bs.pptx on business stratgery which also gives information on stratergy making

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1. Business strategy Group 3

2. Agenda Industry Analysis Size of industry Structure of industry Key players Market share Growth rate over past 3-5 years Expected growth rate in future Industry specific growth drivers The Competition Industry Overview Competitive Analysis Product SWOT Analysis Go to Market Product Pricing Marketing Plan Product Launch Plan Execution Plan Our Team Product Budget Status Update Up Next

3. India's FMCG market was valued at 110 billion U.S. dollars in 2020. Compared to 2012, the market size of fast-moving consumer goods had tripled. FMCG is the fourth-largest sector in the Indian economy. There are three main segments in the: Food and beverages accounts for 19%. H ealthcare accounts for 31% . H ousehold and personal care accounts of 50% share The urban segment contributes to about 55% of the revenue share, while the rural segment accounts for 45%. Size of the industry

4. THE COCA-COLA COMPANY DR PEPPER SNAPPLE GROUP, INC. JOHNSON & JOHNSON KIMBERLY-CLARK CORPORATION NESTLE PATANJALI AYURVED LTD. PEPSICO, INC. PROCTER AND GAMBLE REVLON, INC. UNILEVER GROUP Key market players

5. Market Share of Companies by Revenue Company’s Name Market Share(%) ITC 30% Hindustan Unilever(HUL) 14% Nestle 5% Britannia 1% Patanjali Ayurved 4% Dabur 2% Godrej Group 2% Marico 5% GlaxoSmithKline(GSK) 1% Colgate-Palmolive 1% Emami 2% Amul 4% Parle Products 7% The Indian online grocery market is estimated to exceed sales of about US$ 17.12 billion by 2026, at a CAGR of 28.99%.  The E-commerce market is estimated to reach US$ 200 billion in 2026 from US$ 38.5 billion in 2017, backed by growth in online users from 622 million in 2017 to 900 million in 2025.  Growing awareness, easier access, and changing lifestyle are the key growth drivers for the consumer market.

6. Growth rate over past 3-5 years The FMCG market in India is expected to increase at a CAGR of 14.9% to reach US$ 220 billion by 2025, from US$ 110 billion in 2020. The Indian FMCG industry grew by 16% in CY21 a 9-year high, despite nationwide lockdowns. The rural market registered an increase of 14.6% in the same quarter and metro markets recorded positive growth after two quarters. Final consumption expenditure increased at a CAGR of 5.2% during 2015-20.  In September 2021, rural consumption of FMCG increased 58.2% YoY; this is 2x more than the urban consumption (27.7%). The Indian processed food market is projected to expand to US$ 470 billion by 2025, up from US$ 263 billion in 2019-20

7. Industry specific growth drivers Shifting of Economic Power: The emerging markets are ticket to major growth. From 2010 to 2020, they will account for about 70 percent of the worldwide growth in consumer spending and about 50 percent of total consumer spending. For many FMCG companies, their emerging-market focus has been all about the BRICs (Brazil, Russia, India and China)—which makes sense, considering they‘re expected to deliver about half of the worldwide growth.

8. Rural consumption Rural areas are expected to be the major driver for FMCG, as growth continues to be high in these regions till some years ago. Rural India is estimated to account for more than 700 million consumers or 70 percent of the Indian population and 40 percent of the total FMCG market. (Figure -7)This market has immense potential, enticing FMCG growth .Rural FMCG market size is expected to touch USD100 billion by 2025 The Fast Moving Consumer Goods (FMCG) sector in rural and semi-urban India is estimated to cross USD100 billion by 2025

9. The rising income of customers has accelerated the trend towards ‗premiumization‘ in India. The trend can be observed significantly in the top three income groups , the globe's strivers and seekers The globes are eager to satisfy their exclusive feel and emotional value with premium products and their behavior is near to consumers of developed economies. They are well-informed for various products, and willing to purchase products which suit their style. The strivers and seekers wishes to parallel the rich and do up-trading lavish products which offer better functional benefits and experience relative to products offered for mass consumption Premiumization

10. Structure of the industry

11. Expected growth rate in the future

12. Segmental Analysis

13. Key operating metrics for the industry OUT OF STOCK RATE (OOS) Measure your ability to meet customer demand KPI shows the moment of the day and of the week where inventory is exhausted, and how much of it is unavailable.  E valuating the Out-of-Stock Rate will give advantage in terms of supply. I mplementing appropriate internal measures to refill your store’s sections will decrease the OOS rate.

14. DELIVERED ON-TIME & IN-FULL (OTIF) Do you receive your exact orders on-time? The OTIF measures the delivery performance within a supply chain: On-Time, In-Full delivery. It measures several levels of delivery: if the right product was delivered to the quality standards agreed upon, in the quantity ordered, at the place agreed on, and at the time expected by the customer – often with a tolerance range predefined . FCMG KPI - Compare the performance of your suppliers: how often do they provide you with what you want, when you need it. It is usually calculated as a percentage according to the following formula: OTIF = (number of deliveries “OTIF” ÷ total deliveries)*100. The “OTIF” deliveries used to calculate this percentage should answer a couple of requirements: they have a delivery date, they measure the date and hour of said delivery, archive it in the system, and maintain a track record of the reasons behind an order not “OTIF”.

15. CASH-TO-CASH CYCLE TIME This FMCG KPI combines 3 ratios: the days of inventory (DOI), the days of payables (DOP), and the days of receivables (DOR). It represents the time period needed between the moment a business pays cash to its suppliers and receives cash from its customers. It is also referred to as “cash conversion cycle” and is useful when you need to determine the amount of cash needed to fund ongoing operations. For fast moving goods, estimating the financing requirements is crucial for smooth operations. The formula used to calculate the cash-to-cash cycle is the following: Cash-to-Cash Cycle = DOI + DOP – DOR. A cycle of 40 days means that a business must support its expenses for 40 days – not more. This is a useful calculation for forecasting or trying to address an expensive debt for instance. Analyze and monitor how long you need to convert resources into cash flows

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