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Brand Mantra
Team JoMannKare
India- Macroeconomic Environment
-Growth in Income in Urban areas > Growth in
Income in rural areas across the decade.
-More disposable income at the hands of the
Urban class.
-Urban India will drive a four fold increase in
average national income
- Great opportunity for high value products.
-Cities will account for nearly 60% & 70% of
India’s GDP by 2015 & 2030 respectively.
-India will have 68 cities with population more
than 1 million by 2030 up from 42 today.
2005 2015
Main centers of growth and development
Indian Consumer Electronics Market Analysis
-The consumer electronics and home
appliances market is worth Rs 70,000
crore (around $15 billion)
- Following are the Sales revenue
targets of major players in this sector:-
-- Samsung $10 B by 2013
-- LG- $10 B;
-- Whirpool- $2B;
-- Videocon- $ 5 B; by 2015
- With a $10-12 million (Rs 45-55
crore) investment on a manufacturing
line (excluding cost of land), a
company can churn out 15,000
refrigerators, or 9,000 washing
machines, or 1 million mobile phones
in a month. Typically any capacity
addition takes 12 months to become
operational.
&&
-every dollar invested on an asset, a
company can earn a little over $3 in
sales
--KPMG
Primary Growth drivers:- - Consumer spending on CE to grow
at rate higher than GDP growth.
-Change in demographics and lifestyle will push sales. - Shift
towards higher value products (in the urban markets).
-Different strategy for rural markets with more focus on volume
generators.
-Share of sales from modern retail channels will grow as FDI in
retail kicks in.
-Industry will continue to remain price competitive. Newer
technologies will also lower per-unit cost.
Challenges:- - Price competition will put pressure on margins.
- Increase in input price and volatile exchange rate.
- Excess capacity can trigger price war.
- Spiraling inflation will take the fizz out of consumer spending.
Consumer Durable Industry
-The urban consumer durable market for products
including TV is growing annually by 7 to 10 %
whereas the rural market is zooming ahead at
around 25 % annually
-Samsung India is launching a major distribution
push into tier-II and tier- III cities. The plan is to
expand the reach of consumer electronics and
mobile sales points by as much as 50% from
current levels.
-Mobile handsets accounted for 32% of consumer
electronics spending in 2009. The market will
continue to grow robustly due to a projected
increase in mobile subscriber penetration from an
estimated 62% in 2010 to 145% by 2015 as well as
falling handset prices, as the market momentum
shift to semi-urban and rural areas.
The AV segment will account for about 23% of
consumer electronics revenues over the forecast
period and driven by video, which will account for
84% of revenues in this segment by 2015.
Opportunity- Modern Retail & Specialist retailers
-Electronics and appliance specialists see growth of
6% in 2009 to reach Rs481 billion
-Sales through electronics and appliance specialist
retailers expected to see 10% constant value CAGR
over forecast period
Primary Research- Lajpat Rai Market
Televisions:-
Grey market sale:- Approx 70000 TVs are sold
in 1 day
Maximum CRTs sold- 14 inches
Ranging for 1800 to 2500 Rs
Without warranty
 No Major Brands in this segment
 Hub for all the major towns in India
 LCDs without warranty sold at as low as
12000
 Huge sale in AV -DVD players/ MP3 players
Mobiles:-
 Sales Per Month-
MNC- 7 mn| Indian- 2.5 mn|Chinese- 2.5 mn
 Even entry-level customer, features like dual
SIM, FM, color, flash are must.
Over 75% of the handsets are with camera.
 Demand of GPRS and Bluetooth is increasing
 Surge in Qwerty handsets & Social N/w enabled
Customers ask for Android based & Touch
Phones
 Trade in Cash only. Recurring customers.
1st Phase (2011/12 Launch)
 Inverters
 Mobile Phones
2nd Phase (2013 Launch)
 DTH- Set Top Boxes
 Netbooks/Notebooks
Key Success Factors & Vision Statement
KEY Success Factors
to be managed
Remarks Attractiveness
Product – Consumer
Electronics
- Still highly underpenetrated: Huge Opportunity
- TV still un launched- Segment with largest value &
Volume
5
Promotion - All media- TVC, Radio, Social Media, Direct Marketing
in Rural India
4
Geographic Coverage - Huge untapped market
- Start with Pilot projects in markets
3
Distribution - Hub & Spoke Model
- Strong ERP system for better inventory
- Piggybacking in Some states
2.5
Customer Service - Strong network to maintain relations
- Word by mouth to improve customer perceptions
- Innovative marketing to sustain interest in rural &
Urban Areas
- Work on the technical perception of the company
2.5
3.4
8
Vision-
To be one of the leading Consumer Appliance company in the country driving on
innovation and customer service.
