Dabur Marketing Strategy of Dabur Vatika Hair Oil & Dabur Ch

GGSIPU

PROJECT REPORT ON

Marketing strategy of Dabur Vatika Hair Oil & Dabur Chyawanprash

SUBMITTED IN PARTIAL FULFILLMENT OF THE

REQURITMENTS FOR THE AWARD OF THE

DEGREE OF BACHELORS OF BUSINESS

ADMINISTRATION (BBA)

TO

GURU GOBIND SINGH INDRAPRASTHA UNIVERSITY,

DELHI

MENTOR SUBMITTED BY: Mrs.ANJALI SINGH RAHUL RANA

ENROLLMENT NO. 09514217088BBA-3

JAGANNATH INTERNATIONAL MANAGEMENT SCHOOLVASANT KUNJ-70

2

CERTIFICATE

This is to certify that RAHUL RANA of BBA-III, batch 2008-11, enrolment no. – 0951421708 have undertaken a minor report on “Marketing strategy of Dabur Vatika Hair Oil & Dabur Chyawanprash” and have completed the project under my supervision. I am satisfied with the project report submitted.

(Internal Guide)

Mrs. ANJALI SINGH

Lecturer, JIMS

3

DECLARATION

I hereby declare that this project work titled “Marketing strategy of Dabur Vatika Hair Oil & Dabur Chyawanprash” is my own work and no part of this project has been submitted for any other degree purpose or published in any other film till date.

RAHUL RANA

ENROLLMENT NO. 0951421708

4

I would profusely like to thank my faculty and mentors at

JIMS VK especially Mrs. ANJALI SINGH, for their

immense help and support throughout the making of this

project. I would also like to thank my parents and friends

for their encouragement and help, without which the

project would’ve been incomplete.

Thanking you ,

RAHUL RANA

BBA 3

0951421708

5

TABLE OF CONTENT

Chapter-1 Introduction

1.1 Executive Summary

1.2 FMCG Sector Overview

1.3 Company Overview

1.4 FINANCIAL REPORT

1.5 Company History

1.6 Product Line of Dabur

1.7 SWOT Analysis

Chapter-2 Objective & Methodology

2.1 Overview of Hair Oil Segment

2.2 Overview of Vatika

2.3 STP Analysis of Vatika Hair Oil

2.4 Marketing Mix of Vatika hair Oil

2.5 Advertising

2.6 Competitor Analysis of Vatika Hair Oil

Chapter-3 Conceptual Discussion (Theoretical Backdrop & Literature Review)

3.1 Customer Questionnaire of Vatika Hair Oil

3.2 Customer Survey Results of Vatika Hair Oil

3.3 Retailer Questionnaire of Vatika Hair Oil

3.4 Retailer Survey Results of Vatika Hair Oil

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Chapter-4 Data Analysis

4.1 STP Analysis of Dabur Chyawanprash

4.2 Marketing Mix of Dabur Chyawanprash

4.3 Competitor Analysis of Dabur Chyawanprash

4.4 Customer Questionnaire of Dabur Chyawanprash

4.5 Customer Survey Results of Dabur Chyawanprash

4.6 Retailer Questionnaire of Dabur Chyawanprash

4.7 Retailer Survey Results of Dabur Chyawanprash

4.8 Ansoff’s Product Market Expansion Grid

4.9 The BCG Growth-Share Matrix

4.10 The New Dabur Entity

4.11 The Future of Dabur con

Chapter-5 Findings and Recommendations

5.1 Recommendations

5.2 References

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EXECUTIVE SUMMARY

This report aims at analyzing and reporting on the marketing strategies of Dabur India

Ltd (DIL) for the brands Dabur Vatika Hair Oil and Dabur Chyawanprash

The Vatika brand was launched in 1995 with Vatika Hair Oil as its first product. In the

very first year of its launch it crossed Rs. 100 million in turnover. Over the years, Vatika

has come to be amongst the company’s highest selling brands. Vatika is a comparatively

young brand but is already acknowledged for the qualitatively influential and pioneering

role that it has played in the evolution of the categories it has had a presence in. Dabur

Chyawanprash is the leader in the Chyawanprash category and enjoys a market share of

61 per cent. In 50s Dabur pioneered the concept of branded Chyawanprash and since has

invested heavily in product development, clinical studies and consumer awareness. The

product is essentially a health supplement.

This report is not aiming at the overall marketing mix or the marketing strategy of Dabur

India Ltd, but is an attempt to analyze the marketing mix of Dabur Vatika Hair Oil and

Dabur Chyawanprash.

The report also enlists various recommendations based on BCG Growth Share Matrix

analysis, Ansoff’s Product Matrix Expansion Grid, SWOT Analysis etc. 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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OBJECTIVE OF THE STUDY

Following are the major objective of study:-1. To study the impact of Budget Policies on Marketing Strategy of Dabur Foods.

2. To study the Consumer, Buying behavior.

3. To study the problems faced by Dabur.

IMPORTANCE OF THE STUDY

Being student of MBA it is very essential for me to have a practical knowledge in an

organisation. Only to study business administration course knowledge is not the solution

of the problems, which arise in practical field. There is a certain formula for any

particular problem, but the aim of this study is to develop the ability of decision making.

A right decision at right time and right place itself helps an organisation to run smoothly.

