CONTENTS

Topic Page number

1. Executive Summery 1
2. Introduction 2
3. Dabur India Limited
• Corporate Profile
5
• Dabur at a Glance
7
• Brief History
10
• Distribution Network Of Dabur
13
4. Objectives Of The Study 17
5. Research Methodology 18
• Sampling Techniques
20
• Methodology Of Data Collection
21
6. Data Analysis & Interpretation 23
• Availability Analysis
23
• Availability of Products Analysis
25
• Coverage Analysis
28
• Retailer’s Transportation Mode Analysis
30
• Village wise Sales Analysis
31
7, Feasibility of New Substockists 33
8. Village Wise Findings 34
9. Findings 38
10. Suggestions 40
11 Conclusion 41
12. Bibliography 42.
13. Questionnaire 43

INTRODUCTION
Gone are the days when a rural consumer went to a nearby city to
buy’ branded products and services". Trends indicate that the
rural markets are coming up in a big way and growing twice as
fast as the urban, The business potential in rural India has been
attracted huge revenues from all around globe and thereby
proving India as hot destination to investment. In India there is
around 68% of population living in 593731 villages consisting of
732 million populations living in 144 million households. There are
many impulses which urge companies to go rural. According to
NCAER (National Council for Applied Economic Research) study
2006-07 there are around 66.3% of total population are middle
class families. Again 23.6% are high income group which is going
to be more than double by 2015. This clearly indicates the huge
potential of middle income group to be targeted by marketing
person.
Moreover the IT penetrations have helped them to grow. Today
(2006-07) over 15 million villagers are aware of internet and over
300000 have already been used it. This figure is estimated to be
double in 2-3 years. The average household income in rural India
is Rs 40309/- out of which 71.2% is disposable.
This apparently is the result of development work which
happened under various 5 year plans and other social
development plans like, land reformation, rural electrification,
rural communication, rural credit facilities and etc. The absolute
size of rural market is thus expected to double to that of urban
market in India. But, despite high rural share in these categories,
the rural penetration is low, thus tremendous potential for growth.
This becomes amply clear that the rural India is the hot target for
FMCG companies. They are already busy in formulating their rural
marketing strategy to tap the potential even if there is strong
competition to chase in.
The Indian FMCG industries turnover is estimated to be Rs.
86000crore in 2008-09 which was Rs. 48000crore in 2004-05. This
sows almost two fold increase over 4 years. According to The
Business Line – 13th April 2009 India’s FMCG industry is estimated
to be Rs. 200000crore from which the domestic consumption is
Rs. 171890crore and the growth projection over 10 years for rural
is 40% while it is 25% for the urban market in India.
In this context, Dabur India Ltd. The 4th largest FMCG Company in
India is continuously upgrading its rural presence over the years
applying its unique corporate rural strategy looking at its lucrative
growth opportunities. This project will give the necessary
documentation of these strategies later on.

