PROJECT REPORT

ON

‘‘MARKETING STRATEGY OF DABURCHYAWANPRASH’’

Summer Training Project Report SubmittedTowards Partial Fulfillment

ofBACHELOR OF BUSINESS ADMINISTRATION(AFFILIATED TO CCS UN)IVERSITY, MEERUT)

ACADEMIC SESSION[2013-2016]

CH. HARCHAND SINGH COLLEGE OF MANAGEMENTGOTHANI BULANDSHAHR U.P

Submitted To - Submitted by- JYOTI JAINFaculty member of college B.B.A

Roll No. 7217519

1

ACKNOWLEDGEMENT

Project work is never the accomplishment of an individual. Rather, it is an

amalgamation of the efforts, ideas and co-operation of a number of entities. The

compilation and presentation of this opuscule has bestowed me with an opportunity

to show my gratitude to those subservient to it.

I am highly indebted to my guide ……….. who has been the hallmark of this

effort. Their guidelines made me comprehend the enigmatical portion of the

subject and were the sole animating force that coerced me to meliorate my efforts

without the support and guidance the project report would not have taken shape.

JYOTI JAIN

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DECLARATION

I hereby declare that I have worked on the topic “Marketing Strategy of Dabur

Chaywanprash” for the fulfillment of my B.B.A. (Bachelor of Business Administration).

All information in this report is true representation of what I have experienced during the

project.

JYOTI JAIN

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EXECUTIVE SUMMARY

This report aims at analyzing and reporting on the marketing strategies of Dabur

India Ltd (DIL) for the brand Dabur Chyawanprash. Pioneering role that it has

played in the evolution of the categories it has a presence in. 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.

This report is not aiming at the overall marketing mix or the marketing strategy of

Dabur India Ltd, but is an attempt to analyze the marketing mix of Dabur

Chyawanprash.

The report also enlists various recommendations based on BCG Growth Share

Matrix analysis, Ansoff’s Product Matrix Expansion Grid, SWOT Analysis etc.

This analysis has been done on the basis of the information gathered from the

company website and other online resources and books and articles.

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CONTENTS

PAGE NO.

1. OBJECTIVE OF THE STUDY 12. OVERVIEW OF FMCG SECTOR IN INDIA 2-33. ABOUT DABUR 4-25

PRODUCT LINE 26-31 SWOT ANALYSIS OF DABUR 32

4. THE MARKETING MIX AND SELLING PROCESS 33-475. THE MARKETING MIX 48-616. RESEARCH METHODOLOGY 62-637. DATA ANALYSIS 64-72

8. CONCLUSIONS 73-74

9. RECOMMENDATIONS 7510. BIBLIOGRAPHY 7611. QUESTIONNAIRE 77-81

OBJECTIVE OF THE STUDY

Following are the major objective of study:-

1. To study the impact of Budget Policies on Marketing Strategy of DaburFoods.

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2. To study the Consumer, Buying behavior.

3. To study the problems faced by Dabur.

IMPORTANCE OF THE STUDYBeing student of BBA it is very essential for me to have a practical

knowledge in an organization. Only to study business administration course

knowledge is not the solution of the problems, which arise in practical field.

There is a certain formula for any particular problem, but the aim of this

study is to develop the ability of decision making. A right decision at right

time and right place itself helps an organization to run smoothly.

This study gives an idea of all marketing activities. So the way a problem is

solved right decision making and knowledge of different types of making

activities give much importance to the study. Only in two month training it

was not possible to understand it so deeply, but an overall idea could be

developed.

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

characterised by a well-established distribution network, intense competition between

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the organised and unorganised 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.

The FMCG market is set to treble from US$ 11.6 billion in

2003 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 one of the largest economies in the world in terms of purchasing power and has a

strong middle class base of 300 million.Around 70 per cent of the total households in

India (188 million) resides in the rural areas. The total number of rural households are

expected to rise from 135 million in 2001-02 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$ 10.5 billion in 2001-02. With growing incomes at both the

rural and the urban level, the market potential is expected to expand further.

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Rural and urban potential

Rural-urban profile

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

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

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Urban Rural

Population 2001-02 (mn household) 53 135Population 2009-10 (mn household) 69 153% Distribution (2001-02) 28 72Market (Towns/Villages) 3,768 627,000Universe of Outlets (mn) 1 3.3

ABOUT DABUR

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A. COMPANY OVERVIEW

Over its 120 years of existence, the Dabur brand has stood for goodness

through a natural lifestyle. An umbrella name for a variety of products,

ranging from hair care to honey, Dabur has consistently ranked among

India’s top brands. Its brands are built on the foundation of trust that a

Dabur offering will never cause one harm.

The trust levels that this brand enjoys are phenomenally high. While Ries

and Trout may ask “What does Dabur stand for—shampoo or digestive

tablets?” The answer is fairly simple, it stands for India’s fourth largest fast

moving consumer goods company that both consumers and trade respect

and trust unequivocally, and which has an annual turnover of over Rs 15

billion.

