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1
Assignment
On
Industrial Analysis
(FMCG Sector)
Submitted to:
Submitted by:
Dr. Ipshita Bansal
Padmalini Singh(5984)
Faculty
Pallavi Joshi(5985)
WISDOM
Parul(5986)
Parul Jain(5987)
Parul Jharar(5988)
Parul Paliwal(5989)
Payal Chaudhary(5898)
Pinki(5990)
2
ACKNOWLEDGEMENT
We take this opportunity to express our heartiest thanks to our
mentor Dr Ipshita Bansal for assigning us such an interesting assignment
and for her support and guidance through out the period. It helped us a
great deal in brushing up our knowledge about the FMCG sector.
Last but not the least we are always indebted to our Dean Mr.
Siddharth Shastri who has always encouraged us in our endeavors and
shown confidence in us.
3
TABLE OF CONTENTS
Sr. No.
Particulars
Pg. No.
1
Introduction
4
2
Major Players of the Industry
5
3
SWOT Analysis
10
4
SPOT Analysis
11
5
Porter¶s Model
16
6
Issue Priority Matrix
19
7
TOWS Matrix
22
8
Societal Level Strategy of Major Players
27
9
Intellectual Property Rights
34
10
Fate Analysis
40
11
Conclusion
49
12
Bibliography
50
4
INTRODUCTION
Fast Moving Consumer Goods (FMCG), are products that have a quick

turnover, and relatively low cost. FMCG products, which are generally replaced less than once a

year (e.g. kitchen appliances).

Examples of FMCG generally includes a wide range of frequently purchased consumer

products such as toiletries, soap, cosmetics, teeth cleaning products, shaving products and

detergents, as well as other non-durables such as glassware, bulbs, batteries, paper

products and plastic goods. FMCG may also include pharmaceuticals, consumer

electronics, packaged food products and drinks, although these are often categorized

separately.

Examples of FMCGs are soft drinks, tissue paper, and chocolate bars. A subset of

FMCGs are Fast Moving Consumer Electronics which contain innovative electronic

products such as mobile phones, MP3 players, digital cameras, GPS Systems and Laptops

which are replaced more frequently than other electronic products. White goods in

FMCG refers to house hold electronic items such as Refrigerator, T.V, Music Systems

etc.
5
Major players in FMCG sector
THE TOP 10 COMPANIES IN FMCG SECTOR
S.
NO.
Companies
1.
Hindustan Unilever Ltd.
2.
ITC (Indian Tobacco Company)
3.
Nestlé India
4.
GCMMF (AMUL)
5.
Dabur India
6.
Asian Paints (India)
7.
Cadbury India
8.
Britannia Industries
9.
Procter & Gamble Hygiene and
Health Care
10.
Marico Industries
.India is one of the largest emerging markets in FMCG sector because of
 Large domestic market
 India ± an extravagant spender on consumer goods
 Demand-supply gap
 Rapid urbanization, increased literacy and rising per capita income
1.Hindustan Unilever Limited;-
Hindustan Unilever Limited, formerly known as Hindustan Lever Ltd is India's largest

FMCG company with sales of 10,000crores. Its parent company is Unilever, which holds

51.55% of the equity. It operates in seven business segments: Soaps and Detergents;
6
Personal Products; Beverages; Foods, including Culinary and Branded Staples; Ice
Creams; Exports, and Others, including Chemicals and Agri-Products. It has leadership in
Home & Personal care products and Food and Beverages.
2. ITC (Indian Tobacco Company):-

ITC was set up in 1910 by the name of 'Imperial Tobacco Company of India Limited'.

The company is now known as Indian Tobacco CompanyLt d.

ITC has its presence in Cigarettes, Hotels, Paperboards & Specialty Papers, Packaging,

Agri-Business, Packaged Foods & Confectionery, Information Technology, Branded

Apparel, Greeting Cards, Safety Matches and other FMCG products. ITC is a market

leader in the businesses of Cigarettes, Hotels, Paperboards, Packaging and Agri-Exports.

It is gaining its market share very rapidly in the businesses of Packaged Foods &

Confectionery, Branded Apparel and Greeting Cards & Stationery.

3.Nestlé India:-
Nestlé's relationship with India started in 1912. It started its trading with India as The

Nestlé Anglo-Swiss Condensed Milk Company (Export) Limited, importing and selling

finished products in the Indian market. Nestlé India is amongst India's 'Most Respected

Companies' and amongst the 'Top Wealth Creators of India'.