Mission-
Target 20-15 is to reach $1 Bn sales from the existing portfolio. And additional $1 Bn
from the sale of Inverters & Mobile Phones in the period 2012-2015.
 700 million mobile phone subscribers
Handset Market growing at CAGR of 23.1% (2005-09)
 Monthly demand - 13 million handsets per month.
 CAGR of 16.3% for the five year period 2009-2014,
 Value of $12.9 billion by the end of 2014.
 Forecast - Volume of 206.7 million units by 2014
Cellular phone penetration: 45 % in 2009
 Replacement sales increased to 50 % of total sales
Inadian Mobile Handset Industry
STRATEGY Connect with target group through a medium that reaches them
in a language that they understand
TARGET Urban first-time buyers and semi-urban /rural upgrades
PRODUCTION In-house Product Development, Design and Manufacturing
facilities. Work with leading ODM/ OEM/ EMS / Design houses to
get access to latest products, designs and technologies
DISTRIBUTION State-level distributors, who further appoint area/town
distributors to reach the retail stores &cover all major modern
retail stores.
Godrej Mobiles
FOCUSED MARKETING
BRAND VIBRANCY
PRODUCT DEVELOPMENT
CHANNEL MANAGEMENT
QUALITY AFTER SALES SERVICE
Assumptions
• Initial Capital to start the operations • INR 1200 mn
• R&D Expenses to be incurred initially • INR 400 mn
• Average Retailers per Sub distributor • 60
• Cost of Capital • 15%
• Gross Margin per handset • 20%
• Average Retailers Per Sub Distributors • 60
Assumptions
Yr 1 Yr 2 Yr 3 Yr 4
Average Price of a handset sold INR 2,400 2300 2,300.00 2200
Expenses
• Logistic Costs
• Service Cost
• Communication
• Travel & Conveyance
• Marketing & Promotion
• Incentives
Financials- Godrej Mobiles
Financials
Inverter Market Scenario- India
4k-6.5k
6.5k- 10.5k
4k-6.5k
4k-6.5k
 Though the market is competitive and
fragmented but un-penetrated
Luminous has the maximum market share of
around 10% of the Inverter market
 Salient features: - Cost
Competitiveness, After Sales support,
wide distribution network, Strong Brand
awareness, 1st movers advantage,
Reliability and quality of the product.
 Inverter Categories:-
Mid range for home segment
SME/SMB
Application based inverters- For lifts,
Hotels, Hospitals, Petrol pumps, Telecom
BTS, etc.
 By Market size in India : - North> West > East >
South
Govt. of India has estimates- Demand of
installed capacity of over 2,00,000 MW by 2012
and over 4,00,000 MW by 2020.
(600VA- 1.5KVA) Inverter
Mid range home segment
3.8k-7.5k
Identification of Potential markets
Electricity penetration in India
Pilot phase
Identification of Potential markets :
 Identification of 10 states based on
electricity penetration in India
Parametric ranking of the 10 states
Pilot Phase : Rajasthan, Bihar ,UP
selected
Districts are identified to venture
into for pilot phase for the states
Hub and Spoke model used: based
on Godrej partner /distribution offices
Source: www.indiastat.com
Phase 1
Phase 2
Identified
state
Average
Population per
vilage Rural literacy
% of working
rural population
No. of rural
HH
HH availing
banking
services
HH with
electricity Average score
UP 0.35 0.54 0.48 1.32 0.50 1.28 0.74
Bihar 1.48 0.44 0.46 0.81 0.45 0.10 0.63
Rajasthan 0.72 0.63 0.52 0.72 0.67 0.41 0.61
West Bengal 0.53 0.56 0.63 0.46 0.57 0.91 0.61
MP 0.41 0.58 0.64 0.52 1.00 0.41 0.59
Chhattisgarh 0.42 0.61 0.68 0.22 0.45 0.95 0.55
Orissa 0.31 0.60 0.54 0.44 0.48 0.39 0.46
Assam 0.45 0.61 0.49 0.27 0.36 0.35 0.42
Jharkhand 0.33 0.46 0.56 0.24 0.50 0.21 0.38
Total Market Size : Pilot Phase
Districts
Total
Households
Number of
unelectrified
Householdes
Number of
Schools
Household
industry
workers
Kanpur 224275 89710 4034 23393
Unnao 398756 159502.4 2424 30522
Lucknow 229516 91806.4 4325 20285
Raebareli 454640 181856 2459 35266
Alwar 383844 153537.6 4241 26299
Bharatpur 247936 99174.4 2399 9164
Dausa 172,097 68838.8 3241 12353
Jaipur 367891 147156.4 4765 36576
Nalanda 310799 233314 2786 26773
Patna 419619 342134 3897 30813
Bhojpur 278627 201142 2987 21523
Gaya 444220 366735 2376 41022
 For Pilot phase,4 districts were identified for one hub and based on the number of households, schools and workers, potential for pilot
phase is estimated.
