Indian Fast Moving Consumer Goods Research Articles

The analysis of performance due to impact of bullwhip effect in Covid: select Indian sector perspective

Purpose The purpose of the study is to analyze and measure the impact of disruption in demand which causes the bullwhip effect. The bullwhip effect impacts the performance of firm. Just like everything else, covid has had an impact on the disruption of supply chain too leading to the need of measuring the bullwhip effect of select Indian sectors. The comparison on bullwhip effect is drawn in pre- and during covid era in major sectors. The study helps to understand, analyze and measure the impact of covid and its challenges to supply chain. Design/methodology/approach The empirical study is carried out on five major select Indian sectors which have the largest market capitalization in Indian economy, namely, FMCG (fast-moving consumer goods), automobile, utility, consumer durable and IT (information technology). The disruption in the supply chain is measured in terms of bullwhip effect. The novel metric ratio of bullwhip effect is computed which is based on demand–supply mismatch and analyzed based on 10 years of observations. The data is analyzed twice, first from 2011 to 2019 (pre-covid era) and second from 2019 to 2021 (during covid era). Each time, Bombay Stock Exchange (BSE) sectoral indices are used to compute the bullwhip ratio, and empirical data is collected using Prowess. The firms listed in BSE represent most of the sector. Such panel data helps us to analyze inter- and intraindustry bullwhip effect. The changes in the bullwhip effect for various BSE listed firms are analyzed pre- and during covid era. These changes are specifically studied at the manufacturer end of the supply chain. Later regression analysis is performed to study the changes required in production based on the demand. The various strategies that cause or mitigate the impact of covid in intraindustry can be derived from the study. The disruption in production is analyzed based on the disruption in demand and profit before interest and tax (PBIT). Findings In pre-covid era, the percentage of demand disruption was low in select sectors but not exactly zero. Covid caused the disruptions in supply chain across the globe which resulted in bullwhip effect in Indian sectors too. Yet some of the sectors were able to cope better with the situation as compared to others. In the present study, same is analyzed statistically, and results are derived for practical significance. Research limitations/implications The empirical data is having the observations of past 10 years to analyze the pattern of demand disruption in the firms and hence the sectors. The impact of covid is studied on performance, which is analyzed in terms of PBIT. The impact of other factors (political, social, marketing policies, etc.) that may cause disruption in the supply chain of a firm is not considered in the study. Originality/value Study is unique, as it measures disruption and provides a peerless way to study the inter- and intrasectors. To analyze the impact of bullwhip effect on sector performance, it is very much required to first measure the bullwhip; this measure of bullwhip as a ratio of the slopes of demand and supply is a novel approach. The study emphasizes that the impact of covid is not the same among the firms, and hence among the sectors. Also, it is found that the impact of such adversities can be mitigated, and performance of firm can remain intact in turbulent times too.

A Study on Technical Analaysis of Indian FMCG Sector

The Indian fast-moving consumer goods (FMCG) sector plays a crucial role in the country's economy, experiencing strong growth and catering to the needs of its vast population. This research aims to conduct a close examination of the Indian FMCG sector using technical analysis techniques in order to identify patterns, trends, and potential investment opportunities. Using a quantitative approach, this study employs various technical indicators and chart patterns to assess the price and volume movements of FMCG sector stocks listed on Indian stock exchanges. Historical price data and trading volumes are collected and analyzed to identify recurring patterns and trends that can assist investors in making well-informed decisions. The study covers a time period between 26/04/2021 to 02/06/2021, allowing for a comprehensive evaluation of the FMCG sector's performance and behaviour. Few technical analysis tools such as moving averages convergence and divergence (MACD), relative strength index (RSI), on balance volume (OBV), and trendlines are utilized. By applying these techniques, the study aims to identify potential signals for buying and selling, levels of support and resistance, and price targets within the Indian FMCG sector. Additionally, the research explores the impact of market trends, economic factors, and industry-specific events on the sector's performance. The findings of this study contribute to the existing knowledge in technical analysis and provide valuable insights for investors and traders interested in the Indian FMCG sector. The results enhance understanding of the sector's price movements, volatility, and potential investment opportunities, enabling market participants to develop effective trading strategies and risk management approaches. It is important to note that this study solely focuses on the technical analysis of the Indian FMCG sector and does not consider fundamental analysis or qualitative factors that may influence investment decisions. Therefore, readers are encouraged to combine the findings of this study with additional research and analysis before making investment choices.

