Tag: fmcg

  • Philippines, Vietnam lead FMCG sales growth in Asia

    Philippines, Vietnam lead FMCG sales growth in Asia

    The Philippines and Vietnam led Southeast Asian FMCG sales growth last year, according to a report by market research company Nielsen.

    In What’s Next for Southeast Asia, Nielsen reported that Vietnam’s FMCG sales growth reached 5.2 per cent, second in Southeast Asia behind the Philippines’ 8.7 per cent.

    Global FMCG sales growth was only 3.4 per cent, but Asian markets benefited from buoyant economic factors and strong consumer confidence.

    In Vietnam, consumers are making more frequent shopping trips for everyday needs, with Nielsen’s data showing the average shopper visited a convenience store 4.5 times per month last year – that’s three times the frequency of 2010.

    “We’ve been seeing solid growth in the convenience and mini-market channels across Southeast Asia for some time now, but over the past year or so that growth has really hit fever pitch,” said Vaughan Ryan, Nielsen’s MD Southeast Asia.

    “Consumers throughout the region are living increasingly fast-paced lives, and this lifestyle shift is driving increasing demand for on-the-go offerings.”

    Vietnam’s local retailers are taking advantage of the trend. Vingroup has launched the first virtual store chain in the country, which allows users to shop by scanning QR codes on large banners in public areas as well as printed catalogues.

    Subsidiary VinCommerce, which owns the VinMart+ convenience store chain, recently acquired a rival c-store chain Shop&Go,which it plans to convert to its own banner. Vietnam retail is forecast to record double-digit growth from this year to 2024.

  • Nestle India plans up to 3-dozen product launches in 2019, eyes higher exports

    Nestle India plans up to 3-dozen product launches in 2019, eyes higher exports

    FMCG major Nestle India has lined up nearly two-three dozen products that it plans to launch in calender year 2019 across categories in the country to drive its aggressive growth plans, Chairman and Managing Director Suresh Narayanan said.

    According to a report, the company, whose 6 percent revenues come from exports, is now looking to tap more overseas markets by targeting countries with higher Indian diaspora such as SAARC and South East Asia.

    “In 2018, our core brands have performed well…We look forward for greater acceleration as we go forward….We have two-three dozen projects (products) in pipeline for launch in 2019. These products are across categories,” Narayanan said.

    Reiterating the company’s focus on the Indian market, he said, “As an organisation the one clarion call that we are working to is that we are in the business of growth to thrive and not to survive…It is not a survival mode that we look at the opportunity in India or the opportunity for growth..but a thriving mode.”

    While the domestic market has been driving its growth, Narayanan said Nestle India would now look at expanding its export basket.

    The company is looking at tapping overseas market with higher Indian diaspora such as SAARC and South East Asia to expand its exports, he added.

    Commenting on fake news on nutrition, Narayanan said it was affecting choices and lives of people.

    Therefore, Nestle India in partnership with Google, using a chatbot mechanism, will launch a personalised information dissemination website called ‘Ask Nestle’, he added.

    “Ask Nestle seeks to be a reliable and anchor platform for nutrition and lifestyle information for customers. India is the only market where this website is being launched,” he was further said.

    When asked if the company will in future also link Ask Nestle with its own e-commerce website for selling its products, he said it is a possibility.

    “…Going forward it could morph into something bigger in terms of linking up with our own e-commerce intentions, if at all it happens. But today it is only for information sharing, dissemination and helping,” he said.

    When asked if there has been any impact on sales of Maggi noodles after Supreme Court revived government’s case in the National Consumer Disputes Redressal Commission (NCDRC) against Nestle India seeking damages of Rs 640 crore for alleged unfair trade practices, false labelling and misleading advertisements, Narayanan said “No”.

    When asked if the company is looking for manufacturing capacity expansion, he said: “…This is a question that is coming up with active consultation. That exercise is on but I can not share more at this stage”.

    Typically, our approach is to augment (capacity) at our existing factories, but it does not rule out a new manufacturing facility, Narayanan said.

    Nestle India, at present, has eight factories across the country.

    The company also did not rule out evaluating inorganic growth in the country and said it may consider it if any opportunity arises.

  • Reliance Retail is 94th on Deloitte’s top retailer list

    Reliance Retail is 94th on Deloitte’s top retailer list

    The global retailing industry saw a record growth in revenue in 2017 with the top 250 companies increasing their revenue by over 83 percent, according to a latest report by a professional services multinational that said Reliance Retail was the only Indian company in the list. The Deloitte’s ‘Global Powers of Retailing 2019’ said that with the fast moving consumer goods (FMCG) being the main growth drive for the top 250 global retailers, the retail revenue increased by over 83.2 percent generating aggregate revenue of US$ 4.53 trillion in fiscal 2017.

