Dabur India Limited -

Company Analysis
GROUP 8 [SECTION A]

Name Enrolment ID
SUBMITTED TO:
Pallavi Nair 20A1HP026
Sai Priya Kallepu 20A1HP046
Prof.(Dr.) Tulika Sharma
Assistant Professor and
Rheeya Malhotra 20A1HP028
Area Chairperson
Saloni 20A1HP104
Nikhil Agarwal 20A1HP016
(IMT Hyderabad)
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TABLE OF CONTENTS

ACKNOWLEDGEMENT………………………………………….……………………….………….….02
LETTER OF TRANSMITTAL…………………………………………………………….……………...03
EXECUTIVE SUMMARY…………………………….…………………………………….…………….04
INTRODUCTION……………………………………………………………………………………….…05
MACRO ENVIRONMENT ANALYSIS……………………………………….…………………………06
Political……………………………………………………………………………………………………….07
Economic……………………………………………………………………………………………….….…08
Social…………………………………………………………………………………………………………08
Technological………………………………………………………………………………………………...08
Environmental…………………………………………………….………………………………………….09
Legal………………………………………………………………………………………………………….09

MICROENVIRONMENT ANALYSIS……………………………………………………………………10
Competitive rivalry…………………………………………………………………………………………..10
Bargaining power of supplier………………………………………………………………………………...10
Bargaining power of buyers………………………………………………………………………………….11
Threat of substitutes………………………………………………………………………………………….11
Threat of new entrants………………………………………………………………………………………..11

SWOT ANALYSIS………………………………………………………………………………………….12
Strengths……………………………………………………………………………………………………...12
Weaknesses…………………………………………………………………………………………………..12
Opportunities…………………………………………………………………………………………………13
Threats………………………………………………………………………………………………………..13

COMPETITORS ANALYSIS……………………………………………………………………………...14
FINANCIAL ANALYSIS……………………………………………………………………….………….15
Market price summary……………………………………………………………………………………….15
Financial highlights……………………………………………………………………………………….….15
Analysis of income statement………………………………………………………………………………..16
Analysis of balance sheet…………………………………………………………………………………….17
Analysis of the cash flow…………………………………………………………………………………….18
Ratio analysis………………………………………………………………………………………………...18

CONCLUSION……………………………………………………………………………………………...19
REFERENCES……………………………………………………………………………………………...20

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ACKNOWLEDGEMENT

We would like to thank Prof. (Dr.) Tulika Sharma of the Institute of Management Technology, Hyderabad,
for giving us the opportunity to present this report. We would also like to thank Prof. (Dr.) Tulika Sharma for
guiding us and helping us with the concepts and providing us with insights to make this report impactful and
enriching.
We would like to thank the Institute of Management Technology, Hyderabad, for providing us with a well-
rounded academic curriculum and learning resources that helped in the making of this report.
This acknowledgement would be incomplete without expressing our gratitude to our friends and family, for
their support and encouragement in the making of this project.

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LETTER OF TRANSMITTAL

January 03, 2021

Prof. (Dr.) Tulika Sharma
Institute of Management Technology
Hyderabad, Telangana

Dear Ma'am,
As per the requirements of the subject "Business Communication," we would like to present the report entitled
"Dabur- Company Analysis" in accordance with your instructions. The purpose of this report is to analyse the
market environment and the financial workings of Dabur India Limited.

We sincerely hope that our report meets your approval.

