Marketing Strategy of Dabur Chwanprash

the dissertation topic on

‘‘Market Expansion Strategy Of Dabur With Special

Reference To Dabur Chyawanprash for Rural Market Hapur’’

Submitted by: - Submitted to:-

PALASH ROY Prof. GOVIND NATH

PGDM 3RD SEM, (BATCH 2008-10) PROFESSOR

Enrollment No: PG2K8 133 ITS, GHAZIABAD

Email- [email protected] Email- [email protected]

CERTIFICATE

This is to certify that the Dissertation titled ‘‘Market Expansion Strategy

Of Dabur With Special Reference To Dabur Chyawanprash

for Rural Market Hapur” submitted by Mr. Palash Roy, student of

PGDM (2008-10) in INSTITUTE OF TECHNOLOGY & SCIENCE,

Ghaziabad for the partial fulfillment of the requirement of the POST

GRADUATE DIPLOMA IN MANAGEMENT, embodies the bonafide work done

by him under my supervision. I also declare that this summer training project is a

result of his effort and no part of this project work has been published earlier for

any degree or diploma for any institute or university.

Date: Signature of the Mentor

ACKNOWLEDGEMENT

Project work is never the accomplishment of an individual. Rather, it is an

amalgamation of the efforts, ideas and co-operation of a number of entities. The

compilation and presentation of this opuscule has bestowed me with an opportunity

to show my gratitude to those subservient to it.

I am highly indebted to my guide Prof. Govind Nath who has been the hallmark

of this effort. Their guidelines made me comprehend the enigmatical portion of the

subject and were the sole animating force that coerced me to meliorate my efforts

without the support and guidance the project report would not have taken shape.

PREFACE

Management training has gained rapid importance only recently. Management was

previously considered as an inborn art or talent. But in today’s fast developing

word this view has been abandoned.

To develop managerial capabilities and to supplement their theoretical knowledge

with practical experience, the management students are required to go training in

business organization.

This study would not only help me as a management student to gain a deep insight

of how an organization works but also practical usage of all management

techniques that I have learnt during the course of my study. This project would also

help me analyze the difference between the organizational realities and the theories

that have been taught in my academic session and also gave me a real experience

of the corporate world let me better understand how it function. It also taught me

how to take every experience in the right and learn from each one. Finally the

analysis feasible to be put to test in real life situations. I shall consider all my hard

work worthwhile if this endeavor of mine is able to satisfy all those concerned and

proves useful to anyone or for any further study in the future.

PALASH ROY

CONTENTS

1. ACKNOWLEDGEMENT

2. EXECUTIVE SUMMARY

3. OVERVIEW OF FMCG SECTOR IN INDIA

4. ABOUT DABUR

PRODUCT LINE

SWOT ANALYSIS OF DABUR

THE MARKETING MIX ANDSELLING PROCESS

5. THE MARKETING MIX

6. OBJECTIVE OF THE STUDY

7. RESEARCH METHODOLOGY

8. DATA ANALYSIS

9. RECOMMENDATIONS

10.COMPETITOR ANALYSIS

11.CONCLUSIONS

12.BIBLIOGRAPHY

13.QUESTIONNAIRE

1.

EXECUTIVE SUMMARY

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

India Ltd (DIL) for the brands Dabur Chyawanprash. 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 analyse the marketing mix of 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.

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

characterised by a well-established distribution network,

intense competition between the organised and

unorganised 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) resides in the rural areas. The total number of

rural households are 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.

Rural and urban potential

Rural-urban profile

Source: Statistical Outline of India (2008-09), 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

Urban Rural

Population 2001-02 (mn household) 53 135

Population 2009-10 (mn household) 69 153

% Distribution (2001-02) 28 72

Market (Towns/Villages) 3,768 627,000

Universe of Outlets (mn) 1 3.3

ABOUT

DABUR

A.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.

B.

Dabur India Limited has marked its presence with some very significant

achievements and today commands a market leadership status. Our story of

success is based on dedication to nature, corporate and process hygiene, dynamic

leadership and commitment to our partners and stakeholders. The results of our

policies and initiatives speak for themselves.

Leading consumer goods company in India with a turnover of Rs.2233.72

Crore (FY07)

2 major strategic business units (SBU) - Consumer Care Division (CCD)

and Consumer Health Division (CHD)

3 Subsidiary Group companies - Dabur Foods, Dabur Nepal and Dabur

International and 3 step down subsidiaries of Dabur International - Asian

Consumer Care in Bangladesh, African Consumer Care in Nigeria and

Dabur Egypt.

13 ultra-modern manufacturing units spread around the globe

Products marketed in over 50 countries

Wide and deep market penetration with 47 C&F agents, more than 5000

distributors and over 1.5 million retail outlets all over India 

C.

1884 

Birth of Dabur

1896 Setting up a manufacturing plant

Early

1900sAyurvedic medicines

1919 Establishment of research laboratories

1920 Expands further

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

1972 Shift to Delhi

1979Sahibabad 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

2003 Dabur demerges Pharma Business

2005 Dabur aquires Balsara

2005 Dabur announces Bonus after 12 years

2006 Dabur crosses $2 Bin market Cap, adopts

US GAAP

2006Approves FCCB/GDR/ADR up to $200

million

2007 Celebrating 10 years of Real

2007 Foray into organised retail

2007 Dabur Foods Merged With Dabur India

D.

