D A B U R , A Compa n y Prospective

DABUR is India¶s renowned FMCG company that has grown into the largest in
personal & health care products, with its niche interest in Ayurvedic medicines that
has not only covered Indian market but also is being exported to almost 50 countries
around the globe. The consumer care division and Consumer health division are the
two major strategic business units along with its three subsidiary groups known as
Dabur International, Dabur Foods and Dabur Nepal that contributes to the
company¶s overall performance in the FMCG market. In 2007 -2008, company
generated the revenue of $2 billion, racing towards achieving its position in being the
top ten companies in India. Being the pioneer in the FMCG market, Dabu r is known
to have its strengths in terms of revenue, ownership, customer focus, quality
management, passion and encouragement on team building and individual
excellence. Dabur has got its established business valu es, which are based on the
guiding principles of its founder , Dr SK Burman, who always believed in the
meaningfulness of living by comforting others. This force the company to follow
ethical business practices in its percolated down to its functioning and operations.
The geniuses lies within its punch line ³dedicated to the health and wellbeing of
every household´. The company basis its niche excellence in sourcing out raw

materials from nature that also acts as an inspiration and its commitment to produce
maintaining the ecological balance (Dabur, 2010).
Compa n ys key stre n gths:
y

Consumer focus:
In order to fulfill the needs of consumer, we have better understanding of their
needs and offer them the best product.
y

Innovation: Its saga of success lies in its continuous exploration and

developing new products and following processes.
y

Ownership: Family driven business, which accepts the accountability and

responsibility of every strategic move that company makes.
y

Employee development: company focuses its interest around employee

development, training , rewarding and achieving excellence
y

Passion to succeed: The Company¶s determination lies in focusing on what

they do and deliver the best that¶s is required, committing to its objectives and
result driven processes.
y

Teamwork: Mutual trust and the transparency are the foundation .

However, Dabur in regard to its operational paradigm is coping with its little area of
concerns at this point of time. Following are the targets of the organization to be
achieved through organizational development :
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Retaining premier position:

The short term revenues are generated through focusing on short term
projects that would just gather short term revenues and long term activities
are ignored( such as building human potential and knowledge), though Dabur,
has built relationship with consumers but they are required to design proactive
solutions to align to long term objectives of consumer.
y

Selecting on innovative product:

The tension between the revenues generation department and o rganizational
strategies, on the basis of technological advancements has hampered the
selection process for the right innovative product. In fact, the increasing
competition and switching moods of customer have intensified the pressure
on future planning p rocess.
y

Focus on Specialization:
The increased pressure on revenue generation and the highlighted focus on
consumers needs in comparison to voice of employee, employees were
bound to be rotated across different departments and there is a shift from
building strategic expertise in individual areas is causing the diffusion of
expertise.
y

Rewards and Recognitions:

The reward system at Dabur primarily focus on the individual performance
and evaluated as individual contribution, where there is an ur gent need to
introduce team based rewards resulting in institutionalization at the company
level.
y

Knowledge sharing and inter group collaboration:

The multiple groups and projects have caused replication of many common
avoidable tasks because knowledge sharing at Dabur is very limited to the
immediate group, whereas there should a formal system that would
encourage people to share the µbest practices ¶ through increased interaction
and intergroup coordination.
y

Brand positioning and public relations:

The management at Dabur has worked hard to align as much close to
consumer and market prerequisites at an organization level. The brand
positioning also enco urages the performing talents f rom educational institutes
to join and work for them that does in a way add to employee pride a nd self-
actualization.