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• EXECUTIVE SUMMARY
1

• INTRODUCTION TO DIL
2

• FINANCIAL FORECASTING ANALYSIS

3

• MARKETING STRATEGY ANALYSIS

4

• OPERATING ANALYIS
5

• HR EFFICIENCY ANALYSIS
6

• KEY PERFORMANCE INDICATORS

7

• VALUE CHAIN ANAYSIS

• PORTERS 5 MODEL
8
• SWOT ANALYSIS

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 1. EXECUTIVE SUMMARY

This report aims at analyzing and reporting on functional analysis of Dabur

India Ltd (DIL. The study includes an intensive analysis of Dabur’s financial
statements & further forecasting for a few years ahead.

The report also enlists marketing mix, value chain analysis, operating analysis,
HR policies etc. of Dabur India limited.

This report also indicates the performance of Dabur India limited on the basis of
comparison of key performance indicators over the year. This analysis has been
done on the basis of the information gathered from the company website and
other online resources and books and articles.

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 DABUR INDIA LIMITED
Dabur India Limited came into existence over 100 years ago in 1884 in Calcutta. The founder
of Dabur India Limited-Dr. S.K.Burman (1856-1907) was a physician who brought
Ayurvedic medicines for the masses of Bengal. His off quoted dictum is the guiding spirit
behind Dabur even today:

"What is the life worth which cannot bring comfort to others"

And the Vision of DIL is:

"Dedicated to the health and wellbeing of every household"

1. INTRODUCTION TO DABUR
Dabur India Limited came into existence over 100 years ago in 1884 at Calcutta. The
founder, Dr.S.K.Burman, was a practicing allopathic doctor. At that time Malaria, Cholera
and Plague were the common diseases. He was a physician who brought ayurvedic medicines
to the masses of Bengal. Initially established as a proprietary firm for the manufacture of
chemicals and ayurvedic drugs it was later on 19th November 1930 incorporated as a private
limited company. Late Shri C.L. Burman, son of late Dr. S.K. Burman and his son late Shri
P.C.Burman in the name of Dr.S.K. Burman Pvt. Ltd. to expand the operations by setting up
production facilities at Garia and Narendrapur, West Bengal and Daburgram, Bihar. Dabur
(Dr.S.K.Burman) Pvt. Ltd. was merged with Vidogum and Chemicals Ltd. w.e.f. 1st July
1985 and the amalgamated company was renamed DABUR INDIA LIMITED and a fresh
certificate of incorporation was issued to that effect. In 1970, the bulk of manufacturing
facilities were shifted from West Bengal to Faridabad in Haryana. In 1975, vidogum and
chemicals were incorporated in technical collaboration with Unipekin AG (Switzerland) for
the manufacture of edible grade and industrial grade Guar gum powder at Alwar in
Rajasthan.

In 1977, a modern automated plant was set up in Sahibabad (U.P.) for the manufacture of
Chyawanprash, Asavrishthas, Hair oil, Tooth powders, Hajmola, and other Ayurvedic
specialties. Certification for production of toiletries and food grade products was issued on
13th October 1986 by the registrar of Delhi and Haryana to the company, Dabur Private
Limited, a closely held Public Limited Company. It was incorporated as a Private Ltd. The
company in the name of Dabur (Dr. S.K.Burman) Pvt. Ltd. From a humble beginning in
1884, a manufacturer of traditional medicine in Calcutta, Dabur has come a long way to
become a multifaceted multinational, multi-product, modern Indian corporation with a global
presence. It now enjoys the distinction of being the 2nd largest FMCG Company and is
praised to become a true Indian Multinational. The main plant was set up in Sahibabad (U.P.)
in 1977 for manufacturing of Chyawanprash, hair oil, tooth powder, hajmola, and other
ayurvedic medicines and food products etc. Dabur's main line of business is in the sphere of
Health care, Personal care, and Beauty care. Its strength lies in natural and herbal

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preparations. Dabur's corporate philosophy has always been ahead of its time. The founder's
initial success was mainly due to his direct main campaigns- a technique that became very
popular nearly a century later. The company was one of the earlier Indian companies to have
fully equipped R & D lab as early as in 1919. Today, the company has its own mainframes
and computers are a way of life here. Dabur is also an ISO 9002 certified company. The
certification was obtained in1995 by SGS YARSLEY international services Limited U.K.
Dabur's revenue today exceed Rs.800 crores with plans to achieve Rs.2, 000 crores by year
2003. Dabur has 34,000 shareholders with a market capitalization of over Rs.1,400 crores.
Dabur has 11 manufacturing plants in India and Nepal and a licensee in the Middle East. It
has manufacturing base in Egypt also. The company has over 4,000employees with around
1,500 looking after sales and marketing functions. The Indian market is being served through
a transactional network of sales offices and carrying and forwarding agents. The company has
its offices in London, New York, and Moscow. Dabur products are being exported to around
50 countries. Dabur portfolio is exceeding 500 products of FMCG and health care products.
The Board of Directors of Dabur India Limited (DIL) met on July 23, 2003, to consider the
unaudited financials of the company for the first quarter that ended on June 30, 2003. The
company has recorded a growth of 36 Per cent in its net profit percent growth in its turnover
during April-June 2003.

The turnover of DIL, during the three-month period, has increased to Rs 266 crore to Rs 300
crore while the net profit has increased by 11.5 crores to Rs16 crore during the same period.
The first quarter results should not be annualized as sales usually improve in subsequent
quarters.

DABUR OVER THE YEARS

More than a century ago, a young doctor started with a vision to provide innovative and
affordable health care products to Indian masses. Thus, was born an organization today
known as Dabur India Limited. The twelve hundred crores corporate today started with a
small dispensary at Calcutta, the noble thoughts of Dr. S.K. Burman being the main source of
inspiration behind the project. From that humble beginning, the company has grown into
India ’s leading manufacturer of consumer health care, personal care, and food products.This
phenomenal progress has seen many milestones, some of which are mentioned below:

1884: Dr.S.K.Burman lays the foundation of what is known as Dabur India Limited. Started
from a small shop at Calcutta, he began a direct mailing system to send his medicines to even
the smallest of villages in Bengal. The brand name Dabur is derived from the words “DA" for
Daktar or doctor and “BUR” from Burman.

1896: As the demand for Dabur products grows, Dr. Burman felt the need for mass
production for some of his medicines. He set up a small manufacturing plant at Garhai near
Calcutta.

The early 1900s: The next generation of Burman's take a conscious decision to enter the
Ayurvedic medicines market, as they believe that it is only through Ayurveda that the
healthcare needs of poor Indians can be met.

