According to media reports on Tuesday, Swiggy delivery personnel in Mumbai are now into their third day of a strike. This strike has been prompted by alterations in their compensation structure, resulting in service delays and unavailability in various areas of the city.
As per the reports, Swiggy delivery riders have initiated protests in response to recent modifications in their compensation rates and an expansion of their delivery radius.
Swiggy’s delivery personnel are gig workers who receive compensation on a per-order basis and are not considered company employees.
Initial protests were started by workers belonging to the Rashtriya Karmachari Sena in Bandra, but other groups also joined in quickly, resulting in sporadic protests across Mumbai, a crucial market for Swiggy.
Delivery executives claim their base pay remains at INR 20 while their delivery radius increased from 4 km to 6 km, as per the reports.
The total compensation for delivery executives includes the base pay as well as additional amounts to account for travel expenses and other factors.
Due to the protests, many users in the city have been facing issues with orders on the Swiggy app.
“@SwiggyInstamart @Swiggy It has been more that 2.5 hours since my order on instamart. The support person says there are no delivery people( in central Mumbai, BKC ) and dont know how much more time it will take. But the thing that bothers me is restaurant orders are working BAU?,” a user wrote on X.
“Why is the Swiggy instamart app not working since two days in Versova area, Mumbai? It shows we’re currently closed since yesterday @Swiggy @SwiggyInstamart @SwiggyCares,” another user said.
One more user mentioned: “Whats wrong with Swiggy Instamart in Vasai. Its closed since yesterday morning”.
Ferrero India has broadened its range of sweet packaged foods within the Kinder brand, a significant contributor to its overall revenue. On Tuesday, the company introduced Kinder Shoko-Bons Crispy, marking its entry into the rapidly expanding snacking category.
Amedeo Aragona, Marketing Head for the Indian Subcontinent at Kinder Brands, stated, “India offers a huge opportunity for brand Kinder with its young demographics and growing disposable incomes. With the launch of Kinder Shoko-Bons, which is a more sophisticated product, we are hoping to expand the consumer base of the brand to bring older kids as well as parents into the fold.”
Furthermore, the company has been increasing the distribution of the brand into non-urban areas.
“Post-Covid we have been focusing on sales transformation to expand distribution of brand Kinder to even rural regions. We are also seeing premiumisation trends gaining traction in India. So retailers are keen to stock up on the Kinder portfolio even in smaller towns. We expect smaller towns and rural regions to contribute significantly to the brand’s sales in the coming years,” he added.
E-commerce, particularly fast commerce, has become a substantial avenue for the brand’s growth, according to Aragona.
The company emphasized that Kinder Schoko-Bons Crispy is produced at the Baramati facility in Maharashtra, using locally sourced raw materials accounting for over 98% of the composition.
India is one of the fastest-growing markets for brand Kinder. In a statement, Rudolph Sequeira, Managing Director of Ferrero India said, “India is one of the important markets for Ferrero globally, and the expansion underlines Ferrero’s focus to build on its tropical portfolio. We are delighted to expand the Kinder portfolio, with a unique innovation that is successfully made-in-India.”
Kinder Schoko-Bons Crispy is now being offered in “Shareable Packs,” with prices starting at INR 40 and available in 4 and 12-piece packs.
The brand is also roped in celebs Karishma Kapoor, Subhashree Ganguly and influencer Sneha Reddy for the new launch, which will be supported by a 360-degrees marketing communications campaign. “Along with TV and digital presence, the brand will adopt a mass media approach as well,” it added.
Apparel Group, the company behind the Tim Hortons restaurant chain, announced on social media that the brand has now established a presence in more than 300 locations across GCC (Gulf Cooperation Council) countries and India.
“300 stores strong and still brewing success! Apparel Group’s beloved brand Tim Hortons celebrates reaching over 300 stores across GCC and India, serving up delicious moments one cup at a time. Here’s to many more years of warmth, community, and memorable taste!,” said Apparel Group India in a LinkedIn post while sharing visuals of various stores.
