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    Dabur visual merchnadising report    ch Dabur visual merchnadising report ch Document Transcript

    • Dabur Visual Merchnadising Report — DocumentTranscript 1. Sales, Merchandizing & Review of Competitor activities at CSD-Noida SIP Project Report Submitted in Partial Fulfillment of the Requirements for the PGDM Program By Vikas Malhotra – 08FN106 Supervisors: Mr. R.S.Arora (Dabur India Ltd) Dr. Punyashree Panda (Faculty, IMT-N) Dr. Ranjeet Nambudiri (Faculty, IMT-N) INSTITUTE OF MANAGEMENT TECHNOLOGY, NAGPUR 2008-10 PGDM 08-10- IMT-Nagpur Page 1 2. Acknowledgement I take privilege to express my immense gratitude to Dabur India Limited for providing me with this opportunity and excellent facilities for completion of the project. I would also like to extend my gratitude to Mr. R.S.Arora for his encouragement. I extend my heartfelt gratitude to Mr. Amitabh Banarjee, who has been instrumental in inspiring me to take up this project. Now, I would like to acknowledge the generous support of Mr. Vishal Bakshi. I would like to express my sincere thanks to my faculty guide Dr. Punyashree Panda and Dr. Ranjeet Nambudiri who has been responsible for inculcating the confidence to carry out the project and who has helped me to face the impediments during the course of the project with inflexible resolution. Last but not the least I would like to thank my Parents and Friends for their continuous support and encouragement. Vikas Malhotra 08FN106 PGDM 2008-10 PGDM 08-10-IMT- Nagpur Page 2 3. Table of Contents Executive Summary ................................................................................................................... 5 Introduction ................................................................................................................................ 7 Dabur SWOT ....................................................................................................................... 12 Industry Profile......................................................................................................................... 13 Industry SWOT ..................................................................................................................... 15 Objective .................................................................................................................................. 18 Concepts Used ......................................................................................................................... 19 Merchandising ..................................................................................................................... 19 Why merchandising matters? .............................................................................................. 20 Psyche of a Shopper ........................................................................................................... 20 Battle of the Brands ........................................................................................................... 20 Shelf Appeal........................................................................................................................ 21 CSD ....................................................................................................................................... 21 CSD canteens visited under project guidelines .................................................................... 22 Products Observed............................................................................................................... 22 Major Product’s Profile ........................................................................................................ 24 Reports prepared ..................................................................................................................... 25 1. SKU
    • availability report ................................................................................................ 26 2.Displayed Quantity report ............................................................................................ 26 3.Display of other SKU’s ................................................................................................ 26 4.Merchandising report ................................................................................................... 26 5.Consumer Behavior ..................................................................................................... 26Methodology followed............................................................................................................. 26 1. SKUavailability report ................................................................................................ 26 2.Displayed quantity report ............................................................................................. 27 3.Display of other SKU’s report ..................................................................................... 27 4.Merchandising report ................................................................................................... 27 5.Consumer behavior report............................................................................................ 28PGDM 08-10-IMT-Nagpur Page 34. Tabulations and Findings..................................................................................................... 28 1. SKU availabilityreport ................................................................................................ 28 2. DisplayedQuantity report ............................................................................................ 29 3. Displayof other SKU’s report ..................................................................................... 41 4.Merchandising report ................................................................................................... 42Guidelines for a Good Display......................................................................................... 42Causes for Improper display ............................................................................................ 44Display pattern used by other companies (competitive and non-competitive) ................ 47Consumer Behavior and merchandizing cases report ..........................................................49 Consumer Survey .............................................................................................................49 Merchandizing Experiments and findings .......................................................................49 Understanding – Interpretations............................................................................................... 50 Recommendations.................................................................................................................... 54 Limitationsof the study ........................................................................................................... 55 Scopefor improvement ............................................................................................................ 56Annexure.................................................................................................................................. 57Format of Consumer Survey ................................................................................................57 Merchandising data collection sheets.................................................................................. 58 Table of Figures.................................................................................................................... 62BIBILIOGRAPHY.................................................................................................................. 63 PGDM 08-10-IMT-Nagpur Page 45. Executive Summary Merchandising is the activity of promoting the sale of goods,especially by their presentation in retail outlets. This includes combining product,environment, and space into a stimulating and engaging display to encourage the sale of aproduct or service. It has become an important element in retailing that is a team effortinvolving senior management, architects, merchandising managers, buyers, the visualmerchandising director, designers, and staff. Retail professionals display to make theshopping experience more comfortable, convenient and customer friendly by: • Making it