Founding Thoughts

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

The doorstep 'Daktar'

The story of Dabur began with a small, but visionary

endeavour by Dr. S. K. Burman, a physician tucked away in

Bengal. His mission was to provide effective and affordable

cure for ordinary people in far-flung villages. With

missionary zeal and fervour, Dr. Burman undertook the task

of preparing natural cures for the killer diseases of those days, like cholera,

malaria and plague.

Soon the news of his medicines traveled, and he came The mission continues...

to be known as the trusted 'Daktar' or Doctor who came up with effective cures.

And that is how his venture Dabur got its name - derived from the Devanagri

rendition of Daktar Burman. Dr. Burman set up Dabur in 1884 to produce and

dispense Ayurvedic medicines. Reaching out to a wide mass of people who had

no access to proper treatment. Dr. S. K. Burman's commitment and ceaseless

efforts resulted in the company growing from a fledgling medicine manufacturer

in a small Calcutta house, to a household name that at once evokes trust and

reliability.

E.

"Dedicated to the health and well being of every household"

This is our company. We accept personal responsibility, and accountability to

meet business needs.

We all are leaders in our area of responsibility, with a deep commitment to

deliver results. We are determined to be the best at doing what matters most.

People are our most important asset. We add value through result driven

training, and we encourage & reward excellence.

We have superior understanding of consumer needs and develop products to

fulfill them better.

We work together on the principle of mutual trust & transparency in a

boundary-less organization. We are intellectually honest in advocating

proposals, including recognizing risks.

Continuous innovation in products & processes is the basis of our success.

We are committed to the achievement of business success with integrity. We

are honest with consumers, with business partners and with each other.

F.

Milestones to success

Dabur India Ltd. made its beginnings with a small pharmacy, but has continued to learn and grow to a commanding status in the industry. The Company has gone a long way in

popularising and making easily available a whole range of products based on the traditional science of Ayurveda. And it has set very high standards in developing products and

processes that meet stringent quality norms. As it grows even further, Dabur will continue to mark up on major milestones along the way, setting the road for others to follow.

1884 - Established by Dr. S K Burman at Kolkata

1896 - First production unit established at Garhia

1919 - First R&D unit established

Early 1900s - Production of Ayurvedic medicines

Dabur identifies nature-based Ayurvedic medicines as its area of specialisation.

It is the first Company to provide health care through scientifically tested and

automated production of formulations based on our traditional science.

1930 - Automation and upgradation of Ayurvedic products

manufacturing initiated

1936 - Dabur (Dr. S K Burman) Pvt. Ltd. Incorporated

1940 - Personal care through Ayurveda

Dabur introduces Indian consumers to personal care through Ayurveda, with

the launch of Dabur Amla Hair Oil. So popular is the product that it becomes

the largest selling hair oil brand in India.

1949 - Launched Dabur Chyawanprash in tin pack

Widening the popularity and usage of traditional Ayurvedic products continues.

The ancient restorative Chyawanprash is launched in packaged form, and

becomes the first branded Chyawanprash in India.

1957 - Computerisation of operations initiated

1970 - Entered Oral Care & Digestives segment

Addressing rural markets where homemade oral care is more popular than

multinational brands, Dabur introduces Lal Dant Manjan. With this a

conveniently packaged herbal toothpowder is made available at affordable costs

to the masses.

1972 - Shifts base to Delhi from Calcutta

1978 - Launches Hajmola tablet

Dabur continues to make innovative products based on traditional formulations

that can provide holistic care in our daily life. An Ayurvedic medicine used as a

digestive aid is branded and launched as the popular Hajmola tablet.

1979 - Dabur Research Foundation set up

1979 - Commercial production starts at Sahibabad, the most modern

herbal medicines plant at that time

1984 - Dabur completes 100 years

1988 - Launches pharmaceutical medicines

1989 - Care with fun

The Ayurvedic digestive formulation is converted into a children's fun product

with the launch of Hajmola Candy. In an innovative move, a curative product

is converted to a confectionary item for wider usage.

1994 - Comes out with first public issue

1994 - Enters oncology segment

1994 - Leadership in health care

Dabur establishes its leadership in health care as one of only two companies

worldwide to launch the anti-cancer drug Intaxel (Paclitaxel). Dabur

Research Foundation develops an eco-friendly process to extract the drug from

its plant source

1996 - Enters foods business with the launch of Real Fruit Juice

1996 - Real blitzkrieg

Dabur captures the imagination of young Indian consumers with the launch of

Real Fruit Juices - a new concept in the Indian foods market. The first local

brand of 100% pure natural fruit juices made to international standards, Real

becomes the fastest growing and largest selling brand in the country.

1998 - Burman family hands over management of the company to

professionals

2000 - The 1,000 crore mark

Dabur establishes its market leadership status by staging a turnover of

Rs.1,000 crores. Across a span of over a 100 years, Dabur has grown from a

small beginning based on traditional health care. To a commanding position

amongst an august league of large corporate businesses.

