Live Project Report

AWL Agribusiness Limited

(erstwhile Adani Wilmar Ltd.)

Duration of Live Project – May 1st, 2025 to May 31st, 2025

Project Submitted by- Reporting Manager-

Sundram Mr. Nischal Khandelwal

MBA, IIT Bombay Area Sales Executive,

AWL Agribusiness Ltd.

Location – Reliance Mall, Smart Advance Mills, Shahibaug, Ahmedabad, Gujarat – 380004
Contents . . .

S. Title
No.

1 Executive Summary
2 Company Overview
3 Project Objectives
4 Scope of Work
5 Methodology
6 Key Activities & Observations
7 Insights & Analysis
8 Recommendations
9 Conclusion
10 Acknowledgements
Executive Summary
This report outlines the work undertaken during a one-month live project at Adani Wilmar
Ltd. (AWL) – Agri Business Division, focused on enhancing the shopper experience for its Rice
and Edible Oil portfolio. The project was designed to offer a comprehensive exposure to the
retail ecosystem, encompassing consumer behaviour analysis, in-store marketing,
merchandising, and competitor benchmarking.
Brief Overview of the Project
The project aimed to bridge the gap between consumer expectations and brand execution at
the retail level. By working closely with retail outlets and directly engaging with consumers,
the initiative provided practical insights into sales enablement, shopper behaviour, and on-
ground execution of marketing strategies. This hands-on experience served as a platform to
understand both the operational challenges and the opportunities in retail marketing of
AWL’s key product categories.
Key Objectives
 To familiarize with AWL Agri Business product portfolio, especially Rice and Edible
Oils.
 To understand shopper behaviour through in-store observations and interactions.
 To measure the potential of retail catchment areas via customer basket analysis.
 To promote products through consumer education and contribute to daily/weekly
sales targets.
 To ensure proper product availability, shelf visibility, and adherence to suggested
planograms.
 To track and report competitor activities with actionable insights.
Summary of Activities
 Gained in-depth knowledge of AWL’s rice and edible oil portfolio through structured
observation and hands-on exposure during a dedicated store visit.
 Engaged with 200+ customers to understand their buying behaviour, product
preferences, and decision-making criteria, offering valuable insights into shopper
psychology.
 Conducted customer basket analysis to evaluate catchment area potential,
identifying frequently purchased SKUs and high-affinity product combinations.
 Contributed to sales enablement efforts by actively educating shoppers on product
benefits, helping drive purchase decisions during peak footfall hours.
 Ensured strict planogram adherence by verifying shelf visibility, stock availability, and
in-store merchandising for multiple SKUs across both rice and oil categories.
Company Overview
Introduction to AWL Agri Business Ltd.
AWL Agri Business Ltd., formerly known as Adani Wilmar Ltd., is a prominent Indian Fast-
Moving Consumer Goods (FMCG) company specializing in essential kitchen commodities.
Established in 1999 as a joint venture between the Adani Group of India and Wilmar
International of Singapore, the company has its headquarters in Ahmedabad, Gujarat. In
March 2025, following the Adani Group's exit from the joint venture, the company was
rebranded as AWL Agri Business Ltd., with Wilmar International taking a majority stake.
Business Divisions
AWL Agri Business Ltd. operates across three primary segments:
1. Edible Oils: Offering a wide range of cooking oils under brands like Fortune, King's,
Raag, and Bullet.
2. Food & FMCG: Providing staple foods and personal care products.
3. Industry Essentials: Supplying oleochemicals and castor oil derivatives for various
industries.
Product Portfolio
 Edible Oils: AWL offers an extensive array of edible oil products, including:
Soybean Oil, Palm Oil, Sunflower Oil, Rice Bran Oil, Mustard Oil, Groundnut Oil,
Cottonseed Oil, Blended Oils, Vanaspati, Specialty Fats
 Food & FMCG Products:
Staple Foods: Wheat Flour, Besan (Gram Flour), Pulses, Refined Wheat Flour
Soy Products: Soya Nuggets, Soya Bari, Soya Chunks, Soya Flour, Soya Grits, Soya
Flakes
 Ready-to-Cook Products: Khichdi, Biryani Kits, Poha, Rawa, Suji and Maida
 Bakery Ingredients: Fortune Cake Premix (Classic Vanilla, Premium Vanilla, Premium
Chocolate)
Industry Essentials:
AWL is a leading exporter of castor oil and its derivatives, with products conforming to the
highest international standards. The company operates two state-of-the-art manufacturing
facilities strategically located in North Gujarat and near Mundra and Kandla Ports. These
facilities produce a range of products, including: Castor Oil and Derivatives, Oleochemicals
(Stearic Acid, Palmitic Acid, Oleic Acid, Glycerine), Soap Noodles, De-oiled Cakes (used as
livestock feed).
Project Overview
The live project was designed to provide hands-on exposure to retail sales, shopper interaction, and
in-store brand representation. The key objectives of the project were:

1. Understanding Consumer Behaviour and Customer Basket

 To interact with shoppers and study their buying behaviour, preferences, and
decision-making patterns.
 To analyse the composition of the customer basket in order to assess cross-category
buying trends and outlet-level demand potential.
2. Educating Customers
 To engage with customers at the point of sale and communicate the value
proposition, benefits, and differentiators of AWL’s rice and edible oil products.
 To support brand recall and influence purchase decisions through informative
interactions.
3. Achieving Sales Targets
 To actively contribute toward meeting daily and weekly sales goals during in-store
activations.
 To identify sales enablers and promote upselling or bundling where possible.
4. Merchandising and Planogram Adherence
 To ensure that AWL’s products were properly stocked, shelved, and displayed
according to the recommended planogram.
 To rectify gaps in visibility or placement and optimize shelf appeal.
5. Reporting Competitor Activity
 To monitor and document in-store competitor presence, pricing, offers, packaging,
and visibility.
 To provide actionable insights that could help AWL refine its retail strategies.
Scope of Work
The scope of the live project involved a combination of on-ground retail engagement and informal
market research to support AWL Agri Business Ltd.'s sales and in-store marketing efforts. The work
was divided into field visits and supplementary research activities:

1. Location and Outlets Covered

 The project was executed at:
Reliance Mall, Smart Advance Mills, Shahibaug, Ahmedabad, Gujarat – 380004
 This location was selected due to its high footfall, wide catchment area, and presence
of AWL’s rice and edible oil SKUs.
2. Number of Store Visits
 A total of 7 in-store visits were conducted during the project period.
 Each visit involved consumer engagement, shelf audits, planogram verification, and
competitor mapping.
3. Work-from-Home Activities
Apart from field visits, off-the-record online market research was conducted to:
 Benchmark pricing and positioning of AWL's products against competitors on digital
retail platforms.
 Understand regional consumer preferences and reviews through secondary sources.
 Analyse trends in packaged food staples using ecommerce and FMCG databases.
4. Duration and Days of Field Visits
 The project spanned 1 month (May 2025), with 7 dedicated fieldwork days,
primarily scheduled on weekends and high-footfall days.
 Each visit lasted several hours, covering the complete product aisle audit, customer
interactions, and data logging.
Methodology
The project followed a mixed-method approach combining primary field research and
secondary digital insights to fulfil the objectives outlined in the project brief. The
methodology was structured around four key components:
1. In-Store Customer Interaction
 Direct engagement with over 200 customers during 7 retail visits.
 Used open-ended conversations and informal interviews to explore:
o Brand awareness and preference (e.g., why Fortune vs. other brands).
o Price sensitivity and influence of promotional offers.
o Key drivers behind choice of rice or edible oil variants (e.g., health, habit,
tradition).
 Observed shopping patterns such as:
o Basket composition (frequent pairings like rice + oil + flour).
o Purchase triggers (brand familiarity, in-store visibility, deals).
2. Basket Analysis and Outlet Potential Mapping
 Assessed average basket size and product mix to estimate consumer spending
capacity and product penetration.
 Noted peak and off-peak footfall timings to identify best hours for engagement.
 Mapped consumer demographics and product movement across different days.
3. Merchandising and Planogram Compliance
 Audited shelf spaces and ensured adherence to AWL’s suggested planogram.
 Checked stock levels, facing counts, signage placements, and SKU positioning.
 Took before-after photos (if permitted) and documented areas of improvement.
 Liaised with store staff to reorganize displays where necessary to improve visibility.
4. Competitor Tracking
 Monitored 5 competitor brands during each visit across key categories.
 Tracked:
o Pricing
o Offers (BOGO, discounts, bundle deals)
o Visibility (number of facings, end-cap presence, branding)
 o New launches or packaging redesigns
 Noted actionable insights for AWL to enhance in-store presence or promotional
strategies.
5. Work-from-Home Market Research
 Conducted supplementary online research on ecommerce platforms and market
databases to:
o Study consumer reviews, ratings, and feedback trends.
o Identify regional brand popularity and digital promotion tactics.
Key Activities & Observations
1. Rice
Activities:
 Promoted various rice variants including Basmati, Non-Basmati, and Value Packs
under the Fortune and Kohinoor brands.
 Engaged with customers on grain length, aroma, and suitability for daily cooking vs.
special occasions.
Observations:
 Chief Competitors

