1. Marketing Assignment.
KOHINOOR BASMATI RICE MARKET ENTRY STRATEGY FOR TUNISIAN MARKET.
Submitted By:
Samik Sarkar
MIB 2nd Semester.

2. KOHINOOR BASMATI RICE MARKET ENTRY STRATEGY FOR TUNISIAN
MARKET.
Choice of Market:
Accelerating India's export growth to the Middle East and Africa (MEA) provides an opportunity
to add 1-2 percentage points of GDP growth to our economy. India's exports to MEA went up
seven times over the 2004 level to about $60 billion in 2010. This was significantly faster than
India's overall exports, which went up about five times to $250 billion at the same time. The
share of this region in India's total exports has gone up from about 18% to almost 25%.
We still have barely scratched the surface of MEA's true potential. In years when retaining the
8%+ GDP growth is such a challenge, focusing on MEA exports makes a whole lot of sense.
Currently, our exports to MEA are lopsided, with about half our exports going to a single
country, the UAE. This fact seems odd, considering the UAE is one of the smallest countries in
MEA in terms of population, till we understand that the UAE plays a role as a trade conduit to
other countries in the region.
However, it also shows the enormous potential we have if we market our products and services
directly to these countries.
In Middle East we have countries like Iran , Iraq and Sudan. Iran, which is one of the largest
markets in the region, contributes a tiny $2 billion, or 3%, to our exports to the region. Iran has
exceptional potential and it is a culture Indian businesses can intuitively relate to and thrive in.It
is critical that our industry and government make a concerted effort to export more to this
country. Iraq and Sudan deserve specific focus. But the main problem with these countries are
the political instability. they are still in recovering mode from years of strife.
In North Africa, besides obvious markets like Egypt, we have new emerging markets like
Tunisia and Algeria, all with tremendous potential. Sub-Saharan Africa is also a high potential
cluster of markets which can be served by operating from these countries.
The Tunisian Market is chosen as it is the most diversified and politically stable economy in the
region.
Target Market Analysis:
Market Overview
Tunisia is a small and politically stable country on the North African coast. It has the most diversified
economy in the region. With a population of slightly over 10 million, it has one of the highest standards
of living on the continent. The 74.3% national literacy rate is one of the highest in North Africa and the
Middle East, and the 2009 average annual income per capita reached $3,775 and is expected to reach

3. $4,047 in 2010. The International Monetary Fund projected that the 2009 GDP based on Purchasing
Power Parity (PPP) per capita was $8,284.
The Tunisian economy, which maintained a steady average annual growth rate of about 5% between 2004
and 2008, grew by 3% in 2009. Government of Tunisia (GOT) planners have predicted that GDP would
grow at an annual average rate of 6.1% over the coming five years although this may be reduced in light
of the continuing global financial crisis. The average inflation rate in 2009 reached 3.7%. Hard currency
reserves reached $10.280 million (13.260 million TD) in December 2009.
Market Challenges
There are two investment regimes in Tunisia: offshore and onshore. Offshore investments, in general, are
for export-only goods and services and benefit from a series of tax breaks and other incentives. Onshore
are those destined for the Tunisian market and general have requirements to partner with a local Tunisian
firm, with some exceptions .
Imports from the EU enjoy a considerable price advantage over other countries' products, as many EU
products are now totally exempt from import duties.
The EU and many European countries offer excellent financing terms for trade. Tunisian companies are
familiar with these opportunities.
A company planning to invest in offshore or export-oriented operations in Tunisia faces few obstacles.
The Government of Tunisia’s investment promotion authority has established a generous package of
incentives for such operations.
Entering the domestic market, particularly in the services sector, is more difficult as the foreign company
has to have 51% Tunisian equity. Unless the company is working on a project actively solicited by the
Tunisian government or is closely associated with one of the country’s well-connected business groups,
the process can be fraught with obstacles. But the agricultural market in Tunisia is liberal though they
have some restrictions regarding the agricultural products that are produced domestically.
Market Opportunities
Agricultural commodities represent a significant part of total Tunisian imports, particularly during
drought years when rain-fed cereal and rice production is not sufficient for domestic consumption. In
2009, local cereal production (wheat & barley) increased significantly (+110%) over the previous year,
due to good weather conditions and higher yields. As a result, Tunisian wheat and coarse grain imports
declined sharply in 2009. According to data from Institute National de la Statistique (INS) total Tunisian
cereal imports for the first ten months of 2009 were estimated at 1.58 million tons, valued at nearly $395
million. Therefore the demand for rice in Tunisian market can be easily fulfilled by the Indian rice
exporters. The main competition is from Pakistan who also export rice at a lower price but the quality
offered is lesser than that of the Indian exports. Moreover Tunisia prefers import of agricultural
commodities in bulk which is an advantage for Indian exporters as the production of rice is much higher
than that of Pakistan.
In Tunisia rice is a staple food. Rice also used in various recipies and salads. The rice export in Tunisia
has got immense potential. Then again Tunisia by itself produce a moderate quantity of rice. Therefore