Yours Sincerely,
Pallavi Nair
Nikhil Agarwal
Sai Priya Kallepu
Saloni
Rheeya Malhotra

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EXECUTIVE SUMMARY
Dabur's position as the 4th largest FMCG company in India is influenced by a variety of factors, within and
outside of their reach, including the macro and micro-environment of the Company, their finance and
revenue streams, and the market practices of their competitors.
Dabur India Ltd. deals in the distribution of fast-moving consumer goods., the Company's products are
available in more than 60 countries, and it operates through the following divisions: Consumer Care
Business, Foods Business, and Other. The Consumer Care Business segment involves personal care
providing home care and health care. The food segment offers beverages, packaged fruit juices and culinary.
The Other segment includes guar gum, pharma, and others.
Around 68% of its shares are held by the Burman family, which lets the employees run the show. The
Company has subsidiaries in the following countries: U.K, Nepal, Egypt, and Turkey; Dabur's overseas
revenues account for 28.2% of the total turnover.

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INTRODUCTION
S.K Burman founded the Company in 1884, Dabur started off as an ayurvedic medicine business in a small
pharmacy in Kolkata. In the local language, S.K. Burman was commonly called Daktar Burman (Doctor
Burman); the Company's name combines the syllables "da" and "bur."

Dabur's vision is to be dedicated to the Health & Well-Being of every household and, its mission is
to contemporise Ayurveda and make it relevant for the new generation.

Dabur touches millions of lives every day, and it has been built on a legacy of experience and quality of over
136 years, with a portfolio of over 250 Herbal/Ayurvedic products Dabur India Limited is the world's largest
Natural Health Care and Ayurvedic Company. Dabur is known as the 'Custodian of Ayurveda'; it has been
marrying traditional wisdom with science to develop goods for consumers across geographies and
generations. Dabur induces the feelings of Trust, Health & Well-Being in the minds of our consumers and
has a product portfolio that consists of Home Care, Hair Care, Oral Care, Health Care, Skin Care and Foods.
The Company has a wide network and high penetration in both urban and rural markets, covering over 6.7
million retail outlets. Dabur's products are today available in over 100 countries, and it is highly popular in
the Middle East, Africa, SAARC countries, the U.S., Europe, and Asia.

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The following are the line of products that Dabur deals in:

HAIR OILS ORAL CARE FOODS SHAMPOOS

•Amla •Dabur Red Paste •Real •Almond Shampoo
•Vatika •Dabur Meswak •Real Activ 100% Juices •Vatika Health Shampoo
•Almond •Dabur Babool •Hommade •Vatika Black Shine
•Anmol Gold Coconut Oil •Dabur Lal Dant Manjan Shampoo
•Dant Rakshak Ayurvedic •Vatika Anti-Dandruff
Paste Shampoo

HEALTH SUPPLEMENTS DIGESTIVES SKIN CARE OTC & ETHICALS

•Dabur Chyawanprash •Dabur Hajmola •Dabur Gulabari •Energisers
•Dabur Honey •Pudin Hara •Oxy Bleach •Cough & Cold
•Dabur Glucose •Nature Care •Fem •Women's Health
•Dabur Immunity Kit •Baby Care
•Dabur Vedic Suraksha •Ethicals
Tea •Health Juices

HOME CARE GUAR GUM

•Odomos •Guar Gum Products
•Odonil
•Sanifresh
•Odopic

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MACRO ENVIRONMENT ANALYSIS

A PESTEL analysis is a framework or tool used to analyse and monitor the macro-environmental (external
marketing environment) factors that have an impact on an organisation.

A PESTEL analysis takes into consideration the following factors:

Political Factors:

Political factors determine how and to what extent a government has an impact on the economy. These
factors include trade restrictions, environmental law government policy, labour law political stability or
instability in overseas markets, foreign trade policy, tax policy, etc.
The above political factors often have an impact on the organisation and the working of the business. A
significant reason for Dabur's success is the constant government backing. Dabur's product quality and
consistency have prompted the government to provide favourable conditions to Dabur to expand in the
foreign markets apart from India's huge domestic market. As a result, today, 28.2% of Dabur's revenue is
from foreign markets. Since Dabur's products are sold in 100+ countries, the political stability in these
countries also plays a vital role in Dabur's functioning.
Trading policies are also favourable for Dabur as the Indian government is encouraging 'Make in India'
products so the Company can export the same, which will help them grow and expand their base. The
ministry of AYUSH under the government of India has shown its constant support for Ayurveda. Since
Dabur has a wide range of 250 herbal/ayurvedic products, it could benefit from the government's various
subsidies. During the pandemic, as per the government guidelines, the production for most of the companies
across the country has been suspended except for the production of certain essential products. Since Dabur
produces essential products like ayurvedic medicines, sanitisers, disinfectants it could seek permission from
the government to operate its manufacturing units even during the pandemic.

