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Success Story: How KRBL Elevated Its Export Brand

KRBL’s journey started over 120 years ago as a grain-marketing and agro-products processing firm. Over the years, KRBL has established itself as a brand that is synonymous with basmati rice, favourably positioning Indian basmati on the global food map. As the world’s largest basmati miller and exporter, the company has a strong presence across all major basmati-consuming regions such as Asia, Middle East, Europe, USA, Canada, and Africa. KRBL is known for its seed development and farmer engagement programmes, as well as the credibility it has built by implementing the fastest scalable lab-to-market public-private partnership (PPP) project, with the renowned 1121 grain

As India’s first integrated rice company, KRBL is present across the value chain – from seed development and multiplication, contract farming and production to the marketing of products. The company has successfully established an ideal model for effective contract farming practices, whereby it acclimatises partner farmers with all aspects of the crop cycle. 

KRBL has adopted several sustainable business practices and advocates for food security and sustainability, supply chain management, hunger and malnutrition issues, food storage and waste management. The company has introduced several eco-friendly measures on the farm for soil conditioning and pest and disease management. This ensures that any adverse environmental effects are minimised while also helping to conserve the environment and support local communities. KRBL cultivates seeds using sustainable farming practices to provide high-quality seeds to farmers. KRBL seeds are high in demand due to quality and yield attributes.

KRBL’s decisive transformation began in the 1980s when it identified the growing global demand for basmati rice and strategically entered the export market. India became a rice-surplus nation in the 1980s, and the company celebrated this momentous occasion by exporting shipment of rice to Russia. KRBL’s continuous journey to reinvent itself started with overseas technology enablement, by establishing its first state of the art rice-manufacturing unit in 1992 in Ghaziabad, Uttar Pradesh. Subsequently, it launched the India Gate Basmati rice brand in 1993, offering packaged basmati directly to domestic as well as international consumers.

KRBL commercialised the Pusa-1 and 1121 rice variety and introduced it internationally. Today, these varieties are the most sought-after basmati types worldwide, reinforcing KRBL’s status as a market leader.

We interviewed Ms. Priyanka Mittal, Whole Time Director at KRBL, to understand the company’s export branding journey – from its early export strategy and success to its current strategy, market positioning as well as its outlook. In this section we share our takeaways from the interaction with KRBL’s team and excerpts from the interview.

How does KRBL ensure and maintain product consistency across different international markets?

We are a leader in the branded Indian fast-moving consumer goods (FMCG) sector and the largest producer and exporter of branded basmati rice from India. Its robust global footprint spans approximately 90 countries. With world’s largest basmati production facility of 195 tonnes per hour (TPH), it ensures world-class technology milling at scale. One of the primary components of its success is natural and science-based rice ageing adopted in our facility in India. We pride ourselves being called “Master Agers of Rice,” akin to wine. Century old understanding of the grain mixed with use to technology while retaining the tradition of genuine aging in most natural state enables proper development of key attributes of Basmati, making it Queen of rice. This sets us apart from our peers. Further keeping uniformity of the crop, purity, and consistency in quality year after year makes India Gate the most sought-after Basmati brand globally.

KRBL’s rice processing and packaging facility

Brand Strategy & Positioning

KRBL’s motto has been to uncompromisingly deliver the best of India. This commitment to deliver high-quality products created a newer super premium category (a new class) within Basmati. For instance, India Gate Classic rice, emphasises its unique ageing process with the message “Aged for Two Years, for Occasions That Are Timeless.” The rigour of seed-to-store as well as “master aging” lends it an unmatched attribute duplicated by none of its peers. Consumer validation and trust on its exceptional aroma, taste, and fluffiness, reinforced the uniqueness in premium quality in every market KRBL serves. Word of mouth elevated the brand to its leadership position which was accentuated by the 360-degree marketing communication giving it the status of "World's No.1 Basmati Rice" brand.

How did you differentiate your brand from competitors in foreign markets? What steps did you take to establish credibility and build trust with international customers?

