer containing iron, iodine and vitamin A. These products
have been developed to address the widespread concern around micro-nutrient malnutrition
in India.
In January 2010, Britannia launched Tiger Iron Zor for low-income groups.
MARKET OVERVIEW
Sources: Pantaloon Retail India Ltd, 200809 annual report;
http://www.pantaloonretail.in/Annual_Results_Conference_Call_26th_September_2009.pdf
Sources: Relevant company websites www.itcportal.com; www.dscl.com; The Retailer,
Ernst & Young, October 2009; Bihar, MP, UP, Rajasthan to prop Indian FMCG sales:
Study, The Economic Times, 18 July 2010, accessed at 27 July 2010; DSCL 2009-10 Annual
Report; DSCL Q2 2011 Quarterly Results
HUL currently has the largest distribution reach amongst FMCG players and is planning to
treble its rural distribution by reaching out directly to its consumers and distributors by
increasing its direct rural outlet coverage to 750,000 from 250,000 by 2012. Additionally, the
company is developing other ways to expand its rural coverage in a cost-efficient manner,
such as Project Shakti, which is a rural marketing programme.
Dabur is increasing its distribution network in the rural areas and is targeting to launch new
variants of skin care products during 20102011. In 2010 it set up two production facilities to
drive growth.
10
Market segments
Food products is the largest consumption category in India, accounting for nearly 21 per
cent of the countrys GDP .
Some of the leading players in this segment include Britannia Industries Ltd, Dabur India
Ltd, GlaxoSmithKline Consumer Healthcare India Ltd and Gujarat Cooperative Milk
Marketing Federation (GCMMF).
2%
12%
43%
8%
4% 4%
5%
22%
Baby care
Fabric care
Food products
Hair care
Household
OTC products
Others
Personal care
Source: Dabur India Ltd; 5th Motilal Oswal Global Investor Conference, August 2009.
MARKET OVERVIEW
Indian FMCG market segments
11
Export potential (1/2)
India is recognised as a cost-effective quality manufacturing base in the world market.
As Indian companies are going global, they are more focused on overseas markets such as
the US, the UK, the UAE, Sri Lanka, Bangladesh, Thailand, Afghanistan, South Africa and
Mauritius, either through exports or the establishment of their own foreign subsidiaries.
Indian companies are currently focusing on exporting skin and oral care products, as well as
specialty marine products, ready-to-eat Indian dishes, instant coffee, tea and cosmetics.
MNCs in India have also started supporting their global supply chain requirements by
serving as cost- effective sourcing bases.
12
Export potential (2/2)
Exports Skin care products Arabia, Malaysia and Sri Lanka Oral Europe Tea
Europe Three-in-one tea premix Arabia Culinary products such as soups and jams
Marine products Rice the Gulf
Exports Culinary products Noodles Instant coffee Instant tea
GCPL currently exports to 33 countries, including the UAE, Sri Lanka, Bangladesh,
Thailand, Afghanistan, South Africa and Mauritius.
Exports Guar Gum the UK and the US Vatika Hair Oil the Middle East and the
North Africa (MENA) region. Dabur Vatika Naturals styling hair cream MENA region
The company also has a private label business in the US and the UK.
Source: Relevant company annual reports.
MARKET OVERVIEW
Focusing on increasing the export market share of its Kitchens of India range of
premium ready-to-eat Indian dishes, which are available in more than 3,500 stores in
international markets including the US, Canada, the UK, Switzerland and Australia.
13
Key trends (1/6)
Indian FMCG companies are either increasing their focus on certain market segments or are
consolidating their existing business portfolios.
Consolidation
Several companies have taken to innovation by launching or customising their existing
product portfolios for new consumer segments.
Product Innovation
Dabur India Ltd merged its wholly owned subsidiary, Dabur Foods Ltd, with itself.
Agro Tech Foods Ltd, an Indian subsidiary of the global food major ConAgra, exited from its
sourcing and institutional business of oil and agricultural raw- material procurement, seed
buying and processing operations, food service and poultry feed ingredients.
Emami Ltd launched a mens fairness cream. Nestl India and GCMMF(Amul) have launched
pro-biotic products by providing active ingredients in regular consumable products such as
curd/yoghurt and ice cream.
14
Lifestyle and premium range products are the next target product segment among Indian
FMCG players.
Lifestyle products
FMCG players now often outsource the manufacturing or processing of a certain range of
products to small vendors. This approach will help companies focus on front-end marketing
more effectively.
Third-party manufacturing
Procter and Gamble(P&G) launched its Olay range. The company also has plans to expand its
existing Indian product portfolio categories from 8 to 25.
GlaxoSmithKline Consumer Healthcare Ltd outsources the processing of products such as
malt-based foods, biscuits and nutrition bar sweetmeats to third-party vendors.
Hindustan Unilever Ltd outsources the processing of its products such as soaps, synthetic
detergents and packaged tea to third- party vendors.
The company launched Avinace, an exquisite range of high-technology, high- performance
beauty services for women.
MARKET OVERVIEW
Key trends (2/6)
15
Several Indian companies are exploring the business potential of overseas markets and several
regional markets.
Expanding horizons
Backward integration is becoming the preferred strategy for increasing profit margins.
Backward integration
In 2008, Tata Tea acquired a minority stake in US vitamin water bottler , The Rising
Beverage Company, which owns Activate brand.
Emami India Ltd is setting up a manufacturing facility in Africa.
KS Oils acquisition of 53,000 acres of land for palm oil plantations in Indonesia
complements its front-end strategy of establishing a refinery in East India to reinforce market
leadership in the eastern and other regions of the country.
MARKET OVERVIEW
Key trends (3/6)
Source: "Tata Global buys into US bottler," The Times of India, 28 October 2010
16
Companies are now focused on improving their distribution networks to expand their reach
in rural India.
Expanding distribution networks
Companies are increasingly introducing smaller stock keeping units (SKUs) at reduced price
points. This helps them sustain their margins, maintain volumes from price-conscious
customers, expand their consumer base and help them address the needs of customers who
cannot afford larger and higher- priced SKUs.
Rising importance of smallersized packs
HUL announced its plans to triple its rural distribution reach by 2012 in its quest to generate
higher sales volumes.
Dabur India is focusing on improving its rural footprint and introducing special packs for
consumers in these areas.
Godrej has launched smaller soap SKUs for Cinthol Original and Deo.
MARKET OVERVIEW
Key trends (4/6)
17
Small towns are emerging as significant hiring zones. FMCG companies are hiring field staff
in areas such as Kalpa in Himachal Pradesh, Mangaliya in Madhya Pradesh, Kota in Rajasthan
and Shirdi in Maharashtra to sell diverse products.
Increase in hiring in tier II and tier III cities
The proximity to consumption markets within Africa as well as continents such as Europe
and the openness of governments there to foreign investment is the driving force behind the
increasing presence of Indian FMCG companies in Africa.
Focus on increasing presence in Africa
HUL is hiring 25,000 sales and field staff, to sell its products in nearly 0.1 million villages.
Dabur India intends to hire 200 feet on street and indirect employees through its
stockists in villages and small towns.
GCPL acquired Rapidol and Kinky in South Africa in 2006 and April 2008, respectively, and
Tura in Nigeria in April 2010.
MARKET OVERVIEW
Key trends (5/6)
Emami acquired 100,000 acres on lease in Ethiopia in 2009 to undertake Jatropha cultivation
for the production of biofuel.
18
Reducing carbon footprint
FMCG players in India are focussed on reducing their carbon foot print.
Of the energy used in PepsiCo Indias beverage business, 38 per cent is derived from
renewable resources.
Dabur has 30 per cent of its steam generation fired by renewable resources.
Hindustan Unilever Limited and ITC have earned voluntary emission reduction (VER) and
certified emission reduction (CER) credits for their work, respectively. HUL was awarded
52,000 VER credits to develop a new soap-making process called Plough Share Mixer, which
eliminates the need for steam altogether.
Source: FMCG firms try to reduce carbon footprint, Business Standard, 10 December
2009; FMCG cos hire in small towns to fire up growth, The Economic Times, 27 August
2010, via IBEF website ; FMCG, agriculture companies make a beeline, Business Standard ,
13 July 2010, via IBEF website
MARKET OVERVIEW
Key trends (6/6)
Sources: Dabur Foods merged with Dabur India, Business Daily, July 12 2007; Agro
Tech Foods to exit from sourcing, institutional business, Business Standard, 6 February
2008.
Sources: P&Gs India plans will change the rules of the consumer game, Livemint, 22
September 2009; Relevant company annual reports.
Source: Tata Tea in India Inc`s biggest buy overseas, Business Standard; KS Oils website,
www.ksoils.com/KS65_07102009.htm, accessed April 2010.
19
Key players* (1/3)
Company
Sales as on 31 March 2010 (US$ million)
Product segment/selective brands
Food Personal care Home care Healthcare
Britannia Industries Ltd 785.5
Tiger, Good Day, Marie Gold
Colgate Palmolive India Ltd 408.8 Colgate, Palmolive
Axion, Dish Wash
Dabur India Ltd 706.5
Real, Activ, Hommade, Lemoneez, Capsico
Dabur Amla, Vatika, Fem, Dabur Gulabri
Dazzl, Odomos, Odonil
Dabur Chyawanprash, Hajmola
Emami Ltd 216.2
Boroplus, Fair and Handsome, Navratna Cool Talc
Sonachandi Chyawanprash, Sonachandi Amritprash, Fast Relief, Mentho Plus
GlaxoSmithKline Consumer Healthcare India Ltd
421.9**
Horlicks, Boost, Maltova
Eno, Iodex
* This is an indicative list. ** year ending December 2009
20
Company
Sales as on 31 March 2010 (US$ million)
Product segment/brand
Godrej Consumer Products Ltd (GCPL)
425.2
Cinthol, Color Soft, FairGlow, No 1, Shikakai, Nupur, Kesh Kala, Vigil
Ezee, Godrej Dish Wash, Glossy
Gujarat Cooperative Milk Marketing Federation (GCMMF)
1,700 Amul
Hindustan Unilever Ltd 3,700.8
Kissan, Knorr, Annapurna
Lakme, Lifebuoy, Lux, Pepsodent, Sunsilk, Ponds, Rexona, Vaseline, Fair and Lovely,
Pepsodent, Dove, Pears
Active Wheel, Rin, Surf Excel, Vim
Indian Tobacco Company Ltd
758.7***
Kitchens of India, Aashirvaad , Sunfeast, Bingo
Fiama Di Wills, Vivel Di Wills, Vivel
Marico Industries Ltd 521 Saffola, Sweekar
Parachute, Hair & Care, Starz, Nihar, Shanti Badam Amla
Revive
*** FMCG business sales * This is an indicative list.
MARKET OVERVIEW
Key players* (2/3)
21
Company
Sales as on 31 March 2010 (in US$ million)
Product segment/brand
Nestl India Ltd 1,068.6**
Everyday, Fresh n Natural, Nescaf Classic, Maggi, Nesvita, KitKat, Munch
Procter & Gamble Hygiene and Healthcare Ltd
188.0***
Whisper, Pantene Pro V, Head & Shoulders
Vicks
Tata Tea Ltd 1,204.7
Tata Tea Premium, Tata Tea Gold
Source: Relevant company annual reports. *This is an indicative list ** For the year ending
31st December 2009 *** For the year ending June 2010
MARKET OVERVIEW
Key players* (3/3)
22

