dabur case study ppt

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Dabur Case study: An Aatmanirbhar brand since 1884

Before we get into the Dabur case study, let us do a swift check. Think about the first brand or product of Dabur that comes to your mind when you first think of Dabur. For me, this name immediately triggers a top of the mind recall of Dabur Amla Hair Oil. It was perhaps the one item that donned the shelves of every household back in the 1990s and continues to do so till today.

Reasons being – trust and dependence that most of our parents have on the brand. Which is visible by the brand loyalty that the company continues to enjoy even today after all these years. This is Indicative from Dabur’s recent campaign ‘Yeh Bharat Hai Hamara, Yeh Dabur Hai Humara’ to showcase what sort of love the brand garners in India – we have written about the campaign near the end of this post, so stick around.

But before we understand Dabur’s journey to brand dominance, lets dive into how it all began.

Humble Beginnings

Ayurveda practitioner Dr. SK Burman decided to start making healthcare products in Calcutta in 1884. He was credited for making medicines for diseases like Malaria and Cholera. He then went on to form Dabur India Ltd. to mass manufacture his medicines.

What started as a simple medicine production venture gained scale in 1896. It was when SK Burman decided to set up the company’s first manufacturing plant to produce new medical formulations. Dabur had already started gaining recognition for its medicines in the natural healthcare category by the time.

This was the beginning of a growth journey that only saw the graph go upwards for Dabur all through the 1900’s. This growth included many joint ventures, factory openings and product diversification, propelling the progress of the company.

Cut to the year 2000, Dabur’s turnover crossed Rs. 1000 Crores giving the company a seat at the Indian corporate giants’ table.

Dabur’s New Product portfolio

From selling just natural ayurvedic medicines to handling a product portfolio of more than 250 Ayurvedic and natural healthcare products, Dabur has come a long way in establishing its brand name in the minds of an average Indian consumer. In India, Dabur has two main divisions in the FMCG category. The first division is the consumer care division (CCD) which consists of products in hair care, health supplements, oral care, digestives and baby care products. The second division is the foods division operating as Dabur Food Ltd. which consists of fruit juices, cooking pastes, sauces, and items for institutional food purchases. You can see their product portfolio above.

Dabur’s Marketing Strategy

Dabur has been able to successfully navigate its way to the top of the FMCG leader boards despite heavy competition from the likes of Parle, Marico, HUL etc. Today it is one of the top 10 companies in the FMCG category in India based on sales turnover for the year 2019.

Here’s how the company managed to get to the top:

Let’s look at some defining elements of Dabur’s marketing strategy over the years to understand its growth trajectory:

Dabur employs an umbrella branding strategy that is tactfully communicated by the brand’s logo which is an old banyan tree indicating the company’s long history, stability, and potential.

The target customer segment of Dabur is the middle income group and this has been constant over the years. It has enabled the company to employ a competitive pricing strategy to make their indigenous products available to all classes of customers.

Dabur’s source of competitive advantage is not only their products, it’s also their distribution strategy . Approximately 2.8 million retailers interact with Dabur and its products, that are spread all over the country. The company makes its products available to all departmental stores, mom and pop stores etc. using a three level distribution channel comprising of the carrying and forwarding agent (C&F) to wholesalers to retailers. In the case of supermarkets and large departmental stores, the company makes its products available through C&F agents.

The FMCG giant’s advertisement campaigns and celebrity endorsements have helped it remain relevant to the millennial generation without changing its product offering significantly. One of its notable campaigns which is a prominent example of moment marketing remains the linking of its product Dabur Red toothpaste to the ICC Cricket World Cup in 2015. Here, the company focused on the strong teeth proposition of Dabur Red toothpaste which metaphorically hinted the defeat of the rival cricket teams in the world cup. The slogan of the campaign was #sabkochabajaayenge.

Dabur has on multiple occasions advertised their products on movie, check the example below.

What’s Next?

In a masterstroke move, Dabur has become the 1st FMCG brand to have capitalized on the Aatmanirbhar Bharat vision of the PM by launching a new ‘vocal for local’ campaign . The objective is to highlight Dabur’s 135-year-old Indian history. And, to communicate its brand legacy of supporting every Indian household since its inception.

The campaign titled, ‘Yeh Bharat Hai Hamara, Yeh Dabur Hai Humara’ is an example of tying a national sentiment to your brand and emotionally reaching out to your customers through your products.

Per Lalit Malik, CFO Dabur India, the company’s is going focus on gaining market share over margins in the short term . While also adhering to their overarching vision, which is ‘dedicated to the health and well-being of every household’.

A note of thank you..

The piece was put together by Sidhant Satapathy a guest author, you will read more from him in the coming weeks.

If you’re looking to read more, take a look at the story of Mondelez India.

