Dabur India Ltd.Brand Revisited

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

Founder Dr.S.K.Burman, 1884

A small pharmacy in Kolkata

Public Ltd Company in 1986

3rd largest FMCG

Turnover of Rs.2233 Crore, FY07

Dabur India Consolidated Sales 2002-06

1187.11329.6

1537

1900

0

500

1000

1500

2000

2002-03 2003-04 2004-05 2005-06

year

Sal

es (

Rs.

cro

re)

Diversified Portfolio

Dabur Business category

Consumer caredivision

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 Architecture5 Power Brands

Dabur Vatika Anmol Hajmola Real

Health care products

Herbal 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 practiceCustomized packaging and commercialsCustomized 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!