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DISSERTATION REPORT

ON

Marketing strategy of Dabur Vatika Hair Oil & Dabur Chyawanprash

SUBMITTED TO: MS ANAMIKA AGGARWAL

SUBMITTED BY: AMARKANT SHARMA MBA-IV SEM

Marketing Mix for Dabur Vatika Hair Oil and Dabur Chyawanprash

Acknowledgement
The present work is an effort to throw some light on Marketing Strategy of Dabur vatika hair oil & Chyawanprash. The work would not have been possible to come to the present shape without the able guidance, supervision and help to me by number of people.

With deep sense of gratitude I acknowledged the encouragement and guidance received by my faculty guide Ms. Anamika aggarwal

I convey my heartful affection to all those people who helped and supported me during the course, for completion of my Dissertation Report.

AMARKANT SHARMA

TABLE OF CONTENT
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. Executive Summary FMCG Sector Overview Company Overview Company History Product Line of Dabur SWOT Analysis Overview of Hair Oil Segment Overview of Vatika STP Analysis of Vatika Hair Oil Marketing Mix of Vatka hair Oil Advertising Competitor Analysis of Vatika Hair Oil Customer Questionnaire of Vatika Hair Oil Customer Survey Results of Vatika Hair Oil Retailer Questionnaire of Vatika Hair Oil Retailer Survey Results of Vatika Hair Oil STP Analysis of Dabur Chyawanprash Marketing Mix of Dabur Chyawanprash Competitor Analysis of Dabur Chyawanprash Customer Questionnaire of Dabur Chyawanprash Customer Survey Results of Dabur Chywanprash Retailer Questionnaire of Dabur Chywanprash 4 8 9 11 13 14 15 17 24 25 27 30 33 35 38 40 48 50 53 57 3 4

23. 24. 25. 26. 27. 28.

Retailer Survey Results of Dabur Chyawanprash The BCG Growth-Share Matrix The New Dabur Entity The Future of Daburcon Recommendations References

59 66 68 70 73 74

EXECUTIVE SUMMARY

This report aims at analyzing and reporting on the marketing strategies of Dabur India Ltd (DIL) for the brands Dabur Vatika Hair Oil and Dabur Chyawanprash The Vatika brand was launched in 1995 with 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 companys highest selling brands. Vatika is a comparatively young brand but is already acknowledged for the qualitatively influential and pioneering role that it has played in the evolution of the categories it has had a presence in. Dabur Chyawanprash is the leader in the Chyawanprash category and enjoys a market share of 61 per cent. In 50s Dabur pioneered the concept of branded Chyawanprash and since has invested heavily in product development, clinical studies and consumer awareness. The product is essentially a health supplement.

This report is not aiming at the overall marketing mix or the marketing strategy of Dabur India Ltd, but is an attempt to analyze the marketing mix of Dabur Vatika Hair Oil and Dabur Chyawanprash.

The report also enlists various recommendations based on BCG Growth Share Matrix analysis, Ansoffs Product Matrix Expansion Grid, SWOT Analysis etc. This analysis has been done on the basis of the

information gathered from the company website and other online resources and books and articles.

OBJECTIVE OF THE STUDYs 7

Following are the major objective of study:1. To study the Marketing Strategy of Dabur Foods. 2. Comparative analysis of Dabur chyawanprash & competitors. 3. How distribution channel work in Dabur. 4. To study the Consumer Buying behavior. 5. To study the problems faced by Dabur.

IMPORTANCE OF THE STUDY Being student of PGDM it is very essential for me to have a practical knowledge in an organisation. Only to study PGDM course and

knowledge of books is not the solution of the problems, which arise in 8

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 place itself helps an organisation to run smoothly. This study gives an idea of all marketing activities. So the way a problem is solved right decision making and knowledge of different types of making activities give much importance to the study. it was not possible to understand it so deeply, but an overall idea could be developed.

OVERVIEW OF FMCG SECTOR IN INDIA

The Indian FMCG sector is the fourth largest sector in the economy with a total market size 9

in excess of US$ 13.1 billion. It has a strong MNC presence and is characterised by a well-established distribution network, intense competition between the organised and unorganised segments and 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 billion in 2015. Penetration level as well as per capita consumption in most product categories like jams, toothpaste, skin care, hair wash etc in India is low indicating the untapped market potential. Burgeoning Indian population, particularly the middle class and the rural segments, presents an opportunity to makers of branded products to convert consumers to branded products. Growth is also likely to come from consumer 'upgrading' in the matured product categories. With 200 million people expected to shift to processed and packaged food by 2010, India needs around US$ 28 billion of investment in the food-processing industry. India is one of the largest emerging markets, with a population of over one billion. India is one of the largest economies in the world in terms of 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 10

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 and urban potential Rural-urban profile Urban Population 2001-02 (mn household) 53 Population 2009-10 (mn household) 69 % Distribution (2001-02) 28 Market (Towns/Villages) 3,768 Universe of Outlets (mn) 1 Source: Statistical Outline of India (2001-02), NCAER Rural 135 153 72 627,000 3.3

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.

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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 12

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.

COMPANY OVERVIEW

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Over its 120 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 Indias top brands. Its brands are built on the foundation of trust that a Dabur offering will never cause one harm. The trust levels that this brand enjoys are phenomenally high. While Ries and Trout may ask What does Dabur stand forshampoo or digestive tablets? The answer is fairly simple, it stands for Indias fourth largest fast moving consumer goods company that both consumers and trade respect and trust unequivocally, and which has an annual turnover of over Rs 15 billion. 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. 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). Theres a great sense of responsibility for investors funds on view. This is a direct extension of Daburs philosophy of taking care of its constituents and it adds to the sense of trust for the brand overall.

