PROJECT REPORT

ON
MARKETING STRATEGY OF DABUR
CHYAWANPRASH
Summer Training Project Report Submitted
Towards Partial Fulfillment
of
BACHELOR OF BUSINESS ADMINISTRATION
(AFFILIATED TO CCS UN)IVERSITY, MEERUT)
ACADEMIC SESSION
[2013-2016]

CH. HARCHAND SINGH COLLEGE OF MANAGEMENT

GOTHANI BULANDSHAHR U.P

Submitted To -

Submitted byJYOTI JAIN

B.B.A
Roll No. 7217519

Faculty member of college

ACKNOWLEDGEMENT
Project work is never the accomplishment of an individual. Rather, it is an
amalgamation of the efforts, ideas and co-operation of a number of entities. The
compilation and presentation of this opuscule has bestowed me with an opportunity
to show my gratitude to those subservient to it.
I am highly indebted to my guide .. who has been the hallmark of this
effort. Their guidelines made me comprehend the enigmatical portion of the
subject and were the sole animating force that coerced me to meliorate my efforts
without the support and guidance the project report would not have taken shape.

JYOTI JAIN

DECLARATION
I hereby declare that I have worked on the topic Marketing Strategy of Dabur
Chaywanprash for the fulfillment of my B.B.A. (Bachelor of Business Administration).
All information in this report is true representation of what I have experienced during the
project.

JYOTI JAIN

EXECUTIVE SUMMARY
This report aims at analyzing and reporting on the marketing strategies of Dabur
India Ltd (DIL) for the brand Dabur Chyawanprash. Pioneering role that it has
played in the evolution of the categories it has a presence in. Dabur
Chyawanprash is the leader in the Chyawanprash category and enjoys a market
share of 61 per cent. In 50s Dabur pioneered the concept of branded
Chyawanprash and since has invested heavily in product development, clinical
studies and consumer awareness. The product is essentially a health
supplement.
This report is not aiming at the overall marketing mix or the marketing strategy of
Dabur India Ltd, but is an attempt to analyze the marketing mix of Dabur
Chyawanprash.
The report also enlists various recommendations based on BCG Growth Share
Matrix analysis, Ansoffs Product Matrix Expansion Grid, SWOT Analysis etc.
This analysis has been done on the basis of the information gathered from the
company website and other online resources and books and articles.

CONTENTS
PAGE NO.
1. OBJECTIVE OF THE STUDY
2. OVERVIEW OF FMCG SECTOR IN INDIA
3. ABOUT DABUR
PRODUCT LINE
SWOT ANALYSIS OF DABUR
4. THE MARKETING MIX AND SELLING PROCESS
5. THE MARKETING MIX
6. RESEARCH METHODOLOGY
7. DATA ANALYSIS

1
2-3
4-25
26-31
32
33-47
48-61
62-63
64-72

8. CONCLUSIONS

73-74

9. RECOMMENDATIONS
10. BIBLIOGRAPHY
11. QUESTIONNAIRE

75
76
77-81

OBJECTIVE OF THE STUDY

Following are the major objective of study:1. To study the impact of Budget Policies on Marketing Strategy of Dabur
Foods.

2. To study the Consumer, Buying behavior.

3. To study the problems faced by Dabur.
IMPORTANCE OF THE STUDY
Being student of BBA it is very essential for me to have a practical
knowledge in an organization. Only to study business administration course
knowledge is not the solution of the problems, which arise in practical field.
There is a certain formula for any particular problem, but the aim of this
study is to develop the ability of decision making. A right decision at right
time and right place itself helps an organization to run smoothly.
This study gives an idea of all marketing activities. So the way a problem is
solved right decision making and knowledge of different types of making
activities give much importance to the study. Only in two month training it
was not possible to understand it so deeply, but an overall idea could be
developed.

OVERVIEW OF FMCG SECTOR IN INDIA

The Indian FMCG sector is the fourth largest sector in the economy with a total
market size in excess of US$ 13.1 billion. It has a strong MNC presence and is
characterised by a well-established distribution network, intense competition between
6

the organised and unorganised segments and low operational

cost. Availability of key raw materials, cheaper labour costs
and presence across the entire value chain gives India a
competitive advantage.
The FMCG market is set to treble from US$ 11.6 billion in
2003 to US$ 33.4 billion in 2015. Penetration level as well as
per capita consumption in most product categories like jams,
toothpaste, skin care, hair wash etc in India is low indicating
the untapped market potential. Burgeoning Indian population, particularly the middle
class and the rural segments, presents an opportunity to makers of branded products
to convert consumers to branded products. Growth is also likely to come from
consumer 'upgrading' in the matured product categories. With 200 million people
expected to shift to processed and packaged food by 2010, India needs around US$ 28
billion of investment in the food-processing industry.
India is one of the largest emerging markets, with a population of over one billion. India
is one of the largest economies in the world in terms of purchasing power and has a
strong middle class base of 300 million.Around 70 per cent of the total households in
India (188 million) resides in the rural areas. The total number of rural households are
expected to rise from 135 million in 2001-02 to 153 million in 2009-10. This presents
the largest potential market in the world. The annual size of the rural FMCG market
was estimated at around US$ 10.5 billion in 2001-02. With growing incomes at both the
rural and the urban level, the market potential is expected to expand further.

Rural and urban potential

Population 2001-02 (mn household)

Population 2009-10 (mn household)
% Distribution (2001-02)
Market (Towns/Villages)
Universe of Outlets (mn)

Urban

Rural

53
69
28
3,768
1

135
153
72
627,000
3.3

Rural-urban profile

Source: Statistical Outline of India (2008-09), NCAER

An average Indian spends around 40 per cent of his income on grocery and 8 per
cent on personal care products. The large share of fast moving consumer goods
(FMCG) in total individual spending along with the large population base is
another factor that makes India one of the largest FMCG markets

ABOUT
DABUR

A. COMPANY OVERVIEW

Over its 120 years of existence, the Dabur brand has stood for goodness
through a natural lifestyle. An umbrella name for a variety of products,
ranging from hair care to honey, Dabur has consistently ranked among
Indias top brands. Its brands are built on the foundation of trust that a
Dabur offering will never cause one harm.
The trust levels that this brand enjoys are phenomenally high. While Ries
and Trout may ask What does Dabur stand forshampoo or digestive
tablets? The answer is fairly simple, it stands for Indias fourth largest fast
moving consumer goods company that both consumers and trade respect
and trust unequivocally, and which has an annual turnover of over Rs 15
billion.
The company has kept an eye on new generations of customers with a
range of products that cater to a modern lifestyle, while managing not to
alienate earlier generations of loyal customers.
Dabur is an investor friendly brand as its financial performance shows.
There is an abundance of information for its investors and prospective
information including a daily update on the share price (something that very
few Indian brands do). Theres a great sense of responsibility for investors
funds on view. This is a direct extension of Daburs philosophy of taking
care of its constituents and it adds to the sense of trust for the brand
overall.

