PART-1

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Chapter-1

1. Introduction

2. Need of study3. Objective of study4. Scope of study

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1.1 INTRODUCTION

DABUR INDIA LIMITED is a leading Indian consumer goods company with interests in

HAIR CARE, ORAL CARE, HEALTH CARE, SKIN CARE, HOME CARE and

FOODS. From its humble beginnings in the bylanes of Calcutta way back in 1884 as an

Ayurvedic medicines company, Dabur India Ltd has come a long way today to become a

leading consumer products manufacturer in India. FOR THE PAST 125 YEARS, WE

HAVE BEEN DEDICATED TO PROVIDING NATURE-BASED SOLUTIONS FOR A

HEALTHY AND HOLISTIC LIFESTYLE.

Through our comprehensive range of products, we touch the lives of all consumers, in all

age groups, across all social boundaries. And this legacy has helped us develop a bond of

trust with our consumers. That GUARANTEES you the BEST IN ALL PRODUCTS

CARRYING THE DABUR NAME.

1.1.1 Dabur India Ltd. - Corporate Profile

Dabur India Ltd is one of India’s leading FMCG Companies with Revenues of US$1 Billion

(over Rs 5,000 Crore) & Market Capitalisation of US$4 Billion (Rs 20,000 Crore). Building on

a legacy of quality and experience of over 127 years, Dabur is today India’s most trusted

name and the world’s largest Ayurvedic and Natural Health Care Company. Dabur India

is also a world leader in Ayurveda with a portfolio of over 250 Herbal/Ayurvedic products.

Dabur's FMCG portfolio today includes five flagship brands with distinct brand identities --

Dabur as the master brand for natural healthcare products, Vatika for premium personal care,

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Hajmola for digestives, Réal for fruit juices and beverages and Fem for fairness bleaches and

skin care products. Dabur today operates in key consumer products categories like Hair Care,

Oral Care, Health Care, Skin Care, Home Care and Foods. The company has a wide

distribution network, covering over 2.8 million retail outlets with a high penetration in both

urban and rural markets. Dabur's products also have a huge presence in the overseas markets

and are today available in over 60 countries across the globe. Its brands are highly popular in

the Middle East, SAARC countries, Africa, US, Europe and Russia. Dabur's overseas

revenue today accounts for over 30% of the total turnover.The 125-year-old company,

promoted by the Burman family, had started operations in 1884 as an Ayurvedic medicines

company. From its humble beginnings in the bylanes of Calcutta, Dabur India Ltd has come a

long way today to become one of the biggest Indian-owned consumer goods companies with

the largest herbal and natural product portfolio in the world. Overall, Dabur has successfully

transformed itself from being a family-run business to become a professionally managed

enterprise. What sets Dabur apart from the crowd is its ability to change ahead of others and

to always set new standards in corporate governance & innovation.

1.1.2Dabur 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.

Leading consumer goods company in India with a turnover of  Rs. 5,283 Crore (FY12),2 major

strategic business units (SBU) - Consumer Care Business and International Business

Division (IBD),2 Subsidiary Group companies - Dabur International and NewU and several

step down subsidiaries: Dabur Nepal Pvt Ltd (Nepal), Dabur Egypt Ltd (Egypt), Asian

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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 3.4 million retail outlets all over India

Consumer Care Business adresses consumer needs across the entire FMCG spectrum

through four distinct business portfolios of Personal Care, Health Care, Home

Care & Foods.

1.1.3 Master brands:

Dabur - Ayurvedic healthcare productsVatika - Premium hair careHajmola - Tasty digestivesRéal - Fruit juices & beverages Fem - Fairness bleaches & skin care products12 Billion-Rupee brands: Dabur Amla, Dabur Chyawanprash, Vatika, Réal, Dabur Red

Toothpaste, Dabur Lal Dant Manjan, Babool, Hajmola, Dabur Honey, Glucose, Fem

and Odonil. 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 has been the fastest growing hair care brand in the Middle East.

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.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. Division also works for

promotion of Ayurveda through organised community of traditional practitioners and

developing fresh batches of students

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International Business Division (IBD) caters to the health and personal care needs of

customers across different international markets, spanning Nepal, Bangladesh, the Middle East,

North & West Africa, EU and the US with its brands Dabur & Vatika 

1.1.4 Core Values-

Vision- "Dedicated to the health and well being of every household"

Principles-

Ownership-This is 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.

Consumer Focus-We have superior understanding of consumer needs and 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.

Integrity-We are committed to the achievement of business success with integrity. We are

honest with consumers, with business partners and with each other.

