Dabur India Ltd.

Brand Revisited
 Introduction:
What is that life worth which cannot bring comfort to
others…………………………………Dr.S.K.Burman

 Founder Dr.S.K.Burman, 1884

 A small pharmacy in Kolkata

 Public Ltd Company in 1986

 3rd largest FMCG

 Turnover of Rs.2233 Crore, FY07

 Dabur India Consolidated Sales 2002-06
1900
2000
1537
Sales (Rs. crore)

1500 1329.6
1187.1
1000

500

0
2002-03 2003-04 2004-05 2005-06
year
 Diversified Portfolio

Dabur Business
category

Dabur foods Ltd

Consumer care Consumer health
(de-merged
division Care division
With DIL, 07)
“The Brand Dabur” turn-around
 Why?

 Overall slowdown in FMCG sector

 Stiff competition

 To target young India- “the largest segment”

 Modernize old Brand Equity- “intangible asset”

 Streamline/Synergize business operations

Reinventing the Mother Logo
 Enter new category; innovate offerings

 Repositioning as FMCG company

 Moved away from Umbrella branding strategy

 Retaining Dabur as corporate brand identity

 Dabur’s New Brand Architecture
5 Power Brands

Dabur Vatika Anmol Hajmola Real

Health care Herbal Mass Naughty n Umbrella

products Beauty, market, Tasty brand for
Premium Value for Digestive juice and
image money other
foods;
aimed at
up market
consumer
Special focus on South India

 South India contributed only 7% for Dabur

 Contributed 25% in overall FMCG sector

 Dedicated marketing team created

 Three step approach:

 POS promotion and better stocking practice
 Customized packaging and commercials
 Customized product launch
 Sales increased from 7% to 10% (2002-06)
Other initiatives worth mentioning

 Dabur International Ltd, Dubai 2003

 11.4% of total sales 2005-06

 Introduced SAP ERP System-2005

 switched to E-Procurement

 Inorganic Expansion; Balsara

The Flip Side

 Indiscriminate use of the brand across price

points may dilute the brand equity.

 A finger in many pies

 Brand worth still not 100% satisfactory

The Path Ahead
 Changing Demography

 Growth in purchasing power

 Growth in rural and urban demand

 Telecom, lifestyle, entertainment et al sectors competing

with FMCG for share in consumer’s wallet

 Growth in organized retail sector

Recommendations

 Expansion

 Keep Innovating

 Enter organized retail with exclusive customized formats

 Opt out of non-profiting sectors

 Crystal Clear Brand and Product Differentiation

 Consolidate Herbal and Natural differentiation strategy

Thank You!