Dabur India Ltd-Corporate Profile

Dabur India Ltd is one of India’s leading FMCG Companies with
Revenues of about US$600 Million (over Rs 2834 Crore) &
Market Capitalisation of over US$2.2 Billion (close to Rs
10,000 Crore). Building on a legacy of quality and experience for
over 125 years, Dabur is today India’s most trusted name
and the world’s largest Ayurvedic and Natural Health Care
Company.
Dabur India is also a world leader in Ayurveda with a portfolio of
over 250 Herbal/Ayurvedic products. Dabur's FMCG portfolio
today includes five flagship brands with distinct brand
identities -- Dabur as the master brand for natural healthcare
products, Vatika for premium personal care, Hajmola for
digestives, Real for fruit juices and beverages and Fem for
fairness bleaches and skin care products.
Dabur today operates in key consumer products categories like
Hair Care, Oral Care, Health Care, Skin Care, Home Care
and Foods. The company has a wide distribution network,
covering over 2.8 million retail outlets with a high penetration
in both urban and rural markets.
Dabur's products also have a huge presence in the overseas
markets and are today available in over 60 countries across
the globe. Its brands are highly popular in the Middle East,
SAARC countries, Africa, US, Europe and Russia. Dabur's
overseas revenues stands at over Rs 500 Crore in the
2008-09 fiscal, accounting for about 20% of the total
turnover.
The 125-year-old company, promoted by the Burman family, had
started operations in 1884 as an Ayurvedic medicines company.
From its humble beginnings in the bylanes of Calcutta, Dabur
India Ltd has come a long way today to become one of the
biggest Indian-owned consumer goods companies with the largest
herbal and natural product portfolio in the world. Overall, Dabur
has successfully transformed itself from being a family-
run business to become a professionally managed
enterprise. What sets Dabur apart from the crowd is its ability to
change ahead of others and to always set new standards in
corporate governance & innovation.
 Dabur At a Glance
Dabur India Limited has marked its presence with 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. 2834.11 Crore (FY09)
✔ 3 major strategic business units (SBU) - Consumer
Care Division (CCD), Consumer Health Division
(CHD) and International Business Division (IBD)
✔ 3 Subsidiary Group companies - Dabur
International, Fem Care Pharma and newu and 8
step down subsidiaries: Dabur Nepal Pvt Ltd (Nepal),
Dabur Egypt Ltd (Egypt), Asian Consumer Care
(Bangladesh), Asian Consumer Care (Pakistan),
African Consumer Care (Nigeria), Naturelle LLC
(Ras Al Khaimah-UAE), Weikfield International (UAE)
and Jaquline Inc. (USA).
✔ 17 ultra-modern manufacturing units spread
around the globe
✔ Products marketed in over 60 countries.
Consumer care division (CCD) addresses consumer needs
across the FMCG spectrum through 4 distinct portfolios of
Personal care, Health care, Home care & Foods.
Master brands:
○ Dabur - Ayurvedic healthcare products.

○ Vatika - Premium hair care.

○ Hajmola - Tasty digestives.
○ Real - Fruit juices & beverages.
○ Fem - Fairness bleaches & skin care products.
• 9 Billion-Rupee brands: Dabur Amla, Dabur
Chyawanprash, Vatika, Real, Dabur Red Toothpaste,
Dabur Lal Dant Manjan, Babool, Hajmola and Dabur
Honey
• Strategic positioning of Honey as food product, leading to
market leadership (over 75%) in branded honey market
• Dabur Chyawanprash the largest selling Ayurvedic medicine
with over 65% market share.
• Vatika Shampoo has been the fastest selling shampoo
brand in India for three years in a row
• Hajmola tablets in command with 60% market share of
digestive tablets category. About 2.5 crore Hajmola
tablets are consumed in India every day
• Leader in herbal digestives with 90% market share
○ Consumer Health Division (CHD) offers a range
of classical Ayurvedic medicine and Ayurvedic OTC products
that deliver the age-old benefits of Ayurveda in modern
ready-to-use formats
○ Has more than 300 products sold through prescriptions as
well as over the counter
○ Major categories in traditional formulations include:
- Asav Arishtas
- Ras Rasayanas
- Churnas
- Medicated Oils
○ Proprietary Ayurvedic medicines developed by Dabur
include:
- Nature Care Isabgol
 - Madhuvaani
- Trifgol
○ Division also works for promotion of Ayurveda through
organised community of traditional practitioners and
developing fresh batches of students
International Business Division (IBD) caters to the
health and personal care needs of customers across different
international markets, spanning the Middle East, North & West
Africa, EU and the US with its brands Dabur & Vatika.
○ Growing at a CAGR of 33% in the last 6 years and
contributes to about 20% of total sales
○ Leveraging the 'Natural' preference among local consumers
to increase share in personal care categories
○ Focus markets:
- GCC
- Egypt
- Nigeria
- Bangladesh
- Nepal
- US
○ High level of localization of manufacturing and sales &
marketing.

