OVERVIEW OF FMCG SECTOR IN

INDIA

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 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 characterized by a well-
established distribution network, intense competition between the organized and unorganized
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.

According to a study by the McKinsey Global Institute (MGI), 'Bird of Gold': The Rise of India's
Consumer Market, Indian incomes are likely to grow three-fold over the next two decades and India
will become the world's fifth largest consumer market by 2025, moving up from its 2007 position as
the world's 12th largest consumer market.
India ranks second in the Nielsen Global Consumer Confidence survey released on January 7, 2010—
an indication that recovery from the economic downturn is faster in India with consumers more
willing to spend. The survey showed that in addition to the emerging markets of Indonesia and India,
eight of the top ten most confident markets in
The fourth quarter of 2009 came from the Asia Pacific region.

The FMCG market is set to treble from US$ 13.1 billion in 2009 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

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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.

According to a FICCI-Technopak report, despite the economic slowdown, India's fast moving
consumer goods (FMCG) sector is poised to reach US$ 43 billion by 2013 and US$ 74 billion by
2018. The report states that implementation of the proposed Goods and Services Tax (GST) and the
opening of Foreign Direct Investment (FDI) are expected to fuel growth further and raise the
industry's size to US$ 47 billion by 2013 and US$ 95 billion by 2018.

The Ministry of Food Processing Industries is also planning to double the market size of the food
processing industry to US$ 165.1 billion by 2009-10 and trebling it to US$ 271.8 billion by 2014-
15.Demand for personal care products such as shampoos, toothpastes and hair-oils grew faster in
rural areas than urban areas during April-September 2009, a period that includes the peak monsoon
months, as per the numbers released by market researcher AC Nielsen.

As socio-economic changes sweep across India, the country is witnessing the creation of many new
markets and a further expansion of the existing ones. According to Pradeep Kashyap, chief executive
officer of MART Rural Solutions, speaking at the Calcutta Management Association Rural Marketing
Meet, over 300 million people would move up from the category of rural poor to rural lower middle
class between 2005 and 2025 and rural consumption levels are expected to rise to current urban levels
by 2017.

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 COMPANY OVERVIEW

History

:: Birth of Dabur
The birth of Dabur in a small Calcutta pharmacy, where Dr. S.K. Burman launches his mission of
making health care products.
:: Setting up a manufacturing plant
With growing popularity of Dabur products, Dr. Burman expands his operations by setting up a
manufacturing plant for mass production of formulations.
:: Ayurvedic medicines
Dabur enters the specialised area of nature-based Ayurvedic medicines, for which standardised drugs
are not available in the market.
:: Establishment of research laboratories.
The need to develop scientific processes and quality checks for mass production of traditional
Ayurvedic medicines leads to establishment of research laboratories.
:: Expands further
Dabur expands further with new manufacturing units at Narendrapur and Daburgram. The
distribution of Dabur products spreads to other states like Bihar and the North-East.
:: Dabur India (Dr. S. K. Burman) Pvt. Ltd.
Dabur becomes a full-fledged company - Dabur India (Dr. S. K. Burman) Pvt. Ltd.
:: Shift to Delhi
Dabur's operations shift to Delhi. A new manufacturing plant is set up in temporary premises in
Faridabad, on the outskirts of Delhi.
:: Sahibabad factory / Dabur Research Foundation
Commercial production starts in the new Sahibabad factory of Dabur, one of the largest and best
equipped production facilities for Ayurvedic medicines. Launch of full-fledged research operations in
pioneering areas of health care with establishment of the Dabur Research Foundation.
:: Public Limited Company
Dabur becomes a Public Limited Company. Dabur India Ltd. comes into being after reverse merger
with Vidogum Limited.
:: Joint venture with Agrolimen of Spain
Beginning a new chapter of strategic partnerships with international businesses, Dabur enters into a
joint venture with Agrolimen of Spain. This new venture is to manufacture and market
confectionery items in India.
:: Cancer treatment

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Dabur enters the specialised health care area of cancer treatment with its oncology formulation plant
at Baddi in Himachal Pradesh.
:: Public issue
Dabur India Ltd. raises its first public issue. Due to market confidence in the Company, shares issued
at a high premium are oversubscribed 21 times.
:: Turnover of Rs.1,000 crores
Dabur establishes its market leadership status with a turnover of Rs.1,000 crores. From a small
beginning and upholding the values of its founder, Dabur now enters the august league of large
corporate businesses.
:: Professionals to manage the Company
With changing demands of business and to inculcate a spirit of corporate governance, the Burman
family inducts professionals to manage the Company. For the first time in the history of Dabur, a
non-family professional CEO sits at the helm of the Company.
:: Foods Division / Project STARS
Dabur enters full-scale in the nascent processed foods market with the creation of the Foods Division.
Project STARS (Strive to Achieve Record Successes) is initiated to give a jump-start to the Company
and accelerate its growth performance.
:: 3 separate divisions
For better operation and management, 3 separate divisions created according to their product mix -
Health Care Products Division, Family Products Division and Dabur Ayurvedic Specialties Limited.
:: Dabur demerges Pharma Business
Dabur India approved the demerger of its pharmaceuticals business from the FMCG business into a
separate company as part of plans to provider greater focus to both the businesses. With this, Dabur
India now largely comprises of the FMCG business that include personal care products, healthcare
products and Ayurvedic Specialities, while the Pharmaceuticals business would include Allopathic,
Oncology formulations and Bulk Drugs. Dabur Oncology Plc, a subsidiary of Dabur India, would also
be part of the Pharmaceutical business.
:: Dabur acquires Balsara
As part of its inorganic growth strategy, Dabur India acquires Balsara's Hygiene and Home products
businesses, a leading provider of Oral Care and Household Care products in the Indian market, in a Rs
143-crore all-cash deal.
::Dabur announces Bonus after 12 years
Dabur India announced issue of 1:1 Bonus share to the shareholders of the company, i.e. one share for
every one share held. The Board also proposed an increase in the authorized share capital of the
company from existing Rs 50 crore to Rs 125 crore.
::Dabur crosses $2 Bln market Cap, adopts US GAAP
Dabur India crosses the $2-billion mark in market capitalisation. The company also adopted US
GAAP in line with its commitment to follow global best practices and adopt highest standards of
transparency and governance.
::Approves FCCB/GDR/ADR up to $200 million
Moving forward on the inorganic growth path, Dabur India decides to raise up to $200 million from
the international market through Bonds, FCCBs, GDR, ADR, QIPs or any other securities.The capital
raised will be used to fund Dabur's aggressive growth ambitions and acquisition plans in India and
abroad.
::Celebrating 10 years of Real

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Dabur Foods unveiled the new packaging and design for Real at the completion of 10 years of the
brand. The new refined modern look depicts the natural goodness of the juice from freshly plucked
fruits.
::Foray into organised retail
Dabur India announced its foray into the organised retail business through a wholly-owned subsidiary,
H&B Stores Ltd. Dabur will invest Rs 140 crores by 2010 to establish its presence in the retail market
in India with a chain of stores on the Health & Beauty format.
::Dabur Foods Merged With Dabur India
Dabur India decides to merge its wholly-owned subsidiary Dabur Foods Limited with itself to extract
synergies and unlock operational efficiencies. The integration will also help Dabur sharpen focus on
the high growth business of foods and beverages, and enter newer product categories in this space.
:: Joint ventures
Extending its global partnerships, Dabur enters into joint ventures with Osem of Israel for food and
Bongrain of France for cheese and other dairy products.
:: Acquires Fem Care Pharma
Dabur India acquires Fem Care Pharma, a leading player in the women's skin care market. Besides an
entry into the high-growth skin care market with an established brand name FEM, this transaction also
offers Dabur a strong platform to enter newer product categories and markets.
:: Dabur Red Toothpaste joins 'Billion Rupee Brand' club
Dabur Red Toothpaste becomes the Dabur's ninth Billion Rupee brand. Dabur Red Toothpaste crosses
the billion rupee turnover mark within five years of its launch.