    “Despite the deceleration in the global economy, the consumer and investor sentiment continues to remain positive.

    “Our global reports highlight that of the top 10 companies on the top 250 list, eight were FMCG companies and that sector has been a strong reason for the India retail story,” Deloitte India Partner Anil Talreja said.

    According to the report, Europe had the highest number of top 250 retailers.

    Companies such as Amazon and Reliance doing exceptionally well by climbing 2 and 95 spots, respectively, on the back of exceptional retail growth.

    Reliance Retail as the only Indian company in the top 250 list came in at the 94th position and was also placed sixth among the 50 fastest growing retail companies.

    In fiscal 2017, the company doubled its annual revenue to $10,649 million over the previous year.

    Walmart retained its position as the world’s largest retailer with an improvement in retail revenue growth by three per cent in 2017. Its major growth drivers were the acquisition of e-commerce firms such as Jet.com, ModCloth, Shoes.com, Moosejaw, and Bonobos, besides greater investments in store remodelling and investment in store wages.

    Walmart has recently acquired Indian e-commerce major Flipkart.

    The Deloitte survey reported sluggish growth in Europe, China and Japan, but said retailers continued to grow as a result of increased merger and acquisition (M&A) activity, new store openings, and robust e-commerce activity.

    “The global economy is currently at a turning point. Until early 2018, the global economy displayed strong growth.

    “With inflation accelerating in major markets, governments making shifts in monetary and fiscal policies, and most of the emerging markets experiencing significant currency depreciation the global economy will slow down in the near future,” Deloitte Global Chief Economist Ira Kalishsaid in the report.

    “For retailers, this change will mean slower consumer spending growth, higher consumer prices, and disrupted global supply chains,” he added.

  • Nestlé launches Workplace by Facebook

    Nestlé launches Workplace by Facebook

    Nestlé has adopted Workplace by Facebook as its global internal communication tool, to connect its workforce and better serve consumers.  The announcement comes as the latest and largest wave of staff join the platform, part of a process that began only nine months ago. Today, around 210,000 of its employees worldwide use the platform to connect and collaborate. Nestlé has pledged to move quicker to turn good ideas into great products to meet fast-changing consumer demand. With the majority of its employees active on the platform, Workplace is already making a difference. Internal engagement is higher and responses faster. People are experimenting and collaborating more, as well as sharing information and ideas.

    Workplace offers familiar Facebook features such as News Feed, Groups, Chat, events and live streams, as well as seamless mobile integration.  Because Workplace is easy to use, it can connect everyone and reach employees where they are.

    The first wave of market adoption including Mexico, Brazil, the Middle East and South Africa saw 25 times higher engagement per post and very high rate of use on mobile devices. Amongst other advantages, managers can use Live video to connect directly with employees at different locations. Sales teams can also use Workplace for daily check-ins and to share information and best practice.

    Commenting on the move to Workplace, Nestlé Executive Vice President Chris Johnson, said: “Nestlé is a people-first environment. We really rely on our talented teams to manage more than 2,000 Nestlé brands worldwide. We help our employees develop and we give them the right tools, so Workplace is a perfect fit.”

    The move to Workplace is part of Nestlé’s commitment to empower people and sustain a high-performance culture. The company is moving more and more to offer open office configurations and more flexible working environments.

    Workplace is also a great example of Nestlé constantly embracing the best technology and systems. Filippo Catalano, Chief Information Officer at Nestlé: “Today, using Workplace by Facebook we are able to give our employees across the globe a platform to build connections, enabling faster and more engaging sharing of information.”

    Julien Codorniou, vice president of Workplace by Facebook said, “As the global work landscape continues to change and the demand for better collaboration, best-of-breed IT and mobile-first work increases, we are honored to partner with a company like Nestlé to help employees work together to allow for limitless innovation.”

    While a large majority of users has now joined the Workplace platform, the rollout will continue throughout 2019.

  • ‘E-commerce share in India’s FMCG retail sales triples in 2 years’

    ‘E-commerce share in India’s FMCG retail sales triples in 2 years’

    Growing consumer trust and confidence in online buying has helped e-commerce platforms expand their share in India’s total FMCG retail sales by as much as three times, according to market researcher Nielsen. This has led to online purchase of a broader range of categories, with a particularly interesting upswing seen in fresh and packaged groceries, Nielsen said in a report.

    It further stated that global online grocery purchasing is up 15 percent in the last two years, leading to an estimated US$ 70 billion additional sales in online FMCG.

    The 2018 Nielsen Connected Commerce Report said e-commerce categories — travel (69 percent), fashion (66 percent), and IT and Mobile (63 percent) continue to account for the largest proportion of online transactions in the country.

    Interestingly, categories posting the most significant growth in e-commerce channel included packaged grocery (where 40 per cent of respondents said they made a purchase), fresh groceries, and baby and children products.