    • easier for the shopper to locate the desired category and merchandise. • Making it easierfor the shopper to self-select. • Making it possible for the shopper to co-ordinate &accessorize. • Providing information on sizes, colours & prices. • Informing about thelatest fashion trends by highlighting them at strategic locations. With the recession allaround companies are left with few options to increase sales. The prominent amongstthem is that the product should appeal more to the consumer. With this thing the projectregarding how to increase sales more without spending massive amount of money I wasallotted the project. Dabur India ltd is one of the renowned FMCG company in India.Dabur India ltd also sells its product through Canteen Stores Department run by IndianMinistry of Defence. While the price at CSD outlets is lower than the local market but thesales volume is quite high. The stores only provide material to people of Armed Forces.These stores are of self-service format. PGDM 08-10-IMT-Nagpur Page 56. The problem with these stores is that Dabur’s Volume at these stores was declining andthe company wanted to know the reason for that. The companies generally collaborateand deploy a single person for 4-5 brands. The aims to find out the level of SKU’savailable during a given period of time at CSD, competitors activity at these outlets,quality of the display of Dabur products with comparison to that of competitors, theworking style of merchandising staff and alternatives to improve the merchandising atCSD. The methodology adopted was visual observation while keeping a record of SKU’savailable at the outlet compared to competitors. A survey was done to check theconsumer response, in addition to various consumer behavior experiments. A daily recordof working of merchandising staff was also kept. The results revealed that Dabur wasactually facing the problem due to inefficient merchandizing staff. The interest level ofthe merchandizing staff was on continuous decline as the product’s line and length wasquite long and the area of outlets which he had to cover was exceptionally wide.Suggestions were provided regarding a change in the merchandising agency and use ofother innovative display boards. These display boards can help the company to increaseits visual appeal at these counters. PGDM 08-10-IMT-Nagpur Page 67. Introduction Dabur India Limited is a leading Indian consumer goods company withinterests in health care, Personal care and foods. Over more than a 125 years have beendedicated to providing nature-based solutions for a healthy and holistic lifestyle. Throughthe comprehensive range of products, they touch the lives of all consumers, in all agegroups, across all social boundaries. And this legacy has helped them develop a bond oftrust with their consumers. Dabur India Limited has marked its presence with some verysignificant achievements and today commands a market leadership status. Its story ofsuccess is based on dedication to nature, corporate and process hygiene, dynamicleadership and commitment to our partners and stakeholders. The results of policies andinitiatives of Dabur speak for themselves in all over the corporate sector. Certain factsabout the company. Leading consumer goods Company in India with a turnover ofRs.2233.72 Crore (FY07). 2 major strategic business units (SBU) - Consumer CareDivision (CCD) and Consumer Health Division (CHD). 3 Subsidiary Group companies- Dabur Foods, Dabur Nepal and Dabur International and 3 step down subsidiaries ofDabur International - Asian Consumer Care in Bangladesh, African Consumer Care inNigeria and Dabur Egypt. 13 ultra-modern manufacturing units spread around theglobe Products marketed in over 50 countries. Wide and deep market penetration
    • with 47 C&F agents, more than 5000 distributors and over 1.5 million retail outlets allover India. PGDM 08-10-IMT-Nagpur Page 78. Figure 1 Daburs worldwide presence. CCD, dealing with FMCG Products relating toPersonal Care and Health Care Leading brands - Dabur - The Health Care BrandVatika-Personal Care Brand Anmol- Value for Money Brand Hajmola- TastyDigestive Brand and Dabur Amla, Chyawanprash and Lal Dant Manjan with Rs.100crore turnover each Vatika Hair Oil & Shampoo the high growth brand Strategicpositioning of Honey as food product, leading to market leadership (over 40%) inbranded honey market Dabur Chyawanprash the largest selling Ayurvedic medicinewith over 65% market share. Leader in herbal digestives with 90% market shareHajmola tablets in command with 60% market share of PGDM 08-10-IMT-Nagpur Page89. digestive tablets category Dabur Lal Tail is the 2nd Largest Brand of Baby MassageOil with 33% Market Share. CHD (Consumer Health Division), dealing with classicalAyurvedic medicines Has more than 250 products sold through prescriptions as well asover the counter Table 1Daburs product portfolio PGDM 08-10-IMT-Nagpur Page 9 10. Major categories in traditional formulations include: - Asav Arishtas - RasRasayanas - Churnas - Medicated Oils Proprietary Ayurvedic medicines developed byDabur include: -Nature Care Isabgol - Madhuvaani - Trifgol Division also works forpromotion of Ayurveda through organized community of traditional practitioners anddeveloping fresh batches of students. Dabur intend to significantly accelerate profitablegrowth. To do this, they will: Focus on growing core brands across categories,reaching out to new geographies, within and outside India, and improve operationalefficiencies by leveraging technology. Be the preferred company to meet the healthand personal grooming needs of target consumers with safe, efficacious, natural solutionsby synthesizing deep knowledge of ayurveda and herbs with modern science. Provideconsumers with innovative products within easy reach. Build a platform to enableDabur to become a global ayurveda leader. Be a professionally managed employer ofchoice, attracting, developing and retaining quality personnel. Be responsible citizenswith a commitment to environmental protection. Provide superior returns, relative toour peer group, to our shareholders. PGDM 08-10-IMT-Nagpur Page 1011. Figure 2 Journey of Dabur PGDM 08-10-IMT-Nagpur Page 1112. Dabur SWOT STRENGTHS: Century Old Company. Established Brand.Ayurvedic/ herbal Product line. Leader in Herbal Digestives where the product has 90%of the market share. Innovativeness in Promotions. WEAKNESS: Profitability isuneven across product line. OPPORTUNITIES: Extend Vatika brand to newcategories like Skin Care and body wash segments. Launch several OTC brands.Southern India Market. Exploring new geographical areas- local as well global. OralCare Segment. Launching new Products like Hair oils, Herbal and Gel Toothpastesetc. PGDM 08-10-IMT-Nagpur Page 12 13. THREATS: Competition in the FMCG sector from well established names.Other fields of medicine- Allopathic and Homeopathic. Markets where Herbal productsare not recognized. Industry Profile Fast Moving Consumer Goods (FMCG), alsoknown as Consumer Packaged Goods (CPG), are products that have a quick turnover andrelatively low cost. Though the absolute profit made on FMCG products is relatively
