Dabur Visual Merchnadising Report

Sales, Merchandizing & Review of
Competitor activities at CSD-Noida

SIP Project Report Submitted in Partial Fulfillment of the Requirements for the
PGDM Program

By

Vikas Malhotra – 08FN106

Supervisors:

Mr. R.S.Arora (Dabur India Ltd)

Dr. Punyashree Panda (Faculty, IMT-N)

Dr. Ranjeet Nambudiri (Faculty, IMT-N)

INSTITUTE OF MANAGEMENT TECHNOLOGY, NAGPUR

2008-10

PGDM 08-10-IMT-Nagpur Page 1

Acknowledgement

I take privilege to express my immense gratitude to Dabur India Limited for
providing me with this opportunity and excellent facilities for completion of the
project. I would also like to extend my gratitude to Mr. R.S.Arora for his
encouragement.

I extend my heartfelt gratitude to Mr. Amitabh Banarjee, who has been
instrumental in inspiring me to take up this project. Now, I would like to
acknowledge the generous support of Mr. Vishal Bakshi.

I would like to express my sincere thanks to my faculty guide Dr. Punyashree
Panda and Dr. Ranjeet Nambudiri who has been responsible for inculcating the
confidence to carry out the project and who has helped me to face the impediments
during the course of the project with inflexible resolution.

Last but not the least I would like to thank my Parents and Friends for their
continuous support and encouragement.

Vikas Malhotra

08FN106

PGDM 2008-10


Table of Contents
Executive Summary ................................................................................................................... 5
Introduction ................................................................................................................................ 7
Dabur SWOT ....................................................................................................................... 12
Industry Profile......................................................................................................................... 13
Industry SWOT ..................................................................................................................... 15
Objective .................................................................................................................................. 18
Concepts Used ......................................................................................................................... 19
Merchandising ..................................................................................................................... 19
Why merchandising matters? .............................................................................................. 20
Psyche of a Shopper ........................................................................................................... 20
Battle of the Brands ........................................................................................................... 20
Shelf Appeal........................................................................................................................ 21
CSD ....................................................................................................................................... 21
CSD canteens visited under project guidelines .................................................................... 22
Products Observed............................................................................................................... 22
Major Product’s Profile ........................................................................................................ 24
Reports prepared ..................................................................................................................... 25
1. SKU availability report ................................................................................................ 26
2. Displayed Quantity report ............................................................................................ 26
3. Display of other SKU’s ................................................................................................ 26
4. Merchandising report ................................................................................................... 26
5. Consumer Behavior ..................................................................................................... 26
Methodology followed ............................................................................................................. 26
2. Displayed quantity report ............................................................................................. 27
3. Display of other SKU’s report ..................................................................................... 27
5. Consumer behavior report............................................................................................ 28


Tabulations and Findings ..................................................................................................... 28
2. Displayed Quantity report ............................................................................................ 29
3. Display of other SKU’s report ..................................................................................... 41
Guidelines for a Good Display......................................................................................... 42
Causes for Improper display ............................................................................................ 44
Display pattern used by other companies (competitive and non-competitive) ................ 47
Consumer Behavior and merchandizing cases report .......................................................... 49
Consumer Survey ............................................................................................................. 49
Merchandizing Experiments and findings ....................................................................... 49
Understanding – Interpretations ............................................................................................... 50
Recommendations .................................................................................................................... 54
Limitations of the study ........................................................................................................... 55
Scope for improvement ............................................................................................................ 56
Annexure .................................................................................................................................. 57
Format of Consumer Survey ................................................................................................ 57
Merchandising data collection sheets .................................................................................. 58
Table of Figures .................................................................................................................... 62
BIBILIOGRAPHY .................................................................................................................. 63


Executive Summary

Merchandising is the activity of promoting the sale of goods, especially by their
presentation in retail outlets. This includes combining product, environment, and
space into a stimulating and engaging display to encourage the sale of a product or
service. It has become an important element in retailing that is a team effort involving
senior management, architects, merchandising managers, buyers, the visual
merchandising director, designers, and staff. Retail professionals display to make the
shopping experience more comfortable, convenient and customer friendly by:

• Making it easier for the shopper to locate the desired category and
merchandise.

• Making it easier for the shopper to self-select.

• Making it possible for the shopper to co-ordinate & accessorize.

• Providing information on sizes, colours & prices.

• Informing about the latest fashion trends by highlighting them at strategic
locations.

With the recession all around companies are left with few options to increase sales.
The prominent amongst them is that the product should appeal more to the consumer.
With this thing the project regarding how to increase sales more without spending
massive amount of money I was allotted the project.

Dabur India ltd is one of the renowned FMCG company in India. Dabur India ltd also
sells its product through Canteen Stores Department run by Indian Ministry of
Defence. While the price at CSD outlets is lower than the local market but the sales
volume is quite high. The stores only provide material to people of Armed Forces.
These stores are of self-service format.


The problem with these stores is that Dabur’s Volume at these stores was declining
and the company wanted to know the reason for that. The companies generally
collaborate and deploy a single person for 4-5 brands.

The aims to find out the level of SKU’s available during a given period of time at
CSD, competitors activity at these outlets, quality of the display of Dabur products
with comparison to that of competitors, the working style of merchandising staff and
alternatives to improve the merchandising at CSD.

The methodology adopted was visual observation while keeping a record of SKU’s
available at the outlet compared to competitors. A survey was done to check the
consumer response, in addition to various consumer behavior experiments. A daily
record of working of merchandising staff was also kept.

The results revealed that Dabur was actually facing the problem due to inefficient
merchandizing staff. The interest level of the merchandizing staff was on continuous
decline as the product’s line and length was quite long and the area of outlets which
he had to cover was exceptionally wide.

Suggestions were provided regarding a change in the merchandising agency and use
of other innovative display boards. These display boards can help the company to
increase its visual appeal at these counters.


Introduction

Dabur India Limited is a leading Indian consumer goods company with interests in
health care, Personal care and foods. Over more than a 125 years have been
dedicated to providing nature-based solutions for a healthy and holistic lifestyle.
Through the comprehensive range of products, they touch the lives of all consumers,
in all age groups, across all social boundaries. And this legacy has helped them
develop a bond of trust with their consumers.

Dabur India Limited has marked its presence with some very significant achievements
and today commands a market leadership status. Its story of success is based on
dedication to nature, corporate and process hygiene, dynamic leadership and
commitment to our partners and stakeholders. The results of policies and initiatives
of Dabur speak for themselves in all over the corporate sector.

Certain facts about the company.

 Leading consumer goods Company in India with a turnover of Rs.2233.72
Crore (FY07).
 2 major strategic business units (SBU) - Consumer Care Division (CCD) and
Consumer Health Division (CHD).
 3 Subsidiary Group companies - Dabur Foods, Dabur Nepal and Dabur
International and 3 step down subsidiaries of Dabur International - Asian
Consumer Care in Bangladesh, African Consumer Care in Nigeria and
Dabur Egypt.
 13 ultra-modern manufacturing units spread around the globe
 Products marketed in over 50 countries.
 Wide and deep market penetration with 47 C&F agents, more than 5000
distributors and over 1.5 million retail outlets all over India.


Figure 1 Dabur's worldwide presence.