 Rice Brands by AWL Agribusiness Ltd.

 Rice Variants available in the Store

The store offered two variants of Fortune Basmati

Rice: Biryani Special, with extra-long, non-sticky
grains ideal for festive dishes; and Everyday Full
Grain, known for fluffiness and value, perfect for
daily meals. Both were available in SKUs ranging
from 1 kg to 50 kg, catering to varied household
needs.
Consumer Perception of Fortune Biryani Special Basmati Rice
 During field visits, it was observed that while Fortune Biryani Special Basmati Rice
offers a texturally premium feel, the visual appeal of the packaging does not
effectively communicate its premium positioning.
 Customers generally do not associate the Fortune brand strongly with rice,
especially in the premium category. While Fortune enjoys high brand equity in edible
oils, the emotional connect in staples like rice remains underdeveloped.
 More specifically, the packaging design appears to be brand-centric, focusing heavily
on Fortune’s visual identity. However, biryani as a product is deeply rooted in history
and culture, often associated with royalty, nawabs, and regional culinary traditions.
There’s a missed opportunity to visually narrate that story, perfectly harnessed by the
competitors like India Gate, Daawat (L T Foods Ltd.) and Zeba.
 For instance, subtle symbolic references to regions like Lucknow, Kolkata, or
Hyderabad—which are famous for their unique styles of biryani—could enhance the
emotional resonance. Use of culturally rich design motifs, regal colour palettes (like
saffron or gold), or heritage-inspired visuals would make the product feel more
connected to its purpose and premium positioning.
 In its current form, although the pack feels premium when handled, it does not
immediately signal celebration, occasion, or indulgence, limiting its impact on the
shelf—especially in a competitive category where visual storytelling matter.

Consumer Perception of Fortune Everyday Basmati Rice

While Fortune Everyday Basmati Rice is intended as a daily-use, value-oriented product,
consumer feedback revealed a strong disconnect between the product’s positioning and its
perceived quality, primarily due to packaging issues.
Multiple customers openly referred to the packaging as "cheap" — not only in visual design
but also in how it feels. Unlike the Fortune Biryani Special variant (which at least had a
premium tactile experience), the Everyday variant failed to convey any visual or emotional
value. This is a critical concern, considering that basmati rice—by definition—is a premium
grain, deeply linked to heritage, aroma, and culinary indulgence.
Though it’s understandable that Fortune Everyday isn’t meant to be a luxury SKU, its
packaging should still make customers feel special, especially in comparison to buyers of
loose or local unbranded rice. Currently, it lacks:
 Shelf differentiation: The design doesn’t stand out or catch the eye.
 Emotional connection: It fails to instil pride or satisfaction in the buyer.
 Premium cues: The packaging does not evoke even a basic sense of quality.
Benchmarking with Competitors
Competitors such as India Gate, Daawat, Zeba, and others also offer every day-use Basmati
rice, but they acknowledge the intrinsic premium character of basmati—even in its regular
variants. These brands strike a balance by:
 Using distinct but elegant colour schemes to differentiate variants.
 Ensuring packaging still feels refined, cohesive, and premium, even for budget lines.
 Highlighting subtle markers of quality (e.g., “aromatic,” “long grain,” “handpicked”).
This creates a psychological elevation where the customer feels they’re making a smart,
valuable choice—something Fortune’s current Everyday packaging fails to do.
Implication
To stay competitive and improve brand perception, Fortune Everyday Basmati Rice must
reimagine its packaging to reflect both affordability and aspiration. Colour schemes can
differentiate everyday vs. premium lines, but the overall look must still reflect quality,
purity, and trust, aligning with how competitors successfully maintain a premium feel across
all Basmati variants.
Example Packaging by the Competitors
Consumer Perception of Kohinoor & Kohinoor Charminar (AWL Brands)
In addition to the Fortune range, the store also stocked Kohinoor and Kohinoor Charminar
branded Basmati rice — both of which received noticeably stronger customer perception in
terms of premium value and brand appeal.
Kohinoor, in particular, enjoys a strong legacy in the Indian market and is widely recognized
as a premium rice brand. Customers associated it with:
 Superior grain quality
 Rich aroma and taste
 Usage for special occasions, such as celebrations or family gatherings.
Charminar, meanwhile, was seen as a trusted mid-segment brand—a good balance
between price and quality for regular use. Despite being part of the same parent company
(AWL), many consumers did not realize Kohinoor and Charminar were owned by the same
group as Fortune. This brand distance worked in AWL’s favour by preventing brand equity
dilution and allowing distinct brand personalities to evolve.
Similarly, in the rice category, Kohinoor has emerged as This situation closely mirrors what
AWL’s “premium signature,” while Fortune plays the happened with Toyota and Lexus:
role of a functional, everyday brand. This subtle brand
architecture has enabled AWL to: When Toyota launched Lexus, it
intentionally created a separate
 Segment the market more effectively brand identity to compete in the
 Command higher price points in the premium luxury car segment. Many
segment without impacting the perception of its consumers didn’t associate Lexus
value-oriented Fortune line with Toyota, which helped
position it as a standalone
 Attract discerning consumers who may not premium brand without
otherwise consider Fortune as a premium rice preconceived notions tied to its
brand
Conclusion
Kohinoor and Charminar provide AWL with strategic leverage in the rice category. Their
distinct brand equity, positive consumer sentiment, and separation from Fortune’s image
allow AWL to compete across both the mass and premium segments—without brand
cannibalization. This multi-brand approach is proving to be an effective asset in the highly
competitive basmati rice market.
Some unavailable products in the store in the Rice Category
2. Edible Oil Segment
Edible oils remained one of the most recognized and well-trusted product categories from AWL,
largely due to Fortune’s strong brand equity in this space. Unlike rice, where the brand struggled to
create emotional resonance, Fortune oils enjoyed strong top-of-mind recall, perceived quality, and
customer loyalty.

Activities Undertaken
 Promoted various Fortune edible oil variants including Soybean, Mustard,
Sunflower, and Rice Bran Oil.
 Engaged with customers at the shelf to:
o Clarify differences between oil types (e.g., health benefits of Rice Bran Oil vs.
traditional Mustard Oil).
o Encourage trial among non-Fortune users.
o Observe how price sensitivity and health consciousness impacted choice.
 Checked planogram compliance, stock availability, and facing arrangements.
 Noted competitor presence and pricing, especially near high-visibility areas like end
caps and eye-level shelves.
Observations:
 Chief Competitors

 Oil Brands by AWL Agribusiness Ltd.

