Professional Documents
Culture Documents
On
“topic name”
Submitted for the partial fulfillment of the requirement for the award of Master of Business
Administration (MBA) degree from Dr. A.P.J. Abdul Kalam Technical University, Uttar
Pradesh, Lucknow
Submitted By:
“Harsh Saxsena”
MBA III Semester
“1702970048”
Under the guidance of
“Mr. h”
2018-19
1
Certificates
2
CERTIFICATE OF THE HoD
To whom it may concern
Date. HOD
3
CERTIFICATE FROM THE COMPANY
Company Logo
Date. Guide
4
Declaration
Faculty Guide
5
Acknowledgement
Name:
Roll No:
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Table of Contents
Abstract Page no.
Chapter I
• Introduction Page no
• Importance of study Page no.
• Literature review Page no.
• Objectives / Hypothesis Page no.
Chapter II
• Brief Introduction about company & its product Page
no.
• Research design/ methodology Page no.
Chapter III
• Data Analysis Page no.
• Result discussion Page no.
Chapter IV
• Conclusion and recommendations Page no.
• Suggestions for future research Page no.
• Limitations of the study Page no.
Appendix
• Bibliography Page no.
• Table and Chart Page no.
• Questionnaire Page no.
7
INTRODUCTION
OVERVIEW OF FMCG SECTOR IN INDIA
8
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.
9
Rural and urban potential
Rural-urban profile
Urban Rural
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
10
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 India’s 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 for—shampoo or digestive tablets?” The
answer is fairly simple, it stands for India’s fourth largest fast moving consumer
goods company that both consumers and trade respect and trust unequivocally, and
which has an annual turn-over 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). There’s a great sense of responsibility for
investors’ funds on view. This is a direct extension of Dabur’s philosophy of taking care of its
constituents and it adds to the sense of trust for the brand overall.
B.
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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.
Wide and deep market penetration with 47 C&F agents, more than 5000
distributors and over 1.5 million retail outlets all over India
12
C.
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1884 Birth of Dabur
1896 Setting up a manufacturing plant
Early
Ayurvedic medicines
1900s
1919 Establishment of research laboratories
1920 Expands further
1936 Dabur India (Dr. S.K. Burman) Pvt. Ltd.
1972 Shift to Delhi
Sahibabad factory / Dabur Research
1979
Foundation
1986 Public Limited Company
1992 Joint venture with Agrolimen of Spain
1993 Cancer treatment
1994 Public issues
1995 Joint Ventures
1996 3 separate divisions
1997 Foods Division / Project STARS
1998 Professionals to manage the Company
2000 Turnover of Rs.1,000 crores
2003 Dabur demerges Pharma Business
2005 Dabur aquires Balsara
2005 Dabur announces Bonus after 12 years
Dabur crosses $2 Bin market Cap, adopts
2006
US GAAP
Approves FCCB/GDR/ADR up to $200
2006
million
2007 Celebrating 10 years of Real
2007 Foray into organised retail
2007 Dabur Foods Merged With Dabur India
14
D.
Founding Thoughts
15
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 1884 to produce and dispense
Ayurvedic medicines. Reaching out to a wide mass of The mission continues...
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.
E.
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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.
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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.
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:
Vice-
Chairman Chairman
Dr. Anand Mr. Amit
Burman Burman
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Mr. Mohit Burman
Independent Directors
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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.
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
21
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.
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.
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H.
23
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.
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Our commitment to Environment
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.
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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.
26
Corporate Office
Kaushambi
Ghaziabad - 201010
Uttar Pradesh, India
Tel:
+91 (0120) 3982000 (30
Lines)
+91 (0120) 3001000 (30
Lines)
Kaushambi Corporate
Office
Registered Office
27
K.
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DABUR WORLD WIDE
We have spread ourselves wide and deep to be in close touch with our overseas
consumers.
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sources.
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M. PRODUCT LINE
Foods
Real
Real Activ
Hommade
Lemoneez
Capsico
Health Care
Baby Care
Health Supplements
Dabur Chyawanprash
Dabur Glucose D
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Digestives
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
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Personal Care
Oral Care
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Skin Care
Gulabari
Vatika Fairness Face Pack
Ayurvedic Specialities
Ayurveda
Ayurveda Vikas
34
N.
STRENGTHS WEAKNESS
Strong presence in well defined Seasonal Demand( like
niches( like value added Hair Oil chyawanprash in winter and
and Ayurveda specialities) Vatika 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
Strong Distribution Network the 2/3rd of the total
Extensive Supply Chain market(Vatika)
IT Initiatives
R & D – a key strength
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OPPORTUNITIES THREATS
Untapped Market(Chyawanprash) Existing Competition( like
Market Development Himani, baidyanath and Zandu
for Dabur Chyawanprash and
pattern
37
The Marketing Mix
Product Place
Target
Market
Price Promotion
The firm attempts to generate a positive response in the target market by blending
these four marketing mix variables in an optimal manner.
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DABUR FOODS SELLING PROCESS
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.
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.
40
Service/Support: Dabur foods provide full support to its stockiest, retailers and
consumers, what so ever the problem is
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 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.
