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DABUR
PRESENTED BY:
SHRADDHA
SRISHTI GUPTA
INTRODUCTION
Dabur
Dabur India is
is the
the 2nd
2nd Largest
Largest FMCG
FMCG
Company
Company in India till date.
Legacy
Legacy of
of over
over 120
120 years
years
Strategic
Strategic Business
Business Units
Units in
in Health
Health care,
care,
Personal
Personal care
care and
and Food
Food products
products
Dabur
Dabur has a revenue of Rs. 61.46 Bn with
powerful
powerful brands
brands like
like Dabur
Dabur Amla,
Amla, Dabur
Dabur
Chyawanprash,
Chyawanprash, Real,
Real, Vatika
Vatika and
and Hajmola
Hajmola
Product
Product marketed in
in over 50 countries
Leader
Leader in
in Herbal
Herbal Digestives
Digestives with 90%
market
market share
share
PRESENT SCENARIO
Established : 1884
Founder : Dr. S K Burman
CEO : Mr. Sunil Duggal
Basic Motive : Manufacture of Ayurvedic Drugs
Achieved : By setting up manufacturing units
and
setting up Research and Development Labs
Expanded its product line in the mid 1900s by
launching Dabur Hair Oil and Chyawanprash
Added Oral Care Products in the 1970s
Shifted base from Kolkata to New Delhi in 1972
Launched Hajmola tablet in 1978
PRODUCT OFFERINGS
PERSONAL CARE SEGMENT :
Hair Care Oil and Shampoo (VATIKA)
Skin Care (FAIRENESS FACE PACK)
Oral Care (DABUR RED GEL AND TOOTHPASTE)
FOODS PRODUCT RANGE:
Juice ( REAL/ REAL ACTIV)
Dabur Honey
Homemade (Packaged Soups)
AYURVEDIC HEALTH PRODUCTS:
Digestive Segment (HAJMOLA)
Dabur Chyawanprash
Pudin Hara
Ayurvedic drugs
Pharmaceuticals
HAIR OILS
Market Size
Rs 33 Bn
Dabur brands
Rs 5.6 bn
SHAMPOOS
MARKET SIZE
RS 20 bn
DABUR BRANDS
Rs 1.3 bn
ORAL CARE
MARKET SIZE
Rs 31 Bn
DABUR BRAND
Rs 4.7 Bn
HEALTH SUPPLEMENTS
MARKET SIZE
Rs 6 Bn
DABUR BRAND
Rs 3.5 Bn
DIGESTIVES
MARKET SIZE
Rs 5 Bn
Dabur Brands
Rs 1.5 Bn
HOME CARE
MARKET SIZE
Rs 20 Bn
DABR BRANDS
Rs 1 Bn
FOODS
MARKET SIZE
Rs 5 Bn
DABUR BRANDS
Rs 2.5 Bn
BRAND EQUITY
The Brand Equity of Dabur can be judged by the
model BRAND ASSET VALUATOR
Four Key components :
Differentiation
Relevance
Esteem
Knowledge
As Dabur is a well- established brand all the four
components are high
HERBAL has been Daburs Brand equity since
centuries
WHY RESTRUCTURING?
Image : Ayurvedic Company
Association: 35 - plus age group
Problems :
Diversified into too many product ranges
Image
Association with a particular age group and hence
losing on the other potential customers
Lower Sales and Profits
RESTRUCTURING PROCESS
Cut down on all its low Contribution Brand
Positioned itself as an Herbal specialist in the FMCG
sector
Set Higher Targets
Identified Growth Drivers
Filling up the gaps in Oral Care as well as Hair Care
market
Set itself a new Brand Strategy
Entered new potential areas and targeted the youth
as well school children
BRANDING STRATEGY
Changed its branding strategy by moving from the Umbrella
Strategy to the
key brand Strategy
Categorized itself into five power brands :
1. Dabur (HEALTHCARE)
2. Vatika (HAIR CARE)
3. Anmol (PERSONAL CARE)
4. Real ( JUICES)
5. Hajmola (DIGESTIVE SUPPLEMENTS)
PRODUCT LINE EXTENSION
In the JUICES range Dabur introduced :
Coolers (Low fruit Content)
Real ( High fruit pulp Content)
Real ACTIV (Health Conscious Youth)
Real Juniors (for the children below 6 years of age)
Real Schoolpack
POSITIONING
Dabur through its diversified brands
has tapped various target segments like
the :
Youth
Health Conscious People
School Children
Mothers
Existing Old age group
SWOT ANALYSIS
STRENGTHS:
THREATS:
Competition in the FMCG sector from well established
names e.g. HUL, Godrej, Patanjali etc.
Other fields of medicine- Allopathic and Homeopathic
Markets where Herbal products are not recognized
MARKETING MIX
PRODUCT:
Products have been divided into 5 power brands
Quality: High
Sizes: Available in different sizes
Design: Available in Tetra Pack, Bottles, Sachets
PRICE:
As, Dabur had different sub-categories it came out with variable pricing to
reach each and every target segment
E.g. : One- liter bottle of Cooler (juice) was priced at Rs.50
Selective Price Reduction to increase Demand to stand out against
competition.
Introduction of Smaller packs at Rs.5
Came out with Rs.1 sachet of Vatika Shampoo to increase market share .
PLACE :
Dabur constantly kept on increasing its geographic spread to increase its sales
revenues
Entered the South Indian Market
Expanding in the International Market
Presence in over 50 countries
Subsidiaries established in Nepal, Nigeria, Bangladesh and Pakistan
Focus areas : Asia Pacific, Afghanistan, Russia and other CIS countries
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