2001 - Super specialty drugs

With the setting up of Dabur Oncology's sterile cytotoxic facility, the Company

gains entry into the highly specialised area of cancer therapy. The state-of-

the-art plant and laboratory in the UK have approval from the MCA of UK.

They follow FDA guidelines for production of drugs specifically for European

and American markets.

2002 - Dabur record sales of Rs 1163.19 crore on a net profit of Rs 64.4

crore

2003 - Dabur demerges Pharmaceuticals business

Dabur India approved the demerger of its pharmaceuticals business from

the FMCG business into a separate company as part of plans to provider

greater focus to both the businesses. With this, Dabur India now largely

comprises of the FMCG business that include personal care products,

healthcare products and Ayurvedic Specialities, while the

Pharmaceuticals business would include Allopathic, Oncology

formulations and Bulk Drugs. Dabur Oncology Plc, a subsidiary of

Dabur India, would also be part of the Pharmaceutical business.

Maintaining global standards

As a reflection of its constant efforts at achieving superior quality standards,

Dabur became the first Ayurvedic products company to get ISO 9002

certification.

Science for nature

Reinforcing its commitment to nature and its conservation, Dabur Nepal, a

subsidiary of Dabur India, has set up fully automated greenhouses in Nepal.

This scientific landmark helps to produce saplings of rare medicinal plants that

are under threat of extinction due to ecological degradation. 

2005 - Dabur aquires Balsara

As part of its inorganic growth strategy, Dabur India acquires Balsara's Hygiene

and Home products businesses, a leading provider of Oral Care and Household

Care products in the Indian market, in a Rs 143-crore all-cash deal.

2005 - Dabur announces bonus after 12 years

Dabur India announced issue of 1:1 Bonus share to the shareholders of the

company, i.e. one share for every one share held. The Board also proposed an

increase in the authorized share capital of the company from existing Rs 50

crore to Rs 125 crore.

2006 - Dabur crosses $2 bin market cap, adopts US GAAP.

Dabur India crosses the $2-billion mark in market capitalisation. The company

also adopted US GAAP in line with its commitment to follow global best

practices and adopt highest standards of transparency and governance.

2006 - Approves FCCB/GDR/ADR up to $200 million

Moving forward on the inorganic growth path, Dabur India decides to raise up

to $200 million from the international market through Bonds, FCCBs, GDR,

ADR, QIPs or any other securities.The capital raised will be used to fund

Dabur's aggressive growth ambitions and acquisition plans in India and abroad.

2007 - Celebrating 10 years of Real

Dabur Foods unveiled the new packaging and design for Real at the completion

of 10 years of the brand. The new refined modern look depicts the natural

goodness of the juice from freshly plucked fruits.

2007 - Foray into organised retail

Dabur India announced its foray into the organised retail business through a

wholly-owned subsidiary, H&B Stores Ltd. Dabur will invest Rs 140 crores by

2010 to establish its presence in the retail market in India with a chain of stores

on the Health & Beauty format.

2007 - Dabur Foods Merged With Dabur India

Dabur India decides to merge its wholly-owned subsidiary Dabur Foods

Limited with itself to extract synergies and unlock operational efficiencies. The

integration will also help Dabur sharpen focus on the high growth business of

foods and beverages, and enter newer product categories in this space.

G.

Dabur has an illustrious Board of Directors who are committed to take the

company onto newer levels of human endeavour in the service of mankind.

The Board comprises of:

Chairma

n

Vice-

Chairma

n

  Dr. Anand     Mr. Amit

Burman Burman

Whole Time Directors

Mr. P.D. Narang Mr. Sunil

Duggal

Mr. Pradip Burman  

Non Whole Time Promoters, Directors

Mr. Mohit Burman    

Independent Directors

His

Highness

Maharaja

Mr. P N

Vijay

Mr. R C

Bhargava

Dr. S. Narayan

Sunil Duggal

Chief Executive

Officer

Dabur India Limited

Sunil Duggal took over as the Chief Executive Officer

of Dabur India Limited in June 2002, holding reins of

the organisation he joined in 1995.

Mr Duggal started his career as a management trainee in

Wimco Limited in 1981 after getting his Engineering

Degree (Electrical & Electronics) from BITS, Pilani,

and Business Management from IIM, Calcutta. His stint

at Wimco continued till 1994, with a break in between

when he joined Bennett

Coleman & Co. Ltd for a short period. In 1994, he moved to Pepsi Foods as GM,

Sales Operation.

In 1995 he came into the Dabur family, as General Manager (Sales & Marketing),

of the Family Products Division with products like Dabur Amla, Lal Dant Manjan

and Vatika in his portfolio. This Division spearheaded the spectacular growth

recorded by Dabur in this period. Vatika was also launched during this period and

is now the Company's second biggest brand.

With his dynamic spirit and leadership abilities, he soon became Vice-President

and SBU-Head of the Family Products Division. In July 2000 Mr. Duggal was

appointed Director Sales and Marketing of Dabur India Limited. And in 2002, he

became the CEO of the Company - a professional with valuable experience to

steer the company ahead in its growth plans.

