ACKNOWLEDGEMENT

I would like to express my special thanks of gratitude to my teacher___________ as

well as our director _________who gave me the golden opportunity to do this
wonderful project on the topic__________, which also helped me in doing a lot of
Research and I came to know about so many new things
I am really thankful to them.
Secondly i would also like to thank my parents and friends who helped me a lot in
finishing this project within the limited time.
I am making this project not only for marks but to also increase my knowledge.
THANKS AGAIN TO ALL WHO HELPED ME.

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PREFACE
Project is a very important part of a BBA curriculum. It provides an optimistic
iconography for Future existence through which students are able to see the real
industrial environment which gives an opportunity to relate theory with practice
The main objective of making project report is to develop skill in student by
supplement to the theoretical study of business management in general and gain real
life knowledge about the industrial environment and business practices. The BBA
programme provides student with a fundamental knowledge of business and
organizational functions and activities, as well as an exposure to strategic thinking of
management.
In todays globalize world, where cutthroat competition is prevailing in the market,
theoretical knowledge is not sufficient. Beside this one need to have practical
knowledge, which would help an individual in his/her carrier activities and it is true
that EXPERIENCE IS BEST TEACHER.

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INDEX
CHAPTER - 1 INTRODUCTION TO COMPANY
1.
2.
3.
4.
5.

Nature of Business
Type and Ownership Pattern
Organizational Structure
Production Layout
Organization Policies
CHAPTER 2 INDUSTRIAL ANALYSES

1.
2.
3.
4.

Industry overview (Growth rate of Industry, Contribution to GDP)

Current Issues (From Newspaper, Journals,- for Company and Industry)
Key Competitors
Environment Scanning Political Environment, Economic Environment, Social
Culture technology Environment, Environment Issues (Green Environment and

Legal Environment)
5. Porters five force model of competition Micheal Porter
CHAPTER 3 MARKETING STRATEGIES
1.
2.
3.
4.
5.

Products of Company
4ps (Product, Price, Place, and promotion)
STP (Segmentation, Targeting and Positioning)
Distribution Channel
Promotion Strategies
CHAPTER 4 FINANCIAL ANALYSES

1. Sources of Finance
2. Ration Analysis Any 5
3. Net profit / Balance sheet (from annual report Analysis)
CHAPTER 5 KEY LEARNINGS FROM THE COMPANY AND
RECOMMENDATIONS
1.
2.
3.
4.

Reason for the expansion/ contraction/ diversification of company

Comment on Organization Leadership
Marketing share/ growth rate of Company
SWOT Analysis of the Company
CHAPTER 6 FINDINGS

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CHAPTER 7 RESEARCH & METHODLOGY Primary and Secondary

Research (questionnaire)
CHAPTER 8 CONCLUSIONS AND SUGGETIONS

CHAPTER - 1
INTRODUCTION TO COMPANY

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NATURE OF BUSSINESS
Dabur derived from Daktar Burman is India's largest Ayurvedic medicine & related products
manufacturer. Dabur was founded in 1884 by Dr. SK Burman, a physician in West Bengal to
produce and dispense Ayurveda medicines. Medication for diseases such as cholera and
malaria.

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Dabur's Ayurveda Specialties Division has over 260 medicines for treating a range of
ailments and body conditions, from common cold to chronic paralysis.

Dabur is a non-profit organisation started by Dr. Burman, aims to carry out welfare activities
in the spheres of health care, education and other socio-economic activities. Dabur drives
its corporate social responsiblities (CSR) initiatives through Sundesh.
In the Brand Trust Report 2012, Dabur was ranked 45th among India's most trusted brands
and subsequently, according to the Brand Trust Report 2013, Dabur was ranked 65th among
India's most trusted brands. In 2014 however, Dabur was ranked 109th among India's most
trusted brands according to the Brand Trust Report 2014, a study conducted by Trust
Research Advisory, a brand analytics company.

Dabur India, that made its beginnings with a small pharmacy, but has continued to learn and
grow to a commanding status in the industry is now the fourth largest FMCG company of the
country with a turnover of Rs2,396 crore. It was established over 100 years ago presently
catering to health care, personal care & food segment.
In April 2009, the Hon'ble High Court of Judicature at Delhi has sanctioned the Scheme of
Amalgamation of Fem Care Pharma with Dabur India.
In July 2010, the Company's wholly owned subsidiary Dabur International entered into an
agreement to acquire 100% stake in leading personal care Company in Turkey i.e. Hobi
Group firms Hobi Kozmetik, Zeki Plastik and Ra Pazarlama at a total consideration of US$
69 million.

