Overview

Mavalli Tiffin Room, popularly known as MTR, began the tradition of food and hospitality in 1924 with the establishment of the MTR Restaurant by the Maiya family in Bangalore. In 1975, Maiyas diversified into the business of convenience foods and instant mixes. They were the pioneers in this segment. MTR’s wide range of products includes ready-to-eat curries and rice, ready-to-cook gravies, frozen food, ice cream, instant mixes, spices, a variety of pickles and papads, and milk beverage drinks. Their journey to India’s premier, processed food company has been marked by innovation and the adoption of new technology.

The USP of MTR is authenticity in taste blended with the latest technology to align it to the needs of the modern consumer. Its wide range offers variety and caters to varied tastes hence giving it greater consumer reach.

Project Synopsis

MTR Foods has consolidated its market leadership in the south and was looking to make a foray into the other regions of the country. Based on the varied culture and food traditions of India, MTR was looking to create awareness about the existing line of products along with understanding consumer taste preferences and needs. MTR Foods seeks to own the instant food category in the rest of India; with spices as a constant focus in the southern regions.

Our Approach

Omnizon employed more than 100 promoters across South and West India with a focus on Gujarat and Maharashtra to engage with existing and new consumers. This included a sampling of the products and sales through consumer interactions to create awareness and boost sales.

The objective was to understand the consumer views through their feedback after the actual consumption of the product. The objective was to get deeper insights into the evolving market by studying consumer preferences and taste needs through sampling and sales.

The key focus was on merchandising compliance including KPIs of offtake, coverage, execution, SOS (share of Shelf), and visibility.

Omnizon was responsible for the training of promoters on soft skills, adaptability, data reporting, and motivating them to achieve targets and goals.

The Outcome

Omizon successfully achieved the following through its robust approach;

86% increase in additional brand visibility.
The SOS (share of shelf) increased by 16%.
There was a 10% increase in promoters’ compliance.
The promoters were able to enhance their performance as a result of the training.
There were more interactions with customers and an increase in brand visibility and awareness.