 For Rajasthan and Uttar Pradesh,60% electricity penetration(source : Indian national health survey 2006 )while real data used for Bihar
Average cost of the Product
For Households 600 VA 4000
For Household industry
workers 800 VA 4500
For Schools 1.4K VA 6500
Household Potential (Inverter for 3500Rs-
600VA)
School/SMEs Potential (Inverter for 40,000Rs-
5KVA)
Household Industry worker potential (1.5KVA-
6000Rs)
LL= 1% ML=2% HL=3% LL= 1% ML=2% HL=3% LL= 1% ML=2% HL=3%
7849625 15699250 23548875 1613600 3227200 4840800 1403580 2807160 4210740
13956460 27912920 41869380 969600 1939200 2908800 1831320 3662640 5493960
8033060 16066120 24099180 1730000 3460000 5190000 1217100 2434200 3651300
15912400 31824800 47737200 983600 1967200 2950800 2115960 4231920 6347880
13434540 26869080 40303620 1696400 3392800 5089200 1577940 3155880 4733820
8677760 17355520 26033280 959600 1919200 2878800 549840 1099680 1649520
6023395 12046790 18070185 1296400 2592800 3889200 741180 1482360 2223540
12876185 25752370 38628555 1906000 3812000 5718000 2194560 4389120 6583680
10877965 21755930 32633895 1114400 2228800 3343200 1606380 3212760 4819140
14686665 29373330 44059995 1558800 3117600 4676400 1848780 3697560 5546340
9751945 19503890 29255835 1194800 2389600 3584400 1291380 2582760 3874140
15547700 31095400 46643100 950400 1900800 2851200 2461320 4922640 7383960
137627700 275255400 412883100 15973600 31947200 47920800 18839340 37678680 56518020
LL= 1% ML=2% HL=3%
172440640 344881280 517321920
Districts
Total
Households
Number of
Schools/SMEs
Household industry
workers
Kanpur 224275 4034 23393
Unnao 398756 2424 30522
Lucknow 229516 4325 20285
Raebareli 454640 2459 35266
Alwar 383844 4241 26299
Bharatpur 247936 2399 9164
Dausa 172,097 3241 12353
Jaipur 367891 4765 36576
Nalanda 310799 2786 26773
Patna 419619 3897 30813
Bhojpur 278627 2987 21523
Gaya 444220 2376 41022
Sales Potential from 12 districts in pilot
phase
LL=1% => 17 Cr => 170 Mill Rs
ML=2% => 34 Cr => 340 Mill Rs
HL=3% => 51 Cr => 510 Mill Rs
Marketing Strategies
Online Advertising:
Social Media Marketing: Current Rage.
PR & Advertorials: To increase visibility and brand
image
Strategic Tie Ups:
With Real Estate Developers, IPL, Sporting Events
Outdoor Advertising:
Events Hosting, Banners at selective locations for
some time
Television & Print Ads- Conventional Media
Marketing
Strategies
to be Used
Online
Advertising
Strategic
Tie Ups
Outdoor
Advertising
TVC/
Radio/
Print Ads
• Create an Engagement Model Around Objectives & Resources
• Address Specific Customer Needs
BLOG or be BLOGGED: Add blogging to the marketing mix, make people talk
about you, Always note  PEOPLE trust PEOPLE
Marketing Strategies contd…
facebook
HOW?
• Create a Godrej Facebook page
• Use this page for discussions & events
• Integrate Godrej with Facebook to get discussion & event updates on Godrej website
WHY?