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Economic Factors:

Economic factors have a significant effect on an organisation's business and profitability. These factors
include –interest rates, economic growth, inflation, exchange rates, disposable income of companies and
consumers etc.
More than 60% of Dabur's revenue is from the Indian markets. The Indian economy suffered a decline
during Financial Year 2019-20, and the GDP is estimated at 4.2% as compared to 6.1% in F.Y. 2018-19, and
it is projected to reduce by 3.2% in F.Y. 2020-21. Due to the current economic slowdown existing in the
nation, Dabur was also expected to face its wrath. In contrast, Dabur has not been affected much by the
slowdown as most of Dabur's products were affordable to an average Indian customer. Also, the sales
number has constantly been increasing, as people would continue to buy essential products no matter the
economic situation. For Dabur to maintain its growth, it is necessary that the inflation rate be lower, so that
the price of the product would be low. This will result in more productivity which directly affects the growth
of the organisation.
The FMCG sector has witnessed a healthy FDI inflow of USD 16.28 billion from April 2000- March 2020.
The government has also permitted a 51% FDI in multi-brand retail, which would enable companies like
Dabur to attract more investments which would help in growth and expansion. Also, the Goods and Services
Tax (GST) has benefited the FMCG sector as FMCG products such as toothpaste, soap, and hair oil now fall
under the 18% tax bracket against the previous rate of 23-24%. GST on food products and hygiene products
have also been reduced to 0-5% and 12-18% respectively, which would benefit companies like Dabur.
An increase in disposable income of rural India and direct cash transfer subsidies to rural households creates
a greater demand for FMCG products from the rural sector.

Social Factors:

Social factors are those that include the population's shared views and attitudes. Such factors include
population growth, age distribution, health consciousness, job attitudes, education level, consumerism, etc.
These are of particular interest as they significantly influence how marketers understand consumers and
what drives them.
Dabur has positioned its brands so that the behavioural changes in a particular group of people based on
caste, religion and age won't affect it much as they have a portfolio that covers people from all
demographics. Campaigns like Atma Nirbhar Bharat and Vocal for Local have increased the demand for
products from home companies like Dabur, whose products are majorly produced in India with homegrown
ingredients.
Owing to the COVID pandemic, personal hygiene and preventive healthcare have gained tremendous
importance in the past year. Immunity boosting products, ayurvedic products, personal hygiene products like
sanitisers, disinfectant sprays etc., have become an essential part of the monthly groceries basket. To address
this growing consumer need, Dabur has fast-tracked the launch of new products across health care, home
and personal care and food categories.

Technological Factors:

The technological landscape changes swiftly, and this impacts the way the products are produced and
marketed.
In 2017, Dabur had tied up with e-commerce giant Amazon to promote and sell its products in the North
American region, thus leveraging the use of an online platform to expand its market.
In addition to a change in the way the consumers live, the lockdown has also changed the way they viewed
media. The media consumption patterns now moved majorly to news channels and social media. Unique
social media campaigns were created for covid guidelines, front line workers highlighting the benefits of
Ayurveda in fighting COVID-19. Heavy advertisements were pumped in on Doordarshan, predominantly on
historical series like Ramayan and Mahabharat which garnered a massive viewership during the lockdown.
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Dabur has partnered with online delivery services like Swiggy, Dunzo and Zomato to ensure
uninterrupted supplies to the retailers during the lockdown.
Also, Dabur has always used modern technology to produce traditional ayurvedic health and personal care
products that are highly efficacious in meeting consumers' changing needs across generations.

