Niq Global Intelligence Plc · NYSE:NIQ

Niq Global Intelligence — NIQ India Leadership Forum (October 2026)

75 slides from Niq Global Intelligence's conference presentation, Oct 7, 2026

Slide 1: From Insight to Impact: Redefining FMCG Execution
N IQ IN D IA | L E AD E R S H IP F OR U M From Insight to Impact Redefining FMCG Execution 07 | 10 | 26
Slide 2: Agenda
A curated morning of insight, connection and action AGENDA 10:10 am – 10:40 am 11:45 am – 12:15 pm Winning in Turbulent Times : FMCG perspective Panel : Winning FMCG Growth in a Changing Market: Where Should Leaders Place Their Bets 10:40 am – 11:20 am 12:15 pm – 01:15 pm Precision Targeting for Eff
Slide 5: India Shining is a reality today
India Shining is a reality today Winning in India means winning across multiple Indias 01 Strong economy 02 Digital acceleration Scale and momentum Frictionless access 03 Young population 04 Wider income ladder A large future consumer base More segments, more occasions 05 Cultural diversity 06 Infra
Slide 6: There is no single "Indian consumer"
There is no single “Indian consumer” Premium aspirations and severe affordability constraints coexist, often within the same geography and shopping basket HOUSEHOLD LANDSCAPE THE “AVERAGE” ~30m ~70m ~205m IS MISLEADING HOUSEHOLDS HOUSEHOLDS HOUSEHOLDS Established consumers Emerging aspirants Low-dis
Slide 7: The shelf is not one place
The shelf is not one place Traditional trade owns the scale. Organized channels are setting the growth pace. THREE CHANNELS. THREE EXECUTION MODELS. VALUE SHARE Traditional trade 81% VALUE +5% • VOLUME Flat WIN REACH Prioritise durability, compact displays and S H ARE clear communication across comp
Slide 9: Multi-Front Squeeze: Fuel Shock Up, Consumer Confidence Down
Multi-Front Squeeze: Fuel Shock Up, Consumer Confidence Down Rising input costs, disrupted replenishment and weaker income expectations are compressing rural consumption & confidence 1. Fuel, Packaging and Freight pressure 3. Mobility and replenishment challenges 4. Consumer confidence fell increase
Slide 10: Macro pressure is creating cost-income confidence squeeze
Macro pressure is creating cost-income confidence squeeze Inflation is rising faster than confidence CONSUMER PRICE INDEX WHOLESALE PRICE INDEX FUTURE EXPECTATIONS 4.4 +1.7 pts 9.9 +8.1 pts 114 / 115 -8↓ from Jan Jun 2026 Jun 2026 Rural / Urban, Jun 2026 THE SQUEEZE IN ONE VIEW Price pressure accele
Slide 11: Offline demand for Foods and HPC remains subdued
Offline demand for Foods and HPC remains subdued Food and home & personal care represent 93% of the mix, yet both delivered only 1% volume growth over 2 years CATEGORY MIX 2-YEAR CAGR TO AMJ ’26 PRICE VOLUME VALUE FMCG Total market 5% 1% 6% FMCG Food 61% of mix 6% 1% 7% HPC 32% of mix 3% 1% 3% 61% 3
Slide 12: Growth is slowing across every manufacturer tier
Growth is slowing across every manufacturer tier Cost pressure is increasingly shifting growth from volume to price, especially among Large manufacturers Large manufacturers are now fully price-led: 9% price growth is offset by −3% volume, bringing value growth down to 6%. GIANTS 45% of FMCG value L
Slide 13: Non-giants lead decline in majority of states
However, in recent quarter, non-giants Led Decline In Majority Of States High inflation in Edible Oils and Laundry observe major change FMCG volume of FMCG volume faster decline vs. 56% contribution from Non-Giants 88% decline 6× Giants Non-giants lead decline in the majority of states led by Non-Gi
Slide 15: Despite fragile confidence, spending intent has improved
Despite of fragile confidence, spending intent has improved Urban income perceptions and spending improved, yet FMCG growth remains predominantly price-led rather than consumption-led. PERCEPTION CHANGE VS. LAST ROUND FMCG GROWTH REALITY VARIABLE U R BA N RURAL Value growth is outpacing physical Eco
