Professional Documents
Culture Documents
2
Introduction to the Topic
3
The origin of Dabur can be traced back to 1884 when Dr. S.K. Burman started
quality checks. In 1936, Dabur became a full-fledged company with the name
Dabur India (Dr. S.K. Burman) Pvt Ltd. Dabur shifted its operations to Delhi in
1972. Dabur became a Public Limited Company in 1986 and Dabur India
Limited came into existence after reverse merger with Vidogum Limited. In
manufacture and market confectionary items in India. In 1994, Dabur raised its
first IPO. In 1998, day to day running of the company was handed over to
Dabur acquired Balsara. Dabur crossed $ 2 billion market cap in 2006. Some
4
5
COMPANY OVERVIEW
Over its 120 years of existence, the Dabur brand has stood for goodness
from hair care to honey, Dabur has consistently ranked among India’s top
brands. Its brands are built on the foundation of trust that a Dabur offering will
The trust levels that this brand enjoys are phenomenally high. While Ries and
Trout may ask “What does Dabur stand for—shampoo or digestive tablets?”
The answer is fairly simple, it stands for India’s fourth largest fast moving
consumer goods company that both consumers and trade respect and trust
The company has kept an eye on new generations of customers with a range
including a daily update on the share price (something that very few Indian
brands do). There’s a great sense of responsibility for investors’ funds on view.
6
COMPANY PROFILE
7
COMPANY HISTORY
Dabur India Ltd. made its beginnings with a small pharmacy, but has continued
to learn and grow to a commanding status in the industry. The Company has
8
gone a long way in popularizing and making easily available a whole range of
products based on the traditional science of Ayurveda. And it has set very high
norms.
10
2000 - The 1,000 crore mark
Dabur establishes its market leadership status by staging a turnover of Rs.1,
000 crores. Across a span of over 100 years, Dabur has grown from a small
beginning based on traditional health care. To a commanding position
amongst an august league of large corporate businesses.
11
PRODUCT LINE
Foods
Real
Real Activ
Hommade
Lemoneez
Capsico
Health Care
Baby Care
12
Health Supplements
Dabur Chyawanprash
Dabur Glucose D
Hajmola Yumstick
Hajmola Mast Masala
Anardana
Hajmola
Hajmola Candy
Hajmola Candy Fun 2
13
Natural Cures
Shilajit Gold
Nature Care
Sat Isabgol
Shilajit
Ring Ring
Itch Care
Backaid
Shankha Pushpi
Dabur Balm
Sarbyna Strong
Personal Care
Oral Care
15
Skin Care
Gulabari
Vatika Fairness Face Pack
Ayurvedic Specialities
Ayurveda
Ayurveda Vikas
16
FINANCIAL REPORT
EXPENDITURE
Other
Manufacturing
17
Miscellaneous 55.17 56.36 35.5 29.09 32.15 26.13
Expenses
18
OVERVIEW OF FMCG SECTOR IN INDIA
low operational cost. Availability of key raw materials, cheaper labour costs
and presence across the entire value chain gives India a competitive
advantage.
The FMCG market is set to treble from US$ 11.6 billion in 2003 to US$ 33.4
product categories like jams, toothpaste, skin care, hair wash etc in India is
particularly the middle class and the rural segments, presents an opportunity
product categories. With 200 million people expected to shift to processed and
purchasing power and has a strong middle class base of 300 million.Around
70 per cent of the total households in India (188 million) resides in the rural
areas. The total number of rural households are expected to rise from 135
million in 2001-02 to 153 million in 2009-10. This presents the largest potential
market in the world. The annual size of the rural FMCG market was estimated
at around US$ 10.5 billion in 2001-02. With growing incomes at both the rural
and the urban level, the market potential is expected to expand further.
Rural-urban profile
Urban Rural
% Distribution (2001-02) 28 72
20
An average Indian spends around 40 per cent of his income on grocery and 8
per cent on personal care products. The large share of fast moving consumer
goods (FMCG) in total individual spending along with the large population base
is another factor that makes India one of the largest FMCG markets.