CCD, dealing with FMCG Products relating to Personal Care and Health Care

 Leading brands -
 Dabur - The Health Care Brand
 Vatika-Personal Care Brand
 Anmol- Value for Money Brand
 Hajmola- Tasty Digestive Brand
 and Dabur Amla, Chyawanprash and Lal Dant
Manjan with Rs.100 crore turnover each
 Vatika Hair Oil & Shampoo the high growth brand
 Strategic positioning of Honey as food product, leading
to market leadership (over 40%) in branded honey
market
 Dabur Chyawanprash the largest selling Ayurvedic
medicine with over 65% market share.
 Leader in herbal digestives with 90% market share
 Hajmola tablets in command with 60% market share of


digestive tablets category
 Dabur Lal Tail is the 2nd Largest Brand of Baby
Massage Oil with 33% Market Share.

CHD (Consumer Health Division), dealing with classical Ayurvedic medicines

 Has more than 250 products sold through prescriptions as well as over the
counter

Table 1Dabur's product portfolio


 Major categories in traditional formulations include:
- Asav Arishtas
- Ras Rasayanas
- Churnas
- Medicated Oils
 Proprietary Ayurvedic medicines developed by Dabur include:
-Nature Care Isabgol
- Madhuvaani
- Trifgol

Division also works for promotion of Ayurveda through organized community of
traditional practitioners and developing fresh batches of students.

Dabur intend to significantly accelerate profitable growth. To do this, they will:

 Focus on growing core brands across categories, reaching out to new
geographies, within and outside India, and improve operational efficiencies by
leveraging technology.

 Be the preferred company to meet the health and personal grooming needs of
target consumers with safe, efficacious, natural solutions by synthesizing deep
knowledge of ayurveda and herbs with modern science.

 Provide consumers with innovative products within easy reach.

 Build a platform to enable Dabur to become a global ayurveda leader.

 Be a professionally managed employer of choice, attracting, developing and
retaining quality personnel.

 Be responsible citizens with a commitment to environmental protection.

 Provide superior returns, relative to our peer group, to our shareholders.


Figure 2 Journey of Dabur


Dabur SWOT

 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.

 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.


 THREATS:

 Competition in the FMCG sector from well established names.

 Other fields of medicine- Allopathic and Homeopathic.

 Markets where Herbal products are not recognized.

Industry Profile

Fast Moving Consumer Goods (FMCG), also known as Consumer Packaged
Goods (CPG), are products that have a quick turnover and relatively low cost.
Though the absolute profit made on FMCG products is relatively small, they
generally sell in large numbers and so the cumulative profit on such products can be
large.

The Indian FMCG sector is the fourth largest sector in the economy with a total
market size in excess of US$ 15.1 billion. It has a strong MNC presence and is
characterized by a well established distribution network, intense competition between
the organized and unorganized segments and low operational cost. Availability of key
raw materials, cheaper labor costs and presence across the entire value chain gives
India a competitive advantage. The FMCG market is set to treble from US$ 15.6
billion in 2008 to US$ 33.4 billion in 2015. Penetration level as well as per capita
consumption in most product categories like jams, toothpaste, skin care, hair wash etc
in India is low indicating the untapped market potential. Burgeoning Indian
population, particularly the middle class and the rural segments, presents an
opportunity to makers of branded products to convert consumers to branded products.
Growth is also likely to come from consumer 'upgrading' in the matured product
categories. With 200 million people expected to shift to processed and packaged food


by 2010, India needs around US$ 28 billion of investment in the food-processing
industry.

Figure 3 Average Consumer spending profile

An average Indian spends around 40 per cent of his income on grocery and 8 per cent
on personal care products. The large share of fast moving consumer goods (FMCG) in
total individual spending along with the large population base is another factor that
makes India one of the largest FMCG markets. The FMCG industry is set to grow 20-
30 per cent in 2009-10, up from 10-20 per cent in 2008-09. The growth would be
driven by the launch of new products and increasing rural consumption, according to
industry experts.

By definition, FMCG addresses a very core need in the consumer’s life and so it is
less prone to economic swings than high ticket items such as television or even
apparel. Price increases on products by the companies have also been well-absorbed


by the market, and so there is no reason to question the growth rate projections. There
has not been any drop in demand for consumer products at popular price points.
However, there may have been some narrowing in demand at the top-end of the
market; in the mass market, demand continues to be strong, both from rural and urban
markets.

FMCG sector is perceived as a defensive sector and safe haven for investment in
turbulent times. The sector is considered so due to the strong characteristics of the
FMCG business that relies on domestic consumption. With the input cost inflation
easing, a better margin picture in the coming quarters can be expected. We expect
rural markets to continue to witness buoyancy in the demand due to higher minimum
support price for farm produce, farm loan waiver scheme and the steep increase in the
salaries of government employees’ consequent to the implementation of the Sixth Pay
Commissions.

Industry SWOT

Strengths:

 Well-established distribution network extending to rural areas.
 Strong brands in the FMCG sector.
 Low cost operations.

Weaknesses:

 Low export levels.
 Small scale sector reservations limit ability to invest in technology and
achieve economies of scale.
 Several "me-too’’ products.

Opportunities:

 Large domestic market.


 Export potential.
 Increasing income levels will result in faster revenue growth.

Threats:

 Imports

 Tax and regulatory structure.
 Slowdown in rural demand.

Policy issues

Tax reforms

The government has gradually removed the restrictions on imports of consumer goods
in the country and also significantly reduced custom duties. The domestic tax
structure of these products, however, has not been rationalized to provide level
playing field for competition. This is adversely affecting the growth of the FMCG
industry and could have far reaching adverse impact. The following taxation issues
need urgent attention of the government:

1) Extremely high incidence of tax on certain product categories.

Some FMCG products such as shampoos, processed food, soft drinks and toiletries
containing alcohol attract high rates of excise duty and sales tax. The total tax
incidence in some cases is more than 60 per cent of the cost or more than 30 per cent
of MRP. Such high tax incidence hampers growth of these product categories besides
encouraging manufacture of spurious products and smuggling.

It is recommended that the total excise incidence of FMCG products should not
exceed 16 per cent in the case of non food items and eight per cent in the case of
processed foods. Similarly, the marginal rates of sales tax, which is currently in the
range of 10 to 25 per cent, should not exceed 12 per cent.


2) Irrational domestic tax structure encouraging imports.

Significant reduction in custom duty rates of consumer goods has made imported
product cheaper as compared to indigenously manufactured products, due to irrational
domestic tax structure. For instance, goods manufactured in India suffer from
cascading effects of taxes on inputs as additional cost compared to imports.

The cascading effect of sales tax and local levies on inputs used in domestic
manufacture should be eliminated by providing either MODVAT credit or by
introducing notional VAT covering both central and state taxes on an urgent basis.

Moreover, MRP-based excise duty is levied on a large number of FMCG products.
Countervailing duty on the same product when imported is charged on CIF value. The
MRP based assessable value for excise duty does not allow abatement for post
manufacturing costs such as advertising and selling expenses whereas CIF value
considered for the purpose of import duty does not include costs of these elements
incurred subsequently by importers.