1884 Birth of Dabur

1896 Setting up a manufacturing plant
Early 1900s Ayurvedic medicines
1919 Establishment of research laboratories
1920 Expands further
1936 Dabur India (Dr. S.K. Burman) Pvt. Ltd.
1972 Shift to Delhi
1979 Sahibabad factory / Dabur Research 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

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 2000 Turnover of Rs.1,000 crores
2003 Dabur demerges Pharma Business
2005 Dabur aquires Balsara
2005 Dabur announces Bonus after 12 years
2006 Dabur crosses $2 Bin market Cap, adopts US GAAP
2006 Approves FCCB/GDR/ADR up to $200 million
2007 Celebrating 10 years of Real
2007 Foray into organised retail
2007 Dabur Foods Merged With Dabur India
2008 Acquires Fem Care Pharma

Dabur Red Toothpaste joins 'Billion Rupee Brand' club

2009

Founder and Leaders

"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 1884 to produce and 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.

Milestones
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 come a long way in popularising and
making easily available a whole range of products based on the traditional science of Ayurveda.
And Dabur 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

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milestones along the way, setting the road for others to follow...

 Milestones To Success
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, and becomes the first branded
Chyawanprash in India.
1957 - Computerisation of operations initiated
1970 - Entered Oral Care & Digestives segment
Addressing rural markets where homemade oral care is more popular than multinational brands,
Dabur introduces Lal Dant Manjan. With this a conveniently packaged herbal toothpowder is
made available at affordable costs to the masses.
1972 - Shifts base to Delhi from Calcutta
1978 - Launches Hajmola tablet
Dabur continues to make innovative products based on traditional formulations that can provide
holistic care in our daily life. An Ayurvedic medicine used as a digestive aid is branded and
launched as the popular Hajmola tablet.
1979 - Dabur Research Foundation set up
1979 - Commercial production starts at Sahibabad, the most modern herbal medicines plant
at that time
1984 - Dabur completes 100 years
1988 - Launches pharmaceutical medicines
1989 - Care with fun
The Ayurvedic digestive formulation is converted into a children's fun product with the launch of
Hajmola Candy. In an innovative move, a curative product is converted to a confectionary item
for wider usage.
1994 - Comes out with first public issue
1994 - Enters oncology segment

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1994 - Leadership in health care
Dabur establishes its leadership in health care as one of only two companies worldwide to launch
the anti-cancer drug Intaxel (Paclitaxel). Dabur Research Foundation develops an eco-friendly
process to extract the drug from its plant source
1996 - Enters foods business with the launch of Real Fruit Juice
1996 - Real blitzkrieg
Dabur captures the imagination of young Indian consumers with the launch of Real Fruit Juices -
a new concept in the Indian foods market. The first local brand of 100% pure natural fruit juices
made to international standards, Real becomes the fastest growing and largest selling brand in
the country.
1998 - Burman family hands over management of the company to professionals
2000 - The 1,000 crore mark
Dabur establishes its market leadership status by staging a turnover of Rs.1,000 crores. Across a
span of over a 100 years, Dabur has grown from a small beginning based on traditional health
care. To a commanding position amongst an august league of large corporate businesses.
2001 - Super specialty drugs
With the setting up of Dabur Oncology's sterile cytotoxic facility, the Company gains entry into
the highly specialised area of cancer therapy. The state-of-the-art plant and laboratory in the UK
have approval from the MCA of UK. They follow FDA guidelines for production of drugs
specifically for European and American markets.
2002 - Dabur record sales of Rs 1163.19 crore on a net profit of Rs 64.4
crore
2003 - Dabur demerges Pharmaceuticals business

Dabur India approved the demerger of its pharmaceuticals business from the FMCG business into
a separate company as part of plans to provider greater focus to both the businesses. With this,
Dabur India now largely comprises of the FMCG business that include personal care products,
healthcare products and Ayurvedic Specialities, while the Pharmaceuticals business would include
Allopathic, Oncology formulations and Bulk Drugs. Dabur Oncology Plc, a subsidiary of Dabur
India, would also be part of the Pharmaceutical business.
Maintaining global standards
As a reflection of its constant efforts at achieving superior quality standards, Dabur became the
first Ayurvedic products company to get ISO 9002 certification.

Science for nature

Reinforcing its commitment to nature and its conservation, Dabur Nepal, a subsidiary of Dabur
India, has set up fully automated greenhouses in Nepal. This scientific landmark helps to
produce saplings of rare medicinal plants that are under threat of extinction due to ecological
degradation. 
2005 - Dabur aquires Balsara

As part of its inorganic growth strategy, Dabur India acquires Balsara's Hygiene and Home
products businesses, a leading provider of Oral Care and Household Care products in the Indian
market, in a Rs 143-crore all-cash deal.

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 2005 - Dabur announces bonus after 12 years

Dabur India announced issue of 1:1 Bonus share to the shareholders of the company, i.e. one share
for every one share held. The Board also proposed an increase in the authorized share capital of
the company from existing Rs 50 crore to Rs 125 crore.
2006 - Dabur crosses $2 bln market cap, adopts US GAAP.

Dabur India crosses the $2-billion mark in market capitalisation. The company also adopted US
GAAP in line with its commitment to follow global best practices and adopt highest standards of
transparency and governance.
2006 - Approves FCCB/GDR/ADR up to $200 million

Moving forward on the inorganic growth path, Dabur India decides to raise up to $200 million
from the international market through Bonds, FCCBs, GDR, ADR, QIPs or any other
securities.The capital raised will be used to fund Dabur's aggressive growth ambitions and
acquisition plans in India and abroad.
2007 - Celebrating 10 years of Real

Dabur Foods unveiled the new packaging and design for Real at the completion of 10 years of the
brand. The new refined modern look depicts the natural goodness of the juice from freshly plucked
fruits.
2007 - Foray into organised retail

Dabur India announced its foray into the organised retail business through a wholly-owned
subsidiary, H&B Stores Ltd. Dabur will invest Rs 140 crores by 2010 to establish its presence in
the retail market in India with a chain of stores on the Health & Beauty format.
2007 - Dabur Foods merged with Dabur India

Dabur India decides to merge its wholly-owned subsidiary Dabur Foods Limited with itself to
extract synergies and unlock operational efficiencies. The integration will also help Dabur sharpen
focus on the high growth business of foods and beverages, and enter newer product categories in
this space.
  2008 - Acquires Fem Care Pharma

Dabur India acquires Fem Care Pharma, a leading player in the women's skin care market. Besides
an entry into the high-growth skin care market with an established brand name FEM, this
transaction also offers Dabur a strong platform to enter newer product categories and markets.
  2009 - Dabur Red Toothpaste joins 'Billion Rupee Brands' club

Dabur Red Toothpaste becomes the Dabur's ninth Billion Rupee brand. Dabur Red Toothpaste
crosses the billion rupee turnover mark within five years of its launch.
Dabur At-a-Glance

Dabur India Limited has marked its presence with 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.

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  Leading consumer goods company in India with a turnover of Rs. 2834.11 Crore (FY09)

 3 major strategic business units (SBU) - Consumer Care Division (CCD), Consumer Health
Division (CHD) and International Business Division (IBD)

 3 Subsidiary Group companies - Dabur International, Fem Care Pharma and newu and 8

step down subsidiaries: Dabur Nepal Pvt Ltd (Nepal), Dabur Egypt Ltd (Egypt), Asian
Consumer Care (Bangladesh), Asian Consumer Care (Pakistan), African Consumer Care
(Nigeria), Naturelle LLC (Ras Al Khaimah-UAE), Weikfield International (UAE) and
Jaquline Inc. (USA).