3. Britannia Industries Ltd:-
The Company is in the manufacturing and selling of biscuits, bread, rusk, cakes and
dairy products like cheese, butter and milk. The brand names of biscuits are:
y

Marie Gold
y

Treat
y

Maska Chaska
y

Good Day
y

Milk Bikis
y

Pure Magic
4.Gujarat Cooperative Milk Marketing Federation:-
Gujarat Cooperative Milk Marketing Federation (GCMMF) is the largest food product
7
marketing organization of India. It aims to provide good returns to the farmers and also to
fulfill the requirements of consumers by giving them quality products.

Amul was formed in 1946 by an apex co-operative organization,

Gujarat Cooperative Milk Marketing Federation. AMUL means "priceless" in Sanskrit.

Amul products are used by millions of people. Amul Butter, Amul Milk Powder, Amul

Ghee, Amulspray, Amul Cheese, Amul Chocolates, Amul Shrikhand, Amul Ice cream,

Nutramul, Amul Milk, and Amulya has made Amul one of the leading food brands in

India. Amul products are sold at reasonable prices.

5. Dabur India Ltd:-
Dabur India Ltd. is the fourth largest FMCG Company in India. Dabur deals in Health care and

Personal care products. Dabur India is divided into 2 major strategic business units:
y

Consumer Care Division

y

Consumer Health Division

6.Asian Paints India Ltd:-
Asian Paints was formed in 1942 in India. Asian Paints is dealing in marine and industrial

coatings, automobile OEMs and refinishes, wood finishes, finish coats and an ancillary

product in decorative paints. It manufactures and markets paints. Asian Paints is the

largest paint company in India and the third-largest company in Asia.

7.Cadbury India Limited:-
Cadbury entered India in 1948 by importing chocolates.Cadbury is into the business of

Chocolate Confectionary, Milk Food Drinks, and Candies.

Some of Cadbury's key brands are:

Chocolates
y

Cadbury Dairy Milk

y

5 Star
y

Perk
y

Éclairs
8
y

Celebrations
Milk food drinks
 Bournvita Candy
 Halls.
8.Britannia Industries Ltd:-
The Company is in the manufacturing and selling of biscuits, bread, rusk, cakes and dairy
products like cheese, butter and milk. The brand names of biscuits are:
y

Marie Gold
y

Treat
y

Maska Chaska
y

Good Day
y

Milk Bikis
y

Pure Magic
The Company's plants are located in Mumbai, Kolkata, Delhi, Chennai and
Uttarakhand.
9.Procter & Gamble;-
Procter & Gamble is a US-based company. Procter & Gamble is in the manufacturing of

personal care products, pet food and household cleaners.. The Procter & Gamble

Company (P&G) boasts boatloads of brands. It's divided into three global units: health

and well being, beauty, and household care. The company also makes pet food and water

filters and produces soap operas.

10.Marico Industries Ltd;-
Marico was incorporated in 1990 and operates in consumer products, aesthetics services

and global ayurvedic businesses. The company also markets food products and distributes

third party products. Some of leading brands of Marico include Parachute, Saffola,

Sweekar, Shanti Amla, Hair & Care, Revive, Mediker, Oil of Malabar and the Sil range
9
of processed foods. It has six factories, and sub-contract facilities for production.
Marico's Products and Services in Hair care, Skin Care and Healthy Foods Parachute
o

Saffola
o

Sweekar
o

Hair & Care

o

Nihar
o

Shanti
o

Mediker
o

Revive
o

Kaya
o

Sundari
o

Aromatic Fiancee
o

HairCode.
10
SWOT ANALYSIS
Strengths
1. Low operational cost.

2. Presence of established distribution

network in urban as well as rural areas.

3. Presence of well known brands.

Weakness
1. Low exports level.

2. µMe-too¶ products which legally

mimic the labels of established brands

narrow down the scope of fmcg products

in rural & semi-urban market.

Opportunities
1. Untapped rural market.

2. Rising income level of consumers.

3. Large domestic market- 1 billion

population.
4. Export potential.
5. High consumer good spending.
Threats
1. Removal of import restrictions

resulting in replacing of domestic brands.

2. Slowdown in rural demand.

3. Tax & regulatory structure.

11
SPOT ANALYSIS
OPPORTUNITIES:
1) Rising income levels, i.e. increase in purchasing power of consumers:
The net disposable income has grown at a CAGR of 11.6% between FY00-FY08. Certain

measures like the implementation of the sixth pay commission announced by the

government may further trigger the disposable income in FY09, which may result in select

consumers moving up the value chain. On account of a rise in the disposable income with

consumers, a direct demand will be felt on the consumption of FMCG goods. A

considerable part of the disposable income is spent on buying products and services.