 Available products in the Store

Fortune Brand Edible Oils: Consumer and Retail Analysis
Market Position & Brand Trust: Fortune (Adani Wilmar’s flagship edible-oil brand)
dominates the packaged oil market. Fortune’s edible oils held about an 18–19% branded-
market share in India (making it the No.1 edible‐oil brand). The brand’s extensive
distribution (reaching over 90 million households) and consistently high scores in product
quality tests (for example, Fortune’s kachi ghani mustard scored 88/100 in Consumer Voice
lab tests, on par with leading brands) underpin strong consumer trust. In retailer surveys,
Fortune often outperforms most regional players; by comparison, Saffola is perceived as a
niche “heart‐healthy” premium oil, while newer entrants like Reliance’s Goodlife are still
building awareness.
Soybean Oil
 Consumer Sentiment: Soybean oil is seen as a light, versatile everyday oil. Fortune
markets it as “light” and rich in Omega-3 for heart health. Early on, Fortune entered
markets like Rajasthan (a soybean-consuming region) and emphasized freshness; this
helped overcome earlier soy‐oil odour concerns. Budget-conscious shoppers often
favour Fortune Soya as a cheaper alternative to sunflower oil, and many households
view it as a “healthy base” (especially in north/central India) [This information was
provided by a customer who was in his late 60s, alluding that the product has a
history that customers, particularly those in the 40-70 years age segment, are likely
very familiar with.]
 Packaging & Shelf: Fortune Soya is sold in bright white-and-green pouches and
yellow-tinted plastic bottles. The packaging prominently displays the Fortune logo
(red on a yellow background) and “Soyabean” label. Shelf visibility is high due to its
vibrant colour scheme and multi-SKU lineup (pouches from 500 mL up to large tin
cans). Its labels often highlight “with Omega-3” to reinforce health appeal (paralleling
its ad campaign theme).
 Pricing vs. Competitors: Historically, Fortune undercut established sunflower brands
to win trials. Even today Fortune Soya is typically priced a few rupees per litre below
premium sunflower oils. For instance, in mid-2022 Fortune Soya retailed around
₹165–195/L (depending on recent price cuts). This is lower than Saffola’s sunflower
oil and roughly on par with other commodity soya brands (e.g. Goodlife /Gulab).
Competitive pricing has driven many consumers to switch to Fortune Soya.
 Brand Trust & Switching: Fortune’s strong brand name makes it a default for many
shoppers. Consumers recognize Fortune Soya from extensive TV and in-store ads
(including a long-running “Fortune Hai Light” campaign). Market research suggests
that lower launch prices induce trial, but sustained loyalty depends on perceived
quality. Once Fortune established a 20–25% volume share in soya, AWL gradually
aligned its price with the market. In practice, many first-time buyers (especially price-
sensitive rural consumers) tried Fortune Soya for value, then continued buying it due
to trust in the Fortune brand. Compared to competitors: Goodlife and Gulab often
 fight on price in this segment, while Fortune offers a familiar premium cue at value
pricing.
Sunflower Oil
 Consumer Sentiment: Sunflower oil is widely used for its mild taste and vitamin-E
content. Consumers see it as a “heart-friendly” oil (often in urban diets). Fortune’s
Sunlite Sunflower variant is marketed as rich in vitamins and polyunsaturated fats,
aligning with this perception. Most shoppers feel Fortune Sunflower is on par in
quality with major brands – in one Consumer Voice test Fortune ranked among the
top sunflower oils. However, health‐conscious urban buyers often favour Marico’s
Saffola brand (which has run health campaigns), so Fortune positions its Sunlite as a
more affordable mainstream choice.
 Packaging & Shelf: Fortune Sunflower comes in bright yellow-green bottles and
pouches (see photo below). The label uses the Fortune logo plus sun/flower imagery,
making it identifiable on crowded shelves. Its uniform design across sizes (1L
pouches, 5L bottles, 15L tins) contrasts with competitors: Saffola often uses deeper
orange-gold labels, while private labels like Gulab/Goodlife use simpler, generic
designs. Fortune’s consistent styling (red logo, white/yellow field with green accents)
helps it stand out in the sunflower aisle.
 Pricing vs. Competitors: Fortune’s Sunflower is priced competitively below Saffola
and most branded sunflowers. For example, Fortune’s 5L typically sells for ₹250–300,
whereas Saffola Gold or Gold Winner (another Marico brand) are often ₹50–100
higher for the same volume. This price edge makes Fortune a “value” pick among
mainstream buyers. In recent months, AWL even cut Sunflower MRP from ₹210 to
₹199/L. Brands like Goodlife also compete on price in this segment; fortune usually
maintains a slight premium over Goodlife but below Saffola’s premium tag.
 Brand Trust & Switching: Fortune’s sunflower oil benefits from the overall Fortune
trust. The brand’s message is “healthy & affordable,” and many shoppers switch to it
when sunflower prices rise. For example, a 40% hike by Sundrop in 1999 led to
Fortune gaining share. Today, consumers tend to stick with Fortune Sunflower if they
liked Fortune Soya or if it’s on promotion. Those loyal to Saffola generally remain
(due to Saffola’s health image), but middle-class shoppers often trade up/down
between Fortune and Gulab/Goodlife depending on price deals.
Mustard Oil (Fortune Kachi Ghani)
 Consumer Sentiment: Mustard oil has a strong cultural foothold (especially in
North/East India) as a “traditional, pungent” cooking oil and home remedy. Fortune
sells Premium Kachi Ghani Mustard Oil, a cold-pressed oil. It’s seen as high-quality
but positioned below ultra-premium “kolhu” brands. In lab tests, Fortune’s kachi
ghani scored 88/100 (versus 90 for Dalda/Tez), indicating excellent purity (a
customer told me this information). Health-wise, consumers believe mustard oil
(rich in omega-3 and antioxidants) is good for immunity and even heart health –
 Fortune’s branding echoes this. However, some urban doctors note erucic acid
concerns, so Fortune avoids making explicit heart claims on mustard.
 Packaging & Shelf: Fortune’s mustard oil is sold in tall green-tinted bottles and plastic
pouches. The colour scheme is a deep olive-green background with red/cream label,
evoking “traditional” cues. Its premium Kachi Ghani bottle (see image) uses a
textured, kolhu-inspired design. On shelf, Fortune Kachi Ghani sits among other
popular brands (Engine, Dhara, Patanjali) and stands out by its familiar Fortune logo.
Fortune also bundles 1L bottles in attractive pouches for ceremonies (e.g. seasonal
promos), increasing visibility.
 Pricing vs. Competitors: Fortune Kachi Ghani is sold at mid-premium prices. For
example, 1L sells around ₹160 (after discounts) in modern retail, which is higher than
economy mustard brands (₹120–₹140) but below ultra-premium “king” oils (₹200+).
This makes Fortune a choice for middle-class shoppers seeking quality plus a trusted
brand. In promotional seasons (like Puja), Fortune sometimes offers specially packed
1L bottles at ₹132 (down from ₹160) to drive trial. Its plain refined mustard (non-
kachi) also exists as a cheaper offer. Competing brands include Dhara Kachi Ghani
(Marico) and Patanjali (Baba Ramdev), which emphasize “cold-pressed” purity.
Fortune’s advertising focuses on authenticity (“traditional method”) rather than just
health, matching consumer sentiment that pure mustard oil is ‘for the soul’.
 Brand Trust & Switching: In mustard oil, brand loyalty is strong (many households
stick with one oil once they find a good one). Fortune’s name gives it instant
credibility. Shoppers switching from Fortune Soy/Sunflower to mustard trust the
same brand. Price cuts or promotions (like the ₹160→₹132 sale) also entice trial
among those who usually buy engine/kanodia. Overall, Fortune is seen as a reliable
“national” brand behind a good kachi oil, so switching away (to, say, Patanjali)
usually happens only if that brand is significantly cheaper or heavily advertised in a
region.
Rice Bran Oil
 Consumer Sentiment: Rice-bran oil has a strong health halo – it is widely believed to
be the healthiest common oil because of oryzanol, Vitamin E, and no trans fats.
Fortune Rice Bran Health Oil leverages this fully: its ads claim “100% rice bran – 100%
health” and emphasize cholesterol-lowering benefits. Many consumers (especially in
metros and health-conscious households) see Fortune Rice Bran as ideal for everyday
cooking and frying. It is popularly used for making pickles, dosas, and Indian deep-
fried foods (owing to its neutral taste and high smoke point).
 Packaging & Shelf: Fortune’s rice bran oil label is predominantly green (to signal
“health”) with the same red Fortune logo. Bottles (1L, 5L, 15L) are sturdy and clearly
marked “Rice Bran Health Oil”. On shelf, it often occupies a “heart-healthy oils” zone
next to Saffola and sunflower oils. Retailers will typically place Fortune Rice Bran near
Saffola Gold, and its green branding contrasts with Saffola’s purple/gold. The “100%
rice bran” message on the label (echoed from its TVC) helps differentiate it from
 blends or impure rice oils. Fortune also launched premium variants (like cold-pressed
rice bran organic) to target niche segments.
 Pricing vs. Competitors: Rice bran oil is priced above common oils but below olive or
premium nut oils. Fortune’s RBO was about ₹225/L in early 2022, reduced to ₹210.
This is similar to or slightly lower than competitors like Emami Healthy & Tasty and
Marico’s Saffola Gold (which is a RBO blend). Because of Fortune’s scale, its RBO
often competes on both price and availability. Smaller brands (Goodlife, Gulab) rarely
enter pure RBO, but some mix rice bran in their blends. On price, Fortune tends to be
5–10% cheaper than the leading Marico offering for similar pack sizes.
 Brand Trust & Switching: Fortune is trusted to be genuine rice bran oil (no
