Chapter 1

EXECUTIVE SUMMARY

EXECUTIVE SUMMARY
This project deals with the rural distribution of dabur to check the service of the
distributor and also the depth and availability of daburs five products which
include sani fresh, chawyan junior, hajmola pudina, anmol coconut oil, babool
paste .
It starts with companys profile, which includes introduction, history of the
company, objective and goals, awards received and its various range of products
is described.
The emphasis of this project had been for finding out the distrbutors service and
knowing about the relationship between retailers and distributor.
The second part of the study deals with the survey followed for knowing the
Daburs five products range available with every individual retailer in the market
and also its depth with their competitive brands like sani fresh and
harpic,chawyan junior and bournvita, anmol coconut oil and paracute,babool and
colgate,pepsodent, hajmola pudina.
The survey was carried out with the help of a Questionnaires and observation
which were made to capture the overall view of retailers to know about their
relationship with Dabur and its competitors.
The study of retailers to improve their marketing strategies by understanding
various issues of concern.

Chapter 2
INTRODUCTION TO TOPIC

INTRODUCTION TO TOPIC

The concept Rural and Marketing, though used very frequently in various
forums, have eluded any precise and non- controversial definitions, The resulting
concept Rural Marketing means different things to different persons. This project
helps in understanding the problems of rural marketing poor diagnosis and, more
often than not, poor prescriptions to increase the market share in rural areas.
The Indian rural market with its vast size and demand base offers great
opportunities to marketers. Two thirds of countries consumers live in rural
areas and almost half of the national income is generated here. It is only natural
that rural markets form an important part of the total market of India. Our nation is
classified in around 450 districts, and approximately 630000 villages, which can
be sorted in different parameters such as literacy levels, accessibility, income
levels, penetration, distances from nearest towns, etc.
Rural marketing and urban marketing are identical as regards basic marketing
structure. However, rural markets and rural marketing have special features and
dilemmas as compared to urban markets. The rural markets offer a great scope
for a concentrated marketing effort because of the recent increase in the rural
incomes and the likelihood that such incomes will increase faster because of
better production and higher prices for agricultural commodities.
The rural markets dominate Indian marketing scene and need special attention
for the expansion of marketing activities and also for providing better life and
welfare.

DISTRIBUTION CHANNEL
A way of selling a company's product either directly or via distributors; "possible
distribution channels are wholesalers or small retailers or retail chains or direct
mailers or your own stores"
Distribution networks are modified and tweaked to be in line with the market
reality and companies goals. When growth in urban areas was tapering, FMCG
companies started concentrating on rural markets. To be in line with this strategy
and increase rural distribution, FMCG companies modified their distribution
structure.Similarly, when Modern Retail chains were setting up shop in India
companies modified their distribution strategy to serve them. Companies have
removed one layer called the Star Stores

THE CHANGE IN THE DISTRIBUTION NETWORK.

Before

the

change

the

distribution

networks

have

worked

like

this.

The rural distributors would have placed orders on depots and would have been
delivered stocks from the depots. The rural distributors would have then supplied
the Star Sellers based on a fixed route schedule. The Star Sellers in turn would
have serviced the retail outlets in each village.now what happen is that the rural
distributors will have to service the retail outlets previously serviced by the Star
sellers.

THE RURAL DISTRBUTORS COPE WITH THE SITUATION -:

Rural distributors start milk runs: this means is that the rural distributors
vans start from a base town (the town in which the rural distributor is
located) loaded with stock. It will travel on a particular route selling to retail
5

outlets on that route (these retail outlets would earlier have been serviced
by the Star Sellers). The route will typically end at the base town itself.

For village clusters that are far away from the base town, the rural
distributor may retain the Star Seller, replenishing the Star Sellers stocks
on a regular basis (once a week or once a fortnight). The Star Seller would
continue to service the retailers as before.

Wholesellers might be appointed. Instead of Star Sellers, the rural

distributor may sell to wholesellers in that area. The retail outlets would
come to the wholeseller to buy their stocks/supplies.

The rural distributor may have his seller who takes visits retail outlets for 34 days and takes orders. These orders are conveyed to the rural distributor
who despatches to the seller, the stocks. The seller then spends the
balance of the week 2-3 days supplying the stocks and collecting the cash.

Some retail outlets will be dropped from coverage. The dropped outlet will
have to depend on the wholeseller and buy from him.

THE RURAL DISTRIBUTORS MANAGE WITH LOWER MARGINS-:

It can be reasonable assumed that the rural distributors will give a better
quality of coverage to the rural outlets. This is because they would be
covering the outlets directly. The calls on the retail outlets will be more
reliable (i.e. same day every week), credit would be given to the retail
outlets, quality of execution of promotions will improve and visibility and
stock weights will improve. With better coverage, business will increase.
This will help the rural distributor get more margin money (on an absolute
sense) and reduce the fixed costs per call.

Chapter 3
COMPANY PROFILE

COMPANY PROFILE

Dabur India Limited is the fourth largest FMCG Company in India with
interests in Health care, Personal care and Food products

THE BACKGROUND

Dabur India Limited is the fourth largest FMCG Company in India with interests in
health care, personal care and food products. Building on a legacy of quality and
experience for over 100 years, today Dabur has a turnover of Rs.2396 crore with
powerful brands like Dabur amla, Dabur chawyanprash, Vatika, Hajmola & Real.