In August 2022, Tim Hortons made its entry into India by inaugurating two outlets in the National Capital Region (NCR). This expansion was facilitated through an exclusive master franchise agreement with AG Café, a joint venture entity owned by the retail conglomerate Apparel Group and Gateway Partners, an emerging markets alternative investment manager.
At present, the coffee retailer has a presence in more than 22 stores across the nation, spanning cities such as Bengaluru, New Delhi, Chandigarh, Gurugram, Noida, Ludhiana, Patiala, Bathinda, and Mumbai.
Tim Hortons has ambitious plans to launch more than 120 stores in India within a span of 36 months. The chain is actively strategizing its entry into markets such as Pune, Surat, and Ahmedabad.
In 2011, Tim Hortons made its way to the Middle East, opening the first location in Dubai.
“With over 280 stores across the GCC, we’re just getting started. Join us on our journey to become your ultimate cafe of choice, as we brew our way toward 500 stores and beyond,” said Tim Hortons – Middle East, in a LinkedIn post two weeks ago.
Tim Hortons, a multinational coffeehouse and restaurant chain based in Toronto, was established in 1964 by Canadian hockey players Tim Horton and Jim Charade. The company is currently operated globally by Restaurant Brands International Inc., boasting a network of over 5,100 restaurants across 15 countries.
Clensta, the personal care company that recently announced actor Parineeti Chopra as a Partner and Investor, has now appointed actor Sandeepa Dhar as the brand ambassador for its cutting-edge product line. Sandeepa, celebrated for her performances in a range of films and web series such as “Heropanti,” “Dabangg 2,” “Abhay,” and more, is set to play a pivotal role in targeting the youth market for the brand in India.
Clensta, supported by IIT Delhi, provides an extensive range of personal care items across diverse categories. Their dedication to blending state-of-the-art science (STAR and CRAN Technology) with sustainability has earned significant favor among consumers throughout India.
Puneet Gupta, CEO and Founder of Clensta said, “We welcome Sandeepa as she becomes a part of the Clensta team, and we eagerly anticipate her support in spreading the word among India’s informed and nature-conscious youth about our unique product range.”
In her capacity, Sandeepa Dhar will star in an upcoming brand campaign aimed at endorsing Clensta’s Skincare line on various digital platforms, including Amazon, Flipkart, Nykaa, Purplle, Meesho, and Myntra. Furthermore, Clensta’s products can be found in more than 10,000 retail outlets across India, including well-known chains like Wellness Forever, Reliance Smart, Health and Glow, Tata1MG, Combination, and others.
Parineeti Chopra, who became an investor and partner at Clensta in July of this year, additionally takes on the role of brand ambassador for the haircare and Gummies product lines. Clensta recently secured a funding of INR 75 crore in a pre-series B round, spearheaded by TradeCred and jointly supported by the Royal Family from the UAE, with the notable participation of the actress-turned-entrepreneur as one of the investors.
In the early stages of the online festival season sales on top e-commerce platforms such as Amazon, Meesho, and Flipkart, non-metro cities emerged as the frontrunners. According to information disclosed by e-tailers on Tuesday, Meesho, supported by Softbank, saw more than 80 percent of its orders during the Blockbuster Sale come from tier 2 and smaller cities in the first three days. On the first day of The Big Billion Days, Flipkart recorded over 60 percent of its orders originating from non-metro cities.
“Over 60 per cent of orders were placed from Tier 1, 2 and 3 cities,” Flipkart said in a statement citing sales data on October 7.
Amazon said over 80 per cent of customers on its platform came from non-metro cities during the initial days of its festive sale “Great Indian Festival”.
Flipkart claimed 9.1 crore visits on Day 1 of The Big Billion Days (TBBD) while Amazon registered 9.5 crore customer visits in the first 48 hours.
Both platforms saw mobile phones among the top choices for customers.
Amazon said the most preferred smartphone brands on its platform were OnePlus, Samsung, and Apple.
“Customers purchased more than 100 OnePlus smartphones every minute in the first 48 hours of the sale (2.5 times more than in 2022). Samsung drove premium phone demand, with their flagship Galaxy S Series growing 3 times over the last year,” the company said.
Amazon paid subscribers or Prime members shopped 18 times more in the first 24 hours of the sale compared to the average daily purchase.
