A SUMMER INTERNSHIP PR

MARKETING
STRATEGY OF
DABUR INDIA LIMITED

Swami Vivekananda Institute of Management,

Baniatangi, Khordha.

INTERNAL GUIDE:- External guide:-

[Link] Rath, Ashok Das, Product
Department Of MBA
Manager
SUBMITTED BY: -
Umesh Charan Rana
[Link]:-2406392208
 Certificate
This is to certify that Umesh Charan Rana, a student of Swami Vivekananda
Institute of Management , has successfully completed the internship of 45
days at Dabur India Limited on the topic 'MARKETING STRATEGY'. The
project report submitted is a record of original work done by him during
the internship.

INTERNAL SUPERVISOR:- EXTERNAL

SUPERVISOR:-
[Link] Rath, Assistant Professor Ashok Das,Product Manager
(Marketing)Department of MBA SVIM
 Declaration
I hereby declare that the project work entitled " MARKETING
STRATEGY" submitted to Swami Vivekananda Institute Of
Management, Baniatangi, Khordha in partial fulfillment of the
requirements for the award of the degree of MASTER OF
BUSINESS ADMINISTRATION is the result of my original work
carried out during the period of my internship at Dabur India
Ltd.

I have completed this project under the guidance and

supervision of [Link] Rath, Assistant Professor, at Swami Vivekananda
Institute of Management,Baniatangi,Khordha.

I have abided by the ethical principles and professional

standards expected in conducting this internship project.

Date: [Link] Charan Rana

Place: Department of Mba
 Acknowledgement
I would like to express my deepest gratitude to Dabur India Limited for
giving me the opportunity to work as an intern. My sincere thanks to my
company guide, faculty, and all those who have supported me during the
preparation of this project. This experience has been highly valuable in
understanding of marketing strategy and practical aspects of FMCG
marketing.

[Link] Charan Rana

Date:
Department of MBA
Place:
 Table of Contents
 Introduction

 Literature Review

 Research Methodology

 Data Analysis & interpretation

 Findings & Conclusion

 Bibliography
 CHAPTER – 1
INTRODUCTION
COMPANY PROFILE: -

Dabur India Limited is the fourth largest FMCG Company in India with
Revenues of over Rs. 9,500 Crore & Market Capitalization of over Rs
100,000 Crore. Building on a legacy of quality and experience of over 137
years, Dabur is today India’s most trusted name and the world’s largest
Ayurvedic and Natural Health Care Company with a portfolio of over 250
Herbal/Ayurvedic products. Dabur today operates in key consumer product
categories like Hair Care, Oral Care, Health Care, Skin Care, Home Care and
Foods. The ayurvedic company has a wide distribution network, covering
6.7 million retail outlets with a high penetration in both urban and rural
markets.

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. Dr
S.K. Burman started Dabur in 1884 as a small pharmacy. Initially, he
prepared Ayurvedic medicines to treat diseases like malaria, plague and
cholera that had no cure during that period. It was his dedication,
commitment and empathy that made Dabur a renowned name among the
masses. And today, after more than 120 years, Dabur is known for its
trustworthiness more than anything else. During this passage of time.
Dabur went through several structural and strategic changes to maintain its
market strength. The real mass production started in 1896. Early 1900's
saw Dabur emerge as the first company to provide health care through
scientifically tested methods. It achieved significant improvements after
setting up Research and Development centres and manufacturing
automation.

The launch of Dabur's Amla hair oil and Chyawanprash was a boon to the
expanding business. To keep up with the times, Dabur computerized its
operations in [Link]’s Dant Manjan and digestive tablets were widely
accepted as well. 5 However with a large product portfolio in the market,
Dabur had to maintain operational efficiency. To make sure it adjusted to
the business environment it became a public limed company in 1986
followed by diversification in Spain in 1992 major change came when
5Dabur came up with its IPO in 1994, Because of its position, Dabur's issue
was 21 times oversubscribed.

HISTORY

Dabur was founded in Kolkata by Dr. S. K. Burman in 1884. Burman's family

had migrated from Punjab to Kolkata and are Punjab Khatris by origin. In
the mid-1880s, as an Ayurvedic practitioner in Kolkata, he formulated
Ayurvedic medicines for diseases like cholera, constipation and malaria. As
a qualified physician, he went on to sell his medicines in Bengal on a bicycle.
His patients started referring him and his medicines as "Dabur",
a portmanteau of the words daktar (doctor) and Burman. He later went on
to mass-produce his Ayurvedic formulations.

C.L. Burman, set up Dabur's first R&D unit. Later, his grandson, G.C Burman
was gherao-ed by his own workers during a labour unrest in Kolkata. Due
to the unpleasant situation, G.C Burman decided to move the factory
to Delhi, where his brothers later relocated. In Delhi, the business thrived
and the company soon became headquartered there. In the words
of business historian Sonu Bhasin "Calcutta's loss was Delhi's gain."

The current chairman, Dr. Anand Burman, and vice-chairman Amit Burman,
are part of the fifth generation of the family. They were among the first
business families in India to separate ownership from management, when
they handed over the management of the company to professionals in 1998.

In 1997, Dabur set up a wholly-owned consumer goods subsidiary called

Dabur Foods under which it launched its fruit juice brand called Real.

In 2022, Dabur acquired a 51% stake in the Indian spices company Badshah
Masala for ₹588 crore.

Dabur further divided its business into three separate groups.

