How India’s Godrej Shopper Merchandise innovates for rising markets


The Godrej Group’s innovation journey started in 1897, when Ardeshir Godrej patented a high-precision padlock that wouldn’t rust in India’s humid climate. In 1918, Godrej manufactured the world’s first cleaning soap comprised of vegetable oil as a substitute of animal fats. A century later, the corporate launched Magic, a 20-cent powder-to-liquid handwash that helped to democratize sanitation throughout the pandemic.

Right now, Magic is offered by Godrej Shopper Merchandise Restricted (GCPL), the diversified Godrej Group’s main agency targeted on rising markets, primarily based in Mumbai. With Nisaba Godrej, a fourth-generation member of the Godrej household, on the helm, GCPL has developed a powerful footprint within the fast-moving client items area. Bringing inexpensive and sustainable dwelling care, hair care, and private care merchandise to rising markets is the mission of 43-year-old Godrej, who earned a bachelor of science from the Wharton College on the College of Pennsylvania and an MBA from Harvard Enterprise College.

Nisaba Godrej has pursued inorganic progress by acquisitions in Africa and Indonesia. However to buoy natural progress in India’s home market of 1.35 billion folks, she additionally stays targeted on natural quantity progress, a powerful innovation funnel, investments in scaling new classes, and strengthening the corporate’s administration bandwidth. In 2021, GCPL, a public firm with a employees of greater than 11,000, reported a consolidated web revenue margin of 20% and web revenues of roughly US$1.5 billion. Godrej just lately spoke with technique+enterprise in regards to the challenges and alternatives concerned in catering to the evolving wants of her prospects, at dwelling and overseas.

S+B: How will the worldwide financial restoration have an effect on what you are promoting, each in India and within the different rising markets the place you’re energetic?

GODREJ:
I feel it’s arduous to anticipate that proper now, as a result of there are such a lot of variables to consider. Though we do see a Ok-shaped restoration, there’s a stage of frothiness out there with valuations. There was a number of liquidity coming into India, and I hope that can encourage a capex cycle, as a result of that’s what is required for sustainable jobs and progress. I’m neither pessimistic nor vastly optimistic—maybe considerably impartial, however banking on hopeful realism. In different rising markets, resembling Africa, our enterprise has been doing nicely.

Normally, bigger firms which have been capable of handle the scenario on the bottom, provide chain points, and inflation are doing comparatively higher [than smaller businesses]. However that’s a sliver of what’s occurring within the financial system, extra of a market share acquire relatively than an indicator of the general financial system doing nicely.

Within the retail area, client merchandise associated to well being and security peaked throughout the second wave of the pandemic. For instance, everybody has had a masterclass on handwashing, and penetration for handwash has shot up from 19% to 34% in India. It might reasonable in some unspecified time in the future, however a few of these pandemic-related client tendencies and calls for are right here to remain.

S+B: Through the pandemic, your hygiene enterprise grew by 24%, and family pesticides—your largest product class—by 15%. How has the pandemic modified the way in which you consider your numerous product traces and companies, and the operations that help them?

GODREJ:
Through the pandemic, we targeted the place the demand was, which included hygiene and well being merchandise. Discretionary merchandise resembling air fresheners didn’t do nicely. And as we all know, this has actually been the 12 months of the provision chain, with provide being impacted by unprecedented disruption. There was chaos all around the world, and the one factor we discovered was to rethink and deal with extra agile provide chains and localization, particularly in international locations that had been importing from China.

To handle the challenges and reap the benefits of the alternatives, we’d like extra automation and extra capex. And I feel India has a possible benefit if we set ourselves proper by way of attracting extra manufacturing and constructing an ecosystem round it. With its strategic location, giant inside market, and a thriving personal sector, India is nicely poised to be the subsequent manufacturing vacation spot.

S+B: Your revenues are at the moment cut up between India (56%) and different rising markets (44%). Going ahead, do you propose to focus extra on the home market and natural progress?

GODREJ:
What we’re on the lookout for is double-digit quantity natural progress. That’s our aspiration and our first precedence. We may also proceed to look out for fascinating acquisitions within the dwelling and private care area in India and Indonesia.

Our Indonesia acquisition of 2010 [Megasari Makmur Group, a leading manufacturer and distributor of a wide range of household products, including insecticides and air fresheners] has executed very well for us. The enterprise has grown 4 to 5 occasions in worth during the last decade, and it has very sturdy EBITDA margins.

