Presented by:

Abhishek Kandey | Muskan parashar| Karishma Sanduja | Raunika| Anshu kumar | kanika hooda
4 May 2019 #AllGoodNoBad 1
 What Is RAW?

4 May 2019 #AllGoodNoBad 2

 “ WH EN WE STA RTED,

M Y COM PA NY WA S

VA L UED AT ₹ 5 CRORE

(₹ 5 0 MIL L ION );TODAY

W E A R E VA L UED AT

₹ 2 5 0 CRORE

(₹ 2 . 5 BI L L ION ). ”

- A N U J R A K YA N , F O U N D E R
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 What Is RAW?
• Have a unique mission “100% of the products, made from 100% of their produce” .

• Mumbai-based F&B startup that manufactures 100% natural cold-pressed juices using
HPP (High Pressure Processing ) technology.

• Has a shelf life of 15 days.

• Targeted Audience
– Health Enthusiast
– Health Conscious
– Privileged Class
– Medical Patients
– Quality Conscious
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• Category
FMCG
• Tagline
All Good No Bad
• Target Group
Upper middle class and Middle Class
• Competitors
Just pressed, Jusdivine, Freseh pressery, Juicifix, Tropicana, Real, Naket
• Currently available in 13 cities
Mumbai, Pune, Delhi, Gurgaon, Noida, Bengaluru, Hyderabad, ..etc
• Reaching the consumer at over 1,800 points of sale covering modern
trade, general trade, institutions (airports, hospitals, schools, etc.)
HORECA(Hotel/Restaurant/Café) and direct-to-home channels

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 PROCESS
CYCLE
S U P P LY C H A I N M A N A G E M E N T
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 Process Cycle

Mastication Bottling & Sealing Large

Fruits + Fresh Deactivate Cold Storage
Vegetables Hydraulic Press Juice HPP Pathogens Chambers (Warehouse)
M
O
B S
I T
L

1+ 15 + 5 days E

C
O
R
A
G
O E
L
D

Customer Customer Customer Retail

Feedback Service 😊 Logistics (Online+Offline)

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 Company Insights & Trends

• The reutrn time for the goods is 15 days. On the 15th day, the juices are picked up from the
shelves and then distributed for various events, where they are given away as a free sample.

• The buffer time is thus 5 days in the total process cycle, and the process cycle lasts for 21 days in
total.

• The drink is good to consume for 21 days from the date of manufacturing, or its shelf life is
21days, when stored between the temperature range of 0˚C - 4˚C.

• Products are delivered to customer at specific time ie. Monday- Saturday : 09:00 am to 12:00 pm,
Sunday : 10:00 am – 01:00 pm and Empty juice cans are returned back to the delivery official to
project a responsible image.

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 Market Position

Market Share
3%

97% raw
rest

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 Problems faced
• To Create a Market.

• Adoption is a challenge, as it is priced in the premium segment.

• Low Shelf Life of 6 + 15 days, i.e., 21 days.

• Retailers require requisite infrastructure, i.e., have cold storage facility to maintain
0˚C-8˚C.

• Maintaining proper Logistics details, with On-Time Deliveries.

• Enlightenment of using health centric products.

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 PRODUCT DIFFERENTIATION
• Being an organic and freshly pressed juice provider, their core problem is the perishable nature of
the product. The quality and time of delivery is critically important, as the perishable products
need be maintained between 0–8 degree C.
• This, was a bottleneck for Raw Pressery, monitoring every nook and corner of the last mile
delivery process was becoming mandatory and not just a necessity.
• Missing packages in-transit was another area of major concern . The customer’s did not receive
the delivery either because it was lost or did not even reach their address.
• Finally they integrated LogiNext’s Mile, and Viola! the company now had Electronics proof of
delivery (E-POD). With E-PODs, Raw Pressery knew the exact time of delivery? To whom it was
delivered? Whether it was delivered to the right person or not?

