Raju Chaudharymba Iiird Sem

5/26/2018 Raju Chaudharymba Iiird Sem

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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 Chyawanprash. Pioneering role that it has played in the eolution

of the !ategories it has had a presen!e in. Dabur Chyawanprash is the leader in the

Chyawanprash !ategory and en"oys a market share of #$ per !ent. In %&s Dabur pioneered the

!on!ept of branded Chyawanprash and sin!e has inested heaily in produ!t deelopment'

!lini!al studies and !onsumer awareness. The produ!t is essentially a health supplement.

This report is not aiming at the oerall marketing mi or the marketing strategy of Dabur

India Ltd' but is an attempt to analyse the marketing mi of Dabur Chyawanprash.

The report also enlists arious re!ommendations based on C* *rowth +hare ,atri

analysis' +-T /nalysis et!. This analysis has been done on the basis of the information

gathered from the !ompany website and other online resour!es and books and arti!les.


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COMPANY PROFILE

er its $0& years of eisten!e' the Dabur brand has stood for goodness through a natural

lifestyle. /n umbrella name for a ariety of produ!ts' ranging from hair !are to honey' Dabur

has !onsistently ranked among India1s top brands. Its brands are built on the foundation of

trust that a Dabur offering will neer !ause one harm.

The trust leels that this brand en"oys are phenomenally high. -hile 2ies and Trout may ask

3-hat does Dabur stand for4shampoo or digestie tablets56 The answer is fairly simple' it

stands for India1s fourth largest fast moing !onsumer goods !ompany that both !onsumers

and trade respe!t and trust une7uio!ally' and whi!h has an annual turnoer of oer 2s $%

billion.

The !ompany has kept an eye on new generations of !ustomers with a range of produ!ts that

!ater to a modern lifestyle' while managing not to alienate earlier generations of loyal

!ustomers.

Dabur is an inestor friendly brand as its finan!ial performan!e shows. There is an abundan!e

of information for its inestors and prospe!tie information in!luding a daily update on the

share pri!e (something that ery few Indian brands do). There1s a great sense of responsibility

for inestors1 funds on iew. This is a dire!t etension of Dabur1s philosophy of taking !are

of its !onstituents and it adds to the sense of trust for the brand oerall.


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Dabur India Limited has marked its presen!e with some ery signifi!ant

a!hieements and today !ommands a market leadership status. ur story of su!!ess is based

on dedi!ation to nature' !orporate and pro!ess hygiene' dynami! leadership and

!ommitment to our partners and stakeholders. The results of our poli!ies and initiaties

speak for themseles.

Leading !onsumer goods !ompany in India with a turnoverof 2s. 089:.$$ Crore

(;


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:99; irth of Dabur

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T!e &oorste% ?Da+tar?

The story of Dabur began with a small' but isionary endeaour by Dr. +. .

urman' a physi!ian tu!ked away in engal. @is mission was to proide effe!tie and

affordable !ure for ordinary people in far?flung illages. -ith missionary zeal and ferour'

Dr. urman undertook the task of preparing natural !ures for the killer diseases of those

days' like !holera' malaria and plague.

The mission !ontinues...

+oon the news of his medi!ines traeled' and he !ame to be known as the trusted JDaktarJ or

Do!tor who !ame up with effe!tie !ures. /nd that is how his enture Dabur got its name ?

deried from the Deanagri rendition of Daktar urman. Dr. urman set up Dabur in $88:

to produ!e and dispense /yuredi! medi!ines. 2ea!hing out to a wide mass of people who

had no a!!ess to proper treatment. Dr. +. . urmanJs !ommitment and !easeless efforts

resulted in the !ompany growing from a fledgling medi!ine manufa!turer in a small

Cal!utta house' to a household name that at on!e eokes trust and reliability.
http://dabur.com/en/about/leaders.asphttp://dabur.com/en/about/leaders.asp


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@De&i-ate& to t!e !eat! an& $e #ein' o, ever(

!ouse!o&@

This is our !ompany. -e a!!ept personal

responsibility' and a!!ountability to meet business needs.

-e all are leaders in our area of responsibility' with a

deep !ommitment to delier results. -e are determined to be the best at doing what matters

most.

People are our most important asset. -e add alue through

result drien training' and we en!ourage K reward e!ellen!e.

-e hae superior understanding of !onsumer needs and deelop

produ!ts to fulfill them better.

-e work together on the prin!iple of mutual trust K transparen!y in a boundary?less

organization. -e are intelle!tually honest in ado!ating proposals' in!luding re!ognizing

risks.


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Continuous innoation in produ!ts K pro!esses is the basis of our

su!!ess.

-e are !ommitted to the a!hieement of business su!!ess with integrity. -e are

honest with !onsumers' with business partners and with ea!h other.

Miestones to su--ess

Dabur India Ltd. made its beginnings with a small pharma!y' but has !ontinued to learn

and grow to a !ommanding status in the industry. The Company has gone a long way in

popularising and making easily aailable a whole range of produ!ts based on the

traditional s!ien!e of /yureda. /nd it has set ery high standards in deeloping produ!ts

and pro!esses that meet stringent 7uality norms. /s it grows een further' Dabur will

!ontinue to mark up on ma"or milestones along the way' setting the road for others to

follow.

:99; 3 Esta#is!e& #( Dr2 S "urman at o+ata

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%ro&u-tionof formulations based on our traditional s!ien!e.

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

Company gains entry into the highly s$e"ialised area # "an"er

thera$'. The state-of-the-art plant and laboratory in the U ha!e appro!al from

the "C# of U$ They follo% FD+ uidelinesfor production of drugs specifically

for &uropean and #merican marets$** - Dabur re"#rd sales # Rs 1163.19 "r#re #n a net $r#it # Rs 6,.,

"r#re

**3 - Dabur demeres Pharma"euti"als business

Dabur India approed the demerger of its pharma!euti!als business from the

;,C* business into a separate !ompany as part of plans to proider greater fo!us

to both the businesses. -ith this' Dabur India now largely !omprises of the

;,C* business that in!lude personal !are produ!ts' health!are produ!ts and

/yuredi! +pe!ialities' while the Pharma!euti!als business would in!lude

/llopathi!' n!ology formulations and ulk Drugs. Dabur n!ology Pl!' a

subsidiary of Dabur India' would also be part of the Pharma!euti!al business.

Maintainin' 'o#a stan&ar&s

/s a refle!tion of its !onstant efforts at a!hieing superior 7uality standards' Dabur

be!ame the ,irst A(urve&i- %ro&u-ts -om%an(to get ISO


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/s part of its inorgani! growth strategy' Dabur India a!7uires alsaraJs

@ygiene and @ome produ!ts businesses' a leading proider of ral Care

and @ousehold Care produ!ts in the Indian market' in a 2s $:9?!rore all?!ash deal.

** - Dabur ann#un"es b#nus ater 1 'ears

Dabur India announ!ed issue of $A$ onus share to the shareholders of the !ompany' i.e.

one share for eery one share held. The oard also proposed an in!rease in the authorized

share !apital of the !ompany from eisting 2s %& !rore to 2s $0% !rore.

**6 - Dabur "r#sses / bin mar0et "a$ ad#$ts 2S ++P.

Dabur India !rosses the 0?billion mark in market !apitalisation. The !ompany also

adopted >+ *//P in line with its !ommitment to follow global best pra!ti!es and adopt

highest standards of transparen!y and goernan!e.