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Dabur Case Study Presentation

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Dabur India Ltd. - Globalization

By: Niraj Dawar, Chandra Sekhar Ramasastry

Dabur, an Indian consumer package goods company, had established a strong brand equity in India by offering, for decades, a vast portfolio of over-the-counter products. In seeking international…

• Length: 18 page(s)
• Publication Date: Jun 10, 2009
• Discipline: General Management
• Product #: 909A17-PDF-ENG

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Dabur, an Indian consumer package goods company, had established a strong brand equity in India by offering, for decades, a vast portfolio of over-the-counter products. In seeking international expansion in 1987, it first took the export route. It also "followed" the customer, targeting the Indian diaspora in the Middle East, Africa and the United States, already familiar with the brand. By 2006, Dabur had set up five manufacturing facilities outside India. In June 2007, Dabur had to make, in countries such as Nigeria for example, some critical choices. It had to choose between sticking to the diaspora, a market it understood best, and targeting the mainstream population. It had to choose its growth options between categories like personal care, in which it had built up competencies, and categories such as oral care and home care, which were the new engines of growth in its international markets but in which the company had no track record, either on the home front or overseas. The case study helps students deal with issues of growth and consolidation in a global market from the perspective of the company's chief executive officer and the head of its international operations.

Learning Objectives

• Bring out the imperatives for a CPG company in an emerging market to go global.

• Examine the alignment between domestic competencies and the demands of globalization.

• Discuss the merits (and demerits) of the company's template for globalization.

• Determine the course of action in Nigeria.

Jun 10, 2009

Discipline:

General Management

Geographies:

Industries:

Wholesale trade

Ivey Publishing

909A17-PDF-ENG

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India: Dabur India Limited. Success Thru Innovation – A Case Study

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A Company profile describes all the relevant elements of a business, which helps the investors and stakeholders evaluate the business s value and performance. Check out our professionally designed Dabur Company Profile PowerPoint presentation. At first, it includes a company overview, vision, mission, and principles with corporate history. It also includes the business structure and segments consumer care, food business, and retail business. Additionally, the PPT shows the product market share leadership position and product portfolio hair care products, healthcare products, home care products, skin care products, oral care products, and food products. Moreover, the module covers product positioning, which covers Indian and international business. It also emphasizes the companys geographic presence, management team, business model, and distribution structure. Furthermore, it covers the financials of Dabur, including revenue, operating profit, PAT, EPS, and market capitalization. It also includes competitor analysis and strategy, highlighting new product launches, risk and mitigation strategies, and expansion strategies. At last, it includes a SWOT analysis and corporate social responsibility of Dabur. Get access to this powerful template now.

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Slide 1 : This slide introduces Dabur Company Profile. State your company name and begin. Slide 2 : This slide shows Table of Content for the presentation. Slide 3 : This slide highlights the Dabur India Ltd company overview. Slide 4 : This slide presents short-term and long-term goal of Dabur. Slide 5 : This slide displays Dabur history from 1884 to 2022. Slide 6 : This slide highlights the Dabur domestic and international business. Slide 7 : This slide showcases the business segments of Dabur. Slide 8 : This slide shows Dabur consumer care business segment products. Slide 9 : This slide highlights the Dabur food business segment. Slide 10 : This slide presents Dabur retail business segment. Slide 11 : This slide displays Product market share leadership position in countries. Slide 12 : This slide represents Products portfolio classification. Slide 13 : This slide highlights the Dabur hair care products range. Slide 14 : This slide showcases Dabur healthcare range which includes health supplements, digestives, etc. Slide 15 : This slide shows the Dabur home care items range. Slide 16 : This slide highlights the Dabur skin care items. Slide 17 : This slide presents the oral care items range. Slide 18 : This slide highlights the Dabur food products range. Slide 19 : This slide displays the Dabur product positioning (Indian business). Slide 20 : This slide highlights the Dabur product positioning (International business). Slide 21 : This slide represents Healthcare products with market position. Slide 22 : This slide showcases Home & personal care products with market position. Slide 23 : This slide shows National and international brands. Slide 24 : This slide presents manufacturing facilities of Dabur in India. Slide 25 : This slide displays manufacturing facilities of Dabur through the world map. Slide 26 : The following slide showcases Dabur CEO and board of directors. Slide 27 : This slide represents business model of Dabur company. Slide 28 : This slide highlights the Dabur domestic distribution structure. Slide 29 : This slide showcases Dabur materiality assessment matrix. Slide 30 : This slide highlights the Dabur company statistics of the financial year 2021-22. Slide 31 : This slide shows Revenue, operating profit and PAT. Slide 32 : This slide presents Earning per share and market capitalization. Slide 33 : This slide displays Performance highlights and summary (FY2021-22). Slide 34 : This slide represents Key financials summary – FY20, FY21 and FY22. Slide 35 : This slide highlights the competitor analysis of Dabur, HUL, Colgate-Palmolive, Bajaj and ITC . Slide 36 : This slide showcases the new products launched by Dabur in 2021-22. Slide 37 : This slide shows Risk and mitigation strategies. Slide 38 : This slide presents Driving efficiencies with operational excellence. Slide 39 : This slide highlights the Dabur expansion strategy. Slide 40 : This slide displays employee development model of Dabur. Slide 41 : This slide highlights the Dabur SWOT analysis. Slide 42 : This slide represents CSR focus areas and expenditure. Slide 43 : This slide showcases Current ESG and future strategy. Slide 44 : This slide shows Environmental sustainability and ecological balance. Slide 45 : This slide contains all the icons used in this presentation. Slide 46 : This slide is titled as Additional Slides for moving forward. Slide 47 : This is Our Mission slide with related imagery and text. Slide 48 : This slide describes Line chart with two products comparison. Slide 49 : This slide provides Clustered Column chart with two products comparison. Slide 50 : This is Our Target slide. State your targets here. Slide 51 : This slide shows Post It Notes. Post your important notes here. Slide 52 : This slide depicts Venn diagram with text boxes. Slide 53 : This slide provides 30 60 90 Days Plan with text boxes. Slide 54 : This slide contains Puzzle with related icons and text. Slide 55 : This is a Thank You slide with address, contact numbers and email address.