KRBL has strategically positioned itself as a leader in the Basmati sector, with a vision to upgrade its consumer’s lifestyle. Offering high quality and authentic food products that promote an improved lifestyle and customising offerings to cater to regional preferences, as well as movement towards sustainable practices has given us a distinct brand identity.

Our flagship brand India Gate enjoys a large market share in the key markets of Middle East, including UAE, Qatar, and Kuwait, as per Nielsen Retail Audit.

With respect to building credibility, first and foremost, there is a movement globally towards consuming authentic products which are direct from source of origin. Our brand India Gate highlights this instantaneously. Further the seed-to-store linkage that India Gate prides in, is not comparable to local competitors in respective markets. India Gate delivers the consistency that local competitors cannot match.

Secondly, we work on customized product strategy for each of the key markets. Our offerings are carved keeping in view the cooking habits and lifestyle of consumers in each market. For example, Saudi’s most favoured white rice brand is called “Bab Al Hind’ which means India Gate in Arabic, was launched almost 30 years ago, only for Saudi Arabia. We also launched Muzza rice, which is parboiled basmati again enjoyed a lot by our Saudi consumers.

Thirdly, we continue to prioritise customer insights and trends, ensuring that our future product launches are aligned with evolving preferences of our international consumers. We launched the health range with products like Sprouted Brown rice, Quinoa, Flaxseeds etc. seeing the increasing orientation towards a healthier lifestyle.

Also, in times of crisis, KRBL has demonstrated its commitment to its global customer base through proactive support, particularly during the COVID-19 pandemic. Realising the role Indian Basmati plays in GCC’s food security, KRBL leveraged the collective efforts of its operational teams, local authorities, government agencies and its plant employees to ensure minimal disruption to its supply chain in key markets of GCC, even during the most challenging periods. This ability to adapt and overcome logistical challenges in real-time has reinforced KRBL’s reliability and resilience in international markets.

We also take customer feedback very seriously, with a dedicated team that actively analyses both positive reviews and concerns related to our products and services. By doing so, we ensure that any issues are addressed promptly, and we continue to build long-term, positive relationships with our consumers. Customer experience and after-sales service have played a key role in shaping our brand perception abroad.

Market Entry and Expansion

The international expansion of KRBL has been a mix of market intelligence, localised strategies and strong partnerships that have worked together to guarantee that the company delivers high quality rice to global consumers. At KRBL, the approach towards entering and penetrating the market has always found its roots in the deep understanding of consumer behaviour. The company has successfully identified high-potential international markets by focusing on areas with a large population of Indian immigrants and expatriates, as well as in regions such as the Middle East where rice is a staple food. Thus, one of the main drivers of successful expansion has been the correct identification of the geography that show high potential demand for KRBL’s products.

How important was localisation in your branding strategy? What were the biggest hurdles in scaling exports?

Scaling exports have its own challenges. It is not just about sending products overseas; but also requires deep understanding of local markets, preferences, systems etc.

Localisation is a crucial aspect of our approach to ensure that our products are tailored to meet each market’s specific demands. For example, in the UAE, a market that prefers white basmati rice, we offer India Gate Classic and Super as key products, whereas in Saudi Arabia, we have introduced India Gate Muzza, a high-quality parboiled rice.

Localisation is a crucial aspect of our approach to ensure that our products are tailored to meet each market’s specific demands. For example, in the UAE, a market that prefers white basmati rice, we offer India Gate Classic and Super as key products, whereas in Saudi Arabia, we have introduced India Gate Muzza, a high-quality parboiled rice.

Additionally, we provide regional varieties such as Jeerakasala, Ponni and Sona Masuri rice to cater to South Indian communities in the Middle East.

Another significant challenge arises from the varying regulatory requirements across countries, such as food safety standards, delivery protocols and labelling guidelines. We have worked diligently to ensure our systems are adapted to meet these diverse regulations, guaranteeing compliance and product safety across all markets.

Developing the right set of Distribution partners, who are aligned with your vision, is also a very important for scaling up exports.

Did you establish partnerships, distributors, or subsidiaries to facilitate market entry?