Environmental Factors:

The environmental factors have come to the forefront only in the last two decades, but have become
essential due to pollution targets, increasing scarcity of raw materials, carbon footprint targets set by
governments, doing business ethically and in a sustainable manner, etc. Consumers are continually
demanding products that are sourced ethically, and from a sustainable source and, Dabur's products do
benefit in this area.
Dabur has identified certain environmentally sensitive species of medicinal plants and herbs and developed
methodologies to address their sustainability concerns. They joined hands with local NGOs and universities
to undertake special training programs for villagers, farmers, and tribal communities across the country to
train them on sustainability and environmentally friendly processes.
This year, Dabur has expanded its plastic waste management initiative to 25 states of India by collecting and
processing/recycling over 12000 MT of post-customer plastic waste, accounting for around 60% of their
plastic waste generation. Dabur aims to become a plastic waste-free company by the end of 2021 with the
help of this initiative.

Legal Factors:

Legal factors include health and safety guidelines, advertising standards, intellectual property laws, equal
opportunities, product labelling, product safety, company laws, and consumer rights and laws. Companies
need to know what is legal and what is not legal in order to run the business smoothly and successfully.
When an organisation trades globally, it becomes furthermore essential to get these factors right as each
country has a different set of rules and regulations for the businesses.
A new Consumer Protection Bill has been drafted by the Indian government with a particular focus on
developing an extensive system to ensure quick, speedy, available, affordable and timely delivery of
consumer justice. These laws highly favour the consumers, which means that the companies should follow
the necessary protocols and abide by the law religiously for the proper functioning of the business.
Dabur has recently been in a legal tussle with Marico over the later's new honey launch, alleging that
Marico's packaging and the label is an imitation of the old and famous Dabur honey. The Delhi High Court
said that two products show a similarity with reference to the cap of the bottle, colour and label, which could
cause confusion in the minds of the buyer, even though Marico's honey has the brand
name Saffola mentioned on the bottle. The court has granted Dabur an ad-interim injunction regarding the
same.

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MICRO-ENVIRONMENT ANALYSIS

An analysis of the microenvironment takes into consideration all the factors that can directly impact the
business. Porter's Five Forces model is a useful tool that would help a manager/company, here Dabur, take a
close look at and understand the balance of power in the relevant marketplace. It is also an indicator of
attractiveness and potential profitability of a sector in a particular industry. Dabur India Limited can use this
model to assess its micro-environment in the FMCG industry and thereby strategise accordingly in order to
increase their profits.

The five forces are listed below:

Competitive Rivalry

The competitive environment considers the number of competitors for each of its products and considers
their relative strength within the industry. A company normally assesses the number of competitors and their
strength before entering the market. An FMCG company especially one as large and diversified as Dabur
India Limited, would have many competitors.
Some of Dabur India Limited's key competitors are Marico, HUL, ITC Limited, P&G, Nestle India Ltd.
They have many competitors within their product range, such as Himani and Zandu for Chyawanprash.
Dabur is well placed in the industry due to its positioning as an Indian company whose products are derived
from exotic sources and natural ingredients.

Bargaining power of suppliers

The bargaining power of suppliers can have an impact on the profit that Dabur India Limited makes. The
greater the number of suppliers, the lesser the power that they hold and vice versa.

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Dabur India Limited has an advantage in terms of long and sustained relations with certain
suppliers since it has been in the industry for over 100 years. In addition to this, the sheer volume of
production is also an incentive for suppliers. Conversely, some of their products require ingredient(s) that
are not available in a large supply and in these cases, the supplier has the upper hand.
They have teamed up with Accenture to deploy SAP Ariba sourcing solution which helps it manage 350
sourcing events per year. This centralised e-sourcing strategy makes supplier onboarding a simpler process,
increases the speed of response times and vendor agility and allows them to source ingredients from various
countries with greater ease.

