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Dabur is India's fourth largest FMCG company with a focus on herbal and natural products. It has over 4000 distributors and retail reach of 2.5 million outlets in India. To target rural markets, which make up 72% of India's population, Dabur uses promotional strategies like TV, radio, newspapers and in-person events. It also tailors regional branding and distributes through local dealers, wholesalers and retailers. Dabur provides sales training to shopkeepers on marketing and sells smaller product packs tailored to rural customers' needs. The company leverages its brand trust and natural positioning to expand in rural India where acceptability is high.
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Dabur (rural marketing)- tanay singh
Dabur is a leading consumer goods company in India with a turnover of Rs. 5,283 Crore. It has 2 strategic business units and 17 manufacturing units spread globally. Dabur markets its products in over 60 countries through 50 agents, more than 5000 distributors and over 3.4 million retail outlets across India.
Advertising management
The document summarizes the marketing plan for Nirma detergent powder. It discusses the detergent market overview, Nirma's brand history and past achievements as India's largest selling detergent brand. The objective of the new campaign is to reposition Nirma as a powerful stain remover. The target audience are housewives and working women aged 25-50 in tier 1 and 2 cities. The campaign will include teaser ads, print ads showing stain removal, a TV commercial, radio spots, and ambient ads using a magic pen and flash mobs. Media planning addresses rates for television, print, radio and mall activities.
Rural Marketing Dabur
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.
Ariel
Ariel is a flagship brand of laundry detergents made by Procter & Gamble launched in India in 1991. It uses enzyme technology and offers compact detergents with superior cleaning in various fragrances. Ariel targets families in urban and semi-urban areas through distribution in stores and small town dealers as well as advertising through media like television, radio, and print. It positions itself as a premium brand against competitors through its superior technology and fragrant focused detergents.
HLL & Nirma
Hindustan Lever Limited (HLL) was the market leader in the Indian detergent market. In the late 1960s and 1970s, Nirma emerged as a strong challenger offering cheaper detergents and gained significant market share. In response, HLL launched new brands like Wheel at lower prices and improved product quality and distribution to regain market share. While Nirma's growth slowed, Procter & Gamble entered India in the 1990s with the premium brand Ariel, forcing HLL to innovate and focus on different segments of the market to maintain its leadership position.
Factors Impacting NIRMA Marketing : A Success and Failure Story
Nirma was initially very successful due to its low pricing compared to competitors like HLL. It established a large distribution network across India and used simple effective advertising. However, Nirma now faces challenges as the detergent and soap markets decline and competitors engage in aggressive pricing. To combat this, Nirma has expanded its product portfolio to include foods like edible salt, but continuing innovation will be needed to adapt to shifting customer preferences toward more aspirational brands.
Ariel n tide
This presentation shows how this both brand comes under same company (P&G) but communicate differently with people
Rural nirma
Rural India makes up 12.2% of the world's population, yet remains relatively undiscovered by marketers. Rural consumers are as eager to consume as urban consumers, despite having less access. The detergent brand Nirma was founded in 1969 and became highly successful by offering high-quality products at extremely low prices. Nirma now has a 35% share of the Indian detergent market and sells over 800,000 tons of products annually, making it one of the world's largest detergent brands. Nirma dominates the popular detergent segment in India with various affordable powder and cake options.
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Dabur (rural marketing)- tanay singh
Dabur is a leading consumer goods company in India with a turnover of Rs. 5,283 Crore. It has 2 strategic business units and 17 manufacturing units spread globally. Dabur markets its products in over 60 countries through 50 agents, more than 5000 distributors and over 3.4 million retail outlets across India.
Advertising management
The document summarizes the marketing plan for Nirma detergent powder. It discusses the detergent market overview, Nirma's brand history and past achievements as India's largest selling detergent brand. The objective of the new campaign is to reposition Nirma as a powerful stain remover. The target audience are housewives and working women aged 25-50 in tier 1 and 2 cities. The campaign will include teaser ads, print ads showing stain removal, a TV commercial, radio spots, and ambient ads using a magic pen and flash mobs. Media planning addresses rates for television, print, radio and mall activities.