 17 ultra-modern manufacturing units spread around the globe

 Products marketed in over 60 countries

 Wide and deep market penetration with 50 C&F agents, more than 5000 distributors and over
2.8 million retail outlets all over India

Consumer Care Division (CCD) adresses consumer needs across the entire FMCG spectrum through
four distinct business portfolios of Personal Care, Health Care, Home Care & Foods

 Master brands:

 Dabur - Ayurvedic healthcare products

 Vatika - Premium hair care

 Hajmola - Tasty digestives

 Réal - Fruit juices & beverages

 Fem - Fairness bleaches & skin care products

 9 Billion-Rupee brands: Dabur Amla, Dabur Chyawanprash, Vatika, Réal, Dabur Red
Toothpaste, Dabur Lal Dant Manjan, Babool, Hajmola and Dabur Honey

 Strategic positioning of Honey as food product, leading to market leadership (over 75%) in
branded honey market 

 Dabur Chyawanprash the largest selling Ayurvedic medicine with over 65% market share.

 Vatika Shampoo has been the fastest selling shampoo brand in India for three years in a
row

 Hajmola tablets in command with 60% market share of digestive tablets category. About 2.5
crore Hajmola tablets are consumed in India every day

 Leader in herbal digestives with 90% market share

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Consumer Health Division (CHD) offers a range of classical Ayurvedic medicines and Ayurvedic
OTC products that deliver the age-old benefits of Ayurveda in modern ready-to-use formats

 Has more than 300 products sold through prescriptions as well as over
the counter

 Major categories in traditional formulations include:

- Asav Arishtas
- Ras Rasayanas
- Churnas
- Medicated Oils

 Proprietary Ayurvedic medicines developed by Dabur include:

- Nature Care Isabgol
- Madhuvaani
- Trifgol

 Division also works for promotion of Ayurveda through organised

community of traditional practitioners and developing fresh batches of
students 

International Business Division (IBD) caters to the health and personal care
needs of customers across different international markets, spanning the
Middle East, North & West Africa, EU and the US with its brands Dabur &
Vatika.

 Growing at a CAGR of 33% in the last 6 years and contributes to

about 20% of total sales

 Leveraging the 'Natural' preference among local consumers to increase

share in perosnal care categories

 Focus markets:
- GCC
- Egypt
- Nigeria
- Bangladesh
- Nepal
- US

 High level of localization of manufacturing and sales & marketing.

Core Values

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 "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 boundary-less organisation. 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.

Dabur Group

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With a basket including personal care, health care and food products, Dabur India Limited has set up
subsidiary Group Companies across the world that can manage its businesses more efficiently.

Given the vast range of products, sourcing, production and marketing have been divested to the group
companies that conduct their operations independently:

Dabur Worldwide

Dabur's mission of popularising a natural lifestyle transcends national boundaries. Today, there is
growing global awareness on 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 60 countries all over the world.

Over the years, Dabur's overseas business has successfully transformed from being a small operation
into a multi-location business spreading through the Middle East, North Africa, West Africa
and South Asia. 

Our Products Worldwide

We have spread ourselves wide and deep to be close to our overseas consumers. Our overseas product
portfolio is tailor-made to suit the needs and aspirations of our growing consumer base in the
international markets. 

 Offices and representatives in Europe, UK, America and Africa

 AA special herbal health care and personal care range successfully selling in markets ranging
from the Middle East, Far East, North Africa and Europe
 Inroads into several European and American markets that have good potential due to
resurgence of the back-to-nature movement
 Export of Active Pharmaceutical Ingredients (APIs), manufactured under strict
international quality benchmarks, to Europe, Latin America, Africa, and other Asian
countries
 Export of food and textile grade natural gums, extracted from traditional plant sources

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Partnerships & Production

 Strategic partnerships with leading multinational food and health care companies to
introduce innovations in products and services. 
 Six modern manufacturing facilities spread across South Asia, Middle East and Africa to
optimise production by utilising local resources and the most modern technology available

Manufacturing Facilities in India

 Mr. 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.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 joined 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. Spanning a
career of over 20 years, Mr. 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

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 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.

Board of Directors
Dabur has an illustrious Board of Directors who are committed to take the company to newer levels
of corporate governance.The Board comprises of:

Chairman Vice-Chairman
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

Mr. Bert Paterson Mr. P. N. Vijay Mr. R C Bhargava Dr. S. Narayan

Mr. Analjit Singh

Corporate Governance

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 Good corporate governance and transparency in actions of the management is key to a strong
bond of trust with the Company’s 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

Corporate Citizenship
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:

"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.

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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.
IT Initiatives

At Dabur India Limited, knowledge and technology are key resources which have helped the
Company achieve higher levels of excellence and efficiency. Towards this overall goal of
technology-driven performance, Dabur is utilizing Information Technology in a big way. This will
help in integrating a vast distribution system spread all over India and across the world. It will also
cut down costs and increase profitability.

Our major IT Initiatives

 Migration from Baan and Mfg ERP Systems to centralized SAP ERP system from 1st April
2006 for all business units.
 Implementation of a country wide new WAN Infrastructure for running centralized ERP
system.
 Setting up of new Data Centre at KCO Head Office.
 Extension of Reach System to distributors for capturing Secondary Sales Data.
 Roll out of IT services to new plants and CFAs.

Future Challenges

 Forward Integration of SAP with Distributors and Stockists.

 Backward Integration of SAP with Suppliers.
 Implementation of new POS system at Stockist point and integration with SAP-ERP.
 Implementation of SAP HR and payroll.
 SAP Roll-out to DNPL and other new businesses.

PRODUCT LINE
Foods
 Real

Page 38 of 68
  Real Active
 Hommade
 Lemoneez
 Capsico
 Shankha Pushpi
 Dabur Balm
 Sarbyna Strong

Personal Care

Hair Care Oil

 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

Page 38 of 68
 LOGO of DABUR

REVIEW OF EXISTING LITERATURE

RELATED TO PROJECT

Page 38 of 68
 BUSINESS STRUCTURE

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8d

VATIKA ENRICHED COCONUT HAIR OIL PROVIDES NATURAL NOURISHMENT TO

YOUR HAIR, GIVING IT BODY & RADIANCE WHILE TAKING CARE OF THE CRITICAL

BALANCE OF NUTRIENTS. UNLIKE ORDINARY COCONUT OIL, VATIKA'S COCONUT OIL

IS ENRICHED WITH THE GOODNESS OF 8 TIME-TESTED HERBS. THEY WORK MAGIC

ON YOUR HAIR, GIVING YOUR HAIR & SCALP COMPLETE NOURISHMENT FOR

THE NEW IMPROVED FORMULATION OF VATIKA ENRICHED COCONUT HAIR OIL IS

PROVEN TO BE BETTER THAN ORDINARY COCONUT OIL IN 4 WAYS:

IT MAKES HAIR STRONGER

HAIR BECOME THICKER

IT MAKES HAIR SHINIER

BETTER DANDRUFF CONTROL

USAGE

APPLY REGULARLY ON SCALP & HAIR

FOR BEST RESULTS, MASSAGE & 

Page 38 of 68
LEAVE IT ON OVERNIGHT

8 MAGICAL INGREDIENTS

TRIPHALA, BRAHMI, HENNA, NEEM,

LEMON, ROSEMARY OIL, KAPURKACHRI,

SOYA EXTRACTS

OVERVIEW OF VATIKA:

The Vatika brand was launched in 1995 with Vatika Hair Oil as its first product. In the very first
year of its launch it crossed Rs. 100 million in turnover. Over the years,

Vatika has come to be amongst the company’s highest selling brands.

It was joined in 1997 by Vatika Henna Cream Conditioning Shampoo and later, in 2000, by Vatika
Anti-Dandruff Shampoo. In 2009, brand sales crossed Rs. 1,000 million. From the company’s
perspective, Vatika is expected to continue to drive its growth in the years to come. With its
innovative offerings, the brand aims to become a frontrunner in the market for hair care and skin
care products.