Bargaining power of buyers

As in the case of suppliers, the greater the number of buyers, the lesser power they can exert over the
Company, buyers can influence prices, demand, etc. Here, we also take into consideration the potential
buyers and the conditions to be met in order to win them over from their rivals.
Due to the presence of many strong competitors such as Marico Limited in the FMCG sector, the buyers do
hold some power over products such as Dabur Vatika Hair Oil, Real Activ juices and Dazzl. On the other
hand, over the 134 odd years since their establishment, they have been able to amass a loyal customer base
and a good and strong reputation amongst the Indian households.

Threat of substitution

The threat of substitution increases with the increase in the number of alternatives available in the market.
Certain products offered by them such as Haircare and oral care products face stiff competition and
customers can be lost with relative ease. However, they have alternatives within their own range such as
Dabur Dant Rakshak, Dabur Babool and Dabur Meswak in their toothpaste range alone to amass new buyers
and retain the existing ones. There are products offered by them for which they are market leaders and do
not face a threat of substitution. Some of their home care products can be replaced by homegrown and
traditional substitutes. Their pricing, however, is low and quite competitive.

The threat of new entrants

Ease of entry into the market can affect Dabur India Limited's position and can be affected by the same.
There is a relatively low threat for new entrants in the FMCG sector. Keeping in mind Dabur's legacy of
more than hundred years, recognition as a first mover in some cases and strong brand loyalty of customers, it
may have a significant impact on the level of competition faced by new entrants.

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SWOT ANALYSIS OF DABUR INDIA

STRENGTHS

An established brand name:

Established in 1884, Dabur is more than a hundred years old and has its heritage of being an ayurvedic
brand. Moreover, it has been able to create a strong legacy and brand name in the market. Dabur is a famous
brand in countries like India, Nepal, Nigeria, Egypt, the middle east etc.

Diverse portfolio:
Dabur has a very diverse portfolio that consists of health care products, beauty products, juices, as well as
dental care products. It is one of the financially strong herbal care brands in India. Dabur acquired a few
notable brands in the Indian market, including Fem care pharma and the hygiene and home care businesses
of Balsara, i.e., the brand Odonil. These acquisitions have helped Dabur to diversify and venture into new
product lines.

The herbal products category leader:

Dabur has been the market leader in the herbal care category. Dabur's products, like Vatika hair
oil, Hajmola, Real juices, etc., are the best-selling in the market. Also, it has been a financially stable
company and is the fourth largest in the FMCG segment, with a revenue of US$ 1.3 Billion.

Innovation and R&D:

Dabur has always been innovative in the marketing and promotion of its products. It has always been
foraying into research and developments in the field of Ayurveda through the Dabur research foundation.

Extensive distribution network:

Dabur has an extensive distribution service network with 50 carrying & forwarding agents and has the
largest distributors in its respective segment.

WEAKNESS

Limited presence in foreign markets:

The presence of Dabur in international markets is still limited because there are stringent regulations. These
regulations make it very hard to gain market share without strategic partnerships with the local brands.

Lack of brand stores:

Dabur does not sell its products through its own branded retail outlets; the products are sold in the general
stores alongside other competitive brands

Lack of awareness about Ayurvedic products and medicines:

Despite India being the land of Ayurveda, there is still a lack of awareness and knowledge. Ayurvedic
products are still lagging similar chemical and artificial products in terms of the market share because there
is a lack of brand awareness in the market. Indeed, the trends are slowly changing, but ayurvedic products
still lagging in the market.

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OPPORTUNITIES

Growing awareness of Ayurveda in international markets:

There has been a fast growth in the awareness of ayurvedic products in the global market. People are now
turning towards yoga and Ayurveda, and they are now open to using ayurvedic products for personal care
and other household usages. The increasing health consciousness and the hazardous side effects of chemical
products have boosted natural and Ayurvedic products' sales.