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1884 1896 Early 1900s 1919 1920 1936 1972 1979 1986 1992 1993 1994 1995 1996 1997 1998 2000

Birth of Dabur Setting up a manufacturing plant Ayurvedic medicines Establishment of research laboratories Expands further Dabur India (Dr. S.K. Burman) Pvt. Ltd. Shift to Delhi Sahibabad factory / Dabur Research Foundation Public Limited Company Joint venture with Agrolimen of Spain Cancer treatment Public issues Joint Ventures 3 separate divisions Foods Division / Project STARS Professionals to manage the Company Turnover of Rs.1,000 crores

COMPANY HISTORY

PRODUCT LINE

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Foods

Real Real Activ Hommade Lemoneez Capsico

Health Care

Baby Care

Dabur Lal Tail Dabur Baby Olive Oil Dabur Janma Ghunti

Health Supplements

Dabur Chyawanprash Dabur Glucose D

Digestives

Hajmola Yumstick Hajmola Mast Masala 16

Anardana Hajmola Hajmola Candy Hajmola Candy Fun2 Pudin Hara (Liquid and Pearls) Pudin Hara G Dabur Hingoli

Natural Cures

Shilajit Gold Nature Care Sat Isabgol Shilajit Ring Ring Itch Care Backaid Shankha Pushpi Dabur Balm Sarbyna Strong Personal Care

Hair Care Oil 17

Amla Hair Oil Amla Lite Hair Oil Vatika Hair Oil Anmol Sarson Amla

Hair Care Shampoo

Anmol Silky Black Shampoo Vatika Shampoo Henna Conditioning

Vatika AntiDandruff Shampoo Anmol Natural Shine Shampoo

Oral Care

Dabur Red Gel Dabur Red Toothpaste Babool Toothpaste Dabur Lal Dant Manjan Dabur Binaca Toothbrush

Skin Care

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Gulabari Vatika Fairness Face Pack

Ayurvedic Specialities

Ayurveda Ayurveda Vikas

SWOT ANALYSIS OF DABUR

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STRENGTHS Strong presence in well defined niches( like value added Hair Oil and Ayurveda specialities) Core knowledge of Ayurveda as competitive advantage Strong Brand Image Product Development Strength Strong Distribution Network Extensive Supply Chain IT Initiatives R & D a key strength

WEAKNESS Seasonal Demand( like chyawanprash in winter and Vatika not in winter) Low Penetration(Chyawanprash) High price(Vatika) Limited differentiation (Vatika) Unbranded players account for the 2/3rd of the total market(Vatika)

OPPORTUNITIES Untapped Market(Chyawanprash) Market Development Export opportunities. Innovation Increasing income level of the middle class Creating additional consumption pattern

THREATS Existing Competition( like Himani, baidyanath and Zandu for Dabur Chyawanprash and Marico,Keo Karpin, HLL and Bajaj for Vatika Hair Oil) New Entrants Threat from substitutes (like Bryllcream for Vatika hair oil)

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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 dark, long lustrous hair a commonly accepted definition of beauty in Indian 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 regime, of the numerous prescriptions none is more universally accepted than the oiling of hair for nourishment and use of home-made concoctions of henna and shikakai paste for conditioning them. 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 segment at Rs. 9.1 billion. (Source: ACNielsen ORG-MARG 2003). 21

OVERVIEW OF VATIKA: The Vatika brand was launched in 1995 with 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 companys highest selling brands. It was joined in 1997 by Vatika Henna Cream Conditioning Shampoo and later, in 2000, by Vatika Anti-Dandruff Shampoo. In 2003, brand sales crossed Rs. 1,000 million. From the companys perspective, Vatika is expected to continue to drive its growth in the years to come. With its innovative offerings, the brand aims to become a frontrunner in the market for hair care and skin care products. Vatika is a comparatively young brand but is already acknowledged for the 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 (Source: IRS Household Data). STP ANALYSIS OF VATIKA HAIR OIL

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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. TARGETING This was in line with its proposition and overall brand strategy of a premium up-market product targeted for individual needs as opposed to the collectivist culture of the category. It targeted the high income urban 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, educated, multifaceted, achievement-driven and confident women who were positioned as the Vatika Woman. POSITIONING Total hair Care brand: The product innovation was fed by the vital consumer insight that many women in contemporary India are worried about hair problems caused by urban pollution, frequent change of diet due to geographical mobility and other factors. Beset by modern-day 23

hair problems, they are far more inclined to rely on home-grown remedies. By offering hair oil that combined the benefits of natural products in a single pack, Vatika created a niche for itself as the total hair care brand.

Natural offering: Vatika is a brand that espouses traditional wisdom about health in a modern format. It believes that nature has perennial answers to day-to-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 out the promise of providing natural ingredients that rejuvenate and safeguard the human body in an extraordinary way. This concept is put to work through

contemporary, modern products, offered by Vatika. The Vatika woman: The Vatika woman is young, contemporary, educated, multifaceted, achievement-driven and confident. It is in the Vatika brand that she sees a true reflection of her own personal ideals.Through creation of the concept of Vatika woman,it has tried to carve out a new positioning in the minds of the new age woman.