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Family Business Governance System of Dabur Group a Case Study

Nov 07, 2019

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This paper studies about family business i.e. a corporation that is entirely owned and managed by members of a single family. This paper also studies how family business is managed by good family business governance system for effective control. Good governance in terms of separate family governance structure and business governance structure. This paper studies about family business governance system of Dabur Group popular business group in India. Mr. Sanket V. Ravan "Family Business Governance System of Dabur Group a Case Study" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Special Issue | Fostering Innovation, Integration and Inclusion Through Interdisciplinary Practices in Management , March 2019, URL: https://www.ijtsrd.com/papers/ijtsrd23091.pdf Paper URL: https://www.ijtsrd.com/management/business-and-retail-research/23091/family-business-governance-system-of-dabur-group-a-case-study/mr-sanket-v-ravan<br>

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International Journal of Trend in Scientific Research and Development (IJTSRD) Conference Issue | March 2019 Available Online: www.ijtsrd.com e-ISSN: 2456 - 6470 Fostering Innovation, Integration and Inclusion Through Interdisciplinary Practices in Management Family Business Governance System of Dabur Group a Case Study Mr. Sanket V. Ravan Assistant Professor, Chhatrapati Shahu Institute of Business Education and Research, Kolhapur,Maharashtra, India ABSTRACT This paper studies about family business i.e. a corporation that is entirely owned and managed by members of a single family. This paper also studies how family business is managed by good family business governance system for effective control. Good governance in terms of separate family governance structure and business governance structure. This paper studies about family business governance system of Dabur Group popular business group in India. KEYWORDS: Family Governance structure I. INTRODUCTION A family business means the business actively owned and or managed by more than one member of the same family. To manage family business effectively is called as family business management. To manage family business we require proper governance system for family as well as business since both are separate entities and their management and control required is separate. For family a Family constitution and family Institutions should be their. And for business good composition of Board of Directors and professional management and CEO is important. Board committees are also essential for effective governance of business. II. LITERATURE REVIEW Burman, Anand. (2012) In their article “How Dabur's Burmans Segregated Family and Business” as he told to Prince Mathews Thomas they have explored about their own family business he stated family governance system of their group. He stated family constitution and the council do not govern personal matters. Raghunathan, A. (2015) in her article entitled “Delhi's Burman Family Professionalized Consumer Company Dabur In 1998 And Reaped Rich Reward” given details regarding Burman damily history how Dabur group was established by S.K.Brman. She has given details regarding Family governance system of Dabur group like only male members are their with age more than 25. No females can be part of family council. Chairman and voice chairman position are researved for family members and chairman is rotated with consent of family members. N MADHAVAN. (2017) In his article entitled “A family constitution can bridge the gap between family and business values” given details regarding Dabur group family Governance system. Dabur created a family council with all the male members of the family, above the age of 25, numbering over 10, were made part of it, which acts as an Organised By: Management Department, Chhatrapati Shahu Institute of Business Education and Research, Kolhapur, Maharashtra How to cite this paper: Mr. Sanket V. Ravan “Family Business Governance System of Dabur Group a Case Study” Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Special Issue | Fostering Innovation, Integration and Inclusion Through Interdisciplinary Practices in Management, March 2019, pp.164-168, URL: https://www.ijtsrd. com/papers/ijtsrd2 3091.pdf IJTSRD23091 interface between the family and the Board and management of Dabur. In his article he has compare family constitution of various family business like Dabur, GMR, Emami group etc. Ravan Sanket V. (2018) In his paper entitled “Governance System of Family Business: A Case study of Godrej Group” studied family governance system of Godrej group. And conclude that Godrej group got success because of their proper governance system for business and family, with involving more independent outside directors on board for better governance. Also they have good family constitution in terms of vision, mission and values. This study covers family governance system for family business management and challenges faced by family business in India. @ IJTSRD | Unique Paper ID - IJTSRD23091 | Conference Issue | FIIITIPM - 2019 | March 2019 Page: 164

