19818439 the-brand-dabur[1]
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The document provides an overview of Dabur India Ltd, a leading FMCG company in India. It discusses Dabur's product offerings, brand equity, reasons for restructuring, branding strategy, SWOT analysis, and marketing mix. Some key points include: Dabur has a portfolio of healthcare, personal care, and food products marketed in over 50 countries. It restructured in 2004 to focus on five power brands and target new customers. Its branding strategy shifted from an umbrella approach to emphasizing key brands. Dabur analyses its strengths, weaknesses, opportunities and threats and aims to double revenue by 2010 through new markets and products.
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Dabur is India's fourth largest FMCG company. It focuses on herbal and natural products and has a large rural market presence with over 2.5 million retail outlets. Some key rural marketing strategies used by Dabur include promotional activities like TV/radio ads and local events, regional branding, and a large network of distributors, wholesalers, agents and retailers. Dabur also provides sales training to shopkeepers on marketing through its ASTRA program. Going forward, opportunities exist in rural exports, partnerships with companies like IOC, and raising immunity awareness in schools.
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This document summarizes Kevin Keller's Customer-Based Brand Equity model for building strong brands. The model involves 4 steps: 1) establishing brand identity and awareness, 2) creating favorable brand associations, 3) eliciting positive brand responses, and 4) forging loyal customer relationships. Strong brands achieve resonance by successfully completing all steps to create brand knowledge and meaning for customers. When brands fail to innovate or stay relevant, they can lose resonance by weakening associations and responses. The document also provides examples of both strong and struggling brands to illustrate the model.
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Chap 2, customer based brand equity
1. Customer-based brand equity refers to the differential effect that brand knowledge has on consumer response to the marketing of that brand.
2. There are three key ingredients to brand equity: differential effect, brand knowledge, and consumer response to marketing.
3. Strong brand equity is created by ensuring brand identification, establishing brand meaning, and eliciting proper consumer responses and loyalty.
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- It will present the results of a primary consumer survey that assesses awareness of Titan's repositioning strategies and how consumers perceive the changes.
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Titan Watches Case Study Presentation
1) Titan entered the Indian watch market in 1984 as a joint venture between TIDCO and Tatas.
2) Titan popularized quartz watches in India and developed various sub-brands to target different market segments.
3) By 2010, Titan had achieved over 35% annual sales growth and over 60% market share in the organized sector of the Indian watch market.
Brand Equity Presentation
Brand equity refers to the added value that a brand name provides to products and services. It is created by the differential effect of brand knowledge on consumer response to marketing of the brand. There are several models for measuring brand equity, including brand asset valuing, Aaker's model, BrandZ, and brand resonance. Building strong brand equity involves choosing memorable and meaningful brand elements, developing positive brand associations through marketing, and indirectly transferring associations from other entities linked to the brand. Measuring brand equity provides benefits for companies such as increased customer loyalty and insulation from competitors.
Customer Based Brand Equity
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Customer Based Brand Equity
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Dabur Case Study
Dabur is the 4th largest FMCG company in India with over 100 years of history. It has strategic business units in healthcare, personal care, and food products. The document discusses Dabur's brand portfolio, brand equity analysis, reasons for restructuring, branding strategy, SWOT analysis, and marketing mix. It provides details of Dabur's product offerings, growth over the decades, repositioning from an ayurvedic to herbal specialist company, key brand strategy, and goals to double revenue by 2010.
Brand Equity.ppt
This document provides an overview of Dabur India Ltd, a leading FMCG company in India. It discusses Dabur's history, portfolio of products, brand equity, reasons for restructuring in 2004, branding strategy, SWOT analysis, and marketing mix. The key points are: Dabur has a portfolio of healthcare, personal care and food products, with brands like Dabur Amla and Hajmola. In 2004, it restructured its portfolio into strategic business units and focused on 5 power brands. Its branding strategy shifted from an umbrella approach to emphasizing key brands. It analyzes strengths like its heritage brand and opportunities like expanding into new categories.
