SAYOOJ K S 4th Sem Dissertation-1

CHAPTER 1
INTRODUCTION
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Industry Profile
The Fast-Moving Consumer Goods (FMCG) industry is vital to global

economies, playing a central role in delivering everyday essentials to
consumers. Its products—food, beverages, toiletries, cleaning agents, and
other consumables—are characterized by low margins but high volumes,
making them integral to daily living. Globally, the FMCG market thrives on
strong demand, innovation, and accessibility, with a projected compound
annual growth rate (CAGR) of over 5% in the coming years. The sector’s
resilience is demonstrated by its ability to adapt to trends such as
sustainability, health-conscious products, and e-commerce expansion.
The FMCG industry's hallmark is its ability to cater to a vast consumer base
with diverse preferences, often achieving significant economies of scale.
Globally, the FMCG market has seen exponential growth due to rapid
urbanization, digital integration, and enhanced consumer spending.
In India, the FMCG industry stands as the fourth largest sector, contributing
significantly to GDP and employment. Valued at over $110 billion as of 2023,
the sector is poised for substantial growth, thanks to an expanding middle
class, increased rural penetration, and digital transformation. Companies are
leveraging technology to optimize supply chains, enhance consumer
experiences, and deploy targeted marketing strategies.
Swadgram India Pvt. Ltd., as part of this vibrant ecosystem, exemplifies the
integration of innovative customer engagement techniques in the FMCG
domain. Its strategic initiatives underline the critical importance of aligning
brand offerings with evolving consumer expectations.
Evolution and Dynamics of the FMCG Industry
Global Perspective
Globally, the FMCG sector has undergone profound transformations driven by

technological advancements, changing consumer habits, and sustainability
imperatives. Innovations in supply chain management, product customization,
and marketing channels have empowered businesses to address market
complexities effectively. Companies like Unilever, Nestlé, and Procter &
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Gamble are spearheading sustainable practices, focusing on eco-friendly
products and packaging.
Digitalization has become a game-changer, enabling e-commerce, mobile

shopping, and data-driven decision-making. In 2022, online FMCG sales grew
by 20% globally, with countries like China, the U.S., and India leading the
shift. Artificial Intelligence (AI) and Machine Learning (ML) are optimizing
inventory management, personalizing customer interactions, and predicting
consumer trends.
Indian FMCG Sector
The Indian FMCG industry mirrors global trends while exhibiting unique
dynamics. Urbanization and digitization have catalysed the growth of
organized retail and online marketplaces. Additionally, rural India, which
constitutes about 40% of the FMCG market, is witnessing unprecedented
penetration of branded goods, facilitated by improved infrastructure and
targeted marketing efforts.
The rise of D2C (Direct-to-Consumer) brands and the proliferation of online

grocery platforms are reshaping the competitive landscape. Additionally,
companies are investing in sustainable production and packaging solutions to
address environmental concerns.
Swadgram India Pvt. Ltd. operates at the intersection of these trends,

leveraging community engagement and personalized marketing to enhance its
market presence.
Customer Activation Initiatives: A Strategic Imperative
Customer activation initiatives are pivotal in the FMCG sector, focusing on

transforming passive consumers into active brand advocates. These initiatives
include experiential marketing, loyalty programs, product sampling, and
digital engagement campaigns.
Significance of Customer Activation
Customer activation plays a crucial role in strengthening brand-consumer

relationships and driving growth across various stages of the customer
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journey. One of the key benefits of customer activation is enhancing brand
recall. By running activation campaigns that are consistently visible and
emotionally resonant, brands can establish themselves in the minds of
consumers, ensuring they are top-of-mind when it comes to making
purchasing decisions. This emotional connection can translate into increased
brand loyalty and advocacy over time. Moreover, customer activation is
instrumental in driving product trials. Through strategies such as offering free
samples, product demonstrations, or limited-time introductory offers, brands
encourage potential customers to experience their products firsthand, which
can lead to a higher likelihood of conversion. This is especially important for
new products or brands that are trying to break into a competitive market. By
enabling consumers to test products without financial commitment, brands can
lower the perceived risk of trying something new and increase the chances of
repeat purchases. In addition to driving product trials, customer activation is
also pivotal in boosting sales. Personalized promotions, targeted discounts,
and digital campaigns create a sense of urgency that can spur immediate
purchases. Digital campaigns that are tailored to individual preferences and
behaviour have proven to be highly effective in encouraging consumers to
make a purchase at the moment they are most likely to do so. Whether through
email marketing, social media ads, or in-app promotions, personalized
experiences can significantly increase conversion rates and sales volume.
Furthermore, customer activation helps strengthen customer loyalty, a critical
element for long-term business success. Loyalty programs, exclusive deals,
and members-only offers not only reward repeat customers but also create a
sense of belonging and value. These programs incentivize consumers to
continue engaging with the brand, which can lead to higher retention rates and
lifetime customer value. Exclusive deals, early access to new products, and
personalized offers are all effective methods for building long-term consumer
relationships. By fostering a deep emotional and transactional connection with
customers, brands can increase customer retention, driving consistent growth
and profitability. Overall, customer activation is an essential strategy for any
brand looking to create meaningful interactions, improve brand loyalty, and
drive both short-term and long-term success. Through its various components,
it ensures that brands not only reach their target audiences but also engage
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them in ways that build trust, create value, and drive sustained business
growth.
Swadgram India’s Approach
Swadgram India Pvt. Ltd. has demonstrated a keen understanding of customer

activation's importance. By employing localized strategies such as community
events, interactive product demonstrations, and digital campaigns, the
company has established a strong connection with its target audience.
Technological Integration in FMCG
Technological advancements have profoundly transformed the FMCG

industry, driving efficiency, innovation, and personalized consumer
experiences. Digital tools and platforms are reshaping every facet of the
industry, from production to marketing and sales. Companies are leveraging
advanced analytics, Artificial Intelligence (AI), and Machine Learning (ML)
for supply chain optimization, enabling predictive stocking, inventory
management, and route optimization to minimize waste and improve cost
efficiency. Marketing automation tools are allowing FMCG companies to
deploy highly personalized campaigns. Data-driven insights from consumer
behaviour studies are being used to tailor product recommendations,
promotions, and loyalty programs, enhancing customer satisfaction and
engagement. E-commerce platforms and digital payment systems have also
revolutionized purchasing experiences, making products more accessible to
consumers across geographies.
Moreover, Internet of Things (IoT) technology is being used in smart

packaging, providing consumers with detailed product information and usage
tips, while blockchain ensures transparency and trust in supply chains.
Swadgram India, like many FMCG leaders, is embracing these innovations to
improve operational efficiency, strengthen customer relationships, and foster
sustainable practices. These advancements are not just enhancing business
performance but also redefining industry standards, ensuring the FMCG sector
remains agile and responsive to evolving market dynamics
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Role of Analytics in Customer Activation
Analytics plays a pivotal role in crafting targeted activation initiatives.

Companies like Swadgram India analyse consumer data to identify
preferences, predict behaviours, and personalize interactions. This approach
not only improves campaign effectiveness but also ensures optimal resource
allocation.
E-Commerce and Omnichannel Strategies
E-commerce platforms have emerged as crucial sales channels for FMCG

products, offering convenience and variety. Swadgram India has embraced
omnichannel strategies, integrating physical stores with digital platforms to
provide a seamless shopping experience.
Challenges in the FMCG Sector
1. Despite its growth potential, the FMCG industry faces several

challenges:
2. Intense Competition: High competition necessitates continuous
innovation and differentiation.
3. Regulatory Compliance: Adhering to stringent quality and safety
standards can be resource-intensive.
4. Sustainability Expectations: Companies must address environmental
concerns through sustainable practices.
5. Changing Consumer Preferences: Adapting to dynamic consumer
expectations requires agility and foresight.
Future Outlook
The future outlook for Swadgram India Pvt. Ltd. is rooted in a strategic vision
of innovation, sustainability, and consumer engagement, making it a
promising player in the FMCG sector. With a customer-centric approach at its
core, the company is well-positioned to leverage evolving market trends and
emerging technologies to expand its footprint in the competitive landscape.
Swadgram India aims to explore untapped markets, focusing on both urban
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and rural areas. This expansion is supported by its commitment to
technological integration, which enhances its digital presence and operational
efficiency. The company is investing in e-commerce platforms and analytics-
driven insights to tailor its offerings, ensuring relevance to diverse consumer
preferences. Additionally, research and development (R&D) remain a priority,
enabling the introduction of innovative, high-quality products that align with
current market demands and consumer health consciousness.
Sustainability is another cornerstone of Swadgram India’s future strategy. The

company emphasizes eco-friendly packaging, ethical sourcing, and waste
management practices to align with global sustainability goals. By integrating
these elements, Swadgram not only enhances its brand reputation but also
meets the increasing consumer demand for responsible corporate practices.
Moreover, the focus on customer activation initiatives will continue to play a
vital role in fostering brand loyalty and driving sales. These initiatives, such as
experiential marketing campaigns, community engagement programs, and
personalized promotions, ensure meaningful interactions with customers,
strengthening their emotional connection with the brand.
In summary, Swadgram India’s strategic emphasis on market expansion,

technological innovation, and sustainability reflects its readiness to adapt to
dynamic industry challenges. Its future outlook underscores a balanced
approach to growth, creating value for stakeholders while contributing to the
broader FMCG ecosystem. Through this approach, Swadgram is set to
reinforce its position as a forward-thinking leader in the fast-evolving FMCG
sector.
Theoretical Background of the study
Introduction to Customer Activation Initiatives
Customer activation is a critical component in marketing strategies, focusing

on creating meaningful customer engagement to drive brand loyalty and sales.
It involves a range of activities, from personalized promotions to experiential
marketing, aimed at moving customers from awareness to action. In the
context of Swadgram India Pvt. Ltd., understanding the impact of such
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initiatives is crucial for aligning their operations with market trends and
consumer behaviour.
Customer Activation Theory:
Rooted in AIDA (Attention, Interest, Desire, Action) model, customer

activation emphasizes creating moments that drive purchase decisions.
Initiatives such as product trials, promotions, and digital engagement foster
these actions. Activation is tied closely to Customer Journey Mapping, where
touchpoints are identified to trigger customer actions.
Behavioural Economics:
The theory of Nudge suggests that subtle interventions, such as limited-time

offers, can significantly influence consumer behaviour. Swadgram’s
campaigns likely employ such techniques to activate customer interest.
Engagement Models
Kahn's Theory of Engagement:
Kahn's Theory emphasizes the emotional and cognitive investment customers