Contents
23
Investments mergers and acquisitions (M&A)* (1/3)
Target name (segment) Acquirer name (segment) Merger/Acquisition Aesthetics Business of
Derma Rx Asia Pacific Pvt Ltd (Skin care products) Marico Ltd (food and personal care)
Divestiture
Agro Dutch Industries Ltd (Food-Misc/Diversified)
Penta Homes Pvt Ltd; Vishwa Calibre Builders Pvt Ltd (Builder)
Acquisition
Rasoi Ltd (Food-Misc/Diversified) Pallawi Resources Ltd (Food) Acquisition Isklar
(Beveragesnon-alcoholic) Sterling Infotech Group (Telecommunications) Acquisition CC
Health Care Products Pvt Ltd (Cosmetics and toiletries) Colgate-Palmolive India Ltd (
Cosmetics and toiletries) Acquisition Eastern Condiments Pvt Ltd (Food-Misc/Diversified)
McCormick & Co Inc (Food-Misc/Diversified) Acquisition Vietnam Spice Unit (Food and
beverages) Bafna Enterprises (Food and beverages) Acquisition Noble Hygiene Pvt Ltd
(Household & Personal Products) Bennett Coleman & Co Ltd (Publishing) Acquisition Hobi
Kozmetik, Turkey (personal care products) Dabur India (Personal care) Acquisition
Argencos, Argentina (Hair care products)
Godrej Consumer Product Ltd (Home and personal care)
Acquisition
*This is an indicative list
Sources: Bloomberg and Thomson ONE Banker
INVESTMENTS Fast Moving Consumer Goods November 2010
24
Target name (segment) Acquirer name (segment) Merger/Acquisition
Megasari, Indonesia (Soap and cleaning products ) GCPL (Home and personal care)
Acquisition
Issue Group, Argentina (Hair products) GCPL (Home and personal care) Acquisition
Tura, Nigeria (Soap and cleaning products ) GCPL (Home and personal care) Acquisition
Tern Distilleries Pvt Ltd (beverages wine/spirits) United Spirits Ltd (beverages)
Acquisition
Vale Do Ivai SA Acucar E Alcool (sugar and ethanol) Shree Renuka Sugars Ltd (food)
Acquisition Greenol Laboratories Pvt Ltd (tea) Asian Tea & Exports Ltd (food tea)
Acquisition
Olyana Holding LLC (tea)
UK-based Borelli Tea Holdings Ltd, a wholly-owned unit of Mcleod Russel India Ltd
Acquisition
Garden Namkeens Pvt Ltd (food misc.) Cavinkare Pvt Ltd (food) Acquisition Bacardi
Martini India Ltds 26 per cent shares from Gemini Distillery Private Ltd (beverages) Bacardi
Martini BV, Netherlands (beverages) Acquisition
*This is an indicative list.
INVESTMENTS Fast Moving Consumer Goods November 2010
25
Target name (segment) Acquirer name (segment) Merger/Acquisition
Godrej Hygiene Care Pvt Ltd (home care)
Godrej Consumer Products Ltd (home care)
Merger
Britannia New Zealand Foods Pvt Ltd (joint venture partner Fonterra Cooperative Group
Ltd)(food)
Britannia Industries Ltd (food) Acquisition
Lotte India Corp Ltd (food)
Lotte Confectionery Co Ltd, South Korea (food)
Acquisition
INVESTMENTS
*This is an indicative list
26

Contents
27
Policy and regulatory framework
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 in food processing segments such as coffee and tea.
The Government of India (GoI) recognises food processing and agro industries as priority
sectors.
Industrial license is not required for almost all food and agro-processing industries, barring
certain items such as beer, potable alcohol and wines, cane sugar and hydrogenated animal
fats and oils and items reserved for exclusive manufacture in the small-scale sector.
The GoIs announcement of a 4 per cent reduction in excise duty (as a part of the earlier
stimulus package in December 2008) has positively impacted the FMCG industry.
In October 2009, the GoI amended the Sugarcane Control Order, 1966, and replaced the
statutory minimum price (SMP) of sugarcane with fair and remunerative price (FRP) and the
state-advised price (SAP).
POLICY AND REGULATORY FRAMEWORK
India is set to implement goods and services tax (GST) by 1 April 2011. This move is expected
to stimulate growth in the Indian FMCG industry.
28

Contents
29
Opportunities (1/2)
OPPORTUNITIES
Rural market offers significant growth potential
Growing adaptability to innovative products
Sources: UBS India CEO/CFO Forum, Dabur India Ltd, November 2010
With more than 33 per cent of the Indian consumer base present in rural areas, the rural
market will be a key growth driver for FMCG majors planning to expand their domestic
business. It is estimated that more than two-thirds of the next generation youth will come
from rural India. The consumption levels in rural India have risen on account of minimum
wages guaranteed under the National Rural Employment Guarantee Scheme (NREGS), higher
crop minimum support prices (MSP) and multiple sources of income. Rural consumers
display a marked preference for the brands of national consumer companies as compared to
local brands. The rising media penetration also drives this trend. To tap this potential the
FMCG players are taking the following steps: Leading consumer products players have built
a strong distribution network in rural India and are looking to capitalise on the rising brand
consciousness. Rural markets are expected to continue aiding the growth propelled and
achieved through geographic expansion. Companies are increasingly widening their
exposure to rural markets.
Indian consumers are highly adaptable to new and innovative products. For instance, the
market acceptance of mens fairness creams clearly demonstrates an opportunity for
companies to offer new products targeting specific customer segments.
30
Opportunities (2/2)
OPPORTUNITIES
Headroom to increase penetration and consumption levels
Sources: UBS India CEO/CFO Forum, Dabur India Ltd, November 2010; EY Analysis;
Sourcing base
Opportunity for premium category products
Rising income levels have resulted in increasing the affordability for premium category
products, including cosmetics and toiletries for lower-income groups as well as for the people
upgrading from unbranded to branded products. Mid- and high-income consumers in urban
areas have started to buy value-added mass brands and premium products. To tap this
opportunity, firms have started augmenting their premium product portfolio. HUL faces
limited competition in the premium segment (Dove, Pears and Surf Excel). The company is
focusing on enhancing consumer benefits by introducing new variants in the soaps and
shampoos categories. The launch of Fiama Di Wills gel bathing bar has enhanced the
premium portfolio.
Low penetration levels offer room for growth across consumption categories. Further, rural
penetration is catching up with urban penetration levels. For instance, the penetration of
carbonated beverages is only 35 per cent while for non-carbonated beverages, it is 20 per
cent.
Indian and multinational FMCG players can leverage India as a strategic sourcing hub for
cost- competitive product development and manufacturing for their international markets.
31