Slide 16: Urban growth is moving from reach to convenience
Urban growth is moving from reach to convenience Traditional trade still owns the urban basket, but MT and E.Com are driving nearly all volume momentum. MARKET FOOTPRINT 2-YEAR CAGR TO AMJ ’26 PRICE VOLUME VALUE Omni Urban 4% 4% 8% 64% Total urban URBAN FMCG Traditional trade 5% -1% 4% 61% share Mod
Slide 17: The next organized growth wave is beyond metros
The next organized growth wave is beyond metros Non-metros already contribute nearly one-third of measured e-commerce. WHERE TO PLAY Convenience 32% 01 commerce Win availability and speed. 02 Digital shelf Make discovery effortless. NON-METRO SHARE 68% 32% Influence-led 03 New need spaces 04 METROS
Slide 18: More stores are creating more growth
Non-metro MT grows 1.5× faster than metro MT 1.5× FASTER GROWTH Store expansion is translating into sustained, broad-based volume growth outside metros. Non-metro vs metro 24.9% NON-METRO VOLUME GROWTH 121 NON-METRO STORE INDEX +16 pts STORE ADVANTAGE vs 13.4% in metros vs 105 for metros gap vs metr
Slide 20: Five growth codes to unlock the next wave of scale
Five growth codes to unlock the next wave of scale A practical playbook spanning availability, relevance, wellness, digital demand and portfolio adjacencies 01 REACH 02 RELEVANCE 03 WELLNESS 04 DIGITAL DEMAND 05 ADJACENCIES Distribution Health-Forward Ride the Expand into Innovation in flavors Expan
Slide 22: Growth is shifting to newer channels and geographies
NEW MAP OF FMCG GROWTH Growth is shifting to newer channels and geographies Channel polarization and inflation are rewriting where FMCG companies win. THE FIVE SHIFTS RESHAPING THE MARKET 01 02 03 04 05 ▦ ▤ ▥ ◊ Traditional Trade is Non-metros power still the largest Modern trade E-commerce New dynam
Slide 23: Precision Targeting for Efficient Distribution Growth
Precision Targeting for Efficient Distribution Growth Target Smarter, Reach Better, Grow Faster Vikram Dhunta Charu Aggarwal EEMEAI Leader, Route to Market India Leader, Analytics & Activation
Slide 24: Winning the last mile is harder than ever
Winning the last mile is harder than ever Challenges that are raising the cost and complexity of reaching the right stores EXPANDING OUTLET 01 UNIVERSE Identifying pockets of new NAVIGATING RURBAN outlet growth 04 Lower ROI in lower townclass in absence of right prioritization LAST-MILE COMPLEXITY 0
Slide 25: Hence winning starts with Precision Targeting
Hence winning starts with Precision Targeting Move from broad coverage to focused growth by choosing the right markets, then activating the highest-value stores 02 Prioritize winning markets Activate golden stores Identify locations with the strongest growth headroom. Within priority markets, target
Slide 26: Right Locations
MARKET PRIORITISATION IDENTIFYING Right Locations Market Prioritization L O C AT I O N INTELLIGENCE NIQ
Slide 27: Prioritizing locations is critical in a vast, complex nation
INDIA | LOCATION COMPLEXITY Prioritizing locations is critical in a vast, complex nation 3.29 Mn km² 1.46 Bn Geographic area Population 372 Mn 36 Households States & Union Territories 7,799 + 6.4 Lac 11.8 Mn Towns • villages Traditional trade stores INDIA
Slide 28: Predicting category sales at neighborhood level
Using Retail sales, Demographics & Geospatial data category sales can be predicted at neighborhoods for granular market prioritization Precision Areas (PA) 1165 neighborhoods across India Source: NIQ Precision Areas © 2024 Nielsen Consumer LLC. All Rights Reserved.
Slide 29: Local level visibility helps target impactful geographies
Local level visibility helps target impactful geographies for higher ROI Where category value concentrates Dark green areas are TOP 20 Top 20 percentile PA contribution & fastest-growing PA amongst Top 20 percentile areas and light green are BOTTOM 20 FMCG Toothpaste Skin Cream Air Fresh. percentile