    • small, they generally sell in large numbers and so the cumulative profit on such productscan be large. The Indian FMCG sector is the fourth largest sector in the economy with atotal market size in excess of US$ 15.1 billion. It has a strong MNC presence and ischaracterized by a well established distribution network, intense competition between theorganized and unorganized segments and low operational cost. Availability of key rawmaterials, cheaper labor costs and presence across the entire value chain gives India acompetitive advantage. The FMCG market is set to treble from US$ 15.6 billion in 2008to US$ 33.4 billion in 2015. Penetration level as well as per capita consumption in mostproduct categories like jams, toothpaste, skin care, hair wash etc in India is low indicatingthe untapped market potential. Burgeoning Indian population, particularly the middleclass and the rural segments, presents an opportunity to makers of branded products toconvert consumers to branded products. Growth is also likely to come from consumerupgrading in the matured product categories. With 200 million people expected to shiftto processed and packaged food PGDM 08-10-IMT-Nagpur Page 1314. by 2010, India needs around US$ 28 billion of investment in the food-processingindustry. Figure 3 Average Consumer spending profile An average Indian spends around40 per cent of his income on grocery and 8 per cent on personal care products. The largeshare of fast moving consumer goods (FMCG) in total individual spending along with thelarge population base is another factor that makes India one of the largest FMCGmarkets. The FMCG industry is set to grow 20- 30 per cent in 2009-10, up from 10-20per cent in 2008-09. The growth would be driven by the launch of new products andincreasing rural consumption, according to industry experts. By definition, FMCGaddresses a very core need in the consumer’s life and so it is less prone to economicswings than high ticket items such as television or even apparel. Price increases onproducts by the companies have also been well-absorbed PGDM 08-10-IMT-NagpurPage 1415. by the market, and so there is no reason to question the growth rate projections. Therehas not been any drop in demand for consumer products at popular price points.However, there may have been some narrowing in demand at the top-end of the market;in the mass market, demand continues to be strong, both from rural and urban markets.FMCG sector is perceived as a defensive sector and safe haven for investment inturbulent times. The sector is considered so due to the strong characteristics of the FMCGbusiness that relies on domestic consumption. With the input cost inflation easing, abetter margin picture in the coming quarters can be expected. We expect rural markets tocontinue to witness buoyancy in the demand due to higher minimum support price forfarm produce, farm loan waiver scheme and the steep increase in the salaries ofgovernment employees’ consequent to the implementation of the Sixth PayCommissions. Industry SWOT Strengths: Well-established distribution networkextending to rural areas. Strong brands in the FMCG sector. Low cost operations.Weaknesses: Low export levels. Small scale sector reservations limit ability to investin technology and achieve economies of scale. Several "me-too’’ products.Opportunities: Large domestic market. PGDM 08-10-IMT-Nagpur Page 15 16. Export potential. Increasing income levels will result in faster revenue growth.Threats: Imports Tax and regulatory structure. Slowdown in rural demand. Policyissues Tax reforms The government has gradually removed the restrictions on imports ofconsumer goods in the country and also significantly reduced custom duties. The
    • domestic tax structure of these products, however, has not been rationalized to providelevel playing field for competition. This is adversely affecting the growth of the FMCGindustry and could have far reaching adverse impact. The following taxation issues needurgent attention of the government: 1) Extremely high incidence of tax on certain productcategories. Some FMCG products such as shampoos, processed food, soft drinks andtoiletries containing alcohol attract high rates of excise duty and sales tax. The total taxincidence in some cases is more than 60 per cent of the cost or more than 30 per cent ofMRP. Such high tax incidence hampers growth of these product categories besidesencouraging manufacture of spurious products and smuggling. It is recommended that thetotal excise incidence of FMCG products should not exceed 16 per cent in the case of nonfood items and eight per cent in the case of processed foods. Similarly, the marginal ratesof sales tax, which is currently in the range of 10 to 25 per cent, should not exceed 12 percent. PGDM 08-10-IMT-Nagpur Page 1617. 2) Irrational domestic tax structure encouraging imports. Significant reduction incustom duty rates of consumer goods has made imported product cheaper as compared toindigenously manufactured products, due to irrational domestic tax structure. Forinstance, goods manufactured in India suffer from cascading effects of taxes on inputs asadditional cost compared to imports. The cascading effect of sales tax and local levies oninputs used in domestic manufacture should be eliminated by providing either MODVATcredit or by introducing notional VAT covering both central and state taxes on an urgentbasis. Moreover, MRP-based excise duty is levied on a large number of FMCG products.Countervailing duty on the same product when imported is charged on CIF value. TheMRP based assessable value for excise duty does not allow abatement for postmanufacturing costs such as advertising and selling expenses whereas CIF valueconsidered for the purpose of import duty does not include costs of these elementsincurred subsequently by importers. This differential basis creates unfair competition astax incidence on domestic manufacture could be considerably higher in case of thoseproducts which incur significant marketing and distribution cost. There is a need to bringparity in tax incidence between domestic manufacture and imports by including all suchelements of post manufacturing costs while deciding the abatement percentage of MRPbased duty. 3) Inverted Duty structure for selected inputs. Duty on certain raw materialsis higher or the same as compared to finished products in which these materials are used.Such raw materials include oils and chemicals like Soda ash, caustic soda and LAB. Inaddition to customs duty, raw materials are also subject to SAD/sales tax and octroi andtherefore total tax incidence and cost of PGDM 08-10-IMT-Nagpur Page 1718. indigenous manufacture goes up. The import duty on raw materials needs to berationalized so that it does not exceed 60 to 70 per cent of the duty on finished goods. 4)Need for rationalization of taxes on processed foods. Processed food industry, with itsvertical integration with the agricultural sector has significant potential for employmentgeneration and economic growth. The existing tax structure and its high overallincidence, however, have been hampering the growth of the processed industry. Theincrease in excise duty in last year’s budget from eight per cent to 16 per cent hasadversely affected the growth of processed foods industry. It is recommended thatmarginal rate of excise duty on processed foods should not be more than eight per centand the sales tax should be levied at four per cent. 5) Cascading effect of Special ExciseDuty. The special excise duty introduced last year is not "cen-vatable’’ except in the case