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 COMPANY PL AYS IN MONOPOLISTIC COMPETITION MARKET

• Type of imperfect competition with differentiated products from one-other

• Demand curve is more inelastic.
• Firms have limited powers but are still price makers because goods is slightly
differentiated.
• Firms make normal profits in the long run but could make supernormal profit in short
run.
• There is freedom of entry leading to supernormal profit encouraging more firms to
enter causing normal profits in the long run.

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 Price Comparision with Market

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 Juice Concentration Analysis with
Competition

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 Value For Money (Percentage)

Value for Money (Percentage)

18

16

14

12

10

0
RAW TROPICANA REAL

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 Growth Analysis of Raw
Growth Rate

180

160

140

120

100 180

80 140
125

60

40

20

0
2016 2017 2018

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5 YEARS GROWTH PLAN IF I BECOME A CEO
• It is always important for a company to grow and adapt to change and RAW is not an
exemption. When we look at the area where RAW operates it typically limited to the urban
centers in India. About 70% of the whole national population is rural and RAW need to tap
this and create opportunities for itself. For capturing the market RAW should reform its
policies and enter the rural market to set up exclusive stores with the name ‘RAW elite’ and
‘RAW classic” with the tag line ‘bottle of taste and health’ and ‘Swaad b swasth b’

• Target market- Teenagers have come upto me and said that RAW is a big thing and we have
seen RAW bottles in many bolly wood stars hands . We cannot afford to buy that expensive a
juice and things like that . I want to target this market and change this perception in the near
future by lowering price marginally and trying to persuade people and let them know the
reason of high prices and much more.

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• Firstly, RAW needs to identify a right place to start its operation in tier 2 and 3 cites. There will
be land cost proper construction of building on that land which will contain all the basic
necessities like electricity, water & washrooms for exclusive store.
• Thanks to the cultural and geographic diversity prevailing in the country RAW should decide
‘what’ to sell and ‘what price’ to sell the goods.
• The main objective of RAW is that products should be segmented for different consumers
keeping in mind the local tastes and preferences.
• RAW should improve the existing logistics system in order to meet the demands of the Rural
Population. One way is to identify a potential major town in the district and make it as a
logistic hub.
• Other healthy product range- Apart from fruit juices and milk, we are planning to launch other
healthy products as well which includes nut butters. Nut butters are very popular among gym
freaks and are uber healthy and tasty which includes peanut butter , almond butter and many
more.

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• Year 1:-
• Opening RAW elite and RAW classic– a new brand of RAW exclusively for the Indian urban
and rural markets.
• Selecting town for growth one by one.
• Financials needed- ₹ 30,10,50,000 in the first year as to set up stores in 10 main cites.
• Year 2:-
• Expanding RAW classic in tier 2 cites of India.
• In total we’ll open 20 stores in rural towns of holds opportunity of expansion.
• Financials needed- ₹ 47,86,25,000 in the second year as to set up stores in 20 new ruler
market.

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• Year 3:-
• RAW classic and RAW elite expansion in tier 3 cites and foreign market. like Kuwait, Oman
• Financials needed- ₹ 87,43,50,000 in third year to set up stores in 40 new market in India and
abroad.

• Year 4:-
• Extending the range of products to other categories then juices in the established market places.
• ‘RAW elite’ and ‘RAW classic” with the tag line ‘bottle of taste and health’ and ‘Swaad b swasth b’
• By extending the range of products RAW can diversify and minimize the factor of failure.
• Financials needed will depend upon the number of product to be introduced in different segments
but for the initial phase they can start with a capital investment of approx 50 cores.

• Year 5:-
• Extending its supply chain and brand value by reinforcing there product quality and profits.
• Reason why we would not like RAW to expand rapidly in these states on the contrast RAW should
expand its base slowly, So that they can consolidate the base.
• Under this strategy it would take RAW ₹ 50 corer to implement the recommendations.

