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

3. Largest Indian and Personal Health Care Company World Leader in Ayurveda
Professionally Managed Strong Internal Competencies

4. Genesis…
Starting as a small
Ayurvedic Pharmacy
in Calcutta….
Today Dabur is a
household name and
the 4th
Largest FMCG
Company in India

5. 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 East
South-East Asia
Africa
America
European Union
Spread

6. 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.

7.  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

8.  Identities making up the brand-
Choice of its logo, symbol, slogan, packaging
 Marketing Activities
 Associations of the brand

9.  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

10.  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

11.  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)

12.  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

13.  Dabur through its diversified brands has tapped
various target segments like the :
Youth
Health Conscious People
School Children
Mothers
Existing Old age group

14.  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

15.  WEAKNESS:
Profitability is uneven across product line

16.  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.

17.  THREATS:
Competition in the FMCG sector from well
established names
Other fields of medicine- Allopathic and Homeopathic
Markets where Herbal products are not recognized

18. Oral Care
Health Supplement
Digestive Health Products
Skin Care; Baby Care
Hair Oil Shampoos

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

20.  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

21.  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

22.  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

23.  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