1 Yes :-

• Company has articulated three route to building global scale. Expanding

geographically.
• Expanding overseas in unlike expanding locally.
• Market are alien relationship are new and integration is challenging task.
• Driving fit take considerable managerial attention best spent on expanding locally.

A.2 Yes
• Scale provide a set of internal capabilities and skill set that company could move
readily inoverseas market.
• Scale lower the cost of entry into a new market.
• Dealing with competitor in market outside India provides better insight to dealing
with competitor within India.

A 3:-
• The customer that dabur is dealing with in its overseas market are similar to its
customer in India . This is practically true of the Indian migrant that company has
been targeting so far.
• To get the global business platform based on it ayurvedic competency.
• To get international brand presence for giving it’s brand more visibility both to
home and host countries customer.

A4:-
• New product development; new product or variants contribute between 5% and 7%
of sale revenue every year at dabur.
• Independent supply chain fir each business sequent .
• Ayurveda as a growth platform.
• Herbal ingredients in its products with the reputic attributes.

A5.:- yes it’s workable

• Building on existing experience similar products portfolio and similar customer base.
• Better utilisation of resources
• Focused on where they are and where they want to go.

A:-6
• Nigeria is a focus market but it is unlike any of the focus market that dabur has been
during business with.
• The product will which dabur has penetrate other global market do not sell in
Nigeria.
• The country is however a large market for categories like toothpaste,soap and
mosquito repellent.

A7:-
• One of the issue here would be whether change are required in the standard
template in Nigeria.
• The mismatch between product attributes and Nigerian need is best addressed by
tweaking existing products through technology.