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1919: The search for processes to suit mass production of ayurvedic medicines without
compromising on basic ayurvedic principles lead to the setting up of the first Research and
Development laboratory at Dabur. This initiates a painstaking study of ayurvedic medicines
as mentioned in age-old scriptures, their manufacturing processes and how to utilize modern
equipment to manufacture these medicines without reducing the efficacy to manufacture
these medicines without reducing the efficacy of these drugs.

1920s : A manufacturing facility for Ayurvedic Medicines is set up at Narendrapur and

Daburgram. Dabur expands its distribution network to Bihar and northeast.

1936: Dabur India (Dr. S.K.Burman) Pvt. Ltd. is incorporated.

1940: Dabur diversifiers into personal care products with the launch of its Dabur Amla Hair
Oil. This perfumed hair oil catches the imagination of the common man and film stars alike
and becomes the largest hair oil brand in India.

1949: Dabur Chyawanprash is launched in a tin pack and becomes the first branded
Chyawanprash of India.

1956: Dabur buys its first computer. Accounts and stock keeping are one of the first
operations to be computerized.

1970: Dabur expands its personal care portfolio by adding oral care products. Dabur Lal Dant
Manjan is launched and captures the Indian rural market.

1972: Dabur shifts base to Delhi from Calcutta. Starts production from a hired manufacturing
facility at Faridabad.

1978: Dabur launches the Hajmola tablets. This is the first time that a classical ayurvedic
medicine is branded from Shudhabardhak bati toHajmola tablets.

1979: The Dabur Research Foundation (DRF), an independent company is set up to

spearhead Dabur's multi-faceted research. Commercial production starts at Sahibabad. This is
one of the largest and most modern production facilities for ayurvedic medicines in India at
this time.

1984: The Dabur brand turns 100 but is still young enough to experiment with new offerings
in the market.

1986: Dabur becomes a public Limited company through the reverse merger with Videogum
Limited and is re-christened Dabur India Limited.

1989: Hajmola Candy is launched and captures the imagination of children and establishes a
large market share.

1992: Dabur enters into a joint venture with Agrolimen of Spain far manufacturing and
marketing confectionery items such as bubblegums in India.

1993: Dabur set up the oncology formulation plant at Baddi, Himachal Pradesh.

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1994: Dabur India Limited comes out with its first public issued at a premium of Rs.85 per
share. The issue is subscribed over 21 times.

1994: Dabur enters the oncology (anti-cancer) market with the launch of Intaxel (Paclitaxel).
Dabur becomes only the second company in the world to launch this product. The Dabur
Research Foundation develops the unique eco-friendly process of extracting the drug from
the leaves of the Asian Yew Tree.

1995: Dabur enters into a joint venture with Osem of Israel for food and Bongrain of France
for cheese other dairy products.

1996: Dabur launches Real fruit juices, which heralds the company' sentry into the processed
food market.

1997: The foods division is created, compromising of real fruit juices and Homemade
cooking paste to form the core of this division's product portfolio.

1998: Project STARS (Strive to Achieve record successes) is initiated by the company to
achieve accelerated growth in the coming years. The scope of this project is strategic,
structural and operational changes to enables efficiencies and improves growth rates.

1998: The Burman family hands over the reins of the company to a professional, Mr. Ninu
Khanna joins Dabur, as the Chief Executive Officer.

1999-2000: Dabur achieves the Rs1000 crores turnover mark.

2001-2002: Launched Amla Light, new flavors in Real Juices-grapes, guava, apple active,
orange active, homemade pappad, Vatika- an anti-dandruff shampoo.

2002: New launches homemade coconut milk (in the South), Tang, Tomato puree, Vatika
light.

2003: Dabur achieves Rs.1, 232 crores turnover mark with an increase of 6 percent.

Turnover of FMCG reaches Rs l048.5crores, which shows a profit of Rs.72 crores. Turnover
of pharmaceuticals reaches to Rs 184 crores with a profit of Rs.13 crores.

2017 : Dabur achieves Rs 7748 crores revenue mark with an increase of 6 percent.

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2. Financial Forecasting – Dabur

Annual Income
Statement Data

Actuals in M INR Estimates in M INR

Fiscal Period March 2016 2017 2018 2019 2020 2021

Sales 84 360 77 014 77 483 87 177 98 682 112 292

EBITDA 15 198 18 073 16 174 18 479 21 380 24 714

Operating
13 860 16 644 14 553 17 101 19 826 22 825
profit (EBIT)

Pre-Tax
15 572 16 104 16 931 19 370 22 614 26 638
Profit (EBT)

Net income 12 527 12 769 13 544 15 513 18 219 21 197

P/E ratio 35,4 38,5 42,6 46,9 40,2 34,4

EPS ( INR ) 7,08 7,21 7,66 8,85 10,3 12,1

Dividend per 2,25 2,25 2,50 3,68 4,25 4,94

Share ( INR )
Yield 0,90% 0,81% 0,77% 0,89% 1,02% 1,19%

Reference price 250.75 277.35 325.95 414.95 414.95 414.95

( INR )

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According to the Q2 2018-2019 Earnings Consolidated revenue from operations grew at
8.5%. Domestic FMCG business recorded growth of 8.6% on the back of volume growth of
8.1%. Sales growth ex Foods was 10.2%.

Healthcare vertical reported growth of 10.6%. Health supplements grew by 12.3% led by
double-digit growth in both Chyawanprash and Honey. Digestives category recorded growth
of 10.8% on the back of good growth in Hajmola tablets and Pudin Hara. New Variants,
focus marketing inputs and distribution expansion contributed to driving this growth. OTC
and Ethical grew by 7.7%

HPC vertical posted growth of 10.2% led by strong performance in Hair Care, Home Care
and Skin Care. Hair oils category registered growth of 11.1%. Volume market share in hair
oils moved up by 120 basis points vis-à-vis same quarter last year. Shampoos posted a
robust performance growing by 49%. This is the fourth consecutive quarter in which the
shampoo category has grown at 30% plus.

International business reported a growth of 8.9% during the quarter. Egypt market continued
to perform well with constant currency growth of 27%. Sub Saharan African business
posted constant currency growth of 16% while SAARC markets grew by 13%. Turkey
reported growth of 16% in constant currency, although devaluation of the Lira impacted the
translated INR growth. GCC markets had a soft quarter on account of consumption pressure
and sharp decline in categories in the region. Operating margins in international declined by
around 160 basis points on the account of increased BTL and adverse currency impact.