Products
Under health care products it has brands like Hajmola, Pudin Hara, Dabur Chyawanprash,
Glucose D, Dabur Lal tail,etc.
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In home care range consist of product like Odinil,Odomos,odopic,etc.

Under personal care range it has product like
Vatika,Gulabri,Dabur Red Toothpaste,etc.
In food range it has brands like Real Active, HOMMADE
range of readymade pastes, soups, coconut milk & tomato puree
Dabur has guar gum plant, a natural gum used in foods &
industrial applications.
Dabur also produces ayurvedic medicines.
Dabur has global presence in 50 countries,products are
available in the markets of Middle East, SouthEast Asia, Africa, the European Union
and America.

Milestones:
Dabur Ranked Among Indias Most Trusted Brands of 2007 By Economic TimesBrand
Equity.
Dabur is amongst Top Three Most Respected FMCG Companiesaccording to the survey
conducted by Business world magazine.
Dabur Real Bags Gold in Reader's Digest Trusted Brand Awards.
In 2010, Dabur Amla Hair Oils enters Limca Book of Records for achieving a record feat of
hosting the longest ever nonstop head massage marathon.
'2010
Dabur Acquires Namaste Group for $100 Million''.
Dabur Chyawanprash was launched in Orange and Mango flavoured variants.
Dabur Amla Hair Oils enters Limca Book of Records for achieving a record feat of hosting
the longest ever nonstop head massage marathon.

Dabur enters professional skin care market with the launch of OxyLife Professional Facial
Kit, created exclusively for professional use.
Dabur India acquires 30Plus from Ajanta Pharma.
Dabur India Ltd sets up new subsidiary in Sri Lanka Dabur Lanka (Pvt.) Ltd.
Dabur India Ltd launches Dabur Almond Hair Oil.
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In January, 2011, Dermoviva Skin Essentials Inc., the company's wholly owned subsidiary,
has completed the acquisition process of leading personal care companies of Namaste Group,
US by acquiring 100% stake in Namaste Laboratories, Hair Rejuvenation & Revitalization
Nigeria, Healing Hair Laboratories International LLC and Urban Laboratories International
LLC.
In April, 2011, Dabur entered into the hand sanitizer market under its 'Fem Care' brand to
take on the likes of Reckitt Benckiser and Hindustan Unilever, which were currently
dominating the market.
In 2011, Dabur enters professional skin care market with the launch of OxyLife Professional
Facial Kit, created exclusively for professional use.
During 2011, Dabur India Ltd. launches its firstever 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.
In May 2011, Dabur India Ltd acquired Ajanta Pharmas overthecounter energizer brand
30Plus.
2012
Namaste Cosmeticos Ltd, has been added as the Company's new step down subsidiary
Company in Brazil.
Dabur India has expanded its range of fruit juices viz. Ral Activ.'
Some of its sub domains are:

Dental Care - Dabur dental care

Natural Beauty -my beauty naturally

Home Care - Odonil

mosquito repellent - Odomos protect

And more about the Dabur India Ltd . It has 6,154 number of employees during 2012 -2013 ,
15.59 billion assets during 2008-2009.

ORGANISATION POLICIES OF DABUR

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Dabur is an environmentally sensitive organisation. At Dabur, fulfilment of environmental,

social and governance responsibility is an integral part of the way the Company conducts its
business. A detailed information on the initiatives of the Company as enunciated in the
National Voluntary Guidelines on Social, Environmental and Economic Responsibilities of
Business, 2011' is provided in the Business Responsibility Report, a copy of which will be
available on the Company's website www.dabur.com
Further, for Business Responsibility Report as stipulated under Clause 55 of the Listing
Agreement with the Stock Exchanges, kindly refer to Business Responsibility Report section
which forms part of the Annual Report.