Contents
32
Industry associations (1/2)
INDUSTRY ASSOCIATIONS Fast Moving Consumer Goods November 2010
34
Note
Wherever applicable, numbers in the report have been rounded off to the nearest whole
number. Conversion rate used: US$ 1= INR 48
NOTE Fast Moving Consumer Goods November 2010
35
India Brand Equity Foundation (IBEF) engaged Ernst & Young Pvt Ltd to prepare this
presentation and the same has been prepared by Ernst & Young in consultation with IBEF.
All rights reserved. All copyright in this presentation and related works is solely and
exclusively owned by IBEF. The same may not be reproduced, wholly or in part in any
material form (including photocopying or storing it in any medium by electronic means and
whether or not transiently or incidentally to some other use of this presentation), modified
or in any manner communicated to any third party except with the written approval of IBEF.
This presentation is for information purposes only. While due care has been taken during
the compilation of this
presentation to ensure that the information is accurate to the best of Ernst & Young and
IBEFs knowledge and belief, the content is not to be construed in any manner whatsoever as
a substitute for professional advice.
Ernst & Young and IBEF neither recommend nor endorse any specific products or services
that may have been mentioned in this presentation and nor do they assume any liability or
responsibility for the outcome of decisions taken as a result of any reliance placed on this
presentation.
Neither Ernst & Young nor IBEF shall be liable for any direct or indirect damages that may
arise due to any act or omission on the part of the user due to any reliance placed or
guidance taken from any portion of this presentation.
Fast Moving Consumer Goods (FMCG) goods are popularly named as consumer packaged
goods. Items in this category include all consumables (other than groceries/pulses) people
buy at regular intervals. The most common in the list are toilet soaps, detergents, shampoos,
toothpaste, shaving products, shoe polish, packaged foodstuff, and household accessories and
extends to certain electronic goods. These items are meant for daily of frequent consumption
and have a high return.

The Indian FMCG sector with a market size of US$14.8 billion is the fourth largest sector in
the economy. The FMCG market is set to double from USD 14.7 billion in 2008-09 to USD
30 billion in 2012. FMCG sector will witness more than 60 per cent growth in rural and
semi-urban India by 2010. Indian consumer goods market is expected to reach $400 billion
by 2010.Hair care, household care, male grooming, female hygiene, and the chocolates and
confectionery categories are estimated to be the fastest growing segments. At present, urban
India accounts for 66% of total FMCG consumption, with rural India accounting for the
remaining 34%. However, rural India accounts for more than 40% consumption in major
FMCG categories such as personal care, fabric care, and hot beverages. In urban areas, home
and personal care category, including skin care, household care and feminine hygiene, will
keep growing at relatively attractive rates. Within the foods segment, it is estimated that
processed foods, bakery, and dairy are long-term growth categories in both rural and urban
areas.The growing incline of rural and semi-urban folks for FMCG products will be mainly
responsible for the growth in this sector, as manufacturers will have to deepen their
concentration for higher sales volumes.

Major Players in this sector include Hindustan Unilever Ltd., ITC (Indian Tobacco Company),
Nestl India, GCMMF (AMUL), Dabur India, Asian Paints (India), Cadbury India, Britannia
Industries, Procter & Gamble Hygiene and Health Care, Marico Industries, Nirma,Coca-Cola,
Pepsi and others.As per the analysis by ASSOCHAM, Companies Hindustan Unilever Ltd ,
Dabur India originates half of their sales from rural India. While Colgate Palmolive India and
Marico constitutes nearly 37% respectively, however Nestle India Ltd and GSK Consumer
drive 25 per cent of sales from rural India.

A rapid urbanization, increase in demands, presence of large number of young population, a
large number of opportunities is available in the FMCG sector. The Finance Minister has
proposed to introduce an integrated Goods and Service Tax by April 2010.This is an
exceptionally good move because the growth of consumption, production, and employment is
directly proportionate to reduction in indirect taxes which constitute no less than 35% of the
total cost of consumer products - the highest in Asia.. The bottom line is that Indian market
is changing rapidly and is showing unprecedented consumer business opportunity.

We can provide you detailed project reports on the following topics. Please select the
projects of your interests.

Each detailed project reports cover all the aspects of business, from analysing the market,
confirming availability of various necessities such as plant & machinery, raw materials to
forecasting the financial requirements. The scope of the report includes assessing market
potential, negotiating with collaborators, investment decision making, corporate
diversification planning etc. in a very planned manner by formulating detailed manufacturing
techniques and forecasting financial aspects by estimating the cost of raw material,
formulating the cash flow statement, projecting the balance sheet etc.

We also offer self-contained Pre-Investment and Pre-Feasibility Studies, Market Surveys and
Studies, Preparation of Techno-Economic Feasibility Reports, Identification and Selection of
Plant and Machinery, Manufacturing Process and or Equipment required, General Guidance,
Technical and Commercial Counseling for setting up new industrial projects on the following
topics.

Many of the engineers, project consultant & industrial consultancy firms in India and
worldwide use our project reports as one of the input in doing their analysis.

We can modify the project capacity and project cost as per your requirement.
We can also prepare project report on any subject as per your requirement.

Information
Cost is in Indian Rupee INR '00,000 (hundred thousand/Lakhs)
T.C.I is Total Capital Investment
We can modify the project capacity and project cost as per your requirement.
Caution: The project's cost, capacity and return are subject to change without any notice.
Future projects may have different values of project cost, capacity or return.
Marketing Concepts
Product marketing
Pricing
Distribution
Services
Retail
Brand management
Brand Licensing
Account based marketing
Ethics
Effectiveness
Research
Segmentation
Strategy
Activation
Management
Dominance
Marketing operations
Social marketing
Identity
Digital marketing

Product Marketing
Product marketing deals with the several of the "7 P's" of marketing, which are
product, pricing, place, promotion, physical environment, process and people.

Product marketing, as opposed to product management, deals with more outbound
marketing or customer-facing tasks (in the older sense of the phrase). For example,
product management deals with the basics of product development within a firm,
whereas product marketing deals with marketing the product to prospects, customers,
and others. Product marketing, as a job function within a firm, also differs from other
marketing jobs such as marketing communications ("marcom"), online marketing,
advertising, marketing strategy, and public relations, although product marketers may
use channels such as online for outbound marketing for their product.

A product market is something that is referred to when pitching a new product to the
general public. Product market definition focuses on a narrow statement: the product
type, customer needs (functional needs), customer type, and geographic area.
Role
Product marketing in a business addresses four important strategic questions:

What products will be offered (i.e., the breadth and depth of the product line)?
Who will be the target customers (i.e., the boundaries of the market segments to be
served)?
How will the products reach those (i.e., the distribution channel and are there viable
possibilities that create a solid business model)?
At what price should the products be offered?
To inform these decisions, Product Marketing Managers (PMMs) act as the Voice of
the Customer to the rest of the product team and company. This includes gaining a
deep understanding ofand drivingcustomer engagement with the product,
throughout their lifecycle (pre-adoption, post adoption/purchase, and after churning).
PMMs collect this customer information through customer surveys and interviews,
and when available, product usage data. This frequently informs the future product
roadmap, as well as driving customer product education to ensure improved
engagement.