    “From tracking the e-commerce evolution in pioneering countries like South Korea where online sales now account for a staggering 20 percent of the total FMCG sector, we know that consumers follow a certain pattern of online shopping behaviour,” Sameer Shukla, Executive Director (Retail Measurement Services), Nielsen South Asia said.

    Travel, fashion and IT/ Mobile products are typical categories for first-time online shoppers and as their familiarisation, comfort and trust levels increase, their category repertoire expands into areas like beauty, personal care and baby products, he added.

    “… and then moves even wider afield to packaged and fresh grocery categories, and this is evidenced in the significant jump we’ve seen in online purchasing within grocery and food delivery in recent years,” he said.

    The report also revealed that consumers are more open to purchase packaged and fresh groceries online when they are offered certain purchasing options and quality assurances.

    About 60 percent of consumers pointed towards the need to offer and improve hassle-free refund, replacement experience as well as free cost delivery, which if offered, would boost their confidence to buy online with higher frequency.

  • Unilever Vietnam owes over $25mln in back taxes: state audit

    Unilever Vietnam owes over $25mln in back taxes: state audit

    The state auditing agency says Unilever Vietnam should pay over $25 million in back taxes for the 2009- 2013 period. Speaking at a National Assembly session on the draft bill on Tax Administration, State Auditor General Ho Duc Phoc pointed to the Holland-backed personal care products maker Unilever Vietnam as an example of taxes overlooked by the authorities.

    Phoc submitted an audit report that says Unilever Vietnam had under-declared its tax dues. The company took the case to the Prime Minister and the National Assembly’s Budget and Finance Committee. After re-examination, the State Audit concluded that the company had under-declared its tax dues by VND584 billion ($25 million).

    The auditor general said the company had accepted this figure, but requested that it is not charged for late payment.

    “Whether the company is fined will be decided by the General Department of Taxation, not us,” Phoc said.

    However, tax department officials as well as Unilever Vietnam representatives said that the company had not accepted the above figure despite the parties having discussed the issue many times.

    “The determination of the amount of tax arrears arising from errors in calculating the preferential tax rate that applies to Unilever Vietnam for its expansion activities in 2009-2013 is not related to transfer pricing,” said a representative of the General Department of Taxation.

    Representatives of the HCMC Taxation Department also confirmed that the decision to collect this sum from Unilever Vietnam has been made, but has not been accepted by the company.

    Unilever Vietnam denies having under-declared any tax obligation. Tran Vu Hoai, the company’s vice president of Sustainable Development and Public Relations, said the outstanding tax issue in question is “due to the differences in the stipulations of the Investment Tax Law and the Corporate Income Tax Law for the period before 2014.”

    “Such differences in the stipulations of the relevant laws have led to different interpretations, causing difficulties for businesses and relevant agencies in the implementation of the laws,” Hoai said.

    The crux of this issue lies in the differences that existed in terms of investment incentives between “new projects” and “expanded investment projects” between 2009 and 2013.

    Then, “expanded investment projects” were only entitled to a three-year corporate income tax (CIT) exemption, and a 50 percent CIT reduction in the five following years. Meanwhile, “new projects” could enjoy a preferential CIT rate of 15 percent for 12 years, three-year tax exemption, and a 50 percent reduction over the next seven years.

    Tax men and companies are divided over the definition of “new project” and “expanded investment project” as they apply to tax incentives.

    Unilever Vietnam has petitioned the Government, the Ministry of Finance and State Audit to find a satisfactory solution in compliance with Vietnamese laws and international regulations.

    Unilever Vietnam is not the only company that’s faced this problem. Suntory Pepsico Vietnam Beverage, GE, Piaggio Vietnam and Yamaha Motors have reportedly fought similar battles.

    Hoai said the matter is being handled by the Ministry of Planning and Investment, in collaboration with the Ministry of Finance and other agencies.

    In September, Prime Minister Nguyen Xuan Phuc assigned the Ministry of Planning and Investment the task of coordinating and working with the Ministry of Finance to resolve such issues for enterprises, in the spirit of ensuring non-retroactivity of the law.

  • E-commerce to contribute 11 pc of FMCG sales by 2030: Nielsen

    E-commerce to contribute 11 pc of FMCG sales by 2030: Nielsen

    E-commerce’s contribution to the total FMCG sales is expected to be 11 percent by 2030, according to market research firm Nielsen. E-commerce contributed 0.4 percent to FMCG sales in 2016 and in 2018 it is expected to be around 1.3 percent of the branded packaged FMCG sales.

    “Over the next 12 years, we expect e-commerce itself to be 11 percent of FMCG sales, an 8X growth from its current size, Sameer Shukla, Executive Director – Retail Measurement Services, South Asia, Nielsen (India) said.

    E-commerce is around 10 percent of modern trade, while modern trade at present is 10 percent of FMCG sales.

