Godrej Consumer to buy Genteel and Swastik

 GCPL (Godrej Consumer Products) has decided to buy two domestic brands – Genteel (a liquid detergent) and Swastik (soaps) for an undisclosed amount.

complements

Mr Adi Godrej, Chairman, GCPL, said, “The two brands fit well into our portfolio and should improve our profitability in soaps and liquid detergents by nearly Rs 8 crore every year. Besides it should also improve our EPS and market capitalisation by nearly Rs 300 crore.”

With plans of increasing its market shares in both soaps and liquid detergents, Genteel and Swastik Shikakai would complement GCPL's Shikakai soap brand and Ezee brand of liquid detergents. 

Heritage brands

Godrej Shikakai has a 50 per cent share in the category while Swastik Shikakai would add to the market share with its 20 per cent.

Ezee also dominates the category with a75 per cent share and Genteel would add its additional 12 per cent in the same category.

 Mr A. Mahendran, MD, GCPL said, “The acquisition extends our leadership in the speciality liquid detergents category and consolidates our number two position in the personal wash category in India. Genteel and Swastik are household brands in India with a legacy of over fifty years of serving Indian consumers. We look forward to capitalising on the synergies available by adding these heritage brands to our portfolio and helping these brands to their next phase of growth.''

However, GCPL has decided to focus on the acquired soap brands rather than trying to revive dormant soap brands such as Evita and Ganga in its portfolio.

  

Dabur Nepal launches 1st hair oil especially for men

        Dabur Nepal launches 1st hair oil especially for men, signs Nepali Rockstar Nima Rumba as brand ambassador. 

    Dabur Nepal Pvt. Ltd — a subsidiary of Dabur India Ltd. announced the launch of a new hair oil brand, PROstyle Dandruff Control Hair Oil, the 1st ever hair oil developed especially for men.

        PROstyle is a quick-absorbing light hair oil that controls dandruff naturally without any harmful chemicals. It contains the best natural dandruff control ingredients like Lemon, peppermint and rosemary. These natural ingredients also make hair soft and smooth. PROstyle Dandruff Control Hair Oil has a refreshing macho perfume to keep you stylish, cool and confident.

        Dabur Nepal’s Head of Marketing Abhaya Pd. Gorkhalee said Dabur Nepal has developed PROstyle Dandruff Control Hair Oil exclusively for the Nepalese consumers based on local consumer insights. “PROstyle is perhaps the 1st product developed by any FMCG multinational company to cater to the needs of discerning Nepalese consumers,” he added.

Tata Tea re-launches Premium brand in Pune

Tata Global Beverages Limited (TGBL) today announced the re-launch of its flagship Tata Tea Premium brand in Pune. According to Tata Tea, Premium is currently the largest packet tea brand in the country accounting for an all India value share of 8 per cent and it dominates several states in the North, East and Western parts of the country. Earlier, the relaunch has took place in Bhubaneswar and Lucknow.

       The brand was launched in 1985 in India with the introduction of the poly pack. In 2003 it became the country’s largest brand. Tata Tea holds brands like Premium, Gold, Agni and Life under its Umbrella.

  Speaking on the occasion of the re-launch of Tata Tea Premium, Sushant Dash, vice president, marketing, TGBL said, "The intent of this re-launch is to take this brand further in this journey. What differentiates Tata Tea Premium from the others in the market is a unique blend which gives a cup of tea other brands find very difficult to match. Tata tea Premium commands a value share of 5.6 per cent in Maharashtra, which is a highly fragmented market with a large number of local players operating. 

    Maharashtra is one of the biggest tea markets in the country and the Tata Tea brand has a very good equity in this market hence Maharashtra is one of the focus states for Tata Global Beverages."

Tata Tea Premium sells two variants in the state. Tata Tea Premium Dust (red pack) has a strong presence in the southern and Marathwada regions of Maharashtra. The Leaf variant (green pack) sells in Mumbai, Pune and certain other parts of Maharashtra.

  He added that the last two years have been difficult for the tea category with tea prices in the auctions going up rapidly. This combined with inflation on sugar and milk has actually resulted in a drop in consumption per household for the category as a whole

Dabur expands OTC portfolio by launching 'Nutrigo'

FMCG firm Dabur India, which has been selling herbal and ayurvedic over-the-counter products, today announced its entry into the modern healthcare market with the launch of health supplement brand 'Nutrigo'. 

