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.

1. AGENDA
 Dabur – The Brand
 Product Offerings
 Brand Equity-Analysis
 Brand Equity
 Why Restructuring?
 Branding strategy
 SWOT Analysis
 Marketing Mix

2.  Dabur India is the 4th Largest FMCG Company in India
 Legacy of over 100 years
 Strategic Business Units in Health care, Personal care
and Food products
 Dabur has a turnover of Rs.1899.57 crore with powerful
brands like Dabur Amla, Dabur Chyawanprash, Real,
Vatika and Hajmola
 Bottom Line Driven Company
 Product marketed in over 50 countries
 Leader in Herbal Digestives with 90% market share
PRESENT SCENARIO

3.  Established : 1884
 Founder : Dr. S K Burman
 Basic Motive : Manufacture of Ayurvedic Drugs
 Achieved : By setting up manufacturing units and
setting up Research and Development Labs
 Expanded its product line in the mid 1900’s by launching
Dabur Hair Oil and Chyawanprash
 Added Oral Care Products in the 1970’s
 Shifted base from Kolkata to New Delhi in 1972
 Launched Hajmola tablet in 1978
DABUR -THE BRAND

4.  In 2004, restructured its portfolio and structured itself
into three main SBU’s
 Has 5 power brands under its portfolio
 Entered new markets like the Juice segment, branded
packaged soups segment
 Developed its Oral Care Market
 Increasing its geographical spread
 Aims at doubling its revenue and profit by the end of
2009-2010
DABUR -THE BRAND (contd)

5. PRODUCT OFFERINGS
 PERSONAL CARE SEGMENT :
 Hair Care Oil and Shampoo (VATIKA)
 Skin Care (FAIRENESS FACE PACK)
 Oral Care (DABUR RED GEL AND TOOTHPASTE)
 FOODS PRODUCT RANGE:
 Juice ( REAL/ REAL ACTIV)
 Dabur Honey
 Hommade (Packaged Soups)

6. PRODUCT OFFERINGS (contd)
 AYURVEDIC HEALTH PRODUCTS:
 Digestive Segment (HAJMOLA)
 Dabur Chyawanprash
 Pudin Hara
 AYURVEDIC DRUGS
 PHARMACEUTICALS

7. BRAND EQUITY
 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

8. HOW DABUR BUILD ITS
BRAND EQUITY?
 Identities making up the brand-
Choice of its logo, symbol, slogan, packaging
 Marketing Activities
 Associations of the brand

9. WHY
RESTRUCTURING?
 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

10. THE RESTRUCTURING
PROCESS
 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

11. BRANDING STRATEGY
 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)

12. BRANDING STRATEGY
(contd)
 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

13. WHY THESE STRATEGIES?
 Line Extension Strategy was adopted by Dabur
because:
 It could attract different target audience
 Could renew Interest and liking for the brand by
introducing new variants
 It could increase its market share
 Diversify without much risk
 Moved from its Core strategy and hence could give
customers something better and different

14. POSITIONING
 Dabur through its diversified brands has tapped various
target segments like the :
 Youth
 Health Conscious People
 School Children
 Mothers
 Existing Old age group

15. SWOT ANALYSIS
 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

16. SWOT ANALYSIS (contd)
 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.

17. SWOT ANALYSIS (Contd)
 THREATS:
 Competition in the FMCG sector from well established
names
 Other fields of medicine- Allopathic and Homeopathic
 Markets where Herbal products are not recognised

18. MARKETING MIX
 PRODUCT:
 Products have been
divided into 5
power brands
 Quality: High
 Sizes: Available in
different sizes
 Design: Available in
Tetra Pack, Bottles,
Sachets
Sr.No Brand Type
1. Dabur Healthcare
(Chyawanprash)
2. Vatika Herbal Beauty
Brand
3. Anmol Personal Care
Market
4. Real Foods
5. Hajmola Digestives

19. MARKETING MIX (contd)
 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. MARKETING MIX (contd)
 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. MARKETING MIX (contd)
 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. MARKETING MIX (contd)
 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

23. THANK YOU!!!!