make in engaging with brands. It highlights how meaningful interactions
foster a sense of belonging and attachment. Swadgram leverages this concept
through experiential marketing, creating touchpoints where customers feel
personally connected to the brand. Events, interactive campaigns, and
personalized communications allow Swadgram to turn transactions into
relationships, building long-term loyalty. By engaging customers emotionally,
the brand strengthens its presence in competitive markets, ensuring higher
retention rates and advocacy.
Social Influence Theory:
This theory suggests that consumer behaviour is heavily influenced by peer

recommendations, reviews, and social validation. Swadgram capitalizes on
this by organizing community-focused events and targeted campaigns that
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encourage sharing experiences. By fostering word-of-mouth endorsements and
encouraging customer reviews, Swadgram amplifies its brand message. These
strategies not only enhance trust but also help in reaching potential customers
more authentically than traditional advertising, driving deeper market
penetration.
Role of Customer Activation in FMCG
Building Brand Equity:
In a competitive FMCG landscape, customer activation campaigns are crucial

for creating brand differentiation. Swadgram’s focus on localized events and
digital campaigns elevates its visibility, fostering a strong brand image that
resonates with diverse customer segments.
Driving Trial and Adoption:
For emerging markets like India, where scepticism about new products is
common, trial-based strategies are effective. Swadgram’s activation
initiatives, such as product samplings and introductory offers, encourage
customers to experience the products firsthand, increasing the likelihood of
adoption.
Encouraging Repeat Purchases:
Swadgram ensures positive first impressions through quality assurance and

personalized post-purchase engagement. By building trust early on, the brand
cultivates loyalty, motivating customers to return for repeat purchases. This
strategy ensures sustainable revenue and customer retention.
Swadgram’s Approach to Customer Activation
Digital Transformation:
Swadgram embraces data analytics to tailor campaigns based on customer

preferences and purchasing behaviour. Personalized offers and targeted
advertisements enhance customer satisfaction and maximize ROI.
Unified Distribution Interface (UDI):
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UDI integrates Swadgram’s sales channels, ensuring a seamless customer
experience from purchase to delivery. This enhances operational efficiency
while offering convenience, critical for modern consumers.
Community Engagement:
Swadgram organizes localized events to engage directly with customers,

fostering personal connections and trust. These initiatives create a sense of
community, aligning with customers’ emotional and cultural values.
Consumer Behaviour Theories in Activation
Maslow’s Hierarchy of Needs:
Swadgram’s initiatives address higher-order needs like esteem and belonging

by fostering community engagement and creating a sense of identity among its
customers. Campaigns that encourage participation and recognition tap into
these psychological motivators.
Theory of Planned Behaviour (TPB):
According to TPB, attitudes, intentions, and perceived control influence

customer actions. Swadgram’s strategies aim to shape positive perceptions and
ease decision-making, ensuring customer participation in its activation
programs. For instance, limited-time offers and exclusive events enhance
perceived value and encourage immediate action.
Challenges in Activation Initiatives
While activation campaigns have their merits, challenges such as measuring

ROI, reaching diverse demographic groups, and managing operational
scalability are significant. These need to be addressed through robust planning
and implementation strategies.
Importance of the industry
The fast-moving consumer goods (FMCG) sector is a cornerstone of the

global economy, encompassing products that are essential to daily life.
Swadgram India Pvt. Ltd., as part of this sector, focuses on local tastes while
leveraging global best practices to create a unique footprint. Its industry
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mirrors the critical role of FMCG companies globally, nationally, and locally,
contributing to economic growth, employment, and social development.
Global Importance
Economic Growth and Trade
The global FMCG (Fast-Moving Consumer Goods) industry is a powerhouse,

valued at trillions of dollars, and driven by essential products like food,
beverages, and personal care items. This market’s growth is propelled by the
increasing demand for everyday necessities, especially in developing regions.
Companies like Swadgram exemplify this growth by adapting global trends to
local preferences, ensuring that their products cater to the unique needs of
consumers across diverse markets. By offering affordable, high-quality
products, Swadgram taps into a rapidly expanding consumer base, making
essential goods more accessible in these regions. Their ability to tailor
products to local tastes while keeping an eye on global trends has allowed
them to carve out a significant presence in both emerging and established
markets, capitalizing on the global FMCG boom.
Swadgram’s business model exemplifies the growing trend of "glocalization"

in the FMCG industry, where global strategies are seamlessly integrated with
local preferences. By blending best practices from global markets with an
understanding of local cultures, Swadgram ensures that its products resonate
with diverse consumer bases. This approach not only strengthens their
competitive position in different regions but also fosters the growth of global
trade networks. By aligning their strategies with both global consumer
demands and regional preferences, Swadgram enhances its international
presence while creating value for local markets. This fusion of global outlook
and local insight is increasingly becoming a key driver of success in the
FMCG sector.
In addition to adapting to market demands, Swadgram, like many global

FMCG companies, has embraced technological advancements to streamline its
operations. The use of technology in production and distribution has led to
greater efficiency, allowing companies to meet the increasing demand for
products with minimal costs and maximum speed. Swadgram adopts such
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technology-driven practices, ensuring a more efficient supply chain and better
product availability. Furthermore, sustainability is a core focus for Swadgram,
reflecting the growing global demand for environmentally friendly products.
As consumers worldwide become more conscious of the environmental impact
of their purchases, Swadgram aligns its sourcing practices and product
offerings with sustainable principles. Through this commitment, the company
not only meets the ethical expectations of modern consumers but also
contributes to the larger global conversation on climate change and
sustainability. By prioritizing sustainability, Swadgram demonstrates the
powerful influence of the FMCG industry in shaping consumer behaviour
toward more ethical and eco-conscious consumption patterns.
Employment Generation
The FMCG sector is one of the largest employers globally, offering

millions of jobs across the supply chain. Companies like Swadgram
contribute by providing opportunities that connect rural farmers to urban
consumers, fostering inclusive economic growth.
National Importance
Contribution to GDP and Manufacturing
 In India, the FMCG sector contributes significantly to GDP, accounting for

approximately 10% of the manufacturing output. Swadgram plays a vital
role here by promoting local manufacturing facilities, thereby bolstering
the national economy.
Rural Empowerment and Market Penetration
 FMCG companies have been pivotal in bridging the urban-rural divide.
Swadgram’s rural-focused initiatives ensure that even remote areas have
access to quality products. In doing so, the company empowers rural
economies through partnerships with local suppliers and distributors.
Promotion of Small-Scale Industries
 By sourcing ingredients and materials from local producers, Swadgram

promotes small-scale industries, creating a symbiotic relationship that
drives growth for both the company and its suppliers. This approach
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highlights how national FMCG players act as catalysts for the MSME
(Micro, Small, and Medium Enterprises) sector.
Meeting Diverse Consumer Needs
India’s diverse population demands an equally diverse product range.

Swadgram's emphasis on traditional Indian tastes alongside modern
packaging ensures that it meets the expectations of various demographic
groups.
Digital Transformation and E-Commerce Growth
The digital boom in India has revolutionized FMCG distribution.

Swadgram’s adoption of digital platforms ensures product availability
across the nation, boosting e-commerce penetration and enhancing
customer convenience.
Local Importance
Community Development
Swadgram’s presence at the local level impacts communities directly by

fostering employment and entrepreneurship. Through local manufacturing
units and distribution networks, the company ensures that economic
benefits stay within the region.
Preservation of Culture
By integrating traditional Flavors into its product offerings, Swadgram not

only caters to local palates but also preserves cultural heritage. This focus
helps maintain the unique identity of regional cuisines in a globalized
world.
Enhancing Consumer Access
The FMCG industry, through companies like Swadgram, ensures that even
the smallest towns have access to quality products. This accessibility
improves the quality of life for local communities.
Educational and Health Initiatives

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Swadgram’s corporate social responsibility (CSR) efforts often target local
issues, such as health awareness and education. These initiatives enhance
the social fabric of the areas where the company operates.
Role in Local Economies
Local retailers, small vendors, and farmers benefit directly from

Swadgram’s operations, creating a mutually beneficial ecosystem. The
company acts as a bridge between local producers and urban markets.
Challenges
Global Challenges
1. Sustainability:
- Challenge: As Swadgram scales its operations globally, maintaining

environmentally friendly practices while increasing production and
distribution can become increasingly difficult. Balancing sustainability with
demand requires efficient resource management, waste reduction, and
environmentally conscious packaging, all of which can be costly and complex.
2. Competition:
- Challenge: Competing with well-established global giants in the food and

agricultural space can be a daunting task. These giants often have superior
resources, distribution networks, and brand recognition, making it difficult for
smaller, emerging companies to gain a foothold.
National Challenges
1. Infrastructure:
- Challenge: Poor infrastructure in rural areas can significantly hinder

distribution, especially for a business that deals with perishable or
temperature-sensitive goods. Lack of proper roads, transportation facilities, or
cold storage options can lead to delays and increased costs.
2. Regulatory Compliance:
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- Challenge: Navigating complex national regulations regarding food safety,
labelling, packaging, and import/export laws can be a burden, particularly in
countries with stringent or changing policies. This can add to operational costs
and slow down time to market.
Local Challenges
1. Awareness:
- Challenge: In local markets, there may be a lack of awareness about the

benefits of Swadgram’s offerings, especially if the brand is new or operates in
rural areas where consumer education is limited. Without strong brand
recognition, penetrating the market can be slow.
2. Cost Efficiency:
- Challenge: Balancing affordability with profitability in small markets can

be particularly tough, especially in areas where disposable income is low, or
there are cheaper alternatives available. Swadgram must ensure that it remains
competitive without compromising on quality or sustainability.
Opportunities
1. Global Expansion
Opportunity: Leveraging India's traditional products for international markets

presents a significant growth potential for Swadgram. Many consumers worldwide
are increasingly seeking authentic, artisanal, and culturally rich food products.
India's diverse and traditional food offerings, such as organic grains, spices, and
unique regional specialties, are seen as premium and unique. By positioning these
products in global markets, Swadgram can cater to the growing demand for exotic,
healthy, and natural food items.
How to capitalize:
Swadgram can capitalize on exporting its best local products that showcase India's
rich cultural heritage, offering unique and authentic experiences to global
consumers. Targeting markets with a growing demand for organic, sustainable, or
traditional foods, such as Europe, North America, and Southeast Asia, presents a
profitable opportunity. To expand its global presence, Swadgram can establish
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partnerships with international retailers or develop an online marketplace, which
would allow them to reach a broader audience without the need for significant
investments in infrastructure. This strategy would enhance Swadgram's global
footprint while leveraging existing retail networks and e-commerce platforms.
2. Rural Development
Opportunity: Expanding into untapped rural areas can drive significant growth for
Swadgram while simultaneously contributing to the development of local
economies. Rural areas in India, which represent a large portion of the population,
are often underserved when it comes to quality products, good distribution
networks, and modern retail options. By catering to these areas, Swadgram can
create a loyal customer base, tap into new markets, and address the unmet needs
of rural consumers.
How to capitalize:
Swadgram can enhance its market presence by focusing on affordable, localized

product offerings tailored to the tastes and preferences of rural consumers. By
offering products in smaller, more affordable packaging, Swadgram can increase
accessibility and cater to budget-conscious buyers. Partnering with local farmers,
suppliers, and entrepreneurs can create value for rural communities while
maintaining a cost-effective supply chain. Additionally, investing in rural
infrastructure—such as improving local distribution networks or leveraging
delivery models specific to these areas—will enable Swadgram to establish a
strong, sustainable presence in rural markets, fostering long-term growth and
community development.
3. Technology Integration
Opportunity: Adopting technologies like Artificial Intelligence (AI) and the