Dabur, that has been focussing on natural OTC products such as Dabur Chywanprash, Pudin Hara and Hajmola, has for the first time launched a vitamin and mineral health supplement. 

"It is a logical progression for us to enter into the modern OTC market as consumer trends are changing and there is more demand for the modern OTC products," Dabur India Category Head (Health Supplements) Praveen Jaipuriar told PTI. 

At present, Dabur has significant presence in the traditional health-care market with its product range contributing Rs 1,000 crore to the company's turnover. 

"The modern OTC market is estimated to be around Rs 15,000 crore, growing at 15 per cent. Going forward, we expect this category to be one of the key drivers for our future growth," he said. 

Under the Nutrigo brand, the company has launched different product ranges targeting men and women. 

To begin with, the products has been rolled out in metros and key towns with pan-India plans by this year end. A marketing campaign to support the launch will be launched by mid December. 

According to analysts with the launch of this brand Dabur aims to grow its OTC segment. 

"Dabur is a diversified FMCG company. Even in the past it has entered into new categories like juices. Growing the OTC segment has been Dabur's focus for sometime now," Enam Securities Analyst Hemant B Patel said

For Rs 6-lakh cr growth, FMCG sector must tap the ‘many Indias'

With increasing pressure on their margins, fast-moving consumer goods (FMCG) companies such as Godrej Consumer Products (GCPL) are considering taking a price hike on products like soaps. The cost of palm oil, a key raw material for making toilet soap, has risen by 30-35 % in one quarter. 

A GCPL official said that a decision on hiking soap prices has been taken by the company and it be implemented in the next couple of months. Although market leader Hindustan Unilever (HUL) has not yet passed on the cost escalation to consumers, industry analysts said it was only a matter of time before the company takes a price increase in toilet soaps. On the other hand, Wipro Consumer Care & Lighting has already raised the consumer price of Santoor by 3-5 %, while other players are waiting for the market leader to blink first. 

"We are waiting for the market leader to signal a price increase. We would then follow suit," said an industry official from a homegrown company . "Given the upward cycle in commodity prices, the industry has no choice but to sacrifice on volume growth and go in for price rise," the official added. After a good run with volumes, FMCG companies can now rely on value growth to return to the sector. 

According to an industry analyst, FMCG companies managed to maintain their margins in the previous quarter by adopting various costcutting measures. However, with shooting commodity costs, it would be difficult for companies to maintain margins now. But, will volume growth really get impacted? Given the growth in income levels among other positive factors, the industry hopes that volumes would continue to grow. 

Kellogg’s becomes first FMCG brand to join E-Retail association

Kellogg’s has announced that it has become the first FMCG brand to secure membership with IMRG, the UK’s leading industry association for the e-retail industry.

IMRG is widely recognised as the authoritative voice for e-commerce. It said that Kellogg’s will now benefit from working closely with other members of IMRG through regular workshops and forums at which expert speakers from industry leaders share best practice and their experiences across multiple online areas.

Kellogg’s joins a host of global names including Google, Tesco and Microsoft by becoming a member and Paul Cretier, who leads Kellogg’s online sales activity, believes the cereal manufacturer can learn a great deal from fellow members. “We’re delighted to have become a member of the IMRG. We’re the first FMCG brand to join which demonstrates our desire to be ahead of the game in terms of online retail,” Cretier said.

“The world is turning digital and consumers are spending more and more online. We need to follow our shoppers and ensure that we are available for them whenever and wherever they expect us to be.” 

Kellogg’s becomes first FMCG brand to join E-Retail association

Kellogg’s has announced that it has become the first FMCG brand to secure membership with IMRG, the UK’s leading industry association for the e-retail industry.

IMRG is widely recognised as the authoritative voice for e-commerce. It said that Kellogg’s will now benefit from working closely with other members of IMRG through regular workshops and forums at which expert speakers from industry leaders share best practice and their experiences across multiple online areas.

Kellogg’s joins a host of global names including Google, Tesco and Microsoft by becoming a member and Paul Cretier, who leads Kellogg’s online sales activity, believes the cereal manufacturer can learn a great deal from fellow members. “We’re delighted to have become a member of the IMRG. We’re the first FMCG brand to join which demonstrates our desire to be ahead of the game in terms of online retail,” Cretier said.