The company has kept an eye on new generations of customers with a

range of products that cater to a modern lifestyle, while managing not to

alienate earlier generations of loyal customers.

Dabur is an investor friendly brand as its financial performance shows.

There is an abundance of information for its investors and prospective

information including a daily update on the share price (something that very

few Indian brands do). There’s a great sense of responsibility for investors’

funds on view. This is a direct extension of Dabur’s philosophy of taking

care of its constituents and it adds to the sense of trust for the brand

overall.

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B.

Dabur India Limited has marked its presence with some verysignificant achievements and today commands a market leadershipstatus. Our story of success is based on dedication to nature,corporate and process hygiene, dynamic leadership and commitmentto our partners and stakeholders. The results of our policies andinitiatives speak for themselves.

Leading consumer goods company in India with a turnover ofRs.2233.72 Crore (FY07)

2 major strategic business units (SBU) - Consumer CareDivision (CCD) and Consumer Health Division (CHD)

3 Subsidiary Group companies - Dabur Foods, Dabur Nepaland Dabur International and 3 step down subsidiaries ofDabur International - Asian Consumer Care in Bangladesh,African Consumer Care in Nigeria and Dabur Egypt.

13 ultra-modern manufacturing units spread around theglobe

Products marketed in over 50 countries

Wide and deep market penetration with 47 C&F agents, morethan 5000 distributors and over 1.5 million retail outlets allover India

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C.

1884

Birth of Dabur

1896 Setting up a manufacturing plantEarly

1900sAyurvedic medicines

1919 Establishment of research laboratories

1920 Expands further

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

1972 Shift to Delhi

1979Sahibabad factory / Dabur Research Foundation

1986 Public Limited Company

1992 Joint venture with Agrolimen of Spain

1993 Cancer treatment

1994 Public issues

1995 Joint Ventures

1996 3 separate divisions

1997 Foods Division / Project STARS

1998 Professionals to manage the Company

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

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D.

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 visionaryendeavour by Dr. S. K. Burman, a physician tucked away inBengal. His mission was to provide effective and affordablecure for ordinary people in far-flung villages. With missionaryzeal and fervour, Dr. Burman undertook the task of preparingnatural cures for the killer diseases of those days, like cholera,malaria and plague.

Soon the news of his medicines traveled, and he came to beknown as the trusted 'Daktar' or Doctor whocame up with effective cures. And that is howhis venture Dabur got its name - derived fromthe Devanagri rendition of Daktar Burman. Dr.Burman set up Dabur in1884 to produce anddispense Ayurvedicmedicines. Reaching outto a wide mass of people who had no access to

proper treatment. Dr. S. K. Burman's commitment andceaseless efforts resulted in the company growing from afledgling medicine manufacturer in a small Calcutta house, to ahousehold name that at once evokes trust and reliability.

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The missioncontinues...

E.

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

This is our company. We accept personal responsibility, and accountability to meet business needs.

We all are leaders in our area of responsibility, with a deep commitment to deliver results. We are determined to be the best at doing what matters most.

People are our most important asset. We add value through result driven training, and we encourage & reward excellence.

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

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

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

We are committed to the achievement of business success with integrity. We are honest with consumers, with business partners andwith each other.

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F.

Milestones to success

Dabur India Ltd. made its beginnings with a small pharmacy, buthas continued to learn and grow to a commanding status in theindustry. The Company has gone a long way in popularising andmaking easily available a whole range of products based on thetraditional science of Ayurveda. And it has set very high standardsin developing products and processes that meet stringent qualitynorms. As it grows even further, Dabur will continue to mark upon major milestones along the way, setting the road for others tofollow.

1884 - Established by Dr. S K Burman at Kolkata

1896 - First production unit established at Garhia

1919 - First R&D unit established

Early 1900s - Production of Ayurvedic medicinesDabur identifies nature-based Ayurvedic medicines as its area of specialisation. It is the first Company to provide health care through scientifically tested and automated production of formulations based on our traditional science.

1930 - Automation and upgradation of Ayurvedic productsmanufacturing initiated

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

1940 - Personal care through AyurvedaDabur introduces Indian consumers to personal care through Ayurveda, with the launch of Dabur Amla Hair Oil. So popularis the product that it becomes the largest selling hair oil brand in India.

1949 - Launched Dabur Chyawanprash in tin packWidening 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

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G.Dabur has an illustrious Board of Directors who are committed to takethe company onto newer levels of human endeavour in the service of mankind. The Board comprises of:

Chairman

Vice-Chairman

Dr. Anand Burman Mr. Amit Burman

Whole Time Directors

Mr. P.D. Narang Mr. Sunil Duggal Mr. Pradip Burman

Non Whole Time Promoters, Directors

Mr. Mohit Burman

Independent Directors

CEO

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Sunil DuggalChief Executive OfficerDabur India Limited

Sunil Duggal took over as the Chief Executive Officer of Dabur India Limited in June 2002, holding reins of the organisation he joined in 1995. Mr Duggal started his career as a management trainee in Wimco Limited in 1981 after getting his Engineering Degree (Electrical & Electronics) from BITS, Pilani, and Business Management from IIM, Calcutta.His stint at Wimco continued till 1994, with a break in between when he joined Bennett

Coleman & Co. Ltd for a short period. In 1994, he moved to Pepsi Foods as GM, Sales Operation.

