@PraveenKG Agree to the point that 50% refers to organized market share. which is 25% of overall market share (organized + unorganized).
It would be interesting to see, how symphony will overcome the below challenges in unorganized market.
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Price Sensitivity: Consumers in the unorganised market are highly price-sensitive. Symphony’s products, while known for their quality and innovation, are priced at a premium compared to unorganised sector offerings. This price difference makes it difficult for Symphony to attract consumers who prioritize affordability.
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Limited Product Differentiation: Although Symphony offers a wide range of products, the unorganised sector often imitates the designs and features of successful models. This imitation blurs the lines of product differentiation and forces Symphony to compete on price, a strategy that may not be sustainable in the long run
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Deeply Entrenched Unorganised Sector: The unorganised air cooler market in India remains substantial, estimated at around 70-75% of the total volume. This long-standing presence makes it difficult for organised players like Symphony to make significant inroads, as consumers in smaller towns and rural areas often prefer familiar and readily available local alternatives.
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Lower Entry Barriers: The air cooler industry has relatively low entry barriers, which allows numerous small, unorganised manufacturers to operate. This fragmented nature of the unorganised sector creates intense competition and makes it challenging for Symphony to establish a dominant presence.
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