Economic and Environmental Efficiencies of Organizations: Role of Technological Advancements and Circular Economy Practices

There are two concepts which encompass the new business order worldwide; this has vast implications, especially in the Indian business scenario. The first blanket is the phenomena of digitalization which was present in the undercurrents of all the business activities from the past two decades, and second one is circular economy practices. But in today’s Indian scenario, after the popular reform of “Notebandi”, forcing digitalization of the currency puts it to the forefront of all economic activities, especially in India. The economic reform of demonetization highlighted digitalization of economic transactions in the public eye. The phenomenon of digitalization is commonly referred to as the bundle of novel technologies that aim to improve things constantly. Organizations must take advantage of emerging technology to ensure that operations are both economically and environmentally feasible. Technologies based on sustainable solutions might aid companies in becoming more sustainable and economical. Therefore, this research is derived through the desire to measure the economic and environmental performance and how they were influenced by technology and circular practices of Indian Fast Moving Consumer Goods (FMCG) companies as they are most suited for this research. The sample (n = 203) was derived from senior managers of these companies. The study utilized Structural Equation Modeling (SEM) approach to analyze the results, it was found that digital transformation and circular economy practices are pervasive in nature and influence both Economic and Environmental performance of Indian FMCG companies. One of the main contributions of the study is that it also examines the relationship between technological advancements and economic and environmental performance directly; to date, there is not a single study, to the author’s knowledge, to have studied this relationship.

Creating a Sustainable Future: The Circular Economy in India's FMCG Sector

Circular economy is an emerging approach to economic growth that aims to keep resources in use for as long as possible, by designing out waste and pollution, and regenerating natural systems. Fast Moving Consumer Goods (FMCG) industry that produces and sells consumer goods that are frequently purchased and consumed, known for its high volume of production and consumption, leading to significant environmental impacts. In this case study, we will examine the circular economy initiatives taken by a leading FMCG player Unilever and explore opportunities, success factors and enablers for adoption of circular economy in Indian FMCG sector. Unilever is a British-Dutch multinational consumer goods company that produces and sells a wide range of products, including food, beverages, cleaning agents, and personal care products. The company has set ambitious goals to reduce its environmental impact and increase its positive social impact. Unilever's circular economy strategy is centered around three main pillars: designing for circularity, reducing waste, and increasing reuse and recycling.

A multi-criteria framework for comparing dividend pay capabilities: Evidence from Indian FMCG and consumer durable sector

In this paper, we aim to carry out a comparative analysis of the Dividend Pay Capabilities (DPC) of the selected organizations belonging to the Fast Moving Consumer Goods (FMCG) and Consumer Durables (CD) sectors listed in BSE, India during the period FY 2013-14 to FY 2019-20. We select top 25 companies from FMCG group and top 5 firms from the CD sector on the basis of average market capitalization. For comparison purpose, we have considered six aspects (grounded on the extant theories on dividend policy) such as ownership, size, profitability, growth, liquidity and risk. We have used a new integrated Logarithmic Percentage Change-driven Objective Weighting (LOPCOW) and Evaluation based on Distance from Average Solutions (EDAS) framework for our analysis. The result shows that companies do not show consistent performance over the years. We further have noticed that FMCG organizations show comparatively better capabilities that CD firms vis-à-vis dividend payment. Since, there are considerable variations in the ranking, we apply aggregation methods like Borda Count (BC), Copeland method (CM) and Simple additive weighting (SAW). We use two other popular Multi-Criteria Decision Making (MCDM) methods like MABAC and COPRAS for comparison with our framework to ascertain the reliability of our result.

