SPICE RUSH CASE STUDY

Spice rush case study answers submitted in partial fulfilment of

the requirements for the degree of Master of Business
Administration

By

Akanksha Ranjan 2028039

Carol Sebastian Baby 2028022
Emil V Abraham 2028019
Sruthy Sadasivan 2028053
Sebastian Tom Jose 2028016
Deepu K 2028021

Under the Guidance of

PROF. SURESH A.S

School of Business and Management

CHRIST (Deemed to be) University, Bangalore

JULY, 2021
 CASE STUDY GO TO MARKET STRATEGY (Spice Rush)

1. Based on the study which puts the market size of Bangalore market at 200 crores for
branded spice, recommend aspirational market share for launching the spice rush range
of products and justify the rationale.

✓ As it is clear from the go to market spice rich case that the Indian domestic spice market
which is valued with rupees 40,000 crores in the year 2016 and with the main branded
products which have a share of 15 percent and also it is predicted that the share 0f
Bangalore which is 4.8 for the organised spice market at 288 crores.

✓ Also, it is clear from the case that the t Bangalore market size which is 200 crores for
the top branded products. The four main brands which are the MTR, Everest, Aachi and
shakti which is 72% which is 28,18,15 and 11 % respectively

✓ The market share of other small brands which is 28% respectively. Which means that
the 28% of the 288 crores which is 80.64 crores or the 28% of 200 core which is equal
to 56 crores which is approximately 60 to 80 crores respectively.

✓ The company like spice rush which probable market share which can hold in the market
will be 60 crores and which gives the success rate of 11% and share would be around 7
crores.

✓ As we know that the spice rush company which is new in the market so the company
should be more focusing on push strategy than the pull strategy.
2.Based on different consumer profile recommend the target consumer segment and
justify your choice.

No other nation develops and consumes however many flavours as in India. With a wide scope
of environments and geography, the Indian subcontinent has been at the centre of attention for
its flavours, textures, and extravagance merchandise, which set up worldwide exchange with
numerous nations.
India is probably the biggest maker of flavours with around 75 varieties. Among them the
Indian market has three different consumer segments. Extremely loyal consumers, early loyal
consumers and not loyal consumers. These three consumers are again categorised into monthly,
weekly and daily consumers. Monthly buyers usually prefer to buy 500g packets and mostly
purchase from organised stores which shows their extreme loyalty. Currently it is largely
dominated by MTR and Everest. While weekly and day by day purchasers buy, they generally
really like to purchase – 50g to 200g sachets and are less faithful and their buy relies upon
accessibility of brand instead of their individual reference.
So, spice rush should consider weekly and daily consumers more for more movement of
products. The targeted audience should be them. For this Spice rush ensures the accessibility
and movement of its items and is extraordinarily in small retails shops and also sachets of 50g
– 200g should be made accessible to people. Apart from this Spice rush should run different
marketing activities and campaigns in different phases on desperate segments. Then make sure
that the product is there in all categories and sizes so that it will drive awareness and acceptance
among the people. This way of acting will drive consumers and will help in entering monthly
buyers to the segment.