Brief History
The evolution of Dabur is quite interesting and its root takes us
back to the 19th century where it all started in Bengal by a
visionary by name Dr. S.K Burman, a physician by profession.
His mission was to provide effective and affordable cure for
ordinary people in far-flung villages. With missionary zeal and
fervor, 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 travelled, and he came 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. The
name is formed by joining the first half of Daktar and Burman.
Milestones:-
• 1984 - Set up in 1884 to produce and dispense ayurvedic
medicines to a wide mass of people who had no access to
proper treatment by Dr, S.K.Burman in small Calcutta
pharmacy.
• 1896 – With popularity of Dabur products increasing, Dr. S.K.
Burman expands his operations by setting up a plant for
mass production.
• Early 1900s – Entered the specialised area of nature based
Ayurvedic Medicines(for which there was no standardised
drugs were not available)
• 1919 – The need to develop scientific processes and quality
checks for mass production of ayurvedic medicines led to
the establishment of research laboratories.
• 1920- By setting up manufacturing units at Narendrapur and
Daburgram and distribution spread to neighboring states
like Bihar and north-east.
• 1936 – Dabur became a full-fledged company-Dabur India
(Dr.S.K.Burman) Pvt. Ltd.
• 1972 – Shifted operations to Delhi by setting up a
manufacturing plant in Faridabad.
• 1979 – Dabur Research Foundation launches of full-
fledged research operations in the field of health care and
also setting up Sahibabad factory for commercial
production.
• 1986 –Became Public Limited Company Dabur India ltd.
came into being after reverse merger with Vidogum limited.
• 1992 – Entered a strategic partnership with Agrolimen of
Spain. (To manufacture and market confectionery items in
India)
• 1993 – Entered specialised health care area of cancer
 treatment with its oncology formulation plant at H.P
• 1994 – Raised its first public issue, due to market
confidence in the company shares issued at a premium were
oversubscribed 21 times.
• 1995 – Joint ventures with Osem of Israel for food and
Bongrain of France for cheese and other dairy products.
• 1996 – Three separate divisions were created according
to their product mix – Health Care products division, Family
products division and Dabur ayurvedic specialities limited.
• 1997 – Dabur entered the nascent processed food market
with the creation of Food division / project STARS, strive
to achieve record successes.
• 1998 – Professionals to manage the company to
inculcate a spirit of corporate governance and for the first
time, a non-family member became the CEO of Dabur.
• 2000 – Entered the august league of large corporate
businesses along with market leadership and a turnover of
1000 crore.
• 2003 – Dabur demerges pharma business from the
FMCG business into a separate company so as to
concentrate on both the business.
• 2005 – Acquired Balsara and entered the oral care and
household healthcare market in India.
• 2005- Company announced a 1:1 bonus share to its
shareholders after 12 years.
• 2006 – Dabur crossed the 2 billion US dollar market
capitalization and adopted US GAAP in line with its
commitment to follow global best practices and allow a
transparent work culture.
• 2007 – Forayed into organised retail, H&B stores ltd. and
also Dabur India merged with Dabur foods.
• 2008 – Acquired FEM care pharma a leading player in the
women’s’ skin care market.
• 2009 – Dabur Red toothpaste joins “billion rupee brand”
 club.
• 2009 – Celebrated 125 years of existence.

Distribution Network: Route to Market

D.C
Factory

Stockist Super stockist

Wholesaler
Semi-wholesaler Substockist Institution
Moder
n
Retail Trade
Retail Trade
Shopper s & Consumer
DISTRIBUTION NETWORK USED BY
DABUR INDIA LTD
Distribution is all important links between a manufacturer and
his customer. The concern is for designing a distribution strategy
to facilitate the smooth physical flow of products from the
manufacturer to the purchasing point of customers.
Channel of distribution refers to the alternate path through
which goods can be routed. Thus the path verily defines the flow
of product from point of production to the point if purchase.
In the current customer focused and shrinking lead times,
business success is derivative of the organization efforts to
transfer their resources- tangible and intangible to deliver right
product at the right time. It can also be said as the organizations
growth and success largely depends upon its selling and
distribution strategy.
In this context Dabur has managed a quite well distribution
network meeting its corporate strategy both for the urban as well
as for the rural. Hence, its rural strategy gives most emphasis on
its distribution strategy for effective penetration in the targeted
area of operation.
Let’s discuss the distribution structure of the Dabur India Ltd.
For rural as well as for the urban areas.
URBAN DISTRIBUTION CHANNEL
This is divided into two parts, viz: above 5 lakhs of population and
between 1 to 5 lakhs of population. This segment is totally
covered by the direct stockist. In the segment of above 5 lakhs
there are three ways of covering the market, viz: Beat wise, Line
wise & Channel wise distribution while in the segment of 1 to 5
lakhs of population there are two ways, viz: Channel wise & Beat
wise.
CHANNEL WISE DISTRIBUTION
Here the total product is divided into different channels like,
Health care product, Personal care products, Home products &
etc.