1.1.5

Strategic Intent-We intend to significantly accelerate profitable growth. To do this, we will:

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Focus on growing our core brands across categories, reaching out to new geographies,

within and outside India, and improve operational efficiencies by leveraging technol-

ogy

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

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

Be responsible citizens with a commitment to environmental protection

Provide superior returns, relative to our peer group, to our shareholders

1.1.6 Company History

 

 

 

1884   Birth of Dabur

1896 Setting up a manufacturing plant

Early

1900sAyurvedic medicines

1919 Establishment of research laboratories

1920 Expands further

1936 Dabur India (Dr. S.K. Burman) Pvt. Ltd.

1972 Shift to Delhi

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1979Sahibabad factory / Dabur Research &

Development Centre (DRDC)

1986 Public Limited Company

1992 Joint venture with Agrolimen of Spain

1993 Cancer treatment

1994 Public issues

1995 Joint Ventures

1996 3 separate divisions

1997 Foods Division / Project STARS

1998 Professionals to manage the Company

2000 Turnover of Rs.1,000 crores

2003 Dabur demerges Pharma Business

2005 Dabur aquires Balsara

2005 Dabur announces Bonus after 12 years

2006Dabur crosses $2 Bin market Cap, adopts

US GAAP

2006Approves 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

2009 Dabur Red Toothpaste joins 'Billion

Rupee Brand' club

2010  Dabur makes its first overseas acquisition

2011  Dabur enters professional skin care market

 

 

 

 

 

 

 

 

 

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2011 Dabur India acquires 30-Plus from Ajanta

Pharma

2012 Dabur crosses Billion-Dollar Turnover

Mark

1.1.7 Founder and Leaders

Founding Thoughts "What is that life worth which cannot bring comfort to others"

The doorstep 'Daktar' The story of Dabur began with a small, but

visionary endeavour by Dr. S. K. Burman, a physician tucked away in

Bengal. His mission was to provide effective and affordable cure for

ordinary people in far-flung villages. With missionary zeal and

fervour, Dr. Burman undertook the task of preparing natural cures for

the killer diseases of those days, like cholera, malaria and plague.

Soon the news of his medicines traveled, and he came to be known as the trusted 'Daktar' or

Doctor who came up with effective cures. And that is how his venture Dabur got its name -

derived from the Devanagri rendition of Daktar Burman. Dr. Burman set up Dabur in 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

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a household name that at once evokes trust and reliability.

1.1.8 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 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

Early1900s-Production of Ayurvedic medicines

Dabur identifies nature-based Ayurvedic medicines as its area of specialization. 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 up gradation of Ayurvedic products manufacturing initiated

1936 - Dabur (Dr. S K Burman) Pvt. Ltd. Incorporated

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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.

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1979 - Dabur Research & Development Centre (DRDC) 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 funThe 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

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 & Development Centre

(DRDC) develops an eco-friendly process to extract the drug from its plant source

1996 - Enters foods business with the launch of Real Fruit Juice

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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

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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

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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.

  2010 - Dabur makes its first overseas acquisition

Dabur makes its first overseas acquisition, buying Hobi Kozmetik Kozmetik Group, a

leading personal care products company in Turkey, for $69 million.

  2010 - Dabur acquired 100% equity in Namaste Lab

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Dabur acquired 100% equity in Namasté Laboratories LLC of the US for $100 million. This

marks Dabur’s entry into the fast-growing ethnic hair care products market in U.S., Europe

and Africa.

  2010 - Dabur Chyawanprash Launched Orange & Mango Flavours

Dabur launches India’s first fruit-flavoured Chyawanprash. Dabur Chyawanprash was

launched in Orange and Mango flavoured variants.

  2010 - Dabur Amla Hair Oils enters Limca Book of Records

Dabur Amla Hair Oils enters Limca Book of Records for achieving a record feat of hosting

the longest ever non-stop head massage marathon.

  2011 - Dabur enters professional skin care market

Dabur enters professional skin care market with the launch of OxyLife Professional Facial

Kit, created exclusively for professional use.

  2011 - Dabur launches its first-ever online shopping portal

Dabur India Ltd. launches its first-ever online shopping portal www.daburuveda.com With

this, Dabur is the first Indian FMCG company to launch a dedicated online shopping portal

for its beauty products range. The portal will be the online gateway for consumers to know,

understand, buy and gift the exclusive Dabur Uveda range of skincare products.

  2011 - Dabur India acquires 30-Plus from Ajanta Pharma

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Dabur India Ltd acquired Ajanta Pharma’s over-the-counter energizer brand ’30-Plus’.

  2011 - Dabur to enter Sri Lanka

Dabur India Ltdsets up new subsidiary in Sri Lanka – Dabur Lanka (Pvt.) Ltd. The company

will establish a new export-oriented manufacturing facility for producing a range of fruit-

based beverages in Gampaha, north of Colombo.

  2011 - Dabur enters Almond Hair Oil market

Dabur India Ltd launches Dabur Almond Hair Oil, a one-of-its-kind product that offers

superior nourishment for 100% damage-free hair.

  2012 - Dabur crosses Billion-Dollar turnover mark

Dabur India Ltd surpassed the Billion-Dollar Turnover mark during the 2011-12 fiscal to end

the year with Net Sales of Rs 5,283.17 Crore.

1.1.9 COMPANY DETAILS

Dabur Group

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.

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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 popularizing 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 popularizing 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

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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.A 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.

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.

1.1.10 Manufacturing Facilities in India-

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1.1.11 CEO OF DABUR-

Mr. Sunil Duggal took over as the Chief Executive Officer of

Dabur India Limited in June 2002, holding reins of the organization

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,

SalesOperation.In 1995, he joined the Dabur family as General Manager (Sales & Marketing) of the

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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 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.

1.1.12 Corporate Governance- 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: -Professionalization 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

1.1.13 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

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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 organization to promote research and welfare activities in rural areas; Promoting

health and hygiene amongst the underprivileged through the Chunni Lal Medical Trust; and

Organizing 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 recognized 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

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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.