“The world is turning digital and consumers are spending more and more online. We need to follow our shoppers and ensure that we are available for them whenever and wherever they expect us to be.” 

Dabur acquires Namaste Group for $100 million

         FMCG major Dabur India on Tuesday said it has acquired US-based personal care firm Namaste Laboratories LLC and its three subsidiary companies for $100 million (about Rs 451 crore).

  "This acquisition is in line with our strategy to build a global presence in the international FMCG market," Dabur India chairman Anand Burman said.

    The company said the acquisition of Namaste Laboratories LLC and its three subsidiary companies -- Hair Rejuvenation & Revitalization Nigeria Limited, Healing Hair Laboratories International, LLC, and Urban Laboratories International, LLC along with its South African arm has been done through its US-based subsidiary Dermoviva Skin Essentials.

The firm said the acquisition marks Dabur's entry into the fast-growing $1.5-billion ethnic hair care products market in the US, Europe and Africa.

"Namaste Group will also serve as a gateway to the US market for our portfolio of consumer products. This transaction will also enhance our profitability, increase stakeholder value and add to Dabur's already strong presence in Africa," Burman said.

The transaction is expected to be completed by the end of 2010, subject to regulatory approvals in the US, the company said.

Founded in 1996, Namaste Laboratories markets a portfolio of products under organic root stimulator brands addressing major hair concerns. It is present in the US, and in several other countries in Africa, Middle East, Europe and Caribbean Region of North America.

This is the second overseas acquisition of the company this year. In September, the company had completed acquisition of Turkish personal care firm Hobi Kozmetik Group for $69 million (about Rs 324 crore) to strengthen its presence in the Middle East and North Africa.

Shares of Dabur India were trading at Rs 97.85 on the BSE in the afternoon trade up 0.72 per cent from its previous close.

P&G, Marico race to buy Paras Pharma

           There’s a new twist to the ongoing race to acquire the Rs 500-crore Paras Pharmaceuticals in domestic markets. Even as Emami is leading the race for Paras, Procter & Gamble Hygiene and Health Care (PGHHCL) and Marico have joined the fray. At present, Paras Pharmaceuticals’ OTC (over-the-counter) brands include Moov, D’Cold Total, Krack and Dermi Cool among others. Incidentally, pharma majors such as Cipla and Piramal Healthcare are also interested in acquiring Paras Pharma’s OTC brands to extend their product portfolio.The race for Paras Pharma is hotting up with new companies jumping into the fray.

“With increasing competition, the valuations of the Paras Pharma has gone up to Rs 3,250 crore in the last few days. Despite the high valuation of Paras, many companies are keen to acquire the company’s OTC brands,” said an industry analyst based in Mumbai. Meanwhile, FMCG major Jyothi Laboratories is in advanced talks with Bengal-based Safechem Industries(makers of Safed) to acquire its detergent brands. In essence, the Rs 1.2- lakh crore Indian FMCG industry will witness a spate of acquisitions in the next few months.

According to industry analysts, PGHHCL has been looking at acquisition opportunities in consumer health care space for quite some time.” Paras Pharma’s OITC brands will have a strategic fit in P&G health care portfolio which includes Vicks,” said an analyst in Mumbai. 

When contacted by FE, Tapan Buch, chief financial officer, P&G India, said: “As per our company policy, we do not comment on strategy or future plans.” Meanwhile, Emami a key contender for Paras Pharma has just got its board’s approval to raise Rs 5,000 crore through debt and equity dilution-a clear signal that Emami is looking at a big ticket acquisition in the near future. In fact, the company has recently moved a special resolution in this regard. After its acquisition of Zandu Phrama two years ago, Emami is now keen to acquire controlling stake in Paras Pharma. Aditiya Agarwal, director of Emami, who is currently holidaying in Thailand, was reluctant to comment on his company acquisition plans.

Yet another FMCG major Marico is also in talks with Paras Pharma to acquire its OTC brands. Like P&G, Marico has been scouting for acuqitions in domestic market for quite some time. Chaitanya Deshmukh, head of Mergers &Acquisitions, Marico said, “As you might expect, Marico cannot either confirm or deny queries on this.” 

Marico to hike prices across categories by 6-7%

              
             Marico Ltd, the maker of Parachute coconut hair oil that initiated a price hike on flagship brands Parachute and Saffola in August to offset high input costs, is on course to take additional price increases this month.

On flagship Parachute alone, the companyplans to take a further 7-8% price hike.