International Journal of Trend in Scientific Research and Development (IJTSRD) @ www.ijtsrd.com eISSN: 2456-6470 III. 1.To study family governance system in family business. 2.To study family business governance system of Dabur group. IV. RESEARCH METHODOLOGY For the completion of research paper researcher has used Descriptive research method. Data collection: For this research, data is collected through only secondary sources like company website, various articles available on internet, research paper in journal etc. V. LIMITATIONS OF THE STUDY The study was conducted through secondary data sources only. OBJECTIVES OF THE STUDY Fig- Governance structure for family business enterprise VI. Theoretical background- Definition- Family business has been defined as a business that is owned and managed (i.e, controlled) by one or more family members (handlers , 1989.,Hollander & Elman ,1988). DISCUSSION FAMILY GOVERNANCE INSTITUTIONS- Family Assembly- The family assembly is a formal forum for discussion for all family members about issues of business and family. During the founder(s) stage of the business, the family assembly is replaced by a more frequent and informal “Family Meeting”. Meeting 1-2 times a year. Family Council- “Family Supervisory Board”, “Inner Council”The family council is a governance body that focuses on family matters. It is to the family what the board of directors is to the enterprise. The council is usually established once the family reaches a critical size, i.e. more than 30 members. Manageable size, i.e. from 5 to 9 members. These members are usually elected by the family assembly by taking into consideration their qualifications and availability to perform the council’s duties, meet from 2 to 6 times per year. Family Office- The family office is an investment and administrative centre that is organized and overseen by the family council. Family offices are usually very common within large and wealthy families in business, whose members express a need for getting personal financial, banking, accounting, and other advice, usually populated by professional managers who monitor the investments, tax compliance, insurance, financial planning, and intra-family transactions such as gifts of stocks and estate plans. Advisory boards- The advisory board is a group of experienced and respected individuals that many family businesses form when their own boards of directors remain only composed of family members and company senior managers. Practical size for an advisory board is from 3 to 7 members At world level various popular family business are present like Ford , Samsung ,Toyota, Wal-Mart, WWE etc. In India various popular family business are present like Aditya Birla Group, Godrej, Wipro, Hero Moto Corp, Tata Group , Dabur Group etc. Governance in a family business can be thought of in terms of: A.Structures, such as creating a family learning and development committee; B.Processes, for example, creating and running ongoing ownership education programs and the annual preparation of a personal development plan; and C.Policies, for example, an aspect of the family employment policy could be that family member employees are expected to participate in the family learning and development programs. The major constituents of a family governance structure are: A family constitution that clearly states the family vision, mission, values, and policies regulating family members’ relationship with the business. Family institutions which can have different forms and purposes, e.g. Family assembly, family council, and other family committees. @ IJTSRD | Unique Paper ID - IJTSRD23091 | Conference Issue | FIIITIPM - 2019 | March 2019 Page: 165

International Journal of Trend in Scientific Research and Development (IJTSRD) @ www.ijtsrd.com eISSN: 2456-6470 Board of Directors- board size, i.e. 5 to 9 members. Main tasks assigned to the board of directors include: Securing senior management succession. Ensuring the availability of financial resources. Ensuring the adequacy of the company’s internal controls and risk management systems. Reporting to the owners and other interested parties. Discussion- A Case of Dabur Group- Dabur India Ltd is one of India’s leading FMCG Companies with Revenues of over Rs 7,680 Crore & Market Capitalisation of over Rs 48,800 Crore. Building on a legacy of quality and experience of over 133 years, Dabur is today India’s Most Trusted Name and the World’s Largest Ayurvedic and Natural Health Care Company. The story of Dabur began with a small, but visionary Endeavour by Dr. S. K. Burman, a physician tucked away in Business Governance System of Dabur- Composition of Board of Dabur India Limited Dabur, appointed non family professional CEO. Mr. Sunil Duggal is the Chief Executive Officer (CEO) of the $1.2 Billion Dabur India Limited, one of India’s largest consumer products maker & best ayurvedic company. Bengal. His mission was to provide effective and affordable cure for ordinary people in far-flung villages. With missionary zeal and fervour, Dr. Burman undertook the task of preparing natural cures for the killer diseases of those days, like cholera, malaria and plague. Soon the news of his medicines traveled, and he came to be known as the trusted 'Daktar' or Doctor who came up with effective cures. And that is how his venture Dabur got its name - derived from the Devanagri rendition of Daktar Burman. Dr. Burman set up Dabur in 1884 to produce and dispense Ayurvedic medicines. Reaching out to a wide mass of people who had no access to proper treatment. Dr. S. K. Burman's commitment and ceaseless efforts resulted in the company growing from a fledgling medicine manufacturer in a small Calcutta house, to a household name that at once evokes trust and reliability. Date of Name of the Director Directors Category Tenure* Appointment in the Current term/ cessation 13.10.19861 01.11.20012 23.07.20072 31.01.20123 01.04.19984 31.07.20005 Dr. Anand C. Barman Amit Burman Mohit Burman Saket Burman P D Narang Sunil Duggal N.A. N.A. N.A. N.A. N.A. N.A. 5 yrs. 5 yrs. 5 yrs. 5 yrs. 5 yrs. 5 yrs. Chairman/NonExecutive ViceChairman/Non- Executive Non-Executive Non-Executive Executive Executive/CEO 22.07.20146 P N Vijay Non Executive/ Independent 22.07.20146&3A R C Bhargava Non Executive/ Independent Dr. S Narayan Non Executive/ Independent 22.07.20146&3A Dr. Ajay Dua 22.07.20146 Non Executive/ Independent Sanjay Kr. Bhattacharyya Mrs. Falguni Sanjay Nayar Non Executive/ Independent 22.07.20146 28.07.20146 Non Executive/ Independent Various Committees 1. Audit Committee 2. Stakeholders Relationship Committee 3. Nomination and Remuneration Committee 4. Risk Management Committee CEO- This position is taken by non-family member Mr.Sunil Duggal @ IJTSRD | Unique Paper ID - IJTSRD23091 | Conference Issue | FIIITIPM - 2019 | March 2019 Page: 166