International Business:
Dabur's international business continued on the strong growth trajectory growing by 22.3% to
Rs. 2310.8 crores in fiscal 201314. The international business now contributes 32.4% to
consolidated sales. During fiscal 201314, key markets in MENA (Middle East and North
Africa) and South Asia (exIndia) regions performed well. Dabur continued to gain share in
categories such as Hair Oils, Hair Creams, Shampoos and Toothpastes in key markets. For
instance, market share in Hair Oils increased to 69% in KSA (Kingdom of Saudi Arabia) as
compared to 66% last year. Similarly, Hair Oil market shares witnessed a jump in Egypt and
were at 62% as compared to 53% last year. In Hair Creams as well there were strong market
share gains with market share in KSA increasing to 35% as compared to 29% last year and in
the UAE, increasing to 33% as compared to 29% last year. In addition, toothpaste market
shares witnessed an uptick in Nigeria, Algeria and Morocco. Brandwise overview:

Vatika
Vatika witnessed strong growth in fiscal 201314. The brand saw several new innovative
product and variant launches such as Vatika Hair Mayonnaise, Vatika Hammam Zaith
Volume and Thickness, Vatika Brillantine Shine Hair Cream. The brand extended its Hair Gel
platform into innovative need based, first of its kind product called Vatika Gel Creams which
provides styling of a Gel and Nourishment of a cream. Vatika consolidated its position in the
highly competitive shampoo and conditioners category by successfully completing the launch
of Vatika Ingredient Range of Shampoos and Conditioners. Vatika also garnered a space in
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the multi competitor category Hair Colors by successfully extending Vatika Hair Color
Creme to most of its International Markets.

Amla
Amla portfolio performed well in 201314. The brand entered into new and upcoming sub
categories with the product Amla Leave on Oils which provides nourishment of oil in a user
friendly cream format. Amla also extended its equity of Hair Oils and moved on to highly
competitive categories of Shampoos and Conditioners with its range of Vitamin, Keratin and
Snake Oil shampoos and conditioners.

Miswak and Dabur Herbal Toothpaste (DHTP)

Miswak and DHTP brands provide premium oral care benefits on herbal platform. The oral
care brand Miswak performed well, especially in North African markets and is now the
second biggest toothpaste brand in Morocco and Algeria. A new innovative format extension
of DHTP brand was launched.

Dermoviva
The Dermoviva portfolio of skincare products continued on an impressive growth trend in
201314, with Lotions and Creams growing in double digits. The brand focus was on
reaching out to potential consumers in the key markets of Saudi Arabia, UAE and Algeria
through specialized consumer contact programs. By the end of the fiscal year, Dermoviva is
primed to enter the highly competitive but high growth category of Face Care. With an initial
offering of Face Wash, Face Scrub & Facial Cleanser Toners, Dermoviva continues to expand
its consumer franchise across MENA by catering to skin care needs by combining the
wonderful properties of natural ingredients and the advances of science.

FEM
FEM's growth has been quite phenomenal in 201314. After a successful packaging design
overhaul, FEM Hair Removal Creams have been a strong growth pillar for the brand. This
year, FEM extended into the popular format Halawa (Hot Wax), which is a traditional homemade hair removal product used by Arab women. FEM also extended its equity with the
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launch of a premium proposition in the form of FEM Gold Hair Removal Cream (with real
gold particles).

PRODUCTION LAYOUT
Exports from Dabur India
The company exports guar gum and private label oral care products from India. During fiscal
201314 the company recorded guar gum exports to the tune of Rs. 87.9 crores as compared
to Rs. 158.7 crores in fiscal 201213.
Sales in USA (Dabur Branded and Private label) grew from Rs. 39.6 crores in fiscal 201213
to Rs. 46.5 crores in fiscal 201314.
The company caters to the ethnic Indian channels in the USA supplying the range of Dabur
brands which are popular among the South Asian / Indian community. Retail penetration was
extended by extending direct distribution to several new states in the US in the South West
and Mid West.
Distribution was further extended to wholesalers targeting Hispanics and AfricanAmericans
in Florida, Michigan and Ethnic pockets in New York state and California. Distribution was
also extended to Quebec in Canada. The strategic tieup with Canada's largest Retailer,
Loblaws was fortified with Stores carrying 40 SKUs. A range of Ethnic hair care products
were launched which included Shampoos, Hair Serums and Hair masks under the Vatika
brand.
Dabur also exports private label oral care products to USA and Europe which includes
Toothpastes, Mouthwash and Denture Adhesives. The company acquired new customers for
private label in France, Central Europe, Netherlands, Mexico and several customers in the
U.S. Several new advanced Oral Care formulations were developed and launched across
Toothpastes, Denture Adhesives and Mouthwash.