Sector analysts suggest the hike across product categories the company is present in will be to the extent of 6-7%.

While prices of some of the products like the value-added hair oils portfolio have been hiked marginally during September-October, that of others are underway; Marico officials said on an analyst call on Tuesday.

The company is evaluating a second round of price hikes in the hair oils portfolio consisting of brands Parachute, Nihar, Oil of Malabar, Shanti Badam Amla, and on Saffola edible oil.

In August the hike on Parachute was 5% to offset a 10% increase in input costs. Similarly, Saffola prices were hiked by 3%.

While in August, the company limited the price hike to larger stock-keeping units (SKUs), it has this month increased prices of entry-level or the recruiter packs, in a move to place margin over volumes.

Marico expects the full impact of these price increases to flow in from the third quarter leading to an inflationary impact on the topline.

Typically, it takes 3-4 weeks for the finished goods to reach from the factories to retail stores.

Prices of copra oil, which make up for 40% of Marico’s input costs, rose 26% during the September-ended quarter on a year-on-year basis.

The company has recently started prototyping an ayurvedic hair oil under the Parachute Advansed brand in Tamil Nadu.

The ayurvedic hair oil category is vauled at Rs235 crore and growing at 19% annually. Marico has also rolled out 5 specialised skin care products from its acquisition of Derma Rx under the Kaya brand in India.

The company’s efforts to increase distribution in rural markets and to increase consumer base through increased focus on smaller SKUs has increased revenues contribution from rural markets to 27% now from 25% last year.

Marico achieved a turnover of Rs779 crore during in the second quarter, a growth of 12.6% year on year, with underlying volume growth of 15%.

Last fiscal had witnessed deflation in key input prices and the company had passed a part of this on to the consumers only during second half of last fiscal.

Value growth during the second half is therefore lower than the volume growth. Profit after tax for the second quarter was Rs72 crore, a growth of 15% year on year. 

Dabur CFO hopes to keep FY11 margin at 19-19.5%

Personal care and food products maker Dabur India Ltd expects to maintain a margin of about 19-19.5% and achieve a sales growth of 15-17% in 2010/11, a top official said on Wednesday.

"Monsoon has been good. The demand has been reasonably robust. Only challenge is inflation," Chief Financial Officer S. Raghunathan told Reuters over the telephone.

In July-Sept, Dabur increased prices of a few products - mainly hair oil by 3-4%. It may resort to further price increases this quarter, in its bid to maintain margin at last year's level of around 19-19.5%.

"Our objective is to hold our EBITDA margin. We have to watch inflation cautiously and do it in a calibrated way but immediately we are not looking at any big price increases," Raghunathan said.

India's wholesale price index rose 8.62% annually in September with food price inflation accelerating to 15.71%.

Dabur plans to launch two variants of flavoured Chyavanprash immediately and two over-the-counter health products for cold and vitality in the next few weeks, Raghunathan said.

NET UP ON VOLUME GROWTH

Dabur on Wednesday said its July-Sept. consolidated profit rose 15.4% to 1.6 billion rupees on strong volume and cost cutting measures. Sales rose 14.7% to 9.72 billion rupees.

"Despite a significant rise in input costs, Dabur contained its material inflation through higher buying efficiencies and stringent cost savings programmes, and expanded its EBIDTA by 16.2%," chief executive officer Sunil Duggal said in a statement.

International business, which contributes about 20-22% of total revenue, grew 19%, while the healthcare segment grew 19%, but growth moderated in shampoos, Raghunathan said.

Dabur plans to almost double its retail presence to about 40-50 stores in 12-18 months from 25 stores now, Raghunathan said.

"We have reworked our strategy on that. We have moved into much smaller size stores to make it more viable," he said, adding there was no plan to sell off the retail business.

Shares in Dabur, valued at about $4 billion, ended 1.2% down on Wednesday in a weak Mumbai market.

 

Coke plans to launch bottled Nestea before year-end

In a bid to strengthen its position in the instant tea segment in India, global beverage major Coca-Cola is considering to introduce ice tea brand Nestea in bottles before the -end of the year.

“We will be coming into bottles for Nestea brand before the end of the year,” said a company official.

Nestea is a product from Coca Cola’s global 50:50 joint venture with FMCG giant Nestle- Beverage Partners Worldwide. It is currently available in India in powdered pouches and through vending machines. The product is marketed in India by Nestle.

