Dabur's state of duality

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Dabur's state of duality

  1. 1. Presented by: 1.Siddharth Dasgupta – 09EM033 2.Ravi Sharma – 09EM028 3.Amit Tyagi – 09EM005
  2. 2. Largest Indian and Personal Health Care Company World Leader in Ayurveda Professionally Managed Strong Internal Competencies
  3. 3. Genesis… Starting as a small Ayurvedic Pharmacy in Calcutta…. Today Dabur is a household name and the 4th Largest FMCG Company in India
  4. 4. 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
  5. 5. 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.
  6. 6.  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
  7. 7.  Identities making up the brand- Choice of its logo, symbol, slogan, packaging  Marketing Activities  Associations of the brand
  8. 8.  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
  9. 9.  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
  10. 10.  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)
  11. 11.  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
  12. 12.  Dabur through its diversified brands has tapped various target segments like the : Youth Health Conscious People School Children Mothers Existing Old age group
  13. 13.  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
  14. 14.  WEAKNESS: Profitability is uneven across product line
  15. 15.  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.
  16. 16.  THREATS: Competition in the FMCG sector from well established names Other fields of medicine- Allopathic and Homeopathic Markets where Herbal products are not recognized
  17. 17. Oral Care Health Supplement Digestive Health Products Skin Care; Baby Care Hair Oil Shampoos
  18. 18.  PRODUCT:  Products have been divided into 5 power brands  Quality: High  Sizes: Available in different sizes  Design: Available in Tetra Pack, Bottles, Sachets
  19. 19.  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
  20. 20.  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
  21. 21.  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
  22. 22.  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

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