Development of new markets for Products & Services:

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New Markets have been opened up for business in countries like Armenia, Portugal and Chad
by Dabur International Limited. The Sales & Distribution infrastructure has been augmented
by appointing
distributors in these areas. Local resources have been enhanced in key markets of Middle
East & North Africa, Nigeria, Egypt, East Africa and South East Asia to further strengthen the
S&D structure.

STRUCTURE OF ORGANISATION
Vice President
General Manager
Deputy General Manager
Senior Manager
Manager
Assistant Manager
Officer
Assistant Officer
Supervisor/Chemist
Senior Mechanic/Senior Assistant
Mechanic/Junior Chemist
Junior Mechanic
Workers

COLLABORATIONS/SUBSIDIARIES
Dabur Foods Limited : 100% subsidiaries (taking care of all the food products)
Dabur Nepal Limited: Wholly owned subsidiary in collaboration with DRF
Dabur Egypt Limited: Wholly owned subsidiary
Dabur Oncology Limited : Wholly owned subsidiary
Dabur Overseas Limited: Owned subsidiary.
Dabur International Limited : Subsidiary (not yet commenced business)

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ASSOCIATE COMPANIES OF DABUR INDIA LTD

REROCK LIMITED.
BRITISH HEALTH PRODUC'TS LIMITED.
NORTHERN AROMATICS LIMITED.
BURMAN LABORATORIES LIMITED.
DABON INTERNATIONAL LIMITED.
MAXCARE INTERNATIONAL LIMITED.
PRECISE LABORATORIES LIMITED

COLLABORATIONS/SUBSIDIARIES
Dabur Foods Limited : 100% subsidiaries (taking care of all the food products)
Dabur Nepal Limited: Wholly owned subsidiary in collaboration with DRF
Dabur Egypt Limited: Wholly owned subsidiary
Dabur Oncology Limited : Wholly owned subsidiary
Dabur Overseas Limited: Owned subsidiary.
Dabur International Limited : Subsidiary (not yet commenced business)

ASSOCIATE COMPANIES OF DABUR INDIA LTD

REROCK LIMITED.
BRITISH HEALTH PRODUC'TS LIMITED.
NORTHERN AROMATICS LIMITED.
BURMAN LABORATORIES LIMITED.
DABON INTERNATIONAL LIMITED.
MAXCARE INTERNATIONAL LIMITED.
PRECISE LABORATORIES LIMITED

In yet another restructuring drive aimed at reorganizing its recently hived-off FMCG
business, Dabur India Limited has merged its two major strategic business units (SBUs)the
Family Products Division (FPD) and Health Care Division (HCD)into one.
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Apart from cutting down layers in the structural hierarchy of the organisation, the move will
also see a drastic rationalisation of Daburs stockists and distribution network. While the
company refused to comment on the move, a company offical confirmed that the two
divsions had been merged into the companys fold and the restructuring of distribution
channel was currently on.
Daburs operations were hitherto split into 3 major strategic business units (SBU) Family
Products Division (FPD), Healthcare Products Division (HPD) and Ayurvedic Specialities
Ltd (ASL)created way back in 1996 with the aim to have better operations and
management. Each SBU had multi-tier structure with a seperate SBU head at the top and a
seperate sales team and distribution network.
In the new set up, the company will have a flatter structure with a single marketing head, a
sales chief and a common sales and distribution team. So, the erstwhile SBU HeadHPD Mr
Devendra Garg will now head the companys overall marketing function, while sales will be
attended to by former SBU HeadFPD Mr S Raghunandan. It is however not known
whether the sales team has been pruned or not.
According to a company offical, the initiative has been taken to reengineer its sales and
distribution structure to make it more synergestic, and give it a better scale and reach. The
move is designed to give better operating effeciencies to the company, bring business synergy
which will in the long run help the company to improve its topline growth, says he.
The downside of the initiative though will be that the company will have to rationalise its
stockists network and that may have a short-term negative impact on the distribution channel.
Dabur currently has a wide and deep market penetration with 47 C&F agents, more than 5000
distributors and over 1.5 million retail outlets all over India.
For Dabur, the FPD is the largest SBU contributing 45 per cent (Rs 526.61 crore) sales of
Dabur products related to hair care, skin care and oral care. It consisits of 3 leading brands Vatika, Amla Hair Oil and Lal Dant Manjan with Rs 100 crore turnover each.
The HPD ranks second and accounts for 28 per cent (Rs 327.6 crore) in sales.