21
Rapid urbanisation, increased literacy and rising per capita income, have all
caused rapid growth and change in demand patterns, leading to an explosion
of new opportunities. Around 45 per cent of the population in India is below 20
years of age and the young population is set to rise further. Aspiration levels in
this age group have been fuelled by greater media exposure, unleashing a
latent demand with more money and a new mindset.
22
23
OVERVIEW OF THE HAIR OIL SEGMENT
In the last quarter of the previous century Indian women have imbibed global
mores, ethics, fashions and styles in a remarkable way. Yet the popular
iconography of Indian beauty still associates them with beautiful fair skin and
society.
Across the country, mothers spend endless hours teaching their daughters
what their mothers had taught them about maintenance of their natural
beauty – taken primarily as caring for the skin and hair. In the hair care
than the oiling of hair for nourishment and use of home-made concoctions of
It would come as a surprise to only a few that hair oils have a penetration of
almost 98% (Source: IRS 2003). Of the branded market, hair oils form a
major chunk accounting for Rs. 13 billion with coconut hair oils as the prime
24
OVERVIEW OF VATIKA
Hair Oil as its first product. In the very first year of its launch it crossed Rs.
100 million in turnover. Over the years, Vatika has come to be amongst the
expected to continue to drive its growth in the years to come. With its
qualitatively influential and pioneering role that it has played in the evolution
of the categories it has had a presence in. Currently, the total annual sales
of Vatika products are over Rs. 1,000 million. Of this, Vatika Hair Oil enjoys
a 6.4% market share in the coconut hair oil category (Source: ACNielsen
ORG-MARG, 2003).
Vatika has not just been successful in garnering a premium image but,
today, stands as the preferred and trusted brand of 11.1 million users
PRODUCT
25
Dabur Chyawanprash is the leader in the Chyawanprash
properties that make Dabur Chyawanprash a preferred choice for its users.
Vishwast
Special
PACKAGING
26
The figure above shows the evolution of the packaging of Dabur
Chyawanprash.
It launched Dabur Chyawanprash first in 1949 in a tin pack and it was the first
branded Chyawanprash in India. Later Dabur came out with its new packet of
Available in
27
Research Methodology
Research Plan
dealers
procedure random
research & a careful investigation or enquiry specially through search for new
Before embarking upon the research plan the research objective were
specified. The clarity of the objective was helpful in carrying forth the project
information was used in this research was designed in order to find out the
various record information & also to fulfill the objectives of the project.
29
All form filled by myself taking a part of on English. Some question were framed
been asked directly might have offered the retailers so that this had to be frame
indirectly.
Sample Selection : Area of study: I choose the routes to know the market
conditions of the DABUR that what are the real position of DABUR in the
h Design
Methodology Adopted
The data was collected both with the help of primary as well as secondary
sources.
For primary data, I proceeded with the drafting of the questionnaire for
respondents to be analysed.
Secondary data was also collected personally by me, which the company has
furnished for the general public. The secondary data was gathered with the
In order to amplify the empirical findings from primary and secondary sources,
The questionnaire was of multiple choice and the pattern of questions was as
simple as possible. With every question, multiple choices were given and
was structured and not disguised as the questions followed one pattern and
reason behind the questionnaire was stated properly. All the questions were
31
1) Sample size for customers were 150 in number and the universe
2) Sample size for retailers were 40 in number and the universe comprised
3) Sample size for Distributor & Wholesaler were four in number & the
of Delhi.
32
SWOT ANALYSIS OF DABUR
STRENGTHS
Strong presence in well defined niches( like value added Hair Oil and
Ayurveda specialities)
33
Product Development Strength
IT Initiatives
WEAKNESS
Low Penetration(Chyawanprash)
High price(Vatika)
OPPORTUNITIES
Untapped Market(Chyawanprash)
Market Development
Export opportunities.