10

B.
Dabur India Limited has marked its presence with some very
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.2233.72 Crore (FY07)
2 major strategic business units (SBU) - Consumer Care
Division (CCD) and Consumer Health Division (CHD)
3 Subsidiary Group companies - Dabur Foods, Dabur Nepal
and Dabur International and 3 step down subsidiaries of
Dabur International - Asian Consumer Care in Bangladesh,
African Consumer Care in Nigeria and Dabur Egypt.
13 ultra-modern manufacturing units spread around the
globe
Products marketed in over 50 countries
Wide and deep market penetration with 47 C&F agents, more
than 5000 distributors and over 1.5 million retail outlets all
over India

11

C.
1884
1896
Early
1900s
1919
1920
1936
1972
1979
1986
1992
1993
1994
1995
1996
1997
1998
2000
2003
2005
2005
2006
2006
2007
2007
2007

Birth of Dabur
Setting up a manufacturing plant
Ayurvedic medicines
Establishment of research laboratories
Expands further
Dabur India (Dr. S.K. Burman) Pvt. Ltd.
Shift to Delhi
Sahibabad factory / Dabur Research
Foundation
Public Limited Company
Joint venture with Agrolimen of Spain
Cancer treatment
Public issues
Joint Ventures
3 separate divisions
Foods Division / Project STARS
Professionals to manage the Company
Turnover of Rs.1,000 crores
Dabur demerges Pharma Business
Dabur aquires Balsara
Dabur announces Bonus after 12 years
Dabur crosses $2 Bin market Cap, adopts
US GAAP
Approves FCCB/GDR/ADR up to $200
million
Celebrating 10 years of Real
Foray into organised retail
Dabur Foods Merged With Dabur India

12

D.

Founding Thoughts
"What is that life worth which cannot bring comfort to others"
The
doorstep
'Daktar'
The story of Dabur began with a small, but visionary
endeavour by Dr. S. K. Burman, a physician tucked away in
Bengal. His mission was to provide effective and affordable
cure for ordinary people in far-flung villages. With missionary
zeal and fervour, 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 traveled, 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. Dr.
Burman set up Dabur in
The mission
1884 to produce and
continues...
dispense
Ayurvedic
medicines. Reaching out
to a wide mass of people who had no access to
proper treatment. Dr. S. K. Burman's commitment and
ceaseless efforts resulted in the company growing from a
fledgling medicine manufacturer in a small Calcutta house, to a
household name that at once evokes trust and reliability.

13

E.
"Dedicated to the health and well being of every household"

This is our company. We accept personal responsibility, and

accountability to meet business needs.

We all are leaders in our area of responsibility, with a deep

commitment to deliver results. We are determined to be the
best at doing what matters most.

People are our most important asset. We add value through result
driven training, and we encourage & reward excellence.

We have superior understanding of consumer needs and develop

products to fulfill them better.

We work together on the

principle of mutual trust &
transparency in a boundaryless organization. We are
intellectually honest in advocating proposals, including recognizing risks .

Continuous innovation in products & processes is the basis of our

success.

We are committed to the achievement of business success with

integrity. We are honest with consumers, with business partners and
with each other.
14

F.
Milestones to success
Dabur India Ltd. made its beginnings with a small pharmacy, but
has continued to learn and grow to a commanding status in the
industry. The Company has gone a long way in popularising and
making easily available a whole range of products based on the
traditional science of Ayurveda. And it has set very high standards
in developing products and processes that meet stringent quality
norms. As it grows even further, Dabur will continue to mark up
on major milestones along the way, setting the road for others to
follow.
1884 - Established by Dr. S K Burman at Kolkata
1896 - First production unit established at Garhia
1919 - First R&D unit established
Early 1900s - Production of Ayurvedic medicines
Dabur identifies nature-based Ayurvedic medicines as its area of
specialisation. It is the first Company to provide health care
through scientifically tested and automated production of
formulations based on our traditional science.
1930 - Automation and upgradation of Ayurvedic products
manufacturing initiated
1936 - Dabur (Dr. S K Burman) Pvt. Ltd. Incorporated
1940 - Personal care through Ayurveda
Dabur introduces Indian consumers to personal care through
Ayurveda, with the launch of Dabur Amla Hair Oil. So popular
is the product that it becomes the largest selling hair oil brand in
India.

1949 - Launched Dabur Chyawanprash in tin pack

Widening the popularity and usage of traditional Ayurvedic
products continues. The ancient restorative Chyawanprash is
launched in packaged form, and15becomes the first branded
Chyawanprash in India.
1957 - Computerisation of operations initiated

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:
Chairma
n

ViceChairma
n

Dr. Anand Burman

Mr. Amit Burman

Whole Time Directors

Mr. P.D. Narang

Mr. Sunil Duggal

Mr. Pradip Burman

Non Whole Time Promoters, Directors

Mr. Mohit Burman

Independent Directors
16

Sunil Duggal took over as the Chief

Executive Officer of Dabur India Limited in
June 2002, holding reins of the organisation
he joined in 1995.

Sunil Duggal
Chief Executive
Officer
Dabur India
Limited

Mr Duggal started his career as a

management trainee in Wimco Limited in
1981 after getting his Engineering Degree
(Electrical & Electronics) from BITS, Pilani,
and Business Management from IIM, Calcutta.
His stint at Wimco continued till 1994, with a
break in between when he joined Bennett

Coleman & Co. Ltd for a short period. In 1994, he moved to Pepsi
Foods as GM, Sales Operation.
In 1995 he came into the Dabur family, as General Manager (Sales
& Marketing), of the Family Products Division with products like
Dabur Amla, Lal Dant Manjan and Vatika in his portfolio. This
Division spearheaded the spectacular growth recorded by Dabur in
this period. Vatika was also launched during this period and is now
the Company's second biggest brand.
With his dynamic spirit and leadership abilities, he soon became
Vice-President and SBU-Head of the Family Products Division. In
July 2000 Mr. Duggal was appointed Director Sales and Marketing
of Dabur India Limited. And in 2002, he became the CEO of the
Company - a professional with valuable experience to steer the
company ahead in its growth plans.