    “E-commerce channel contribution to India FMCG sales now stands at over 1 percent and has grown at over 101 percent since last year. In specific product categories and markets the contribution is already touching double digits of total category value sales,” he said.

    He added that in categories like diaper there has been an upsurge in e-commerce from 4 percent to 9 percent since July 2016 to September 2018.

    Modern trade itself has seen a growth over the last few years from growing at one-third of traditional trade in 2015 to 2X at present.

    From the third quarter in 2016 to third quarter of 2018, traditional trade grew at 2 percent while modern trade at 23 per cent.

    The growth in modern trade has been classified as 18 percent from metros, 32 to percent from 5-10 lakh towns, 33 per cent from 1-5 lakh towns and 58 percent from less than 1 lakh towns.

    Nielsen also noted that salary weeks witness 15-20 percent higher sales compared to regular weeks in a given month and the tactical play adopted by modern trade retailers around big days or weeks (Republic Day, Independence Day, Diwali etc) is an essential ingredient for success in the fast growing modern trade channel.

    In the third quarter of calendar year 2018, FMCG had a growth of 16 percent largely led by volumes, with 81 per cent share or 13 percentage points and the remaining 3 percentage points from price changes.

    It also noted that north and east have contributed to the 16 percent growth in the third quarter. Rural consumption is growing at a faster pace than urban with an index of 1.4X.

    The market research firm also noted that the FMCG companies in the top 50 contributed 60 percent in value terms, however the smaller manufacturers are driving the growth.

    It noted that companies in the bracket of top 101 to 300 contributed 11 percent in terms of value however their growth was 12.8 percent and in terms of the tail-end companies beyond the top 300, the contribution was 21 percent while the growth was 18.5 percent.

    Regional players are growing at a faster clip at 27.7 percent compared to national players at 11.7 percent.

    The presence of regional players is predominantly in packaged food categories where they clocked 31 percent growth in September 2018 on year. This was nearly 3X times growth witnessed among national players.

    However for the last quarter of 2018, it expects the growth in FMCG to come down to 12-13 percent.

  • SEA gives struggle to Dairy Farm International

    SEA gives struggle to Dairy Farm International

    “Significant challenges” across the Southeast Asian supermarket business are continuing to test Hong Kong-listed multi-format retailer Dairy Farm International. In a management statement discussing the company’s third-quarter performance – which did not include any figures – Dairy Farm said its businesses produced “mixed results” with a strong performance in health and beauty and good results from home furnishings and restaurants divisions. However, the performance of the Hong Kong supermarkets business has softened.

    The company said the Southeast Asian grocery store business – Cold Storage and Giant stores in Singapore and Malaysia – is expected to continue for the remainder of the year with the group’s full year results expected to be impacted by increasing costs from ongoing investment in technology, supply chain infrastructure, stores and people in order to improve the long-term performance of the business. Sales and profits fell in its supermarkets in both countries. Falling sales in Indonesia were mitigated by management action which resulted in reduced losses there.

    In North Asia, sales from the food businesses were slightly ahead of the same period last year, but profits were lower as a result of weakening margins and continued cost pressures, particularly from increased rents.

    However, the health and beauty businesses in Hong Kong and Macau (Guardian stores) delivered “strong sales and profit growth”.

    The Philippines food business showed good sales growth, benefitting from the opening of several new stores, but profit was slightly behind the prior year due to increased operating costs. There was continuing good sales and profit improvement in the group’s health and beauty businesses, notably in Malaysia and Indonesia.

    Ikea’s sales and profits were ahead of last year in Taiwan and Indonesia. In Hong Kong, sales were higher, supported by the new store which opened last year; however profits were lower as a result of higher operating costs.

    In Hong Kong, Maxim’s delivered another record-breaking mooncake sales performance during Mid-Autumn Festival, which was earlier than last year, and helped drive sales and profit higher during the period. Supermarket Yonghui reported strong sales growth in the quarter but profit was lower than the prior year due to investment in new formats and the additional costs of the new employee incentive scheme.

    Approval was received from the Philippines Competition Commission in August for the combination of Dairy Farm’s Food business in the Philippines with Robinsons Retail Holdings, with completion expected to take place within weeks.

    In early October Dairy Farm agreed to acquire the remaining 51 per cent interest in Rose Pharmacy in the Philippines, which is now subject to regulatory approvals.

    Dairy Farm, together with its associates and joint ventures, operate more than 7400 outlets, including supermarkets, hypermarkets, convenience stores, health and beauty stores, home furnishings stores and restaurants – employing more than 200,000 people. Total sales last year exceeded US$21 billion.