HISTORY OF DABUR

The story of Dabur began with a small, but visionary endeavour by Dr. S. K.
Burman, a physician tucked away in 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.

More than a century after Dr. S. K. Burman set up his company with the vision of
good health for all, Dabur has grown manifold. It is now a leading nature-based
health and family care products company. In this mission, the Burman family has
forged ahead with the founding thoughts of Dr. S.K. Burman, while also evolving
and progressing in tune with the changing demands of a growing business.

TIME LINE OF KEY EVENTS IN DABUR

1884

Birth of Dabur

1896

First Production Unit

1940

Launch of Dabur Amla Hair Oil

1949

Launch of Dabur Chyawanprash

1994

Raises First Public Issue

1995

Launch of Vatika Range

1996

Launch of Real Juice

2000

Crosses Rs 1000 crore Turnover

2003

Demerger of Pharmaceuticals
Business

2004

Promotion of 5 Power Brands

10

(Dabur, vatika, anmol, hajmola and real)

2005

Acquisition of Balsara Group of

Companies

2007

Dabur Food to merge with Dabur

India limited

Dabur India Limited has marked its presence with some very significant
achievements and today commands a market leadership status. The story of
success is based on dedication to nature, corporate and process hygiene,
dynamic leadership and commitment to partners and stakeholders.
Leading consumer goods company in India amongst turnover of Rs.
2396 Crore
3 major strategic business units:
Consumer Care Division (CCD)
Consumer Health Division (CHD)
Foods division (Real)
2 Subsidiary Group companies
Dabur Nepal and
Dabur International

13 ultra-modern manufacturing units spread around the globe Products

marketed in over 50 countries
11

LEADING BRANDS
Dabur The Health Care Brand
Vatika-Personal Care Brand
Anmol- Value for Money Brand
Hajmola- Tasty Digestive Brand Dabur Amla, Chyawanprash and Lal
Dant Manjan with Rs.100 crore turnover each Vatika Hair Oil Shampoo
the high growth brand Strategic positioning of Honey as food product,
leading to
market leadership (over 40%) in branded honey market

Dabur Chyawanprash the largest selling Ayurvedic medicine with over

65% market share

Leader in herbal digestives with 90% market share

12

Dabur Manufacturing Facilities In India

Source: company website

13

KEY FINANCIALS OVER THE YEAR

Ten Year Highlights

RS Crores
FY0 FY01 FY02* FY0 FY04** FY0 FY06 FY07 FY0 FY0
0
*
*
3
*
5
#
^
8
9
Operating Results:
Sales

982 1100

1200 1285 1236

1417 1757 2080 2396 2834

Other
Income

34

19

12

13

26

34

47

EBITDA

128

137

144

162

164

217

300

376

443

517.
3

EBITDA
13.0 12.5
Margins (%)

12.0

12.6

13.3

15.3

17.1

18.1 18.5 18.3

Profit
Before Tax
(PBT)

81

85

82

106

124

176

257

319

384

445

Taxes

14

14

15

19

30

39

52

54

Tax Rate
(%)

4.5

8.5

16.6

13.3

12.0

10.8

11.7

12.1 13.4 12.1

Profit After
Tax (PAT)

77

78

64

85

107

156

214

282

PAT
7.9
Margins (%)

7.1

5.4

6.6

8.6

11.0

12.2

13.5 13.9 13.8

333

391

Financial Position:
Fixed
Assets
(Net)

251

243

371

257

250

295

512

379

465

559

Current
Assets,
Loans &
Advances

412

393

504

522

340

408

471

640

774

951

14

Current
Liabilities &
Provisions

108

158

183

241

294

400

436

452

732

808

Net Working
304
Capital

235

322

281

46

35

189

42

143

Days of
Sales

113

78

98

80

14

33

18

Total
Assets

609

558

705

640

433

543

624

670

749 1081

Share
Capital

29

29

29

29

29

29

57

86

86

86.5

Reserves &
Surplus

292

334

365

388

257

335

440

393

531

731

Shareholder
320
s Funds

362

393

417

286

364

497

480

618

818

Loan Funds 289

196

304

964

132

164

121

160

99

228

Total
Capital
Employed

558

705

640

433

543

624

670

749 1081

ROCE (%)

17.0 19.5

12.6

16.1

28.6

31.3

39.0

45.7 47.6 38.8

RONW (%)

24.7 22.0

16.6

20.6

38.1

43.5

46.1

61.3 55.3 48.4

609

Return Ratios:

Equity Share Data:

Earnings
Per Share
(Rs)

27.1

2.7

2.3

3.0

3.7

5.4

3.7

3.3

3.9

4.5

Dividend
Per Share
(Rs)

10.0

1.0

0.5

1.4

2.0

2.5

1.8

1.42

1.5

1.75

No of
Shares (In
Crs)

2.9

2.9

28.6

28.6

28.6

28.6

57.3

86.3 86.4 86.5

Source: company website

15

DABURS VISION

Founder Dr. S. K. Burman first established Dabur; he had a vision that saw
beyond the profit motive. In his words, "What is that life worth which cannot bring
comfort to others." This ideal of a humane and equitable society led to initiatives
taken to give back some part of what Dabur has gained from the community.