International Journal of Trend in Scientific Research and Development (IJTSRD) @ www.ijtsrd.com eISSN: 2456-6470 Family Governance System – Family Council- Dabur created a family council. Family council was set up and all the male members of the family, above the age of 25, numbering over 10, were made part of it, which acts as an interface between the family and the Board and management of Dabur. ( N MADHAVAN, 2017) The family council of the Burman family meets every quarter, usually after the Board Meeting where the financial results are announced. (Bhasin, 2017) . At each Council meeting, the CEO and other executives will present the performance of the business to the Council, thereby allows discussion between management and family. (JAFFE, 2002) Family Council is entirely male--no wives, sisters or mothers may join. (Raghunathan, 2015) The constitution and the council do not govern personal matters. But someone has a proposal to start a new venture, he can present it to the council. Council’s role is look the broader business strategies and vision of company. Family Business Council provided venture capital funding for new business ideas. Family Assembly-It is at this meeting that members are encouraged to talk about their own venture. The family members who are part of the Board of Directors of Dabur take the other family members through the business and the projections for the year ahead. The family gets together for events like engagements, marriages and milestone birthdays and anniversaries. (Raghunathan, 2015) Family Office- The family office in downtown Delhi consisted of offices on several floors of a small building, and there the family is located. Apart from offices for family members, there are offices for several family advisors, including P. D. Narang, who has held key positions in Dabur (including a Director on the Board) and has been working with the family for many years as a business advisor. (JAFFE, 2002) given point in time. ( Goyal, Dotiwala, Kumra, & Choudhary, 2016) Family members can’t occupy executive positions in Dabur ,except the board level representation. The family members can only hold the Chairman and Vice-Chairman positions in the business. The 4 family members on the Dabur board represent the two branches of the family--descending from the two grandsons of the founder. The chairmanship is rotated between the different families and consensus. (Raghunathan, 2015) Employment Policy- A family member has to prove their worth by working in other outside organizations before joining Dabur. No Family members can occupy executive positions in Dabur. Only professional outsiders play that role. is arrived at by Value system of Dabur- Vision "Dedicated to the health & well being of every household" Principles Ownership- This is our company. We accept personal responsibility, and accountability to meet business needs. Passion For Winning- We all are leaders in our area of responsibility, with a deep commitment to deliver results. We are determined to be the best at doing what matters most. People Development- People are our most important asset. We add value through result driven training, and we encourage & reward excellence. Consumer Focus- We have superior understanding of consumer needs and develop products to fulfill them better. Team Work- We work together on the principle of mutual trust & transparency in a boundary-less organization. We are intellectually honest in advocating proposals, including recognizing risks. Innovation- Continuous innovation in products & processes is the basis of our success. Integrity- We are committed to the achievement of business success with integrity. We are honest with consumers, with business partners and with each other. Family Constitution: Family policies and guiding vision and values that regulate members relationship in business. In family constitution of Burman family they have clear succession process and dividend policy. The constitution and the council do not govern personal matters.(Anand Burman,2012) Also, in the group, the positions of chairman and vice- chairman have, historically, been held by members of the family. Further, neither of them draw salaries; their income is only from dividends. ( Goyal, Dotiwala, Kumra, & Choudhary, 2016) These two roles are also rotated within the four branches of the Burmans by the family council. There are never more than four family nominees on the 12-member board at any Dabur has also set Code of Conduct for the Board of Directors and Senior Management. VII.CONCLUSION This study concludes that managing family business is difficult task. It requires proper governance system to manage business effectively as well as maintain harmony and good relationship between family members. So, it is essential that separate family governance system and business governance system for family business. As in case of Dabur group Burman family they got success because of proper governance system for business and family also they @ IJTSRD | Unique Paper ID - IJTSRD23091 | Conference Issue | FIIITIPM - 2019 | March 2019 Page: 167

International Journal of Trend in Scientific Research and Development (IJTSRD) @ www.ijtsrd.com eISSN: 2456-6470 have set example for other business by appointing non- family professional CEO for the company. In Dabur only four family members are their on the board out of 12 it shows their professionalism. Also no family member is handling executive role. So, it concludes that an important reason behind the success of Dabur Group is their good family Business Governance system and involvement of professional management. REFERENCES Books & Journals: [1] Car lock, R. S. and Ward, J.L. (2001). Strategic Planning for the Family Business: parallel planning to unify the family and business, New York. Palgrave. [2] Ernesto J. Poza -Family Business, Third Edition. [10] Raghunathan, A. (2015, October 7). Delhi's Burman Family Professionalized Consumer Company Dabur In 1998 And Reaped Rich Rewards. Forbes Asia. [11] Ravan, S. V. (2018). Governance System of Family Business: A Case study of Godrej Group. Research Journey Multidisciplinary International E-research Journal, 60-66. } Website- [1]https://www.dabur.com/in/en-us/about [2]https://www.dabur.com/img/upload-files/877- daburcgr31122018..pdf [3]http://www.forbesindia.com/article/my- learnings/how-daburs-burmans-segregated-family- and-business/34203/1 [3] Family Business Management (generation to generation) from family business to business family- Prof.(Dr.) Mukesh Bhatia [4]https://www.forbes.com/sites/anuraghunathan/2015 /10/07/delhis-burman-family-professionalized- consumer-company-dabur-in-1998-and-reaped-rich- rewards/#4a3bdc421e0b [4] IFC Family Business Governance Handbook [5]http://www.forbesindia.com/article/indias-family- businesses/a-family-constitution-can-bridge-the-gap- between-family-and-business-values/46417/1 [5] Bhasin, S. (2017, November 21). Conflict and the Families in Business . The Economics Times. [6]https://www.livemint.com/Companies/HIUyGkDN5hp fEJjJr64WiN/Creating-a-family-governance.html [6] Burman, Anand. (2012, November 28). How Dabur's Burmans Segregated Family and Business. India Forbes. [7]https://economictimes.indiatimes.com/familybusiness forum/insights/conflict-and-the-families-in- business/articleshow/61740140.cms?from=mdr [7] Goyal, A., Dotiwala, F., Kumra, G., & Choudhary, V. (2016, January 27). Creating a family governance. livemint. BIBLIOGRAPHY \l 1033 [8]http://www.campdenfb.com/article/dabur-india-ltd [9]https://www.ifc.org/wps/wcm/connect/159c9c00485 82f6883f9ebfc046daa89/FB_English_final_2008.pdf?M OD=AJPERES [8] JAFFE, D. (2002, February 1). DABUR INDIA LTD. Retrieved from http://www.campdenfb.com: http://www.campdenfb.com/article/dabur-india-ltd Copyright © 2019 by author(s) and International Journal of Trend in Scientific Research and Development Journal. This is an Open Access article distributed under the terms of the Creative Commons Attribution License (CC BY 4.0) (http://creativecommons.org/licenses/by/4.0) [9] N MADHAVAN. (2017, March 29). A family constitution can bridge the gap between family and business values. India Forbes.. @ IJTSRD | Unique Paper ID - IJTSRD23091 | Conference Issue | FIIITIPM - 2019 | March 2019 Page: 168