 

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.

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Living a Green Heritage

These are significant stepsthat 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.

1.1.14 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

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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.

1.1.15 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.

1.1.16 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.The host of measures –

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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.

1.1.17 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

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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.

1.1.18 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 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. At Dabur, we are committed to sustainable development throughout our diverse

operations. And, we will strive to translate the good intentions into concrete and lasting

results, contributing to the ultimate good of the society.

 

28

29

1.1.19 PRODUCT LINE

Foods:

Real

Real Activ

Hommade

Lemoneez30

Capsico

Health Care:

Baby Care

Dabur Lal Tail

Dabur Baby Olive Oil

Dabur Janma Ghunti

Health Supplements

Dabur Chyawanprash

Dabur Glucose D

Digestives

Hajmola Yumstick

Hajmola Mast Masala

Anardana

Hajmola

Hajmola Candy Fun2

Hajmola Candy

Pudin Hara (Liquid and Pearls)

Pudin Hara G

Dabur Hingoli

Natural Cures

Shilajit Gold31

Nature Care

Sat Isabgol

Shilajit

Ring Ring

Itch Care

Backaid

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

VatikaHennaConditioning Shampoo

Vatika AntiDandruff Shampoo

Anmol Natural Shine Shampoo

Oral Care:

32

Dabur Red Gel

Dabur Red Toothpaste

Babool Toothpaste

Dabur Lal Dant Manjan

DaburBinaca Toothbrush

Skin Care

Gulabari

Vatika Fairness Face Pack

Ayurvedic Specialities

Ayurveda

Ayurveda Vikas

Rural and urban potential

Rural-urban profile OVERVIEW OF FMCG

SECTOR IN INDIA

The Indian FMCG sector is the fourth largest sector in the economy with a total market size in

excess of US$ 13.1 billion. It has a strong MNC presence and is 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.33

The FMCG market is set to treble from US$ 14.6 billion in 2008 to US$ 33.4 billion in 2015.

Penetration level as well as per capita consumption in most product categories like jams,

toothpaste, skin care, hair wash etc in India is low indicating the untapped market potential.

Burgeoning Indian population, particularly the middle class and the rural segments, presents

an opportunity to makers of branded products to convert consumers to branded products.

Growth is also likely to come from consumer 'upgrading' in the matured product categories.

With 200 million people expected to shift to processed and packaged food by 2010, India

needs around US$ 28 billion of investment in the food-processing industry.

India is one of the largest emerging markets, with a population of over one billion. India is

middle class base of 300 million. Around 70 per cent of the total households in India (188

million) reside in the rural areas. The total number of rural households are expected to rise

from 145 million in 2007 one of the largest economies in the world in terms of purchasing

power and has a strong -08 to 153 million in 2009-10. This presents the largest potential

market in the world. The annual size of the rural FMCG market was estimated at around US$

14.5 billion in 2007-08. With growing incomes at both the rural and the urban level, the market

potential is expected to expand further.

Urban Rural

Population 2007-08 (mn household) 53 145

Population 2009-10 (mn household) 69 153

% Distribution (2007-08) 28 72

Market (Towns/Villages) 3,768 627,000

Universe of Outlets (mn) 1 3.3

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

34

An average Indian spends around 40 per cent of his income on grocery and 8 per cent on

personal care products. The large share of fast moving consumer goods (FMCG) in total

individual spending along with the large population base is another factor that makes

India one of the largest FMCG markets.

Product Profile-

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 2003, brand sales crossed Rs. 1,000 million. From the company’s perspective,

35

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 (Source: ACNielsen ORG-MARG, 2007).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).

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-

36

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 caused by urban

pollution, frequent change of diet due to geographical mobility and other factors. Beset by

modern-day hair problems, they are far more inclined to rely on homegrown remedies. By

offering hair oil that combined the benefits of natural products in a single pack, Vatika

created a niche for itself as the ‘total hair care’ brand.

“Natural” offering: Vatika is a brand that espouses traditional wisdom about health in a

modern format. It believes that nature has perennial answers to day-to-day health issues,

particularly when it comes to hair care and skin care. In a world where modern living causes

untold stress the Vatika brand holds out the promise of providing natural ingredients that

rejuvenate and safeguard the human body in an extraordinary way. This concept is put to

work through contemporary, modern products, offered by Vatika.

The Vatika woman: The Vatika woman is young, contemporary, educated, multi-faceted,

achievement-driven and confident. It is in the Vatika brand that she sees a true reflection of

her own personal ideals. Through creation of the concept of Vatika woman, it has tried to

carve out a new positioning in the minds of the new age woman.

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

37

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

Variety

• Quality

• Design

• Features

• Brand

Names

• Services

• List Price

• Discount

• Financing

Schemes

• Credit

Terms

• Advertising &

Promotion

• Public Relations

• Sponsorships

• Internet

Marketing

• Channels

• Location

• Inventory

38

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, and ugdha 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 colors,

39

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

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/QUALITY MATRIX

Price→

Quality

↓

High Middle Low

High

Luxury

Segment

VATIKA

Ideal For

Penetration

Premiere

Offering

MiddleOverpriced Average Real

Bargain

40

LowMake The

Sale and Run

Unhappy

Customers

Cheap

Goods

PLACE

Vatika products including Vatika Hair Oil are sold in 38 countries through more than 15

lakh retail outlets and 5,000 distributors who service the entire country through a wide

marketing network.