"Nestea is present in India for sometime now. It is available in sachets and vending machines. So the logical extension for us is into bottles,” the official added.

“At Coca-Cola India we are constantly evaluating and exploring opportunities to further strengthen and diversify our beverage portfolio. However, as a matter of policy, we do not comment on rumour or speculation,” a Coca Cola India spokesperson said.

We will focus on new products to take on MNCs

                   Parle Agro joint MD & CMO Nadia Chauhan is scripting a fresh growth strategy to take on multinational players in the F&B(food & beverages) sector in India. To start with, the company is planning to grow its foods business aggressively to fight global competition. Also, the company is planning increase its global presence this fiscal. The Rs 1,500-crore Parle Agro is currently present in over 18 countries including the USA, the UK and Australia. Chauhan tells FE’s Lalitha Srinivasan about Parle Agro's future plans.

What will be Parle Agro's strategy to fight multinationals in the F&B sector?

As an Indian company, we understand the pulse of the Indian consumer. We strongly believe in creating new categories and offering innovative product experiences to consumers. This has been the backbone of our success in India. The challenge is to offer consumers a product experience that they have never experienced before. To stay ahead of competition, we will continue to focus on introducing innovative products, strengthening our distribution network, increasing our consumer base and ensuring that our brands always remain relevant to consumers.

Recently, Parle Agro raised prices of its fruit juice brands to offset the rising input costs. Are you looking at any fresh price hikes ?

We don’t have any plans for price hikes as of now. We raised the price of Frooti 200ml Tetra from Rs 10 to Rs 12. We had sustained the Rs10 price point for more than a decade despite a rise in prices of all raw materials.

For high visibility of your brands, are you planning to increase your ad budget this fiscal?

Our ad budgets are revised every year as per each brand’s requirement. Besides ATL (above-the-line) we will be spending on BTL activities like consumer sampling and promotions at points of sale.

Are you planning to foray into new categories in India?Any new packaging intiatives?

New product development and product innovation are a constant at Parle Agro. We have just entered a new category in foods – round snacks, with Hippo Round-Round. We have recently introduced Frooti and Appy in 160 ml Tetra packs at Rs 10 and Rs 8 respectively.Both the price points are strategic a nd will help us capture the entry level segment for branded beverages.

Are you planning to take any of your home-grown brands to new georgraphies across the globe ?

We are definitely looking at increasing our global...

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Everest Brand Solutions appoints Samir Chonkar as Executive Creative Director.

       

                               Everest Brand Solutions has appointed Samir Chonkar as Executive Creative Director. Chonkar returns to Everest Brand Solutions after a successful stint at Draft FCB Ulka, where he was Creative Director since 2008, and handled a diverse portfolio of brands like Tata Indicom, Amul Ice Cream, Tata Consultancy Services, Tata Corporate and Bajaj Almond Oil among others.

For Chonkar, this assignment is more of a home coming. Armed with an art degree and passion for advertising, Samir walked into Everest in 1992 and stayed on for 14 years to create some memorable advertising for the agency’s diverse clients.

       During his stint at Everest, he worked on a slew of FMCG brands like Parle-G, Parle Monaco, Krackjack, and Hide & Seek cookies, Tortoise Mosquito Repellent, Frooti and Bailley. He handled brands ranging from Corelle to Emirates; LIC and ING Vysya to Hitachi, Siemens and SKF Bearings with aplomb. Samir’s work showed a spirited edge while working on brands like Bagpiper, Shark Tooth Vodka and Romanov.

His already well-rounded experience was further enriched by a stint at M&C Saatchi as Executive Creative Director, working on brands like Jet Airways, Franklin Templeton and Bajaj Allianz.

           D. Rajappa, President, Everest Brand Solutions, said, “Everest is delighted to welcome Samir Chonkar at a senior leadership level. In his role as Executive Creative Director, we hope Samir will not only create impactful and great campaigns but also play a mentoring role to his team. As a mature advertising professional, Samir’s vast experience across categories will benefit the select set of blue chip brands that Everest represents.”

                 "I would add to Team Everest's passion for creating effective advertising that works well for its clients," says Chonkar

           “Induction of senior professionals with exposure across categories is in line with Everest’s philosophy of offering valuable experience of mega brands and large agencies coupled with nimble-footed edge of a small agency--thus giving the best of both worlds to the clients,” added Rajappa.