STUDY ON THE CONSUMER BUYING BEHAVIOUR TOWARDS FMCG INFLUENCED BY CELEBRITY ENDORSEMENTS

This project entitled to study the impact of celebrity endorsement on the consumer perception towards the fast moving consumable good brands. It aims to analyze the influence of celebrities' attributes (attractiveness, expertise, trustworthiness, popularity) on the buying behaviour of people living in India. The research was done by collecting information through a structured close ended questionnaire from 71 responses in India. This paper investigates the impact of celebrity endorsement on buyers' purchasing conduct of Fast Moving Consumer Goods (FMCG). It means to break down the impact of celebrities' properties (allure, mastery, dependability, prevalence) on the purchasing conduct of individuals living in India. The whole data are gathered utilizing organized questionnaires from seventy one respondents in India. The consequences of graphic investigation uncover that celebrity endorsement has a positive effect on purchasing conduct of a larger part of individuals. It has additionally been recognized from the examination that respondents positioned brand as the most predominant factor affecting their purchasing conduct while they positioned celebrity endorsement as a forward need. The consequence of inferential investigation uncovers that a huge relationship exists between celebrities' properties and buy intention of FMCG. Since Indian FMCG organizations are in critical need of a good limited time system, this investigation gives valuable knowledge to FMCG organizations and advertisers in India.

Patanjali Ayurved Limited: role reversal in competitive advertising

Learning outcomes Leraning outcomes are as follows: demonstrating how companies in the Indian market are using competitive advertising; giving participants an overview of the regulatory framework for advertising in India; highlighting the complexities arising out of the multiplicity of advertising regulations and institutions in India; appreciating the legal and ethical perspectives of advertisements and self-regulation; and evaluating the stance taken by both the parties in this particular case to develop multi-stakeholder perspective. Case overview/Synopsis A recent advertisement by international conglomerate Hindustan Unilever Limited was severely criticized for insulting Indian values by Baba Ramdev, promoter of India's largest Ayurvedic Company selling Indian indigenous and natural alternate medicinal products. It was in a complete reversal of the scenario between 2015 and 2018 when other Indian consumer goods companies complained against advertisements released by Patanjali. Indian fast moving consumer goods sector is witnessing a trend of competitive advertising in which companies are downplaying and criticizing the competitors. Though quite old, this trend caught momentum when Patanjali Ayurved Limited, a new player in the market, started advertising aggressively in 2015–2016. It resulted in many complaints by the aggrieved parties in the industry bodies and different courts of law in India. A part of the confusion comes from the diversity of advertising regulations across different Indian platforms and the absence of a clearly defined institutional framework for resolving such disputes. Consequently, most such disputes land up in the court of law in India. The case study builds an understanding of the legal framework within which companies are governed for brand promotions and creates a contextual ethical dilemma to drive the discourse on advertising through self-regulation in India. Complexity academic level This case is meant to benefit students pursuing a graduate or upper-level undergraduate degree in management or law/business law. Supplementary materials Teaching notes are available for educators only. Subject code CSS 8: Marketing.