    • of selected products. Most FMCG products covered by tariff chapter 33 such asshampoos, ice creams and cosmetics are subject to SED. This tariff chapter also containsvery wide definition of the term "manufacture’’ which includes labeling, relabeling orconversion of large packs into small packs. The levy of SED on such products thereforeleads to double taxation when goods are labeled or converted into small packs aftermanufacture. It is recommended that SED should be made "cen- vatable’’; alternativelythe term "manufacture’’ needs modification , at least for the purpose of SED byexcluding labeling, relabeling or conversion into small packs. Objective With theincreasing battle of fierce competition amongst the existing players and the entry of newplayers, the FMCG companies are forced to reduce on to their margins. Companies havelimited options left to stay in the market. And one of the aspects to PGDM 08-10-IMT-Nagpur Page 1819. increase their sales is to increase the visual appeal and appearance of the products andto change with changing activities of the competitors. Objectives of the project are: 1. Tomaintain a report on the displayed stock availability of the Dabur’s products as well as ofits competitors (all SKU’s). 2. To analyze the display quality of Dabur as well as itscompetitor’s product. 3. To analyze the merchandizing activities done by thecompetitors’ brand. 4. To review the workings of merchandizing staff employed at sites.5. To analyze the consumer behavior. 6. To analyze consumer behavior in regard toDabur’s 5Ps with the help of marketing survey. 7. To analyze the criteria for theallotment of shelf space. Concepts Used Merchandising In retail commerce,merchandising means maximizing merchandise sales using product design, selection,packaging, pricing, and display that stimulates consumers to spend more. This includesdisciplines in pricing and discounting, physical presentation of products and displays, andthe decisions about which products should be presented to which customers at what time.In the supply chain, merchandising is the practice of making products in retail outletsavailable to consumers, primarily by stocking shelves and displays. While this used to bedone exclusively by the stores employees, many retailers have found substantial savingsin requiring it to be done by the manufacturer, vendor, or wholesaler that provides theproducts to the retail store. By doing this, retail stores have been able to substantiallyreduce the number of employees needed to run the store. While stocking shelves andbuilding displays is often done when the product is delivered, it is increasingly a separateactivity from delivering the product. In grocery stores, for PGDM 08-10-IMT-NagpurPage 1920. example, almost all products delivered directly to the store from a manufacturer orwholesaler will be stocked by the manufacturers/wholesalers employee who is a fulltime merchandiser. Why merchandising matters? Without a merchandising strategy,products on the store shelf are left to fend for themselves among a sea of competingproducts. Beyond packaging, brand name and price, shoppers must pore over the fineprint to determine whether or not a product qualifies for purchase. With the help of acarefully formulated merchandising strategy, retail marketers can highlight the uniquevalue and benefits of a featured brand to pursue and attain the coveted status of categoryleader. Psyche of a Shopper The shopper is a complex target, faced with too little time,too many choices, and too much information. An effective merchandising strategy willsimplify the decision- making process, validate the shopper’s purchase criteria, andaccelerate the journey to the checkout stand. Battle of the Brands Product selection has
    • become a science. In the case of produce, it’s based on source, ingredients, nutrition,price, expiration date, number of servings and visual or perceived quality. Although allthese attributes are important, merchandising applies research and analysis to identify andhighlight the key benefits and unique properties of the brand. The resultingmerchandising solution will present the compelling reason to buy that will appeal to thehighest percentage of the target audience. PGDM 08-10-IMT-Nagpur Page 2021. Shelf Appeal Your brand must stake its claim to the much sought-after real estate atthe point of destination on the store shelf. If you are successful in stimulating interest inyour brand and the benefits it offers the consumer, shoppers will return to that section ofthe store and incorporate it into their regular store “circuit.” Once you have establishedyour territory, you must guard it from adjacent competing brands through ongoingreinforcement of your P-O-P promotional message, brand and call to action. CSDCanteen Stores Department (CSD) is run by the Indian Ministry of Defence, and has apresence in all major military bases operated by the Indian Armed Forces. CSD sells awide variety of products like household provisions, kitchen appliances, alcoholic drinks,cars, sports equipment, exclusively for active and retired members of the Armed Forces.Generally, these goods are procured by CSD in bulk, and sold at concessional rates,compared with retail prices. The CSD has grown from a turnover of Rs. 48 in 1948 toover Rs. 2.700 crore in 1998-99 - a growth of over 4500 times. Turnover per employee in1998-99 was Rs. 122 lakhs. The CSD serves 16 million people - 5% of Indias populationwhich can afford consumer items and durables. The CSDs profits are ploughed back intoWelfare Schemes for Defence Personnel and their families. The CSD has a very low ratioof operating expenses to turnover - 1.30% - perhaps the lowest in any organization in thecountry. With 33 Area Depots and 3400 Unit-Run-Canteens (URCs), the CSD serves theservices in all the parts of the country - from Ladakh in the North, Tamil Nadu andKerala in the South, Nagaland in the East, Rajasthan in the West and even Port Blair. TheCSD maintains an inventory of 2800 items that cover a wide range, from shoe laces tocars. The CSD has Bi-annual Sales cum-After-Sales Melas at its Area Depots whichincludes items not in the CSDs inventory. It caters not just to the PGDM 08-10-IMT-Nagpur Page 2122. services personnel and their families but also to GREF, NCC Units at Group HQlevel, TA units, CDAs staff, Ordinance factories, Embarkation HQs, Civilians paid fromDefence estimates and Para-military forces under operational/administrative control ofthe Army. It is the only department in the Ministry of Defence where defence civiliansare actually serving in forward and high altitude areas, shoulder to shoulder with thecombatant personnel of the Armed Forces. CSD canteens visited under project guidelines1. Delhi Area Station Canteen Sec 37, Noida (U.P) Under army command. 2. Air ForceCanteen Sec 21, Noida (U.P) Under Air Force Command. 3. Coast guard Canteen. Sec23, Noida (U.P) Under Coast Guard Command. Products Observed S. No CategoryProduct 1 Amla Hair Oil 100ml 2 Amla Hair Oil 200ml 3 Amla Hair Oil 300ml 4 VatikaHair Oil 150ml 5 Vatika Hair Oil + Scheme 6 Vatika Hair Oil 300ml HO-DIL 7 VatikaHair Oil + Scheme 8 Vatika HC Shampoo 9 Vatika AD Shampoo 10 Vatika Smooth &Silky 200ml 11 Vatika DC Shampoo 200ml 12 Lal Danth Manjan 150gm 13 Lal DanthManjan 60gm PGDM 08-10-IMT-Nagpur Page 2223. 14 Red Tooth Paste 50gm 15 Red Tooth Paste 100gm 16 Red Tooth Paste 200gm 17Lal Tail 18 Odopic Scouring Bar 400gm 19 Odopic Scouring Bar 600gm HO-HC 20