Spanning a career of over 20 years, Sunil Duggal has travelled widely across India

and handled diverse portfolios that have helped him understand the dynamics of

FMCG businesses and market trends. He is well versed in the intricacies of India's

regional diversities and consumer needs.

Mr Duggal lives in Delhi with his wife and one child . Whenever he gets a break

from his official responsibilities, Mr. Duggal likes to spend time at home with his

family and an occasional round of golf.

H.

Good corporate governance and transparency in actions of the management is key

to a strong bond of trust with the Company’s stakeholders. Dabur understands the

importance of good governance and has constantly avoided an arbitrary decision-

making process. Our initiatives towards this end include:

Professionalisation of the board

Lean and active Board(reduced from 16 to 10 members)

Less number of promoters on the Board

More professionals and independent Directors for better management

Governed through Board committees for Audit, Remuneration, Shareholder

Grievances, Compensation and Nominations

Meets all Corporate Governance Code requirements of SEBI

I.

When our Founder Dr. S. K. Burman first established Dabur, he had a vision that

saw beyond the profit motive. In his words, "What is that life worth which cannot

bring comfort to others." This ideal of a humane and equitable society led to

initiatives taken to give back some part of what Dabur has gained from the

community.

Our major initiatives in the Social sector include:

Establishment of the Sustainable Development Society, or Sundesh, in 1993

- a non-profit organisation to promote research and welfare activities in

rural areas;

Promoting health and hygiene amongst the underpriviledged through the

Chunni Lal Medical Trust; and

Organising the Plant for Life programme for schoolchildren - to create

environmental awareness amongst young minds.

Our commitment to Environment

Ancient wisdom of conservation

From times immemorial, Indian sages and men of wisdom have understood and

appreciated the value of nature and its conservation. Our ancestors recognised

that if we grabbed from nature beyond what was healthy, it would lead to all

round degradation, and even the extinction of humanity. That is why nature was

sanctified and worshipped in the form of gods and goddesses.

Dabur upholds the tradition

Today, we at Dabur also value nature's bounty. Without the fruits of nature, the

vision of Dabur would never have been fulfilled. And that is the reason for our

unfailing commitment to ecological conservation and regeneration. We would

like to follow the principles of our ancient texts, which say:

"Dehi me dadami te" - "you give me, and I give you".

Back to Nature

Rare herbs and medicinal plants are our most valuable resource, from which all

our products are derived. Due to overexploitation of these resources and

unsustainable practices, these plants and herbs are fast reaching the point of

extinction. In view of this critical situation, Dabur has initiated some significant

programmes for ecological regeneration and protection of endangered plant

species.

Plants for Life

We have set up the "Plants for Life" project in the mountainous regions of the

Himalayas. Under the project, a high-tech greenhouse facility has been set up for

developing saplings of rare and endangered medicinal plants. Fully computer-

controlled and monitored, this greenhouse maintains the highly critical

environmental parameters required for their survival. We are also developing

quality saplings of more than 20 herbs, 8 of them endangered, through micro

propagation.

In addition, satellite nurseries spread across mountain villages and contract

cultivation of medicinal herbs helps in maintaining the ecological balance. These

measures have also helped provide local cultivators the scientific knowledge for

harvesting herbs and a steady source of income. So that they are not forced to

exploit the environment to earn a livelihood.

Living a Green Heritage

These are significant steps that can contribute to a better world for coming

generations. To whom we would like to bequeath a world not bereft of nature.

But full of flowering and fruit bearing trees, animals, birds and humans living in

good health and complete harmony.

Kaushambi Corporate

Office

Corporate Office

Kaushambi

Ghaziabad - 201010

Uttar Pradesh, India

Tel:

+91 (0120) 3982000 (30

Lines)

+91 (0120) 3001000 (30

Lines)

Registered Office

8/3, Asaf Ali Road, 

New Delhi – 110 002

Tel: +91 (011) 23253488

K.

DABUR WORLD WIDE

Dabur's mission of popularising a natural lifestyle transcends national boundaries.

Today there is global awareness of alternative medicine, nature-based and holistic

lifestyles and an interest in herbal products. Dabur has been in the forefront of

popularising this alternative way of life, marketing its products in more than 50

countries all over the world. 

Our products World Wide

We have spread ourselves wide and deep to be in close touch with our overseas

consumers. 

Offices and representatives in Europe, America and Africa ;

A special herbal health care and personal care range successfully selling in

markets of the Middle East, Far East and several European countries.

Inroads into European and American markets that have good potential due to

resurgence of the back-to-nature movement.

Export of Active Pharmaceutical Ingredients (APIs), manufactured under

strict international quality benchmarks, to Europe, Latin America, Africa, and

other Asian countries. 

Export of food and textile grade natural gums, extracted from traditional plant

sources. 

Partnerships and Production

Strategic partnerships with leading multinational food and health care

companies to introduce innovations in products and services. 

Manufacturing facilities spread across 3 overseas locations to optimise

production by utilising local resources and the most modern technology

available.