This study gives an idea of all marketing activities. So the way a problem is solved right

decision making and knowledge of different types of making activities give much

importance to the study. Only in two month training it was not possible to understand it

so deeply, but an overall idea could be developed.

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OVERVIEW OF FMCG SECTOR IN

INDIA

The Indian FMCG sector is the fourth largest sector in the

economy with a total market size in excess of US$ 13.1 billion.

It has a strong MNC presence and is characterized by a well-

established distribution network, intense competition between

the organized and unorganized segments and low operational cost. Availability of key

raw materials, cheaper labour costs and presence across the entire value chain gives

India a competitive advantage.

The FMCG market is set to treble from US$ 11.6 billion in 2003 to US$ 33.4 billion in

2015. Penetration level as well as per capita consumption in most product categories like

jams, toothpaste, skin care, hair wash etc in India is low indicating the untapped market

potential. Burgeoning Indian population, particularly the middle class and the rural

segments, presents an opportunity to makers of branded products to convert consumers

to branded products. Growth is also likely to come from consumer 'upgrading' in the

matured product categories. With 200 million people expected to shift to processed and

packaged food by 2010, India needs around US$ 28 billion of investment in the food-

processing industry.

India is one of the largest emerging markets, with a population of over one billion. India

is one of the largest economies in the world in terms of purchasing power and has a

strong middle class base of 300 million. Around 70 per cent of the total households in

India (188 million) reside in the rural areas. The total number of rural households is

expected to rise from 135 million in 2001-02 to 153 million in 2009-10. This presents

the largest potential market in the world. The annual size of the rural FMCG market was

estimated at around US$ 10.5 billion in 2001-02. With growing incomes at both the rural

and the urban level, the market potential is expected to expand further.

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Rural and urban potentialRural-urban profile

Urban Rural

Population 2001-02 (mn household) 53 135Population 2009-10 (mn household) 69 153% Distribution (2001-02) 28 72Market (Towns/Villages) 3,768 627,000Universe of Outlets (mn) 1 3.3Source: Statistical Outline of India (2001-02), NCAER

An average Indian spends around 40 per cent of his income on grocery and 8 per cent on

personal care products. The large share of fast moving consumer goods (FMCG) in total

individual spending along with the large population base is another factor that makes

India one of the largest FMCG markets.

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Rapid urbanization, increased literacy and rising per capita income, have all caused rapid

growth and change in demand patterns, leading to an explosion of new opportunities.

Around 45 per cent of the population in India is below 20 years of age and the young

population is set to rise further. Aspiration levels in this age group have been fuelled by

greater media exposure, unleashing a latent demand with more money and a new

mindset.

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COMPANY OVERVIEW

Over its 120 years of existence, the Dabur brand has stood for goodness through a natural

lifestyle. An umbrella name for a variety of products, ranging from hair care to honey,

Dabur has consistently ranked among India’s top brands. Its brands are built on the

foundation of trust that a Dabur offering will never cause one harm.

The trust levels that this brand enjoys are phenomenally high. While Ries and Trout may

ask “What does Dabur stand for—shampoo or digestive tablets?” The answer is fairly

simple, it stands for India’s fourth largest fast moving consumer goods company that both

consumers and trade respect and trust unequivocally, and which has an annual turnover of

over Rs 15 billion.

The company has kept an eye on new generations of customers with a range of products

that cater to a modern lifestyle, while managing not to alienate earlier generations of

loyal customers.

Dabur is an investor friendly brand as its financial performance shows. There is an

abundance of information for its investors and prospective information including a daily

update on the share price (something that very few Indian brands do). There’s a great

sense of responsibility for investors’ funds on view. This is a direct extension of Dabur’s

philosophy of taking care of its constituents and it adds to the sense of trust for the brand

overall.

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FINANCIAL REPORT

Rs (Crores)

2006-2007 2005-2006

Turn over (including other income) 1280.22 1159.02

Profit before tax 165.02 113.44

Add: Provisions of earlier yr written back - 0.20

165.02 113.44

Less: provision for taxation - current 13.00 8.75

: provision for taxation – Deferred 4.00 3.49

: provision for taxation for earlier yr 0.05 00.26

PROFIT AFTER TAX 147.97 101.14

Add: Balance in profit & loss account b/f

From the previous yr

81.12 66.12

- Transferred from debenture

Redemption Reserve

-- 2.50

- Transferred from investment

Allowance Reserve

0.83 -

- Transferred from Investment

Deposit Revenue

1.82 -

PROFIT AVAILABLE FOR APPLICATION 231.74 169.76

APPROPRIATION TO:

General Revenue 25.15 22.50

Capital Revenue - 1.56

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Interim Dividend paid 28.63 17.17