In 1995 he came into the Dabur family, as General Manager (Sales & Marketing), of the Family Products Division with products like Dabur Amla, Lal Dant Manjan and Vatika in his portfolio. This Division spearheaded the spectacular growth recorded by Dabur in this period. Vatika was also launched during this period and is now the Company's second biggest brand.

With his dynamic spirit and leadership abilities, he soon became Vice-President and SBU-Head of the Family Products Division. In July 2000 Mr. Duggal was appointed Director Sales and Marketing of Dabur India Limited. And in 2002, he became the CEO of the Company - a professional with valuable experience to steer the company ahead in its growth plans.

Spanning a career of over 20 years, 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.

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H.

Good corporate governance and transparency in actions of the management is key to a strong bond of trust with the Company’s stakeholders. Dabur understands the importance of good governance and has constantly avoided an arbitrary decision-making process. Our initiatives towards this end include:

Professionalisation of the board

Lean and active Board(reduced from 16 to 10 members)

Less number of promoters on the Board

More professionals and independent Directors for better management

Governed through Board committees for Audit, Remuneration, Shareholder Grievances, Compensation and Nominations

Meets all Corporate Governance Code requirements of SEBI

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I.When our Founder Dr. S. K. Burman first established Dabur, he had a vision that saw beyond the profit motive. In his words, "What is that life worth which cannot bring comfort to others." This ideal of a humane and equitable society led to initiatives taken to give back some part of what Dabur has gained from the community.

Our major initiatives in the Social sector include:

Establishment of the Sustainable Development Society, or Sundesh, in 1993 - a non-profit organisation to promote research and welfare activities in rural areas;

Promoting health and hygiene amongst the underpriviledged through the Chunni Lal Medical Trust; and

Organising the Plant for Life programme for schoolchildren - to createenvironmental awareness amongst young minds.

Our commitment to Environment Ancient wisdom of conservation

From times immemorial, Indian sages and men of wisdom haveunderstood and appreciated the value of nature and its conservation.Our ancestors recognised that if we grabbed from nature beyond whatwas healthy, it would lead to all round degradation, and even theextinction of humanity. That is why nature was sanctified andworshipped in the form of gods and goddesses.

Dabur upholds the tradition

Today, we at Dabur also value nature's bounty. Without the fruits ofnature, the vision of Dabur would never have been fulfilled. And that isthe reason for our unfailing commitment to ecological conservation andregeneration. We would like to follow the principles of our ancient texts,which say:

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"Dehi me dadami te" - "you give me, and I give you".

Back to NatureRare herbs and medicinal plants are our most valuable resource, fromwhich all our products are derived. Due to overexploitation of theseresources and unsustainable practices, these plants and herbs are fastreaching the point of extinction. In view of this critical situation, Daburhas initiated some significant programmes for ecological regenerationand protection of endangered plant species.

Plants for LifeWe have set up the "Plants for Life" project in the mountainous regionsof the Himalayas. Under the project, a high-tech greenhouse facility hasbeen set up for developing saplings of rare and endangered medicinalplants. Fully computer-controlled and monitored, this greenhousemaintains the highly critical environmental parameters required for theirsurvival. 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 andcontract cultivation of medicinal herbs helps in maintaining theecological balance. These measures have also helped provide localcultivators the scientific knowledge for harvesting herbs and a steadysource of income. So that they are not forced to exploit the environmentto earn a livelihood.

Living a Green HeritageThese are significant steps that can contribute to a better world forcoming generations. To whom we would like to bequeath a world notbereft of nature. But full of flowering and fruit bearing trees, animals,birds and humans living in good health and complete harmony.

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J.

22

K.

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L.

Dabur's mission of popularising a natural lifestyle transcends national boundaries. Today there is global awareness of alternative medicine, nature-based and holistic lifestyles and an interest in herbal products. Dabur has been in the forefront of popularising this alternative way of life, marketing its products in more than 50 countries all over the world.

Our products World Wide

We have spread ourselves wide and deep to be in close touch with our overseasconsumers.

A. Offices and representatives in Europe, America and Africa ;

B. A special herbal health care and personal care range successfully selling inmarkets of the Middle East, Far East and several Europeancountries.