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 Table denoting various ratios that were calculated (Left) as well as the ROE (Right)

Insights: As can be seen in the table given, the value of current ratio has gone up from 0.83
to 0.95 over the span of one financial year. From this we can say that Dabur is employing
proper inventory management, strict standards for collecting receivables or low burn rate.

Quick ratio has increased from 0.42 to 0.48 which means that they were sufficiently able to
meet their short-term liabilities. In 2017 and 2018, the ratio was lower than 1 which usually
means that the company was also relying heavily on its inventory and assets but it is slowly
regaining its position.

The Asset Turnover Ratio has decreased significantly from 1.53 to 1.32. This means that the
inventory of the company is not being used efficiently to generate sales.

Net Profit Margin has increased from 18.86 to 19.17 indicating that Dabur is buying materials
at a low cost so there is no issue with its supplier relationships.

Inventory Turnover Ratio has improved as well, going down from 8.96 to 7.96. A high
inventory turnover ratio indicates large discounts or high sales.

ROE has gone down every financial year for the last 5 years. This indicates that the company
is incurring a steady loss.

Overall, we can say that Dabur has some problems with respect to its relying heavily on its
inventory and assets. The inventory is not being used properly.

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3. DABUR MARKETING ANALYSIS

 Dabur Marketing Mix:

 Product:

Dabur has entered several product lines including home

care, personal care, beauty and hygiene products as well as
juices. It has an extensive product line that consists of
personal care products including herbal oils and beauty
products like Dabur Vatika oil and Dabur Gulabari. Apart
from that, Dabur extended its product line to include Fem
bleaches as well as home care products like Odonil
fresheners. Its products are also available in varying sizes
including large and small as well as medium sized
packages.

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Given below is the product portfolio of Dabur

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  Place:
Dabur has an extensive presence in the Indian market. It has focused on improving its
presence in the South Indian markets too where its sales had generally remained low. The
brand has also extended its presence globally. However, the international sales still account
for only one third of its total sales. It has extended its presence into neighbouring countries
like Nepal, Bangladesh and Pakistan as well as western markets. The brand is present in more
than 50 countries. However, its presence in the foreign markets is not as extensive as in the
Indian markets.

Place in the context of marketing mix refers to a set of decisions that need to be taken in
order to make the products available to the customers for purchase and consumption. Making
the products available to the customers require development of channels of distribution and
physical distribution of products.

CHANNELS OF DISTRIBUTION

A channel of distribution refers to the path taken by the goods in their movement to the
customers. For instance, the toothpaste we use is manufactured in the factory of a company
Dabur. But before it reaches us it passes through the hands of many middlemen who help it
come to you in right time, at right place and in right quantity.

Dabur’s distribution network is recognized as one of its key strengths. Its focus is not only to
enable easy access to our brands, but also to touch consumers with a three-way convergence -
of product availability, brand communication, and higher levels of brand experience.

A Diagram explaining the channels of Distribution is given below

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The diagram shows channel of distribution of Dabur foods, here first the products are
manufactured and from Manufacturing plants the packed goods are supplied to Clearing And
Forwarding Agents(C&FA) and from here the goods are then further supplied to number of
Stockiest or Distributors, from here goods reaches to large number of Retailers and it is the
duty of Stockiest to take orders from retailers and then supply the goods to them, this work is
generally done by stockiest salesman through ready stock or by taking orders first and then
placing the order. From here the goods finally reaches to Customers. Customer purchases the
product from retailers.

 Price:
Dabur products are available in varying sizes. To tap into a larger customer base the brand
has also made its products available in smaller sizes. Its shampoo and oil are available in
small sachets of 1 INR onwards. Dabur has generally kept the prices of its products under
control to remain profitable and to grow its customer base.

Pricing Strategies of Dabur

Dabur has stepped up the pace of new product launches and is investing ad spend and
marketing. The entire product portfolio is also tweaked to include premium offerings such as
more variants under almost every category, like Dabur Vatika Hair Oil is available in 3
different versions.

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.

 Promotion:
Dabur has devoted significant resources to the promotion of its products. The several brands
under Dabur’s portfolio have their dedicated marketing and advertising teams. Its innovative
marketing strategy is also a reason behind its leadership position and high popularity. Its
products are promoted using both the traditional and digital channels. Its advertisements
appear in regional newspapers, and magazines as well as on television and the internet. Apart
from these channels, the brand also promotes itself through contests and campaigns.
Bollywood celebrity Amitabh Bachhan has appeared in a large number of Dabur ads. Dabur
also signed several sports personalities and celebrities from other fields for the promotion of
its products. Despite the challenge of competition, Dabur continues to grow and expand its
customer base.

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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.

Advertising

Dabur has created the huge brand image and a vast product following by associating mega-
names like Amitabh Bachchan, Rani Mukhurjee, Vivek Oberoi, Mandira Bedi etc. Dabur
invested Rs.150 crore just on the advertising of Real “Fruit Juice” and “Real Active”. So far
the company has been successful in this mission as the people now know the brand and ask
for its products by name.

Sales promotion

Sales promotion can be directed at:-

•The ultimate consumer (a “pull strategy” encouraging purchase)

•The distribution channel (a “push strategy” encouraging the channels to stock the product).
This is usually known as “selling into the trade”

SALES PROMOTIONAL TOOLS OF DABUR FOODS

 Price promotions

 Coupons

 Gift with purchase

 Competitions and prizes

 Money refunds

 Point-of-sale displays

 Free samples

 Contest /demos

 Festival Sales

 Retailer coupons

 Multi-packs

 Special price for twos

 Allowances for additional shelf space

 Merchandising

 Sales contest

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  Incentives

 Awards & prizes

 Premium gifts

 Sales Meetings

 Samples/product sampling

 Contests & Sweepstakes

 Exchange Offers/buyback

 Refund / Rebate

 Price / Bonus Packs

PROMOTIONAL SCHEMES USED FOR STOCKIESTS

Encourage stockiest to participate in displays and sales contests.

Higher Margins: Tries to give higher margins to stockiest so that they don’t lose interest in
the product and can earn good profits after meeting all the expenses.

Sales Contests: Sales contest are held annually and whichever stockiest has the best sales
record a prize is given to him, like free holiday to the family etc.

Allowances: Special allowances are given to both stockiest and stockiest sales man if they
achieve their monthly target.

Subsidy for Promotion Budget: Company gives subsidy to the stockiest, who spend some
money on the promotional schemes, like conducting a sampling activity.

Danglers and Posters: Company gives posters and danglers to stockiest which are further
pasted and distributed by stockiest sales man.

Training: Special Training is given to Stockiest Sales Man, a training workshop is

organized by the company for stockiest sales man so that they don’t face any problem while
placing their products and taking orders from retailers.