Rural Marketing Dabur
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.
Ariel
Ariel is a flagship brand of laundry detergents made by Procter & Gamble launched in India in 1991. It uses enzyme technology and offers compact detergents with superior cleaning in various fragrances. Ariel targets families in urban and semi-urban areas through distribution in stores and small town dealers as well as advertising through media like television, radio, and print. It positions itself as a premium brand against competitors through its superior technology and fragrant focused detergents.
HLL & Nirma
Hindustan Lever Limited (HLL) was the market leader in the Indian detergent market. In the late 1960s and 1970s, Nirma emerged as a strong challenger offering cheaper detergents and gained significant market share. In response, HLL launched new brands like Wheel at lower prices and improved product quality and distribution to regain market share. While Nirma's growth slowed, Procter & Gamble entered India in the 1990s with the premium brand Ariel, forcing HLL to innovate and focus on different segments of the market to maintain its leadership position.
Factors Impacting NIRMA Marketing : A Success and Failure Story
Nirma was initially very successful due to its low pricing compared to competitors like HLL. It established a large distribution network across India and used simple effective advertising. However, Nirma now faces challenges as the detergent and soap markets decline and competitors engage in aggressive pricing. To combat this, Nirma has expanded its product portfolio to include foods like edible salt, but continuing innovation will be needed to adapt to shifting customer preferences toward more aspirational brands.
Ariel n tide
This presentation shows how this both brand comes under same company (P&G) but communicate differently with people
Rural nirma
Rural India makes up 12.2% of the world's population, yet remains relatively undiscovered by marketers. Rural consumers are as eager to consume as urban consumers, despite having less access. The detergent brand Nirma was founded in 1969 and became highly successful by offering high-quality products at extremely low prices. Nirma now has a 35% share of the Indian detergent market and sells over 800,000 tons of products annually, making it one of the world's largest detergent brands. Nirma dominates the popular detergent segment in India with various affordable powder and cake options.
Nirma final ppt
Nirma is an Indian conglomerate based in Ahmedabad that manufactures household and personal care products. It started as a small, one-man operation in 1969 and has since grown significantly. Nirma primarily targets lower-income, rural consumers in India with affordable products. It has over 15,000 employees and annual revenue over Rs. 3,550 crores. Nirma utilizes a large distribution network of over 2,000 distributors and 400,000 retailers to ensure wide availability across India. The company's marketing strategy has focused on quality products at low prices, along with impactful advertising campaigns featuring memorable jingles to promote brand awareness and appeal to target audiences.
Nirma
Our company was founded in 1969 by Dr. Karsanbhai Patel. He started making detergent powder by hand in the backyard of his home. Today, Nirma has over 15,000 employees and annual turnover of over Rs. 3550 crores. It is one of the largest detergent brands in the world. Nirma provides quality products at affordable prices and has captured a large market share in India through innovative products and effective marketing strategies such as radio advertisements. Going forward, the company aims to expand its brands globally through joint ventures and launch new products.
Rural India
- 74% of Indians live in rural areas, with over 627,000 villages. Rural incomes account for 58% of total disposable income in India.
- Rural consumers focus on functional benefits and value for money over low price. Interpersonal communication and opinions of friends/family strongly influence purchase decisions. TV exposure is highest among children and women.
- Distribution in rural India faces challenges of poor infrastructure and inaccessibility. Effective distribution systems include hub-and-spoke models and collaborating with existing rural distribution networks like NGOs or self-help groups. Aggregating demand is important before establishing distribution channels.
Nirma swot analysis
The document presents a SWOT analysis of Nirma Ltd. It outlines the company's strengths as its strong brand equity, long-term customer relationships, and wide distribution channels. Weaknesses include high interest burdens and lack of presence in premium segments. Opportunities lie in exports, acquisitions, and entering new categories. Threats come from multinational competitors and regional players. The analysis concludes Nirma has achieved success through strategic planning and understanding its SWOT over the past 40+ years.
