In the competitive world of FMCG, where tradition and innovation often intersect, Adani Wilmar continues to blend cultural heritage with modern marketing strategies and the brand’s recent marketing initiative for products like the Pehli Dhaar mustard oil and Fortune Sharbati Atta showcases a deep understanding of Indian consumers' preferences. In a recent conversation on Pitch Brand Talk, Vineeth Vishwambharan, Vice President & Business Head - Marketing & Sales at Adani Wilmar Ltd., explored the intricacies of recent campaigns and the consumer insights driving them. The discussion highlighted the brand’s commitment to staying rooted in Indian culture while innovating in the food space.
One of the recent marketing initiatives discussed was Adani Wilmar’s Pehli Dhaar - the first pressed premium mustard oil. Vishwambharan explained the rationale behind the name, stating, “We had the choice of calling this something like cold pressed, but we deliberately chose to call it Pehli Dhaar. The reason was that when we spoke to consumers, we realized that food culture in India does not change very dramatically.” He further emphasised how deeply rooted food traditions are in the country and why adopting traditional terminology helped the product resonate better with consumers. Talking about how the naming strategy for Pehli Dhaar made the communication process simpler, and said, “People just understood that the first pressed, pristine few drops, or the first extract of anything, is normally more aromatic, more flavorful, more sensory pleasing, richer.” According to Vishwambharan, this intuitive understanding from consumers made the product successful and helped drive an upgrade among premium users in the mustard oil category.
Vishwambharan also discussed the thought process that goes behind Fortune Sharbati Atta, which has received positive feedback from the market. When developing this product, the team focused on understanding consumer nostalgia around the process of selecting and grinding grains. "There was a lot of conversation on nostalgia about getting it ground in a Chakki," Vishwambharan noted. This insight led to the introduction of the ‘slow Chakki process’ replicating the old-world charm and quality that consumers associated with traditional methods. Sharing details of the campaign for the Fortune Chakki Atta, Vishwambharan highlighted how the brand tackled the challenge of converting awareness into actual usage in a highly competitive market. He shared the discovery of a unique insight, and mentioned “We figured out that we need to have a very strong functional benefit that we offer, along with a good emotional connection.” Through extensive consumer research, they identified that the ease of kneading dough was a key driver for purchase decisions, particularly in southern and eastern parts of India where consumers view kneading as an unpleasant task. “Roti kamana mushkil hai, roti banana mushkil nahi hona chahiye,” was the emotional hook used in the campaign to create an empathetic connection.
On navigating competition in the staple food sector, Vishwambharan stressed the importance of consistency and quality, particularly when dealing with agricultural products where quality varies due to climatic conditions. He further highlighted that the strength of the value chain, from sourcing to quality control, helps maintain the product’s consistency, a critical factor in consumer retention in this category. Vishwambharan also shared the guiding principles behind Adani Wilmar’s approach to marketing and leveraging consumer data. He noted, “Whatever we do, we want to do at scale. We want it to touch the lives of Indians at large. We’re not trying to do nice things; we’re trying to create relevance for the middle classes, aiming for large household penetrations.” This focus on scale translates into creating affordable offerings that deliver true value, leveraging their extensive value chain and multiple product channels.
In terms of growth metrics, Vishwambharan highlighted significant achievements and added, “Our oil business has grown by 12% in volume this year, and our food segment has surged by 42%. Market share has also improved, with oil expanding by about 60 basis points and atta by nearly 90 basis points as compared to the same period last year. Brand awareness for Fortune Sharbati Atta has risen to over 90%, up from the mid-80s six months ago, with spontaneous awareness increasing from 45% to over 80%. This growth is particularly notable in regions where we've made substantial inroads, such as the South, where we’ve seen impressive gains despite strong regional competition. Overall, our products are now well-established across India, marking us as a truly national brand.”
With the festive season approaching, Adani Wilmar is preparing to leverage this crucial consumption period. While specific plans for the season are still under wraps, Vishwambharan hinted at an exciting lineup of campaigns and consumer engagement strategies designed to further bolster the brand’s presence in Indian households. With a keen focus on understanding and responding to consumer needs, Adani Wilmar continues to innovate and connect with its audience, ensuring its products remain a staple in kitchens across the country.
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