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MARKETING STRATEGY
• RAW Pressery in terms of positioning is placed as a healthy and fresh beverage of choice.
BOOSTING SOCIAL MEDIA:
• In an approach to marketing and advertising, they will be a digital first brand
• leveraging their social media assets such as Facebook, Twitter and Instagram to create interest and
drive trials via their website.
FREE SAMPLING:
• Their promotional strategies will look at driving trial and penetration via extensive sampling and bill
boosters at retail.
PARTICIPATING IN EVENTS:
• They also participate at events that our relevant to their target group and different collage events.
DOOR TO DOOR PUBLICITY:
• Door to door publicity has always proved to be an excellent strategy to publicize a brand. The main
instruments through which can be used are pamphlets and local transports like autorikshaw’s can
be used, loud speakers can be set on them and they could be run around the town and publicity can
be done through it.

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 Distribution Channel
• The strategic distribution channel in ensuring the consistency of company’s business strategy, providing consumers
with high quality and safe products. We always prepare a specific strategy to approach and build a long-term business
relationship with a modern distribution system for each customer group, supermarkets and convenient retail stores.
• Products are sent to retail outlets through intern mediate system in which distributors and dealers cooperate with
sales team to proactively reach, sell and delivery goods to each outlet.

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PRICING STRATEGY
• Raw Pressery set it juices price on value pricing method. Raw Pressery Juice selling its juices at
price added cost and profit margin and also keep in mind the key competitors price.
• Raw Pressery provide its customer quality fresh juices that provide customer good health and
enjoyment.
• Raw Pressery contain maximum profit margin is another objective of pricing strategy.

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PRICE STRUCTURE
PRODUCT COST OF PRODUCTI MARKETIN PROFI PRICE/PE MR
NAME RAW ON G COST T R UNIT P
MATERIAL COST
ORANGE JUICE 51 30 6 7 94 100

POMEGRANATE 102 33 6 5 141 150

JUICE
SUGARCANE 15 27 6 10 58 80
JUICE
GUAVA BLEND 30 27 6 9 72 80
MANGO BLEND 57 28 6 8 99 110
MIX 41 33 6 6 86 90
FRUIT(250ML)

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 Solutions
• Integrating new-age technology in the supply chain to administer real-time traceability of packaged
goods.

• Social englightment of the use of health centric products and their long time effects, via celebrities
and other medium.

• Build infrastructure to sustain huge movements of bottled goods. Cold storage warehouses and
vans are the stepping stones towards it.

• Introducing new flavours within the budget range. Now, the price range varies from ₹ 50 to ₹ 200.

• Marketing via the right mediums and at the right places.

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 Suggestion
• Implementation of Six Sigma in the Process lifecycle.
• Making more aggressive advertizing campaign as connecting with
the customers are important.
• Tie ups with growing brands like Pitanjali to increase customer base,
as Pitanjali has outlets in approximately every city.
• Extending present portfolio and establishing new segments.
• Get more recognized people on board for marketing and pumping
brand value by differentiating there product.

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• Conclusion

• In the present retail scenario, the competition is at its all-time high and the best method to go
ahead is to adapt to the current change and RAW needs to do it at any cost. We have seen big
market players like the Pepsi co. and Coca-Cola co. have already done this. The Pepsi co has
already started to understand the necessity of exploring the rural market and for this it has
already started its rural outlet under the name Necket. RAW needs to do the same thing and
by building more and more hyper markets in the cities wouldn’t really help things.
• RAW should understand the importance of rural markets and the need to explore it. We
should not forget the fact that 70% of the total Indian population is rural and this fact is alone
sufficient to understand the capacity of the rural market.
• So, the importance of rural markets should not be under estimated and must be caputured in
order to start a new trend and develop the business. At, the end the firms which mark in the
people’s heart survive and become legends. The basic funda is simple to make product for
everyone.

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 REFERENCE

• https://www.rawpressery.com

• https://www.bigbasket.com/pb/raw-pressery/fruit-
juices-drinks/
• https://economictimes.indiatimes.com/small-
biz/startups/newsbuzz/raw-pressery-raises-rs-65-cr-from-
sequoia-saama-others/articleshow/64252132.cms
• https://www.indiaretailing.c om
• http://bestmediainfo.com/2018/03/beverage-start-
up-raw-pressery-earmarks-13-of-revenues-on-
marketing-led-by-digital/

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