    • Babool Toothpaste 200gms 21 Promise Toothpaste 200gms 22 Meswak Toothpaste100gm 23 Odomos Mosq. Rep. Lotion 24 Odomos Mosq.Rep. Cream 25 Odonil AirFreshener 100gm LS-HC 26 Odonil Air Freshener 50 gm 27 Odonil Room Spray 250gm28 Toilet Cleaner 500ml+Odonil 50 gm 29 Toilet Cleaner Sani F. Dew 500ml 30Gulucose 100gm 31 Gulucose 500gm 32 Shudh Madhu 250gm 33 Shudh Madhu 500gm34 Shudh Madhu 1kg 35 Hajmola Bottle 36 Pudin Hara LS-DIL 37 Dabur ChyawanprashAwaleh 1kg 38 Chywanprash Awaleh+ 40gm Honey 39 Chywanprash Awaleh 1kg Spl40 Chywanprsh 500gm Spl 41 Lavan Bhaskar Churna 120gm 42 Shilajit 30caps 43Nature Care 100gm 44 Nature Care 375gm 45 Real Orange Juice 1ltr 46 Real Guava1000ml LS-Foods 47 Real Mango Nectar 200ml 48 Real Orange Nectar 200ml` 49 RealGuava 200ml PGDM 08-10-IMT-Nagpur Page 2324. 50 Hommade Ginger Garlic 200gms 51 Hommde Tomato Pure 200gm Table 2Daburs Product watched at CSD outlets Major Product’s Profile Figure 4 DabursProducts Dabur Amla Introduced in early 50s in northern India. Becomes largestselling branded hair oil. Original French perfume formulation with goodness of Amla. First branded perfumed hair oil. Expanded market to go national in 70s. Flagshipbrand in Hair Care category of Dabur. Over Rs.180 crore turnover. 10% share inRs.1600 crore Hair Oil market. Dabur Chyawanprash Derived from 2500 year oldAyurvedic formula. Totally chemical-free, natural and safe. Powerful combinationof herbs and plant extracts in a base of Amla fruit pulp. PGDM 08-10-IMT-Nagpur Page24 25. Refined by Dabur to provide traditional goodness with best quality. Reinforcesthe immune system & helps fight disease. Trusted health provider of a majority ofIndian households. Odonil Originally bought from Balsara the brand is properly placed inactive air freshener category. The product is available in block as well as aerosol form.The problem area for the company is the threat from low priced substitutes. Dabur HoneyDabur India Limited saw the potential of honey beyond its remedial value. Helping everyhousehold imbibe the goodness of this natural wonder liquid in their day-to- day life.Dabur Honey launched as a food product Largest player in the branded honey market,commanding 80% of the total share Recently launched n convenient easy to usesqueeze pack. Focusing on promoting food led usage. Real Most preferred taste andwide acceptance-A research conducted by Synovate. Fastest growing brand-6thNational dairy and Beverage Seminar. HACCP and GMP Certifications-SocieteGenerale De Surveillance Reports prepared To facilitate the project work, 5 differentreports were prepared covering all the aspects of the project. PGDM 08-10-IMT-NagpurPage 2526. 1. SKU availability report Under this only the SKU’s of the Dabur brand wereconsiderd and their availability at the three outlets were analyzed during the project work.2. Displayed Quantity report Under this the displayed quantity of the Dabur products aswell as competitor brands was observed. Also the display location was also recorded soas to facilitate the analyzing of the quality of the display. 3. Display of other SKU’s Thedisplay of other SKU’s was also observed where the competitor activity was nil or thecompetitor activity was not allowed to be watched. 4. Merchandising report It consistedthe working of the merchandising staff of the Dabur as well as of other brands. Reportalso consisted of analyzing the display of other brands listed over there, makingnecessary changes to improve and re-evaluating the whole procedure. 5. Consumer
    • Behavior It consisted of recording consumer behavior regarding products differentaspects. Conducting a marketing survey to analyze the image of Dabur’s product in mindof consumers. Methodology followed Different methodologies were used for differentreports. In general the methodology ranged from physical observation, talking to CSDmanager to conducting survey. 1. SKU availability report Under this physical check ofthe displayed quantity was done. The total SKU’s to be watched was 51. On an average ittook about 1 hr to complete this report. PGDM 08-10-IMT-Nagpur Page 2627. For this a printed data sheets were provided from Dabur enlisting all the SKU’savailable to sale from the company end. 2. Displayed quantity report A visual check wasdone so as to ascertain the quantity of goods displayed by Dabur as well as itscompetitors. Moreover a track record of the time period a product takes to sell and thequality of the display was also maintained so as to facilitate the following quests Best-Fully stacked-Widest Display. Highest-Fastest-Consistent Selling. Display shelfquality – Improper – Normal –Good. Display shelf positions Top-Middle- Bottom. 3.Display of other SKU’s report Under this a physical check was done so as to analyze theavailability of Dabur products that doesn’t have any competition over there. The displayquality of the products was also observed. 4. Merchandising report Workings of themerchandising staff was observed visually as well as on output of task given to them. Aproper visual record was maintained of Dabur merchandizing as well as merchandizingdone by the other companies using Photographs taken at CSD outlets and were latercompared to other outlets. To facilitate this, guidelines for proper & improper displayswere first formulated and the deviation with regard to guidelines was recorded.Innovative merchandizing options used by the other non-competitive brands were alsovisually recorded. Products’ mixing with cheaper substitute product was also recordedand its impact of sales was calculated using normal stastics. PGDM 08-10-IMT-NagpurPage 2728. 5. Consumer behavior report Consumer response to Product, Price, Place, Promotionand Packaging were observed using a 5 question Un-official survey. 4 differentConsumer Behavior activities were also done at the outlets and the response to them wasalso observed. Tabulations and Findings 1. SKU availability report S. No CategorySKUs available Combined Total 1 HO-DIL 6 2 LS-DIL 6 12 3 4 HO-HC LS-HC 3 2 520 5 LS Foods 3 3 Table 3 Sec 37 Delhi Area Station Canteen SKU status S. NoCategory SKUs available Combined Total 1 HO-DIL 6 2 LS-DIL 6 12 3 4 HO-HC LS-HC 2 0 2 15 5 LS Foods 1 1 Table 4 Sec 23 Coast Guard Canteen SKU status PGDM 08-10-IMT-Nagpur Page 2829. S. No Category SKUs available Combined Total 1 HO-DIL 5 2 LS-DIL 5 10 3 4HO-HC LS-HC 2 1 3 15 5 LS Foods 2 2 Table 5 Sec 21 Air Force Canteen SKU status 2.Displayed Quantity report Sec 37 Delhi Area Station Canteen Date Product& QuantityAvailable Red Tooth Paste 50gm Meswak 100gm Promise 200gm Babool 200gmDisplay Counter Stock out Top-Easily Visible Top Top 28-May-09 0.5 1 2.5 0.5 29-May-09 0.5 1 2.5 0.5 2-Jun-09 0.25 1 2 0.5 3-Jun-09 0.25 1 2 0.25 5-Jun-09 0.25 0.5 1.5 0.256-Jun-09 0 0.5 1.5 2 9-Jun-09 0 0.25 1 1.5 Date Product& Quantity Available ColgateAdv. White Colgate Total Colgate Herbal Colgate 150gm 150gm 200 200gm DisplayCounter 2nd Stock out 2nd Top 28-May-09 1.5 0.5 0.25 1 29-May-09 1.5 0.5 0.25 1 2-Jun-09 1.5 0 0 0 3-Jun-09 1.5 0 0 0 5-Jun-09 1 0 0 0 6-Jun-09 1 0 1 0.5 9-Jun-09 1 0 1 0.5PGDM 08-10-IMT-Nagpur Page 29
    • 30. Date Product& Quantity Available Colgate Fresh Colgate Pepsodent 150 PepsodentGermicheck 150gm 100gm gm 175 gm Display Counter 3rd 3rd Top Top 28-May-09 0.52 1.5 1.5 29-May-09 0.5 2 1.5 1.5 2-Jun-09 0.5 0.5 1.5 0.5 3-Jun-09 0.25 0.5 1.5 0.5 5-Jun-09 0.25 0.25 1 0.5 6-Jun-09 1 2 2.5 1.5 9-Jun-09 1 2 2.5 1.5 Date Product& QuantityAvailable Close up 80 Pepsodent Germicheck 175 gm Close up 80 Display Counter TopTop Top 28-May-09 1 1.5 1 29-May-09 1 1.5 1 2-Jun-09 1 0.5 1 3-Jun-09 1 0.5 1 5-Jun-09 0.5 0.5 0.5 6-Jun-09 2 1.5 2 9-Jun-09 2 1.5 2 PGDM 08-10-IMT-Nagpur Page 3031. Hena Conditioning Active Dandruff Active Dandruff Hena Conditioning 200ml200ml 100ml 100ml Display Counter N/A 2nd Shelf 3rd N/A 28-May-09 0 1.5 1 0 29-May-09 0 1.5 1 0 2-Jun-09 0 1 0.5 0 3-Jun-09 0 1 0.25 0 5-Jun-09 0 1 0.25 0 6-Jun-09 00.5 0.25 0 9-Jun-09 0 0.25 0.25 0 Head & Shoulders Head & Head & Pantene Pantene90ml Shoulders 200ml Shoulders 400ml 400ml 200ml Display 2nd-BEST 2nd-BEST2nd-BEST Counter DISPLAY DISPLAY DISPLAY 2nd 2nd 28-May-09 2 2 2 1 1 29-May-09 2 2 2 1 1 2-Jun-09 1.5 2 1.5 0 0.5 3-Jun-09 1.5 2 1.5 0 0.5 5-Jun-09 1 1.5 1.5 00.25 6-Jun-09 1 2 0 2 0 9-Jun-09 1 1.5 0 2 0 Gulucose 100gm Gulucon Guluco VitaGulucose 500gm Display Counter Extension Counter N/A N/A N/A 28-May-09 3 0 0 0.529-May-09 3 0 0 0.5 2-Jun-09 3 0 0 0.25 3-Jun-09 2 0 0 0 5-Jun-09 2 0 0 0 6-Jun-09 1 0 00 9-Jun-09 0 0 0 0 PGDM 08-10-IMT-Nagpur Page 3132. Dabur Amla Dabur Amla Shanti Amla 200ml Dabur Amla 300ml 100ml 500 DisplayLowest-Most nd Counter 2 Hidden N/A N/A 28-May-09 0 2 0 0 29-May-09 0 2 0 0 2-Jun-09 0 1.5 0 0 3-Jun-09 0 1.5 0 0 5-Jun-09 0 1.5 0 0 6-Jun-09 0.5 1 0 0 9-Jun-09 0.5 1 00 Shanti Amla 300 Vatika 300ml Vatika 100 Parachute 1L Display Counter N/A TopN/A 3rd 28-May-09 0.5 1 0 1 29-May-09 0.5 1 0 1 2-Jun-09 0.25 1 0 0.5 3-Jun-09 0.25 10 0.5 5-Jun-09 0 1 0 0.5 6-Jun-09 0 0 0 0 9-Jun-09 0 0 0 0 Parachute 2L Parachute 