Nirma case study
Nirma was launched in 1969 by Karsanbhai Patel and named after his daughter Nirupama. It started as a small, customer-focused company producing detergents and soaps to compete with established brands. Through producing affordable products widely available through multiple distribution channels, Nirma was able to gain a majority of the market share for toilet soap by 2000, growing from a one-man operation to a 17 billion rupee company within three decades. The company focuses on employee development, quality products, and customer satisfaction rather than price.
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This document provides an analysis of the Indian soap and detergent company Nirma. It begins with an introduction to the company's founding in 1969 by chemist Karsanbhai Patel. It then provides details on Nirma's company profile, marketing mix strategies, product offerings, SWOT analysis, reasons for failure to innovate, path to success through affordable prices and mass employment, and conclusion that Nirma demonstrated how affordable prices can gain significant market share.
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This document provides a case analysis of Harpic, the market leader in toilet cleaners in India. Harpic created the toilet cleaner category and had a peak market share of 86%, but now faces decreasing share and increased competition. The analysis seeks to understand Harpic's core brand values to inform future strategy. It examines how Harpic differentiated itself as a specialist toilet cleaner while competitors position more broadly. Understanding consumer perceptions and purchase drivers for different brands will help Harpic leverage its strengths and maintain leadership in the evolving category.
Market segmentation
The document discusses marketing segmentation and the cement industry. It provides definitions of marketing segmentation and lists characteristics of the cement sector, such as units being near raw materials/markets and high freight costs. It then lists major cement brands. The document also briefly mentions auto components, types of insurance, and helmets before discussing toilet cleaners and key players in that market like Domex, Lizol, Harpic, and Mr. Muscle. It provides details on these brands and compares Domex and Lizol. Finally, it provides a brief introduction of Harpic, Mr. Muscle, and Easy Off Bang in India.
A project on detergent & satisfaction survey of nirma
Nirma is a leading Indian detergent brand that was founded in 1969. It began as a small soap factory operated out of the founder's backyard but grew to become one of the largest detergent brands in the world, with a 35% market share in India. Nirma was able to gain popularity by undercutting competitors' prices and offering a high-quality product. It uses a large distribution network of over 2,000 distributors and 40 million retail outlets to ensure its products are widely available across India. Nirma's low-cost leadership strategy and focus on delivering value to customers has made it a hugely successful brand in rural and urban India.
About rural MARKETING
This document discusses rural marketing strategies for Hindustan Unilever Limited (HUL) in India. It notes that HUL currently reaches 800 million Indian consumers and 1.7 lakh villages through its Project Shakti initiative, with a goal to reach 5 lakh villages by 2020. The document recommends segmenting the rural market and developing tailored products, packaging, pricing and promotions. It suggests using traditional media, opinion leaders, and local language to promote products in rural areas. Distribution could occur via company vans, festivals, and local markets. The goal is to understand rural values and provide good value and quality products to customers.
Hindustan Unilever Limited Strategy
This document provides an overview and analysis of Hindustan Unilever Limited (HUL). It discusses HUL's history, product portfolio, distribution network, rural market strategies, M&A strategy, core competencies, PESTLE analysis, SWOT analysis, Porter's Five Forces analysis, value chain and other strategic frameworks. Key points include:
1) HUL is India's largest FMCG company with over 80 years of history and 400+ brands including Lifebuoy, Surf Excel, Fair & Lovely, and Vaseline.
2) It has a wide distribution network reaching over 7 million outlets through over 7,000 redistribution stockists.
3) HUL's Project Sh
Success of nirma washing powder
Nirma is an Indian company founded by Karsanbhai Patel based in Ahmedabad, Gujarat. It employs 14,000 people and has an annual turnover of 2500 crore rupees. The company's key products include soap, detergent, and salt. Nirma washing powder was very successful due to its labor-intensive and low-cost production process, speedy distribution channels, and extensive market network. However, Nirma soap failed because it was unable to innovate and capitalize on customers shifting to more aspirational brands.