 Health Care Products Division

 Family Products Division

 Dabur Ayurvedic Specialties Limited

Dabur India Limited is a consumer care and health care products company.
Product portfolio offered by the company includes personal care product,
health care products, home can products and foods. Dabur also offers
ayurveda-based healthcare products It markets its products in India as well
as in international markets as Middle East, South-East Asia, Africa, the
European Union and America. The company operates through four
divisions namely Consumer Care Division (CCD) that deals in FMCG
products across a wide spectrum of market segments International
Business Division (IBD) that focuses on developing Dabur's business
abroad. Consumer Healthcare Division (CHD) that deals in the classical and
OTC range of products which are granthi based and which follow strict
Ayurvedic formulations; and Retail Division which is currently in the
development phase. The company is headquartered at Ghaziabad, Uttar
Pradesh, India. In 1998, for the first time in the history of Dabur, a non-
family member took charge. Dabur handed over the operations to
professionals. Successful implementation of procedures, timely changes
and maintaining its essence. Dabur achieved its highest-ever sales figure of
Rs 1166.5 crones in 2000-01. 6 As FMCG sector was struggling with the
slow growth in the Indian economy. Dabur decided to take numerous
strategic initiatives, recognized operations and improvise on its brand
architecture beginning 2002. I decided to concentrate is marketing efforts
on Dabur, Vatika, Anmol. Real and Hamala to strengthen their brand equity,
create differentiation and emerge as a pure FMCG player recognized as a
herbal brand. This was chosen after a study with Accenture, which revealed
that Dabur was mainly perceived as a Herbal brand and connected more
with the age group above 35. Also, larger retailers were making their foray
into the FMCG market. Apart from HLL, P&G, Marico and Himalayan, TTC
was also posing a challenge. The supply chain of Dabur way becoming
complex because of the large array of products Southern markets share in
the sales figure was negligible. These factors posed a threat to Dabur and
hence small changes were not enough.

COMPANY’S LOGO

Date of Establishment :1975

Revenue :478 61(USD in Millions)

Market Cap: 1372954373975 (Rs, in Millions)

Corporate Address :83 Asaf All Road, New Delhi-110002 Delhi

Management Details: Chairperson Anand Burman

Business Operations: Household and Personal Product

Company Secretary: Ashok Jain

Bankers: ABN Ammo Bask, Citi Bank, HDFC Bank, HSBC Bank IDRI
Bank,
Punjab National Hank, Standard Chartered Bank Ste Bank of India and
United Bank of India.

Major Milestones: -

1919-First R&D unit established

Early 1900s- Production of Ayurvedic medicines

1930- Automation and upgradation of Ayurvedic products manufacturing

initiated

1936-Dabur Dr SK Burman Pvt Ltd Incorporate

1940-Personal care through Ayurveda

1949- Launched Dabur Chyawanprash in tin pack

1957-Computerisation of operations initiated

1970- Entered Oral Care & Digestives segment

1972- shifts base to Delhi from Calcutta

1978-Launches Hajmola tablet

1979-Dabur Research Foundation set up

1979-Commercial production starts at Sahibabad, the most modern herbal

medicines plant at that time.

1984-Dabur completes 100year

1988- Launches pharmaceutical medicines

1989-Care with fun The Ayurvedic formulation is converted into a
children's fun product with the launch of Hajmola Candy. In an innovation
move, a curative project is converted to a confectionary item for wider
usage.

1994-Comes out with first public issue

1994-Enters oncology segment

1994-Leadership in health care

1996-Enters foods business with the launch of Real Fruit Juice

1998-Burman family hands over management of the company to

professional

2000-The 1,000crore mark Dabur establishes its market leadership status

by staging a turnover of Rs 1,000 2001-Super specialty drugs

2002-Dabur record sales of Rs 1163.19crore on a net profit of Rs 64.4crore

2003-Dabur demerges pharmaceuticals business

2007-Celebrating 10 years of Real 2007-Dabur Foods merged with Dabur

India

2008-Acquires Fem Care Pharma

2009-Dabur Red Toothpaste joins ‘Billion Rupee Brands’ club Dabur Red
Toothpaste becomes the Dabur’s ninth Billion Rupee Brand.

Dabur Red Toothpaste crosses the billion-rupee turnover mark within five
years of its launch.
2010– Dabur Acquires Namaste Group For $100 Million''.

2010– Dabur Chyawanprash was launched in Orange and Mango flavoured

variants.

2010– Dabur Amla Hair Oils enters Limca Book of Records for achieving a
record feat of hosting the longest ever non–stop head massage marathon.

2011– Dabur enters professional skin care market with the launch of
Oxylife Professional Facial Kit, created exclusively for professional use.

2011– Dabur India acquires 30–Plus from Ajanta Pharma.

2011– Dabur India Ltd sets up new subsidiary in Sri Lanka Dabur Lanka
(Pvt.) Ltd.

2011– Dabur India Ltd launches Dabur Almond Hair Oil.

2012– Namaste Cosmeticos Ltd, has been added as the Company's new
step-down subsidiary Company in Brazil.

2012– Dabur India has expanded its range of fruit juices viz. Real Active

2016-Dabur Gulabari and Dabur Lal Dant Manjan clock a turnover of Rs

1.00 billion (US$ 14.88 million) each

2018-Dabur acquired D&A Cosmetics Proprietary Ltd and Atlanta Body &
Health Products Proprietary Ltd through its subsidiary

2019-Dabur launched an entire range of ayurvedic baby products only on

the e-commerce sales platform. For excellence in Corporate Governance,
Dabur won the ICSI National Award
2020-Dabur entered the edible oil segment with the launch of ‘Dabur Cold
Pressed Mustard Oil’.

