17/09/2020 Jiomart: Why JioMart will be a disruptor in Indian retail, and its likely impact across the value
ely impact across the value chain - The Economic Times
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STRATEGY
hy JioMart will be a
disruptor in Indian retail, and
its likely impact across the
value chain
Image credit: Google Playstore
Synopsis
JioMart and its competitors are likely to capture 3%-5% of the total FMCG and grocery market in a few
years. That, in itself, will be a massive disruption. But JioMart will have to allay the concerns of thousands
of general-trade distributors and not excessively encroach upon their livelihoods.
Over the past few months, one of the most
engaging conversations among leading FMCG
and grocery companies has been about the
potential impact of JioMart on their
BY
Sandeep Das
businesses. There is a certain amount of 5 MINS READ
palpable excitement and tension as business Sep 16, 2020, 01:33 AM IST
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17/09/2020 Jiomart: Why JioMart will be a disruptor in Indian retail, and its likely impact across the value chain - The Economic Times
leaders try to make an intelligent guess about Share This Article
the impact of JioMart.
The moot question: After the resounding
success of Jio in telecom, will JioMart end up 3
being a massive disruptor or an incremental FONT SIZE SAVE COMMENT
enabler? Will every stakeholder gain in the
process or will JioMart boot out the general-
trade distributor and the parent FMCG?
This article explores the potential impact of
JioMart on the end consumer, trade, and
FMCG and grocery companies.
hat it means for the end consumer
There is a clear value proposition for the end
consumer with doorstep delivery, a large
portfolio, and the trust of the local kirana
stores. As a result, it is not surprising that
JioMart was among the top three downloaded
shopping apps in August 2020 after Flipkart
and Amazon. Given that the total consumer
base is likely to remain the same, there is
bound to be a certain amount of shift from the
modern trade (12%-14% of the total market)
and e-commerce consumer (3%-5% of the total
market) rather than the general-trade
consumer.
The modern trade and e-commerce consumer
values convenience and portfolio range a lot
more than the general-trade consumer.
Although there will be a certain degree of
traction among general-trade consumers, the
overarching need for touch and feel while
buying groceries and vegetables might make
visiting the local kirana a necessary step.
Clear value bene t to the local kirana
Like the end consumers, there is a clear value
bene t for the local kiranas. With increasing
automation and visibility, they are bound to
bene t from better management of inventory
and working capital. However, kiranas have
had decades of association with the general-
trade distributor. Hence, JioMart will not only
need to replicate the model economics (credit
of 20 to 30 days), but also drive servicing at
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17/09/2020 Jiomart: Why JioMart will be a disruptor in Indian retail, and its likely impact across the value chain - The Economic Times
short notice (typically a couple of hours) and
thrive with timely issue resolution around
month-ends.
Once the model scales up, there might even be
potential for a platform-loyalty programme for
the end consumer, driving more tra ic. As
mentioned earlier, there is a potential for
increasing tra ic with a marginal shift from
the modern-trade consumer.
JioMart’s biggest test
General-trade distributors are very important
stakeholders, with nearly 77%-80% of FMCG
and grocery owing through them. Besides the
business salience, this group is very in uential
politically. In 2019, there were reports of nearly
400,000 distributors threatening to boycott
leading FMCG companies over discriminatory
pricing to emerging alternate channels like e-
commerce and organised B2B. An ugly
confrontation was avoided, as the FMCG
companies allayed the distributors’ concerns.
A similar situation may emerge as the
behemoth of Reliance, along with Future, will
drive sharp bargains with FMCG and grocery
rms, making general-trade distribution
business potentially unviable, with a sharp
di erence in incoming prices to the retailer
from the general-trade distributor and
JioMart.
JioMart’s biggest test in making this model a
success will lie in allaying the concerns of the
thousands of general-trade distributors and
not excessively stepping on their livelihoods.
Nervous optimism for FMCG rms
Given the episode in 2019 mentioned above,
FMCG companies will be wary of promoting
this emerging channel over their existing
general-trade channel, which contributes
nearly 80% of their sales. They are likely to use
this emerging channel to ful l pull-oriented
demand and to promote premium products to
drive a better pricing mix from the channel. In
addition, there is always an added concern in
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17/09/2020 Jiomart: Why JioMart will be a disruptor in Indian retail, and its likely impact across the value chain - The Economic Times
the minds of leading FMCG companies over
continuous discounting — inevitable with a
channel like this — leading to loss of a brand’s
premium image.
Small- and medium-sized FMCGs (annual
revenue of less than INR5,000 crore) are likely
to view this channel as a potential mode to
drive indirect distribution in under-
penetrated areas (similar to the organised B2B
channel). However, this channel is bound to
be margin-dilutive, given the intense
bargaining power of JioMart along with
Reliance and Future’s physical network . The
major risk for small- and medium-sized FMCG
players is going to be the extent of private
brands that will be driven by the JioMart-
Reliance combination.
The bottom line
Over the last two decades, there had been
similar apprehensions when modern trade,
organised B2B, and e-commerce were about to
scale up in India. Despite the massive hype
and hoopla surrounding these channels, their
combined share has hovered around 16%-19%
of the total market.
In summary, channels like JioMart and its like-
minded competitors are likely to capture
3%-5% (similar to e-commerce and organised
B2B) of the total market in the course of time.
This, in itself, will be a massive disruption for
the industry.
However, over the next three to ve years,
India is likely to be remain a kirana-
dominated market serviced by the local
general-trade distributor, with 75%-77% of the
total goods owing through it.
(The author is an MBA from IIM Bangalore
and a strategy-course holder from INSEAD. He
has been a strategy consultant for over a
decade and is also the author of three books:
Yours Sarcastically; Satan’s Angels; and the
upcoming Guide to Life and Career: A
Millennial’s Guide to Making it Big)
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17/09/2020 Jiomart: Why JioMart will be a disruptor in Indian retail, and its likely impact across the value chain - The Economic Times
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3 COMMENTS ON THIS STORY
Sarthak Kumar 4 hours ago
they should have work on their app and customer service to stay in the competition
User 7 hours ago
the largest challenge for them is not giving comfort to the trade, but it is to give quality
service to consumers. Initial reviews have been pathetic. Hearing their Kirana initiative is
not working so delivering from their stores and warehouses.
Ayush Kumar 14 hours ago
How 3-5 % of market share is a great disruption in itself. Can you explain?
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