LINE WISE DISTRIBUTION

Here the total product is divided into different lines like, hair care,
body
wash, coconut oil, nutrition food and etc.
BEAT WISE DISTRIBUTION
Here total market is divided into different areas where the total
products are served to all the outlets exist in that area.
RURAL DISTRIBUTION NETWORK
Under rural distribution network, the whole market is served
by three parties, viz: Sub stockist, Rural Direct Stockist and by the
Dabur network itself. The Sub stockist get the required product
through the super stockist which again covers the Dabur itself
segment. The Rural Direct Stock segment is covered by the direct
stockist who serves the whole urban distribution. The Sub stockist
uses the Sub van mode of transportation while the Rural direct
stockiest uses the Direct Van to cover his area. (See the picture
above)
Dabur is continuously monitoring its channel members to
ensure the speed and accuracy in its service to its ultimate
customers. The key customers for Dabur are Whole seller, Small
Outlets and the Chemist. Dabur has continuously focusing on
these key customers and tried to satisfy them over the years to
sustain in this industry.

OBJECTIVES OF THE STUDY

Primary Objective
• To find out new business opportunity in Rayagada district of
rural Orissa for Dabur India ltd.

Secondary Objectives
 • To analyze the availability and visibility of Dabur products in
Rayagada district.
• Coverage analysis of Dabur in rural market of Rayagada
district.
• To find out feasibility of new sub stockist in rural market of
Rayagada district.

RESEARCH METHODOLOGY
Types of Business Research
Basically researches are catagorised into four major categories
A. descriptive & Analytical
B. Applied & Fundamental
C. Quantitative & Qualitative
D. Conceptual & Emperical
A. Descriptive research
Descriptive research includes surveys & fact finding
enquiries of different kinds. The major purpose of this research is
description of the state of affairs as it exists at present.
In short descriptive research deals with everything that
can be counted and studied. But there are always restrictions to
that. Your research must have an impact to the lives of the people
around you. For example, finding the most frequent disease that
affects the children of a town. The reader of the research will
know what to do to prevent that disease thus; more people will
live a healthy life.
Analytical Research
 On the other hand this uses the facts & information already
available, analyses these to make a critical evaluation of the
material
B. Applied Research
Applied (or action) research aims at finding a solution for an
immediate problem that a society/industry/business is facing.
Fundamental Research
Fundamental (or basic or pure) research is directed towards
finding information that has a broad base of application and thus,
adds to the already existing organized body of scientific
knowledge.
C. Quantitative Research
It is based on the measurement of quantity or amount. It is
applicable to phenomena that can be expressed in terms of
quantity.
Qualitative Research
On the other hand, it is concerned with qualitative
phenomenon.
D. Conceptual Research
It is related to some abstract idea(s) or theory. It is generally
used by philosophers and thinkers to develop new concepts or to
reinterpret existing ones.
Empirical Research
On the other hand, it relies on experience or observation alone,
often without due regard for system and theory. It is data based
research, coming up with conclusions which are capable of being
verified by observation or experiment.
Apart from the above types, the other type of researches
includes
• Exploratory research
• Historical research
• Field setting research or Laboratory research or Simulation
research.
• One time research or longitudinal research.
Here the research is descriptive in nature.
 SAMPLING TECHNIQUE
Sampling technique available can be broadly classified as
1. Probability Sampling:- here the every item in the universe have the equal
chance of inclusion in the sample.
2. Non Probability Sampling:- Here the item in the sample are deliberately
selected by the researcher.
Again both are classified as follows
Probability Sampling
➢ Simple Random sampling
➢ Complex random Sampling
• Cluster Sampling
• Systematic Sampling
• Stratified sampling
• Area Sampling
• Multi-stage Sampling
• Sampling with probability proportional to the size
Non-probability Sampling
➢ Haphazard or convenience sampling
➢ Purposive sampling
• Quota Sampling
• Judgment Sampling
As in the given project the sample consider is specific to a predetermined area
(Rayagada District) of Orissa.

Sampling technique used in my research is non probability via quota

Sampling.