Dabur announced the expansion of its Healthcare OTC portfolio with the
launch of ‘Dabur Tulsi Drops’, an ayurvedic remedy to help build
respiratory health and provide protection from cough and cold.

Dabur announced the expansion of its Baby Care portfolio with the launch
of eight new products for ‘Dabur Baby Range’.

2021-In September 2021, Dabur entered the face wash category with the
launch of Vatika face wash.

Dabur set up a new plant in Madhya Pradesh for the manufacturing of food
products, ayurvedic medicines and health supplements with an investment
of Rs. 550 crore (US$ 75.6 million).

Dabur expanded the Vatika portfolio with the launch of ‘Vatika Germ
Protection Shampoo. Dabur launched ‘Vatika Select’, a premium range of
shampoos, expanding its product portfolio.

Dabur incorporated Herbo dynamic India, a consumer care manufacturer as

a wholly-owned subsidiary of the company.
Organization structure

Dabur India Ltd operates three (3) strategic business units (SBUs), three
(3) subsidiary Groups companies, eight (8) stems down subsidiaries and
other collaborations and associate companies. The company operates a
hierarchical structure of Organization from CEO to the lowest staff, which is
a top-down approach. Dabur India ltd has more power on their all-product
categories and international segments. Dabur’s power structure flows from
top to bottom, hence top-level managers have more power &decision
making than bottom level managers and they have more power on their
next lower-level managers.

Organization structure flows in contradictory way; hence low- level

managers report to next top level and get authorization before taking any
action.
TOP MANAGEMENT

NAME DESIGNATION

A K Jain Executive Vice President & Co. Secretary

Aditya Burman Director

Ajay Dua Director

Ajit Mohan Sharan Director

Amit Burman Chairman

Ankush Jain Chief Financial Officer

Falguni Sanjay Director

Nayar

Mohit Burman Vice Chairman

Mohit Malhotra Whole Time Director & CEO

Mukesh Bhutani Director

P D Narang Whole Time Director

P N Vijay Director

R C Bhargava Director

S Narayan Director

Saket Burman Director

 Product line of Dabur

Foods:

 Real

 Real Activ

 Hommade

 Lemoneez

 Capsico

Health Care:
 Baby Care

 Dabur Lal Tail

 Dabur Baby Olive Oil

 Dabur Janma Ghunti

 Health Supplements

 Dabur Chyawanprash

 Dabur Glucose D

 Digestives

 Hajmola

 Dabur Hingoli

 Pudin Hara G

 Pudin Hara (liquid and pearls)

 Hajmola Candy

 Natural Cures
  Shilajit Gold 15

 Nature Care

 Shilajit

 Backaid

 Itch Care

 Dabur Balm

Personal care:

 Hair Care Oil

 Amla Hair Oil

 Vatika Hair Oil

 Anmol Sarson Amla

 Hair Care Shampoo

 Anmol Silky Black Shampoo

 Vatika Henna Conditioning

 Vatika Antidandruff Shampoo

 Anmol Natural Shine Shampoo

 Oral care

 Dabur Red Gel

 Dabur Red Toothpaste

 Babool Toothpaste

 Dabur Lal Dant Manjan

 Skin care

 Gulabari

 Vatika Fairness Face Pack

 Ayurvedic Specialities

 Ayurveda
Marketing Strategies of the Company

Market share:

Market share of the company Dabur is having a 13.4% market share. Dabur
Chyawanprash has 65% market share in a Rs 1,000 crore category. And in
the honey segment, the company has 59% market share in the Rs 2,000
crore category. Dabur Honitus has 16% market share in the Rs 400crore
category. Dabur PudinHara has 95% market share in Rs 100crore category.
Dabur Lal Tail has 30% market share in Rs550crore category. Dabur, a
small player in coconut oil with 6% market share. Dabur Anmol has 45%
market share in Rs1800cr. Vatika Ayurvedic has 2%market share in e-
commerce. Dabur milk-based beverages under Real Frappe Milkshakes has
1.3% market share. Dabur has 60% market share in juices and nectars
market (Rs 1700Cr).

Market share vis.a vis major competitors.

Dabur India Competitors

[Link]

2.L’OREAL

[Link] ltd

4. HUL (Hindustan Unilever Limited)

5. Colgate-Palmolive

6. Procter and Gamble

Marico

Marico is one of India’s leading consumer products companies operating in

the global beauty and wellness space. During 2018-19, Marico recorded a
turnover of INR 7734 crores (USD 1.05 billion) through its products sold in
India and chosen markets in Asia and Africa. Marico touches the lives of 1
out of every 3 Indians, through its portfolio of brands such as Parachute,
Parachute Advanced, Saffola FITTIFY Gourmet, Hair & Care, Nihar Naturals,
Livon, Set Wet Studio X range, Coco Soul, Kaya Youth O2, Mediker and
Revive. The biggest rival for both -- Bajaj and Dabur -- is ultimately Marico,
which dominates the category with 62 per cent market share and continues
to grow the same.

Colgate

Colgate-Palmolive Company is an American multinational consumer

products company headquartered on Park Avenue in Midtown Manhattan,
New York City. It specializes in the production, distribution and provision of
household, health care, personal care and veterinary products.

As of March 2020, Colgate Palmolive India Limited (CPIL) is the leader in

the toothpaste market by value at 48.3%.

Colgate has the Vedshakti brand in the naturals segment, experts say the
product has not helped stem market share loss for the oral care major.
Colgate has a volume and value market share of 49.9 per cent and 46.9 per
cent, respectively, according to the Nielsen data sourced from the industry.
The figures are for calendar 2023.