PMMs answer these questions and execute on the strategy using the following tools
and methods:

Customer insights: interviews, surveys, focus groups, customer observation
Data analysis: product marketing managers are highly quantitative, particularly in
internet companies where results of marketing attribution to revenue is easily
measured
Product validation: particularly for internet companies, teams often use marketing as a
channel to test and validate product ideas (the minimum viable product or rapid
prototyping), before engineering resources are committed to develop the product
Testing: optimal prices and marketing touch points are developed through exhaustive
A/B testing of language (copy), prices, product line-ups, visuals, and more

Comparison of product management
Product marketing frequently differs from product management in high-tech
companies. Whereas the product manager is required to take a product's
requirements from the sales and marketing personnel and create a product
requirements document (PRD), which will be used by the engineering team to build
the product, the product marketing manager can be engaged in the task of creating a
market requirements document (MRD), which is used as source for the product
management to develop the PRD.

In other companies the product manager creates both the MRDs and the PRDs, while
the product marketing manager does outbound tasks like giving product
demonstrations in trade shows, creating marketing collateral like hot-sheets, beat-
sheets, cheat sheets, data sheets, and white papers. This requires the product
marketing manager to be skilled not only in competitor analysis, market research, and
technical writing, but also in more business oriented activities like conducting ROI
and NPV analyses on technology investments, strategizing how the decision criteria of
the prospects or customers can be changed so that they buy the company's product
vis-a-vis the competitor's product, etc.

One issue that faces Product Marketers is that they are chartered with developing
much of the content for the various constituents (sales, marcom, customers, blogs,
etc.). Creating content tends to be given more value than the actual research and
thinking that is behind all the content.

In smaller high-tech firms or start-ups, product marketing and product management
functions can be blurred, and both tasks may be borne by one individual. However, as
the company grows someone needs to focus on creating good requirements
documents for the engineering team, whereas someone else needs to focus on how to
analyze the market, influence the "analysts", and understand longer term market
direction. When such clear demarcation becomes visible, the former falls under the
domain of product management, and the latter, under product marketing. In Silicon
Valley, in particular, product marketing professionals have considerable domain
experience in a particular market or technology or both. Some Silicon Valley firms
have titles such as Product Marketing Engineer, who tend to be promoted to
managers in due course.

The trend that is emerging in Silicon Valley is for companies to hire a team of a
product marketing manager with a technical marketing manager. The Technical
marketing role is becoming more valuable as companies become more competitive
and seek to reduce costs and time to market. Another trend is to have one Product
Marketing Manager per group of Product Managers. This is the model that leads to
the issue of PMMs being pressured to write content instead of connecting with the
market.

In health care marketing products are rarely purchased by the end user and are often
purchased or paid for by government, intermediaries, payors, healthcare professionals
and healthcare organizations, as a result in the Biotech/Pharmaceutical and Medical
Device markets there are "6" P's; the core 4: Price, Product, Promotion and Positioning
as well as: Politics and Perception.

Pricing
Pricing is the process of determining what a company will receive in exchange for its
product or service. Pricing factors are manufacturing cost, market place, competition,
market condition, brand, and quality of product. Pricing is also a key variable in
microeconomic price allocation theory. Pricing is a fundamental aspect of financial
modeling and is one of the four Ps of the marketing mix. (The other three aspects are
product, promotion, and place.) Price is the only revenue generating element amongst
the four Ps, the rest being cost centers. However, the other Ps of marketing will
contribute to decreasing price elasticity and so enable price increases to drive greater
revenue and profits.

Pricing is the manual or automatic process of applying prices to purchase and sales
orders, based on factors such as: a fixed amount, quantity break, promotion or sales
campaign, specific vendor quote, price prevailing on entry, shipment or invoice date,
combination of multiple orders or lines, and many others. Automated systems require
more setup and maintenance but may prevent pricing errors. The needs of the
consumer can be converted into demand only if the consumer has the willingness and
capacity to buy the product. Thus pricing is very important in marketing.
Elements of pricing

How much to charge for a product or service?
This question is a typical starting point for discussions about pricing, however, a
better question for a vendor to ask is - How much do customers value the products,
services, and other intangibles that the vendor provides.
What are the pricing objectives?
Do we use profit maximization pricing?
How to set the price? : (fixed pricing, cost-plus pricing, demand-based or value-based
pricing, rate of return pricing, or competitor indexing)
Should there be a single price or multiple pricing?
Should prices change in various geographical areas, referred to as zone pricing?
Should there be quantity discounts?
What prices are competitors charging?
Do you use a price skimming strategy or a penetration pricing strategy?
What image do you want the price to convey?
Do you use psychological pricing?
How important are customer price sensitivity (e.g. "sticker shock") and elasticity
issues?
Can real-time pricing be used?
Is price discrimination or yield management appropriate?
Are there legal restrictions on retail price maintenance, price collusion, or price
discrimination?
Do price points already exist for the product category?
How flexible can we be in pricing?: The more competitive the industry, the less
flexibility we have.
The price floor is determined by production factors like costs (often only variable
costs are taken into account), economies of scale, marginal cost, and degree of
operating leverage
The price ceiling is determined by demand factors like price elasticity and price points
Are there transfer pricing considerations?
What is the chance of getting involved in a price war?
How visible should the price be? - Should the price be neutral? (i.e.: not an important
differentiating factor), should it be highly visible? (to help promote a low priced
economy product, or to reinforce the prestige image of a quality product), or should it
be hidden? (so as to allow marketers to generate interest in the product unhindered
by price considerations).
Are there joint product pricing considerations?
What are the non-monetary costs of purchasing the product? (e.g travel time to the
store, wait time in the store, disagreeable elements associated with the product
purchase - dentist -> pain, fishmarket -> smells)
What sort of payments should be accepted? (cash, check, credit card, barter)

Distribution
Product distribution (or place) is one of the four elements of the marketing mix.
Distribution is the process of making a product or service available for use or
consumption by a consumer or business user, using direct means, or using indirect
means with intermediaries.

The other three parts of the marketing mix are product, pricing, and promotion.

Product
In marketing, a product is anything that can be offered to a market that might satisfy
a want or need. In retailing, products are called merchandise. In manufacturing,
products are bought as raw materials and sold as finished goods. Commodities are
usually raw materials such as metals and agricultural products, but a commodity can
also be anything widely available in the open market. In project management,
products are the formal definition of the project deliverables that make up or
contribute to delivering the objectives of the project. In insurance, the policies are
considered products offered for sale by the insurance company that created the
contract.

In economics and commerce, products belong to a broader category of goods. The
economic meaning of product was first used by political economist Adam Smith.

A related concept is sub product, a secondary but useful result of a production
process.

Dangerous products, particularly physical ones , that cause injuries to consumers or
bystanders may be subject to product liability. Sometimes revered to a thing.

Pricing
Pricing is the process of determining what a company will receive in exchange for its
product or service. Pricing factors are manufacturing cost, market place, competition,
market condition, brand, and quality of product. Pricing is also a key variable in
microeconomic price allocation theory. Pricing is a fundamental aspect of financial
modeling and is one of the four Ps of the marketing mix. (The other three aspects are
product, promotion, and place.) Price is the only revenue generating element amongst
the four Ps, the rest being cost centers. However, the other Ps of marketing will
contribute to decreasing price elasticity and so enable price increases to drive greater
revenue and profits.

Pricing is the manual or automatic process of applying prices to purchase and sales
orders, based on factors such as: a fixed amount, quantity break, promotion or sales
campaign, specific vendor quote, price prevailing on entry, shipment or invoice date,
combination of multiple orders or lines, and many others. Automated systems require
more setup and maintenance but may prevent pricing errors. The needs of the
consumer can be converted into demand only if the consumer has the willingness and
capacity to buy the product. Thus pricing is very important in marketing.

Promotion
Promotion is one of the market mix elements or features, and a term used frequently
in marketing. The marketing mix includes the four P's: price, product, promotion, and
place. Promotion refers to raising customer awareness of a product or brand,
generating sales, and creating brand loyalty. Promotion is also found in the
specification of five promotional mix or promotional plan. These elements are personal
selling, advertising, sales promotion, direct marketing, and publicity. A promotional
mix specifies how much attention to pay to each of the five subcategories, and how
much money to budget for each. A promotional plan can have a wide range of
objectives, including: sales increases, new product acceptance, creation of brand
equity, positioning, competitive retaliations, or creation of a corporate image.
Fundamentally, there are three basic objectives of promotion. These are:

To present information to consumers as well as others.
To increase demand.
To differentiate a product.
There are different ways to promote a product in different areas of media. Promoters
use internet advertisements, special events, endorsements, and newspapers to
advertise their product. Many times with the purchase of a product there is an
incentive like discounts (i.e., coupons), free items, or a contest. This method is used to
increase the sales of a given product.

