WINTER PROJECT REPORT

ON
“comparative analysis and market
presence(Agra) of Dabur Hajmola”

UNDER THE GUIDANCE OF

MR.SUBHO CHATTOPADHYAY
FACULTY LBSIMT BAREILLY

Submitted by: Submitted to:

MOHIT KUMAR GUPTA DR V.N.CHOUDHARY
ROLL NO -213050 ACADEMIC COORDINATOR
LBSIMT BAREILLY

LB S I M T

Lal Bahadur Shastri Institute of

Management and Technology,
Bareilly (PGDM 2008-10)

1
 ACKNOWLEDGEMENT

The beatitude, bliss and euphoria that accompany the successful completion of any task
would not be complete without the expression of appreciation of simple virtues to the
people who made it possible.

The final project report is submitted to LAL BAHADUR SHASTRI INSTITUTE

OF MANAGEMENT AND TECHNOLOGY for partial fulfillment of, post graduate
diploma in management (PGDM).

This project is an attempt to study “comparative analysis and market presence(Agra) of

Dabur Hajmola”..

I would like to sincerely thank my faculty guide Asst. Prof .Subho chattoupadyay
whose guidance has helped me to Understand and complete my project timely and with
proper manner

Mohit kumar gupta

PGDM (2008-10)

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 DECLARATION

I do hereby declare that the project report is submitted as partial fulfillment of the
requirement of PGDM Program of LAL BAHADUR SHASTRI INSTITUTE OF
MANAGEMENT AND TECHNOLOGY BAREILLY

The Project has been done under the guidance of Asst.Prof. Subho Chattopadhyay
Faculty guide, LAL BAHADUR SHASTRI INSTITUE OF MANAGEMENT AND
TECHNOLOGY BAREILLY.

No part of this report has not been published or submitted elsewhere for the fulfillment of
any degree or diploma for any institute or university.

INDEX

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1 Company profile 5
2 Product profile 8
3 Research methodology 11
4 Competition analysis 12
5 SWOT analysis 13
6 Retail data analysis 15
7 Market share of Dabur Hajmola 16
8 Product/Market profitability 18
9 Competitive advantage 20

10 Consumer survey analysis 22

11 Product life cycle/Customer loyalty 23

12 Tendency to buy 25
13 Present performance of Dabur Hajmola 27
14 BCG matrix 30
15 Findings and problems 32
16 Suggested strategies for increasing the Market 33
size
17 Conclusion 35
18 Bibliography 36

Company Profile

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Dabur, today one of the largest FMCG companies in India, was started by the Burman
family in 1884 in Kolkata (West Bengal).With a legacy of 125 years built on attributes of
quality and trust, Dabur has proven its expertise in the fields of health care, personal care,
Homecare and Foods.

The business based on the vision of founder Dr S K Burman - "What is life that cannot
bring comfort to others", started as a small pharmacy selling healthcare products. Two
decades later the company entered the specialized area of Ayurvedic medicines and
branded its products. With growing demand, Dabur shifted its operations to Delhi in 1972
and a few years later set up full-fledged research operations in healthcare.

In the early 1990s, with the economy opening up, the company identified various
investment opportunities to accelerate its growth. The management also realized the
importance of scaling up its operations and decided to go public during mid-nineties. It is
during this time that the company also decided to professionalize its operations by
curtailing the role of the promoter family and inducting professionals from outside to take
charge. Subsequently in 1996, Dabur India set up its own foods division - Dabur Foods,
as wholly owned subsidiary of Dabur India.

The company, headquartered in Ghaziabad, Uttar Pradesh, is today listed on Indian stock
exchanges and commands a valuation of over US$ 1.5 billion. Operating through various
business divisions supported by manufacturing presence spread in India and overseas, the
company has been ranked amongst the “Best under a Billion” list by Forbes.

The company has over 12 manufacturing units in India & abroad. The international
facilities are located in Nepal, Dubai, Bangladesh, Egypt and Nigeria. Three of the
facilities in India are strategically located in excise duty free zones - Rudrapur
(Uttaranchal), Baddi (Himachal Pradesh) and Jammu.With the acquisition of Balsara,
Dabur now has additional facilities at Baddi & Silvassa (Dadar & Nagar Haveli).The
company has a multifruit processing plant at Siliguri (West Bengal) for production of
pulp and concentrates.This is a step taken by the company towards backward integration

5
by locating this facility in proximity to its juice plant in Nepal. Dabur Foods, the
subsidiary of Dabur India has also recently acquired a fruit juice plant in Jaipur
(Rajasthan).