Empirical investigation regarding ethical decision making: a stakeholder cross-impact analysis (SCIA)

PurposeThe purpose of this research was to study senior and middle-level executive perspectives on ethical decision-making exploring stakeholder cross-impact analysis (SCIA). Given the complexities of business today, stakeholder identification, prioritisation and complexities of reciprocal stakeholder influences have become very important. Various philosophical approaches raised questions than responses to these problems. There was a clear need to find ways through which the worldview of agents could be assimilated and understood.Design/methodology/approachThis study used the original hypothetical short case and brought in middle and senior executive reflections of Indian fast-moving consumer goods (FMCG) managers. Reflections of ten senior and 178 middle-level Indian FMCG managers were presented, exploring ethical dilemmas using short hypothetical case. These reflections have been analysed using the SCIA framework. The paired t-test was performed to compare the reflections of senior and middle-level executives.FindingsThe study results indicated that differences emerged regarding stakeholder identification, prioritisation and reciprocal stakeholder influences between Indian middle and senior FMCG executives. Hence, this study paved a reflective space for SCIA. The findings were in line with the tenets of agents’ dilemmas depicted in agency theory.Research limitations/implicationsThis study made contribution to theory by integrating the perspective of ethical dilemma confronted by organisational decision-making units (DMUs) with respect to stakeholder influence and prioritisation. Specifically, theoretical contribution was made towards SCIA.Practical implicationsThis study would help middle and senior executives to better understand the needs and complexities of stakeholder identification, prioritisation and complexities of reciprocal stakeholder influences.Originality/valueTo the best of the authors’ knowledge, this was one of the first studies from an emerging market context country like India that applied SCIA in the FMCG sector. Organisational DMUs while facing ethical dilemma undertook stakeholder influence vis-a-vis stakeholder prioritisation.

100 Years of Growth and Success Story of Nestle India - A Fast Moving Consumer Goods (FMCG) Industry

Background/Purpose: As a Swiss multinational company, Nestle has a subsidiary in India called Nestle India Limited (NIL). In Haryana, the company is headquartered in Gurugram (Gurgaon). Food, beverages, chocolate, and confectioneries are among the company's offerings. Because of Nestle’s focus on its core strengths and its alignment with opportunities available, the company's product portfolio and global presence continue to expand. Nestle celebrated its 100th anniversary in India in 2012 with a new commercial featuring the company's products. Objective: In this paper, we analyze Nestle India's influence on customers during the COVID-19 pandemic, and to know the company's CSR activities. This paper also analyses the FMCG industry evolution in the country. Design/Methodology/Approach This study was undertaken using secondary sources, such as journals and conference articles, annual reports, websites of Nestle Company, the internet, scholarly articles, and social media reviews. A SWOT analysis assessment was made on the company. It is an explorative research case study that aims at identifying the growth of Nestle India Limited-A FMCG industry in the Indian economy. Findings/Results: During the COVID-19 pandemic, the company gained growth. Net income for Nestle India in 2020 is more than 20 billion Indian rupees compared to 19 billion rupees in the year before. Conclusion: Nestle India is a major player in the Indian FMCG market. One of India's top-valued companies, as well as one of the country's top job creators. As part of its mission, Nestle India strives to provide various high-quality, safe-food items at affordable prices. The firm is constantly striving to better understand modern Indian lives and anticipate consumer needs, it is also constantly working to improve its product offerings in terms of convenience, taste, nutrition, and wellness. Paper Type: Company Analysis as a Research Case Study

Business Model for a Post Pandemic Startup In Indian Fast Moving Consumer Goods FMCG sector

The objective of this study was to come up with a Business model for the post-pandemic startup in the Indian FMCG sectors. For this purpose, a questionnaire was designed to collect the data from various respondents of different gender and age groups. The responses were taken to know what the consumers are preferring and what they choose over at the time of the pandemic. Close-ended questions were prepared to collect the data. The questions included in the questionnaire were designed in such a way that they may give a basic idea of where to hit the ball in the court at the time of the pandemic. We know that COVID-19 has shown us a picture we never thought will ever be there and were not prepared for the same. Therefore, to avoid such kind uncertainties affecting the operations of the well-settled business and also to give confidence to the start-ups that have been affected by the same this study was conducted to know the choice, preference, and other factors affecting the purchasing habits of the consumers. Through the study, we found out that the majority of the consumers are focusing more on their health and are shifting to the products which may help them to build their immunity and keep them immune from the virus. This study can be of great use for start-ups to consider and follow to make sure they grab a huge number of market shares

