Summary of Can Go-Zero BEAT Naturals in Indian Market? : Explained!!! Business podcast

Summary of "Can Go-Zero BEAT Naturals in Indian Market? : Explained!!! Business podcast"

This detailed podcast features Kiran, an entrepreneur with deep roots in the Indian ice cream industry, discussing the journey of his family brand Apsara Ice Creams and his new venture Go-Zero, a guilt-free, zero-sugar ice cream brand. The conversation covers strategic insights on building and scaling consumer brands in India, especially in the ice cream segment, with a focus on product differentiation, pricing, distribution, and marketing in the evolving Indian market landscape.

Key Financial Strategies, Market Analyses, and Business Trends

1. Product Differentiation and Innovation

Legacy vs New Brand: Apsara is a legacy brand (since 1971) with a strong local presence but limited scale. Go-Zero is a new-age guilt-free ice cream brand launched in 2022, targeting health-conscious consumers.
Unique Flavors as USP: Instead of competing head-to-head with Naturals on popular flavors like Sitafal or Coconut, Apsara created unique flavors such as Guava Masala and Belgian Dark Chocolate to carve a niche.
Guilt-Free Ice Cream Trend: Rising health awareness post-pandemic has increased demand for low-calorie, zero-sugar ice creams. Go-Zero uses natural sweeteners like stevia, maltitol, and fructooligosaccharides to maintain taste and texture while reducing calories by half compared to regular ice cream.
Taste vs Health Balance: Emphasis on not compromising taste for health, which is a major challenge in guilt-free products.

2. Pricing Strategy

Anchor Pricing: Pricing is benchmarked against competitors like Naturals to maintain market relevance. For example, Apsara kept prices close to Naturals to encourage trial.
Premium Pricing Justification: Go-Zero’s price point (~₹120 per scoop) is justified by its health benefits and superior taste compared to premium brands like Baskin Robbins or Magnum.
Impact of Raw Material Costs: Use of natural sweeteners increases raw material costs significantly compared to sugar, influencing pricing decisions.
Price Sensitivity and Market Segmentation: The Indian market is segmented into tiers (India 1, 2, 3), with quick commerce primarily serving urban, higher-income consumers willing to pay a premium for convenience and health.

3. Distribution and Supply Chain

Avoiding Own Manufacturing Initially: Outsourcing manufacturing to contract manufacturers is recommended to save capital and operational headaches, especially for startups.
Cold Chain Expansion: Manufacturing plants in Mumbai, Bangalore, and Delhi with warehouses set up based on demand in cities. Warehouses are strategically located (city outskirts vs city center) balancing cost and delivery speed.
Quick Commerce as a Growth Channel: Go-Zero leveraged quick commerce platforms (Blinkit, Zepto, Swiggy Instamart) aggressively for rapid scaling and distribution, becoming a top guilt-free ice cream brand on these platforms.
Data-Driven Location Selection: Store and warehouse locations were chosen by analyzing competitor footfall and sales data (e.g., locating stores near high-performing Naturals outlets).

4. Marketing and Brand Building

Minimal Traditional Marketing: Go-Zero spends only 2-3% of revenue on marketing, focusing heavily on digital quick commerce platforms rather than TV or offline ads.
Performance Marketing Focus: 70-80% of marketing budget is spent on search campaigns and app visibility on quick commerce platforms, optimizing for customer acquisition cost and return on ad spend.
Word of Mouth and Product Experience: Strong product quality and unique flavors have driven organic growth and repeat purchases.
Strategic Use of Promotions: Initial heavy discounting to encourage trials, followed by price stabilization as brand loyalty builds.
Timing Marketing Spend: Front-loading marketing spend in peak seasons (summer months) to maximize impact.

5. Unit Economics and Financial Metrics

Gross Margin: Go-Zero operates at a gross margin of ~70%, higher than mass brands like Amul (50-60%) due to premium pricing.
Contribution Margin (CM1): After logistics, delivery, and selling expenses, contribution margin is around 50-55%.
Marketing Spend Impact (CM2): Marketing and promotional costs reduce margin further; new brands often operate at a loss initially to gain market share.
Customer Lifetime Value (CLV): Estimated CLV is ₹1500-2000, considering repeat purchases and impulse buying behavior.
Commission on Quick Commerce: Platforms charge 30-40% commission on sales, which affects net margins but is justified by rapid scale and customer reach.

6. Market and Consumer Insights

Consumer Segmentation: Quick commerce primarily serves urban, health-conscious, convenience-seeking consumers with disposable income (India 1

Notable Quotes

— 76:10 — « If I talk about Naturals in July 2022, it was ₹65, today almost ₹80-85 is available in retail stock and if you buy online then it will cost almost ₹90 to ₹100. »

— 82:38 — « It does not contain sugar and is low in calories, so for me both the problems are solved. »

— 84:17 — « ₹120 price point is right for me by the way, simply because of that proposition of zero sugar and 150 calories. »

— 89:31 — « Creating awareness is the most gutsy thing to do but at the same time it comes at a very heavy cost where you have to spend a lot of money only to make sure that you create a market for your competitors. »

— 100:43 — « In this era where 30 seconds and 60 seconds snackable bites are on the go, you can find long format videos of one and a half to two hours where people are sitting and listening to the whole thing and learning. That is something very amazing. »