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The pie-chart below shows the contribution of different product categories to the
Customer Health Division (CHD) of Dabur. According to the chart, maximum
contribution is made by Hair Care products followed by Oral Care products and Health
Supplements. Digestive and Confectionary products contribute 10% of total contribution
in CHD of Dabur and least contribution is made by Home Care products.

2008-09

21% 22%
6% Home Care
Oral Care
10% Baby &Skin care
33% Hair care
8% Digestive & Confectionary
Health Supplement

The Product under Study

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The product for our study is Dabur Hajmola. I have considered the following varients
under the brand name of Dabur Hajmola.

1. Hajmola Tablets

Originally Ayurvedic digestive medicine. First to be

branded as a product. Mix of traditional Indian culinary
herbs, spices and edible salts.

Health Benefits
- Eases condition of flatulence 
- Controls Dyspepsia
- Increases appetite
- Helps in proper digestion and relieves indigestion

Usage
Can be taken at any time of the day. Chewing slowly improves the taste.
Recommended Dose
   Adults and elderly: 1 - 2 tablets
   Children:               1 tablet
   
Overdose Caution
   Hajmola Tablets taken in large dose can cause irritation in the stomach.
   Storage: Keep in a cool, dark place.

2. Hajmola Candy:
The zingy tangy candy that's fun to have any
time of the day. And what's more, it gets
your digestive juices working better. That's a

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great way to enjoy while staying healthy – with Hajmola Candy's khatta meetha taste and
4 fun-filled flavours.

3. Hajmola Candy Fun2:

Hajmola Candy brings in an innovative and

exciting offering in the confectionary category-
Hajmola Fun2Candy.

“A centre filled candy 2 times masty and 2 times

the taste.”

4. Hajmola Mast Masala:

Hajmola Mast Masala is a chaat masala with

dual benefit. It has a chatpata taste with the
benefits of good digestive element.

5. Hajmola Anardana:

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 Hajmola Anardana Churan,
with its unique chatpata taste
and do good properties, is the
first branded churan in the
market.

Research Methodology

All the data taken in this project, are secondary data, which is taken from
various sources.
 AC Neilson survey conducted on Agra- 2007
 www.dabur.com
 News Papers and Articles

Statistical Tools
Simple statistical tools like Bar chart, Pie chart, Tables are used.

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 Competition Analysis

As a part of my project i will be taking into account various players in Digestive and
Confectionary (Hard-boiled Candies) market. Following table shows the players along
with their Brands and product variants that are taken for consideration.

S. No. Name of the organization Brand Product Varients

1. Dabur Hajmola Digestive tablets Imli, Awaleha
Hajmola Candy Albela Aam,
Chulbuli Imli,
Pangebaaz
Pineapple, Rangeela
Santra
Hajmola Fun 2 Candy Peech, Green,
Mango, Litchi
Hajmola Anardana -
2. S.S.G. Pharma Satmola Digestive tablets -
Kaccha Aam -
Jaljeera -
3. Anil Foods Chatmola Churn and tablets
Jeeragol -
Candy -
4. Hamdard Pachnol -
5. Poddar Gasgo -

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6. Alka Ayurvedic Pvt. Ltd. Pachmolla -
Khatmolla -
7. ITC Canyman Albelu Imli
8. Divya Pharmacy Pachak Anardana -

Major Competitors:

1. ITC
2. S.S.G. Pharma
3. Divya Pharmacy
4. Anil Foods

SWOT ANALYSIS OF DABUR

STRENGTHS: WEAKNESSES:

 A very rich base of traditional

 Sub-critical R&D investments.
knowledge in therapeutics i.e.
 Lack of innovative R&D culture in
Ayurveda, Sidha & Unani.
industry.
 Well developed engineering base to
 Poor networking among
produce wide range of pharmaceutical
constituents in the innovation
equipment and machinery.
chain.
 Successful experience in innovative
 Inadequate trained manpower in
process chemistry.
emerging areas.
 Relatively low priced products.
 High quality products.
 Strong Product Adaptation.
 Strong Media and Advertising
Management.
 Modern Trade Management.
 Distributions reach of 1.8 million

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 retail outlets.
 Agronomy initiative to ensure supply
of rare medicinal herbs.