Final Dividend – proposed 42.96 40.07

Corporate tax on Dividend 9.77 7.34

Balance carried over to Balance sheet 125.23 81.12

TOTAL 231.74 169.76

1884

Birth of Dabur

1896 Setting up a manufacturing plant

Early 1900s Ayurvedic medicines

1919 Establishment of research laboratories

1920 Expands further

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

1972 Shift to Delhi

1979 Sahibabad factory / Dabur Research Foundation

1986 Public Limited Company

1992 Joint venture with Agrolimen of Spain

1993 Cancer treatment

1994 Public issues

1995 Joint Ventures

1996 3 separate divisions

1997 Foods Division / Project STARS

1998 Professionals to manage the Company

2000 Turnover of Rs.1,000 crores

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COMPANY HISTORY

PRODUCT LINE

Foods

Real

Real Activ

Hommade

Lemoneez

Capsico

Shankha Pushpi

Dabur Balm

Sarbyna Strong

Personal Care

Hair Care Oil

Amla Hair Oil

Amla Lite Hair Oil

Vatika Hair Oil

Anmol Sarson Amla

Hair Care Shampoo

Anmol Silky Black Shampoo

Vatika Henna Conditioning Shampoo

Vatika Antidandruff Shampoo

Anmol Natural Shine Shampoo

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Oral Care

Dabur Red Gel

Dabur Red Toothpaste

Babool Toothpaste

Dabur Lal Dant Manjan

Dabur Binaca Toothbrush

Skin Care

Gulabari

Vatika Fairness Face Pack

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SWOT ANALYSIS OF DABUR

STRENGTHS

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

WEAKNESS

Seasonal Demand( like chyawanprash

in winter and Vatika not in winter)

Low Penetration(Chyawanprash)

High price(Vatika)

Limited differentiation (Vatika)

Unbranded players account for the 2/3rd

of the total market(Vatika)

OPPORTUNITIES

Untapped Market(Chyawanprash)

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,

HLL and Bajaj for Vatika Hair Oil)

New Entrants

Threat from substitutes (like

Bryllcream for Vatika hair oil)

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OVERVIEW OF THE HAIR OIL SEGMENT

In the last quarter of the previous century Indian women have imbibed global mores,

ethics, fashions and styles in a remarkable way. Yet the popular iconography of Indian

beauty still associates them with beautiful fair skin and dark, long lustrous hair – a

commonly accepted definition of beauty in Indian society.

Across the country, mothers spend endless hours teaching their daughters what their

mothers had taught them about maintenance of their natural beauty – taken primarily

as caring for the skin and hair. In the hair care regime, of the numerous prescriptions

none is more universally accepted than the oiling of hair for nourishment and use of

home-made concoctions of henna and shikakai paste for conditioning them.

It would come as a surprise to only a few that hair oils have a penetration of almost

98% (Source: IRS 2003). Of the branded market, hair oils form a major chunk

accounting for Rs. 13 billion with coconut hair oils as the prime segment at Rs. 9.1

billion. (Source: ACNielsen ORG-MARG 2003).

OVERVIEW OF VATIKA:

The Vatika brand was launched in 1995 with Vatika Hair Oil as its first product. In

the very first year of its launch it crossed Rs. 100 million in turnover. Over the years,

Vatika has come to be amongst the company’s highest selling brands.

It was joined in 1997 by Vatika Henna Cream Conditioning Shampoo and later, in

2000, by Vatika Anti-Dandruff Shampoo. In 2003, brand sales crossed Rs. 1,000

million. From the company’s perspective, Vatika is expected to continue to drive its

growth in the years to come. With its innovative offerings, the brand aims to become a

frontrunner in the market for hair care and skin care products.

Vatika is a comparatively young brand but is already acknowledged for the

qualitatively influential and pioneering role that it has played in the evolution of the

categories it has had a presence in. Currently, the total annual sales of Vatika products

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are over Rs. 1,000 million. Of this, Vatika Hair Oil enjoys a 6.4% market share in the

coconut hair oil category (Source: ACNielsen ORG-MARG, 2003).

Vatika has not just been successful in garnering a premium image but, today, stands as

the preferred and trusted brand of 11.1 million users (Source: IRS Household Data).

STP ANALYSIS OF VATIKA HAIR OIL

SEGMENTATION

Vatika Hair Oil was launched at an almost 100% premium to the market leader.

This meant that the segment of the market that dabur wanted to cater to was the

premium segment which valued nourishment of the hair above the price and it tried

to attend to that segment which was not price sensitive.

TARGETING

This was in line with its proposition and overall brand strategy of a premium up-

market product targeted for individual needs as opposed to the collectivist culture of

the category. It targeted the high income urban category of hair oil users. Since the

product was expensive it could mainly cater to the urban market as opposed to the

rural market where consumers are highly price sensitive. Being positioned as having

amla, henna and lemon extracts, the product was targeted towards the young,

contemporary, educated, multi-faceted, achievement-driven and confident women

who were positioned as the Vatika Woman.

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POSITIONING

‘Total hair Care’ brand:

The product innovation was fed by the vital consumer insight that many women in

contemporary India are worried about hair problems caused by

MARKETING MIX OF VATIKA HAIR OIL

Vatika Hair Oil has made a huge impact with its innovative product offering, pricing

strategy, easy availability and promotion campaigns. In the marketing mix of Dabur, we

shall be discussing the 4 Ps of marketing mix with respect to Vatika Hair Oil. The mix

shall be analyzed as followed:

Product

Price

Place

Promotion

Product Price Promotion Place

• Product

Variety

• Quality

• Design

• Features

• Brand Names

• Services

• List Price

• Discount

• Financing

Schemes

• Credit

Terms

• Advertising &

Promotion

• Public

Relations

• Sponsorships

• Internet

Marketing

• Channels

• Location

• Inventory

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PRODUCT:

Brand Name: Vatika in Hindi means ‘garden’. The brand attempts

to live up to the promises – beauty and nature – that are associated

with its very name. Starting with these associations Vatika has

assiduously built a brand that delivers on all these values through

its various product offerings, the mother brand being Vatika Hair

Oil..