M. PRODUCT LINE

Foods

Real

Real Activ

Hommade

Lemoneez

Capsico

Health Care

Baby Care

Dabur Lal Tail

Dabur Baby Olive Oil

Dabur Janma Ghunti

Health Supplements

Dabur Chyawanprash

Dabur Glucose D

Digestives

Hajmola Yumstick

Hajmola Mast Masala

Anardana

Hajmola

Hajmola Candy

Hajmola Candy Fun2

Pudin Hara (Liquid and Pearls)

Pudin Hara G

Dabur Hingoli

Natural Cures

Shilajit Gold

Nature Care

Sat Isabgol

Shilajit

Ring Ring

Itch Care

Backaid

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

Oral Care

Dabur Red Gel

Dabur Red Toothpaste

Babool Toothpaste

Dabur Lal Dant Manjan

Dabur Binaca

Toothbrush

Skin Care

Gulabari

Vatika Fairness Face Pack

Ayurvedic Specialities

Ayurveda

Ayurveda Vikas

N.

Dabur Amongst Top Three Most

Respected FMCG Companies

Dabur Real Bags Gold In Reader's

Digest Trusted Brand Awards

Dabur Figures In Top Great Place

To Work 2006 List

Dabur has been ranked

amongst India's Most

Innovative Companies by a

Business Today-Monitor

Group survey

Hajmola has been

ranked 34th in India’s

100 Most Valuable

Brands list

Hajmola, one of the

strongest brands in

Dabur's portfolio,

has been listed

among the Top 18

Iconic Brands in

India that have stood

the test of time

Dabur India’s fruit juice

brand Réal awarded the

Three Dabur brands

-- Hajmola, Dabur

Hajmola moves up

11 spots to take the

Reader’s Digest Gold

Trusted Brand Award 2008

in the food & beverages

category

Amla and Vatika --

have debuted in the

Economic Times

Brand Equity's Most

Trusted Brands 2008

list. Besides, Dabur

Foods has climbed up

to take the 40th spot

34th position among

India's Top 100 Most

Valuable Brands of

2008, released by

4Ps and ICMR

Dabur India Ltd has been ranked 28th in the list of India's Top 50 Most

valuable (Company) Brands by Brand Finance

newu was voted the Most

Admired New Retail

Launch of the year at

Images Retail Awards

Dabur India CEO Mr.

Sunil Duggal was

named Best

Corporate Leader of

2008 at the B&E

Dabur India Ltd was

ranked the Business

Leader in the FMCG

- Personal Care

Category at the

Leadership and

Excellence Awards

NDTV Profit

Business Leadership

Award 2008

Dabur India Ltd CEO Mr.

Sunil Duggal has been

ranked among India's Most

'value'able CEOs by

Business World

Dabur India Ltd has been listed among the

Super 100 of India Inc, prepared by

Business India

__________________________________________________________________

_________

5. SWOT ANALYSIS OF DABUR

STRENGTHS

Strong presence in well defined

niches( like value added Hair Oil

and Ayurveda specialities)

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)

The Marketing Mix

Product 

Place

Target

Market

Price 

Promotion

The firm attempts to generate a positive response in the target market by blending

these four marketing mix variables in an optimal manner.

A Summary Table of the Marketing Mix

The following table summarizes the marketing mix decisions, including a list of

some of the aspects of each of the 4Ps.

Summary of Marketing Mix Decisions

Product Price Place Promotion

Functionality

Appearance

Quality

Packaging

Brand

Warranty

Service/

Support

List price

Discounts

Allowances

Financing

Leasing

options

Channel members

Channel

motivation

Market coverage

Locations

Logistics

Service levels

Advertising

Personal

selling

Public

relations

Message

Media

Budget

DABUR FOODS SELLING PROCESS

Dabur food process of selling starts from stockiest.

C&FA dose not have any process to play in the process of selling of dabur

foods products. They are just Clearing & Forwarding Agents they store the

manufacturing products and then supply it to stockiest.

Stockiest pay the money to dabur foods through demand draft.

Stockiest further sells the products to retailers.

Retailer finally sells the products to consumers.

MARKETING HOW DABUR FOODS IS USING MIX

Product

Appearance: Dabur tries to make its products appear very attractive.

Quality: Quality of the product is really unmatchable as it is tested number of

times and its products are processed using very advanced machinery and

technology.

Packaging: Dabur products packaging is done in such a way that its juices does

not get expired before 6 months inspite of perishable products.

Brand: Dabur itself is a very reputed and well known brand in the market and its

Real juice is also known all over India.

Warranty: Dabur as such does not gives any warranty but if there is any problem

in its products before expiry then they replace the product.

Service/Support: Dabur foods provide full support to its stockiest, retailers and

consumers, what so ever the problem is

Price

List price: Dabur decide its price according to its competitors and the price

structure is different for retailers and stockiest.

Discounts: There are different discounts for retailers, stockiest and consumer from

time to time.

Allowances: Special allowances are gicen to stockiest sales man if he acives his

targets.

Place

Channel members: Channel members or business partners of dabur are its

stockiest, retailers.

Channel motivation: Channel motivation for dabur is pull and push strategy.

Market coverage: Dabur Foods has a distribution network that covers 175 towns

and 75 thousand retail outlets making its product available to the consumers across

the country at ease.

Locations: Dabur foods try to cover or tries to place its products in each and every

shop and every location.