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Chapter-2
Industrial analysis

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GROWTH RATE OF INDUSTERY & Contribution to GDP

Revenue and Net Income, EPS Growth Rate
Sales
Revenue or turnover or top line is income that a company receives from its normal business
activities. Revenue Growth is used to measure how fast a company's business is expanding.
The figure shows the annual rate of increase/decrease in a company's revenue or sales growth
in terms of percentage change from the previous year.
An ideal company should have steady upward trend. Year-over-year performance is
frequently used by investors seeking to gauge whether a company's financial performance is
improving or worsening.

Compound Annual Growth Rate of Dabur Ltd.

1 year
Revenue

12.27%

Net Income

22%

EPS Basic

17%

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If Sales Revenue shows a moderate or stable growth while EPS shows an explosive growth, it
could possibly be due to accounting manipulation.

Retained Earnings
Retained Earnings Growth is the percent increase / decrease of a company's retained net
income or reserves/surplus over time. A company can use retained earnings to maintain
current operations, or to invest in new ventures. Generally speaking, retained earnings growth
is accompanied by subsequent increases in sales and profitability.

Dividend Growth Dabur Pvt Ltd. Upgrade Membership to see 10 year Growth Rate trend
chart.\A company paying dividends is generally a good sign. Well established companies
offer dividends back to its shareholders while high growth companies usually do not pay
dividends since they reinvest the profits back in the business. If a dividend paying company
stops paying dividends then that is a big red flag. Dividend per share is better metric
compared to looking at just the dividends because DPS takes into account the number of
shares as well.
Accounts Receivable & Inventory Growth

Watch the Accounts (trade) Receivables (aka Sundry Debtors) and Inventory columns closely.
A company can get into serious trouble very quickly if it's customers are not paying the bills
or if its inventory is piling up in warehouses. If Recievables are growing much faster than
sales, it usually means that the company is having trouble collecting money from customers.
More inventory on the balance sheet means the company is having trouble delivering goods
to customers.
An increase of receivables and inventory above 50% is usually not a good sign and needs to
be investigated further.

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Days Sales Outstanding or DSO is also known as "average collection period and receivable
days". It's a measure of the average time it takes to collect the cash from sales, in simple
words, how fast customers pay their bill. DSO does tend to vary a good deal by industry
sector.
A high DSO may be a red flag, which suggests that customers aren't paying their bills in a
timely fashion. Maybe the customers themselves are in financial trouble or maybe the
company's operations and financial management are poor. If the DSO is rising rapidly, you
should know why.

Industrial Overview
Dabur India Ltd is one of Indias leading FMCG Companies with Revenues of over Rs
7,073 Crore & Market Capitalisation of US $5 Billion. Building on a legacy of quality and
experience of over 130 years, Dabur is today Indias most trusted name and the worlds
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,Hajmola for digestives, Ral 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 5.8 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 130-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,
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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.

Dabur India Limited - SWOT, Strategy and Corporate Finance Report, is a source of
comprehensive company data and information. The report covers the companys
structure, operation, SWOT analysis, product and service offerings, detailed
financials, and corporate actions, providing a 360 view of the company.

Features:

Detailed information on Dabur India Limited required for business and competitor
intelligence needs
Intelligence on Dabur India Limitednvs mergers and acquisitions (M&A),
strategic partnerships and alliances, capital raising, private equity
transactions, and financial and legal advisors

News about Dabur India Limited, such as business expansion,

restructuring, and contract wins

Large number of easy-to-grasp charts and graphs that present important

data and key trends

Highlights:
Dabur India Limited (Dabur or the company) is a fast moving consumer goods
(FMCG) company that manufactures and markets ayurvedic and natural healthcare
products. The company sells its various products through its five flagship brands
across natural healthcare products, premium personal care, digestives, fruit-based
beverages, and fairness bleaches and skin care categories. The company operates in
Asia, Africa, the Middle East, North America and Europe. It is headquartered in
Ghaziabad, India and employed 6,154 people as of March 31, 2013. The company
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recorded revenues of INR61,761.2 million ($1,130.2 million) in the financial year

ended March 2013 (FY2013), an increase of 16.4% over FY2012. The operating
profit of the company was INR9,174 million ($167.9 million) in FY2013, an increase
of 16.6% over FY2012.

