Dabur India Ltd Brand Management Presentation Anuranjan

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 1900

Sales (Rs. crore)

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!