Posted on January, 25, 2021 at 09:34 am
The food industry in Kenya and East African region has grown massively and is increasingly becoming sophisticated and competitive. Over the last 20 years, it has attracted a dozen of mostly new local players whose aim is to meet the ever evolving consumer demands who are conscious on price, nutritional value and food quality.
One company that has been a part of this transformation in Kenya through its leadership and focus on delivering quality packaged food products is none other than Mjengo Limited. From its early days as a hardware shop in 1991, to becoming the leading distributor of a number of fast moving consumer goods, the company ventured into food processing in 2001, debuting its now well-known Daawat rice brand.
From its humble start in the industrial town of Thika, the company has gone on to introduce a number of new products and packaging concepts that have endeared it to millions of consumers in Kenya, Africa and beyond.
And now, according to Raj Malde, the company’s Founder & Managing Director, Mjengo is on a new reinvigorated path of innovation as it gears for its next growth phase. This stage is anchored on technological upgrading of machines, investment in critical man power and diversification of its product range in addition to introducing new brands into the market.
Distribution as an anchor to starting food processing
Mjengo’s range of products, brands and reputation have come a long way from the days the company started off as a hardware business, before transitioning into food distribution and later going into packaging and manufacturing. This was after the family coffee export business went under in 1990.
Having grown up in a business driven family, Raj, the soft-spoken unassuming leader, notes that the experience of the failed business taught him a critical lesson on not taking things for granted. “As human beings, we have a tendency of taking things for granted; this is the worst thing you can do. We believe that we have everything but that is hardly the case. What we have today can be lost tomorrow,” he warns.
While trading in distribution of rice, Raj notes that the company realized its margins were thinning. Therefore, in the early 2000, the firm opted to pursue processing and packaging of its own brand of rice.
At the time, the only branded rice in the market was locally produced from the rice paddies of Mwea Irrigation Scheme in Eastern Province of Kenya. It was dubbed Mwea Pishori and was packaged in black khaki bags, with black writings on the package.
“We were one of the first companies to pack our rice in BOPP plastic packaging bag, which was innovative in terms of where we started and the outlook of the rice industry was at that time. For some of those who had started packing in plastics, it was the ordinary plastic, but ours was branded which was something new in the industry,” explains Raj.
Through this innovative journey, Mjengo’s now famous Daawat rice brand was born. The product took the market by storm as consumers who had been used to non-branded rice got the opportunity to savor branded, well-packaged and quality rice for the first time.
Raj states that the company’s experience in distribution and trading business came in handy when it ventured into processing.
“Our knowledge in distribution made it easier to understand customers, wholesalers and retailers’ behaviors. Therefore it has become easier to change or adapt new ways based on the feedback that we were receiving from them.”
Following the success registered from the packaged rice business, the company sought new opportunities for growth that could fit into its well-developed distribution chain.
“During one of my business trips to India, about 10 years ago, I visited a biscuit manufacturing company and discovered that most of their production was for the African market. That got me thinking why a company in Asia would be exporting to Africa yet the continent was capable of producing its own biscuits,” reminisces Raj.
Upon his return, the Director says Mjengo explored opportunities that existed in the biscuit category while analyzing the available brands in the markets.
“We saw there was an opportunity as the local biscuits makers targeted more of the mass market, while lacking strong focus on product quality. While we saw that as big entry point, we were cognizant of the fact that it would require a significant investment to pull it off.”
The company went on to establish a production plant and set off producing the Nuvita brand biscuits. The investment showed tremendous potential for growth, which saw the company expand production output three fold within four years.
Looking back, Raj says that the successful launch of Dawaat rice and later, the success of its Nuvita biscuits line, gave the business the confidence to seek new opportunities, diversify and venture into new areas.
“We realized that we were able to do things right after developing a rice brand and establishing Nuvita biscuits. The positive market reception and appreciation was a huge vote of confidence that gave us the impetus we needed to venture into the international market,” says Raj.
He adds that there is need to increase investments in local economies to reduce Africa’s reliance on imported food products. He asserts that Africa as a continent has the potential to manufacture its own high quality products.
New investments for the future
As the company gears for its next phase of growth and transformation in order to maximize on the emerging opportunities that have become apparent, Raj is convinced that Mjengo is on the right track with the pace and direction of its investments. “We see enormous opportunities. In the last two years, we have invested about US$6.5 million in two new projects. This include a new plant that produces high quality sponge cakes and another for processing and packaging wafers. The equipment is first of its kind in Eastern Africa.
Supplied by some of the World’s leading equipment makers, Raj exudes confidence while excitedly noting that the new plants places the company at a new level of productivity, efficiency and quality. This, he says will enable it to churn products that satisfy the dynamic consumer expectations.
Apart from investing in new plants, Mjengo has also diversified its range of products to include savoury snacks, biscuit snacks and breakfast cereals – all produced at the Thika factory.
The Director points out that the new products have enabled the company to enter the convenient snack food business, which though competitive, is growing at a fast rate. “Snack is a very competitive category and we are determined to excel in this market despite some of the technological challenges that we have had to go through.”
“When we started in snacks, a friend of mine who had invested in a new machine for corn puffs went bankrupt. About 6 years ago we bought out his machine with the intention of developing our own snacks business. Within the first 3-4 years in the snack business, we had difficulties penetrating the local market as we were disadvantaged by the quality of products that the machine produced,” says Raj.
He adds that in 2018, Mjengo made a firm commitment to upgrade the machine to match the European standards. This decision gave the company a sure footing in the corn puff sector and made it possible to increase its machinery and delve into the cereals and biscuits snack markets. This cemented its foothold in the food industry.
Besides the machinery, the company went on to invest in its new ultra-modern head office building and also up-scaled its facilities to ensure its growing human resource has access to a comfortable, clean and safe working environment.
Over the last 20 years, Mjengo Limited has developed a diversified range of products, in tune with evolving consumer trends and emerging opportunities. According to the Director, the pace of innovations has picked up steam in the last 2-3 years as the company continues to grow through an ambitious growth plan.
“Until about 5 years ago, we were focused on what we could do and achieve. However, we purposed to go beyond our comfort level and challenge the multinationals. Today, we firmly believe that we have what it takes in terms of the machines, human resource and the customer knowledge to compete both at the local and international level,” Raj states emphatically.