Repositioning Dabur

Presented byAbhishek kumar (03)

Abhishek kumar (04) Aditya Trivedi(05) Maninder Singh(23) Manish Chaturbedi(24) Prateek Mathur(31)

INTRODUCTION
MR. V. C. BURMAN - CHAIRMAN OF DIL MR SUNIL DUGGAL - CEO OF THE COMPANY. DABUR INDIA LIMITED IS INDIA'S LEADING FMCG COMPANY. DABUR IS CURRENTLY THE 4TH LARGEST INDIAN CONSUMER GOODS MANUFACTURING COMPANY (FMCG).

CONTD.
LEADING CONSUMER GOODS COMPANY IN INDIA WITH A TURNOVER OF RS. 2,233.72 CRORES (FY07). PRODUCTS OF DABUR ARE MARKETED IN MORE THAN 50 COUNTRIES WORLDWIDE.

CONTD.
DABUR'S HEALTH CARE RANGE BRINGS FOR THE CUSTOMER A WIDE SELECTION OF HERBAL PRODUCTS. DABUR CHYAWANPRASH AND HAJMOLA BOTH GIVES REVENUE OF RS.100 CRORES EACH.

CONTD.
DABUR CHYAWANPRASH IS THE LEADER WITH 65% SHARE. DABURS DIGESTIVES CATEGORY COMMANDS 90% OF THE HERBAL DIGESTIVES MARKET. HAJMOLA ITSELF IS A MARKET LEADER WITH 75% MARKET SHARE.

HISTORY
1884 1896 BIRTH OF DABUR SET UP A MANUFACTURING PLANT

EARLY 1900S AYURVEDIC MEDICINES 1919 ESTABLISHMENT OF RESEARCH LABORATORIES

1920
1936

EXPANDS FURTHER
DABUR INDIA PVT. LTD.

CONTD.
1972 1979
1986 1992

SHIFTS TO DELHI DABUR RESEARCH FOUNDATION

PUBLIC LIMITED COMPANY JOINT VENTURE WITH AGROLIMEN OF SPAIN

1994 1995

PUBLIC ISSUES JOINT VENTURES

CONTD.
1996 1997 3 SEPARATE DIVISIONS FOOD DIVISION

1998
2000 2003

PROFESSIONALS TO MANAGE THE COMPANY

TURNOVER OF RS. 1,000 CRORES DABUR DEMERGES PHARMA BUSINESS

CONTD.
2005 2005 DABUR ACQUIRES BALSARA DABUR ANNOUNCES BONUS AFTER 12 YEARS

2007
2007 2007

CELEBRATING 10 YEARS OF REAL

FORAY INTO ORGANISED RETAIL DABUR FOODS MERGED WITH DABUR INDIA

MARKETING STRATEGY ADOPTED ADVERTISEMENT 1. TELEVISION 2. RADIO 3. INTERNET 4. NEWSPAPER/MAGAZINES 5. HOARDINGS

The Brand Dabur turn-around

Reasons?
Overall slowdown in FMCG sector Stiff competition To target young India- the largest segment Modernize old Brand Equity- intangible asset Streamline/Synergize business operations

Reinventing the Mother Logo

Diversified Portfolio

Dabur Business category

Consumer care division

Consumer health Care division

Dabur foods Ltd (de-merged With DIL, 07)

 Enter new category; innovate offerings Repositioning as FMCG company

Moved away from Umbrella branding strategy

Retaining Dabur as corporate brand identity

Daburs New Brand Architecture 5 Power Brands

Dabur Vatika Anmol Hajmola Real

Health care Herbal products Beauty, Premium image

Mass market, Value for money

Naughty n Tasty Digestive

Umbrella brand for juice and other foods; aimed at up market consumer

Special focus on South India

South India contributed only 7% for Dabur Contributed 25% in overall FMCG sector Dedicated marketing team created Three step approach: POS promotion and better stocking practice Customized packaging and commercials Customized product launch Sales increased from 7% to 10% (2002-06)

Other important restructuring exercises

Dabur International Ltd, Dubai 2003 11.4% of total sales 2005-06 Introduced SAP ERP System-2005 switched to E-Procurement Inorganic Expansion; Balsara

Dabur India Consolidated Sales 2002-06

Sales (Rs. crore)

2000 1500 1000 500 0 2002-03 2003-04 2004-05 1187.1 1329.6 1537

1900

2005-06

year

Growth strategies adopted by Dabur

Changing Demography Growth in purchasing power

Growth in rural and urban demand

Telecom, lifestyle, entertainment et al sectors competing with FMCG for share in consumers wallet Growth in organized retail sector

STRENGHTS
1. 2. 3. 4.

5.

STRATEGIC PARTNERSHIPS WORLD WIDE COVERAGE 100 YEARS OF EXPERIENCE MANUFACTURING FACILITIES RESEARCH PLANTS.

WEAKNESS
NO RETAIL OUTLET NO DOORSTEP DELIVERY.

OPPURTUNITY
OVERSEAS DEALERSHIP. MEDICAL BIOTECHNOLOGY. STRATEGIC ALLIANCES. EXPORT OF AURVEDIC PRODUCTS.

THREATS

KERELA-HUB OF AYURVEDA LOCAL COMPANIES YOGA CAMPS FOREIGN PRODUCTS.