Demonetisation has put Digital India mission on fast track, writes Godrej Nature's Basket MD Avani Davda

Demonetisation has been one of India’s most disruptive policy measures and remains a much debated topic even three months after the announcement. As a leader in the food retail business, it was a welcome move given the upside we are seeing.

Digitisation fast tracked
One of the greatest benefits of demonetisation has been the fillip it has given to digital transactions. Before 8 November 2016, our cash to cards/net-banking ratio was 60:40. Post de-monetization, we saw a complete reversal. This ratio moved to 15:85 with a sharp increase in use of mobile wallets and net banking with cash dropping to 15 percent.

Representational image. Reuters

Representational image. Reuters


This quick adoption of digital payment methods has played out across the organised retail sector. According to the ratings agency India Ratings and Research (Ind-Ra), the share of cash transactions dipped to 20 percent from about 50-60 percent with a concomitant surge in the use of digital wallets.

As per Nielsen’s report Demonetisation: The Nielsen View, around 1.2 crore additional customers were added in a single week to the number of Indians using digital wallets. The reach of mobile payments increased by six percent in the week of the announcement and peaked at the highest ever reach of 70 percent.

In the metros, it would have taken people from different socio-economic classifications at least three to five years to adopt digital payment methods. Demonetisation fast tracked the cash to digital transformation in a matter of months, which has also opened more avenues for organised retail players.

The reforms listed out in the recent Union Budget including introduction of Aadhaar Pay, Bharat Interface for Money (BHIM) app, and BharatNet are expected to add further impetus to Digital India and also increase transparency and accountability.

Shift to organised retail
Ind-Ra report asserts that the cash crunch post demonetisation triggered a shift to organised retail.People explored alternatives such as shops in malls, Godrej Nature’s Basket stores or other organised retailers to purchase basic items, which led to increased footfalls across the sector.

At Godrej Nature’s Basket, we saw the benefits at different levels:
• An increase in new customers from the neighbourhood, most of who continue to patronize us
• Increase of the basket size from existing customers who were not so frequent
• Customers also got an opportunity to see our refreshed stores.
• The fresh range of fruits and vegetables, bakery, and delicatessen were the top three categories in sales. Increase in indulgent categories such as confectionery and snacking was also registered.


The last 100 days reveal an interesting trend for us: We saw an average increase of 15 percent in our online orders. This trend has been continuing and we have seen one of our best Q3 in terms of the top line. We are seeing very optimistic double digit growths on our number of transactions and the year-on-year growth is over 10-12 percent in-store which is quite healthy for retail.

Way ahead
The last 100 days have had their own set of challenges — there was a lot of stress on employees initially, with instances of credit card machines malfunctioning and customers facing discomfort trying to get change. However, processes were streamlined and we managed to overcome the hurdles.

Demonetisation has been a bold move and while it has had its ups and downs, it bodes well for the organised retail sector overall. Growing acceptance and use of digital payment methods is just one aspect of the story.

The 100-day-period forced people to revisit organised retail and we were able to deliver the experience the right way which is a very positive sign. This has led to a new set of customers who now appreciate the value and services that an organised retailer offers.

(The writer is Managing Director, Godrej Nature’s Basket)


Published Date: Feb 18, 2017 07:37 pm | Updated Date: Feb 18, 2017 08:37 pm



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