the FMCG arm of Reliance Retail  –  Reliance Consumer Products  – is launching its made-for-India consumer packaged goods brand ‘Independence’ in Gujarat and will be selling products ranging from staples to processed foods and other daily essentials.

 It plans to develop Gujarat as a ‘go-to-market’ state to create excellence in execution for its FMCG business and will be rolling out the brand nationally soon. In the coming months, the company plans to step up the launch to cover FMCG retailers across Gujarat.

According to Isha Ambani, Director, Reliance Retail Ventures Ltd, “The brand stands for ‘truly Indian solutions for real Indian problems’ which is articulated as – ‘Kan Kan Mein Bharat’, thereby evoking emotional attachment and instilling a sense of inclusiveness amongst Indians.”

Reliance Industries Ltd is in talks to acquire brands such as Garden Namkeens from CavinKare, besides other brands such as Lahori Zeera and Bindu Beverages in a bid to strengthen its fast-moving consumer goods (FMCG) play.

Reliance Retail Ventures Limited is a subsidiary of Reliance Industries Ltd and the holding company of all the retail businesses under the RIL group. It reported a consolidated turnover of Rs 1.99 lakh crore and net profit of Rs 7,055 crore for the year ended March 31, 2022. With further expansion in network, the retail division garnered its highest gross quarterly.

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According to industry estimates, the ghee market is estimated to be worth Rs 10,000 crore. It is a crowded market, dominated by traditional players like Amul, Mother Dairy, and Paras Milk Foods.

But Rahul Gandhi, chief marketing officer, iD, says there is still space in the market for growth. Dairy is an attractive segment, and iD is a serious dairy player in the geographies it operates in. “We have had success with paneer and curd. An iD paneer on any ecommerce platform will have a market share in the mid to high 20s. Ghee is a natural extension of the dairy portfolio because it’s one of the large categories. In terms of category size, ghee is larger than curd and paneer put together”, he says.

“The category is still being created and is still heavily under penetrated.” “The category creation is probably going to take the next 15-20 years, and at that time we’ll think that iD was one of the early players,” he says.

Gandhi believes that people are constantly experimenting with food. They are always looking for something that offers them better value. Everything that offers them value seems to be successful. I don’t see why ghee should be any different”, he says.

Product Differentiator

When iD enters these markets, it looks for a consumer need that is yet unserved. In these categories, its strategy is to bring the manufacturing process as close as possible to kitchen practices.

The iD ghee is currently available in the Mumbai and Pune markets in one kg pouch (Rs 689), 500gm pouch (Rs. 350) and 500gm pet jar (Rs. 375). This is slightly higher priced compared to its rivals in the market. A 1-litre pack of Gowardhan, Amul or Nandini ghee costs between Rs. 450 and Rs. 500.

Id is targeting consumers who are aware of the need to consume conscious foods and are willing to pay that slight premium for a better product.

Packaging Innovations

In every category that iD enters, it attempts to bring innovations and convenience to the consumers – whether it is the ‘squeeze and fry’ vada maker or the naturally packed grated coconut in a coconut. With the ghee, it has introduced a spout in the 500 gm pouch that enables one to conveniently pour out the ghee.

People tend to transfer the ghee from the pouch or metallic tin into a stainless steel container. We found that it can be pretty inconvenient. We are the first players to have a pout in the packaging. Ghee is used in very small portions. So it is very amenable to the pouch format where you unscrew it, take as much as you need and then keep the rest,” he adds.

In the dairy segment, iD has another innovation in the pipeline—a butter stick.

iD’s expansion

Launched in 2005 with idli-dosa batter, it has been constantly expanding into newer categories. It now sells paneer, curd, chappati, parotta, bread, filtered coffee decoction, tender coconut, and grated coconut. Currently, 70% of its revenue comes from batters and Indian breads and 30% from the rest.

“Both are equally big for us. Batter is big in India and parotta in the UAE. “After these two, our paneer has done really well,” Gandhi says.

While foraying into newer segments, the company looks at the attractiveness of the category in terms of size and profitability, how likely it is to succeed in it and whether it will be able to provide a differentiator. It also needs to align with iD’s brand ethos of offering fresh, healthy, and natural products.

Apart from experimenting in the batter and Indian breads segment, where it is attempting to be a category leader, it is also looking to innovate in food categories that have a long shelf-life, like cookies, spices, honey, etc.

“In the long-term iD wants to establish itself at the intersection of convenience and health. ” It’s a very ripe space right now, and iD is occupying it very well. Like we did with batters, we are looking at other food categories that the homemaker finds it difficult to make. We don’t want to give anything ready to eat because we want the homemaker to have control over the last ingredients,” he says.