  • Pepsi India betting big on digitisation for growth; to connect 10 million retailers

    Pepsi India betting big on digitisation for growth; to connect 10 million retailers

    Food and beverages major PepsiCo India is betting on digitisation as a big growth opportunity and is looking at using technology in both backward and forward integration. According to a report: The maker of Lay’s, Kurkure and many a cola brand, including Pepsi, said it is working on a project to digitally connect about 10 million retailers along with about 600 million consumers, with the supplier.

    Ahmed El Sheikh, President and Chief Executive Officer, PepsiCo India, said that the company has just finalised a project which is digitising the total supply chain within PepsiCo India, end-to-end.

    “We are working on another project to digitise our connection with farmers. We are talking about thousands of farmers where we want to be connected with the crops in the field, getting certain parameters measured and taking corrective action against it through digital solutions.

    “We are using digital in backward integration of supply chain network,” he said.

    Sheikh said the company is making technology as the cornerstone and building the business around it.

    “We are looking at how technology is going to reshape India and I think this is one of the key enablers to unleash the potential of our business in the country,” he said.

    The company, which reported profit in 2017-18, after a gap of seven years, is bullish on the prospects in the country and is rolling out the first river shipment of its snack portfolio from Kolkata to Varanasi.

    “We are going to start the first river shipment this month, from Kolkata to Varanasi. This is based on GST, which we are leveraging. We are starting a pilot with the Government.

    “It is the first containerised movement on inland waterway on river Ganga,” he said.

    Sheikh, PepsiCo India’s first expat president, further said the company, which has been in the country since 1989, isseeing healthy growth coming out of India, which is well balanced between food and beverage, while the nutrition segment comprising Quaker Oats and Tropicana, is growing faster albeit on a lower base.

    “We need to be positive growth driver for PepsiCo, but that growth needs to be sustainable and responsible,” he said.

    He added that the water and juice segment outgrows the soft drink segment in India, and the company is counting on being glocal to succeed in the food segment.

  • Profits down at Vietnam’s largest brewer

    Profits down at Vietnam’s largest brewer

    Beer maker Sabeco has reported after tax profits of $149 million in Jan-Sept 2018, down 6 percent year-on-year. The company’s total revenue in the first nine months of the year was VND25.5 trillion ($1.1 billion), 70 percent of its annual target.

    According to the company’s third quarter financial report Sabeco, formally known as Saigon Beer Alcohol Beverage Corp, beer continued to dominate its revenue structure, netting over 85 percent of total income. The remaining revenue came from packaging, other beverages and spirits.

    Sabeco recently unveiled a restructuring plan to improve profit margins by 3-4 percentage points over the next few years.

    The company plans to adjust its business operations in five key segments: manufacturing, distribution, marketing, supply chain and storage. This plan involves the leading beer maker in Vietnam considering acquiring minority stakes in beer factories and distribution units.

    The company’s management board has also announced that one of its top priorities is to develop a better distribution system in major cities, especially in HCM City. Through this, Sabeco hopes to regain market share in urban areas currently dominated by Heineken.

    According to the Ho Chi Minh City Securities Corporation, Sabeco occupies approximately 42.8 percent of the domestic beer market. Due to increasing competition from multinational companies, this figure is down slightly from 43.6 percent in the previous year. As a result, consumption growth of Sabeco’s beer was less than the industry average, totalling 1.85 billion litres.

    The corporation estimates that by the end of 2019, Sabeco’s beer market share will increase slightly to 43 percent thanks to its marketing efforts and the launch of new products. Consumption of Sabeco-made beer is also expected to increase to 1.95 billion liters.

    Thai Beverage PCL (ThaiBev) is currently the dominant shareholder in Sabeco, which sells popular beer brands kike Saigon Beer and 333.

  • India’s FMCG sector may grow 12-13% over July-December

    India’s FMCG sector may grow 12-13% over July-December

    India’s fast-moving consumer goods industry is expected to grow at 12-13 percent in the July to December period, according to Nielsen India.

    The rationale behind a double-digit growth forecast is strength in the GDP, a boost in rural income, the uptrend in private consumption and an increase in consumer confidence.

    The research agency said the FMCG  industry grew at 11 percent in value terms in the April-June quarter on the back of better consumer off-take, rate cuts due to the implementation of GST (Goods and Services Tax) and also a low base. 

    According to Nielsen India, in volume terms, the industry grew at 8 percent.

    The research agency pointed out that during the April- June quarter retail stocks jumped to levels higher than the pre-demonetisation period.

    Also, modern trade channels have witnessed a bounce- back and the sector saw 10 percent of sale come from this channel. 

    This is the first time that modern trade contribution has entered into double-digits, Sameer Shukla, Executive Director at Nielsen India said. 

    The company witnessed stress in rural FMCG consumption around demonetisation and before the rollout of GST. As a result, growth in rural markets came down to be at par with urban growth in the months following demonetisation.

    In the personal care space, the natural trend continues to gain traction and is growing three times the pace compared to the non-natural segment. 