Vatika is a comparatively young brand but is already acknowledged for the qualitatively influential
and pioneering role that it has played in the evolution of the categories it has had a presence in.
Currently, the total annual sales of Vatika products are over Rs. 1,000 million. Of this, Vatika Hair
Oil enjoys a 6.4% market share in the coconut hair oil category.

Vatika has not just been successful in garnering a premium image but, today, stands as the
preferred and trusted brand of 11.1 million users (Source: IRS Household Data).

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 PRODUCT:

Brand Name: Vatika in Hindi means ‘garden’. The brand attempts to live
up to the promises – beauty and nature – that are associated with its very
name. Starting with these associations Vatika has assiduously built a brand
that delivers on all these values through its various product offerings, the
mother brand being Vatika Hair Oil.

Innovative product offering: Vatika Hair Oil is coconut hair oil with
special ingredients adding value to the product. While coconut oil has been
regularly used by Indian women as a basic hair nutrient, a combination of herbs and natural
products such as henna, amla and lemon have been used for special hair needs.

Coconut hair oil provides nourishment to the hair, while henna along with other herbs coat the
hair and protect it from oxidation, thereby maintaining its natural colour. Amla strengthens hair
roots and helps maintain their natural health and thickness. Lemon with its astringent action
controls sebum flow and helps in prevention of dandruff.

Apart from henna, amla and lemon, it also contains other natural ingredients like brahmi, neem,
bahera, kapurkachari, harar, dugdha and sugandhit dravyas.

Packaging: The qualities of Vatika products, ascribed to the brand by hundreds of thousands of
satisfied consumers, have been further underlined by its attractive packaging. In a category
dominated by blue packs as analogous of pure coconut oils, Vatika broke the norm with its
white and green bottle with a mushroom cap. The green-and-white colours, used in its
packaging, reflect the brands’ natural ancestry and give it a premium look. These also help
Vatika stand out in the cluttered environment of Indian retail.

Available in:

Bottles 75 ml, 150 ml, 300 ml

Page 38 of 68
 Flip cans 150 ml, 300 ml

Flip cans were introduced for the winter season.

Quality: Vatika products contain natural ingredients that have been blended together through
scientific processes at Dabur’s in-house research laboratories. Dabur Research Foundation has
more than 100 scientists working together to make superior quality products that match
international standards.

PRICE:

In the traditional coconut hair oil category, which presumably had price sensitive consumers,
Vatika Hair Oil with its value added proposition – henna, amla and lemon in a pure coconut oil
– broke this myth when it launched at almost a 100% premium to the market leader; even
with such a pricing strategy it was able to garner a significant share from the leader in the very
first year of its launch.

The table above shows that Dabur Vatika is one of the highest priced of hair oils since it targets
the higher income class and also that the prices have remain unchanged since 1999.

Dabur Vatika Coconut Hair Oil

Vatika provides natural nourishment to your hair. Giving it body and radiance, taking
care of the critical balance of nutrients.

Vatika Hair Oil is a delicate mix of pure coconut oil with special hair care herbs
including henna, amla and lemon. Blended together to strengthen each strand of hair
from within, making you look really gorgeous. Vatika's unique natural formulation
ensures deeper oil penetration to give your hair and scalp complete nourishment for
problem free, healthy hair.

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 Henna: along with other herbs coats your hair protects it from oxidation maintaining
its natural color.

Amla: strengthens the roots of your hair to help maintain their health and natural
thickness.

Lemon: the astringent action of lemon controls sebum flow.

Dabur Hair Oils have natural herbs and ingredients that help maintain the health of
your hair, right down to the roots. Regular application of hair oil helps prevent hair
loss by nourishing the hair and stimulating hair growth. Clinical trials conducted with
Dabur Vatika Hair Oil have proven its efficacy in preventing hair loss.

Apply oil and massage your scalp gently. For best results, leave the oil overnight and
wash next morning. You can also apply a steaming towel for half an hour after the
massage and get shiny, lustrous hair.

You should oil your hair at least twice a week. It is best to apply oil and leave it for a
day before washing. Oil enriches your hair, protects it and the massaging stimulates
better hair growth.

Important Information
Ingredients
Coconut Oil (Cocos Nucifera Oil), Neem (Azadirachta indica Leaf Extract), Brahmi (Centella asiatica
Plant Extract), Fruit Extracts of Amla, Bahera and Harar,(Extracts of Embilica officinalis, Terminalia
belirica and Terminalia chebula), Kabur kachri (Hedychium spicatum rhizome Extract), Henna
(Lawsonia inermis leaf Extract), Milk (lac), Rosemary Oil (Rosmarinus officinalis Oil) Lemon Oil,
Citrus limonum Oil), TBHQ (t-butyl Hydroquinone),

Product Description

Vatika provides natural nourishment to your hair. Giving it body and radiance, taking care of the
critical balance of nutrients. Vatika Hair Oil is a delicate mix of pure coconut oil with special hair care
herbs including henna, amla and lemon. Blended together to strengthen each strand of hair from
within, making it look gorgeous.

Product Details

 Shipping Weight: 3.5 ounces

 ASIN: B001TI8XBU
 Item model number: mc2

Product Features

 Premium coconut hair oil enriched with henna, amla, lemon and five other trusted herbs
 Provides natural nourishment to your hair, giving it body and radiance, taking care of the
critical balance of nutrients
 Ensures deeper oil penetration to give your hair and scalp complete nourishment for problem
free, healthy hair
 Strengthens the roots of your hair, to help maintain their health and natural thickness
 Astringent action of lemon controls sebum flow helping to prevent dandruff

Page 38 of 68
 150 ml oil
 Country of origin: India

Home Remedies

Nourishing Hair Oil

This nourishing hair oil, also known as Brahmi - Amla Hair oil, strengthens the hair roots,
prevents hair loss and also maintains the suppleness of the hair. The oil can be stored as long as
3 months.

Ingredients:

Thyme leafed Gratiola whole plant* 12.50 g 

Fresh fruit pulp of Indian 
Gooseberry (Spotless) 150.00-200.00 g 
(If using dried fruit powder 50 g) 
Sesame oil 100.00 ml
Water 400.00 ml
One of the following perfuming oils: 0.50 ml
Geranium - for dry hair
Rosemary - for normal hair
Orange peel - for oily hair

*You may replace Thyme leafed Gratiola (Brahmi) with Trailing Eclipta (Bhringaraj) whole
plant to obtain Bhring-Amla hair oil.

Preparation:

1. Grind Brahmi into a coarse dry powder and keep aside. You can do this easily in a
domestic blender.
2. Pulp the fresh gooseberries separating the seeds. Obtain 50gms of fresh pulp from 200
gms of the fruit. (If using the dried fruit, make a paste).
3. Take Sesame oil in a steel vessel. Add Brahmi powder, gooseberry paste and water . Boil
on a low flame.
4. Stir the concoction repeatedly. When the water has evaporated completely and only the
oil remains, put off the flame. Allow it to become tepid. Strain the oil through a double
layered muslin cloth. Add the perfuming 
oil on cooling.
5. Transfer the decoction into a narrow mouthed bottle and secure the cap tightly.

Usage:

Take a small volume of Brahmi -Amla hair oil onto your palms . Gently apply it over the scalp
and hair. Allow the oil to work for one hour before you wash it off.

Page 38 of 68
 'Dabur Chyawanprash, the trusted name for your entire family's health'

Dabur Chyawanprash has anti-oxidant properties & strengthens your body's internal defense
mechanism, the immune system, thereby protecting you from everyday infections, cough, cold &
stress etc.

At a time when flu and viruses are everywhere, your immunity system provides the best prevention
from these deadly diseases. Chyawanprash, a time-tested, age-old formulation has a number of
herbs like Amla, known to be one of the best antioxidants, Giloy (Guduchi) known to have immuno
modulatory properties, and has more than 40 other natural ingredients, to boost immunity.