adulteration), as reinforced by its “100%” claim. Its TVC contrasted Fortune as the
only pure RBO oil, which likely sways consumers away from branded blends.
However, because RBO is a more mature category now, some health-savvy shoppers
alternate between Fortune and newer specialized oils (like sunflower/avocado) based
on nutrition trends. In practice, once a household adopts Fortune RBO, switching is
uncommon unless they explicitly seek a different health benefit. In the premium
blended oils segment, Fortune introduced Fortune Xpert Total Balance Oil (a blend
of soybean, rice bran, flaxseed) in 2023. Its “Health Aaj Se” campaign highlights the
FSSAI-recommended balance of SAFA/PUFA/MUFA and omega-3/6 ratios, targeting
fitness-minded buyers. This shows Fortune’s strategy to extend its health messaging
(beyond pure RBO) by promoting “balanced nutrition” in blends.
Cottonseed Oil
 Consumer Sentiment: Cottonseed oil is commonly used in southern and some
western states (often labelled simply as “vegetable oil”). It is recognized as a versatile
deep-frying oil with high polyunsaturates, though it lacks a distinct health image.
Fortune’s cottonseed oil is marketed as a premium “polyunsaturated, zero-trans-fat”
option. Usage is widespread for daily cooking and for sweets, thanks to a mildly nutty
flavour. Some health-aware buyers note it is rich in omega-6, but it is not specifically
championed for any unique benefit beyond being an edible oil.
 Packaging & Shelf: Fortune Cottonseed is sold in similar yellow plastic bottles and
pouches as its sunflower variant, but the label typically says “Cottonseed oil.” On
shelf it often shares space with sunflower and vegetable oils. Because cottonseed is
less premium, Fortune might use simpler labels (no extra health callouts). It still uses
the Fortune logo and brand colours (often the sunflowers are greenish or brownish
on the label). Packaging is uniform, making it easily identifiable as part of the Fortune
family.
 Pricing vs. Competitors: Cottonseed oil generally sells at the low end of edible oils.
Fortune prices it modestly above its common soybean oil. For instance, Fortune
cottonseed might go for ~₹150/L (post-cut), only slightly cheaper than Fortune
Sunflower. It competes with big commodity players like KLF (Nirmal, Pon Pure) which
often offer similar oils at comparable prices. Goodlife and Gulab occasionally have
 cottonseed variants, but Fortune’s advantage is brand and shelf space, which allows
it to command similar prices to local brands.
 Brand Trust & Switching: Many consumers don’t distinguish brands heavily for
cottonseed; they often buy based on price and availability. However, Fortune’s brand
still helps it win shelf space in smaller retail outlets. There’s limited health-messaging
in cottonseed; Fortune mostly relies on general trust. Shoppers may switch between
Fortune and other bulk brands depending on promotions. In premium markets (like
cafés or corporate kitchens) Fortune cottonseed may be chosen for reliability.
Overall, brand switching here is driven largely by price fluctuations in raw cottonseed
oil (as with any commodity oil), but Fortune’s steady supply and familiarity help
retain some loyalty among its shoppers.
 Packaging Appeal & Shelf Visibility: Fortune’s packaging is bright and consistent
across variants. For example, the 1L Fortune Premium Kachi Ghani bottle above uses
a bold red-and-yellow label with the Fortune logo prominently displayed. The brand
colours (red logo, golden-yellow accents, plus variant-specific hues) make Fortune
packs stand out under typical supermarket lighting. Fortune covers the entire size
range (small pouches to 15L tins) with uniform design elements, which aids shopper
recall. In retail tests, strong branding and large shelf-space share are cited as reasons
Fortune often catches the consumer’s eye. The company even ran a “Sirf Daam Nahi,
Gram Bhi Dekho” campaign (not cited here) to highlight package transparency,
underscoring its focus on packaging honesty. By occupying eye-level and island
displays with its yellow‐themed planogram, Fortune ensures its range is highly visible
compared to more muted competitors.
 Price Positioning & Competitor Comparison: Fortune generally positions itself in the
value-to-mid segment. Its oils are typically priced below premium players and in line
with (or slightly above) other national brands. For example, after the July 2022 price
cuts Fortune’s rates were ~₹165/L (soya), ₹199/L (sunflower), ₹210/L (rice bran).
Saffola Gold (a Marico premium brand) often sells ~15–20% higher than Fortune’s
comparable SKUs. By contrast, Reliance Goodlife and Gulab often undercut Fortune
by a few rupees, using razor-thin margins to attract budget shoppers. Fortune rarely
enters price wars at the bottom rung, but it will offer promotions (e.g. festive pack
discounts) to maintain competitiveness. Its strategy has been to initially price-low to
induce trial, then align with market (as seen in its 2001 launch of Fortune Soya at
₹40 vs ₹55 for sunflower). In the current market, Fortune tends to sit in the middle:
more affordable than specialized health oils, yet seen as higher-quality than
unbranded/refined oils. In multi-SKU retailers, Fortune’s premium oils (e.g. first-
pressed mustard, Xpert blends) occupy mid-premium shelves, while its standard oils
dominate the mid-volume shelves, juxtaposed against competitors’ offers for each
segment.
  Health Messaging & Nutritional Positioning: Health claims are a key driver in this
category. Fortune leverages nutritional messaging especially for rice bran and blends.
Its Rice Bran Oil campaigns stress “cholesterol-lowering” and “highest good fat”
benefits. On-pack, Fortune RBO highlights “100% Rice Bran, Heart Friendly,” aligning
with WHO/AHA recommendations. For blended oils, Fortune has aggressively
entered the market with specially formulated products. Fortune Xpert Total Balance
oil (a soybean–rice bran–flaxseed blend) was launched in 2023 with the tagline
“Health Aaj Se”. Its advertising explains that the blend meets FSSAI’s ideal
SAFA:MUFA:PUFA and Omega-3:6 ratios. This places Fortune Xpert directly against
Saffola’s heart-health positioning. By contrast, mid-tier competitors (Goodlife, Gulab)
often make only basic claims (e.g. “Rich in Vit A, D, E”) without detailed science.
Fortune’s health messaging (e.g. “Omega-3 for heart”, “Vitamin E for skin”) is now
quite sophisticated, aiming at urban and SEC A consumers. These claims resonate:
Nielsen research shows consumers are willing to try Fortune’s newer blends for
promised wellness benefits. In practice, shoppers seeking health-oriented oils often
sample Fortune’s RBO or blends, but may remain loyal if satisfied. Overall, Fortune’s
health-centric branding (bolstered by TV campaigns and on-pack claims) gives it an
edge over more generic brands and helps justify its mid-premium price positioning.
What Needs to Be Done to Expand Fortune's Edible Oil Segment Further
Based on customer interactions, in-store observations, and category dynamics, several
targeted improvements can enhance Fortune’s performance and market share in the edible
oil segment:
1. Ensure Common Shelf Placement for 1L Packs (as shown in the picture below)
While Fortune’s edible oils enjoy strong brand recall, 1L SKUs were often found only in
Fortune’s dedicated shelf block, and not placed alongside the 1L packs of competitors (e.g.,
Saffola, Gulab, Rani, Goodlife).
 This siloed placement reduces impulse
consideration from brand-switching or price-
sensitive customers comparing multiple options.
 Fortune should ensure cross-placement of 1L
packs in common retail bays where all brands
are displayed together. This will drive greater
brand visibility among undecided or
comparison-driven shoppers.
2. Introduce Fortune Blended Oils (Dual-Seed Mixes)
Consumer health awareness is rising, especially among urban and semi-urban buyers.
Competing brands like Saffola and Emami Healthy & Tasty are leveraging blended oils (e.g.,
rice bran + soybean, sunflower + flaxseed) to meet this demand.
  Fortune Xpert Total Balance Oil, a blend of soybean, rice bran, and flaxseed oils,
aligns perfectly with this trend but was not observed in-store.
 Introducing such blended oil variants in retail outlets will:
o Expand Fortune’s health-centric oil range
o Attract fitness- and wellness-conscious shoppers
o Create a premium tier within Fortune oils, supporting margin growth
3. Introduce Groundnut Oil — Specifically for Gujarat
Groundnut oil is a staple cooking medium in Gujarat, owing to both taste preferences and
cultural habits.
 Fortune currently offers groundnut oil in other markets, but it was missing from the
shelf in the Ahmedabad store despite being a major demand centre.
 Introducing Fortune Groundnut Oil in Gujarat could:
o Capture a massive addressable market already dominated by regional players
(Tirupati and Ankur)
o Tap into strong cultural loyalty to groundnut oil
o Leverage Fortune’s brand trust to convert unbranded/lower-tier buyers
By optimizing shelf placement, expanding health-focused offerings, and aligning SKUs with
regional demand patterns, Fortune can strengthen its position as not just a volume leader,
but a category innovator in edible oils. These tactical adjustments can yield both sales lift
and deeper shopper engagement.
3. Fortune Atta
Activities Undertaken
 Promoted two Fortune variants:
1. Fortune Chakki Fresh Atta – positioned as an everyday, hygienic, and convenient
alternative to loose flour.
2. Fortune Premium Sharbati Atta – marketed as a high-quality product made from
Sharbati wheat from Madhya Pradesh, known for softness and taste.
 Explained benefits of chakki grinding, freshness, and consistent quality to customers.
 Compared consumer perceptions of these variants against leading competitors like
Aashirvaad, Patanjali, and Good Life by Reliance.
 Studied shelf positioning, pricing, and packaging appeal.
Observations
 Chief Competitors