Expansion of product line:

Dabur can utilise this growing affinity of people towards Ayurveda and expand its product line to introduce
more products to the current range of beauty and homecare products. Introduction of new product
developments in the market can lead to increased market share and revenue.

The growing popularity of Ayurveda in COVID:

Dabur can capitalise on the rising popularity of herbal immunity boosters and other products in the light of
the recent covid-19. More and more people, particularly in India, turn to Ayurvedic supplements to protect
themselves from the virus.

Brand promotion through Ayurvedic health clubs, brand retail stores and social media:
Dabur can open its brand retail outlets for the promotion of its brand throughout India. It can also partner
with health clubs, healthcare institutions, and other healthcare brands to grow faster. There has been a
substantial change in the customers perspective towards herbal products and healthcare, typically the youth.
Dabur can use Social media channels to attract young consumers.

Make in India:
Domestic businesses can capitalise on the "Make in India" movement promoted by the government. Also,
the government is giving substantial concessions to the food processing industry.

THREATS

Rising competition in Indian and international markets:

The competition against Dabur from other rival brands has kept growing. Introduction of Patanjali brought a
new and potent competitor to the market. Patanjali has established its presence in a short period through its
brand retail outlets, but Dabur is years ahead in terms of market presence and brand name. Zandu, Emami
and several other smaller brands are already there. Apart from that, the competition from allopathic
medicines is also present.

Competition from allopathic medicines:

Doctors tend to prescribe allopathic medication because they get more incentives. Also, the market share of
ayurvedic companies is less compared to allopathy. People usually don't always follow ayurvedic
treatments and medicines because they are considered less reliable.

Competition from foreign brands in the beauty and home care segment:
The government is inviting international brands to invest in India. The Indian home care and beauty segment
face competition from several international brands that pose a significant threat. There are both herbal and
non-herbal brands in this segment fighting for market share. The cut-throat competition in the segment only
keeps intensifying.

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COMPETITOR ANALYSIS

As aforementioned, Dabur India Limited operates in the highly competitive FMCG sector against large
players like HUL (the market leader), Marico and ITC and the newer entrants like Patanjali. Although they
are ranked as 4th within the domestic FMCG sector, they are world leaders in Ayurvedic and natural
healthcare products. Their use of advanced technology to optimise internal logistics and distribution
processes, as an enabler for business strategies and to achieve goals such as increasing consistency of sales
in grocery stores and improved service to drug stores has given them a competitive edge over their
competitors.

As recently as 2020, Dabur accused Marico of imitating the label packing of Dabur Honey for their
product Saffola Honey. The court has granted an ad-interim injunction in favour of Dabur since they could've
faced considerable losses. Marico and Dabur have previously been involved in legal battles such as this.

Patanjali is providing stiff competition to Dabur with their entry into the Ayurvedic and natural healthcare
products. Their entry caused a significant impact on the market share of the Company as a whole and of some
of their flagship brands such as Chyawanprash. However, three years after Patanjali's entry, Dabur is slowly
making its way back up as the leader in this segment.

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FINANCIAL ANALYSIS

MARKET PRICE SUMMARY

FINANCIAL HIGHLIGHTS
Market Cap (Rs Cr.) 94415 | Basic EPS (Rs.) 8.18 | P/E Ratio – 62.85

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ANALYSIS OF INCOME STATEMENT (Last five years)

Sales: Revenue from operations saw a constant growth for five years with a CAGR OF 2.55%.
Total Income: Company's operating profit and PAT have also shown consistent growth from the last five
years with a CAGR of 4.24% and 3.66%. The catch here in FY20 is that the Company's operating profit is
slightly more than its total income, which means the Company's operating expenses have declined and is a
positive point. Also, the Company adopted a new tax regime, and the Company pays 16.2%.
Net Profit: Net profit stood at ₹1445 crore, reflecting a similar level as last year. Excluding exceptional
items, Net profit for the year marked growth at 5.8%