M. PRODUCT LINE

Foods

Real

Real Activ

Hommade

Lemoneez

Capsico

Health Care

Baby Care

Dabur Lal Tail

Dabur Baby Olive Oil

Dabur Janma Ghunti

Health Supplements

Dabur Chyawanprash

Dabur Glucose D

Digestives

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Hajmola Yumstick

Hajmola Mast Masala

Anardana

Hajmola

Hajmola Candy

Hajmola Candy Fun2

Pudin Hara (Liquid and Pearls)

Pudin Hara G

Dabur Hingoli

Natural Cures

Shilajit Gold

Nature Care

Sat Isabgol

Shilajit

Ring Ring

Itch Care

Backaid

Shankha Pushpi

Dabur Balm

Sarbyna Strong

Personal Care

Hair Care Oil

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Amla Hair Oil

Amla Lite Hair Oil

Vatika Hair Oil

Anmol Sarson Amla

Hair Care Shampoo

Anmol Silky Black Shampoo

Vatika Henna Conditioning Shampoo

Vatika AntiDandruff Shampoo

Anmol Natural Shine Shampoo

Oral Care

Dabur Red Gel

Dabur Red Toothpaste

Babool Toothpaste

Dabur Lal Dant Manjan

Dabur Binaca Toothbrush

Skin Care

Gulabari

Vatika Fairness Face Pack

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Ayurvedic Specialities

Ayurveda

Ayurveda Vikas

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N.

Dabur Amongst Top Three MostRespected FMCG Companies

Dabur Real Bags Gold In Reader's DigestTrusted Brand Awards

Dabur Figures In Top Great Place ToWork 2006 List

Dabur India Ltd placed in the list of '20 Stocks You Must Own', prepared by ForbesIndia

_________________________________________________________________________

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Dabur has been ranked amongstIndia's Most Innovative Companies by

a Business Today-Monitor Groupsurvey

Hajmola has been ranked34th in India’s 100 Most

Valuable Brands list

Hajmola, one of the strongestbrands in Dabur's portfolio,has been listed among the

Top 18 Iconic Brands in Indiathat have stood the test of

time

Dabur India’s fruit juice brand Réalawarded the Reader’s Digest Gold

Trusted Brand Award 2008 in the food& beverages category

Three Dabur brands --Hajmola, Dabur Amla and

Vatika -- have debuted in theEconomic Times Brand

Equity's Most Trusted Brands2008 list. Besides, Dabur

Foods has climbed up to takethe 40th spot

Hajmola moves up 11 spotsto take the 34th position

among India's Top 100 MostValuable Brands of 2008,released by 4Ps and ICMR

Dabur India Ltd has been ranked 28th in the list of India's Top 50 Most valuable (Company) Brands byBrand Finance

newu was voted the Most Dabur India CEO Mr. Dabur India Ltd was

___________________________________________________________________________

SWOT ANALYSIS OF DABUR

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)

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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)

THE MARKETING MIX

AND

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SELLING PROCESSA.

COMPETITOR ANALYSIS

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:

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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 Himani Group , founded in 1974, provides a diverse range of products, doing 110

million dollars of business annually, though only a portion is involved with Ayurvedic

products, through its Himani line; the company is mainly involved with toiletries and

cosmetics, but also provides Chyawanprash and other health products.Its market share

is 12%.

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B.

STP ANALYSIS OF DABUR CHYAWANPRASH

SEGMENTATION

Dabur Chyawanprash is the market leader in the Chyawanprash segment. It comes

under the category of health supplements. The segments that it considers are growing

kids, competitive youth, ever busy housewives and the aged.

For the growing kids: In today's competitive environment, the children are under

high pressure to excel.

For the competitive youth: Modern life keeps the youth busy and demands them to

be active and efficient.

For ever-busy housewives: The 'homemaker' needs to be fit in order to shoulder all

responsibilities.

For the aged: Old age weakens a person physically and mentally.

After segmenting the population into these categories it aims to keep them fit and

healthy.

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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 compliment

each other and connect very well with the targeted consumers

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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.

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.

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C.

MARKETING MIX OF DABUR CHYAWANPRASH

Dabur Chyawanprash is the market leader in the chyawanprash

segment and has achieved this with its innovative product

offering, pricing strategy, easy availability and promotion

campaigns. In the marketing mix of Dabur, we shall be discussing

the 4 Ps of marketing mix with respect to Dabur Chyawanprash.

The mix shall be analyzed as followed:

Product

Price

Place

Promotion

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D.

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

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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

Gooseberry) acts as an anti-oxidant and immuno-stimulant. Dabur Chyawanprash

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

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

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

preferred choice for its users.

Ingredients of Dabur Chyawanprash

Vishwast

Amla, Ashwagandha, Hareetaki, Dashmul, Ghrit and several

other herbs and herbal extracts.

Special

Vishwast fortified with additional health beneficial herbs like

Keshar, Akarkara etc.

Packaging:

n

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

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Dabur continuously innovates the package and branding of its chayawanprash. It

launched Dabur Chyawanprash first in 1949 in a tin pack and it was the first branded

Chyawanprash in India. Later Dabur came out with its new packet of Chyawanprash

with Amitabh Bachchan as their brand ambassador. It also received “Brand Relaunch

of the Year “award from IMA.