The company claimed Prime Members purchased over 75 smartphones per second in the opening hour.
“4 out of every 5 smartphones sold in the first 48 hours were 5G ready. Amongst all smartphones sold, 75 per cent were purchased by customers coming from Tier 2 -3 cities and towns and beyond. Premium smartphones (priced above INR 30,000), witnessed 3 times growth versus last year,” the company said.
Amazon saw a rise in customer’s demand for premium gadgets.
“Customers shopped for 35 per cent more premium smartwatches in the first 48 hours as compared to last year. 10 Premium active noise cancelling headphones were bought by customers every minute,” the company said.
Demand for tablets during the Amazon festive sale saw 2 times growth while demand for laptops rose by more than 40 per cent as compared to last year.
Amazon said that demand for large-screen TVs witnessed a record growth of 260 per cent year-on-year.
“Customers shopped for one TV per second with 80 per cent of all orders coming from Tier 2 and 3 cities and towns. 4K TVs were the most preferred,” Amazon said.
Flipkart said that Mobiles, Appliances, Lifestyle, BGM (Beauty and General Merchandise), Electronics and Home remain the top choices for customers across India.
“Smartphones in the over INR 20,000 segment witnessed a surge in demand among Metro and Tier 2 and beyond audiences alike. Further, Lifestyle, Electronics and Beauty and General Merchandise(including Fitness) have played a key role in new customer acquisition,” the statement said.
Flipkart’s travel arm Cleartrip recorded interest of customers in travelling to non-metro cities such as Goa, Jaipur, Udaipur, Varanasi, Ooty with Goa, Kochi, Jaipur, Srinagar and Chandigarh emerging as top air travel non-metro destinations.
Meesho spokesperson said more than 80 per cent of orders on the platform originated from the tier 2 and smaller cities of India like Dhanbad, Chittorgarh, Erode, Jabalpur, Kurnool, Tezpur and Vapi.
The firm recorded more than 15 orders per second across categories such as footwear, fashion accessories as well as home and kitchen.
“More than 30,000 sellers saw over 2X growth in orders during the onset of the sale. Top selling products included sarees, watches, Bluetooth headphones and toys,” Meesho spokesperson said.
E-commerce companies were estimated to have generated a total sale of around INR 40,000 crore during the first phase of the festive season sales.
A recent report by the market research firm projects online sales during the upcoming festive season to grow by 18-20 per cent and touch INR 90,000 crore this year.
On Tuesday, PepsiCo reported that its Indian beverage unit experienced “double-digit growth” in volume during the third quarter of 2023. Conversely, its “convenient foods business” saw a “mid-single-digit” decrease in unit volume in the September quarter, as indicated in the global earnings statement from the prominent food and beverage company.
In the AMESA (Africa, Middle East, South Asia) division, which includes India, PepsiCo’s net revenue decreased by 6.43 percent, falling from USD 1.73 billion to USD 1.61 billion. This decline was primarily attributed to the depreciation of the Egyptian pound and a net organic volume decrease, although it was partially mitigated by effective net pricing.
In AMESA, Pepsico’s “beverage unit volume grew 3 per cent, primarily reflecting double-digit growth in India and mid-single-digit growth in the Middle East…” it said.
Its “convenient foods unit volume declined 3 per cent, primarily reflecting mid-single-digit declines in South Africa and India, partially offset by low-single-digit growth in the Middle East and Pakistan.”
Furthermore, the operating profit of PepsiCo’s AMESA division decreased by 11 percent.
PepsiCo’s fiscal year runs from January to December.
This primarily reflects the “impact of higher commodity costs, primarily packaging materials, sweeteners and grains, largely driven by transaction-related foreign exchange,” it added.
PepsiCo, which owns popular brands such as Lay’s, Doritos, Cheetos, Gatorade, Pepsi-Cola, Mountain Dew and Quaker, posted a 6.7 per cent increase in net revenue to USD 23.45 billion for the third quarter.
On a year-to-date basis, PepsiCo has gained savoury snack share in many international markets, including China, India, and Turkey and for beverages, it gained market share in Mexico, Brazil, Turkey, China, Thailand, Egypt, and Nigeria, it added.