MARKETING MIX OF VATIKA HAIR OIL 24

Vatika Hair Oil has made a huge impact with its innovative product offering, pricing strategy, easy availability and promotion campaigns. In the marketing mix of Dabur, we shall be discussing the 4 Ps of marketing mix with respect to Vatika Hair Oil. The mix shall be analyzed as followed: Product Price Place Promotion

Product Product Variety Quality Design Features Brand Names Services

Price List Price Discount Financing Schemes Credit Terms

Promotion Advertising & Promotion Public Relations Sponsorship s Internet Marketing

Place Channels Location Inventory

PRODUCT: 25

Brand

Name:

Vatika

in

English

means

garden. The brand attempts to live up to the promises beauty and nature that are associated with its very name. Starting with these associations Vatika has assiduously built a brand that delivers on all these values through its various product offerings, the mother brand being Vatika Hair Oil.. Innovative product offering:. Vatika Hair Oil is coconut hair oil with special ingredients adding value to the product. While coconut oil has been regularly used by Indian women as a basic hair nutrient, a combination of herbs and natural products such as henna, amla and lemon have been used for special hair needs. 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 action controls sebum flow and helps in prevention of dandruff. Apart from henna, amla and lemon, it also contains other natural ingredients like brahmi, neem, bahera, kapurkachari, harar, dugdha and sugandhit dravyas. 26

Packaging: The qualities of Vatika products, ascribed to the brand by hundreds of thousands of satisfied consumers, have been further underlined by its attractive packaging. In a category dominated by blue packs as analogous of pure coconut oils, Vatika broke the norm with its white and green bottle with a mushroom cap.The green-and-white 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 environment of Indian retail. Available in: Bottles Flip cans 75 ml, 150 ml, 300 ml 150 ml, 300 ml

Flip cans were introduced for the winter season. Quality: Vatika products contain natural ingredients that have been blended together through scientific processes at Daburs inhouse research laboratories. Dabur Research Foundation has more than 100 scientists working together to make superior quality products that match international standards.

PRICE:

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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 launched at almost a 100% premium to the market leader; even with such a pricing strategy it was able to garner a significant share from the leader in the very first year of its launch.

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 have remain unchanged since 1999.

PRICE/QUALITY MATRIX 28

Price Quality Luxury High Segment VATIKA Overpriced Middle Make Low Sale Run The and Unhappy Customers Average Real Bargain Cheap Goods Ideal For Premiere Offering High Middle Low

Penetration

PLACE

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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 country through a wide marketing network.

Daburs distribution network extends beyond India in the following countries as well: Distribution Network

Central, North & South America Australia Asia Middle East North & South Africa East & West Europe 30

PROMOTION: Vatika the key focus brand of the company has always been well supported. The company realized early that, from the perspective of brand building, it was vital to invest in this brand.

. Vatika Hair Oils first promotion: It focussed on the key benefit beautiful hair without hair problems that came about as a result of the extra nourishment through the value addition of henna, amla and lemon-derived additives. Creating conceptual awareness: In the initial phase of the communication, the marketing objective was to create conceptual awareness about the new product the goodness of coconut oil enriched with natural herbs. Vatika was firmly established as the leader in the new category of value-added hair oils and its 31

promotion campaign was so successful that the product segment itself came to be identified with Vatika. In 1997, the company created a new promotion campaign which reinforced the obvious fact that most coconut oil brands were not equipped to combat the effects of pollution, hard water and chemicals deterioration. the major causes of hair ailments and hair

ADVERTISING Advertising is some form of paid-for method of communicating with the target audience to inform, educate, reinforce or persuade, leading to mutually satisfactory exchange Nothing can happen without establishing the brands heritage emphasizing technological prowess, explaining benefits and building bonds with prospective buyers. Ads are necessary because the images are still mouldable and fluid and the consumers sophistication level is low. Vatika Hair Oil uses a number of advertising media like television, print, internet, outdoor media which includes hoardings. Events: In a series of other promotional activities, Vatika has been associated with shows and sponsored events such as the Vatika Super Model India 2001 and Vatika Zee Sangeet

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Awards. It has also had a strong association, since its inception, with Movers and Shakers the popular TV show.

Celebrity The idea of using an oil that offered extra communicated featuring icons such Shefali Chandran Chhaya all

Endorsements: extraordinary nourishment hair was

through campaigns as Mandira Bedi, and modern, Sudha young

women perceived to have that extra edge in their personality.A number of commercials over the years have featured

personalities like Aditi Govitrikar, Preeti Jhangiani and Shweta Jaishankar.To infuse the values of youthfulness and natural beauty, Rani Mukherjee is the current brand ambassador.

COMPETITOR ANALYSIS

33

The key competitors of Dabur in the Hair Oil segment are Keo Karpin, Emami, Bajaj, Marico, HLL which together with Dabur have about 64% of India's domestic market. Dabur is one of India's largest player in the hair oil segment and the fourth largest producer of FMCG. It was established in 1884, and had grown to a business level in 2003 of about 650 million dollars per year. Dabur Hair Oils have a market share of 19%. We have tried to analyse the competition for Dabur in the Hair Care segment as follows:

Keo Karpin, a fifty-year old brand, is a pioneer in the light hair oil category. The pleasantly perfumed hair oil has its main market in the

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Hindi belt and also has significant presence in eastern and western India. Its share is 6% of the total hair oil market. Emami has existence in hair oil market through Himani Navratan oil and Himani Oil. Emami has taken Madhuri Dixit as brand ambassador for emami oil and Amitabh Bachchan for Himami Navratan Oil. Overall it has a share of 4% in hair oil market. Bajaj has two flagship oil brands - Bajaj Brahmi Amla and Bajaj Almond Drops currently have a value share of 19 per cent and 12 per cent in their respective oil categories as per ORG-Marg. Besides, the company has also decided to enhance its retail presence by nearly 20 per cent from the existing 5 lakh retail outlets in an attempt to reach the rural parts. Overall it has a market share of 4% in hair oil market. Maricos Parachute is premium edible grade oil, a market leader in its category. Synonymous with pure coconut oil in the market, Parachute is positioned on the platform of purity. In fact over time it has become the gold standard for purity. Parachute's primary target has been women of all ages. The brand has a huge loyalty, not only in the urban sections of India but also in the rural sector. It has a market share of 28%. HLL has two products, Clinic Plus Hair Oil and All Clear Clinic Hair Oil. Overall it has a 3% share in hair oil market.