We struggled in Africa for a few years, however we’ve introduced the enterprise again to good progress. Our EBITDA margins are shifting up. Nevertheless it’s nonetheless far off from being outlined as successful. I wouldn’t say setting foot in Africa has been a mistake, as a result of there’s actually an enormous marketplace for high-quality merchandise at low costs. Consider Nigeria and its 200 million shoppers.

However in hindsight, I feel we spent an excessive amount of, and we did too many acquisitions. We must always have targeted on three or 4 of the large international locations on the continent and never executed so many small acquisitions. Though it did give us alternative to construct the model in cultural alignment—for instance, within the hair extensions class—we underestimated the affect of Chinese language firms already working in Africa. Considered one of my blind spots due to my training [in the US] and publicity has been my Western-centric view of the world. However after we look fastidiously at what’s taking place geopolitically and economically, having a Chinese language-centric view can be vastly vital.

S+B: How does all this affect your technique for rising markets?

GODREJ:
I feel it’s about innovating to develop accessibly priced merchandise that might be distributed far and huge, with a low value to serve. For instance, family pesticides are important, particularly in locations with malaria points. That’s the reason our just lately launched multi-insect answer, Goodknight Energy Photographs aerosol [a concentrated, no-gas spray that costs less than $3], is seeing an encouraging response in Nigeria, and the demand will persist.

You must give shoppers what they need. Your choices must be differentiated and modern. And in rising markets, making issues accessible, whether or not it’s from a value level or distribution perspective, turns into extraordinarily vital, as primary as it might sound. You need shoppers to exclaim, “Wow, the standard of this product is improbable!” After which after they hear the value level, it’s that added delight that they will really afford to buy that product. That’s basic.

S+B: With the rise of the omnichannel shopper, how are you assembly these evolving wants and concurrently guaranteeing model differentiation?

GODREJ:
For older firms like ours, a number of the digital revolution isn’t just about gathering consumer-facing knowledge by the e-commerce channel, but in addition, and maybe extra vital, the effectivity that know-how and digital carry.

You need shoppers to exclaim, ‘Wow, the standard of this product is improbable!’ And after they hear the value level, it’s that added delight that they will really afford to buy that product.”

Furthermore, the digital ecosystem opens up the power to premiumize and launch digital-native merchandise that may solely be bought through an e-commerce platform. We did that with dishwasher tablets, anti-mosquito mattress nets, and detergent pods. However there are exceptions, too. For instance, for Goodknight [the top-selling household insecticide brand in India], we have now Naturals, a spread of merchandise made from pure energetic substances, that we launched on our e-commerce platform, as demand for that product is kind of sturdy. However now native malls are additionally asking for these merchandise, and we have to cater to that demand, as nicely.

The opposite fascinating advertising technique is direct-to-consumer [D2C]. This allows you to educate the buyer on-line after which use conversion advertising to get them to purchase merchandise on-line. Influencer advertising and product promotion through social media are additionally set to vary the sport. For instance, throughout a client go to in Delhi, I requested a woman who had purchased Magic, our powder-to-liquid handwash product, if she had seen our advert. She advised me, “No. Somebody despatched me the image on WhatsApp. So I purchased it.” Phrase of mouth has acquired a brand new which means altogether.

S+B: How does your acknowledged objective, “Bringing the goodness of well being and sweetness to shoppers in rising markets,” tie into sustainability?

GODREJ:
I imagine you may rethink how every thing is finished—for instance, constructing merchandise and provide chains for rising markets in a sustainable manner. As incomes and per capita consumption rise, we must always not construct Western fashions of consumption. As a result of if we eat just like the West, it’s not going to work out nicely for us.

For instance, Magic is geared toward upgrading folks from bar cleaning soap. In India, the cleaning soap market was valued at $2.6 billion in FY2020. Forty p.c of the nation’s cleaning soap market is within the less-than-13-cent class that’s accessible to shoppers. At its 20-cent value, Magic handwash [which comes in a sachet and needs to be mixed with water] replaces using two bars of cleaning soap. There’s a particular worth for the buyer. Additionally, as a result of it’s lighter, 4 occasions extra handwash refills could be transported per truck, utilizing much less gasoline for transportation, and reducing carbon emissions.

We have to have a look at such fashions. We’re nonetheless utilizing plastic in Magic’s packaging, however with innovation, that too could be introduced down. And importantly, as a result of we’re capable of decrease emissions through the use of much less gasoline, there is no such thing as a further value related to utilizing clear applied sciences to supply it—we don’t have any inexperienced premium on this product—and we make extra margin on it than we do with bar cleaning soap. We have to now deal with how we innovate to seek out that circularity, the place it ticks all of the containers.