• Interaction at a more personal level between users
• Users can upload & share their Godrej Appliance Experience
• Facebook is widely used and hence more people would be involved. The ultimate goal is to get the
people know about godrej
• Discount coupons for Godrej members
Reach
70% of the private cabs daily commuters are from
business & corporate sectors
10% commuters are college students and Sr.citizens
98% of commuters belong to SEC A and B
Impact
Unlike other outdoor advertising, Cabvertised brands
are at eye-level
Cabvertised brands are seen at prime spots
 Cab interiors deliver a more detailed message to a
captive audience
Outdoor Advertising - CABVERTISING
18
Haats/ MelasInfluencers and opinion leaders
NGOS MFI, SHGs and BanksRegional Film Super star
Local Political leaders
Godrej Rural Promotions
• Demonstrate the product
to the opinion leaders.
• Promote individual use.
• Give a commission from
the revenue of the sale.
• Promote Word of mouth
for the product.
The Neta
The Barber
The Sarpanch
The Panditji
The Elders
Why?
• People Power
• Wealth
•Influence
•Networking skill
• Native of the region
has understanding of
the consumer.
• Can be involved in
the entrepreneur skills
•Collaborate with the Regional Super Stars
• Can be involved as a Local brand
ambassador .
• Better recall for the rural people which
pamphlets and print advertisement with the
Star.
Ravi Kishen and Manoj Tiwari-
super stars of U.P and Bihar
regional films
• NYKS- Nehru Yuvak Kendra sangathan
•Rajasthan Environment Preservation Society
•Vatavaran
Why?
• Good penetration in the rural areas
• Volunteers in the NGO are of the local region .
• Option to Tie Up with multiple NGOs in field of
Education, Health Care, Disaster management and
Women Empowerment.
•NGOs coming up with promoting green
environment and reducing carbon emissions can be
used as stalwarts
Why?
• Finance is required for up scaling
• Strategic tie ups with banks to fulfill
priority sector lending requirements
• SHGs are organized and can be easily
targeted for product promotion and
Usage
• MFIs pan India outreach .
Frequency of visits- 88% of Haat
visitors visit 4 Haats/week
• Village retailers availability-
62% of nearby cluster village
retailers attend Haats regularly
•Promotion capability : Useful
for both static & mobile promotion.
• Trade predisposition-Visiting
retailers come with shopping lists but
less than 60% of their final shopping
is planned
•Measurable-By monitoring
secondary sales of sub dealer catering
to cluster.

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Godrej PPT startegy

  • 2. India- Macroeconomic Environment -Growth in Income in Urban areas > Growth in Income in rural areas across the decade. -More disposable income at the hands of the Urban class. -Urban India will drive a four fold increase in average national income - Great opportunity for high value products. -Cities will account for nearly 60% & 70% of India’s GDP by 2015 & 2030 respectively. -India will have 68 cities with population more than 1 million by 2030 up from 42 today. 2005 2015
  • 3. Main centers of growth and development
  • 4. Indian Consumer Electronics Market Analysis -The consumer electronics and home appliances market is worth Rs 70,000 crore (around $15 billion) - Following are the Sales revenue targets of major players in this sector:- -- Samsung $10 B by 2013 -- LG- $10 B; -- Whirpool- $2B; -- Videocon- $ 5 B; by 2015 - With a $10-12 million (Rs 45-55 crore) investment on a manufacturing line (excluding cost of land), a company can churn out 15,000 refrigerators, or 9,000 washing machines, or 1 million mobile phones in a month. Typically any capacity addition takes 12 months to become operational. && -every dollar invested on an asset, a company can earn a little over $3 in sales --KPMG Primary Growth drivers:- - Consumer spending on CE to grow at rate higher than GDP growth. -Change in demographics and lifestyle will push sales. - Shift towards higher value products (in the urban markets). -Different strategy for rural markets with more focus on volume generators. -Share of sales from modern retail channels will grow as FDI in retail kicks in. -Industry will continue to remain price competitive. Newer technologies will also lower per-unit cost. Challenges:- - Price competition will put pressure on margins. - Increase in input price and volatile exchange rate. - Excess capacity can trigger price war. - Spiraling inflation will take the fizz out of consumer spending.