The term "promotion" is usually an "in" expression used internally by the marketing
company, but not normally to the public or the market - phrases like "special offer"
are more common. An example of a fully integrated, long-term, and a large-scale
promotion are My Coke Rewards and Pepsi Stuff. The UK version of My Coke
Rewards is Coke Zone.

Promotions are also held in physical environments at special events such as concerts,
festivals, trade shows, and in the field such as in grocery or department stores.
Interactions in the field (i.e., grocery and department stores), allow customers to
purchase the brand or product immediately. The interactions among the brand and
the customer are performed by brand ambassadors or promotional models that
represent the products and brands in physical environments. Brand ambassadors or
promotional models are hired by marketing companies that are hired by the brand to
represent the product and/or service. Person-to-person interaction, as opposed to
media-to-person involvement, establishes connections that add another dimension to
promotion. Building a community through promoting goods and services can lead to
brand loyalty.

Promotional activities to push a brand enabling social media channels to spread
content making something viral such as the advertising by Coke using the release of a
new Bond film creating a huge amount of attention which then gets promoted across
all social channels by people spreading the information due to excitement. Social
media, as a modern marketing tool, offers opportunities to reach larger audiences in
an interactive way. These interactions allow for conversation rather than simply
educating the customer. Facebook, Twitter, LinkedIn, Pinterest, Google Plus, Tumblr
and Instagram are rated as some of the most popular social networking sites. As a
participatory media cultures, social media platforms or social networking sites are
forms of mass communication that through media technologies allow large amounts
of product and distribution of content to reach the largest audience possible.
However, there are downsides to virtual promotions as servers, systems, and websites
may crash, fail, or become overloaded. With promotion through participatory media,
there is an opportunity to gain social capital.

Promotion can be done by different media, namely print media which includes
Newspaper and magazines, Electronic media which includes radio and television,
Digital media which includes internet, social networking and social media sites and
lastly outdoor media which includes banner ads, OOH (out of home). Digital media is
a modern way of brands interacting with consumers as it releases news, information
and advertising from the technological limits of print and broadcast infrastructures.
Mass communication has led to modern marketing strategies to continue focusing on
brand awareness, large distributions and heavy promotions. The fast-paced
environment of digital media presents new methods for promotion to utilize new tools
now available through technology. With the rise of technological advances, promotions
can be done outside of local contexts and cross geographic borders to reach a greater
number of potential consumers. The goal of a promotion is then to reach the most
people possible in a time efficient and a cost efficient manner.

Service
In economics, a service is an intangible commodity. That is, services are an example of
intangible economic goods.

Service provision is often an economic activity where the buyer does not generally,
except by exclusive contract, obtain exclusive ownership of the thing purchased. The
benefits of such a service, if priced, are held to be self-evident in the buyer's
willingness to pay for it. Public services are those, that society (nation state, fiscal
union, regional) as a whole pays for, through taxes and other means.

By composing and orchestrating the appropriate level of resources, skill, ingenuity,
and experience for effecting specific benefits for service consumers, service providers
participate in an economy without the restrictions of carrying inventory (stock) or the
need to concern themselves with bulky raw materials. On the other hand, their
investment in expertise does require consistent service marketing and upgrading in
the face of competition.

Characteristic:
Services can be paraphrased in terms of their key characteristics, sometimes called the
"Five I's of Services".

1. Intangibility

Services are intangible and insubstantial: they cannot be touched, gripped, handled,
looked at, smelled, tasted. Thus, there is neither potential nor need for transport,
storage or stocking of services. Furthermore, a service can be (re)sold or owned by
somebody,but it cannot be turned over from the service provider to the service
consumer. Solely, the service delivery can be commissioned to a service provider who
must generate and render the service at the distinct request of an authorized service
consumer.

2. Inventory (Perishability)

Services have little or no tangible components and therefore cannot be stored for a
future use. Services are produced and consumed during the same period of time.

Services are perishable in two regards

The service relevant resources, processes and systems are assigned for service delivery
during a definite period in time. If the designated or scheduled service consumer does
not request and consume the service during this period, the service cannot be
performed for him. From the perspective of the service provider, this is a lost business
opportunity as he cannot charge any service delivery; potentially, he can assign the
resources, processes and systems to another service consumer who requests a service.
Examples: The hair dresser serves another client when the scheduled starting time or
time slot is over. An empty seat on a plane never can be utilized and charged after
departure.
When the service has been completely rendered to the requesting service consumer,
this particular service irreversibly vanishes as it has been consumed by the service
consumer. Example: the passenger has been transported to the destination and cannot
be transported again to this location at this point in time.
3. Inseparability

The service provider is indispensable for service delivery as he must promptly
generate and render the service to the requesting service consumer. In many cases the
service delivery is executed automatically but the service provider must preparatorily
assign resources and systems and actively keep up appropriate service delivery
readiness and capabilities. Additionally, the service consumer is inseparable from
service delivery because he is involved in it from requesting it up to consuming the
rendered benefits. Examples: The service consumer must sit in the hair dresser's shop
& chair or in the plane & seat; correspondingly, the hair dresser or the pilot must be
in the same shop or plane, respectively, for delivering the service.

4. Inconsistency (Variability)

Each service is unique. It is one-time generated, rendered and consumed and can
never be exactly repeated as the point in time, location, circumstances, conditions,
current configurations and/or assigned resources are different for the next delivery,
even if the same service consumer requests the same service. Many services are
regarded as heterogeneous or lacking homogeneity and are typically modified for each
service consumer or each new situation (consumerised). Example: The taxi service
which transports the service consumer from his home to the opera is different from
the taxi service which transports the same service consumer from the opera to his
home another point in time, the other direction, maybe another route, probably
another taxi driver and cab.

5. Involvement

One of the most important Characteristic of services is the participation of the
customer in the service delivery process. A customer has the opportunity to get the
services modified according to specific requirement.

Each of these characteristics is retractable per se and their inevitable coincidence
complicates the consistent service conception and make service delivery a challenge in
each and every case. Proper service marketing requires creative visualization to
effectively evoke a concrete image in the service consumer's mind. From the service
consumer's point of view, these characteristics make it difficult, or even impossible, to
evaluate or compare services prior to experiencing the service delivery.

Mass generation and delivery of services is very difficult. This can be seen as a
problem of inconsistent service quality. Both inputs and outputs to the processes
involved providing services are highly variable, as are the relationships between these
processes, making it difficult to maintain consistent service quality. For many services
there is labor intensity as services usually involve considerable human activity, rather
than a precisely determined process; exceptions include utilities. Human resource
management is important. The human factor is often the key success factor in service
economies. It is difficult to achieve economies of scale or gain dominant market share.
There are demand fluctuations and it can be difficult to forecast demand. Demand can
vary by season, time of day, business cycle, etc. There is consumer involvement as
most service provision requires a high degree of interaction between service consumer
and service provider. There is a customer-based relationship based on creating long-
term business relationships. Accountants, attorneys, and financial advisers maintain
long-term relationships with their clients for decades. These repeat consumers refer
friends and family, helping to create a client-based relationship.

Retail
Retail is the sale of goods and services from individuals or businesses to the end-user.
Retailers are part of an integrated system called the supply chain. A retailer purchases
goods or products in large quantities from manufacturers directly or through a
wholesale, and then sells smaller quantities to the consumer for a profit. Retailing can
be done in either fixed locations like stores or markets, door-to-door or by delivery. In
the 2000s, an increasing amount of retailing is done using online websites, electronic
payment, and then delivered via a courier or via other services.

Retailing includes subordinated services, such as delivery. The term "retailer" is also
applied where a service provider services the needs of a large number of individuals,
such as for the public. Shops may be on residential streets, streets with few or no
houses or in a shopping mall. Shopping streets may be for pedestrians only.
Sometimes a shopping street has a partial or full roof to protect customers from
precipitation. Online retailing, a type of electronic commerce used for business-to-
consumer (B2C) transactions and mail order, are forms of non-shop retailing.

Shopping generally refers to the act of buying products. Sometimes this is done to
obtain necessities such as food and clothing; sometimes it is done as a recreational
activity. Recreational shopping often involves window shopping (just looking, not
buying) and browsing and does not always result in a purchase.