Annual Gathering: All the stockiest meet under one roof at least once a year and then the
stockiest whose performance was best in term of sales is awarded.

Fun Trip: A zone wise fully paid fun trip is organized by the company for all the stockiest
once a year.

Gathering While Launch of New Products: All the stockiest and their sales man gather
when there is a launch of a new product. Company gives free samples & gifts to stockiest and
their sales man.

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 Special Trade Schemes: Special trade schemes like two SKU free with the 12 SKU. Free
danglers and posters for publicity.

Buyback: Dabur foods have a scheme of replacement of products which gets expired.

PROMOTIONAL SCHEMES USED FOR RETAILERS

 Trade allowances: Short term incentives are offered to induce a retailer to stock up
more Dabur products.

 Dealer loader: An incentive given to induce a retailer to purchase and display the
products of Dabur.

 Trade contest: A contest to reward retailers those sells the most product of Dabur
foods and after a specific period they are rewarded.

 Point-of-purchase displays: Extra sales tools given to retailers by Dabur to boost

sales, like danglers, posters, banners etc helps in promoting sales.

 Push money: Also known as "spiffs". An extra commission paid to retail employees
to push products. This kind of practice Dabur hardly follows.

 Free samples: Dabur foods gives free samples are given to retailers so that they can
try that product if the product is new, or gives some discounts.

 Demos: Special demos are given to retailers and even some stands, fridge are given
by retailers.

 Discount Sales: Some special discounts are given to retailers from time to time, like
1% cash discounts if payment is made in cash.

 Retailer Coupons: Dabur gives some coupons like free lunch for family etc if the
retailer buys and sells a specific amount of products.

 Higher Margins: Retailer has the highest margins and Dabur foods also have the
same criteria, and retailer can further sell the Dabur product to consumer at discount
keeping his margin safe.

 Allowances for additional shelf space: Company as such does not pay anything to
retailer but gives some additional benefits for giving them shelf space which is visible
to customer whenever they enter the shop.

 Merchandising Allowances: Allowances are given to Stockiest sales man for

merchandising Dabur products. Whenever the Stockiest sales man goes to take orders
then he also merchandises Dabur products.

 Bonus Packs: Time to time Dabur gives bonus packs to retailers like buy 10 get 2
free with that.

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  Trade Allowance: Dabur comes with different types of trade discounts from time to
time, like sometime price discounts, sometimes gifts etc.

 Free goods: Dabur gives free goods on the purchase of specific number of goods.

 Cash Rebate: Generally cash rebate is given by stockiest if retailer makes the
payment in cash at the time of purchase.

 Product sampling: Dabur organizes sampling activities for its products which are
new, these activities are generally at the place where footfall is very high.

 Displays: Dabur tries to give special displays to the retailers, so that they can display
their products on that.

 Point-of-Purchase Material: POP material is available in the form of stickers,

banners, displays, posters, signs, streamers, etc. put up inside and outside the stores &
other possible purchase locations.

PROMOTIONAL SCHEMES USED FOR CONSUMERS

 Price deal: A temporary reduction in the price is given to consumer during some
festival session by Dabur foods.
 Price-pack deal: The packaging offers a consumer a certain percentage more of the
product for the same price (for example, 25 percent extra).
 Coupons: Dabur foods gives coupons during different sampling activities to consumers
and it have become a standard mechanism for sales promotions.
 Loss leader: Dabur foods temporarily reduce the price of its popular product in order to
stimulate other profitable sales.
 On-shelf coupons: Coupons are present at the shelf where the product is available.
 Rebates: Consumers are offered money back, rebate at different point of time.
 Contests/sweepstakes/games: if a customer wins some game or contest at the time of
sampling activities then they are given a discount coupon of products of Dabur foods.
 Point-of-sale displays: Displays helps the consumer easily recognize their products,
Dabur keeps a special check on the displays and merchandising of Dabur products.
 Sampling Activities: Dabur organizes different sampling actives at different retail
outlets.
 Gift with purchase: Dabur foods gives gift items with purchase like a glass, spoon etc.
 Money Refunds: Customer can claim for refund of money if they face some problem
with the product
 Contest /demos: There are different contests where customers play games and win
contests.
 Festival Sales: Dabur foods come out with some special offers during festival seasons
like buy one get one free.
 Multi-packs: Dabur foods has some products in multiple packaging which are
comparatively priced lower to the products sold in a single pack.

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  Trade Fairs & exhibitions: Here Dabur foods displays all range of its products,
making it easier for customers to know about product line and choose the best out of
that.
 Customer feedback: Dabur foods consider its customer most important and in case of
any complaint by customer the foods department will leave all its important work and
will contact the customer.
 Contact points: Customer can contact Dabur foods by writing the mail or letter on the
addresses given at the back of Dabur products, or even they can call and visit the Dabur
web site.

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4. Operating Analysis of Dabur
Dabur’s International Business started as an exports business in the early 1980s for the Indian
diaspora in the Middle East. Gradually, the business expanded and started to cater to the local
population in the Middle East and neighbouring markets. Today, local people in Dabur’s
markets are the biggest consumers and it offers a large portfolio of Personal Care products
based on natural and herbal theme. The key regions in its International Business are Middle
East, Africa, South Asia, US and Turkey.

An overview of performance of each of the regions during fiscal 2016-17 is presented below.

Middle East

Middle East is the largest region in Dabur’s International Business comprising 31% of total
sales. The region remained under pressure during 2016-17 due to significant economic and
geopolitical challenges. The biggest markets in Middle East include KSA (Kingdom of Saudi
Arabia), UAE, Kuwait and Oman. In this region, it operates in categories such as Hair Oils,
Hair Creams, Shampoos, Hamam Zaith, Hair Gels and other Hair Care, Oral Care and Skin
Care products. Amla and Vatika are the main brands in the Hair Care segment. In Saudi
Arabia, which is one of Dabur’s important markets in this region, Dabur is the largest Hair
Oil and Hair Cream company with 67% share in Hair Oils and 35% in Hair Cream category.
In the Shampoo category, Dabur has built a niche position on the herbal platform with a wide
range of herbal shampoos under the Vatika brand. The Oral Care portfolio comprises Dabur
Herbal Toothpastes, Miswak toothpaste and their extensions and variants. Fem and
Dermoviva represent the Skin Care range.

GCC region, which comprises around 23% of International Business has borne the brunt of
low oil prices as oil is the major contributor to the GDP in these countries. Low oil prices
(touched a low of $42 in FY2016-17), have led to a downward pressure on oil producing
economies with governments adopting austerity measures, curbing spending on major
projects and reducing subsidies which eroded disposable incomes.