This differential basis creates unfair competition as tax incidence on domestic
manufacture could be considerably higher in case of those products which incur
significant marketing and distribution cost. There is a need to bring parity in tax
incidence between domestic manufacture and imports by including all such elements
of post manufacturing costs while deciding the abatement percentage of MRP based
duty.

3) Inverted Duty structure for selected inputs.

Duty on certain raw materials is higher or the same as compared to finished products
in which these materials are used. Such raw materials include oils and chemicals like
Soda ash, caustic soda and LAB. In addition to customs duty, raw materials are also
subject to SAD/sales tax and octroi and therefore total tax incidence and cost of


indigenous manufacture goes up. The import duty on raw materials needs to be
rationalized so that it does not exceed 60 to 70 per cent of the duty on finished goods.

4) Need for rationalization of taxes on processed foods.

Processed food industry, with its vertical integration with the agricultural sector has
significant potential for employment generation and economic growth. The existing
tax structure and its high overall incidence, however, have been hampering the growth
of the processed industry. The increase in excise duty in last year’s budget from eight
per cent to 16 per cent has adversely affected the growth of processed foods industry.
It is recommended that marginal rate of excise duty on processed foods should not be
more than eight per cent and the sales tax should be levied at four per cent.

5) Cascading effect of Special Excise Duty.

The special excise duty introduced last year is not "cen-vatable’’ except in the case of
selected products. Most FMCG products covered by tariff chapter 33 such as
shampoos, ice creams and cosmetics are subject to SED. This tariff chapter also
contains very wide definition of the term "manufacture’’ which includes labeling,
relabeling or conversion of large packs into small packs. The levy of SED on such
products therefore leads to double taxation when goods are labeled or converted into
small packs after manufacture. It is recommended that SED should be made "cen-
vatable’’; alternatively the term "manufacture’’ needs modification , at least for the
purpose of SED by excluding labeling, relabeling or conversion into small packs.

Objective

With the increasing battle of fierce competition amongst the existing players and the
entry of new players, the FMCG companies are forced to reduce on to their margins.
Companies have limited options left to stay in the market. And one of the aspects to


increase their sales is to increase the visual appeal and appearance of the products and
to change with changing activities of the competitors.

Objectives of the project are:

1. To maintain a report on the displayed stock availability of the Dabur’s
products as well as of its competitors (all SKU’s).
2. To analyze the display quality of Dabur as well as its competitor’s product.
3. To analyze the merchandizing activities done by the competitors’ brand.
4. To review the workings of merchandizing staff employed at sites.
5. To analyze the consumer behavior.
6. To analyze consumer behavior in regard to Dabur’s 5Ps with the help of
marketing survey.
7. To analyze the criteria for the allotment of shelf space.

Concepts Used

Merchandising

In retail commerce, merchandising means maximizing merchandise sales using
product design, selection, packaging, pricing, and display that stimulates consumers to
spend more. This includes disciplines in pricing and discounting, physical
presentation of products and displays, and the decisions about which products should
be presented to which customers at what time.

In the supply chain, merchandising is the practice of making products in retail outlets
available to consumers, primarily by stocking shelves and displays. While this used to
be done exclusively by the stores' employees, many retailers have found substantial
savings in requiring it to be done by the manufacturer, vendor, or wholesaler that
provides the products to the retail store. By doing this, retail stores have been able to
substantially reduce the number of employees needed to run the store. While stocking
shelves and building displays is often done when the product is delivered, it is
increasingly a separate activity from delivering the product. In grocery stores, for


example, almost all products delivered directly to the store from a manufacturer or
wholesaler will be stocked by the manufacturer's/wholesaler's employee who is a full
time merchandiser.

Why merchandising matters?

Without a merchandising strategy, products on the store shelf are left to fend for
themselves among a sea of competing products. Beyond packaging, brand name and
price, shoppers must pore over the fine print to determine whether or not a product
qualifies for purchase.

With the help of a carefully formulated merchandising strategy, retail marketers can
highlight the unique value and benefits of a featured brand to pursue and attain the
coveted status of category leader.

Psyche of a Shopper

The shopper is a complex target, faced with too little time, too many choices, and too
much information. An effective merchandising strategy will simplify the decision-
making process, validate the shopper’s purchase criteria, and accelerate the journey to
the checkout stand.

Battle of the Brands

Product selection has become a science. In the case of produce, it’s based on source,
ingredients, nutrition, price, expiration date, number of servings and visual or
perceived quality. Although all these attributes are important, merchandising applies
research and analysis to identify and highlight the key benefits and unique properties
of the brand. The resulting merchandising solution will present the compelling reason
to buy that will appeal to the highest percentage of the target audience.


Shelf Appeal

Your brand must stake its claim to the much sought-after real estate at the point of
destination on the store shelf. If you are successful in stimulating interest in your
brand and the benefits it offers the consumer, shoppers will return to that section of
the store and incorporate it into their regular store “circuit.” Once you have
established your territory, you must guard it from adjacent competing brands through
ongoing reinforcement of your P-O-P promotional message, brand and call to action.

CSD
Canteen Stores Department ('CSD') is run by the Indian Ministry of Defence, and has
a presence in all major military bases operated by the Indian Armed Forces. CSD sells
a wide variety of products like household provisions, kitchen appliances, alcoholic
drinks, cars, sports equipment, exclusively for active and retired members of the
Armed Forces. Generally, these goods are procured by CSD in bulk, and sold at
concessional rates, compared with retail prices.

The CSD has grown from a turnover of Rs. 48 in 1948 to over Rs. 2.700 crore in
1998-99 - a growth of over 4500 times. Turnover per employee in 1998-99 was Rs.
122 lakhs. The CSD serves 16 million people - 5% of India's population which can
afford consumer items and durables. The CSD's profits are ploughed back into
Welfare Schemes for Defence Personnel and their families. The CSD has a very low
ratio of operating expenses to turnover - 1.30% - perhaps the lowest in any
organization in the country. With 33 Area Depots and 3400 Unit-Run-Canteens
(URCs), the CSD serves the services in all the parts of the country - from Ladakh in
the North, Tamil Nadu and Kerala in the South, Nagaland in the East, Rajasthan in the
West and even Port Blair.

The CSD maintains an inventory of 2800 items that cover a wide range, from shoe
laces to cars. The CSD has 'Bi-annual Sales cum-After-Sales Melas' at its Area
Depots which includes items not in the CSD's inventory. It caters not just to the


services personnel and their families but also to GREF, NCC Units at Group HQ
level, TA units, CDA's staff, Ordinance factories, Embarkation HQs, Civilians paid
from Defence estimates and Para-military forces under operational/administrative
control of the Army. It is the only department in the Ministry of Defence where
defence civilians are actually serving in forward and high altitude areas, shoulder to
shoulder with the combatant personnel of the Armed Forces.

CSD canteens visited under project guidelines

1. Delhi Area Station Canteen
Sec 37, Noida (U.P)
Under army command.
2. Air Force Canteen
Sec 21, Noida (U.P)
Under Air Force Command.
3. Coast guard Canteen.
Sec 23, Noida (U.P)
Under Coast Guard Command.