Study on influential role of celebrity credibility on consumer risk perceptions

PurposeThe purpose of this study is to determine the influence of celebrity credibility (trustworthiness, attractiveness and expertise) on risk perception and buying intention of Indian fast moving consumer goods (FMCG) consumers.Design/methodology/approachThe present study adopted the survey method to know the influence of celebrity credibility dimensions on the perceived risk and purchase intentions of Indian FMCG consumers. This study has performed a survey on 250 respondents using the self-administered questionnaire consisting of 18 measurement scales.FindingsThe major findings of this study indicate celebrity trust and celebrity expertise are the most important dimensions of celebrity to influence the risk perceptions of Indian FMCG consumers. The risk perceptions positively influence the purchase intentions of Indian FMCG consumers.Research limitations/implicationsThis study was limited to the Indian context, but theoretical contributions in terms of justifying the relationship linking variables, which might affect success, as well as the failure of celebrity endorsements.Practical implicationsThe research findings can assist the practitioners in selecting the right celebrity endorser as a spokesperson for promoting Indian FMCG brands based on three dimensions of celebrity credibility (trust, expertise and attractiveness).Originality/valueThe study has proposed and tested the new theoretical model considering the celebrity trust, celebrity expertise and celebrity attractiveness as the affective responses from the buyers of FMCG. Perceived risk is mainly cognitive responses influenced through celebrity credible sources. The study attempted to investigate the impact of both affective and cognitive responses on the purchase intentions of Indian FMCG consumers.

Reinforcement of Brands Inspired by Faith with the Paradox of Cultural Divergence in Indian FMCG Market

Self-esteem values, with the new art of living, in the minds of Indians, lead to establish faith among the spiritual organization. Later on, the spiritual organization branded their names and market the products in their branded name. These brands, which are inspired by faith and created by Indian spiritual gurus have even disrupted the fast-moving consumer goods (FMCG) market by being customer-centric instead of being geared by lucrative returns. It is in this context this research is motivated: to find the cultural divergence factors that lead to change the consumption pattern of FMCG and how Indian spiritual gurus are segmenting the market. The research concludes that cultural divergence variables such as power distance, collectivism, uncertainty avoidance and long-term orientation influence the brands that are inspired by faith. Spiritual gurus in India are using sociocultural marketing activities such as social endorsement and cause-related marketing strategies for segmenting the markets.

Patanjali ayurved invades India

The case study is based on Patanjali Ayurved Limited, the biggest disruptive force in the fast-moving consumer goods (FMCG) space of India. The organization has achieved an astounding growth of 100% during FY2016-17 with a gross revenue of Rs 100 billion, whereas its competitors, both the multinational and homegrown firms, have struggled to maintain a double digit growth. It has become a FMCG giant from a small Ayurvedic pharmacy over the decade and plans to expand further by entering into new product categories like apparel and dairy. The study aims to analyze Indian FMCG together with the business model, marketing mix, competitiveness, and strategies of Patanjali in order to identify its strengths, weaknesses, opportunities, and challenges. The findings indicate that, although the company excels in product variety, pricing strategy, process utilization, early internalization, and online sales strategy, it needs to focus on the improvement of its manufacturing facility, product quality, advertisement contents, distribution network, as well as consumer research and segmentation to confront the fierce competition and market trends lying ahead.