Slide 30: Reaching Right Stores
STORE PRIORITISATION ACTIVATING Reaching Right Stores Golden Stores STORE INTELLIGENCE NIQ
Slide 31: Few stores with disproportionate share of value
KNOW THE “GOLDEN STORES” Few stores with disproportionate share of value WHY T HEY MAT T ER 30% Sales O F F MC G S T O RES 9× multiplier (vs bottom 20%) account for GOLDEN 80% of sales STORES Wider 5× assortment (vs bottom 20%) Focus execution where every ACTION distribution win works harder Source:
Slide 32: Golden Stores vary by categories
Golden Stores vary by categories Store Concentration Across Category – Traditional Trade 34% 39% 30% 28% 25% 24% 16% FMCG Toilet Soaps Beverages Packaged Tea Shampoo Skin Creams Biscuits Rest Store Golden Store Source: NIQ RTM Distribution Optimization Analysis, MAT Mar’26 *Golden stores are those t
Slide 33: Stop expanding everywhere. Start winning where it matters most.
THE CLOSING THOUGHT Stop expanding everywhere. Start winning where it matters most. Precision targeting creates a clear line of sight from market choice to store action. 01 PLACE THE BETS Prioritize markets with the strongest category headroom 02 BACK THE WINNERS Deploy coverage and assortment behin
Slide 34: Agenda
A curated morning of insight, connection and action AGENDA 10:00 am – 10:10 am 11:45 am – 12:15 pm Panel : Winning FMCG Growth in a Changing Market: Welcome Address Where Should Leaders Place Their Bets 10:10 am – 10:40 am 12:15 pm – 01:15 pm Winning in Turbulent Times : FMCG perspective Unlocking H
Slide 35: Panel: Winning FMCG Growth in a Changing Market
PANEL DISCUSSION Winning FMCG Growth in a Changing Market : Where Should Leaders Place Their Bets? Anubhav Krishan Nrusimha Panda Jyoti Patankar Sujoy Das Sales Director, Consumer Product VP, Sales & Logistics VP Marketing, Mothers Recipe New Business Lead, South Asia Division Himalaya Wellness Dr.
Slide 36: Unlocking Hidden Growth with the Right Execution
IN-STORE EXECUTION Unlocking Hidden Growth with the Right Execution Winning In Store Portfolio In Store 01 02 Pricing 03 04 Shelf Optimization Promotions © 2024 Nielsen Consumer LLC. All Rights Reserved.
Slide 37: Better in-store execution can unlock up to 55% sales uplift
Better in-store execution can unlock up to 55% sales uplift +33% +20% +15% +20–40% Sales uplift Share gain Sales uplift Sales uplift RIGHT STORES SERVICING ASSORTMENT VISIBILITY Prioritise high-potential Improve service Place the right range by Win shelf presence and outlets frequency and fulfilment
Slide 38: Six execution gaps prevent converting reach into sales
But six execution gaps prevent brands from converting reach into sales 01 02 03 ₹ 04 05 06 Wrong range Shelf gaps Price mismatch Promo misses Poor visibility Blind spots L O C AL R E L E V AN C E AV AI L A B I L I T Y C O M P L I AN C E AC T I V A T I O N P L AC E M E N T M E AS U R E M E N T Tailor
Slide 39: A complete ecosystem to activate in-store sales
NIQ ANALYTICS SPEAKERS › 01 ◆ Teena A complete Portfolio Optimization Joshi ecosystem to activate in-store sales growth › 02 ₹ Price It Right Shraddha Connect strategic choices with precise Bhore execution, from portfolio and pricing to promotion effectiveness and ROI. › 03 % In-Store Promotions Vid
Slide 40: A complete ecosystem to activate in-store sales
NIQ ANALYTICS SPEAKERS › 01 ◆ Teena A complete Portfolio Optimization Joshi ecosystem to activate in-store sales growth › 02 ₹ Price It Right Shraddha Connect strategic choices with precise Bhore execution, from portfolio and pricing to promotion effectiveness and ROI. › 03 % In-Store Promotions Vid
Slide 41: Traditional Trade becoming more competitive