According to ASSOCHAM estimates of 2007, almost 40% of total FMCG consumers

spend their total income on grocery while 8% is spent on personal care products, resulting

in a potential hike in the demand for these goods.

2) Untapped rural market:
With the presence of 12.2% of the world population in the villages of India, the Indian

rural FMCG market is something no one can overlook. Increased focus on farm sector

will boost rural incomes, hence providing better growth prospects to the FMCG

companies. Rural marketing has become the latest marketing mantra of most FMCG

majors. True, rural India is vast with unlimited opportunities. All waiting to be tapped by

FMCGs. Not surprising that the Indian FMCG sector is busy putting in place a parallel

rural marketing strategy. Among the FMCG majors, Hindustan Lever, Marico Industries,

Colgate-Palmolive and Britannia Industries are only a few of the FMCG majors who

have been gung-ho about rural marketing.

70% of the nation's population, that means rural India can bring in the much-needed

volumes and help FMCG companies to log in volume-driven growth. That should be

music to FMCGs who have already hit saturation points in urban India.
3)Higher employment generation:
Employment generation was triggered by a thrust in industrial activity, which led to
newer jobs in sectors like logistics, infrastructure, and other related activities. The format
12

of modern trade has also enabled more employment in India. Organised retail has

augured well for the FMCG sector which has thereby derived greater exposure leading to

more employment. Furthermore, organised retail has also created more job opportunities

without any gender bias for our teeming population. As per DIPP statistics, the food

processing industry reported the highest proposed employment numbers during the period

Aug 1991- Jun 2008, indicating a growth of 2.1% when compared to the previous

corresponding period. Similarly, the vegetable oil & vanaspati segment and soaps,

cosmetics and toiletries segment registered a growth of 3.4% and 3% respectively, during

the above mentioned period.

4) Large domestic market- a population of over one billion:
The Indian FMCG industry size was estimated to be around US$ 15 bn in 2007, as per

ASSOCHAM. Of this, close to US$ 8 bn was confined to the rural areas with US$ 4 bn in

the urban & metro area and almost US$ 3 bn in the semi-urban area. The large young

population of approximately 180 mn in the rural and semi-urban region is driving the

Indian FMCG industry, with the continuous rise in their disposable income, life style,

food habit etc, among others. The lifestyle of this section of the population is undergoing

a rapid change on the back of rising income levels.

According to ASSOCHAM, the market size of FMCG in the rural and semi-urban

segment is likely to jump up by 10% and 6% respectively by 2010. Currently, almost

52% of the rural market size is captured by FMCG products and is projected to reach

57% in the next three years. This size is further expected to grow by 10% in the next

three years.
5)Growing share of organised retail:
The modern trade format provides a wider visibility to the FMCG products. Organised

retail has led to a boom in consumption by generating wide spread employment

opportunities.
6) Presence across value chain
13

Indian FMCG firms have a presence across the entire value chain of the industry, from

raw material supply to final processed and packaged goods, both in the personal care

products and in the food processing sector. As a result firms located in India have become

more cost competitive.

7)High consumer goods spending:
Consumer expenditure on food, beverages and tobacco in India is forecasted to grow at

a CAGR of 12.2% during 2007 to 2011. Rising per capita income, increased literacy and

rapid urbanisation have caused rapid growth and change in demand patterns. The rising

aspiration levels, increase in spending power has led to a change in the consumption

pattern. Apart from the demand for basic goods, convenience and luxury goods are

growing at a fast pace too. The urban population between the ages of 15 to 34 years is

expected to increase from 107 m in 2001 to 138 m in 2011, an increase of 30%. This

would unleash a latent demand with more money and a new mindset. With growing

incomes at both the rural and the urban level, the market potential is expected to expand

further
THREATS
1)Entry of foreign players and imports resulting in replacing of domestic brands:-
A major threat for any Indian market player is a foreign player because they usually come

with strong potential of rapid growth. FDI is a major way of replacing domestic brands.

And FDI pattern in Indian fmcg industry can be seen as under:-

y

In CY08, FDI inflows in sectors like food processing; soaps, cosmetics &
toilet preparations and vegetable oils & vanaspati together registered a growth
of 41%.
y

The total FDI in the food processing industry underwent a growth of 15% in
CY07. This came on the back of a robust 38% growth in the previous year.
y

The pattern of FDI inflow witnessed a huge variation in between the years 2004-2007 in the soaps,

cosmetics and toiletries segment. From an almost 100% decline in CY06, the FDI inflow underwent

a sharp growth of more than four times in CY07.

14
y

The vegetable oils and vanaspati segment registered a robust rise of more than

two times in CY07 as against the previous year when it had recorded a more

than 50% decline.