100mlParachute 200ml Parachute 500ml rd Display Counter 3 3rd N/A 3rd 28-May-09 1 0 0 129-May-09 1 0 0 1 2-Jun-09 0 0 0 0.5 3-Jun-09 0 0 0 0.5 5-Jun-09 0 0 0 0.25 6-Jun-090.25 0.5 0 0 9-Jun-09 0 0.5 0 0 PGDM 08-10-IMT-Nagpur Page 3233. Sanifresh Sanifresh Forest Dew Harpic Display Counter Bottom-Hidden N/A Top 28-May-09 5 0 8 29-May-09 5 0 8 2-Jun-09 3 0 8 5-Jun-09 1 0 5 6-Jun-09 0.5 0 3 9-Jun-09 00 2 Odonil Aroma Display Counter Cornered Bottom N/A 28-May-09 1 0 29-May-09 1 02-Jun-09 1 0 3-Jun-09 0.25 0 5-Jun-09 0 0 6-Jun-09 0 0 9-Jun-09 0 0 Real 1ltr Real200ml Display Counter Top-Not Properly Stacked 2nd 28-May-09 17 6 29-May-09 14 52-Jun-09 11 3 3-Jun-09 9 2 5-Jun-09 7 2 6-Jun-09 6 8 9-Jun-09 2 4 PGDM 08-10-IMT-Nagpur Page 33 34. Sec 23 Coast Guard Canteen Date Product& Quantity Available Display CounterN/A Top N/A Top Red Tooth Paste 50gm Meswak 100gm Promise 200gm Babool200gm 28-May-09 0 0.5 0 0.5 29-May-09 0 0.25 0 0.5 2-Jun-09 0 0.25 0 0.5 5-Jun-09 00.25 0 0.25 6-Jun-09 0 0.25 0 0.25 8-Jun-09 0 0.25 0 0.25 9-Jun-09 0 0 0 0.25 DateProduct& Quantity Available Display Counter Stock Out Stock out Top 2nd ColgateAdv. White Colgate Total Colgate Herbal Colgate 150gm 150gm 200 200gm 28-May-091 0 1 0 29-May-09 1 0 1 0 2-Jun-09 1 0 1 0 5-Jun-09 0.5 0 0.5 0 6-Jun-09 0 0 1 0 8-Jun-09 0 0 0.5 0 9-Jun-09 0 0 0.5 0 PGDM 08-10-IMT-Nagpur Page 3435. Date Product& Quantity Available Display Counter 2nd Top Bottom Bottom ColgateFresh Colgate Pepsodent 150 Pepsodent Germicheck 200gm 100gm gm 175 gm 28-May-09 0 1 1 2 29-May-09 0 1 1 2 2-Jun-09 0 1 1 1.5 5-Jun-09 0 0.5 1 1.5 6-Jun-09 0.25 0.251 0 8-Jun-09 0 0 0 0 9-Jun-09 0 0 0 0 Hena Conditioning Active Dandruff Active
    • Dandruff Hena Conditioning 200ml 200ml 100ml 100ml Display Counter N/A N/A 2nd2nd 28-May-09 0 0 1 1 29-May-09 0 0 1 1 2-Jun-09 0 0 1 1 5-Jun-09 0 0 1 1 6-Jun-09 0 00.5 0.5 8-Jun-09 0 0 0.25 0 9-Jun-09 0 0 0.25 0 Head & Shoulders Head & ShouldersHead & Shoulders Pantene Pantene 90ml 200ml 400ml 400ml 200ml nd 2 2nd 2nd 2nd2nd 2 0 2.5 0 3 2 0 1.5 0 2 2 0 1.5 0 2 1.5 0 1 0 1.5 1.5 0 0 0 0.5 1 0 0 0 0.25 1 0 0 0 0.25PGDM 08-10-IMT-Nagpur Page 3536. Gulucose 100gm Gulucon Guluco Vita Gulucose 500gm Display Counter Stock outN/A N/A N/A 28-May-09 3 0 0 0 29-May-09 1 0 0 0 2-Jun-09 0.5 0 0 0 5-Jun-09 0 0 0 06-Jun-09 0 0 0 0 8-Jun-09 0 0 0 0 9-Jun-09 0 0 0 0 Dabur Amla Dabur Amla Dabur AmlaShanti Amla 200ml 300ml 100ml 500 Display Counter Lowest N/A N/A N/A 28-May-091 0 0 0 29-May-09 1 0 0 0 2-Jun-09 1 0 0 0 5-Jun-09 1 0 0 0 6-Jun-09 0 0 0 0 8-Jun-09 00 0 0 9-Jun-09 0 0 0 0 Shanti Amla 300 Vatika 300ml Vatika 150 Parachute 1L DisplayCounter N/A 2nd 2nd Bottom 28-May-09 0 1.5 1 0.5 29-May-09 0 1.5 1 0.5 2-Jun-09 01.5 1 0.5 5-Jun-09 0 0 1 0.5 6-Jun-09 0 0 1.5 0 8-Jun-09 0 0 1 0.5 9-Jun-09 0 0 0.5 0PGDM 08-10-IMT-Nagpur Page 3637. Parachute 2L Parachute 100ml Parachute 200ml Parachute 500ml Display CounterN/A Bottom Bottom Bottom 28-May-09 0 1 1 0.5 29-May-09 0 1 1 0.5 2-Jun-09 0 1 10.5 5-Jun-09 0 1 1 0.5 6-Jun-09 0 1 1 0.5 8-Jun-09 0 0 0.25 0.25 9-Jun-09 0 0 0 0Sanifresh Sanifresh Forest Dew Harpic Display Counter Stock out N/A N/A 28-May-090.5 0 0 29-May-09 0.5 0 0 2-Jun-09 0 0 0 5-Jun-09 0 0 0 6-Jun-09 0 0 0 8-Jun-09 0 0 0 9-Jun-09 0 0 0 Odonil Aroma Display Counter 2nd N/A 28-May-09 0.5 0 29-May-09 0.250 2-Jun-09 0.25 0 5-Jun-09 0 0 6-Jun-09 0 0 8-Jun-09 0 0 PGDM 08-10-IMT-NagpurPage 3738. Real 1ltr Real 200ml nd Display Counter 2 N/A 28-May-09 10 0 29-May-09 8 0 2-Jun-09 6 0 5-Jun-09 5 0 6-Jun-09 2 0 8-Jun-09 4 0 9-Jun-09 2 0 Sec 21 Air ForceCanteen Product& Quantity Available Date Red Tooth Paste 50gm Meswak 100gmPromise 200gm Babool 200gm Display Counter N/A Lowest N/A lowest 5-Jun-09 0 1 02 6-Jun-09 0 1 0 1.5 8-Jun-09 0 0.5 0 0 Product& Quantity Available Date Colgate Adv.White Colgate Total Colgate Herbal Colgate 150gm 150gm 200 200gm Display CounterLowest 2nd 2nd 2nd 5-Jun-09 2 0.5 0.25 1 6-Jun-09 1.5 0.5 0.25 1 8-Jun-09 1.5 0.5 0.5 1PGDM 08-10-IMT-Nagpur Page 3839. Date Product& Quantity Available Colgate Fresh 150gm Colgate 100gm nd DisplayCounter 2 2nd 5-Jun-09 0.5 2 6-Jun-09 0.5 2 8-Jun-09 0.5 0 Hena Conditioning ActiveDandruff Active Dandruff Hena Conditioning 200ml 200ml 100ml 100ml DisplayCounter N/A Corner-2nd N/A N/A 5-Jun-09 0 3 0 0 6-Jun-09 0 2 0 0 8-Jun-09 0 0 0 0Head & Head & Head & Pantene Pantene Shoulders 90ml Shoulders 200ml Shoulders400ml 400ml 200ml Display Counter N/A 2nd-Best Display 2nd-Best Display N/A 2ndBEST 5-Jun-09 0 0.5 0.5 0 3 6-Jun-09 0 0.5 0.25 0 2 8-Jun-09 0 0 0 0 0 Gulucose 100gmGulucon Guluco Vita Gulucose 500gm Display Counter Stock out N/A N/A N/A 5-Jun-09 3 0 0 0 6-Jun-09 2 0 0 0 8-Jun-09 2 0 0 0 PGDM 08-10-IMT-Nagpur Page 3940. Dabur Amla Dabur Amla Dabur Amla Shanti Amla 200ml 300ml 100ml 500 DisplayCounter N/A 2nd N/A N/A 5-Jun-09 1 2 0 0 6-Jun-09 1 1.5 0 0 8-Jun-09 0 0 0 0 ShantiAmla 300 Vatika 300ml Vatika 150 Parachute 1L Display Counter N/A Stock out Stockout 4th 5-Jun-09 0 0 0 1 6-Jun-09 0 0 0 1 8-Jun-09 0 0 0 0.5 Parachute 2L Parachute100ml Parachute 200ml Parachute 500ml Display Counter N/A N/A 4th 4th 5-Jun-09 0 01 1 6-Jun-09 0 0 0.5 0.25 8-Jun-09 0 0 0.5 0.25 Sanifresh Sanifresh Forest Dew Harpic
    • Display Counter Stock out Top Top 5-Jun-09 0 3 12 6-Jun-09 0 2.5 11 8-Jun-09 0 2 10Odonil Aroma Display Counter Stock out 2nd 5-Jun-09 0.5 1 6-Jun-09 0.5 1 8-Jun-090.25 1 PGDM 08-10-IMT-Nagpur Page 4041. Real 1ltr Real 200ml Display Counter FLOOR 3rd 5-Jun-09 1 4 6-Jun-09 8 0 8-Jun-09 6 0 3. Display of other SKU’s report S. No Category Product Name DisplayedQuantity Display Shelfs 1 HO-DIL Lal Dant Manjan 150gm 0.5 2nd Shelf-Scattered 2HO-DIL Lal Dant Manjan 60gm 3 2nd Shelf-Scattered 3 HO-DIL Lal Tail 60ml 1 3rd 4LS-HC Odonil Room Spray 0.5 Top-Scattered 5 LS-DIL Shudh Madhu 500gm 3 2nd 6LS-DIL Shudh Madhu 1kg 2 2nd 7 LS-DIL Hajmola Bottle 0.25 3rd 8 LS-DILChyawanprakash 2 2nd 9 LS-DIL LBC 120gm 1 Top 10 LS-DIL Shilajit N/A ExtensionCounter 11 LS-DIL Nature Care100gm 1 Top-Corner 12 LS-DIL Nature Care 375gm 1Top-Corner 13 LS-Foods Homemade Ginger-Garlic 0.5 Top Table 6 Sec 37 Delhi AreaStation Canteen (other SKU report) S. No Category Product Name Displayed QuantityDisplay Shelf 1 HO-DIL Lal Dantmanjan 60 gms 1 Top 2 HO-DIL Lal Tail 0.5 2nd 3LS-DIL Chywanprakash 1kg 1 Top 4 LS-DIL LBC 120 gms 1 2nd 5 LS-DIL Shilajit 0.5Top 6 LS-DIL Nature Care100 1 2nd Table 7 Sec 23 Coast Guard Canteen (other SKUreport) PGDM 08-10-IMT-Nagpur Page 4142. S. No Category Product Name Displayed Quantity Display Shelf 1 HO-DIL LalDanth Manjan 150gms 2 Top 2 HO-DIL lal Danth manjan 60gms 2 3rd 3 LS-DILHajmola 3 3rd 4 LS-DIL LBC 120gm 2 3rd 5 LS-DIL Shilajit 0.5 3rd 6 LS-DIL Naturecare 100gm 1 Top 7 LS-DIL Nature Care 375gm 1 top Table 8 Sec 23 Coast GuardCanteen (other SKU report) 4. Merchandising report Too often when selling, brandmanagers are satisfied with simply getting a placement and fail to take the next step –which is to help insure successful turnover by obtaining the best possible placement.When proper merchandising techniques are applied, sales results are measurablyimproved. The best companies in the industry make a habit of paying attention to theseimportant details. It is important to provide solid business reasons for getting productsplaced in the most advantageous positions and even then there is no guarantee of gettingwhat we desire. Guidelines for a Good Display Fully stacked shelves. Neatly andsystematically placed goods. Clear line of division from other products. No-mixingof cheap substitutes. Accessible height. PGDM 08-10-IMT-Nagpur Page 4243. Figure 5 Sec 37 DASC Products properly stacked Figure 6 Sec 23 Coast GuardProducts properly stacked PGDM 08-10-IMT-Nagpur Page 4344. Figure 7 Sec 23 Coast Guard Products properly stacked Causes for Improper display Un-organized goods. Unutilized shelf space. No Branding. Loosely placedgoods. No-segregation of products. Incomplete information about the product.PGDM 08-10-IMT-Nagpur Page 4445. Figure 8 Sec 21 Air Force Mixing of Product – Improper display Figure 9 Sec 23Coast Guard Products not placed properly – Improper display PGDM 08-10-IMT-NagpurPage 4546. Figure 10 Sec 21 Air Force Products- Products placed on floor. Figure 11 Sec 21 AirForce – Shelves not fully stacked. PGDM 08-10-IMT-Nagpur Page 4647. Display pattern used by other companies (competitive and non-competitive) Figure12 Price tags Figure 13 External Displays PGDM 08-10-IMT-Nagpur Page 4748. Figure 14 Product line display counters Figure 15 Hanging Advertisements PGDM08-10-IMT-Nagpur Page 48