Innovative product offering:. Vatika Hair Oil is coconut hair oil

with special ingredients adding value to the product. While coconut oil has been

regularly used by Indian women as a basic hair nutrient, a combination of herbs

and natural products such as henna, amla and lemon have been used for special

hair needs.

Coconut hair oil provides nourishment to the hair, while henna along with other

herbs coat the hair and protect it from oxidation, thereby maintaining its natural

colour. Amla strengthens hair roots and helps maintain their natural health and

thickness. Lemon with its astringent action controls sebum flow and helps in

prevention of dandruff.

Apart from henna, amla and lemon, it also contains other natural ingredients like

brahmi, neem, bahera, kapurkachari, harar, dugdha and sugandhit dravyas.

Packaging: The qualities of Vatika products, ascribed to the brand by hundreds of

thousands of satisfied consumers, have been further underlined by its attractive

packaging. In a category dominated by blue packs as analogous of pure coconut

oils, Vatika broke the norm with its white and green bottle with a mushroom cap.

The green-and-white colours, used in its packaging, reflect the brands’ natural

ancestry and give it a premium look. These also help Vatika stand out in the

cluttered environment of Indian retail.

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Available in:

Bottles 75 ml, 150 ml, 300 ml

Flip cans 150 ml, 300 ml

Flip cans were introduced for the winter season.

Quality: Vatika products contain natural ingredients that have been blended

together through scientific processes at Dabur’s in-house research laboratories.

Dabur Research Foundation has more than 100 scientists working together to make

superior quality products that match international standards.

PRICE:

In the traditional coconut hair oil category, which presumably had price sensitive

consumers, Vatika Hair Oil with its value added proposition – henna, amla and

lemon in a pure coconut oil – broke this myth when it launched at almost a 100%

premium to the market leader; even with such a pricing strategy it was able to

garner a significant share from the leader in the very first year of its launch.

The table above shows that Dabur Vatika is one of the highest priced of hair oils

since it targets the higher income class and also that the prices have remain

unchanged since 1999.

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PRICE/QUALITY MATRIX

Price→

Quality

↓

High Middle Low

HighLuxury Segment

VATIKA

Ideal For Penetration Premiere

Offering

Middle

Overpriced Average Real Bargain

Low

Make The Sale

and Run

Unhappy Customers Cheap Goods

PLACE

Vatika products including Vatika Hair Oil are sold in 38 countries through more than 15 lakh retail outlets and 5,000 distributors who service the entire

country through a wide marketing network.

Dabur’s distribution network extends beyond India in the following countries as well:

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Distribution Network

Central, North & South America

Australia

Asia

Middle East

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PROMOTION:

Vatika – the key focus brand of the company – has always been well supported.

The company realized early that, from the perspective of brand building, it was

vital to invest in this brand.

.

Vatika Hair Oil’s first promotion: It focused on the key benefit – beautiful hair

without hair problems – that came about as a result of the extra nourishment

through the value addition of henna, amla and lemon-derived additives.

Creating conceptual awareness: In the initial phase of the communication, the

marketing objective was to create conceptual awareness about the new product –

the goodness of coconut oil enriched with natural herbs. Vatika was firmly

established as the leader in the new category of value-added hair oils and its

promotion campaign was so successful that the product segment itself came to be

identified with Vatika.

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COMPETITOR ANALYSIS

The key competitor’s of Dabur in the Hair Oil segment are Keo Karpin, Emami, Bajaj,

Marico, HLL which together with Dabur have about 64% of India's domestic market.

Dabur is one of India's largest player in the hair oil segment and the fourth largest

producer of FMCG. It was established in 1884, and had grown to a business level in 2003

of about 650 million dollars per year. Dabur Hair Oils have a market share of 19%.

We have tried to analyse the competition for Dabur in the Hair Care segment as follows:

Keo Karpin, a fifty-year old brand, is a pioneer in the light hair oil category. The

pleasantly perfumed hair oil has its main market in the Hindi belt and also has significant

presence in eastern and western India. Its share is 6% of the total hair oil market.

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Emami has existence in hair oil market through Himani Navratan oil and Himani Oil.

Emami has taken Madhuri Dixit as brand ambassador for emami oil and Amitabh

Bachchan for Himami Navratan Oil. Overall it has a share of 4% in hair oil market.

Bajaj has two flagship oil brands - Bajaj Brahmi Amla and Bajaj Almond Drops —

currently have a value share of 19 per cent and 12 per cent in their respective oil

categories as per ORG-Marg. Besides, the company has also decided to enhance its retail

presence by nearly 20 per cent from the existing 5 lakh retail outlets in an attempt to

reach the rural parts. Overall it has a market share of 4% in hair oil market.

Marico’s Parachute is premium edible grade oil, a market leader in its category.

Synonymous with pure coconut oil in the market, Parachute is positioned on the platform

of purity. In fact over time it has become the gold standard for purity. Parachute's primary

target has been women of all ages. The brand has a huge loyalty, not only in the urban

sections of India but also in the rural sector. It has a market share of 28%.

HLL has two products, Clinic Plus Hair Oil and All Clear Clinic Hair Oil. Overall it has

a 3% share in hair oil market.