CEO

17

Spanning a career of over 20 years, Sunil Duggal has travelled

widely across India and handled diverse portfolios that have helped
him understand the dynamics of FMCG businesses and market
trends. He is well versed in the intricacies of India's regional
diversities and consumer needs.
Mr Duggal lives in Delhi with his wife and one child . Whenever he
gets a break from his official responsibilities, Mr. Duggal likes to
spend time at home with his family and an occasional round of golf.

18

H.
Good corporate governance and transparency in actions of the
management is key to a strong bond of trust with the Companys
stakeholders. Dabur understands the importance of good governance
and has constantly avoided an arbitrary decision-making process. Our
initiatives towards this end include:
Professionalisation of the board
Lean and active Board(reduced from 16 to 10 members)
Less number of promoters on the Board
More professionals and independent Directors for better
management
Governed through Board committees for Audit, Remuneration,
Shareholder Grievances, Compensation and Nominations
Meets all Corporate Governance Code requirements of SEBI

19

I.
When our Founder Dr. S. K. Burman first established Dabur, he had a
vision that saw beyond the profit motive. In his words, "What is that life
worth which cannot bring comfort to others." This ideal of a humane and
equitable society led to initiatives taken to give back some part of what
Dabur has gained from the community.
Our major initiatives in the Social sector include:
Establishment of the Sustainable Development Society, or Sundesh,
in 1993 - a non-profit organisation to promote research and
welfare activities in rural areas;
Promoting health and hygiene amongst the underpriviledged
through the Chunni Lal Medical Trust; and
Organising the Plant for Life programme for schoolchildren - to create
environmental awareness amongst young minds.

Our commitment to Environment

Ancient wisdom of conservation
From times immemorial, Indian sages and men of wisdom have
understood and appreciated the value of nature and its conservation.
Our ancestors recognised that if we grabbed from nature beyond what
was healthy, it would lead to all round degradation, and even the
extinction of humanity. That is why nature was sanctified and
worshipped in the form of gods and goddesses.
Dabur upholds the tradition
Today, we at Dabur also value nature's bounty. Without the fruits of
nature, the vision of Dabur would never have been fulfilled. And that is
the reason for our unfailing commitment to ecological conservation and
regeneration. We would like to follow the principles of our ancient texts,
which say:

20

"Dehi me dadami te" - "you give me, and I give you".

Back to Nature
Rare herbs and medicinal plants are our most valuable resource, from
which all our products are derived. Due to overexploitation of these
resources and unsustainable practices, these plants and herbs are fast
reaching the point of extinction. In view of this critical situation, Dabur
has initiated some significant programmes for ecological regeneration
and protection of endangered plant species.

Plants for Life

We have set up the "Plants for Life" project in the mountainous regions
of the Himalayas. Under the project, a high-tech greenhouse facility has
been set up for developing saplings of rare and endangered medicinal
plants. Fully computer-controlled and monitored, this greenhouse
maintains the highly critical environmental parameters required for their
survival. We are also developing quality saplings of more than 20 herbs,
8 of them endangered, through micro propagation.
In addition, satellite nurseries spread across mountain villages and
contract cultivation of medicinal herbs helps in maintaining the
ecological balance. These measures have also helped provide local
cultivators the scientific knowledge for harvesting herbs and a steady
source of income. So that they are not forced to exploit the environment
to earn a livelihood.

Living a Green Heritage

These are significant steps that can contribute to a better world for
coming generations. To whom we would like to bequeath a world not
bereft of nature. But full of flowering and fruit bearing trees, animals,
birds and humans living in good health and complete harmony.

21

J.

22

K.

23

L.

Dabur's mission of popularising a natural lifestyle transcends

national boundaries. Today there is global awareness of alternative
medicine, nature-based and holistic lifestyles and an interest in
herbal products. Dabur has been in the forefront of popularising
this alternative way of life, marketing its products in more than 50
countries all over the world.

Our products World Wide

We have spread ourselves wide and deep to be in close touch with our overseas
consumers.
A. Offices and representatives in Europe, America and Africa ;

24

B. A special herbal health care and personal care range successfully selling in

markets of
countries.

the

Middle East,

Far East

and

several

European

M.

PRODUCT LINE

Foods

Real

Real Activ

Hommade

Lemoneez

Capsico

Health Care
Baby Care

Dabur Lal Tail

Dabur Baby Olive Oil

Dabur Janma Ghunti

Health Supplements

Dabur Chyawanprash

Dabur Glucose D

Digestives

25

Hajmola Yumstick

Hajmola Mast Masala

Anardana

Hajmola

Hajmola Candy

Hajmola Candy Fun2

Pudin Hara (Liquid and Pearls)

Pudin Hara G

Dabur Hingoli

Natural Cures

Shilajit Gold

Nature Care

Sat Isabgol

Shilajit

Ring Ring

Itch Care

Backaid

Shankha Pushpi

Dabur Balm

Sarbyna Strong

Personal Care
Hair Care Oil

26

Amla Hair Oil

Amla Lite Hair Oil

Vatika Hair Oil

Anmol Sarson Amla

Hair Care Shampoo

Anmol Silky Black Shampoo

Vatika Henna Conditioning Shampoo

Vatika AntiDandruff Shampoo

Anmol Natural Shine Shampoo

Oral Care

Dabur Red Gel

Dabur Red Toothpaste

Babool Toothpaste

Dabur Lal Dant Manjan

Dabur Binaca Toothbrush

Skin Care

Gulabari

Vatika Fairness Face Pack

27

Ayurvedic Specialities

Ayurveda

Ayurveda Vikas

28

N.