**6 - +$$r#ves F44B5DR5+DR u$ t# /** milli#n

,oing forward on the inorgani! growth path' Dabur India de!ides to raise up to 0&&

million from the international market through onds' ;CCs' *D2' /D2' MIPs or any

other se!urities.The !apital raised will be used to fund DaburJs aggressie growth

ambitions and a!7uisition plans in India and abroad.

** - 4elebratin 1* 'ears # Real

Dabur ;oods uneiled the new pa!kaging and design for 2eal at the !ompletion of $&

years of the brand. The new refined modern look depi!ts the natural goodness of the "ui!e

from freshly plu!ked fruits.

** - F#ra' int# #ranised retail

Dabur India announ!ed its foray into the organised retail business through a wholly?

owned subsidiary' @K +tores Ltd. Dabur will inest 2s $:& !rores by 0&$& to establish

its presen!e in the retail market in India with a !hain of stores on the @ealth K eauty


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format.

**% - +"uires Fem 4are Pharma

Dabur (ndia ac)uires *em Care +harma, a leading player in the %omen's sin

care maret$ esides an entry into the high-gro%th sin care maret %ith an

established brand name *&", this transaction also offers Dabur a strong

platform to enter ne%er product categories and marets$

**9 - Dabur Red 7##th$aste 8#ins Billi#n Ru$ee Brands "lub

Dabur ed Toothpaste becomes the Dabur's ninth illion upee brand$ Dabur

ed Toothpaste crosses the billion rupee turno!er mar %ithin fi!e years of its

launch$


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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:

ChairmanVice-

Chairma

n

Dr$ #nand urman "r$ #mit urman

Whole Time Directors

"r$ +$D$ .arang "r$ /unil Duggal "r$ +radip urman

Non Whole Time Promoters, Directors
http://www.dabur.com/en/about/company/drana.asphttp://www.dabur.com/en/about/company/amit-burman.asphttp://www.dabur.com/en/about/company/PDNarangRes.asphttp://www.dabur.com/en/about/company/SunilDuggalRes.asphttp://www.dabur.com/en/about/company/PRADIP-BURMAN.asphttp://www.dabur.com/en/about/company/drana.asphttp://www.dabur.com/en/about/company/amit-burman.asphttp://www.dabur.com/en/about/company/PDNarangRes.asphttp://www.dabur.com/en/about/company/SunilDuggalRes.asphttp://www.dabur.com/en/about/company/PRADIP-BURMAN.asp


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"r$ "ohit urman
http://www.dabur.com/en/about/company/mmohit.asphttp://www.dabur.com/en/about/company/mmohit.asp


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Suni Du''a

C!ie, Ee-utive O,,i-er

Da#ur In&ia Limite&

Suni Du''atook oer as the Chief e!utie ffi!er of Dabur India Limited in Gune 0&&0'

holding reins of the organisation he "oined in $==%.

,r Duggal started his !areer as a management trainee in -im!o Limited in $=8$ after

getting his ngineering Degree (le!tri!al K le!troni!s) from IT+' Pilani' and usiness

,anagement from II,' Cal!utta. @is stint at -im!o !ontinued till $==:' with a break in

between when he "oined ennett Coleman K Co. Ltd for a short period. In $==:' he moed

to Pepsi ;oods as *,' +ales peration.

(n 100 he came into the Dabur family, as 2eneral "anager 3/ales 4 "areting5, of

the *amily +roducts Di!ision %ith products lie Dabur #mla, 6al Dant "an7an and

8atia in his portfolio$ This Di!ision spearheaded the spectacular gro%th recorded


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by Dabur in this period$ 8atia %as also launched during this period

and is no% the Company's second biggest brand$

With his dynamic spirit and leadership abilities, he soon became 8ice-+resident and

/U-9ead of the *amily +roducts Di!ision$ (n :uly ;


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@.

*ood !orporate goernan!e and transparen!y in a!tions of the management is key to a strong

bond of trust with the Company1s stakeholders. Dabur understands the importan!e of good

goernan!e and has !onstantly aoided an arbitrary de!ision?making pro!ess. ur initiaties

towards this end in!ludeA

Professionalisation of the board

Lean and a!tie oard(redu!ed from $# to $& members)

Less number of promoters on the oard

,ore professionals and independent Dire!tors for better management

*oerned through oard !ommittees for /udit' 2emuneration' +hareholder

*riean!es' Compensation and Bominations

,eets all Corporate *oernan!e Code re7uirements of +I


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($

-hen our ;ounder Dr. +. . urman first established Dabur' he had a ision

that saw beyond the profit motie. In his words' N-hat is that life worth whi!h !annot bring

!omfort to others.N This ideal of a humane and e7uitable so!iety led to initiaties taken to

gie ba!k some part of what Dabur has gained from the !ommunity.

ur ma"or initiaties in the +o!ial se!tor in!ludeA

&stablishment of the /ustainable De!elopment /ociety, or Sundesh, in 100=

- a non-profit organisation to promote research and %elfare acti!ities in rural

areas>

+romoting health and hygiene amongst the underpri!iledged through the

Chunni 6al "edical Trust> and

Organising the +lant for 6ife programme for s"h##l"hildren - to create

en!ironmental a%areness amongst young minds$

:ur "#mmitment t# ;nvir#nment

An-ient $is&om o, -onservation

*rom times immemorial, (ndian sages and men of %isdom ha!e understood and

appreciated the !alue of nature and its conser!ation$ Our ancestors recognised

that if %e grabbed from nature beyond %hat %as healthy, it %ould lead to all round

degradation, and e!en the extinction of humanity$ That is %hy nature %as

sanctified and %orshipped in the form of gods and goddesses$Dabur u$h#lds the traditi#n

Today' we at Dabur also alue natureJs bounty. -ithout the fruits of nature' the ision of

Dabur would neer hae been fulfilled. /nd that is the reason for our unfailing

!ommitment to e!ologi!al !onseration and regeneration. -e would like to follow the

prin!iples of our an!ient tets' whi!h sayA
http://dabur.com/en/about/Commitment/sundesh.asphttp://dabur.com/en/about/Commitment/ChunniLalMedicalTrust.asphttp://dabur.com/en/about/Commitment/PlantforLifeprogramme.asphttp://dabur.com/en/about/Commitment/sundesh.asphttp://dabur.com/en/about/Commitment/ChunniLalMedicalTrust.asphttp://dabur.com/en/about/Commitment/PlantforLifeprogramme.asp


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@De!i me &a&ami te@ 3 @(ou 'ive me. an& I 'ive (ou@2

Ba"0 t#


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02

aushambi Corporate ffi!e

Cor%orate O,,i-e

aushambi

*haziabad ? 0&$&$&

>ttar Pradesh' India

Te

O=$ (&$0&) 9=80&&& (9& Lines)

O=$ (&$0&) 9&&$&&& (9& Lines)

Re'istere& O,,i-e

8F9' /saf /li 2oad'

Bew Delhi $$& &&0

TeA O=$ (&$$) 090%9:88


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.


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DaburJs mission of popularising a natural lifestyle trans!ends national boundaries.

Today there is global awareness of alternatie medi!ine' nature?based and holisti!

lifestyles and an interest in herbal produ!ts. Dabur has been in the forefront of popularising this

alternatie way of life' marketing its produ!ts in more than %& !ountries all oer the world.

Our %ro&u-ts /or& /i&e

-e hae spread ourseles wide and deep to be in !lose tou!h with our oerseas !onsumers.

ffi!es and representaties in Euro%e' Ameri-aand A,ri-a Q

/ spe!ial herbal health !are andpersonal !are range su!!essfully selling in markets of the

Mi&&e East' Far Eastand seeral Euro%ean -ountries.