  • 5. Consumer Durable Industry -The urban consumer durable market for products including TV is growing annually by 7 to 10 % whereas the rural market is zooming ahead at around 25 % annually -Samsung India is launching a major distribution push into tier-II and tier- III cities. The plan is to expand the reach of consumer electronics and mobile sales points by as much as 50% from current levels. -Mobile handsets accounted for 32% of consumer electronics spending in 2009. The market will continue to grow robustly due to a projected increase in mobile subscriber penetration from an estimated 62% in 2010 to 145% by 2015 as well as falling handset prices, as the market momentum shift to semi-urban and rural areas. The AV segment will account for about 23% of consumer electronics revenues over the forecast period and driven by video, which will account for 84% of revenues in this segment by 2015.
  • 6. Opportunity- Modern Retail & Specialist retailers -Electronics and appliance specialists see growth of 6% in 2009 to reach Rs481 billion -Sales through electronics and appliance specialist retailers expected to see 10% constant value CAGR over forecast period
  • 7. Primary Research- Lajpat Rai Market Televisions:- Grey market sale:- Approx 70000 TVs are sold in 1 day Maximum CRTs sold- 14 inches Ranging for 1800 to 2500 Rs Without warranty  No Major Brands in this segment  Hub for all the major towns in India  LCDs without warranty sold at as low as 12000  Huge sale in AV -DVD players/ MP3 players Mobiles:-  Sales Per Month- MNC- 7 mn| Indian- 2.5 mn|Chinese- 2.5 mn  Even entry-level customer, features like dual SIM, FM, color, flash are must. Over 75% of the handsets are with camera.  Demand of GPRS and Bluetooth is increasing  Surge in Qwerty handsets & Social N/w enabled Customers ask for Android based & Touch Phones  Trade in Cash only. Recurring customers. 1st Phase (2011/12 Launch)  Inverters  Mobile Phones 2nd Phase (2013 Launch)  DTH- Set Top Boxes  Netbooks/Notebooks
  • 8. Key Success Factors & Vision Statement KEY Success Factors to be managed Remarks Attractiveness Product – Consumer Electronics - Still highly underpenetrated: Huge Opportunity - TV still un launched- Segment with largest value & Volume 5 Promotion - All media- TVC, Radio, Social Media, Direct Marketing in Rural India 4 Geographic Coverage - Huge untapped market - Start with Pilot projects in markets 3 Distribution - Hub & Spoke Model - Strong ERP system for better inventory - Piggybacking in Some states 2.5 Customer Service - Strong network to maintain relations - Word by mouth to improve customer perceptions - Innovative marketing to sustain interest in rural & Urban Areas - Work on the technical perception of the company 2.5 3.4 8 Vision- To be one of the leading Consumer Appliance company in the country driving on innovation and customer service. Mission- Target 20-15 is to reach $1 Bn sales from the existing portfolio. And additional $1 Bn from the sale of Inverters & Mobile Phones in the period 2012-2015.
  • 9.  700 million mobile phone subscribers Handset Market growing at CAGR of 23.1% (2005-09)  Monthly demand - 13 million handsets per month.  CAGR of 16.3% for the five year period 2009-2014,  Value of $12.9 billion by the end of 2014.  Forecast - Volume of 206.7 million units by 2014 Cellular phone penetration: 45 % in 2009  Replacement sales increased to 50 % of total sales Inadian Mobile Handset Industry
  • 10. STRATEGY Connect with target group through a medium that reaches them in a language that they understand TARGET Urban first-time buyers and semi-urban /rural upgrades PRODUCTION In-house Product Development, Design and Manufacturing facilities. Work with leading ODM/ OEM/ EMS / Design houses to get access to latest products, designs and technologies DISTRIBUTION State-level distributors, who further appoint area/town distributors to reach the retail stores &cover all major modern retail stores. Godrej Mobiles FOCUSED MARKETING BRAND VIBRANCY PRODUCT DEVELOPMENT CHANNEL MANAGEMENT QUALITY AFTER SALES SERVICE Assumptions • Initial Capital to start the operations • INR 1200 mn • R&D Expenses to be incurred initially • INR 400 mn • Average Retailers per Sub distributor • 60 • Cost of Capital • 15% • Gross Margin per handset • 20% • Average Retailers Per Sub Distributors • 60 Assumptions Yr 1 Yr 2 Yr 3 Yr 4 Average Price of a handset sold INR 2,400 2300 2,300.00 2200 Expenses • Logistic Costs • Service Cost • Communication • Travel & Conveyance • Marketing & Promotion • Incentives