ChyawanHistory

History Of Chyawanprash

According to Mahabharata Chyawan was one of the eight son of Bhrigu and Puloma, he was physically weak due to
his premature birth and he has enjoyed the status of being the only divine son of Puloma. Maharashi Chyawan
married King Sharyati’s daughter Sukanya at an old age. Sometime after the marriage, the twins Ashvini Kumaras
came to the hermitage of saint Chyawan and offered him a medicine after the use of which the saint regained his
youth. That drug was named as ‘Chyawanprash’ after the name of Chyawan; thus it is a divine preparation.

Times have changed and Chyawanprash is now more easily accessible than ever. Dabur Chyawanprash strictly
follows the recipe that was laid down centuries ago and its magical properties still remain the same.

ChyawanPrinciples

Holistic Healthcare

The principle of Dabur Chyawanprash

Ayurveda looks beyond individual symptoms into the total human system…the sharir (body), manas (mind) and atma
(soul).
Ayurveda recognizes three basic forces or elements that control that control all physical and mental processed. Vita
controls moments within the body. Pitta controls digestion and all biochemical processes. Kapha controls the tissue
fluids, cell growth and firmness of the body. Imbalance of three forces causes illness. Ayurveda prevents imbalance
or restores balance.

Ayurveda sees the totality of a human being as a dynamic balance of myriad related, often contradictory, elements in
motion. Looks for clues not only in the body, but in behaviour patterns, moods and thoughts. It seeks to allay
symptoms by correcting the total balance, not attacking individual symptoms.

True. Ayurveda cannot compete with modern science in many emergencies. But in an environment of over-drugging,
chronic and degenerative ailments, new viruses and super bugs outstripping new cures. Ayurveda does promise real
long-term benefits. Sometimes as substitutes, sometimes as effective support therapy and preventives, at a negligible
social cost.

Page 38 of 68
Dabur Chyawanprash, The Health Giver

 Derived from 2,500-year-old Ayurvedic formula

 Totally chemical-free, natural and safe
 Powerful combination of herbs and plant extracts in a base of Amla fruit pulp
 Refined by Dabur to provide traditional goodness with best quality
 Reinforces the immune system & helps fight disease
 Trusted health provider of a majority of Indian households

Usage

Dabur Chyawanprash has a tangy sweet-sour taste and the consistency of jam. It can be taken
directly or with milk and as bread spread. In all cases, its therapeutic properties remain stable and
active. In winters, have a glass of warm milk after having Chyawanprash. In summers, have a glass of
cold milk after having Chyawanprash.

Dose

1-2 teaspoonful  

'Immunity, now Sugar-Free'

Dabur has been at the forefront of making the age-old wisdom of Ayurveda relevant for today's living
through formulations that add health to our lives. Through this expertise, Dabur brings to you
Dabur ChyawanPrakash that gives you Immunity in a sugar-free format. It contains no added
sugar, and is safe for Diabetics.

How It Works

 Keeps you fit by fighting dourbalya (weakness) and provides strength & stamina
 Keeps you fit by protecting you from day-to-day ailments like cough & cold
 keeps you fit by helping in healthy ageing and keeping you rejuvenated
 Low on Calories -- Each serving (1 teaspoonful) contains only 20 Calories
 0 Total Fat (Saturated & Unsatured)

Key Ingredients

 Amla: One of the richest source of natural Vitamic C; Builds your defence mechanism

Page 38 of 68
  Ashwagandha: helps boost immune system; Improves stress tolerance, Has strong anti-
oxidant properties; Increases energy
 And 41 other beneficial Ayurvedic herbs and herbal extracts

Dosage & Directions

 One teaspoonful, twice a day

 Drink warm milk after consumption

95% Doctors agree that during the period of illness the 

rate of growth slows down

Dabur using its 125 years of Ayurveda expertise, has now developed Dabur Chyawan Junior- a unique
drink for growing children. It has 35 herbs like  Amla, Ashwagandha and Guduchi (most of them used
for decades in Dabur Chyawanprash to help build immunity). It also has Calcium, Iron, and Milk
Protein as in other popular health drinks to give nutrition and promote body growth. And its truly
delecious with a great chocolaty taste. So from now on, whenever your child drinks milk, just add two
spoons of Dabur Chyawan Junior and watch your child grow.

Ingredients

 Nutrition with Milk Protein, Calcium and Iron

 Immunity with Amla, Ashwagandha & Guduchi

Usage

Add 2 table spoons in a glass of milk ( hot or cold) or have it as it is

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 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.

Page 38 of 68
Ingredients of Dabur Chyawanprash

 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.

Packaging:

The figure above shows the evolution of the packaging of Dabur Chyawanprash.
Sustainability Report

 At Dabur, environment and nature is the lifeline of our business. With a portfolio of Ayurveda
and nature-based products, conservation of nature & natural resources is deep rooted in our
organizational DNA, and in every aspect of our ever-growing business.

We, at Dabur, have not merely incorporated the concept of sustainability into the core of our business
but have, in fact, expanded it to encompass our aspirations and responsibilities to the society and to the
environment. It is this concept that inspires us to optimize our business performance to tackle the new
and growing challenges of environment and technology.

It is a concept on which we aspire to build an organization that will continue to increase value for all
our stakeholders for generations to come, through intensive focus on Conservation of Energy and
Technology Absorption, along with Health, Safety and Environment Protection.

Conservation of Energy

Dabur has been undertaking a host of energy conservation measures. Successful implementation of
various energy conservation projects have resulted in a 13.8% reduction in the Company’s energy
bill in the 2008-09 fiscal alone. What was noteworthy was the fact that this reduction has come
despite an 8-9% volume increase in manufacturing, and an average 11.7% increase in cost of key input
fuels.

Page 38 of 68
The host of measures – key among them being use of bio-fuels in boilers, generation of biogas and
installation of energy efficient equipment – helped lower the cost of production, besides reduce
effluent and improve hygiene conditions & productivity.

Technology Absorption

Dabur has also made continuous efforts towards technology absorption and innovation, which have
contributed towards preserving natural resources. These efforts include:

 Minimum use of water in process by pre-concentration of herbal extract and reduction in

concentration time
 Uniform heating in VTDs by hot water as against steam earlier, resulting in 30% reduction in
bulk wastage by using non-stick coating and formulation change
 Improvement in water treatment plant through introduction of RO (Reverse Osmosis) system
for DM water, reutilization of waste water from pump seal cooling and RO reject waste-water
management
 Introduction of water efficient CIP system with recycling of water in fruit juice manufacturing
 Development of in-house technology to convert fruit waste into organic manure by using the
culture Lactobacilus burchi

The Company has achieved a host of significant benefits in terms of product improvement, cost
reduction, product development, import substitution, cleaner environment and waste disposal, amongst
others.

Health Safety & Environmental Review

Renewing the commitment to Health Safety and Environment, Dabur has formulated a policy focusing
on People, Technology and Facilities. A dedicated “Safety Management Team” has also been put
in place to work towards the prevention of untoward incidents at the corporate and unit level, besides
educate & motivate employees on various aspects of Health, Safety and Environment.

The Company is also continuously monitoring its waste in adherence with the pollution control
norms. In pursuance of its commitment towards the society, efforts have also been initiated to
conserve and maintain the ground water level. The efforts include implementation of rainwater

Page 38 of 68
harvesting, which has delivered encouraging results and has put the company on the path to
becoming a Water-Positive Corporation.

Dabur also initiated a Carbon Foot Print Study at the unit level with an aim to become a carbon
positive Company in years to come.

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 MBA it is very essential for me to have a practical knowledge in an organisation.
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 organisation 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.

This project study has followings objectives:-

1. To find out what makes the company go for individual

branding :-

The company goes through this strategic intent for individual branding
Focus on growing our core brands across categories, reaching out to new
geographies, within and outside India, and improve operational
efficiencies by leveraging technology.

