Mango Wars: Frooti takes back No 2 slot from Slice

By Indiaretailing BureauMay 12, 2016

The three most popular brands of mango drinks are engaged in a

tussle to grab the number 1 slot in India. Slice, Frooti and Maaza
are all struggling to dominate the mango drink market and improve their
market share.
According to The Economic Times:
Parle Agros Frooti has emerged the countrys second most
popular mango drink, outselling PepsiCos Slice in the last
quarter, nearly a decade after losing the spot to the multinational rival.
According to a Nielsons researchers data, Frooti had a share of
25.6per centin Indias Rs 6,300-crore mango drink category
against Slices 23.4 per cent in the quarter ended March.Frooti
improved its market share by 160 basis points in one year,
entirely from Slice.
Coca-Colas Maaza firmly remained entrenched in the top spot
with 48 per centshare.
Frooti underwent a complete makeover to dethrone Slice. It
appointed Shah Rukh Khan as its brand ambassador, changed its
logo and even started bottling the drink in PET bottles all in a
bid to attract an adult consumer base, while maintaining their
hold over childconsumers.
They even introduced Frooti in returnable glass bottles to counter
Maazas dominance in that segment.
With a large segment of Indian consumers shifting to non-cola

Malls: From shopping centres to

experience centres
Managing and running a mall is becoming extremely competitive and challenging in todays day and age. But are a right location and major
anchors enough to run a mall successfully for the next 10 years or more? Dynamic consumer trends, increase in spend propensity and proliferation
of technology is constantly changing the relevance of malls to consumers.
CUSTOMER ENGAGEMENT LEVERS
F&B and Entertainment:In urban India,malls are the preferred choice for Out of Home time (OHT). As per aninternal survey by Pioneer Property
Zone,65 per cent of the people who enter a mall enter with theobjectiveof spending quality time with family.
Whilste-commerce may betaking the wallet share from brick-and-mortar, OHT is something they cannot compete against. F&B and Entertainment
are key ingredients of OHT. Going high on thesecan be the bigdierentiator for malls.
In most of malls across the country,the share of F&B is around 8-10 per cent of carpet area. This isvery low real estate to oer a substantial
variety to the 65 80 per cent of the footfall.
Malls are learning from this mistake and places like DLF CyberHub, Gurgaon,Epicuria, and Delhi Specialty Retail have cropped up oering exclusive
F&B and Eoptions.
There is a huge gap in customer expectations and the F&BandE choices that they haveat these malls. Sparsity of quality local brands that has led
to most food courts oering roughly the same brands with a little change. It is aneed for newer malls and existing malls to revamp the approach to
food court oering, size and design. An eye catching feature in the design is an eective way of evoking curiosity in the customers to visit and
revisit the food court. Adding kiosks and getting variety in dierent zones and areas of the mall can be ease of access much appreciated by the
customer.
In the past, Family Entertainment Zones (FEC) were a multiplex and concession games comprising of 15-20 per cent of the carpet area.
Today 50 per cent of the Indian population is under 30 years and 65 per cent is under 35 years. Majority of the youth believe in nuclear family and
have high disposable income. This has given birth to HENRY (High Earners Not Rich Yet) and they are the prime focus.
New experiences will attract youth. Experiential tenancies as F&B and E need to be higher at centres to deliver a superior or enhanced experience.
Malls have to incorporate spaces for adventure games, go-karting, indoor sports, remote-controlled toy racing and 360-degree virtual gaming.
Take for example the Virginia Mall in Bangalore, which is all set to become an entertainment destination for Bangalore oering state of the art
entertainment and gaming options.
Processes & Internal Marketing:Malls claim to thrive on footfalls month-after-month. A learning from the manufacturing is that to excel at
anything that is repetitive, we need to have robust processes. Also these services have to be relevant with the catchment area.
Malls usually see high footfalls during weekends against weekdays. To capitalise on weekdays malls should be in synergy with the neighbourhood.
Management needs tremendous process orientation towards delivery of enhanced experience to the very large footfalls that they experience.
Malls managed by Pioneer Property Zone are running service initiative C1 which is Customer First initiative a comprehensive package of such
services carefully designed and customised to the malls. Catering to all consumer needs as valet parking, free Wi-Fi, mother care, Loyalty
programmes, transportation arrangement, shopping consultants, navigation assistance, concierge services etc.
The C1 programme spells out clearly what needs to be done by who across dimensions as contact point, people empowerment, feed-back &
continuous monitoring.
Clout of Technology:India has population of 1.2 billion of which 590 million use a mobile phone. The country will cross the 200 million
smartphone users mark by the end of 2016, overtaking the US to become the second largest market for smartphones. These numbers are eye
openers and present a compelling argument to leverage technology in business.
Retailers and Mall developers are adapting to new technologies and social platforms to create awareness, unique and customised experiences and
ease of shop. Use of technology will not be limited only to end consumer as social media and driving consumption but also it will be signicantly
used for mall operations.
The average number of employees across the mall are 200-250 of which 80 per cent are equipped with modern phones. These people are the rst
touch points for the customer. Using technology to enable this army to serve customer will bring great heights of customer service and resolve
customer query at any place in the mall.
The logical step therefore, is to use this tool for empowerment. Customer Surveys are happening on the iPad and smartphones. This is quicker for
both the customer as well as easier for the survey-taker to capture details. Customer proling is now more important than ever.
These details are being segregated and analysed to generate consumer trends for each centre. Issue capturing becomes very easy with use of

Ekart plans on powering last-mile delivery using

personnel at corner stores in radius of 500 to 800
Ekart,
the logistics
arm of online marketplace Flipkart
metres
in Bengaluru
has signed on a network of 700 corner stores across 28
cities as part of its alternative delivery programme.
Through the programme, the company plans on
powering last-mile delivery using personnel at the
corner stores in a radius of 500 to 800 metres. This
would improve the success of delivery attempts by
10%, a signicant number for Flipkart which currently
delivers over 3 lakh shipments daily.
As part of its alternative delivery programme, which
has been in the works for the past eight to nine
months, Ekart had set up experience centres and pickup zones at tech parks, where office employees can
collect their orders from a single outlet and also
partnered with 280 outlets of Apollo Pharmacy, where
customers can pick up their shipments, as reported by
ET earlier this year.
The move comes at a time when Flipkart is looking to
fulll majority of its orders through Ekart and is
strengthening its logistics business to serve third-party

This would
improve the
success of
delivery attempts
by 10%, a
significant
number for
Flipkart which
currently delivers

"The current tie-up with small corner

stores, photocopy centres, mobile
stores and internet cafes gives us
greater scalability to serve towns,
which give small volumes of 25 to 30
orders per day and helps the corner
stores augment their income at a
small premium," said Neeraj
Aggarwal, vice-president of
operations at Flipkart. He added that
out of 14% of Ekart's volumes, which
are routed through the alternative
delivery model, half was directed to
the corner stores in catchment areas,
which give high volumes to Flipkart.
"Right now we are doing over 15,000
orders a day through corner stores
and by March 2017, the alternate
delivery model will be used to full

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