DABURS MISSION

Dabur believes in the mission of being a leader in the Natural Foods &
Beverages Industry. Dabur aims in offering quality products and distributing
higher value for money.

ORGANISATIONAL STRUCTURE
16

Dr. Anand Burman

Chairman of the board
Anand Burman, appointed chairman of Dabur India on 24th July 2007. Earlier he
was the chairman of dabur pharma.
Mr. Amit Burman
Vice-Chairman
Amit Burman, appointed vice chairman of dabur India in July 2007. He stepped
down as CEO of dabur foods after the merger with dabur India l
Mr. Sunil Duggal
CEO
Sunil Duggal took over as the Chief Executive Officer of Dabur India Limited in
June 2002, holding reins of the organisation he joined in 1995.
Mr. P. D. Narang
Group Director
P D Narang, is the Group Director, Corporate Affairs, Dabur INDIA Limited

Mr. Pradip Burman

Director
Pradip Burman is presently the director of dabur India ltd.
17

Mr. Mohit Burman

Non whole promoters, directors

Mr. Bert Paterson

Independent director

Mr. P.N Vijay

Independent director

COMPETITORS OF DABUR

HUL
ITC
P&G
NESTLE
MARICO
COLGATE
BRITANIA
GODREJ etc

18

THE COMPANY AND ITS PRODUCT LINE

Dabur makes a variety of products for world wide sale.[These products include

Source: Company website

19

MARKETING STRATEGIES OF DABUR

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

PRODUCT LINE EXTENSION

In the JUICES range Dabur introduced :

Coolers (Low fruit Content)
Real

( High fruit pulp Content)

Real ACTIV (Health Conscious Youth)

20

 Real Juniors (for the children below 6 years of age)

Real Schoolpack

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

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

PRICE:
21

 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
22

 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

SWOT ANALYSIS OF DABUR

STRENGTH:
Century Old Company
Established Brand
Innovativeness in Promotions
Strong distribution network
Low cost operations

WEAKNESS:

Profitability is uneven across product line

23

OPPORTUNITY:

Increasing income level

Large domestic market
Export potential

THREATS:

Competition in the FMCG sector from well established names

Slow down in urban demand due to recession

24

25

Chapter IV
ABOUT THE PROJECT

ABOUT THE PROJECT

26

The study focuses on to analyze the relationship between retailers and

distributor. Are retailers satisfied with service of distributor in 3 districts of
himachal pradesh i.e Shahjahanpur, Pilibhit and Bareilly.
In this study I did survey with retailers. i used a questionare in this survey. This
will help to know about ditributors service and also it is very important in rural
areas. Because in rural areas due to high illiteracy retailers can sell that brand
which they want to sell. For e.g if some one asks for dabur amla hair oil in this
case if the retailer distributor relationship is not good or retailer is not happy
with distributors service he tells the customer that brahmi amla is better then
dabur and customer will accept it.
The objective of the research is to analyse the availability and depth of Dabur five
products with every individual retailer. In this study I went to retailers and ask
them , about these five products 1)tooth paste 2)toilet cleaner 3) malted health
drink 4) hajmola 5) coconut oil they sell or not.
If yes, then I ask them do they have daburs these products i.e 1) babool paste
2)saini fresh 3) chawyan junior 4) hajmola pudina 5) anmol coconut oil. If they
have these prducts then I check the depth of these five products with their
competitive brands ie. Colgate & pepsodent with babool, harpic with saini fresh,
bournvita & horlicks with chawyan junior, hajmola pudina, anmol with parachute.
It aims at finding the retailer satisfaction level with Dabur distributors as well as to
entertain the feedback by different retailers
From this research Dabur would be able to find out the loopholes that lead to the
low sale of Dabur products. This study would also help them improving their
27

relationship with the retailers by offering them such schemes that would be
beneficial for both the sides involved.
This research has really given an insight into the grey areas where improvement
is required to boost up the sale of Dabur products on both fronts i.e. end
consumers and retailers.

28

Chapter v
Literature review

LITERATURE REVIEW

29

Rural consumers have customs and behavior and marketers may find it difficult
toserve them as they are mostly equipped with urban -based marketing skills.
Importantareas of this study are responses and patronage behavior of rural
consumers towardsexisting retail setups, and the nature of available setups. This
paper reviewed variousliteratures to understand the factors affecting shopping
and out-shopping behaviorin Indian rural environment, along with the
identification of decision variablesinfluencing the patronage of various retail
formats such as village shops and periodicmarkets. Differences perceived byrural
consumers on account of two most prominentretail formats (village shops and
haats) are covered in the study to understand theinfluence of specific decision
variables in the selection of a particular retail format.The inference is that the
"Shopping activity cost" and "Product purchase cost" drivesa rural customer tothe
village shop, for their immediate requirements. On the oilierhand "Bargain"
(interms of product variety and price) and "Promotion incentives"drives them
toperiodic markets. Understanding the patronage behavior of ruralconsumers
helps the marketers to device an effective product placement strategy.