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Market share, product line, ayurvedic drugs, branding strategy, 5 power brands.

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

Dabur India is the 4th Largest FMCG Company in India Legacy of over 100 years Strategic Business Units in Health care, Personal care

and Food products Dabur has a turnover of Rs.1899.57 crore with powerful

brands like Dabur Amla, Dabur Chyawanprash, Real, Vatika and Hajmola

Bottom Line Driven Company Product marketed in over 50 countries Leader in Herbal Digestives with 90% market share

PRESENT SCENARIO

Established : 1884 Founder : Dr. S K Burman Basic Motive : Manufacture of Ayurvedic Drugs Achieved : By setting up manufacturing units and

setting up Research and Development Labs Expanded its product line in the mid 1900’s by launching

Dabur Hair Oil and Chyawanprash Added Oral Care Products in the 1970’s Shifted base from Kolkata to New Delhi in 1972 Launched Hajmola tablet in 1978

DABUR -THE BRAND

In 2004, restructured its portfolio and structured itself into three main SBU’s

Has 5 power brands under its portfolio Entered new markets like the Juice segment, branded

packaged soups segment Developed its Oral Care Market Increasing its geographical spread Aims at doubling its revenue and profit by the end of

DABUR -THE BRAND (contd)

PRODUCT OFFERINGS

PERSONAL CARE SEGMENT : Hair Care Oil and Shampoo (VATIKA) Skin Care (FAIRENESS FACE PACK) Oral Care (DABUR RED GEL AND TOOTHPASTE)

FOODS PRODUCT RANGE: Juice ( REAL/ REAL ACTIV) Dabur Honey Hommade (Packaged Soups)

PRODUCT OFFERINGS (contd)

AYURVEDIC HEALTH PRODUCTS: Digestive Segment (HAJMOLA) Dabur Chyawanprash Pudin Hara AYURVEDIC DRUGS PHARMACEUTICALS

BRAND EQUITY

The Brand Equity of Dabur can be judged by the model BRAND ASSET VALUATOR

Four Key components : Differentiation Relevance Esteem Knowledge As Dabur is a well- established brand all the four

components are high HERBAL has been Dabur’s Brand equity since centuries

HOW DABUR BUILD ITS BRAND EQUITY?

Identities making up the brand-

Choice of its logo, symbol, slogan, packaging

Marketing Activities

Associations of the brand

WHY RESTRUCTURING?

Image : Ayurvedic Company Association: 35 - plus age group Problems : Diversified into too many product ranges Image Association with a particular age group and hence

losing on the other potential customers Lower Sales and Profits

THE RESTRUCTURING PROCESS

Cut down on all its low Contribution Brand Positioned itself as an Herbal specialist in the FMCG

sector Set Higher Targets Identified Growth Drivers Filling up the gaps in Oral Care as well as Hair Care

market Set itself a new Brand Strategy Entered new potential areas and targeted the youth as

well school children

BRANDING STRATEGY

Changed its branding strategy by moving from the Umbrella Strategy to the Key brand Strategy

Categorized itself into five power brands Dabur (HEALTHCARE) Vatika (HAIR CARE) Anmol (PERSONAL CARE) Real ( JUICES) Hajmola (DIGESTIVE SUPPLEMENTS)

BRANDING STRATEGY (contd)

PRODUCT LINE EXTENSION In the JUICES range Dabur introduced : Coolers (Low fruit Content) Real ( High fruit pulp Content) Real ACTIV (Health Conscious Youth) Real Juniors (for the children below 6 years of age) Real Schoolpack

WHY THESE STRATEGIES?

Line Extension Strategy was adopted by Dabur because:

It could attract different target audience Could renew Interest and liking for the brand by

introducing new variants It could increase its market share Diversify without much risk Moved from its Core strategy and hence could give

customers something better and different

POSITIONING

Dabur through its diversified brands has tapped various target segments like the :

Youth Health Conscious People School Children Mothers Existing Old age group

SWOT ANALYSIS STRENGTHS: Century Old Company Established Brand Ayurvedic/ herbal Product line Leader in Herbal Digestives where the product has 90% of

the market share Innovativeness in Promotions WEAKNESS: Profitability is uneven across product line

SWOT ANALYSIS (contd)

OPPORTUNITIES: Extend Vatika brand to new categories like Skin Care

and body wash segments Launch several OTC brands Southern India Market Exploring new geographical areas- local as well global Oral Care Segment Launching new Products like Hair oils, Herbal and Gel

Toothpastes etc.