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CONSUMER QUESTIONAIRRE- DABUR VATIKA

HAIR OIL

Dear Respondent,

Thanks for sparing few minutes to fill this questionnaire, which will help us to study the

consumer perception for hair oil.

Any information provided by you will strictly be used for Academic Purpose.

1. Which brands of hair oil are you aware of?

Parachute

Keo Karpin

Nihar

Hair And Care

Dabur Vatika

2. Which brand of Hair Oil do you use?

Parachute

Keo Karpin

Nihar

Hair And Care

Dabur Vatika

3. Where would you rate your brand on a scale of 1 – 5 ( 5 being highest)?

1

2

3

4

5

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4. What are the primary reasons for which you use this particular brand?

Non sticky

Brand Loyalty

Fragrance

Price

5. How did you get to hear about this brand?

TV

Internet

Word of Mouth

Print

6. If your brand is not available you would..?

Purchase another brand

Wait for it to be available

Go for a substitute

Buy what is offered by the retailer

7. Which pack size do you prefer?

75 ml

150 ml

300 ml

8. On what parameters do you choose this pack size?

Availability

Price

Family size

Storage

30

9. How often do you buy?

Once in 15 days

Once a month

Once in two months

10. Are you satisfied with your brand?

Yes

No

Personal Information :-

Age:

Location:

Income (per month):

(1) Rs. 1,000 – Rs. 10,000 (2) Rs. 10,000 – Rs. 30,000

(3) Rs. 30,000 – Rs. 50,000 (4) Above Rs. 50,000

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CUSTOMER SURVEY RESULTSDABUR VATIKA

AWARNESS LEVEL

PREFERRED BRAND

SATISFACTIONLEVEL

32

RETAILER QUESTIONNAIRE-DABUR VATIKA

HAIR OIL

Dear Respondent,

Thanks for sparing few minutes to fill this questionnaire, which will help us to study the

consumer perception for the Hair Oil category that we have chosen to study.

Any information provided by you will purely and strictly be used for Academic Purpose

only.

1. Which brands of Hair Oil do you stock?

Marico

HLL

Keo Karpin

Dabur Vatika

2. Out of these which are the most preferred?

Marico

HLL

Keo Karpin

Dabur Vatika

3. According to you what are the reasons for customers’ preferences?

Brand loyalty

Price

Availability

No reason

4. What is the profile of your typical consumer?

High income

Middle income

Low income

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5. What schemes are you offered by the companies?

Price discounts

Buy one get one free

Others

6. What schemes does a consumer prefer most?

Price discounts

Buy one get one free

Others

7. According to you, does in-store advertising have an affect on the consumers’

preference?

Yes

No

8. Does a change in price affect their preferences?

Yes

No

Personal Information :-

Location of store:

34

RETAIL SURVEY RESULTS

DABUR VATIKA

1. Which brands of Hair Oil do you stock?

2. Out of these which are the most preferred?

3. According to you what are the reasons for customers’ preferences?

35

STP ANALYSIS OF DABUR CHYAWANPRASH

SEGMENTATION

Dabur Chyawanprash is the market leader in the Chyawanprash segment. It comes under

the category of health supplements. The segments that it considers are growing kids,

competitive youth, ever busy housewives and the aged.

For the growing kids: In today's competitive environment, the children are under high

pressure to excel.

For the competitive youth: Modern life keeps the youth busy and demands them to be

active and efficient.

For ever-busy housewives: The 'homemaker' needs to be fit in order to shoulder all

responsibilities.

For the aged: Old age weakens a person physically and mentally.

After segmenting the population into these categories it aims to keep them fit and

healthy.

TARGETING

Traditionally, chyawanprash was supposed to be a health supplement for the aged and

kids. Dabur Chyawanprash (DCP) is now targeting adults, housewives, youth and

kids .This it is trying to achieve through its promotion activities by making Amitabh

Bacchan and Vivek Oberoi do the endorsement act. Amitabh has been projected as a

user of Chyawanprash attempting to establish the relevance of DCP amongst the adults in

today’s demanding lifestyle. Vivek, who represents an urban ambitious non-user with a

mindset that Chyawanprash is not for him, meets his moment of truth when outperformed

by a young Chyawanprash user, thus reaching out to kids. His final conversion from a

non-user to a Chyawanprash user connects with the Youth. These two ads compliment

each other and connect very well with the targeted consumers

36

MARKETING MIX OF DABUR CHYAWANPRASH

Dabur Chyawanprash is the market leader in the chyawanprash segment and has achieved

this with its innovative product offering, pricing strategy, easy availability and promotion

campaigns. In the marketing mix of Dabur, we shall be discussing the 4 Ps of marketing

mix with respect to Dabur Chyawanprash. The mix shall be analyzed as followed:

Product

Price

Place

Promotion

Product Price Promotion Place

• Product

Variety

• Quality

• Design

• Features

• Brand

Names

• Services

• List Price

• Discount

• Financing

Schemes

• Credit

Terms

• Advertising &

Promotion

• Public

Relations

• Sponsorships

• Internet

Marketing

• Channels

• Location

• Inventory

37

PRODUCT

Dabur Chyawanprash is the leader in the Chyawanprash category and

enjoys a market share of 61 per cent. In 50s Dabur pioneered the concept

of branded Chyawanprash and since has invested heavily in product

development, clinical studies and consumer awareness. The product is

essentially a health supplement.