Dabur
This document summarizes information about Dabur, an Indian consumer goods company. It lists the team members working on the project and provides a timeline of Dabur's history from 1884 to the present. It describes Dabur's current position as the 4th largest FMCG company in India with a portfolio of brands. It also outlines Dabur's product offerings, SWOT analysis, restructuring process, new branding and marketing strategies, and vision to double sales by 2014.
Dabur's state of duality
Dabur India Limited is a leading manufacturer of herbal and natural products in India and globally, with a history of over 100 years. It offers products across categories like healthcare, hair care, skin care, and juices. Dabur has a strong brand portfolio including Dabur, Vatika, Anmol, Real, and Hajmola. It has established a pan-India distribution network and also exports to over 50 countries. Recently, Dabur reorganized its brand strategy by focusing on 5 power brands and extending its product lines to target a wider consumer base including youth and children.
Dabur brand revitalization & reinforcement
Dabur is an Indian FMCG company founded in 1884. It has undertaken brand revitalization and reinforcement efforts over time. This included launching new products and marketing programs to educate customers and revitalize brands. It also worked to reinforce brands through new logo, packaging designs, and ensuring product innovation. Dabur restructured by cutting low-contribution brands, positioning as an herbal specialist, and entering new areas to target youth. It changed its branding strategy from umbrella to focus on power brands like Dabur, Vatika, Anmol, Real and Hajmola. Product line extensions further diversified offerings to different audiences. These strategies helped Dabur renew interest, increase market share, and move
94666367-dabur.pptx
The document discusses Dabur India Ltd, an Ayurvedic and herbal healthcare company. It underwent restructuring in 2000 to address issues like a narrow target segment. It developed five power brands, expanded markets geographically and by segment. Dabur aims to double revenue by 2010 through international alignment, new markets, and a differentiated approach against competitors in healthcare, home care, foods and personal care. It uses market segmentation across geographic, demographic, psychographic and behavioral factors. Recommendations include creating a niche in integrating Ayurveda with science, innovative products, e-commerce, awareness of herbal benefits, and a focus on South India.
Dabur India Ltd - A Case Study
Dabur India Limited is a 120-year old Indian FMCG company with a turnover of over Rs. 2,233 crores. It operates through three subsidiaries across healthcare, personal care, home care, and foods segments. The company is family owned but professionally managed. It maintains a strong brand equity through strategic interventions to adapt to business environments over the years.
Dabur
Dabur undertook various growth strategies as part of its repositioning to achieve its target of Rs 200 billion in sales by 2006. This would require annual growth of 15-20%. Key strategies included competitive pricing and introducing smaller packs to increase accessibility. Products were divided into 5 power brands to target different age groups. New products and flavors were launched regularly. Geographic reach was expanded domestically and internationally. Promotional campaigns featuring celebrities helped increase brand awareness. These coordinated strategies across different elements helped Dabur achieve its ambitious sales targets.
Dabur ppt on Organisation, marketing mix, strategy
This document provides an overview of Dabur, an Indian FMCG company. It discusses Dabur's vision, mission, organizational structure, supply chain, appraisal process, marketing mix, and corporate strategy. Some key points:
- Dabur is India's 4th largest FMCG company with a presence in healthcare, personal care, and food products across over 50 countries.
- Its organizational structure consists of 3 strategic business units and aims for a flatter, more efficient structure.
- Dabur's corporate strategy focuses on vertical integration, diversification, and horizontal integration through acquisitions and expansion into new markets and categories over its 100+ year history.
presentation1-dabur1-161120092524 (1) (1).pptx
Dabur is India's 4th largest FMCG company with over 100 years of operations. It has strategic business units in healthcare, personal care, and food. Dabur's vision is dedicated to household health and well-being, and its mission is to maximize shareholder value by offering superior quality natural products. The company focuses on ownership, passion for winning, people development, consumer focus, teamwork, and innovation. Dabur follows growth strategies of vertical integration, diversification, and horizontal integration through acquisitions. It aims for stability through replacing old systems, customized packaging, and new product launches.
Dabur Vatika(Ravish Roshan,9968009808)
The document discusses Dabur's product market expansion strategies using Ansoff's grid. It analyzes Dabur's strategies of market penetration, market development, product development, and diversification. It then discusses the SWOT analysis and positioning of Dabur's Vatika hair oil brand. Finally, it summarizes the new identity adopted by Dabur which features a tree symbolizing stability, heritage, and commitment to holistic wellness.