    However, the foods category witnessed growth higher than personal care and home care due to consumers opting for branded foods over unbranded. The main reason for it being that price gap between branded and unbranded has narrowed considerably post the implementation of GST.

    An analysis of the fastest growing FMCG manufacturers in India suggests that domestic companies performed better than the MNCs in recent years.

  • FMCG sales slightly up in urban Vietnam

    FMCG sales slightly up in urban Vietnam

    National sales of FMCG on traditional and modern trade channels in urban areas reached $14 billion in Q2, growing 0.7 percent, Nielsen reported.

    The fast-moving consumer goods growth year-on-year was driven by sales increases seen across six out of seven super categories: beverages (including beer), milk and dairy products, household care products, personal care products, baby care products, and cigarettes.

    Baby care witnessed the biggest jump to 12 percent while food showed a decline of 1.9 percent, according to the market research firm’s newly-released Market Pulse Quarter 2 report.

    “FMCG has yet to reflect an upturn in economic conditions while Vietnam’s GDP growth hit 7.1 percent in the first half of 2018,” Nguyen Anh Dung, executive director of Nielsen Vietnam’s retail measurement services division, said.

    But there were many growth pockets, with modern trade channels seeing double-digit growth, he noted.

    Semi-retail channels comprising stores with both wholesale and retail sales also saw strong growth.

    Overall, the modern distribution channel enjoyed growth of 11.9 percent while the traditional channel was sluggish. Sales through traditional channels in urban areas rose 1.2 percent while in rural areas there was a drop of 2.4 percent.

    Dung said seasonality could provide an opportunity for certain categories such as snacks, dairy, beverages, and confectionary to innovate and connect with consumers in novel ways.

    “FMCG products have become basic while other products provide more excitement with innovation and new customer experiences. Consumers are willing to loosen their purse strings as reflected in strong growth in entertainment, tourism, cellphone, and automotive sales.”

    It is time for manufacturers to bring excitement back to the FMCG industry, and the most important thing is to listen to consumers and put them at the center of all decisions they make, he said.

    They provide the key growth cues if manufacturers can satisfy their needs, he added.

  • Acquisition threat real for Vietnam FMCG brands

    Acquisition threat real for Vietnam FMCG brands

    The Sa Giang Import and Export Joint Stock Company has reported a net profit of VNĐ30.5 billion ($1.34 million) on a turnover of VNĐ290.7 billion (US$12.8 million) last year.

    They were almost 4 per cent and 11 per cent up respectively.

    For Sagrimexco, as the company is known, the biggest earner was bánh phồng tôm (shrimp crackers).

    The Sài Gòn Food Joint Stock Company (Sài Gòn Food) also achieved positive business results with domestic sales soaring by 30 per cent.

    Hotpot was its main product.

    Sagrimexco and Sài Gòn Food are among many domestic companies that are leading the Vietnamese fast moving consumer goods (FMCG) market.

    Reports released recently by market analysis firms also show that in the FMCG sector, Vietnamese brands hold the upper hand over their rivals from multinational corporations in both rural and urban markets.

    Kantar Worldpanel’s Asia Brand Power report released on January 15 said in rural areas, Vietnamese brands hold a 78 per cent market share. In large cities, the figure is 71 per cent.

    Kantar Worldpanel’s David Anjoubault said the strengths of Vietnamese brands lie in good understanding of local markets and distribution networks.

    The success is also attributed to their close co-operation with retailers.

    After analysing the four largest market segments — food, beverages, home care and personal care products — Nielsen came to the conclusion that Vietnamese manufacturers earned 42 per cent of the FMCG sector’s total revenues.

    In the food and beverage segments, Vietnamese enterprises have a market share of 69 per cent and 45 per cent respectively. In the home care and personal care segments, multinational brands have advantages, but their growth rates are lower than those of domestic ones.

    Analysts said Vietnamese brands’ domination is easy to understand since they possess many advantages.

    Their quality has improved recently and their prices have become more competitive while they have always had large distribution networks that take them to consumers in the remotest areas.

    More and more modern retail chains are also becoming distributors for local FCMG manufacturers, thus actively helping them expand their market share.
    Besides a good understanding of consumers’ customs and tastes, the local players also understand the importance of investing in technology and being flexible, all of which have helped them quickly capture the imagination of the fickle modern consumer.

    With the current low consumption level in the Vietnamese market, the FCMG sector still offers huge prospects to investors.
    Many analysts fear however that their impressive achievements have put many local FMCG enterprises on the radar of foreign investors, who could easily buy them lock, stock and barrel.

    For instance, in just the last seven months South Korean conglomerate CJ Corp acquired over 70 per cent shares of food processor Cầu Tre Foods and 100 per cent of kimchi distributor Ong Kim.