Nirma imc
The document provides information about Nirma, an Indian detergent and personal care products company. It discusses Nirma's founding in 1969 by Karsanbhai Patel, who started the company as a sole proprietorship making detergent powder. It details Nirma's growth into one of the largest FMCG brands in India with a 38% market share in detergents and 20% share in soaps. The document also outlines Nirma's brand ambassador strategies, advertising campaigns and media strategies over the decades as it established itself as an affordable yet high-quality brand among Indian consumers.
RIN Vs TIDE Competition analysis
The document provides a sample competitor analysis report format and compares three detergent brands - RIN (HUL), TIDE (P&G), and GHARI (RSPL). It analyzes each brand's product quality, value chain, target segment, distribution network, promotion strategies, advertising approaches, and pricing. RIN was India's top detergent bar for 20 years known for its whitening power. TIDE uses a multi-channel distribution network and promotions through TV, print, and digital media. GHARI targets rural customers with a low-cost strategy, emphasizing trial through exhibitions and hoardings with a 30 crore annual marketing budget.
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This document discusses Surf Excel, a detergent brand owned by Unilever that has been in the Indian market since 1960. It provides details on Surf Excel's product history and innovations, including being the first detergent brand advertised on TV in India. Financial information is presented on Surf Excel's pricing and costs. The document analyzes the demand and supply factors for Surf Excel and the Indian detergent market. It describes the oligopolistic market structure and provides a break-even analysis for Surf Excel. In conclusion, recommendations are made around forecasting demand and achieving market leadership in the large Indian detergent market.
Lifebuoy -rural marketing
1. Lifebuoy soap was initially launched in 1895 targeting labor class men. It became the largest selling soap in India by 1940 through campaigns promoting hand washing.
2. In the 1990s, Nirma launched a lower priced soap, capturing market share. Others also began targeting the value segment, reducing Lifebuoy's market share.
3. In 2002, Lifebuoy was relaunched as a mild soap for families. HLL also focused on rural marketing through education programs about hygiene since most sales were in rural areas.
Marketing Mix
All the 4 Ps are explained with the help of Nirma brand. Introduction of marketing mix is also studied.
Dabur
Dabur India Limited started in the 19th century when Dr. S.K. Burman discovered Ayurveda as an alternative to allopathic drugs. He standardized Ayurvedic drug production using traditional methods like pisti and churna. Dabur was launched using the first letters of Burman and doctor. It promoted through wall paintings and direct mail marketing. Over time, Dabur diversified into multiple product categories across pharma, food, juices, and personal care. It established global manufacturing units and split pharma into Dabur Pharma Limited to effectively manage its growing, multinational business. Standardizing production and further R&D can help Dabur promote products effectively at lower costs
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.
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Nirma final ppt
Nirma is an Indian conglomerate based in Ahmedabad that manufactures household and personal care products. It started as a small, one-man operation in 1969 and has since grown significantly. Nirma primarily targets lower-income, rural consumers in India with affordable products. It has over 15,000 employees and annual revenue over Rs. 3,550 crores. Nirma utilizes a large distribution network of over 2,000 distributors and 400,000 retailers to ensure wide availability across India. The company's marketing strategy has focused on quality products at low prices, along with impactful advertising campaigns featuring memorable jingles to promote brand awareness and appeal to target audiences.
Nirma
Our company was founded in 1969 by Dr. Karsanbhai Patel. He started making detergent powder by hand in the backyard of his home. Today, Nirma has over 15,000 employees and annual turnover of over Rs. 3550 crores. It is one of the largest detergent brands in the world. Nirma provides quality products at affordable prices and has captured a large market share in India through innovative products and effective marketing strategies such as radio advertisements. Going forward, the company aims to expand its brands globally through joint ventures and launch new products.
Rural India
- 74% of Indians live in rural areas, with over 627,000 villages. Rural incomes account for 58% of total disposable income in India.
- Rural consumers focus on functional benefits and value for money over low price. Interpersonal communication and opinions of friends/family strongly influence purchase decisions. TV exposure is highest among children and women.
