A hypermarket buyer decides your fate in the first 90 seconds of a pitch. Most founders spend those seconds on the wrong slide. What's your opening line? #Retail#FMCG
@manish21688 V2 Retail at 28% is the one I'd watch too. Value chains growing that fast are usually adding stores, so same-store sales and inventory days will show whether margins hold.
@Azure_Avocate@IkeMoses Same with mangoes. Retailers order them firm because ripe fruit bruises in transit and lasts maybe two days on the shelf, so most shoppers never taste one picked ripe.
@c_aashish Of the three, supply chain resilience usually decides it for mid-size manufacturers. An FTA helps little if your inputs still come from one country and your suppliers can't meet the partner's standards.
@Kurle_N9 Phone accessory stalls are on every corner because you look at your phone all day and at your helmet only when you ride. Helmet sellers would do better next to the phone shops.
@logical_traderr GOV share flatters whoever runs the deepest discounts. I'd want contribution margin per order next to it, because at these basket sizes dark-store density decides who keeps the share.
@gregoryblotnick Same from the operator side in retail: the people who called a chain's results right knew shrink, promo depth and inventory days by category. Same-store sales was usually the last number to move.
@KommawarSwapnil The 38% "others" is the interesting part: regional blends win on local taste, and the big two tend to buy them rather than beat them. Which one do you think gets acquired next?
@nicbstme Self-checkout in grocery went the same way: people avoided it until it beat the cashier line on speed, then queued for it. I think agents flip at the same point, when they're quicker than doing the task yourself.
@KommawarSwapnil The 38% "others" is where it gets interesting, since loose tea and regional packers still win on price in smaller towns. Does HUL take share there through distribution reach or through the ₹10 pack?
@Nicolas_Colin Gross margin is only half of it. In food and FMCG plants working capital hurts just as much: raw stock, finished goods and 60–90 day retailer payment terms, all funded long before any return shows up.
@paremal On FMCG, rate hikes hit through distributors first: credit gets tighter, they carry less stock, and volumes look soft before shoppers change anything.