A brand’s value resides in its ability to own a distinct association in people’s minds. That happens over time through a clear understanding on the part of the brand’s owner of what it essentially is and then a consistent manifestation of that core identity across all its various touch-points. The association need not be restricted to establishing it around a particular product or category.

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With this launch, the brand has proven its presence in the fast-growing Web 3.0 by using the core element of the brand, the signature Bucket, and recreating it in a thrilling new virtual avatar. Danish Sait, an actor, writer, and comedian, and Sharan Hegde, a well-known fin-fluencer, hosted an Instagram Live earlier today to announce the vibrant KFC BuckETH. With thousands of people logging in to witness the launch, KFC-lovers also have a chance to win KFC BuckETH and become a part of the brand’s story in the country.

The Bucket is as iconic to KFC as the signature taste of our chicken. The Bucket is evidence of the brand’s legacy and has been a vital part of many festive moments for customers. The company is excited to usher the Bucket in a new way in the new-age digital world with our first NFT-KFC BuckETH-curated from vibrant designs by budding artists. The KFC BuckETH presents KFC fans with an opportunity to connect with the brand in the most unique manner ever.

Curated in partnership with Blink Digital on the Ethereum blockchain, KFC’s one-of-a-kind KFC BuckETH is a single collectible and will be hosted on OpenSea. It is an ode to the diverse melting pot of culture that is India, as the vibrant artwork is curated by budding talented artists from across the country.

These artists recently came together to celebrate the brand’s milestone of growing to 600 restaurants strong in India, across 150 cities, with 150 unique Bucket designs for each city. The KFC BuckETH displays an amalgamation of these unique designs and is a true representation of the brand’s journey in India whilst celebrating India.

And one final KFC-lover can get their hands on the KFC BuckETH, by professing their love for KFC Chicken. Visit KFC India’s official Instagram handle @kfcindia_official and screenshot the Ultimate Chicken Lover Checklist available on Stories. Fill out the checklist using GIFs, images, or text and post it on your stories while tagging KFC. One lucky winner will win ownership of the coveted KFC BuckETH. And that’s not all. The winner also enjoys a year-long supply of KFC!

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An increase in milk prices has been implemented due to an increase in the overall cost of operation and production of milk. The cost of cattle feeding alone has risen by approximately 20% since last year.Considering the rise in input costs, our member unions have also increased farmers’ prices by an average of 8–9 percent over the previous year.

The recent hike by Mother Dairy is applicable to all milk variants. In March, Mother Dairy had increased milk prices by Rs. 2 per litre in the Delhi-NCR (National Capital Region) and now it is forced to increase its liquid milk prices by Rs. 2 per litre with effect from August 17, 2022.

The new prices will be applicable to all milk variants. Full cream milk will cost Rs. 61 per litre from Wednesday, up from Rs. 59 per litre. Prices of toned milk will increase to Rs. 51 per litre, while prices of double toned milk will rise to Rs. 45 per litre. The price of cow’s milk has been hiked to Rs. 53 per litre. The price of bulk vended milk (token milk) has been raised to Rs. 48 from Rs. 46 per litre.

The company has witnessed an increase in input costs in the last five months, such as the farm prices of raw milk have spiked by about 10–11 percent. Likewise, the cost of feed and fodder has also witnessed a significant rise due to the heat wave and extended summer season. According to the official, the surge in farm prices is only being partially passed on to the consumers, thereby securing the interests of both the stakeholders—consumers and farmers.

The company spends around 75–80 per cent of the sales realisation from milk towards the procurement of milk from the farmers.

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The revelation was made by Jubilant FoodWorks, which runs the Domino’s and Dunkin’ Donuts chains in India, in a confidential filing with the Competition Commission of India (CCI), which is investigating alleged anti-competitive practises of Zomato and Swiggy. Jubilant is India’s largest food services company, with more than 1,600 branded restaurant outlets, including 1,567 Domino’s and 28 Dunkin’ Donuts outlets.

The CCI ordered in April its probe into Zomato and Swiggy after an Indian restaurant group alleged preferential treatment, exorbitant commissions, and other anti-competitive practices. The food delivery apps deny any wrongdoing.

After the CCI sought responses from Domino’s India franchise and several other restaurants as part of its investigation, Jubilant told the watchdog this month that 26-27% of its total business in India was generated from online platforms, including its own mobile application and website.