INTRODUCTION
The Indian rural community amountto over two-thirds of the total populationand it
offers a vast and growing marketopportunity. Indian rural areas areemerging as
an important market, as it is much larger compared to urban marketin terms of
population, number ofhouseholds across specific income groups,and above all
consumption levels for manyproduct categories like tea,soaps and shaving
blades (Business IntelligenceUnit and NCAER, 1998-99).
In the Indian rural context, thedefinition of out -shopping means theconsumer
shopping outside his or hervillage retail space for goods or services,which are
also available within the villageretail setup. The periodic market meansprimary
markets held daily or weekly wherethe agricultural products and consumer goods
30

are sold (Wanmali, 1981). These arealso referred to as traditional places,

wherethe ruralconsumers congregate as a rule, driven by economic, social and
religiousconsiderations. These places attract a largenumber of itinerant
merchants, andtemporary shops are setup to sell all kindsof goods (Adite, 1996;
Bromley (1974) observed in hisextremely comprehensive bibliographythat there
are only eight studies pertainingto periodic markets in South Asia. Thesestudies
are based on the analysis of singlemarkets and these markets also appear tobe
those in "urban centers" rather thanin rural area. In rural retailing, most ofthe
latter studies (Pradeep, 1996; Wanmali, 1981 and G Srinivas Rao 1997) focused
on the characteristics and reachof the particular shopping centre.

Kashyap (1996) remarks, that periodicmarkets constitute major part of

ruralmarketing infrastructure in India, alongwith the shops situated with in
villages.Therefore, there is a clear need forretailers and communities to
understandwhat drive out-shopping behavior in rural markets. It is observed that
village shopsare basically run on a low scale, mostly asa secondary business
activity. They deal in limited number of products and offer low variety. The
number of retail outletsin a village is subject to the population ofthe village.
According to an Indian Market Research Bureau (IMRB) study, out of five lakh
villages, sixty thousandvillages did not have a retail outlet of anykind. This
highlights the importance ofout-shopping centers, that is, periodicmarkets in rural
India (Ramaswamy, 1974; Smith, 1978; Karve et. al, 1970; Kala and Anamika,
2000).
It has been argued that the ruralmarkets are different from urban markets for two
reasons: a) the consumers' abilityto discriminate varies; and b) thereference point
used in making choices differs from those of urban consumer.Such differences
can be attributed to thefollowing factors: First, income tends tobe seasonal (high
during harvesting andlow otherwise) and uncertain; secondly,rural households

31

are typically located close to their place of work, i.e., in villageswhere there is an
imminent lack ofeducation, electricity, and media infrastructure.

The inadequacies of these enabling factors, along with income constraints make
it difficult and often prolong the cycle of "awareness -penetration-adoption". This
study explores the rural consumer's patronage behavior regarding the two major
retail formats in the ruralmarket: Within village shops and the out shopping i.e.,
periodic markets. It is important to note that it is the consumer'sperception of
shopping centre attributes that is of crucial importance to the marketer. The
importance of perceptual attributes goes beyond the physical features of stimuli
since consumers link attributes to benefits of purchasing andconsuming. Thesebenefits, or consequences, in turn lead to certain end states or values that
consumers wish to achieve.
The he nature together with form of what characterises dynamic and innovative
rural retailing differs by location, the typology is based on the above schema.
First, market towns have used growth and differentiation opportunities as
Strategic foci. Second, innovative village shops have applied strategies that
seek to counter their structural weaknesses, harness the community and yield
new revenue streams. Third, the manner in which stand-alone retailing forms,
such as farm shops together with speciality rural retail outlets,have grown and
developed is reviewed.
Hitendra Bargal Research Associate Promotion of brands in rural markets
requires the special measures. Due to the social and backward condition the
personal selling efforts have a challenging role to play in this regard. The word of
mouth is an important message carrier in rural areas. The experience of
agricultural input industry can act as a guideline for the marketing efforts of
Consumer durable and non-durable companies

32

Krishnamoorty (2000) Acknowledged that distribution systems are the most

critical component and a barrier which needs to be overcome for success in rural
areas .the task of distribution in these areas is considered to be more difficult in
urban areas
Gupta sunil (1993) Proposed a model with three components and providing the
method for assesing the effectiveness of a sales promotion by decomposing the
sales bump during the promotion in to sales increase due to brand switching,
purchase time acceleration and stock piling.results for regular ground coffee
suggested that more than 84%of the sales increase due to promotion came from
brand switching.

33

Chapter VI
Research Methodology

34

RESEARCH METHODOLOGY

RESEARCH OBJECTIVE
To check the availability and depth of daburs five products ie. Babool,saini
fresh, chawyan junior, hajmola pudina, anmol coconut oil

RESEARCH DESIGN
Descriptive Reasearch

METHOD OF DATA COLLECTION

Data was collected from both primary as well as secondary sources

PRIMARY DATA:

Primary data is that data, which is, collected a fresh for the first time and thus
happens to be original in character. In the study, primary data is collected with
the help of:
Observation: It is a popular means of collecting all kinds of data in research. The
data is collected by personally observing the things related to the subject.
Questionnaire: It is a popular means of collecting all kinds of data in research. A
structured questionnaire was used which consisted of both open ended and
closed ended questions

35

SAMPLE SIZE
Sample size for the research is 90 retailers. 30 in each district ie.soaln,
Shahjahanpur, Bareilly.