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.

1kg Rs.195.00

500gms Rs.110.00

250gms Rs. 62.00

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PRICE/QUALITY MATRIX

Price→

Quality

↓

High Middle Low

High

Luxury

Segment

Ideal For

Penetration

DABUR

CHYAWANPRASH

Premiere

Offering

Middle

Overpriced Average Real

Bargain

Low

Make The

Sale and

Run

Unhappy

Customers

Cheap

Goods

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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:

Distribution Network

Central, North & South America

Australia

Asia

Middle East

43

North & South Africa

East & West Europe

PROMOTIONThe main form of promotional activities of Dabur chyawanprash are concentrated

towards advertising and it has neglible sales promotional activities.

Advertising

Nothing can happen without establishing the brand’s heritage emphasizing

technological prowess, explaining benefits and building bonds with prospective

buyers. Ads are necessary because the images are still mouldable and fluid and

the consumer’s sophistication level is low. Dabur chyawanprash is advertised

on print media as well as on television.

The company has launched two ads, one each with Amitabh and Vivek, in national electronic media followed by a series of print media campaign directed towards creating awareness to educate people about the holistic benefits of Chyawanprash.The ads have been created by McCann Ericsson and the company would be spending close to Rs 10 crore in promotional campaign this year. The adswould also be translated in Bengali. These advertisements are supposed to target the old and the younger generation respectivelyThecompany has launched a new ad with M.S. Dhoni who is leader of Indian cricket team

44

The Marketing Mix

Product

Place

TargetMarket

Price

Promotion

45

The firm attempts to generate a positive response in the target market by blending

these four marketing mix variables in an optimal manner.

46

A Summary Table of the Marketing Mix

The following table summarizes the marketing mix decisions, including a list of some of

the aspects of each of the 4Ps.

Summary of Marketing Mix Decisions

Product Price Place Promotion

Functionality

Appearance

Quality

Packaging

Brand

Warranty

Service/Support

List price

Discounts

Allowances

Financing

Leasing options

Channel members

Channel motivation

Market coverage

Locations

Logistics

Service levels

Advertising

Personal selling

Public relations

Message

Media

Budget

DABUR FOODS SELLING PROCESS

Dabur food process of selling starts from stockiest.

C&FA dose not have any process to play in the process of selling of dabur foods

products. They are just Clearing & Forwarding Agents they store the

manufacturing products and then supply it to stockiest.

Stockiest pay the money to dabur foods through demand draft.

Stockiest further sells the products to retailers.

Retailer finally sells the products to consumers.

47

MARKETING HOW DABUR FOODS IS USING MIX

Product

Appearance: Dabur tries to make its products appear very attractive.

Quality: Quality of the product is really unmatchable as it is tested number of

times and its products are processed using very advanced machinery and

technology.

Packaging: Dabur products packaging is done in such a way that its juices does

not get expired before 6 months inspite of perishable products.

Brand: Dabur itself is a very reputed and well known brand in the market and its

Real juice is also known all over India.

Warranty: Dabur as such does not gives any warranty but if there is any problem

in its products before expiry then they replace the product.

Service/Support: Dabur foods provide full support to its stockiest, retailers and

consumers, what so ever the problem is

48

Price

List price: Dabur decide its price according to its competitors and the price

structure is different for retailers and stockiest.

Discounts: There are different discounts for retailers, stockiest and consumer from

time to time.

Allowances: Special allowances are gicen to stockiest sales man if he acives his

targets.

Place

Channel members: Channel members or business partners of dabur are its

stockiest, retailers.

Channel motivation: Channel motivation for dabur is pull and push strategy.

Market coverage: Dabur Foods has a distribution network that covers 175 towns

and 75 thousand retail outlets making its product available to the consumers across

the country at ease.

Locations: Dabur foods try to cover or tries to place its products in each and every

shop and every location.

49

Promotion

Advertising: Dabur products are advertised through television, newspapers,

magazine etc.

Personal selling: Dabur hardly do any personal selling except in tent shows and

road shows. Same for less & more for same

Media: Media of promotion is TV, Radio, newspapers, magazine.

Budget: Budget is Decided by finance team for different strategic business unit.

50

Critique of selling

In theory, the purpose of selling is to help a customer realize his or her goals in an

economic fashion. However, in reality this is not always the case. Customers can be

influenced to purchase a product or service that initially was not of interest to them. Some

salespeople are trained in the art of selling customers things they don't need.

