1. MART
Comprehensive Rural Marketing Solutions
MART
A – 32 , 1st Floor
Sector – 17
NOIDA - 201301

2. MART
A Brief Profile
• MART, a leading Consultancy Firm in
Emerging Markets with specialization in
BoP consumer segments
• ‘Social Heart & Business Mind’
Philosophy
• Works both in Corporate and Social
sectors
• 50 professionals across India
• Worked in Nepal, Afghanistan,
Mozambique and Bangladesh.

3. Services
End to End Solutions
Research
Business Problem Diagnosis through user centric
approach
Strategy
Develop Strategy for Effective Decision Making
Pilot
Demonstrate strategy in contained geography
Scale Up
Scaled up sustainable business models
Training & Handholding
Rural Sensitization and Capacity building

4. Sector
Areas of Work
Livelihoods & Food &
Market Access Agribusiness Healthcare
Banking & Telecom FMCG &
Insurance Durables

5. Capability in Implementation
• Conducts Pilots
 Concept test product prototypes
 Market test product prototypes
 Marketing concepts
• Distribution
• Promotion
• Scale up of sustainable models
 Communication using Innovative Promotion platforms
 Last Mile Distribution
 Marketing mix model (s)
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6. MART’s
Implementation Capability
Innovation in Communication Platform  Pilot  Scale Up
Below the Line Communication
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7. A case of innovative communication approach
TATA SHAKTI

8. Background
• Product
 Galvanized Corrugated
Sheets
• Brand
 Tata Shakti
• Customer
 Rural Poor (R3 & R4)
• Usage
 Roofing

9. Status
• Status of Business in 2003
 Stagnant, no growth for last 2
years
• Customer Profile
 Mostly illiterate
 Low purchasing power
 Interested to buy quality
product but easily influenced by
retailer

10. Brand Communication Strategy 2003
(before MART involvement)
• Use of Static Media
 Wall and Shop Painting
Limitation: exposure only when customer visits shop and difficult to
communicate brand benefits to illiterates
• Interactive one on one media
 Audio-visual communication on mobile van
Limitation: Male decision maker at work

11. MART recommended promotion at weekly markets
• Why weekly markets
 Visitors are mostly rural poor (R3 + R4), so target group is addressed
 Large turnout of 5,000 people from 20 – 25 villages
 Visitors are in buying mode
 Over 45,000 such markets in most parts of India

12. Impact of Campaign
• Participated in 5,000 markets in 17 states, 250 districts over 4
years.
 Four million potential customers exposed to brand
 50,000 potential consumers surveyed
 30 percent growth in sales at retail outlets

13. RURAL PROMOTION: TATA SHAKTI
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14. Philips

15. Philips
Problem Despite Philips Bulb being a well known brand in rural, bulbs are
bought by wattage and not by brand name.
Competition including local taking share as the product become
generic.
Channel relationship at low ebb
In Rural
Shopkeeper plays a crucial role in pushing the product.
Usually personal guarantee and replacement assurance tilt
the favor.
Sold by wattage

16. Philips
Create a high decibel noise to reinforce the brand.
Help develop channel relationships.
Non Electrical shops put on beat.
Objective
Simultaneous Van campaign in village, town and Haats and
retail
Mandatory involvement of the channel and company team.
Lucky dips, games and tear away coupons.
Focus on increasing visibility – sustained POP’s at the retail
outlet Approach

17. Philips
Addition of Non
Growth of 120% Traditional Channel
Outcome
Increased Low Attrition among
channel Stockists
partnerships

