Chapter III FAST MOVING CONSUMER GOODS. pg. 42

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1 Chapter III FAST MOVING CONSUMER GOODS pg. 42

2 Fast Moving Consumer Goods (FMCG) - alternatively known as consumer packaged goods (CPG) are are the products that are sold rapidly and at rather low price. Though per unit profit made on FMCG products is relatively small, they generally sell in large volumes, so the aggregate profit on such products can be hefty. Examples of Fast Moving Consumer Goods generally include a wide range of frequently used consumer products such as toiletries, soap, cosmetics, dental care products, home cleaning products, shaving products and detergents, as well as non-durable goods such as glassware, light bulbs, batteries, paper products plastic goods, coffee, tea, detergents, tobacco and cigarettes, soaps to name a few. The big names in this sector include Godrej, Nestle, Reckitt Benckiser, Unilever, Procter & Gamble, Coca-Cola, Pepsi, Dabur, Wipro and others. FMCG industry provides a wide range of consumables and accordingly the amount of money exchanged against FMCG products is also very voluminous. The competition among FMCG companies is also growing stiffer and as a result of this, FMCG companies are investing huge amount of money to gain market share. The Indian FMCG sector is the fourth largest sector in the economy and creates employment for three million people in downstream activities. Within the FMCG sector, the food processing industry segment accounted for 6.3 per cent of GDP and for 13 per cent of the country's exports. A distinct feature of the FMCG industry is the presence of most global players through their subsidiaries (HLL, P&G, Nestle), which ensures new product launches in the Indian market from the parent's portfolio; and is characterised by a well established distribution network, stiff competition between the organised and unorganised segments and low operational cost. Easy availability of basic inputs, cheaper labour and presence across the entire value chain gives India a competitive advantage in FMCG sector. India s FMCG sector was valued at INR 60,000 crores in 2004 after a growth of 4% during It was around Rs 56,500 crores in 2005 and Rs 96,100 crores in Some of the virtues of FMCG industry, which made this industry as a prospective one include, strong distribution networks and presence of renowned FMCG companies. Population growth is another reason which is responsible behind the success of this industry According to a report by the Federation of Indian Chambers of Commerce and Industry (FICCI), several FMCG registered double-digit growth in value terms, for example, shaving cream (20%), deodorant (40%), branded coconut oil pg. 43

3 (10%), anti-dandruff shampoos (15%), hair dyes (25%) and cleaners and repellents (20%). The FMCG market is set to touch $33.4 billion in Penetration level as well as per capita consumption in most product categories like jams, dental care products, skin care, hair care etc in India is low indicating the untapped market potential. Rapidly increasing Indian population, particularly the urban middle class and the rural segments, presents a prospective opportunity to marketers of branded FMCG to convert consumers from non-branded to branded products. Growth is also expected to come from consumer 'upgrading' in the matured product categories. With 200 million people shifting to processed and packaged food by 2015, India needs around $28 billion of investment in the food-processing industry. With the presence of 12.2% of the world population in the rural parts of India, the Indian rural section of FMCG market is something no one can overlook. Increased attention on farm sector has given boost to rural incomes, hence providing better development prospects to the FMCG companies. Better infrastructure facilities have also improved their supply chain. Because of the low per capita consumption for almost all the products in the country, FMCG companies have enormous growth possibilities. And if the companies are able to transform the mindset of the consumers, i.e. if they are able to convert the consumers of non branded products to branded products and offer new generation of products, they would be able to register higher profit in the near future. Our country has a varied agro-climatic condition which enables to offer extended raw material base suitable for many FMCG sub sections like food processing industries etc. India is the one of the main producer of cattle, diary products, sugarcane, coconut, spices and cashew and is the second largest producer of rice, wheat and fruits & vegetables. Similarly, India has a plentiful supply of caustic soda and soda ash, the basic input required in the production of soaps and detergents, which enables the household segment of the industry to shine and grow. The ease of access of these raw materials gives India the locational advantage. Also, spurt in the urban population, along with an increase in income level of growing middle class and the availability of new product categories, would help the urban areas maintain their lead position in terms of consumption. At present, urban India consumers accounts for 66% of total FMCG consumption, with rural consumers of India accounting for the remaining 34%. pg. 44