Dabur Repositioning
Dabur repositioned itself to target young consumers in India, who represent the largest demographic segment. It modernized its old brand equity and streamlined business operations. Dabur diversified its portfolio across consumer care, health care, and food categories. It introduced five power brands with different positioning strategies and focused specially on growing its market share in South India from 7% to 10% through customized marketing approaches. Dabur also undertook various restructuring initiatives including establishing an international division and implementing an ERP system to support its future growth strategies aimed at leveraging changing demographics, rising incomes, and growth of organized retail in India.
repositioning at dabur
Dabur repositioned itself as an FMCG company to target young consumers in India. It modernized its old brand equity and streamlined operations. It diversified its portfolio across consumer care, health care, and food. Dabur introduced five power brands with different positioning and price points. It also focused on growing its market share in South India, which contributed only 7% previously, through customized promotions, packaging, and product launches. Dabur also expanded internationally and implemented an ERP system to improve operations.
A project report on dabur
Dabur was founded in 1884 in Kolkata by Dr. S.K. Burman as a pharmacy producing Ayurvedic medicines. Over time, Dabur expanded its operations and product portfolio, becoming a full-fledged company called Dabur India Pvt. Ltd. in 1936. Dabur has since grown to become one of the largest FMCG companies in India with a diverse portfolio of health care, personal care, and food products marketed across India and internationally. Key events in Dabur's growth include establishing manufacturing plants, research facilities, entering new business categories and markets, and undergoing an organizational restructuring that introduced professional management.
Marketing strategy & Product Strategy for DABUR
Dabur India Ltd is one of India's leading FMCG companies with revenues of over US$750 million. It operates in key consumer product categories like hair care, oral care, health care, skin care, home care, and foods. Dabur has a wide distribution network of over 2.8 million retail outlets in both urban and rural markets. It also has a presence in over 60 countries globally. The document provides an overview of Dabur's business, products, competitors, pricing, distribution, and promotional strategies.
A STUDY OF DABUR INDIA LTD.
Dabur India Ltd is one of the largest Ayurvedic and natural healthcare companies in the world. Founded in 1884, it is now India's 4th largest company. Some of its major brands include Dabur Chyawanprash, Dabur Amla hair oil, and Dabur Babool toothpaste. The company has pursued strategies such as demerging its pharmaceutical business, changing its logo, introducing new products and packaging, and expanding its retail ventures both within and outside India. It is working to innovate in categories like fairness and launch new products like milkshakes. Dabur's Immune India campaign promotes Chyawanprash's immunity benefits through partnerships with
Dabur
This document provides an introduction and background about Dabur India Limited. It discusses the origin and growth of the company since it was founded in 1884. It provides an overview of Dabur's current structure, including its major business divisions and subsidiaries. It also lists the company's board of directors and shareholders. Finally, it includes enclosures about Dabur's market share and performance, key raw materials, and sales mix by product segment.
45800087 marketing-strategy-of-ayurvedic-products
This document summarizes the marketing strategy of Maharishi Ayurveda Products Pvt. Ltd., an Indian Ayurvedic products company. The company exports over 900 Ayurvedic formulations to over 40 countries and has obtained several quality certifications. Domestically, it markets personal care, OTC, and food/beverage products through doctors, distributors, and organized retail. Globally, the herbal market is valued at $80 billion and growing, with the US, Europe, and Australia being key markets. The company aims to expand globally through new marketing offices. While sales have increased year-over-year, profits have remained limited due to a lack of advertising and internal management issues.
Dabur India project
In this project i have done a business analysis of India's well renowned company naming Dabur. now first of all i have given basic info, of company then applied PESTEL analysis, life cycle analysis of one product, marketing mix strategy, company's KPI and CSF, porter five forces and finally conclusion.
Patanjali- The great Indian Company
This presentation will give you an insight into the great organization "PATANJALI" which is competing with great giants in the FMCG sector and taking a credible amount of their share in the product category in which they are also present.
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Dabur ppt on Organisation, marketing mix, strategy
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