Africa

Africa is an important region for Dabur contributing to 20% of total international business.

Key markets within Africa are Egypt, Nigeria, South Africa and Kenya. In Africa, the
Company aims to enhance its growth curve with a two-pronged portfolio strategy:

a) Build ethnic African Hair Care segment with ORS brand, acquired as part of the Namaste
Labs acquisition.

b) Add the Dabur portfolio from Middle East and Hobi Kozmetik from Turkey to the ORS
platform and increase its saliency.

Dabur Egypt, the largest market in Africa, contributes to 11% of the international business.
The business comprises brands such as Dabur Amla, Vatika, Miswak, Fem and Dabur Herbal
Toothpaste. Dabur is a leader in main Hair Care categories, with 72% share in Oils, 60% in
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Hair Creams and 60% in Hammam Zaith with Vatika as the umbrella Hair Care brand. In
many other categories such as Hair Gels and Oral Care, Dabur is the fastest growing brand
with increasing market share.

Dabur Egypt posted strong growth of 23% in constant currency terms. The country has seen
high inflation and severe currency devaluation during 2016-17. This impacted the business
Profitability although sales continued to grow at a good pace. Dabur invested strongly behind
its brands and introduced several new products in the portfolio. With growth of digital media,
Dabur has undertaken many initiatives not only via Facebook but also through bloggers and
Influencers with integrations in both offline and online mediums. A new communication for
Vatika Hair Cream and Vatika Hair Oil with celebrity endorsement, launch of new products
like Vatika Mayonnaise, Fem Hair Removing Halawa, Vatika Oil Replacement as well as
extensions of existing brands through launch of new relevant variants like Mink and
Wheatgerm Hammam Cream, Black Seed and Argan Vatika Hair Cream were some of the
key initiatives during the fiscal year.

To counter currency fluctuations and ensure continuous supply to important Sub-Saharan

Africa (SSA) markets, ‘localization of manufacturing has been top priority. In line with this,
West Africa, East Africa and Southern Africa economic zones are being anchored at Lagos,
Nairobi and Johannesburg respectively. This will provide a strong manufacturing base for
African Hair Care products under the brand ORS (Namaste brand). Manufacturing, Sales and
Marketing synergies are being leveraged across the three hubs created as part of the Sub-
Saharan business operations. Focus is on tapping opportunities with the addition of qualified
manpower to the regional talent pool.

Manufacturing capability has been added for Namaste range of products with the acquisition
of CarboTech Limited (CTL) in South Africa, plus new capacity set-up at Nigeria and Egypt
units. Commissioning of manufacturing operations at Lagos, Johannesburg and Egypt now
ensures supply to all important markets within ECOWAS, SADC and COMESA economic
blocks. Sourcing from Nigeria, Egypt and Dubai units to SSA economic blocks has also been
dovetailed with the Namaste logistics to improve operating efficiencies.

South Asia

Dabur’s key markets in this region are Nepal, Bangladesh, Pakistan and Sri Lanka. The
region contributes 19% to International Business sales.

The South Asia business registered strong double-digit growth during the year.

Nepal is a large market for Dabur and the business grew at healthy double digits. It also
crossed the C 250 crore mark. All categories grew in double digits with the high salience
Fruit Juice business growing in strong double digits. Consumer Care business, other than
juices, also posted strong growth with Hair Oils, Digestives and Oral Care performing well.
New product initiatives coupled with strong trade & consumer activations and investments in
brand building were some of the contributors to this performance. Greater localization in
products and communication resulted in better consumer connect. Rural distribution

22 | P a g e
expansion and enhanced coverage helped in increased penetration of our products in the
Nepal hinterland.

Bangladesh business posted a steady performance. Brands such as Honey, Odonil and
Shampoos registered strong growth. Wholesale activations and thrust on a3ordable packs
were some of the key initiatives to drive penetration and enhance presence of our brands.

The smaller businesses in Sri Lanka and Myanmar also posted healthy growths with Sri
Lanka growing in strong double digits, driven by Fruit Juice category. Myanmar reported
strong growth with Oral Care and Skin Care driving growth.

In Pakistan, Dabur markets its range of Hair Oils, Shampoos and Digestives under the brands
Amla, Vatika and Hajmola. Dabur Amla Hair Oil has a strong position in Hair Oils category.
The market specific variants such as Sarson (Mustard), Shikakai in Hair Oils, and Reetha
Shikakai under Vatika Shampoo brand continued to do well. The shampoos franchise was
expanded with launch of Amla shampoo, which has been well received. Hajmola brand is
well entrenched in Pakistan and caters to digestion needs of the consumers. The brand
performed well with sustained advertising and promotional investments and enhanced
distribution reach. ‘Dabur Hazmazza was launched to provide additional choice to the
consumer/customer, targeting the lower end of the market. The launch has been very well
received by trade and consumers and off take is building progressively especially in the rural
areas of Sindh and Punjab. Dabur Red Toothpaste, introduced last year in the Oral Care
category, is performing well and is expected to become an important driver of growth in
future.

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24 | P a g e
5. HR efficiency of Dabur

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Human capital

Across all operations, Dabur seeks employees to follow the culture of trust, innovation and
creativity. They follow an open communication policy with employees and use various
interactive forums to reach out to workforce in an open and transparent manner. Dabur is
committed to being a responsible employer, attracting and nurturing talent from diverse
backgrounds, promoting collaborative working and holistic well-being at work.

Talent Management
Dabur maintains its competitive edge by honing talent and carving out leaders through
various initiatives for managing, developing and retaining superior talent. Dabur provide
dedicated employees with a strong growth platform. Dabur reward employees’ contribution
in many ways, like providing competitive pay, giving instant reward and recognition for path-
breaking innovation, and through softer incentives like birthday/anniversary day-off, family
get-togethers and on-campus recreation opportunities.
As a growing company with a sizeable presence in the overseas markets, Dabur also offer
employees cross-border learning experiences by giving employees overseas exposure. Dabur
has an established Career Development Centre (CDC), which was specifically instituted for
providing career development and advancement opportunities for our employees. The CDC
helps to identify and reward talent and allows looking internally for filling key positions,
rather than just laterally. Many training programmes are organized to continuously bring out
the best in employees and develop their talents.
Dabur have also instituted a Young Sales Leaders Programme (YSLP), which has helped us
create good bench strength of young talent in the sales function. Realizing the fact that people
who can work on technology-controlled manufacturing systems are in high Demand, they
have initiated a multi-skilling initiative at the shop floor. Along with the technology provider,
Dabur have been creating content to develop and upgrade the skills at the shop floor level.