Internet of Things (IoT) can streamline operations, optimize supply chains, and
enhance customer experiences. These technologies can help Swadgram improve
inventory management, reduce operational costs, predict consumer demand, and
deliver personalized experiences to customers.
How to capitalize:
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Swadgram can leverage AI to analyse consumer behaviour, predict trends, and
personalize marketing efforts, allowing the company to target the right customer
segments more effectively. By understanding individual preferences and
purchasing patterns, AI can help Swadgram design tailored campaigns that
resonate with specific audiences, ultimately increasing engagement and sales.
Additionally, IoT (Internet of Things) can optimize the supply chain, particularly
in managing perishable goods. Real-time tracking and enhanced quality control
can improve delivery accuracy and reduce waste, ensuring customers receive
high-quality products. Furthermore, integrating AI in customer service—such as
using chatbots for quick responses or offering personalized shopping
recommendations based on past purchases—can significantly enhance the
consumer experience and foster loyalty, ultimately driving long-term growth.
By seizing these opportunities, Swadgram can position itself for long-term growth
and sustainability, whether through international expansion, rural market
penetration, or technological innovation. Each of these avenues not only opens
new revenue streams but also aligns with emerging trends in global markets.
Conclusion
The industry profiling of Swadgram India Pvt. Ltd. highlights its significant role
within India’s FMCG sector, blending tradition with modern consumer demands.
Focused on authentic Indian products, Swadgram addresses diverse local
preferences while benefiting from the national shift toward packaged and
convenient foods driven by urbanization and increased disposable incomes.
Globally, its emphasis on quality and authenticity positions it competitively in the
rising demand for ethnic and organic foods.
Swadgram’s strategies, including digital adoption, sustainability, and innovative

customer engagement, align with market trends like health consciousness and eco-
friendly practices. By overcoming challenges like supply chain complexities and
pricing competition, the company ensures steady growth. Its ability to merge
tradition with innovation exemplifies the dynamic FMCG sector, making
Swadgram a key player poised for continued relevance and expansion in domestic
and global markets.
Need for the Study

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This study is necessary due to the increasing significance of customer activation
initiatives for engagement and loyalty in a competitive market. Companies like
Swadgram India Pvt. Ltd. must adapt to rapidly changing consumer behaviour to
maintain relevance. The research aims to fill the knowledge gap regarding the
effectiveness of these initiatives, examining their impact on customer retention,
brand perception, and sales performance. By evaluating these programs, the study
will provide actionable recommendations to enhance Swadgram’s competitive
advantage and support sustainable growth in the FMCG sector.
CHAPTER 2
REVIEW OF LITERATURE
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Statement of the Problem
The Indian Fast-Moving Consumer Goods (FMCG) sector is fiercely

competitive, with companies vying to capture consumer attention and foster
brand loyalty. Amid this dynamic landscape, Swadgram India Pvt. Ltd. has
implemented customer activation initiatives to enhance engagement and drive
growth. However, the effectiveness of these initiatives remains underexplored,
posing significant challenges for strategic planning and resource allocation.
While activation programs are designed to influence key performance metrics
such as customer retention, repeat purchases, and brand equity, there is limited
empirical evidence evaluating their real-world impact. This lack of data
hinders the ability to measure program success and refine strategies to meet
evolving consumer expectations. Furthermore, the absence of a systematic
analysis complicates the alignment of these initiatives with broader business
objectives, such as sustaining sales growth and competitive differentiation.
Given the rapid evolution of consumer behaviour, understanding the

relationship between activation efforts and customer responses is crucial. This
study addresses the knowledge gap by critically examining Swadgram’s
initiatives, focusing on their influence on customer loyalty, brand perception,
and revenue. By doing so, the research aims to provide actionable insights,
equipping Swadgram and similar FMCG companies with the tools to adapt
and thrive in an ever-changing market.
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Scope of the Study
This study focuses on evaluating the customer activation initiatives implemented

by Swadgram India Pvt. Ltd., emphasizing their role in driving consumer
engagement, fostering loyalty, and influencing repeat purchases within the
dynamic Indian FMCG sector. Given the competitive nature of the FMCG market,
the study aims to measure how Swadgram’s targeted campaigns impact key
performance indicators such as sales growth, customer retention, and brand
perception. The analysis will cover data collected before and after the execution of
customer activation programs, ensuring a comprehensive understanding of their
effectiveness. By examining metrics like customer feedback, engagement rates,
and purchase behaviours, the study aims to draw correlations between activation
initiatives and enhanced consumer interaction. Furthermore, it seeks to explore
how Swadgram’s efforts compare with industry benchmarks, shedding light on
best practices and identifying areas for potential improvement.
The scope also extends to assessing the broader implications of customer

activation strategies on Swadgram’s market positioning. Insights from this study
will be invaluable not only to Swadgram but also to other FMCG companies
looking to optimize their customer engagement models. By highlighting
actionable strategies, this research aims to contribute to sustainable growth and
innovation in the sector while showcasing the transformative potential of
customer-focused initiatives.
Objectives
 Assess the effectiveness of Swadgram's activation initiatives in driving

customer engagement.
 Investigate the impact of activation efforts on customer retention and
repeat purchases.
 Examine the influence of activation strategies on sales performance and
revenue.
 Explore the effect of activation initiatives on customer loyalty and brand
perception.
Hypotheses
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1. Effectiveness of Activation Initiatives on Customer Engagement
o Null Hypothesis (H₀): There is no significant relationship between
the attractiveness of sampling elements and the dependent variable
(customer engagement, purchase intent, etc.).
o Alternative Hypothesis (H₁): There is a significant relationship
between the attractiveness of sampling elements and the dependent
variable (customer engagement, purchase intent, etc.).
2. Effect on Customer Loyalty and Brand Perception
being a current user of Swadgram products and the dependent
variable (e.g., customer engagement, repeat purchase, or brand
loyalty).
between being a current user of Swadgram products and the
dependent variable (e.g., customer engagement, repeat purchase, or
brand loyalty).
3. The effect of income to the price perception of customer
the perception that the pricing seems affordable for all types of
consumers and the dependent variable.
between the perception that the pricing seems affordable for all
types of consumers and the dependent variable.
Sampling design:
Convenient Sampling Technique: Convenience sampling in this study targeted

individuals who were easily accessible and had direct experience with
Swadgram's products, such as participants in product trials, promotional events, or
those visiting Swadgram retail outlets. This method ensured relevance by focusing
on customers who directly interacted with activation initiatives, providing specific
and actionable insights. Additionally, convenience sampling proved cost-effective,
allowing the collection of diverse responses without significant logistical
challenges. By leveraging readily available participants in varied settings, this
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approach efficiently captured valuable data for assessing the impact of
Swadgram’s customer activation efforts.
Tools for data collection
Primary source of data
Survey method
Questionnaire method
Sources of Secondary data
Journals
Newspapers
Data analysis
Percentage Analysis This method breaks down survey responses and customer
feedback into percentages for clarity. For example, the proportion of customers
who found activation initiatives effective in enhancing brand loyalty or increasing
repeat purchases can be categorized by demographic or psychographic factors. By
quantifying the data, percentage analysis highlights trends and customer
preferences.
Regression: Regression analysis will assess the impact of digital marketing and
brand management on purchasing decisions, determining the extent to which these
factors predict consumer behaviour.
T-test: A T-test compares means of two groups to determine if differences are

statistically significant, often used in hypothesis testing.
ANOVA (Analysis of Variance)
ANOVA is employed to compare the means across multiple groups, such as different
customer segments or types of activation initiatives. For instance:
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 Purpose: Determine if there is a significant difference in the effectiveness of
digital campaigns versus community engagement events.
 Result: Helps identify which activation strategies resonate most with different
customer demographics, such as urban vs. rural consumers.
 Regression Analysis
 Regression analysis examines relationships between variables, such as:
 The impact of activation initiatives on sales performance.
 The correlation between customer engagement levels and repeat purchase
rates. This helps quantify the effect of Swadgram’s efforts and predict future
outcomes.
 Other Techniques
 Trend Analysis: Identifies changes in customer behaviour over time due to
activation efforts.
 Customer Satisfaction Index (CSI): Measures overall customer sentiment
toward activation campaigns.
Limitations of the study
 Possibility of bias as convenience sampling can limit the accessibility

towards diverse customers.
 Findings might not apply to other regions or customer segments.
 Assessing the direct impact of activation efforts on loyalty and sales is
complex due to external factors and concurrent marketing activities.
23
CHAPTER 3
COMPANY PROFILE
24
SWADGRAM INDIA PVT.LTD.
About
Swadgram is a transformative company in India's food and beverage (F&B)

sector, designed to help brands seamlessly enter, expand, and thrive in the
competitive Indian market. Through its Unified Distribution Interface, Swadgram
integrates consumption channels, logistics, and digital payment systems to create
an efficient, omnichannel distribution ecosystem. This approach bridges gaps in
traditional distribution, empowering brands to reach diverse customer bases with
ease.
The company's strategy emphasizes innovation, tailored brand development, and

