Brands
Premium category growth double that of entire FMCG sector
MUMBAI: Even though the FMCG sector in rural India is facing a slow down for the past few quarters, the number of households buying more than 20 categories in a year saw a jump of nearly 50 per cent in the past year, Kantar managing director for Worldpanel Division south Asia K Ramakrishnan told Indiantelevision.com as he highlighted the key findings from the Consumer Connection 2019 report, which is based on the buying habits of around 8200 households in India across 95 categories.
Ramakrishnan said, “Rural India is in a conundrum. On the one hand, there is a slowdown (for FMCG) and on the other hand, they are trying more categories. Rural aspirations are just like urban consumers’ right now. So, they are trying newer things by cutting on staples like atta, oil, salt, etc. They are rationing it in such a way that they avoid the wastage of these staples and also the stocking.”
One of the reasons behind this increase in categories that the rural consumers buy from are actions taken by various brands in making products available at cheaper price points in the form of trial packs.
Ramakrishnan highlighted that along with Indian consumers’ move towards bigger packs—as compared to their affinity to sachets like earlier—increasing, there has been a substantial jump in the sale of premium category products across the country. “The growth of premium category is twice that of the FMCG category as a whole,” he said.
He further noted, “We see it as a result of several things like there have been strong pricing actions by manufacturers for promoting larger packs; strong promotional actions to popularise these larger packs; and interesting innovations like Kissan’s ketchup sachets with a nozzle.”
Ramakrishnan added, “The premiumisation is showing tremendous growth not just because the base is small, but also because a lot of premium brands are offering trial packs. For example, Surf Excel is a premium brand but it has grown, largely, on its Rs 10 pack.”
He also mentioned that after a slowdown in the FMCG sector, that started from the second quarter from 2018, the industry is now looking towards a revival. The first quarter of 2019 has shown improvements, and Ramakrishnan believes that the worst is over.
Ramakrishnan also elaborated on the increased penetration of e-commerce in the Indian market. He shared that though the category has witnessed 3-time increase in its penetration, it is largely because the base is small. He attributed this growth to the increasing smartphone penetration and cheaper data prices.
Some other key findings of the Consumer Connections 2019 include a dip, of about 50 per cent, in the success rate of newly launched products, a 15 per cent volume drop in the sale of baby foods, and loss of volumes for unbranded products.
Brands
DeVANS sparks buzz with self-chilling beer can April Fools campaign
Godfather stunt racks up 7 million impressions, blending humour with hype
NEW DELHI: DeVANS Modern Breweries has stirred up the marketing pot with a playful yet high-impact campaign teasing a futuristic “self-chilling beer can” under its flagship Godfather label.
What began as a seemingly bold product innovation quickly turned into one of the most talked-about brand moments online, before being revealed as an April Fools’ Day prank. The reveal, however, did little to cool the buzz.
The campaign clocked over 7 million organic impressions across platforms including LinkedIn, Instagram, Facebook and X, with users debating whether the concept was a genuine breakthrough or clever marketing theatre. Thousands of shares and comments turned the idea into a full-blown conversation, drawing in both consumers and industry insiders.
The hook was simple but effective. A self-chilling can positioned as an on-the-go convenience product tapped into the imagination of younger, urban audiences. Add the timing around April Fools’ Day, and the campaign struck the perfect balance between curiosity and scepticism, keeping audiences guessing.
Marketing experts have pointed to the campaign as a case study in leveraging cultural moments. By leaving just enough ambiguity, the brand invited audiences to participate rather than simply observe, turning passive viewers into active contributors to the narrative.
“Godfather has always been an iconic brand, but iconicity must evolve to stay meaningful,” said DeVANS Modern Breweries chairman and managing director Prem Dewan. “The ‘Self-Chilling Can’ was our way of showing up in a cultural moment with confidence and a sense of humour.”
Beyond the numbers, the campaign signals a broader repositioning for Godfather. Long seen as a legacy beer brand, it is now leaning into youth culture, digital-first storytelling and topical engagement to stay relevant in a crowded alcobev market.
In a space where attention is fleeting, DeVANS has shown that sometimes the coolest idea is the one that keeps people guessing.