Diversity & Inclusion

At Dabur, we believe that a highly diverse, inclusive, and collaborative culture is the key
ingredients to fuel faster growth. An inclusive and diverse workforce helps Dabur connect
better with our customers and understand the needs of our consumers.
Dabur values its women employees and aims at increasing the number of women in its
workforce for balanced gender diversity. Dabur believes in offering equal opportunities to its

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women employees and provides maternity leave, paternity leave and day care for young
children in order to enable women to have continuity of work and engagement.

WELFARE ACTIVITIES AT DABUR

 FESTIVAL CELEBRATIONS: Dabur celebrates the festivals with its employees and
sweets are distributed. This helps to maintain constant interaction with the employees and
the employees in turn feel assured thus boosting their morale.

 RECREATIONAL TOUR: An annual recreational tour is organized and 50 per cent of

the expenses are borne by the organisation. This helps in enhancing togetherness among
the employees.

 IT'S NOT ALL WORK AND NO PLAY: Dabur does not expect its employees to
work all day long because the work gets monotonous, resulting decrease in the efficiency.
Hence, Dabur has formed Dabur Cricket Club and also provides the facilities for indoor
games like table tennis.

 MEDICAL ATTENTION: At Sahibabad Factory, two part time doctors and two full
time nurses are available round the clock to ensure health and safety of workers.

 UNIFORMS: To maintain uniformity in the factory premises the uniforms are provided
both for summer and winter with a pair of shoes.

 STAFF BUSES: The organisation provides the facility of buses to its employees to help
in easy commutation.

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 MESS FACILITIES: The Company provides the facility of mess to its workers as well
as staff. A contractor manages it proper hygienic conditions are maintained. Employees of
Grade V and above use the Executive Mess.

 STAFF SALE: The Company provides products to its employees at a concessional rate
through the staff sales canteen.

 HIRE/PURCHASE SCHEME: Sale of consumer items is organized for the employees

of Dabur on a yearly basis under the welfare scheme.

 POST OFFICE SALARY SAVING SCHEME: Under this scheme, employees and
their family members can open a recurring deposit account with Bharat nagar Post Office.

 BLOOD DONATION: Dabur organizes blood donation camps at Sahibabad factory in

association with the Lions Club Of Delhi Cosmopolitan, in the month of February/March
every year.

 CHUNNI LAL MEDICAL TRUST: Dabur rightly believes in following the path of its
founder- Dr.S.K.Burman-to serve the poor and the needy. The Chunni Lal Trust was
established to achieve this goal.

 Dr. S.K.BURMAN CHARITABLE TRUST :This trust provides reimbursement for

workers who cannot afford their medical expenses.

 SUNDESH-HELPING PEOPLE THEMSELVES: Established in Nov.1993,

Sustainable Development Society (SUNDESH) is a registered voluntary organisation. It
aims at improving the Quality of Life of the rural people in its area of operation.

 PARKING FACILITY: There are separate parking spaces for cars/scooters and motor
cycles/cycles and that too free of cost.

 LONG SERVICE AWARDS: Employees belonging to grade I &IX, who have put in 10
years of service with the company are given Meritorious Services Award Certificate
along with a Titan wrist watch and on completion of 25 years of service, they are given 4
silver glasses along with the certificate.

 JAPANESE CONCEPT FOLLOWED IN DABUR 5s….is a participation programme.

It is very effective approach to improving our work environment and total quality it
becomes a base for continuous in the improvement in the organisation.

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Recruitment and selection process in dabur

Recruitment and selection are the most important functions in an organisation because with
the help of these functions the management selects the best available candidate from a batch
of them.

The recruitment needs can be classified into-

•Planned.

•Anticipated.

•Unexpected.

Planned need arise from changes in the organisation and retirement policy. These occur due
the expected changes in the organisation so the management can make a proper policy for it.
Anticipated need refer to the movements in personnel which an organisation can predict by
studying the trends in the internal and external environments .Resignations, deaths, accidents
and illness result in to the unexpected needs.

SOURCES OF RECRUITMENT:

The various sources of recruitment are -

•Internal Sources: Include-

 Present Employees who can be transferred or given promotions.

 The retired and retrenched employees who want to return to the company.
 Dependents and relatives of the deceased and disabled employees.

•External Sources: Consist of-

 Press advertisements

 Campus Interviews.

 Placement Agencies.

 Recommendations.

 Recruitment at factory gate.

 Employment Exchanges.

In Dabur India Limited, it was observed that the recruitment need of DIL is diversified. It
needs persons who have knowledge of use, processing of natural ingredients of number of
varied products, technical know-how of latest industrial technical knowledge, and computer
applications to pharmaceutical industry to manual workers. The importance of the process
could be understood that the present work force of DIL is 2,500 employees. Hence, the

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recruitment and selection procedure should match the complexities of the need and at the
same should commensurate with the complex need of the organisation.

SELECTION

Selection is the process of choosing the best candidate out of the all the applicants. In this
process, relevant information about the applicants is collected through a series of steps so as
to evaluate their suitability for the job to be filled. It is the process of matching the
qualifications with those required for the job so that the candidate can be entrusted with the
task that matches with his credibility. It is a process of weeding out unsuitable candidates and
finally identifying the most suitable candidates. This process divides the candidates into two
categories-the suitable ones and the unsuitable ones. The suitable people prove to be the asset
for the organisation. Selection is a negative process because in this process the management
tries to minimise the number of people at each step so that the final decision can be in the
light of all the factors and at the end of it best candidate is selected. Selected candidate the
has to pass through the following stages-

•Preliminary Interview.

•Application Form.

•Selection Test.

•Selection Interview.

•Physical Examination

•Reference Check.

•Final Approval.

•Employment.

RECRUITMENT AND SELECTION PROCEDURE IN DABUR INDIA LIMITED

Dabur India Ltd. selects the future employees keeping everything in mind right from the
qualification of the employees to the future prospects-both of the organisation and the
employees.

The first step involves the filling up of Manpower

Indent Form.

This form is filled up by the department, which is having the vacancy. The form consists of
various questions which are to be answered like if the current vacancy is a replacement
vacancy, its reason is to be specified -the factors which resulted it like death, retirement etc.
The department is required to give the qualifications that the future candidate should possess.
In the next step, this form is given to the Human Resource (HR) department; this department
sees if the position can be filled through internal sources. The internal sources can be

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transfers, promotion etc. In the case of internal sources, there commendations of the
employees are not taken into consideration. If the HR department does not find suitable
candidate within the organisation then this department has to give reasons for it. The form
then goes to the Corporate HR for its approval. When the suitable candidate is not available
within the organisation, the organisation then moves to the outside world for filling up the
vacancies. If the number of employees required is large then the company has in its
consideration three ways-

•The Data bank of the organisation.