market penetration, ensuring measurable growth and sustained success. Swadgram
supports its partners by overcoming barriers and leveraging advanced analytics to
optimize performance, redefining F&B distribution standards in India.
Swadgram India Pvt. Ltd. is a prominent food and beverage distribution company
specializing in introducing high-quality international brands to the Indian market.
Founded with the mission of bridging the gap between global markets and Indian
consumers, Swadgram focuses on importing renowned brands while also tailoring
25
products to the unique preferences of Indian customers. This dual approach positions the
company as a key player in India's FMCG sector, addressing both global trends and local
demands.
Key Offerings and Partnerships
Swadgram’s portfolio includes partnerships with globally recognized brands from

countries such as Indonesia, Thailand, and Vietnam. These include:
- Luwak White Koffie (Indonesia): A premium coffee premix brand.
- Dutch Mill (Thailand): A leading dairy and probiotic drink brand.
- Vifon (Vietnam): Known for authentic instant noodles.
- Super Corn (Indonesia): A brand specializing in healthy snacks.
- Golden Ginger (Indonesia): Renowned for ginger-based confections.
- Mutale (Thailand): Famous for fruit-based gummies.
Swadgram's strategy involves not only importing these products but also customizing
their offerings to meet the evolving tastes of Indian consumers, particularly millennials
and Gen Z. This ensures that global products resonate with local preferences while
maintaining their authenticity.
Market Expansion
The company is aggressively expanding its reach within India, focusing on regions like
the North while maintaining strong revenue contributions from the West and South.
Swadgram’s goal is to exceed 50 brand partnerships and achieve a significant presence in
the Middle East, targeting a monthly turnover of ₹10 crore.
Leadership and Vision
The leadership team at Swadgram, including CEO Ajal K. Babu, emphasizes innovation
and customer-centricity. Their vision is to create an ecosystem involving global
manufacturers, local distributors, and retail partners to enhance the availability of
premium international products in India. Their efforts are supported by robust strategic
planning, community engagement, and partnerships with consulates and trade bodies
from partnering nations.
Customization for Indian Consumers
26
Swadgram’s emphasis on customization reflects its commitment to the Indian market. By
leveraging insights from its global partners and extensive local market research, the
company tailors’ products to align with Indian taste preferences. This strategy extends to
offering innovative products, from healthy snacks for children to functional beverages
and ready-to-eat meals, ensuring they cater to diverse demographics and regions.
Technological Integration and Sustainability
Swadgram incorporates advanced analytics to optimize distribution and marketing

strategies. By focusing on sustainable practices, the company aligns its operations with
global standards, further strengthening its position as a forward-thinking industry leader.
Mission and Vision
Swadgram’s mission is to break barriers in traditional distribution models,

creating innovative pathways for brands to achieve measurable growth. It aims to
empower F&B businesses by simplifying market entry and streamlining
operations. The company envisions becoming the cornerstone of India’s F&B
distribution system, enhancing brand presence and consumer access
Operating Areas
Swadgram is headquartered in Bengaluru, Karnataka, with operations spanning

India. It specializes in synchronizing physical and digital sales channels, covering
retail, B2B, quick commerce, and e-commerce. This robust infrastructure ensures
unparalleled brand reach across urban and rural India
Financial Details
While specific financial figures for Swadgram are not publicly disclosed, the
company has built a significant valuation of 100 crores by collaborating with
major international F&B brands, leveraging India’s growing consumption
economy. Participation in major industry events, like Anuga Select 2024,
highlights its active investment in market expansion and brand launches
Product Line
Swadgram partners with globally recognized F&B brands, introducing over 50

SKUs across multiple categories. Products include beverages, snacks, and
specialty food items from brands like Dutch Mill, Lasegar, Supercorn, Kobe, and
27
Luwak White Koffie. Its product offerings are tailored to resonate with the Indian
palate while maintaining international standards
Market Position and Share
Swadgram operates in a highly competitive environment, where it differentiates

itself with its omnichannel distribution model and data-driven strategies. While
exact market share data isn’t available, its ability to successfully position
international brands in India underscores its growing influence in the sector
Competitors
Swadgram faces competition from traditional F&B distributors, logistics

companies, and emerging omnichannel platforms. Notable competitors include:
 BigBasket and JioMart in online grocery distribution.
 Hindustan Unilever’s supply chain division in retail-based distribution.
 Regional players specializing in FMCG and niche food categories.
Swadgram’s unique selling point lies in its comprehensive approach to integrating

digital technology and logistics
Key Innovations
 Unified Distribution Interface (UDI): Streamlines multi-channel

operations, offering brands a plug-and-play model for market entry.
 Data Analytics: Utilizes consumer and market data to optimize brand

placement, pricing, and promotion.
 Custom Strategies: Adapts distribution and marketing plans to suit the

specific needs of each brand
Challenges
 Despite growth, the sector faces several challenges:

 Fragmented Market: India’s vast geography and varying consumer
preferences make it difficult to standardize operations. Regulatory
28
Hurdles: Compliance with food safety and GST regulations requires
constant updates.
 Logistics and Infrastructure: While urban markets are accessible, rural
areas often pose challenges in terms of transportation and storage.
 Swadgram’s Role in the Industry
 Swadgram has emerged as a transformative player in India’s F&B
distribution sector. Through its Unified Distribution Interface (UDI), it
integrates logistics, digital payments, and multi-channel sales to create a
seamless distribution network. The company focuses on enabling global
brands to enter and thrive in the Indian market, addressing challenges such
as market fragmentation and consumer engagement.
Recent Developments
Swadgram recently participated in Anuga Select 2024, one of India’s leading F&B
trade fairs. This event showcased its partnership with brands from Indonesia,
Thailand, and Vietnam, reinforcing its role in bringing international products to
Indian consumers
Valuation and Future Prospects
Swadgram’s valuation is supported by its strategic partnerships and its ability to

adapt to India’s dynamic consumer landscape. With the Indian F&B market
poised for significant growth, Swadgram is well-positioned to scale its operations,
expand its partner network, and strengthen its market presence
Swadgram is revolutionizing the F&B distribution landscape in India through its

innovative solutions and strategic global partnerships. By addressing critical
logistical and operational challenges, the company is positioned to drive
significant transformation within the consumer goods sector. As consumer
preferences shift, the need for tech-driven, innovative distribution models
continues to rise. With its comprehensive, adaptable, and efficient approach,
Swadgram is well-equipped to lead the industry into a new era of growth and
innovation.
Conclusion
29
In conclusion, Swadgram India Pvt. Ltd. exemplifies the successful integration of global
expertise and local insights, making it a trailblazer in India’s FMCG sector. With its
robust distribution network, innovative approach, and commitment to quality, the
company is well-positioned to lead the transformation of India’s food and beverage
landscape.
Sources of data
The data for this study was sourced through a comprehensive approach combining
direct inputs from the customer activation initiatives and insights gathered from
the company's senior leadership. Customer activation data was collected during
events and promotional activities, capturing real-time consumer behaviour,
preferences, and feedback. Additionally, strategic and operational perspectives
were derived from detailed discussions with Swadgram's CEO, COO, and
National Sales Head, leveraging their expertise and vision to contextualize the
study within the company's broader objectives and market strategies. This dual-
source approach ensures a balanced understanding of both frontline customer
interactions and strategic decision-making processes.
Primary Data
1. Customer Activation Data:
- Collected directly during events and promotional activities.
- Captures real-time consumer behaviour, preferences, and feedback.
- Provides first-hand insights into the effectiveness of Swadgram’s customer

activation initiatives.
- Reflects on consumer responses, helping to evaluate on-ground activation

efforts.
Secondary Data
1. Leadership Insights:
- Gathered through detailed discussions with Swadgram's CEO, COO, and

National Sales Head.
30
- Provides strategic and operational perspectives to contextualize the customer
data.
- Offers insights into broader company objectives and market strategies.
- Helps align frontline activation outcomes with high-level corporate goals.
Tools for data collection
The main tools used for the data collection process is well constructed
questionnaires.
The questionnaire method is a widely used research technique for collecting data
from a large number of respondents in a systematic and structured manner. It
involves presenting a series of questions to participants, who then provide their
responses based on predefined options or open-ended formats. Questionnaires are
versatile tools that can be administered in various settings, including surveys,
interviews, and observational studies, making them suitable for a wide range of
research objectives.
Importance of questionnaire
1. Cost-Effective: Questionnaires require minimal financial investment

compared to other data collection methods like focus groups or interviews.
When distributed online, they eliminate costs such as printing, mailing, or
travel. This affordability makes them particularly suitable for large-scale
studies or research projects with budget constraints.
2. Time-Efficient: Unlike interviews or observational studies that require

substantial time for each participant, questionnaires allow researchers to
gather data from numerous respondents simultaneously. Online platforms
or email distribution further expedite the process by enabling instant
dissemination and response collection.
3. Standardization: The use of a fixed set of questions ensures uniformity in

the responses gathered. This standardization reduces variations caused by
31
interviewer bias or inconsistencies in question phrasing, making the data
easier to analyse and interpret.
4. Wide Reach: Questionnaires can be distributed globally through digital

platforms, enabling researchers to access a broad demographic range
without the need for physical presence. This capability is particularly
valuable for studies requiring diverse or geographically dispersed samples.
5. Anonymity: Offering anonymity in responses encourages participants to

provide honest and unfiltered feedback, especially on sensitive issues. This
reduces social desirability bias and enhances the authenticity of the data
collected.
6. Quantitative and Qualitative Insights: By combining closed-ended

questions for numerical analysis and open-ended ones for narrative
feedback, questionnaires provide a balanced approach to understanding
trends and capturing in-depth participant perspectives.
7. Documentation: Written responses provide a reliable record that can be

stored, revisited, or verified for future reference. This is especially useful
for longitudinal studies or when auditing research findings.
8. Adaptability: Questionnaires can be customized with various question

types (e.g., multiple-choice, ranking, or Likert scale) and tailored to
specific research objectives. This flexibility allows researchers to address
different aspects of their study efficiently.
32
CHAPTER 4
DATA ANALYSIS AND INTERPRETATION
33
TABLE 4.1 Age category of respondents
Particular Respondents
Percentage (%)
s
15-25 44 44
25-35 32 32
35-45 8 8
45-55 16 16
Total 100 100
CHART 4.1 Age category of respondents
34
Data Analysis:
The majority of respondents (44%) belong to the 15-25 age group, indicating a
younger audience's interest or interaction with the product/activity. The 25-35 age
group also forms a significant share at 32%, while middle-aged categories, 35-45
(8%) and 45-55 (16%), make up a smaller portion of the respondents.
Interpretation:
The data highlights that Swadgram's outreach resonates predominantly with the
youth (15-35), representing 76% of respondents. This suggests targeted strategies
like social media campaigns or student-cantered promotions could be effective.
However, efforts to engage older demographics, such as 35-55, may also expand
market penetration.
TABLE 4.2.Gender of respondents
Particulars Respondents Percentage (%)