Dabur Amongst Top Three Most

Respected FMCG Companies

Dabur Real Bags Gold In Reader's Digest

Trusted Brand Awards
Dabur Figures In Top Great Place To
Work 2006 List

Dabur India Ltd placed in the list of '20 Stocks You Must Own', prepared by Forbes
India
_________________________________________________________________________

29

Dabur has been ranked amongst

India's Most Innovative Companies by
a Business Today-Monitor Group
survey

Hajmola has been ranked

34th in Indias 100 Most
Valuable Brands list

Hajmola, one of the strongest

brands in Dabur's portfolio,
has been listed among the
Top 18 Iconic Brands in India
that have stood the test of
time

Dabur Indias fruit juice brand Ral

awarded the Readers Digest Gold
Trusted Brand Award 2008 in the food
& beverages category

Three Dabur brands -Hajmola, Dabur Amla and

Vatika -- have debuted in the
Economic Times Brand
Equity's Most Trusted Brands
2008 list. Besides, Dabur
Foods has climbed up to take
the 40th spot

Hajmola moves up 11 spots

to take the 34th position
among India's Top 100 Most
Valuable Brands of 2008,
released by 4Ps and ICMR

Dabur India Ltd has been ranked 28th in the list of India's Top 50 Most valuable (Company) Brands by
Brand Finance

30

newu was voted the Most

Dabur India CEO Mr.

Dabur India Ltd was

___________________________________________________________________________

SWOT ANALYSIS OF DABUR

STRENGTHS

WEAKNESS

Strong presence in well defined

Seasonal Demand( like

niches( like value added Hair Oil

chyawanprash in winter and Vatika

and Ayurveda specialities)

not in winter)

Core knowledge of Ayurveda as

Low Penetration(Chyawanprash)

competitive advantage

High price(Vatika)

Strong Brand Image

Limited differentiation (Vatika)

Product Development Strength

Unbranded players account for the

Strong Distribution Network

Extensive Supply Chain

IT Initiatives

R & D a key strength

2/3rd of the total market(Vatika)

31

OPPORTUNITIES

THREATS

Untapped Market(Chyawanprash)

Market Development

baidyanath and Zandu for Dabur

Chyawanprash and Marico,Keo

Export opportunities.

Innovation

Increasing income level of the

Karpin, HLL and Bajaj for Vatika

Hair Oil)

middle class

Existing Competition( like Himani,

New Entrants

Threat from substitutes (like

Bryllcream for Vatika hair oil)

Creating additional consumption

pattern

THE MARKETING MIX

AND

32

SELLING PROCESSA.
COMPETITOR ANALYSIS
The key competitors of Dabur in the Chyawanprash segment are Baidyanath, Zandu
and Himani, which together with Dabur have about 85% of India's domestic market.
Dabur is India's largest Ayurvedic medicine supplier and the fourth largest producer of
FMCG. It was established in 1884, and had grown to a business level in 2003 of about
650 million dollars per year, though only a fraction of that is involved with Ayurvedic
medicine. Dabur Chyawanprash (herbal honey) has a market share of 61%.
We have tried to analyse the competition for Dabur in the Chyawanprash segment as
follows:

33

Sri Baidyanath Ayurvedic Bhawan Ltd. (Baidyanath for short) was founded in 1917 in
Calcutta, and specializes in Ayurvedic medicines, though it has recently expanded into
the FMCG sector with cosmetic and hair care products; one of its international products
is Shikakai (soap pod) Shampoo.Its Chyawanprash has a market share of 10%.
Zandu Pharmaceutical Works was incorporated in Bombay in 1919, named after an
18th-century Ayurvedic. The company focuses primarily on Ayurvedic products (in 1930,
pharmaceuticals were added, but the pharmaceutical division was separated off about
30 years later).
The Himani Group, founded in 1974, provides a diverse range of products, doing 110
million dollars of business annually, though only a portion is involved with Ayurvedic
products, through its Himani line; the company is mainly involved with toiletries and
cosmetics, but also provides Chyawanprash and other health products.Its market share
is 12%.

34

B.
STP ANALYSIS OF DABUR CHYAWANPRASH

SEGMENTATION

Dabur Chyawanprash is the market leader in the Chyawanprash segment. It comes

under the category of health supplements. The segments that it considers are growing
kids, competitive youth, ever busy housewives and the aged.
For the growing kids: In today's competitive environment, the children are under
high pressure to excel.
For the competitive youth: Modern life keeps the youth busy and demands them to
be active and efficient.
For ever-busy housewives: The 'homemaker' needs to be fit in order to shoulder all
responsibilities.
For the aged: Old age weakens a person physically and mentally.
After segmenting the population into these categories it aims to keep them fit and
healthy.

35

TARGETING
Traditionally, chyawanprash was supposed to be a health supplement for
the aged and kids. Dabur Chyawanprash (DCP) is now targeting adults,
housewives, youth and kids .This it is trying to achieve through its
promotion activities by making Amitabh Bacchan and Vivek Oberoi do
the endorsement act. Amitabh has been projected as a user of
Chyawanprash attempting to establish the relevance of DCP amongst the
adults in todays demanding lifestyle. Vivek, 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 reaching out to kids. His final conversion from a non-user to a
Chyawanprash user connects with the Youth. These two ads compliment
each other and connect very well with the targeted consumers

36

POSITIONING
"Andar se strong:

Dabur chyawanprash has the tag line "Andar se strong By

using a natural language instead of scientific language it is able to connect with the
consumers and is able to achieve a better positioning in the minds of the Indian health
conscious consumer. A category like Chyawanprash for instance needs to understand
that in employing the category language it loses any chance of expressing its own
benefit distinctively.

Holistic Health benefit of Ayurveda :

Dabur Chyawanprash helps in

stimulating immune system, relieving stress, improving stamina, fighting aging through
anti-oxidant property, improving lung function, fighting respiratory infections & building
resistance to disease. The brand conveys this health conscious holistic view of the
product.

Brand Trust:

Over 100 years of Daburs experience in Ayurveda ensures

selection, processing and quality control of right herbs along with scientific and clinical
studies makes DCP a trustworthy offering for consumers. Consumers view DCP as a
product by a trusted brand and therefore do not need to think twice before making a
purchasing decision.

37

C.
MARKETING MIX OF DABUR CHYAWANPRASH

Dabur Chyawanprash is the market leader in the chyawanprash

segment and has achieved this with its innovative product
offering,

pricing

strategy, easy

availability

and

promotion

campaigns. In the marketing mix of Dabur, we shall be discussing

the 4 Ps of marketing mix with respect to Dabur Chyawanprash.
The mix shall be analyzed as followed:
Product
Price
Place
Promotion
38

Product

Price

Promotion

Product

List Price

Variety

Discount

Quality

Financing

Design

Features

Brand

Channels

Promotion

Location

Public Relations

Inventory

Schemes

Sponsorships

Credit Terms

Internet

Advertising

Place
&

Marketing

Names

Services

D.
PRODUCT
Dabur Chyawanprash is the leader in the Chyawanprash category and
enjoys a market share of 61 per cent. In 50s Dabur pioneered the concept
of branded Chyawanprash and since has invested heavily in product
development, clinical studies and consumer awareness. The product is
essentially a health supplement.
Known as the elixir of life, Chyawanprash has (clinically) proven benefits in
maintaining smooth body functioning. The principal ingredient Amla (Indian
39

Gooseberry) acts as an anti-oxidant and immuno-stimulant. Dabur Chyawanprash

helps in stimulating immune system, relieving stress, improving stamina, fighting aging
through anti-oxidant property, improving lung function, fighting respiratory infections &
building resistance to disease. It is these properties that make Dabur Chyawanprash a
preferred choice for its users.

