Q1. Could you start by giving us a brief overview of your professional background, particularly focusing on your expertise in the industry?

I have 17 years of work experience with organizations such as HUL, Mars, PVM, and Mars PN, spanning sales functions including line sales, trade marketing, customer marketing, account management, and channel head for MT.

Q2. What major shifts in consumer preferences are you seeing across modern trade channels — health-conscious, convenience-driven, or premiumization? 

Consumers today are increasingly opting for more health-conscious products. They are open to experimentation, but at the same time, with inflation on the rise, they are considering more miniature packs to meet their needs. Today, they are looking at buying from channels that offer them the best value at their convenience.

Q3. How is the role of traditional modern trade (organized retail, supermarkets, hypermarkets) evolving in the face of growing e-commerce and quick commerce platforms? 

Modern trade is still the channel for product experience for the shopper and for most organizations in the FMCG space, and it will continue to do so. It is also the channel for experimenting with new pack sizes, formats, flavors, configurations, etc. These are not available either in qcom or in GT as such. It will remain relevant for FMCG in the future as well.

Q4. What is the extent of AI usage in enhancing supply chain visibility or reducing waste across perishable F&B categories?

It is still in development, although I don't have direct visibility of it. The adoption of AI in complex supply chain markets, such as India, should ultimately benefit the long-term.

Q5. What percentage of overall F&B sales is now being driven by modern trade channels, and is this share growing or stabilizing?

For the overall FMCG sector, it would be around 10%; for F&B, it would be closer to 15%. It will remain in this range of 14% to 16-17%.

Q6. How has the competitive intensity in modern trade evolved in recent years — are challenger brands gaining ground on legacy players in key categories?

In the short term, yes, but with legacy brands having higher brand strength and greater investment capabilities, they ultimately prevail in the long term. Challenger brands need to determine the right mix and ambition unless they have a highly disruptive product that the market will readily adopt.

Q7. If you were an investor looking at companies within the space, what critical question would you pose to their senior management?

a) Why would the shopper buy their product vis a vie competition, and what is the insight on which it is based 

b) what is their brand positioning

c) their 5p mix 

d) 6-month, 1-year, 3-year, and 5-year horizon for ramp-up, including financials and people.