OPPORTUNITIES: THREATS:

 Inability to cope-up with the rapidly

 Due to rising costs of R&D overseas,
changing new discovery technologies
greater tendency towards outsourcing
and processes at the global level.
and networking.
 Rapidly changing standards of quality
 Expertise to blend knowledge of
and manufacturing at the international
traditional medicines with modern
level.
science.
 Lack of clearly articulated and
 Potential for clinical research and
facilitative national IPR policies.
initiating clinical trials.
 Lack of strategy to bring convergence
 Opportunity to improve quality
between aspirations of the `small’ and
standards.
`big’ players.
 Consumers moving up the value-
 Distortion in priority and public
chain.
concern on health & Pharma issues.
 Reducing tariff levels and dumping
can be a threat to survival of products
and industry.
 Rising demand of the Ayurvedic
products of prospective competitor i.e.
Divya Pharmacy.

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 Retail Data Analysis

Data analysis gave us the following results in various segments.

Market Share: This helped in finding the market share of Dabur Hajmola with respect
to other players and the market share of various variants of Dabur Hajmola.

Market Share of Dabur Hajmola (Competition-wise June 2008)

This pie chart shows
the competition that
Dabur is facing from
the other major
players existing in the
industry. The closest
competitor of Dabur
is ITC and S.S.G.
Pharma, Divya
Pharmacy and Anil Foods are other competitors. The chart clearly shows that Dabur is
the market leader with 93% share in Digestive and Confectionary (hard- boiled candies)
industry.
Distribution of market share of Dabur Hajmola among its varients

This chart shows the

distribution of market
share of Dabur Hajmola
among its variants.
Hajmola tablets have the

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maximum share follwed by Hajmola Candy. Thus maximum revenue of Dabur Hajmola
comes from Hajmola tablets and Candy with 47 percent and 46 percent of total revenue
respectively.Hajmola
** as per survey done by AC Neilson-2007(Agra).

Fun2Candy and Hajmola Anardana contribute about 3 percent and 4 percent respectively
of total revenue.

Market Share of Dabur Hajmola (Zone-wise)

The chart clearly shows

that maximum revenue
comes from North zone
followed by East zone. This
is because of the fact that
north zone has the
maximum number of stores
and shops penetration as
compared to any other
zone.

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 Market share of Dabur Hajmola ( On the basis of regions)

Availability of Dabur Hajmola

Departmental Store
Medical Store
2% 2% 2% 2% 24%
General Store
Kirana Shops
Bakery Shops
Sweets Ssops
48% 20%
Canteen of Institutes

** as per survey done by AC Neilson-2007(Agra).

According to this pie-chart, maximum quantities of Dabur Hajmola in Agra sell through
General Stores followed by Departmental Stores and Medical Stores. The quantity of
Dabur Hajmola sold by each General Store is less as compared to the Departmental Store
but as they are many in numbers their contribution is highest in the total quantities sold of
Dabur Hajmola from Agra. The Kirana Sops, Bakery ShoSweets Shops and Canteens
contribute about 2 percent of total quantities sold as they are very few in number.
** as per survey done by AC Neilson-2007(Agra).

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 PRODUCT/MARKET PROFITABILITY

Profit Impact of Market Studies (PIMS) research has shown that there is a clear
relationship between profitability, market share, and product quality. Here i consider
quality of all aspects of dabur offer.
If customers perceive the offering as being of higher quality, they are prepared to pay
more for it. This matrix displays this relationship.

40% ROI:

 High Market Share

 High Product Quality
Your offering is in the best quadrant. Companies which are able to combine high product
quality with high market share average around 40 percent return on investment.

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**Dabur Hajmola also lies in this quadrant with 93% of market share and offering
high product quality.

20% ROI:

 High Market Share

 Low Product Quality
Your offering is in the quadrant that averages about 20 percent return on investment.
These profits probably result from low costs as a result of economies of scale made
possible by the high market share. Products in this quadrant are often oriented to a mass
market and are generally quite difficult to differentiate. The principle criterion for
purchase is price.

20% ROI:

 Low Market Share

 High Product Quality
Your offering is in the group that averages a 20 percent return on investment. Although
you have a low market share, customers are willing to pay a higher price for the product.

**Divya Pharmacy lies in this quadrant, though its market share is initially low but
it is offering high quality products with Ayurvedic ingredients and is a prospective
threat to Dabur Hajmola.

Low Return:

 Low Market Share

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  Low Product Quality
Your offering is in the quadrant where profitability is generally very low. Both market
share and product quality are below average. Companies in this quadrant generally
consider withdrawing their offering and making investments elsewhere.