Global Climate Change and Its Impact on Indian Products: A Study on Patanjali Ayurved Limited

A decade ago Patanjali Ayurveda came with an influential dialogue “no chemicals & swadeshi alternative”. In a very few months, Patanjali has become a prime household name. Today, Patanjali Ayurveda Limited is as one of the main players in the Indian FMCG (Fast Moving Consumer Goods) company, and blindly trusted by the people across the country. Patanjali has now become the most prestigious brand in India and has a turnover of more than 2,000 crore in a very short span of time. Patanjali Ayurveda is offering the entire range of FMCG products such as food, grocery, nutrition, hair care, skin care and dental care at much competitive price than the other brands available in the market. The research “A Study of Brand Strategy and the Demand Inclination of the Patanjali Products in India” will provide the information of sales, marketing and the branding strategy of the Patanjali products. We will discuss the factor responsible for the growth of Patanjali Ayurvedic Limited and the future projects by Patanjali Ayurvedic Limited.

Managing Sales Team at Balram Beverages

Shyam Sundar, General Manager (Sales and Marketing) at Balram Beverages Pvt. Limited (BBPL), was pondering over the final decision regarding whom to offer the post of Deputy General Manager - Sales. Choice was between Sandeep, Arun and Vimal. Sandeep was an ex-employee of BBPL and had worked with Shyam from 2006 to 2015 as a Sales Manager - Route to Market. Arun Mohan was from a very reputed Indian fast moving consumer goods company, which operated through an entirely different channel than BBPL, and dominated the packaged fruit juice market in India. Shyam expected the sales figures of Coca Cola and BBPL would increase considerably over the next few years due to the natural growth in the market and the planned increase in the product portfolio. The key to harnessing the growth and profitability would be essentially by expanding the distribution channel to include the fruit juice / milk product specific retail outlets, and by driving execution excellence and productivity of the sales force. He wondered how important would be the stability of the sales force as compared to the need to infuse new talent and knowhow about new channels in the sales team. It was further complicated by the resignation of Vimal Dhingra, one of his best performing and trusted Market Expansion Managers, who was tasked with growing the untapped and small rural markets. Vimal however shared that only if he were offered the position of DGM - Sales by BBPL, he would be ready to take back his resignation. How much risk he could take in recruiting someone in senior level of the sales team was a debate for him, also the likely signal that his choice would give to the entire 200 strong field force was unknown.

Anju Pharmaceuticals: riding the herbal wave

Subject area Marketing management, consumer behaviour, digital marketing. Study level/applicability This case can be used for students studying marketing management courses and also for elective courses on consumer behaviour, digital marketing and strategic management in an MBA programme. Case overview This case is about Anju Pharmaceuticals which dealt in the manufacture and sale of ayurvedic/herbal products such as Panchsudha, Zalim Lotion, Ruz, Vama, Mekado etc. in Madhya Pradesh, India. Started in the year 1983, the company had still not been able to make a mark in the market. For quite some time now Mitesh, the third-generation proprietor of the company, was continuously reading articles which discussed how there has been a positive shift in the consumer preferences for products having herbal ingredients. Indian fast-moving consumer goods (FMCG) companies such as Patanjali, Dabur, Marico were banking on herbal components in their various key products such as toothpaste, shampoo and hair oil to expand their market share and some of these Indian companies seemed to be growing faster than bigger multinationals including Hindustan Unilever and Procter & Gamble. With the changes in consumer perception towards herbal products, Mitesh was hopeful that if he could gear up his distribution it would result in improving the bottom-line of the company. He had also started receiving queries from interested clients for third-party manufacturing and packaging of the ayurvedic products under the desired brand name. Mitesh was very much aware that to improve his bottom-line, just relying on efficient distribution would not suffice and he would need to come up with strategic alliances and newer ways of doing the business rather than just following what had been the norm for the last few years. The idea of becoming a third-party manufacturer somehow did not excite Mitesh because he felt that by going in for third-party manufacturing he would never be able to establish the brand identity of Anju Pharmaceuticals. He wanted his company to ride the FMCG herbal wave but how and at what cost were the big questions facing him. Expected learning outcomes After the successful completion of this case, the readers would be able to accomplish the following: gain insights into the problems faced by small businesses when they want to scale up their business. Get insights into the challenges/difficulties of adopting e-commerce by a small organization. Be aware of the changing consumer preferences for herbal and ayurvedic products and how companies are gearing up to cash on to the changing market opportunities. Comprehend the problem situation. Suggest ways of taking advantage of the current scenario to expand and grow the business. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 8: Marketing.