4 However, rural market 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, dental care, child care, household care and feminine hygiene, will keep growing at fairly attractive rates. Within the foods and beverages segment, it is expected that processed foods, fruit drinks, bakery, and dairy are long-term growth categories in both rural and urban areas. 3.1 MAJOR SEGMENTS OF THE FMCG INDUSTRY: Household Care The detergents segment is growing at an annual growth rate of 10 to 11 per cent since The local and unorganized players account for a major share of the total volume of the detergent market. Bars against detergents remain the first choice in urban. Household care segment is characterized by cut throat competition and high level of penetration. Rapid urbanization and emergence of small pack size and sachets has further given boost to the demand for the household care products. In washing machine powder segment, HUL is the leader with per cent of market share. Other major players in this segment include Nirma, Henkel and Proctor & Gamble. Personal Care Personal care segment includes personal wash products, hair care products, dental care products, cosmetics etc. Skin care and cosmetics market in India is valued at $276 ( ) million and is dominated by HUL, Colgate Palmolive, P&G, Dabur and Godrej. The coconut hair oil market accounts for 72 per cent share in the hair oil market. The hair care market can be broken down into hair oils, shampoos, hair dyes & conditioners, and hair gels. In the branded coconut hair oil market, Marico (with Parachute) and Dabur are the prominent players. Sachet constitute up to 40 per cent of the total shampoo sale. Again the market leader is HUL with around ~47 per cent market share; P&G occupies second position with market share of around ~23 per cent. pg. 45

5 Personal wash products can be further classified into three segments namely Premium, Economy and Popular. Here also, HUL is the market leader with market share of ~53 per cent; Godrej occupies second position with market share of ~10 per cent. Bulging disposable incomes of the Indian consumers spurt in rural demand and moving upward to the premium products are the key drivers for future demand growth in major FMCG product categories. The skin care market is at a growth stage in India. With the improvement in life styles, rise in disposable incomes, larger product choice and availability, people are becoming more vigilant about personal grooming. According to data, the major players in skin care segment are Hindustan Unilever as market leader with a market share of ~54 per cent, followed by CavinKare with a market share of ~12 per cent and Godrej with a market share of ~3 per cent. The oral care market can be segmented into toothpaste - 60 per cent; toothpowder - 23 per cent; and toothbrushes - 17 per cent. Colgate-Palmolive is the market leader with market share of ~49 per cent, while HUL occupies second position with market share of ~30 per cent. In toothpowders segment, Colgate and Dabur are the prominent players. Food and Beverages This segment comprises of the food processing industry, health drink industry, bread and biscuits, chocolates & confectionery, Mineral Water and ice creams. The three largest consumed categories of packaged foods are packed tea, biscuits and soft drinks. Tea dominates Indian hot beverage market. Unorganized players occupy the lion share in tea market. Leading branded tea players in India are Hindustan Uniliver and Tata Tea. Major players in food processing segment are HUL, ITC, Godrej, and Nestle. 3.2 INDIAN COMPETITIVENESS AND COMPARISON WITH THE WORLD MARKETS: The following factors make India a competitive player in FMCG sector: pg. 46