Page 38 of 68
Be the preferred company to meet the health and personal grooming
needs of our target consumers with safe, efficacious, natural solutions by
synthesizing our deep knowledge of ayurveda and herbs with modern
science.

Provide our consumers with innovative products within easy reach.

2.To understand the strategies adopted by the company to

change its core platform.

Build a platform to enable Dabur to become a global ayurvedic leader

Be a professionally managed employer of choice, attracting, developing
and retaining quality personnel
Provide superior returns, relative to our peer group, to our shareholders.

3.To understand how confusion about a brand sets in the

mind of consumer because of the same brand name for
diversification into different areas.

Be responsible citizens with a commitment to environmental protection

Consumer Focus: We have superior understanding of consumer needs and
develop products to fulfill them better.

4. To understand and analyze how brand is repositioned.

Continuous innovation in products & processes is the basis of our
success

People are most important asset. The company ads value through result
driven training, and it encourage & reward excellence.

Page 38 of 68
 RESEARCH METHODOLOGY

As the purpose of the project report is to analyses 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. It was handed personally by me to the respondents to be
analyzed.

The questionnaire method was used-

a) 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.

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 choices 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.

Page 38 of 68
For Dabur Chyawanprash and Vatika hair oil.

1. Sample size for customers were 100 in number and the universe comprised of all the
consumers within the geographical region of Delhi.

2. Sample size for retailers were 20 in number and the universe comprised of all the consumers
within the geographical region or Delhi.

3) Sample size for Distributor & Wholesaler were four in number & the universe comprised of all
the consumers within the geographical region of Delhi.

No other field work was employed to gather the information. The questionnaires 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 analyzing and interpreting the
data.

Rapid urbanization, increased literacy and rising per capita income, have all caused rapid growth and
change in demand patterns, leading to an explosion of new opportunities. Around 45 per cent of the
population in India is below 20 years of age and the young population is set to rise further. Aspiration
levels in this age group have been fuelled by greater media exposure, unleashing a latent demand with
more money and a new mindset.

Primary Data Collection:

Primary data can be collected in marketing in three basic ways: -

1. Surveys.
2. Observation.
3. Experiments.

Here I have selected “surveys” for data collection.

Methodology of the project study

Using the method of questionnaire, observation methods and
experiments by using the universe and survey population makes the whole project.

Page 38 of 68
 The method of communication are many and there are various ways of classifying them.or

instance they may be classified by their degree of structure and their degree of disguise and by the

method of communication. These categories may include structured undisguised, structured disguised,

unstructured undisguised, unstructured disguised questionnaires.

Data Collection & its Methods –

The data collection is the part of study through which we can arrive at the conclusion and can have
answer for the findings.

Data are collected by many methods e.g. – questionnaire, consumer

survey (contact) and by interview method.

The success of research to a great extent depends upon the method of data collection.If the data
collected is poor and inadequate the results can be deviously poor and accurate and ambiguous. I
found the questionnaire method appropriate & effective for my purpose. The questionnaire was
prepared for the respondent.

In case of all the respondents, personal interview technique was adopted & responses were
jotted down while interviewing. The face-to face conversation was very effective for conducting the
survey.

Sampling design–
Sampling design is an important part of research methodology. Here the study was conducted at
different locality in the market regarding the product of Dabur. Keeping in mind the size of universe &
the constraints of time a sample was selected from the universe.

Sample size:
I have taken 200 consumers i.e. (Random survey), 10 institutions and 20
Hotels in Gaya city

Page 38 of 68
 STEPS IN THE RESEARCH DESIGN PROCESS:
Define the
Problem
Estimate the value of the
information to be provided
by the research

Select the
measurement

Select the Sample

Select the analytical

approach

Evaluate the ethics of the

research

Prepare the research proposal

Organizational Set-up

The organization has chairman who is associated by the Board of Directors. The organization is
headed managing director next after the General Manager. There are six major departments & these
are.

Personnel, Finance, Marketing, Purchase, Procurement &

Production.
Procurement, Production & Marketing.

Page 38 of 68
 DATA ANALYSIS, RESULTS &

INTERPRETATION

Tabulation Analysis & Interpretation

After collecting the data, first the collected data was tabulated & listed-this was done to make the
survey correct & meaningful. The data was interpreted & analyzed to give the result.

STP ANALYSIS OF VATIKA HAIR OIL

SEGMENTATION

Vatika Hair Oil was launched at an almost 100% premium to the market leader. This meant that
the segment of the market that dabur wanted to cater to was the premium segment which valued
nourishment of the hair above the price and it tried to attend to that segment which was not price
sensitive.

TARGETING

This was in line with its proposition and overall brand strategy of a premium up-market product
targeted for individual needs as opposed to the collectivist culture of the category. It targeted the
high income urban category of hair oil users. Since the product was expensive it could mainly cater
to the urban market as opposed to the rural market where consumers are highly price sensitive.
Being positioned as having amla, henna and lemon extracts, the product was targeted towards the
young, contemporary, educated, multi-faceted, achievement-driven and confident women who were
positioned as the Vatika Woman.

POSITIONING

‘Total hair Care’ brand:

The product innovation was fed by the vital consumer insight that many women in contemporary
India are worried about hair problems.

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 MARKETING MIX OF VATIKA HAIR OIL

Vatika Hair Oil has made a huge impact 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 Vatika Hair Oil. The mix shall be analyzed as followed:
 Product
 Price
 Place
 Promotion

Product Price Promotion Place

• Product • List Price • Advertising & • Channels

Variety • Discount Promotion • Location
• Quality • Financing • Public • Inventory
• Design Schemes Relations
• Features • Credit • Sponsorships
• Brand Terms • Internet
Names Marketing
• Services

PRICE/QUALITY MATRIX

Price High Middle Low

→

Quality

High Luxury Ideal For Premiere

Segment Penetration Offering

VATIKA

Middle Overpriced Average Real

Bargain

Page 38 of 68
 Low Make The Sale Unhappy Cheap
and Run Customers Goods

COMPETITOR ANALYSIS

The key competitor’s of Dabur in the Hair Oil segment are Keo Karpin, Emami, Bajaj, Marico, HLL
which together with Dabur have about 64% of India's domestic market.

Dabur is one of India's largest players in the hair oil segment 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. Dabur Hair Oils have a market share of 19%.

We have tried to analyse the competition for Dabur in the Hair Care segment as follows:

Keo Karpin, a fifty-year old brand, is a pioneer in the light hair oil category. The pleasantly perfumed
hair oil has its main market in the Hindi belt and also has significant presence in eastern and western
India. Its share is 6% of the total hair oil market.

Emami has existence in hair oil market through Himani Navratan oil and Himani Oil. Emami has
taken Madhuri Dixit as brand ambassador for emami oil and Amitabh Bachchan for Himami Navratan
Oil. Overall it has a share of 4% in hair oil market.

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Bajaj has two flagship oil brands - Bajaj Brahmi Amla and Bajaj Almond Drops — currently have a
value share of 19 per cent and 12 per cent in their respective oil categories as per ORG-Marg. Besides,
the company has also decided to enhance its retail presence by nearly 20 per cent from the existing 5
lakh retail outlets in an attempt to reach the rural parts. Overall it has a market share of 4% in hair oil
market.

Marico’s Parachute is premium edible grade oil, a market leader in its category. Synonymous with
pure coconut oil in the market, Parachute is positioned on the platform of purity. In fact over time it
has become the gold standard for purity. Parachute's primary target has been women of all ages. The
brand has a huge loyalty, not only in the urban sections of India but also in the rural sector. It has a
market share of 28%.

HUL has two products, Clinic plus Hair Oil and All Clear Clinic Hair Oil. Overall it has a 3% share in
hair oil market.
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.