    In March last year it had shelled out $13.44 million to acquire a controlling interest in Minh Đạt Food.

    CJ also bought a 4 per cent stake in Việt Nam’s leading meat processor, Vissan, when the State giant held an IPO in March 2016.

    To help ward off predatory foreign investors while not violating the country’s World Trade Organsiation commitments, the analysts said the Government should have practical support policies.

    They also stressed the need to simplify administrative procedures to create a fair and healthy competitive environment and help enterprises cut down unnecessary costs.

    In the meantime, the Government should create conditions that enable local FMCG businesses to access loans with preferential interest rates.

    Bank loans remain out of agricultural businesses’ reach

    According to the State Bank of Việt Nam (SBV)’s credit department, as of June 2016 bank loans outstanding to the agricultural sector had been worth over VNĐ1.1 quadrillion (US$48.5 billion), accounting for nearly 20 per cent of the total loans outstanding.

    Loans from Agribank alone made up almost 50 per cent of the total, with the remaining banks accounting for only VNĐ500 trillion ($22.03 billion).

    But a study by the Ministry of Agriculture and Rural Development (MARD) found that 70.1 per cent of enterprises involved in agriculture have faced difficulties in getting bank loans, with 49.4 per cent unable to borrow at all.

    Why do companies in the farm sector find it difficult to get bank loans?

    According to some businesses, the process of borrowing capital from banks remains very complicated with many stringent requirements, one of which is that borrowers have to put up assets for collateral.

    An SBV official said many agricultural enterprises are unable to borrow because of this requirement since they do not have assets.

    Though the central bank has instructed banks to offer unsecured loans to agricultural businesses, they still make up of only 20 per cent of the outstanding loans to this sector, he said.

    Analysts said banks remain apprehensive about lending without collateral despite the Government’s many support policies.

    For instance, it issued Decision No.68/2013/QĐ-TTg on fully subsidising interest on loans for buying machinery and equipment to reduce agricultural losses.

    But a banker revealed that the central bank is tardy in paying the interest subsidies.

    Agricultural companies said the biggest problem for them in getting bank loans are the interest rates.

    Though the rates for loans to agricultural projects with high feasibility are only 6-6.5 per cent, even these are too high for them because the profitability of these projects is very modest, they said.

    Concurring with this, analysts suggested the Government should continue to slash interest rates and bring them down to 3.5-4 per cent.

    MARD has proposed some measures in a draft decree to be submitted to the Government for approval to resolve collateral-related problems for agricultural enterprises and improve their access to bank loans.

    The decree also includes interest rate support policies for them, one of which is that the rates should be 1.5-2.5 per cent lower than for other sectors.

    The Government would bridge the difference in interest rates.

    Analysts said it is imperative to lower interest rates for enterprises involved in agriculture and industry, thus attracting more investors to these sectors.

     

  • The five pitfalls that threaten FMCG brand growth in the SEA

    The five pitfalls that threaten FMCG brand growth in the SEA

    Asia’s developing markets are some of the most promising places on Earth to sell fast-moving consumer goods (FMCG).

    They can also be a place to fail fast: The rules of the game are changing at an ever-increasing pace, and many multinational and local brands are struggling to keep up.

    According to new analysis from Bain & Company, Turbocharging Consumer Products in Developing Asia, despite developing Asia’s massive opportunities, fewer than 20 percent of brands outgrow their categories in this region—roughly the same proportion as in low-growth developed markets. To successfully compete in these markets, brands need to push themselves more than ever to swiftly and continuously adapt to the new realities.

    Accelerating market changes, combined with a few basic challenges, serve as obstacles for brands aiming to achieve sustainable growth in developing Asia. Consumers in the region are increasingly willing to pay for convenience, and they are more digitally connected than ever.

    Each of these shifts has caused an accompanying change in retailing. For example, throughout developing Asia, consumers now make fewer trips to larger stores, instead flocking to convenience stores. Further, the steady rise in digital connectivity is fueling a boom in online sales and transforming the way brands talk to consumers to influence purchase decisions.

    Several fundamental factors have also made it tough for brands in developing Asia.

    Because the region’s distribution channels are highly fragmented, it is harder to gain household penetration, the most important contributor to brand growth. Another new complication for companies trying to plot a winning strategy is bifurcated demand. In the last 20 years, most value growth came from the “belly” of the market. Now the middle is shrinking, while a category’s premium and discount ends grow faster.

    “Fundamental consumer shifts in developing Asia have accelerated in the past few years, making it tougher for brands to survive and win in a region that remains critical for multinationals,” said Paolo Misurale, Partner and head of Bain & Company’s SEA consumer products practice. “All of this is altering the rules of the game for consumer products companies, requiring them to rethink their strategies from ‘where to play’ to ‘how to win’. Then they need to deliver the change, building new capabilities and forging alignment across stakeholders and functions. Those that fail to adapt – even large and establish brands – will be left gasping for air.”