SAMPLING TECHNIQUES
Sampling is a process of selecting a sufficient number of elements from the
population, so that a study of the sample and an understanding of its properties
would make it possible for us to generalize such properties to the population
elements.Conducting a study on whole of the population is prohibitive in terms of
time, cost and other human resources.

SAMPLING DESIGN
Convinience & judgemental: I used this design in my research. I select the
outlet on jugdement that it has large business than other one. The outlet with
more business is useful for research as it can provide good knowledge about
the project.
This design was followed for the retailers

36

Chapter VII
Data Analysis and Findings

37

DATA ANALYSIS AND FINDINGS

AVAILABILITY OF DABUR PROUCT
IN PILIBHIT DISTRICT (Rajghat, Dharampur, Kandaghat)
TABLE NO. 1

firm's name

baboo

saini

chawyan

hajmola

anmol

oberoi medicos
mansa trading co.
tota ram banarsi das
janardhan das vinod

l
NA
A
A
A

fresh
NA
A
A
A

junior
NA
NA
A
NA

pudina
NA
NA
A
NA

A
A
A
A

kumar
bansal gift sale co.
anil general store
new poonam bangle

A
NA
NA

A
A
NA

A
NA
NA

A
NA
NA

A
A
NA

store
mahinder bangle store
shingar collection
guru kirpa dept store
goyal medicos
khana daily needs
govind ram &sons
shanta lal & sons
anant general store
chaju ram
new des raj prem raj
bharti store
m/s thakur brothers
dr.t.s dhall
anokha mal rikhi

NA
NA
NA
NA
NA
NA
A
NA
A
A
A
A
A
A

NA
NA
NA
NA
NA
NA
A
NA
A
A
A
NA
NA
A

NA
NA
NA
NA
NA
NA
NA
NA
A
NA
NA
NA
NA
NA

NA
NA
NA
A
NA
NA
A
NA
A
NA
NA
A
NA
NA

A
NA
A
A
NA
NA
A
A
A
A
NA
NA
NA
A

chand
jai ram inder pal

NA

NA

NA
38

singh provisional store

sahani super market
Sahanimedicos
gars bakers
hadimba medical

A
NA
NA
A
NA

A
A
NA
A
NA

NA
NA
A
NA
A

NA
NA
A
NA
A

NA
A
A
A
NA

store
moti ram banarsi das
sameer medicos
Gian chand and sons

NA
NA
A

A
NA
A

NA
A
A

A
NA
A

A
NA
A

INDEX
NA.. Not available
A...Available
Products name
BABOOL
SAINI FRESH
CHAWYAN

Total outlets
30
30
30

Available
15
16
7

Percentage
50%
53%
23%

JUNIOR
HAJMOLA

30

10

33%

PUDINA
ANMOL

30

19

63%

ANALYSIS
In Pilibhit only three products is available in more than 50% retail outlets.two
products has low percentage even below 35% availability in retail outlet
\

