Team Members

Gaurav Patange Vibhav Nagarsenkar Devendra Gadgil Swati Soni Sushma Patil

Dabur : The Brand

1884 : Birth of Dabur1896 : First manufacturing plant1900 : Ayurvedic medicines1919 : Research Lab eastablishment1920 : Furthur expansion1936 : Dabur India1972 : Base Shift from Kolkata to

New Delhi

Dabur : The Brand (cont.) 1986 : Public Ltd company 1998 : Professionals to manage the

business 2000 : Turnover of Rs. 1000 crores 2004 : Restructured its portfolios 2005 : Dabur acquires Balsara 2008 : Acquires Fem Care pharma 2009 : Toothpaste joins ‘Billion Rupee

Brand’ club

Present Scenario

Dabur India is the 4th largest FMCG company in India

Legacy of over 100 years Dabur has turnover of Rs 1900 crores

with brands like Amla, Chawanprash, Real, Vatika and Hajmola

Product marketed in over 50 countries Leader in herbal digestives with over

85% of market share

Present Scenario (cont.)

Has 5 power brands under its portfolio Entered new markets like juice

segment and branded packaged soups segment

Increased geographical spread Improved its products and their

marketing specially oral care Aims at doubling its revenues and

profits by the end of 2013-14

Product Offerings

Personal Care Segment : Hair Care Oil and Shampoo (Vatika) Skin Care (Fairness Face Pack) Oral Care (Red Gel and Toothpaste)

Food Products Range : Juice (Real/Real Activ) Dabur Honey Hommade (Packaged Soups)

Product Offerings (cont.)

Ayurvedic Health Products Digestive segment (Hajmola) Dabur Chyawanprash Pudin Hara

Ayurvedic Drugs

Pharmaceuticals

SWOT Analysis

Strengths : Century old company Established brand Ayurvedic/Herbal product line Leaders of market in Herbal Digestives Innovativeness in promotion

Weakness : Profitability is uneven across product

line

SWOT Analysis (cont.)

Opportunities :

Extend Vatika brand to new categories like Skin Care and Body Wash segments

Launch several OTC brands South Indian market Explore new geographical areas Launching new products like

mouthwash and shaving creams

SWOT Analysis (cont.)

Threats :

Competition in FMCG market by some well established brands

Other fields of medicine like homeopathic and Allopathic

Markets where Herbal products are not recognized

Need For Restructuring

Image was restricted to Ayurvedic Company

Association with a particular age group (35-plus age group) made them lose other potential customers

Diversified into too many product ranges

Lower sales and Profits

The Restructuring ProcessCut down on all its low contribution

brandsPositioned itself as Herbal specialists in

FMCG marketSet higher target and identified growth

driversFilling gaps in Oral Care and Hair Care

marketEntered new potential areas and

targeted youth as well as school children

Set itself a new brand strategy

New Branding Strategies

Changed its branding strategy from umbrella strategy to key brand strategy

Brand rejuvenation : Old logo New logo

New Tagline : ‘ Celebrating life ‘ Production line extension

Why line extension

Line extension was adopted as :

It could attract different target audience It could renew interest and liking for

brand by introducing new variants It could increase market share Diversify without much risk New strategy would give customers

something better and different

New HR Initiatives

gives full autonomy to its employeesoffering ESOPs to new engineering and

management traineesVarious training and development

programsBonus to its employees listed as a “Great Place to Work”

Target Market

Through diversification, Dabur has tapped various target segments like :

Youth (Hair oil, Face cream) Health conscious people (Healthcare) School children (Hajmola and school packs) Mothers (Juices) Existing old age group (Chyawanprash)

Marketing Mix

Product :

Division : Into 5 power brands Quality : High Size : Available in different sizes Design : Available in tetra packs,

bottles, sachets

Marketing Mix (cont.)

Price :

Variable pricing In every target segment Selective price reduction to increase

demand Introduction of smaller packs Came out with Re. 1 sachets of shampoo to increase market share Cutting price to be standout against

competition

Marketing Mix (cont.)

Place :

Constantly increases its geographical spread to increase cost revenues

Entered South Indian market Expanding the international market

with presence in over 50 countries Subsidiaries established in Nepal,

Pakistan, Nigeria and Bangladesh

Marketing Mix (cont.)

Promotion :

Different brands have its own marketing, promotion and advertising team Used popularity of Indian films in domestic

and global market to promote its brand Undertook most of its advertising campaigns with Mr. Bachchan endorsing its brands Tied up with discovery channel and targeted various institutions like schools and hotels

Vision 2014

Doubling of the sales figure from 2010

The new plan will focus on expansion, acquisition and innovation

Growth will be achieved through international business, homecare, healthcare and foods

Southern markets will remain as a focus area

Thank You!!