We have established a robust distribution network with trusted distributors across key regions who distribute other FMCG brands with a goal to reach high numeric retail touch points. There is focus on making product available to the interiors of these country and merchandising and planograming guidelines are followed. The company recognises that every member of this network, from distributors to truck drivers, plays a crucial role in upholding the India Gate brand promise. It is this collective effort that has allowed us to build strong customer loyalty and trust, a vital lesson we have learned throughout the export journey.

Marketing & Customer Engagement

The KRBL export approach has undergone changes in line with the evolving global trends. During the company’s early years, it was geared towards meeting demands in markets with a large Indian diaspora. As customer preferences and market dynamics began to change, KRBL increasingly widened the envelope to encompass health-friendly products and adapt its offering in accordance with local food cultures. The rise of e-commerce and social media platforms have melded themselves to KRBL’s best interest for connecting more intimately with the consumers creating a larger touch and feel with the brand.

How has KRBL adapted its international marketing strategy over the years, and what role has digital marketing, social media, e-commerce, and data analytics played in expanding its global presence?

We do use social and digital media to grow our business. Technology plays a very important role for us. Most consumers these days get their information through social media; hence we are constantly working to communicate via this channel on not just our product offering but also help our consumers make the right lifestyle choice. As leaders of the Basmati industry, product education is paramount to upgrade consumer’s understanding of this category as well as usage. Social medial lends itself to reiterate such communication. As a woman centric brand, our continuous aim is to align closely with her typical day and address her challenges by creating meaningful content on recipes through chefs and influencers, children tiffin ideas and even left over food cooking ideas on platforms like Instagram, Facebook, TikTok, and YouTube.

Data Analytics helps reduce cost of wasted resources. Our goal is to intensify use of data in understanding our customer better and to cater our promotions and marketing specifically to their demands. We use technology in making our purchasing decision as well as in sales. This helps not just with transparency but also creates better value for all members of the value chain.

Another important aspect of growth is E-commerce, which has proven to be among the fastest-growing channels in various markets. We have adapted by offering products, packaging and promotional offers tailored to suit the e-commerce platforms. Focusing on e-commerce enabled us to cater to fast-changing customers' needs.

Competitive Edge and Sustainability

Is KRBL involved in any Sustainability related Initiatives?

Sustainability for KRBL is the strategic efforts towards meeting the needs of the present generation without compromising the ability of the future generation from meeting their needs in the future.

According to research, consumers are now more than ever aligning their personal values with the brand they buy, making this one of the reasons why sustainable leadership is important to stay relevant in the Food and beverage industry. This has raised the bar higher for companies to articulately define their values and what they stand for.

We have an edge as we are an Indian brand supporting farmers and following sustainable methods with respect to farming, using Renewable Energy, promoting Water and resource efficiency, Agricultural Innovations and Climate Sustainability.

What do you believe has been the biggest driver of your success as a global brand?

The biggest driver of our success as a global brand lies in in the ethos of KRBL, where employees & farmers have devoted their lives to building and sustaining India Gate. India Gate is not just a brand, it is the value system and face to the enormous eco-system that works round the clock at scale to deliver uncompromisingly the best of India. Our continuous investment in Research and Development (R&D), well-monitored processes, as well as capability to age products at the source in most natural conditions, allow us to maintain high standards of quality across all products, giving us an unmatched competitive advantage.

What are your plans to expand KRBL’s global footprint? Are there any new product innovations or market entries in the pipeline?

We are continuously evaluating new markets and channels and recognising significant growth potential in e-commerce, which is expanding rapidly worldwide. Our plans include introducing innovative products in health-focused categories while also expanding our product range to include oils and spices. By staying attuned to global food trends and consumer demands, we aim to not only maintain leadership in the basmati rice market but also position KRBL as a versatile, health-conscious food brand that can meet the diverse needs of consumers globally.

What advice would you give to other companies looking to build a successful brand in international markets?

For other companies looking to build a successful brand in international markets, my advice would be to focus on the fundamentals – product quality, consumer trust and consistent brand messaging. At the same time, understanding and respecting local cultures, food habits and emerging trends is crucial. Adapt your offerings and communication accordingly while staying true to the essence of your brand. Building strong relationships with distributors and partners in key regions is also vital, as they are the bridge to your customers.