Technology plays a key role in our journey towards building a
future-ready sales system

Strategic Priority

Integrating the go-to-market approach and leveraging technology for strategic decision-making

Capitals Impacted

Risks

• Competitive market conditions
• New entrants into the market
• New online, offline and omni-channel go-to-market
  models and channels, such as e-commerce

Enablers

• Brand reputation
• Affordable pricing
• Superior-quality products
• Continuous innovation in products and processes
• Strong long-term partnering focus
• Distribution footprint

Key Focus Areas

• Enhancing our go-to-market strategy
• Laying the foundation for future growth priorities
• Ramping up e-commerce
• Leveraging technology and data analytics
• Fostering win-win partnerships

Value created

Our agile go-to-market approach, tailored to specific geographic contexts, is the backbone of our business. By leveraging technology and analytics, innovating for local contexts and building more agility in our supply chain, we are able to serve our consumers with greater precision and purpose. We will continue to invest in enhancing our Intellectual Capital, making our Manufactured Capital more agile, and creating joint value with our partners to maximise Social and Relationship Capital. This in turn, will translate into stronger Financial Capital value.

 

Research shows that emerging markets will power global consumption and growth over the next couple of decades. This is a major reason why we have centred our growth strategy on targeting these markets and the emergent consuming class in them. As incomes rise, purchasing power improves and these markets mature; new distribution systems are enabling greater reach. To be able to leverage this, we are ramping up our go-to-market strategy and reach to go deeper and improve penetration.

In India, we strengthened direct distribution reach to 1.3 million outlets. We are driving availability through shopper insight-based visibility programmes for top outlets and restructured coverage norms to improve focus and service.

In Indonesia, we continued to strengthen our approach by simplifiying our channel model, driving same store growths, launching a loyalty programme ‘Sahabat Godrej’ to increase wholesale efficiency and indirect coverage, and using coverage expansion pilots in Sumatera to test our hypothesis.

We have been ramping up our go-to-market efforts across Africa. In West Africa, we are expanding coverage of satellite markets beyond the current markets that Darling serves directly. In addition, the team has started expanding coverage across North and West Nigeria, which were previously underserved by Darling. In Kenya, we are increasing direct coverage by on-boarding new wholesalers. This has shown positive results in up-country areas. In South Africa, the team continues to expand numeric and weighted distribution across general trade and modern trade.

 

 

1. Rural One

In India, we expanded our distribution reach in rural markets by over 1,00,000 outlets. Our village expansion programme, coupled with ‘Pragati’, the feeder wholesale programme, enabled overall reach to increase to over 5.8 million outlets (as measured by AC Nielsen). Specific rural demand- influencing programmes in identified states and distribution expansion efforts resulted in rural growth being over 2x of that in urban traditional trade.

2. Middle India

We are building a focus on Middle India (cities with a population between 1,00,000 and 10,00,000), a critical cluster for driving higher growth. We launched segmented go-to-market initiatives and close to doubled our differentiated sales approach to cover over 55,000 outlets. We also ramped up frontend sales strength by over 1.5× in this cluster.