  • 12. Inverter Market Scenario- India 4k-6.5k 6.5k- 10.5k 4k-6.5k 4k-6.5k  Though the market is competitive and fragmented but un-penetrated Luminous has the maximum market share of around 10% of the Inverter market  Salient features: - Cost Competitiveness, After Sales support, wide distribution network, Strong Brand awareness, 1st movers advantage, Reliability and quality of the product.  Inverter Categories:- Mid range for home segment SME/SMB Application based inverters- For lifts, Hotels, Hospitals, Petrol pumps, Telecom BTS, etc.  By Market size in India : - North> West > East > South Govt. of India has estimates- Demand of installed capacity of over 2,00,000 MW by 2012 and over 4,00,000 MW by 2020. (600VA- 1.5KVA) Inverter Mid range home segment 3.8k-7.5k
  • 13. Identification of Potential markets Electricity penetration in India Pilot phase Identification of Potential markets :  Identification of 10 states based on electricity penetration in India Parametric ranking of the 10 states Pilot Phase : Rajasthan, Bihar ,UP selected Districts are identified to venture into for pilot phase for the states Hub and Spoke model used: based on Godrej partner /distribution offices Source: www.indiastat.com Phase 1 Phase 2 Identified state Average Population per vilage Rural literacy % of working rural population No. of rural HH HH availing banking services HH with electricity Average score UP 0.35 0.54 0.48 1.32 0.50 1.28 0.74 Bihar 1.48 0.44 0.46 0.81 0.45 0.10 0.63 Rajasthan 0.72 0.63 0.52 0.72 0.67 0.41 0.61 West Bengal 0.53 0.56 0.63 0.46 0.57 0.91 0.61 MP 0.41 0.58 0.64 0.52 1.00 0.41 0.59 Chhattisgarh 0.42 0.61 0.68 0.22 0.45 0.95 0.55 Orissa 0.31 0.60 0.54 0.44 0.48 0.39 0.46 Assam 0.45 0.61 0.49 0.27 0.36 0.35 0.42 Jharkhand 0.33 0.46 0.56 0.24 0.50 0.21 0.38
  • 14. Total Market Size : Pilot Phase Districts Total Households Number of unelectrified Householdes Number of Schools Household industry workers Kanpur 224275 89710 4034 23393 Unnao 398756 159502.4 2424 30522 Lucknow 229516 91806.4 4325 20285 Raebareli 454640 181856 2459 35266 Alwar 383844 153537.6 4241 26299 Bharatpur 247936 99174.4 2399 9164 Dausa 172,097 68838.8 3241 12353 Jaipur 367891 147156.4 4765 36576 Nalanda 310799 233314 2786 26773 Patna 419619 342134 3897 30813 Bhojpur 278627 201142 2987 21523 Gaya 444220 366735 2376 41022  For Pilot phase,4 districts were identified for one hub and based on the number of households, schools and workers, potential for pilot phase is estimated.  For Rajasthan and Uttar Pradesh,60% electricity penetration(source : Indian national health survey 2006 )while real data used for Bihar Average cost of the Product For Households 600 VA 4000 For Household industry workers 800 VA 4500 For Schools 1.4K VA 6500
  • 15. Household Potential (Inverter for 3500Rs- 600VA) School/SMEs Potential (Inverter for 40,000Rs- 5KVA) Household Industry worker potential (1.5KVA- 6000Rs) LL= 1% ML=2% HL=3% LL= 1% ML=2% HL=3% LL= 1% ML=2% HL=3% 7849625 15699250 23548875 1613600 3227200 4840800 1403580 2807160 4210740 13956460 27912920 41869380 969600 1939200 2908800 1831320 3662640 5493960 8033060 16066120 24099180 1730000 3460000 5190000 1217100 2434200 3651300 15912400 31824800 47737200 983600 1967200 2950800 2115960 4231920 6347880 13434540 26869080 40303620 1696400 3392800 5089200 1577940 3155880 4733820 8677760 17355520 26033280 959600 1919200 2878800 549840 1099680 1649520 6023395 12046790 18070185 1296400 2592800 3889200 741180 1482360 2223540 12876185 25752370 38628555 1906000 3812000 5718000 2194560 4389120 6583680 10877965 21755930 32633895 1114400 2228800 3343200 1606380 3212760 4819140 14686665 29373330 44059995 1558800 3117600 4676400 1848780 3697560 5546340 9751945 19503890 29255835 1194800 2389600 