METHODOLOGY OF DATA COLLECTION

A Survey passes through several stages and analytical path.
Hence a scientific methodology was chosen for the survey, which
is:-
1. Planning the survey.
2. Sources of Data Collection.
1. Planning the Survey
Before conducting the survey there was some planning. These
include:-
a) Specification of Objectives.
b) Scope of the Study.
a) Specification of Objectives
The study has been conducted with the objectives which
have been assigned by the company.

b) Scope of the Study

i) The Survey was limited to Rayagada district of Orissa
only.
ii) The focus is on rural villages with population 3000 to
5000.
iii) The main theme has been emphasized on the
distribution channel, rural distribution network and the
new opportunities available in rural villages.
iv) The Survey period was only for one and a half month.
v) 104 selected outlets (who can keep FMCG products in
their shop) including 13 medical shops in 7 villages
were surveyed.
2. Sources of Data Collection
My Survey is conducted on two sources of data collection:-
a) Primary data
b) Secondary data
a) Primary data
Looking into the objectives and information’s needed, I
have chosen following two methods as per the response of
the subject:-
i) Questionnaire method.
ii) Personal Interview and Discussion.
i) Questionnaire method.
 Questionnaire was prepared by the Surveyor. The
objectives, essence and mode of Survey were communicated
to us.
ii) Personal Interview on Discussion
I have taken the opportunity to discuss and take personal
interview wherever it was essential. The strategy was
adopted for better clarity and avoids confusion. This has
supplemented the Questionnaire in a purposive manner.
b) Secondary data
The Secondary data were mainly collected from different
books, magazines, Journals, company’s Literature,
Newspapers and from Internet.

DATA ANALYSIS AND INTERPRETATION

Many companies targeting to the rural part of India due to
untapped large population \are always search for more effective,
efficient and innovative idea to increase their accessibility to rural
market, which will ultimately increase the availability, visibility
and sales of their products.
In this part we will cover the Availability and Visibility of the
Dabur product, Coverage analysis and the feasibility of new
sub stockists in the field for Dabur India ltd. This study is
confined to the villages where the population is within 3000-5000,
where Dabur India seriously wants to structure these potential
markets. There are seven villages have been studied in the
Rayagada District of Orissa State.
AVAILABILITY ANALYSIS
There are 104 outlets where Dabur India is preset in 86 outlets.
These shows the availability is 83%.
 No of %ge
Shops
Available 86 83
Not Available 18 17
104 100

From the data available it has found that from the sample
of 104 outlet chosen for the research the outlet which are
capable of or keeping the FMCG product.
Among the 104 outlet 86 of them keeping the product of
Dabur whereas 18 of them are not keeping the products, i.e. the
availability of Dabur is around 83%,
Most of them are covered indirectly. Now if Dabur can
cover it through the direct Channel like Sub stockist, distributer,it
can be a greatest opportunity to increase the sales.

AVAILIBILITY OF DIFFERENT PRODUCTS

ANALYSIS
This study shows the brand wise analyses which are available to
the observer in the outlets he had covered during his visit to that
place. There are 16 brands included here looking at the product
availability in the rural India
.

Total number of outlets 86

Sl. Name of the Availability in no of %ge.

No. Product shops
1 Gulabari 12 14
2 Shank pushpi 7 8
3 Sat isabgul 8 9
4 Pudinhara 10 12
5 Vatika shampoo 45 53
6 Anmol hair oil 32 37
7 Amla hair oil 48 56
8 Vatika hair oil 52 60
9 Lal dant manjan 58 67
10 Hajmola 23 24
11 Honey 13 15
12 Glucose – D & C 32 37
13 Chyawanprash 12 14
14 Meswak 15 17
15 Babool 46 53
16 Dabur Red 53 62

From the above data the following points can be drawn for
Rayagada district.
i. Lal dant manjan (67%), Dabur red toothpaste (62%) & Vatika
hair oil (60%), are dominating in the rural market & available
in grocery and beetle shops.
ii. Amla hair oil (56%) & Babool tooth paste (53%) performing
moderately in their product category and are available in
grocery shops only.
iii. Meswak (17%) & anmol hair oil (32%) performing poorly in
their product category, and are available in shops having
good repute in their respective locality only.
iv.Vatika shampoo (53%) availability is in both retail outlets as
well as in ladies corner stores.
 v. Gulabari (14%) is available in some of the ladies corner
stores and shops grocery shops performing well.
vi.Glucose D & Gluco plus C (37%) and Hajmola (24%) are
available in medical stores and in few retail stores only.
vii.Chyawanprash (14%), Honey (15%), Shank pushpin (8%),
Sat isabgul (9%), Pudin hara (12%) are high priced and
medicinal products, so available in medical shops only.