Products Observed

S. No Category Product
1 Amla Hair Oil 100ml
4 Vatika Hair Oil 150ml
5 Vatika Hair Oil + Scheme
6 Vatika Hair Oil 300ml
HO-DIL

7 Vatika Hair Oil + Scheme
8 Vatika HC Shampoo
9 Vatika AD Shampoo
10 Vatika Smooth & Silky 200ml
11 Vatika DC Shampoo 200ml
12 Lal Danth Manjan 150gm
13 Lal Danth Manjan 60gm


14 Red Tooth Paste 50gm
17 Lal Tail

18 Odopic Scouring Bar 400gm
19 Odopic Scouring Bar 600gm
HO-HC
20 Babool Toothpaste 200gms
21 Promise Toothpaste 200gms
22 Meswak Toothpaste 100gm

23 Odomos Mosq. Rep. Lotion
24 Odomos Mosq.Rep. Cream
25 Odonil Air Freshener 100gm
LS-HC

26 Odonil Air Freshener 50 gm
27 Odonil Room Spray 250gm
28 Toilet Cleaner 500ml+Odonil 50 gm
29 Toilet Cleaner Sani F. Dew 500ml

30 Gulucose 100gm
31 Gulucose 500gm
32 Shudh Madhu 250gm
33 Shudh Madhu 500gm
34 Shudh Madhu 1kg
35 Hajmola Bottle
36 Pudin Hara
LS-DIL

37 Dabur Chyawanprash Awaleh 1kg
38 Chywanprash Awaleh+ 40gm Honey
39 Chywanprash Awaleh 1kg Spl
40 Chywanprsh 500gm Spl
41 Lavan Bhaskar Churna 120gm
42 Shilajit 30caps
43 Nature Care 100gm
44 Nature Care 375gm

45 Real Orange Juice 1ltr
46 Real Guava 1000ml
LS-Foods

47 Real Mango Nectar 200ml
48 Real Orange Nectar 200ml`
49 Real Guava 200ml


50 Hommade Ginger Garlic 200gms
51 Hommde Tomato Pure 200gm
Table 2 Dabur's Product watched at CSD outlets

Major Product’s Profile

Figure 4 Dabur's Products

Dabur Amla

 Introduced in early 50's in northern India.
 Becomes largest selling branded hair oil.
 Original French perfume formulation with goodness of Amla.
 First branded perfumed hair oil.
 Expanded market to go national in 70's.
 Flagship brand in Hair Care category of Dabur.
 Over Rs.180 crore turnover.
 10% share in Rs.1600 crore Hair Oil market.
Dabur Chyawanprash

 Derived from 2500 year old Ayurvedic formula.
 Totally chemical-free, natural and safe.
 Powerful combination of herbs and plant extracts in a base of Amla
fruit pulp.


 Refined by Dabur to provide traditional goodness with best quality.
 Reinforces the immune system & helps fight disease.
 Trusted health provider of a majority of Indian households.
Odonil

Originally bought from Balsara the brand is properly placed in active air freshener
category. The product is available in block as well as aerosol form. The problem area
for the company is the threat from low priced substitutes.

Dabur Honey

Dabur India Limited saw the potential of honey beyond its remedial value. Helping
every household imbibe the goodness of this natural wonder liquid in their day-to-
day life.

 Dabur Honey launched as a food product
 Largest player in the branded honey market, commanding 80% of the total
share
 Recently launched n convenient easy to use squeeze pack.
 Focusing on promoting food led usage.

Real
Most preferred taste and wide acceptance-A research conducted by Synovate.

 Fastest growing brand-6th National dairy and Beverage Seminar.
 HACCP and GMP Certifications-Societe Generale De Surveillance

Reports prepared

To facilitate the project work, 5 different reports were prepared covering all the
aspects of the project.


1. SKU availability report
Under this only the SKU’s of the Dabur brand were considerd and their
availability at the three outlets were analyzed during the project work.

2. Displayed Quantity report
Under this the displayed quantity of the Dabur products as well as competitor
brands was observed. Also the display location was also recorded so as to
facilitate the analyzing of the quality of the display.

3. Display of other SKU’s
The display of other SKU’s was also observed where the competitor activity
was nil or the competitor activity was not allowed to be watched.

4. Merchandising report
It consisted the working of the merchandising staff of the Dabur as well as of
other brands. Report also consisted of analyzing the display of other brands
listed over there, making necessary changes to improve and re-evaluating the
whole procedure.

5. Consumer Behavior
It consisted of recording consumer behavior regarding products different
aspects. Conducting a marketing survey to analyze the image of Dabur’s
product in mind of consumers.

Methodology followed

Different methodologies were used for different reports. In general the methodology
ranged from physical observation, talking to CSD manager to conducting survey.

Under this physical check of the displayed quantity was done. The total SKU’s
to be watched was 51. On an average it took about 1 hr to complete this report.


For this a printed data sheets were provided from Dabur enlisting all the
SKU’s available to sale from the company end.

2. Displayed quantity report
A visual check was done so as to ascertain the quantity of goods displayed by
Dabur as well as its competitors. Moreover a track record of the time period a
product takes to sell and the quality of the display was also maintained so as to
facilitate the following quests

 Best-Fully stacked-Widest Display.
 Highest-Fastest-Consistent Selling.
 Display shelf quality – Improper – Normal –Good.
 Display shelf positions Top-Middle- Bottom.

3. Display of other SKU’s report
Under this a physical check was done so as to analyze the availability of
Dabur products that doesn’t have any competition over there. The display
quality of the products was also observed.

Workings of the merchandising staff was observed visually as well as on
output of task given to them. A proper visual record was maintained of Dabur
merchandizing as well as merchandizing done by the other companies using
Photographs taken at CSD outlets and were later compared to other outlets. To
facilitate this, guidelines for proper & improper displays were first formulated
and the deviation with regard to guidelines was recorded.

Innovative merchandizing options used by the other non-competitive brands
were also visually recorded. Products’ mixing with cheaper substitute product
was also recorded and its impact of sales was calculated using normal stastics.


5. Consumer behavior report
Consumer response to Product, Price, Place, Promotion and Packaging were
observed using a 5 question Un-official survey. 4 different Consumer
Behavior activities were also done at the outlets and the response to them was
also observed.

Tabulations and Findings


S. No Category SKU's available Combined Total
1 HO-DIL 6
2 LS-DIL 6 12
3
4
HO-HC
LS-HC
3
2 5 20
5 LS Foods 3 3
Table 3 Sec 37 Delhi Area Station Canteen SKU status

1 HO-DIL 6
2 LS-DIL 6 12
3
4
HO-HC
LS-HC
2
0 2 15
5 LS Foods 1 1
Table 4 Sec 23 Coast Guard Canteen SKU status


1 HO-DIL 5
2 LS-DIL 5 10
3
4
HO-HC
LS-HC
2
1 3 15
5 LS Foods 2 2
Table 5 Sec 21 Air Force Canteen SKU status

2. Displayed Quantity report
 Sec 37 Delhi Area Station Canteen

Date Product& Quantity Available
Red Tooth Paste 50gm Meswak 100gm Promise 200gm Babool 200gm
Display
Counter Stock out Top-Easily Visible Top Top
28-May-09 0.5 1 2.5 0.5
29-May-09 0.5 1 2.5 0.5
2-Jun-09 0.25 1 2 0.5
3-Jun-09 0.25 1 2 0.25
5-Jun-09 0.25 0.5 1.5 0.25
6-Jun-09 0 0.5 1.5 2
9-Jun-09 0 0.25 1 1.5