    Amid these challenges, nimble local players manage to gain traction by revising their playbooks to new market realities. Developing Asia also offers huge opportunities for incumbents (whether local or multinational) that are able to adapt quickly and use their scale advantages to both capitalize on these emerging trends and further consolidate their competitive positions. Yet, even with the best plans, too many brands in the region get tripped up by predictable hazards.

    Through its extensive work with multinational, national and local brands across Asia’s developing markets, Bain has identified five common pitfalls and ways to overcome them.

    Pitfall 1: Sailing with outdated maps

    Bain finds that too many brands in developing Asia underinvest when it comes to learning the basics to support that big decision. They also fail to understand other essential elements of their category rules, such as whether the category is more repertoire or less repertoire. Successful companies know where they fit in, and then determine where and how to compete. They set growth initiatives that are consistent with category fundamentals and then translate those initiatives to operational metrics to track progress and capture value.

    Pitfall 2: Saying it wrong

    In developing Asia, it is easy to get brand messaging wrong. The goal is to anchor a brand (or a brand story) in consumers’ long-term memories. However, many brands have a relatively short history in these markets, and haven’t yet established and reinforced the kinds of memory structures that have worked so well for them in the developed world. Winning companies overcome this pitfall by understanding the guiding principles for building high-quality brand memorability.

    Pitfall 3: Succumbing to the lure of the new and different

    Traditional trade still abounds in developing Asia, and convenience stores are gaining in popularity. Both small formats offer limited shelf space. Yet, Bain finds that many brands are unwilling to reduce their product assortments (or tailor their ranges to unique channel needs) in order to focus on the proven and profitable hero SKUs with the highest velocity on the shelf, year after year. Winners invest to understand their heroes by brand and SKU, determining the value propositions they present over non-heroes. Then they look for the gaps in their current assortments, ultimately creating portfolio and investment strategies focused on the top sellers for target consumers and occasions.

    Pitfall 4: Losing at the first moment of truth

    Many brands, especially domestic brands selling in developing Asian markets, lack the abundance of data that allows for sophisticated account planning in developed markets. Without such data, FMCG players need to be as focused as they can on making their hero SKUs available and visible to fundamentally repertoire shoppers, while ensuring the retailer has incentives to push those SKUs. The most successful companies play by the real category rules: Solid consumer insights inform their priority in-store execution and activation moves. Winners are also clear about what matters most to increase sales on a channel-by-channel basis.

    Pitfall 5: Failing to build the right route to market

    In developing Asia’s fragmented retail environment, many brands fall short on their efforts to ensure that products get through the last mile and retain their ability to influence consumers’ decisions at the point of sale. The winners in this area are mostly “local champions” that use direct distribution (or a high-touch managed distribution model) in high-density areas, where modern trade is typically more established.

    At the same time, they build a multi-tiered distribution network and collaborate with hundreds of wholesalers in low-density rural areas, making the big trade-off between having influence over outlets and having penetration across outlets to maintain a sustainable cost to serve.

    “Brands can turbocharge their growth through a relentless focus on increasing penetration and consideration,” said Nader Stefano Elkhweet, Partner and head of Bain & Company’s Indonesian consumer products and retail practices. “This requires focusing on what shoppers actually do – as opposed to what they say they do in surveys – planning from the ‘shelf back’ to win the battle in stores, and relying heavily on advanced analytics tools to generate the insights that help brands make the smartest trade-off decisions.”

  • Vietnam’s fast moving consumer goods market ends 2016 on a high note

    Vietnam’s fast moving consumer goods market ends 2016 on a high note

    Fast moving consumer goods (FMCG) sales showed the best improvement in three years in the last quarter of 2016, with 7.3 percent growth against the same period last year, according to the latest Market Pulse quarterly report released by Nielsen on Thursday.

    “The build-up and positive sentiment towards the Tet period was one of the key drivers for FMCG growth,” said Nguyen Anh Dung, Nielsen Director of Retail Measurement Services.

    Beverages continued to be the key contributor to the total FMCG sales in the last quarter, accounting for 40 percent, followed by food and milk based products, which made up 15 percent each of the total.

    After being hit by a year of adverse weather conditions, growth in rural areas experienced a strong bounce-back from October-December with a 7 percent on-year jump, contributing 51 percent to total FMCG sales nationwide.

    “Rural areas are still the biggest consumer base and these consumers have increasing incomes that give them higher spending power,” Dung said.

    The Market Pulse Report is published quarterly based on the results of a Nielsen Retail Measurement study of FMCG in six cities across the country: Hanoi, Ho Chi Minh City, Hai Phong, Can Tho, Nha Trang and Da Nang.

    Fast-moving consumer goods refers to products that are sold quickly and at a relatively low cost.