Repositioning Dabur

“The Brand Dabur” turn-around

 Reasons?

 Overall slowdown in FMCG sector

 Stiff competition

 To target young India- “the largest segment”

 Modernize old Brand Equity- “intangible asset”

 Streamline/Synergize business operations

Reinventing the Mother Logo
 Diversified Portfolio

Dabur Business
category

Dabur foods Ltd

Consumer care Consumer health
(de-merged
division Care division
With DIL, 07)
 Enter new category; innovate offerings

 Repositioning as FMCG company

 Moved away from Umbrella branding strategy

 Retaining Dabur as corporate brand identity

 Dabur’s New Brand Architecture
5 Power Brands
Dabur Vatika Anmol Hajmola Real

Health care Herbal Mass Naughty n Umbrella

products Beauty, market, Tasty brand for
Premium Value for Digestive juice and
image money other
foods;
aimed at up
market
consumer
Special focus on South India

 South India contributed only 7% for Dabur

 Contributed 25% in overall FMCG sector

 Dedicated marketing team created

 Three step approach:

 POS promotion and better stocking practice
 Customized packaging and commercials
 Customized product launch
 Sales increased from 7% to 10% (2002-06)
Other important restructuring exercises

 Dabur International Ltd, Dubai 2003

 11.4% of total sales 2005-06

 Introduced SAP ERP System-2005

 switched to E-Procurement

 Inorganic Expansion; Balsara

 Dabur India Consolidated Sales 2002-06
1900
2000
1537
Sales (Rs. crore)

1500 1187.1 1329.6

1000

500

0
2002-03 2003-04 2004-05 2005-06
year
Growth strategies adopted by Dabur
 Changing Demography

 Growth in purchasing power

 Growth in rural and urban demand

 Telecom, lifestyle, entertainment et al sectors competing

with FMCG for share in consumer’s wallet

 Growth in organized retail sector

Thank You!