Take for example the purchasing of a car: a consumer may have a set of cars in mind

(called an evoked set) that she feels match her needs, wants and budget. She may seek the

advice of a salesperson given that a salesperson can help her realize the right car given

those criteria. This can be a socially useful function; salespeople have specialized

knowledge of products that can help consumers make an informed decision. However, a

salesperson may also talk a consumer into purchasing a more expensive or perhaps larger

car then she needs or can afford. In this context, the salesperson may have usefully helped

the customer re-evaluate her needs, thereby establishing a new set of appropriate choices

among which included the newer or large car. This again would be a helpful and useful

service provided by the salesperson. However, it is sometimes the case that customers

purchase a product or service that was not initially intended and remains an inappropriate

purchase after the fact. On the other hand, the consumer in this scenario can be held

partially responsible for the inappropriate purchase; indeed, "A fool and his money are

soon parted." (P.T. Barnum, English proverbs)

51

This dysfunctional behavior is encouraged by:

Incentives of salespeople to increase their total number of sales, especially

where retailers keep track of sales or offer commission-based salaries

Incentives from the manufactures of products or the companies of service

providers to salespeople to sell their products where other similar products

offered by competitors are offered

The incentive to sell a customer a product that is in need of being cleared

out, despite the fact that a customer may be better to wait for the new

product

52

B.Channel Of Distributions

Manufacturing Plant

Clearing and forwarding agent (different regions)

Stockist A Stockist B Stockist C

Retailers Retailers Retailers Retailers Retailers Retailers

CONSUMERS

53

The above diagram it shows channel of distribution of dabur foods, here first the

products are manufactured and from Manufacturing plants the packed goods are

supplied to Clearing And Forwarding Agents(C&FA) and from here the goods are

then further supplied to number of Stockiest or Distributors, from here goods

reaches to large number of Retailers and it is the duty of Stockiest to take orders

from retailers and then supply the goods to them, this work is generally done by

stockiest salesman through ready stock or by taking orders first and then placing

the order. From here the goods finally reaches to Customers. Customer purchases

the product from retailers.

This was the basic Channel of Distribution used by Dabur Foods, now I will throw

light on each channel of distribution of Dabur Foods.

Supply Chain Management:

Supply chain management starts before physical distribution: it involves procuring

the right inputs (raw materials, components and capital equipment), converting

them into finished products and dispatching them to the final destinations. The

supply chain perspective can help identify superior suppliers and distributors and

help them improve productivity, which ultimately brings down the company’s

costs.

54

A broader view sees a company at the center of a value network that includes

its suppliers, its immediate customers and their end customers. The value network

includes valued relations with others such as university researchers, government

approval agencies and so on.

MANUFACTURING PLANT:

Dabur Foods has Number of products in its product line but its main area of

interest or the product on which they concentrate the most is Real Juice & Coolers.

Dabur has its manufacturing plant at Nepal and at Jaipur where juice is

manufactured and tested.

PROCUREMENT & TRANSPORT:

Getting the raw material and packaging material requirement from the

production unit in charge

Constant updates on the procurement of materials and transport details

Production details and ingredient content information from the different

personnel and coordinating this activity

55

PACKAGING:

Approval and coordination of the supply of packaging material to the

production unit

CLEARING AND FORWARDING AGENTA (C&FA)

From manufacturing plant the stock is transported or supplied to clearing

and forwarding agents.

Clearing and Forwarding Agents is a third party and Dabur gives contract to

them, so company has nothing to do in building the relationship with them.

Here C&FA keep or stock the goods with them.

They charge dabur for stocking the good and even dabur don’t mind doing

so as it is a measure of cost cutting as well as there is no need for gowdowns

and maintenance.

For Ghazizbad, Meerut, Delhi NCR there is one C&FA whish is situated in

Mohan Nagar, here all goods which dabur foods hare kept here.

56

C.

STOCKIEST OR DISTRIBUTORS

Stockiest store the products in their godowns, C&FA supplies the goods to

them as per their order.

Stockiest has some sales men working under him, they are known as

stockiest sales man. Their work is to place the products in the market and

take order from retailers and then supply goods to them.

Sales man either take ready stock with them or they first take orders and

then supply goods later on.

There is a beat which is a schedule route of sales man, means sales man has

to daily cover the route as mention in the beat.

Merchandising, making products visible, pasting posters, putting banners,

and seeing that goods are properly placed in the retail outlets is also the duty

of stockiest sales man.

Companies’ sales officer keeps a check on the stockiest and monthly report

is also prepared which is further analyzed by ASM & ZSM.

In Sahibabad Dabur has 1 stockist, and in Ghaziabad 1

57

D.

RETAILERS

Retailers are backbone of the company as they are the one who can take the

product on new heights or can bring it down to toes.

Stockiest supplies goods to retailers and tries Persuading retailers to give the

brand special displays (using merchandising tools) to get affective brand

presence, and arranging it in more noticeable manner.

Classification of outlets in different type of markets is different according to

their sales volume.

TYPES OF RETAILS OUTLETS

Class Average Monthly BusinessA Above 10,000B 5,000-10,000C Upto 5,000

Margin of retailers is always higher than stockiest.

Retailers are the one who have direct contact with the customers.

Dabur Foods has a distribution network that covers 175 towns and 75 thousand retail

outlets making its product available to the consumers across the country at ease.