Inroads into uropean and /meri!an markets that hae good potential due to resurgen!e of the

#a-+3to3nature movement.

port of A-tive P!arma-euti-a In're&ients(/PIs)' manufa!tured under stri!t international

7uality ben!hmarks' to Euro%e'Latin Ameri-a' A,ri-a' and other Asian -ountries.

port of food and tetile grade natural gums' etra!ted from traditional plant sour!es.

Partners!i%s an& Pro&u-tion

Strate'i- %artners!i%s with leading multinational food and health !are !ompanies to

introdu!e innoations in produ!ts and seri!es.

,anufa!turing fa!ilities spread a!ross 9 oerseas lo!ations to optimise produ!tion by utilising

lo!al resour!es and the most mo&ern te-!noo'(aailable.
http://dabur.com/EN/Products/Health_Care/http://dabur.com/EN/Products/Personal_Care/http://dabur.com/EN/Products/Personal_Care/http://dabur.com/en/Exports/Guar_Gum/default.asphttp://dabur.com/EN/Products/Health_Care/http://dabur.com/EN/Products/Personal_Care/http://dabur.com/en/Exports/Guar_Gum/default.asp


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PRODUCT LINE

Foo&s

2eal

2eal /!ti

@ommade

Lemoneez

Capsi!o

Heat! Care

"a#( Care

Dabur Lal Tail

Dabur aby lie il

Dabur Ganma *hunti

Heat! Su%%ements

Dabur Chyawanprash

Dabur *lu!ose D

Di'estives

@a"mola


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Pudin @ara (Li7uid and Pearls)

Pudin @ara *

Dabur @ingoli

Natura Cures

+hila"it *old

Bature Care

+at Isabgol

+hila"it

2ing 2ing

It!h Care

a!kaid

+hankha Pushpi

Dabur alm

+arbyna +trong

Persona Care

Hair Care Oi

/mla @air il

/mla Lite @air il

Hatika @air il

/nmol +arson /mla

Hair Care S!am%oo

/nmol +ilky la!k +hampoo


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Hatika @enna Conditioning +hampoo

Hatika /ntiDandruff +hampoo

/nmol Batural +hine +hampoo

Ora Care

Dabur 2ed *el

Dabur 2ed Toothpaste

abool Toothpaste

Dabur Lal Dant ,an"an

Dabur ina!a Toothbrush

S+in Care

*ulabari

Hatika ;airness ;a!e Pa!k

A(urve&i- S%e-iaities

/yureda

/yureda Hikas


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Dabur /mongst Top Three ,ost

2espe!ted ;,C* Companies

Dabur 2eal ags *old In 2eaderJs Digest

Trusted rand /wards

Dabur ;igures In Top *reat Pla!e To

-ork 0& List

@a"mola has been ranked 9:th in

India1s $&& ,ost Haluable rands list

@a"mola' one of the strongest brands

in DaburJs portfolio' has been listed

among the Top $8 I!oni! rands in

India that hae stood the test of time


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Three Dabur brands ?? @a"mola'

Dabur/mla and Hatika ?? hae debuted

in the!onomi! Times rand 7uityJs

,ost Trusted rands 0&&8 list. esides'

Dabur

@a"mola moes up $$ spots to take the

9:th position among IndiaJs Top $&&

,ost Haluable rands of 0&&8'

released by :Ps and IC,2

Dabur India C ,r. +unil Duggal was

named est Corporate Leader of 0&&8

at the K Leadership and !ellen!e

/wards

Dabur India Ltd was ranked the

usiness Leader in the ;,C* ?

Personal Care Category at the BDTH

Profit usiness Leadership /ward

0&&8

Dabur India Ltd has been listed among the +uper $&& of India In!' prepared by


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usiness India

INTERNATIONAL STRATEBIES

1. E%ortin'

1. Holume

2. Cost of produ!tion

3. Produ!tion bottlene!ks

4. Politi!al

5. ther better options

2. Li-ensin' 7 Fran-!isin'

3. Contra-t Manu,a-turin'

1. retains the responsibility of marketing

2. ne of the easy ways

4. Mana'ement Contra-tin'

1. proide management know how

2. without in!urring the risk or benefit of ownership

5. Turn+e( Contra-ts

1. fa!ility fully e7uipped' ready to be used to buyer

2. buyer1s personnel trained by seller

6. /!o( o$ne& Manu,a-turin' ,a-iities

1. !ompanies with long term K substantial interest

7. Assem#( O%erations

1. !ross between eporting K oersees manufa!turing

2. best whenA?


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$) labour is !heap in foreign market or

0)assembly operations are labour intensie

8. 0oint Ventures

1. !ollaboration for more than a transitory period

9. Mer'ers 7 A-1uisitions

1. instant a!!ess to markets K distribution networks

2. a!!ess to intelle!tual property

10. Strate'i- Aian-e

1. gA m! donalds K !oke

STRATEBIC DECISION MAINB

Is to make a !hoi!e regarding the !ourses of a!tion to be adopted

Primarily a task of senior management

@elps in realising mission K a!hiee ob"e!ties

niromental Threats K pportunities

Company +trengths K -eaknesses

APPROACHES TO STRATEBIC DECISION3MAINB

1. The Intuitie?motional /pproa!h

2.The 2ational?/nalyti!al /pproa!h

3. / +atisfi!ing /pproa!h

4. Politi!al?ehaioral /pproa!h


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ISSUES IN STRATEBIC DECISION MAINB

1. Criteria for de!ision making

2. 2ationality in De!ision ,aking

3. Creatiity in De!ision ,aking

4. Hariability in De!ision ,aking

5. Person related fa!tors in De!ision ,aking

6. Indiidual ersus group De!ision ,aking

S/OT ANALYSIS OF DA"UR

STRENBTHS

+trong presen!e in well defined

ni!hes( like alue added @air il and

/yureda spe!ialities)

Core knowledge of /yureda as

!ompetitie adantage

+trong rand Image

Produ!t Deelopment +trength

+trong Distribution Betwork

tensie +upply Chain

IT Initiaties

2 K D a key strength

/EANESS

+easonal Demand( like !hyawanprash

in winter and Hatika not in winter)

Low Penetration(Chyawanprash)

@igh pri!e(Hatika)

Limited differentiation (Hatika)

>nbranded players a!!ount for the 0F9

of the total market(Hatika)

OPPORTUNITIES

>ntapped ,arket(Chyawanprash)

,arket Deelopment

THREATS

isting Competition( like @imani'

baidyanath and Randu for Dabur


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port opportunities.

Innoation

In!reasing in!ome leel of the middle

!lass

Creating additional !onsumption

pattern

Chyawanprash and ,ari!o'eo arpin'

@LL and a"a" for Hatika @air il)

Bew ntrants

Threat from substitutes (like

ryll!ream for Hatika hair oil)

OVERVIE/ OF FMCB SECTOR IN INDIA

The Indian ;,C* se!tor is the ,ourt! ar'est se-tor in t!e e-onom(with a total market

size in e!ess of >+ $9.$ billion. It has a strong ,BC presen!e and is !hara!terised by a

well?established distribution network' intense !ompetition between the organised and

unorganised segments and low operational !ost. /ailability of key raw materials' !heaper

labour !osts and presen!e a!ross the entire alue !hain gies India a !ompetitie

adantage.

