Fmcg Quotes

Importance of price: Price is imperative for FMCG retailers, much more so than for manufacturers. Retailers must constantly keep their real prices competitive and put great effort into managing their price perceptions in the minds of their shoppers.

There are some FMCG categories where retailers are destined to control mindspace. These are the low-technology, low-image, low-novelty areas. Retailers are likely to be the most efficient suppliers of ‘commodity’ products because of their umbrella reassurance.

PRIVATE LABEL IS booming. In Europe and the United States during the period 2000–2010, private label was responsible for the majority of the growth in packaged foods, cosmetics and home care. Its share of global FMCG sales is approaching 20%, and its growth rate has surpassed that of manufacturers’ brands in 9 of the last 10 years (

What they didn’t own was the mindspace and shelfspace Cadbury had painstakingly built up over 180 years, especially in emerging markets like India. Cadbury had operated in India since 1948, and have a formidable presence with a 70% share of the rapidly growing chocolate market and a sales coverage that reached over one million stores. The costs and time for Kraft to attempt to replicate this would be unsustainable. Kraft can now use the Cadbury set-up to launch their own brands, and with their superior financial resources are able to add more juice than Cadbury would have been able to. In April 2011, Cadbury India launched Oreo, the Kraft-owned world’s number-one cookie brand, using Cadbury contract manufacturing expertise to source the product locally, Cadbury mindspace to brand the product under the Cadbury name and Cadbury shelfspace capabilities to achieve widespread distribution and prominent display. Mindspace and shelfspace are the valuable currencies of FMCG industries.

FMCG manufacturers have long been preoccupied with the need to control shelfspace, because in-store presence is critical for low-value purchases, and

Procter & Gamble, America’s largest FMCG company, announced the acquisition of Gillette. Both companies had decades of success developing technologically advanced products and building enviable mindspace positions, yet these were no longer enough to guarantee their desired shelfspace. They realised the only way to compete with the retailers was to become big enough to matter to them.

Total global trade spend is now estimated to be over $125 billion, well above the total profits of the major retailers, and McKinsey estimate it to be typically 30% of an FMCG manufacturer’s cost base, second only to the cost of goods at 40%.1

This shows that price is imperative for all FMCG retailers. They must always do two things well: Be genuinely price competitive on the top 100 best-selling products where the shopper is most likely to make direct comparisons. Perpetually make efforts to manage their price image and must consider the impact of all marketing actions on that image. Wal-Mart still advertise their price Rollbacks even though everyone has known for decades they are good value.

Perhaps the next information revolution in FMCG will be QR codes, short for ‘quick response’. Whereas the utility of UPC codes is confined to retailers and manufacturers, QR codes can be used by end consumers, who scan them with their smart phones and can be directed to anything: a website, a promotional video, even an in-store coupon. This opens up a direct channel of communication with the consumer that can be used by both manufacturer and retailer.

Manufacturers’ allocation of funds between consumer investment and retailer investment continues to swing inexorably towards the retailers, who attract in excess of 20% of a typical FMCG manufacturer’s net sales value, compared to 5% spent on advertising. Cost-cutting

Thanks to the success of private label strategies (see Chapter 9), five of the top eight FMCG manufacturers in the world are actually retailers; giants such as Unilever and Coca-Cola are no longer even in the top ten, their global sales dwarfed by products under the names of Wal-Mart (now the world’s largest FMCG manufacturer), Carrefour, Tesco, Aldi and Lidl. The

THE LONGEVITY OF product brands, even those having no apparent technological advantage, is a striking characteristic of FMCG markets, as can be shown by the launch dates of 25 of the top global brands, starting with Schweppes in 1783 (

Trying to win mindspace from established brands in low-interest product fields simply by communicating to the consumer is a hit-and-miss affair, to say the least. There may be a better mustard, but most will happily stick with the one they always use. This gives brands that already have mindspace an advantage and is the reason FMCG markets show considerable inertia. If

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Clothing has become what marketeers call ‘FMCG’ – Fast-moving Consumer Goods

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