Ingredients of Dabur Chyawanprash

Vishwast
Amla,

Ashwagandha,

Hareetaki,

Dashmul,

Ghrit

health

beneficial

and

several

other herbs and herbal extracts.

Special
Vishwast

fortified

with

additional

herbs

Keshar, Akarkara etc.

Packaging:

n
The figure above shows the evolution of the packaging of Dabur Chyawanprash.

40

like

Dabur continuously innovates the package and branding of its chayawanprash. It

launched Dabur Chyawanprash first in 1949 in a tin pack and it was the first branded
Chyawanprash in India. Later Dabur came out with its new packet of Chyawanprash
with Amitabh Bachchan as their brand ambassador. It also received Brand Relaunch
of the Year award from IMA.
Available in:
Dabur Chyawanprash is available in three sizes to cater to the needs of different types
of people.
1. One kilogram pack
2. 500 gram pack
3. 250 gram pack

PRICE
The pricing of Dabur chyawanprash is very competitive. Dabur chyawanprash uses
second degree price discrimination i.e more the quantity, lower the price.
1kg

Rs.195.00

500gms

Rs.110.00

250gms

Rs. 62.00

41

PRICE/QUALITY MATRIX
Price
Quality

High

Middle

Luxury

Ideal

Segment

Penetration

Low

High

For

Premiere
Offering

DABUR
CHYAWANPRASH

Overpriced

Average

Bargain

Middle

Low

Real

Make

The

Unhappy

Cheap

Sale

and

Customers

Goods

Run

42

PLACE
Dabur has a very wide distribution of its products through 1.6 million retail outlets and
50 C & F agents all over India who distribute products to the retailers. A distribution of C
& F agents and manufacturing locations is given below.

Daburs distribution network extends beyond India in the following countries as well:
Distribution Network

Central, North & South America

Australia

Asia

Middle East
43

North & South Africa

East & West Europe

PROMOTION
The main form of promotional activities of Dabur chyawanprash are concentrated
towards advertising and it has neglible sales promotional activities.

Advertising
Nothing can happen without establishing the brands heritage emphasizing
technological prowess, explaining benefits and building bonds with prospective
buyers. Ads are necessary because the images are still mouldable and fluid and
the consumers sophistication level is low. Dabur chyawanprash is advertised
on print media as well as on television.
The company has launched two ads, one each with Amitabh and Vivek, in
national electronic media followed by a series of print media campaign directed
towards creating awareness to educate people about the holistic benefits of
Chyawanprash.The ads have been created by McCann Ericsson and the company
would be spending close to Rs 10 crore in promotional campaign this year. The ads
would also be translated in Bengali. These advertisements are supposed to target
the old and the younger generation respectively
Thecompany has launched a new ad with M.S. Dhoni who is leader of Indian
cricket team

44

The Marketing Mix

Product

Place

Target
Market

Price

Promotion

45

The firm attempts to generate a positive response in the target market by blending
these four marketing mix variables in an optimal manner.

46

A Summary Table of the Marketing Mix

The following table summarizes the marketing mix decisions, including a list of some of
the aspects of each of the 4Ps.

Summary of Marketing Mix Decisions

Product
Functionality

Price
List price

Place
Channel members

Promotion
Advertising

Appearance

Discounts

Channel motivation

Personal selling

Quality

Allowances

Market coverage

Public relations

Packaging

Financing

Locations

Message

Brand

Leasing options

Logistics

Media

Service levels

Budget

Warranty
Service/Support

DABUR FOODS SELLING PROCESS

Dabur food process of selling starts from stockiest.
C&FA dose not have any process to play in the process of selling of dabur foods
products. They are just Clearing & Forwarding Agents they store the
manufacturing products and then supply it to stockiest.
Stockiest pay the money to dabur foods through demand draft.
Stockiest further sells the products to retailers.

Retailer finally sells the products to consumers.

47

MARKETING HOW DABUR FOODS IS USING MIX

Product
Appearance: Dabur tries to make its products appear very attractive.
Quality: Quality of the product is really unmatchable as it is tested number of
times and its products are processed using very advanced machinery and
technology.
Packaging: Dabur products packaging is done in such a way that its juices does
not get expired before 6 months inspite of perishable products.
Brand: Dabur itself is a very reputed and well known brand in the market and its
Real juice is also known all over India.
Warranty: Dabur as such does not gives any warranty but if there is any problem
in its products before expiry then they replace the product.
Service/Support: Dabur foods provide full support to its stockiest, retailers and
consumers, what so ever the problem is

48

Price
List price: Dabur decide its price according to its competitors and the price
structure is different for retailers and stockiest.
Discounts: There are different discounts for retailers, stockiest and consumer from
time to time.
Allowances: Special allowances are gicen to stockiest sales man if he acives his
targets.

Place
Channel members: Channel members or business partners of dabur are its
stockiest, retailers.
Channel motivation: Channel motivation for dabur is pull and push strategy.
Market coverage: Dabur Foods has a distribution network that covers 175 towns
and 75 thousand retail outlets making its product available to the consumers across
the country at ease.
Locations: Dabur foods try to cover or tries to place its products in each and every
shop and every location.

49

Promotion
Advertising: Dabur products are advertised through television, newspapers,
magazine etc.
Personal selling: Dabur hardly do any personal selling except in tent shows and
road shows. Same for less & more for same
Media: Media of promotion is TV, Radio, newspapers, magazine.
Budget: Budget is Decided by finance team for different strategic business unit.