4. the market for regular rice is not that demanding. But the market for long grain flavoured Basmati rice is
increasing in Tunisia as in the case with other MEA countries. It is going to increase further in future.
Basmati rice industry in Tunisia is still in very nascent stage and so a lot of opportunities esisting in the
following industry. The only competition exist in the form of Pakistan exporters of Basmati rice though
they lack the quality their Indian counterparts offer. Tunisia also offers an strategic location for Indian
exporters to export their product in the Sub-Saharan countries as well as in the Europe easily.
SWOT Analysis:
Strength:
-India is the only country which hold the patent right of Basmati rice. The only other country that
produces Basmati is Pakistan who doesn’t have the patent right. Kohinoor is the most reputed company
that is renowned for its quality in domestic market as well as in world market .
-The total production in the year 2009-10 was around 4 million metric tones of which India produced
75% and the rest 25% by Pakistan. Therefore India has a clear advantage over its competitors in
production. Moreover the Indian Basmati receives more accolades in world market because of the Indian
processors ability to keep it whole grain because of the better technology used by them.
-The Kohinoor Portfolio consists of all kinds of Basmati rice – of different qualities and prices.
-Kohinoor’s global distribution network consists of both exclusive and non exclusive distributors.
Weakness:
- High price due to high tariff and non tariff barriers in Tunisia as well as increasing labor cost in
India.
- High dependence on Monsoon.
Opportunities:
- . A new credit culture has sprung up, marked by a rapid change in the behavior of Tunisians who
are adopting a means of consumption closer to that of more developed countries. Therefore there
is an increased consumption drive.
- Tunisian consumer’s willingness and ability to pay for the quality products. In purchasing power
parity, Tunisia is close to the income levels of developed countries
- Tunisia also offers an strategic location for Kohinoor Basmati to export their product in the Sub-
Saharan countries as well as in the Europe easily. Therefore Kohinoor will get a greater access to
global market.
Threats:
- Emergence of low cost substitutes by Pakistan exporters.
- Improved performance by Pakistan exporters.
- Significant change in government policies could disrupt the business.

5. Market Entry Strategy:
Mode of Entry:
Direct marketing is still in its infancy. Tunisian business is largely dependent upon personal relationships.
Customers increasingly expect access to after-sales service and are sometimes reluctant to purchase new
products, technologies, or brand names in the absence of a local representative. Good local
agents/distributors are crucial to introducing products into Tunisia. Their knowledge of the local market
and local contacts can make the difference between success and failure. Therefore distributing and
marketing of the Kohinoor Basmati rice should be done by local distributor and agents.
-Potential Agents/Distributors:
BFTRADE -Import-export - agents |Rice , cereals , fruit, vegetable and food export trading | building
materials and products.
FACCHINETTI SRL - Food and beverage | sweet and savoury pistachio food flavouring .
AUGUSTO BELLINVIA SRL -Since 1948, we have been producing and exporting the very highest
quality of food , wines, vermouth, fragrances for industrial perfumeries and herbal extracts for cosmetic
and parapharmacy.
Entry Timing:
The Tunisian government announced a reduction in Tax rate of 10% (where the normal rate is of 18%)
applicable to companies whose activity is agricultural or in crafts. Therefore it is justified to launch a
product at this moment in the Tunisian market.
More-over the last few years have witnessed the modern distribution sector has seen in-depth
development. In five years, three new international names have penetrated the market (Carrefour,
Champion and Géant) bringing about substantial changes in consumer behaviour. The emergence of
hypermarkets, a new concept in full expansion in Tunisia, has undoubtedly contributed a lot to this.
Therefore entry into the market with a new product is justified.
Marketing Mix:
Positioning:
The Tunisian consumer has become demanding about information given on goods, their availability,
competing products, their brand, their value for money, etc.
-93% of Tunisians consider that in order to buy well, it is essential to have a certain level of information
about the products available;
-78% compare the quality of goods before buying;
- 65% like to have plenty of choice for their purchases.