Innovation
Chyawanprash and Marico,Keo Karpin, HLL and Bajaj for Vatika Hair
Oil)
New Entrants
SEGMENTATION
Vatika Hair Oil was launched at an almost 100% premium to the market
leader. This meant that the segment of the market that dabur wanted to
cater to was the premium segment which valued nourishment of the hair
above the price and it tried to attend to that segment which was not price
sensitive.
35
TARGETING
This was in line with its proposition and overall brand strategy of a premium
category of hair oil users. Since the product was expensive it could mainly
cater to the urban market as opposed to the rural market where consumers
are highly price sensitive. Being positioned as having amla, henna and
lemon extracts, the product was targeted towards the young, contemporary,
POSITIONING
The product innovation was fed by the vital consumer insight that many
other factors. Beset by modern-day hair problems, they are far more
36
“Natural” offering
day health issues, particularly when it comes to hair care and skin care. In
a world where modern living causes untold stress the Vatika brand holds
concept of Vatika woman,it has tried to carve out a new positioning in the
37
MARKETING MIX OF VATIKA HAIR OIL
Vatika Hair Oil has made a huge impact with its innovative product offering,
Product
Price
Place
Promotion
38
Product Price Promotion Place
Names Marketing
• Services
PRODUCT
coconut hair oil with special ingredients adding value to the product.
While coconut oil has been regularly used by Indian women as a basic
amla and lemon have been used for special hair needs.
39
Coconut hair oil provides nourishment to the hair, while henna along
with other herbs coat the hair and protect it from oxidation, thereby
maintaining its natural colour. Amla strengthens hair roots and helps
maintain their natural health and thickness. Lemon with its astringent
Apart from henna, amla and lemon, it also contains other natural
packs as analogous of pure coconut oils, Vatika broke the norm with its
colours, used in its packaging, reflect the brands’ natural ancestry and
give it a premium look. These also help Vatika stand out in the cluttered
Available in
Quality Vatika products contain natural ingredients that have been blended
40
Dabur Research Foundation has more than 100 scientists working together to
PRICE
In the traditional coconut hair oil category, which presumably had price
sensitive consumers, Vatika Hair Oil with its value added proposition –
henna, amla and lemon in a pure coconut oil – broke this myth when it
such a pricing strategy it was able to garner a significant share from the
41
The table above shows that Dabur Vatika is one of the highest priced of
hair oils since it targets the higher income class and also that the prices
PRICE/QUALITY MATRIX
Price→
↓
Luxury Ideal For Premiere
VATIKA
Overpriced Average Real
Middle Bargain
42
PLACE
Vatika products including Vatika Hair Oil are sold in 38 countries through
more than 15 lakh retail outlets and 5,000 distributors who service the entire
43
Dabur’s distribution network extends beyond India in the following countries as
well:
Distribution Network
Australia
Asia
Middle East
44
PROMOTION
Vatika – the key focus brand of the company – has always been well
45
Vatika Hair Oil’s first promotion: It focussed on the key benefit –
the extra nourishment through the value addition of henna, amla and
lemon-derived additives.
leader in the new category of value-added hair oils and its promotion
reinforced the obvious fact that most coconut oil brands were not
46
ADVERTISING
bonds with prospective buyers. Ads are necessary because the images
are still mouldable and fluid and the consumer’s sophistication level is
low.
Vatika Hair Oil uses a number of advertising media like television, print,
associated with shows and sponsored events such as the Vatika Super
Model India 2001 and Vatika Zee Sangeet Awards. It has also had a
strong association, since its inception, with Mover’s and Shakers’ – the
popular TV show.