GRAPH NO. 1
ON AVAILABILTY OF DABUR PRODUCTS IN PILIBHIT

39

DEPTH OF DABUR PRODUCTS

IN PILIBHIT DISTRICT (Rajghat, Dharampur, Kandaghat)
TABLE NO.2

firm's name

babool

saini fresh chawyan

hajmola

junior

pudina

anmol

oberoi
medicos
mansa

60anmol

trading co.
40

tota ram

50oth:5b

50har:50s

banarsi das
janardhan

a
85oth:15

an
50har:50s

13oth:3jun 2jar

ute
80

das vinod

ba

an

ior

anmol:20parachut

kumar
bansal gift

80oth:10

30har:70s

sale co.
anil general

ba
50oth:5b

an
60har:10s

50oth:5jun 2jar

75anmol:30parach

store
new

a
_

an
30har:70s

ior
_

ute
50anmol:50parach

70anmol:30parach

e
50anmol

poonam

an

bangle store
mahinder
_

bangle store
shingar
_

70anmol:30parach

collection
guru kirpa

ute
_

dept store
goyal

50anmol:50parach

1JAR

ute
50anmol:50parach

medicos
khana daily

ute

needs
govind ram

ute
_

&sons
shanta lal &

sons
anant

20oth:5b

10har:7sa

1JAR

50anmol:50parach

general

store
chaju ram
new des raj

_
90oth:10

_
70har:30s

_
_
10oth:3jun 2jar

45anmol
12anmol;24parach

prem raj
bharti store

ba
50oth:3b

an
40har;8sa

ior
_`

ute
30anmol:70parach

m/s thakur

a
50oth:50

n
10har:1sa

ute
_

ute

41

brothers
dr.t.s dhall

ba
60oth:30

n
_

1jar

anokha mal

ba
50oth:5b

rikhi chand
a
jai ram inder 80oth:10

30har:70s

50anmol:50parach

pal
singh

ba
70oth:10

an
60har:40s

ute
_

provisional

ba

an

store
sahani

80th:20b

30har:70s

super

an

market
sahanimedi

5har:5san

50anmol

cos
gars bakers

20oth:2jun 1jar

10anmol:20parach

ior
_

ute
2anmol:10parachu

hadimba

100oth:2

50har:13s

medical

ba

an

store
moti ram

6oth:1juni

1jar

50har:50s

or
_

1jar

5anmol:20parachu

20oth:4b

an
30har:20s

30oth:3jun 2jar

te
10anmol:10parach

an

ior

uter

banarsi das
sameer
medicos
Gian chand

te

Index
Oth.others
Bababool
Har.harpic
San..saini fresh
Parparachute
42

In babool toothpaste others include Colgate &pepsodent.in chawyan junior others

include bournvita &horlicks

GRAPH NO. 2
ON DEPTH OF DABUR PRODUCTS WITH COMPETING BRANDS IN
PILIBHIT

43

INDEX
Peppepsodent
jJunior
borbournvita
hlc.horlicks

AVAILABILITY OF DABUR PRODUCTS

IN SHAHJAHANPUR DISTRICT (Kusumti, Baloo ganj)
TABLE NO. 3
firm's name

chawyan

hajmola

babool

saini fresh

junior

pudina

anmol

store
babu lal
jai chand
prem chand
kush

NA
NA
NA
NA

NA
NA
NA
A

NA
NA
NA
A

NA
A
A
NA

NA
NA
A
A

enterprises
visahl general

NA

NA

NA

NA

store
dutta medical

NA

NA

NA

NA

NA

store
rampal

NA

NA

NA

NA

NA

communication NA
anil general

NA

NA

NA

store

NA

NA

NA

rama
provisional

44

ramkewal
store
purnima

NA

NA

NA

NA

general store
NA
shivam traders NA
ram prasad
A
shivani general

NA
NA
A

NA
NA
NA

NA
NA
NA

NA
NA
NA

store
raja ram
inder mal

A
NA

NA
NA

NA
NA

NA
NA

A
NA

gurubaksh raj
sukarma

NA

NA

NA

NA

NA

general store
raj kumar
chote lal

NA
NA

A
NA

NA
NA

NA
NA

NA
NA

baijnath
swaroop

NA

NA

NA

NA

NA

general store
jan seva

NA

NA

medical store
ram swaroop

NA

NA

NA

NA

NA

raunak ram
vivek medicos
city remedies
ganga prasad
shiv lal vimal

A
A
NA
NA

A
NA
A
NA

NA
NA
A
NA

A
NA
A
NA

A
NA
A
A

kumar
mahavir

NA

NA

NA

NA

NA

prasad
city pulse
kashyap

A
NA
A

NA
A

NA
A

NA
NA

NA
A

general store
nikhleshwar

A
A

A
A

A
A

A
A

Products name
BABOOL

Total outlets
30

Available
10

Percentage
33%
45

SAINI FRESH
CHAWYAN

30
30

8
5

27%
17%

JUNIOR
HAJMOLA

30

10

33%

PUDINA
ANMOL

30

10

33%

ANALYSIS
In Shahjahanpur three products available in 33% retail outlets and two products
were available in less than 30%retail outlets.
GRAPH NO. 3
ON AVAILABILITY OF DABUR PRODUCTS IN SHAHJAHANPUR

DEPTH OF DABUR PRODUCTS

46

IN SHAHJAHANPUR DISTRICT (kusumti, baloo ganj)

TABLE .4
firm's name

hajmola
babool

saini fresh

chawyan junior

pudina

Anmol

store
babu lal
jai chand

_
_
_

_
_
_

_
_
_
10others:1junio

_
1 JAR
1 JAR

_
_
50anmol:50parachute

prem chand
kush

10har:2san r

2anmol:10parachute

enterprises
visahl general

2 JAR

store
dutta medical

store
rampal

communication _
anil general

2 JAR

store
ramkewal

10oth:3ba _

1 jar

store
purnima

20oth:4ba _

general store
_
_
shivam traders _
_
ram prasad
50oth:8ba 20 saini
shivani general

