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MART
Comprehensive Rural Marketing Solutions
MART
A – 32 , 1st Floor
Sector – 17
NOIDA - 201301
MARTA Brief Profile
• MART, a leading Consultancy Firm in
Emerging Markets with specialization in
BoP consumer segments
• ‘Social Heart & Business Mind’
Philosophy
• Works both in Corporate and Social
sectors
• 50 professionals across India
• Worked in Nepal, Afghanistan,
Mozambique and Bangladesh.
Research
Business Problem Diagnosis through user centric approach
Strategy
Develop Strategy for Effective Decision Making
Pilot
Demonstrate strategy in contained geography
Scale Up
Scaled up sustainable business models
Training & Handholding
Rural Sensitization and Capacity building
ServicesEnd to End Solutions
SectorAreas of Work
HealthcareFood &
Agribusiness
TelecomBanking & Insurance
Livelihoods & Market Access
FMCG & Durables
5
Capability in Implementation
• Conducts Pilots Concept test product prototypes
Market test product prototypes
Marketing concepts
• Distribution
• Promotion
• Scale up of sustainable models Communication using Innovative Promotion platforms
Last Mile Distribution
Marketing mix model (s)
6
Below the Line Communication
MART’s
Implementation CapabilityInnovation in Communication Platform Pilot Scale Up
TATA SHAKTI A case of innovative communication approach
Background
• Product Galvanized Corrugated
Sheets
• Brand Tata Shakti
• Customer Rural Poor (R3 & R4)
• Usage Roofing
Status
• Status of Business in 2003 Stagnant, no growth for last 2
years
• Customer Profile Mostly illiterate
Low purchasing power
Interested to buy qualityproduct but easily influenced byretailer
Brand Communication Strategy 2003 (before MART involvement)
• Use of Static Media Wall and Shop Painting
Limitation: exposure only when customer visits shop and difficult to communicate brand benefits to illiterates
• Interactive one on one media Audio-visual communication on mobile van
Limitation: Male decision maker at work
MART recommended promotion at weekly markets
• Why weekly markets Visitors are mostly rural poor (R3 + R4), so target group is addressed
Large turnout of 5,000 people from 20 – 25 villages
Visitors are in buying mode
Over 45,000 such markets in most parts of India
Impact of Campaign
• Participated in 5,000 markets in 17 states, 250 districts over 4 years. Four million potential customers exposed to brand
50,000 potential consumers surveyed
30 percent growth in sales at retail outlets
13
RURAL PROMOTION: TATA SHAKTI
Philips
PhilipsDespite Philips Bulb being a well known brand in rural, bulbs are
bought by wattage and not by brand name.
Competition including local taking share as the product become
generic.
Channel relationship at low ebb
Problem
In RuralShopkeeper plays a crucial role in pushing the product.
Usually personal guarantee and replacement assurance tilt
the favor.
Sold by wattage
Philips
Objective
Simultaneous Van campaign in village, town and Haats and
retail
Mandatory involvement of the channel and company team.
Lucky dips, games and tear away coupons.
Focus on increasing visibility – sustained POP’s at the retail
outlet Approach
Create a high decibel noise to reinforce the brand.
Help develop channel relationships.
Non Electrical shops put on beat.
Outcome
Growth of 120%
Addition of Non
Traditional Channel
Low Attrition among
Stockists
Increased
channel
partnerships
Philips
18
Rural Promotion : Marico
Parachute: Fighting Loose Coconut Oil in Haats
Problem: Rural markets in Maharastra sold loose coconut oil and
lookalikes of Parachute. Price Rs 6 vs Rs 10 per 100 gms
Solution Recommended: To counter competition from loose oil, MART
suggested promoting Parachute pouch packing of 6ml, 20ml, 50ml and
100ml in haats.
Action: MART piloted promotion in 4 haats in 2 districts in Maharastra.