In the event of an increase in commission rates, Jubilant will consider shifting more of its businesses from online restaurant platforms to the in-house ordering system.

 With the rising use of smartphones and attractive discounts on offer, food delivery platforms have become increasingly popular in India. Jubilant’s warning comes as Zomato and Swiggy face accusations by many restaurants in India that their alleged practices hurt their business.

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According to the Tamil Nadu rice mills association and traders, the centre has issued a notification that rice, maize, and other essential food commodities will be subject to less than 5% GST beginning July 18. Rice merchants and rice mill associations have urged the Tamil Nadu government to put pressure on the Union government to reverse the decision to bring food products under the purview of GST.

Around 3000 rice mills and thousands of rice merchants have protested against bringing the essential commodities under the GST slab.

The rice mill owners and rice merchants had, in a petition to Chief Minister M.K. Stalin, stated that, according to the Supreme Court rulings, GST recommendations are not binding for the state government.

Sivanandan, State Secretary, Tamil Nadu Rice Mill Owners Association, stated that the GST council had imposed taxes on registered rice brands in 2017 but had exempted unregistered brands.

The exemption is now withdrawn and all pre-packed rice brands will now have a 5 per cent GST. While loose rice may not fall under the ambit of GST, the state food department has directed all shopkeepers to ensure that rice and other food products are sold in packed form under the FSSAI Act.

 Several mill owners, however, said that implementing a 5 percent GST from Monday may not be practical as many of these mills don’t have GST numbers. The mill owners want more time for the mills to get GST numbers.

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CEO Ramon Laguarta said PepsiCo is sharpening its revenue management capabilities with “mix and assortment solutions,” which could be smaller sizes in its variety packs. Hugh Johnston, the company’s CFO, added that the company may sometimes choose to reduce the number of chips in a bag rather than increase prices. 

As food and beverage companies grapple with how to deal with inflation and rising input costs, food companies of all sizes are looking for ways to offset some of those expenses without passing all of them on to cash-strapped consumers.

With a portfolio of iconic snacks and drinks, PepsiCo so far has shown an ability to withstand the brunt of inflation.

The company’s quarterly revenue increased to $20.2 billion from $19.2 billion a year ago. For the second consecutive quarter, PepsiCo raised its outlook, forecasting revenue growth of 10% this year—up from 8%—as consumers keep buying its offerings. 

But even a giant like PepsiCo is treading carefully when it comes to the current instability sweeping the economy. While consumers have generally accepted higher prices, PepsiCo can’t be sure that will continue, especially with further price hikes planned by the company.

PepsiCo noted this quarter that it is looking at smaller sizes, either in the packaging or how much product is contained inside. So-called shrinkflation — where companies reduce the size or quantity of a product while charging the same price — is nothing new, but the current environment has made it a popular tool for many businesses, especially those that make food and beverages.

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The company wants to be a significant player in the snack food, spices, and ready-to-eat market and has appointed Anil Chugh, hitherto India & SAARC head of the Wipro Consumer Care business, to head the foods business, and Neeraj Khatri, head of Wipro Consumer Care’s Philippines entity, has moved as India & SAARC head of the Wipro Consumer Care business.

According to Vineet Agrawal, CEO of Wipro Consumer Care & Lighting, their decision to enter the packaged food business would complement their existing categories in personal care, consequently building a complete contribution in the FMCG space in India.

Anil headed the India Consumer Care business from 2007 and, under his leadership, Santoor has risen to be the number two brand in toilet soaps in India. Neeraj has played a significant role in turning around our Indonesia business and then steered the Philippines acquisition during the initial years and post that through an extremely tough COVID environment.

Wipro Consumer Care & Lighting, a significant player in the personal care, home care, and lighting businesses, recorded revenue of Rs. 8,634 crores for the financial year ended March 31, 2022. Its flagship soap brand, Santoor, has become a Rs. 2,300 crores plus brand. It continues to be the second-largest selling soap in the country.

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Darshan Mehta, MD, Reliance Brands Limited, stated that their partnership with Pret will show the strong potential of both Pret as a brand and also of the food and beverage industry in India.

RBL closely follows the pulse of Indian consumers and there is an increased awareness of what people eat—rapidly making food the new fashion. Indians, like their global counterparts, are seeking fresh and organic ingredient-led dining experiences, which have been synonymous with Pret’s core offering. Couple that with the high recall the brand enjoys in the country and it’s undoubtedly a recipe for success.