The ;,C* market is set to treble from >+ $$.# billion in 0&&9 to >+ 99.: billion in

0&$%. Penetration leel as well as per !apita !onsumption in most produ!t !ategories like


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"ams' toothpaste' skin !are' hair wash et! in India is low indi!ating the

untapped market potential. urgeoning Indian population' parti!ularly the

middle !lass and the rural segments' presents an opportunity to makers of branded

produ!ts to !onert !onsumers to branded produ!ts. *rowth is also likely to !ome from

!onsumer JupgradingJ in the matured produ!t !ategories. -ith 0&& million people epe!ted

to shift to pro!essed and pa!kaged food by 0&$&' India needs around >+ 08 billion of

inestment in the food?pro!essing industry.

India is one of the largest emerging markets' with a population of oer one billion. India is

one of the largest e!onomies in the world in terms of pur!hasing power and has a strong

middle !lass base of 9&& million./round E& per !ent of the total households in India ($88

million) resides in the rural areas. The total number of rural households are epe!ted to rise

from $9% million in 0&&$?&0 to $%9 million in 0&&=?$&. This presents the largest potential

market in the world. The annual size of the rural ;,C* market was estimated at around

>+ $&.% billion in 0&&$?&0. -ith growing in!omes at both the rural and the urban leel'

the market potential is epe!ted to epand further.

Rura an& ur#an %otentia

Rura3ur#an %ro,ie

>rban 2ural

Population 0&&$?&0 (mn household) %9 $9%

Population 0&&=?$& (mn household) #= $%9

Distribution (0&&$?&0) 08 E0

,arket (TownsFHillages) 9'E#8 #0E'&&&

>nierse of utlets (mn) $ 9.9

+our!eA +tatisti!al utline of India (0&&8?&=)' BC/2


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/n aerage Indian spends around :& per !ent of his in!ome on gro!ery and 8

per !ent on personal !are produ!ts. The large share of fast moing !onsumer

goods (;,C*) in total indiidual spending along with the large population base is another

fa!tor that makes India one of the largest ;,C* markets

CHANNEL OF DISTRI"UTIONS

,anufa!turing Plant

Clearing and forwarding agent (different regions)

+to!kist / +to!kist +to!kist C

2etailers 2etailers 2etailers 2etailers 2etailers 2etailers


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CONSUMERS

The aboe diagram it shows !hannel of distribution of dabur foods' here first the produ!ts

are manufa!tured and from ,anufa!turing plants the pa!ked goods are supplied to Clearing

/nd ;orwarding /gents(CK;/) and from here the goods are then further supplied to

number of +to!kiest or Distributors' from here goods rea!hes to large number of 2etailers

and it is the duty of +to!kiest to take orders from retailers and then supply the goods to

them' this work is generally done by sto!kiest salesman through ready sto!k or by taking

orders first and then pla!ing the order. ;rom here the goods finally rea!hes to Customers.

Customer pur!hases the produ!t from retailers.

This was the basi! Channel of Distribution used by Dabur ;oods' now I will throw light on

ea!h !hannel of distribution of Dabur ;oods.

Su%%( C!ain Mana'ement

+upply !hain management starts before physi!al distributionA it inoles pro!uring the right

inputs (raw materials' !omponents and !apital e7uipment)' !onerting them into finished

produ!ts and dispat!hing them to the final destinations. The supply !hain perspe!tie !an

help identify superior suppliers and distributors and help them improe produ!tiity' whi!h

ultimately brings down the !ompany1s !osts.

/ broader iew sees a !ompany at the !enter of a value network that in!ludes its

suppliers' its immediate !ustomers and their end !ustomers. The value network in!ludes

alued relations with others su!h as uniersity resear!hers' goernment approal agen!ies


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and so on.

MANUFACTURINB PLANT

Dabur ;oods has Bumber of produ!ts in its produ!t line but its main area of interest or the

produ!t on whi!h they !on!entrate the most is 2eal Gui!e K Coolers.

Dabur has its manufa!turing plant at Bepal and at Gaipur where "ui!e is manufa!tured and

tested.

PROCUREMENT 7 TRANSPORT

*etting the raw material and pa!kaging material re7uirement from the produ!tion

unit in !harge

Constant updates on the pro!urement of materials and transport details

Produ!tion details and ingredient !ontent information from the different personnel

and !oordinating this a!tiity

PACABINB

/pproal and !oordination of the supply of pa!kaging material to the produ!tion

unit

CLEARINB AND FOR/ARDINB ABENTA )C7FA*


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;rom manufa!turing plant the sto!k is transported or supplied to

!learing and forwarding agents2

Clearing and ;orwarding /gents is a third party and Dabur gies !ontra!t to them'

so !ompany has nothing to do in building the relationship with them.

@ere CK;/ keep or sto!k the goods with them.

They !harge dabur for sto!king the good and een dabur don1t mind doing so as it is

a measure of !ost !utting as well as there is no need for gowdowns and

maintenan!e.

;or *hazizbad' ,eerut' Delhi BC2 there is one CK;/ whish is situated in ,ohan

Bagar' here all goods whi!h dabur foods hare kept here.

STOCIEST OR DISTRI"UTORS

+to!kiest store the produ!ts in their godowns' CK;/ supplies the goods to them as

per their order.

+to!kiest has some sales men working under him' they are known as sto!kiest sales

man. Their work is to pla!e the produ!ts in the market and take order from retailers

and then supply goods to them.

+ales man either take ready sto!k with them or they first take orders and then supply

goods later on.

There is a beat whi!h is a s!hedule route of sales man' means sales man has to daily

!oer the route as mention in the beat.

,er!handising' making produ!ts isible' pasting posters' putting banners' and

seeing that goods are properly pla!ed in the retail outlets is also the duty of sto!kiest


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sales man.

Companies1 sales offi!er keeps a !he!k on the sto!kiest and monthly

report is also prepared whi!h is further analyzed by /+, K R+,.

In Boida Dabur has $ sto!kist' and in *haziabad $

RETAILERS

2etailers are ba!kbone of the !ompany as they are the one who !an take the produ!t

on new heights or !an bring it down to toes.

+to!kiest supplies goods to retailers and tries Persuading retailers to gie the brand

spe!ial displays (using mer!handising tools) to get affe!tie brand presen!e' and

arranging it in more noti!eable manner.

Classifi!ation of outlets in different type of markets is different a!!ording to their

sales olume.

TYPES OF RETAILS OUTLETS


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Cass Avera'e Mont!( "usiness/ /boe $&'&&&

%'&&&?$&'&&&

C >pto %'&&&

,argin of retailers is always higher than sto!kiest.

2etailers are the one who hae dire!t !onta!t with the !ustomers.

Dabur ;oods has a distribution network that !oers $E% towns and E% thousand retail

outlets making its produ!t aailable to the !onsumers a!ross the !ountry at ease.

TYPES OF RETAIL MARET

The retail market !an be !lassified on the basis of magnitude of retail.

A +C/TT2D ,/2T

Lesser no. of outlets' and

tensie outlets

"LOC MARET

Large no. of retail outlets in !hunk

SUPER MARET

Through their superior information 'logisti!al systems and buying power delier good

seri!e and immense olumes of produ!ts at attra!tie pri!es.