Dabur’s distribution network extends beyond India in the following countries as well:

Distribution Network

Central, North & South America

Australia

41

Asia

Middle East

North & South Africa

East & West Europe

Promotion

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.

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, alma 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.

In 1997, the company created a new promotion campaign, which reinforced the obvious

fact that most coconut oil brands were, not equipped to combat the effects of pollution,

hard water and chemicals – the major causes of hair ailments and hair deterioration.

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

42

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 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 complement each other and connect very well with the targeted consumers.

POSITIONING

"Andar se strong”: Dabur chyawanprash has the tag line "Andar se strong” By using a

natural language instead of scientific language it is able to connect with the consumers

and is able to achieve a better positioning in the minds of the Indian health conscious

consumer. A category like Chyawanprash for instance needs to understand that in

employing the category language it loses any chance of expressing its own benefit

distinctively.

43

Holistic Health benefit of Ayurveda: Dabur Chyawanprash helps in stimulating immune

system, relieving stress, improving stamina, fighting aging through anti-oxidant property,

improving lung function, fighting respiratory infections & building resistance to disease.

The brand conveys this health conscious holistic view of the product.

Brand Trust: Over 100 years of Dabur’s experience in Ayurveda ensures selection,

processing and quality control of right herbs along with scientific and clinical studies –

makes DCP a trustworthy offering for consumers. Consumers view DCP as a product by

a trusted brand and therefore do not need to think twice before making a purchasing

decision.

MARKETING MIX FOR DABUR VATIKA HAIR OIL AND DABUR CHYAWANPRASH

\

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

44

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

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 immune-stimulant. Dabur Chyawanprash helps

in stimulating immune system, relieving stress, improving stamina, fighting aging

45

Product Price Promotion Place

• Product Va-

riety

• Quality

• Design

• Features

• Brand

Names

• Services

• List Price

• Discount

• Financing

Schemes

• Credit

Terms

• Advertising &

Promotion

• Public Relations

• Sponsorships

• Internet Mar-

keting

• Channels

• Location

• Inventory

through anti-oxidant property, improving lung function, fighting respiratory infections &

building resistance to disease. It is these properties that make Dabur Chyawanprash a

preferred choice for its users.

Ingredients of Dabur Chyawanprash

Vishwast

Amla, Ashwagandha, Hareetaki, Dashmul, Ghrit and several

other herbs and herbal extracts.

Special

Vishwast fortified with additional health beneficial herbs like 

Keshar, Akarkara etc.

Available in:

Dabur Chyawanprash is available in three sizes to cater to the needs of different types of

people.

1. One kilogram pack

2. 500 gram pack

3. 250 gram pack

PRICE

The pricing of Dabur chyawanprash is very competitive. Dabur chyawanprash uses

second-degree price discrimination i.e. more the quantity, lower the price.46

1kg Rs.175.00

500gms Rs.100.00

250gms Rs. 55.00

PRICE/QUALITY MATRIX

Price→

Quality

↓

High Middle Low

High

Luxury

Segment

Ideal For

Penetration

DABUR

CHYAWANPRASH

Premiere

Offering

MiddleOverpriced Average Real

Bargain

LowMake The

Sale and Run

Unhappy

Customers

Cheap

Goods

47

PLACE

Dabur has a very wide distribution of its products through 1.6 million retail outlets and

50 C & F agents all over India who distribute products to the retailers. A distribution of

C & F agents and manufacturing locations is given below.

Dabur’s distribution network extends beyond India in the following countries as well:

COMPETITOR ANALYSIS OF VATIKA

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%.

48

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.

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

49

of purity. In fact over time it has become the gold standard for purity. Parachute's

primary targets have been women of all age. 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%.

HLL has two products, Clinic Plus Hair Oil and All Clear Clinic Hair Oil. Overall it has

a 3% share in hair oil market.

COMPETITOR ANALYSIS OF CHYAWANPRASH

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:

50

Sri Baidyanath Ayurvedic Bhawan Ltd. (Baidyanath for short) was founded in 1917 in

Calcutta, and specializes in Ayurvedic medicines, though it has recently expanded into

the FMCG sector with cosmetic and hair care products; one of its international products

is Shikakai (soap pod) Shampoo. Its Chyawanprash has a market share of 10%.

Zandu Pharmaceutical Works was incorporated in Bombay in 1919, named after an 18th-

century Ayurvedic. The company focuses primarily on Ayurvedic products (in 1930,

pharmaceuticals were added, but the pharmaceutical division was separated off about 30

years later).

The 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

51

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

OBJECTIVE OF THE Study’s

Following are the major objectives 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.

Seasonal Demand( like chyawanprash in winter and Vatika not in winter)

Low Penetration(Chyawanprash)

High price(Vatika)

52

Limited differentiation (Vatika)

Unbranded players account for the 2/3rd of the total market(Vatika)

PART-II53

Chapter-2

1. Research Methodology54

2. Limitation

2.1RESEARCH METHODOLOGY

“Marketing research is a systematic problem analysis, model building and fact

finding for the purpose of important decision making and control in the marketing of

goods and services.”