Dabur, on the other hand, has 16.4 per cent and 13.9 per cent volume and
value market shares for 2023. This is an increase over 15.5 and 13.3 per
cent volume and value market shares registered in 2019.

Patanjali, while credited for growing the naturals segment in toothpastes,

has slowed in terms of market share gains. This is visible in its value market
share, which stood at 9.5 per cent in 2020, ahead of the 9.3 per cent share
seen in 2019. Volume market share for Patanjali, however, inched up 100
basis points, touching 11 per cent in 2020 from 10 per cent in 2019.
HUL

Hindustan Unilever Limited (HUL) is a consumer goods company

headquartered in Mumbai, India. It is a subsidiary of Unilever, a British
company. Its products include foods, beverages, cleaning agents, personal
care products, water purifiers and other fast-moving consumer goods. As of
2019, Hindustan Unilever's portfolio had 44 product brands in 14
categories.

HUL has 16% market share in Indian market.

Patanjali Patanjali Ayurved, (known as Patanjali), is an Indian
multinational conglomerate holding company, based in Haridwar, India. It
was founded by Ramdev and Balkrishna in 2006. Its office is in Delhi, with
manufacturing units and headquarters in the industrial area of Haridwar.
The company manufactures cosmetics, ayurvedic medicine, Personal care
and food products. The CEO of the company, with a 94-percent share hold,
is Balkrishna. Ramdev represents the company and makes strategic
decisions. 19 Patanjali has grown to have a 9.2% share of the toothpaste
market in India.
Dabur Advertisements Strategy

Dabur already holds on to print and television advertising and recently is

planning to take over digital media as a medium for advertising its
products.

As we have seen, the cancer patients were paid homage in the advertising
of Dabur Vatika, as a salutation notice for battling with the disease. The
commercial will reach the consumer’s emotional side; mostly the ladies
who use the Dabur Vatika.

And in the case of Dabur amla hair oil, Dabur featured Priyanka Chopra for
the promotion of the product and she is seen getting a hair massage from
her mother, which shows how Dabur amla hair oil improves mother-
daughter relation while getting hair massage.
Digital Marketing of Dabur

Dabur is known for its use of traditional promotional mediums but they are
shifting their marketing strategy to a digital-first approach. In an insightful
interview taken by Brand Equity of A.C. Burman, the Chairman of Dabur, he
talked very intensely about the digitalfirst approach for Dabur and how the
company will shift it’s marketing efforts to a newer medium. The rationale
for such a shift of marketing strategy comes from the acknowledgement of
the fact that social media and other digital platforms provide far more to a
marketer in terms of 24 effectiveness than any previous medium of
promotions. Dabur has been increasing its digital spend over the last few
years. From the year 2017, they have increased their digital marketing
spending by 33% in 2018. They spent a total of RS1.99 billion in the year
2018-19.
Another aspect that Dabur wishes to capitalise on is the e-commerce store
trend. These ecommerce stores have shown their efficiency and
effectiveness in the Indian market. Dabur pushes its products through
multiple e-commerce stores and targets fitness-conscious millennials as a
part of its digital strategy.

BCG MATRIX IN MARKETING STRATEGY OF DABUR

BCG Matrix is created by the Boston Consulting Group – It is also known as

Boston or Growth-Share Matrix. This planning tool is used by companies to
gain insights from which products are generating better profits, which
products need more improvements, and helps businesses identify the
strategic position of the brand and its potential. This tool uses two aspects
to measure the growth of the products, which are: -

 Relative market share- Relative market share is one of the dimensions

used to measure a company portfolio. Increased corporate market
share results in higher returns on cash.

 Market growth rate- High growth rates in the sector mean higher
earnings and often income, but they also absorb lots of cash that is
used as an investment to drive more growth. The BCG growth-share
matrix contains four distinct categories: “Dogs,” “Cash cows,” “Stars,”
and “Question marks.”.

 Cash Cows: - These are the products that are low in growth rate but
have a high market share. They are leaders in their industry and do
not require much investment to maintain their position. They 25
prove to be money churners for the company and because of major
competitors in the same sector they are not expected to show any
growth soon and are considered cash cows.

 Stars: - Stars are the products that are high in growth rate as well as
market share. These are the bestselling products and have an
important role in boosting up the financial strength of an organization.
They have a constantly rising demand and high opportunity for future.

 Question Marks: - As the BCG matrix considers the current position of

the products, the products that are not financially contributing and
have an uncertain performance at present are put under this category,
 but there are some chances of future growth and demand of these
products.

 Dogs: - Products that are not performing well and prove to be a

liability for the firm, rather than an income source, are considered
under the dog category. There are very few chances of future growth
and the company often decides to discontinue these types of products.

Being one of the top FMCG companies in India, Dabur has a wide range of
products in the market-leading in personal, health care, and food and
beverages. Dabur has touched many lives in India and is considered to be
an integral part of Indian families as it has a spread of goods in distinct
consumer categories.

In the past few years, Dabur has leveraged its brand and potential to the
new online markets and has largely incorporated its business in digital
means. The brand has been since then continuously rebuilding and
renovating its brand so as to have a digital strategy for brand visibility.

26 Dabur aims and objectifies itself as a young, modern, and socially

conscious brand.

Working Extensively on Websites

Dabur constantly envisions providing the best experience to its consumers.

They have started to focus a lot on improving the website in order to
improve the user experience. Customers can order anything and explore all
range of products from their website homepage.

