How to Sell FMCG in Iran Sales and In Store Activation
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1 How to Sell FMCG in Iran Sales and In Store Activation June 2016
2 THE IRANIAN GROCERY RETAIL IS DOMINATED BY TRADITIONAL TRADE 300,000 Traditional Trade outlets 800 Modern Trade stores 91.5% of total market sales value 8.5% of total market sales value Source: Euromonitor
3 THE STORE UNIVERSE IS HUGE AND HIGHLY FRAGMENTED Small Grocers (175,825) Food/ Drink/ Tobacco Specialists (117,814) Hypermarkets (12) Discounters (328) Other Grocery Retailers (4,537) Supermarkets (438) Coops (19) Total Traditional Trade outlets 300,000 Total Modern Trade outlets 800 Source: Euromonitor & Certius
4 KEY FACTS ABOUT TRADITIONAL TRADE SHOPS Small stores - average 48 m 2 sales area Limited assortment depth and crowded shelves SHOPPER Daily shopping trips Often follow shop keeper s recommendation SHOP KEEPER Is main decider and influences shopper decisions Decides based on margin and payment terms Brands mostly run push-in discount promos POS Chaotic shelf layout and brand presentation POSM limited due to space restrictions Difficult to run sell-out consumer promotions Source: Certius
5 KEY FACTS ABOUT MODERN TRADE The three main MT shop formats in Iran are hypermarkets, supermarkets and discounters Hypermarkets Supermarkets Discount Main player Hyperstar (Carrefour) Owner: Majid Al Futtaim Hypermarkets LLC Market share in MT: 22.9 % Key player Refah Owner: government owned banks Market share in MT: 20.5 % Branches: 215 branches Key player Shahrvand Owner: Tehran Municipality Market share in MT: 13,3 % Branches: 32 Key player Ofogh Koorosh Owner: Golrang Industrial Group Branches: 277 Branches: 5 Source: Euromonitor & Certius
6 THE TWO MAIN CHALLENGES FOR BRANDS ARE ACHIEVING COVERAGE AND MANAGING THE POS Coverage Difficult to have high coverage due to huge number of outlets and geography (wide distances, dispersed rural shop universe) High distribution costs Biggest Iranian Distributors cover a part of the universe Golpakhsh Aval: 145,000 outlets Sayesaman: 120,000 outlets Daya Group: 102,000 outlets Golestan: 100,000 outlets Brand Activation at the POS Small sized stores, crammed shelves, uncooperative shop keepers and the big number of stores make it difficult to properly activate brands at the POS Source: Euromonitor & Certius This results in low brand visibility, lack of impulse triggers, and difficulties in running sell-out promotions to shoppers
7 TO ACHIEVE ADEQUATE COVERAGE FMCG PRODUCERS FOLLOW FOUR DIFFERENT ROUTE-TO-MARKET MODELS General Distributer Third Party Distribution Mixed Direct DISTRIBUTOR PRINCIPAL PRINCIPAL PRINCIPAL Sub- Distributors Local Wholesalers Distributors Distributors Local Wholesalers Local Wholesalers MT only Local Wholesalers Outlets (Modern Trade, Traditional Trade, Discounters, Food/Drink/Tobacco, Horeca etc.) Source: Certius
8 THE MODELS DIFFER REGARDING REQUIRED RESOURCES AND CONTROL OVER OPERTIONS SALES & DISTRIBUTION STRENGHTS WEAKNESSES EXAMPLES National distributer TPD ¹ ) Mixed Direct Source: Certius Simple, fast Tight control Low investment except for training and monitoring Tight control National alignment Wide coverage Full control Little control Dependence/risk/conflict management Local knowledge needed Own structure and resources on the ground needed Transparency can be an issue Difficult to drive sales at required speed and intensity Local knowledge needed Substantial structure & resources on the ground needed Local knowledge needed Substantial structure & resources on the ground needed 1) Third Party Distribution
9 THERE ARE SIMPLE RULES AND TOOLS TO ACTIVATE BRANDS WELL ON THE POS Sound understanding Trade Terms Category plan Visibility Understand the shopper Understand the shopkeeper Competitive margin Competitive commercial terms Must-stock-SKU list per customer class Simple planogram Merchandising in stores Sales incentives tied to category plan specifics Shelf rental, fridges Shelf devices TT adequate in-store displays Promoters in A customers Sales incentives tied to visibility Source: Certius
10 SUCCESS DEPENDS ON CHOOSING THE RIGHT PARTNER AND EVOLVING YOUR RTM MODEL OVER TIME Clarify business ambition & strategic objective Define clear market entry strategy Sales and distribution strategies Choose adequate RTM model Deploy needed resources: your partner/ distributor and your own structure Agree business KPIs & Service Level Agreement Monitor execution via KPIs Adapt or change RTM model according to evolving business strategy and market conditions Source: Certius
11 SUMMARY The Iranian retail universe for FMCG is highly fragmented and complex. Brands face two key challenges (among many others): How to achieve sufficient coverage (numeric distribution) How to activate brands on the point of sale to generate sell out There are four basic route-to-market models which require differing levels of resources and capabilities and which in turn convey varying levels of control over the sales and distribution operation. The choice of the right RTM model must be routed in a clear business vision and strategies. Some simple tools are at producers disposition in order to activate brands at the POS. The main challenge is getting execution right within the limitations of your RTM model. Evolve your sales & distribution approach and change your RTM model as your business ambition and market conditions change. You might enter Iran with a general distributor and end up with your own direct sales & distribution system.
12 We will be happy to help you.
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