Moksh Chopra

In a country where 90% of beverage sales still come from general trade, Lahori Zeera didn’t build its brand on advertising. It built it on access. When most beverage players were chasing margin led SKUs and “premiumization,” Lahori went back to the basics of Indian retail, the ₹10 price point. That single decision unlocked something most brands underestimate: instant trial. At ₹10, the product sits in the same decision frame as a packet of chips or a small biscuit. No hesitation or evaluation, just an impulse purchase. And in India, that’s scale. The brilliance lies in how Lahori turned that pricing into its growth engine: ₹10 isn’t a discount, it’s a penetration strategy. The low barrier to trial fueled repeat purchase through familiarity and habit, not advertising. And once volumes kicked in, economies of scale did what marketing budgets couldn’t. From ₹83 Cr in FY20 to ₹530 Cr in FY25 is not just demand; that’s design. A design that understood India’s consumption psyche better than many MNCs operating here for decades. What makes this story even sharper is the contrast: While legacy FMCG players chased high-margin subcategories and D2C brands built for urban aspirants, Lahori doubled down on Bharat’s middle belt where affordability equals accessibility. We’ve seen this pattern before. 👉 ParleG built generational loyalty at ₹5. 👉 Frooti’s ₹10 tetra pack made mango drinks part of every child’s summer. Lahori is simply the newest name on that list but it’s playing the same timeless Indian game: price first, brand later. Because in a price sensitive yet high volume market, the right entry price isn’t just about affordability, it’s about building the funnel for trust. As someone who’s spent years decoding retail behavior, I believe Lahori’s biggest innovation wasn’t product or packaging. It was restraint. The discipline to stay mass when the market glorifies premium. That’s how you build adoption before aspiration. And that’s exactly what creates long term category leadership. #retail #pricestrategy #consumerproducts

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In FMCG, growth rarely comes from adding more SKUs. It comes from rotating what’s already there, faster. Velocity is the real king. At ApnaKlub, we live by this principle. Instead of cluttering shelves, we build focused, high-rotation products that meet consumer aspirations at the right price. How this philosophy shaped our categories: 1) Dishwashing - Glenzo Shine Observation: Households trial small sizes first; once convinced, they want value packs. Our solution (clean two-step ladder): →10g dishwashing bar (trial) →4×10g dishwashing bar pack (family value) →140ml dishwashing gel bottle (trial/first purchase) →500ml dishwashing gel pouch (repeat/family) 2) Household Cleaning- Glenzo Observation: Branded cleaners feel “mehenga,” so usage gets rationed. Retailers need clear, everyday sizes that move. Our solution (everyday rotation SKUs): →Toilet cleaner: 500ml, 1L →Black phenyl: 1L, 5L →White phenyl: 1L, 5L →Disinfectant floor cleaners (DFCs): 3 variants, 500ml →Bathroom cleaner: 500ml, 1L →Naphthalene balls: 250g, 500g 3) Packaged Dry Fruits- NutPhat Observation: Dry fruits are aspirational; entry packs unlock adoption, family packs drive repeat. Our solution (accessible quality): →Almonds: 250g, 500g →Cashews: 250g, 500g →Pista, Walnut, Raisins: 250g The bigger picture: Right pack sizes → trials & repeat. Right pricing → affordable yet aspirational. Right categories → essentials that rotate fast. This is how we build velocity, not clutter. And this is how ApnaKlub empowers the Ghar ki Mukhiya- with quality, value, and confidence.

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Reappraise. Reinvent. Don’t discount As consumers become more value-driven, how can brands reappraise themselves without becoming “just another discount option”? Smriti Singh Bhatia and I will reveal our approach — one that strengthens brand equity while navigating through these uncertain times. #qual360 #brandstrategy #brandequity #qual360singapore

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India must build global brands Why hasn't it done it so far? I wrote this article for Outlook Business Business for their Independence day issue. The issue got delayed / whatever and the article appeared this week. In this article I use Kantar data to show that for a $4 Trillion economy,we need more brands. What is the shift we need? 1.We have been a large, protected, license led domestic market for most of the 78 years. 2. Indian owners need Brand ambition as much as business ambition. A brand ambition must go beyond a family name and legacy. 3. A lot of our past innovation has been import substitution led and not value improvement led. 4. We valued information over insight. Brands are built on insights. 5. We have had more of trading genes than creator genes. 6. Indian Premier League India and Indian School of Business are definitely two global brands we have created in the last 20 years and full credit to the two institutions. 7. India must pivot to design and sensory thinking if it wants to create global brands. 8. We were not that integrated into the global market, today we are at the core. India has soft power, which will be enhanced by building more Indian brands in the future. shiv www.shivshivakumar.com

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Entering the giant that is the Indian FMCG market can feel like trying to break into a locked treasure chest. But what if I tell you the key is right in your hand? The secret sauce? Understanding and planning. 🌍 The Landscape of Opportunity: The diversity in India is both a challenge and an opportunity. It's like a cricket team with players from all over the country, each bringing their unique flair. Success lies in forming a cohesive strategy while respecting each player's (or consumer’s) strengths. 🔍 Smart Segmentation: Don’t view the market as one homogenous entity. Segmentation is critical—urban vs. rural, tier one vs. tier two cities, and so on. You’re not just selling products; you’re offering solutions to varied lifestyles. 🏆 The Winning Strategy: Take cues from successful companies that have customized their approaches. Remember how some global brands tailored their existing offerings to fit the local context? Think of introducing staple-friendly products just like how tech companies tailored their apps for local languages. Practical Steps to Implement: - Study Competitors: Analyze local competitors; what works for them can inform your strategy. - Innovative Route Planning: Experiment with alternative distribution methods. How about using local pop-up stores? Imagine the surprise on consumers’ faces seeing your international brand in a local fair! - Customer Engagement: Foster customer loyalty programs through mobile apps specific to the Indian audience. Gather feedback and refine your offerings accordingly. 🎯 Focus Areas: - Cultural Alignment: Understand and respect cultural nuances. Collaborations with local influencers can bridge the gap between international offerings and local tastes. - Sustainable Practices: Emphasize sustainability as it resonates strongly with the modern consumer. The potential for growth is huge, but so are the nuances. Are you ready to align and shine? I’m eager to learn from you—what’s been your most valuable lesson when tapping into new markets? #FMCGInsights #IndianMarket #BusinessStrategy #EmergingTrends #ConsumerEngagement

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