How has the journey of Cargill been in India till date?
It has been a very high growth driven
one and Cargill sees India as one of the largest consumer markets. Especially in edible oil, we see a constant growth; and so the parent company is also excited about the edible oil business in India.
How does the parent company support Indian operations?
We have been leveraging a lot on our global strengths, which has enabled us to create an edge against the national players. 50% to 60% of our raw material is outsourced by Cargill internationally; but at the same time, our head office never intervenes in our daily operations, which has helped us a lot to localise our product.
How do you think acquiring Gemini brand has helped you?
In the oil business, in spite of the existence of big players like Ruchi Soya, the major competition comes from unorganised and unbranded players. We acquired Gemini from Parakh Foods in 2005; and Gemini being a very popular player in the southern part of the country has helped us to capture the market. In the future also, we are open to such acquisitions; and if you are properly positioned, there’s no fear of cannibalizing. For example, Nature Fresh is our premium oil brand whereas Gemini is a mass oil brand.
How do you think you being a global player has given you an edge against domestic players?
Definitely, we have the best technology and setting up infrastructure was easier for us. Apart from technical aspects, our global experience has helped us to produce high quality at very low costs. Also, there’s the goodwill generated by Cargill’s legacy, which has helped us to make many global food players operating in India our clients. At the same time, when it comes to today’s retail revolution, we have set a standard that all retailers should stock our products.
For Complete IIPM Article, Click on IIPM Article
Source : IIPM Editorial, 2008
It has been a very high growth driven
one and Cargill sees India as one of the largest consumer markets. Especially in edible oil, we see a constant growth; and so the parent company is also excited about the edible oil business in India.How does the parent company support Indian operations?
We have been leveraging a lot on our global strengths, which has enabled us to create an edge against the national players. 50% to 60% of our raw material is outsourced by Cargill internationally; but at the same time, our head office never intervenes in our daily operations, which has helped us a lot to localise our product.
How do you think acquiring Gemini brand has helped you?
In the oil business, in spite of the existence of big players like Ruchi Soya, the major competition comes from unorganised and unbranded players. We acquired Gemini from Parakh Foods in 2005; and Gemini being a very popular player in the southern part of the country has helped us to capture the market. In the future also, we are open to such acquisitions; and if you are properly positioned, there’s no fear of cannibalizing. For example, Nature Fresh is our premium oil brand whereas Gemini is a mass oil brand.
How do you think you being a global player has given you an edge against domestic players?
Definitely, we have the best technology and setting up infrastructure was easier for us. Apart from technical aspects, our global experience has helped us to produce high quality at very low costs. Also, there’s the goodwill generated by Cargill’s legacy, which has helped us to make many global food players operating in India our clients. At the same time, when it comes to today’s retail revolution, we have set a standard that all retailers should stock our products.
For Complete IIPM Article, Click on IIPM Article
Source : IIPM Editorial, 2008
An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative
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