Traditional Trade is becoming more competitive, led by small and emerging manufacturers +2,905 of net additions MAT 2024 97% came from Small net effective MAT 2026 manufacturers manufacturers 2,821 of 2,905 additions Manufacturer universe by size Giant −1 net additions Large +12 net additions Mid +7
Slide 42: Growth in Active SKUs is increasing assortment complexity
At the same time, growth in Active SKUs is increasing assortment complexity across FMCG Active SKU analysis | 2026 vs 2024 CAGR OF ACTIVE SKU COUNT, 2026 VS 2026 Active 2024 SKUs 0% 5% 10% 15% 20% 25% 30% SALTY SNACKS 27% 47,755 REFINED EDIBLE OILS - ALL PACKS 14% 6,792 CHOCOLATE 11% 4,925 WASHING P
Slide 43: Up to 50% of SKUs contribute only last 2% of sales
Still, Up to 50% of the SKUs contribute only the last 2% of category sales SALTY SNACKS 8% 35% 57% Biscuits 5% 27% 69% REFINED EDIBLE OILS-ALL PACKS 10% 38% 52% SPICES 10% 36% 54% NON-REFINED OILS 10% 39% 51% WASHING POWDERS/LIQUIDS 4% 30% 66% TOILET SOAPS 5% 25% 69% PACKAGED TEA 12% 36% 52% CHOCOLA
Slide 44: Do we need so many SKUs?
Do we need so many SKUs? - As Shelf capacity remains unchanged STORE UNIVERSE SH EL F C AP AC I T Y Number of stores retailing Average items per store Steady expansion across the last two MAT periods Shelf capacity has remained broadly stable +1.6% +1.1% 11.8m 176 170 171 11.6m 11.5m stores +1.3% Ju
Slide 45: From assortment headroom to market-level action
From assortment headroom to market-level action A CASE STUDY INSIGHT → PRIORITISATION → LOCAL EXECUTION © 2024 Nielsen Consumer LLC. All Rights Reserved. © 2024 Nielsen Consumer LLC. All Rights Reserved.
Slide 46: A leading biscuit player turned reach into targeted assortment action
A leading biscuit player turned strong reach into targeted assortment action 01 02 03 BUSINESS CHALLENGE NIQ SOLUTION BUSINESS IM PACT Convert strong reach into Optimise both range Translate opportunity share growth depth and SKU mix into targeted execution One of leading Biscuit manufacturer Set id
Slide 47: Shallow assortment limited the player's share potential
Despite 80% weighted distribution, shallow assortment limited the player’s share potential 80% Store footprint and manufacturer share by assortment depth Weighted distribution % of Manufacturer stores share within cluster Presence across quality biscuit stores 50.1% 42.5% 30% 32.4% 36.3% All India s
Slide 48: Market-specific assortment targets
SET THE RIGHT TARGET Market-specific assortment targets revealed where and how much to expand Recommended assortment by market Avg. uplift +2 Recommended Market × Pop Strata Current Assortment Assortment Δ Market 1 × Metro 5 8 +3 Market 1 × TC1 4 6 +2 Market 1 × ROU 3 5 +2 Market 1 × Rural 2 4 +2 Ma
Slide 49: Market-specific SKUs based on customer demand
Market-specific SKUs based on customer demand, not just sales velocity. Distinctive Core overlap Recommended SKU Mix is not driven by Sales or Market share however it is recommended based on market preference 8 SKUs 3 SKUs METRO RURAL Cookies × Cashew × Brand 1 × 50gm Cookies × Cashew × Brand 1 × 50
Slide 50: Market complexity demands assortment precision
CLOSING THOUGHT Market complexity demands assortment precision KEY TAKEAWAYS 1 Market complexity matters 2 Along with Market Potential, Distribution network plays an important role 3 One average cannot guide every store Ideal Assortment Mix should be based on Different markets need 4 Consumer Demand
Slide 51: A complete ecosystem to activate in-store sales
SPEAKERS NIQ ANALYTICS › 01 ◆ Teena A complete Portfolio Optimization Joshi ecosystem to activate in-store sales growth › 02 ₹ Price It Right Connect strategic choices with precise Shraddha execution, from portfolio and pricing to Bhore promotion effectiveness and ROI. › 03 % In-Store Promotions Vid
Slide 52: Growth Through Smarter Pricing And Promotions