Male 48 48%
Female 52 52%
Total 100 100
CHART 4.2.Gender of respondents
35
Data Analysis:
The gender distribution among respondents shows a slight predominance of

females (52%) over males (48%). This reflects a fairly balanced representation of
genders, with a marginal tilt towards female participation or interest in the survey
or activity.
Interpretation:
The near-equal gender split suggests Swadgram appeals to both male and female
audiences. However, the slightly higher female participation indicates an
opportunity to leverage marketing strategies catering to female preferences while
maintaining inclusive appeal for males.
TABLE 4.3 members in respondents’ family

1-2 members 4 4%
3-4 members 56 56%
5-6 members 28 28%
More than 6 members 12 12%
Total 100 100
CHART 4.3 members in respondents’ family
36
Data Analysis:
The family size distribution shows that the majority of respondents (56%) belong
to families with 3-4 members. Families with 5-6 members account for 28% of
respondents, while 12% have more than six members. A small segment (4%)
represents families with 1-2 members, indicating a relatively lower number of
smaller households.
Interpretation:
The predominance of mid-sized families (3-4 members) suggests that Swadgram

products could primarily target this demographic for better outreach. The
substantial presence of larger families (5+ members) also highlights an
opportunity to market value packs or bulk purchase offers to meet the needs of
these households effectively.
TABLE4.4 Showing annual household income

Less than ₹2,00,000 24 24%
₹2,00,000 - ₹5,00,000 12 12%
₹5,00,000 - ₹10,00,000 48 48%
₹10,00,000 -
12 12%
₹20,00,000
More than ₹20,00,000 4 4%
Total 100 100
CHART4.4 Showing annual household income
37
Data Analysis:
The analysis of annual household income reveals that the largest segment (48%)
falls within the ₹5,00,000 - ₹10,00,000 range, indicating a middle-income group.
About 24% of respondents earn less than ₹2,00,000, while 12% each fall within
₹2,00,000 - ₹5,00,000 and ₹10,00,000 - ₹20,00,000 ranges. A small portion (4%)
earns more than ₹20,00,000 annually.
Interpretation:
The data suggests that Swadgram’s primary target audience lies in the middle-
income group earning ₹5,00,000 - ₹10,00,000 annually. Products should be
priced to appeal to this segment, while affordable options can cater to the lower-
income groups. Premium offerings could target the smaller higher-income bracket
for better market penetration.
TABLE 4.5 I was able to locate Swadgram activity in the store easily
Strongly Agree 28 28%
Agree 32 32%
Neutral 28 28%
Disagree 8 8%
Strongly Disagree 4 4%
Total 100 100
CHART 4.5 I was able to locate Swadgrm activity in the store easily
38
Data Analysis:
The responses show that 60% of the respondents (28% strongly agree and 32%
agree) were able to easily locate Swadgram activity in the store, indicating good
visibility. However, 28% remained neutral, suggesting room for improvement in
awareness efforts. A small but notable proportion of respondents disagreed (8%)
or strongly disagreed (4%), highlighting potential gaps in activity placement or
signage clarity.
Interpretation:
The data indicates that Swadgram’s store visibility efforts are largely effective but
not flawless. Neutral responses suggest that while the placement may be
sufficient, additional measures such as prominent signage, strategic shelf
placement, or active promotions could improve awareness further. Addressing the
concerns of the 12% who found it hard to locate will help enhance overall
customer experience and engagement.
TABLE 4.6 The sampling elements were very attractive

Particulars Respondent
Percentage (%)
s
Agree 39 39%
Neutral 24 24%
Disagree 11 11%
Total 100 100
39
CHART 4.6 The sampling elements were very attractive
Data Analysis:
The table shows that 65% of respondents (26% strongly agree and 39% agree)
found the sampling elements very attractive, indicating a positive impression.
Meanwhile, 24% responded neutrally, suggesting they were neither impressed nor
unimpressed. However, 11% disagreed, indicating a small segment of
dissatisfaction with the sampling elements.
Interpretation:
The majority of respondents appreciated the attractiveness of Swadgram’s
sampling elements, reflecting their appeal and potential to draw consumer interest.
However, the neutral and disagreeing responses suggest opportunities for
improvement. Enhancements in packaging, display design, or innovative
presentation strategies could address the dissatisfaction and better capture neutral
respondents, boosting overall appeal and engagement.
TABLE 4.7 Sampling activity was carried out in a hygienic way

Agree 36 36%
Neutral 20 20%
Disagree 0 0%
Total 100 100
40
CHART 4.7 Sampling activity was carried out in a hygienic way
Data Analysis:
The table reveals that 80% of respondents (44% strongly agree and 36% agree)
believe the sampling activity was conducted hygienically. The remaining 20%
responded neutrally, indicating neither a positive nor a negative perception.
Notably, no respondents expressed disagreement or strong disagreement with the
hygiene of the activity.
Interpretation:
The overwhelmingly positive feedback indicates that the hygiene standards of
Swadgram's sampling activity were well-maintained and appreciated by the
respondents. The absence of negative responses reinforces the company's
commitment to hygiene. However, the 20% neutral responses suggest room for
further clarity or visibility of hygienic practices during the activity, which could
help in gaining unanimous approval.
TABLE 4.8 I would definitely try swadgram samples in future

Agree 56 56%
Neutral 20 20%
Disagree 0 0%
Total 100 100
CHART 4.8 I would definitely try swadgram samples in future
41
Data Analysis:
The majority of respondents (80%) expressed a willingness to try Swadgram

samples in the future, with 56% agreeing and 24% strongly agreeing. Only 20%
remained neutral, indicating that they neither fully agree nor disagree with trying
the products. No respondents disagreed or strongly disagreed, suggesting a
favorable outlook towards future engagement with Swadgram.
Interpretation:
The data suggests a positive response towards the future consumption of

Swadgram samples, with a strong interest among 80% of participants. The
absence of negative responses (disagreement) is a clear indication of customer
potential. However, the 20% neutral responses highlight an opportunity for
Swadgram to further engage and convert these individuals into committed future
customers by addressing any lingering concerns or uncertainties.
TABLE 4.9 I have heard of swadgram products

Agree 40 40%
Neutral 16 16%
Disagree 12 12%
Total 100 100
CHART 4.9 I have heard of swadgram products
42
Data Analysis:
A significant portion of the respondents (68%) are familiar with Swadgram

products, as 28% strongly agree and 40% agree with having heard of them.
However, 16% are neutral, 12% disagree, and 4% strongly disagree, indicating a
minority of participants who may be unfamiliar with the brand or its offerings.
Interpretation:
The findings suggest that Swadgram enjoys a relatively high level of brand
awareness, with 68% of respondents indicating familiarity with its products. The
16% neutral responses could represent individuals who have heard of Swadgram
but lack strong recognition or clarity about the brand. On the other hand, 16% of
respondents who disagree or strongly disagree may point to an area where
Swadgram could improve its visibility and marketing efforts to increase brand
awareness further.
TABLE 4.10 Swadgram has a wide range of product categories

Agree 48 48%
Neutral 32 32%
Disagree 4 4%
Total 100 100
CHART 4.10 Swadgram has a wide range of product categories
43
Data Analysis:
The majority of respondents (64%) believe that Swadgram offers a wide range of
product categories, with 16% strongly agreeing and 48% agreeing. However, 32%
of respondents are neutral on the matter, indicating uncertainty or lack of
knowledge about the breadth of Swadgram's product offerings. Only 4% disagree,
and no one strongly disagrees.
Interpretation:
Swadgram appears to have a generally positive perception regarding the variety of

its products, as 64% of respondents recognize the brand for its diverse range. The
32% neutral responses could suggest that while respondents acknowledge the
brand, they are unsure of the extent of its product range, possibly due to limited
exposure or knowledge. The low percentage of disagreement (4%) indicates that
the brand’s product diversity is largely accepted.
TABLE 4.11 I am already a user of swadgram products

Yes 60 60%
No 40 40%
Total 100 100
CHART 4.11 I am already a user of swadgram products
44
Data Analysis:
A significant majority (60%) of respondents are already users of Swadgram

products, while 40% have not used them. This suggests that Swadgram has
successfully attracted a substantial customer base.
Interpretation:
The fact that 60% of respondents are already using Swadgram products reflects a
strong brand presence and consumer trust. However, the 40% who are not users
indicates a potential market segment that could be targeted for brand expansion.
This group may require further marketing efforts or product awareness to convert
them into customers.
TABLE 4.12 I liked the taste of products provided during sampling

Disagree 0 0%
Neutral 24 24%
Agree 44 44%
45
Total 100 100
CHART 4.12 I liked the taste of products provided during sampling
Data Analysis:
The majority of respondents (68%) reported a positive reaction to the taste of

Swadgram products during sampling, with 44% agreeing and 24% strongly
agreeing. 24% remained neutral, while 8% strongly disagreed with liking the taste,
indicating a small group of dissatisfied participants.
Interpretation:
The results demonstrate that Swadgram's product taste appeals to a large portion
of its customers. However, the 8% who strongly disagreed may represent an area
for improvement. Positive feedback from 68% of respondents suggests the
products have a strong potential for wider consumer acceptance.
TABLE 4.13 The rating of the products based on respondents’ preference,

Average
Product Mode Distribution of Ratings (%)
Rating
Luwak White 1 (12%), 2 (2%), 3 (28%), 4 (34%), 5
3.9 4
Koffie (24%)
Bonecabe 3.4 3 1 (16%), 2 (8%), 3 (40%), 4 (28%), 5
46
Noodle Snack (8%)
1 (12%), 2 (0%), 3 (30%), 4 (32%), 5
Supercorn 3.8 4
(26%)
CHART 4.13 The rating of the products based on respondents’ preference,
Data Analysis:
Luwak White Koffie received an average rating of 3.9, with a mode of 4,

indicating that it was generally well-received, with 34% of respondents rating it 4.
Bonecabe Noodle Snack had a lower average rating of 3.4 and a mode of 3,
showing moderate acceptance, with 40% rating it 3. Supercorn achieved a 3.8
average rating, with a mode of 4, reflecting positive preferences, as 32% rated it 4.
Interpretation:
The results suggest that Luwak White Koffie is the most popular among
respondents, with a strong preference for the product, as reflected in its higher
average rating and mode. Supercorn also fares well, showing general satisfaction,
while Bonecabe Noodle Snack received more varied opinions, with some
respondents expressing less preference. This variance indicates that while some
products are highly favoured, others might require adjustments to cater better to
consumer tastes.
TABLE 4.14 I will refer Swadgram products to my family and friends