58

E.

TYPES OF RETAIL MARKET

The retail market can be classified on the basis of magnitude of retail.

SCATTERED MARKET

Lesser no. of outlets, and

Extensive outlets

BLOCK MARKET

Large no. of retail outlets in chunk

SUPER MARKET

Through their superior information ,logistical systems and buying power deliver

good service and immense volumes of products at attractive prices.

CHAIN OUTLETS

Having more than one key outlet all across with a single control unit and central

purchasing strategy

59

THE FUTURE FOR DABUR

Tapping the world markets : Dabur India, under its new brand

architecture, has five power brands under its portfolio with distinct

offerings — Vatika, a herbal beauty brand with products like Vatika

Shampoo, Hair oil and Fairness Face pack; Dabur, the natural healthcare brand with

products like Chyawanprash and Pudin Hara; Hajmola, the tasty digestive brand with

Hajmola candy, Fun2 and Anardana Churna; Real which offers fruit beverages and has

products like Real Fruit juices, Lemoneez; and the recently launched Anmol which is a

cross category value-for-money brand. Dabur has decided to take two of its five power

brands — Dabur and Vatika — global through its Dubai-based arm Dabur India .

And the Big B and Rani Mukherjee will help the company get a toehold in the world’s

herbal hair oil, shampoos and hair creams market. The Rs 1,232-crore FMCG major

has also decided to give a new impetus to its international food supplement brand,

Nature4u, by now launching it in the burgeoning Gulf market. It is currently being sold

only in UK and EU. “We have drawn an aggressive plan to launch Dabur and Vatika

globally, starting from the Middle East , GCC and SAARC countries. We expect our

market share to double within two years in the 10 countries we will focus on initially,’’

said Mr Arvind Kumar, CEO, Dabur International. The 10 top-of-mind markets for Dabur

right now are UAE, Saudi Arabia , Kuwait , Bahrain , Oman, Bangladesh, Pakistan ,

Egypt and Nigeria.

To develop Dabur International as its major overseas hub to service all markets except

Russia , the company is setting up a new plant which is expected to be ready in a

year. Dabur International already has a plant in Jabel Ali to both package products

sourced from India and produce some local variants. Dabur India has been selling its

product in Dubai and GCC countries since 1992 through a franchise — Redrock

Limited. The company had acquired this franchise last year at investments of about

USD five million.

Growing market share: While there is no doubt that Dabur now has a

presence in several product categories ranging from hair care to oral care to home care

to health supplements to juices and even soaps, it is also true that in some of these

60

segments its market share is very low and trails the market leader by a huge margin.

For instance, Dabur only has a 6% market share in shampoos against HLL’s 53%, and

a 12% share in the oral care segment against Colgate’s 46%.

Company officials believe that low market share means that there are substantial

growth opportunities even if these categories do not grow. “Our market shares are low

in some segments. This gives us opportunity to penetrate these categories,’’ says Mr

Narang.

Drivers of growth: For the future, Dabur has identified foods, home care

products, skin care and OTC health care products as its growth engines. The

company plans to ramp up its home care business and in the food category it is looking

at expanding its Hommade range of cooking pastes and purees. In the skin care

segment, the company launched the Dabur Anmol cold cream last year and its Vatika

honey and saffron soap is currently under test launch.

Expansion in south India: Dabur is looking at expanding its business in south India,

which currently accounts for around 15% of its total sales.

61

RESEARCH METHODOLOGY

As the purpose of the project report is to analyse 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. Distributors & wholesalers

and it was handed personally by me to the respondents to be analysed.

The questionnaire method was used-

a) To get first and relevant and unbiased information

b) Questionnaire provides versatility and solutions can be obtained by just asking

the questions.

c) Questioning is usually faster and cheaper.

d) Moreover, there is more control over data gathering activities.

Secondary data was also collected personally by me, which the company has furnished

for the general public. The secondary data was gathered with the help of various

magazines, newspapers, journals, brochures and also through the internet. For

secondary sources no field work was employed.

62

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 choice 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.

For Dabur Chyawanprash

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

the consumers within the geographical region of Ghaziabad and Sahibabad.

2. Sample size for retailers were 40 in number and the universe comprised of all the

consumers within the geographical region of Ghaziabad and Sahibabad.

3) Sample size for Distributor & Wholesaler were four in number & the universe

comprised of all the consumers within the geographical region of Ghaziabad and

Sahibabad.

No other field work was employed to gather the information. The questionnaire 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.

63

DATA ANALYSIS

DABUR CHYAWANPRASH

1. AWARNESS LEVEL

ZANDU HIMANI BAIDYANATH DABUR0

10

20

30

40

50

60

70

80

90

100

PERCENTAGE

2. PREFERRED BRAND

ZANDU HIMANI BAIDYANATH DABUR0

10

20

30

40

50

60

PERCENTAGE

64

3.SATISFACTION LEVEL

ZANDU HIMANI BAIDYANATH DABUR0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

5

RATING(1-LOW 5-HIGH)

4. REASONS FOR SELECTING A PARTICULAR BRAND

HEALTH BRAND LOYALTY TASTE PRICE0

10

20

30

40

50

60

70

PERCENTAGE

65

66

5.HOW DID YOU COME TO KNOW ABOUT THIS BRAND.

