darbur | Business | Beverages

The Company operates its business through three business units: consumer care division (CCD), international business

division (IBD) and consumer healthcare division (CHD). DIL has manufacturing facilities in eight States of India. As of March 31, 2010, the Company also had manufacturing facilities in eight countries: India, Bangladesh, Nepal, Dubai, Sarjah, Ras-Al-Khaima, Egypt and Nigeria. Major markets of the Company include India, Middle East, Nepal, Bangladesh, United States and United Kingdom. As of March 31, 2010, the Company's brands included Dabur Amla, Dabur Chyawanprash, Vatika, Hajmola, FEM and Real. Its subsidiaries include Dabur Nepal Pvt Ltd, Dabur (UK) Ltd, H&B Stores Ltd, Weikfield International (UAE) Ltd and Naturelle LLC. On April 1, 2009, DIL completed the merger of Fem Care Pharma Ltd.

http://www.corporateinformation.com/Company-Snapshot.aspx?cusip=C356G5800

The major competitors for dabur are HUL, GODREJ, P& G, MARICO, GILLETTE AND JOTHY LABS. http://www.moneycontrol.com/competition/daburindia/comparison/DI

Given Below is a Segment Wise Competitor list: Category Dabur¶s Share 58% Real and Active 1% Coolers Main Competitors

Fruit Juice

Tropicanna

Fruit Drinks (coolers) Hair oil Coconut base Shampoo Vatika Hair care (overall) Chyawanprash

Frooti And Maaza

6.4% Vatika

HLL

7.1% 27%

HLL and P&G HLL, P&G and Himalaya Himani, Zhandu and Himalaya Himani, Hamdard and local Players Paras and local players

64%

Honey

40%

Digestives

37%

http://www.chillibreeze.com/articles_various/Dabur-story.asp

Balance sheet of company ( http://www.moneycontrol.com/financials/daburindia/balance-sheet/DI)

com/news/dabur-india-ltd/62384/0 \ n the fiscal 1998.org/csr1to500/csr1to500_19736.com/doc/10402701/Dabur-Performance-Appraisal) Whole report y y y y (http://info.com/Markets/Company/Background/Company-Profile/Dabur-IndiaLtd/500096 http://www.shine.htm CSR of dabur (http://www.indiainfoline. To achieve the goal.financialexpress. Nestle.com/company/Dabur-India-Ltd/790. Colgate-Palmolive and P&G. 75% of Dabur's turnover had come from fast moving consumer goods (FMCGs).com/doc/32558433/Strategic-Management-Project-for-Dabur-India-Limited http://www.accenture.informationweek.in/books?id=J8YGhhK5keUC&pg=PA31&dq=dabur&hl=en&ei=ifuiTIeOc6HccPWgLcB&sa=X&oi=book_result&ct=bookthumbnail&resnum=1&ved=0CDIQ6wEwAA#v=onepage&q=dabur&f=false y how Accenture helped dabur: http://www.co.. Buoyed by this.in/FMCG/10-0913/Dabur_increases_forecasting_accuracy_from_25_to_over_60_percent. the Burman family (promoters and owners of a majority stake in Dabur) formulated a new vision in 1999 with an aim to make Dabur India's best FMCG company by 2004.com/Global/Services/By_Industry/Consumer_Goods_and_Services/Client_S uccesses/DaburIndiaOECA.aspx ) http://www. Dabur benchmarked itself against other FMCG majors viz.com/india/fmcg/top-companies/dabur.ifc.naukrihub.org/ifcext/spiwebsite1. In the same year.scribd.aspx over : http://www.html http://www.karmayog. Dabur revealed plans to increase the group turnover to Rs 20 billion by the year 2003-04.scribd. Dabur found itself significantly lacking in some .Performance appraisal (http://www.html ) http://www.google.nsf/1ca07340e47a35cd85256efb00700cee/26647E908F9 BF740852576C10080CC92 http://books.

While Dabur's price-to-earnings (P/E) ratio1 was less than 24.htm .icmrindia. Even the return on net worth was around 24% for Dabur as against HLL's 52% and Colgate's 34%. for most of the others it was more than 40.critical areas.2 billion whereas it was less than half of this figure for the others. There were other indicators of an inherently inefficient organization including Dabur's operating profit margins of 12% as compared to Colgate's 16% and P&G's 18%.http://www. The net working capital of Dabur was a whopping Rs 2.org/casestudies/catalogue/Human%20Resource%20and%20Organizat ion%20Behavior/HR%20Restructuring-Coca%20Cola%20&%20Dabur-Case%20Studies...

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