3584400 1291380 2582760 3874140 15547700 31095400 46643100 950400 1900800 2851200 2461320 4922640 7383960 137627700 275255400 412883100 15973600 31947200 47920800 18839340 37678680 56518020 LL= 1% ML=2% HL=3% 172440640 344881280 517321920 Districts Total Households Number of Schools/SMEs Household industry workers Kanpur 224275 4034 23393 Unnao 398756 2424 30522 Lucknow 229516 4325 20285 Raebareli 454640 2459 35266 Alwar 383844 4241 26299 Bharatpur 247936 2399 9164 Dausa 172,097 3241 12353 Jaipur 367891 4765 36576 Nalanda 310799 2786 26773 Patna 419619 3897 30813 Bhojpur 278627 2987 21523 Gaya 444220 2376 41022 Sales Potential from 12 districts in pilot phase LL=1% => 17 Cr => 170 Mill Rs ML=2% => 34 Cr => 340 Mill Rs HL=3% => 51 Cr => 510 Mill Rs
  • 16. Marketing Strategies Online Advertising: Social Media Marketing: Current Rage. PR & Advertorials: To increase visibility and brand image Strategic Tie Ups: With Real Estate Developers, IPL, Sporting Events Outdoor Advertising: Events Hosting, Banners at selective locations for some time Television & Print Ads- Conventional Media Marketing Strategies to be Used Online Advertising Strategic Tie Ups Outdoor Advertising TVC/ Radio/ Print Ads • Create an Engagement Model Around Objectives & Resources • Address Specific Customer Needs BLOG or be BLOGGED: Add blogging to the marketing mix, make people talk about you, Always note  PEOPLE trust PEOPLE
  • 17. Marketing Strategies contd… facebook HOW? • Create a Godrej Facebook page • Use this page for discussions & events • Integrate Godrej with Facebook to get discussion & event updates on Godrej website WHY? • Interaction at a more personal level between users • Users can upload & share their Godrej Appliance Experience • Facebook is widely used and hence more people would be involved. The ultimate goal is to get the people know about godrej • Discount coupons for Godrej members Reach 70% of the private cabs daily commuters are from business & corporate sectors 10% commuters are college students and Sr.citizens 98% of commuters belong to SEC A and B Impact Unlike other outdoor advertising, Cabvertised brands are at eye-level Cabvertised brands are seen at prime spots  Cab interiors deliver a more detailed message to a captive audience Outdoor Advertising - CABVERTISING
  • 18. 18 Haats/ MelasInfluencers and opinion leaders NGOS MFI, SHGs and BanksRegional Film Super star Local Political leaders Godrej Rural Promotions • Demonstrate the product to the opinion leaders. • Promote individual use. • Give a commission from the revenue of the sale. • Promote Word of mouth for the product. The Neta The Barber The Sarpanch The Panditji The Elders Why? • People Power • Wealth •Influence •Networking skill • Native of the region has understanding of the consumer. • Can be involved in the entrepreneur skills •Collaborate with the Regional Super Stars • Can be involved as a Local brand ambassador . • Better recall for the rural people which pamphlets and print advertisement with the Star. Ravi Kishen and Manoj Tiwari- super stars of U.P and Bihar regional films • NYKS- Nehru Yuvak Kendra sangathan •Rajasthan Environment Preservation Society •Vatavaran Why? • Good penetration in the rural areas • Volunteers in the NGO are of the local region . • Option to Tie Up with multiple NGOs in field of Education, Health Care, Disaster management and Women Empowerment. •NGOs coming up with promoting green environment and reducing carbon emissions can be used as stalwarts Why? • Finance is required for up scaling • Strategic tie ups with banks to fulfill priority sector lending requirements • SHGs are organized and can be easily targeted for product promotion and Usage • MFIs pan India outreach . Frequency of visits- 88% of Haat visitors visit 4 Haats/week • Village retailers availability- 62% of nearby cluster village retailers attend Haats regularly •Promotion capability : Useful for both static & mobile promotion. • Trade predisposition-Visiting retailers come with shopping lists but less than 60% of their final shopping is planned •Measurable-By monitoring secondary sales of sub dealer catering to cluster.