- Phillip Kotler

55

As the purpose of the project report is to analyze 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. I handed distributors

& wholesalers and it personally 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, and brochures and also through the Internet. For secondary sources no

fieldwork 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.

56

For Dabur chyawanprash and Vatika hair oil.

1. Sample size for customers were 150 in number and the universe comprised of all the

consumers within the geographical region of Delhi.

2. Sample size for retailers were 40 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 fieldwork 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 analysing and

interpreting the data.

2.2 LIMITATIONS

Training is a costly affair for the management. It needs a handsome amount and long time. So

management has to play safe game for the benefits of the company as well as the workers. One

wrong decision may enforce the company to fall into deep troubles. So selecting the weak

areas of staffs and workers should be done very carefully. For that the management should be

conduct a test. For providing an effective training, company requires a knowledgeable trainer.

57

Selecting a particular trainer is again a difficult job. Trainer demands handsome money.

Training needs time and cost both.

To conclude, it is very clear that training should be provided but not at the loss of the

company. It is very costly and time taking affair. But it is most important for the development

of the company. So management can’t avoid it at any cost.

a) Due to lack of time (i.e., Two months) it is not possible to reach all respondents.

b) The lack of availability of time on the respondent’s part.

c) Some respondent’s was biased.

d) Unwillingness of the respondents.

Chapter III

58

1.Descriptive work on subtopic of study

3.1 WHAT IS A MARKETING STRATEGY AND MARKETING PLAN?

A MARKETING STRATEGY in general sets a target market and a marketing mix. It is a

"big picture" of what a company will do in some market in order to gain a competitive

59

advantage. A MARKETING PLAN is a detailed breakdown of your marketing strategy. It is

a written statement of a marketing strategy with the time - related details as well as the

marketing budget for carrying out the strategy.

It should spell out the following in detail: -

• What marketing mix will be offered?

• To who (target market);

• For how long;

• What company resources will be needed at what rate;

• What results are expected (sales and profits).

DEVELOP A MARKETING STRATEGY

By now you should already:

• have decided on the nature of your business and you know that your business idea is

• feasible;

• have also identified your market and decided on your target market;

• know what the needs of your customers are and you have identified and assessed your

• Competition.

Now you need to decide on:

• the Product and Service to offer your customers;

• how you will make your Products available to customers;

• how you will communicate the benefits of your Products and persuade customers to buy

• them; 60

• the price you will charge.

These four decision variables are the ingredients of the so-called marketing mix. Your task is

to create these elements effectively in order to market your product/service to the target market

in an optimal way.

CREATE AN EFFECTIVE MARKETING MIX

The MARKETING MIX consists of all the controllable variables the company puts together

to satisfy its target market. A typical MARKETING MIX includes decisions regarding the

product, the price of the product, how to promote the product and how to get the product to the

right customer at the right time and place.

All these variables are controllable elements in the marketing mix and can be reduced to four

basic ones, each starting with a P (also known as the four Ps):

• Product.

• Place.

• Price.

• Promotion.

The four Ps are those factors that you can control directly, for example, you develop your

product, you decide how to get it to the customer, you determine the price and you choose the

promotion mix. The four Ps are, as you will realize now, with the selection of your target

market are the basic ingredients of your marketing strategy.

All four Ps are needed in a marketing mix and should therefore be tied together. When a

marketing mix is developed, all final decisions about the P's should be made. All four Ps

should be in harmony and aimed at satisfying the customer's needs in an optimum way.

You do have control over the marketing mix and can vary it to suit the needs of your customers

and the resources of your business. Customers are continuously matching their needs with the

products offered by you and your competitors.

61

You should now know your target market and the needs of your potential customers. From

analyzing your competitors, you can identify what they offer the target consumer through their

marketing mixes. This determines what your marketing mix and your competitive advantage

will be. All of the marketing mix elements must reinforce the image of the product or service

that the business portrays to the potential customer.

Let’s discuss each P in the marketing mix in more detail.

FOCUS ON THE PRODUCT

This area is concerned with developing the right product for the target market. This offering

may involve a physical product, a service, or a blend of both. Remember that a product is not

limited to a physical good. The important thing is that your product and/or service should

satisfy a specific customer need.

At the most fundamental level we normally talk about the core product. The core product

answers the question "what is the buyer really buying?" The woman buying a camera is not

buying a mechanical box, she is buying the opportunity to take photo's, when she want to have

and keep forms of "immortality" or precious moments. The marketers' job is to sell these core

benefits of the product or service.

Branding means the use of a name, term, symbol, design, or a combination of these, to

identify a product. It includes the use of brand names, trademarks, and practically all other

means of product identification. A brand name is a word, letter, or a group of words or letters.

Examples include Nike, IBM, and Kellogg's. Trademark is a legal term and includes only those

words, symbols, or marks that are legally registered for use by a single company.

Brand promotion has advantages for sellers as well as for customers. A good brand name

speeds up shopping for the customer, if the customer can immediately recognize the product,

and it will reduce the seller's selling time and effort. When customers repeatedly buy by brand,

the seller is protected against competition from other companies. Good brands can improve the

62

company's image, and thus speed up acceptance of new products marketed under the same

company name.