Patanjali: an Indian FMCG on growth path

Subject area Strategy. Study level/applicability MBA. Case overview On 20 May 2016, the Management team at Patanjali Ayurved Limited (PAL), an Indian fast-moving consumer goods (FMCG) company, had assembled in their Haridwar office, India, to discuss their future growth plans. The team was in a celebratory mood, as their internal reports suggested the annual revenue forecasts for the year 2016-2017 to be INR 10bn, an increase of 100 per cent as compared to the previous fiscal year 2015-2016 that recorded annual revenues of INR 5bn. PAL incorporated in 2006 and co-founded by Acharya Balkrishna operated in four business segments of foods, personal care, home care and Ayurved products. The products sold under the brand name Patanjali were single-handedly promoted by Swami Ramdev (hereafter referred as Ramdev), a popular Yoga practitioner and preacher amongst the Indian masses, as well as PAL’s co-founder. Ramdev recommended PAL’s products in his yoga sessions on television and yoga shibirs which had led to huge positive “word-of-mouth” publicity for their brand Patanjali. Their fast-paced growth in less than a decade had generated a disruption in the Indian FMCG sector, resulting in a negative impact on the sales of established multinational corporations (MNCs) such as Colgate-Palmolive, Hindustan Unilever Limited (HUL), ITC Limited (ITC), besides the domestic players such as Dabur India Ltd. and Emami Ltd. This had led their FMCG competitors to launch plans to strengthen their product portfolios so as to provide a tough competition to PAL. The management team at PAL, though confident of achieving their annual revenue targets, were apprehensive of this new competition from the big players of the FMCG sector. Were they capable of continuing their success story? Going forward what strategic steps would ensure them a sustainable growth and a market leader position? The mood turned reflective as the team pondered on some of these questions. Expected learning outcomes The case is structured to enable discussion on: conducting and understanding a general environment analysis and industry and competitive analysis and critically evaluating the firm’s strategic positioning and scope in a competitive environment. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 11: Strategy.

Patanjali Ayurveda Limited: Attraction of Ayurveda Products

Patanjali Ayurved Limited (PAL) is a company in India that deals in Ayurveda and herbal products in food, personal care and home care categories. The company started with an aim to link the rising destiny of millions of rural masses on the one hand and many more suffering and leading an unhealthy lifestyle on the other. The company within a very short span of time had succeeded in getting its foothold in the competitive Indian fast-moving consumer goods (FMCG) market and has reached a gross revenue of ₹25,000 million (about US$380 million) in the fiscal year 2015. The case discusses the marketing mix strategy adopted by PAL and how it helped the firm get a competitive advantage over other players in the industry. Further, the case also discusses the challenges and road ahead for the PAL.

The impact of customer-based brand equity on the operational performance of FMCG companies in India

Measurement of brand equity has posed a big challenge to the companies in the Indian fast moving consumer goods (FMCG) industry. This paper investigates the impact of brand equity on the operational performance of businesses in the Indian FMCG industry. The research study adopts descriptive and exploratory approaches. The results indicate that there is correlation between brand equity and operational performance of business. The practical implications of the findings are that brand equity has to be effectively managed.

The impact of customer-based brand equity on the operational performance of FMCG companies in India

Measurement of brand equity has posed a big challenge to the companies in the Indian fast moving consumer goods (FMCG) industry. This paper investigates the impact of brand equity on the operational performance of businesses in the Indian FMCG industry. The research study adopts descriptive and exploratory approaches. The results indicate that there is correlation between brand equity and operational performance of business. The practical implications of the findings are that brand equity has to be effectively managed for improved operational performance of business.