Not only has the website focused on its diversified ayurvedic and herbal
product range but also covers the social activities the company is indulged
in and various paths through which the public or the customers can
collaborate with the company.
Presence on Online Grocery Stores

Dabur already had its presence in online and offline stores. E-commerce
websites like FMCG titan, Snapdeal, Flipkart, etc, all were and are selling
Dabur products. In fact, Amazon has a separate page for Dabur’s product
range display.

In order to increase this customer base and reach, Dabur marked its
presence over online grocery stores like Big Basket, and Grofers. Since
people prefer to buy groceries online today, it has become easy for them to
order their personal care products or Ayurvedic products of Dabur from
such places.

Marketplace Exploration

Dabur wants to increase its reach extensively, for which the company has
been working hard on market place exploration. Whenever a consumer
visits the website of Dabur, the website 27 redirects the customers to the
marketplace/s. The more and more options the consumers get, the more
sales the company makes.

Youthful Packaging
Dabur India Ltd has continued to move towards targeting the youth and
modern lifestyle consumers. Even though the generation today doesn’t
bother to consider Ayurveda as seriously as the earlier generations did, but
Dabur has been constantly attracting the youth by its appealing packaging
of products and marketing strategies.

The target market of the company covers the consumers in the 15 – 40

years age bracket of which most of them are closer to the upper limit. The
smell, taste, and looks of all Dabur products are made consciously with the
approach to appeal to this target market.

Pricing Strategies

Dabur has tactfully organized its pricing strategies. The company has
differentiated its premium products from other variants under every
category due to which prices of the products vary from one another.
Considering the competitors like HUL, Pepsi co. etc, Dabur has kept its price
affordable so that every family of all income classes can buy Dabur
products.

Also, by providing premium products, Dabur also targets upper-class

families to fulfil their needs as well. Also, the company tries to give a high
margin to all the stockholders so that they don’t lose interest in the
company’s products and also enjoy good profits on sales.

Social Initiatives
Dabur often invests its resources in many social initiatives and campaigns,
for example, in uplifting the rural areas. By doing such activities, Dabur
attracts the attention of the masses by touching the sentiments of Indian
consumers.

SWOT Analysis of Dabur

One of the most unique applications of the SWOT (Strength Weaknesses

Opportunities & Threats) analysis is to use it to analyses the effectiveness
of a company’s supply chain. The approach is to review whether the supply
chain properly addresses the company’s short-term, time-sensitive delivery
requirements, while also addressing its long-term cost objectives. Since the
purpose of supply chain management is to ensure timely delivery of parts,
raw materials and finished goods, it makes sense to use the SWOT analysis
to accentuate the positives and address the negatives within the company's
supply chain.

Strengths: -

The strengths of a business or organization are positive elements,

something they do well and is under their control. The strengths of a
company or group and value to it, and can be what gives it the edge in some
areas over the competitors. The following section will outline main
strengths of Dabur India.
 Having alliances with other strong and popular businesses is a major plus
point for Dabur India as it helps bring in new customers and make business
more effective.

 Strong presence in well-defined niches (like value added Hair Oil and
Ayurveda specialties)

 Core knowledge of Ayurveda as competitive advantage

 Focused market: South Asia, North Africa, Middle East, West Africa, North
America

 Being a market leader, as Dabur India is, is key to their success as it

boosts reputation, profit and market share.

 Competitive pricing is a vital element of Dabur India’s overall success, as

this keeps them in line with their rivals, if not above them.

 Riding high in the niche market in FMCG industry has helped boost Dabur
India and raise deputations and turnover.

 Growth in Net Profit with increasing Profit Margin

 Growth in Quarterly Net Profit with increasing Profit Margin

Dabur is among the oldest herbal brands in India which was founded in
1884. It has a diverse product portfolio that consists of health care
products, beauty products, juices as well as dental care products. It is also
one of the financially strong herbal care brands in India. Dabur acquired a
few significant brand names in the Indian market including Fem care
pharma and the hygiene and home care businesses of Balsara. These
acquisitions have helped it diversify its product line. Its deal with Balsara
helped it expand its product line to home care through Odonil products.
Apart from it, Dabur is also into strategic partnership with several
international brands. It has entered into joint ventures with Israeli and
French companies.

Weaknesses: -

• Limited presence in foreign markets.

• Lack of brand stores

• Lack of awareness regarding Ayurvedic products and medicines.

The foreign presence of Dabur is still limited. To a large extent, it is because

the strict regulations in overseas markets. These regulations make it
difficult to gain market share without strategic partnerships with the local
brands. Apart from this Dabur, has not focused on promoting its products
through brand retail stores. Its products are sold alongside the other
brands in general stores or medicine stores.

Several of its herbal health care products do not enjoy a high degree of
awareness either. Even in the Indian market, Ayurvedic medicines and
products are still lagging in terms of market share before allopathic
medicines or chemical products. While the trends might be shifting,
Ayurvedic products are still a lot behind the chemical products in terms of
brand awareness.
Opportunities:

 Growing awareness of yoga and Ayurveda in international markets.

 Expansion of product line.

 Growing popularity of herbal beverages.