Pret A Manger, French for ‘ready to eat’, first opened in London in 1986. It was a shop with a mission to create handmade food, freshly prepared each day. Over 35 years later, the brand currently has 550 shops globally across 9 markets, including the UK, US, Europe, and Asia, offering organic coffee, sandwiches, salads, and wraps freshly made each day.

As India’s largest luxury to premium retailer, RBL has over 14 years of cultivated and full-fledged global brands in the country. RBL’s first foray into the food industry will bring the much-loved Pret dining experience, to one of the biggest retail markets.

Pret A Manger said, “Two decades ago, we opened Pret’s first shop in Asia, and it’s been an inspiration for all of us to bring our freshly made food and 100% organic coffee to new cities across the continent.” RBL is a great partner to help us do just that, bringing their years of expertise in the market to help our brand succeed in India. We’re looking forward to working with them on what will be our most ambitious global franchise partnership to date.

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A food technology firm called FroGo has opened India’s first e-commerce site that specialises on frozen food delivery.

A high demand for frozen food products is being driven by urban residents’ evolving lifestyles.

By 2027, the market for frozen meals in India is projected to grow from its present value of INR 124.06 billion to INR 306.61 billion.

FroGo retails and delivers a wide range of goods from industry leaders like ITC, McCain, Kwality Walls, Haldiram, etc. in order to meet the rising demand for high-quality frozen food items, as well as from up-and-coming, promising brands like Keventers, Get-a-whey, Minus 30, and Imagine Meats. With its headquarters in Gurgaon, FroGo presently serves clients there and intends to reach all major cities by the end of the next year. In FY23, the firm aims to generate 100 crores in sales, and in FY224, it plans to expand to all major cities.

The business claims to deliver frozen meals frozen and was started by Harvard Business School alumna and serial entrepreneur Mira Jhala. Mira has extensive understanding and experience in developing FMCG companies. CureFit purchased her business Purist.

In order to provide the best in class, end to end cold chain for the category of frozen food, FroGo is developing a robust, tech-driven e-commerce platform. Customers of FroGo are given the assurance that their purchases have been kept at an ideal ultra-low temperature of -18 degrees or below from production to delivery.

When discussing the concept of founding FroGo, Mira states, “As a seasoned food industry entrepreneur, I can’t help but take note whenever I see a frozen food item delivered, melted, or otherwise spoiled. It undermines the fundamental intent of freezing, which preserves flavour and nutrients. Frozen food items are delivered in the finest condition possible thanks to FroGo. Customers may now enjoy their favourite ice cream throughout this hot summer without sacrificing quality thanks to FroGo’s flawless doorstep delivery service.”

FroGo uses temperature sensors and monitoring systems to make sure that consumers receive the fresh frozen meals they have requested while maintaining the goods’ freshness, flavours, and nutritional value. “These things don’t need to worry customers.

Simply log on to (https://www.gofrogo.in), purchase their preferred meal item, and unwind. Products that are ready to consume or store are brought to the door “Mira adds.

A unique online marketplace like FroGo may play a significant role in the future of the frozen food segment, according to industry experts.

Former Yummiez CEO and current CMD of NutriWiz Global Food Advisory Services Pvt. Ltd. Arabind Das “The goal of FroGo is to expand the frozen food ecosystem and assist this industry in realising its full potential by solving issues with retail distribution, the lack of options available at the retail point, and last mile connectivity. Being able to offer clients a wide range of options, goods for all occasions and hours of the day, and most importantly, ensured delivery quality, is so reassuring to know that FroGo has scaled capacity to a level appropriate for a city. This has the potential to significantly alter the nation’s frozen food market!”

Industry executives who are business leaders have expressed confidence in FroGo. ITC Limited’s Business Head for Frozen and Fresh Foods, Ashu Phakey, stated, “As customers look for a range of snacking and meal alternatives that are pleasant and simple to prepare while preserving their nutritional content, the frozen foods market is anticipated to develop significantly. The problem, though, is finding and using the product.

By creating a specific e-commerce platform for frozen food, FroGo’s debut is a game-changer since it seeks to address both problems. Additionally, it will dramatically enhance consumer experience, promoting trials and category conversions with its commitment to deliver the product to the client at -18 degrees and retain product integrity throughout the cold chain.”

Havmor Ice Cream’s managing director, Komal Anand “As it fills a significant need vacuum, I have no doubt that FroGo will succeed. In our nation, the cold chain infrastructure is still developing, and last mile connection for frozen food is limited. Initiatives like FroGo will spark this transformation and aid in the development of the category. The potential of the category will be realised thanks to FroGo’s ambition to expand the frozen food ecosystem.”

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