Abstract

 
Dabur India Limited (DIL) is the fourth largest FMCG Company operating in India with a turnover of
Rs. 21,113 mn during the year ending March 31, 2008. It operates under three major business
categories namely Consumer Care Division, Consumer Healthcare Division and Foods Division
(Dabur Foods Limited was merged with DIL in July 2007). Many of the company’s products are
based on traditional medicine – ‘ayurveda’. Dabur’s flagship fruit juice brand– Real, launched in
1996, carved out a niche for itself amid mainstream players like Coca-Cola, Pepsi, Godrej, and
Parle Agro by claiming to be the only fruit juice in packaged form that is 100% preservative free.
Since 2005, there has been an increase in the level of health consciousness among consumers in
case of foods and beverages. Sensing this opportunity, Dabur repositioned its Real Activ as a
health drink instead of fruit juice. This repositioning also meant that Real Activ would stop being a
mass juice brand and cater to a niche market that accepts a premium health drink. The case deals
with the dilemma whether the repositioning would help Dabur shed its mass marketer tag and also
highlights the sustenance of the repositioned Real Activ in the long run.