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CHANNEL OF DISTRIBUTION OF DABUR OR SUPPLIER ORGANIZATION RELATIONSHIP Channel Of Distributions

36

Manufacturing plant

Clearing and forwarding agent (different regions)

Stockiest A A

Stockiest B

Stockiest C

Retailer

Retailer

Retailer

Retailers

Retailers

Retailers

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Consumers
CONSUMER QUESTIONAIRRE- DABUR VATIKA HAIR OIL

Dear Respondent, Thanks for sparing few minutes to fill this questionnaire, which will help us to study the consumer perception for hair oil.

Any information provided by you will strictly be used for Academic Purpose.

1. Which brands of hair oil are you aware of? Parachute Keo Karpin Nihar Hair And Care Dabur Vatika

2. Which brand of Hair Oil do you use? Parachute Keo Karpin 38

Nihar Hair And Care Dabur Vatika

3. Where would you rate your brand on a scale of 1 5 ( 5 being highest)? 1 2 3 4 5

4. What are the primary reasons for which you use this particular brand? Non sticky Brand Loyalty Fragrance Price

5. How did you get to hear about this brand? TV Internet Word of Mouth 39

Print

6. If your brand is not available you would..? Purchase another brand Wait for it to be available Go for a substitute Buy what is offered by the retailer

7. Which pack size do you prefer? 75 ml 150 ml 300 ml

8. On what parameters do you choose this pack size? Availability Price Family size Storage

9. How often do you buy? Once in 15 days Once a month Once in two months 40

10.

Are you satisfied with your brand? Yes No

Personal Information :-

Age: Location: Income (per month): (1) Rs. 1,000 Rs. 10,000 (3) Rs. 30,000 Rs. 50,000 (2) Rs. 10,000 Rs. 30,000 (4) Above Rs. 50,000

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CUSTOMER SURVEY RESULTS DABUR VATIKA AWARNESS LEVEL


100 80 60 40 20 0 PARACHUTE KEO KARPIN NIHAR HAIR AND CARE DABUR VATIKA
PERCENTAGE

PREFERRED BRAND

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40 35 30 25 20 15 10 5 0

PERCENTAGE

PARACHUTE KEO KARPIN

NIHAR

HAIR AND CARE

VATIKA

SATISFACTION LEVEL

4 3.5 3 2.5 2 1.5 1 0.5 0

RATING(1-LOW 5-HIGH)

PARACHUTE

NIHAR

VATIKA

43

REASON TO BUY THE PREFFERED BRAND

50 40 30 20 10 0 NON STICKY BRAND FRAGRANCE LOYALTY PRICE PERCENTAGE

HOW DID YOU COME TO KNOW ABOUT THIS BRAND.


80 70 60 50 40 30 20 10 0 PERCENTAGE

TV

INTERNET

WOM

PRINT

UNAVAILABILITY OF PREFERRED BRAND

44

45 40 35 30 25 20 15 10 5 0

PERCENTAGE PURCHASE ANOTHER BRAND WAIT BUY WHATEVER SUBSTITUTE OFFERED BY RETAILER

PREFERRED PACK SIZE


60 50 40 30 20 10 0 75ml 150 ml 300 ml PERCENTAGE

REASON TO SELECT PREFERRED PACK SIZE


40 35 30 25 20 15 10 5 0 AVAILABILITY PRICE FAMILY SIZE STORAGE PERCENTAGE

FREQUENCY OF PURCHASE 45

70 60 50 40 30 20 10 0 15 DAYS ONE MONTH TWO MONTHS PERCENTAGE

RETAILER QUESTIONNAIRE-DABUR VATIKA HAIR OIL

Dear Respondent, Thanks for sparing few minutes to fill this questionnaire, which will help us to study the consumer perception for the Hair Oil category that we have chosen to study.

Any information provided by you will purely and strictly be used for Academic Purpose only.

1. Which brands of Hair Oil do you stock? Marico HLL Keo Karpin Dabur Vatika

2. Out of these which are the most preferred? 46

Marico HLL Keo Karpin Dabur Vatika

3. According

to

you

what

are

the

reasons

for

customers

preferences? Brand loyalty Price Availability No reason

4. What is the profile of your typical consumer? High income Middle income Low income

5. What schemes are you offered by the companies? Price discounts Buy one get one free Others

6. What schemes does a consumer prefer most? 47

Price discounts Buy one get one free Others

7. According to you, does in-store advertising have an affect on the consumers preference? Yes No

8. Does a change in price affect their preferences? Yes No

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RETAIL SURVEY RESULTS DABUR VATIKA

1. Which brands of Hair Oil do you stock?


80 70 60 50 40 30 20 10 0 marico hll karrpikeo karpin vatika

PERCENTAGE

2.Out of these which are the most preferred?

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50 40 30 20 10 0 marico hll karrpikeo karpin vatika PERCENTAGE

3. According to you what are the reasons for customers preferences?


50 40 30 20 10 0 brand loyalty price availability no reason PERCENTAGE

4. What is the profile of your typical consumer?

50 40 30 20 10 0 high income middle income low income PERCENTAGE

5. What schemes are you offered by the companies?

50

40 35 30 25 20 15 10 5 0 price discount buy one get one others

PERCENTAGE

6. What schemes does a consumer prefer most?


60 50 40 30 20 10 0 price discount buy one get one others PERCENTAGE

7. According to you, does in-store advertising have an affect on the consumers preference?

60 50 40 30 20 10 0 yes no PERCENTAGE

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8.Does a change in price affect their preferences

60 50 40 30 20 10 0 yes no PERCENTAGE

STP ANALYSIS OF DABUR CHYAWANPRASH

SEGMENTATION

Dabur Chyawanprash is the market leader in the Chyawanprash segment. It comes under the category of health supplements. The segments that it considers are growing kids, competitive youth, ever busy housewives and the aged.