Known as the “elixir of life”, Chyawanprash has (clinically) proven benefits in

maintaining smooth body functioning. The principal ingredient Amla (Indian

Gooseberry) acts as an anti-oxidant and immuno-stimulant. Dabur Chyawanprash helps

in stimulating immune system, relieving stress, improving stamina, fighting aging

through anti-oxidant property, improving lung function, fighting respiratory infections &

building resistance to disease. It is these properties that make Dabur Chyawanprash a

preferred choice for its users.

Ingredients of Dabur Chyawanprash

Vishwast

Amla, Ashwagandha, Hareetaki, Dashmul, Ghrit and several

other herbs and herbal extracts.

Special

Vishwast fortified with additional health beneficial herbs like 

Keshar, Akarkara etc.

Packaging:

The figure above shows the evolution of the packaging of Dabur Chyawanprash.

Advertisement showing Vivek Oberoi 38

A little boy suggests his brother to have Dabur

Chyawanprash everyday.

To which the brother replies,

“Mujhe iski kya zaroorat?

The boy asserts, “Zaroorat hai!” and starts running. The big brother follows him but

is unable to catch him using

every way.

Running with super energy the boy dives into the river.

Not to be left behind...

...the big brother also dives in

the river but ultimately stops

when he gets tired

COMPETITOR ANALYSIS39

The key competitor’s of Dabur in the Chyawanprash segment are Baidyanath, Zandu and

Himani, which together with Dabur have about 85% of India's domestic market.

Dabur is India's largest Ayurvedic medicine supplier and the fourth largest producer of

FMCG. It was established in 1884, and had grown to a business level in 2003 of about

650 million dollars per year, though only a fraction of that is involved with Ayurvedic

medicine. Dabur Chyawanprash (herbal honey) has a market share of 61%.We have tried

to analyse the competition for Dabur in the Chyawanprash segment as follows:

Sri Baidyanath Ayurvedic Bhawan Ltd. (Baidyanath for short) was founded in 1917 in

Calcutta, and specializes in Ayurvedic medicines, though it has recently expanded into

the FMCG sector with cosmetic and hair care products; one of its international products

is Shikakai (soap pod) Shampoo.Its Chyawanprash has a market share of 10%.

Zandu Pharmaceutical Works was incorporated in Bombay in 1919, named after an

18th-century Ayurvedic. The company focuses primarily on Ayurvedic products (in 1930,

pharmaceuticals were added, but the pharmaceutical division was separated off about 30

years later).

The Emami Group , founded in 1974, provides a diverse range of products, doing 110

million dollars of business annually, though only a portion is involved with Ayurvedic

products, through its Himani line; the company is mainly involved with toiletries and

cosmetics, but also provides Chyawanprash and other health products. Its market share is

12%.

CONSUMER QUESTIONAIRRE-DABUR

CHYAWANPRASH

40

Dear Respondent,

Thanks for sparing few minutes to fill this questionnaire, which will help us to study the

consumer perception for chyawanprash.

Any information provided by you will strictly be used for Academic Purpose.

1. Which brands of Chyawanprash are you aware of?

Zandu

Himani

Baidyanath

Dabur

2. Which brand of Chyawanprash do you use?

Zandu

Himani

Baidyanath

Dabur

3. Where would you rate your brand on a scale of 1 – 5 (5 being highest)?

1

2

3

4

5

4. What are the primary reasons for which you use this particular brand?

Health

Brand Loyalty

Taste

Price

5. How did you get to hear about this brand?41

TV

Internet

Word of Mouth

Print

6. If your brand is not available you would..?

Purchase another brand

Wait for it to be available

Go for a substitute

Buy what is offered by the retailer

7. Which pack size do you prefer?

1 kg

500 gm

250 gm

8. On what parameters do you choose this pack size?

Availability

Price

Family size

Storage

42

9. How often do you buy?

Once a month

Once in two months

Once in six months

10. Are you satisfied with your brand?

Yes

No

CUSTOMER SURVEY RESULTS

DABUR CHYAWANPRASH

AWARNESS LEVEL

PREFERRED BRAND

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SATISFACTION LEVEL

REASONS FOR SELECTING A PARTICULAR BRAND

HOW DID YOU COME TO KNOW ABOUT THIS BRAND.

44

UNAVAILABILITY OF PREFERRED BRAND

RETAILER SURVEY RESULTS

DABUR CHYAWANPRASH

1. Which brands of Chyawanprash do you stock?

45

2. Out of these which are the most preferred?

3. According to you what are the reasons for customers’ preferences?

46

DISTRIBUTION

Supply chain: Dabur has steadily improved its procurement and distribution systems to

achieve a significant reduction in material costs. Dabur has an extensive supply chain and

distribution network that has grown and spans 29 factories, 47 stocking points, 4 zonal

offices, a dozen manufacturing locations, six mother-warehouses and over 50

Carrying and Forwarding Agents(CFAs) that distribute more than 1,000 SKU’s to

several thousand stockists and dealers.

MIS: An in-house developed, easy-to-use, Intranet based data-warehouse displays as-

of-yesterday sales, stock, receivables, banking, and other MIS. Over 5,000 ASP pages

meet almost all reporting requirements and make this a single source of MIS for all levels

of decision makers.