Colgate Adv. White Colgate Total Colgate Herbal Colgate
150gm 150gm 200 200gm
Display
Counter 2nd Stock out 2nd Top
28-May-09 1.5 0.5 0.25 1
29-May-09 1.5 0.5 0.25 1
2-Jun-09 1.5 0 0 0
3-Jun-09 1.5 0 0 0
5-Jun-09 1 0 0 0
6-Jun-09 1 0 1 0.5
9-Jun-09 1 0 1 0.5


Colgate Fresh Colgate Pepsodent 150 Pepsodent Germicheck
150gm 100gm gm 175 gm
Display
Counter 3rd 3rd Top Top
28-May-09 0.5 2 1.5 1.5
29-May-09 0.5 2 1.5 1.5
2-Jun-09 0.5 0.5 1.5 0.5
3-Jun-09 0.25 0.5 1.5 0.5
5-Jun-09 0.25 0.25 1 0.5
6-Jun-09 1 2 2.5 1.5
9-Jun-09 1 2 2.5 1.5

Close up 80 Pepsodent Germicheck 175 gm Close up 80
Display Counter Top Top Top
28-May-09 1 1.5 1
29-May-09 1 1.5 1
2-Jun-09 1 0.5 1
3-Jun-09 1 0.5 1
5-Jun-09 0.5 0.5 0.5
6-Jun-09 2 1.5 2
9-Jun-09 2 1.5 2


Hena Conditioning Active Dandruff Active Dandruff Hena Conditioning
200ml 200ml 100ml 100ml
Display
Counter N/A 2nd Shelf 3rd N/A
28-May-09 0 1.5 1 0
29-May-09 0 1.5 1 0
2-Jun-09 0 1 0.5 0
3-Jun-09 0 1 0.25 0
5-Jun-09 0 1 0.25 0
6-Jun-09 0 0.5 0.25 0
9-Jun-09 0 0.25 0.25 0
Head &
Shoulders Head & Head & Pantene Pantene
90ml Shoulders 200ml Shoulders 400ml 400ml 200ml
Display 2nd-BEST 2nd-BEST 2nd-BEST
Counter DISPLAY DISPLAY DISPLAY 2nd 2nd
28-May-09 2 2 2 1 1
29-May-09 2 2 2 1 1
2-Jun-09 1.5 2 1.5 0 0.5
3-Jun-09 1.5 2 1.5 0 0.5
5-Jun-09 1 1.5 1.5 0 0.25
6-Jun-09 1 2 0 2 0
9-Jun-09 1 1.5 0 2 0

Gulucose 100gm Gulucon Guluco Vita Gulucose 500gm
Display Counter Extension Counter N/A N/A N/A
28-May-09 3 0 0 0.5
29-May-09 3 0 0 0.5
2-Jun-09 3 0 0 0.25
3-Jun-09 2 0 0 0
5-Jun-09 2 0 0 0
6-Jun-09 1 0 0 0
9-Jun-09 0 0 0 0


Dabur Amla Dabur Amla Shanti Amla
200ml Dabur Amla 300ml 100ml 500
Display Lowest-Most
nd
Counter 2 Hidden N/A N/A
28-May-09 0 2 0 0
29-May-09 0 2 0 0
2-Jun-09 0 1.5 0 0
3-Jun-09 0 1.5 0 0
5-Jun-09 0 1.5 0 0
6-Jun-09 0.5 1 0 0
9-Jun-09 0.5 1 0 0

Shanti Amla 300 Vatika 300ml Vatika 100 Parachute 1L
Display Counter N/A Top N/A 3rd
28-May-09 0.5 1 0 1
29-May-09 0.5 1 0 1
2-Jun-09 0.25 1 0 0.5
3-Jun-09 0.25 1 0 0.5
5-Jun-09 0 1 0 0.5
6-Jun-09 0 0 0 0
9-Jun-09 0 0 0 0

Parachute 2L Parachute 100ml Parachute 200ml Parachute 500ml
rd
Display Counter 3 3rd N/A 3rd
28-May-09 1 0 0 1
29-May-09 1 0 0 1
2-Jun-09 0 0 0 0.5
3-Jun-09 0 0 0 0.5
5-Jun-09 0 0 0 0.25
6-Jun-09 0.25 0.5 0 0
9-Jun-09 0 0.5 0 0


Sanifresh Sanifresh Forest Dew Harpic
Display Counter Bottom-Hidden N/A Top
28-May-09 5 0 8
29-May-09 5 0 8
2-Jun-09 3 0 8
5-Jun-09 1 0 5
6-Jun-09 0.5 0 3
9-Jun-09 0 0 2

Odonil Aroma
Display Counter Cornered Bottom N/A
28-May-09 1 0
29-May-09 1 0
2-Jun-09 1 0
3-Jun-09 0.25 0
5-Jun-09 0 0
6-Jun-09 0 0
9-Jun-09 0 0

Real 1ltr Real 200ml
Display Counter Top-Not Properly Stacked 2nd
28-May-09 17 6
29-May-09 14 5
2-Jun-09 11 3
3-Jun-09 9 2
5-Jun-09 7 2
6-Jun-09 6 8
9-Jun-09 2 4


 Sec 23 Coast Guard Canteen

Display Counter N/A Top N/A Top
28-May-09 0 0.5 0 0.5
29-May-09 0 0.25 0 0.5
2-Jun-09 0 0.25 0 0.5
5-Jun-09 0 0.25 0 0.25
6-Jun-09 0 0.25 0 0.25
8-Jun-09 0 0.25 0 0.25
9-Jun-09 0 0 0 0.25

Display
Counter Stock Out Stock out Top 2nd
150gm 150gm 200 200gm
28-May-09 1 0 1 0
29-May-09 1 0 1 0
2-Jun-09 1 0 1 0
5-Jun-09 0.5 0 0.5 0
6-Jun-09 0 0 1 0
8-Jun-09 0 0 0.5 0
9-Jun-09 0 0 0.5 0


Display
Counter 2nd Top Bottom Bottom
Colgate Fresh Colgate Pepsodent 150 Pepsodent Germicheck
200gm 100gm gm 175 gm
28-May-09 0 1 1 2
29-May-09 0 1 1 2
2-Jun-09 0 1 1 1.5
5-Jun-09 0 0.5 1 1.5
6-Jun-09 0.25 0.25 1 0
8-Jun-09 0 0 0 0
9-Jun-09 0 0 0 0

200ml 200ml 100ml 100ml
Display
Counter N/A N/A 2nd 2nd
28-May-09 0 0 1 1
29-May-09 0 0 1 1
2-Jun-09 0 0 1 1
5-Jun-09 0 0 1 1
6-Jun-09 0 0 0.5 0.5
8-Jun-09 0 0 0.25 0
9-Jun-09 0 0 0.25 0
Head & Shoulders Head & Shoulders Head & Shoulders Pantene Pantene
90ml 200ml 400ml 400ml 200ml
nd
2 2nd 2nd 2nd 2nd
2 0 2.5 0 3
2 0 1.5 0 2
2 0 1.5 0 2
1.5 0 1 0 1.5
1.5 0 0 0 0.5
1 0 0 0 0.25
1 0 0 0 0.25