    • 49. Consumer Behavior and merchandizing cases report Consumer Survey A smallsurvey was done in response to company’s requirement regarding the customers’perception of Dabur product in regard to marketing 5Ps. Consumer Response to Daburs5 Ps Consumers responses were required on a scale of 0 to 5 on following parameters. 0being the poorest 5 being the highest. TOTAL AVG. Product 2 4 5 2 2 4 4 4 3 3 4 4 413.42 Price 4 3 4 3 4 4 4 5 3 4 4 2 44 3.67 Place 2 3 1 2 2 3 1 4 4 2 1 3 28 2.33 Promotion3 4 3 2 4 4 4 3 2 4 3 3 39 3.25 Packaging 3 4 3 4 5 4 4 3 2 1 2 1 36 3.00 MerchandizingExperiments and findings Following experiments were done and certain discrepancieswere found out. S. No Date Canteen Activity 1 5-Jun-09 DASC A substitute of Odonilwas found mixed with the product in the same rack. The display of the substitute wasmade similar to the display of the odonil making it hard to differentiate in the firstobservation. 2 5-Jun-09 DASC Out of 50 people buying Toothpaste only 7 stopped tostare at Meswak and after looking at packing and comparing only 4 finally bought it. Thepeople who rejected it went for Pepsodent germicheck(2) and Colgate Herbal(1) 3 5-Jun-09 DASC Out of 12 people buying Hair oil only 1 stepped to buy Dabur Amla, otherswent for smaller packs of other brands. 4 5-Jun-09 Air Force In random check it wasfound out that Sanifresh was mixed with a substitute of local brand Admiral & Colonel. 56-Jun-09 DASC On being placed Dabur AD shampoo along with Head & Shouldersproducts demand increased and the quantity of .5 cases PGDM 08-10-IMT-Nagpur Page4950. was sold in time period of 3 hrs. People buying Head & Shoulders started comparingVatika Active Dandruff along with it. 6 6-Jun-09 DASC Real juices continued to be soldas earlier but with similar products like Frooti, Rasna, etc placed along is losing thevibrancy of its color. The product needs to be placed in a different area with more sourceof light. 7 8-Jun-09 Air Force Whole of the Shampoo & Hair oil counter was stock outleading to 2 case sale of Active dandruff 200ml & Dabur Amla 2.5 Cases in a day. 8 8-Jun-09 Coast Guard It was found out that the shelves of head & Shoulder & Colgate wereonce filled in the morning and in the later day they were only restacked. The stocking ofthe product generally took 1.5-2hrs. Later in the day the job of the merchandizing boytypically was to check whether the products are properly stacked or not. A merchandizingboy typically handles 4-5 Companies. After lunch only re-shelving was done notreplenishment. Table 9 Consumer Experiments and merchandising review Understanding– Interpretations A different report gives different interpretation, but the one thing thatwas evident among the all, was that the Dabur had problem with its merchandizing. Tounderstand the problem with, we first needed to assess the profile of the consumer atCSD outlets. Consumer at CSD had these characteristics. Around 60% were femaleswith 40+ ages. Most of consumers at CSD didn’t want to bend down to lower counters. Consumers have fixed budget, so they knew there budget and their requirements werealready decided. Any price increase can have a tremendous downward spiral effect ontheir purchase behavior. Fully stacked counters were the first to catch eyes. Productcomparison was the least because of already abundant knowledge of the brand. PGDM08-10-IMT-Nagpur Page 5051. Availablity of Dabur SKUs at CSD. DAAC Air Force Coast Guard TOTAL 5th June24 15 14 47 6th June 20 15 15 47 8th June 20 15 15 47 9th June 20 15 15 47 30 25 20DAAC 15 Air Force 10 Coast Guard 5 0 5th June 6th June 8th June 9th June Table 10SKU Availablity report As the month had just began and the supplies were being awaited
    • from the Central Depot, most of the SKU’s of all the brand were going stock out. Theconsumer had to resort to other available brands. This shows a switching behavior. Theconsumer didn’t resort to external buying because of huge differences in prices. ProductCategory Highest Selling Fastest Selling Consistent Selling Toothpaste Colgate 100gmColgate 100gm Colgate 100gm Shampoo Head & Shoulders 400 Pantene 200 ActiveDandruff 200 Gulucose No Competition Hair Oil Dabur Amla 300ml Parachute 2LDabur Amla 300ml Sanifresh Harpic Harpic Harpic PGDM 08-10-IMT-Nagpur Page 5152. Odonil Odonil Odonil Odonil Juices Real has no competition Table 11 Product-Timedisplay report Colgate was still the leader in the toothpaste segment because of its strongbrand loyalty. The product use to be sold like a hot cake. The product had many SKU’sbut it didn’t cannibalized its own SKU’s rather it ate the share of its competitors. Underthe hair oil segment Dabur Amla was the most visible product, this can be said because ofthe poor packaging of its competitors and loyalty among the upper age band of theconsumer. Product Category Best Display Fully Stacked Widest Display ToothpastePepsodent Germicheck Pepsodent Pepsodent Shampoo Head & Shoulders Pantene Head& Shoulders Gulucose Extension Counter Display Hair Oil Dabur Amla 300 Parachute500ml Dabur Amla 300 Sanifresh Harpic Harpic Harpic Odonil Odonil N/A JuicesONLY Product Displayed Table 12 Best Display report Pepsodent Germicheck had thebest display and was the most refilled and re-stacked counter, leading to clean & tidydisplay of the product. Head & Shoulder had the best & Consistent display among all thecategories across all the CSD outlets, because of PGDM 08-10-IMT-Nagpur Page 5253. its dedicated merchandizing workforce. The product continued to enjoy a top shelfalong with proper price tags mentioned below it and hanging advertisements. 15 15 11 107 7 5 0 Top 2nd 3rd Stock out Table 13 Shelve Display position The display of theproduct is the most important criteria for sales. If a product is not properly visible, isstacked behind another product or is not at proper height then chances are high for lowsales volume, until and unless followed by huge brand loyalty. Most of the products ofDabur were placed on 2nd shelf, so chances were high for their low visibility, until &unless followed by huge advertisements at CSD shelves. PGDM 08-10-IMT-NagpurPage 5354. 25 20 6 15 6 Improper 10 2 Normal 2 3 5 1 Good 2 13 4 6 2 0 3 Top 2nd 3rd TotalTable 14 Display Quality report Among the display of the Dabur product 6 products werefound to be of improperly displayed. On the further research it was found that theproblem area was the merchandizing person. The person was not interested in Daburbrand. He had 4 more brands and didn’t paid any attention towards the Dabur products.Later during the research work it was found that person was going to leave the Daburbrand. These kinds of moves by merchandising staff can deeply affect the sales at CSDcounters for a short period of time. Any deviation in this sort should be resorted at firstgo. Recommendations These can be the solutions for the above stated problem. 1. Thecompany needs to deploy a single brand full time employ for Noida CSD only. This willincrease the cost of the company, but the will tremendously increase the visual appeal ofthe products and consistent good display. PGDM 08-10-IMT-Nagpur Page 5455. 2. Company should not go in contract with a third party for the merchandizing staff.As the staff deployed by them keeps on changing on short intervals and the new personmight not be aware of the brand characteristics. 3. The basic criteria to get the top shelvesin CSD outlets is to provide the canteens with display shelves, in return they provide a
