REPOSITIONING

DABUR

PRESENTED BY:
SHRADDHA
SRISHTI GUPTA

INTRODUCTION
Dabur
Dabur India is
is the
the 2nd
2nd Largest
Largest FMCG
FMCG
Company
Company in India till date.
Legacy
Legacy of
of over
over 120
120 years
years
Strategic
Strategic Business
Business Units
Units in
in Health
Health care,
care,
Personal
Personal care
care and
and Food
Food products
products
Dabur
Dabur has a revenue of Rs. 61.46 Bn with
powerful
powerful brands
brands like
like Dabur
Dabur Amla,
Amla, Dabur
Dabur
Chyawanprash,
Chyawanprash, Real,
Real, Vatika
Vatika and
and Hajmola
Hajmola
Product
Product marketed in
in over 50 countries
Leader
Leader in
in Herbal
Herbal Digestives
Digestives with 90%
market
market share
share

PRESENT SCENARIO

Established : 1884
Founder : Dr. S K Burman
CEO : Mr. Sunil Duggal
Basic Motive : Manufacture of Ayurvedic Drugs
Achieved : By setting up manufacturing units
and
setting up Research and Development Labs
Expanded its product line in the mid 1900s by
launching Dabur Hair Oil and Chyawanprash
Added Oral Care Products in the 1970s
Shifted base from Kolkata to New Delhi in 1972
Launched Hajmola tablet in 1978

DABUR -THE BRAND

In 2004, restructured its portfolio and
structured itself into three main
Strategic business units.
Has 5 power brands under its portfolio
i.e. dabur, vatika, anmol, real and
hajmola.
Entered new markets like the Juice
segment, branded packaged soups
segment etc.
Developed its Oral Care Market
Increasing its geographical spread.

PRODUCT OFFERINGS
PERSONAL CARE SEGMENT :
Hair Care Oil and Shampoo (VATIKA)
Skin Care (FAIRENESS FACE PACK)
Oral Care (DABUR RED GEL AND TOOTHPASTE)
FOODS PRODUCT RANGE:
Juice ( REAL/ REAL ACTIV)
Dabur Honey
Homemade (Packaged Soups)
AYURVEDIC HEALTH PRODUCTS:
Digestive Segment (HAJMOLA)
Dabur Chyawanprash
Pudin Hara
Ayurvedic drugs
Pharmaceuticals

HAIR OILS
Market Size

Rs 33 Bn

Dabur brands

Rs 5.6 bn

SHAMPOOS
MARKET SIZE

RS 20 bn

DABUR BRANDS

Rs 1.3 bn

ORAL CARE
MARKET SIZE

Rs 31 Bn

DABUR BRAND

Rs 4.7 Bn

HEALTH SUPPLEMENTS
MARKET SIZE

Rs 6 Bn

DABUR BRAND

Rs 3.5 Bn

DIGESTIVES
MARKET SIZE

Rs 5 Bn

Dabur Brands

Rs 1.5 Bn

HOME CARE
MARKET SIZE

Rs 20 Bn

DABR BRANDS

Rs 1 Bn

FOODS
MARKET SIZE

Rs 5 Bn

DABUR BRANDS

Rs 2.5 Bn

BRAND EQUITY
The Brand Equity of Dabur can be judged by the
model BRAND ASSET VALUATOR
Four Key components :
Differentiation
Relevance
Esteem
Knowledge
As Dabur is a well- established brand all the four
components are high
HERBAL has been Daburs Brand equity since
centuries

HOW DABUR BUILD ITS BRAND

EQUITY?
Different Identities making up the
brand
Choice of its logo, symbol, slogan,
packaging
Marketing Activities
Associations of the brand

WHY RESTRUCTURING?
Image : Ayurvedic Company
Association: 35 - plus age group
Problems :
Diversified into too many product ranges
Image
Association with a particular age group and hence
losing on the other potential customers
Lower Sales and Profits

RESTRUCTURING PROCESS
Cut down on all its low Contribution Brand
Positioned itself as an Herbal specialist in the FMCG
sector
Set Higher Targets
Identified Growth Drivers
Filling up the gaps in Oral Care as well as Hair Care
market
Set itself a new Brand Strategy
Entered new potential areas and targeted the youth
as well school children

BRANDING STRATEGY
Changed its branding strategy by moving from the Umbrella
Strategy to the
key brand Strategy
Categorized itself into five power brands :
1. Dabur (HEALTHCARE)
2. Vatika (HAIR CARE)
3. Anmol (PERSONAL CARE)
4. Real ( JUICES)
5. Hajmola (DIGESTIVE SUPPLEMENTS)
PRODUCT LINE EXTENSION
In the JUICES range Dabur introduced :
Coolers (Low fruit Content)
Real ( High fruit pulp Content)
Real ACTIV (Health Conscious Youth)
Real Juniors (for the children below 6 years of age)
Real Schoolpack

WHY THESE STRATEGIES?

Line Extension Strategy was adopted by Dabur
As:
It could attract different target audience
Could renew Interest and liking for the brand by
introducing new variants
It could increase its market share
Diversify without much risk
Moved from its Core strategy and hence could give
customers something better and different

POSITIONING
Dabur through its diversified brands
has tapped various target segments like
the :
Youth
Health Conscious People
School Children
Mothers
Existing Old age group

SWOT ANALYSIS
STRENGTHS:

Century Old Company

Established Brand
Ayurvedic/ herbal Product line
Leader in Herbal Digestives where the
product has 90% of the market share
Innovativeness in Promotions
WEAKNESS:
Profitability is uneven across product line

SWOT ANALYSIS (cont.)

OPPORTUNITIES:
Extend Vatika brand to new categories like Skin Care
and body wash segments
Launch several OTC brands
South Indian Market
Exploring new geographical areas- local as well global

THREATS:
Competition in the FMCG sector from well established
names e.g. HUL, Godrej, Patanjali etc.
Other fields of medicine- Allopathic and Homeopathic
Markets where Herbal products are not recognized

MARKETING MIX
PRODUCT:
Products have been divided into 5 power brands
Quality: High
Sizes: Available in different sizes
Design: Available in Tetra Pack, Bottles, Sachets

PRICE:
As, Dabur had different sub-categories it came out with variable pricing to
reach each and every target segment
E.g. : One- liter bottle of Cooler (juice) was priced at Rs.50
Selective Price Reduction to increase Demand to stand out against
competition.
Introduction of Smaller packs at Rs.5
Came out with Rs.1 sachet of Vatika Shampoo to increase market share .

PLACE :
Dabur constantly kept on increasing its geographic spread to increase its sales
revenues
Entered the South Indian Market
Expanding in the International Market
Presence in over 50 countries
Subsidiaries established in Nepal, Nigeria, Bangladesh and Pakistan
Focus areas : Asia Pacific, Afghanistan, Russia and other CIS countries

MARKETING MIX (cont.)

PROMOTIONS :
Different brands have its own marketing and advertising team
Different brands had different promotions
Utilized the popularity of Indian films in the domestic and global
markets to promote its brands
Undertook the most advertising campaign with Mr. Bachchan
endorsing Dabur brands
Signed cricketer Virendar Sehwag and his wife for selected Oral, Hair
and Healthcare products
Adopted the INTEGRATED MARKETING COMMUNICATION programme
in 2003 to increase its market share
Targeted the Institutional market which included hotels and airlines
Partnered with Institutional clients to provide value added services
Held various contests
Training sessions and workshops for food and beverage professionals
Tie-up with Discovery Channel

THANK YOU