TV INTERNET WOM PRINT0

10

20

30

40

50

60

70

80

PERCENTAGE

6. UNAVAILABILITY OF PREFERRED BRAND

PURCHASE ANOTHER BRANDWAIT BUY SUBSTITUTEWHATEVER OFFERED BY RETAILER0

5

10

15

20

25

30

35

40

PERCENTAGE

67

7. PREFERRED PACK SIZE

1 Kg 500 gm 250 gm0

5

10

15

20

25

30

35

40

45

50

PERCENTAGE

8. REASON TO SELECT PREFERRED PACK SIZE

AVAILABILITY PRICE FAMILY SIZE STORAGE0

5

10

15

20

25

30

35

40

PERCENTAGE

68

9. FREQUENCY OF PURCHARE

ONE MONTH TWO MONTHS SIX MONTHS0

10

20

30

40

50

60

PERCENTAGE

69

RETAILER SURVEY RESULTS

DABUR CHYAWANPRASH

1. Which brands of Chyawanprash do you stock?

ZANDU HIMANI BAIDYANATH DABUR0

102030405060708090

100

PERCENTAGE

2.Out of these which are the most preferred?

ZANDU HIMANI BAIDYANATH DABUR0

1020304050607080

RATING(1-LOW 5-HIGH)

70

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

brand loyalty price availability no reason0

10

20

30

40

50

60

PERCENTAGE

4.What is the profile of your typical consumer?

high income middle income low income0

10

20

30

40

50

60

70

PERCENTAGE

71

5.What schemes are you offered by the companies?

price discount buy one get one others0

10

20

30

40

50

60

PERCENTAGE

6.What schemes does a consumer prefer most?

price discount buy one get one others0

10

20

30

40

50

60

70

PERCENTAGE

72

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

yes no0

10

20

30

40

50

60

70

PERCENTAGE

8.Doeschange in price affect their preferences?

yes no0

10

20

30

40

50

60

PERCENTAGE

73

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 unfair.

Chyawanprash are yet to establish their supplement use in the average

household herein lies the great opportunities. Within the market, it is safe

to conclude that dabur has hit off ratherwell with the masses. Dabur has

clearly lost it head start advantage and thereby acquiring just 35% of the

market share while others enjoys 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.

As the strategies of the companies keeps on changing, be it in

Chyawanprash industry, a company has to create perceptions and cover

74

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 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 .

75

RECOMMENDATIONS

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 is 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.

76

BIBLIOGRAPHY

Books:

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

Websites:

www.google.comwww.dabur.comwww.tutor2u.netwww.brandchannel.com

77

www.blonnet.comwww.superbrandsindia.com

78

CONSUMER QUESTIONAIRE-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?

A. Zandu

B. Himani

C. Baidyanath

D. Dabur

2.Which brand of Chawanprash do you use?

A. Zandu

B. Himani

C. Baidyanath

D. Dabur

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

A. 1

B. 2

C. 3

D. 4

E. 5

79

4.What are the primary reasons for which you use this particular brand?

A. Health

B. Brand Loyalty

C. Taste

D. Price

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

A. TV

B. Internet

C. Word of Mouth

D. Print

6.If your brand is not available you would..?

A. Purchase another brand

B. Wait for it to be available

C. Go for a substitute

D. Buy what is offered by the retailer

7.Which pack size do you prefer?

A. 1 kg

B. 500 gm

C. 250 gm

8.On what parameters do you choose this pack size?

A. Availability

B. Price

C. Family size

D. Storage

80

9.How often do you buy?

A. Once a month

B. Once in two months

C. Once in six months

10.Are you satisfied with your brand?

A. Yes

B. No

Personal Information :-

Age:

Location:

Income (per month):

A. Rs. 1,000 – Rs. 10,000 B. Rs. 10,000 – Rs. 30,000

C. Rs. 30,000 – Rs. 50,000 D. Above Rs. 50,000

81

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?

A. Zandu

B. Himani

C. Baidyanath

D. Dabur

2.Out of these which are the most preferred?

A. Zandu

B. Himani

C. Baidyanath

D. Dabur

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

A. Brand loyalty

B. Price

C. Availability

D. No reason

82

4.What is the profile of your typical consumer?

A. High income

B. Middle income

C. Low income

5.What schemes are you offered by the companies?

A. Price discountsB. Buy one get one free

C. Others

6.What schemes does a consumer prefer most?

A. Price discountsB. Buy one get one free

C. Others

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

consumers’ preference?

A. Yes

B. No

8.Does a change in price affect their preferences?

A. Yes

B. No

:

83