Participation strategy was 3 consecutive outings
1st week for awareness generation
2nd for sales promotion and
3rd for sales linkages with haat sellers
Result: Parachute sale jumped from Rs 500 per haat to Rs 3000 over
three weeks
19
LAST MILE DISTRIBUTION
MART’s
Implementation CapabilityDeveloping a Concept Pilot Developing Model Scale Up
20
PROJECT SHAKTIInnovative model using the women from SHG groups
21
Hindustan Unilever
• Hindustan Unilever Limited (HUL) is India's largest fast moving consumer goods company
• Has a wide range of Home & Personal Care products and Foods & Beverages
• Combined Turnover of $ 3.8 billion.
Home & Personal Care
Personal Wash
Fabric Wash
Home Care
Oral Care
Skin Care
Hair Care
Deodorants & Talc's
Color Cosmetics
Foods
Tea
Coffee
Branded Staples
Culinary Products
Ice Creams
Modern Foods ranges
Project Shakti – Women's Empowerment
22
Combined IDCIndirect Coverage
5000+ pop villages
Shakti
1000 – 2000 pop villages
Streamline
2000 – 5000 pop villages
Accessib
ility
Turnover / market
Low
High
High
Low
HUL Rural Coverage Strategy
Project Shakti – Women's Empowerment
23
Concept
• Unilever wanted to penetrate deeper to 1,000 to 2,000 pop villages – existing distribution model unviable
• Self Help Group women members were looking for more sustainable business opportunities in small village markets
Project Shakti – Women's Empowerment
24
Process
Business concept explained to the group women
Women get consent from family and husband
Entrepreneurial women selected and appointed
Women trained on prices, discounts, buying, selling,
brand communication etc
Project Shakti – Women's Empowerment
25
Project Shakti
• MART’s role
Conceptualization, Pilot, national rollout
Identification & selection of potential Shakti dealers
Capacity Building of Shakti dealer to become entrepreneurs
Arranging finance from banks
Link to HLL distribution network
26
Shakti Vision
• Shakti 2005-2006 15000 Shakti Entrepreneurs
50000 villages
10 Million Consumers
Turnover 128 Crore
• Shakti 2008 30,000 Shakti Entrepreneurs
100,000 villages
100 million consumer
27
Developing Low Cost distribution Model
28
Reaching The Last Mile
• MART’s model Reach the last mile with educated unemployed rural male youth
Recruit class 10+, rural youth (18-30 age) with skills in communication and community mobilization
Build their skills in product and brand communication (customized to company)
Build their skills in salesmanship
Deploy them to take corporate brands into the hinterland and rural households.
29
The Model
• Trained volunteer is provided abranded bicycle, umbrella anda box to carry ready stocks.
• He wears a branded T-shirt anda cap
• Route Plans, PJP’s and JC’s aredeveloped for him to coveruncovered markets
• He is attached to the ruraldistributor from where hepicks up stock on cash-n-carry.
30
The Model
• Market coverage
Daily visit to uncovered areas (> or < 2000 pop strata)
Covers villages within feasible radii from own village and conduct sustainable business
Retailer sale at trade margins and haat sale at price close to MRP
31
The Model
• Communication
Focuses on Brand Recognition to fight menace of spurious
Communicates Brand benefits
Puts banners, posters etc
32
Results
• Coverage of 4 Haats every week
30 villages
• Average daily sale Rs 700/ youth
• Monthly income Rs 3,000/youth
• Nominal cost to company Starting at Rs1500/-youth/ month on a reducing scale, finally Rs 900
MART’s Implementation Capability
Developing a Concept Pilot Developing Model Scale Up
Rasoi Ghar
HPCL
34
HP Gas
• Negligible penetration in rural
markets
•Affordability an issue…
•High connection cost of 14.2kg
cylinder Rs2000
•High recurring cost Rs300
•Availability…
• Not available at consumer
doorstep
• additional transport cost as
carrying big cylinder on bicycle
inconvenient
•Myths about cylinder burst &
taste of food
New Product
14.2 kg Rs2K
5kg Rs0.8K
•Rs95(affordable)
•Dealer to set up ext.