18. Rural Promotion : Marico
Parachute: Fighting Loose Coconut Oil in Haats
Problem: Rural markets in Maharastra sold loose coconut oil and
lookalikes of Parachute. Price Rs 6 vs Rs 10 per 100 gms
Solution Recommended: To counter competition from loose oil, MART
suggested promoting Parachute pouch packing of 6ml, 20ml, 50ml and
100ml in haats.
Action: MART piloted promotion in 4 haats in 2 districts in Maharastra.
Participation strategy was 3 consecutive outings
1st week for awareness generation
2nd for sales promotion and
3rd for sales linkages with haat sellers
Result: Parachute sale jumped from Rs 500 per haat to Rs 3000 over
three weeks
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19. MART’s
Implementation Capability
Developing a Concept  Pilot  Developing Model  Scale Up
LAST MILE DISTRIBUTION
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20. Innovative model using the women from SHG groups
PROJECT SHAKTI
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21. Hindustan Unilever
• Hindustan Unilever Limited (HUL) is India's largest fast moving
consumer goods company
• Has a wide range of Home & Personal Care products and Foods
& Beverages
• Combined Turnover of $ 3.8 billion.
Home & Personal Care Foods
Personal Wash Tea
Fabric Wash Coffee
Home Care Branded Staples
Oral Care Culinary Products
Skin Care Ice Creams
Hair Care Modern Foods ranges
Deodorants & Talc's
Color Cosmetics
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Project Shakti – Women's Empowerment

22. HUL Rural Coverage Strategy
High Indirect Coverage
Combined IDC
5000+ pop villages
Accessibility
Shakti Streamline
Low 1000 – 2000 pop villages 2000 – 5000 pop villages
Low Turnover / market High
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Project Shakti – Women's Empowerment

23. Concept
• Unilever wanted to penetrate deeper to 1,000 to 2,000 pop
villages – existing distribution model unviable
• Self Help Group women members were looking for more
sustainable business opportunities in small village markets
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Project Shakti – Women's Empowerment

24. Process
Business concept explained to the group women
Women get consent from family and husband
Entrepreneurial women selected and appointed
Women trained on prices, discounts, buying, selling,
brand communication etc
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Project Shakti – Women's Empowerment

25. Project Shakti
• MART’s role
 Conceptualization, Pilot,
national rollout
 Identification & selection of
potential Shakti dealers
 Capacity Building of Shakti
dealer to become
entrepreneurs
 Arranging finance from
banks
 Link to HLL distribution
network
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26. Shakti Vision
• Shakti 2005-2006
 15000 Shakti Entrepreneurs
 50000 villages
 10 Million Consumers
 Turnover 128 Crore
• Shakti 2008
 30,000 Shakti Entrepreneurs
 100,000 villages
 100 million consumer
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27. Developing Low Cost distribution Model
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28. Reaching The Last Mile
• MART’s model
Reach the last mile with educated unemployed rural male youth
 Recruit class 10+, rural youth (18-30 age) with skills in communication and
community mobilization
 Build their skills in product and brand communication (customized to
company)
 Build their skills in salesmanship
 Deploy them to take corporate brands into the hinterland and rural
households.
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29. The Model
• Trained volunteer is provided a
branded bicycle, umbrella and
a box to carry ready stocks.
• He wears a branded T-shirt and
a cap
• Route Plans, PJP’s and JC’s are
developed for him to cover
uncovered markets
• He is attached to the rural
distributor from where he
picks up stock on cash-n-carry.
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30. The Model
• Market coverage
 Daily visit to uncovered
areas (> or < 2000 pop
strata)
 Covers villages within
feasible radii from own
village and conduct
sustainable business
 Retailer sale at trade
margins and haat sale at
price close to MRP
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31. The Model
• Communication
 Focuses on Brand
Recognition to fight
menace of spurious
 Communicates Brand
benefits
 Puts banners, posters etc
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32. Results
• Coverage of
 4 Haats every week
 30 villages
• Average daily sale Rs 700/ youth
• Monthly income Rs 3,000/youth
• Nominal cost to company
 Starting at Rs1500/-youth/ month on a reducing scale, finally Rs 900
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33. MART’s
Implementation Capability
Developing a Concept  Pilot  Developing Model  Scale Up
Rasoi Ghar
HPCL