_
_
_

_
_
_

_
_
_

store
raja ram
inder mal

15oth:3ba _
_
_

_
_

_
_

5anmol:5parachute
_

gurubaksh raj
sukarma

_
_

_
_
50har:50sa _

_
_

_
_

rama
provisional

47

general store
raj kumar
chote lal

baijnath
swaroop

general store
jan seva

10oth:4ba _

1 jar

10anmol:2parachute

medical store
ram swaroop

raunak ram
vivek medicos
city remedies
ganga prasad
shiv lal vimal

60oth:5ba
30oth:5ba
_
_

50saini
_
50har:50sa
_

_
_
1o junior
_

2JAR
_
1 jar
_

50anmol:50parachute
_
50anmol:50parachute
2anmol:3parachute

kumar
mahavir

prasad
city pulse
kashyap

10oth:4ba _
_
_
60har:40sa 10oth:1junior

_
_

_
5anmol:10parachute

general store
nikhleshwar

20oth:5ba 30har:18sa 20oth:3junior

2jar

10anmol:10parachute

general store

15oth:2ba 20har:20sa 15oth:1junior

1jar

30anmol:20parachute

48

GRAPH NO. 4
ON DEPTH OF DABUR PRODUCTS IN SHAHJAHANPUR

49

AVAILABILITY OF DABUR PRODUCTS

IN BAREILLY DISTRICT (Tissa, Bharmour, Sundla)
TABLE.5
firm's name

chawyan

hajmola

babool

saini fresh

junior

pudina

Anmol

brothers
rajdhani

NA

NA

NA

NA

fancy store
arushi

NA

NA

NA

NA

enterprises NA
A.K general

NA

NA

NA

NA

store
shiv

bhandar
modi lal
mintoo di

A
NA

A
NA

NA
NA

NA
A

A
A

hatti
suresh

NA

NA

NA

kumar
beas

NA

NA

NA

NA

NA

enterprises
shankar

NA

NA

NA

NA

NA

&co.
sushil

NA
NA

NA
NA

NA
NA

NA
NA

NA
NA

sharma

kumar
mukesh

kumar
vinod
50

kumar
jugal
kishore
sharma

NA

NA

NA

&co.
puran

NA

A
A

NA
NA

NA
A

A
A

NA

NA

NA

store
rikhi ram

NA

NA

NA

NA

NA

amar nath
jai ram

NA

NA

NA

kumar
hans raj

NA

NA

shali gram
shagun

NA

NA

NA

cosmetics
kalia store
himachal

NA
A

NA
NA

NA
A

NA
NA

A
A

NA

NA

store
NA
khan chand

NA

NA

NA

NA

&sons
Prakash
toys&

NA
NA
A

A
NA
NA

NA
A
NA

NA
NA
A

chand
satya pal
khana
A
banarsi das NA
telu mal
roshan lal
parmanand
general

ashok

general
store
om general

A
A
A

51

cosmetics
jai bharat
medical
store
pawan

NA

NA

store
A
badriprasad NA
tikan chand

A
NA

A
NA

NA
NA

A
NA

NA

NA

NA

NA

NA

general

Products name
BABOOL
SAINI FRESH
CHAWYAN

Total outlets
30
30
30

Available
15
10
6

Percentage
50%
33%
20%

JUNIOR
HAJMOLA

30

26%

PUDINA
ANMOL

30

16

53%

ANALYSIS
In Bareilly two products available in more than 50%retail outlets and three
products available in less than 35%retail outlets.
GRAPH.5
ON AVAILABILITY OF DABUR PRODUCTS IN BAREILLY

52

DEPTH OF DABUR PRODUCTS

IN BAREILLY DISTRICT ((Tissa, Bharmour, Sundla)
TABLE .6

firm's name

chawyan

hajmola

babool

saini fresh

junior

pudina

Anmol

brothers
rajdhani

1JAR

fancy store
arushi

50oth:1ba

enterprises _
A.K general

store
shiv

20har:4sa 10oth;2junior 2jar

60har:40sa _
_

sharma

70oth:30ba
80oth:20ba

30anmol:70parachute
50anmol:50parchute
53

bhandar
modi lal
mintoo di

hatti
suresh

kumar
beas

1JAR

1anmol:10parachute

50har:50sa _

40anmol:60parachute

enterprises
shankar

&co.
sushil

kumar
jugal

kishore
sharma

100oth:10sa _

2jar

&co.
puran

60oth:40ba

50har:50sa 10oth;1junior _

4anmol:10parachute

100oth:5ba

12har:3sa

20anmol:15parachute

10har:2sa

2jar

50 anmol

100oth:2ba

1anmol:10parachute

store
rikhi ram

amar nath
jai ram

10oth:1ba
60oth;40BA

_
_

_
_

_
1JAR

30 anmol
28 anmol

kumar
mukesh

kumar
vinod

chand
satya pal
khana

banarsi das _
telu mal
roshan lal
parmanand
general

54

ashok
kumar
hans raj
shali gram
shagun

10har:3sa

50anmol:50parachute

cosmetics

5anmol:5parachute

kalia store
himachal

30oth:6ba

4oth:1junior

20 anmol

10oth:1ba

10har:30sa _

10anmol:20PARACHUTE

store
_
khan chand

&sons

100oth10ba
100oth:12b

13oth:5junior _

Prakash
toys&

1jar

cosmetics
jai bharat

50oth:5ba

50har:50sa _

60anmol:40parachute

30oth:6ba

10oth:2junior 1jar

20oth:2ba

4har:3sa

15oth:3junior _

10 anmol

badriprasad _
tikan chand

general
store
om general

medical
store
pawan
general
store

GRAPH .6

55

ON DEPTH OF DABUR PRODUCTS WITH COMPETING BRANDS IN

BAREILLY

190
230
9
10
405

56

FINDINGS
1 Retailers have complaints about the distributors for not giving them proper
schemes.
2 Distributors give cash discount to retailers who give payment with in 1 week to
promote the sales and also to avoid bad debts
3 In rural markets retailer have a greater say and they influence customers
choice to a great extent the reason being illiteracy in rural areas.Retailers
play major roles in promoting sales by pushing high margin brand.
4 Small packages are more in demand in rural areas like sachet of shampoos
etc. because they have low income.
5 People are not so brand loyal in rural markets.
6 Distributors facing problems due to real juice is out stock in companys depot.
7 Distributors do not give schemes according to company norms for e.g if there is
scheme on amla hair oil 50g that with one case 12 bottles free. But retailers
in rural market order in pieces and distributor does not give any scheme to
retailers this is not according to company norms.
8 Salesman of company not visiting regularly in the retailer also face the problem
of placing order.