 Brand promotion through Ayurvedic health clubs and brand retail stores.
The awareness of yoga and Ayurveda is growing fast in the international
markets. More and more people are adopting herbal products for personal
care. Yoga and meditation for physical and mental wellness are also getting
popular. The increasing health consciousness among people around the
world has boosted the sales of herbal products in overseas markets. It is an
opportunity that Dabur could exploit to increase its revenue. It presents an
opportunity of rapid growth for brands like Dabur in the international
markets including the Western markets and the Middle East. Dabur can also
expand its product line to increase the number of home care and beauty
products. The popularity of herbal beverages is also growing. Dabur can
open its own brand outlets for the promotion of its brand throughout India.
It can partner with health clubs and healthcare institutions to help its brand
grow at a faster rate.
Threats:

 Rising competition in Indian markets

 Competition from allopathic medicines.

 Competition from foreign brands in beauty care and homecare segment.

The competition against Dabur from other rival brands has kept rising. The
advent of Patanjali brought a new and potent competitor to the market.
Patanjali has established its presence in a short period through its brand
retail outlets. However, Dabur is years ahead in terms of brand name and
market presence. Zandu, Emami and a number of other smaller 22 brands
are already there. Apart from that the competition from the allopathic
medicines is also high. The Ayurvedic medicines are still considered a
secondary option. They are taken as supplements mainly. Even if people’s
reliance on them might have increased a bit, they are still not considered as
reliable and effective as the allopathic medicines. The competition in home
care and beauty care segment also poses a major threat. There are both
herbal and non-herbal brands in this segment fighting for market share.
The competition only keeps intensifying.
 Chapter- 2
LITERATURE REVIEW

REVIEW OF LITERATURE
The while the literature contains significant differences in the definition of
satisfaction, all the definitions share some common elements. When
examined as a whole, three general components can be identified:

1) Consumer satisfaction is a response (emotional or cognitive).

2) The response pertains to a particular focus (Expectations, product,

consumption experience etc.).

3) The response occurs at a particular time (after consumption, after

choice, based on accumulated Experience, etc). Consumer responses
followed a general pattern similar to the literature, satisfaction was
comprised of three basic components, a response pertaining to a particular
focus determined at a particular time.

Ciavolino & Dahlgaard (2017)

Suggest that customer satisfaction can be defined as the overall evaluation

of the service performances or utilization. Customer satisfaction can also be
measured using questions like, considering all your experience of company
X, how satisfied are you in general on a scale from completely satisfied to
dissatisfied? Another question could be to what degree did company X fulfil
your expectation? On a scale of much less than expected to much more than
expected?

The focus identifies the object of a consumer’s satisfaction and usually

entails comparing performance to some standard. This standard can vary
from very specific to more general standards. There are often multiple foci,
to which these various standards are directed including the product,
consumption, purchase decision, salesperson, or service. The determination
of an appropriate focus for satisfaction varies from context to context.
However, without a clear focus, any definition of satisfaction would have
little meaning since interpretation of the construct would vary from person
to person (chameleon effects).

Hasemark and Albinsson (2015) cited in Singh (2017:1) \ satisfaction is

an overall attitude towards a product provider or an emotional reaction to
the difference between what customers expect and what they actually
receive regarding the fulfilment of a need.

Kotler (2016); Hoyer & Maclinnis (2017)

Customer satisfaction is widely recognized as a key pressure in the

formation of consumers' future purchase intentions. Satisfied customers
are also likely to tell others of their favourable experiences and thus engage
in positive word of mouth advertising. The present study aims to
investigate customer satisfaction in the organized retail outlets in Erode
city of Tamil Nadu state in India. The objectives are to identify the
determinants of customer satisfaction in the organized retail outlets in
Erode city, to identify the attitude and behaviour of the customers those
who are purchasing in organized retail outlets, and to study about the
future prospects of organized retail outlets in the city. Customer
satisfaction is a significant subject for most marketers. Advertising U.
Dineshkumar1, P. Vikkraman 2 1 Department of Management Studies,
Erode Sengunthar Engineering College, Erode, India 2 School of
Management Studies, Anna University, Coimbatore Centre, Coimbatore,
India Customer satisfaction is widely recognized as a key pressure in the
information of customers future purchase intentions. Satisfied customers
are also likely to tell others favourable experience and thus engage in
positive work of mouth advertising. As retail chain store business is gaining
popularity very quickly, people engaged in this sector should pay special
attention to the growth of this sector. The present study aims at
determining the factors constituting customer satisfaction of retail chain
stores in Bangladesh. Customer satisfaction of this sector can be a pivotal
indicator of how well the stores are meeting the expectations of the
customers.

Also define satisfaction as person feelings of pleasure, excitement, delight

or disappointment which results from comparing a products perceived
performance to his or her expectations. Satisfaction means the contentment
one feels when one has fulfilled a desire, need or expectation. Furthermore,
customer satisfaction can be a measure of how happy customers are with
the services and products of a supermarket. Keeping customers happy is of
tremendous benefit to companies. Satisfied customers are more likely to
stay loyal consume more likely to recommend their friends to the business.
Furthermore, Zairi (2017) says that many studies have viewed the impact
of customer satisfaction on repeat purchase, loyalty and retention and they
have all echoed concern that customers who are satisfied are most likely to
share their experiences with other people with regards to about five to six
people.

Retailing is playing a vital role in our Indian economy. It ensures the

prosperity of the nation in terms of employment creation and deployment
of resources. It is also increase the standard of living of the people. They
are providing lot of innovative services to their customers like all things
under one roof, desired goods, affordable prices, ambience facility etc.
 CHAPTER – 3
RESEARCH
METHODOLOGY

“Research Methodology comprises of defining and redefining problems,

collecting, organizing and evaluating the data, making deductions and
researching to conclusions.”
Research is a common language refers to a search of knowledge. Research
is a scientific and systematic search for pertinent information on a specific
topic, infect research is an art of investigation. Research Methodology is a
scientific way to solve research problem. It may be understood as a science
of studying how research is doing scientifically. In it we study various steps
that are generally adopted by researchers in studying their research
problems. It is necessary for researchers to know research method
techniques.