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Promotion
Personal selling: Dabur hardly do any personal selling except in tent shows and
road shows. Same for less & more for same
Budget: Budget is Decided by finance team for different strategic business unit.
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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)
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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
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B.
Channel Of Distributions
Manufacturing Plant
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CONSUMERS
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.
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Supply Chain Management:
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.
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PROCUREMENT & TRANSPORT:
Getting the raw material and packaging material requirement from the
production unit in charge
PACKAGING:
48
CLEARING AND FORWARDING AGENTA (C&FA)
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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 Noida Dabur has 1 stockist, and in Ghaziabad 1
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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.
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The retail market can be classified on the basis of magnitude of retail.
SCATTERED MARKET
BLOCK MARKET
SUPER MARKET
CHAIN OUTLETS
Having more than one key outlet all across with a single control unit and
central purchasing strategy.
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7. 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
world’s 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.
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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
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
HLL’s 53%, and a 12% share in the oral care segment against Colgate’s 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.
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RECOMMENDATIONS
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.
Vatika hair care centre: On the lines of Marico’s 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.
56
COMPETITOR ANALYSIS
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:
57
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%.
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%.
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B. STP ANALYSIS OF DABUR CHYAWANPRASH SEGMENTATION
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 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.
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TARGETING
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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.
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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
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Product Price Promotion Place
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D.PRODUCT
Vishwast
Amla, Ashwagandha, Hareetaki, Dashmul, Ghrit and several
other herbs and herbal extracts.
Special
Vishwast fortified with additional health beneficial herbs like
Keshar, Akarkara etc.
64
Packaging:
The figure above shows the evolution of the packaging of Dabur Chyawanprash.
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
65
PRICE
PRICE/QUALITY MATRIX
Price→
↓
Luxury Ideal For Penetration Premiere
High Segment Offering
DABUR
CHYAWANPRASH
Overpriced Average Real
Middle Bargain
66
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.
67
Distribution Network
Asia
Middle East
PROMOTION
Advertising
68
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
69
Research Methodology
Data collection
Sample unit:
1) working people (including men & women) & housewife
2) college students
3) school students
4) senior citizens
5) Retailer
Sample size:
1. working people & housewife: 30%
2. college students: 25%
3. school students: 20%
4. senior citizens: 10%
5. Retailer :10%
Sampling techniques:
Judgmental sampling techniques used.
Sampling region:
Sampling region will be HAPUR of Uttar Pradesh.
70
Data collection method:
1. Primary data: It will be collected with the help of a self administered
questionnaire.
2. Secondary data: it will be collected with the help of books, research
papers, magazines, news papers, journals, internet, etc.
Research instruments:
Questionnaire design:
As the questionnaire is self administrated one, the survey will be simple and user
friendly. Words used in questionnaire will be readily understandable to all
respondent. Also technical jargons will be avoided to ensure that there is no
confusion for respondents.
Data Analysis: - Data analysis will be done with the help of MS Excel and SPSS
Software.
71
8. DATA ANALYSIS
DABUR CHYAWANPRASH
1. AWARNESS LEVEL
72
2. PREFERRED BRAND
73
74
3.SATISFACTION LEVEL
75
4. REASONS FOR SELECTING A PARTICULAR BRAND
76
5.HOW DID YOU COME TO KNOW ABOUT THIS BRAND.
77
6. UNAVAILABILITY OF PREFERRED BRAND
78
7. PREFERRED PACK SIZE
79
8. REASON TO SELECT PREFERRED PACK SIZE
80
9. FREQUENCY OF PURCHARE
81
10.
82
11.
83
84
85
RETAILER SURVEY RESULTS
DABUR CHYAWANPRASH
86
2.Out of these which are the most preferred?
87
3. According to you what are the reasons for customers’ preferences?
88
4.What is the profile of your typical consumer?
89
5.What schemes are you offered by the companies?
90
6.What schemes does a consumer prefer most?
91
7.According to you, does in-store advertising have an affect on the consumers’
preference?
92
8.Do a change in price affect their preferences?
93
94
11. 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 consumer’s patriotic love for tea
and coffee is unfared. Chyawanprash are yet to establish their supplement use in
the average household here in 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
dabor 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.
95
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 then
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 .
96
12. BIBLIOGRAPHY
Books:
Websites:
www.google.com
www.dabur.com
www.tutor2u.net
www.brandchannel.com
www.blonnet.com
www.superbrandsindia.com
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13. 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 Chyawanprash.
Any information provided by you will strictly be used for Academic Purpose.
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5
4.What are the primary reasons for which you use this particular brand?
Health
Brand Loyalty
Taste
Price
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8.On what parameters do you choose this pack size?
Availability
Price
Family size
Storage
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11) Please [√] the following attributes based on importance, which
purchasing a FMCG products.
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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.
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No reason
4.What is the profile of your typical consumer?
High income
Middle income
Low income
5.What schemes are you offered by the companies?
Price discounts
Buy one get one free
Others
9. In how many days you receive the product after placing the order?
One week
Two weeks
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