Country % of Retail Stores Facing Competition

India 38%
Kazakhstan 44%
Bulgaria 46%
Azerbaijan 48%
Uzbekistan 58%
Armenia 58%
Georgia 59%
Kyrgyzstan 59%
Russia 62%
Belarus 64%
Croatia 68%
Romania 68%
Ukraine 72%
Turkey 73%

Serbia 74%
Tajikistan 74%
Slovenia 77%
Latvia 78%
Bosnia and Herzegovina 79%
Moldova 79%
Czech Republic 80%
Slovakia 80%
Poland 83%
Hungary 87%
Estonia 88%
Lithuania 88%
Macedonia 88%
Albania
89%

Brand management

Brand management is a communication function in marketing that includes analysis
and planning on how that brand is positioned in the market. Developing a good
relationship with the target market is essential for brand management. Tangible
elements of brand management include the product itself; look, price, the packaging,
etc. The intangible elements are the experience that the consumer takes away from
the brand, and also the relationship that they have with that brand. A brand manager
would oversee all of these things.
The origin of branding can be traced to ancient times, when specialists often put
individual trademarks on hand-crafted goods. The branding of farm animals in Egypt
in 2700 BC to avoid theft may be considered the earliest form of branding, as in its
literal sense. As somewhat more than half of companies older than 200 years old are
in Japan, (see: List of oldest companies), many Japanese businesses' "mon" or seal is an
East Asian form of brand or trademark. In the West, Staffelter Hof dates to 862 or
earlier and still produces wine under its name today. By 1266, English bakers were
required by law to put a specific symbol on each product they sold. Branding became
more widely used in the 19th century, through the industrial revolution and the
development of new professional fields like marketing, manufacturing and business
management. Branding is a way of differentiating product from mere commodities,
and therefore usage of branding expanded with each advance in transportation,
communication, and trade.

The modern discipline of brand management is considered to have been started by a
famous memo at Procter & Gamble by Neil H. McElroy.

Inter brand's 2012 top-10 global brands are Coca-Cola, Apple, IBM, Google, Microsoft,
GE, McDonald's, Intel, Samsung, and Toyota. The split between commodities/food
services and technology is not a matter of chance: both industrial sectors rely heavily
on sales to the individual consumer who must be able to rely on cleanliness/quality or
reliability/value, respectively. For this reason, industries such as agricultural (which
sells to other companies in the food sector), student loans (which have a relationship
with universities/schools rather than the individual loan-taker), and electricity (which
is generally a controlled monopoly) have less prominent and less recognized branding.
Brand value, moreover, is not simply a fuzzy feeling of "consumer appeal," but an
actual quantitative value of good will under Generally Accepted Accounting Principles.
Companies will rigorously defend their brand name, including prosecution of
trademark infringement. Occasionally trademarks may differ across countries.

Among the most highly visible and recognizable brands is the red Coca-Cola can.
Despite numerous blind tests indicating that Coke's flavor is not preferred, Coca-Cola
continues to enjoy a dominant share of the cola market. Coca-Cola's history is so
replete with uncertainty that a folklore has sprung up around the brand, including the
(refuted) myth that Coca-Cola invented the red-dressed Santa-Claus which is used to
gain market entry in less capitalistic regions in the world such as the former Soviet
Union and China, and such brand-management stories as "Coca-Cola's first entry into
the Chinese market resulted in their brand being translated as 'bite the wax tadpole').
Brand management science is replete with such stories, including the Chevrolet 'Nova'
or "it doesn't go" in Spanish, and proper cultural translation is useful to countries
entering new markets.

Modern brand management also intersects with legal issues such as 'generalization of
trademark.' The 'Xerox' Company continues to fight heavily in media whenever a
reporter or other writer uses 'xerox' as simply a synonym for 'photocopy.' Should
usage of 'xerox' be accepted as the standard English term for 'photocopy,' then Xerox's
competitors could successfully argue in court that they are permitted to create 'xerox'
machines as well. Yet, in a sense, reaching this stage of market domination is itself a
triumph of brand management, in that becoming so dominant typically involves
strong profit.

Brand Licensing
Brand licensing is a well-established business, both in the area of patents and
trademarks. Trademark licensing has a rich history in American business, largely
beginning with the rise of mass entertainment such as the movies, comics and later
television. Mickey Mouse's popularity in the 1930s and 1940s resulted in an explosion
of toys, books, and consumer products with the lovable rodent's likeness on them,
none of which were manufactured by the Walt Disney Company.

This process accelerated as movies and later television became a staple of American
business. The rise of brand licensing did not begin until much later, when
corporations found that consumers would actually pay money for products with the
logos of their favorite brands on them. McDonalds play food, Burger King T-shirts and
even ghastly Good Humor Halloween costumes became commonplace. Brand
extensions later made the brand licensing marketplace much more lucrative, as
companies realized they could make real dollars renting out their equity to
manufacturers. Instead of spending untold millions to create a new brand, companies
were willing to pay a royalty on net sales of their products to rent the product of an
established brand name. Armor All auto vacuums, Breyers yogurt, TGI Friday's frozen
appetizers, and Lucite nail polish are only a handful of the products carrying well-
known brand names which are made under license by companies unrelated to the
companies who own the brand.

Account based marketing

Account-based marketing has grown since the mid-1990s as a demonstration of the
trend away from mass marketing towards more targeted approaches. It parallels the
movement in business-to-consumer marketing away from mass marketing where
organisations try to sell individual products to as many new prospects as possible to
1:1 marketing where they concentrate on selling as many products as possible to one
customer at a time.

While business marketing is typically organised by industry, product/solution or
channel (direct/social/PR), account-based marketing brings all of these together to
focus on individual accounts

Ethics
Market research is the collection and analysis of information about consumers,
competitors and the effectiveness of marketing programs.With market research,
businesses can make decisions based on how the responses of the market, leading to a
better understanding of how the business has to adapt to the changing market. It is
used to establish which portion of the population will or does purchase a product,
based on age, gender, location, income level, and many other variables. This research
allows companies to learn more about past, current, and potential customers,
including their specific likes and dislikes.

Ethical danger points in market research include:

Invasion of privacy..
Stereotyping.
People affected by unethical market research:

Public
Respondents
Client
Researcher
Approaches to privacy can, broadly, be divided into two categories: free market, and
consumer protection. In a free market approach, commercial entities are largely
allowed to do what they wish, with the expectation that consumers will choose to do
business with corporations that respect their privacy to a desired degree. If some
companies are not sufficiently respectful of privacy, they will lose market share. In a
consumer protection approach, in contrast, it is claimed that individuals may not have
the time or knowledge to make informed choices, or may not have reasonable
alternatives available. Stereotyping occurs because any analysis of real populations
needs to make approximations and place individuals into groups. However if
conducted irresponsibly, stereotyping can lead to a variety of ethically undesirable
results. In the American Marketing Association Statement of Ethics, stereotyping is
countered by the obligation to show respect ("acknowledge the basic human dignity of
all stakeholders").

Market audience
Ethical danger points include:

Excluding potential customers from the market: selective marketing is used to
discourage demand from undesirable market sectors or disenfranchise them
altogether.
Targeting the vulnerable (e.g. children, the elderly).
Examples of unethical market exclusion or selective marketing are past industry
attitudes to the gay, ethnic minority and obese ("plus-size") markets. Contrary to the
popular myth that ethics and profits do not mix, the tapping of these markets has
proved highly profitable. For example, 20% of US clothing sales are now plus-size.
Another example is the selective marketing of health care, so that unprofitable sectors
(i.e. the elderly) will not attempt to take benefits to which they are entitled. A further
example of market exclusion is the pharmaceutical industry's exclusion of developing
countries from AIDS drugs.

Examples of marketing which unethically targets the elderly include: living trusts, time
share fraud, mass marketing fraud and others. The elderly hold a disproportionate
amount of the world's wealth and are therefore the target of financial exploitation.

In the case of children, the main products are unhealthy food, fashionware and
entertainment goods. Children are a lucrative market: "...children 12 and under spend
more than $11 billion of their own money and influence family spending decisions
worth another $165 billion", but are not capable of resisting or understanding
marketing tactics at younger ages ("children don't understand persuasive intent until
they are eight or nine years old"). At older ages competitive feelings towards other
children are stronger than financial sense. The practice of extending children's
marketing from television to the schoolground is also controversial (see marketing in
schools). The following is a select list of online articles:

Sharon Beder, Marketing to Children (University of Wollongong, 1998).
Miriam H. Zoll, Psychologists Challenge Ethics of Marketing to Children, (2000).
Donnell Alexander and Aliza Dichter, Ads and Kids: How young is too young?
Rebecca Clay, Advertising to children: Is it ethical? (Monitor on Psychology, Volume
31, No. 8 September 2000), American Psychological Association
Media Awareness Network. How marketers target kids.
Other vulnerable audiences include emerging markets in developing countries, where
the public may not be sufficiently aware of skilled marketing ploys transferred from
developed countries, and where, conversely, marketers may not be aware how
excessively powerful their tactics may be. See Nestle infant milk formula scandal.
Another vulnerable group are mentally unstable consumers. The definition of
vulnerability is also problematic: for example, when should indebtedness be seen as a
vulnerability and when should "cheap" loan providers be seen as loan sharks,
unethically exploiting the economically disadvantaged?