Disagree 0 0%
Neutral 32 32%
47
Agree 40 40%
Total 100 100
CHART 4.14 I will refer Swadgram products to my family and friends
Data Analysis:
The majority of respondents (64%) either agreed or strongly agreed that they
would refer Swadgram products to family and friends, indicating a positive
response to the brand. 32% were neutral, showing a mixed sentiment. Only 4% of
respondents strongly disagreed, and no respondents disagreed, which suggests that
overall, Swadgram products have a favorable reputation among participants.
Interpretation:
Swadgram enjoys good word-of-mouth potential, as most respondents are likely to

recommend the products to others. The neutral responses may indicate some
hesitation or lack of strong experience, but the high percentage of positive
referrals suggests a strong foundation for future customer advocacy.
TABLE 4.15 The product is accessible both online and offline, providing
flexibility in purchase options
Particulars Respondent
Percentage (%)
s
48
Disagree 12 12%
Neutral 32 32%
Agree 48 48%
Strongly Agree 8 8%
Total 100 100
CHART 4.15 The product is accessible both online and offline, providing
flexibility in purchase options
Data Analysis:
A majority of respondents (56%) agree or strongly agree that Swadgram products

are accessible both online and offline, making them flexible for purchase.
However, 12% disagree, and 32% remain neutral, indicating that some
respondents either haven't experienced both purchase options or feel the
accessibility could be improved. No respondents strongly disagreed, which
suggests overall satisfaction with the accessibility of the product.
Interpretation:
The data shows that most customers appreciate the availability of Swadgram
products in both online and offline channels. While there is a strong positive
sentiment towards flexibility, there remains room to improve awareness or
availability for the 12% who disagreed and the neutral responses.
TABLE 4.16 The product is available on various retail outlets and locations.

Strongly Agree 8 8%
Agree 40 40%
49
Neutral 40 40%
Disagree 12 12%
Total 100 100
CHART 4.16 The product is available on various retail outlets and locations.
Data Analysis:
The data shows that 48% of respondents agree or strongly agree that Swadgram
products are readily available across various retail outlets and locations. However,
40% remain neutral, and 12% disagree, indicating some uncertainty or
dissatisfaction regarding the availability of products in retail outlets. There were
no respondents who strongly disagreed, suggesting that Swadgram products are
generally accessible, though there is room for improvement.
Interpretation:
Swadgram's product availability in retail outlets is generally positive, with half of

the respondent’s indicating satisfaction. However, the substantial percentage of
neutral responses suggests that some customers may not have noticed or
experienced consistent availability. The 12% who disagreed might indicate areas
where distribution can be expanded or improved.
TABLE 4.17 The product's price aligns well with current market trends

Disagree 4 4%
50
Neutral 36 36%
Agree 52 52%
Strongly Agree 8 8%
Total 100 100
CHART 4.17 The product's price aligns well with current market trends
Data Analysis:
The data indicates that 60% of respondents either agree (52%) or strongly agree
(8%) that the product's price aligns well with current market trends. On the other
hand, 36% of respondents remain neutral, and only 4% disagree. No respondents
strongly disagreed, suggesting general acceptance of the product’s pricing, though
there are some who feel indifferent or uncertain about its alignment with market
trends.
Interpretation:
Swadgram’s pricing appears to be aligned with market expectations for most

respondents, as the majority agree with this statement. However, the high
percentage of neutral responses (36%) indicates that a significant portion of
consumers are uncertain or indifferent about the price, possibly due to a lack of
comparison or understanding of market trends. The 4% who disagreed may
perceive the product as either too expensive or not competitive with similar
offerings.
TABLE 4.18 The product's price reflects good value for the quality provided
51
Disagree 8 8%
Neutral 24 24%
Agree 56 56%
Strongly Agree 8 8%
Total 100 100
CHART 4.18 The product's price reflects good value for the quality provided
Data Analysis:
The majority of respondents (56%) agree that the product's price reflects good
value for the quality provided, while 8% strongly agree. A total of 24% of
respondents remained neutral, and 12% disagreed to some extent (4% strongly
disagree, 8% disagree). This suggests that the product is generally seen as offering
good value for the price, although a segment of consumers is unsure or dissatisfied
with the perceived value.
Interpretation:
The data shows that most respondents find the price of Swadgram products to be
justified by the quality offered, as the combined total of "Agree" and "Strongly
Agree" responses is 64%. However, the 24% neutral responses and 12%
disagreement indicate that there is room for improvement, particularly in
convincing more consumers that the price represents exceptional value. The 12%
who disagree might feel the product is overpriced for the quality.
TABLE 4.19 The pricing seems affordable for all types of consumers
52
Disagree 20 20%
Neutral 44 44%
Agree 24 24%
Strongly Agree 4 4%
Total 100 100
CHART 4.19 The pricing seems affordable for all types of consumers
Data Analysis:
In terms of affordability, 44% of respondents remained neutral, indicating that

they are unsure whether the pricing is universally affordable. A significant
portion, 28% (20% disagree and 8% strongly disagree), feels the pricing is not
affordable for all consumers. On the other hand, only 28% agree to some extent
(24% agree and 4% strongly agree), suggesting that affordability could be a
concern for a large portion of the audience.
Interpretation:
The data indicates mixed perceptions regarding the affordability of Swadgram

products. While a majority (44%) are neutral, the combined 28% of respondents
who disagree or strongly disagree implies that a substantial portion feels the
pricing may not be affordable for all consumer segments. The 28% of those who
agree suggests that Swadgram's pricing is considered affordable by some, but
overall, the product may need to be more inclusive in pricing strategies to cater to
a wider audience.
TABLE 4.20 The packaging is easy to open and convenient to use
53
Disagree 8 %
Neutral 24 24%
Agree 56 56%
Strongly Agree 8 8%
Total 100 100
CHART 4.20 The packaging is easy to open and convenient to use
Data Analysis:
A majority of respondents (56%) agree that the packaging is easy to open and
convenient to use, with 8% strongly agreeing. However, 24% of respondents were
neutral, meaning they did not have a clear opinion on the matter. On the other
hand, 12% of respondents (4% strongly disagree and 8% disagree) find the
packaging inconvenient or difficult to use.
Interpretation:
The data suggests that the majority of respondents find the packaging of
Swadgram products user-friendly and convenient. While most consumers have a
positive view of the packaging, there is still a segment (12%) who feels it could be
improved. The 24% neutral responses imply that some consumers are indifferent,
which might indicate a lack of strong preference or attention to packaging design.
TABLE 4.21 The packaging effectively communicates the product's key

features and benefits
54
Disagree 8 8%
Neutral 24 24%
Agree 48 48%
Total 100 100
CHART4.21 The packaging effectively communicates the product's key
features and benefits
Data Analysis:
The majority of respondents (48%) agree that the packaging effectively

communicates the product's key features and benefits, while 12% strongly agree.
However, 24% of respondents remained neutral, indicating no strong opinion on
the effectiveness of the packaging in conveying the product's details. 16% (8%
strongly disagree and 8% disagree) believe the packaging does not adequately
communicate the product's key features.
Interpretation:
The data indicates that while most respondents feel the packaging effectively
highlights the key features and benefits of Swadgram products, there is a notable
portion (16%) who find it lacking. The 24% neutral response suggests room for
improvement or a need for clearer communication through the packaging.
Enhancing this aspect could help strengthen the product's appeal and
understanding among consumers.
TABLE 4.22 The packaging is visually appealing and stands out on the shelf
55
Disagree 8 8%
Neutral 32 32%
Agree 36 36%
Total 100 100
CHART 4.22 The packaging is visually appealing and stands out on the shelf
Dat
a Analysis:
The data shows that 36% of respondents agree that the packaging is visually
appealing and stands out on the shelf, while 20% strongly agree. However, 32% of
respondents are neutral, indicating no strong opinion on the visual appeal of the
packaging. 12% (8% disagree and 4% strongly disagree) feel that the packaging
does not stand out.
Interpretation:
The results suggest that while a majority of respondents (56%) find the packaging
visually appealing, there is still a significant portion (32%) who remain neutral,
indicating some uncertainty or mixed feelings. The 12% disagreement highlights
an opportunity to improve the design to make it more eye-catching and distinctive,
enhancing its appeal on the shelf and potentially attracting more attention from
consumers.
REGRESSION
56
The regression formula:
Y=β0+β1XY = \beta_0 + \beta_1XY=β0+β1X
Substituting the values from the coefficients table:
Y=1.255+0.518XY = 1.255 + 0.518XY=1.255+0.518X
Where:
 YYY = Dependent variable (outcome being predicted)
 XXX = Predictor variable ("How motivated you feel at work?")
 1.2551.2551.255 = Intercept (value of YYY when X=0X = 0X=0)
 0.5180.5180.518 = Slope (rate of change in YYY for a one-unit increase in

