AGENDA

PRESENTED BY:SHRADDHASRISHTI GUPTAREPOSITIONING DABURINTRODUCTIONDabur India is the 2nd Largest FMCG Company in India till date.Legacy of over 120 years Strategic Business Units in Health care, Personal care and Food products Dabur has a revenue of Rs. 61.46 Bn with powerful brands like Dabur Amla, Dabur Chyawanprash, Real, Vatika and Hajmola Product marketed in over 50 countries Leader in Herbal Digestives with 90% market share

PRESENT SCENARIO Established : 1884 Founder : Dr. S K BurmanCEO : Mr. Sunil Duggal 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 1900s by launching Dabur Hair Oil and Chyawanprash Added Oral Care Products in the 1970s 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 Strategic business units. Has 5 power brands under its portfolio i.e. dabur, vatika, anmol, real and hajmola.Entered new markets like the Juice segment, branded packaged soups segment etc.Developed its Oral Care Market Increasing its geographical spread.

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 Homemade (Packaged Soups) AYURVEDIC HEALTH PRODUCTS: Digestive Segment (HAJMOLA) Dabur Chyawanprash Pudin Hara Ayurvedic drugs Pharmaceuticals

HAIR OILS

Market SizeRs 33 BnDabur brandsRs 5.6 bnSHAMPOOS

MARKET SIZE RS 20 bnDABUR BRANDSRs 1.3 bnORAL CARE

MARKET SIZERs 31 BnDABUR BRANDRs 4.7 BnHEALTH SUPPLEMENTS

MARKET SIZE Rs 6 BnDABUR BRANDRs 3.5 BnDIGESTIVES

MARKET SIZERs 5 BnDabur BrandsRs 1.5 BnHOME CARE

MARKET SIZERs 20 BnDABR BRANDSRs 1 BnFOODS

MARKET SIZE Rs 5 BnDABUR BRANDSRs 2.5 BnBRAND 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 Daburs Brand equity since centuries

HOW DABUR BUILD ITS BRAND EQUITY? Different 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

RESTRUCTURING PROCESSCut 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) 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 As: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 (cont.) OPPORTUNITIES: Extend Vatika brand to new categories like Skin Care and body wash segments Launch several OTC brands South Indian Market Exploring new geographical areas- local as well global THREATS: Competition in the FMCG sector from well established names e.g. HUL, Godrej, Patanjali etc. Other fields of medicine- Allopathic and Homeopathic Markets where Herbal products are not recognized

22MARKETING 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: As, Dabur had different sub-categories it came out with variable pricing to reach each and every target segment E.g. : One- liter bottle of Cooler (juice) was priced at Rs.50 Selective Price Reduction to increase Demand to stand out against competition.Introduction of Smaller packs at Rs.5 Came out with Rs.1 sachet of Vatika Shampoo to increase market share .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

MARKETING MIX (cont.) 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

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