DABUR INDIA

Ltd.
By TEAM 11
 SAGAR RAMNATH SHELKE

 SAKSHI BHARTI

 SALUNKHE SHIVANI SUNIL

 SANADI YOGESH SANJAYKUMAR

 SANJANA SARKAR

 SANKET BIPINCHANDRA DANDAWATE

 SEJAL DILIP GAIKWAD

 SHAIKH INUS

 SHIRODE PIYUSH SUNIL

Introduction

 Largest Indian Health Care Company

 World Leader in Ayurveda Portfolio of

Over 250 Ayurvedic Product

 Huge Market Over 100 Countries Across

the World

 World Class Manufacturing & Strong

Supply Chain Department

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HISTORY

 The Story Of Dabur Began with a Small but Visionary by Dr. S.K. Burman

 The Birth Of Dabur India Ltd in 1884 with the mission to make health care Products.

 In the 1896 Settings Up a manufacturing plant with Growing Popularity of Dabur Product

 Early 1900s Dabur enters in nature based Ayurvedic medicine

 Since then the company has been bringing new products to the market & it's supply in the
market is increasing day by day

 Mr. Mohit Malhotra is the Chief Executive Officer Of the Dabur India Ltd.

 Under His Leadership Dabur has created Global Market Over the 100 Countries.

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ORGANIZATIONAL STRUCTURE
Dabur India Ltd Operates through holding Company Structure & Operates through
three Subsidiaries there are -

Dabur Foods Ltd. Dabur International Ltd. H&B Stores Pvt.Ltd.

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 Marketing Department
 PRODUCT MARKETING STRATEGIES

Dabur’s marketing strategy aims at continuing its brand image by providing a variety of products and using print media and sales
promotion for reaching out to its customers.
Marketing Mix of Dabur analyses the brand/company which covers 4Ps (Product, Price, Place, Promotion) and explains the Dabur
marketing strategy.

 PRODUCT PRICING STRATEGIES

Dabur is today seen as far more proactive in the market. Dabur is now an external oriented company. Across the whole
organization the company have one definition of winning, and that means not just growing, but growing completely. Over the last
two years, Dabur has maintained its operating margins through judicious price hikes across products and reduction in pack sizes.
 PRODUCT DISTRIBUTION STRATEGIES

Dabur is making the products available in the grocery/ pops & mums, departmental stores etc. through 3 tier distribution system i.e. from
C&F( Carried & forwarding agent) -to stockiest-to wholesalers –to Retail outlets –to final consumers. In case of supermarket stores the
products is made available to Institutions through C& F.

 PRODUCT PROMOTIONAL STRATEGIES

There are different promotional activities like-: Advertising, Sales promotion, trade promotion, personal selling etc. but one of the most
convenient and effective one that most of the industries uses is the Advertising and Sales Promotion.

Dabur has created the huge brand image and a vast product following by associating mega-names like Amitabh Bachchan, Rani Mukherjee,
Vivek Oberoi, Mandira Bedi etc. Dabur invested Rs. 150 crore just on the advertising of Real “Fruit Juice” and “Real Active”.

Dabur has been increasing its digital spend over the last few years. From the year 2017, they have increased their digital marketing spending
by 33% in 2018. They spent a total of RS1.99 billion in the year 2018-19.
 Competitors in the market
CATEGORIES OF PRODUCT DABUR’SHARE MAIN COMPETITORS

Fruit Juice 58% Real Active Tropicana

Hair Oil 6.4% Vartika HUL, P&G, Marico

 

Shampoo 7.1% Vartika Shampoo HUL, P&G

 

Hair Care (Overall 27% HUL, P&G, Himalaya

 

Chyawanprash 64% Himani, Pathanjali, Himalaya

 

Honey Himani, Hambard and Local 40% Hambard and Local Players
Players  

Digestive 37% Paras & Local Players

 

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  Swot Analysis
• Century old company • Profitability is uneven across
• Established Brand product line
• Leader in Ayurvedic herbal digestive. • Limited differentiation of products
• Innovativeness in promotions like vatika shampoo
• Demand is essential
• Low penetration or low export
levels
Strengths Weakness

Opportunitie
Threats • Existing competitors
• Launch several OTC Brands s
• Exploring new geographical regions- global as • Tax and Regulations from
well as local government
• Create differentiation in products like vatika • Slow down in rural market
• Export potential • New entrants in market
 MARKET SHARE OF THE COMPANY IN THE INDIAN MARKET
Market share of the company in market:
• Current share price : 560.75 as on 25 April 2021.
• Share value: 541.70 as on 29 April 2021.
• Market Cap : 99,108.38 cr
• No of shares: 176.74 cr
 Future Strategies 
• Transforming into relevant consumer health care company to current generation customer.