50

Critique of selling
In theory, the purpose of selling is to help a customer realize his or her goals in an
economic fashion. However, in reality this is not always the case. Customers can be
influenced to purchase a product or service that initially was not of interest to them. Some
salespeople are trained in the art of selling customers things they don't need.
Take for example the purchasing of a car: a consumer may have a set of cars in mind
(called an evoked set) that she feels match her needs, wants and budget. She may seek the
advice of a salesperson given that a salesperson can help her realize the right car given
those criteria. This can be a socially useful function; salespeople have specialized
knowledge of products that can help consumers make an informed decision. However, a
salesperson may also talk a consumer into purchasing a more expensive or perhaps larger
car then she needs or can afford. In this context, the salesperson may have usefully helped
the customer re-evaluate her needs, thereby establishing a new set of appropriate choices
among which included the newer or large car. This again would be a helpful and useful
service provided by the salesperson. However, it is sometimes the case that customers
purchase a product or service that was not initially intended and remains an inappropriate
purchase after the fact. On the other hand, the consumer in this scenario can be held
partially responsible for the inappropriate purchase; indeed, "A fool and his money are
soon parted." (P.T. Barnum, English proverbs)

51

This dysfunctional behavior is encouraged by:

Incentives of salespeople to increase their total number of sales, especially
where retailers keep track of sales or offer commission-based salaries
Incentives from the manufactures of products or the companies of service
providers to salespeople to sell their products where other similar products
offered by competitors are offered
The incentive to sell a customer a product that is in need of being cleared
out, despite the fact that a customer may be better to wait for the new
product

52

B.
Channel Of Distributions
Manufacturing Plant

Clearing and forwarding agent (different regions)

Stockist A

Retailers

Stockist B

Retailers

Retailers Retailers

Stockist C

Retailers Retailers

CONSUMERS

53

The above diagram it shows channel of distribution of dabur foods, here first the
products are manufactured and from Manufacturing plants the packed goods are
supplied to Clearing And Forwarding Agents(C&FA) and from here the goods are
then further supplied to number of Stockiest or Distributors, from here goods
reaches to large number of Retailers and it is the duty of Stockiest to take orders
from retailers and then supply the goods to them, this work is generally done by
stockiest salesman through ready stock or by taking orders first and then placing
the order. From here the goods finally reaches to Customers. Customer purchases
the product from retailers.
This was the basic Channel of Distribution used by Dabur Foods, now I will throw
light on each channel of distribution of Dabur Foods.

Supply Chain Management:

Supply chain management starts before physical distribution: it involves procuring
the right inputs (raw materials, components and capital equipment), converting
them into finished products and dispatching them to the final destinations. The
supply chain perspective can help identify superior suppliers and distributors and
help them improve productivity, which ultimately brings down the companys
costs.
54

A broader view sees a company at the center of a value network that includes
its suppliers, its immediate customers and their end customers. The value network
includes valued relations with others such as university researchers, government
approval agencies and so on.

MANUFACTURING PLANT:
Dabur Foods has Number of products in its product line but its main area of
interest or the product on which they concentrate the most is Real Juice & Coolers.
Dabur has its manufacturing plant at Nepal and at Jaipur where juice is
manufactured and tested.

PROCUREMENT & TRANSPORT:

Getting the raw material and packaging material requirement from the
production unit in charge

Constant updates on the procurement of materials and transport details

Production details and ingredient content information from the different

personnel and coordinating this activity
55

PACKAGING:

Approval and coordination of

the supply of packaging material to the

production unit

CLEARING AND FORWARDING AGENTA (C&FA)

From manufacturing plant the stock is transported or supplied to clearing

and forwarding agents.
Clearing and Forwarding Agents is a third party and Dabur gives contract to
them, so company has nothing to do in building the relationship with them.
Here C&FA keep or stock the goods with them.
They charge dabur for stocking the good and even dabur dont mind doing
so as it is a measure of cost cutting as well as there is no need for gowdowns
and maintenance.
For Ghazizbad, Meerut, Delhi NCR there is one C&FA whish is situated in
Mohan Nagar, here all goods which dabur foods hare kept here.

56

C.
STOCKIEST OR DISTRIBUTORS
Stockiest store the products in their godowns, C&FA supplies the goods to
them as per their order.
Stockiest has some sales men working under him, they are known as
stockiest sales man. Their work is to place the products in the market and
take order from retailers and then supply goods to them.
Sales man either take ready stock with them or they first take orders and
then supply goods later on.
There is a beat which is a schedule route of sales man, means sales man has
to daily cover the route as mention in the beat.
Merchandising, making products visible, pasting posters, putting banners,
and seeing that goods are properly placed in the retail outlets is also the duty
of stockiest sales man.
Companies sales officer keeps a check on the stockiest and monthly report
is also prepared which is further analyzed by ASM & ZSM.
In Sahibabad Dabur has 1 stockist, and in Ghaziabad 1

57

D.
RETAILERS
Retailers are backbone of the company as they are the one who can take the
product on new heights or can bring it down to toes.
Stockiest supplies goods to retailers and tries Persuading retailers to give the
brand special displays (using merchandising tools) to get affective brand
presence, and arranging it in more noticeable manner.
Classification of outlets in different type of markets is different according to
their sales volume.
TYPES OF RETAILS OUTLETS
Class
A
B
C

Average Monthly Business

Above 10,000
5,000-10,000
Upto 5,000

Margin of retailers is always higher than stockiest.

Retailers are the one who have direct contact with the customers.

Dabur Foods has a distribution network that covers 175 towns and 75 thousand retail
outlets making its product available to the consumers across the country at ease.

58

E.
TYPES OF RETAIL MARKET

The retail market can be classified on the basis of magnitude of retail.

SCATTERED MARKET
Lesser no. of outlets, and
Extensive outlets

BLOCK MARKET

Large no. of retail outlets in chunk

SUPER MARKET

Through their superior information ,logistical systems and buying power deliver
good service and immense volumes of products at attractive prices.