The New York-headquartered company said its third-quarter featured “strong, broad-based organic revenue growth”.
“The benefits from our net revenue management actions moderated as planned, while organic volume for our global beverage and convenient food businesses each posted a moderate decline,” it said.
“We believe our businesses can continue to perform well in the coming years with category growth normalising, as we have made numerous investments in our brands, manufacturing capacity, go-to-market systems, supply chain, technology, and people, to execute against our strategic framework and modernize our company,” PepsiCo Chairman and CEO Ramon Laguarta said.
ICRA anticipates that the domestic alcohol beverages (alcobev) industry in India will experience a consistent revenue growth of 8-10% in the fiscal year 2024. Following two challenging years in FY2021 and FY2022, primarily due to the impact of the pandemic, the Indian alcobev sector showed remarkable resilience and robust growth in FY2023. This resurgence was fueled by strong consumer demand in both the spirits and beer segments.
In FY2023, the companies included in ICRA’s sample set experienced an impressive year-over-year revenue growth of approximately 20%, reaching around INR 26 billion. This growth not only recovered the pre-COVID levels but surpassed them.
During the first quarter of FY2024, the spirits industry reported a noteworthy 13% year-on-year increase in revenues, even during what is typically considered a slower season for this segment. In contrast, the beer industry, which was in its peak season, saw a slight dip of around 1% in revenue, largely due to unexpected and unseasonal rainfall.
Speaking on this, Kinjal Shah, vice president and co-group head – corporate ratings, ICRA Limited, said: “ICRA expects alcobev consumption to remain steady, supported by growing urbanisation, rising disposable incomes, favourable demographics, and easing regulatory environment by some states. A sub-par monsoon with warm weather amid ongoing El Nino conditions will further drive demand, particularly for beer, in FY2024”.
Nonetheless, despite a consistent demand, ICRA’s sample set companies are anticipated to witness a further contraction in their operating profit margins (OPM) by approximately 90-140 basis points during FY2024. This follows a significant decline of 300 basis points in FY2023. The primary reason behind this expected margin contraction is the elevated prices of critical inputs in the current fiscal year, such as non-basmati rice and other grains, including maize, which are essential for the production of extra neutral alcohol (ENA), the key component used in spirit manufacturing.
The impact of a subpar monsoon, El Nino conditions, and government measures affecting grain prices will be pivotal in determining the cost structure of the industry.
Packing material expenses, notably for glass, have remained elevated, primarily due to the surge in soda ash prices. On the other hand, barley, the essential raw material for beer production, has experienced a recent correction in prices and is expected to stay stable in the short to medium term. Furthermore, the industry should keep a close watch on the availability and potential pricing pressures arising from the diversion of grains towards ethanol production, driven by heightened demand due to government blending regulations.
“The timely increase in the selling price of the alcobev products from state governments is the key to absorbing the rise in input costs. This typically happens on an annual basis at the beginning of a fiscal; hence, any mid-year raw material price volatility must be absorbed by the manufacturers. Some key states, including Karnataka, Haryana, Delhi, and Uttar Pradesh, have permitted the increase in prices of alcobev products for the current fiscal. Further, the Madhya Pradesh government expanded the distribution network for alcobev products last year, which continues to provide an upside to the industry in the current year as well,” Shah added.
In FY2023, ICRA’s sample set of companies made significant capital expenditures, amounting to approximately 5% of their revenues. However, this expenditure is projected to decrease to around 2-3% in both FY2024 and FY2025, primarily because key industry players have recently expanded their production capacities. The majority of the ongoing capacity expansion efforts are focused on beer manufacturing, with expectations for these expansions to materialize in the near to medium term. Some companies are also planning to expand their presence into new states and deepen their market penetration in existing regions.
ICRA foresees that the industry will maintain stable and healthy credit metrics, thanks to robust cash flow generation and limited debt accumulation.
Rolling Stone is venturing into the Indian hospitality industry in collaboration with Jay Jay and Kwality Restaurants Private Limited (JJAKRPL). JJAKRPL will introduce a Rolling Stone-themed Café & Bar and nightclub in Mumbai, with ambitions to extend this concept to various major cities in the coming five years.