47
Celebrity Endorsements: The
ambassador
48
CUSTOMER SURVEY RESULTS
DABUR VATIKA
AWARNESS LEVEL
40
35
30
25
20
PERCENT AG E
15
10
0
PARAC HUTE KEO K ARPIN NIHA R HAIR AND VATIKA
CARE
PREFERRED BRAND
49
40
35
30
25
20
PERCENTAG E
15
10
0
PARACHU TE KEO KARPIN NIHAR HAIR AND VATIK A
CARE
SATISFACTION LEVEL
3.5
2.5
1.5
RATING(1-LOW 5-HIGH)
0.5
0
PARACHUTE KEO KARPIN NIHAR HAIR AND VATIKA
CARE
50
45
40
35
30
25
20
PERCENTAGE
15
10
5
0
NON STICKY BRAND FRAGRANCE PRICE
LOYALTY
80
70
60
50
40 PERC ENTAG
E
30
20
10
0
TV INTERNET WOM PRINT
51
UNAVAILABILITY OF PREFERRED BRAND
45
40
35
30 PERCENTAGE
25
20
15
10
5
0
PURCHASE ANOTHER WAIT BUY SUBSTITUTE WHATEVER OFFERED
BRAND BY RETAILER
60
50
40
30 PERCENTAG
E
20
10
0
75ml 150 ml 300 ml
52
40
35
30
25
20 PERCENTAGE
15
10
0
AVAILABILITY PRICE FAMILY SIZE STORAGE
FREQUENCY OF PURCHASE
70
60
50
40
PERCENTAG
E
30
20
10
0
15 DAYS ONE MONTH TWO MONTHS
53
RETAIL SURVEY RESULTS
DABUR VATIKA
80
70
60
50
PERCENTAGE
40
30
20
10
0
mar i co hl l kar r pi keo kar pi n vati ka
54
2) .Out of these which are the most preferred?
50
45
40
PERCENTAGE
35
30
25
20
15
10
0
mari co hll karrpikeo karpi n vatika
50
45
40
35
30
25
PERCENTAGE
20
15
10
5
0
brand loyalty price availability no reason
55
50
45
40
35
30
25
PERCE NTAGE
20
15
10
5
0
high income middle income low income
40
35
30
25
20 PERCENTAG
E
15
10
0
price discount buy one get one others
56
60
50
40
30 PERCENTAG
E
20
10
0
price discount buy one get one others
60
50
40
PERCENTAG
30 E
20
10
0
yes no
57
60
50
40
30 PERCENTAGE
20
10
0
yes no
SEGMENTATION
considers are growing kids, competitive youth, ever busy housewives and the
aged.
For the growing kids: In today's competitive environment, the children are
58
For the competitive youth: Modern life keeps the youth busy and demands
For the aged: Old age weakens a person physically and mentally.
After segmenting the population into these categories it aims to keep them fit
and healthy.
TARGETING
housewives, youth and kids .This it is trying to achieve through its promotion
that Chyawanprash is not for him, meets his moment of truth when
59
final conversion from a non-user to a Chyawanprash user connects with the
Youth. These two ads compliment each other and connect very well with the
targeted consumers
POSITIONING
"Andar se strong”: Dabur chyawanprash has the tag line "Andar se strong”
with the consumers and is able to achieve a better positioning in the minds of
60
Holistic Health benefit of Ayurveda: Dabur Chyawanprash helps in
infections & building resistance to disease. The brand conveys this health
selection, processing and quality control of right herbs along with scientific and
view DCP as a product by a trusted brand and therefore do not need to think
61
MARKETING MIX OF DABUR CHYAWANPRASH
has achieved this with its innovative product offering, pricing strategy, easy
Product
Price
Place
Promotion
Names Marketing
62
• Services
PRODUCT
63
fighting respiratory infections & building resistance to disease. It is these
properties that make Dabur Chyawanprash a preferred choice for its users.
Vishwast
Amla, Ashwagandha, Hareetaki, Dashmul, Ghrit and several
other herbs and herbal extracts.
Special
Vishwast fortified with additional health beneficial herbs like
Keshar, Akarkara etc.
Packaging
It launched Dabur Chyawanprash first in 1949 in a tin pack and it was the first
branded Chyawanprash in India. Later Dabur came out with its new packet of
64
Available in
PRICE
uses second degree price discrimination i.e more the quantity, lower the price.