XXX)
This indicates that for every one-unit increase in motivation at work, the
dependent variable increases by 0.518.
Regression Test:
57
SUMM
ARY
OUTPU
T
Regression
Statistics
Multipl 0.67285
eR 3303
R 0.45273
Square 1568
Adjuste 0.42893
d R 7288
Square
Standar 0.51067
d Error 1426
Observ 25
ations
ANOV
A
df SS MS F Signifi
cance
Regres
sion
Test:F
Regress 1 4.961 4.961 19.02 0.0002
ion 938 938 691 28
Residua 23 5.998 0.260
l 062 785
Total 24 10.96
Coeffic Stan t Stat P- Lower Uppe Lowe Upper
ients dard value 95% r r 95.0%
Erro 95% 95.0
r %
58
Interce 0.92054 0.259 3.550 0.001 0.3842 1.456 0.384 1.45687
pt 2636 264 597 704 14 871 214 1466
7.The 0.49031 0.112 4.361 0.000 0.2577 0.722 0.257 0.72283
samplin 0078 405 984 228 82 838 782 8115
g
element
s were
very
attracti
ve
Interpretation:
The regression analysis shows a significant positive relationship between the

perceived attractiveness of Swadgram's sampling elements and the dependent
variable. The model explains about 45% of the variation in the outcome, with a
strong and statistically significant impact of attractiveness (p-value = 0.000228).
The coefficient of 0.4903 indicates that as the sampling elements become more
attractive, the likelihood of a positive response increases. This suggests that
enhancing the visual appeal of sampling elements can effectively drive customer
engagement or improve the targeted behaviour.
T test:
t-Test: Two-
Sample Assuming
59
Equal Variances
19.The product's price 13. I liked the taste of

reflects good value for the products provided during
quality provided sampling
Mean 2.44 2.24
Variance 0.84 1.19
Observations 25 25
Pooled Variance 1.015
Hypothesized 0
Mean Difference
df 48
t Stat 0.701862406
P(T<=t) one-tail 0.243077209
t Critical one-tail 1.677224196
P(T<=t) two-tail 0.486154419
t Critical two-tail 2.010634758
Interpretation:
The analysis compares the mean scores of "The product's price reflects good
value" (2.44) and "I liked the taste of products provided during sampling" (2.24).
A t-test yielded a t-statistic of 0.7019 and a p-value of 0.486. With a critical t-
value of 2.0106 at 95% confidence, the t-statistic does not exceed the threshold,
and the p-value is above 0.05. Thus, no significant difference between the means
is found.
Since the p-value (0.486) is greater than the 0.05 significance level, we fail to
reject the null hypothesis. This indicates that there is no statistically significant
difference between the perceptions of the product's value for money and the liking
of the product's taste. The two factors appear to be perceived similarly by the
respondents, suggesting that neither the product’s pricing nor its taste stands out
as a more influential factor in shaping consumer opinions.
Anova:
60
Anova: Single Factor
SUMMARY
Groups Cou Su Averag Varian
nt m e ce
12.I am already a user 25 35 1.4 0.25
of swadgram products
15.I will refer 25 55 2.2 0.91666
Swadgram products to 7
my family and friends
ANOVA
Source of Variation SS df MS F P-value F crit
Between Groups 8 1 8 13.7142 0.00054 4.04265
9 9 2
Within Groups 28 48 0.58333
3
Total 36 49
Interpretation:
Since the p-value (0.0005492) is less than 0.05 and the F-statistic (13.71) is
greater than the F-critical value (4.0427), we reject the null hypothesis. This
indicates that there is a statistically significant difference between the two groups.
Thus, the responses about being a user of Swadgram products and referring
Swadgram products to family and friends vary significantly, suggesting that
customer behaviour in terms of product usage and referral intentions is influenced
by different factors or perceptions.
61
CHAPTER 5
SUMMARY OF FINDINGS,
CONCLUSIONS AND SUGGESTIONS
Findings
62
The data collected provides significant insights into the consumer base of
Swadgram, highlighting areas for improvement and growth, and identifying the
key characteristics of Swadgram's target audience. The findings reflect a well-
distributed demographic, along with valuable insights into product preferences,
perceptions, and behaviours. Below are the detailed findings based on the survey
data.
1. Target Audience Demographics:
Age Group: The survey data reveals that Swadgram's outreach

resonates predominantly with the younger age group (15-35), who
make up 76% of respondents. This suggests that Swadgram is
particularly popular among youth, making social media campaigns,
influencer partnerships, and student-targeted promotions more
effective. By focusing marketing efforts on platforms popular with this
demographic, such as Instagram, TikTok, and YouTube, Swadgram
can leverage the trend of youthful consumerism to strengthen its
market position.
Gender Representation: The gender distribution in the survey shows

a near-equal split between male and female respondents, with slightly
more females. The higher female participation provides an opportunity
for Swadgram to tailor marketing strategies specifically targeting
women. For example, focusing on women-centric platforms, offering
products or packaging that appeal to female consumers, or promoting
through female influencers could potentially enhance engagement.
However, the marketing strategies should still maintain their inclusive
appeal to male consumers.
Family Size: A majority of respondents belong to mid-sized families

with 3-4 members, highlighting this group as a core target for
Swadgram's marketing strategies. Moreover, the significant presence
of larger families (5+ members) opens up an opportunity to promote
larger family-sized or bulk purchase packages. Offering value packs
that provide more products at discounted rates can resonate well with
this demographic, catering to the needs of larger households.
63
Income Group: The data shows that Swadgram's core demographic
lies in the middle-income group, with annual household incomes
ranging from ₹5,00,000 to ₹10,00,000. Pricing products to cater to this
segment is essential for sustained success. Swadgram could introduce
affordable options for lower-income groups while also exploring
premium product offerings for higher-income brackets, ensuring that
the brand remains accessible yet aspirational.
2. Store Visibility and Product Appeal:
Store Visibility: The data indicates that Swadgram’s store visibility is

largely effective but still has room for improvement. While most
respondents found the product easily, a portion (12%) of them faced
challenges locating it. This suggests that strategic shelf placement,
clear signage, and active in-store promotions could enhance store
visibility further. Addressing this gap can lead to an improvement in
customer engagement and satisfaction.
Sampling Elements: Swadgram’s sampling elements were positively

received by most respondents, with many appreciating their
attractiveness. However, a smaller segment of respondents had neutral
or negative responses, which could indicate an opportunity for
Swadgram to enhance the visual appeal of sampling displays.
Improving the design, packaging, or overall presentation of sampling
elements could lead to more impactful consumer experiences,
encouraging more conversions.
Hygiene Standards: Swadgram’s hygiene standards during the

sampling activities were well appreciated, with no negative feedback in
this regard. The neutral responses (20%) suggest that while hygiene is
generally upheld, making these standards more visible or promoting
them more clearly could help solidify customer trust and approval. For
example, publicizing hygiene practices or ensuring visibility of the
sanitization processes could increase consumer confidence.
64
3. Customer behaviour and Product Perceptions:
Future Consumption Intentions: The data shows that 80% of

respondents are likely to try Swadgram products in the future, which is
a strong indicator of potential customer growth. However, 20% of
respondents remained neutral, signalling an opportunity for Swadgram
to address any uncertainties or lingering concerns that may prevent this
segment from committing fully.
Brand Awareness: The data reveals that 68% of respondents are

familiar with Swadgram, suggesting a strong foundation for brand
awareness. However, 16% remained neutral, indicating that these
individuals may have heard of the brand but lack strong recognition or
a clear understanding of its offerings. Swadgram can improve
marketing efforts to increase visibility among this segment, using
targeted campaigns to raise awareness and educate potential customers
about the brand’s range of products.
Product Range and Product Usage: 64% of respondents perceive

Swadgram as offering a diverse range of products, while 32% were
neutral, indicating that some respondents may not fully understand the
brand’s variety. Swadgram should focus on promoting the breadth of
its product portfolio, using marketing materials or in-store displays to
showcase the full range. Additionally, 60% of respondents are already
using Swadgram products, which reflects a strong consumer base. The
remaining 40% who are not users offer an untapped market segment,
which could be targeted with introductory offers or educational
campaigns to encourage first-time purchases.
Taste Preferences: Swadgram’s products, particularly Luwak White

Koffie, are well-received by most respondents, with higher ratings
compared to other products like Bonecabe Noodle Snack, which
received more mixed responses. The data indicates that while Luwak
White Koffie has strong consumer appeal, some products may need
reformulation or improved marketing to increase their attractiveness.
Swadgram can focus on enhancing product offerings that received less
65
favourable feedback or introducing new Flavors to cater to a wider
variety of tastes.
4. Consumer Engagement and Product Accessibility:
Word-of-Mouth Marketing: A large majority of respondents

indicated they would recommend Swadgram products to others. This
highlights the brand's strong word-of-mouth potential, with satisfied
customers acting as advocates. This is an invaluable marketing
channel, and Swadgram can further capitalize on this by incentivizing
referrals or encouraging social media shares to amplify the reach of
positive reviews.
Product Availability: Swadgram benefits from good availability in

both online and offline channels. However, a portion of respondents
(12%) disagreed with this statement, which suggests that improving
distribution consistency and availability across various retail outlets
could further enhance customer access. Ensuring that products are
available across multiple touchpoints can help increase customer
satisfaction and boost sales.
Pricing Perception: The majority of respondents felt that Swadgram’s

product price aligned well with market trends. However, a significant
portion remained neutral, indicating that pricing might not be clearly
understood or perceived as competitive. Swadgram can focus on
communicating the value proposition of its products more effectively
to clarify pricing strategies and make them more appealing to the
broader market.
Packaging Perception: While most respondents found Swadgram’s

product packaging convenient, user-friendly, and visually appealing, a
portion (12%) remained neutral or dissatisfied. Swadgram can consider
revisiting packaging design, ensuring it’s more attention-grabbing and
communicates key product features clearly. This could further enhance
the consumer experience and increase purchase intent.
66
Statistical Analysis Insights:
Regression Analysis: The regression analysis indicates a strong positive

relationship between the attractiveness of Swadgram’s sampling elements and
consumer behaviour. The data suggests that enhancing the visual appeal of
sampling elements could effectively increase customer engagement, driving a
higher likelihood of positive responses.
T-Test Analysis: A comparison between perceptions of the product’s value for

money and the taste of products showed no significant difference. Both factors
appear to influence consumer opinions similarly, suggesting that while taste is
important, product pricing must also align with consumer expectations to
reinforce positive perceptions.
ANOVA Analysis: The ANOVA test indicated a significant difference between

users and those who would refer Swadgram products to others, implying that
customer behaviour regarding product usage and referrals is influenced by
different factors. This suggests that while some customers are loyal users, others
may need additional incentives or experiences to convert into brand advocates.
Scope for Further Research on Swadgram’s Market Strategies
While the current analysis provides valuable insights into Swadgram's market
positioning, consumer perceptions, and areas for improvement, several
dimensions warrant further investigation to refine and enhance the brand's
strategies. The following areas highlight potential directions for future research:
1. Consumer Segmentation Analysis
 Behavioural Patterns Across Age Groups: While the study emphasizes

the youth demographic (15-35 years), further research is needed to analyse
behavioural differences within this segment, such as preferences of
teenagers compared to young professionals or families.
 Gender-Specific Preferences: Investigate how male and female

consumers perceive Swadgram products differently, including preferences
for Flavors, packaging, and product types. Understanding these nuances
can guide gender-targeted marketing campaigns.
67
 Income-Based Purchasing Behaviour: Conduct a deeper analysis of how
different income groups prioritize affordability, value, and product quality.
This could help refine Swadgram's tiered pricing strategy.
2. Product-Specific Feedback
 In-Depth Product Analysis: Focused research on less popular products,

such as Bonecabe Noodle Snack, to identify the specific reasons for lower
satisfaction (e.g., flavour, texture, or packaging).
 Sampling Effectiveness: Explore how different sampling techniques (e.g.,

in-store, event-based, or online) influence consumer purchase behaviour
and product perceptions.
 New Product Development: Study potential gaps in the current product

portfolio and identify opportunities for new product categories or Flavors
that align with emerging market trends.
3. Longitudinal Consumer Behaviour Study
 Repeat Purchases and Loyalty: Investigate consumer behaviour over

time to understand what drives repeat purchases and long-term brand
loyalty. This could involve tracking customer journeys from sampling to
repeat purchases.
 Impact of Seasonal Trends: Assess how consumer preferences for