•Advertisements.

•Contacting large consultants.

The company maintains a databank of the candidates, which is used when the number of
vacancies to be filled up is large. The sources of databank can be the qualified candidates
who had applied in the organisation earlier but due to some reasons could not join the
organisation. Advertisements are the second big source to attract the candidates. These are
having much larger scope and reach to a number of people. The qualifications required by the
organisation and the criteria could be described in detail. Large number of consultants also
constitutes a big source. Many people register themselves with these consultants and they act
as a bridge between the organisation and the candidates. The consultants provide the
company required details about all criteria. These consultants are fixed for the organisation,
which are chosen on the basis of their performance. In case of overseas recruitment it is
checked whether their Indian counterparts can perform the job efficiently or not. If need
arises then they are also taken through consultants. But if the number of vacancies is very
small then the organisation takes the help of the local consultants. The candidates are then
required to fill up the

Application Form

This form requires the candidate to fill the details regarding the previous employment, if any
and his personal data. The form is having details regarding like the marital status,
organisation structure, the position held by the candidate, his salary structure, the top three
deliveries to the organisation that proved to be beneficial to the organisation, career goals, his
strengths and weaknesses etc. After the application form has been duly filled and submitted,
the selection process starts wherein the candidate has to pass through various stages and
interview. The interview panel consists of the persons from Corporate (HR), and other
persons including the executives from the department for which the vacancy is to be filled.
The selected candidates are then short-listed. The short listed candidates are then given
priority numbers; this is due to the reason that sometimes the candidate who is having first
priority is unable to join the organisation due to some reasons then in that case the candidate
next in the priority list is given preference. The candidate has to undergo medical
examination and his credentials are verified

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After qualifying these stages, the candidates are then absorbed in the organisation and
explained his/her duties. This phase marks the end of the selection procedure. Dabur India
Ltd. also performs Campus interviews as and when the need arises. The esteemed
organisation also provides apprentice training-wherein the organisation trains the people in
the working of the organisation and gives then stipend. If these trainees are found useful to
the organisation then they are absorbed in the organisation else they are given certificate so
that they can show this as an experience and get a job elsewhere.

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6. Key Performance Indicators (KPIs)
 Revenue from Operations: Revenue from operations can be defined as the income
generated by an entity from its daily core business operations. If the entity is able to
generate a steady flow of income from its operations, it is said to have been running
successfully. It is also called operating revenue.

Operating Revenue of Dabur is shown in following table:

OPERATING REVENUE (In crores)

8000 7827 7869
7701 7748
7800
7600
7400
7200 7094
7000
6800
6600
2014 2015 2016 2017 2018

 Operating Profit: Operating profit is an accounting figure that measures the profit
earned from a company's on-going core business operations, thus excluding
deductions of interest and taxes. This value also does not include any profit earned
from the firm's investments, such as earnings from firms in which the company has
partial interest.

Operating profit can be calculated using the following formula:

Operating Profit = Operating Revenue - Cost of Goods Sold (COGS) - Operating

Expenses - Depreciation – Amortization

Operating Profit of Dabur is shown in following table:

OPERATING PROFIT (In crores)

1500 1354
1251 1277
1055
933
1000

500

0
2014 2015 2016 2017 2018

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  Shareholders' funds

Shareholders' funds refer to the amount of equity in a company, which belongs to

the shareholders. The amount of shareholders' funds yields an approximation of theoretically
how much the shareholders would receive if a business were to liquidate. The amount of
shareholders' funds can be calculated by subtracting the total amount of liabilities on a
company's balance sheet from the total amount of assets. Also, if the balance sheet includes
the financial position of subsidiaries, then the recorded amount of minority interests must also
be excluded from the calculation. Thus, the complete calculation of shareholders' funds is:

Total assets - Total liabilities - Minority interests = Shareholders' funds

Shareholders' funds of Dabur are shown in following table:

Shareholders’
Funds (In crores)
5707
6000 4847
4171
4000 3354
2656
2000

0
2014 2015 2016 2017 2018

 Net operating profit after tax (NOPAT)

Net operating profit after tax (NOPAT) is a measure of profit that excludes the costs and tax
benefits of debt financing. Put another way, NOPAT is earnings before interest
and taxes (EBIT) adjusted for the impact of taxes.
Net operating profit after tax (NOPAT) is also referred to as net operating profit less adjusted
taxes (NOPLAT):

NOPAT = (Operating Income) x (1- Tax Rate)

Net operating profit after tax of Dabur is shown in following table:

Profit After
Tax (In crores)
1500 1354
1251 1277
1055
933
1000

500

0
2014 2015 2016 2017 2018

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7. Value Chain Analysis

Primary Activities:
Inbound Logistics:

o Long term contract with raw material suppliers

o Personnel at regional offices for overseeing the smooth transit of goods.

o Transparency and monitoring through deployment of IT all transactions through ERP

(enterprise resource planning).

o Efficient storage facilities – easy storage and retrieval

 Operations:

o Ayurveda –special competence.

o Apprentice Trainee Course - ensuring stable source of skilled manpower.

 Outbound Logistics:

o Distributors, all across the country.

o Long term contracts with transporters–higher volume of business to transporters

ensures competitive price.

o Regional Sales Office linked through ERP application.

o Efficient security system for prevention of any kind of pilferage.

 Marketing and Sales:

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 o Large network of dealers.

o Structured approach to understanding the requirements of individual customers –

QFD’s (quality function deployment) conducted at regular intervals.

o Clear identification of product requirements, leading to development of innovative

products.

o Quick assessment of the changing market dynamics and consumer.

 After Sales (Services):

o Efficient collection of data from field and communication to the respective plants.

o Pan India presence.

o Large network of distributors & retailers

Secondary Activities:
 Procurement:

o E-procurement initiative.

o Long term relationships with a stable and loyal pool of suppliers.

o Technology driven procurement – SAP and VCM.

o Localized supplier base at manufacturing locations – low inventory levels.

 Infrastructure:

o Multi–Location facilities.

o Best in class prototype building facilities.

o Technology – ERP application.

o Large product portfolio.

 Technology:

o Approximately 2% of the annual profits of the company invested in research

and development.

o Knowledge portal – helps employees keep abreast with the latest

technologies.

o Extensive prototype building and testing facilities.

o Formal benchmarking process.