counters in large
villages
•Awareness creation
for 5 kg through haat
promotion
Co
st
Cap
Cost
Quali/Quanti
ResearchStrategyCompany
objective
• Identify new
markets for LPG
as urban markets
getting saturated
• Assess
acceptance of
existing product
35
HP Gas
36
Scale UpA New
Concept
HP Gas
• 3 states; 1 district each
• Created awareness of
5Kg, in 30 haats
• 30 extension counters
opened
• Barrier to purchase
as myths continued…
•Important to make
potential consumers
experience benefits &
safety before having
to invest in new
connection
• Evolved concept of
“use & pay”
Community Kitchen
to overcome myths
& avoid risk of
investing in
connection
•PPP model with
SHGs, Panchayat &
HP
• 1500 kitchens in
UP, MP, Orissa
established; 10K
planned
• Dealers continue
to open more
stocking points in
villages
Pilot Inputs
This model won the RMAAI Gold Medal and Special Jury Award, 2005
for best long term rural initiative in India
37
HP Gas
38
Developing a Biomass Stove
Shell Foundation
MART’s
Implementation CapabilityDeveloping a Product Concept Prototype testing Product Launch
39
Product
Concept
Shell Foundation
• Reduce indoor air
pollution in homes in
Tamil Nadu &
Karnataka
• LPG is only clean fuel in rural but limited
availability
•Major cooking fuel is biomass
•But biomass generates smoke causing health
problems
• food varies and also the size of utensils
•Different types of cooking stoves used for
cooking…
• wide variety of food
• many sizes of utensils depending on family
•single burner in one state & double in other
• Need for a low
smoke emitting
biomass stove
• should be portable
•Appropriate for
different size of
cooking vessels
•Should not cost
more than $5
Company
objectiveQuali Research
40
Shell Foundation
41
Commercial-
ization
Shell Foundation
• Multiple prototype
designs
• Placement with
potential customer
segments
•Continuous
feedback on each
stove type and also
a comparison
between
prototypes
• Steel body was more acceptable
over refractory
• Stove height reduced for floor
cooking
• Fuel space needed adjustment
• Value for money perception was
raised. Pricing was recommended at
$10-$12
• Communication cues for the new
product were identified
• Potential channel
partners identified
• Brand name tested
• Communi-cation
materials tested
• Supported on
product launch and
handholding
Prototype
Testing
Inputs for
New ProductPrototype
Development
• Locate potential
local manufacturer
• Provide inputs to
stove designer to
develop
prototypes
42
Shell Foundation
43
Improving Access to Health Services
MART’s
Implementation CapabilityDeveloping a Concept Pilot Developing Model Scale Up
44
Project Arogya
•Rural population unaware of health
issues arising out of mal nutrition,
infection and allergy
•Recovery of ailment is considered
effective as soon as the patient feels
better and can go back to work. Most of
the time do not complete the dose
•Health service providers in villages
restricted to RMP and government
appointed nurse.
•Quality health services, both public and
private, available in block town
• identified the ailments for
which the company had
products and wanted to
gain a larger market
•Nutrition for mother &
child, TB, allergies were
prioritized
•Need to associate with
qualified doctors in semi-
urban
•Need to build awareness
about timely and complete
treatment among people
Quali& Quanti
ResearchStrategyCompany
objective
• Understand the
awareness of identified
ailments, health issues
and related pain points
in accessing health
services
• Assess the reach of
the company brands
45
Scale UpA new
approach
Project Arogya
• 3 different models
developed to create
awareness. Models based
on level of health
awareness.
•Mobile health advisors
were core to all models
• Association with health
care chain
• information from
health workers on
where to get treatment
helped villagers
•Relatively less delay in
seeking treatment
•Saved costs
•Appropriate treatment
helped build confidence
•Health service
providers appreciated
company efforts
•Issues on availability of
company products
affected the pilot
• Challenge was re-
distribution of health
products such that legal
issues do not arise
•Changes in
categorization of
products
•Appointment of new
sub-distributors at sub-
district levels
•Associate with
practicing doctors &
qualified rural medical
practitioners
• Scaled across
100 districts
Pilot Inputs
The model has been nominated for the Innovative Marketing Model category
in the Golden Peacock Awards 2008
46
Project Arogya
Our Clients-Corporate
THANK YOU
48