Dabur derived from Daktar Burman is India's largest Ayurvedic medicine manufacturer. Dabur's Ayurvedic Specialities Division has over 260 medicines for treating a range of ailments and body conditions-from common cold to chronic paralysis. The story of Dabur goes back to 1884, to a young doctor armed with a degree in medicine and a burning desire to serve mankind. This young man, Dr. S.K. Burman, laid the foundations of what is today known as Dabur India Limited. The brand name Dabur is derived from the words 'Da' for µDaktar¶ or µDoctor¶ and 'bur' from Burman. From those humble beginnings, the company has grown into India's leading manufacturer of consumer healthcare, personal care and food products. Over its 125 years of existence, the Dabur brand has stood for goodness through a natural lifestyle. An umbrella name for a variety of products, ranging 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 never cause anyone slightest of harm. The trust levels that this brand enjoys are phenomenally high. Dabur India Limited is the fourth largest FMCG Company in India and Dabur had a turnover of approximately US$ 750 Million (Rs. 3390.9 Crore FY 09-10) & Market Capitalisation of over US$ 3.5 Billion (Rs 15500 Crore), with brands like Dabur Amla, Dabur Chyawanprash, Vatika, Hajmola and Real. The company has kept an eye on new generations of customers with a range of products that cater to a modern lifestyle, while managing not to alienate earlier generations of loyal customers. Dabur is an investor friendly brand as its financial performance shows. The company's growth rate rose from 10% to 40%. The expected growth rate for two years was two-fold. There is an abundance of information for its investors and prospective information 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. This is a direct extension of Dabur¶s philosophy of taking care of its constituents and it adds to the sense of trust for the brand overall. The company, through Dabur Pharma Ltd. does toxicology tests and markets ayurvedic medicines in a scientific manner. They have researched new medicines which will find use in O.T. all over the country therein opening a new market. Dabur Foods, a subsidiary of Dabur India is expecting to grow at 25%. Its brands of juices, namely, Real and Active, together make it the market leader in the Fruit Juice Category

Product Life Cycle:Mom¶s the word in new ad campaign for chyawanprash µRole reversal¶ script features Amitabh BachchanIt plans to contact 4-6 lakh consumers across the top 10-15 cities in the country through interactive events. Sravanthi Challapalli Chennai, Nov. 28 After the kids, it¶s Mom! Dabur, which is marketing Chyawanprash as a health supplement for all sections of consumers, has launched a new advertising campaign featuring Amitabh Bachchan. The focus this time is on the homemaker.TAhe company would also take up consumer activation activity. It plans to contact 4-6 lakh consumers across the top 10-15 cities in the country through interactive events. Activation has started in the rural markets which account for 40 per cent of the brand¶s sales. Curren Market share Dabur Chyawanprash ( DCP) is a heritage brand which came into existence in the year 1949. The brand is now ruling the market with a marketshare of around 60 - 70 %. The total Chyawanprash market is estimated to be around Rs 300 crore ( AC Neilsen Retail Audit 2006-07 ). Opportunity Chyawanprash is popular as a kid's health tonic. Parents used to rely on this product for their kids especially if the kids are between 6-16. Because the tweens are usually hyperactive and less inclined to taking foods. Hence Chyawanprash offered a solution to the worried parents. The ayurvedic tag also alleviated worries of side-effects DCP although was ruling the market faced the issue of stagnation. The stagnation was a result of category stagnation rather than saturation. The only option left for DCP was to rejuvenate the entire product category. Challenges Over a period of time Dabur Chyawanprash began to face tough competition not from other chyawanprash marketers but from health food drinks market . Infact the generic competition was hurting DCP more than the brand competition. The health food drinks like Horlicks, Bournvita, Complan etc appealed more to kids than the Chyawanprash. The modern lifestyle also made this product look dated. There was also a perception among the consumers that Chyawanprash is something that has to be consumed when you are not feeling healthy Perception in the market was regarding the user profile. The category is perceived to be of use to only 'kids and aged' and not for adults. These issues severely restricted the growth of the category.