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CHAIN OUTLETS

@aing more than one key outlet all a!ross with a single !ontrol unit and !entral pur!hasing

strategy

THE FUTURE FOR DA"UR

Ta%%in' t!e $or& mar+etsA Dabur India' under its new brand ar!hite!ture' has ,ive

%o$er #ran&sunder its portfolio with distin!t offerings 4 Vati+a' a herbal beauty brand

with produ!ts like Hatika +hampoo' @air oil and ;airness ;a!e pa!kQ Dabur' the natural

health!are brand with produ!ts like C!(a$an%ras!and Pudin @araQ Hamoa' the tasty

digestie brand with @a"mola !andy' ;un0 and /nardana ChurnaQ Reawhi!h offers fruit

beerages and has produ!ts like 2eal ;ruit "ui!es' LemoneezQ and the re!ently laun!hed

Anmowhi!h is a !ross !ategory alue?for?money brand. Dabur has de!ided to take two of

its fie power brands 4 Dabur and Hatika 4 'o#a through its Dubai?based arm Dabur

India.

/nd the ig and 2ani ,ukher"ee will help the !ompany get a toehold in the $or&Gs

!er#a !air oi. s!am%oos an& !air -reams mar+et . The 2s $'090?!rore ;,C* ma"or has

also de!ided to gie a new impetus to its internationa ,oo& su%%ement #ran&.

Nature;u.by now laun!hing it in the burgeoning *ulf market. It is !urrently being sold

only in > and >. 3-e hae drawn an aggressie plan to laun!h Dabur and Hatika

globally' starting from the ,iddle ast ' *CC and +//2C !ountries. -e epe!t our market

share to double within two years in the $& !ountries we will fo!us on initially'11 said ,r

/rind umar' C' Dabur International. The $& top?of?mind markets for Dabur right now

are >/' +audi /rabia' uwait' ahrain' man' angladesh' Pakistan' gypt and Bigeria.

To deelop Dabur International as its ma"or oerseas hub to seri!e all markets e!ept


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2ussia' the !ompany is settin' u% a ne$ %antwhi!h is epe!ted to be

ready in a year. Dabur International already has a plant in Gabel /li to both

pa!kage produ!ts sour!ed from India and produ!es some lo!al ariants. Dabur India has

been selling its produ!t in Dubai and *CC !ountries sin!e $==0 through a fran!hise 4

2edro!k Limited. The !ompany had a!7uired this fran!hise last year at inestments of

about >+D fie million.

Bro$in' mar+et s!areA -hile there is no doubt that Dabur now has a presen!e in seeral

produ!t !ategories ranging from hair !are to oral !are to home !are to health supplements to

"ui!es and een soaps' it is also true that in some of these segments its market share is ery

low and trails the market leader by a huge margin. ;or instan!e' Dabur only has a #

market share in shampoos against @LL1s %9' and a $0 share in the oral !are segment

against Colgate1s :#.

Company offi!ials beliee that low market share means that there are substantial growth

opportunities een if these !ategories do not grow. 3ur market shares are low in some

segments. This gies us opportunity to penetrate these !ategories'11 says ,r Barang.

Drivers o, 'ro$t!A ;or the future' Dabur has identified ,oo&s. !ome -are %ro&u-ts. s+in

-are an& OTC !eat! -are %ro&u-tsas its growth engines. The !ompany plans to ramp up

its home !are business and in the food !ategory it is looking at epanding its @ommade

range of !ooking pastes and purees. In the skin !are segment' the !ompany laun!hed the

Dabur /nmol !old !ream last year and its Hatika honey and saffron soap is !urrently under

test laun!h.

E%ansion in sout! In&iaDabur is looking at epanding its business in south India'

whi!h !urrently a!!ounts for around $% of its total sales.


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COMPETITOR ANALYSIS

The key !ompetitor1s of Dabur in the Chyawanprash segment are aidyanath' Randu and

@imani' whi!h together with Dabur hae about 8% of IndiaJs domesti! market.

Da#ur is IndiaJs largest /yuredi! medi!ine supplier and the fourth largest produ!er of

;,C*. It was established in $88:' and had grown to a business leel in 0&&9 of about #%&

million dollars per year' though only a fra!tion of that is inoled with /yuredi! medi!ine.

Dabur Chyawanprash (herbal honey) has a market share of #$.

-e hae tried to analyse the !ompetition for Dabur in the Chyawanprash segment as followsA

Sri "ai&(anat! A(urve&i- "!a$an Lt&2(aidyanath for short) was founded in $=$E in

Cal!utta' and spe!ializes in /yuredi! medi!ines' though it has re!ently epanded into the


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;,C* se!tor with !osmeti! and hair !are produ!tsQ one of its international

produ!ts is +hikakai (soap pod) +hampoo.Its Chyawanprash has a market

share of $&.

an&u P!arma-euti-a /or+swas in!orporated in ombay in $=$=' named after an $8 th?

!entury /yuredi!. The !ompany fo!uses primarily on /yuredi! produ!ts (in $=9&'

pharma!euti!als were added' but the pharma!euti!al diision was separated off about 9&

years later).

T!e Himani Brou%' founded in $=E:' proides a dierse range of produ!ts' doing $$&

million dollars of business annually' though only a portion is inoled with /yuredi!

produ!ts' through its @imani lineQ the !ompany is mainly inoled with toiletries and

!osmeti!s' but also proides Chyawanprash and other health produ!ts.Its market share is

$0.

"OSTON CONSULTANCY BROUPGS BRO/TH SHARE MATRIX


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DABUR

In the past' the sheer &iversit( o, Da#ur?s %ro&u-t %ort,oiohas made an ealuation of the

!ompanyJs prospe!ts 7uite diffi!ult.

DaburJs FMCB #usiness!ontributes oer E& per !ent of Dabur IndiaJs !urrent reenues.

-ithin the ;,C* business' Dabur India fo!usses on three key produ!t groups 4 family

produ!ts' health!are and ;,C* eports. The family produ!ts portfolio boasts of 7uite a few

market leading brands 4 Dabur /mla and Hatika hair oils' Hatika shampoo' Dabur @oney'

and Dabur Lal Dant ,an"an.

Dabur India also has well?re!ognised brand names and an established distribution set?up in

the !eat!-are #usinesswith brands su!h as Dabur Chyawanprash' @a"mola' Pudin @ara and

Dabur Lal Tail. *ien DaburJs a!knowledged strengths in a(urve&i- health!are' the s!ope for

epansion in ea!h of these produ!t baskets is !onsiderable.

Though in t!e re-ent (ears' the 'ro$t! ,rom Da#ur?s FMCB %ort,oio !as #een se&ate.

due to sluggish rural demand and intense !ompetition from a host of regional brands and

!ounterfeit produ!ts. @oweer DaburJs operating profit margins hae been more or less

!onstant oer this period.


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STP ANALYSIS OF DA"UR CHYA/ANPRASH

SEBMENTATION

Dabur Chyawanprash is the market leader in the Chyawanprash segment. It !omes under

the !ategory of health supplements. The segments that it !onsiders are growing kids'

!ompetitie youth' eer busy housewies and the aged.

For t!e 'ro$in' +i&sA In todayJs !ompetitie enironment' the !hildren are under high

pressure to e!el.

For t!e -om%etitive (out!A ,odern life keeps the youth busy and demands them to be

a!tie and effi!ient.

For ever3#us( !ouse$ivesA The JhomemakerJ needs to be fit in order to shoulder all

responsibilities.

For t!e a'e&A ld age weakens a person physi!ally and mentally.

/fter segmenting the population into these !ategories it aims to keep them fit and

healthy.


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TARBETINB

Traditionally' !hyawanprash was supposed to be a health supplement for the aged and kids.

