Dabur The Brand

Product Offerings
Brand Equity-Analysis
Brand Equity
Why Restructuring?
Branding strategy
SWOT Analysis
Marketing Mix

AGENDA

PRESENT
SCENARIO

Dabur India is the 4th Largest FMCG Company in India

Legacy of over 100 years
Strategic Business Units in Health care, Personal care
and Food products
Dabur has a turnover of Rs.1899.57 crore with powerful
brands like Dabur Amla, Dabur Chyawanprash, Real,
Vatika and Hajmola
Bottom Line Driven Company
Product marketed in over 50 countries
Leader in Herbal Digestives with 90% market share

DABUR -THE BRAND

Established : 1884
Founder
: Dr. S K Burman
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

(contd)

In 2004, restructured its portfolio and structured itself

into three main SBUs
Has 5 power brands under its portfolio
Entered new markets like the Juice segment, branded
packaged soups segment
Developed its Oral Care Market
Increasing its geographical spread
Aims at doubling its revenue and profit by the end of
2009-2010

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
Hommade (Packaged Soups)

PRODUCT OFFERINGS
(contd)

AYURVEDIC HEALTH PRODUCTS:

Digestive Segment (HAJMOLA)
Dabur Chyawanprash
Pudin Hara
AYURVEDIC DRUGS
PHARMACEUTICALS

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

Identities making up the brandDABUR

BUILD
Choice of itsHOW
logo, symbol,
slogan, packaging

Marketing Activities

Associations of the brand

ITS

BRAND EQUITY?

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

THE
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
Dabur (HEALTHCARE)
Vatika (HAIR CARE)
Anmol (PERSONAL CARE)
Real ( JUICES)
Hajmola (DIGESTIVE SUPPLEMENTS)

BRANDING STRATEGY

(contd)

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

because:
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
(contd)

OPPORTUNITIES:
Extend Vatika brand to new categories like Skin Care
and body wash segments
Launch several OTC brands
Southern India Market
Exploring new geographical areas- local as well global
Oral Care Segment
Launching new Products like Hair oils, Herbal and Gel
Toothpastes etc.

SWOT ANALYSIS
(Contd)

THREATS:
Competition in the FMCG sector from well established
names
Other fields of medicine- Allopathic and Homeopathic
Markets where Herbal products are not recognised

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

Sr.No

Brand

Type

1.

Dabur

Healthcare
(Chyawanprash)

2.

Vatika

Herbal Beauty
Brand

3.

Anmol

Personal Care
Market

4.

Real

Foods

5.

Hajmola

Digestives

MARKETING MIX
(contd)

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

MARKETING MIX
(contd)

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
(contd)

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

MARKETING MIX
(contd)

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!!!!