Display Counter Stock out N/A N/A N/A
28-May-09 3 0 0 0
29-May-09 1 0 0 0
2-Jun-09 0.5 0 0 0
5-Jun-09 0 0 0 0
6-Jun-09 0 0 0 0
8-Jun-09 0 0 0 0
9-Jun-09 0 0 0 0

Dabur Amla Dabur Amla Dabur Amla Shanti Amla
200ml 300ml 100ml 500
Display
Counter Lowest N/A N/A N/A
28-May-09 1 0 0 0
29-May-09 1 0 0 0
2-Jun-09 1 0 0 0
5-Jun-09 1 0 0 0
6-Jun-09 0 0 0 0
8-Jun-09 0 0 0 0
9-Jun-09 0 0 0 0

Display Counter N/A 2nd 2nd Bottom
28-May-09 0 1.5 1 0.5
29-May-09 0 1.5 1 0.5
2-Jun-09 0 1.5 1 0.5
5-Jun-09 0 0 1 0.5
6-Jun-09 0 0 1.5 0
8-Jun-09 0 0 1 0.5
9-Jun-09 0 0 0.5 0


Display Counter N/A Bottom Bottom Bottom
28-May-09 0 1 1 0.5
29-May-09 0 1 1 0.5
2-Jun-09 0 1 1 0.5
5-Jun-09 0 1 1 0.5
6-Jun-09 0 1 1 0.5
8-Jun-09 0 0 0.25 0.25
9-Jun-09 0 0 0 0

Display Counter Stock out N/A N/A
28-May-09 0.5 0 0
29-May-09 0.5 0 0
2-Jun-09 0 0 0
5-Jun-09 0 0 0
6-Jun-09 0 0 0
8-Jun-09 0 0 0
9-Jun-09 0 0 0

Odonil Aroma
Display Counter 2nd N/A
28-May-09 0.5 0
29-May-09 0.25 0
2-Jun-09 0.25 0
5-Jun-09 0 0
6-Jun-09 0 0
8-Jun-09 0 0


nd
Display Counter 2 N/A
28-May-09 10 0
29-May-09 8 0
2-Jun-09 6 0
5-Jun-09 5 0
6-Jun-09 2 0
8-Jun-09 4 0
9-Jun-09 2 0

 Sec 21 Air Force Canteen

Product& Quantity Available

Date
Display Counter N/A Lowest N/A lowest
5-Jun-09 0 1 0 2
6-Jun-09 0 1 0 1.5
8-Jun-09 0 0.5 0 0

Product& Quantity Available
Date
150gm 150gm 200 200gm
Display
Counter Lowest 2nd 2nd 2nd
5-Jun-09 2 0.5 0.25 1
6-Jun-09 1.5 0.5 0.25 1
8-Jun-09 1.5 0.5 0.5 1


Colgate Fresh 150gm Colgate 100gm
nd
Display Counter 2 2nd
5-Jun-09 0.5 2
6-Jun-09 0.5 2
8-Jun-09 0.5 0

200ml 200ml 100ml 100ml
Display
Counter N/A Corner-2nd N/A N/A
5-Jun-09 0 3 0 0
6-Jun-09 0 2 0 0
8-Jun-09 0 0 0 0

Head & Head & Head & Pantene Pantene
Shoulders 90ml Shoulders 200ml Shoulders 400ml 400ml 200ml
Display
Counter N/A 2nd-Best Display 2nd-Best Display N/A 2nd BEST
5-Jun-09 0 0.5 0.5 0 3
6-Jun-09 0 0.5 0.25 0 2
8-Jun-09 0 0 0 0 0

Display Counter Stock out N/A N/A N/A
5-Jun-09 3 0 0 0
6-Jun-09 2 0 0 0
8-Jun-09 2 0 0 0


Dabur Amla Dabur Amla Dabur Amla Shanti Amla
200ml 300ml 100ml 500
Display
Counter N/A 2nd N/A N/A
5-Jun-09 1 2 0 0
6-Jun-09 1 1.5 0 0
8-Jun-09 0 0 0 0

Display Counter N/A Stock out Stock out 4th
5-Jun-09 0 0 0 1
6-Jun-09 0 0 0 1
8-Jun-09 0 0 0 0.5

Display Counter N/A N/A 4th 4th
5-Jun-09 0 0 1 1
6-Jun-09 0 0 0.5 0.25
8-Jun-09 0 0 0.5 0.25

Display Counter Stock out Top Top
5-Jun-09 0 3 12
6-Jun-09 0 2.5 11
8-Jun-09 0 2 10

Odonil Aroma
Display Counter Stock out 2nd
5-Jun-09 0.5 1
6-Jun-09 0.5 1
8-Jun-09 0.25 1


Display Counter FLOOR 3rd
5-Jun-09 1 4
6-Jun-09 8 0
8-Jun-09 6 0

3. Display of other SKU’s report

S. No Category Product Name Displayed Quantity Display Shelfs
1 HO-DIL Lal Dant Manjan 150gm 0.5 2nd Shelf-Scattered
2 HO-DIL Lal Dant Manjan 60gm 3 2nd Shelf-Scattered
3 HO-DIL Lal Tail 60ml 1 3rd
4 LS-HC Odonil Room Spray 0.5 Top-Scattered
5 LS-DIL Shudh Madhu 500gm 3 2nd
6 LS-DIL Shudh Madhu 1kg 2 2nd
7 LS-DIL Hajmola Bottle 0.25 3rd
8 LS-DIL Chyawanprakash 2 2nd
9 LS-DIL LBC 120gm 1 Top
10 LS-DIL Shilajit N/A Extension Counter
11 LS-DIL Nature Care100gm 1 Top-Corner
12 LS-DIL Nature Care 375gm 1 Top-Corner
13 LS-Foods Homemade Ginger-Garlic 0.5 Top
Table 6 Sec 37 Delhi Area Station Canteen (other SKU report)

S. No Category Product Name Displayed Quantity Display Shelf
1 HO-DIL Lal Dantmanjan 60 gms 1 Top
2 HO-DIL Lal Tail 0.5 2nd
3 LS-DIL Chywanprakash 1kg 1 Top
4 LS-DIL LBC 120 gms 1 2nd
5 LS-DIL Shilajit 0.5 Top
6 LS-DIL Nature Care100 1 2nd
Table 7 Sec 23 Coast Guard Canteen (other SKU report)


S. No Category Product Name Displayed Quantity Display Shelf
1 HO-DIL Lal Danth Manjan 150gms 2 Top
2 HO-DIL lal Danth manjan 60gms 2 3rd
3 LS-DIL Hajmola 3 3rd
4 LS-DIL LBC 120gm 2 3rd
5 LS-DIL Shilajit 0.5 3rd
6 LS-DIL Nature care 100gm 1 Top
7 LS-DIL Nature Care 375gm 1 top
Table 8 Sec 23 Coast Guard Canteen (other SKU report)


Too often when selling, brand managers are satisfied with simply getting a
placement and fail to take the next step – which is to help insure successful
turnover by obtaining the best possible placement. When proper merchandising
techniques are applied, sales results are measurably improved. The best companies
in the industry make a habit of paying attention to these important details. It is
important to provide solid business reasons for getting products placed in the most
advantageous positions and even then there is no guarantee of getting what we
desire.