 Fortune Atta Variants

Key Observations
1. High Brand Competition, Low Top-of-Mind Recall
o The Atta category is dominated by legacy brands like Aashirvaad (ITC) and
Patanjali which enjoy habitual and cultural loyalty, respectively.
o Many customers had not registered Fortune as a flour brand, even though
they trust it for oils.
o Fortune Atta variants lacked strong in-store visibility compared to the
dominant vertical blocks of competitors (especially Aashirvaad atta by ITC).
2. Two Variants Serve Different Consumer Segments
o Fortune Chakki Fresh Atta is aimed at daily-use buyers looking for hygiene
and consistency.
o Fortune Premium Sharbati Atta targets premium buyers who prefer soft,
flavourful rotis and are more quality-conscious.
o While Chakki Atta competes on functionality and price, Sharbati Atta
competes on grain source, texture, and indulgence.
3. Packaging Perception is Clean, But Lacks Emotional Pull
o Customers found the packaging trustworthy and clean, but not particularly
standout or emotionally engaging.
o Premium cues (like wheat origin, grain visuals, or texture descriptions) were
not clearly communicated, especially for the Sharbati variant.
o Competitors like Aashirvaad leverage terms like “select grains from MP” or
“natural fiber,” which Fortune could emphasize more.
4. Sharbati Atta Awareness Was Low
o Many customers were unaware that Fortune offers a premium Sharbati
variant.
o Even among Sharbati buyers (a niche but loyal group), Aashirvaad Select was
the default brand. Fortune’s Sharbati Atta packaging and signage did not
clearly differentiate or highlight the Sharbati wheat USP.
5. Consumer Loyalty is Strong but Not Inflexible
o Shoppers loyal to Aashirvaad or Patanjali cited roti softness, fibre content,
and digestive comfort as reasons to stay.
o However, there was willingness to try Fortune if offered smaller trial SKUs (1
kg), bundled with offers, or if linked to the brand's equity in oils.
6. Placement & Cross-Merchandising Needed
o Fortune Atta packs were often on lower shelves or corner racks, reducing
eye-level engagement.
o Cross-merchandising with other Fortune staples (like oil or pulses) could help
drive bundle consideration.
7. Digital Trust Signals Are Emerging Differentiators
o While most flour purchases remain habit-driven and brand-led, an emerging
behaviour was observed:
Two young customers (estimated age: 21–24) were seen scanning a QR code
on an Aashirvaad Atta pack, which led them to a quality certification or
 sourcing verification portal. After scanning, they chose Aashirvaad over
others—indicating a growing consumer reliance on digital tools for trust and
transparency.
o Although such cases are not yet widespread, they point to a rising
expectation of traceability, especially among younger, urban buyers. In
premium offerings like Fortune Sharbati Atta, the integration of blockchain-
based sourcing transparency—even at a basic level—could:
 Enhance the credibility of the “Sharbati from MP” claim.
 Create a powerful digital differentiator over competitors.
 Appeal to tech-savvy, premium-segment customers who value
authenticity, sourcing ethics, and quality checks.
A simple QR code that shows the origin of wheat, grinding process, and freshness
certification could reinforce trust and drive conversion—especially for first-time buyers of
Fortune Atta.
What Needs to Be Done to Expand Fortune’s Atta Segment
Based on shopper behaviour, brand comparisons, and premium variant expectations, several
focused interventions can strengthen Fortune’s position in the highly competitive packaged
atta market:

1. Strengthen Brand Recall Through Cross-Category Leverage

 Fortune enjoys strong brand equity in edible oils, but this trust is not yet spilling
over into the atta segment.
 Leverage existing oil buyers through bundle offers (e.g., “Buy 5L oil + 5kg Atta =
discount”) and cross-promotion in oil aisles to drive trial and visibility for Fortune
Atta, as already being done in the rice category.
2. Promote Premium Sharbati Atta as a Distinct, Authentic Offering
 Most shoppers are unaware of Fortune Premium Sharbati Atta, despite the rising
popularity of Sharbati wheat for softer rotis.
 To build traction:
o Use shelf talkers or visual signage that clearly say: “Sharbati Wheat from MP
– Known for Natural Sweetness and Softness.”
o Emphasize regional origin and taste benefits.
o Add recipe cues or visuals of soft, fluffy rotis to strengthen product imagery.
3. Improve Shelf Placement and Visual Hierarchy
 Fortune Atta variants were frequently placed on lower shelves or corners, reducing
their visibility next to dominant competitors like Aashirvaad and Pillsbury.
  Recommend:
o Negotiating eye-level shelf space.
o Using standees or secondary placement near pulse or oil sections for
additional brand touchpoints.
4. Launch 1kg Trial Packs to Drive First-Time Use
 Consumers are willing to try Fortune Atta, but current pack sizes (e.g., 5kg, 10kg)
create risk aversion.
 Introduce 1kg or 2kg trial packs—especially for Premium Sharbati Atta—to lower
the entry barrier and trigger household trials.
5. Integrate Digital Transparency Tools (QR Code, Blockchain)
 A critical insight came from observing two young shoppers (aged 21–24) who
scanned an Aashirvaad QR code that showcased sourcing or quality checks—after
which they chose Aashirvaad over other brands.
 For Fortune Sharbati Atta, consider:
o Introducing a QR code linked to traceability info: where the wheat was
sourced, grinding date, testing certificates.
o Even basic blockchain-backed validation can enhance credibility and attract
tech-savvy, quality-focused consumers, especially in urban areas.
o This would position Fortune as a modern, transparent, and trusted choice,
even in a commodity category.
6. Sharpen Packaging Narrative
 Fortune’s current pack design is clean but lacks emotional storytelling or unique
value messages.
 Update pack communication to include:
o “Soft rotis, every time” promise
o “100% MP Sharbati wheat”
o Nutritional benefits like “Natural fiber | No additives”
o Visual cues (golden wheat fields, chakki stones, MP location markers)
7. Missed Opportunity Due to Absence of Multigrain Atta Variant
During one of the store visits, a customer specifically asked for Aashirvaad Multigrain Atta,
which was out of stock. This created an ideal scenario where a competing brand’s stockout
could have led to a switch, provided an alternative existed.
However, Fortune currently does not offer a multigrain atta variant, resulting in a lost
conversion opportunity. Given the increasing consumer demand for:
 High-fibre, protein-rich flours
 Health-focused alternatives to regular wheat atta
 And the perceived digestive and wellness benefits of multigrain mixes
…the absence of such a variant leaves a clear gap in Fortune’s wheat flour portfolio.
This also highlights an important insight:
The customer was open to trying a different brand (possibly Fortune) simply because their
regular choice (Aashirvaad Multigrain) was unavailable. This implies that even loyalists are
switch-ready—if the alternative meets their health expectations.
4. Fortune SRM (Sooji, Rawa & Maida)
Activities Undertaken
 Promoted Fortune’s SRM line—specifically Sooji and Rawa—by highlighting hygiene,
consistency, and trust in the brand.
 Observed customer buying behaviour, product availability, and competitor presence
in the SRM aisle.
 Interacted with shoppers, especially frequent buyers of staples, to assess awareness
and brand preferences.

Key Observations
1. Primary Competitors: Uttam and Good Life (Reliance)
o The most visible and frequently picked alternatives to Fortune in the SRM
category were Uttam and Good Life.
o Both enjoy better brand recognition in this category, likely due to their longer
presence and established preference in packaged staples.
2. Maida Not Listed in the Store
o Fortune Maida was entirely unavailable, not due to a stockout, but because
it appeared to be unlisted in the store’s inventory (Reliance Smart Bazaar).
o This reflects a distribution or listing gap, which is a missed opportunity for
entry-level SRM trial—especially as maida is a staple for both home and small
business use.
3. Rawa Frequently Out of Stock
o Rawa, despite being a fast-moving product, was often out of stock, especially
on weekends—the peak shopping period.
o This indicates a supply chain or replenishment issue. Given that shoppers
tend to make bulk staple purchases on weekends, the lack of availability likely
led to lost sales and reduced visibility for the Fortune brand.
4. Sooji Had Low Recall, But Fair Engagement When Prompted
o Fortune Sooji was available, but not top-of-mind for most customers.
 o Once informed, some customers showed interest due to Fortune’s reputation
for hygiene and quality, but most still leaned toward Uttam due to habitual
preference.
5. Packaging is Clean and Competitive
o Fortune’s SRM packaging was perceived as good and professional—it looked
trustworthy and comparable to leading brands.
o There were no negative remarks about the design or pack quality, making
this a strength rather than a weakness.
6. Shelf Placement Was a Limiting Factor
o The SRM products (when available) were placed below eye level, mixed with
generic or lesser-known brands.
o Lack of prominent signage or secondary placement contributed to low
impulse engagement—Fortune’s presence was there, but easy to miss.
What Needs to Be Done to Strengthen Fortune’s SRM Product Segment
The SRM category presents an underleveraged opportunity for Fortune, particularly in a
retail environment dominated by habitual buyers and a handful of trusted brands like Uttam
and Good Life. To gain ground in this segment, Fortune must address critical availability
gaps, placement challenges, and category-specific promotions.
1. Ensure Product Availability — Especially Rawa and Maida
 Maida was not listed in the store inventory, which means Fortune is missing out on
a core SRM product altogether.
o Action: Work with retail partners like Reliance Smart Bazaar to list and
activate Maida SKUs, especially in standard 500g and 1kg packs.
 Rawa was consistently out of stock on weekends, which are the most critical
shopping days.
o Action: Strengthen store-level inventory planning and weekend
replenishment cycles to meet expected demand peaks.
2. Improve Shelf Placement and Blocking
 SRM products were placed on lower shelves, limiting visibility.
o Action: Push for eye-level or secondary placements, especially for Sooji,
where interest exists if prompted.
o Position Fortune SRM near complimentary categories like pulses or instant
mixes (e.g., Poha, Upma kits) to leverage cross-category attention.
3. Build Awareness and Preference Through Application-Based Messaging
  Most consumers don’t actively seek branded SRM unless reminded or shown a clear
benefit.
o Action: Use small shelf talkers or recipe cues ("Perfect for Upma", "Great for
Halwa") on the pack or store tags to boost relevance.
o In-store displays or QR codes linking to 2-minute recipe videos can
emotionally connect the product to daily cooking.
4. Compete on Consistency and Cleanliness—Not Just Price
 Consumers who did consider Fortune SRM cited trust in hygiene and pack quality,
especially versus loose/unbranded options.
o Action: Continue to highlight "Hygienically Packed", "Consistent
Granulation", and "No Adulterants" clearly on the front of the pack.
o Educate store promoters to emphasize Fortune's clean manufacturing
standards as a key differentiator over competitors like Uttam.
5. Offer Starter SKUs or Combo Packs
 Trial is key in SRM, where brand loyalty is weak but inertia is high.
o Action: Introduce combo packs (e.g., Sooji + Rawa 500g each) or limited-
period bundles to incentivize trial and break through shopper apathy.
5. Fortune Besan
Activities Undertaken
 Promoted Fortune Besan to customers by highlighting hygiene, consistency in
texture, and suitability for commonly made dishes such as pakoras, dhokla, and
sweets.
 Observed shelf presence, packaging appeal, and key competitors.
 Interacted with homemakers and snack shop buyers—frequent besan purchasers—to
understand preferences and switching potential.