“Over the past few years, the Indian market has evolved tremendously, paving the way for innovative hospitality concepts,” said Debashish Ghosh, managing director of International Markets at Penske Media Corporation (PMC). “We are excited to partner with JJAKRPL Restaurants to bring the Rolling Stone brand to life through experiential spaces in café, bar, and club formats, with a unique positioning for the Indian consumer.”
The Rolling Stone Café & Bar will showcase international cuisines, featuring a chef-curated menu that offers a contemporary twist on traditional dishes. Complementing the food, there will be an extensive bar selection with a wide array of cocktails, beers, and non-alcoholic beverages. The venue will boast lofty ceilings, generous seating, and a spacious stage designed for live performances. Moreover, patrons can enjoy iconic Rolling Stone magazine covers and other delightful surprises as they explore the café & bar.
The Rolling Stone nightclub is set to provide an immersive experience, uniting music enthusiasts and partygoers in the celebration of live music. The club’s doors will open at 11 pm, extending well into the early hours of the morning, and it will offer a selection of top-quality alcoholic and non-alcoholic beverages.
We’re thrilled to introduce the Rolling Stone Café & Bar and nightclub to the vibrant India Metropolitan market,” said Rohit Malhotra, CEO of JJAKRPL. “The concept isn’t just about food and music; it’s a fusion of culture and entertainment. We believe that this unique blend of offerings will allow fans and consumers to experience Rolling Stone in a new and authentic way. As far as expansion plans are concerned we will be opening 10 stores in the first five years and investment will be around INR 85 crore to INR 90 crore.”
Information travels at breakneck speed in the digital era. With the growth of social media, a single incident can quickly snowball into a full-fledged reputation disaster. Businesses nowadays must be prepared to handle reputational damage and respond to crises successfully in real time.
The rise of social media platforms and instant communication channels has accelerated the pace at which reputations can crumble. What used to take days or weeks to gain traction in traditional media now takes mere minutes to become a viral sensation. As a result, companies must be vigilant and prepared to address crises swiftly and effectively.
The Anatomy of a Reputation Crisis
A reputation crisis can take many forms, including:
Public Outrage: Customer complaints, accusations of unethical behavior, or public backlash can quickly spread through social media, damaging a brand’s reputation.
Product Recalls: Issues with product safety or quality can lead to recalls, eroding consumer trust.
Executive Misconduct: Scandals involving top executives can tarnish a company’s image and values.
Data Breaches: Security breaches that compromise customer data can lead to a loss of trust and legal repercussions.
Effective Crisis Response Strategies
Preparation is Key: Develop a comprehensive crisis response plan before a crisis occurs. This plan should include clear roles and responsibilities, communication protocols, and strategies for monitoring and addressing emerging issues.
Swift Response: Time is of the essence. Acknowledge the issue publicly and promptly. Silence can be interpreted as indifference or guilt.
Transparency: Be open and transparent about the situation. Share as much information as is legally permissible and appropriate to address concerns.
Apologize Sincerely: If the crisis is due to a mistake on the company’s part, issue a sincere and heartfelt apology. Avoid corporate jargon and empty platitudes.
Take Responsibility: Accept responsibility for any wrongdoing or errors. Shift the focus from blame to resolution.
Communication Channels: Use the same communication channels where the crisis erupted to address it. Engage with concerned parties directly.
Empathy: Show empathy toward those affected by the crisis. Acknowledge their feelings and concerns.
Action Plan: Develop and communicate a clear action plan to address the crisis and prevent similar issues in the future.
Monitor and Adapt: Continuously monitor the situation and adapt your response as needed. Address new developments and concerns as they arise.
Success Stories in Crisis Management
Tylenol (1982): When cyanide-laced capsules led to multiple deaths, Johnson & Johnson swiftly recalled 31 million bottles, redesigned packaging, and engaged in transparent communication. Their actions are often cited as a model for crisis management.
United Airlines (2017): After a passenger was forcibly removed from an overbooked flight, United faced intense public backlash. They issued a public apology, vowed to review policies, and settled with the passenger, taking steps to prevent similar incidents.