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For the growing kids: In today's competitive environment, the children are under high pressure to excel. For the competitive youth: Modern life keeps the youth busy and demands them to be active and efficient. For ever-busy housewives: The 'homemaker' needs to be fit in order to shoulder all responsibilities. 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

Traditionally, chyawanprash was supposed to be a health supplement for the aged and kids. Dabur Chyawanprash (DCP) is now targeting adults, housewives, youth and kids .This it is trying to achieve through its promotion activities by making Amitabh Bacchan and Vivek Oberoi do the endorsement act. Amitabh has been projected as a user of Chyawanprash attempting to establish the relevance of DCP amongst the adults in todays demanding lifestyle. Vivek, who represents an urban ambitious non-user with a mindset that

Chyawanprash is not for him, meets his moment of truth when outperformed by a young Chyawanprash user, thus reaching out to kids. His 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 53

POSITIONING

"Andar se strong: Dabur chyawanprash has the tag line "Andar se strong By using a natural language instead of scientific language it is able to connect with the consumers and is able to achieve a better positioning in the minds of the Indian health conscious consumer. A category like Chyawanprash for instance needs to understand that in employing the category language it loses any chance of expressing its own benefit distinctively.

Holistic Health benefit of Ayurveda: Dabur Chyawanprash helps in stimulating immune system, relieving stress, improving stamina, fighting aging through anti-oxidant property, improving lung function, fighting respiratory infections & building resistance to disease. The brand conveys this health conscious holistic view of the product.

Brand Trust: Over 100 years of Daburs experience in Ayurveda ensures selection, processing and quality control of right herbs along with scientific and clinical studies makes DCP a trustworthy offering for consumers. Consumers view DCP as a product by a trusted brand and therefore do not need to think twice before making a purchasing decision. 54

MARKETING MIX OF DABUR CHYAWANPRASH 55

Dabur Chyawanprash is the market leader in the chyawanprash segment and has achieved this with its innovative product offering, pricing strategy, easy availability and promotion campaigns. In the marketing mix of Dabur, we shall be discussing the 4 Ps of marketing mix with respect to Dabur Chyawanprash. The mix shall be analyzed as followed: Product Price Place Promotion

Product Product Variety Quality Design Features Brand Names Services

Price List Price Discount Financing Schemes Credit Terms

Promotion Advertising & Promotion Public Relations Sponsorship s Internet Marketing

Place Channels Location Inventory

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PRODUCT

Dabur

Chyawanprash

is

the

leader

in

the

Chyawanprash category and enjoys a market share of 61 per cent. In 50s Dabur pioneered the concept of branded Chyawanprash and since has invested heavily in product development, clinical studies and consumer awareness. The product is essentially a health supplement. Known as the elixir of life, Chyawanprash has (clinically) proven benefits in maintaining smooth body functioning. The principal ingredient Amla (Indian Gooseberry) acts as an anti-oxidant and immuno-stimulant. Dabur Chyawanprash helps in stimulating immune system, relieving stress, improving stamina, fighting aging through anti-oxidant property, improving lung function, fighting respiratory infections & building resistance to disease. It is these properties that make Dabur Chyawanprash a preferred choice for its users. Ingredients of Dabur Chyawanprash 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. 57

Packaging:

The figure above shows the evolution of the packaging of Dabur Chyawanprash. Dabur continuously innovates the package and branding of its chayawanprash. 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 Chyawanprash with Amitabh Bachchan as their brand ambassador. It also received Brand Relaunch of the Year award from IMA.

Available in: Dabur Chyawanprash is available in three sizes to cater to the needs of different types of people. 1. One kilogram pack 2. 500 gram pack 3. 250 gram pack

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PRICE

The pricing of Dabur chyawanprash is very competitive. Dabur chyawanprash uses second degree price discrimination i.e more the quantity, lower the price. 1kg 500gms 250gms 55.00 PRICE/QUALITY MATRIX Price High Middle 59 Low Rs.175.00 Rs.100.00 Rs.

Quality Luxury Segment High Ideal For Premiere Offering Penetration


DABUR CHYAWANPRA SH

Overpriced Middle Make Low Sale Run The and

Average

Real Bargain

Unhappy Customers

Cheap Goods

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 retailers. A distribution of C & F agents and manufacturing locations is given below.

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Daburs distribution network extends beyond India in the following countries as well: Distribution Network

Central, North & South America Australia Asia Middle East North & South Africa East & West Europe

PROMOTION 61

The main form of promotional activities of Dabur chyawanprash are concentrated towards advertising and it has neglible sales promotional activities. Advertising Nothing can happen without establishing the brands heritage

emphasizing technological prowess, explaining benefits and building bonds with prospective buyers. Ads are necessary because the images are still mouldable and fluid and the consumers sophistication level is low. Dabur chyawanprash is advertised on print media as well as on television. The company has launched two ads, one each with Amitabh and Vivek, in national electronic media followed by a series of print media campaign directed towards creating awareness to educate people about the holistic benefits of Chyawanprash.The ads have been created by McCann Ericsson and the company would be spending close to Rs 10 crore in promotional campaign this year. The ads would also be translated in Bengali. These advertisements are supposed to target the old and the younger generation respectively.

Advertisement showing Vivek Oberoi

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A little boy suggests his brother to have To Dabur Chyawanprash everyday.

which

the

brother

replies, Mujhe iski kya zaroorat?

The boy asserts, Zaroorat hai! and starts The big brother follows running. him but is unable to catch him using every way.

Running with super energy the boy dives ...the into the river. Not to be left behind...

big

brother

also

dives in the river but ultimately stops when he gets tired

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With with

no his

option younger

left

he

agrees The ad ends on the big maan brother a promising spoon of to the

brother,

gaye guru, tere Dabur Chyawanprash ko have

chyawanprash everyday. But our younger one

insists on two spoons.