Growth Through Smarter Pricing And Promotions When demand slows and shelf space is constrained, revenue growth requires better pricing, pack and promotion decisions © 2024 Nielsen Consumer LLC. All Rights Reserved. © 2024 Nielsen Consumer LLC. All Rights Reserved.
Slide 53: Are you being PROACTIVE or REACTIVE?
Are you being PROACTIVE or REACTIVE ? In a market shaped by disruption and cautious consumers, profitable growth depends on choosing the right price, pack and promotion actions. Magic Price Point GST 2.0 Growing Consumer Caution Channel Shift Disruption Confidential and proprietary © 2026 Nielsen Co
Slide 54: Growth is slowing across every manufacturer tier
Growth is slowing across every manufacturer tier Cost pressure is increasingly shifting growth from volume to price, especially among Large manufacturers Large manufacturers are now fully price-led: 9% price growth is offset by −3% volume, bringing value growth down to 6%. GIANTS 45% of FMCG value L
Slide 55: Traditional trade dependent on magic price points
Traditional trade is highly dependent on magic price points of ₹5 and ₹10 Non giants suffer the most with increasing exposure to inflation-led pressures Significance of Magic Price Points Giants Non-Giants MPP Others MPP Others HPC Washing Powders 51% 49% Toilet Soaps 33% 67% Utensil Cleaners 51% 49
Slide 56: Consumers chasing VALUE
Consumers are adapting their behaviour, not simply looking for lower prices, but chasing VALUE Price-pack optimization is becoming more important than discounts Top 10 consumer saving strategies for CPG Source: NIQ 2026 Consumer Outlook © 2026 Nielsen Consumer LLC. All Rights Reserved.
Slide 57: Right pack at the right occasion
Winning growth starts with offering the right pack at the right occasion A biscuit challenger drove growth by building a portfolio that served both entry-level shoppers and premium-value seekers. Packaged Food Market Situation Winning Move Result Giant – Market Leader Non Giant – Challenger Non Gian
Slide 58: Don't just know price elasticity – beat it
Case Study Don’t just know price elasticity – beat it! Optimizing Price Pack Brands are using scenario-based pricing to reduce risk Portfolio won category share Results Validated Business Situation: A confectionery brand that was worried about its ability to continue to take price increases without
Slide 59: Growth requires managing the entire value equation
Growth requires managing the entire value equation NIQ Learnings Direct pricing Indirect pricing The impact 8% pts What you change How you sell • Optimize SKU-mix • Validate future price points • Refine pack/price Revenue uplift • Adjust promotion with new architecture pricing • Renovating for bette
Slide 61: Nearly half of promotional sales fail to generate incremental volume
In Modern Trade India, nearly half of promotional sales fail to generate incremental volume Total India Snapshot - 2025 Category Sales Proportion 17% 30% 83% 70% Are You Leaving Money On The Table ? Promo Sales Non Promo Sales Base Sales Incremental Sales 13 % of these sales would have happened even
Slide 62: Not every SKU needs a promotion
Not every SKU needs a promotion High-low Options Increase Base Price, Invest in base price or promotional Invest in Depth of depth to drive volume Promotion 6% 12% Promo Elasticity 88% Of Items still hold a potential for further price increase without significant volume losses 82% 1% 18% High - No E
Slide 63: Promotion effectiveness can be improved without increasing spend
Case Study Promotion effectiveness can be improved without increasing spend Optimizing Promos Business Situation: Packaged food manufacturer with heavy reliance on promotions potentially eroding premium positioning, while simultaneously driving seemingly unnecessary promotional investments. 1 2 3 Ma
Slide 64: Three questions you should ask