SWOT ANALYSIS (Contd)

THREATS: Competition in the FMCG sector from well established

names Other fields of medicine- Allopathic and Homeopathic Markets where Herbal products are not recognised

MARKETING MIX

PRODUCT: Products have been

divided into 5 power brands

Quality: High Sizes: Available in different sizes Design: Available in

Tetra Pack, Bottles, Sachets

Sr.No Brand Type

1. Dabur Healthcare

(Chyawanprash)

2. Vatika Herbal Beauty Brand

3. Anmol Personal Care Market

4. Real Foods

5. Hajmola Digestives

MARKETING MIX (contd)

PRICE: As, Dabur had different sub-categories it came out with

variable pricing to reach each and every target segment E.g. : One- litre bottle of Cooler (juice) was priced at

Rs.50 Selective Price Reduction to increase Demand Introduction of Smaller packs at Rs.5 Came out with Rs.1 sachet of Vatika Shampoo to

increase market share Cutting Price to stand out against competition

PLACE : Dabur constantly kept on increasing its geographic

spread to increase its sales revenues Entered the South Indian Market Expanding in the International Market Presence in over 50 countries Subsidiaries established in Nepal, Nigeria, Bangladesh

and Pakistan Focus areas : Asia Pacific, Afghanistan, Russia and other

CIS countries

PROMOTIONS : Different brands have its own marketing and advertising

team Different brands had different promotions Utilized the popularity of Indian films in the domestic and

global markets to promote its brands Undertook the most advertising campaign with Mr.

Bachchan endorsing Dabur brands Signed cricketer Virendar Sehwag and his wife for selected

Oral, Hair and Healthcare products

Adopted the INTEGRATED MARKETING COMMUNICATION programme in 2003 to increase its market share

Targeted the Institutional market which included hotels and airlines

Partnered with Institutional clients to provide value added services

Held various contests Training sessions and workshops for food and beverage

professionals Tie-up with Discovery Channel

THANK YOU!!!!

Dabur India (DABUR IN) - Moneycontrol.com

APPENDIX 1 QUESTIONNAIRE...1 APPENDIX 1 QUESTIONNAIRE QUESTIONNAIRE A STUDY ON CONSUMER PERCEPTION WITH RESPECT TO DABUR HONEY A CASE STUDY ON DABUR INDIA LIMITED PART I (A) DEMOGRAPHIC

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

Dabur India is the 4th Largest FMCG Company in India Legacy of over 100 years Strategic Business Units in Health care, Personal care

and Food products Dabur has a turnover of Rs.1899.57 crore with powerful

brands like Dabur Amla, Dabur Chyawanprash, Real, Vatika and Hajmola

Bottom Line Driven Company Product marketed in over 50 countries Leader in Herbal Digestives with 90% market share

PRESENT SCENARIO

Established : 1884 Founder : Dr. S K Burman Basic Motive : Manufacture of Ayurvedic Drugs Achieved : By setting up manufacturing units and

setting up Research and Development Labs Expanded its product line in the mid 1900’s by launching

Dabur Hair Oil and Chyawanprash Added Oral Care Products in the 1970’s Shifted base from Kolkata to New Delhi in 1972 Launched Hajmola tablet in 1978

DABUR -THE BRAND

In 2004, restructured its portfolio and structured itself into three main SBU’s

Has 5 power brands under its portfolio Entered new markets like the Juice segment, branded

packaged soups segment Developed its Oral Care Market Increasing its geographical spread Aims at doubling its revenue and profit by the end of

DABUR -THE BRAND (contd)

PRODUCT OFFERINGS

PERSONAL CARE SEGMENT : Hair Care Oil and Shampoo (VATIKA) Skin Care (FAIRENESS FACE PACK) Oral Care (DABUR RED GEL AND TOOTHPASTE)

FOODS PRODUCT RANGE: Juice ( REAL/ REAL ACTIV) Dabur Honey Hommade (Packaged Soups)

PRODUCT OFFERINGS (contd)

AYURVEDIC HEALTH PRODUCTS: Digestive Segment (HAJMOLA) Dabur Chyawanprash Pudin Hara AYURVEDIC DRUGS PHARMACEUTICALS

BRAND EQUITY

The Brand Equity of Dabur can be judged by the model BRAND ASSET VALUATOR

Four Key components : Differentiation Relevance Esteem Knowledge As Dabur is a well- established brand all the four

components are high HERBAL has been Dabur’s Brand equity since centuries

HOW DABUR BUILD ITS BRAND EQUITY?

Identities making up the brand-

Choice of its logo, symbol, slogan, packaging

Marketing Activities

Associations of the brand

WHY RESTRUCTURING?

