In a conversation with BrandWagon Online, Neha Rao, VP of Marketing at Bikaji, talks about the company advertisement plans, the launch of its new advertising campaign with the actor Amitabh Bachchanand its growth in the field of confectionery, among others. (Edited excerpts)

What was the idea behind your new campaign “Bikaji Khao, London Jao” and how effective is it in terms of customer engagement and sales?

We have always been open to the media and are one of the few in our industry to actively advertise, unlike many competitors. Previously, we focused on building brand awareness with a brand ambassador and campaigns rather than a direct connection with the consumer. Our slogan, “Amit Ji loves Bikaji”, is popular and its catchy appeal persists among consumers.

We are now taking a step towards direct consumer engagement with a campaign called ‘Bikaji Khao, London Jao’, where participants stand a chance to win a trip to London. Everyone gets a reward (no “better luck next time”) through a spin-and-win format with cashback of Rs 75 or Rs 100, which is substantial compared to our package prices. For example, a 400 gram packet could offer up to Rs 100 cashback, as well as Borosilicate vouchers and other prizes like televisions.

Our focus on the impulse and family pack segments, particularly products priced at Rs 20 and above, has fostered a loyal customer base. Partnering with family brands like Borosil adds extra appeal, as our loyalists are valued in this campaign to reward their support.

Consumers may not feel motivated to participate in such campaigns because these rewards seem unattainable. What was the consumer reaction to this campaign and did it meet their expectations?

When planning the campaign, we worked to ensure that customers saw these prices as real and achievable. In all retail communications, we’ve highlighted the number of daily giveaways, from TVs to trips, to show that it’s not just one big prize at the end, but ongoing wins. This helped combat the “I never get a chance” mentality, encouraging people to take their chances every day.

We introduced it in our 400 gram and 1 kg packaging, particularly with treats for the end-of-year celebrations. The idea was to reach new customers as well as repeat customers, by offering them a reward for every purchase, whether it was a trip to London, a TV or cashback. Some customers, for example, won multiple prizes on different days, which increased their enthusiasm and engagement.

The campaign also expands the reach of our brand. We are leaders in some states and through on-ground engagement in places like Bihar and digital promotions like Diljit Dosanjh’s video, we are increasing our visibility in new regions and among younger audiences. Digital engagement has been key to establishing a connection and making consumers feel like they are interacting with the brand, not just a product.

Our goal was to ensure that consumers feel rewarded, even with small prizes, such as a cashback of Rs 100 on a pack of Rs 120. This concept of “guaranteed gift” played a central role in making everyone feel valued, which fueled the success of the campaign and strengthened our brand position in key markets.

What is your distribution strategy? Traditionally the business has been offline, but how has the company adapted to online distribution channels?

Our business is mainly divided between general commerce and new e-commerce channels. Rajasthan and Bihar are largely general trade markets and as a born general trade (GT) brand, they hold a special place for us. However, as consumer habits evolve, we are also increasingly present in modern commerce (MT).

In Rajasthan and Bihar, our major states, you will see us in places where general trade is prevalent. But in other areas, modern commerce is more present and we are also easily available there. Additionally, our products are available on e-commerce platforms like AmazonBlinkit, Swiggy Instamart and Zepto. So, as consumers change their shopping preferences, we ensure we reach them wherever they are, be it on Instagram, WhatsApp or any other platform.

As a consumer myself, I understand that sometimes you just want the convenience of delivery to your door rather than going grocery shopping. There are times when I enjoy strolling through a supermarket, and other days I just want everything brought home to me. We aim to provide this flexibility to our customers by maintaining an active presence across all channels.

For example, around Diwali, we try to offer promotions to our consumers, ensuring our availability at all touchpoints. From a business perspective, general commerce remains our most important channel, although e-commerce and modern commerce are growing rapidly. General commerce may not be growing at the same rate as e-commerce, but the overall market is expanding. We are seeing growth in e-commerce every year.

The industry is also progressing thanks to the efforts of major players. With Zomato already listed and Swiggy moving in this direction, the industry is booming. Whether a consumer can find our products in a nearby store or through Blinkit, accessibility is what matters most to us. As a brand, our priority is to ensure that our customers can reach us on any platform of their choice.

What are your best-selling products in the ethnic snacks category?

Our best-selling product is undoubtedly Bhujiya: it is emblematic of our brand. Over time, we expanded the Namkeen category with sub-brands like Kuch-Kuch, Sub Kuch and Tana-Tan (our aloo Bhujiya), and we are now the largest Bhujiya producers in the country.

In the confectionery sector, there has been a major shift from unorganized to organized sectors, especially post-COVID-19. Packaged sweets are gaining popularity with more consumers opting for modern, fast-paced commerce for convenience during festivals like Diwali. Retail giants like DMart and Reliance are leading this change, allowing us to grow our treats category and explore new offerings.

We have also seen a shift in consumer preferences towards smaller package sizes, driven by smaller household sizes and individual consumption. While e-commerce and fast-commerce platforms promote smaller products, larger packaging remains popular in traditional kirana stores.

The festive gifting market has grown significantly, with gift sets ranging from Rs 210 to Rs 2,500. Although gifts are not yet a major source of revenue, we see their potential and are actively investing to expand them to a important category.

What role does the gifting segment play in your revenue strategy today compared to five years ago, and how has your approach evolved?

It is important to note that gifts did not contribute significantly to our revenue five years ago, but there has been a paradigm shift. This change has led to increased focus and mobilization of resources, as well as innovation within our product lines.

What about the shift toward healthier options among consumers? What product lines are you offering this holiday season?

We are indeed addressing the growing segment of health-conscious consumers. We offer a range of dry fruit desserts like Kaju and date treats made with roasted nuts. Our products are available at different price points, catering to both mass and premium segments.

Although these healthier options are gaining ground, they currently represent a smaller share of overall sales than traditional products. The organized sector has more market share than the unorganized sector in Indiabut we recognize the importance of these healthier products for the future.

To meet this demand, we have developed a multi-grain bhujia comprising a blend of cereals like jowar. Additionally, we offer crushed roasted peanuts as an alternative to traditional snacks. While this healthier category is still developing, we are committed to evolving our product offering to align with consumer preferences over the next decade.

What are the company’s expansion plans?

We have already expanded. We recently acquired Ariba Foods, an Ujjain-based company specializing in frozen foods. We also have a factory in Bikaner. With this setup, we are focusing on improving exports now that we have our full-scale facilities. Across the country, we operate several factories; in fact, Prime Minister Modi recently inaugurated three of our factories in different cities under the PLI scheme, including those in Patna and Raipur.

Our goal is to progress in the field of ethnic snacks, a constantly growing category. We also see potential in Western snacks, although they currently represent a smaller share of our portfolio. As we grow, we focus on specific states and categories to strengthen our market presence. Our goal is to become a market leader in different segments, creating a comprehensive product offering for consumers.

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