VSATs: This Success paved the ground for the company's supply chain initiative. Fifty-

five Ku Band TDMA VSATs were used to link primary distributors to the system.

Factories were hooked up using PAMA (Permanent Assigned Multiple Access) VSATs.

At some locations VPNs had to be used because it was not possible to set up a dish. The

integrated primary and secondary system has a number of unique features. The features

like tight integration of schemes, stockist’s credit limit control, automated banking of

cheques, and online cheque reconciliation have obvious advantages in the primary

distribution. These are basically extensions to the MFG/PRO ERP system and not core

customizations. The integrated system allows each Area Manager to plan for the month's

sales forecasts, stockists performance, and sales officers' performance. The integration

allows better control on pipelines in primaries and secondaries, brings down inventories,

and offers better control on production and sales against a confirmed forecast. The idea is

to increasingly shift focus from primaries to secondaries. Schemes based on secondary

volumes will help control secondary pipelines and sales. Primary sales will therefore

come from a resultant 'pull' from secondary replenishments. Further, sales order servicing

can be improved by taking orders through the Internet, and by setting stocking norms and

replenishing stocks to improve ROI of stock holders.

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ANSOFF’S PRODUCT MARKET EXPANSION GRID

MARKET PENETRATION: The new campaigns, featuring Amitabh Bachchan and,

for the first time, Vivek Oberoi, makes an aggressive attempt to establish the relevance

of Chyawanprash in an increasingly tough and demanding lifestyle, for the entire family.

As a market leader, Dabur’s focus has been to increase the relevance of this time-tested

and proven product in the family - both for users and non users - and increase

penetration. In their new campaign they have tried to establish the fact that

Chyawanprash, with its ‘well - being’ properties, gives an edge to the users and dispel the

myth that it should be consumed in illness or is meant only for Children or the aged.

MARKET DEVELOPMENT: Dabur has identified exports as a major thrust area for

the future. An international business division has been set up within the company to

promote exports and it expect this business to grow steadily in the coming years. The

company plans to focus on Russia and CIS countries along with Afghanistan, West

Indies and the Asia Pacific region. It has also entered the North American markets by

appointing distributors and initiating marketing of products to the ethnic Indian segment.

The company has already been exporting hair oils, shampoos and Hajmola candies to

Afghanistan. In Bangladesh, Dabur is entering into a joint venture with a local partner to

manufacture and market its products. Dabur will hold a majority stake in this joint

venture.

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BOSTON CONSULTANCY GROUP’S GROWTH

SHARE MATRIX

↓ DABUR

In the past, the sheer diversity of Dabur's product portfolio has made an evaluation of

the company's prospects quite difficult.

Dabur's FMCG business contributes over 70 per cent of Dabur India's current revenues.

Within the FMCG business, Dabur India focusses on three key product groups — family

products, healthcare and FMCG exports. The family products portfolio boasts of quite a

few market leading brands — Dabur Amla and Vatika hair oils, Vatika shampoo, Dabur

Honey, and Dabur Lal Dant Manjan.

Dabur India also has well-recognised brand names and an established distribution set-up

in the healthcare business with brands such as Dabur Chyawanprash, Hajmola, Pudin

Hara and Dabur Lal Tail. Given Dabur's acknowledged strengths in ayurvedic

healthcare, the scope for expansion in each of these product baskets is considerable.

Though in the recent years, the growth from Dabur's FMCG portfolio has been

sedate, due to sluggish rural demand and intense competition from a host of regional

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brands and counterfeit products. However Dabur's operating profit margins have been

more or less constant over this period.

However, the FMCG business is Dabur's cash cow contributing over 70 per cent of

Dabur India's current revenues. The business has consistently generated high cash

flows and called for minimal incremental investments. The overall growth in hair oil

industry has been 7% whereas growth in branded coconut oil has been 10%.Vatika

hair oil has a market share of 19% and Dabur Chyawanprash has a 61% market

share and is the market leader. Both of these are therefore Dabur’s cash cow.

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THE NEW DABUR ENTITY

The New Dabur Identity modernizes the 100-year old equity of the

Dabur brand by subtly transforming the tree. While it retains the essence of the banyan

tree, it now projects a contemporary image, in consonance with today's lifestyle.

The tree, a symbol of nature, is indelibly regarded as a provider of shelter, food and

protection. On a metaphysical plane, the tree is regarded as sacred, trustworthy and a

symbol of fertility. The new Dabur identity retains these enduring and valuable attributes,

while it adds a fresh, healthy and holistic dimension to the tree.

The new identity appropriates nature as the wellspring for Dabur. It conveys Dabur's

heritage, commitment and stability through the form and colours of the tree; its branches

and leaves. It also conveys that the brand stands for wellness across age groups.Taken as

a whole, the tree appears well rooted, implying stability; and its abundant canopy implies

that it can provide amply for those who seek its produce and shade. Further, the entire

image, being well-proportioned, evokes a harmonious, well-balanced, wholesome and

holistic brand.

In India, the tree is a symbol of life. It is a giver of fuel, food and protection. It is a

heaven for creatures it generously harbours in its foliage, as well as in the shade of its

canopy. The tree is held auspicious as it spreads through the three spheres with its roots

meshing through the earth, its trunk rising through the terrestrial world and its branches

reaching into the heavens. This symbolism also occurs in cultures across the world.