- Distribution in rural India faces challenges of poor infrastructure and inaccessibility. Effective distribution systems include hub-and-spoke models and collaborating with existing rural distribution networks like NGOs or self-help groups. Aggregating demand is important before establishing distribution channels.
Nirma swot analysis
The document presents a SWOT analysis of Nirma Ltd. It outlines the company's strengths as its strong brand equity, long-term customer relationships, and wide distribution channels. Weaknesses include high interest burdens and lack of presence in premium segments. Opportunities lie in exports, acquisitions, and entering new categories. Threats come from multinational competitors and regional players. The analysis concludes Nirma has achieved success through strategic planning and understanding its SWOT over the past 40+ years.
Nirma case study
Nirma was launched in 1969 by Karsanbhai Patel and named after his daughter Nirupama. It started as a small, customer-focused company producing detergents and soaps to compete with established brands. Through producing affordable products widely available through multiple distribution channels, Nirma was able to gain a majority of the market share for toilet soap by 2000, growing from a one-man operation to a 17 billion rupee company within three decades. The company focuses on employee development, quality products, and customer satisfaction rather than price.
Marketing management project surf excel
The document discusses Hindustan Lever Limited's (HLL) detergent brand Surf Excel. It provides a summary of a market research project conducted on Surf Excel in Orissa, India. The summary includes the objectives of studying Surf Excel's business, marketing practices, competitors and customers in Orissa. Key findings were that Surf Excel has high brand recall and a 66% market share in Orissa. Television was the most used information source but ad recall was low. Over 50% of customers preferred larger pack sizes than 200g. In conclusion, Surf Excel was found to have excellent customer reviews for its cleansing ability and availability.
Detergent industry in india ( heema)
Tide is a detergent brand owned by Procter & Gamble. The document discusses Tide's market analysis and branding strategies in India. It was initially launched as a premium product but later repositioned itself by introducing more affordable options like Tide Naturals to target lower income segments. Tide analyzes competitors and differentiates its products based on price, stain removal, fragrance, and availability. Through innovations and an expanded product line, Tide aims to increase its market share in India's competitive detergent industry.
Indian saops and detergent industry( Nirma)
This document provides an analysis of the Indian soap and detergent company Nirma. It begins with an introduction to the company's founding in 1969 by chemist Karsanbhai Patel. It then provides details on Nirma's company profile, marketing mix strategies, product offerings, SWOT analysis, reasons for failure to innovate, path to success through affordable prices and mass employment, and conclusion that Nirma demonstrated how affordable prices can gain significant market share.
Dabur india reinvention
Dabur India is a 134-year-old FMCG company founded in 1884 by S.K. Burman. It is currently led by CEO Sunil Duggal and is the 4th largest FMCG company in India with annual revenue of 7800 crore rupees. Dabur is the number 1 ayurvedic brand in India and markets its products to over 50 countries worldwide, with 32% of its sales coming from outside India. The company is focusing on reinventing itself not just through new products but also improved communication to remain relevant for the next 130 years and reach more customers.
Harpic rb case study
This document provides a case analysis of Harpic, the market leader in toilet cleaners in India. Harpic created the toilet cleaner category and had a peak market share of 86%, but now faces decreasing share and increased competition. The analysis seeks to understand Harpic's core brand values to inform future strategy. It examines how Harpic differentiated itself as a specialist toilet cleaner while competitors position more broadly. Understanding consumer perceptions and purchase drivers for different brands will help Harpic leverage its strengths and maintain leadership in the evolving category.
Market segmentation
The document discusses marketing segmentation and the cement industry. It provides definitions of marketing segmentation and lists characteristics of the cement sector, such as units being near raw materials/markets and high freight costs. It then lists major cement brands. The document also briefly mentions auto components, types of insurance, and helmets before discussing toilet cleaners and key players in that market like Domex, Lizol, Harpic, and Mr. Muscle. It provides details on these brands and compares Domex and Lizol. Finally, it provides a brief introduction of Harpic, Mr. Muscle, and Easy Off Bang in India.