Packaging involves promoting and protecting the product. This can be important to both

sellers and customers. It can make a product more convenient to use or store. It can prevent

spoiling or damage. Good packaging makes products easier to identify and promotes the brand

at the point of sale and even in use.

In addition to branding and packaging if the formal product is a physical object, the market

may recognize it as having characteristics like a quality feel, specific features, as well as

styling. If it is a service, it may have some or all of these facets in an analogous manner.

The total product can also consist of elements like free delivery, installation, warranties,

services, maintenance systems, customer advice, financing and other things that customers

perceived to be of value.

MAKE YOUR DECISIONS ON THE PLACE ELEMENT OF THE MARKETING MIX

Place is concerned with all the decisions involved in getting the right product to the target

market's environment. A product isn't of much use to a customer if it's not available where and

when it is wanted, or needed. A product reaches its target market through a channel of

distribution - any series of companies or individuals, from producer to final user/consumer.

Sometimes a channel system is quite short. It may run directly from a product to a final user.

This is especially common in business markets and the marketing of services. Often a channel

system is more complex and has levels, which involves different middlemen and specialists.

A zero-level channel, often called a direct marketing channel, consists of a manufacturer

selling directly to a consumer. The choice of the level channel to use will be based on the

competitive advantage, offered by this level. For example, an apple farmer may choose a zero-

level channel by inviting the public to come and pick their own apples at a much lower price

than buying it at a shop.

63

A two-level channel, for example, contains two intermediaries. In consumer markets, they are

typically a wholesaler and a retailer. In industrial markets, they could be sales agents and

wholesalers and in the service market, only sales agents could be necessary.

Distribution channels could also be other than the abovementioned. For example, the Internet

is an excellent distribution channel for selling information. A comedian can also distribute his

services via the TV to his or her target audience.

Part of the place decision is also the layout of a store or shop. Layout is the arrangement and

display of merchandise. A retailer's success depends on a well - designed floor display. It

should pull customers into the shop, make it easy for them to locate merchandise, compare

price, quality, and features, and ultimately buy.

PRICE

In setting a price for your product, you must consider competition in the target market, and the

cost of the total marketing mix. You must also estimate customer reaction to possible prices.

Furthermore, you also should know current competitor practices such as markups, discounts,

and other terms of sale. You must be aware of legal restrictions on pricing. If customers won't

accept the price, all your planning effort will be wasted.

Consider what the customer is willing to pay and what the customer is likely to expect for that

price. Ask yourself whether the customer feel that he/she is getting value for money at that

price? Remember it is the customer's perception of value for money that counts, not yours.

You must set the price high enough to cover costs and earn a reasonable profit, but low enough

to attract customers and generate adequate sales volume. The right price today may be

completely inappropriate tomorrow. The reason for this: Ever changing market conditions.

For many small business people non-price competition - focusing on factors other than price -

is a more effective strategy than trying to beat larger competitors in a price war. Non-price

competition factors are: free trial offers, free delivery, lengthy warranties, money-back

64

guarantees, allowing for bargaining, stressing durability, quality, reputation, or special

features.

The pricing policy of a business also offers important information about its overall image. The

prices charged at ladies' clothing boutique reflect a completely different image from those

charged by a chain store. High prices for some products frequently convey the idea of quality,

prestige, and uniqueness to the customer.

Competitors' prices can have a dramatic impact on your sale. You should make it a habit to

monitor your rivals' prices, especially on identical items. The following two factors are vital to

studying the effects of competition on your pricing policies: location of competitors, and the

nature of competing products.

Without the advantage of a unique business image - quality of goods sold, number of services

provided, convenient location, favorable credit terms - you will have to match local

competitors' prices or lose sales. You also have to recognize which products are substitutes for

those you sell and then strive to keep your prices in line with them.

Effective Techniques you can use when Pricing a New Product

In the initial setting of a product's price, you must try to achieve three objectives:

* Getting the product accepted.

* Maintaining market share as competition grows.

* Earning a profit.

You have three strategies to choose from:

• Penetration: The idea is to gain quick acceptance and extensive distribution in the

market. You introduce your product at a low price. The low profit margins may

discourage other potential competitors from entering the market with similar products.

• Skimming: The idea is to set a price well above the total unit cost and to promote the

product heavily in order to appeal to the segment of the market that isn't sensitive to 65

price. This technique often reinforces the unique, prestigious image of a shop and

projects a quality picture of the product.

high price until technological advancements enable you to lower your costs. The art is to

reduce the product's price sooner than that of your its competitors. Computer price

declines are a good example of this technique.

Setting the Price

In this section, we will explain the process of setting the price of your product/service, by the

use of two case studies. The one is for retailers and the other for manufacturers.

66

Chapter IV

1. Data Analysis & Interpretation

67

4.1 Data Analysis & Interpretation

CUSTOMER SURVEY RESULTS-DABUR VATIKA

AWARNESS LEVEL

INTERPRETATION-It was observed that 90% customers award about

the dabur vatika hair oil.68

PREFERRED BRAND

INTERPRETATION- It was observed that 30% customers preferred the

dabur vatika among the wide range of hair oil.

69

SATISFACTION LEVEL

INTERPRETATION-It was observed that the satisfaction levels are high

about the quality of the vatika hair oil.

