Dabur India Ltd.
Brand Revisited
Introduction:
What is that life worth which cannot bring comfort to
others…………………………………Dr.S.K.Burman
 Founder Dr.S.K.Burman, 1884
 A small pharmacy in Kolkata
 Public Ltd Company in 1986
 3rd largest FMCG
 Turnover of Rs.2233 Crore, FY07
Sales (Rs. crore)
Dabur India Consolidated Sales 2002-06
1900
2000
1500
1187.1
1537
1329.6
1000
500
0
2002-03
2003-04
2004-05
year
2005-06
Diversified Portfolio
Dabur Business
category
Consumer care
division
Consumer health
Care division
Dabur foods Ltd
(de-merged
With DIL, 07)
“The Brand Dabur” turn-around
 Why?
 Overall slowdown in FMCG sector
 Stiff competition
 To target young India- “the largest segment”
 Modernize old Brand Equity- “intangible asset”
 Streamline/Synergize business operations
Reinventing the Mother Logo
 Enter new category; innovate offerings
 Repositioning as FMCG company
 Moved away from Umbrella branding strategy
 Retaining Dabur as corporate brand identity
Dabur’s New Brand Architecture
5 Power Brands
Dabur
Vatika
Anmol
Hajmola Real
Health care Herbal
products
Beauty,
Premium
image
Mass
market,
Value for
money
Naughty n
Tasty
Digestive
Umbrella
brand for
juice and
other
foods;
aimed at
up market
consumer
Special focus on South India
 South India contributed only 7% for Dabur
 Contributed 25% in overall FMCG sector
 Dedicated marketing team created
 Three step approach:
 POS promotion and better stocking practice
 Customized packaging and commercials
 Customized product launch
Sales increased from 7% to 10% (2002-06)
Other initiatives worth mentioning
 Dabur International Ltd, Dubai 2003
 11.4% of total sales 2005-06
 Introduced SAP ERP System-2005
 switched to E-Procurement
 Inorganic Expansion; Balsara
The Flip Side
Indiscriminate use of the brand across price
points may dilute the brand equity.
A finger in many pies
Brand worth still not 100% satisfactory
The Path Ahead
 Changing Demography
 Growth in purchasing power
 Growth in rural and urban demand
 Telecom, lifestyle, entertainment et al sectors competing
with FMCG for share in consumer’s wallet
 Growth in organized retail sector
Recommendations
 Expansion
 Keep Innovating
 Enter organized retail with exclusive customized formats
 Opt out of non-profiting sectors
 Crystal Clear Brand and Product Differentiation
 Consolidate Herbal and Natural differentiation strategy
Thank You!