CHAIN OUTLETS

Having more than one key outlet all across with a single control unit and central
purchasing strategy

59

THE FUTURE FOR DABUR

Tapping the world markets:

Dabur India, under its new brand

architecture, has five power brands under its portfolio with distinct
offerings Vatika, a herbal beauty brand with products like Vatika
Shampoo, Hair oil and Fairness Face pack; Dabur, the natural healthcare brand with
products like Chyawanprash and Pudin Hara; Hajmola, the tasty digestive brand with
Hajmola candy, Fun2 and Anardana Churna; Real which offers fruit beverages and has
products like Real Fruit juices, Lemoneez; and the recently launched Anmol which is a
cross category value-for-money brand. Dabur has decided to take two of its five power
brands Dabur and Vatika global through its Dubai-based arm Dabur India .
And the Big B and Rani Mukherjee will help the company get a toehold in the worlds
herbal hair oil, shampoos and hair creams market. The Rs 1,232-crore FMCG major
has also decided to give a new impetus to its international food supplement brand,
Nature4u, by now launching it in the burgeoning Gulf market. It is currently being sold
only in UK and EU. We have drawn an aggressive plan to launch Dabur and Vatika
globally, starting from the Middle East , GCC and SAARC countries. We expect our
market share to double within two years in the 10 countries we will focus on initially,
said Mr Arvind Kumar, CEO, Dabur International. The 10 top-of-mind markets for Dabur
right now are UAE, Saudi Arabia , Kuwait , Bahrain , Oman, Bangladesh, Pakistan ,
Egypt

and

Nigeria.

To develop Dabur International as its major overseas hub to service all markets except
Russia , the company is setting up a new plant which is expected to be ready in a
year. Dabur International already has a plant in Jabel Ali to both package products
sourced from India and produce some local variants. Dabur India has been selling its
product in Dubai and GCC countries since 1992 through a franchise Redrock
Limited. The company had acquired this franchise last year at investments of about
USD five million.

Growing market share:

While there is no doubt that Dabur now has a

presence in several product categories ranging from hair care to oral care to home care
to health supplements to juices and even soaps, it is also true that in some of these
60

segments its market share is very low and trails the market leader by a huge margin.
For instance, Dabur only has a 6% market share in shampoos against HLLs 53%, and
a 12% share in the oral care segment against Colgates 46%.
Company officials believe that low market share means that there are substantial
growth opportunities even if these categories do not grow. Our market shares are low
in some segments. This gives us opportunity to penetrate these categories, says Mr
Narang.

Drivers of growth: For the future, Dabur has identified foods, home care
products, skin care and OTC health care products as its growth engines. The
company plans to ramp up its home care business and in the food category it is looking
at expanding its Hommade range of cooking pastes and purees. In the skin care
segment, the company launched the Dabur Anmol cold cream last year and its Vatika
honey

and

saffron

soap

is

currently

under

test

launch.

Expansion in south India: Dabur is looking at expanding its business in south India,
which currently accounts for around 15% of its total sales.

61

RESEARCH METHODOLOGY
As the purpose of the project report is to analyse the consumable products successfully
launched in the last three years.
The data was collected both with the help of primary as well as secondary sources.
For primary data, I proceeded with the drafting of the questionnaire for consumers was
structured as undisguised, & Personal -interview retailers. Distributors & wholesalers
and it was handed personally by me to the respondents to be analysed.
The questionnaire method was useda)

To get first and relevant and unbiased information

b)

Questionnaire provides versatility and solutions can be obtained by just asking

the questions.

c)

Questioning is usually faster and cheaper.

d)

Moreover, there is more control over data gathering activities.

Secondary data was also collected personally by me, which the company has furnished
for the general public. The secondary data was gathered with the help of various
magazines, newspapers, journals, brochures and also through the internet. For
secondary sources no field work was employed.

62

In order to amplify the empirical findings from primary and secondary sources, a survey
was conducted both of consumers and retailers Distributor & Wholesalers in order to
gauge the market opinion.
The questionnaire was of multiple choice and the pattern of questions was as simple as
possible. With every question, multiple choices were given and respondents were asked
to select one of them. The questionnaire technique was structured and not disguised as
the questions followed one pattern and reason behind the questionnaire was stated
properly. All the questions were directly related to the subject.
For Dabur Chyawanprash
1.

Sample size for customers were 150 in number and the universe comprised of all
the consumers within the geographical region of Ghaziabad and Sahibabad.

2.

Sample size for retailers were 40 in number and the universe comprised of all the
consumers within the geographical region of Ghaziabad and Sahibabad.

3)

Sample size for Distributor & Wholesaler were four in number & the universe
comprised of all the consumers within the geographical region of Ghaziabad and
Sahibabad.

No other field work was employed to gather the information. The questionnaire were
distributed to the respondents and the data was collected through primary and
secondary sources.
The statistical technique such a Pi-chart and percentages were used in analysing and
interpreting the data.
63

DATA ANALYSIS
DABUR CHYAWANPRASH
1. AWARNESS LEVEL
100
90
80
70
60
50
40
30
20
10
0

PERCENTAGE

ZANDU

HIM ANI

BAIDYANATH

DABUR

2. PREFERRED BRAND

60
50
40
PERCENTAGE

30
20
10
0
ZANDU

HIMANI

BAIDYANATH

64

DABUR

3.SATISFACTION LEVEL
5
4.5
4
3.5
3
RATING(1-LOW 5-HIGH)

2.5
2
1.5
1
0.5
0
ZANDU

HIM ANI

BAIDYANATH

DABUR

4. REASONS FOR SELECTING A PARTICULAR BRAND

70
60
50
40

PERCENTAGE

30
20
10
0
HEALTH

BRAND LOYALTY

TASTE

65

PRICE

66

5.HOW DID YOU COME TO KNOW ABOUT THIS BRAND.

80
70
60
50
PERCENTAGE

40
30
20
10
0
TV

INTERNET

WOM

PRINT

6. UNAVAILABILITY OF PREFERRED BRAND

40
35
30
25
20

PERCENTAGE

15
10
5
0
PURCHASE ANOTHER BRANDWAIT

BUY SUBSTITUTE
WHATEVER OFFERED BY RETAILER

67

7. PREFERRED PACK SIZE

50
45
40
35
30
PERCENTAGE

25
20
15
10
5
0
1 Kg

500 gm

250 gm

8. REASON TO SELECT PREFERRED PACK SIZE

40
35
30
25
PERCENTAGE

20
15
10
5
0
AVAILABILITY

PRICE

FAMILY SIZE

68

STORAGE

9. FREQUENCY OF PURCHARE

60
50
40
PERCENTAGE

30
20
10
0
ONE MONTH

TWO MONTHS

69

SIX MONTHS

RETAILER SURVEY RESULTS

DABUR CHYAWANPRASH
1. Which brands of Chyawanprash do you stock?

100
90
80
70
60
50
40
30
20
10
0

PERCENTAGE

ZANDU

HIMANI

BAIDYANATH

DABUR

2.Out of these which are the most preferred?