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COMPETITOR ANALYSIS The key competitors of Dabur in the Chyawanprash segment are Baidyanath, 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 producer of FMCG. It was established in 1884, and had grown to a business level in 2003 of about 650 million dollars per year, though only a fraction of that is involved with Ayurvedic medicine. Dabur Chyawanprash (herbal honey) has a market share of 61%. We have tried to analyse the competition for Dabur in the

Chyawanprash segment as follows:

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Sri Baidyanath Ayurvedic Bhawan Ltd. (Baidyanath for short) was founded in 1917 in Calcutta, and specializes in Ayurvedic medicines, though it has recently expanded into the FMCG sector with cosmetic and hair care products; one of its international products is Shikakai (soap pod) Shampoo.Its Chyawanprash has a market share of 10%.

Zandu Pharmaceutical Works was incorporated in Bombay in 1919, named after an 18th-century Ayurvedic. The company focuses primarily on Ayurvedic products (in 1930, pharmaceuticals were added, but the pharmaceutical division was separated off about 30 years later).

The Emami Group, founded in 1974, provides a diverse range of products, doing 110 million dollars of business annually, though only a 66

portion is involved with Ayurvedic products, through its Himani line; the company is mainly involved with toiletries and cosmetics, but also provides Chyawanprash and other health products.Its market share is 12%.

CONSUMER QUESTIONAIRRE-DABUR CHYAWANPRASH

Dear Respondent, Thanks for sparing few minutes to fill this questionnaire, which will help us to study the consumer perception for chawanprash.

Any information provided by you will strictly be used for Academic Purpose.

1.Which brands of Chawanprash are you aware of? Zandu Himani Baidyanath 67

Dabur

2.Which brand of Chawanprash do you use? Zandu Himani Baidyanath Dabur

3.Where would you rate your brand on a scale of 1 5 (5 being highest)? 1 2 3 4 5

4.What are the primary reasons for which you use this particular brand? Health Brand Loyalty Taste Price

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5.How did you get to hear about this brand? TV Internet Word of Mouth Print

6.If your brand is not available you would..? Purchase another brand Wait for it to be available Go for a substitute Buy what is offered by the retailer

7.Which pack size do you prefer? 1 kg 500 gm 250 gm

8.On what parameters do you choose this pack size? Availability Price Family size Storage

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9.How often do you buy? Once a month Once in two months Once in six months

10.Are you satisfied with your brand? Yes No

Personal Information :-

Age: Location: Income (per month): (1) Rs. 1,000 Rs. 10,000 (3) Rs. 30,000 Rs. 50,000 (2) Rs. 10,000 Rs. 30,000 (4) Above Rs. 50,000

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CUSTOMER SURVEY RESULTS

DABUR CHYAWANPRASH

AWARNESS LEVEL

71

100 80 60 40 20 0 ZANDU HIMANI BAIDYANATH DABUR


PERCENTAGE

PREFERRED BRAND

60 50 40 30 20 10 0 ZANDU HIMANI BAIDYANATH DABUR PERCENTAGE

72

SATISFACTION LEVEL

5 4 3 2 1 0 ZANDU HIMANI BAIDYANATH DABUR RATING(1-LOW 5-HIGH)

REASONS FOR SELECTING A PARTICULAR BRAND


70 60 50 40 30 20 10 0 HEALTH BRAND LOYALTY TASTE PRICE PERCENTAGE

HOW DID YOU COME TO KNOW ABOUT THIS BRAND.

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80 70 60 50 40 30 20 10 0 PERCENTAGE

TV

INTERNET

WOM

PRINT

UNAVAILABILITY OF PREFERRED BRAND


40 35 30 25 20 15 10 5 0

PERCENTAGE

PURCHASE ANOTHER BRAND

WAIT

BUY WHATEVER SUBSTITUTE OFFERED BY RETAILER

PREFERRED PACK SIZE


50 40 30 20 10 0 1 Kg 500 gm 250 gm PERCENTAGE

REASON TO SELECT PREFERRED PACK SIZE

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40 35 30 25 20 15 10 5 0 AVAILABILITY PRICE FAMILY SIZE STORAGE PERCENTAGE

FREQUENCY OF PURCHARE

60 50 40 30 20 10 0 ONE MONTH TWO MONTHS SIX MONTHS PERCENTAGE

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RETAILER QUESTIONNAIRE-DABUR CHYAWANPRASH

Dear Respondent, Thanks for sparing few minutes to fill this questionnaire, which will help us to study the consumer perception for the Chyawanprash category that we have chosen to study.

Any information provided by you will purely and strictly be used for Academic Purpose only.

1.Which brands of Chyawanprash do you stock? Zandu Himani Baidyanath Dabur

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2.Out of these which are the most preferred? Zandu Himani Baidyanath Dabur

3.According preferences?

to

you

what

are

the

reasons

for

customers

Brand loyalty Price Availability No reason

4.What is the profile of your typical consumer? High income Middle income Low income

5.What schemes are you offered by the companies? Price discounts Buy one get one free Others

6.What schemes does a consumer prefer most? 77

Price discounts Buy one get one free Others

7.According to you, does in-store advertising have an affect on the consumers preference? Yes No

8.Does a change in price affect their preferences? Yes No

Personal Information :-

Location of store:

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RETAILER SURVEY RESULTS

DABUR CHYAWANPRASH

1. Which brands of Chyawanprash do you stock?

100 80 60 40 20 0 PERCENTAGE

ZANDU

HIMANI

BAIDYANATH

DABUR

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2.Out of these which are the most preferred?

80 70 60 50 40 30 20 10 0 ZANDU HIMANI BAIDYANATH DABUR RATING(1-LOW 5-HIGH)

3. According to you what are the reasons for customers preferences?

80

60 50 40 30 20 10 0 brand loyalty price availability no reason PERCENTAGE

4.What is the profile of your typical consumer?

70 60 50 40 30 20 10 0 high income middle income low income PERCENTAGE

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5.What schemes are you offered by the companies?