A project on detergent & satisfaction survey of nirma
Nirma is a leading Indian detergent brand that was founded in 1969. It began as a small soap factory operated out of the founder's backyard but grew to become one of the largest detergent brands in the world, with a 35% market share in India. Nirma was able to gain popularity by undercutting competitors' prices and offering a high-quality product. It uses a large distribution network of over 2,000 distributors and 40 million retail outlets to ensure its products are widely available across India. Nirma's low-cost leadership strategy and focus on delivering value to customers has made it a hugely successful brand in rural and urban India.
About rural MARKETING
This document discusses rural marketing strategies for Hindustan Unilever Limited (HUL) in India. It notes that HUL currently reaches 800 million Indian consumers and 1.7 lakh villages through its Project Shakti initiative, with a goal to reach 5 lakh villages by 2020. The document recommends segmenting the rural market and developing tailored products, packaging, pricing and promotions. It suggests using traditional media, opinion leaders, and local language to promote products in rural areas. Distribution could occur via company vans, festivals, and local markets. The goal is to understand rural values and provide good value and quality products to customers.
Hindustan Unilever Limited Strategy
This document provides an overview and analysis of Hindustan Unilever Limited (HUL). It discusses HUL's history, product portfolio, distribution network, rural market strategies, M&A strategy, core competencies, PESTLE analysis, SWOT analysis, Porter's Five Forces analysis, value chain and other strategic frameworks. Key points include:
1) HUL is India's largest FMCG company with over 80 years of history and 400+ brands including Lifebuoy, Surf Excel, Fair & Lovely, and Vaseline.
2) It has a wide distribution network reaching over 7 million outlets through over 7,000 redistribution stockists.
3) HUL's Project Sh
Success of nirma washing powder
Nirma is an Indian company founded by Karsanbhai Patel based in Ahmedabad, Gujarat. It employs 14,000 people and has an annual turnover of 2500 crore rupees. The company's key products include soap, detergent, and salt. Nirma washing powder was very successful due to its labor-intensive and low-cost production process, speedy distribution channels, and extensive market network. However, Nirma soap failed because it was unable to innovate and capitalize on customers shifting to more aspirational brands.
Nirma imc
The document provides information about Nirma, an Indian detergent and personal care products company. It discusses Nirma's founding in 1969 by Karsanbhai Patel, who started the company as a sole proprietorship making detergent powder. It details Nirma's growth into one of the largest FMCG brands in India with a 38% market share in detergents and 20% share in soaps. The document also outlines Nirma's brand ambassador strategies, advertising campaigns and media strategies over the decades as it established itself as an affordable yet high-quality brand among Indian consumers.
RIN Vs TIDE Competition analysis
The document provides a sample competitor analysis report format and compares three detergent brands - RIN (HUL), TIDE (P&G), and GHARI (RSPL). It analyzes each brand's product quality, value chain, target segment, distribution network, promotion strategies, advertising approaches, and pricing. RIN was India's top detergent bar for 20 years known for its whitening power. TIDE uses a multi-channel distribution network and promotions through TV, print, and digital media. GHARI targets rural customers with a low-cost strategy, emphasizing trial through exhibitions and hoardings with a 30 crore annual marketing budget.
Surf excel
This document discusses Surf Excel, a detergent brand owned by Unilever that has been in the Indian market since 1960. It provides details on Surf Excel's product history and innovations, including being the first detergent brand advertised on TV in India. Financial information is presented on Surf Excel's pricing and costs. The document analyzes the demand and supply factors for Surf Excel and the Indian detergent market. It describes the oligopolistic market structure and provides a break-even analysis for Surf Excel. In conclusion, recommendations are made around forecasting demand and achieving market leadership in the large Indian detergent market.
Lifebuoy -rural marketing
1. Lifebuoy soap was initially launched in 1895 targeting labor class men. It became the largest selling soap in India by 1940 through campaigns promoting hand washing.
2. In the 1990s, Nirma launched a lower priced soap, capturing market share. Others also began targeting the value segment, reducing Lifebuoy's market share.
