CPG: Food & Beverage
Consumer Goods > CPG: Food & Beverage
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A management consultancy firm advising American companies how to increase revenues and reduce costs by leveraging the economies of China and India.
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Food
According to the India’s Ministry of Food Processing, the size of the Indian food processing industry is around $65.6 billion including $20 billion of value added products. Of this, the health beverage industry is valued at $ 230 million; bread and biscuits at $1.7 billion; chocolates at $73 million and ice creams at $188 million. The size of the semi-processed/ready to eat food segment is over $1.1 billion. The three largest consumed categories of packaged foods are packed tea, biscuits (cookies) and soft drinks.
Beverages
Indian hot beverage market is a tea dominant market. Dust tea is popular in southern India, while loose tea in preferred in western India. Coffee is consumed largely in the southern states. The total soft drink (carbonated beverages and juices) market is estimated at 284 million crates a year. The market is highly seasonal in nature with consumption varying from 25 million crates per month during summer to 15 million during offseason.
Key Challenges in Food & Beverage Segment
Penchant for fresh/home-made and value consciousness: The Indian housewife has a penchant for freshly cooked food over packaged food. This is a result of dietary patterns, poor electricity supply, low penetration of refrigerators and a family structure where one of the primary roles of the housewife is feeding the family. She is extremely value conscious.
Diversity of tastes and preferences: Multiple cultures, languages and religions have a huge bearing on the tastes and preferences of the Indian consumer. This is a challenge for foreign entrants aspiring to develop a pan Indian presence.
Our Services
Amritt’s go-to-market service for India helps with developing and executing roadmaps to expand your presence:
• Feasibility Studies & Financial Analysis
• Conducting insightful market and consumer research
• Qualifying local distributors, dealers, and agents
• Negotiation with Indian counterparts
• Attract and retain top marketing and business development talent
• Avoiding cultural gaffes