60 50 40 30 20 10 0 price discount buy one get one others PERCENTAGE

6.What schemes does a consumer prefer most?


70 60 50 40 30 20 10 0 price discount buy one get one others PERCENTAGE

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7.According to you, does in-store advertising have an affect on the consumers preference?

70 60 50 40 30 20 10 0 yes no PERCENTAGE

8.Does a change in price affect their preferences?

60 50 40 30 20 10 0 yes no PERCENTAGE

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DISTRIBUTION Supply chain: Dabur has steadily improved its procurement and distribution systems to achieve a significant reduction in material costs. Dabur has an extensive supply chain and distribution network that has grown and spans 29 factories, 47 stocking points, 4 zonal offices, a dozen manufacturing locations, six mother-

warehouses and over 50 Carrying and Forwarding Agents(CFAs) that distribute more than 1,000 SKUs to several thousand stockists and dealers. MIS: An in-house developed, easy-to-use, Intranet based datawarehouse displays as-of-yesterday sales, stock, receivables,

banking, and other MIS. Over 5,000 ASP pages meet almost all reporting requirements and make this a single source of MIS for all levels of decision makers. VSATs :This Success paved the ground for the company's supply chain initiative. Fifty-five Ku Band TDMA VSATs were used to link primary distributors to the system. Factories were hooked up using PAMA (Permanent Assigned Multiple Access) VSATs. At some locations VPNs had to be used because it was not possible to set up a dish.The integrated primary and secondary system has a number of unique features. The features like tight integration of schemes, stockists credit limit control, automated banking of cheques, and online cheque reconciliation have obvious advantages in the primary distribution. These are basically extensions to the MFG/PRO ERP system and not 84

core customizations. The integrated system allows each Area Manager to plan for the month's sales forecasts, stockists performance, and sales officers' performance.The integration allows better control on pipelines in primaries and secondaries, brings down inventories, and offers better control on production and sales against a confirmed forecast. The idea is to increasingly shift focus from primaries to secondaries. Schemes based on 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.

BOSTON CONSULTANCY GROUPS GROWTH SHARE MATRIX

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DABUR

In the past, the sheer diversity of Dabur's product portfolio has made an evaluation of the company's prospects quite difficult. Dabur's FMCG business contributes over 70 per cent of Dabur India's current revenues. Within the FMCG business, Dabur India focusses on three key product groups family products, healthcare and FMCG exports. The family products portfolio boasts of quite a few market leading brands Dabur Amla and Vatika hair oils, Vatika shampoo, Dabur Honey, and Dabur Lal Dant Manjan. Dabur India also has well-recognised brand names and an established distribution set-up in the healthcare business with brands such as Dabur Chyawanprash, Hajmola, Pudin Hara and Dabur Lal Tail. Given Dabur's acknowledged strengths in ayurvedic healthcare, the scope for expansion in each of these product baskets is considerable. Though in the recent years, the growth from Dabur's FMCG portfolio has been sedate, due to sluggish rural demand and intense competition from a host of regional brands and counterfeit products. However Dabur's operating profit margins have been more or less constant over this period. However, the FMCG business is Dabur's cash cow contributing over 70 per cent of Dabur India's current revenues. The business has consistently generated high cash flows and called for minimal 86

incremental investments. The overall growth in hair oil industry has been 7% whereas growth in branded coconut oil has been 10%.Vatika hair oil has a market share of 19% and Dabur Chyawanprash has a 61% market share and is the market leader. Both of these are therefore Daburs cash cow.

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THE NEW DABUR ENTITY

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, it now projects a contemporary image, in consonance with today's lifestyle.

The tree, a symbol of nature, is indelibly regarded as a provider of shelter, food and protection. On a metaphysical plane, the tree is regarded as sacred, trustworthy and a symbol of fertility. The new Dabur identity retains these enduring and valuable attributes, while it adds a fresh, healthy and holistic dimension to the tree.

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 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-proportioned, evokes a harmonious, well-balanced, wholesome and holistic brand.

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In India, the tree is a symbol of life. It is a giver of fuel, food and protection. It is a heaven for creatures it generously harbours in its foliage, as well as in the 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 also occurs in cultures across the world.

Keeping these vital associations in mind, the tree in the new Dabur identity has been carefully created to communicate Dabur's invaluable 100-year old legacy 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 a commitment to wellness and to nurturing an active lifestyle across age groups.

Thus, through its form and colours, the new logo identity combines freshness and stability. It expresses a brand that is positive, proactive and progressive. The burst of leaves and their colours symbolize growth, rejuvenation and inner 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 its endeavours along with an abiding commitment to the wellness of consumers across age groups.

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THE FUTURE FOR DABUR Tapping the world markets: Dabur India, under its

new brand architecture, has five power brands under its portfolio with distinct offerings Vatika, a herbal beauty brand with products like Vatika Shampoo, Hair oil and Fairness Face pack; Dabur, the natural healthcare brand with products like Chyawanprash and Pudin Hara; Hajmola, the tasty digestive brand with Hajmola candy, Fun2 and Anardana Churna; Real which offers fruit beverages and has products like Real Fruit juices, Lemoneez; and the recently launched Anmol which is a cross category value-for-money brand. Dabur has decided to take two of its five power brands Dabur and Vatika global through its Dubai-based arm Dabur India .

And the Big B and Rani Mukherjee will help the company get a toehold in the worlds herbal hair oil, shampoos and hair creams market. The Rs 1,232-crore FMCG major has also decided to give a new impetus to its international food supplement brand,

Nature4u, by now launching it in the burgeoning Gulf market. It is currently being sold only in UK and EU. We have drawn an aggressive plan to launch Dabur and Vatika globally, starting from the Middle East , GCC and SAARC countries. We expect our market share to double within two years in the 10 countries we will focus on initially, said Mr Arvind Kumar, CEO, Dabur International. The 10 top-of-mind markets for Dabur right now are UAE, Saudi Arabia , Kuwait , Bahrain , Oman, Bangladesh, Pakistan 90 , Egypt and Nigeria.