3. In 2002, Lifebuoy was relaunched as a mild soap for families. HLL also focused on rural marketing through education programs about hygiene since most sales were in rural areas.
Marketing Mix
All the 4 Ps are explained with the help of Nirma brand. Introduction of marketing mix is also studied.
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A project on detergent & satisfaction survey of nirma
A project on detergent & satisfaction survey of nirma
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Dabur
Dabur India Limited started in the 19th century when Dr. S.K. Burman discovered Ayurveda as an alternative to allopathic drugs. He standardized Ayurvedic drug production using traditional methods like pisti and churna. Dabur was launched using the first letters of Burman and doctor. It promoted through wall paintings and direct mail marketing. Over time, Dabur diversified into multiple product categories across pharma, food, juices, and personal care. It established global manufacturing units and split pharma into Dabur Pharma Limited to effectively manage its growing, multinational business. Standardizing production and further R&D can help Dabur promote products effectively at lower costs
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.
Dabur India Case Study 2014 By Subin Kannan
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The dabur
Dabur India Ltd is India's leading FMCG company with revenues of about US$750 million annually. Dabur Chyawanprash enjoys a market share of 61% in the chyawanprash category. The report analyzes the marketing strategies and mix of Dabur Chyawanprash, focusing on how Dabur pioneered the branded chyawanprash category in the 1950s and has invested heavily in product development, clinical studies, and consumer awareness since. Various recommendations are provided based on analyses like BCG matrix, Ansoff's product grid, and SWOT analysis.
Dabur Product Mix
This document provides a breakdown of Dabur India Limited's product mix and key divisions for fiscal year 2015. The Consumer Care Division generated 68% of revenue, primarily from personal care products like hair oils, shampoos, and baby care. The Consumer Health Division contributed 7% from ayurvedic medicines and over-the-counter products. International operations accounted for 13% of revenue through the International Business Division serving overseas markets. The Foods Division, consisting of fruit beverages and culinary products, made up 11% of total revenue. The document also lists popular brands and products within each division.
Dabur India- Case Study
Dabur is a leading consumer goods company in India that is looking to strategically expand its product portfolio and global presence. In Nigeria, Dabur has traditionally focused on oral care, skin care, hair care, health care, and home care products. However, to be successful in Nigeria, Dabur will need to adapt its strategy to local consumer markets and avoid over-standardization. It is recommended that Dabur focus on oral care, health care, and home care in Nigeria, leveraging its herbal platform to develop new product categories tailored to local needs and consumer preferences.
Dabur case study
Dabur is a 100+ year old Indian FMCG company with a turnover of Rs.1899.57 crore. It has power brands like Dabur Amla, Chyawanprash, Real, Vatika, and Hajmola. To increase growth, Dabur restructured in 2004 into three SBUs and focused on five power brands. It changed its branding strategy from umbrella to key brands and did product line extensions. Dabur has strengths in its heritage and market leader positions. It aims to increase market share through new products, markets, and promotions utilizing celebrities and events.
Dabur case study
Dabur India Limited is India's leading FMCG company with over 100 years of history. It has two major business units: Consumer Care and Consumer Health. Dabur follows a strategy of focusing on its core brands, being professionally managed, providing innovative yet natural products, and building its platform as a global Ayurvedic leader. A key achievement was entering a joint venture with Agrolimen of Spain in 1992 to manufacture confectionary in India. Dabur continues its strategic focus on expansion, acquisition, and innovation across global markets and product segments.
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.
Dabur ppt
Dabur India Limited is India's leading FMCG company with a turnover of Rs. 5,283 crore. It produces ayurvedic medicines and consumer products that are marketed in over 50 countries. Some of Dabur's top selling brands include Dabur Chyawanprash, Dabur Hajmola, Dabur Amla hair oil, and Dabur Red toothpaste. Dabur has manufacturing plants in India and several other countries, and continues to expand its operations both domestically and globally through new product launches, acquisitions, and facility investments.