**S.S.G.Pharma competitor of Dabur Hajmola lies in this quadrant with 1%

market share and offering low quality as compared to Hajmola.

COMPETITIVE ADVANTAGE

This matrix examines how an organization might gain a competitive advantage. It

measures relative costs and the degree to which the organization can differentiate its
products/services from those of its competitors.

Maintain Specialty:
 Differentiation: High
Relative costs: High

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  Indicates a specialty company that markets unique products at premium price.

Outstanding Success:
 Differentiation: High
Relative Costs: Low
 Outstanding opportunity for success.
 Freedom to compete at any price.

**Dabur’s Hajmola lies in this quadrant where it provides vast customer base with
relatively low costs but high product differentiation through high quality.

Hope for Growth Market:

 Differentiation: Low
Relative costs: High
 You have high costs and a commodity type of product.
 The only hope for success is rapid growth of the market.

Maintain Cost Advantage:

 Differentiation: Low
Relative costs: Low
 Your products or services are much like your competitors'. If you can maintain
your cost advantage, you can compete well as the lowest cost producer.

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 Consumer Survey Analysis

The Customer survey done by AC Neilson included a question which inquired about the
factors that influence the consumers to make a decision on which brand of Digestive
tablet and Candies they wished to buy. This reflects the pre-purchase decision making of
the consumer before the actual point of purchase. The trends reflected are summarized in
the following chart:

Factors Influencing Customers Purchase

Decision

30% 25%
25%
20% 16% 15%
15% 12% Series1
10% 10%
10% 6% 6%
5%
0%
Advertising

Availability
Taste
Ingredients

Brand

Price

Packaging

Endorsement
Celebrity

Easy
Main

** as per survey done by AC Neilson-2007(Agra).

Interpretations:

1. 25 percent of the customers are influenced by the main ingredient Dabur Hajmola
contains. The traditional Indian Culinary mix of herbs and spices it contains,
helps in easing condition of flatulence, Controlling Dyspepsia, and increasing
appetite. It also helps in proper digestion and relieves indigestion.

21
2. Brand trust is a major factor that affects consumer’s buying patterns. Thus a
brand with a high trust value for an individual consumer is a major factor to
influencing consumer buying and comes only after the Main ingredients on 16%
of the consumer’s priority list.

3. 15 percent of the consumers are influenced by the taste of Dabur Hajmola. The
zingy and tangy taste of Dabur Hajmola influence them to purchase it vis- a- vis
its competition.

4. Customers having Celebrity Endorsement (6%) , Advertisement (6% of the

customers) and Easy Availability (10% of the customers) were among the least
counted factors that accounted for the purchase of a particular brand of Digestive
tablets and candies.

PRODUCT LIFE CYCLE/CUSTOMER’S LOYALTY

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This chart illustrates the value of customer loyalty in markets with different levels of
growth.

Develop Loyalty:

 High Market Growth

 Low Customer Loyalty
There are clear long term advantages to developing customer loyalty in this quadrant.
Your actions should be focused at the efforts required to secure this loyalty.
**S.S.G Pharma’s products lies in this quadrant with only 1% market share and
low customer loyalty and customers are high switchers.

Maintain Loyalty:

 High Market Growth

 High Customer Loyalty
This quadrant indicates success. You should be reaping the rewards of customer loyalty.
However, you should continue to work to maintain that loyalty. You should not be
complacent.
**Dabur Hajmola lies in this category with only 6% customers with low brand
loyalty.
**Divya Pharmacy’s products lies in this quadrant with only 1% market share but
high customer loyalty and its customers are hard core loyals.

Specialist Company:

 Low Market Growth

 Low Customer Loyalty

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The low market growth makes it questionable for you to spend resources in building
customer loyalty. If you are a specialist company or are in the embryonic stage of a
market, your efforts may be justified.

Try Not to Lose It:

 Low Market Growth

 High Customer Loyalty
Some customers are very loyal to their suppliers. If you have developed their trust and
support, even in a low-growth market, take care not to do anything to lose that loyalty.
The market is probably mature, so do not overspend in this environment.

TENDENCY TO BUY

Buying decisions are influenced by many factors. Two of the most important factors are
the nature of the product itself and the extent to which the customer knows and trusts the

24
supplier. This chart illustrates the relationship between these factors as it relates to you
and your competitors.

Promotion:
 Well known company
 Me-too Product
Your company is well known but your product offers little differential advantage over its
competition. The success you can expect will depend largely on your skills in sales and
your efforts in the general promotion of your product.