COVERAGE ANALYSIS
This part shows the direct and indirect rech of the company to its
customers. In this pie chart (below) the wholeseller are covering
over 59% of the total sample(104 outlets) surveyd. There are only
29 outets (28%) are covered by the sub stockists.

Mode of No of %ge
Coverage Shops
Sub stockiest 29 28
Stockist 6 6
Wholesaler 62 59
Counter Stockist 7 7
Total 104 100

From the above analysis it is clear that

i. Wholeseller are covering over 59% of the total sample(104
outlets) surveyd.
 ii. There are only 29 outets (28%) are covered by the sub
stockists.
iii. 7 0ut of 13 medical stores are covered by a counter stockist
(Narayana Agency, Rayagada).
iv.Stockist covers only 6% of the total shops.
So there is a great need to capitalize those indirectly
covered market through strong and efficient direct reach,
which will create more revenue through the increased product
selling.

TRANSPORTATION MODE USED BY THE

RETAILERS
This part of project report focuses on the transportation mode
used by the outlets in rural areas.

Mode of No of %ge
transportation Shops
Order Booking 17 16
Self 82 79
Van 5 5
Total 104 100
 From the above data it is clear that 82 out of 104 outlets
studied go by self primarily to wholesalers to get their required
products which are about 79% of total outlets.
There are only 5 outlets covered by Van where 23 outlets are
booked by order through sub stockists and stockist.

VILLAGE WISE SALES OF PRODUCTS

In this chart we have taken all the villages which have been
included in the study. Here the sales of Dabur, HUL & total sales
of each village per month have been discussed.

Village wise status of Dabur

Sl.No NAME OF THE Total no. Dabur Dabur turnover
. VILLAGE of shops available shops per month
1 Ambadola 21 19 Rs 171000
2 Kotapeta 17 12 Rs 23300
3 Komatalpeta 6 3 Rs 3500
4 Kalyansingpur 28 25 Rs 124000
5 Kujendri 16 13 Rs 22000
6 Ukkamba 16 14 Rs 47400