1kg Rs.175.00
500gms Rs.100.00
250gms Rs.
55.00
65
PRICE/QUALITY MATRIX
Price
→
High Middle Low
Quality
↓
Luxury Ideal For Premiere
High DABUR
CHYAWANPRAS
H
Overprice Average Real
Middle
d Bargain
PLACE
Dabur has a very wide distribution of its products through 1.6 million retail
outlets and 50 C & F agents all over India who distribute products to the
below.
67
Dabur’s distribution network extends beyond India in the following countries as
well:
Distribution Network
Australia
Asia
Middle East
68
PROMOTION
activities.
Advertising
buyers. Ads are necessary because the images are still mouldable and fluid
The company has launched two ads, one each with Amitabh and Vivek, in
69
Chyawanprash.The ads have been created by McCann Ericsson and the
year. The ads would also be translated in Bengali. These advertisements are
everyday.
70
The boy asserts, “Zaroorat The big brother follows him but
hai!” and starts running. is unable to catch him using every way.
Running with super energy the boy ...the big brother also dives in the
dives into the river. Not to be left behind... river but ultimately stops when he
get tired
71
With no option left he agrees The ad ends on the big brother
COMPETITOR ANALYSIS
Zandu and Himani, which together with Dabur have about 85% of India's
domestic market.
Dabur is India's largest Ayurvedic medicine supplier and the fourth largest
level in 2003 of about 650 million dollars per year, though only a fraction of that
segment as follows:
72
Sri Baidyanath Ayurvedic Bhawan Ltd. (Baidyanath for short) was founded
recently expanded into the FMCG sector with cosmetic and hair care products;
73
The Emami Group, founded in 1974, provides a diverse range of products,
doing 110 million dollars of business annually, though only a portion is involved
with Ayurvedic products, through its Himani line; the company is mainly
involved with toiletries and cosmetics, but also provides Chyawanprash and
DABUR CHYAWANPRASH
AWARNESS LEVEL
100
90
80
70
PERCENTAG
E
60
50
40
30
20
10
0
ZANDU HIMANI BAIDYANATH DABUR
PREFERRED BRAND
74
60
50
40
30 PERCENTA
GE
20
10
0
ZANDU HIMANI BAIDYANATH DABUR
SATISFACTION LEVEL
4.5
3.5
RATING(1-LOW 5-HIGH)
3
2.5
1.5
0.5
0
ZANDU HIMANI BAIDYANATH DABUR
75
70
60
50
40
30 PERCENTAGE
20
10
0
HEALTH BRAND TASTE PRICE
LOYALTY
80
70
60
50
40 PERC ENTAG
E
30
20
10
0
TV INTERNET WOM PRINT
76
40
35
30
25 PERCENTAGE
20
15
10
0
PURCHASE ANOTHER WAIT BUY SUBSTITUTE WHATEVER OFFERED
BRAND BY RETAILER
50
45
40
35
30
25 PERCENTAG
E
20
15
10
5
0
1 Kg 500 gm 250 gm
77
40
35
30
25
20 PERCENTAGE
15
10
0
AVAILABILITY PRICE FAMILY SIZE STORAGE
FREQUENCY OF PURCHARE
60
50
40
30 PERCENTAG
E
20
10
0
ONE MONTH TWO MONTHS SIX MONTHS
78
RETAILER SURVEY RESULTS
DABUR CHYAWANPRASH
100
90
80 PERCENTA
GE
70
60
50
40
30
20
10
0
ZANDU HIMANI BAIDYANATH DABUR
80
70
60
50
40
RATING(1-LOW 5-HIGH)
30
20
10
0
ZANDU HIMANI BAIDYANATH DABUR
79
3) According to you what are the reasons for customers’ preferences?