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ANALYSIS OF BALANCE SHEET (Last five years)

Share Capital: Share capital is almost the same for all the years. The reason why Dabur's share capital
remains constant for years is on account of the non-issuance of additional shares. When companies issue
additional shares, it increases the number of common stocks traded in the stock market. For existing investors,
too many shares being issued can lead to share dilution. Share dilution occurs because the additional shares
reduce the value of the existing shares for investors.
Reserves and Surplus: There is a 17% growth since last year in reserves and surplus. However, last year we
do not see any profits as the Company paid off its debt (long-term borrowings) and cleared off all its
borrowings.
Total Liabilities: It has been continuously increasing for the past five years. Also, this year company again
borrowed some funds for the long term for expansion and paid off short-term borrowings.

Fixed Assets: It has increased this year leading to increased outflow from investing activities. It had a
massive increase of 21%.
Total Assets: It has been continuously increasing for the past five years, like this year, which indicates that
the Company is always acquiring both current and noncurrent assets.

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ANALYSIS OF THE CASH FLOW (Last five years)

A cash flow statement is a statement that specifies the changes in the cash and cash equivalents in an
accounting period due to changes in the balance sheet and the income statement. The statement captures data
from the ongoing operating, financing, and investing activities.
Operating Activities: Cash flow from operating activities has increased, which means the Company has
been closely looking at current assets and current liabilities.

Investing Activities: The Company has invested 1.86 crores in power saving project investment, and the
Company has invested in increasing the production capacity for the toothpaste plant.

Financing Activities: The Company borrowed a considerable amount on March 17-18, and the Company
paid off on March 19-20. So, we see a negative figure on March 19-20, which implies that the Company
reduced its debt.

RATIO ANALYSIS (Last five years)

Liquidity Ratio

A. Current Ratio (For 2019-20)

Current Assets/Current Liabilities
1.98

B. Quick Ratio (For 2019-20)

Current Assets – Inventory / Current Liabilities
1.42

Valuation Ratio

A. Price to Book Value Ratio (For 2019-2020)

Market Price Per Share/Book Value Per Share
12.04

Profitability Ratio

A. Asset Turnover Ratio (For 2019-2020)

Sales/Total Assets
92.84

B. Net Profit Margin Annual % (For 2019-2020)

Net Profit/Sales X 100
16.67

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CONCLUSION
Dabur is the 4th largest FMCG company in India, with a legacy of more than 135 years. Dabur is committed
to delivering time-tested and quality-proven products, and it is trusted by generations of consumers.
Their products are sold in over 100 countries, and they continue to strive to broaden their reach while
keeping in mind the social, economic, political, environmental, legal and technological factors that may
affect them or be impacted by them.
Dabur India Limited has healthy financial statements. Although they have declined a bit in recent years,
according to data, it should not be a matter of concern. It has great opportunities as Covid-19 has acted as an
inflexion point which has increased the relevance of Ayurvedic products in the consumer's mind.
Inducing a sense of wellness and trust in the minds of consumers, Dabur is today not just the original
custodian but also the modern face of Ayurveda, an enterprise where Nature meets science.

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REFERENCES

Marketing strategy of Dabur – Dabur marketing strategy. (2018, February). marketing91.com

Dabur and Marico engaged in legal battle over honey packaging. (2020,
July). Timesofindia.indiatimes.com

Porter's Five Forces. Mindtools.com

Dabur. (2020, March). ariba.com

FMCG Industry in India. (2020, December). Ibef.org

Dabur Annual Report (2019-2020). dabur.com

Marketing Theories – PESTEL Analysis. professionalacademy.com

Dabur India. (2021, January). moneycontrol.com

Dabur India SWOT Analysis, Competitors, Segmentation, Target Market, Positioning & USP. (2020, April).
mbaskool.com

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