57

Chapter VIII
Conclusions

58

CONCLUSION
In my summer training in dabur I worked in marketing department of the
company. I learned a lot of things during my internship in dabur on to study the
rural distribution of dabur. This internship gives me insight of working in
corporate world. During working on this project I learned a lot about Dabur
Company.
Mr. Sanjiv sharma was my industry guide in summer training. He gave me
guidence about my project. He also helps me in understanding the scheme
circular of the company which issues at the start of every month. he told me
every evening that the next day which area I have to cover.he gave me feed back
about my good and bad work . also helps to improve my mistakes.
The purpose of my internship project is to check the availability and depth of
daburs five products. For this I have to visited retailers to gather information.
This helps me to improve my communication skills. This summer internship helps
me to compare theory studied in classes with practical knowledge.the
responsibility for me is to get the right information from retailers.and also aware
retailers with the schemes offered by company. This will help the retailers to ask
distributors about the schemes. Many times distributor does not pass schemes
to retailers.

LIMITATIONS
1 Retailers were not intresting in interaction as it feels this research is not of any
use
2 Money constraints, a lot of money requires in research as a student it is very
difficult to manage.

59

Chapter IX
Recommendations

60

RECOMMENDATIONS & SUGGESTIONS

RELATION BUILDING WITH RETAILERS:

It is very important to have good relations with the retailers as they are the
ones who are finally responsible for the selling of the product. They are the
ones who influence the buyers to buy a product. Now the question is how to
develop good relations:

Firstly the profit margin should be increased by giving them extra

discounts on your product sale other than the basic margin of 10 to 11 %.
Some gifts should be given on the sale of particular volume.

More display schemes should be given as it is one way of attracting

customers to buy your product and moreover the retailer earns some
monthly amount which motivates him to sell your product.

Retailers (as observed during the survey) face a problem of uninformed

salesmen of Dabur as the salesmen of HLL or P&G were highly informed
about their work. Retailers said that the salesmen were not regular with
their visits and many a times they never turn up to take the orders even.
So sales force should be given proper training and should be properly
informed and proper check should be kept on them.

Few retailers had issues with the distributor of Dabur, so the authorities
should take immediate actions to find out the differences and take
61

corrective action. In particular they had issues regarding the exchange of

Dabur products.
Dabur should run some programmes or meetings to have direct retailer
manufacturer interaction so as to know if there are any loopholes in the chain
of manufacturer to distributor to retailer. It is difficult for the retailer to reach to
the company in case of any issues with the distributor or the product, so this
interaction session can really act as a bridge to fill the gap between the
company and the retailer.

TAPPING THE RURAL MARKET:

Penetration in rural market is just 10%, so there is huge potential in the rural
market.
Companies face a daunting task in communicating about their products to the
consumer due to lack of literacy and failure of traditional media to penetrate
in the rural households. Hence, the advertising mix has to be more towards
non-conventional yet effective medium like Puppetry, Folk Theater & Song,
Wall Painting, Demonstration, Posters, Agricultural Games, NGOs network,
etc.
As people are budget conscious in rural areas so they should be convinced
that they are getting value for their money by buying your product.
Role of retailer is also very important in rural markets, because he would be

one who provides information regarding quantity of pack, promotional

schemes, influences of advertisement; consumer feedback etc to company
.So the retailer plays a very big role here. The rural customer goes to the
same shop always to buy his things. And there is a very strong bonding in
terms of trust between the two. The buying behavior is also such that the
customer doesn't ask for the things by brand but like -- "paanch rupey waali
chaye Dena". Now it is on the retailer to push whatever brand he wants to
push as they can influence the buyer very easily and very strongly on the
preferences.
62

Chapter X
Bibliography

63

BIBLIOGRAPHY

www.dabur.com
www.irma.ac.in/research and publication/rp_detail.php?rp_id=404
www.indianmba.com/faculty_column/fc213/fc213.html
www.dspace.mdi.ac.in/dspace/bitstream/123456789/271/1/retail+formats.pdf
http://timesofindia.indiatimes.com

REFERENCES:
1. Gupta, sunil (1993), reflections on impact of sales promotions on when,what,
and how much to buy, journal of marketing research (jmr), nov,vol.30 issue
4,page 522.

2.patronage behaviour of indian rural customers, south asian journal of

management, july-sep 2004, vol.11, issue no.3.

64

Chapter XI
APPENDIX/ ANNEXURE

65

QUESTIONNAIRE ( Retailer)

1. NAME OF THE RETAILER

2. ADDRESS OF THE SHOP

..
...

3. DO YOU SELL THE FOLLOWING PRODUCTS?

a)
b)
c)
d)
e)

Tooth paste..yes/no
Toilet cleaner.yes/no
Malted health drinkyes/no
hajmola..yes/no
coconut oil..yes/no

4. ARE THE FOLLOWING BRANDS AVAILAIBLE AT YOUR OUTLET?

a)
b)
c)
d)
e)

babool.................................................yes/no
saini fresh
yes/no
Chawyan junior............................... yes/no
hajmola pudina................................. yes/no
anmol yes/no

5. IN WHAT QUANTITY RATIO DO YOU HAVE THESE FOLLOWIG

PRODUCTS?
a) Babool: Colgate&pepsodent
b) Saini fresh: harpic
c) Chawyan junior: bournvita&horlicks...
d) Hajmola pudina.
e) Anmol: parachute

66