Guidelines for a Good Display
 Fully stacked shelves.

 Neatly and systematically placed goods.

 Clear line of division from other products.

 No-mixing of cheap substitutes.

 Accessible height.


Figure 5 Sec 37 DASC Products properly stacked

Figure 6 Sec 23 Coast Guard Products properly stacked


Figure 7 Sec 23 Coast Guard Products properly stacked

Causes for Improper display
 Un-organized goods.

 Unutilized shelf space.

 No Branding.

 Loosely placed goods.

 No-segregation of products.

 Incomplete information about the product.


Figure 8 Sec 21 Air Force Mixing of Product – Improper display

Figure 9 Sec 23 Coast Guard Products not placed properly – Improper display


Figure 10 Sec 21 Air Force Products- Products placed on floor.

Figure 11 Sec 21 Air Force – Shelves not fully stacked.


Display pattern used by other companies (competitive and non-competitive)

Figure 12 Price tags

Figure 13 External Displays


Figure 14 Product line display counters

Figure 15 Hanging Advertisements


Consumer Behavior and merchandizing cases report

Consumer Survey
A small survey was done in response to company’s requirement regarding the
customers’ perception of Dabur product in regard to marketing 5Ps.

Consumer Response to Dabur's 5 Ps
Consumers responses were required on a scale of 0 to 5 on
following parameters. 0 being the poorest 5 being the highest. TOTAL AVG.
Product 2 4 5 2 2 4 4 4 3 3 4 4 41 3.42
Price 4 3 4 3 4 4 4 5 3 4 4 2 44 3.67
Place 2 3 1 2 2 3 1 4 4 2 1 3 28 2.33
Promotion 3 4 3 2 4 4 4 3 2 4 3 3 39 3.25
Packaging 3 4 3 4 5 4 4 3 2 1 2 1 36 3.00

Merchandizing Experiments and findings
Following experiments were done and certain discrepancies were found out.

S. No Date Canteen Activity
1 5-Jun-09 DASC A substitute of Odonil was found mixed with the product in the
same rack. The display of the substitute was made similar to the
display of the odonil making it hard to differentiate in the first
observation.
2 5-Jun-09 DASC Out of 50 people buying Toothpaste only 7 stopped to stare at
Meswak and after looking at packing and comparing only 4 finally
bought it. The people who rejected it went for Pepsodent
germicheck(2) and Colgate Herbal(1)

3 5-Jun-09 DASC Out of 12 people buying Hair oil only 1 stepped to buy Dabur
Amla, others went for smaller packs of other brands.
4 5-Jun-09 Air Force In random check it was found out that Sanifresh was mixed with a
substitute of local brand Admiral & Colonel.
5 6-Jun-09 DASC On being placed Dabur AD shampoo along with Head &
Shoulders products demand increased and the quantity of .5 cases


was sold in time period of 3 hrs. People buying Head & Shoulders
started comparing Vatika Active Dandruff along with it.
6 6-Jun-09 DASC Real juices continued to be sold as earlier but with similar products
like Frooti, Rasna, etc placed along is losing the vibrancy of its
color. The product needs to be placed in a different area with more
source of light.
7 8-Jun-09 Air Force Whole of the Shampoo & Hair oil counter was stock out leading to
2 case sale of Active dandruff 200ml & Dabur Amla 2.5 Cases in a
day.
8 8-Jun-09 Coast Guard It was found out that the shelves of head & Shoulder & Colgate
were once filled in the morning and in the later day they were only
restacked. The stocking of the product generally took 1.5-2hrs.
Later in the day the job of the merchandizing boy typically was to
check whether the products are properly stacked or not. A
merchandizing boy typically handles 4-5 Companies. After lunch
only re-shelving was done not replenishment.
Table 9 Consumer Experiments and merchandising review

Understanding – Interpretations
A different report gives different interpretation, but the one thing that was evident
among the all, was that the Dabur had problem with its merchandizing. To understand
the problem with, we first needed to assess the profile of the consumer at CSD outlets.

Consumer at CSD had these characteristics.

 Around 60% were females with 40+ ages.
 Most of consumers at CSD didn’t want to bend down to lower counters.
 Consumers have fixed budget, so they knew there budget and their
requirements were already decided.
 Any price increase can have a tremendous downward spiral effect on their
purchase behavior.
 Fully stacked counters were the first to catch eyes.
 Product comparison was the least because of already abundant knowledge of
the brand.


Availablity of Dabur SKU's at CSD.

DAAC Air Force Coast Guard TOTAL
5th June 24 15 14 47
6th June 20 15 15 47
8th June 20 15 15 47
9th June 20 15 15 47

30
25
20
DAAC
15
Air Force
10
Coast Guard
5
0
5th June 6th June 8th June 9th June

Table 10 SKU Availablity report

As the month had just began and the supplies were being awaited from the Central
Depot, most of the SKU’s of all the brand were going stock out. The consumer had to
resort to other available brands. This shows a switching behavior. The consumer
didn’t resort to external buying because of huge differences in prices.

Product Category Highest Selling Fastest Selling Consistent Selling

Toothpaste Colgate 100gm Colgate 100gm Colgate 100gm

Shampoo Head & Shoulders 400 Pantene 200 Active Dandruff 200

Gulucose No Competition

Hair Oil Dabur Amla 300ml Parachute 2L Dabur Amla 300ml

Sanifresh Harpic Harpic Harpic


Odonil Odonil Odonil Odonil

Juices Real has no competition

Table 11 Product-Time display report

Colgate was still the leader in the toothpaste segment because of its strong brand
loyalty. The product use to be sold like a hot cake. The product had many SKU’s but
it didn’t cannibalized its own SKU’s rather it ate the share of its competitors. Under
the hair oil segment Dabur Amla was the most visible product, this can be said
because of the poor packaging of its competitors and loyalty among the upper age
band of the consumer.

Product Category Best Display Fully Stacked Widest Display

Toothpaste Pepsodent Germicheck Pepsodent Pepsodent

Shampoo Head & Shoulders Pantene Head & Shoulders

Gulucose Extension Counter Display

Hair Oil Dabur Amla 300 Parachute 500ml Dabur Amla 300

Sanifresh Harpic Harpic Harpic

Odonil Odonil N/A

Juices ONLY Product Displayed

Table 12 Best Display report

Pepsodent Germicheck had the best display and was the most refilled and re-stacked
counter, leading to clean & tidy display of the product. Head & Shoulder had the best
& Consistent display among all the categories across all the CSD outlets, because of


its dedicated merchandizing workforce. The product continued to enjoy a top shelf
along with proper price tags mentioned below it and hanging advertisements.

15 15
11
10 7
7
5

0
Top 2nd 3rd
Stock
out

Table 13 Shelve Display position

The display of the product is the most important criteria for sales. If a product is not
properly visible, is stacked behind another product or is not at proper height then
chances are high for low sales volume, until and unless followed by huge brand
loyalty. Most of the products of Dabur were placed on 2nd shelf, so chances were high
for their low visibility, until & unless followed by huge advertisements at CSD
shelves.