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

Page 38 of 68
relevance of DCP amongst the adults in today’s 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

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
Product Price Promotion Place

• Product • List Price • Advertising • Channels

Variety • Discount & Promotion • Location
• Quality • Financing • Public • Inventory
• Design Schemes Relations
• Features • Credit • Sponsorship
• Brand Terms s
Names • Internet
• Services Marketing

COMPETITOR ANALYSIS

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The key competitor’s 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:

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 18 th-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 Emami 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%.
Vatika – the key focus brand of the company – has always been well supported. The company
realized early that, from the perspective of brand building, it was vital to invest in this brand.

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 Vatika Hair Oil’s first promotion: It focused on the key benefit – beautiful hair without hair
problems – that came about as a result of the extra nourishment through the value addition of
henna, amla and lemon-derived additives.

Creating conceptual awareness: In the initial phase of the communication, the marketing objective
was to create conceptual awareness about the new product – the goodness of coconut oil enriched with
natural herbs. Vatika was firmly established as the leader in the new category of value-added hair oils
and its promotion campaign was so successful that the product segment itself came to be identified
with Vatika.

A little boy suggests his brother to have Dabur To which the brother replies, “Mujhe iski kya
Chyawanprash everyday. zaroorat?

The boy asserts, “Zaroorat hai!” and starts running. The big brother follows him but is unable to
catch him using every way.

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 Running with super energy the boy dives into the river. ...the big brother also dives in the river but
Not to be left behind... ultimately stops

Suggestion

On the basis of above study on the topic REPOSITIONING At DABUR There are some suggestions

concerned regarding the organization’s repositioning it self.. These following suggestions would be helpful in

repositioning in the market of it’s product and in understanding the consumer needs and demand what they want.

It will helpful in creation of awareness among the people

1. The study focuses on unlikeness of this milk because of it’s higher rates of some products in comparison to other
competitors. There is no door-to-door services are available direct from the dairy but some retailers who make
available this facility to the consumer.

2. There are some special booths for dabur’s products in the market places.

3. Some people have to say that always takes high price in the comparison of
printed rate.

4. The company should conduct the interview by door-to-door step and convince and come to know it self that why
people does not buy the products.

5. It should arrange the consumers meeting to come to know the some new
suggestions and dairy should provide the education to its customer about

6. These process will be help full in repositioning of dabur in the market of

both domestic and as well as foreign market also.

7. The company should analyze it’s competitor’s strategies and approaches

to reach the consumers

8. The company should be focus on it’s marketing abilities and it’s potential
consumers in different market localities .

9. The company should show the sample to its consumer.

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 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 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 rather well with the masses. Dabur has
clearly lost it head start advantage and thereby acquiring just 35% of the market share while others
enjoy 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.

Vatika hair oil has no major competition except an Australian Product Tobasco. As a new product so
people are not able to digest it yet Dabur is getting 8 Crores from Vatika hair oil in which accounts
for 4 Crores, Lemoneez 1 Crore & others 3 Crores .

As the strategies of the companies keeps on changing, be it in Chyawanprash industry, a company

has to create perceptions and cover 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.

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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. As Vatika hair oil is a new product introduced by Dabur and as Dabur is getting excise
benefit from the Government so Dabur should pass slight Price benefit to the target market so that
target market should use the Vatika hair oil and adopt it in making daily food thereby increasing the
market share of Vatika hair oil.

LIMITATIONS
SWOT ANALYSIS OF DABUR
STRENGTHS WEAKNESS
 Strong presence in well defined niches  Seasonal Demand( like chyawanprash
(like value added Hair Oil and in winter and Vatika not in winter)
Ayurveda specialties)  Low Penetration(Chyawanprash)
 Core knowledge of Ayurveda as  High price(Vatika)
competitive advantage  Limited differentiation (Vatika)
 Strong Brand Image  Unbranded players account for the 2/3rd
 Product Development Strength of the total market(Vatika)
 Strong Distribution Network
 Extensive Supply Chain
 IT Initiatives
 R & D – a key strength

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OPPORTUNITIES THREATS
 Untapped Market(Chyawanprash)  Existing Competition( like Himani,
 Market Development baidyanath and Zandu for Dabur
 Export opportunities. Chyawanprash and Marico,Keo Karpin,

 Innovation HLL and Bajaj for Vatika Hair Oil)

 Increasing income level of the middle  New Entrants

class  Threat from substitutes (like

 Creating additional consumption Bryllcream for Vatika hair oil)

pattern

Core Value:
‡ Ownership:Thisis our company. We accept personal responsibility, and
accountability to meet business needs

‡Passion For Winning: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 Development:People are our most important asset. We add value through
result driven training, and we encourage& reward excellence

‡ Focus:We have superior understanding of consumer needs and

Consumer
develop products to fulfill them better

‡Team Work:We work together on the principle of mutual trust & transparency in a
boundary-less organization. We are intellectually honest in advocating proposals,
including recognizing risks

‡ Innovation:Continuous innovation in products& processes is the basis of our

success

Page 38 of 68
‡ Integrity:We
are committed to the achievement of business success with
integrity. We are honest with consumers, with business partners and with each
other

RECOMMENDATIONS
DIVERSIFY ITS OPERATIONS.

CREATE A NICHE MARKET BY INTEGRATION OF AYURVEDIC KNOWLEDGE

WITH MODERN SCIENCE.

PROVIDE INNOVATIVE PRODUCTS TO ITS CUSTOMERS.

STRIVE FOR GLOBAL POSITIONING AS AYURVEDIC LEADER.

REALIZE ITS CORPORATE SOCIAL RESPONSIBILITY.

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.

Page 38 of 68
 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.

Position Dabur Chyawanprash as 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.

After the successful implementation of the 4-year business plan from 2002 to 2006, Dabur has
launched another plan for 2010. The main objectives are:

 Doubling of the sales figure from 2006

 The new plan will focus on expansion, acquisition and innovation. Although Dabur’s
international business has done well — growing by almost 29 per cent to Rs.292 crore in 2006-
07, plans are to increase it by leaps and bounds.
 Growth will be achieved through international business, homecare, healthcare and foods.
 Southern markets will remain as a focus area to increase its revenue share to 15 per cent.

With smoothly sailing through its previous plans, this vision seems possible. Time and again, Dabur
has made decisions that have led to its present position. However, if Dabur could be more aggressive
in its approach, it can rise to unprecedented levels. To conclude, this is a 10 year performance table
from Dabur’s website.

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* Stock split from Rs 10/share to Rs 1/ share
** Consolidated results from FY02 onwards
***Dabur Pharma got de-merged.
#Bonus issue of 1:1 was issued during the year
^ Bonus Issue of 1:2 was issued during the year

Scope for Future Work

Testing performance of the implementation: Though it may not be possible to create a bigger
implementation testbed within the campus, still more information about the performance can
be extracted by studying some statistics in our implementation. One can check the stability of
AODV over time, the performance of the mail server and the signal strengths at various points
in the campus.

Page 38 of 68
In-depth simulation of the network: We have done some part of the simulation that we intended
as mentioned earlier. More simulation work can be carried out with the goals as specified in the
previous chapter to make better judgements of the working of this network. The main
changes/development in the modules required for this purpose has already been done. What
can be done is to create more realistic topologies, application models and then study the results.

Automation process for client configuration: Some process that automates the configuration of
the various wireless relay stations can be developed.

Page 38 of 68
 Appe
ndix

Page 38 of 68
 Questionnaire
CONSUMER QUESTIONAIRRE- DABUR VATIKA HAIR OIL

Dear Respondent,
Thanks for sparing few minutes to fill this questionnaire, which will help us to study the consumer
perception for hair oil.

Any information provided by you will strictly be used for Academic Purpose.