Dabur Chyawanprash (DCP) is now targeting a&uts. !ouse$ives. (out! an& +i&s.This it is

trying to a!hiee through its promotion a!tiities by making Amita#! "a--!an an& Vive+

O#eroido the endorsement a!t. /mitabh has been pro"e!ted as a user of Chyawanprash

attempting to establish the relean!e of DCP amongst the adults in today1s demanding

lifestyle. Hiek' 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 rea!hing out to kids. @is final !onersion from a non?user to a

Chyawanprash user !onne!ts with the


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improing lung fun!tion' fighting respiratory infe!tions K building resistan!e

to disease. The brand !oneys this health !ons!ious holisti! iew of the

produ!t.

"ran& Trust er $&& years of Dabur1s eperien!e in /yureda ensures sele!tion'

pro!essing and 7uality !ontrol of right herbs along with s!ientifi! and !lini!al studies makes

DCP a trustworthy offering for !onsumers. Consumers iew DCP as a produ!t by a trusted

brand and therefore do not need to think twi!e before making a pur!hasing de!ision.


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MARETINB MIX OF DA"UR CHYA/ANPRASH

Dabur Chyawanprash is the market leader in the !hyawanprash segment and has a!hieed

this with its innoatie produ!t offering' pri!ing strategy' easy aailability and promotion

!ampaigns. In the marketing mi of Dabur' we shall be dis!ussing the : Ps of marketing mi

with respe!t to Dabur Chyawanprash. The mi shall be analyzed as followedA

Produ!t

Pri!e

Pla!e

Promotion

Produ!t Pri!e Promotion Pla!e

Produ!t

Hariety

Muality

Design

;eatures

rand

Bames

+eri!es

List Pri!e

Dis!ount

;inan!ing

+!hemes

Credit

Terms

/dertising K

Promotion

Publi!

2elations

+ponsorships

Internet

,arketing

Channels

Lo!ation

Inentory


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PRODUCT

Dabur Chyawanprash is t!e ea&er in t!e C!(a$an%ras! -ate'or( and

en"oys a market share of #$ per !ent. In %&s Dabur pioneered the !on!ept of

branded Chyawanprash and sin!e has inested heaily in produ!t

deelopment' !lini!al studies and !onsumer awareness. The produ!t is essentially a health

supplement.

nown as the Jeiir o, i,e' Chyawanprash has (!lini!ally) proen benefits in maintaining

smooth body fun!tioning. The %rin-i%a in're&ient/mla (Indian *ooseberry) a!ts as an

anti?oidant and immuno?stimulant. Dabur Chyawanprash !e%s in stimulating immune

system' relieing stress' improing stamina' fighting aging through anti?oidant property'

improing lung fun!tion' fighting respiratory infe!tions K building resistan!e to disease. It is

these properties that make Dabur Chyawanprash a preferred !hoi!e for its users.

In're&ients o, Da#ur C!(a$an%ras!

Hishwast

/mla' /shwagandha' @areetaki' Dashmul' *hrit and seeral

other herbs and herbal etra!ts.
http://www.dabur.com/EN/Ayurveda/herbalGarden/details.asp?herbName=Amlahttp://www.dabur.com/EN/Ayurveda/herbalGarden/details.asp?herbName=Ashgandhhttp://www.dabur.com/EN/Ayurveda/herbalGarden/details.asp?herbName=Ashgandhhttp://www.dabur.com/EN/Ayurveda/herbalGarden/details.asp?herbName=Amlahttp://www.dabur.com/EN/Ayurveda/herbalGarden/details.asp?herbName=Ashgandh


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+pe!ial

Hishwast fortified with additional health benefi!ial herbs like

eshar' /karkara et!.

PACABINB

n

The figure aboe shows the eolution of the pa!kaging of Dabur Chyawanprash.

Dabur !ontinuously innoates the pa!kage and branding of its !hayawanprash. It laun!hed

Dabur Chyawanprash first in $=:= in a tin pa!k and it was the first branded Chyawanprash in

India. Later Dabur !ame out with its new pa!ket of Chyawanprash with Amita#! "a-!-!an

as their brand ambassador. It also re!eied J"ran& Reaun-! o, t!e Year Jaward from I,/.

Avaia#e in

Dabur Chyawanprash is aailable in three sizes to !ater to the needs of different types of

people.

$. ne kilogram pa!k

0. %&& gram pa!k

9. 0%& gram pa!k


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PRICE

The pri!ing of Dabur !hyawanprash is ery !ompetitie. Dabur !hyawanprash uses se!ond

degree pri!e dis!rimination i.e more the 7uantity' lower the pri!e.

$kg 2s.$=%.&&

%&&gms 2s.$$&.&&

0%&gms 2s. #0.&&

PRICEKUALITY MATRIX

Pri!e

S

Mual

ity

@igh ,iddle Low

@igh

Luury

+egment

Ideal ;or

Penetration

DA"UR

CHYA/ANPRASH

Premiere

ffering

,id

dle

erpri!ed /erage 2eal

argain


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Low

,ake The

+ale and

2un

>nhappy

Customers

Cheap

*oods

PLACE

Dabur has a ery wide distribution of its produ!ts through $.# million retail outlets and %& C

K ; agents all oer India who distribute produ!ts to the retailers. / distribution of C K ;

agents and manufa!turing lo!ations is gien below.

Dabur1s distribution network etends beyond India in the following !ountries as wellA

Distri#ution Net$or+

Central' Borth K +outh /meri!a

/ustralia

/sia
http://www.dabur.com/en/exports/Network/America.asphttp://www.dabur.com/en/exports/Network/Australia.asphttp://www.dabur.com/en/exports/Network/Asia.asphttp://www.dabur.com/en/exports/Network/America.asphttp://www.dabur.com/en/exports/Network/Australia.asphttp://www.dabur.com/en/exports/Network/Asia.asp


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,iddle ast

Borth K +outh /fri!a

ast K -est urope

PROMOTION

The main form of promotional a!tiities of Dabur !hyawanprash is !on!entrated towards

adertising and it has neglible sales promotional a!tiities.

A&vertisin'

Bothing !an happen without establishing the brand1s heritage emphasizing te!hnologi!al

prowess' eplaining benefits and building bonds with prospe!tie buyers. /ds are

ne!essary be!ause the images are still mouldable and fluid and the !onsumer1s

sophisti!ation leel is low. Dabur !hyawanprash is adertised on %rintmedia as well as

on teevision.

The !ompany has laun!hed two ads' one ea!h with Amita#! an& Vive+' in national

ele!troni! media followed by a series of print media !ampaign dire!ted towards !reating

awareness to edu!ate people about the holisti! benefits of Chyawanprash.The ads hae been

!reated by ,!Cann ri!sson and the !ompany would be spending !lose to 2s $& !rore in

promotional !ampaign this year. The ads would also be translated in engali. These

adertisements are supposed to target the old and the younger generation respe!tiely

The!ompany has laun!hed a new ad with ,.+. Dhoni who is leader of Indian !ri!ket team
http://www.dabur.com/en/exports/Network/MiddleEast.asphttp://www.dabur.com/en/exports/Network/Africa.asphttp://www.dabur.com/en/exports/Network/Europe.asphttp://www.dabur.com/en/exports/Network/MiddleEast.asphttp://www.dabur.com/en/exports/Network/Africa.asphttp://www.dabur.com/en/exports/Network/Europe.asp


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STRATEBY

3strategy is the determination of the basi! long?term purpose and ob"e!ties of an enterprise

and the adoption of !ourses of a!tion and allo!ation of resour!es ne!essary for !arrying out

these goals.6

In simplified terms' a strategy is the means to a!hiee ob"e!ties.