Three questions you should ask Are my pricing decisions Are my promotions delivering proactive and future-ready? true incremental value? • Identify items that have low price • Remove blanket discounts elasticities – Protect Pricing Power • Identify which items need promotions • What should be the De
Slide 65: A complete ecosystem to activate in-store sales
SPEAKERS NIQ ANALYTICS › 01 ◆ Teena A complete Portfolio Optimization Joshi ecosystem to activate in-store sales growth › 02 ₹ Price It Right Connect strategic choices with precise Shraddha execution, from portfolio and pricing to Bhore promotion effectiveness and ROI. › 03 % In-Store Promotions Vid
Slide 66: Winning at the Shelf
W IN NIN G AT TH E S H E L F IN -STORE EXECUTION × INNOVATION Winning at the Shelf From in-store precision to launch vitality How better execution today and faster launch learning tomorrow turns store- level evidence into scalable growth 66
Slide 67: The shopper arrives with intent. The shelf decides conversion.
W IN NIN G AT TH E S H E L F IN-STORE MOMENT OF TRUTH The shopper arrives with intent. The shelf decides conversion. Category intent is often formed before the visit, but the brand, pack, price point and final purchase remain exposed to store reality. 65% 67% Category purchases Final decisions are p
Slide 68: Presence is not performance. Productivity is the outcome.
W IN NIN G AT TH E S H E L F EXECUTION PRODUCTIVITY Presence is not performance. Productivity is the commercial outcome. A visibility element can be installed and compliant, yet still fail if the right assortment, position, facings or stock is missing. 68% 1.4× 1.2× Observed Sales uplift Sales uplif
Slide 69: Store universe expanded faster than execution infrastructure
W IN NIN G AT TH E S H E L F EXECUTION CAPACITY The store universe expanded faster than execution infrastructure. Across six metros, ~87K additional outlets were added between 2021 and 2024, increasing the value of outlet prioritization. +12.9% +1.1% −5.8 pp +16.6% Store universe Outlets with coolin
Slide 70: Execution is the first launch signal
W IN NIN G AT TH E S H E L F THE BRIDGE Execution is not a chapter before Innovation. It is the first launch signal. A launch cannot be judged until the team separates proposition performance from distribution and shelf execution. 1 2 3 4 INTENDED UNIVERSE STORE REALITY SHOPPER RESPONSE RETAILER CON
Slide 71: Indian breakthrough launches win on reach and rate of sale
W IN NIN G AT TH E S H E L F INNOVATION IN INDIA Indian breakthrough launches win on both reach and rate of sale. NIQ India evidence shows that standout innovations do not merely enter more stores; they convert materially faster once present. 4× 2× 23 17 Higher velocity Distribution Breakthrough win
Slide 72: 30–60–90 days: three reads, three decisions
W IN NIN G AT TH E S H E L F LAUNCH GOVERNANCE 30–60–90 days: three reads, three India-calibrated decisions. The operating rhythm moves from execution proof to velocity proof and finally to scalable, omnichannel growth. 0–30 DAYS 31–60 DAYS 61–90 DAYS Did the launch land? Is the launch converting? C
Slide 73: Next launch opportunity may sit outside legacy grocery map
W IN NIN G AT TH E S H E L F WHERE INNOVATION CAN PLAY The next launch opportunity may sit outside the legacy grocery map. The fastest-growing outlets in the six-metro census are tied to immediate-consumption and specialist missions. Restaurants / 84.9% eateries How to use this evidence Hot tea stal
Slide 74: Four numbers. Three decisions. One discipline.
W IN NIN G AT TH E S H E L F CONCLUSION Four numbers. Three decisions. One shelf-to-scale discipline. The evidence converges on a simple model: prioritise precisely, correct early and scale only when the market confirms vitality. 67% 87,437 4× 7% Final decisions Additional outlets Velocity benchmark