**Dabur’s Hajmola lies in this quadrant as the company is well established and has
aggressive advertising strategies with focus on brand endorsements combined with
high and effective sales promotion strategies.

You Have It Made:

 Well known company
 Unique Product
This quadrant implies success. Most of your customers rebuy from you most of the time
if you fall into this category.

**This quadrant is the aspiring and most sought after segment for most products
and for Dabur’s Hajmola also, to have a unique identity in customer’s mind.

Focused Differentiation:
 Unknown company
 Me-Too Product
Most customers will not buy from you. Your best chance for survival is to differentiate
your product to make it attractive for some subgroup of customers. It is going to be
difficult.

25
Advertising:
 Unknown company
 Unique Product
Customers are suspicious about dealing with companies which are unknown even if they
have superior products. Your success depends on the impact that sales and advertising
make on your image. You must focus your efforts in these areas of marketing to be
successful.

**Divya Pharmacy’s products lie in this particular quadrant, though it offers

unique products but is not aggressive advertiser.

Present Performance Of Dabur Hajmola

Present performance of Dabur Hajmola on 4Ps of marketing

On the basis of Retail Audit and retailers’ response we have tried to analyze the present
performance of Dabur hajmola on 4 Ps of marketing.

PRODUCT

 Dabur Hajmola has a very broad product line which includes Dabur Hajmola
digestive tablets, Hajmola Candy, Hajmola Mast Masala, Hajmola Anardana, and
Hajmola Yumstick.

 Dabur Hajmola offers various new and innovative variants in its product line. Its
candies are available in many flavours- aam, imli, pineapple, litchi, etc.

26
  Dabur Hajmola is famous for its traditional Indian Culinary mix of herbs and
spices that helps in easing condition of flatulence, Controlling Dyspepsia, and
increasing appetite. It also helps in proper digestion and relieves indigestion.

PRICE

 Dabur Hajmola is a low-priced product.

 Dabur Hajmola tablets are preferred by consumers of all age groups and
consumers belonging to 35 plus age group consume it on daily basis.
 Dabur Hajmola Candy and Yumstick if famous among children as it is low-priced
and can be bought in quantities with their pocket money.

PROMOTION

 Dabur Hajmola has different promotional strategies for its different products.
 Dabur Hajmola Tablets are promoted on Health platform as an Ayurvedic and
Digestive tablets.
 Dabur Hajmola Candy, Yumstick and Anardana are promoted on Taste platform
as zingy and tangy products.
 Dabur Hajmola Mast Masala is being promoted on dual-benefit i.e. Digestive and
Tasty.
 The company uses Amitabh Bachchan as its brand ambassador and tries to cash in
on his popularity. Promotion on mass media such as television is done by the
company centrally.

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PLACE
 Dabur Hajmola’a Supply Chain Flow Chart

The various products of Dabur Hajmola are moved from its manufacturing location to
Carry & Forward Agents (C&F Agents), Mother Depots, Institutions and Export
Customers. The Mother Depots then distribute it to various C&F Agents who thereafter
distribute them to various distributors. From these distributors it goes to retailers.

The distribution channels followed are of 4 types:

1. 3-level distribution channel:
Manufacturing locationC&F AgentsDistributorsRetailersCustomers.

2. 4-level distribution channel:

Manufacturing locationMother DepotsC&F Agents Distributors
↓

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 CustomersRetailers

3. One-level distribution channel:

Manufacturing locationInstitutionsCustomers

4. Zero –level distribution channel:

Manufacturing locationExport Customers

 Dabur Hajmola tablets and Hajmola Candy have a very strong distribution in
North zone. but its other brands viz. Hajmola Mast Masala and Yumstick are not at all
available in south, east zones. Hajmola Anardana and Hajmola Fun2Candy are somewhat
weak in their distribution.

BCG Matrix

29
Dabur Hajmola has High Business Growth and High Market Share and hence has a Star
position. It has 93% market Share and therefore we can increase its market size by
devising appropriate strategies. As it is market leader it needs to strengthen its position in
the market.

All the competitors of Dabur Hajmola are at the position of Question Marks as the
Business Growth is high but their Relative Market Share is low.

30
 FINDINGS AND PROBLEMS

 Dabur has a wide product profile than its competitors in indigestives

confectionary candies segments, that creates a strong brand image in the mind of
consumers.

 Dabur has very rich base of knowledge in ayurveda, and provides high quality
product at relatively low price. It has strong product market presentation.