Chapter-3
RESEARCH MYTHDOLOGY

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RESEARCH MYTHDOLOGY
The process used to collect information and data for the purpose of making business
decisions. The methodology may include publication research, interviews, surveys and other
research techniques, and could include both present and historical information.

RESEARCH DESGIN
A research design is the "blue print" of the study. The design of a study defines the study type
(descriptive, correlational, semi-experimental, experimental, review, meta-analytic) and subtype (e.g., descriptive-longitudinal case study), research question, hypotheses, independent
and dependent variables, experimental design, and, if applicable, data collection methods and
a statistical analysis plan. Research design is the framework that has been created to seek
answers to research questions.

Design types and sub-types

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There are many ways to classify research designs, but sometimes the distinction is artificial
and other times different designs are combined. Nonetheless, the list below offers a number
of useful distinctions between possible research designs.[1]

Descriptive (e.g., case-study, naturalistic observation, Survey)

Correlational (e.g., case-control study, observational study)

Semi-experimental (e.g., field experiment, quasi-experiment)

Experimental (Experiment with random assignment)

Review (Literature review, Systematic review)

Meta-analytic (Meta-analysis)

Sometimes a distinction is made between "fixed" and "flexible" or, synonymously,

"quantitative" and "qualitative" research designs.[2] However, fixed designs need not be
quantitative, and flexible design need not be qualitative. In fixed designs, the design of the
study is fixed before the main stage of data collection takes place. Fixed designs are normally
theory driven; otherwise it is impossible to know in advance which variables need to be
controlled and measured. Often, these variables are measured quantitatively. Flexible designs
allow for more freedom during the data collection process. One reason for using a flexible
research design can be that the variable of interest is not quantitatively measurable, such as
culture. In other cases, theory might not be available before one starts the research. However,
these distinctions are not recognized by many researchers, such as Stephen Gorard who
presents a simpler and cleaner definition of research design
State problems are easier to measure than process problems. State problems just require one
measurement of the phenomena of interest, while process problems always require multiple
measurements. Research designs like repeated measures and longitudinal study are needed to
address process problems.
OBJECTIVES

TO STUDY THE Corporate social responsibilities.

Suppliers dealing with dabur shall comply and adhere to all laws, regulations and guidelines
on environment, health and safety.
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Suppliers will ensure that all new service offerings as well as new product designs are in
compliance with the relevant environmental regulation and guidelines, at the time of
implementation.

TO STUDY the domestic and international trade controls

All partners with a bussiness relationship with Dabur shall comply with the highest level of
integrity and ethical practices.
The partners will provide all possible assistance to dabur in order to investigate any possible
instances of unethical behavior or business conduct violations by its employee. Partner will
disclose forthwith any breach of these provisions that comes to their knowledge to allow for
timely action in their prevention and detection.

TO STUDY THE ETHICS

All partners are required to confirm their compliance to ethical dealings on an annual basis by
signing a certificate to this effect as per dabur standard annual certificate
Data collection is the process of gathering and measuring information on variables of interest,
in an established systematic fashion that enables one to answer stated research questions, test
hypotheses, and evaluate outcomes. The data collection component of research is common to
all fields of study including physicaland social sciences, humanities, business, etc. While
methods vary by discipline, the emphasis on ensuring accurate and honest collection remains
the same. The goal for all data collection is to capture quality evidence that then translates to
rich data analysis and allows the building of a convincing and credible answer to questions
that have been posed.
Regardless of the field of study or preference for defining data (quantitative, qualitative),
accurate data collection is essential to maintaining the integrity of research. Both the selection
of appropriate data collection instruments (existing, modified, or newly developed) and
clearly delineated instructions for their correct use reduce the likelihood of errors occurring.

Primary Data
A formal data collection process is necessary as it ensures that data gathered are both defined
and accurate and that subsequent decisions based on arguments embodied in the findings are

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valid.[2] The process provides both a baseline from which to measure and in certain cases a
target on what to improve.
Generally there are three types of data collection and they are
1. Surveys: Standardized paper-and-pencil or phone questionnaires that ask predetermined
questions.
2. Interviews: Structured or unstructured one-on-one directed conversations with key
individuals or leaders in a community.
3. Focus groups: Structured interviews with small groups of like individuals using
standardized questions, follow-up questions, and exploration of other topics that arise to
better understand participants
Consequences from improperly collected data include:

Inability to answer research questions accurately.