                                 “I would add to Team Everest’s passion for creating effective advertising that works well for its clients,” said Chonkar. 

The next FMCG revolution is due

               Happy times are here for the Indian consumer. His every wish is coming true, and that too at discounted prices! Inflation might be skinning his knees, but if he wants to hitch a ride to his destination, he can get a good motorcycle at half the price he could get it at earlier. Forget bikes, he can now dream of getting a brand new car for Rs 1 lakh. 

  Where once having a desktop computer in the house was a luxury and laptops were only for the suits sitting in the cabins, now he can get laptops for Rs 15,000. When he thinks of getting himself a new mobile, he might not have the money to buy a Blackberry, but he can certainly buy multiple Micromax models in the same price. And we’re not even talking of the wave of cheap Chinese manufactured mobile handsets that can be found on Indian streets priced at a lowly Rs1000.

         It’s an exciting time when more and more products are being made available to more and more income brackets. It’s happening in electronics, it’s happening in automobiles, it’s even happening in consumer durables.

         But what one misses in the whole scheme of things is some scintillating new development on the FMCG (fast moving consumer goods) scene. This is the one canvas where you can make a difference to maximum people across strata. But the last real revolution that one witnessed in this space was the sachet revolution by CavinKare. 

   

     That was quite a revolution when the same shampoo that was pitched as a luxury item by the biggies was now available at 50 paise per wash. No wonder the consumers at the middle of the pyramid lapped it up and category penetration shot up. It was one of the few times when the FMCG majors got a jolt that made them sit up and take notice. The other time was when Karsenbhai Patel introduced Nirma priced at a third of Surf. In a one brilliant stroke, he gobbled chunks out of Unilever’s market share and caused multiple revisions in their market strategy.

      But since then, there has been a lull on the FMCG scene. No challenging of existing category codes, no trying to expand penetration, no new price revolution. The whole point of technology is that you can get better products at a lower price. Then why are we still paying Re 1 for. 

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HUL re-launches Red Label, ropes in Anupam Kher

The country's largest fast moving consumer goods Hindustan Unilever (HUL) today said it has re-launched Brooke Bond Red Label tea brand.

As a part of the re-launch that is aimed at changing the brand's positioning, HUL has released a new advertising campaign featuring Bollywood actor Anupam Kher.

"Red Label has been re-launched as not just a tasty but healthy drink. For the first time the brand will have a Bollywood celebrity as part of the campaign," HUL, Category Head (Beverages) Arun Srinivas said in a statement.

The company's Broke Bond portfolio also includes brands such as Taj Mahal, 3 Roses, Taaza and Sehatmand. Red Label is HUL's largest tea brand, the statement added. 

HUL, P&G, Reckitt, Kellogg's raise margins up to 25%

 Modern retail has taken a lead in its fight against consumer product companies with consumer product companies including Hindustan Unilever and Procter & Gamble increasing retailers’ margins on the wake of tough competition from the latter’s private brands. 

“Since March this year, multinationals including Hindustan Unilever, Procter & Gamble, Reckitt Benckiser and Kellogg’s have been increasing margins by 10-25% in leading supermarkets like Big Bazaar and Reliance Retail to match up with low priced private brands offered by retailers,” a top industry official said on condition of anonymity. 

These multinationals have, however, increased margins only in categories such as diapers, ketchups, floor cleaners, soups, breakfast cereals and toothbrush, where retailers’ private labels have been most active in new launches and gaining market share. 

The friction between retailers and fast-moving consumer goods players over higher margins and better shelf space has been there for some time now and hit the headlines when Future Group , the country’s largest retailer, pulled Kellogg’s breakfast cereals off the shelves of around 150 Big Bazaars.  

“Private Brands, apart from allowing retailers to differentiate their merchandise which over a period of time creates consumer loyalty to the store, make more margins than national brands,” said Devendra Chawla, business head, private brand, at Future Group. “It also helps in growing consumption and expanding category size as India is under-branded and under-penetrated in many categories.” 

Future Group, in the last one year has launched three new brands across a dozen categories. With modern retailers contributing just 6-7% to the total sales of consumer goods companies, their overall margins aren’t getting impacted drastically. But in the last few years, consumer goods companies have been aggressively trying to channel most of their resources into nascent segments like deodorants, diapers and ready-to-eat products that they feel have huge potential.