25

20 6

15
6
Improper
10 2 Normal
2 3
5 1 Good
2 13
4 6 2
0 3
Top
2nd
3rd
Total

Table 14 Display Quality report

Among the display of the Dabur product 6 products were found to be of improperly
displayed. On the further research it was found that the problem area was the
merchandizing person. The person was not interested in Dabur brand. He had 4 more
brands and didn’t paid any attention towards the Dabur products. Later during the
research work it was found that person was going to leave the Dabur brand. These
kinds of moves by merchandising staff can deeply affect the sales at CSD counters for
a short period of time. Any deviation in this sort should be resorted at first go.

Recommendations
These can be the solutions for the above stated problem.

1. The company needs to deploy a single brand full time employ for
Noida CSD only. This will increase the cost of the company, but the
will tremendously increase the visual appeal of the products and
consistent good display.


2. Company should not go in contract with a third party for the
merchandizing staff. As the staff deployed by them keeps on changing
on short intervals and the new person might not be aware of the brand
characteristics.
3. The basic criteria to get the top shelves in CSD outlets is to provide the
canteens with display shelves, in return they provide a consistent top
shelf for a time period. A cost evaluation of this can be done and
further new shelves can be provided to CSD outlets. This also helps
build relationship with the staff at the outlets.
4. A periodic review needs to be done to analyze the change the customer
buying preferences at CSD.
5. A periodic review of merchandising staff needs to be done, so as to
check the performance. The salary structure can be incentive based on
how much care a person takes to enlist the brands at CSD.
6. Shelfs to be refilled thrice a day.
7. Hanging display boards to be placed.
8. Outside hoarding in collaboration with CSD outlet management can be
provided, so as to increase the appeal of the product. The boards can be
placed next to CSD outlet gates.
9. Display boards, hanging advertisements, price tags should be provided
so as to provide more and more information about the product.
10. Upper shelves to be utilized more for display rather than stockings.

Limitations of the study

Every research work has limitations. So does this one also had.

1. Time frame


2. The time frame setup was quite less as compared to the time period sales force
devotes to merchandizing. Initial time period was involved in learning the
rules and regulations of CSD outlets. Followed by merchandizing training.
3. Wide segment to cover
51 products were to be covered per canteen, totaling to 153 products in all.
Maintaining a record of that data was a tedious job. Moreover, the outlets were
located far off from each other, so commuting between them took time.
4. Accessibility to outlets.
Accesses to outlets were governed by the permission of the store manager and
any consumer activity carried out required his permission.
5. Limited scope of interaction with the consumer
Time is the most valuable product for the consumer. So it was hard to
convince them to talk in their precious time.
6. Stock out position
The project was done in the time when most of the products were stock out at
the outlet and were awaiting fresh supply from the central depot.

Scope for improvement
The project should be done at different intervals of the year with regular performance
measurement of merchandizing staff.


Annexure

Format of Consumer Survey
QUESTIONNAIRE

Consumer View of Dabur

Name:

Contact No:

Would you like to be contacted by Dabur for further review?

Answer the questions on a scale of 0 to 5. 0 being the poorest and 5 being the
highest.

1 Kindly rate the Dabur product according to use?
0 1 2 3 4 5
2 Kindly rate the Dabur product according to Packaging?
0 1 2 3 4 5
3 Kindly rate the Dabur product according to Promotional activity?
0 1 2 3 4 5
4 How do you find the prices of Dabur, as per your reach?
0 1 2 3 4 5
5 Kindly rate Dabur product as per the placements at the counter?
0 1 2 3 4 5

Thanks for your time

Official use:

Date:

Outlet:


Time:

Consumer Type:

Remark:

Merchandising data collection sheets
 Dabur Sheet 1

S. Display Display
Category Product Remarks
No Counter Quality
1 HO-DIL Amla Hair Oil 100ml
4 HO-DIL Vatika Hair Oil 150ml
5 HO-DIL Vatika Hair Oil + Scheme
6 HO-DIL Vatika Hair Oil 300ml
7 HO-DIL Vatika Hair Oil + Scheme
8 HO-DIL Vatika HC Shampoo
9 HO-DIL Vatika AD Shampoo
10 HO-DIL Vatika Smooth & Silky 200ml
11 HO-DIL Vatika DC Shampoo 200ml
12 HO-DIL Lal Danth Manjan 150gm
13 HO-DIL Lal Danth Manjan 60gm
14 HO-DIL Red Tooth Paste 50gm
17 HO-DIL Lal Tail
Total
18 HO-HC Odopic Scouring Bar 400gm
19 HO-HC Odopic Scouring Bar 600gm
20 HO-HC Babool Toothpaste 200gms
21 HO-HC Promise Toothpaste 200gms
22 HO-HC Meswak Toothpaste 100gm


Total
23 LS-HC Odomos Mosq. Rep. Lotion
24 LS-HC Odomos Mosq.Rep. Cream
25 LS-HC Odonil Air Freshener 100gm
26 LS-HC Odonil Air Freshener 50 gm
27 LS-HC Odonil Room Spray 250gm
Toilet Cleaner 500ml+Odonil 50
28 LS-HC
gm
29 LS-HC Toilet Cleaner Sani F. Dew 500ml
Total
30 LS-DIL Gulucose 100gm
31 LS-DIL Gulucose 500gm
32 LS-DIL Shudh Madhu 250gm
33 LS-DIL Shudh Madhu 500gm
34 LS-DIL Shudh Madhu 1kg
35 LS-DIL Hajmola Bottle
36 LS-DIL Pudin Hara
37 LS-DIL Dabur Chyawanprash Awaleh 1kg
38 LS-DIL Chywanprash Awaleh+ 40gm Honey
39 LS-DIL Chywanprash Awaleh 1kg Spl
40 LS-DIL Chywanprsh 500gm Spl
41 LS-DIL Lavan Bhaskar Churna 120gm
42 LS-DIL Shilajit 30caps
43 LS-DIL Nature Care 100gm
44 LS-DIL Nature Care 375gm
Total
45 LS-Foods Real Orange Juice 1ltr
46 LS-Foods Real Guava 1000ml
47 LS-Foods Real Mango Nectar 200ml
48 LS-Foods Real Orange Nectar 200ml`
49 LS-Foods Real Guava 200ml
50 LS-Foods Hommade Ginger Garlic 200gms


51 LS-Foods Hommde Tomato Pure 200gm
Total

 Competitor and Dabur product data sheet

S. No Product Display Quantity Display Shelf Remark
2 Meswak 100gm
3 Promise 200gm
4 Babool 200gm
5 Colgate Adv. White 150gm
6 Colgate Total 150gm
7 Colgate Herbal 200
8 Colgate 200gm
9 Colgate Fresh 150gm
10 Colgate 100gm
11 Pepsodent 150 gm
12 Pepsodent Germicheck 175 gm
13 Close up 80
14 Pepsodent Germicheck 175 gm
15 Close up 80
16 Hena Conditioning 200ml
17 Active Dandruff 200ml
18 Active Dandruff 100ml
19 Hena Conditioning 100ml
20 Head & Shoulders 90ml
23 Pantene 400ml
24 Pantene 200ml
25 Gulucose 100gm
26 Gulucon
27 Guluco Vita


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