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.

2. Team Members
 Gaurav Patange
 Vibhav Nagarsenkar
 Devendra Gadgil
 Swati Soni
 Sushma Patil

3. Dabur : The Brand
 1884 : Birth of Dabur
 1896 : First manufacturing plant
 1900 : Ayurvedic medicines
 1919 : Research Lab eastablishment
 1920 : Furthur expansion
 1936 : Dabur India
 1972 : Base Shift from Kolkata to
New Delhi

4. Dabur : The Brand (cont.)
 1986 : Public Ltd company
 1998 : Professionals to manage the
business
 2000 : Turnover of Rs. 1000 crores
 2004 : Restructured its portfolios
 2005 : Dabur acquires Balsara
 2008 : Acquires Fem Care pharma
 2009 : Toothpaste joins „Billion Rupee
Brand‟ club

5. Present Scenario
 Dabur India is the 4th largest FMCG
company in India
 Legacy of over 100 years
 Dabur has turnover of Rs 1900 crores
with brands like Amla, Chawanprash,
Real, Vatika and Hajmola
 Product marketed in over 50 countries
 Leader in herbal digestives with over
85% of market share

6. Present Scenario (cont.)
 Has 5 power brands under its portfolio
 Entered new markets like juice
segment and branded packaged soups
segment
 Increased geographical spread
 Improved its products and their
marketing specially oral care
 Aims at doubling its revenues and
profits by the end of 2013-14

7. Product Offerings
 Personal Care Segment :
 Hair Care Oil and Shampoo (Vatika)
 Skin Care (Fairness Face Pack)
 Oral Care (Red Gel and Toothpaste)
 Food Products Range :
 Juice (Real/Real Activ)
 Dabur Honey
 Hommade (Packaged Soups)

8. Product Offerings (cont.)
 Ayurvedic Health Products
 Digestive segment (Hajmola)
 Dabur Chyawanprash
 Pudin Hara
 Ayurvedic Drugs
 Pharmaceuticals

9. SWOT Analysis
 Strengths :
 Century old company
 Established brand
 Ayurvedic/Herbal product line
 Leaders of market in Herbal Digestives
 Innovativeness in promotion
 Weakness :
 Profitability is uneven across product
line

10. SWOT Analysis (cont.)
 Opportunities :
 Extend Vatika brand to new
categories like Skin Care and Body
Wash segments
 Launch several OTC brands
 South Indian market
 Explore new geographical areas
 Launching new products like
mouthwash and shaving creams

11. SWOT Analysis (cont.)
 Threats :
 Competition in FMCG market by
some well established brands
 Other fields of medicine like
homeopathic and Allopathic
 Markets where Herbal products are
not recognized

12. Need For Restructuring
 Image was restricted to Ayurvedic
Company
 Association with a particular age group
(35-plus age group) made them lose other
potential customers
 Diversified into too many product ranges
 Lower sales and Profits

13. The Restructuring Process
 Cut down on all its low contribution
brands
 Positioned itself as Herbal specialists in
FMCG market
 Set higher target and identified
growth drivers
 Filling gaps in Oral Care and Hair Care
market
 Entered new potential areas and
targeted youth as well as school
children

14. New Branding Strategies
 Changed its branding strategy from
umbrella strategy to key brand
strategy
 Brand rejuvenation :
 Old logo New logo

 New Tagline : „ Celebrating life „
 Production line extension

15. Why line extension
 Line extension was adopted as :
 It could attract different target
audience
 It could renew interest and liking for
brand by introducing new variants
 It could increase market share
 Diversify without much risk
 New strategy would give customers
something better and different

16. New HR Initiatives
 gives full autonomy to its employees
 offering ESOPs to new engineering and
management trainees
 Various training and development
programs
 Bonus to its employees
 listed as a “Great Place to Work”

17. Target Market
 Through diversification, Dabur has tapped
various target segments like :
 Youth (Hair oil, Face cream)
 Health conscious people (Healthcare)
 School children (Hajmola and school
packs)
 Mothers (Juices)
 Existing old age group (Chyawanprash)

18. Marketing Mix
 Product :
 Division : Into 5 power brands
 Quality : High
 Size : Available in different sizes
 Design : Available in tetra packs,
bottles, sachets

19. Marketing Mix (cont.)
 Price :
 Variable pricing In every target segment
 Selective price reduction to increase
demand
 Introduction of smaller packs
 Came out with Re. 1 sachets of shampoo to
increase market share
 Cutting price to be standout against
competition

20. Marketing Mix (cont.)
 Place :
 Constantly increases its geographical
spread to increase cost revenues
 Entered South Indian market
 Expanding the international market
with presence in over 50 countries
 Subsidiaries established in Nepal,
Pakistan, Nigeria and Bangladesh

21. Marketing Mix (cont.)
 Promotion :
 Different brands have its own marketing,
promotion and advertising team
 Used popularity of Indian films in domestic and
global market to promote its brand
 Undertook most of its advertising campaigns
with Mr. Bachchan endorsing its brands
 Tied up with discovery channel and targeted
various institutions like schools and hotels

22. Vision 2014
 Doubling of the sales figure from 2010
 The new plan will focus on expansion,
acquisition and innovation
 Growth will be achieved through
international business, homecare, healthcare
and foods
 Southern markets will remain as a focus
area

23. Thank You!!