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  Human Resources:

o Vast pool of technically competent managers.

o Focus on development of managerial capabilities - executive training

programs at premier business schools.

o Career advancement schemes.

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8. Porter’s Five Forces Framework for Dabur

Porter's five forces analysis is a framework for the industry analysis and business
strategy development. It uses concepts developed in Industrial Organization (IO)
economics to derive five forces which determine the competitive intensity and
therefore attractiveness of a market. This framework consists of those forces close to a
company that affect its ability to serve its customers and make a profit. A change in any of
the forces normally requires a company to re-assess the marketplace.

Threat of Substitutes Products:

 Dabur a leader in Herbal Digestives where the product has 90% of the market share

 FMCG or Healthcare products especially Ayurvedic, hardly had substitutes until a

couple of years ago, but now with Patanjali taking over the Ayurvedic segment of the
Market, Dabur is having a tough time keeping up with the profits

 Another factor where Dabur scores over its substitutes is the high switching costs for
customers provided by its pricing strategy. The pricing of Dabur products is low,
when compared to most of the personal care and health products of other highly
prevalent multinational FMCGs due to the Natural and Herbal ingredients.
 Dabur has been a major brand in India for more than hundred years now, thus
maintaining very close customer relations. It also gives high importance to regional
branding for its products which provides it with an edge over other companies.
 In case of Dabur since it is in major areas of FMCG and health care products so it
need not fear threat of substitute products in the recent future. But it has to constantly
reinvent its existing product lines in order to cope up with the innovations of its
competitors.

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Threat of New Entrants:

 Dabur holds a 100-year legacy in the market, it holds the first mover advantage

 The brand loyalty is so strong that the new entrants find it difficult to position
themselves in the market

 There are no significant entry barriers in the Ayurvedic segment

 Brand equity of Dabur can be judged by the model BRAND ASSET VALUATOR.
The four key components are: Differentiation, Relevance, Esteem and Knowledge. As
Dabur is a well-established brand all the four components are high. Herbal has been
Dabur’s brand equity since centuries

Bargaining Power of Customers

 The Bargaining Power of Customers has increased dramatically due to a wide range
of available choices from competitors, both local and global

 Dabur has to come up with a strategy to keep abreast with the increasing competition
by improving the quality and reducing the prices over the period

Bargaining Power of Suppliers

 100 years presence - Dabur has a very strong bond with the suppliers

 Has a policy of accountability to stakeholders – be it customers, shareholders,

employees or suppliers (who have a vested interest in making it all happen)

Rivalry Among Existing Competitors

 Key players and competitors of Dabur India currently are

 Hindustan Unilever Ltd, Tata Tea, Nestle India Ltd., Britannia Industries Ltd.,
Colgate Palmolive Ltd., Marico Ltd., Galaxo Smithkline consumer, Cadbury
India ltd., Reckitt Benckiser Ltd., Procter & Gamble

E.g. - Himani, Baidyanath and Zandu for Dabur Chyawanprash, Marico, Keo Karpin, HLL
and Bajaj for Vatika Hair Oil

Dabur has to constantly relook its strategy and keep reinventing and branding, in order to
maintain and increase its market presence.

9. SWOT ANALYSIS
STRENGTHS

 Century Old Company

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  Strong presence in well-defined niches( like value added Hair Oil and Ayurveda
specialties)

 Core knowledge of Ayurveda as competitive advantage

 Strong Brand Image

 Product Development Strength

 Strong Distribution Network

 Extensive Supply Chain

 IT Initiatives

 R & D a key strength

 Established Brand

 Leader in Herbal Digestives where the product has 90% of the market share

WEAKNESS

 Seasonal Demand (like Chyawanprash in winter and Vatika not in winter)

 Profitability is uneven across product line
 Low Penetration (Chyawanprash)
 Limited differentiation (Vatika)
 Unbranded players account for 2/3rd of the total market (Vatika)

OPPORTUNITIES

 Extend Vatika brand to new categories like Skin Care and body wash segments
 Market Development
 Export Opportunities
 Innovation
 Increasing income level of the middle class
 Creating additional consumption pattern

THREATS

 Existing Competition( like Himani, baidyanath and Zandu for Dabur Chyawanprash
and Marico,Keo Karpin, HLLand Bajaj for Vatika Hair Oil)
 New Entrants
 Threat from substitutes (like Bryllcream for Vatika Hair Oil)

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COMPETITORS

Given Below is a Segment Wise Competitor list:

Category of products Dabur’s Share Main Competitors

Fruit Juice 58% Real and Active Tropicana.

Fruit Drinks (coolers) 1% Coolers Frooti, Mazza, and Slice.

Hair oil Coconut Base 6.4% Vatika HUL, Marico.

Shampoo Vatika 7.1% HUL and P&G.

Hair Care (overall) 27% HUL, P&G and Himalaya.

Chyawanprash 64% Himami, Zandu and Himalaya.

Honey 40% Himami, Hamdard and local

players.

Digestive 37% Paras and local players.

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 BIBLIOGRAPHY

1. Dabur annual report 2017-18

2. https://www.investopedia.com
3. https://www.infodriveindia.com/india-export-data/dabur-india-export-
data.aspx
4. https://www.marketscreener.com/DABUR-INDIA-LTD-
9058822/financials/
5. https://www.datapine.com/kpi-examples-and-templates/fmcg
6. https://www.slideshare.net/gopibyadav/hr-policy-of-dabur-when-
expansion-in-same-sector

7. https://www.moneycontrol.com/news/business/dabur-india-limited-q2-
2018-19-earnings-conference-call-3204291.html
8. https://economictimes.indiatimes.com/Dabur-India-
Ltd/stocksupdate/companyid-11796.cms
9. https://www.scribd.com/document/185081866/VRIO-Analysis-Porters-5-
Force-Model-Value-Chain-Dabur-India-Ltd

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 CONCLUSION
It was really a very great experience to study this FMCG Company “Dabur India Limited”.
After going into all its aspects - Its marketing strategies, policies, pricing strategies ,
operating analysis, value chain analysis etc. we can conclude that the company is excellent on
all the fronts. The company’s different projects like Sundesh and its social initiatives in Nepal
etc. indicates that the company is also loyal towards the society, and all such social
responsibilities are very necessary to build a strong customer base and brand loyalty

Through its comprehensive range of products it touches the lives of all consumers, in all age
groups, across all social boundaries. And this legacy has helped them develop a bond of trust
with our consumers. That guarantees us the best in all products carrying the Dabur
name. Dabur has Strong distribution network. Dabur is the Fourth largest FMCG Company of
India. Dabur is one of the most trusted brand.

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