Effectiveness
Dimensions of marketing effectiveness
Corporate : Each company operates within different bounds. These are determined by
their size, their budget and their ability to make organizs act in similar ways leading
to the need to segment them. Based on these segments, they make choices based on
how they value the attributes of a product and the brand, in return for price paid for
the product. Consumers build brand value through information. Information is
received through many sources, such as, advertising, word-of-mouth and in the
(distribution) channel often characterized with the purchase funnel, a McKinsey &
Company concept. Lastly, consumers consume and make purchase decisions in certain
ways.
Exogenous Factors: There are many factors outside of our immediate control that can
impact the effectiveness of our marketing activities. These can include the weather,
interest rates, government regulations and many others. Understanding the impact
these factors can have on our consumers can help us to design programs that can
take advantage of these factors or mitigate the risk of these factors if they take place
in the middle of our marketing campaigns.
Factors driving marketing effectiveness
Marketing Strategy : Improving marketing effectiveness can be achieved by employing
a superior marketing strategy. By positioning the product or brand correctly, the
product/brand will be more successful in the market than competitors
products/brands. Even with the best strategy, marketers must execute their programs
properly to achieve extraordinary results.
Marketing Creative : Even without a change in strategy, better creative can improve
results. Without a change in strategy, AFLAC was able to achieve stunning results
with its introduction of the Duck (AFLAC) campaign. With the introduction of this
new creative concept, the company growth rate soared from 12% prior to the
campaign to 28% following it. (See references below, Bang)
Marketing Execution : By improving how marketers go to market, they can achieve
significantly greater results without changing their strategy or their creative execution.
At the marketing mix level, marketers can improve their execution by making small
changes in any or all of the 4-Ps (Product, Price, Place and Promotion) (Marketing)
without making changes to the strategic position or the creative execution marketers
can improve their effectiveness and deliver increased revenue. At the program level
marketers can improve their effectiveness by managing and executing each of their
marketing campaigns better. It's commonly known that consistency of a Marketing
Creative strategy across various media (e.g. TV, Radio, Print and Online), not just
within each individual media message, can amplify and enhance impact of the overall
marketing campaign effort. Additional examples would be improving direct mail
through a better call-to-action or editing web site content to improve its organic
search results, marketers can improve their marketing effectiveness for each type of
program. A growing area of interest within (Marketing Strategy) and Execution are
the more recent interaction dynamics of traditional marketing (e.g. TV or Events) with
online consumer activity (e.g. Social Media). (See references below, Brand Ecosystems)
Not only direct product experience, but also any stimulus provided by traditional
marketing, can become a catalyst for a consumer brand "groundswell" online as
outlined in the book Groundswell.
Marketing Infrastructure (also known as Marketing Management) : Improving the
business of marketing can lead to significant gains for the company. Management of
agencies, budgeting, motivation and coordination of marketing activities can lead to
improved competitiveness and improved results. The overall accountability for brand
leadership and business results is often reflected in an organization under a title
within a (Brand management) department.
Exogenous Factors : Generally out of the control of marketers, external or exogenous
factors also influence how marketers can improve their results. Taking advantage of
seasonality, interests or the regulatory environment can help marketers improve their
marketing effectiveness.

Research
Marketing research is "the process or set of processes that links the consumers,
customers, and end users to the marketer through information information used
to identify and define marketing opportunities and problems; generate, refine, and
evaluate marketing actions; monitor marketing performance; and improve
understanding of marketing as a process. Marketing research specifies the information
required to address these issues, designs the method for collecting information,
manages and implements the data collection process, analyzes the results, and
communicates the findings and their implications.

Segmentation
Geographic Segmentation
Marketers can segment according to geographic criterianations, states, regions,
countries, languages, cities, neighborhoods, or postal codes. The geo-cluster approach
combines demographic data with geographic data to create a more accurate or
specific profile. With respect to region, in rainy regions merchants can sell things like
raincoats, umbrellas and gumboots. In hot regions, one can sell summer clothing. A
small business commodity store may target only customers from the local
neighborhood, while a larger department store can target its marketing towards
several neighborhoods in a larger city or area, while ignoring customers in other
continents. Geographic Segmentation is important and may be considered the first
step to international marketing, followed by demographic and psychographic
segmentation. The use of national boarders is the institutional use of geographic
segmentation, although geographic segments may be classified by identified geological
regions.

Demographic Segmentation
Segmentation according to demography is based on variables such as age, gender,
occupation and education level or according to perceived benefits which a
product/service may provide. Benefits may be perceived differently depending on a
consumer's stage in the life cycle. Demographic segmentation divides markets into
different life stage groups and allows for messages to be tailored accordingly.

Behavioral Segmentation
Behavioral segmentation divides consumers into groups according to their knowledge
of, attitude towards, usage rate or response to a product There is an extra
connectivity with all other market related sources.

Psychographic Segmentation
Psychographic segmentation, which is sometimes called Lifestyle. This is measured by
studying the activities, interests, and opinions (AIOs) of customers. It considers how
people spend their leisure, and which external influences they are most responsive to
and influenced by. Psychographic is highly important to segmentation, because it
identifies the personal activities and targeted lifestyle the target subject endures, or
the image they are attempting to project. Mass Media has a predominant influence
and effect on Psychographic segmentation. Lifestyle products may pertain to high
involvement products and purchase decisions, to speciality or luxury products and
purchase decisions. Lifestyle segmentation reflects on how the target subject identifies
themselves, or how they desire to identify themselves in society. By identifying and
understanding consumer lifestyle, businesses can develop promotional mixes and
product lines, which tailor to their needs.

Segmentation according to occasions relies on the special needs and desires of
consumers on various occasions - for example, for products for use in relation with a
certain holiday. Products such as decorations or lamps are marketed almost exclusively
in the time leading up to the related event, and will not generally be available all year
round. Another type of occasional market segments are people preparing for a
wedding or a funeral, occasions which only occur a few times in a person's lifetime,
but which happen so often in a large population that ongoing general demand makes
for a worthwhile market segment.

Segmentation by benefits
Segmentation can take place according to benefits sought by the consumer.

Cultural Segmentation
Cultural Segmentation is used to classify markets according to cultural origin.
Culture is a strong dimension of consumer behaviour and is used to enhance
customer insight and as a component of predictive models. Cultural segmentation
enables appropriate communications to be crafted to particular cultural communities,
which is important for message engagement in a wide range of organisations,
including businesses, government and community groups. Cultural Segmentation can
be applied to existing customer data to measure market penetration in key cultural
segments by product, brand, channel as well as traditional measures of recency,
frequency and monetary value. These benchmarks form an important evidence-base to
guide strategic direction and tactical campaign activity, allowing engagement trends to
be monitored over time.

Cultural Segmentation can also be mapped according to state, region, suburb and
neighbourhood. This provides a geographical market view of population proportions
and may be of benefit in selecting appropriately located premises, determining
territory boundaries and local marketing activities.

Census data is a valuable source of cultural data but cannot meaningfully be applied
to individuals. Name analysis (onomastics) is the most reliable and efficient means of
describing the cultural origin of individuals. The accuracy of using name analysis as a
surrogate for cultural background in Australia is 80-85%, after allowing for female
name changes due to marriage, social/political reasons or colonial influence. The
extent of name data coverage means a user will code a minimum of 99 percent of
individuals with their most likely ancestral origin.

Multi-Variable Account Segmentation
In Sales Territory Management, using more than one criterion to characterize the
organizations accounts, such as segmenting sales accounts by government, business,
customer, etc. and account size/duration, in effort to increase time efficiency and sales
volume.

Using segmentation in customer retention
The basic approach to retention-based segmentation is that a company tags each of its
active customers with three values:

Is this customer at high risk of canceling the company's service?
One of the most common indicators of high-risk customers is a drop off in usage of
the company's service. For example, in the credit card industry this could be signaled
through a customer's decline in spending on his or her card.