Promotion

Advertising: Dabur products are advertised through television, newspapers,

magazine etc.

Personal selling: Dabur hardly do any personal selling except in tent shows and

road shows. Same for less & more for same

Media: Media of promotion is TV, Radio, newspapers, magazine.

Budget: Budget is Decided by finance team for different strategic business unit.

Critique of selling

In theory, the purpose of selling is to help a customer realize his or her goals in an

economic fashion. However, in reality this is not always the case. Customers can

be influenced to purchase a product or service that initially was not of interest to

them. Some salespeople are trained in the art of selling customers things they don't

need.

Take for example the purchasing of a car: a consumer may have a set of cars in

mind (called an evoked set) that she feels match her needs, wants and budget. She

may seek the advice of a salesperson given that a salesperson can help her realize

the right car given those criteria. This can be a socially useful function; salespeople

have specialized knowledge of products that can help consumers make an informed

decision. However, a salesperson may also talk a consumer into purchasing a more

expensive or perhaps larger car then she needs or can afford. In this context, the

salesperson may have usefully helped the customer re-evaluate her needs, thereby

establishing a new set of appropriate choices among which included the newer or

large car. This again would be a helpful and useful service provided by the

salesperson. However, it is sometimes the case that customers purchase a product

or service that was not initially intended and remains an inappropriate purchase

after the fact. On the other hand, the consumer in this scenario can be held partially

responsible for the inappropriate purchase; indeed, "A fool and his money are soon

parted." (P.T. Barnum, English proverbs)

This dysfunctional behavior is encouraged by:

Incentives of salespeople to increase their total number of sales, especially

where retailers keep track of sales or offer commission-based salaries

Incentives from the manufactures of products or the companies of service

providers to salespeople to sell their products where other similar products

offered by competitors are offered

The incentive to sell a customer a product that is in need of being cleared

out, despite the fact that a customer may be better to wait for the new

product

B.

Channel Of Distributions

Manufacturing Plant

Clearing and forwarding agent (different regions)

Stockist A Stockist B Stockist C

Retailers Retailers Retailers Retailers Retailers Retailers

CONSUMERS

The above diagram it 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.

This was the basic Channel of Distribution used by Dabur Foods, now I will throw

light on each channel of distribution of Dabur Foods.

Supply Chain Management:

Supply chain management starts before physical distribution: it involves procuring

the right inputs (raw materials, components and capital equipment), converting

them into finished products and dispatching them to the final destinations. The

supply chain perspective can help identify superior suppliers and distributors and

help them improve productivity, which ultimately brings down the company’s

costs.

A broader view sees a company at the center of a value network that

includes its suppliers, its immediate customers and their end customers. The value

network includes valued relations with others such as university researchers,

government approval agencies and so on.

MANUFACTURING PLANT:

Dabur Foods has Number of products in its product line but its main area of

interest or the product on which they concentrate the most is Real Juice & Coolers.

Dabur has its manufacturing plant at Nepal and at Jaipur where juice is

manufactured and tested.

PROCUREMENT & TRANSPORT:

Getting the raw material and packaging material requirement from the

production unit in charge

Constant updates on the procurement of materials and transport details

Production details and ingredient content information from the different

personnel and coordinating this activity

PACKAGING:

Approval and coordination of the supply of packaging material to the

production unit

CLEARING AND FORWARDING AGENTA (C&FA)

From manufacturing plant the stock is transported or supplied to clearing

and forwarding agents.

Clearing and Forwarding Agents is a third party and Dabur gives contract to

them, so company has nothing to do in building the relationship with them.

Here C&FA keep or stock the goods with them.

They charge dabur for stocking the good and even dabur don’t mind doing

so as it is a measure of cost cutting as well as there is no need for gowdowns

and maintenance.

For Ghazizbad, Meerut, Delhi NCR there is one C&FA whish is situated in

Mohan Nagar, here all goods which dabur foods hare kept here.

C.

STOCKIEST OR DISTRIBUTORS

Stockiest store the products in their godowns, C&FA supplies the goods to

them as per their order.

Stockiest has some sales men working under him, they are known as

stockiest sales man. Their work is to place the products in the market and

take order from retailers and then supply goods to them.

Sales man either take ready stock with them or they first take orders and

then supply goods later on.

There is a beat which is a schedule route of sales man, means sales man has

to daily cover the route as mention in the beat.

Merchandising, making products visible, pasting posters, putting banners,

and seeing that goods are properly placed in the retail outlets is also the duty

of stockiest sales man.

Companies’ sales officer keeps a check on the stockiest and monthly report

is also prepared which is further analyzed by ASM & ZSM.

In Noida Dabur has 1 stockist, and in Ghaziabad 1

D.

RETAILERS

Retailers are backbone of the company as they are the one who can take the

product on new heights or can bring it down to toes.

Stockiest supplies goods to retailers and tries Persuading retailers to give the

brand special displays (using merchandising tools) to get affective brand

presence, and arranging it in more noticeable manner.

Classification of outlets in different type of markets is different according to

their sales volume.

TYPES OF RETAILS OUTLETS

Class Average Monthly Business

A Above 10,000

B 5,000-10,000

C Upto 5,000

Margin of retailers is always higher than stockiest.