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Rahul singh
- 1. ANALISYS OF DABUR RURAL MARKET AND ITS STRATAGIES
- 3. By: MBA- Marketing & Sales VIVEK UPADHAY
- 4. Introduction Dabur India Ltd. is the fourth largest FMCG Company in India. • Largest Herbal & Natural Portfolio • 4000 Distributors in India • Retail Reach 2,500,000 • 5 Umbrella Brands • 350+ products • 4000 employees • 15 Manufacturing Plants
- 5. Dabur’s Business Structure • Consumer Care Division (CCD) Dabur (Ayurvedic), Vatika - Premium hair care, Hajmola - Tasty digestives, Real - Fruit juices & beverages, Fem – Fairness bleaches & skin care products • Strategic positioning of Honey as food product, leading to market leadership (over 75%) in branded honey market. • Dabur Chyawanprash the largest selling Ayurvedic medicine with over 65% market share. • Hajmola tablets in command with 60% market share of digestive tablets category.
- 6. • Consumer Health Division (CHD) • Major categories in traditional formulations include: - Asav Arishtas - Ras Rasayanas - Churnas - Medicated Oils
- 7. • International Business Division (IBD) • spanning the Middle East, North & West Africa, EU and the US with its brands Dabur & Vatika. • Leveraging the 'Natural' preference among local consumers to increase share in personal care categories.
- 8. Rural Marketing • Rural marketing is promotion of a company's products in the rural market buy using strategies which differs from that of urban market, the rural market is more price sensitive but it has preference for quality.
- 9. Why Rural market? • The rural population is 72% of total Indian population • Literacy level (25% before independence – more than 65% in 2001) • MART, the specialist rural marketing and rural development consultancy has found that 53 per cent of FMCG sales lie in the rural areas. • Of two million BSNL mobile connections, 50 per cent went to small towns and villages.
- 10. • The rural market is zooming ahead at around 25 per cent annually. • "The rural market is growing faster than urban India now," says Venugopal Dhoot, chairman of the Rs 989 - crore (Rs billion) Videocon Appliances. • "The urban market is a replacement and up gradation market today," adds Samsung's director, marketing, Ravinder Zutshi.
- 11. RURAL MARKETING STRATEGIES BY DABUR • Promotion Strategy • For attracting more customers Dabur using following Promotional tools in rural market: • TV Commercial • Radio • News Paper • POP display • Wall panting • Contest in Melas or Haats • Video vans • Sales Promotion
- 12. • Regional branding strategy • Dabur is trying to capture market by launching products with a regional twist, e.g. Sivappu Pal Podi. • Distribution Strategy – Dealer – Whole seller – Agents – Retailer – Kirana store
- 13. • Dabur uses Astra to boost rural sales • ASTRA- Advanced Sales Training for Retail Ascendance • Shopkeepers selling Dabur India’s consumer product would now learn marketing through role plays • Astra training consultancy module in five languages: Bengali, Tamil, Telegu, Malayam and Kannada.
- 14. Few more trends • IOC, Dabur to tie up for rural marketing – IOC’s 1,000 retail outlets across the country will stock a range of Dabur’s Ayurvedic products. • Dabur goes rural with campaign for immunity – 10 lakh-plus students were educated about the need for immunity in 1,000 schools across the country. • ‘Dabur Gulabari Miss Fresh Face of UP 2009’ – The hunt will cover nine major cities viz Kanpur, Lucknow, Meerut, Gorakhpur, Ghaziabad, Agr a, Noida, Allahabad and Varanasi.
- 15. SWOT Strength Weakness • Market leader • Not reducing costs • Innovation • lack of patents • Lower costs • Limited customer base • Extensive customer base • limited product line • 125 year trust Opportunity Threat • Export opportunities •Consumer lifestyle • Governmental support changes • Changes in technology •Increased competition • Increase in awareness •Price wars •Rising costs
- 16. 4 A’s for Dabur Dabur launches its product in small volume packs for rural With the Retail Reach The Acceptability 2,500,000 outlets Dabur for Dabur is very meet the rural India. high in rural India Sales promotional activities raise the awareness level .