Swadgram products vary across seasons and festivals. This can guide
seasonal product launches or promotions.
4. Effectiveness of Marketing Strategies
 Impact of Digital Campaigns: Measure the effectiveness of social media

and influencer marketing campaigns in driving brand awareness and
conversions. Research could explore the most impactful platforms and
content types for Swadgram's target audience.
 Word-of-Mouth Influence: Analyse how word-of-mouth marketing

affects brand perception and customer acquisition, particularly among
neutral respondents or non-users of Swadgram products.
68
5. Distribution and Availability
 Retail vs. Online Sales Performance: Investigate the effectiveness of

retail versus online distribution channels to determine which generates
higher sales and customer satisfaction.
 Geographic Accessibility: Study the regional distribution of Swadgram

products to identify underserved areas or markets with high growth
potential.
6. Packaging and Visual Appeal
 Consumer Perception of Packaging: Conduct qualitative research, such

as focus groups, to delve deeper into consumer expectations and
preferences for packaging design, usability, and sustainability.
 Sustainability Impact: Explore how incorporating eco-friendly or

biodegradable packaging options might influence consumer purchasing
decisions and brand loyalty.
7. Price Sensitivity Analysis
 Elasticity of Demand: Study how changes in pricing (e.g., discounts,

promotions, or price increases) affect sales and consumer sentiment across
different income groups.
 Perceived Value vs. Competitors: Conduct comparative research to

evaluate how Swadgram's pricing and perceived value compare to
competitors in the same category.
8. Cultural and Regional Influences
 Regional Flavour Preferences: Explore whether regional preferences

influence product acceptance and taste satisfaction, particularly for snacks
and beverages.
 Cultural Associations: Study how cultural factors or traditions impact

brand perceptions and purchasing behaviour in diverse demographic
segments.
9. Sampling and Hygiene Perception
69
 Visibility of Hygiene Practices: Research ways to enhance consumer
awareness of Swadgram’s hygiene standards during sampling activities.
This could include testing signage, staff behaviour, or the use of visible
sanitization processes.
 Impact on Purchase Intentions: Investigate the direct correlation

between positive sampling experiences and subsequent purchase
behaviours.
10. Customer Referral and Advocacy
 Barriers to Advocacy: Explore reasons behind neutral responses

regarding referrals to family and friends. Identifying these barriers could
help design more effective referral programs.
 Incentivized Word-of-Mouth: Assess the impact of different referral

incentive structures (e.g., discounts, loyalty points, or freebies) on
customer advocacy.
Suggestions:
1. Enhancing Brand Visibility
Improve In-Store Visibility: Address the challenges faced by 12% of

respondents who found it difficult to locate Swadgram products. Use strategic
shelf placement, larger signage, and branded displays in retail outlets to make
products stand out. Endcap displays or aisle branding can also improve
visibility.
Increase Digital Presence: Leverage the youth-dominated (15-35 age group)

demographic by investing in targeted social media campaigns on platforms
like Instagram, TikTok, and YouTube. Engaging influencers and running
interactive campaigns such as giveaways or challenges will boost online
visibility.
Community Engagement: Collaborate with local events, schools, and

colleges to conduct promotions. Offering free samples at youth-focused events
can further enhance brand recognition and recall.
2. Refining Product Offerings
70
Focus on Core Strengths: Products like Luwak White Koffie are highly
appreciated, indicating a strong customer preference. Promote these flagship
products more aggressively through dedicated campaigns.
Revamp Less Popular Products: Address the mixed feedback on products

like Bonecabe Noodle Snack by exploring flavour enhancements, packaging
redesigns, or marketing tweaks to improve their appeal.
Introduce Value Packs: Cater to larger families by offering bulk or family-

sized value packs at discounted prices. This will resonate well with mid-sized
and larger households, encouraging higher volume purchases.
3. Tailoring Marketing Efforts
Segmented Marketing: Utilize the data on gender preferences and family

demographics to design specific campaigns. For instance:
For Females: Highlight health benefits, convenience, and family-

friendly features.
For Families: Emphasize cost-effectiveness, product safety, and the

ability to meet diverse household needs.
Education and Awareness Campaigns: Many respondents were neutral

about Swadgram’s product range and availability. Conduct awareness
campaigns showcasing the brand’s variety, pricing, and benefits to educate
and convert these neutral respondents into loyal customers.
4. Optimizing Pricing Strategies
Clarify Value Proposition: Communicate the value-for-money aspect of

Swadgram products more effectively. This can be achieved through targeted
advertisements, emphasizing affordability without compromising on quality.
Introduce Tiered Pricing: Offer a variety of options:
Affordable Range: For lower-income groups, introducing smaller

packs or discounts can attract budget-conscious consumers.
71
Premium Range: For higher-income groups, premium or exclusive
product lines can appeal to aspirational buyers.
5. Improving Sampling and Hygiene Practices
Enhance Sampling Experience: The attractiveness of sampling elements

received positive feedback but has room for improvement. Invest in
innovative, eco-friendly packaging and interactive sampling setups to leave a
lasting impression.
Highlight Hygiene Standards: Build consumer trust by making hygiene

practices during sampling more visible. For instance, showcase sanitization
processes, use branded gloves or aprons, and display hygiene certifications.
6. Strengthening Product Accessibility
Expand Distribution Network: Address the concerns of customers who

disagreed with the availability of Swadgram products. Partner with more retail
chains and expand online presence through e-commerce platforms like
Amazon, Flipkart, and BigBasket.
Omnichannel Availability: Ensure seamless availability across both online

and offline platforms. Highlight availability in ads and promotions to increase
awareness.
7. Encouraging Word-of-Mouth Advocacy
Referral Programs: Launch customer referral programs offering discounts or

rewards for bringing in new customers. This will tap into the strong
willingness of existing customers to recommend Swadgram products.
Customer Testimonials: Encourage satisfied customers to share their

experiences on social media and e-commerce platforms, increasing credibility
and trust.
Conclusion:
The findings reveal that Swadgram has established a solid foundation in the
market, with a strong appeal to its primary audience of young, middle-income
72
consumers. Its products resonate well across genders and are particularly
attractive to mid-sized families, highlighting its broad demographic reach.
Positive feedback on taste, sampling efforts, and hygiene standards
underscores Swadgram’s strengths in product quality and consumer
engagement. However, areas such as product diversity awareness, pricing
perceptions, and packaging design present opportunities for improvement.
Despite high levels of brand recognition, a significant segment of potential
customers remains untapped. Neutral responses regarding product pricing and
availability suggest a need for clearer value communication and enhanced
distribution strategies. Additionally, improving less popular products and
leveraging digital marketing campaigns could further drive consumer interest
and loyalty.
Future growth for Swadgram lies in tailoring its offerings to diverse consumer
needs, refining marketing strategies, and addressing specific areas of
dissatisfaction. By focusing on innovative packaging, expanding product
awareness, and optimizing sampling experiences, Swadgram can solidify its
market presence. Further research into regional preferences, pricing
sensitivity, and long-term consumer behaviour will provide deeper insights,
enabling Swadgram to enhance customer satisfaction, broaden its appeal, and
achieve sustained success.
73

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CHAPTER 1

The Fast-Moving Consumer Goods (FMCG) industry is vital to global

Evolution and Dynamics of the FMCG Industry

Globally, the FMCG sector has undergone profound transformations driven by

Digitalization has become a game-changer, enabling e-commerce, mobile

Indian FMCG Sector

The rise of D2C (Direct-to-Consumer) brands and the proliferation of online

Swadgram India Pvt. Ltd. operates at the intersection of these trends,

Customer Activation Initiatives: A Strategic Imperative

Customer activation initiatives are pivotal in the FMCG sector, focusing on

Significance of Customer Activation

Customer activation plays a crucial role in strengthening brand-consumer

Swadgram India’s Approach

Swadgram India Pvt. Ltd. has demonstrated a keen understanding of customer

Technological Integration in FMCG

Technological advancements have profoundly transformed the FMCG

Moreover, Internet of Things (IoT) technology is being used in smart

Analytics plays a pivotal role in crafting targeted activation initiatives.

E-Commerce and Omnichannel Strategies

E-commerce platforms have emerged as crucial sales channels for FMCG

Challenges in the FMCG Sector

1. Despite its growth potential, the FMCG industry faces several

Sustainability is another cornerstone of Swadgram India’s future strategy. The

In summary, Swadgram India’s strategic emphasis on market expansion,

Theoretical Background of the study

Introduction to Customer Activation Initiatives

Customer activation is a critical component in marketing strategies, focusing

Customer Activation Theory:

Rooted in AIDA (Attention, Interest, Desire, Action) model, customer

The theory of Nudge suggests that subtle interventions, such as limited-time

Kahn's Theory of Engagement:

Kahn's Theory emphasizes the emotional and cognitive investment customers

Social Influence Theory:

This theory suggests that consumer behaviour is heavily influenced by peer

Role of Customer Activation in FMCG

Building Brand Equity:

In a competitive FMCG landscape, customer activation campaigns are crucial

Driving Trial and Adoption:

Encouraging Repeat Purchases:

Swadgram ensures positive first impressions through quality assurance and

Swadgram’s Approach to Customer Activation

Swadgram embraces data analytics to tailor campaigns based on customer

Unified Distribution Interface (UDI):

Swadgram organizes localized events to engage directly with customers,

Consumer Behaviour Theories in Activation

Maslow’s Hierarchy of Needs:

Swadgram’s initiatives address higher-order needs like esteem and belonging

Theory of Planned Behaviour (TPB):

According to TPB, attitudes, intentions, and perceived control influence

Challenges in Activation Initiatives

While activation campaigns have their merits, challenges such as measuring

Importance of the industry

The fast-moving consumer goods (FMCG) sector is a cornerstone of the

Economic Growth and Trade

The global FMCG (Fast-Moving Consumer Goods) industry is a powerhouse,

Swadgram’s business model exemplifies the growing trend of "glocalization"

In addition to adapting to market demands, Swadgram, like many global

The FMCG sector is one of the largest employers globally, offering

Contribution to GDP and Manufacturing

 In India, the FMCG sector contributes significantly to GDP, accounting for