From the above it is clear that, in every village of rural area

HUL is the market leader.
There is huge gap between the sales of Dabur & HUL in every
village.
• Ambadola & Kalyansingpur having the sub stockists so
Dabur sales are also good.
• Komatalpeta just 1/2 km away from J.K.Pur town. People of
this village prefer to purchase products from J.K.Pur town.
Hence retail outlets sales of Komatalpeta are very less.
• Kujendri & Ukkamba situated at a distance of 14 Kms & 9
Kms respectively from the town Gunupur. Gunupur
substockist covers these two villages.
 Feasibility of new Sub stockist
✔ Gunupur substockist Sri Venkateswara agencies having
good name & fame and also doing good business. His area of
operation should be regulated to Gunupur town (Having
more than 120 outlets) only.
✔ Ukkamba (having 16 outlets) doing Rs 47000/- Dabur
turnover but no Dabur substockist, hence there is a great
need for appointment of new substockist .He can also cover
near by 3 villages.
✔ Kujendri (16 outlets) having Rs 22000/- Dabur turnover and
center point for Neelamguda (5 outlets), Omoding (3
outlets), Subai and K.P.Kudia so new substockist can be
appointed.
✔ J.K.Pur (more than 60 outlets) is a small central town for
surrounding 6 villages. Praveen wholesaler and Agarwal
wholesaler of J.K.Pur performing good services to the
retailers. Hence any one of them can be appointed as a new
Dabur substockist.
✔ Ramanaguda (More than 25 outlets) a Block headquarter &
a potential market surrounded by 5 villages (Bamgi, Katiki,
Chakunda etc.).So substockist should be appointed at
Ramanaguda (Can also cover Gumuda).
✔ Gudari (More than 12 outlets) a new substockist can be
appointed who can also cover another central point village
Padmapur (more than18 outlets).
✔ Mukundpur (nearly 15 outlets) a central point for nearby 5
tribal villages and weekly Hato held every Thursday. Hence a
new sub stockist can be appointed.
✔ Kashipur covered by Tikiri substockist. But a new
substockist should be opened for Kashipur also. Because a
 central point for nearby 5 small villages and also far distant
from Rayagada.
✔ Substockists present at Ambadola, Kalyansingpur,
Gunupur, Tikiri, Muniguda and Bissamcutttack.
✔ Many retailers not satisfied with stockist Sri Durga Medicos
and he is also not providing good services. Therefore that
should be replaced with a new stockist.
N.B:- Numbers shown in bracket are number of outlets present in
that particular Village/Small town and also having the potential to
do at least Rs 10,000/- Dabur turnover.
Village wise findings:-
Village wise feedback of retailers discussed as follow.
Ambadola:-
Having a great potential market with more than 35 all kinds of
outlets.
Nearby 4 villages depend upon Ambadola for marketing
purpose
80 Kms away from district headquarter Rayagada.
Dabur sub stockists available here.
Retailers satisfied with Dabur substockist service.
HUL substockist is at Bissamcuttack (30 Kms away from here).
But providing good service.
50% retail outlets prefer Dabur substockis. Whereas 50% retail
outlets prefer HUL substockist & other wholesalers.
Maximum retailers get their products by self.
Kalyansingpur:-
Having a great potential market with more than 45 all kinds of
outlets.
Nearby 5 villages depend upon Kalyansingpur for marketing
purpose.
60 Kms away from district headquarter Rayagada.
Both Dabur & HUL substockists present here.
Retailers not satisfied with Dabur substockist.
30% retail outlets prefer Dabur substockis. Whereas 60% retail
outlets prefer HUL substockist & other wholesalers.
Maximum retailers get their products by self.
Kotapeta:-
 A great potential market with more than 22 all kinds of outlets.
5 Kms away from district headquarter Rayagada.
No Dabur substockist.
Dabur stockist of Rayagada is the authorized person for the
distribution.
Retailers not satisfied with the service of Dabur stockist.
20% retail outlets prefer Dabur stockist. Whereas 80% retail
outlets prefer wholesalers of Rayagada.
Every retailer gets their products by self.
Komatalpeta:-
Having a potential market. With 12 unorganised retail outlets.
½ Km away from nearest town J.K.Pur & 9 Kms away from
district headquarter Rayagada.
No Dabur substockist.
Retailers bring products from wholesalers of J.K.Pur.
Many people also prefer J.K.Pur for marketing purpose.
Maximum retailers get their products by self.
Ukkamba:-
Having a great potential market. With more than 18 all kinds of
outlets.
10 Kms away from nearest town Gunupur.
HUL substockists present here & no Dabur substockist
Nearby Gunupur substockist covers this village.
Retailers satisfied with Gunupur substockist.
40% retail outlets prefer Dabur substockis. Whereas 60% retail
outlets prefer HUL substockist & other wholesalers.
Maximum retailers get their products by self.
Kujendri:-
Consists of 2 villages namely Bodo Kujendri and Sano Kujendri
situated at a distance of 1 Km from each other.
Having a great potential market with 16 outlets.
13 Kms away from nearest town Gunupur.
No substockist of Dabur
Nearby Gunupur substockist covers this village.
Retailers satisfied with Gunupur substockist.
50% retail outlets prefer Dabur substockis. Whereas 50% retail
outlets prefer other wholesalers of Gunupur.
95% retailers get their products by self.
Fact Sheet of Dabur in Rayagada District :-
Super stockist – Single distributor, Rayagada
Stockist – Sri Durga medicos, Rayagada
Counter stockist – Narayana agencies, Rayagada
Sub stockists present at – Ambadola, Bissamcuttack, Gunupur,
Kalyansingpur, Muniguda & Tikiri.

FINDINGS
• Out of 104 outlets surveyed, there are 86 outlets having Dabur products,
i.e. 83% availability. Dabur is unable to reach potential outlets were
FMCG sales are good.

