This study examines Dabur India Limited, a public consumer goods company and world leader in herbal/Ayurvedic products. The objectives are to understand Dabur's product lines, conduct a SWOT analysis, identify future plans, and analyze key business processes and growth measures. Secondary data sources include surveys, research papers, Dabur's website, journals, and other online sources. Dabur has a presence in over 120 countries, 20 manufacturing facilities in India, and aims to contemporize Ayurveda for new generations through its portfolio of over 250 herbal products. However, Dabur has a relatively small market share compared to competitors and could improve its market share and consumer preferences in urban areas of

1. ORGANISATION CENTERED STUDY IN
DABUR INDIA LIMITED
This Study is Conducted via Online
Presented By,
VISHNU SIVARAJAN
Reg. No.: 122060
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2. INTRODUCTION
 Dabur India is a Public Limited Company.
 Industry – Consumer Goods.
 World Leader in Ayurveda with a portfolio of over 250 Herbal/Ayurveda
Products.
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3. OBJECTIVES
 To know about the product lines.
 To conduct the SWOT analysis.
 To identify the future plans.
 To understand how the key business processes are carried out in the
company.
 To analyse the measures and techniques taken for growth.
 To suggest measures to overcome the weaknesses.
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4. SORCES OF DATA COLLECTION
 Secondary Data
o Surveys
o Research Papers
o Company Website
o Journals
o Other Websites in the Internet
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5. INDUSTRY PROFILE
 FMCG – Sold Quickly at a relatively low cost.
 Non – Durable Goods (Short Life Span).
 Types – Processed Foods, Prepared Meals, Beverages, Baked Goods,
Medicines, etc…
 GLOBAL SCENARIO
o Projected to reach $15,361.8 billion by 2025.
o CAGR of 5.4% from 2018 to 2025.
o Segmented based on Product type, Distribution channel, Region
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6. INDUSTRY PROFILE (CONTINUED…)
 INDIAN SCENARIO
o Fourth largest sector
o Household and personal (50%), Healthcare (31 %) and food and beverages
(F&B) (19%).
o US$ 52.75 billion in FY18 and is expected to reach US$ 103.70 billion by the
end of 2020.
o Rural FMCG market reached US$ 23.63 billion in FY18 and is expected to grow
to US$ 220 billion by 2025.
o Growth Drivers - Shift to Organised Market, Increased Penetration, Rural
Consumption, Easy Access, New Goods and Service Tax (GST).
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7. INDUSTRY PROFILE (CONTINUED…)
 STATE SCENARIO
o High Per Capita Consumption
o GST has transformed the downstream supply chain
o Unorganised
 e-Commerce Disrupting the FMCG Industry - Change in Marketing
Strategy, Increased Competition, Increased Complexity of the Supply
Chain, Changing Consumer Profile
 Technology as an enabler of FMCG Transformation - Digital Marketing,
Blockchain, AI
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8. INDUSTRY PROFILE (CONTINUED…)
 Impact of Covid – 19 Outbreaks on FMCG Industry
o Logistic issues, lack of adequate labours, operations limiting to
production of only essential items, etc.
o Demand for organic and natural ingredient infused food products
are increasing.
o Demand for personal hygiene products are increasing.
 Challenges - Fluctuating Demand, Missed Discount from Suppliers, Lack of
Flexible Pricing Customer Incentives, Lack of integrated Planning
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9. INDUSTRY ANALYSIS METHOD
 PEST Analysis
o Political Factors
o Economical Factors
o Social Factors
o Technological Factors
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10. COMPANY PROFILE
 Founded in 1884 by S. K. Burman. Headquartered in Ghaziabad, Uttar
Pradesh.
 Three business units - consumer care division (CCD), international business
division (IBD), and consumer health division (CHD).
 20 state-of-the-art manufacturing facilities.
 Available in over 120 countries across the globe.
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11. COMPANY PROFILE (CONTINUED…)
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Type Public
Industry Consumer goods
Founded 1884; 137 years ago
Founder S.K Burman
Headquarters Ghaziabad, Uttar Pradesh, India
Area served Worldwide
Employees 7,740
Revenue from Operations (FY 19- Rs. 8,704 crores
Net Profit RS. 1445 Crores
Share Price Rs. 530.45
Market Capitalisation 93,753.08 crores
Turnover (2019-20) 9,008.88 crores

12. COMPANY PROFILE (CONTINUED…)
 Vision: -
"Dedicated to the health & well-being of every household"
 Mission: -
“Contemporise Ayurveda and make it relevant for the new generation”
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13. COMPANY PROFILE (CONTINUED…)
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 Marketing Strategies
o Advertisements Strategy
o Digital Marketing of
Dabur
 Products

14. COMPANY PROFILE (CONTINUED…)
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CEO
Board of Directors

15. COMPANY PROFILE (CONTINUED…)
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Board of Directors

16. ORGANISATIONAL CHART
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17. SHAREHOLDING PATTERN
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Holder's Name No of Shares % Share Holding
No of Shares 1767425349 100%
Promoters 1190526180 67.36%
Foreign Institutions 349484929 19.77%
NBanks Mutual Funds 45482724 2.57%
Others 36683831 2.08%
General Public 96036033 5.43%
Financial Institutions 48866652 2.76%
Foreign Promoter 345000 0.02%

18. COMPETITORS & MARKET SHARE
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Company’s Name Market Share (%)
ITC 10%
Hindustan Unilever (HUL) 12%
Nestlé 3%
Britannia 3%
Patanjali Ayurved 4%
Dabur 2%
Godrej Group 2%
Marico 5%
GlaxoSmithKline (GSK) 1%
Colgate-Palmolive 1%

19. COMPANY ANALYSIS
 Marketing Analysis – Product, Price, Place, Promotion.
 HR Policies – Diversity, Cultural Edifice, Talent Management, training and
Development, Health and Safety Schemes, Recruitment and Selection
 Innovation – The Power of Nine, Plating up more, Pandemic Learnings.
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20. COMPANY ANALYSIS (CONTINUED…)
 SWOT Analysis –
o Strengths – Geographical Presence, Brand Image, Distribution
network, Welfare Activities, Product Diversification, etc…
o Weaknesses – Fake Products, No Direct Channels, Stiff Competition,
etc…
o Opportunities – Rise in market size, Make in India, Demand in
Global Market, Online Presence, etc…
o Threats – Substitutes, Use of own medicines by Doctors, etc…
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21. FINDINGS
 Skilled Workforce
 Presence Across the Globe
 Small Market Share
 Manufacturing Facilities
 Launch of New Products
 Increasing Digital Presence
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22. SUGGESTIONS
 Establish a Manufacturing Facility in South India
 Improve the Market Share of Products
 Improve the Consumer Preferences in Urban Areas
 Establish direct Channels.
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23. CONCLUSION
 Dabur India Limited is India’s most reliable label.
 6.7 million retail outlets.
 Strong customer base in rural and semi-rural areas.
 Low customer base in urban areas.
 Study created a self-awareness on how a company works.
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24. THANK YOU…
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