70

REASON TO BUY THE PREFFERED BRAND

INTERPRETATION

71

It was observed that the reason to buy vatika hair oil is non-sticky 45%, brand

loyalty 20% fragrance 10% & price 30%.

UNAVAILABILITY OF PREFERRED BRAND

INTERPRETATION

It was observed that 25% customers could wait in case of unavailability the

dabur vatika hair oil.

72

PREFERRED PACK SIZE

INTERPRETATION

73

It was observed that 55% of customers preferred 150ml, 20% of 75ml & 25%

of customers preferred 300ml pack of the dabur vatika hair oil.

REASON TO SELECT PREFERRED PACK SIZE

74

INTERPRETATION

It was observed that 40% of customers preferred because of availability,

25% for price, 15% for family size & 20% of customers for storage.

FREQUENCY OF PURCHASE

75

INTERPRETATION

It was observed that 5% of customers buy within the 15days, 32% of within

the 1 month & 63% of customers buy the hair oil after the 2month.

RETAIL SURVEY RESULTS

DABUR VATIKA

1. Which brands of Hair Oil do you stock?

76

INTERPRETATION

It was observed that 75% of total stock of hair oil is dabur vatika hair oil

2.Out of these, which are the most preferred?

77

INTERPRETATION

It was observed that 35% of total customers mostly preferred the dabur vatika

hair oil.

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

78

INTERPRETATION

It was observed that the reasons for preferred are brand loyalty 50%

availability 5% & price 20%.

79

4. What is the profile of your typical consumer?

INTERPRETATION

It was observed that 20% from high-class income, 50% from middle class

income group & 30% from low income.

80

5. What schemes are you offered by the companies?

INTERPRETATION

It was observed that schemes that are mostly provided by the companies are

price discount 40%, buy one get one 35% & others are 25%.

81

6. What schemes does a consumer prefer most?

INTERPRETATION

It was observed that schemes that are mostly preferred by the customers are

price discount 60%, buy one get one 25% & others are 15%.

82

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

preference?

INTERPRETATION

It was observed that advertisings have an affect on the consumers’ preference

yes-40% and No 60%.

83

8.Does a change in price affect their preferences

INTERPRETATION

It was observed that price changes might be affected the sales by 55%.

84

85

CUSTOMER SURVEY RESULTS

DABUR CHYAWANPRASH

AWARNESS LEVEL

INTERPRETATION

It was observed that 100% of the customers already award about the DABUR

CHYAWANPRASH

86

PREFERRED BRAND

INTERPRETATION

It was observed that 60% of the customers preferred the DABUR CHYAWANPRASH

87

SATISFACTION LEVEL

INTERPRETATION

It was observed that the satisfaction level are high of the customers about the DABUR

CHYAWANPRASH

88

REASONS FOR SELECTING A PARTICULAR BRAND

INTERPRETATION

It was observed that 65% of the customers buy for the purpose of health, 20%of for

brand loyalty, 10% of customers for price & 5% of customers for taste.

HOW DID YOU COME TO KNOW ABOUT THIS BRAND?

INTERPRETATION

It was observed that 80% of the customers award about the DABUR

CHYAWANPRASH through TV, and others through media, internet etc.

89

UNAVAILABILITY OF PREFERRED BRAND

INTERPRETATION

It was observed that 40% of the customers could wait in case of unavailability of DABUR

CHYAWANPRASH.

90

PREFERRED PACK SIZE

INTERPRETATION

It was observed that 50% of the customers preferred 500ml pack, 30% of customers

preferred 1kg pack and 20% of customers preferred to buy 250ml pack of DABUR

CHYAWANPRASH

REASON TO SELECT PREFERRED PACK SIZE

91

92

INTERPRETATION

It was observed that 20% of customers preferred because of availability, 40% for

price, 25% for family size & 15% of customers for storage.

FREQUENCY OF PURCHARE

INTERPRETATION

It was observed that 30% of customers buy within the 15days, 55% of within

the 1 month & 15% of customers buy the hair oil after the 2month.

93

RETAILER SURVEY RESULTS

DABUR CHYAWANPRASH

1. Which brands of Chyawanprash do you stock?

INTERPRETATION

It was observed that 90% of total stock of CHYAWANPRASH is dabur

94

2.Out of these, which are the most preferred?

95

INTERPRETATION

It was observed that 80% of total customers mostly preferred the DABUR

CHYAWANPRASH

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

INTERPRETATION

It was observed that 55% of the customers buy for the purpose of brand loyalty, 30% of

customers for price & 5% of customers for availability.

4.What is the profile of your typical consumer?

96

97

INTERPRETATION

It was observed that 20% from high-class income, 65% from middle class

income group & 15% from low income.

5.What schemes are you offered by the companies?

INTERPRETATION

It was observed that schemes that are mostly provided by the companies are price

98

discount 55%, buy one get one 5% & others are 40%.

6.What schemes does a consumer prefer most?

INTERPRETATION

It was observed that schemes that are mostly preferred by the customers are price

discount 70%, buy one get one 20% & others are 10%.

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

preference?

99

INTERPRETATION

It was observed that advertisings have an affect on the consumers’ preference yes-

30% and No 70%.