• About 59% (62 out of 104) outlets are covered indirectly

through wholesalers, i.e. direct coverage is very poor compared
to indirect coverage.
• Dabur lal dant manjan is available in 58 outlets out of 84
outlets. Dabur red toothpaste also available in 53 out of 86
outlets, i.e. non availability of best selling products in the
outlets is clear.
• Rayagada district having 14 village of 3000 to 5000
populations but only 6 villages having substockists. This shows
that poor rural distribution network.
• There are no services and no visits by the stockists to the
outlets as only 21% outlets are covered by van and order
booking.
• Except Gunupur substockist no substockists covering other
areas except their own villages.
• Non availability of small trial packs of various Dabur products is
a main point of consumer dissatisfaction. (Vatika shampoo
availability in shops increase from 45% to 53% due to small
sachets).
• The visibility of available products is very poor.
• Many sub stockists frequency of visits to the shops is
unsatisfactory.
• Credit period offered by the company or sub stockists remains
to be a great concern for the outlets; resulting outlets are
switching over from sub stockiest to the wholesalers.
• 18 villages I had visited. I have not found any posters, banners
or wall paintings of Dabur (i.e. very poor below the line
communication).
• Most of the outlets are going to the wholesalers where they can
get all type of products with a longer credit period.
• Sales of Dabur medicinal products in medical shops are more
compared to sales of other FMCG Dabur products.
Retailers Feedback:-
• Many shopkeepers complained about discrimination in
providing margin to them.
• Many retailers complained about irregular replacement of
damaged products.
• Retailers complained about behavioral and cash sales problems
with the sub stockists.
• People (Outlets) have complained about the no or very few
scheme available to them.
• A retailer said,’Bechte to hain lekin yaar thikse milta kuchh
nehin hai’.

SUGGESTIONS
• New sub stockists should be appointed at J.K.pur, Ukkamba,
Kujendri, Ramanaguda, Gudari, Mukundpur, Kashipur, at least.
• Existing stockist should be replaced by another sincere
retailers and company oriented stockist.
• Sub stockists frequency of visits to the outlets should be at
least once in 15 days.
• Sub stockists area of operation should be specified clearly and
they should be made compulsory to visit nearby villages having
potential outlets.
• Availability& visibility of products should be improved.
• Stockiest should be made compulsory to visit every rural
village with van and ready stock at least once in a fortnight.
• Introduction of Dabur products in small trial packs very much
essential.
• More schemes should be provided to the retailers.
• New sub stockists should be replaced with existing non
performing sub stockists.
• .More banners, posters (point of purchase displays) should be
displayed inside and outside of the shops.
• More wall paintings, banners and posters, hoardings should be
displayed in rural areas.
• Sub stockists relationship with the retailers should be
improved.
• Regular education and training regarding products and
schemes should be given to the sub stockists.

CONCLUSION
“Gone are the days when a rural consumer went to a nearby
city to buy’ branded products and services" Now it is the turn of
every company to reach the rural consumer.

Through this research I was able understand that “Providing

value for money to the customer with optimum level of
availability and visibility with awareness is the only way to sustain
in the competitive market.

"Dedicated to the health and well being of every

household". This vision can only achieved when Dabur will start
strengthening from the grass root level with perfect Action,
Commitment, Innovation and Conviction today to meet the
challenges of tomorrow.
 BIBILIOGRAPHY
Books Refered
1. Kotler Phillip, Marketing Management, The Millennium
Edition, prentice Hall of India.

2. Kothari. C.R., Research Methodology, Wishwa,

prakashan, New Delhi.

3. Ramaswamy Namakumary, Marketing Management.

Websites Searched
www.dabur.com
www.google.com
www.scribd.com
www.economictimes.com
www.chillibiz.com
www.wikipedia.com

Questionnaire?
1. What is the name & address of your shop?
--------------------------------------
2. What is the shop keeper’s name?
 ---------------------
3. Are you selling Dabur products?
a) Yes b) No
4. What is the total turnover of
a) Dabur per month? _______________
b) HUL per month? _____________
c) Any others per month? ___________
5. What is your total sale per month?
________________
6. From whom do you bring products?
a) Substockist b) Stockist c) Wholesaler
7. Where the Stockist/Substockist/Wholesaler located?
________________
8. Specify his Name? _________________
9. What is the mode of transportation of the products?
a) Order booking b) Van c) Self
10. What are the Dabur products available in your shop?
__________________________________