S+B: Godrej goals to grow to be carbon-neutral and scale back particular power consumption by 30%. What steps are you taking to realize these objectives—for instance, with regard to manufacturing and provide chain practices?

GODREJ:
We’ve taken a number of steps to maneuver towards web zero or carbon neutrality, and that is according to our Good and Inexperienced Imaginative and prescient 2025 that we had introduced in 2010. We’re targeted on bettering power effectivity to align with our [ethics pronouncements] EP100 dedication, by bettering the useful resource effectivity of all our processes. [EP100 is a global initiative that brings together companies committed to improving their energy productivity by deploying efficient technologies and practices.] Which means we’re utilizing much less power, water, and uncooked supplies, whereas rising productiveness.

We do have some challenges, for instance, our inexperienced manufacturing efficiency remained flat after fluctuating within the first half of 2021 on account of lockdown measures and intermittent operations, and our water utilization spiked. On the brighter aspect, we have now achieved zero waste to landfill. We’ve got additionally began doing assessments that we weren’t doing 5 years in the past to make sure that the products and companies we offer are secure and contribute to sustainability all through their life cycle. We’ve streamlined our tools and use briquette-fired boilers relatively than oil-fired boilers throughout the Group.

We additionally supply 29% of our power from renewable sources resembling photo voltaic PV set up, and we’re collaborating on power effectivity with our provide chain companions, as a result of we have now a sustainable provide chain program. We’re 100% compliant with prolonged producer accountability (EPR), as we take again post-consumer plastic packaging waste equal to the plastic packaging we ship out.

S+B: You usually speak about creating an equitable world alongside a greener world. How do you strategy variety and inclusion inside your group?

GODREJ:
I can’t emphasize sufficient the significance of getting totally different folks and totally different views on the desk to affect decision-making. When Parmesh Shahani, who leads our variety and inclusion agenda, first spoke about providing gender transition surgical procedure [as a company benefit], my thought was, what if folks simply be part of our firm to make use of this profit? I quickly realized it was a blind spot triggering these ideas, even in me, with my liberal upbringing. In fact, all of us have unconscious biases and blind spots, so we’d like variety on the desk to affect and provoke change. Lots of our insurance policies supporting LGBTQ staff had been in place nicely earlier than the 2018 landmark resolution that decriminalized homosexuality in India.

It’s not nearly being various, but in addition being inclusive, and it is very important design for that. Right here, it is very important distinguish between the concept of your finest self and your true self. I might offer you all of the numbers that inform you about our greatest self. For instance, 45% of our workforce is feminine, and we have now the best variety of ladies board members of any listed firm in India. However that doesn’t say a lot as a result of I get to determine who’s on the board, and it’s straightforward to push it by.

It’s subsequently critically vital to speak about our true self—not nearly what we do nicely, however what we’ve discovered and the place we’re failing, as a result of that’s the place you get the help to enhance and be higher. For instance, we’re not on the equal illustration [rate] we goal at for girls. In India and at Godrej, we grapple with already low and reducing participation charges of ladies within the workforce. India’s charge of feminine participation within the formal financial system is as little as 24%; we’re simply barely increased than Saudi Arabia. Our inside research at Godrej present that girls’s engagement is decrease than that of males, and girls’s attrition is increased. Whereas there is no such thing as a gender-based disparity in pay, biases—probably cultural—play out in 360-degree suggestions. [For example,] tendencies point out that males are likely to charge ladies decrease than they charge different males.

S+B: How does this tie in to your potential to construct belief along with your stakeholders?

GODREJ:
We’ve got the humility to study. I feel in our 125-year historical past, we’ve most likely made errors many occasions, however we come clean with them, and are available again to the desk and say, how can we get higher?

Through the pandemic, we’d determined that if there was any time that we’d take the hit in losses, it could be now. Our folks and communities and their security can be a precedence. This was grounded in one thing my father, Adi Godrej, at all times says, and that we comply with: It’s straightforward to stay your values when the going is sweet. What actually issues is the way you stick by these values and stay them when you’ve got powerful selections to make.

Creator Profiles:

  • Hiten Kotak advises purchasers on acquisitions, cross-border enterprise transactions, mergers and acquisitions, wealth succession planning, and structuring of investments for personal fairness transactions from the purchase and promote sides. Primarily based in Mumbai, he’s a associate with PwC India
  • Vishnupriya Sengupta leads analysis and insights and works on management communications for PwC India’s advisory line of service. Primarily based in Kolkata, she is a director with PwC India.
  • Additionally contributing to this text was Shounak Gadre, a associate with PwC India within the buyer consulting apply.



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