Di,,erent eves o, strate'(


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"USINESS POLICY

The study of fun!tions and responsibilities of senior management related to

organizational problems

Deals with the determination of the future !ourse of a!tion

Inoles a !hoi!e of purpose K defining what needs to be done in order to mould the

!hara!ter K identity of the org.

!on!erned with mobilisation of resour!es

STRATEBIC MANABEMENT

SM is the dynamic process of

formulation

implementation

evaluation and

control

of strategies to realise the organizations strategic intent.

FEATURES OF STRATEBIC MANABEMENT

1. ;un!tion of top leel management

2. ;ar rea!hing effe!ts

3. 2e7uire large amount of resour!es

4. It is a dynami! pro!ess

5. ;uture oriented

6. +tresses on effe!tieness


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IMPORTANCE OF STRATEBIC MANABEMENT

1. In!rease organizational effe!tieness

2. Clarify the dire!tion of a!tiities

3. @elp in a!hieing !ompetitie adantage

4. @elp in realising strategi! intent

5. Improe future prospe!ts

6. @elp in in!reasing the produ!tiity

7. Improes !ommuni!ation K !oordination

DRA/"ACS OF STRATEBIC MANABEMENT

1. La!k of a!!ura!y

2. Costly pro!ess

3. La!k of fleibility

4. Constantly !hanging enironment

5. limitations in ee!ution of plans


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6. Internal resistan!e

STRATEGIC

MANAGEMENT

MODEL


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RESEARCH METHODOLOBY

/s the purpose of the pro"e!t report is to analyze the !onsumable produ!ts su!!essfully

laun!hed in the last three years.

Type of 2esear!h Design >sed in Pro"e!tA

DESCRIPTIVE RESEARCH DESIBN

In this resear!h report of study the marketing strategy of Dabur !hyawanprash. I am using

D+C2IPTIH 2esear!h design.

Des!riptie resear!h studies are those studies whi!h are !on!erned with des!ribing the

!hara!teristi!s of a parti!ular indiidual' or of a group' studies !on!erned with spe!ifi!

predi!tions' with narrations of the fa!t and !hara!teristi!s !on!erning indiidual' group or

situations are eamples of des!riptie resear!h studies.

SAMPLE DESIBN

In this resear!h report study of ,arketing strategy of Dabur Chyawanrash in dabur India l.td'

I use non probability sampling i.e.Q Conenien!e sampling. I !hoose my sample a!!ording to

my !onenien!e and whi!h are releant to my resear!h pro"e!t.


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DATA RESOURCES

There are two sour!es through whi!h data is !olle!ted.

Primar( Data3Primary data is !olle!ted through obseration and Muestionnaire.

Se-on&ar( Data 3ooks' reports were used as a sour!e of se!ondary data.

DATA COLLECTION METHOD

"( O#servationA ? This method implies the !olle!tion of information by way of inestigators

own obseration without interiewing the respondent.

2esear!h Instrument Muestionnaire

/rea of 2esear!h BC2 Delhi

Types of Data Colle!ted Primary Data

+e!ondary Data


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;or Dabur Chyawanprash

SAMPAL SIE

$. +ample size for !ustomers were $%& in number and the unierse !omprised of all the

!onsumers within the geographi!al region of *haziabad and Boida.

0. +ample size for retailers were :& in number and the unierse !omprised of all the

!onsumers within the geographi!al region of *haziabad and Boida.

Bo other field work was employed to gather the information. The 7uestionnaire was

distributed to the respondents and the data was !olle!ted through primary and se!ondary

sour!es.

The statisti!al te!hni7ue su!h a Pi?!hart and per!entages were used in analyzing and

interpreting the data.


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O"0ECTIVE OF

THE STUDY

;ollowing are the ma"or ob"e!tie of studyA?

1. To study the ,arketing +trategy of Dabur ;oods.

2. To study the problems fa!ed by Dabur.

3. To analysis the market share of dabur.


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DATA ANALYSIS

rand Per!entage response

Dabur $&&

aidyanath E&@imani :&

Randu #&

:2 A/ARNESS LEVEL

Ana(sis the awareness leel of dabur is $&&' baidyanath E&' himani :& and

zandu #&.


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. PREFERRED "RAND

"ran& Per-enta'e res%onse

Dabur #&aidyanath $:

@imani $0

Randu $&

0

10

20

30

40

50

60

ZANDU HIMANI BAIDYANATH DABUR

PERCENTAGE

Ana(sis the preferred brand per!entage of dabur is #&' baidyanath $:' himani $: and

zandu $&.


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3.SATISFACTION LEVEL

"ran& Ratin' o, satis,a-tion

Dabur %

aidyanath :

@imani :Randu 9

Ana(sis in the satisfa!tion leel dabur has the % rating' baidyanath has the : rating' himan

has : rating and zandu has 9 rating among the market.


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4. REASONS FOR SELECTINB A PARTICULAR "RAND

Reasons Per-enta'e res%onse

@elth #%

rand loyalty 0&

Taste %Pri!e $&

Ana(sis #% people sele!t a parti!ular brand for reasons of health' 0& for brand loyalty'

% for taste' $& for pri!e.


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5.HO/ DID YOU COME TO NO/ A"OUT THIS "RAND

Me&ium Per-enta'e

T 8&

Internet &

-om 9&Print %&

Ana(sis 8& response sear!hed by t' & with internet' 9& with -,' %& with print.


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42 UNAVAILA"ILITY OF PREFERRED "RAND

Con&ition Per-enta'e

Pur!hase another brand 0%

-ait :&uy substitute $%

-hateer offered by retailer 0&

0

5

10

15

20

25

30

35

40

PURCHASE ANOTHER BRAND WAIT BUY SUBSTITUTEWHATEVER OFFERED BY RETAILER

PERCENTAGE

Ana(sis in the !ondition of unaailability of preferred brand 0% !ustomer pur!hase

another brand' :& !ustomer wait for parti!ular brand and $% !ustomer buy substitute

produ!ts and 0& !ustomer a!!ept the offer gien by retailer.

7. PREFERRED PAC SIE

Pa-+ sie Per-enta'e

$kg 9&

%&&g %&0%&g 0&


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Ana(sis %&&g pa!k size is most preferred pa!k size with %&.


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FINDINBS

A The awareness leel of dabur is $&&' baidyanath E&' himani :& and zandu #&.

A The preferred brand per!entage of dabur is #&' baidyanath $:' himani $: and

zandu $&.

A In the satisfa!tion leel dabur has the % rating' baidyanath has the : rating' himan has

: rating and zandu has 9 rating among the market.

A #% people sele!t a parti!ular brand for reasons of health' 0& for brand loyalty' %

for taste' $& for pri!e.

A 8& response sear!hed by t' & with internet' 9& with wom' %& with print.

A In the !ondition of unaailability of preferred brand 0% !ustomer pur!hase another

brand' :& !ustomer wait for parti!ular brand and $% !ustomer buy substitute

produ!ts and 0& !ustomer a!!ept the offer gien by retailer.

A %&&g pa!k size is most preferred pa!k size with %&.