 Chief Competitors

Key Observations
1. Moderate Awareness, Growing Trust
o Many customers were aware of Fortune Besan, though it doesn’t yet enjoy
the same dominant recall as brands like Gaay Besan or local millers.
o Still, among those who use Fortune oil or atta, there was a natural inclination
to trust Fortune Besan, especially for its purity and packaged hygiene.
2. Packaging Perceived as Clean and Premium
o Fortune’s Besan pack stood out due to its bright, clean design and premium
visual appeal.
o Several buyers mentioned that packaged besan feels safer compared to loose
besan sold in local stores, especially during monsoon or festive seasons.
3. Traditional Loyalty to Loose or Mill-Based Besan
 o Some older customers and budget-sensitive buyers still preferred unbranded
or locally milled besan, citing it as cheaper or fresher.
o However, this segment is shrinking as younger homemakers prioritize
hygiene, consistency, and brand trust.
4. Key Competitors: Gaay Besan, Good Life (Reliance), and Loose Packets
o Gaay Besan was the strongest competitor on the shelf in terms of recognition
and perception.
o Good Life (Reliance) was present as the price-fighter brand, offering
aggressive pricing and placement.
o Loose besan continues to be sold at nearby Kirana counters, but often lacks
quality guarantees or proper packaging.
5. Placement Could Be Improved
o Fortune Besan was placed beside pulses and flours, but often at waist or
lower shelf levels.
o In several cases, Gaay Besan or Good Life had better eye-level exposure,
which led to stronger footfall conversion.
6. Seasonal Uplift in Demand
o Customers noted that besan sales spike during festivals, rainy season, and
winter evenings, when demand for pakoras and sweets increases.
o Promoting besan through seasonal recipe cues (e.g., “Perfect for Pakoras this
Monsoon!”) could influence impulse buying.
What Needs to Be Done to Strengthen Fortune’s Besan Segment
Besan is a highly functional, everyday product with strong cultural relevance in Indian
kitchens. While Fortune is beginning to build consumer trust in this space, a few strategic
interventions can help the brand scale visibility, boost conversion, and compete more
aggressively with regional and value players like Rajdhani and Good Life.
1. Improve Shelf Placement at Eye-Level
 In most observed cases, Fortune Besan was placed below eye level, reducing
visibility compared to Rajdhani and private labels.
o Action: Secure eye-level placement, ideally grouped with premium branded
flours and lentils.
o Explore secondary placement during seasonal spikes (e.g., festivals or
monsoons) to capture impulse buyers.
2. Push Hygienic, Consistency-First Messaging
 Customers are moving away from loose besan due to concerns around purity,
adulteration (e.g., mixing with starch), and shelf life.
o Action: Highlight “100% Chana Dal | No Starch” and “Hygienically Packed”
prominently on the front of the pack.
o Encourage in-store promoters to communicate this as a core trust advantage
over local mill brands and loose besan.
3. Seasonal Marketing Tie-Ins to Boost Trial
 Besan consumption peaks during festive periods, monsoon, and winter, when dishes
like pakoras, dhoklas, and laddoos are in high demand.
o Action: Use seasonal POP displays (e.g., “Make the Perfect Pakoras this
Monsoon with Fortune Besan”).
o Distribute seasonal recipe leaflets or QR code links to video recipes for
added engagement.
4. Trial Pack Availability and Combo Promotions
 Some shoppers were aware of Fortune Besan but hesitated to try due to habitual
loyalty or price perceptions.
o Action: Introduce 500g trial packs, especially in modern retail, to trigger first-
time purchases.
o Bundle besan with Fortune Atta or Sooji during promotions to increase
product exposure across the staples category.
5. Expand Distribution and Assortment in High-Demand Clusters
 Besan is heavily consumed in states like Gujarat, Rajasthan, and Maharashtra, where
snacks and sweets are a cultural staple.
o Action: Ensure strong availability and on-shelf presence in high-besan-
demand geographies.
o Consider regional campaigns that highlight dishes popular in each region
(e.g., Dhokla in Gujarat, Kadhi in North India, Mysore Pak in South India).
6. Kohinoor Biryani Kit
Key Observations
1. Kohinoor Biryani Kit Is a High-Potential Product
o Consumers responded positively to the idea of an all-in-one, ready-to-cook
biryani solution, especially among young professionals, working couples, and
nuclear families.
o The brand perception of Kohinoor as a premium and authentic basmati rice
label added credibility to the kit.
2. Low Impulse Visibility Due to Limited Shelf Placement
o Kohinoor Biryani Kits were limited to a single shelf in the rice aisle, which
greatly restricted their impulse visibility.
o Being positioned only with other rice packs meant they were seen only by
intentional rice buyers, and not by shoppers exploring quick-meal or masala
sections.
3. Daawat Outperformed Kohinoor by Leveraging Scattered Placement
o Daawat’s Biryani Kits were strategically scattered across high-traffic sections
of the store:
 Near the ready-to-eat/instant
food aisle
 Close to spice & masala
sections
 Occasionally placed in cross-
category spots, such as with
snacks or cooking oils
o This led to greater impulse engagement, as shoppers who hadn’t planned to
buy biryani kits were exposed to it in relevant food zones.
o Several customers picked up Daawat’s kit simply because they noticed it
multiple times while navigating the store.
4. Missed Opportunity in Shopper Journey Mapping
o Kohinoor failed to capitalize on “meal planning behavior”, where customers
assembling for a weekend special meal (e.g., biryani night) pick up oil, curd,
raita masala, or ready-to-eat snacks.
o Daawat’s dispersed placements aligned more effectively with the shopper
journey, while Kohinoor relied solely on planned purchase intent—a limiting
factor for growth in this category.
 5. Brand Equity Wasn’t the Problem—Execution Was
o Customers already recognized Kohinoor as a trusted, premium basmati rice
brand.
o The product itself was appreciated for its concept and convenience.
o The only major roadblock was visibility and smart placement, not product or
pricing issues.
What Needs to Be Done to Drive Kohinoor Biryani Kit Sales
The Kohinoor Biryani Kit is a well-positioned and thoughtfully crafted product that taps into
the growing demand for convenient, semi-ready premium meals. However, its current
underperformance is a result of poor in-store execution rather than product flaws.
To unlock its full potential and compete with agile merchandising tactics used by brands like
Daawat, the following steps are recommended:
1. Deploy Scattered In-Store Placement Strategy
 Currently, Kohinoor Kits are restricted to the main rice aisle, which limits exposure
only to those actively shopping for rice.
o Action: Introduce multiple placement points across the store:
 Near the Ready-to-Cook/Ready-to-Eat section
 Alongside spices and masalas
 Near cooking oils or specialty condiments
 In weekend/festive promotion aisles
o This will drive impulse purchase from customers who weren’t originally
planning to buy biryani kits.
2. Merchandise with Meal Occasions in Mind
 Customers buying raita, curd, papad, or premium spices are often prepping for
special meals.
o Action: Pair Kohinoor Biryani Kit with related items in "Make Your Weekend
Special" meal themes or bundles.
o Use standees or small shelf talkers to prompt trial (e.g., “Perfect Biryani in 30
mins – Just Add Curd!”).
3. Leverage Kohinoor’s Brand Equity on Shelf
 Consumers already trust Kohinoor for quality basmati rice, but the Biryani Kit needs
to look and feel like a step up from just buying rice.
 o Action: Improve packaging communication—highlight that it’s not just rice,
but an authentic, curated biryani experience.
o Phrases like “Chef-Style Biryani Made Easy” or “Biryani Night at Home” can
position it as aspirational yet accessible.
4. Bundle or Trial Offer Promotions
 Many shoppers were curious but hesitant to try without prior experience.
o Action: Launch combo packs (e.g., Kit + small pack of curd masala or oil
sachet) or Buy 1 Get 1 (B1G1) introductory offers during festivals or
weekends.
o Use limited-time offers to incentivize first-time trials and collect feedback.
5. Train In-Store Staff for Upsell Prompts
 Store staff rarely mention the Biryani Kit unless asked.
o Action: Equip promoters with quick talking points or tastings (if allowed on
weekends) to upsell the kit to shoppers buying rice or spices.
7. Fortune Soya Chunks and Nuggets
Activities Undertaken
 Promoted Fortune Soya Chunks to shoppers by focusing on protein benefits, meal
versatility, and hygiene.
 Engaged with a broad cross-section of consumers to gauge their perception of soy
chunks in general and Fortune's offering in particular.
 Observed shopper responses, brand recognition patterns, and competitor presence
in the soy product shelf space.
 Chief Competitors:

Loose Soya Chunks

 Fortune Soya Products

Key Observations
1. Nutrela = Soya Chunks: Brand Synonymization is a Major Barrier
o A dominant and recurring observation was that customers don’t refer to the
product category as "soya chunks"—they call it "Nutrela".
o This brand synonymy is so entrenched that even when Fortune Soya was
available and visible, buyers referred to it as "Nutrela packet kaun sa hai?" or
"Ye Nutrela nahi lag raha hai".
o Nutrela has achieved what Colgate did for toothpaste — a category-defining
brand identity, making it harder for newer or alternative brands to gain share
unless they explicitly position themselves against that perception.
2. Zero Differentiation in the Consumer’s Mind Between Brands
o Customers did not perceive any meaningful difference between Fortune,
Nutrela, or loose soya chunks.
 o Factors like taste, texture, or nutritional superiority were not mentioned at
all in decision-making.
o The purchase behaviour was largely price- or availability-driven. Many saw all
options as “same thing, just different packet.”
o This perception of homogeneity greatly reduces brand stickiness and
prevents Fortune from building loyalty or premium perception.
3. Loose Soya Still Competes Actively
o Despite hygiene concerns, unbranded loose soya chunks are still widely
purchased, especially by budget-conscious families.
o These are often perceived as “just as good” because shoppers don’t perceive
any quality differentiation across brands.
o Fortune’s branding needs to do more to create a clear, value and purity-
driven identity to combat this parity view.
4. Packaging is Visibly Clean, But Not a Differentiator
o The packaging was not criticized, but it didn’t help break the Nutrela
association or position Fortune uniquely.
o Fortune’s packs don’t strongly emphasize unique attributes like:
 Better soaking/expansion
 Clean sourcing
 More protein per 100g
 Softer texture after cooking
o Without a stronger on-pack or in-store messaging strategy, the pack fails to
tell a story.
5. Competitors: Nutrela (Market Leader), Good Life, and Loose
o Nutrela continues to dominate as both the brand and the category.
o Good Life competes at the budget end, sometimes selling at slightly lower
MRPs.
o Loose soya is bought mostly for bulk cooking or cost savings, especially by
smaller households and local snack makers.
Insights & Analysis
Over the course of the live project at Reliance Smart Bazaar, several cross-category insights emerged
that highlight both consumer behaviour patterns and execution-level opportunities for AWL brands,
particularly under Fortune and Kohinoor.

1. Brand Strength Is Uneven Across Categories

 Fortune enjoys high trust in oils but significantly lower recall in atta, SRM, and soy.
 Shoppers often don’t associate Fortune with certain products even if they’re
available on shelves.
 Kohinoor benefits from brand separation, with premium rice buyers seeing it as
distinct (and often better), much like the Toyota–Lexus brand separation effect.

2. Availability Gaps Are Undermining Sales

 Products like Maida and Groundnut Oil were not listed or unavailable, leading to
missed conversions.
 Rawa was frequently out of stock on weekends, precisely when demand was
highest.

3. Shelf Visibility and Placement Heavily Influence Sales

 In categories like besan, SRM, and soya, poor shelf positioning (low or corner
placement) reduced customer engagement.
 Competing brands like Daawat leveraged scattered placements to drive impulse
purchases—especially evident with biryani kits.

4. Product Perception Parity is a Major Concern

 In soy products, customers couldn’t differentiate Fortune from Nutrela or loose soya
chunks, making brand-building extremely difficult.
 Similar parity concerns existed for SRM and besan, where Fortune was seen as “just
another packet” without a compelling reason to choose it.
5. Purchase Triggers Are Often Emotional or Functional
 Shoppers responded well to use-case guidance (e.g., perfect for pakoras, ideal for
biryani) and regional cues (e.g., Sharbati Atta from MP).
 Digital features like QR codes (seen on Aashirvaad) influenced young shoppers,
showing that even in staples, transparency and tech touchpoints matter.

6. Cross-Selling Potential Remains Untapped

 Many customers of Fortune Oil showed openness to trying other Fortune staples,
but there were no active bundle promotions or cross-category prompts in place to
convert that trust into trial.
Recommendations
S. Faced Problems Recommendations to Overcome
No.

1 Low recall of Fortune Run cross-category campaigns in-store (e.g., "If you trust
in categories beyond Fortune for oil, try our atta") and bundle packs (Oil + Atta,
oil (e.g., atta, SRM, Besan + SRM) to drive familiarity and trial.
soy)

2 Kohinoor Biryani Kit Adopt Daawat-style scattered placement strategy —

not generating place kits near masalas, ready-to-cook items, and
impulse purchases weekend meal prep zones. Use meal-based displays like
“Biryani Night.”

3 Shoppers equate Reposition Fortune Soy as a protein-forward brand, using

Nutrela with the soy comparisons like “More protein per gram,” soak
category; Fortune performance, and hygiene messaging. Promote via shelf
lacks identity talkers.

4 No differentiation Highlight lab testing, hygiene, and soaking texture

perceived between directly on the pack. Add “Why Fortune Soya?” on back
loose, Nutrela, and label with visual comparisons.
Fortune soy

5 Fortune Premium Add bold on-pack messaging: “Made from 100% MP

Sharbati Atta has low Sharbati Wheat.” Use in-store signage with regional cues
awareness (e.g., “Rotis so soft, like home in Madhya Pradesh.”)

6 Lack of multigrain atta Launch Fortune Multigrain Atta in premium SKUs; target
offering led to missed health-conscious and Aashirvaad-switching customers
conversion with comparative in-store prompts.

7 Fortune Maida was Ensure SKU listing and availability with all retail partners
not listed in-store at like Reliance Smart Bazaar. Use checklists for store-wise
all inventory auditing.

8 Rawa often out of Implement a weekend-focused replenishment system for

stock on weekends high-frequency SKUs like Rawa. Use sales data to predict
footfall surges and stock accordingly.

9 Poor shelf placement Secure eye-level shelf space or standees in staple aisles.
of SRM, Besan, and Use colour-blocking and POP materials (e.g., "Perfect for
Soya Halwa", "Add Protein to Your Meal").
10 Atta and SRM Redesign packs with more cooking visuals, grain origin
packaging lacks stories, and benefits (fiber, chakki fresh) to evoke
emotional cues aspiration and trust.

11 Fortune products not Implement cross-category marketing campaigns in stores

promoted together – “Fortune Kitchen” sections featuring Oil + Atta + SRM +
(cross-merchandising Besan. Include bundle discounts.
missing)

12 Lack of digital Add QR codes on packs (starting with premium SKUs like
engagement, unlike Sharbati Atta) linking to sourcing details, grain origin, and
Aashirvaad’s QR-based purity tests to build trust with tech-savvy buyers.
quality info
Conclusion
This live project with AWL Agribusiness Ltd. (erstwhile Adani Wilmar Ltd.) has offered immersive
exposure into the realities of retail FMCG execution. From assessing planogram compliance and
interacting with over 200 shoppers, to studying brand perceptions across Fortune and Kohinoor
product lines, the experience has been both enriching and revealing.

While AWL enjoys strong consumer trust in categories like edible oils, the project uncovered
untapped potential and perception gaps in its newer segments such as atta, soya, besan, and
SRM. The key challenges revolved around brand recall, shelf placement, impulse visibility,
and emotional brand connection — all of which can be addressed through sharper
packaging, smarter merchandising, and integrated cross-category promotions.
Ultimately, this project reinforced the critical importance of the last mile — where the
product, the brand, and the consumer finally meet. The findings and recommendations in
this report aim to support AWL in fine-tuning that intersection and driving deeper consumer
engagement across its diverse staple portfolio.
Acknowledgement
I would like to express my sincere gratitude to Mr. Nischal Khandelwal, my reporting manager, for his
consistent guidance and encouragement throughout the course of this project. I am equally thankful
to Mr. Tanmai Rai, my mentor, for his valuable insights and support during field execution.

A special thanks to the Reliance store promoters, Mr. Ankit and Ms. Anshu, for their on-
ground coordination and assistance. I also wish to thank Ms. Madhura Magdum, from the
HR team at AWL Agribusiness Ltd., for ensuring a smooth onboarding and operational
experience.
This project has been a valuable learning opportunity, and I am truly grateful to everyone
who contributed to making it so impactful.