Submitted by- Urmila Gidwani

PGFC1945
Positioning of Dabur over a period of time
About Dabur
Dabur touches millions of lives every day. Built on a legacy of quality and experience of over
136 years, Dabur India limited is the world’s largest ayurvedic and natural health care
company with a portfolio of over 250 herbal/ ayurvedic products. Dabur has been marrying
traditional wisdom with modern day science to develop products for consumers across
generations and geographies. Today, brand Dabur evokes feelings of trust, health and well-
being in the minds of their customers.
It operates in key consumer products categories like hair care, oral care, health care and skin
care. Dabur products also have a huge presence in the overseas markets and are today
available in over 100 countries across the globe.
Over the years, Dabur has transformed itself from a fledgling medicine manufacturer in a
small Calcutta house to a transnational Indian enterprise with a manufacturing footprint
spanning four continents and its product reaching out to over 100 countries across the globe.
Dabur is home to over 400 trusted products and over 1,000 SKUs. In order to provide
adequate focus and investment to key brands, Dabur has put in place a Power Brand strategy.
Dabur has identified 9 Power Brands - Dabur Chyawanprash, Dabur Honey, Dabur Lal Tail,
Dabur Honitus, Dabur Pudin Hara, Dabur Red Paste, Dabur Amla Hair Oil, Vatika and Real
Fruit Juice - that account for more than 70% of its total Sales.

Positioning of Dabur initially

Dabur initially have ambiguous positioning. It was unclear to the public reason being that
although they are in Health care, personal care, foods & home care but it was shedding its
old-age umbrella brand strategy, where its entire product portfolio was under one roof. They
realised this mistake & repositioned its brands on the basis of benefits. Also, they separated
their FMCG & pharmaceuticals business.

Repositioning of Dabur over a period of time

Reasons for its repositioning were-
It repositioned itself to attraction to the younger era via giving a brand a present-day
attraction. It changed into a brand that resorted to umbrella branding and catered to people of
35 years of age or older. The image of a logo became became that of a hardcore ayurvedic
employer that made remedy for older human beings. For this motive and plenty of others that
follow, the corporation had to reposition itself. This allowed it to grow by means of
increasing turnover with the aid of a big amount. Thus, the reasons for repositioning are as
follows-
1- Potential of growth of FMCGs in India

1
Dabur India ltd attempted to reposition itself as an FMCG in India from a conventional
ayurvedic provider. One of the major motives for this changed into the potential increase
within the lucrative. Already, Dabur operated in hair care and women personal care therefore,
there immense capability for growth in these industries for Dabur Vatika and Fem. This
needed an attractive sufficient motive for Dabur to transform itself into a fast-moving
consumer goods company. Moreover, there’s even more potential for boom inside the rural
areas of India because of the 12.2% of population living there. In such areas, ayurvedic and
conventional Indian remedy might have finished well.
2- Catering to the younger market
The largest segment of the total population in India is of younger generation. The youth of
India makes up to largest segment with almost 70% of people being younger than 35 years of
age. This had important implications for DIL it needed to change its focus to position in more
effective market. It was a wider target audience with even more money to spend on branded
goods.
3- Stiff competition
Another purpose why Dabur felt need to reposition itself was because of opposition in the
ayurvedic market. It had to reposition itself, so that through all this clutter, it is able to
nevertheless make an area for itself in the minds of consumers. Main competition for Dabur
within the ayurvedic enterprise became Himalaya herbals which additionally produced and
advertised herbal goods like Dabur.
4- They had to streamline their business operations.
There was need to streamline business process so that Dabur could establish itself as a
stronger player in the industry. Dabur believes information technology is an essential weapon
so they repositioned themselves to become IT intensive company.

Marketing activities to reposition themselves

Dabur through its diversified brands have tapped various target segments like
 Youth
 Health conscious people
 School children
 Mother
 Existing old age group

Process of restructuring
 They cut down on all its low contribution brands
 Positioned itself as herbal specialist in the FMCG sector
 Set higher targets
 Identified growth drivers
 Set itself a new brand strategy

2
 1- Developing a brand strategy
Once they had decided to reposition itself, to an FMCG agency in the starting of 2000, some
of the advertising efforts and sports were finished so that the repositioned message could be
correctly positioned though.
2- Move from umbrella branding to unique branding
The company, within the past, had centred on umbrella branding. It desired to trade this to
awareness more specific branding of its principal manufacturers Dabur, Hajmola, Vatika and
Anmol. Each of these changed into assigned to the FMCG operations. For example- these
brands have become umbrella brand for associated categories.
3- Changing the logo
For achieving this, the first thing they dis was they reinvented their brand logo. As,
consumers can retain the brand mostly through its logo so they changed their brand logo
which was earlier Dabur written in red to Dabur written in green.
The brand of the parent employer had been modified. It had continually been a banyan tree.
This was changed to something more modern day and relevant to the developing nature of
emblem.

The company also introduced a new campaign for its Hajmola candy. It was known to be a
digestive candy that performed the function well. Other than that, there was nothing special
about it. Dabur wanted to target this digestive solution to youth. as a result, they added an
element of fun in it.
4- Celebrity endorsements
To create an excessive profile for the emblem, the agency also was given their brands
encouraged via celebrities. In the case of Dabur Chawanprash, Amitabh Bachchan was
chosen as a celebrity endorser. This worked nicely for many markets, within the international
sector also it allowed Dabur to capitalise Amitabh Bachchan popularity.
5- Introduction of brand in new product categories
As another repositioning activity, Dabur launched a range of juices called coolers in 2004.
This worked well with the consumers as they thought it to be more natural then anything else
and this is what mattered to them the most. Another market that Dabur expanded was into
soups market when it introduced its first tomato soup in 2003. Furthermore, it jumped into
oral care market to introduce its tooth powder and red toothpaste. This was a good move for
Dabur as it increases its market share.

3
Marketing strategy
The advertising and marketing strategy can be tons as what Dabur has used in past. Very
importantly, it has to role itself as a first-rate brand. This is due to the fact India is looked as it
is a very bad country. Consumers immediately rate poverty with bad first rate. Charges need
to remain aggressive. Premium pricing specially in India would not work properly. Therefore,
its pricing is according to that. Finally, as ways of promotions are concerned, continually
using celebrities which are especially Indian and globally well-known will prove effective.
They changed its image, which always promoted females in the most traditional avatar. To
break such a stereotypical approach, they deliberately took up a campaign to support the
modern clan of women. They ran a much-known campaign dedicated to women fighting the
rough battle against cancer. This campaign was titled as bold & beautiful, which gained
tremendous popularity almost immediately.