6 3.2.1 Availability of raw materials: Because of the diverse agro-climatic conditions prevalent in India, there is a large raw material base suitable for growth of food processing industries. India is the largest producer of cattle, diary products, sugarcane, coconut, spices and cashew. India is the second largest producer of rice, wheat and fruits & vegetables. India also produces caustic soda and soda ash, which are raw material for the production of soaps and detergents. The easy and cheap availability of these basic raw materials gives India the location advantage Labour cost comparison: Cheap labour gives India a competitive advantage in the world market. India's labour cost is amongst the lowest in the international market, after China & Indonesia. Low labour costs give the advantage of low cost of production. Many multi national companies have established their plants in India to outsource goods for domestic and export markets Presence across value chain: Indian companies are present across the value chain of FMCG sector, right from the supply of raw materials to delivery of packaged goods in the food-processing sector. This gives India a more cost competitive advantage. For example, Amul and Mother Diary supplies milk as well as dairy products like cheese, butter, ice-creams etc. 3.3 THE FUTURE OF FMCG: Fast moving consumer goods will become Rs 400,000-crore industry by A Booz & Company study finds out the trends that will shape its future. Considering this, the anti-ageing skincare category grew five times between 2007 and It s today the fastest-growing segment in the skincare market. Olay, Procter & Gamble s premium anti-ageing skincare brand, captured more than 20 per cent of the market share within a year of its launch in 2007 and today dominates it with 37 per cent share. It was difficult to think of ready acceptance for anti-ageing pg. 47

7 creams and lotions some ten years ago. For that matter, who could have the notion that Indian consumers would take oral hygiene so seriously? Mouth-rinsing seems to be picking up as a habit mouthwash penetration is growing at 35 per cent a year. More over, who could have thought rural consumers would purchaser shampoos? Rural penetration of shampoos increased to 46 per cent in year Consumption patterns have evolved rapidly in the last five to ten years. Consumer is looking for products with better functionality, quality, value, and so on. His needs are fast getting replaced with what his wants. A new report by Confederation of Indian Industry (CII), called FMCG Roadmap to 2020: The Game Changers, spells out the major growth drivers for the Indian fast moving consumer goods (FMCG) industry in the past ten years and identifies the big trends and factors that will impact its future. It has been estimated that FMCG sector witnessed healthy year-on-year growth of approximately 11 per cent in the first decade of the current century, almost tripling in size from Rs 47,000 crore in to Rs 130,000 crore now (it accounts for 2.2 per cent of the country s GDP). Growth was even faster in the past eight years almost 17 per cent annually since It identifies healthy GDP growth, higher penetration in rural markets, higher income in rural areas, growing urbanization besides evolving consumer lifestyles and buying behaviours as the main drivers of future growth. 3.4 TOP TEN FMCG COMPANIES IN INDIA (for year ) 1. ITC 6. Proctor and Gamble India 2. Hindustan Uniliver 7. Colgate-Palmolive 3. Nestlé India 8. GlaxoSmithKline Consumer Healthcare 4. Dabur 9. Marico Industries 5. Godrej Consumer Products 10, Enami Some important trends that might alter the face of the Indian FMCG industry over the next decade are as follows: pg. 48

8 1. Accelerating premiumisation The rising income of Indian consumers has accelerated the trend towards premiumisation or uptrading. The trend can be observed notably in the top two income groups the wealthy with annual income exceeding Rs 10 lakhs, and the upper middle class with annual income ranging between Rs 5 lakhs and Rs 10 lakhs. The rich are willing to spend on premium products for their emotional value and exclusive feel, and their behaviour resembles consumers in developed world. They are well travelled and well-informed about various product options, and want to purchase goods which suit their style. The upper middle class wants to follow the rich and uptrade towards higher-priced products which offer greater exclusivity class experience compared to products for mass consumption. While these two income groups account for only three per cent of the population, it is estimated that by 2020 their numbers will double to 7 per cent of the total population. It is expected that the number of rich will swell to approximately 30 million in 2020, which exceeds the total population of Sweden, Norway and Finland taken together. Similarly, it is estimated that the upper middle income group will be a population of about 70 million in 2020, which exceeds the population of the United Kingdom. Over the next ten years, these income groups will constitute large enough numbers to merit a dedicated strategy by FMCG companies. At present, there are FMCG companies that focused on selling primarily to the middle income segments. Often, there is no clear demarcation being offered. Players would do well to clearly separate their offerings for the upper and mid segments, and the two should be treated as separate businesses with a dedicated team and strategy for each. 2. Evolving categories: Categories are evolving at fast pace in the market for the middle and lower-income segments. With their improving economic status, these consumers are migrating from need- to want-based products. For example, consumers have upgraded from toothpowders to toothpastes and are now also demanding mouthwash within the same category. Also, consumers have started expecting customized products, exclusively tailored to their individual tastes and needs. The complexities within the product categories are growing considerably. Earlier a shampoo used to have two variants normal and anti-dandruff. Now, pg. 49

