dabur's state of duality

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Presented by: 1.Siddharth Dasgupta – 09EM033 2.Ravi Sharma – 09EM028 3.Amit Tyagi – 09EM005

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Page 1: Dabur's state of duality

Presented by:

1.Siddharth Dasgupta – 09EM033

2.Ravi Sharma – 09EM028

3.Amit Tyagi – 09EM005

Page 2: Dabur's state of duality
Page 3: Dabur's state of duality

Largest Indian and Personal Health Care Company World Leader in Ayurveda

Professionally Managed Strong Internal Competencies

Page 4: Dabur's state of duality

Genesis…

Starting as a small Ayurvedic Pharmacy in Calcutta….

Today Dabur is a household name and the 4th Largest FMCG Company in India

Page 5: Dabur's state of duality

Dabur India Limited is a leader in manufacturing and marketing herbal, nature-based products, marked with quality and trust gained through more than 100 years of experience. Today Dabur’s products are available for people in more than 50 countries across the world, helping them move towards a healthy, natural and holistic lifestyle. Dabur products are available in the markets of the

Middle EastSouth-East AsiaAfricaAmericaEuropean Union

Spread

Page 6: Dabur's state of duality

Products are derivatives of Ayurveda and indigenous of medicines.

Its products are priced for and targeted at the mass market.

Dabur is one of the few heritage companies of India that has successfully transitioned from being a family run company to a company fully run by professionals.

Page 7: Dabur's state of duality

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

Four Key components :DifferentiationRelevanceEsteemKnowledge

As Dabur is a well- established brand all the four components are high

HERBAL has been Dabur’s Brand equity since centuries

Page 8: Dabur's state of duality

Identities making up the brand-

Choice of its logo, symbol, slogan, packaging

Marketing Activities

Associations of the brand

Page 9: Dabur's state of duality

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

losing on the other potential customersLower Sales and Profits

Page 10: Dabur's state of duality

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

Page 11: Dabur's state of duality

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

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

Page 12: Dabur's state of duality

PRODUCT LINE EXTENSIONIn 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

Page 13: Dabur's state of duality

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

YouthHealth Conscious PeopleSchool ChildrenMothersExisting Old age group

Page 14: Dabur's state of duality

STRENGTHS:Century Old CompanyEstablished BrandAyurvedic/ herbal Product lineLeader in Herbal Digestives where the product has

90% of the market shareInnovativeness in Promotions

Page 15: Dabur's state of duality

WEAKNESS:Profitability is uneven across product line

Page 16: Dabur's state of duality

OPPORTUNITIES:Extend Vatika brand to new categories like Skin Care

and body wash segmentsLaunch several OTC brandsSouthern India MarketExploring new geographical areas- local as well

globalOral Care SegmentLaunching new Products like Hair oils, Herbal and

Gel Toothpastes etc.

Page 17: Dabur's state of duality

THREATS:Competition in the FMCG sector from well

established namesOther fields of medicine- Allopathic and

HomeopathicMarkets where Herbal products are not recognized

Page 18: Dabur's state of duality

Oral Care

Health Supplement

Digestive Health Products

Skin Care; Baby Care

Hair Oil Shampoos

Page 19: Dabur's state of duality

PRODUCT: Products have been divided into 5 power brands Quality: High Sizes: Available in different sizes Design: Available in Tetra Pack, Bottles, Sachets

Page 20: Dabur's state of duality

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

Page 21: Dabur's state of duality

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

Page 22: Dabur's state of duality

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

Page 23: Dabur's state of duality

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

Page 24: Dabur's state of duality