Indian chef aims for mass market appeal
The three main components of the company’s go-to-market strategy are distribution, trials, and performance marketing.
“Because we’re a premium experience brand, we usually rank among the natural or healthier brands rather than the premium meal brands. This is indicative of our millennial customer base,” Mr. Laughlin stated. “Getting trials is crucial to our distribution, marketing, and sales promotion because we know that a high repeat rate plus a sufficient number of trials will result in significant velocity.”
The corporation uses its strong social media presence to inform customers about new items.
“We use social media extensively; we have more than 178,000 followers,” Mr. Laughlin stated. “So, we have an effective means to spread the word when we debut a new product or (move) into a new retailer.”
Since its first debut in 2019, the four-year-old company has grown.
“We are presently available in approximately 20,000 stores across the country, and our retail sales growth over the last 52 weeks has been 71% higher than it was a year ago,” Mr. Laughlin stated. In contrast, two years prior, it had grown by 192%. Our growth is 72% incremental to the category based on our Spins data.
With three locations located in the New York and New Jersey regions, the enterprise is situated beyond the frozen aisle.
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“We can test out new flavors and formats in our restaurants, which serves as an innovation test kitchen,” Mr. Laughlin stated. “All items found in the frozen section are found in restaurants, and the recipes remain the same.”
The parent firm of Deep Indian Kitchen, Deep Foods Inc., has a production facility specifically designed to produce Indian cuisine.
According to Mr. Laughlin, “Indian food is a very complex food and to make well for product quality.” “We are in a unique position to manufacture our food here at this plant.”
For the time being, the company intends to remain in the frozen aisle.
Mr. Laughlin stated, “We’re pretty hooked in the frozen aisle, there’s a lot of growth there for us to go after long term.” “We think it’s a terrific place for our customers who weren’t raised in an Indian culture to discover. Many of them (consumers) have less experience making Indian food. It’s very frightening and complicated. We strive to recreate that moment in their home, so it’s a terrific approach for us to encourage customers to love Indian food if we can provide them with a high-quality, authentic Indian meal experience that takes us more than ten hours at our plant and several batches but just takes five minutes in their home.