1. Which brands of hair oil are you aware of?

 Parachute
 Keo Karpin
 Nihar
 Hair And Care
 Dabur Vatika
2. Which brand of Hair Oil do you use?
 Parachute
 Keo Karpin
 Nihar
 Hair And Care
 Dabur Vatika
3. Where would you rate your brand on a scale of 1 – 5 (5 being highest)?
 1
 2
 3
 4
 5
4. What are the primary reasons for which you use this particular brand?
 Non sticky
 Brand Loyalty
 Fragrance
 Price

Page 38 of 68
5. How did you get to hear about this brand?
 TV
 Internet
 Word of Mouth
 Print
6. If your brand is not available you would..?
 Purchase another brand
 Wait for it to be available
 Go for a substitute
 Buy what is offered by the retailer
7. Which pack size do you prefer?
 75 ml
 150 ml
 300 ml
8. On what parameters do you choose this pack size?
 Availability
 Price
 Family size
 Storage
9. How often do you buy?
 Once in 15 days
 Once a month
 Once in two months

10. Are you satisfied with your brand?

 Yes
 No

Page 38 of 68
 RETAILER QUESTIONNAIRE-DABUR VATIKA HAIR OIL

Dear Respondent,
Thanks for sparing few minutes to fill this questionnaire, which will help us to study the consumer
perception for the Hair Oil 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 Hair Oil do you stock?

 Marico
 HLL
 Keo Karpin
 Dabur Vatika
2. Out of these which are the most preferred?
 Marico
 HLL
 Keo Karpin
 Dabur Vatika
3. According to you what are the reasons for customers’ preferences?
 Brand loyalty
 Price
 Availability
 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
6. What schemes does a consumer prefer most?
 Price discounts

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  Buy one get one free
 Others
7. According to you, does in-store advertising have an affect on the consumers’ preference?
 Yes
 No
8. Does a change in price affect their preferences?
 Yes
 No

Page 38 of 68
 CUSTOMER SURVEY RESULTS
DABUR VATIKA
AWARNESS LEVEL

100
90
80
70
60
50
PERCENTAGE
40
30
20
10
0
PARACHUTE KEO KARPIN NIHAR HAIR AND CARE DABUR VATIKA

PREFERR
ED BRAND

40
35
30
25
20
PERCENTAGE
15
10
5
0
PARACHUTE KEO KARPIN NIHAR HAIR AND VATIKA
CARE

SATISFAC
TIONLEVEL

4
3.5
3
2.5
2
1.5 RATING(1-LOW 5-HIGH)
1
0.5
0
PARACHUTE KEO KARPIN NIHAR HAIR AND CARE VATIKA

Page 38 of 68
 RETAIL SURVEY RESULTS
DABUR VATIKA

1. Which brands of Hair Oil do you stock?

80

70

60

50

40
PERCENTAGE
30

20

10

0
marico hll karrpikeo karpin vatika

2. Out of these which are the most preferred?

50
45
40
35
30
25
PERCENTAGE
20
15
10
5
0
marico hll karrpikeo karpin vatika

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

50
45
40
35
30
25 PERCENTAGE
20
15
10
5
0
brand loyalty price availability no reason

Page 38 of 68
 CONSUMER QUESTIONAIRRE-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.

1. Which brands of Chyawanprash are you aware of?

 Zandu
 Himani
 Baidyanath
 Dabur
2. Which brand of Chyawanprash do you use?
 Zandu
 Himani
 Baidyanath
 Dabur
3. Where would you rate your brand on a scale of 1 – 5 (5 being highest)?
 1
 2
 3
 4
 5
4. What are the primary reasons for which you use this particular brand?
 Health
 Brand Loyalty
 Taste
 Price
5. How did you get to hear about this brand?
 TV
 Internet
 Word of Mouth

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  Print
6. If your brand is not available you would..?
 Purchase another brand
 Wait for it to be available
 Go for a substitute
 Buy what is offered by the retailer
7. Which pack size do you prefer?
 1 kg
 500 gm
 250 gm
8. On what parameters do you choose this pack size?
 Availability
 Price
 Family size
 Storage
9. How often do you buy?
 Once a month
 Once in two months
 Once in six months
10. Are you satisfied with your brand?
 Yes
 No

Page 38 of 68
 CUSTOMER SURVEY RESULTS

DABUR CHYAWANPRASH

AWARNESS LEVEL

100
90
80
70
60
PERCENTAGE
50
40
30
20
10
0
ZANDU HIMANI BAIDYANATH DABUR

PREFERRED BRAND

60

50

40

30 PERCENTAGE

20

10

0
ZANDU HIMANI BAIDYANATH DABUR

SATISFACTION LEVEL

5
4.5
4
3.5
3
2.5
RATING(1-LOW 5-HIGH)
2
1.5
1
0.5
0
ZANDU HIMANI BAIDYANATH DABUR

Page 38 of 68
 REASONS FOR SELECTING A PARTICULAR BRAND

70

60

50

40
PERCENTAGE
30

20

10

0
HEALTH BRAND LOYALTY TASTE PRICE

HOW DID YOU COME TO KNOW ABOUT THIS BRAND?

80

70

60

50

40 PERCENTAGE

30

20

10

0
TV INTERNET WOM PRINT

UNAVAILABILITY OF PREFERRED BRAND

40
35
30
25
20
15 PERCENTAGE
10
5
0
PURCHASE WAIT BUY SUBSTITUTE WHATEVER
ANOTHER BRAND OFFERED BY
RETAILER

Page 38 of 68
 RETAILER SURVEY RESULTS

DABUR CHYAWANPRASH

1. Which brands of Chyawanprash do you stock?

100
90
80
70
60
50 PERCENTAGE
40
30
20
10
0
ZANDU HIMANI BAIDYANATH DABUR

2. Out of these which are the most preferred?

80
70
60
50
40 RATING(1-LOW 5-HIGH)
30
20
10
0
ZANDU HIMANI BAIDYANATH DABUR

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

60

50

40

30 PERCENTAGE

20

10

0
brand loyalty price availability no reason

Page 38 of 68
LIST OF FIGURES

Page 38 of 68
Page 38 of 68
Page 38 of 68
 Dabur Hair Care BCG Matrix

Dabur Chyawanprash BCG Matrix

Page 38 of 68
 Abbreviations
Conclusion (45)
Core Values (47)
Dabur At-a-Glance (10-11)
Dabur Board of Directors (15-16)
Dabur CEO (14-15)
Dabur Core Value (12)
Dabur Corporate Governance (16)
Dabur Corporate Citizenship (16-17)
Dabur Figure List (63-65)
Dabur Founders & Leaders (6-7)
Dabur Group (13-14)
Dabur History (3-6)
Dabur IT Initiatives (17-18)
Dabur Logo (19)
Dabur Milestones (7-10)
Dabur Product Lines (18-19)
Data Analysis of Chyawamprash Competitors (41-43)
Data Analysis of Chyawamprash Marketing Mix (41)
Data Analysis of Chyawamprash STP Analysis (40-41)
Data Analysis of Chyawamprash Suggestion (44)
Data Analysis of Vatika Hair Oil Competitors (38-39)
Data Analysis of Vatika Hair Oil Marketing Mix (37-38)
Data Analysis of Vatika Hair Oil STP Analysis (37)
FMCG Sector (1-2)
Limitations
Swot Analysis (46)
Project
Business structure (20)
Chyawamprash (26-29)
Conservation of energy (29-30)
Environmental Review & Health safety (30)

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 Objectives (31-32)
Sustainability Report (29)
Technology Absorption (30)
Vatika (20-25)
Questionnaire (52-62)
Recommendation (48-49)
Scope for future work (50)
Research Methodology
Data collection & its method (35)
Primary Data collection (33-34)
Sample size
Sampling design
Steps for research design process (36)

Page 38 of 68
 Bibliography

REFERENCES

Books:

 Marketing Management: Twelfth Edition – Philip Kotler & Kevin Lane Keller

Websites:

 www.google.com
 www.dabur.com
 www.tutor2u.net
 www.brandchannel.com
 www.blonnet.com
 www.superbrandsindia.com
 www.esnips.com
 www.wikepedia.com
 www.indiatimes.com
 www.msn.com

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