To develop Dabur International as its major overseas hub to service all markets except Russia , the company is setting up a new plant which is expected to be ready in a year. Dabur International already has a plant in Jabel Ali to both package products sourced from India and produce some local variants. Dabur India has been selling its product in Dubai and GCC countries since 1992 through a franchise Redrock Limited. The company had acquired this franchise last year at investments of about USD five million. Growing market share: While there is no doubt that Dabur now has a presence in several product categories ranging from hair care to oral care to home care to health supplements to juices and even soaps, it is also true that in some of these segments its market share is very low and trails the market leader by a huge margin. For instance, Dabur only has a 6% market share in shampoos against HLLs 53%, and a 12% share in the oral care segment against Colgates 46%. Company officials believe that low market share means that there are substantial growth opportunities even if these categories do not grow. Our market shares are low in some segments. This gives us opportunity to penetrate these categories, says Mr Narang. Drivers of growth: For the future, Dabur has identified foods, home care products, skin care and OTC health care products as its growth engines. The company plans to ramp up its home care business and in the food category it is looking at expanding its Hommade range of cooking pastes and purees. In the skin care segment, the company 91

launched the Dabur Anmol cold cream last year and its Vatika honey and saffron soap is currently under test launch.

Expansion in south India: Dabur is looking at expanding its business in south India, which currently accounts for around 15% of its total sales.

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RECOMMENDATIONS

Focus on growing core brands across categories. Reaching out to new geographies, within and outside India. Improve operational efficiencies by leveraging technology. Be the preferred company to meet the health and personal grooming needs of our target consumers with safe, efficacious, natural solutions by synthesizing the deep knowledge of ayurveda and herbs with modern science.

Provide consumers with innovative products within easy reach. Vatika hair care centre: On the lines of Maricos Kaya Skin Clinic, Dabur could start a venture called Vatika hair care centre which would provide total hair care solutions. It could have hair care experts to solve hair problems.Services could include dandruff treatment, straightening of hair, treatment for split ends,etc.

Position Dabur Chyawanprash as not more of a medicine but as something which is necessary for health.

More initiatives like Dabur ki Deewar to increase brand visibility. It is an initiative to occupy shelf space.

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RESEARCH METHODOLOGY
As the purpose of the project report is to analyse the consumable products successfully launched in the last three years. 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 consumers was structured as undisguised, & Personal -interview retailers. Distributors & wholesalers and it was handed personally by me to the respondents to be analysed. The questionnaire method was useda) b) To get first and relevant and unbiased information Questionnaire provides versatility and solutions can be obtained by just asking the questions. c) d) Questioning is usually faster and cheaper. Moreover, there is more control over data gathering activities.

Secondary data was also collected personally by me, which the company has furnished for the general public. The secondary data was gathered with the help of various magazines, newspapers, journals, brochures and also through the internet. For secondary sources no field work was employed.

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In order to amplify the empirical findings from primary and secondary sources, a survey was conducted both of consumers and retailers Distributor & Wholesalers in order to gauge the market opinion. The questionnaire was of multiple choice and the pattern of questions was as simple as possible. With every question, multiple choices were given and respondents were asked to select one of them. The questionnaire technique was structured and not disguised as the questions followed one pattern and reason behind the questionnaire was stated properly. All the questions were directly related to the subject. For Dabor 1. and Vatika hair oil.

Chyawanprash

Sample size for customers were 20 in number and the universe comprised of all the consumers within the geographical region of Delhi.

2.

Sample size for retailers were 10 in number and the universe comprised of all the consumers within the geographical region or Delhi.

3)

Sample size for Distributor & Wholesaler were four in number & the universe comprised of all the consumers within the geographical region of Delhi.

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No other field work was employed to gather the information. The questionnaire were distributed to the respondents and the data was collected through primary and secondary sources. The statistical technique such a Pi-chart and percentages were used in analysing and interpreting the data.

96

CONCLUSIONS
The Chyawanprash Industry is yet to capture the beverage market in full swing. Packed Chyawanprash followed by Amla, Ashwagandha, Hareetaki, Dashmul, Ghrit and several other herbs and herbal extracts. the market. The consumers 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 rather well 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 well attributed to Dabur successful ATA (Availability, Taste and Affordability) marketing module, the attributes most rated by the consumers. Lack of publicity has hampered the growth progress of the brand so aggressive

advertising is needed to promote Chyawanprash and vatika hair oil brand .The brands such as that of Chyawanprash by vaidnath, Chyawanprash with its sonacahndi, Minute- made and also US food giantssDel Monte are ready to hit the Chyawanprash market very soon.

97

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 crores, Lemoneez 1 Crore & others 3 Crores . As the strategies of the companies keeps on changing, be it in Chyawanprash industry, a company has to create perceptions and cover them into realities. It is an expensive proposition requiring accounts for 4

huge expenditure on advertising, sponsorships and media. Thus, the ideal company will be the one which combines the high end

technology with consumer insight. As 16% of the excise duty is exempted on food products in this budget , Many food companies including Dabur got benefited from it . On the analysis of survey it was found that target Market of
Chyawanprash

want quality benefit rather then Price benefit, so it is

better to stress on quality rather than on 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 Juice brand should switch from other brand to Dabur brand . As vatika hair oil is a new product introduced by Dabur and as Dabur is 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. 98

REFERENCES

Books:

Marketing Management:Twelfth Edition Philip Kotler & Kevin Lane Keller

Websites:

www.google.com www.dabur.com www.tutor2u.net www.brandchannel.com www.blonnet.com www.superbrandsindia.com

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