NIQ Global Intelligence — NIQ India Leadership Forum (October 2026) on 6ix

Niq Global Intelligence — NIQ India Leadership Forum (October 2026)

Slide 1: From Insight to Impact: Redefining FMCG Execution

Slide 2: Agenda

Slide 3: Winning in Turbulent Times

Slide 4: 1. The tale as old as time!!! India Shining

Slide 5: India Shining is a reality today

Slide 6: There is no single "Indian consumer"

Slide 7: The shelf is not one place

Slide 8: 2. Something suddenly shifts!!!

Slide 9: Multi-Front Squeeze: Fuel Shock Up, Consumer Confidence Down

Slide 10: Macro pressure is creating cost-income confidence squeeze

Slide 11: Offline demand for Foods and HPC remains subdued

Slide 12: Growth is slowing across every manufacturer tier

Slide 13: Non-giants lead decline in majority of states

Slide 14: 3. Yet hope still persists!!!

Slide 15: Despite fragile confidence, spending intent has improved

Slide 16: Urban growth is moving from reach to convenience

Slide 17: The next organized growth wave is beyond metros

Slide 18: More stores are creating more growth

Slide 19: 4. And this is how we win!!!

Slide 20: Five growth codes to unlock the next wave of scale

Slide 21: 5. Hum Honge Kamiyaab!!!

Slide 22: Growth is shifting to newer channels and geographies

Slide 23: Precision Targeting for Efficient Distribution Growth

Slide 24: Winning the last mile is harder than ever

Slide 25: Hence winning starts with Precision Targeting

Slide 26: Right Locations

Slide 27: Prioritizing locations is critical in a vast, complex nation

Slide 28: Predicting category sales at neighborhood level

Slide 29: Local level visibility helps target impactful geographies

Slide 30: Reaching Right Stores

Slide 31: Few stores with disproportionate share of value

Slide 32: Golden Stores vary by categories

Slide 33: Stop expanding everywhere. Start winning where it matters most.

Slide 34: Agenda

Slide 35: Panel: Winning FMCG Growth in a Changing Market

Slide 36: Unlocking Hidden Growth with the Right Execution

Slide 37: Better in-store execution can unlock up to 55% sales uplift

Slide 38: Six execution gaps prevent converting reach into sales

Slide 39: A complete ecosystem to activate in-store sales

Slide 40: A complete ecosystem to activate in-store sales

Slide 41: Traditional Trade becoming more competitive

Slide 42: Growth in Active SKUs is increasing assortment complexity

Slide 43: Up to 50% of SKUs contribute only last 2% of sales

Slide 44: Do we need so many SKUs?

Slide 45: From assortment headroom to market-level action

Slide 46: A leading biscuit player turned reach into targeted assortment action

Slide 47: Shallow assortment limited the player's share potential

Slide 48: Market-specific assortment targets

Slide 49: Market-specific SKUs based on customer demand

Slide 50: Market complexity demands assortment precision

Slide 51: A complete ecosystem to activate in-store sales

Slide 52: Growth Through Smarter Pricing And Promotions

Slide 53: Are you being PROACTIVE or REACTIVE?

Slide 54: Growth is slowing across every manufacturer tier

Slide 55: Traditional trade dependent on magic price points

Slide 56: Consumers chasing VALUE

Slide 57: Right pack at the right occasion

Slide 58: Don't just know price elasticity – beat it

Slide 59: Growth requires managing the entire value equation

Slide 60: Promotions: The Most Overused Growth Lever

Slide 61: Nearly half of promotional sales fail to generate incremental volume

Slide 62: Not every SKU needs a promotion

Slide 63: Promotion effectiveness can be improved without increasing spend

Slide 64: Three questions you should ask

Slide 65: A complete ecosystem to activate in-store sales

Slide 66: Winning at the Shelf

Slide 67: The shopper arrives with intent. The shelf decides conversion.

Slide 68: Presence is not performance. Productivity is the outcome.

Slide 69: Store universe expanded faster than execution infrastructure

Slide 70: Execution is the first launch signal

Slide 71: Indian breakthrough launches win on reach and rate of sale

Slide 72: 30–60–90 days: three reads, three decisions

Slide 73: Next launch opportunity may sit outside legacy grocery map

Slide 74: Four numbers. Three decisions. One discipline.

Slide 75: Thank You