Image : Ayurvedic Company Association: 35 - plus age group Problems : Diversified into too many product ranges Image Association with a particular age group and hence

losing on the other potential customers Lower Sales and Profits

THE RESTRUCTURING PROCESS

Cut down on all its low Contribution Brand Positioned itself as an Herbal specialist in the FMCG

sector Set Higher Targets Identified Growth Drivers Filling up the gaps in Oral Care as well as Hair Care

market Set itself a new Brand Strategy Entered new potential areas and targeted the youth as

well school children

BRANDING STRATEGY

Changed its branding strategy by moving from the Umbrella Strategy to the Key brand Strategy

Categorized itself into five power brands Dabur (HEALTHCARE) Vatika (HAIR CARE) Anmol (PERSONAL CARE) Real ( JUICES) Hajmola (DIGESTIVE SUPPLEMENTS)

BRANDING STRATEGY (contd)

PRODUCT LINE EXTENSION In the JUICES range Dabur introduced : Coolers (Low fruit Content) Real ( High fruit pulp Content) Real ACTIV (Health Conscious Youth) Real Juniors (for the children below 6 years of age) Real Schoolpack

WHY THESE STRATEGIES?

Line Extension Strategy was adopted by Dabur because:

It could attract different target audience Could renew Interest and liking for the brand by

introducing new variants It could increase its market share Diversify without much risk Moved from its Core strategy and hence could give

customers something better and different

POSITIONING

Dabur through its diversified brands has tapped various target segments like the :

Youth Health Conscious People School Children Mothers Existing Old age group

SWOT ANALYSIS STRENGTHS: Century Old Company Established Brand Ayurvedic/ herbal Product line Leader in Herbal Digestives where the product has 90% of

the market share Innovativeness in Promotions WEAKNESS: Profitability is uneven across product line

SWOT ANALYSIS (contd)

OPPORTUNITIES: Extend Vatika brand to new categories like Skin Care

and body wash segments Launch several OTC brands Southern India Market Exploring new geographical areas- local as well global Oral Care Segment Launching new Products like Hair oils, Herbal and Gel

Toothpastes etc.

SWOT ANALYSIS (Contd)

THREATS: Competition in the FMCG sector from well established

names Other fields of medicine- Allopathic and Homeopathic Markets where Herbal products are not recognised

MARKETING MIX

PRODUCT: Products have been

divided into 5 power brands

Quality: High Sizes: Available in different sizes Design: Available in

Tetra Pack, Bottles, Sachets

Sr.No Brand Type

1. Dabur Healthcare

(Chyawanprash)

2. Vatika Herbal Beauty Brand

3. Anmol Personal Care Market

4. Real Foods

5. Hajmola Digestives

MARKETING MIX (contd)

PRICE: As, Dabur had different sub-categories it came out with

variable pricing to reach each and every target segment E.g. : One- litre bottle of Cooler (juice) was priced at

Rs.50 Selective Price Reduction to increase Demand Introduction of Smaller packs at Rs.5 Came out with Rs.1 sachet of Vatika Shampoo to

increase market share Cutting Price to stand out against competition

PLACE : Dabur constantly kept on increasing its geographic

spread to increase its sales revenues Entered the South Indian Market Expanding in the International Market Presence in over 50 countries Subsidiaries established in Nepal, Nigeria, Bangladesh

and Pakistan Focus areas : Asia Pacific, Afghanistan, Russia and other

CIS countries

PROMOTIONS : Different brands have its own marketing and advertising

team Different brands had different promotions Utilized the popularity of Indian films in the domestic and

global markets to promote its brands Undertook the most advertising campaign with Mr.

Bachchan endorsing Dabur brands Signed cricketer Virendar Sehwag and his wife for selected

Oral, Hair and Healthcare products

Adopted the INTEGRATED MARKETING COMMUNICATION programme in 2003 to increase its market share

Targeted the Institutional market which included hotels and airlines

Partnered with Institutional clients to provide value added services

Held various contests Training sessions and workshops for food and beverage

professionals Tie-up with Discovery Channel

THANK YOU!!!!

Dabur Research Foundation New Delhi, INDIA …kinaselogistics.dk/download/DABUR/Kinase_Logistics_Pre-Clinical... · Dabur Research Foundation New Delhi, INDIA ... Dabur India Ltd

Dabur - ERP

Dabur India Case Study 2014 By Subin Kannan

Market Research Case Study Dabur Chvawanprash

A Study of Working Capital Management on Dabur- Heerendra

dabur Presentation

Dabur - A Strategic Management Case Study

Marketing Strategy of Dabur Vatika Hair Oil & Dabur Chyawanprash

Case Study: Office 365 - Dabur India PVT. LTD.

Dabur India (DABUR IN) - Moneycontrol.comstatic-news.moneycontrol.com/static-mcnews/2019/07/Dabur-India_22072019.pdfmilk based players and higher trade promotions. Dabur would step

Dabur Vatika

dabur final

Dabur Honey

APPENDIX 1 QUESTIONNAIRE...1 APPENDIX 1 QUESTIONNAIRE QUESTIONNAIRE A STUDY ON CONSUMER PERCEPTION WITH RESPECT TO DABUR HONEY A CASE STUDY ON DABUR INDIA LIMITED PART I (A) DEMOGRAPHIC

Case study of dabur amla hair oil.

Kuldeep Dabur

Family Business Governance System of Dabur Group a Case Study

Dabur Marketing Strategy of Dabur Vatika Hair Oil & Dabur Ch

Synopsis “Distribution Channel Relationship a study of Sales Promotion tools in Dabur Foods”

Dabur India a Case Study 2014

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