Retailers are the one who have direct contact with the customers.

Dabur Foods has a distribution network that covers 175 towns and 75

thousand retail outlets making its product available to the consumers across

the country at ease.

E.

TYPES OF RETAIL MARKET

The retail market can be classified on the basis of magnitude of retail.

SCATTERED MARKET

Lesser no. of outlets, and

Extensive outlets

BLOCK MARKET

Large no. of retail outlets in chunk

SUPER MARKET

Through their superior information ,logistical systems and buying power deliver

good service and immense volumes of products at attractive prices.

CHAIN OUTLETS

Having more than one key outlet all across with a single control unit and central

purchasing strategy

7.

THE FUTURE FOR DABUR

Tapping the world markets : Dabur India, under its new brand

architecture, has five power brands under its portfolio with distinct

offerings — Vatika, a herbal beauty brand with products like Vatika Shampoo,

Hair oil and Fairness Face pack; Dabur, the natural healthcare brand with products

like Chyawanprash and Pudin Hara; Hajmola, the tasty digestive brand with

Hajmola candy, Fun2 and Anardana Churna; Real which offers fruit beverages and

has products like Real Fruit juices, Lemoneez; and the recently launched Anmol

which is a cross category value-for-money brand. Dabur has decided to take two of

its five power brands — Dabur and Vatika — global through its Dubai-based arm

Dabur India .

And the Big B and Rani Mukherjee will help the company get a toehold in the

world’s herbal hair oil, shampoos and hair creams market. The Rs 1,232-crore

FMCG major has also decided to give a new impetus to its international food

supplement brand, Nature4u, by now launching it in the burgeoning Gulf

market. It is currently being sold only in UK and EU. “We have drawn an

aggressive plan to launch Dabur and Vatika globally, starting from the Middle East

, GCC and SAARC countries. We expect our market share to double within two

years in the 10 countries we will focus on initially,’’ said Mr Arvind Kumar, CEO,

Dabur International. The 10 top-of-mind markets for Dabur right now are UAE,

Saudi Arabia , Kuwait , Bahrain , Oman, Bangladesh, Pakistan , Egypt and

Nigeria.

To develop Dabur International as its major overseas hub to service all markets

except Russia , the company is setting up a new plant which is expected to be

ready in a year. Dabur International already has a plant in Jabel Ali to both

package products sourced from India and produce some local variants. Dabur India

has been selling its product in Dubai and GCC countries since 1992 through a

franchise — Redrock Limited. The company had acquired this franchise last year

at investments of about USD five million.

Growing market share: While there is no doubt that Dabur now has a presence in

several product categories ranging from hair care to oral care to home care to

health supplements to juices and even soaps, it is also true that in some of these

segments its market share is very low and trails the market leader by a huge

margin. For instance, Dabur only has a 6% market share in shampoos against

HLL’s 53%, and a 12% share in the oral care segment against Colgate’s 46%.

Company officials believe that low market share means that there are substantial

growth opportunities even if these categories do not grow. “Our market shares are

low in some segments. This gives us opportunity to penetrate these categories,’’

says Mr Narang.

Drivers of growth: For the future, Dabur has identified foods, home care

products, skin care and OTC health care products as its growth engines. The

company plans to ramp up its home care business and in the food category it is

looking at expanding its Hommade range of cooking pastes and purees. In the skin

care segment, the company launched the Dabur Anmol cold cream last year and its

Vatika honey and saffron soap is currently under test launch.

Expansion in south India: Dabur is looking at expanding its business in south

India, which currently accounts for around 15% of its total sales.

Objectives of the Study:-

To understand the demand pattern of Dabur Chyawanprash products in the

rural market.

To know the amount of household income spent on the consumption of

FMCG products of Dabur.

To understand the image of the products in the eyes of the consumers.

To analysis market petition strategy of Dabur for rural market.

Research Methodology

Data collection

Sample unit:

1) working people (including men & women) & housewife

2) college students

3) school students

4) senior citizens

5) Retailer

Sample size:

1. working people & housewife: 30%

2. college students: 25%

3. school students: 20%

4. senior citizens: 10%

5. Retailer :10%

Sampling techniques:

Judgmental sampling techniques used.

Sampling region:

Sampling region will be HAPUR of Uttar Pradesh.

Data collection method:

1. Primary data: It will be collected with the help of a self administered

questionnaire.

2. Secondary data: it will be collected with the help of books, research

papers, magazines, news papers, journals, internet, etc.

Research instruments:

Questionnaire design:

As the questionnaire is self administrated one, the survey will be simple and user

friendly. Words used in questionnaire will be readily understandable to all

respondent. Also technical jargons will be avoided to ensure that there is no

confusion for respondents.

Data Analysis: - Data analysis will be done with the help of MS Excel and SPSS

Software.

8 DATA ANALYSIS

DABUR CHYAWANPRASH

1. AWARNESS LEVEL

2. PREFERRED BRAND

3.SATISFACTION LEVEL

4. REASONS FOR SELECTING A PARTICULAR BRAND

5.HOW DID YOU COME TO KNOW ABOUT THIS BRAND.