Chipotle (2015): After a series of foodborne illness outbreaks, Chipotle launched an aggressive food safety campaign and made significant changes to their practices. They communicated their actions openly to regain customer trust.
In today’s world of instant social sharing, reputation fallout can occur at the speed of a tweet. Companies that excel in crisis response understand the importance of preparation, swift and transparent communication, sincere apologies, and concrete actions to address the root cause of the crisis. The key to managing reputation fallout is not only weathering the storm but also emerging stronger and more trusted on the other side. In a digital age where public perception can shift in an instant, the ability to effectively manage reputation crises is a critical skill for businesses of all sizes.
The connection between companies and their customers has undergone a significant metamorphosis in the ever-changing world of marketing. Customers are no longer passive consumers; they are active players in crafting brand narratives and influencing purchase decisions. Businesses have found the power of user-generated content (UGC) as a tool for brand growth as a result of this shift.
User-generated content refers to any content—text, images, videos, reviews, testimonials, social media posts, and more—that is created by customers or users of a brand’s products or services. It’s authentic, unbiased, and carries significant weight in the eyes of potential customers.
The Value of UGC
Trust and Authenticity: UGC is perceived as more trustworthy and authentic than brand-generated content. Customers often trust the opinions and experiences of their peers over marketing messages.
Engagement and Interaction: UGC fosters engagement and interaction between brands and customers. It invites participation, encourages conversations, and strengthens the sense of community.
Content Variety: UGC adds diversity to a brand’s content mix. It provides a wealth of creative material and perspectives that can be leveraged across marketing channels.
Social Proof: UGC serves as social proof of a brand’s quality and popularity. Positive reviews and testimonials are powerful endorsements.
Strategies for Nurturing UGC
Create Shareable Experiences: Craft products, services, or experiences that are shareable by design. Encourage customers to document their interactions with your brand.
Implement Branded Hashtags: Use branded hashtags across social media platforms to encourage customers to share their experiences. Monitor these hashtags and engage with users who use them.
Contests and Challenges: Run contests or challenges that incentivize customers to create and share content related to your brand. Offer prizes or recognition to winners.
Highlight UGC: Showcase UGC on your website, social media, and marketing materials. Share user stories, testimonials, and reviews to build trust.
Engage and Respond: Actively engage with UGC creators. Respond to comments, express gratitude, and foster a sense of community. This encourages more UGC.
User Reviews: Encourage customers to leave reviews on platforms like Google, Yelp, or TripAdvisor. Respond to reviews, both positive and negative, to demonstrate your commitment to customer satisfaction.
Collaborate with Influencers: Partner with social media influencers who align with your brand. Their UGC can introduce your brand to new audiences.
User-Generated Content Campaigns: Create specific campaigns that encourage customers to submit UGC based on a theme or prompt. Share the best submissions.
User Stories: Share customer success stories or case studies. Highlight how your products or services have positively impacted their lives.
Success Stories in UGC
GoPro: GoPro’s marketing strategy heavily relies on user-generated content. Their cameras are designed for adventure, and they encourage customers to share their thrilling experiences, making users the brand’s most powerful advocates.
Airbnb: Airbnb’s platform is built on trust, and they leverage UGC to showcase the unique and personal experiences that hosts and guests have had. User stories and reviews play a vital role in their brand’s reputation.
Coca-Cola: Coca-Cola’s “Share a Coke” campaign encouraged customers to find bottles with their names on them and share photos on social media. The UGC campaign generated immense buzz and engagement.
User-generated content has become an indispensable tool for brand growth. By creating shareable experiences, implementing branded hashtags, running contests, highlighting UGC, engaging and responding to users, encouraging reviews, collaborating with influencers, launching UGC campaigns, and sharing user stories, brands can transform fans into valuable contributors to their marketing efforts. In today’s digital landscape, fostering a community of engaged and passionate customers who actively participate in shaping your brand narrative is a recipe for success. User-generated content not only amplifies your message but also creates a sense of ownership and connection among your customers. It’s the embodiment of a brand’s authenticity and its most persuasive form of marketing.
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