• To engage and inspire the customers. 

• Getting future ready in terms of products, communication, and way it reaches the consumer.

• Giving younger talent the leadership roles in system to attract and retain customer.
Finance Department
 Turnover & Profitability

Revenue & Profits

10000
9000
8000
7000
6000
5000
4000
3000
2000
1000
0
Revenue from Operating Profit Profit Before Tax Profit After Tax
operations (PBT) (PAT)

FY18 FY19 FY20

  Dabur Stakeholders

• Access to management Share holding pattern

Shareholders & • Risk information
Investors • Good return on investment

Promoters
0.2%
5% 3%
• Long-term relationship ForeignInstitutions
Business 2%
3%
NBanksMutualFunds
• Quality Management
partners & • Cost efficiency
Others
20% GeneralPublic
Vendors • Ethical Trading FinancialInstitutions
ForeignPromoter
67%

• Career Opportunities
• Well being
Employees • Training and development
• Pay and conditions

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 Operation policy  Hurdles

 Increasing cost of production

 Engaged in production of Ayurvedic consumer
products  Decreasing Mutual Fund investments

 Expansion in international market (UAE, Nepal,  Supply and distribution problems

Sri Lanka, Bangladesh, S. Africa)
 Many competitors compete on cost and
 Rural penetration product range

 Product Diversification
Human Resource Management
 Recruitment Policy
Today majority of members do not belong to the promoter family. Dabur has always roped in new members from outside for the
company. Performance Appraisal Reward and recognition Health and Safety scheme Talent management Gender Diversity Work
life balance Annual evaluation based on goals set by organization. Reason of failure if any discussed with employees. 

 Employee safety, Health and Welfare Policy

Health- The Occupational Health and Safety environment policy OHSE is applicable to all facilities.
Training sessions on safety are conducted for all employees
Welfare- Rewarding the employees. Grooming future leaders Workplace flexibility like maternity benefits, 5 day working week,
Special occasion leave. Paternity leave for male employees. Fun @workplaceOpen door policy 

 Employee Retention Policy

Hire right people in first place. Empower the employee Make employees believe they are most valuable asset. Have faith and
respect them. Keep their morale high. Recognize and appreciate their achievement. 
  Labor Unrest
Labor or employees shortage at Dabur due to pandemic. Due to migrant workers moving back to their villages the
availability of adequate workers has become a serious issue, hampering scaling up of production to pre covid levels.

 Total number of employees including branches

7740 as of march 2020 .

  CSR Activities
Eradicating hunger, poverty and malnutrition. Promoting health care including preventive health care. Ensuring
environmental sustainability and ecological balance. Employment and livelihood enhancing projects. Promoting gender
equality ,empowering women. and many more 

  Environment Protection Policy.

Protecting endangered species of herbs, enhancing livelihood of farmers. Promotion of solar energy.
 Scope for development

Dabur India stressed that it is looking to shift its focus back to its core strength, which is Ayurveda. This is helpful given the consumer’s
increasing awareness and affinity towards natural products.

The company will increase its focus on nine power brands from its product categories, which constitute about 65-70% of its sales. These
brands would receive the maximum management bandwidth and resources.

Power brands are expected to grow at a relatively faster pace and add to incremental growth meaningfully given their big contribution in
the overall pie.

A commitment to create a vibrant and dynamic new company was clearly evident, This has hitherto, been an area of concern; for
instance, notwithstanding more than 100 years of Ayurvedic heritage, Dabur moved to boost its Ayurvedic momentum only after
Patanjali’s aggressive foray into Ayurvedic products.

Dabur India will also consider stepping up innovation and renovation as a part of its strategy. The company aspires to make its brands
more relevant for millennials.
External Factors
 National & Global issue affecting the industry

COVID-19 emerged as unexpected and unprecedented risk during the last month of FY 2019-20, severely impacting all aspects
of our business operations both in India and abroad lockdown were announced across the world. Sudden lockdown resulted in
loss of both. The international business of Dabur remained under pressure, owing to geo-political issues & unfavorable currency
movements. The business declined by 2.2 percent.

 Initiatives by government to promote the industry

The government helps organizations in two primary ways - monetary help & regulatory. Dabur India Ltd. can use government
assistance & grants for purpose of growing the business, advancement, exporting & innovative work. Dabur India Ltd. can also
be impacted by when government modify regulations and Laws.
 THANK YOU

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