Topics In Demand
Notification
New

No notification found.

And the Store Next Door – Wins!
And the Store Next Door – Wins!

96

1


Listen to this article



As the second wave of Covid 19 receded, more than ten million kirana stores of our nation yet again re-enforced the fact that they are indeed the lifeline of the Indian CPG industry. Although the profitability of general trade channel has been lately dented due to rapid digitization of retail, the Kirana stores however were quick to adapt to the changing business environment and helped sustain the supply chain and distribution for the industry during the most testing times of the pandemic.

  1. Adaption of Digital Sourcing by Kirana Stores

The CPG industry has always laid a significant emphasis on distribution through facilitating distributors with sophisticated distributor management systems, sales force automation and various other tools to enable distributor sales force with enhanced market coverage. However, during the pandemic the beat/route coverage of the distributor salesperson got complemented with alternate channels like tele ordering and retailer ordering applications. Hindustan Unilever Limited (HUL) ‘Shikhar’ and ITC “Channel Kart” applications enabled the retail outlets to seamlessly place orders and make payments. Besides the retailer apps, tele-ordering channels were also established as efficient alternate secondary sales channel.

Industry Considerations:

  • The fact that a Kirana owner has to transact on multiple retailer applications (provided by every CPG organization) may not be sustainable on a long term. A common unified ordering platform adopted by all major industry players could be a future in sight for our industry.
  • Alternate secondary sales channels like Tele-ordering to be strengthened as they will continue to share a strategic place along with traditional market coverage by salesmen through their permanent journey plans (PJP).

 

  1. Hyperlocal Delivery Model facilitated by Kirana Stores

The onset of lockdown did not pose as big a “demand challenge” as it presented a “Supply challenge” - of making the goods available to the consumers in a highly constrained logistics environment. The deeply penetrated Kirana stores acted as fulfillment partners for large format retail outlets and online retailers like “Bigbasket , Grofers etc. thus facilitating a hyperlocal distribution network to overcome the logistics challenges. Organizations like Unilever with deep presence and investments in the General Trade Channel sailed through the pandemic challenges far smoothly as compared to organizations less penetrated, clearly demonstrating the might of the local kirana store. Additionally, investments on programs like Unilever’s Shakti Amma for rural outreach further helped organizations sustain business during the pandemic.

Industry Considerations

  • Sustained use of hyperlocal delivery model developed in collaboration with general trade channel to be continued to derive distribution efficiencies post pandemics.
  • Having over 85% of consumer goods market share with the traditional trade channel, investments in increasing the general trade footprint will continue to remain a strategic intent for the Indian CPG players.
  1. Kirana stores adapted to an e-commerce service model for their customers.

Customer orders which always arrived on a “Parchi” (handwritten list of items) simply got replaced with a WhatsApp/ SMS message followed by a phone call, payments received through UPI platforms (PayTM , PhonePeetc.) and door step deliveries executed by storekeeper’s cyclists in their respective catchment areas was almost a seamless transition to an efficient e-commerce model within no time. The transition was effortless as most components of this model were in practice already- home deliveries to the customers, credit being extended, items returned unquestioned were practices business as usual even in pre-pandemic times.

Industry Considerations

  • Enable the retailers through trainings for use of digital interaction platforms
  • Focused trade promotions enabling small retail outlets in general trade channel.

That the contents of third-party articles/blogs published here on the website, and the interpretation of all information in the article/blogs such as data, maps, numbers, opinions etc. displayed in the article/blogs and views or the opinions expressed within the content are solely of the author's; and do not reflect the opinions and beliefs of NASSCOM or its affiliates in any manner. NASSCOM does not take any liability w.r.t. content in any manner and will not be liable in any manner whatsoever for any kind of liability arising out of any act, error or omission. The contents of third-party article/blogs published, are provided solely as convenience; and the presence of these articles/blogs should not, under any circumstances, be considered as an endorsement of the contents by NASSCOM in any manner; and if you chose to access these articles/blogs , you do so at your own risk.


images
Rajesh Bhambani
Associate Partner

© Copyright nasscom. All Rights Reserved.