34. HP Gas
Company Quali/Quanti Strategy
objective Research
• Identify new • Negligible penetration in rural New Product
markets for LPG markets 14.2 kg Rs2K
Cost
as urban markets •Affordability an issue…
Cap
getting saturated
•High connection cost of 14.2kg 5kg Rs0.8K
cylinder Rs2000
• Assess Cost
•High recurring cost Rs300 •Rs95(affordable)
acceptance of
existing product •Availability… •Dealer to set up ext.
counters in large
• Not available at consumer
doorstep villages
• additional transport cost as •Awareness creation
carrying big cylinder on bicycle
inconvenient
for 5 kg through haat
promotion
•Myths about cylinder burst &
taste of food
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35. HP Gas
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36. HP Gas
A New
Pilot Inputs Scale Up
Concept
• 3 states; 1 district each • Evolved concept of • 1500 kitchens in
• Barrier to purchase “use & pay”
as myths continued… UP, MP, Orissa
• Created awareness of Community Kitchen established; 10K
5Kg, in 30 haats to overcome myths planned
•Important to make & avoid risk of
potential consumers investing in
• 30 extension counters experience benefits & • Dealers continue
opened connection to open more
safety before having
to invest in new stocking points in
•PPP model with villages
connection SHGs, Panchayat &
HP
This model won the RMAAI Gold Medal and Special Jury Award, 2005
for best long term rural initiative in India
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37. HP Gas
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38. MART’s
Implementation Capability
Developing a Product Concept  Prototype testing  Product Launch
Developing a Biomass Stove
Shell Foundation
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39. Shell Foundation
Company Product
Quali Research
objective Concept
• Reduce indoor air • LPG is only clean fuel in rural but limited • Need for a low
pollution in homes in availability smoke emitting
Tamil Nadu & biomass stove
•Major cooking fuel is biomass
Karnataka
• should be portable
•But biomass generates smoke causing health
problems •Appropriate for
different size of
• food varies and also the size of utensils
cooking vessels
•Different types of cooking stoves used for
•Should not cost
cooking…
more than $5
• wide variety of food
• many sizes of utensils depending on family
•single burner in one state & double in other
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40. Shell Foundation
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41. Shell Foundation
Prototype Prototype Inputs for Commercial-
Development Testing New Product ization
• Locate potential • Multiple prototype • Steel body was more acceptable • Potential channel
local manufacturer designs over refractory partners identified
• Placement with • Stove height reduced for floor
• Provide inputs to • Brand name tested
potential customer cooking
stove designer to
segments
develop • Fuel space needed adjustment • Communi-cation
prototypes •Continuous
• Value for money perception was materials tested
feedback on each
raised. Pricing was recommended at
stove type and also
a comparison
$10-$12 • Supported on
between • Communication cues for the new product launch and
prototypes product were identified handholding
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42. Shell Foundation
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43. MART’s
Implementation Capability
Developing a Concept  Pilot  Developing Model  Scale Up
Improving Access to Health Services
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44. Project Arogya
Company Quali& Quanti Strategy
objective Research
• Understand the •Rural population unaware of health • identified the ailments for
awareness of identified issues arising out of mal nutrition, which the company had
ailments, health issues infection and allergy products and wanted to
and related pain points gain a larger market
•Recovery of ailment is considered
in accessing health effective as soon as the patient feels •Nutrition for mother &
services better and can go back to work. Most of child, TB, allergies were
• Assess the reach of the time do not complete the dose prioritized
the company brands
•Health service providers in villages •Need to associate with
restricted to RMP and government qualified doctors in semi-
appointed nurse. urban
•Quality health services, both public and •Need to build awareness
private, available in block town about timely and complete
treatment among people
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45. Project Arogya
A new
Pilot Inputs Scale Up
approach
• 3 different models • information from • Challenge was re- • Scaled across
developed to create health workers on distribution of health 100 districts
awareness. Models based where to get treatment products such that legal
on level of health helped villagers issues do not arise
awareness. •Relatively less delay in •Changes in
seeking treatment categorization of
•Mobile health advisors •Saved costs products
were core to all models •Appropriate treatment •Appointment of new
helped build confidence sub-distributors at sub-
• Association with health •Health service district levels
care chain providers appreciated •Associate with
company efforts practicing doctors &
•Issues on availability of qualified rural medical
company products practitioners
affected the pilot
The model has been nominated for the Innovative Marketing Model category
in the Golden Peacock Awards 2008 45

46. Project Arogya
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47. Our Clients-Corporate

48. THANK YOU
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