60
50
40
30
PERCENTAGE
20
10
0
brand loyalty price availability no reason
70
60
50
40
PERC ENTAG
E
30
20
10
0
high incom e middle income low income
80
60
50
PERCENTAGE
40
30
20
10
0
price discount buy one get one others
70
60
50
40
PERCENTAG
E
30
20
10
0
price discount buy one get one others
81
70
60
50
40
PERCENTAGE
30
20
10
0
yes no
60
PERCENTAG E
50
40
30
20
10
0
yes no
DISTRIBUTION
Supply chain: Dabur has steadily improved its procurement and distribution
Over 5,000 ASP pages meet almost all reporting requirements and make this a
VSATs: This Success paved the ground for the company's supply chain
secondary system has a number of unique features. The features like tight
system and not core customizations. The integrated system allows each Area
Manager to plan for the month's sales forecasts, stockists performance, and
primaries and secondaries, brings down inventories, and offers better control
83
secondary volumes will help control secondary pipelines and sales. Primary
sales will therefore come from a resultant 'pull' from secondary replenishments.
Further, sales order servicing can be improved by taking orders through the
Internet, and by setting stocking norms and replenishing stocks to improve ROI
of stock holders.
and, for the first time, Vivek Oberoi, makes an aggressive attempt to establish
lifestyle, for the entire family. As a market leader, Dabur’s focus has been to
increase the relevance of this time-tested and proven product in the family -
84
both for users and non users - and increase penetration. In their new campaign
they have tried to establish the fact that Chyawanprash, with its ‘well - being’
properties, gives an edge to the users and dispel the myth that it should be
area for the future. An international business division has been set up within the
company to promote exports and it expect this business to grow steadily in the
coming years. The company plans to focus on Russia and CIS countries
along with Afghanistan, West Indies and the Asia Pacific region. It has also
marketing of products to the ethnic Indian segment. The company has already
manufacture and market its products. Dabur will hold a majority stake in this
joint venture.
PRODUCT DEVELOPMENT:
Dabur India Ltd (DIL),buoyed by a bottom-line growth of 84 per cent in the first
quarter this fiscal, would be investing significantly in the launch of several new
85
The Vice-President-Sales, Mr S. Raghunandan, said, "The FMCG industry
are now dictating terms and defining the market. DIL will launch new products
one of the key factors in favour of Dabur India. In 2001-02, Dabur India had
ayurvedic specialties, accounting for 76 per cent, 14 per cent and 7 per cent
digestive candy, Pudin Hara, Dabur Lal Dant Manjan and Dabur Lal Tail
In a bid to diversify its product portfolio, Dabur India Ltd (DIL) has entered the
range with 10 new additions over the next few months. The company has
begun test marketing toilet soaps under the brand name Vatika in West
Bengal. There is a single variant, containing saffron and honey, right now and
86
Besides diversifying its product portfolio under the Consumer Care Division
(CCD) with a foray into soaps, DIL has also decided to enhance focus on the
Consumer Healthcare Division (CHD) this fiscal. The newly created CHD
Some of the existing OTC products of DIL include cough and cold formulation
The company plans to launch other products under its own brand name in
87
88
Findings
The New Dabur Identity modernizes the 100-year old equity of the Dabur brand
by subtly transforming the tree. While it retains the essence of the banyan tree,
trustworthy and a symbol of fertility. The new Dabur identity retains these
enduring and valuable attributes, while it adds a fresh, healthy and holistic
The new identity appropriates nature as the wellspring for Dabur. It conveys
Dabur's heritage, commitment and stability through the form and colours of the
tree; its branches and leaves. It also conveys that the brand stands for wellness
across age groups. Taken as a whole, the tree appears well rooted, implying
89
stability; and its abundant canopy implies that it can provide amply for those
who seek its produce and shade. Further, the entire image, being well-
brand.