 Dabur’s weakness lies in its research and development.

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  Most of the sales happens from the North zone, this is because it has the
penetration in this area than to any other zones. These untapped area can provide
the space for its competitors.

 In the market (Agra) 68% of the total sales comes from departmental stores and
medical stores, yet distribution of Hajmola yumstick and Hajmola mast masala is
very weak.

 Market is full of same product some new product with different attribute can be
launched with new promotional strategies.

SUGGESTED STRATEGIES FOR INCREASING MARKET SIZE

PRODUCT

 Providing new variants of Dabur Hajmola Tablets in form of new flavors, namely
Tablets with Aijwan & Black Salt as ingredients. These offerings would be
unique for Dabur Hajmola and can boost its stagnant growth in the Digestive
segment.

 Company should planning to introduce Dabur Hajmola Amla Candy. These

candies will help in blood purification, improving the eye sight, hair strengthening
and proper digestion. These will be targeted towards consumers in the age group
of 35 and above.

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  Dabur Hajmola Anardana will be supplied in the form of small sachets.

PRICE

 Dabur Hajmola Anardana sachets will be priced at Re. 1 per sachet.

 Dabur Hajmola Amla Candy will be provided in pack size of 500 gms priced at
Rs. 50 and 1 kg priced at Rs. 95.

 Dabur Hajmola Tablets in the flavours of Aijwain and Black Salt will be priced at
Rs. 20 for 110 tablets.

PLACE

 Provided as a replacement or complement with mouth refreshments in

restaurants/food chains. Restaurant owners can be provided with commission after
setting off profit margins of the company.
 Can be placed at Counters in Showrooms/Malls. Counters mean the cash or
delivery counters. The target segment for this strategy is children above 4 years.
The heights of these counters should not be more than 3 fts. , so as to be within
the reach of children.

 Provided to licensed Ice-Cream Vendors. These licensed Ice-Cream Vendors are

present in every nook and corners of the country, thus can reach the target
segment of Hajmola Candy i.e. children. These vendors can be hired on
commission basis directly or through particular Ice-Cream manufacturing
companies.

33
  Supplied to Low cost Airlines/Railway Catering Agencies. Dabur Hajmola can
enter into strategic alliance with Indian Railways or with various Zonal Railways
catering services to supply Hajmola after the meals as a digestive tablet.

 The distribution of some products of Dabur Hajmola viz. Hajmola Mast Masala
and Hajmola Yumstick is very weak. Therefore, we are planning to enhance its
shelf space by providing prompt delivery to the retailers.

PROMOTION

 Children are a primary next focus for the company and it needs to channelise
adequate promotion focus through such media as Cartoon Channel and other
children related programmes.

 Endorsements by health care professionals. Dabur Hajmola to promote its

Digestive segment can engage it’s products to be endorsed by health care
professionals, as customers can trust these professionals due to their profession
and experience

Conclusion

 All these plans have been prepared taking into consideration of the
available information from various sources. And once successful it
can be reconsidered and launched on the national and international
stage.

34
  I would like to inform you that while preparing all these plans I
have tried to consider every nook and corner and have left no stone
unturned. But still my strategy is open to change if required.

 These strategies will be rolled out in a phased manner as in

requirement with our short term and long term objectives.

 All the strategies should be implemented in a phased manner

keeping both long term and short term objectives in mind.

BIBLIOGRAPHY

 www.cbronline.com, accessed on December 2, 2009.

 www.greenfielders.com, accessed on november 5, 2009.
 www.kslindia.com and www.kslinvestor.com, accessed on January5,
2009.
 www.dabur.com

35
 Research Paper on “A REPORT ON DABUR CHYAWANPRASH
INDUSTRY, COMPETITORS & CUSTOMERS” by students of
Xavier Institute of management, Bhubneshwar.
 Jyothi Datta, P.T., Dabur Upbeat on Growth Strategy, The Hindu
Business Line Internet Edition,
http://blonnet.com/2002/02/13/stories/2002021301930400.htm, 12th
Feb 2002
 Kaul, Pummy, (2000) Dabur Honey Now in a Trendy Squeezee Pack,
Financial Express Online Edition,
http://www.financialexpress.com/fe/daily/20000705/fst05020.html
5th July
 Management Discussion and Review, Dabur India Limited,
www.dabur.com/Management%20Review2000.pdf
 Philip Kotler, Marketing Management
 Rajan Saxena, Marketing Management
 AC Neilson survey conducted on agra- 2007

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