6. -The importance of the idea of a brand: the brand image is a fundamental part of the positioning of a
product and the reassuring of the consumer.
-The reputation of the brand seems to be an important factor for 81% of people polled.
The importance of communication: the effect of a person's family or friends (58%) influences purchasing
much more than advertising (26%).
Therefore the Positioning of Kohinoor Basmati rice should be designed as followed-
- The patent right of the Indian Basmati must be discussed with the consumers in order to provide
them information and to leverage the product.
- The consumers should be informed about the quality of Indian Basmati in order curb the
competition from the Pakistani brands.
- All the product range of the Kohinoor Basmati Rice should be offered together to provide the
Tunisian consumer with the choice.
- Proper PR campaign should be done to establish the brand Kohinoor.
Product Portfolio:
KOHINOOR BASMATI PRODUCT RANGE:
365 Basmati Rice
Presenting a novel scrumptious brand of basmati rice from the
house of Kohinoor .
Authentic Basmati Rice
From the ethereal snow-fed valleys of the Himalayas, comes to
you India's finest authentic basmati rice.
Brown Basmati Rice
In the wake of dietary consciousness, people across the world
have started making healthier choices . For them the special
Brown Basmati.

7. Charminar Basmati Rice
Presenting a novel and scrumptious brand of basmati rice from
the house of Kohinoor – Charminar.
Organic Basmati Rice
World over, organic foods are now synonymous with healthy
lifestyle, nutrition and absolute purity. ...
Special Basmati Rice
Around the world, different people have different tastes. To
cater to all of them,
Supreme Basmati Rice
Supreme, the pure traditional basmati rice is a glorious
indulgence for this generation. Aged to per ...
Trophy Gold Basmati Rice
With Trophy Gold Basmati Rice, We brings to you the most
superior form of Basmati rice available on the globe.
Trophy Royale Basmati Rice
With Trophy Royale Basmati Rice, Kohinoor Foods brings to
you the most special and the longest of all Basmati.
Pricing:
The Tunisian market have moderate per capita income and hence price conscious. On the hand a rapid
change in the behavior of Tunisians who are adopting a means of consumption closer to that of more
developed countries. This particular fragment of society is not hesitated to pay the price for a quality

8. product. Therefore the price differentiation among the various products of the product line should range
from moderate to high in order to target all the segments.
Marketing Communication and Promotion Strategies:
- Sponsoring the food festival of Tunisia – The SIHAR
- Being one of the sponsors of Carthage International Festival - Tunisia’s largest cultural
festival with music, dance, theater, art and Tunisian cuisine amid the ancient ruins of
Carthage.
- Print Media: Advertising in popular Tunisian dailies like 3ichnnews , African Manager
,Akhbar Tounis , Al Anouar etc.
- Electronic Media: Advertising in Tunisian TV channels like Naseema TV, Tunisie 21,
Tunisia TV, TT1 TV, CSS Sfaxien TV etc.
- Roping a brand ambassador most likely a Tunisian actress (Like Hend Sabry).
- Tie up with leading Tunisian luxury hotel and restaurant group Yadis . The tie-up will
enable the hotel chain to get different basmati varieties transparently priced and bagged
with consistent quality throughout the year. This will help Kohinoor to promote their
product (by imposing faith about the brand among Tunisian People) as well as to
maintain a certain constant business throughout the year.