6. UNAVAILABILITY OF PREFERRED BRAND

7. PREFERRED PACK SIZE

8. REASON TO SELECT PREFERRED PACK SIZE

9. FREQUENCY OF PURCHARE

10.

11.

RETAILER SURVEY RESULTS

DABUR CHYAWANPRASH

1. Which brands of Chyawanprash do you stock?

2.Out of these which are the most preferred?

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

4.What is the profile of your typical consumer?

5.What schemes are you offered by the companies?

6.What schemes does a consumer prefer most?

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

preference?

8.Do a change in price affect their preferences?

RECOMMENDATIONS

Focus on growing core brands across categories.

Reaching out to new geographies, within Hapur area.

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.

COMPETITOR ANALYSIS

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 Himani 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%.

B.

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

POSITIONING

"Andar se strong”: Dabur chyawanprash has the tag line "Andar se strong” By

using a natural language instead of scientific language it is able to connect with the

consumers and is able to achieve a better positioning in the minds of the Indian

health conscious consumer. A category like Chyawanprash for instance needs to

understand that in employing the category language it loses any chance of

expressing its own benefit distinctively.

Holistic Health benefit of Ayurveda: 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. The brand conveys this health conscious holistic

view of the product.

Brand Trust: Over 100 years of Dabur’s experience in Ayurveda ensures

selection, processing and quality control of right herbs along with scientific and

clinical studies – makes DCP a trustworthy offering for consumers. Consumers

view DCP as a product by a trusted brand and therefore do not need to think twice

before making a purchasing decision.

C.

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

D.

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:

n

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

Dabur continuously innovates the package and branding of its chayawanprash. It

launched Dabur Chyawanprash first in 1949 in a tin pack and it was the first

branded Chyawanprash in India. Later Dabur came out with its new packet of

Chyawanprash with Amitabh Bachchan as their brand ambassador. It also

received “Brand Relaunch of the Year “award from IMA.

Available in:

Dabur Chyawanprash is available in three sizes to cater to the needs of different

types of people.

1. One kilogram pack

2. 500 gram pack

3. 250 gram pack

PRICE

The pricing of Dabur chyawanprash is very competitive. Dabur chyawanprash uses

second degree price discrimination i.e more the quantity, lower the price.

1kg Rs.195.00

500gms Rs.110.00

250gms Rs.

62.00

PRICE/QUALITY MATRIX

Price→ High Middle Low

Quality

↓

High

Luxury

Segment

Ideal For Penetration

DABUR

CHYAWANPRASH

Premiere

Offering

MiddleOverpriced Average Real

Bargain

Low

Make The

Sale and

Run

Unhappy Customers Cheap

Goods

PLACE

Dabur has a very wide distribution of its products through 1.6 million retail outlets

and 50 C & F agents all over India who distribute products to the retailers. A

distribution of C & F agents and manufacturing locations is given below.

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

well:

Distribution Network

Central, North & South America

Australia

Asia

Middle East

North & South Africa

East & West Europe

PROMOTION

The main form of promotional activities of Dabur chyawanprash are concentrated

towards advertising and it has neglible sales promotional activities.

Advertising

Nothing can happen without establishing the brand’s heritage emphasizing

technological prowess, explaining benefits and building bonds with prospective

buyers. Ads are necessary because the images are still mouldable and fluid and

the consumer’s sophistication level is low. Dabur chyawanprash is advertised

on print media as well as on television.

The company has launched two ads, one each with Amitabh and Vivek, in

national electronic media followed by a series of print media campaign directed

towards creating awareness to educate people about the holistic benefits of

Chyawanprash.The ads have been created by McCann Ericsson and the company

would be spending close to Rs 10 crore in promotional campaign this year. The ads

would also be translated in Bengali. These advertisements are supposed to target

the old and the younger generation respectively

Thecompany has launched a new ad with M.S. Dhoni who is leader of Indian

cricket team

11.

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 ratherwell with the masses. dabur has

clearly lost it head start advantage and thereby acquiring just 35% of the market

share while others enjoys rest of the market share. This could be well attributed to

dabor 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.

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 .

12.

BIBLIOGRAPHY

Books:

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

Websites:

www.google.com

www.dabur.com

www.tutor2u.net

www.brandchannel.com

www.blonnet.com

www.superbrandsindia.com

13

CONSUMER QUESTIONAIRE-DABUR CHYAWANPRASH

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 Chawanprash are you aware of?

Zandu

Himani

Baidyanath

Dabur

2.Which brand of Chawanprash 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?

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

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

11) Please [√] the following attributes based on importance, which purchasing a

FMCG products.

Attributes Not so important Important Must have

Product Specific

Lowest price

Offers running

Price discount

Retail brand

Product quality

RETAILER QUESTIONNAIRE-DABUR CHYAWANPRASH

Dear Respondent,

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

study the consumer perception for the Chyawanprash 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 Chyawanprash do you stock?

Zandu

Himani

Baidyanath

Dabur

2.Out of these which are the most preferred?

Zandu

Himani

Baidyanath

Dabur

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

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

9. In how many days you receive the product after placing the order?

a. One week

b. Two weeks

c. Monthly

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