2. Team Members
Gaurav Patange
Vibhav Nagarsenkar
Devendra Gadgil
Swati Soni
Sushma Patil
3. Dabur : The Brand
1884 : Birth of Dabur
1896 : First manufacturing plant
1900 : Ayurvedic medicines
1919 : Research Lab eastablishment
1920 : Furthur expansion
1936 : Dabur India
1972 : Base Shift from Kolkata to
New Delhi
4. Dabur : The Brand (cont.)
1986 : Public Ltd company
1998 : Professionals to manage the
business
2000 : Turnover of Rs. 1000 crores
2004 : Restructured its portfolios
2005 : Dabur acquires Balsara
2008 : Acquires Fem Care pharma
2009 : Toothpaste joins „Billion Rupee
Brand‟ club
5. Present Scenario
Dabur India is the 4th largest FMCG
company in India
Legacy of over 100 years
Dabur has turnover of Rs 1900 crores
with brands like Amla, Chawanprash,
Real, Vatika and Hajmola
Product marketed in over 50 countries
Leader in herbal digestives with over
85% of market share
6. Present Scenario (cont.)
Has 5 power brands under its portfolio
Entered new markets like juice
segment and branded packaged soups
segment
Increased geographical spread
Improved its products and their
marketing specially oral care
Aims at doubling its revenues and
profits by the end of 2013-14
7. Product Offerings
Personal Care Segment :
Hair Care Oil and Shampoo (Vatika)
Skin Care (Fairness Face Pack)
Oral Care (Red Gel and Toothpaste)
Food Products Range :
Juice (Real/Real Activ)
Dabur Honey
Hommade (Packaged Soups)
9. SWOT Analysis
Strengths :
Century old company
Established brand
Ayurvedic/Herbal product line
Leaders of market in Herbal Digestives
Innovativeness in promotion
Weakness :
Profitability is uneven across product
line
10. SWOT Analysis (cont.)
Opportunities :
Extend Vatika brand to new
categories like Skin Care and Body
Wash segments
Launch several OTC brands
South Indian market
Explore new geographical areas
Launching new products like
mouthwash and shaving creams
11. SWOT Analysis (cont.)
Threats :
Competition in FMCG market by
some well established brands
Other fields of medicine like
homeopathic and Allopathic
Markets where Herbal products are
not recognized
12. Need For Restructuring
Image was restricted to Ayurvedic
Company
Association with a particular age group
(35-plus age group) made them lose other
potential customers
Diversified into too many product ranges
Lower sales and Profits
13. The Restructuring Process
Cut down on all its low contribution
brands
Positioned itself as Herbal specialists in
FMCG market
Set higher target and identified
growth drivers
Filling gaps in Oral Care and Hair Care
market
Entered new potential areas and
targeted youth as well as school
children
14. New Branding Strategies
Changed its branding strategy from
umbrella strategy to key brand
strategy
Brand rejuvenation :
Old logo New logo
New Tagline : „ Celebrating life „
Production line extension
15. Why line extension
Line extension was adopted as :
It could attract different target
audience
It could renew interest and liking for
brand by introducing new variants
It could increase market share
Diversify without much risk
New strategy would give customers
something better and different
16. New HR Initiatives
gives full autonomy to its employees
offering ESOPs to new engineering and
management trainees
Various training and development
programs
Bonus to its employees
listed as a “Great Place to Work”
17. Target Market
Through diversification, Dabur has tapped
various target segments like :
Youth (Hair oil, Face cream)
Health conscious people (Healthcare)
School children (Hajmola and school
packs)
Mothers (Juices)
Existing old age group (Chyawanprash)
18. Marketing Mix
Product :
Division : Into 5 power brands
Quality : High
Size : Available in different sizes
Design : Available in tetra packs,
bottles, sachets
19. Marketing Mix (cont.)
Price :
Variable pricing In every target segment
Selective price reduction to increase
demand
Introduction of smaller packs
Came out with Re. 1 sachets of shampoo to
increase market share
Cutting price to be standout against
competition
20. Marketing Mix (cont.)
Place :
Constantly increases its geographical
spread to increase cost revenues
Entered South Indian market
Expanding the international market
with presence in over 50 countries
Subsidiaries established in Nepal,
Pakistan, Nigeria and Bangladesh
21. Marketing Mix (cont.)
Promotion :
Different brands have its own marketing,
promotion and advertising team
Used popularity of Indian films in domestic and
global market to promote its brand
Undertook most of its advertising campaigns
with Mr. Bachchan endorsing its brands
Tied up with discovery channel and targeted
various institutions like schools and hotels
22. Vision 2014
Doubling of the sales figure from 2010
The new plan will focus on expansion,
acquisition and innovation
Growth will be achieved through
international business, homecare, healthcare
and foods
Southern markets will remain as a focus
area