80
70
60
50
40
30
20
10
0

RATING(1-LOW 5-HIGH)

ZANDU

HIM ANI

BAIDYANATH

70

DABUR

3. According to you what are the reasons for customers preferences?

60
50
40
PERCENTAGE

30
20
10
0
brand loyalty

price

availability

no reason

4.What is the profile of your typical consumer?

70
60
50
40

PERCENTAGE

30
20
10
0
high income

middle income

low income

71

5.What schemes are you offered by the companies?

60
50
40
PERCENTAGE

30
20
10
0
price discount

buy one get one

others

6.What schemes does a consumer prefer most?

70
60
50
40

PERCENTAGE

30
20
10
0
price discount

buy one get one

72

others

7.According to you, does in-store advertising have an affect on the consumers

preference?

70
60
50
PERCENTAGE

40
30
20
10
0
yes

no

8.Doesch
ange in price affect their preferences?

60
50
40

PERCENTAGE

30
20
10
0
yes

no

73

CONCLUSIONS
The Chyawanprash Industry is yet to capture the beverage market in full
swing.

Packed

Chyawanprash

followed

by

Amla,

Ashwagandha,

Hareetaki, Dashmul, Ghrit and several other herbs and herbal extracts the
market. The consumers patriotic love for tea and coffee is unfair.
Chyawanprash are yet to establish their supplement use in the average
household herein lies the great opportunities. Within the market, it is safe
to conclude that dabur has hit off ratherwell with the masses. Dabur has
clearly lost it head start advantage and thereby acquiring just 35% of the
market share while others enjoys rest of the market share. This could be
well attributed to dabur successful ATA (Availability, Taste and Affordability)
marketing module, the attributes most rated by the consumers. Lack of
publicity has hampered the growth progress of the brand so aggressive
advertising is needed to promote Chyawanprash and vatika hair oil
brand .The brands such as that of Chyawanprash by vednath,
Chyawanprash with its sonacahndi, Minute- made and also US food
giantssDel Monte are ready to hit the Chyawanprash market very soon.
As the strategies of the companies keeps on changing, be it in
Chyawanprash industry, a company has to create perceptions and cover
74

them into realities. It is an expensive proposition requiring huge

expenditure on advertising, sponsorships and media.

Thus, the ideal

company will be the one which combines the high end technology with
consumer insight.
As 16% of the excise duty is exempted on food products in this budget ,
Many food companies including Dabur got benefited from it . On the
analysis of survey it was found that target Market of

Chyawanprash

want

quality benefit rather than Price benefit, so it is better to stress on quality

rather than on decreasing price to increase sales and profit. To increase
market share Dabur should give slight price benefit on Dabur brand so that
customers of other Juice brand should switch from other brand to Dabur
brand .

75

RECOMMENDATIONS
Focus on growing core brands across categories.
Reaching out to new geographies, within and outside India.
Improve operational efficiencies by leveraging technology.
Be the preferred company to meet the health and personal grooming needs of
our target consumers with safe, efficacious, natural solutions by synthesizing
the deep knowledge of ayurveda and herbs with modern science.
Provide consumers with innovative products within easy reach.
Vatika hair care centre: On the lines of Maricos Kaya Skin Clinic, Dabur
could start a venture called Vatika hair care centre which would provide total
hair care solutions. It could have hair care experts to solve hair
problems.Services could include dandruff treatment, straightening of hair,
treatment for split ends,etc.
Position Dabur Chyawanprash is not more of a medicine but as something
which is necessary for health.

More initiatives like Dabur ki Deewar to increase brand visibility. It is an

initiative to occupy shelf space.

76

BIBLIOGRAPHY
Books:
Marketing Management:Twelfth Edition Philip Kotler & Kevin Lane
Keller
Websites:
www.google.com
www.dabur.com
www.tutor2u.net
www.brandchannel.com
77

www.blonnet.com
www.superbrandsindia.com

78

CONSUMER QUESTIONAIRE-DABUR
CHYAWANPRASH
Dear Respondent,
Thanks for sparing few minutes to fill this questionnaire, which will help us to study the
consumer perception for chawanprash.
Any information provided by you will strictly be used for Academic Purpose.
1.Which brands of Chawanprash are you aware of?
A. Zandu
B. Himani
C. Baidyanath
D. Dabur
2.Which brand of Chawanprash do you use?
A. Zandu
B. Himani
C. Baidyanath
D. Dabur
3.Where would you rate your brand on a scale of 1 5 (5 being highest)?
A. 1
B. 2
C. 3
D. 4
E. 5

79

4.What are the primary reasons for which you use this particular brand?
A. Health
B. Brand Loyalty
C. Taste
D. Price
5.How did you get to hear about this brand?
A. TV
B. Internet
C. Word of Mouth
D. Print
6.If your brand is not available you would..?
A. Purchase another brand
B. Wait for it to be available
C. Go for a substitute
D. Buy what is offered by the retailer
7.Which pack size do you prefer?
A. 1 kg
B. 500 gm
C. 250 gm
8.On what parameters do you choose this pack size?
A. Availability
B. Price
C. Family size
D. Storage

80

9.How often do you buy?

A. Once a month
B. Once in two months
C. Once in six months
10.Are you satisfied with your brand?
A. Yes
B. No

Personal Information :Age:

Location:
Income (per month):
A. Rs. 1,000 Rs. 10,000

B.

Rs. 10,000 Rs. 30,000

C. Rs. 30,000 Rs. 50,000

D. Above Rs. 50,000

81

RETAILER QUESTIONNAIRE-DABUR CHYAWANPRASH

Dear Respondent,
Thanks for sparing few minutes to fill this questionnaire, which will help us to study the
consumer perception for the Chyawanprash category that we have chosen to study.
Any information provided by you will purely and strictly be used for Academic Purpose
only.
1.Which brands of Chyawanprash do you stock?
A. Zandu
B. Himani
C. Baidyanath
D. Dabur
2.Out of these which are the most preferred?
A. Zandu
B. Himani
C. Baidyanath
D. Dabur
3.According to you what are the reasons for customers preferences?
A. Brand loyalty
B. Price
C. Availability
D. No reason

82

4.What is the profile of your typical consumer?

A. High income
B. Middle income
C. Low income
5.What schemes are you offered by the companies?
A. Price discounts
B. Buy one get one free
C. Others
6.What schemes does a consumer prefer most?
A. Price discounts
B. Buy one get one free
C. Others
7.According to you, does in-store advertising have an affect on the
consumers preference?
A. Yes
B. No
8.Does a change in price affect their preferences?
A. Yes
B. No
:

83