Recently, the government announced a cut of 4% in excise duty to fight the slowdown and further

reduced excise duty to 8% from 10% . This announcement is likely to have a positive impact on the

industry.
2) Slowdown in rural demand:-

Although it is said that rural market is a golden opportunity in hand of fmcg sector.

But reality is that it is not growing on expected pace. It can be seen by some data, like

growth rate for the period February ¶06-07 was 1.0% while for February¶07-08 it was

-2.2%. and for the period feburary¶08-09 it was -6.1%, that shows slowdown in rural

market.
Along with growth rate fmcg sector is facing one more
threat in rural market, it is highly unorganized. Fast moving consumer goods (FMCG), which is
dominated by a handful of global players, India's Rs.460 billion FMCG market remains highly fragmented
with roughly half the market going to unbranded, unpackaged home made products. And this threat for
organized sector is getting reduced day by day.
3)Tax and regulatory structure:

The total incidence of tax on processed products in India is as high as 40% on certain

items. Considering the importance of this sector, while a few countries have kept the

incidence of tax at zero %, most others have pegged it at 12% to 14%. This much level of

taxation is preventing Indian players to compete with foreign players. But now seeing this

global slowdown government is helping fmcg by some tax and duty reduction. Some

examples of these measures are:

y

Reduction of duty on edible oil will have a positive impact on related companies.
y

Full exemption of excise duty on biscuits priced at 50 rupees or less per kg is

positive for ITC, Britannia, and Parle.
y

Reduction of custom duty on food processing machinery and their parts from
7.5% to 5%.
15
y

Reduction of excise duty on food mixes from 16% or 8% to nil is positive for
ITC.
y

Development of rural infrastructure is in focus, which is beneficial for FMCG

companies because it is a big market for FMCGs. Better infrastructure will

improve the supply chain.

y

Exemption of free samples and displays from the purview of FBT will be

beneficial for FMCG companies because they spend huge amount of money on

advertising and brand building. HLL, Dabur, ITC, and Marico will be amongst the

most benefited companies.

So now we can hope that this threat is getting fade away and
fmcg sector is expecting a ray of hope.
16
PORTER¶S MODEL
Michael Porter's competitive forces model is probably one of the most often used business

strategy tools and has proven its usefulness on numerous occasions. Porter's model is particularly

strong in thinking outside-in. Care should therefore be taken not to underestimate or

underemphasize the importance of the (existing) strengths of the organization (inside-out) when

applying this five competitive forces framework of Porter.

It is an outside-in business unit strategy tool that is used to make an analysis of the

attractiveness (value...) of an industry structure. The Competitive Forces analysis is made by the

identification of 5 fundamental competitive forces:

y

the Barriers to entry (how easy or difficult is it for new entrants to start to compete,
which barriers do exist)
y

the Bargaining power of suppliers (how strong is the position of sellers, are there many
or only few potential suppliers, is there a monopoly)
y

the Bargaining power of buyers (how strong is the position of buyers, can they work
together to order large volumes)
y

the Rivalry among the existing players (is there a strong competition between the
existing players, is one player very dominant or all equal in strength/size)
y

the Threat of substitutes (how easy can our product or service be substituted, especially
cheaper)
When we apply Porter¶s model in FMCG sector this is what we get
Barriers to entry
.Traditionally in India, companies like ITC, HLL, Colgate, Cadbury (now de-listed) and

Nestle dominated the FMCG sector, with each one happy in their own segment, negligible

competition and many barriers to entry in the form of high import duty. Thus, these

companies were able to squeeze the customers' wallets by charging a high premium on their
17
products

Huge investments in promoting brands, setting up distribution networks and intense

competition, but the sector is not capital intensive.

Abundant supply in metros. Distribution networks are being beefed up to penetrate the rural

areas. HLL expects the FMCG market to triple in market size by FY10, which highlights the

potential.
Bargaining power of suppliers

Some of the companies are integrated backwards, which reduces the supplier's clout.

Manufacturing is largely outsourced Due to globalisation, the FMCG distributors in the

developing countries are struggling to capture and retain their market share from the

multinational companies. To attract the retailers, the distributors supply on credit and collect

the amount in unequal weekly instalments. When the supply on credit becomes inevitable,

the distributors have to find out ways of optimising the investment. Moreover, the

investment has to be shared among the retailers depending on their demand and payment

policy, to maximise the sales and minimise the balance payment..

Bargaining power of buyers

In case of branded products, there is little that the consumer can influence, but intense

competition within the FMCG companies results in value for money deals for consumers

(e.g. buy one, get one free concept).