Keeping these vital associations in mind, the tree in the new Dabur identity has been

carefully created to communicate Dabur's invaluable 100-year old legacy

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RECOMMENDATIONS

Focus on growing core brands across categories.

Reaching out to new geographies, within and outside India.

Improve operational efficiencies by leveraging technology.

Be the preferred company to meet the health and personal grooming needs of our target consumers with safe, efficacious, natural solutions by synthesizing the deep knowledge of ayurveda and herbs with modern science.

Provide consumers with innovative products within easy reach.

Vatika hair care centre: On the lines of Marico’s Kaya Skin Clinic, Dabur could start a venture called Vatika hair care centre which would provide total hair care solutions. It could have hair care experts to solve hair problems. Services could include dandruff treatment, straightening of hair, treatment for split ends,etc.

Position Dabur Chyawanprash as not more of a medicine but as something which is necessary for health.

More initiatives like “Dabur ki Deewar” to increase brand visibility. It is an initiative to occupy shelf space.

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RESEARCH METHODOLOGY

As the purpose of the project report is to analyse the consumable products successfully

launched in the last three years. The data was collected both with the help of primary as

well as secondary sources.

For primary data, I proceeded with the drafting of the questionnaire for consumers was

structured as undisguised, & Personal -interview retailers. Distributors & wholesalers and

it was handed personally by me to the respondents to be analyzed.

The questionnaire method was used-

a) To get first and relevant and unbiased information

b) Questionnaire provides versatility and solutions can be obtained by just asking the

questions.

c) Questioning is usually faster and cheaper.

d) Moreover, there is more control over data gathering activities.

Secondary data was also collected personally by me, which the company has furnished

for the general public. The secondary data was gathered with the help of various

magazines, newspapers, journals, brochures and also through the internet. For secondary

sources no field work was employed.

In order to amplify the empirical findings from primary and secondary sources, a survey

was conducted both of consumers and retailers Distributor & Wholesalers in order to

gauge the market opinion.

The questionnaire was of multiple choice and the pattern of questions was as simple as

possible. With every question, multiple choices were given and respondents were asked

to select one of them. The questionnaire technique was structured and not disguised as

the questions followed one pattern and reason behind the questionnaire was stated

properly. All the questions were directly related to the subject.

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For Dabur Chyawanprash and Vatika hair oil.

1. Sample size for customers were 150 in number and the universe comprised of all

the consumers within the geographical region of Delhi.

2. Sample size for retailers were 40 in number and the universe comprised of all the

consumers within the geographical region or Delhi.

3) Sample size for Distributor & Wholesaler were four in number & the universe

comprised of all the consumers within the geographical region of Delhi.

No other field work was employed to gather the information. The questionnaires were

distributed to the respondents and the data was collected through primary and secondary

sources.

The statistical technique such a Pi-chart and percentages were used in analyzing and

interpreting the data.

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CONCLUSIONS

The Chyawanprash Industry is yet to capture the beverage market in full swing. Packed

Chyawanprash followed by Amla, Ashwagandha, Hareetaki, Dashmul, Ghrit and

several

Other herbs and herbal extracts. The market. The consumer’s patriotic love for tea and

coffee is unfared. Chyawanprash are yet to establish their supplement use in the average

household here in lies the great opportunities. Within the market, it is safe to conclude

that dabur has hit off rather well with the masses. Dabur has clearly lost it head start

advantage and thereby acquiring just 35% of the market share while others enjoy rest of

the market share. This could be well attributed to dabur successful ATA (Availability,

Taste and Affordability) marketing module, the attributes most rated by the consumers.

Lack of publicity has hampered the growth progress of the brand so aggressive

advertising is needed to promote Chyawanprash and vatika hair oil brand .The brands

such as that of Chyawanprash by vednath, Chyawanprash with its ‘sonacahndi,

‘Minute- made’ and also US food giantssDel Monte are ready to hit the Chyawanprash

market very soon.

Vatika hair oil has no major competition except an Australian Product Tobasco. As a

new product so people are not able to digest it yet Dabur is getting 8 crores from Vatika

hair oil in which accounts for 4 crores, Lemoneez 1 Crore & others 3 Crores .

As the strategies of the companies keeps on changing, be it in Chyawanprash industry,

a company has to create perceptions and cover them into realities. It is an expensive

proposition requiring huge expenditure on advertising, sponsorships and media. Thus,

the ideal company will be the one which combines the high end technology with

consumer insight.

As 16% of the excise duty is exempted on food products in this budget, many food

companies including Dabur got benefited from it. On the analysis of survey it was found

that target Market of Chyawanprash want quality benefit rather then Price benefit, so it is

better to stress on quality rather than on decreasing price to increase sales and profit. To

increase market share Dabur should give slight price benefit on Dabur brand so that

customers of other Juice brand should switch from other brand to Dabur brand.

55

As vatika hair oil is a new product introduced by Dabur and as Dabur is getting excise

benefit from the Government so Dabur should pass slight Price benefit to the target

market so that target market should use the vatika hair oil and adopt it in making daily

food thereby increasing the market share of vatika hair oil.

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REFERENCES

Books:

Marketing Management: Twelfth Edition – Philip Kotler & Kevin Lane Keller

Websites:

www.google.comwww.dabur.comwww.tutor2u.netwww.brandchannel.comwww.blonnet.comwww.superbrandsindia.com

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