Is this customer worth retaining?
This determination boils down to whether the post-retention profit generated from
the customer is predicted to be greater than the cost incurred to retain the customer.

What retention tactics should be used to retain this customer?
For customers who are deemed worthy of saving, it is essential for the company to
know which save tactics are most likely to be successful. Tactics commonly used range
from providing special customer discounts to sending customers communications that
reinforce the value proposition of the given service.

Price discrimination
Main article: Price discrimination
Where a monopoly exists, the price of a product is likely to be higher than in a
competitive market and the price can be increased further if the market can be
segmented with different prices charged to different segments charging higher prices
to those segments willing and able to pay more and charging less to those whose
demand is price elastic. The price discriminator might need to create rate fences that
will prevent members of a higher price segment from purchasing at the prices
available to members of a lower price segment. This behavior is rational on the part
of the monopolist, but is often seen by competition authorities as an abuse of a
monopoly position, whether or not the monopoly itself is sanctioned. Areas in which
this price discrimination is seen range from transportation to pharmaceuticals. Price
discrimination may be considered price-fixing under the control of an oligopoly or
consortium in certain circumstances of deregulation and leisure.

Algorithms and approaches
Any existing discrete variable is a segmentation - this is called "a priori" segmentation,
as opposed to "post-hoc" segmentation resulting from a research project
commissioned to collect data on many customer attributes. Customers can be
segmented by gender ('Male' or 'Female') or attitudes ('progressive' or 'conservative'),
but also by discretized numeric variables, such as by age ("<30" or ">=30") or income
("The 99% (AGI<US $300,000)" vs "The 1% (AGI >= US $300,000)").

Common statistical techniques for segmentation analysis include:

Clustering algorithms such as K-means or other Cluster analysis
Statistical mixture models such as Latent Class Analysis
Ensemble approaches such as Random Forests

Strategy
Marketing strategies serve as the fundamental underpinning of marketing plans designed to
fill market needs and reach marketing objectives. Plans and objectives are generally tested
for measurable results. Commonly, marketing strategies are developed as multi-year plans,
with a tactical plan detailing specific actions to be accomplished in the current year. Time
horizons covered by the marketing plan vary by company, by industry, and by nation,
however, time horizons are becoming shorter as the speed of change in the environment
increases. Marketing strategies are dynamic and interactive. They are partially planned and
partially unplanned. See strategy dynamics. Marketing strategy needs to take a long term
view, and tools such as customer lifetime value models can be very powerful in helping to
simulate the effects of strategy on acquisition, revenue per customer and churn rate.

Marketing strategy involves careful and precise scanning of the internal and external
environments. Internal environmental factors include the marketing mix and marketing mix
modeling, plus performance analysis and strategic constraints. External environmental
factors include customer analysis, competitor analysis, target market analysis, as well as
evaluation of any elements of the technological, economic, cultural or political/legal
environment likely to impact success. A key component of marketing strategy is often to
keep marketing in line with a company's overarching mission statement.

Once a thorough environmental scan is complete, a strategic plan can be constructed to
identify business alternatives, establish challenging goals, determine the optimal marketing
mix to attain these goals, and detail implementation. A final step in developing a marketing
strategy is to create a plan to monitor progress and a set of contingencies if problems arise
in the implementation of the plan.

Marketing Mix Modeling is often used to help determine the optimal marketing budget and
how to allocate across the marketing mix to achieve these strategic goals. Moreover, such
models can help allocate spend across a portfolio of brands and manage brands to create
value.

Market activation
Marketing activation is the execution of the marketing mix as part of the marketing
process. The activation phase typically comes after the planning phase during which
managers plan their marketing activities and is followed by a feedback phase in which
results are evaluated with marketing analytics.

Depending on the business objective, two types of marketing activation can be used as
part of a marketing strategy.

Brand activation, sometimes called brand engagement which focuses on building a
longer term emotional connection between the brand and the customer.
Activation based on direct-response marketing will focus on generating immediate
sales transactions.

Management
Marketing management is a business discipline which focuses on the practical
application of marketing techniques and the management of a firm's marketing
resources and activities. Globalization has led firms to market beyond the borders of
their home countries, making international marketing highly significant and an
integral part of a firm's marketing strategy. Marketing managers are often responsible
for influencing the level, timing, and composition of customer demand accepted
definition of the term. In part, this is because the role of a marketing manager can
vary significantly based on a business's size, corporate culture, and industry context.
For example, in a large consumer products company, the marketing manager may act
as the overall general manager of his or her assigned product. To create an effective,
cost-efficient marketing management strategy, firms must possess a detailed, objective
understanding of their own business and the market in which they operate. In
analyzing these issues, the discipline of marketing management often overlaps with
the related discipline of strategic planning.

Marketing operation
Marketing operations is a relatively new discipline within the corporate marketing
function. Its existence was recognized by research and advisory firms IDC &
SiriusDecisions. Early adopters were high tech companies such as Cisco Systems,
Symantec, and Adobe. Today, hundreds of companies across a variety of industries
staff a Marketing Operations role within the Corporate Marketing function.

The scope of responsibilities varies across Marketing Operations teams and so,
therefore, does the definition. Here are definitions of the discipline. Examples include:

IDC: The purpose of the Marketing Operations function is both to increase marketing
efficiency and to build a foundation for excellence by reinforcing marketing with
processes, technology, metrics, and best practices. Marketing operations enables an
organization to run the marketing function as a fully accountable business. Marketing
operations is about performance, financial management, strategic planning, marketing
resource, and skills assessment and management.
SiriusDecisions: Marketing operations is responsible for the capture and dissemination
of marketing information to the enterprise, be it performance metrics, data or
strategy/planning and initiatives and budgets, as well as the systems and processes
that help generate this information in a systematic, predictable fashion. It drives both
visibility into and productivity for the marketing organization, which in turn
benefits the functions that work with marketing on a regular basis.
MarketingProfs: 5Ts = Total Strategy, Techniques and Processes, Tracking and
Predictive Modeling, Technology, Talent.
Typically, Marketing Operations is the function responsible for marketing performance
measurement, strategic planning and budgeting, process development, professional
development, and marketing systems and data. This work either connects closely to, or
includes, demand generation. It also involves the alignment of Marketing with Sales,
Business Units, and Finance. Marketing Operational professionals are not classical
marketers. Instead of coming from PR or branding backgrounds, they typically come
from Finance, IT, Sales Operations and other analytical or process-oriented roles.

Social marketing
Social marketing seeks to develop and integrate marketing concepts with other
approaches to influence behaviors that benefit individuals and communities for the
greater social good. It seeks to integrate research, best practice, theory, audience and
partnership insight, to inform the delivery of competition sensitive and segmented
social change programs that are effective, efficient, equitable and sustainable.

Although "social marketing" is sometimes seen only as using standard commercial
marketing practices to achieve non-commercial goals, this is an oversimplification. The
primary aim of social marketing is "social good", while in "commercial marketing" the
aim is primarily "financial". This does not mean that commercial marketers can not
contribute to achievement of social good.

Increasingly, social marketing is being described as having "two parents"a "social
parent", including social science and social policy approaches, and a "marketing
parent", including commercial and public sector marketing approaches.

Marketing operation

A corporate identity is the overall image of a corporation or firm or business in the
minds of diverse publics, such as customers and investors and employees. It is a
primary task of the corporate communications department to maintain and build this
identity to accord with and facilitate the attainment of business objectives. It is usually
visibly manifested by way of branding and the use of trademarks.

Corporate identity comes into being when there is a common ownership of an
organizational philosophy that is manifest in a distinct corporate culture. At its most
profound, the public feel that they have ownership of the philosophy. Corporate
identity helps organizations to answer questions like who are we? and where are we
going? Corporate identity also allows consumers to denote their sense of belonging
with particular human aggregates or groups.

In general, this amounts to a corporate title, logo (logotype and/or logogram) and
supporting devices commonly assembled within a set of guidelines. These guidelines
govern how the identity is applied and confirm approved colour palettes, typefaces,
page layouts and other such.

Digital marketing
Digital marketing is marketing that makes use of electronic devices (computers) such
as personal computers, smartphones, cell phones, tablets and game consoles to engage
with stakeholders. Digital marketing applies technologies or platforms such as
websites, e-mail, apps (classic and mobile) and social networks. Social Media
Marketing is a component of digital marketing. Many organizations use a combination
of traditional and digital marketing channels

Sales Promotion in FMCG

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Sales Promotion in FMCG

Uploaded by

Copyright:

Available Formats

Sales Promotion

In Fast moving Consumer Goods

You might also like