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CONCLUSION

S

The C!(a$an%ras!Industry is yet to !apture the beerage market in full swing. Pa!ked

C!(a$an%ras!followed byAmla'Ashwagandha'Hareetaki' Dashmul' *hrit and seeral

ther herbs and herbal etra!ts. The market. The !onsumer1s patrioti! loe for tea and !offee

is unfared. C!(a$an%ras!are yet to establish their supplement use in the aerage household

here in lies the great opportunities. -ithin the market' it is safe to !on!lude that dabur has hit

off ratherwell with the masses. Dabur has !learly lost it head start adantage and thereby

a!7uiring "ust 9% of the market share while others en"oy rest of the market share. This

!ould be well attributed to dabur su!!essful /T/ (/ailability' Taste and /ffordability)

marketing module' the attributes most rated by the !onsumers. La!k of publi!ity has

hampered the growth progress of the brand so aggressie adertising is needed to promote

C!(a$an%ras!. The brands su!h as that of C!(a$an%ras!by Haidyanath' C!(a$an%ras!

with its Usona!handi' U,inute? made1 and also >+ food giantssDel ,onte are ready to hit the

C!(a$an%ras!market ery soon.

/s the strategies of the !ompanies keeps on !hanging' be it in C!(a$an%ras!industry' a

!ompany has to !reate per!eptions and !oer them into realities. It is an epensie

proposition re7uiring huge ependiture on adertising' sponsorships and media. Thus' the

ideal !ompany will be the one whi!h !ombines the high end te!hnology with !onsumer

insight.

/s $# of the e!ise duty is eempted on food produ!ts in this budget' ,any food

!ompanies in!luding Dabur got benefited from it. n the analysis of surey it was found that
http://www.dabur.com/EN/Ayurveda/herbalGarden/details.asp?herbName=Amlahttp://www.dabur.com/EN/Ayurveda/herbalGarden/details.asp?herbName=Ashgandhhttp://www.dabur.com/EN/Ayurveda/herbalGarden/details.asp?herbName=Amlahttp://www.dabur.com/EN/Ayurveda/herbalGarden/details.asp?herbName=Ashgandh


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target ,arket of C!(a$an%ras! want 7uality benefit rather then Pri!e

benefit' so it is better to stress on 7uality rather than on de!reasing pri!e to

in!rease sales and profit.


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LIMITATI

ONS

1. It was highly epensie and time !onsuming.

2. The resear!h is !arried out on !ustomers' dealers wholesaler retailers et!. who are human

beings. @uman beings hae a tenden!y to behae artifi!ially when they know that they

are being obsered.

3. +ub"e!tiity is the main limitation of the study. It is ery diffi!ult to erify the resear!h

results.

4. The pro"e!ts generally took longer time. The time by whi!h the resear!h results are

presented market situation !an undergo a !hange.


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REC

OMMENDATION

There are 0 key fa!tors' whi!h will !ontribute to in!reasing demand for Chyawanprash K

Chyawanprash produ!tA

$. pose !onsumers to as many uses of Chyawanprash K Chyawanprash produ!t as

possible.

0. Cater to preferen!es regarding Chyawanprash !ontainer size K different arieties

present in the market pla!e

9. Laun!h a!tie sales promotion s!hemes

:. /dertise in more !ontemporary manner and during the prime time when iewer ship

is maimum

%. ert sales push by tying up with the retailers' so that they may promote the produ!t

K in!rease isibility of the produ!t by way of greater shelf spa!e

#. The Produ!ts should show strong asso!iation with health immunity.

E. Company should laun!h it in arious flaours so that people hae more !hoi!e.

8. +ales promotion s!hemes like 3pri!e off or etra /mount6 !an be gien.

=. ,ore s!hemes like U+easonal +!hemes1 !an be gien to the retailers.

$&. ,ore and more displays like window hiring !an be gien for the retails outlelts as it

has been said that 3"itna Dikhega >tna ikega6.

$$. The !ompany should make the produ!t in small sa!het. +o that market penetration !an

be in!reased.


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"I"LIOBRAPHY

"oo+s

Philip otler K ein Lane eller 3,arketing ,anagementA Twelfth dition6

C.2. othari 32esear!h ,ethodologyA ,ethods and Te!hni7ues ;irst dition $=8%.6

;lippo dwin.' Personnel ,anagement' dition sith' Tata ,! *raw @ills' $=8:'

p.g. 00%?09&

*upta' C..' ,arketing ,anagement' dition ;ifth (2eprint)'+ultan Chand and +ons'

Bew Delhi 0&' P.*. %.9?%.$&

Dr. ,ukesh Dhunna' 3,arketing ,anagementA ;irst dition 0&&%.6

/e#sites

www.dabur.!om

www.tutor0u.net

www.brand!hannel.!om

www.blonnet.!om

www.superbrandsindia.!om
http://www.dabur.com/http://www.tutor2u.net/http://www.brandchannel.com/http://www.blonnet.com/http://www.superbrandsindia.com/http://www.dabur.com/http://www.tutor2u.net/http://www.brandchannel.com/http://www.blonnet.com/http://www.superbrandsindia.com/


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CONSU

MER UESTIONAIRE3DA"UR CHYA/ANPRASH

Dear 2espondent'

Thanks for sparing few minutes to fill this 7uestionnaire' whi!h will help us to study the

!onsumer per!eption for !hawanprash.

/ny information proided by you will stri!tly be used for /!ademi! Purpose.

:2 /!i-! #ran&s o, C!a$an%ras! are (ou a$are o,

Randu

@imani

aidyanath

Dabur

82 /!i-! #ran& o, C!a$an%ras! &o (ou use

Randu

@imani

aidyanath

Dabur

=2 /!ere $ou& (ou rate (our #ran& on a s-ae o, : 6 )6 #ein' !i'!est*

$

0


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9

:

%

;2 /!at are t!e %rimar( reasons ,or $!i-! (ou use t!is %arti-uar #ran&

@ealth

rand Loyalty

Taste

Pri!e

62 Ho$ &i& (ou 'et to !ear a#out t!is #ran&

TH

Internet

-ord of ,outh

Print

42 I, (our #ran& is not avaia#e (ou $ou&22

Pur!hase another brand

-ait for it to be aailable

*o for a substitute

uy what is offered by the retailer

>2 /!i-! %a-+ sie &o (ou %re,er

$ kg

%&& gm


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0%& gm

92 On $!at %arameters &o (ou -!oose t!is %a-+ sie

/ailability

Pri!e

;amily size

+torage


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RETAILER UESTIONNAIRE3DA"UR CHYA/ANPRASH

Dear 2espondent'

Thanks for sparing few minutes to fill this 7uestionnaire' whi!h will help us to study the

!onsumer per!eption for the Chyawanprash !ategory that we hae !hosen to study.

/ny information proided by you will purely and stri!tly be used for /!ademi! Purpose only.

:2 /!i-! #ran&s o, C!(a$an%ras! &o (ou sto-+

Randu

@imani

aidyanath

Dabur

82 Out o, t!ese $!i-! are t!e most %re,erre&

Randu

@imani

aidyanath

Dabur

=2 A--or&in' to (ou $!at are t!e reasons ,or -ustomersG %re,eren-es

rand loyalty

Pri!e

/ailability

Bo reason


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;2 /!at is t!e %ro,ie o, (our t(%i-a -onsumer

@igh in!ome

,iddle in!ome

Low in!ome

62 /!at s-!emes are (ou o,,ere& #( t!e -om%anies

Pri!e dis!ounts

uy one get one free

thers

42 /!at s-!emes &oes a -onsumer %re,er most

Pri!e dis!ounts

uy one get one free

thers

>2 A--or&in' to (ou. &oes in3store a&vertisin' !ave an a,,e-t on t!e -onsumersG

%re,eren-e

Raju Chaudharymba Iiird Sem

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