Dabur(Case Study)

Ambarish Nag
MBA-IB(A)
14020241009
SIIB, Pune

1.
Dabur , mainly competes in arenas like Consumer Care Division(CCD) &
Consumer Health Division(CHD). CCD deals in consumer products in personal
care and health care. CHD deals in classical Ayurvedic medicines.
2.
Dabur generally enters through domestic & international acquisitions, launching
new products, receiving more revenue from outside India & penetrating deeper
into the rural Indian market.
3.
Dabur differentiates itself by turning a simple concept and useful thing into a
consumer product. For eg. , it has changed the product concept of Chyavanprash
from being a traditional compound of herbs & plant extracts having anti oxidant
properties to a branded consumer product sold over the counter for general upkeep
of the family.
4.
Strategic Planning is what Dabur follows for staging the speed of its expansion &
the sequence of its growth initiatives for achieving its objectives. The 2002-2006
strategic plan envisaged Dabur becoming a Rs.2000 crore company by the period
2006-2007. In the 2006-2010 four year strategic plan, it aims to continue the
growth momentum at a similar pace. It aspires to become a global FMCG company
where more revenues come from outside India. In the 2010-2014 four year
strategic plan, it aims to raise the revenue share from the present 12% to 20%. This
strategic planning is very essential for Daburs expansion.

5.
Dabur generally generates a growth rate of 10%-15% annually from FMCG and
consumer care products & a higher growth rate of 25%-30% from business
outside consumer care.