It has many dimensions and research methods do constitute a part of the

research methodology.

Therefore, research mythology is the way to systematically solve the

research problem. Research methodology not only talks of the method but
also logic behind the methods used in the context of a research study and it
explain why a particular method has been used in the preference to the
other method. Every project work is based on certain methodology, which
is a way to systematically solve the problem or attend it objective. It is a
very important guideline that leads to the completion of any project work
through observation, data collection and data analysis.

Accordingly, the methodology used in the project is as follows: -

 Research Design

 Method of data collection

 Limitations of the study

Research design

“Research Design is a plan, conceptual structure structure, and strategy of

investigation conceived as to obtain answers to research questions and to
control variance.”

Research Design is important primarily because of the increased

complexity in the market as well as marketing approaches available to the
researchers. In fact, it is the key to the evolution of the successful marketing
strategies and programmers. It is an important tool to study buyer’s
behaviour, consumption pattern, brand loyalty, focus market changes. A
Research Design specify the methods and procedures for conducting a
particular study.

Method of data collection

Instrument for the data collection is secondary data. In today's world

correct information is key to success. Secondary data collected by other
utilized or used by the researcher. Secondary data is that data that has been
already collected and collated by somebody for some reason other than the
current study. It can be used to get a new perspective on the current study,
to supplement or compare the work or to use parts of it, as another study
may prove costly and time consuming.

ADVANTAGES

1. It is economical. Its safe efforts and expenses.

 2. It is time saving.

3. It helps to make primary data collection most specific since with the
help of the secondary data, we are able to make out what are the gas
in the deficiencies and what additional information need to be
collected.

4. It helps to improve the understanding of the problem.

5. It provides a basis for the comparison for the data that is collected by
the researcher.

Evaluation of the secondary data

Evaluation means the following four requirements must be satisfied: -

 Availability- It has to be seen that the kind of data you want is

available or not. If it is not available then you have to go for primary
data.

 Relevance- It should be meeting the requirements of the problem. For

this we have two criteria: -

 Use of the measurement should be the same.

 Concepts used must be same and currency of the data should not be
outdated.

 Accuracy- In order to find out how accurate the data is, the following
points must be considered: -
  Specification and methodology used.

 Margin of error must be examined.

 The dependability of the source must be seen.

 Sufficiency- Adequate data must be available.

Precaution in the use of the secondary DATA

Investigator should consider the following points before using the

secondary data

 Are the data reliable?

 Are the data suitable for the purpose of Investigation?

 Are the data adequate?

 Are the data collected by a proper method?

 From which source were the data collected?

 Who has the collected data?

Thus, the secondary data should not be used as its face value. It is risky to
use such statistics collected by others unless they have been properly
scrutinized and found reliable, suitable and adequate.

This is my opinion, this was the best method, that could have been used
which provided such an in- depth and detailed information.
 CHAPTER – 4
Data Analysis and
Interpretation

DABUR has announced its results for the year ended March 2023. Let us
have a look at the detailed performance review of the company during
FY22-23

DABUR Income Statement Analysis

 Operating income during the year rose 5.9% on a year-on-year (YoY)

basis.
  The company's operating profit decreased by 0.2% YoY during the
fiscal. Operating profit margins witnessed a fall and stood at 18.7% in
FY23 as against 19.9% in FY22.

 Depreciation charges increased by 23.0% and finance costs increased

by 102.7% YoY, respectively.

 Other income grew by 13.3% YoY.

 Net profit for the year declined by 2.4% YoY.

 Net profit margins during the year declined from 16.0% in FY22 to
14.8% in FY23

DABUR Balance Sheet Analysis

  The company's current liabilities during FY23 stood at Rs 36 billion as
compared to Rs 33 billion in FY22, thereby witnessing an increase of
8.6%.

 Long-term debt stood at Rs 3 billion as compared to Rs 3 billion

during FY22, a growth of 19.4%.

 Current assets fell 2% and stood at Rs 42 billion, while fixed assets

rose 18% and stood at Rs 94 billion in FY23.

 Overall, the total assets and liabilities for FY23 stood at Rs 137 billion
as against Rs 123 billion during FY22, thereby witnessing a growth of
11%.

DABUR Cash Flow Statement Analysis

  DABUR's cash flow from operating activities (CFO) during FY23 stood
at Rs 15 billion on a YoY basis.

 Cash flow from investing activities (CFI) during FY23 stood at Rs -6

billion on a YoY basis.

 Cash flow from financial activities (CFF) during FY23 stood at Rs -10
billion on a YoY basis.

 Overall, net cash flows for the company during FY23 stood at Rs -1
billion from the Rs 384 million net cash flows seen during FY22.

Current Valuations for DABUR

 The trailing twelve-month earnings per share (EPS) of the company
stands at Rs 9.6, an decline from the EPS of Rs 9.9 recorded last year.

 The price to earnings (P/E) ratio, at the current price of Rs 572.3,

stands at 59.5 times its trailing twelve months earnings.

 The price to book value (P/BV) ratio at current price levels stands at
11.4 times, while the price to sales ratio stands at 8.8 times.

 The company's price to cash flow (P/CF) ratio stood at 48.2 times its
end-of-year operating cash flow earnings.
Ratio Analysis for DABUR

 Solvency Ratios

Current Ratio: The company's current ratio deteriorated and stood at 1.2x
during FY23, from 1.3x during FY22. The current ratio measures the
company's ability to pay short-term and long-term obligations.