Rivalry between Existing Firms

³So often our brands are placed in situations outside of our direct control. Creating a brand that

continues to convey its position in the hands of others is the true test of Strategic Brand

Management within FMCG. Defining and focusing on your brand as a µunique individual¶ that

requires sustenance to survive is critical to a brand¶s ongoing success.´

Competition is faced from both domestic, MNCs and also from cheaper imports, which are increasingly
visible in urban markets. Price wars are a common phenomenon.
18

Players from unorganised and organized sectors continue to grab each other¶s market shares.

Highly scattered market and poor transport infrastructure limits the ability of MNCs and national

players to reach out to remote rural areas and small towns. Low brand awareness enables local

players to market their spurious look-alike brands. Also with entry of existing players in new

segments like ITC¶s entry in personal care products, Dabur¶s plans to venture into health

beverages would add to the already aggressive environment resulting in high pressure on margins.
FMCG companies, on their part, are doubtful of certain business models of modern retailers. For instance,
most retailers such as Subhiksha and Reliance Fresh have their presence in close proximity to each other.

"Organised retailers are competing for a limited density of population in a crowded market space.

Hence, they have a low velocity in movement of goods and are facing payment issues," explains an

executive from a leading FMCG company who has also curtailed supplies to select stores and

certain retail chains.

The tug of war between FMCG and retail sectors will continue as modern trade picks up in the country
and we ask for better terms and conditions
Pressure from Substitute Products

More selling points in the sale outlet means more shopping opportunities for continuous growth. The

best part in FMCG sector is that the substitutes here are found within the sector itself so if the

customers change their consumption pattern then too the effect will be on the company but the

whole sector remains unaffected.

19
THE ISSUE PRIORITY MATRIX
Making the very most of your opportunities
There are a lot of environmental factors capable of influencing and hence affecting

the business. The feasible approach to identify the important environmental factors is to

test each factor with regard to its impact on the business of the organization and the

probability of such an impact. The issue priority matrix shelps in doing the same i.e.

helps a strategist to identify the high priority environmental factors.

The Issue Priority Matrix is a simple diagramming technique that helps you choose which activities to

prioritize (and which ones you should drop) if you want to make the most of your time and

opportunities.It is useful because by choosing activities intelligently, you can make the very most of

your time and opportunities. However by choosing badly, you can quickly bog yourself down in low-

yield, time-consuming projects that close down opportunities and stop you moving forwards
ISSUE PRIORITY MATRIX OF FMCG INDUSTRY
Our Issue Priority Matrix shows three levels of probability of occurrence of an event: high,

medium, and low. On the other axis it shows the impact of this event on the business in three

categories: high, medium, and low. Business is expected to remediate issues in priority order: first

high; then medium; and finally low.

Impact on Business
Probability
of Occurence
High
Medium
Low
High
2. CREDIT CRUNCH
3. ADDITION IN IMPORT
DUTY
5. INFLATION COOLING OFF
1.RECESSION
Medium
4. RISE IN GDP AND PER
CARITA INCOME
20
Low
_____
1.RECESSI ON

Despite rising input price rises and high inflation, fast-moving consumer goods FMCG

companies are expected to post a strong topline growth in the second quarter of the financial

year 2008-09. According to industry projections, the sector is expected to post a 15-17%

topline revenue growth in the July-September quarter, riding on price hikes and higher focus
on value-for-money products.

Demand in the fast moving goods may get impacted if there is a prolonged liquidity crisis

but as of now there is no witnessing of any dip in sales. The current financial scenario does

not have an immediate relevance to the FMCG sector, as the sector is, to some extent,

insulated.
2. CREDIT CRUNCH
Major fast moving consumer goods (FMCG) companies such as Godrej, Marico and Dabur

have curtailed supplies to select leading modern trade retailers, following default in

payments."We have curtailed supplies to those modern retailers who are not paying

according to terms of the contract," confirmed Adi Godrej, chairman, Godrej Group.

Marico's Chief Executive Officer (Consumer Products Business) Saugata Gupta, too,

affirmed that his company was being cautious in dealings with such retailers. FMCG

companies work on tight credit cycles. Due to the economic slowdown and tight credit

squeeze, a few retailers are seeing their working capital cycles get stretched as they

struggle with high real estate, rental prices and face a slowdown in business offtake. The

working capital for retailers is normally stuck for one or two months as retailers expand

their stores, buy inventories and book properties.

3.ADDITION IN IMPORT DUTY

Imported finished products in the segment may get more expensive with the FM levying an

additional import duty of 4%, a step that will add more cheer to the domestic FMCG sector. With the

reduction in import duties on raw materials like industrial oils

Industrial Analysis
Industrial Analysis (FMCG Sector)
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