8.Does a change in price affect their preferences?

INTERPRETATION

It was observed that price changes might be affected the sales by 60%.

100

SWOT ANALYSIS OF DABUR

101

STRENGTHS

Strong presence in well defined

niches( like value added Hair Oil and

Ayurveda specialities)

Core knowledge of Ayurveda as

competitive advantage

Strong Brand Image

Product Development Strength

Strong Distribution Network

Extensive Supply Chain

IT Initiatives

R & D – a key strength

WEAKNESS

Seasonal Demand( like

chyawanprash in winter and Vatika

not in winter)

Low Penetration(Chyawanprash)

High price(Vatika)

Limited differentiation (Vatika)

Unbranded players account for the

2/3rd of the total market(Vatika)

OPPORTUNITIES

Untapped Market(Chyawanprash)

Market Development

Export opportunities.

Innovation

Increasing income level of the middle

class

Creating additional consumption

pattern

THREATS

Existing Competition( like Himani,

baidyanath and Zandu for Dabur

Chyawanprash and Marico,Keo

Karpin, HLL and Bajaj for Vatika

Hair Oil)

New Entrants

Threat from substitutes (like

Bryllcream for Vatika hair oil)

Chapter v

1. Conclusion & Suggestion

102

5.1 CONCLUSIONS

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

Chyawanprash followed by Amla, Ashwagandha, Hareetaki, Dashmul, Ghrit and several.

Other herbs and herbal extracts. The market. The consumer’s patriotic love for tea and coffee

is unfired. Chyawanprash are yet to establish their supplement use in the average household

here in lays 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 Australian

Product Tabasco.

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. As 16% of the excise duty is exempted on food products in this budget,

many food companies including Dabur got benefited from it. On the analysis of survey it was

found that target Market of Chyawanprash want quality benefit rather than Price benefit, so it

103

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.

104

5.2 Suggestion

Focus on growing core brands across categories.

Reaching out to new geographies, within and outside India.

Improve operational efficiencies by leveraging technology.

Be the preferred company to meet the health and personal grooming needs of our target

consumers with safe, efficacious, natural solutions by synthesizing the deep knowledge

of ayurveda and herbs with modern science.

Provide consumers with innovative products within easy reach.

Vatika hair care centre: On the lines of 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.

105

Chapter VI

1.Bibliography

106

5.1 BIBLIOGRAPHY

BOOKS:

1. Philip Kotlar, Marketing Management ; Analysis Planning & Control; Prentice Hall, 9th

Edition

2. Saxena Ranjan, Marketing Management; TATA Mcgraw Hill, 4th Edition, 2000.

3. Dr. R.L. Varshney & Dr. S.L. Gupta, Marketing Management; An Indian Perspective; Sul-

tan Chand & Sons Education Publishers, New Delhi; 2nbd Ed. 2001.

4. Cravens & Hills & Woodruff, Marketing Management; A.I.I.B.S. Publishers & Distributor,

New Delhi, 4th Ed., 2003.

5. Gupta Santosh, Research Methodology & Statistical Technique; Deep & Deep Publication,

New Delhi, Ed. 2002.

6. V.S. Ramaswamy & S. Namakumari, Marketing Management; MacMillian India Ltd., 2nd

Ed.

7. Batra Rajeev & John G. Myers & David A. AAKER; Prentice Hall, 5th Ed. 2003.

8. Kothari C.R. Research Methodology; Method & Techniques, Wishwa Prakashan, New

Delhi, 2nd Ed.

WEBSITES:

WWW.Dabur.com

107

Chapter VII

1. Appendices

108

7.2 Appendices

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

109

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

5. How did you get to hear about this brand?

TV

Internet

Word of Mouth

Print110

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?

Yes111

No

Personal Information: -

Age:

Location:

Income (per month):

(1) Rs. 1,000 – Rs. 10,000 (2) Rs. 10,000 – Rs. 30,000

(3) Rs. 30,000 – Rs. 50,000 (4) Above Rs. 50,00

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?112

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

Buy one get one free

Others

113

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

Personal Information: -

Location of store:

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 chawanprash. Any information provided by you will strictly be

used for Academic Purpose.

1. Which brands of Chawanprash are you aware of?

Zandu

Himani

Baidyanath

Dabur

2. Which brand of Chawanprash do you use?

Zandu114

Himani

Baidyanath

Dabur

3. Where would you rate your brand on a scale of 1 – 5 (5 being highest)?

1

2

3

4

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

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 kg115

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

Personal Information: -

Age:

Location:

Income (per month):

(1) Rs. 1,000 – Rs. 10,000 (2) Rs. 10,000 – Rs. 30,000

(3) Rs. 30,000 – Rs. 50,000 (4) Above Rs. 50,000

116

RETAILER QUESTIONNAIRE-DABUR CHYAWANPRASH

Dear Respondent,

Thanks for sparing few minutes to fill this questionnaire, which will help us to study the

consumer perception for the Chyawanprash category that we have chosen to study.

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

only.

1.Which brands of Chyawanprash do you stock?

Zandu

Himani

Baidyanath

Dabur

2. Out of these, which are the most preferred?

Zandu

Himani

Baidyanath

Dabur

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

Brand loyalty117

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

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

Personal Information :-

Location of store:

118

119