STRATEGIC PLAN:

Godrej Nature’s Basket: a retail venture of The Godrej Group is India’s foremost retail destination for gourmet
foods from across the world.

1. Situation Analysis
Current Organizational Mission: Their vision is to be India’s dominant and pioneering omnichannel, gourmet
retailer. They aim to redefine India’s freshest and finest food experience by 2020.

Current Ownership and management alternatives: Venture of the Godrej Group

Current goods/service category: fresh vegetables, fruits, cold cuts, meats, cheese, organic foods, best
international and domestic wines and dairy products.

2. SWOT Analysis

STRENGTHS
 Wide variety of international brands of varied food products.
 Knowledgeable and passionate employees.
 Strategically located stores .
 Strong backing of parent company (Godrej).
 Pioneer in the gourmet food retailing space

WEAKNESS

 Huge investment expenditure is required for growth.

 All the stores have not yet break even.
 Prone to stock-outs of certain brands
OPPORTUNITIES

 Gourmet sector is still small in India so less competition

 Segment is relatively price insensitive and has massive buying power
 Lot of scope for online selling activities
THREATS
  Fluctuating rupee can create resistance among importers.
 Rising cost of land and development
 Rising labour cost and attrition rates in India

3. OBJECTIVES
Revenue: revenues of approximately Rs.350 crore this financial year and doubling its revenues from
online retail following the acquisition of online grocer ekstop.com
Profit: to achieve sustainable profits through ominichannel expansion
Positioning: To expand footprint across metro & tier-I cities with stores and to all India with our E/M-
commerce service.
Customer satisfaction: To provide a brighter customer experience with an assortment of finest local
and international foods and highest level of service.

4. Identification of Consumers
Choice of a target market
 Differentiated marketing
GNB strongly follows a differentiated marketing strategy. They create new demand in an
uncontested market place. It caters to the refined needs of up-market urban consumers for
irresistibly authentic world food and ingredients.
Their core target group is men and women above 25 who are high spenders and big online
shoppers
5. Overall Strategy
 Controllable variables
 Goods/services strategy: They source the finest products ranging from fruits and
vegetables, authentic delicatessen, finest meats to bakery products. They also have
their own private brands such as L’Exclusif, Healthy alternatives and many more. To
differentiate themselves they will keep on providing premium ‘hard pressed to find in
other stores’ brands and products such as conserves, oils, sauces and pancake mixes.
 Location and distribution strategy: Currently there are 35 stores operating in Delhi,
Mumbai, Bangalore and Hyderabad located in high street locations, this combined
with and online portal and a mobile application. They plan to streamline their retail
formats to become the ‘freshest and finest’ neighborhood store. They are also in the
process of consolidating the chain for omnichannel expansion.
 Pricing Strategy: It caters to the higher socio-economic strata which is not impacted by
the rupee fluctuation and macro-economic conditions. However their private labels
will fill low-volume categories, which will be of good quality and priced lower.
 Promotion Strategy: Nature’s Basket does a lot of in-store activities such as wine-and-
cheese evenings, tasting sessions, demonstrations by well-known city chefs and
cooking workshops. They also rolled out a television campaign which convey GNB's
offering of the freshest ingredients and a wide range of world food and also promote
its online and mobile platforms.
The campaign is promoted across digital platforms including Facebook, Twitter and
Instagram.GNB has also planned a strong influencer outreach programme involving
celebrity chefs, food writers and bloggers to drive traffic to the app.
 Uncontrollable Variables
 Consumer environment: More and more consumers are now interested
in organic and gourmet food. The demand for GNB’S products is not
coming down. Though, growth from new customers may have come
down.
 Competitive environment: There is not much competition as it’s a niche
category and GNB has a strong customer loyalty. But the brand keeps
an eye on what competitors such as LE Marche and Food Bazar are
doing.
 Economic environment: As the company imports majority of its
products, currency fluctuation plays a major role in its business.
 Technological environment: The Company is constantly using
technology to strengthen its online presence.
 Legal environment: GNB is careful in fully complying with all laws and
regulations (import norms, ethical sourcing and strict quality
procedures).
 SPECIFIC ACTIVITIES
 Daily and short term operations: The Company carries only 18 days of
inventory as they understand how international food works. They also
have highly involved employees who provide excellent service thus
helping GNB in differentiation.
 Responses to environment: GNB acts appropriately with regard to
changes in technology, consumer behavior, trends in retail and so on.
 CONTROL
 Evaluation: Omni channel retailing will help GNB in understanding the
consumer’s needs better and widen its reach.
 Adjustments: With a strong online presence the company can use data
analytics to understand and monitor the customer’s needs and wants.