9 you have anti-dandruff shampoos for women, oily hair, men, and so on. Every thing is getting customized. The trend towards mass-customization of products will intensify with FMCG players profiling the buyer by demography, region, psychography, ethnic background and professional choices. Nish segmentation will intensify the need for highly customized market research so as to capture the specific needs of the consumer segment targeted, before the actual product design stage gets underway. The beauty products market will grow by 20 per cent per annum as result of the changing socio-economic status of consumers, especially working women. Middle-class women are now more mindful of their appearance and are willing to spend more on enhancing it. Products such as colour cosmetics (growing by 46 per cent) and sun care products (growing at 13 per cent) have latched on to this trend rapidly 3. Value at the bottom: It has been defined the bottom-of-the-pyramid BoP or below poverty line BPL consumers. With third of the world s poorest living in India and 68.7 percent Indians earning less than $2 per day, India is among the Lower middle Income group countries. (World Bank report, 2012) While the middle income class of Indian population is largely urban, already well-served and spirited, the BPL markets are largely rural based, poorly-served and uncompetitive. A lot of the basic needs of BPL consumers are yet unmet. This segment is being targeted primarily with lower-priced or striped down products, say, Rs 2 Parle-G. But increasingly this segment will need products that deliver more value say, Rs 5 product that serves as dinner and also delivers nutrition (vitamins, proteins etc). It is added that the rural BPL population is estimated to be about 78 per cent of the total BPL population. This segment is becoming a significant source of revenue by moving beyond the survival mode. As a result of increasing incomes, the growth of FMCG market in rural market at 18 per cent a year has surpassed that of the urban markets at 12 per cent. While the rural market constitutes only 34 per cent of the total FMCG market, given the existing growth rates, its contribution is expected to increase to per cent by It will require customised products at highly affordable prices with the potential of large volume supplies. Products such as fruit juices and sanitary pads which had no demand in the rural markets earlier have suddenly started establishing their existence. While most FMCG companies have succeeded in establishing sufficient access to their products in rural areas, the next wave of growth is expected pg. 50

10 to come from increasing category penetration, development of customized products and uptrading rural consumers towards higher-priced and better products. 3.5 INVESTING IN INDIA: India s market potential lures foreign multinationals. But local consumers and Indian companies have tripped many up. For foreign multinational companies, doing business in India can be gutting wrenching. Indian demanding consumers can be difficult to understand, and local rival companies can be surprisingly hard-hitting. After independence, for most of the time, India has shut out the external world, adhering to a socialist ideal of self-reliance. Policymakers were trying hard for the past two decades to attract capital and ignite growth. In 1991, the government radically discarded its socialist past and announced the economic policy of globalization and liberalization, and thus admitted foreign investors. The idea was to enlist foreign companies' aid to turn India into another Asian Tiger, where cheap labour, an English-speaking educated workforce, a vast new and growing middle class, and a democratic setup would create a wave of prosperity. Indian FMCG companies are also adopting green to retain their image in the market. The companies are involved in various activities to show their concern for environment as well as society. Companies like HUL, ITC started to produce Sustainability report of the companies to achieve benefit and to develop a positive brand image it is required that benefit should be visible to the consumer. Companies are trying different ways to get benefit from their green efforts. They are redefining their marketing mix by introduction of green products and processes. pg. 51

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