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Dabur's state of duality

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    Dabur's state of duality Dabur's state of duality Presentation Transcript

      • Presented by:
      • Siddharth Dasgupta – 09EM033
      • Ravi Sharma – 09EM028
      • Amit Tyagi – 09EM005
    •  
    • Largest Indian and Personal Health Care Company World Leader in Ayurveda Professionally Managed Strong Internal Competencies
    • Genesis… Starting as a small Ayurvedic Pharmacy in Calcutta…. Today Dabur is a household name and the 4 th Largest FMCG Company in India
      • Dabur India Limited is a leader in manufacturing and marketing herbal, nature-based products, marked with quality and trust gained through more than 100 years of experience.
      • Today Dabur’s products are available for people in more than 50 countries across the world, helping them move towards a healthy, natural and holistic lifestyle.
      • Dabur products are available in the markets of the
        • Middle East
        • South-East Asia
        • Africa
        • America
        • European Union
      Spread
      • Products are derivatives of Ayurveda and indigenous of medicines.
      • Its products are priced for and targeted at the mass market.
      • Dabur is one of the few heritage companies of India that has successfully transitioned from being a family run company to a company fully run by professionals.
      • 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 Dabur’s Brand equity since centuries
      • Identities making up the brand-
      • Choice of its logo, symbol, slogan, packaging
      • Marketing Activities
      • Associations of the brand
      • 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
      • 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
      • Changed its branding strategy by moving from the Umbrella Strategy to the Key brand Strategy
      • Categorized itself into five power brands
      • Dabur (HEALTHCARE)
      • Vatika (HAIR CARE)
      • Anmol (PERSONAL CARE)
      • Real ( JUICES)
      • 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
      • Dabur through its diversified brands has tapped various target segments like the :
      • Youth
      • Health Conscious People
      • School Children
      • Mothers
      • Existing Old age group
      • 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 is uneven across product line
      • OPPORTUNITIES:
      • Extend Vatika brand to new categories like Skin Care and body wash segments
      • Launch several OTC brands
      • Southern India Market
      • Exploring new geographical areas- local as well global
      • Oral Care Segment
      • Launching new Products like Hair oils, Herbal and Gel Toothpastes etc.
      • THREATS:
      • Competition in the FMCG sector from well established names
      • Other fields of medicine- Allopathic and Homeopathic
      • Markets where Herbal products are not recognized
    • Oral Care Health Supplement Digestive Health Products Skin Care; Baby Care Hair Oil Shampoos
      • 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- litre bottle of Cooler (juice) was priced at Rs.50
      • Selective Price Reduction to increase Demand
      • Introduction of Smaller packs at Rs.5
      • Came out with Rs.1 sachet of Vatika Shampoo to increase market share
      • Cutting Price to stand out against competition
      • 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
      • PROMOTIONS :
      • Different brands have its own marketing and advertising team
      • Different brands had different promotions
      • Utilized the popularity of Indian films in the domestic and global markets to promote its brands
      • Undertook the most advertising campaign with Mr. Bachchan endorsing Dabur brands
      • Signed cricketer Virendar Sehwag and his wife for selected Oral, Hair and Healthcare products
      • Adopted the INTEGRATED MARKETING COMMUNICATION programme in 2003 to increase its market share
      • Targeted the Institutional market which included hotels and airlines
      • Partnered with Institutional clients to provide value added services
      • Held various contests
      • Training sessions and workshops for food and beverage professionals
      • Tie-up with Discovery Channel
    •