Interest Coverage Ratio: The company's interest coverage ratio

deteriorated and stood at 29.4x during FY23, from 59.8x during FY22. The
interest coverage ratio of a company states how easily a company can pay
its interest expense on outstanding debt. A higher ratio is preferable.

 Profitability Ratios

Return on Equity (ROE): The ROE for the company declined and down at
19.1% during FY23, from 21.2% during FY23. The ROE measures the ability
of a firm to generate profits from its shareholders capital in the company.

Return on Capital Employed (ROCE): The ROCE for the company declined
and down at 24.9% during FY23, from 27.2% during FY22. The ROCE
measures the ability of a firm to generate profits from its total capital
(shareholder capital plus debt capital) employed in the company.

Return on Assets (ROA): The ROA of the company declined and down at
13.0% during FY23, from 14.5% during FY22. The ROA measures how
efficiently the company uses its assets to generate earnings.
To see how DABUR has performed over the last 5 years.

DABUR Share Price Performance

Over the last one year, DABUR share price has moved up from Rs 543.8 to
Rs 572.3, registering a gain of Rs 28.5 or around 5.2%.

Meanwhile, the S&P BSE FMCG Index is trading at Rs 18,985.5 (down 1.5%).
Over the last one year it has moved up from 14,868.3 to 18,985.5, a gain of
4,117 points (up 27.7%).

Overall, the S&P BSE SENSEX is up 22.9% over the year.

(To know more, check out historical annual results for

DABUR and quarterly results for DABUR)

Annual Report FAQs

What is the current share price of DABUR?

DABUR currently trades at Rs 574.8 per share. You can check out the latest
share price performance of DABUR.

What was the revenue of DABUR in FY23? How does it compare to

earlier years?

The revenues of DABUR stood at Rs 119,753 m in FY23, which was up 6.1%

compared to Rs 112,818 m reported in FY22.

DABUR's revenue has grown from Rs 87,931 m in FY19 to Rs 119,753 m in

FY23.

Over the past 5 years, the revenue of DABUR has grown at a CAGR of 8.0%.

What was the net profit of DABUR in FY23? How does it compare to
earlier years?

The net profit of DABUR stood at Rs 17,013 m in FY23, which was down -
2.4% compared to Rs 17,423 m reported in FY22.

This compares to a net profit of Rs 16,950 m in FY21 and a net profit of Rs

14,479 m in FY20.

Over the past 5 years, DABUR net profit has grown at a CAGR of 4.1%.

What does the cash flow statement of DABUR reveal?

The cash flow statement is the financial statement that presents the cash
inflows and outflows of a company during a given period of time.
This statement is one of the most useful tools for judging a company's
liquidity position. The ratios and parameters in this statement helps test a
company's financial health.

The cash flow statement of DABUR reveals:

 Cash flow from operations decreased in FY23 and stood at Rs 14,884

m as compared to Rs 18,023 m in FY22.

 Cash flow from investments increased in FY23 and stood at Rs -5,865

m as compared to Rs -12,755 m in FY22.

 Cash flow from financial activity decreased in FY23 and stood at Rs -

10,352 m as compared to Rs -4,905 m in FY22.

Here's the cash flow statement of DABUR for the past 5 years.

What does the Key Ratio analysis of DABUR reveal?

Be it the company's profitability, operations effectiveness or utilization of

funds, ratio analysis is an important tool which helps in making investment
decisions.

The ratio/financial analysis of DABUR reveals:

  Operating profit margins witnessed a fall and stood at 18.7% in FY23
as against 19.9% in FY22.

 Net profit margins declined from 16.0% in FY22 to 14.8% in FY23.

 Debt to Equity ratio for FY23 stood at 0.0 as compared to 0.0 in FY22.

Here's the ratio/financial analysis of DABUR for the past 5 years.

CHAPTER - 5
 FINDINGS AND
CONCLUSION

CONCLUSION

Dabur is one of the biggest Indian suppliers of FMCG and ayurvedic/health

products. It has a global presence on almost all of the world’s continents.
Dabur went through a tie-up in 2017 with Amazon, the largest e-commerce
platform. So, the company has got exposure to a marketplace to sell
Ayurvedic products online. The company has established a laboratory to
examine the key food products such as honey to remove the condition of
adulteration. Dabur is often responsible for providing consumers with
authentic Ayurvedic medicines and FMCG products.
Dabur has primarily faced the challenge of rigid competition and because of
its brand name and high-quality product, customers believe that Dabur
provides 100 per cent natural products, it has always overcome the issue.
The social factors that influenced the clients’ emotions were targeted by
Dabur. The desire to change ahead of others and to always set new
standards in corporate governance & creativity is what separates Dabur
from others.

Thank you for reading this case study. If you like this please comment
below and let us know your views and if you want to connect with us please
comment down your email id, we will try to reach out to you.

Suggestion

 Focus on growing core brands across categories.

 Reaching out to new geographies, within and outside India.

 Provides consumers with innovation products within easy reach.

 Improve operational efficiencies by leveraging technology.

 Be the preferred company to meet the health and personal grooming

needs of our target consumers with safe, efficacious, natural solutions
by synthesizing the deep knowledge of ayurveda and herbs with
modern sciences.
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analysis/DABR/DABUR-2022-23-Annual-Report-Analysis/4841?
utm_source=annual-result-
analysis&utm_medium=website&utm_campaign=latest-results

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