In India, the tree is a symbol of life. It is a giver of fuel, food and protection. It is
shade of its canopy. The tree is held auspicious as it spreads through the three
spheres with its roots meshing through the earth, its trunk rising through the
terrestrial world and its branches reaching into the heavens. This symbolism
Keeping these vital associations in mind, the tree in the new Dabur identity has
as well as its future aspirations. It now takes on a younger avatar, in its form
and colours, and strikes a rapport with the consumer as a proactive brand with
groups.
Thus, through its form and colours, the new logo identity combines freshness
The burst of leaves and their colours symbolize growth, rejuvenation and inner
90
strength. The form and colour of the trunk convey growth, youthfulness and
stability. Thus, the logo identity lock up presents Dabur as a stable yet evolving,
contemporary, vibrant and active brand cherishing nature as the source of all
91
92
USEFULNESS AND IMPORTANCE OF STUDY
not the solution of the problems, which arise in practical field. There is a
certain formula for any particular problem, but the aim of this study is to
develop the ability of decision making. A right decision at right time and right
This study gives an idea of all marketing activities. So the way a problem is
activities give much importance to the study. Only in two month training it was
Foods.
93
94
CONCLUSIONS
other herbs and herbal extracts. the market. The consumer’s patriotic love for
tea and coffee is unfared. Chyawanprash are yet to establish their supplement
use in the average household here in lies the great opportunities. Within the
market, it is safe to conclude that dabur has hit off ratherwell with the masses.
dabur has clearly lost it head start advantage and thereby acquiring just 35% of
the market share while others enjoys rest of the market share. This could be
advertising is needed to promote Chyawanprash and vatika hair oil brand .The
‘sonacahndi, ‘Minute- made’ and also US food giantssDel Monte are ready to
Vatika hair oil has no major competition except an Australian Product Tobasco.
As a new product so people are not able to digest it yet Dabur is getting 8
crores from Vatika hair oil in which accounts for 4 crores, Lemoneez 1 Crore
industry, a company has to create perceptions and cover them into realities. It
95
is an expensive proposition requiring huge expenditure on advertising,
sponsorships and media. Thus, the ideal company will be the one which
As 16% of the excise duty is exempted on food products in this budget , Many
survey it was found that target Market of Chyawanprash want quality benefit
decreasing price to increase sales and profit. To increase market share Dabur
should give slight price benefit on Dabur brand so that customers of other
getting excise benefit from the Government so Dabur should pass slight Price
benefit to the target market so that target market should use the vatika hair oil
and adopt it in making daily food thereby increasing the market share of vatika
hair oil.
96
LIMITATION OF THE STUDY
97
It was quenching time in the shops that use to deal in and some retailers
wastage of time
There was no way to assess the reliability of the retailers. What ever
Category wise search for retailer was a terrific job in the market.
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RECOMMENDATIONS
Be the preferred company to meet the health and personal grooming needs
science.
Vatika hair care centre: On the lines of Marico’s Kaya Skin Clinic, Dabur
ends,etc.
100
101
CONSUMER QUESTIONAIRRE- DABUR VATIKA HAIR OIL
Dear Respondent,
Thanks for sparing few minutes to fill this questionnaire, which will help us to
Any information provided by you will strictly be used for Academic Purpose.
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1. Which brands of hair oil are you aware of?
Parachute
Keo Karpin
Nihar
Dabur Vatika
Parachute
Keo Karpin
Nihar
Dabur Vatika
1
2
3
4
5
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4. What are the primary reasons for which you use this particular brand?
Non sticky
Brand Loyalty
Fragrance
Price
TV
Internet
Word of Mouth
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6. If your brand is not available you would..?
Go for a substitute
75 ml
150 ml
300 ml
Availability
Price
Family size
Storage
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9. How often do you buy?
Once in 15 days
Once a month
Yes
No
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REFERENCES
Books:
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Kothari C. R., “Research Methodology”, 2nd edition, 2002, New Age
International Pvt. Ltd., P. 11, 130.
Company Documents.
Websites
www.google.com
www.dabur.com
www.tutor2u.net
www.brandchannel.com
www.blonnet.com
www.superbrandsindia.com
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