    • consistent top shelf for a time period. A cost evaluation of this can be done and furthernew shelves can be provided to CSD outlets. This also helps build relationship with thestaff at the outlets. 4. A periodic review needs to be done to analyze the change thecustomer buying preferences at CSD. 5. A periodic review of merchandising staff needsto be done, so as to check the performance. The salary structure can be incentive based onhow much care a person takes to enlist the brands at CSD. 6. Shelfs to be refilled thrice aday. 7. Hanging display boards to be placed. 8. Outside hoarding in collaboration withCSD outlet management can be provided, so as to increase the appeal of the product. Theboards can be placed next to CSD outlet gates. 9. Display boards, hangingadvertisements, price tags should be provided so as to provide more and moreinformation about the product. 10. Upper shelves to be utilized more for display ratherthan stockings. Limitations of the study Every research work has limitations. So does thisone also had. 1. Time frame PGDM 08-10-IMT-Nagpur Page 5556. 2. The time frame setup was quite less as compared to the time period sales forcedevotes to merchandizing. Initial time period was involved in learning the rules andregulations of CSD outlets. Followed by merchandizing training. 3. Wide segment tocover 51 products were to be covered per canteen, totaling to 153 products in all.Maintaining a record of that data was a tedious job. Moreover, the outlets were locatedfar off from each other, so commuting between them took time. 4. Accessibility tooutlets. Accesses to outlets were governed by the permission of the store manager andany consumer activity carried out required his permission. 5. Limited scope of interactionwith the consumer Time is the most valuable product for the consumer. So it was hard toconvince them to talk in their precious time. 6. Stock out position The project was donein the time when most of the products were stock out at the outlet and were awaitingfresh supply from the central depot. Scope for improvement The project should be doneat different intervals of the year with regular performance measurement of merchandizingstaff. PGDM 08-10-IMT-Nagpur Page 5657. Annexure Format of Consumer Survey QUESTIONNAIRE Consumer View ofDabur Name: Contact No: Would you like to be contacted by Dabur for further review?Answer the questions on a scale of 0 to 5. 0 being the poorest and 5 being the highest. 1Kindly rate the Dabur product according to use? 0 1 2 3 4 5 2 Kindly rate the Daburproduct according to Packaging? 0 1 2 3 4 5 3 Kindly rate the Dabur product according toPromotional activity? 0 1 2 3 4 5 4 How do you find the prices of Dabur, as per yourreach? 0 1 2 3 4 5 5 Kindly rate Dabur product as per the placements at the counter? 0 1 23 4 5 Thanks for your time Official use: Date: Outlet: PGDM 08-10-IMT-Nagpur Page5758. Time: Consumer Type: Remark: Merchandising data collection sheets Dabur Sheet1 S. Display Display Category Product Remarks No Counter Quality 1 HO-DIL AmlaHair Oil 100ml 2 HO-DIL Amla Hair Oil 200ml 3 HO-DIL Amla Hair Oil 300ml 4 HO-DIL Vatika Hair Oil 150ml 5 HO-DIL Vatika Hair Oil + Scheme 6 HO-DIL Vatika HairOil 300ml 7 HO-DIL Vatika Hair Oil + Scheme 8 HO-DIL Vatika HC Shampoo 9 HO-DIL Vatika AD Shampoo 10 HO-DIL Vatika Smooth & Silky 200ml 11 HO-DIL VatikaDC Shampoo 200ml 12 HO-DIL Lal Danth Manjan 150gm 13 HO-DIL Lal DanthManjan 60gm 14 HO-DIL Red Tooth Paste 50gm 15 HO-DIL Red Tooth Paste 100gm 16HO-DIL Red Tooth Paste 200gm 17 HO-DIL Lal Tail Total 18 HO-HC Odopic ScouringBar 400gm 19 HO-HC Odopic Scouring Bar 600gm 20 HO-HC Babool Toothpaste
    • 200gms 21 HO-HC Promise Toothpaste 200gms 22 HO-HC Meswak Toothpaste 100gmPGDM 08-10-IMT-Nagpur Page 5859. Total 23 LS-HC Odomos Mosq. Rep. Lotion 24 LS-HC Odomos Mosq.Rep. Cream25 LS-HC Odonil Air Freshener 100gm 26 LS-HC Odonil Air Freshener 50 gm 27 LS-HC Odonil Room Spray 250gm Toilet Cleaner 500ml+Odonil 50 28 LS-HC gm 29 LS-HC Toilet Cleaner Sani F. Dew 500ml Total 30 LS-DIL Gulucose 100gm 31 LS-DILGulucose 500gm 32 LS-DIL Shudh Madhu 250gm 33 LS-DIL Shudh Madhu 500gm 34LS-DIL Shudh Madhu 1kg 35 LS-DIL Hajmola Bottle 36 LS-DIL Pudin Hara 37 LS-DILDabur Chyawanprash Awaleh 1kg 38 LS-DIL Chywanprash Awaleh+ 40gm Honey 39LS-DIL Chywanprash Awaleh 1kg Spl 40 LS-DIL Chywanprsh 500gm Spl 41 LS-DILLavan Bhaskar Churna 120gm 42 LS-DIL Shilajit 30caps 43 LS-DIL Nature Care 100gm44 LS-DIL Nature Care 375gm Total 45 LS-Foods Real Orange Juice 1ltr 46 LS-FoodsReal Guava 1000ml 47 LS-Foods Real Mango Nectar 200ml 48 LS-Foods Real OrangeNectar 200ml` 49 LS-Foods Real Guava 200ml 50 LS-Foods Hommade Ginger Garlic200gms PGDM 08-10-IMT-Nagpur Page 5960. 51 LS-Foods Hommde Tomato Pure 200gm Total Competitor and Dabur productdata sheet S. No Product Display Quantity Display Shelf Remark 1 Red Tooth Paste50gm 2 Meswak 100gm 3 Promise 200gm 4 Babool 200gm 5 Colgate Adv. White 150gm6 Colgate Total 150gm 7 Colgate Herbal 200 8 Colgate 200gm 9 Colgate Fresh 150gm10 Colgate 100gm 11 Pepsodent 150 gm 12 Pepsodent Germicheck 175 gm 13 Close up80 14 Pepsodent Germicheck 175 gm 15 Close up 80 16 Hena Conditioning 200ml 17Active Dandruff 200ml 18 Active Dandruff 100ml 19 Hena Conditioning 100ml 20 Head& Shoulders 90ml 21 Head & Shoulders 200ml 22 Head & Shoulders 400ml 23 Pantene400ml 24 Pantene 200ml 25 Gulucose 100gm 26 Gulucon 27 Guluco Vita PGDM 08-10-IMT-Nagpur Page 6061. 28 Gulucose 500gm 29 Dabur Amla 200ml 30 Dabur Amla 300ml 31 Dabur Amla100ml 32 Shanti Amla 500 33 Shanti Amla 300 34 Vatika 300ml 35 Vatika 100 36Parachute 1L 37 Parachute 2L 38 Parachute 100ml 39 Parachute 200ml 40 Parachute500ml 41 Sanifresh 42 Sanifresh Forest Dew 43 Harpic 44 Odonil 45 Aroma 46 Real 1ltr47 Real 200ml PGDM 08-10-IMT-Nagpur Page 6162. Table of Figures Figure 1 Daburs worldwidepresence.................................................................................. 8 Figure 2 Journey of Dabur........................................................................................................ 11 Figure 3 AverageConsumer spending profile .......................................................................... 14 Figure 4Daburs Products ........................................................................................................ 24Figure 5 Sec 37 DASC Products properly stacked.................................................................... 43 Figure 6 Sec 23 Coast Guard Productsproperly stacked ......................................................... 43 Figure 7 Sec 23 Coast GuardProducts properly stacked ......................................................... 44 Figure 8 Sec 21 AirForce Mixing of Product – Improper display ............................................. 45 Figure 9 Sec23 Coast Guard Products not placed properly – Improper display ..................... 45 Figure10 Sec 21 Air Force Products- Products placed on floor............................................... 46Figure 11 Sec 21 Air Force – Shelves not fully stacked............................................................ 46 Figure 12 Price tags................................................................................................................. 47 Figure 13External Displays ...................................................................................................... 47
    • Figure 14 Product line displaycounters................................................................................... 48 Figure 15 HangingAdvertisements .......................................................................................... 48 PGDM 08-10-IMT-Nagpur Page 6263. BIBILIOGRAPHY www.dabur.com www.wikepedia.com SAP files HRrecord of merchandising people. PGDM 08-10-IMT-Nagpur Page 63