Introduction:- 1949 Dabur Chyawanprash is launched in a tin pack and becomes the first branded Chyawanprash of India. this stage was long in the case of this product because of the lack of sources of promotion.and product was made just for diseased,old and children. Growth:- the growth was also long. Initailly as the product was targeted only to children and adult. The growth was limited and it took time for that limited growth. Maturity:- this stage was the longest in the life cycle of product. And lasted until the product was relaunched with new brand image and with entirely new concept. Regrowth:- In few years the Dabur chywanprash has made an entirely new image and also expanded its target market from children, adult to young and healthy people as a food suppliments. Product Line:By positioning itself to new segments, the brand aims to realize its full potential . DCP now stresses on the new set of attributes : health , stress and diabetes. While the standard Chyawanprash takes the health attribute, Dabur launched Chyawanshakthi to take on the stress platform. Chyawansakthi is positioned as a stress reliever and energizer. DCP also makes the category attractive to diabetic/ diabetic prone consumers by launching Dabur Chyawanprakash. Chyawanprakash is targeting the high density of diabetic patients in our country which makes a highly lucrative market.To take on the competition from the health food drink market, Dabur is planning a foray into the HFD market with a new brand. News reports suggest that the new gamble has paid off pretty well. The repositioning is the execution of the entire idea. Without making much hue and cry, the brand had very subtly made itself relevant to adults. Advertisement strategy:The entire campaign was based on the theme of 'role reversal '. The ads featured the brand ambassador Amitabh Bachchan asking the audience to understand the challenges of being a kid, a father and a mother. The campaign involves mother taking the role of a kid, father and son taking the role of a mother and thus understanding the physical and metal exertions involved in each role. The ads end with the Voice-Over ' Dabur Chyawanprash , Zaroorat hai sabko ' ( meaning - DCP : essential for everyone ). DCP earlier had the slogan - Zaroorat Hai and was positioning itself as a health tonic which is essential for kids. The new tagline broadens the segments by including every member of the family. In the new positioning the brand retains the core brand manthra of ' Natural health tonic' but stretches the segments to include adults. By positioning it to adults does not mean that the brand has lost its sight on kids. The brand

makes itself relevant to kids by a series of campaigns featuring a new brand ambassador Vivek Oberoi.

Maturiny:- Product again faced the maturity phase. And at present it is in maturity phase.

Literature Review:1949 Dabur Chyawanprash is launched in a tin pack and becomes the first branded Chyawanprash of India

Ever since the company took upon itself the onus of expanding the Chyawanprash category three years ago, it began talking to non-users and µnon-believers¶ to convince them they could benefit from it, Mr Chutani said.The campaign, which goes with the tagline µZaroorat Hai¶ (µIt¶s necessary¶), this year uses the tactic of having a husband and son swap roles with the homemaker to bring to light the stress the homemaker faces and the amount of energy she expends in her daily running of the house.³The mother, who has the most stressful job, treats herself as the least important person in her household. And the other members in the family don¶t see a conflict there, so we tried the µrole reversal¶ strategy to show that homemakers too need Chyawanprash,´

Mr Chutani said. Last year, Dabur used the campaign to tell mothers that school exacted a lot from children and Chyawanprash would help revitalise them. Variants After last year¶s test-launch, Dabur is rolling out the sugar-free variant of Chyawanprash nationally this year. It is test-launching Chyawan Junior, a chocolate-granule adaptation to the malted drink form, meant for children, in West Bengal and Maharashtra. It has also launched Chyawanshakti, meant to combat stress. The Chyawanprash market, estimated at Rs 225 crore, is still a small market, probably because of the taste and consumers¶ perceptions of it. That¶s the case with most health supplements, with the exception of malted drinks, a Rs 1,000-crore market, Mr Chutani said. Elaborating, he said honey is a Rs 120-crore market (organised sector) and glucose, a Rs 180-crore market.Growth factor However, Mr Chutani says that in the last three years, both the brand and the market have been growing. From April 2006 to March 2007, the segment grew 19.5 per cent by value; Dabur grew 24.4 per cent. By volume, the industry grew 17.8 per cent, and Dabur grew 21.8 per cent, Mr Chutani said. Dabur accounts for 65 per cent of the sales. The North and the East are the biggest markets for Chyawanprash, the former accounting for 50-55 per cent. The other major players are Baidyanath and Emami, with market share of about 11 per cent and 9 per cent respectively, said Mr Chutani.

India amongest turnover of Rs.1899.57 Crore (FY02), Dabur Chyawanprash the largest selling Ayurvedic medicine with over 65% market share. Dabur had a turnover of approximately US$ 750 Million (Rs. 3390.9 Crore FY 09-10)


What are current marketing and promotional strategy of Dabur? If we look PLC of product where do you see this product at present time? What all strategies adopted by company during its introductory phase? How was the response from the customer and what was was the counter strategy adopted by competitors at that time? What were the main hurdles to the growth and what were the counteract strategies to sustain growth? What were the strategies to satisfy and retain its customers? How do you find this product better than the competitor s and in your opinion what is the future expectations from the product? What all changes came in the life of product since its birth?