Inability to repeat and validate the study.

Distorted findings result in wasted resources and can mislead other researchers to pursue
fruitless avenues of investigation. This compromises decisions for public policy, and causes
harm to human participants and animal subjects.
While the degree of impact from faulty data collection may vary by discipline and the nature
of investigation, there is the potential to cause disproportionate harm when these research
results are used to support public policy recommendations.
Analysis of data is a process of inspecting, cleaning, transforming, and modeling data with
the goal of discovering useful information, suggesting conclusions, and supporting decisionmaking. Data analysis has multiple facets and approaches, encompassing diverse techniques
under a variety of names, in different business, science, and social science domains.
Data mining is a particular data analysis technique that focuses on modeling and knowledge
discovery for predictive rather than purely descriptive purposes.Business intelligence covers
data analysis that relies heavily on aggregation, focusing on business.

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DATA ANALYSIS
In statistical applications, some people divide data analysis into descriptive statistics,
exploratory data analysis (EDA), and confirmatory data analysis (CDA). EDA focuses on
discovering new features in the data and CDA on confirming or falsifying existing
hypotheses. Predictive analytics focuses on application of statistical models for predictive
forecasting or classification, while text analytics applies statistical, linguistic, and structural
techniques to extract and classify information from textual sources, a species ofunstructured
data. All are varieties of data analysis.
Data integration is a precursor to data analysis, and data analysis is closely linked to data
visualization and data dissemination. The term data analysis is sometimes used as a synonym
for data modeling.
Secondary data, is data collected by someone other than the user. Common sources of
secondary data for social science include censuses, organisational records and data collected
through qualitative methodologies or qualitative research. Primary data, by contrast, are
collected by the investigator conducting the research.
Secondary data analysis saves time that would otherwise be spent collecting data and,
particularly in the case of quantitative data, provides larger and higher-quality databases that
would be unfeasible for any individual researcher to collect on their own. In addition,
analysts of social and economic change consider secondary data essential, since it is
impossible to conduct a new survey that can adequately capture past change and/or
developments

Secondary data
As is the case in primary research, secondary data can be obtained from different research
strands:
Prior documentation such as Census, housing, social security as well as electoral statistics
and other related databases. Internet searches, libraries; progress reports; etc. It does not
include interviews as this collect primary data for analysis to generate information.
A clear benefit of using secondary data is that much of the background work needed has
already been carried out, for example: literature reviews, case studies might have been carried
25 | P a g e

out, published texts and statistics could have been already used elsewhere, media promotion
and personal contacts have also been utilized.
This wealth of background work means that secondary data generally have a pre-established
degree of validity and reliability which need not be re-examined by the researcher who is reusing such data.
Furthermore, secondary data can also be helpful in the research design of subsequent primary
research and can provide a baseline with which the collected primary data results can be
compared to. Therefore, it is always wise to begin any research activity with a review of the
secondary data.

QUESTIONAIRE ON THE BASIS OF ANNEXURE

1. Which brands of hair oil are you aware of?

Parachute

Keo Karpin

Nihar

Hair And Care

Dabur Vatika

26 | P a g e

Brands of hair oil

Parachute
Keo Karpin

33%
43%

3rd Qtr
4th Qtr

13%

10%

2. Which brand of Hair Oil do you use?

Parachute

Keo Karpin

Nihar

Hair And Care

Dabur Vatika

27 | P a g e

brands of hair oil

13%

parachute

25%

keo karpin
Nihar

13%

Hair And Care

Dabur Vatika

20%

30%

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

28 | P a g e

rate your brand

14%

2
3

44%

28%

14%

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

Non sticky

Brand Loyalty

Fragrance

Price

29 | P a g e

primary reasons

13%
27%

Price

40%

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

TV

Internet

Word of Mouth

Print

30 | P a g e

Brand Loyalty
Fragrance

20%

Non sricky

where did you get to hear about brand Dabur

TV
Internet
Word of Mouth

4
2

6.

Print

19

If your brand is not available you would..?

Purchase another brand

Wait for it to be available

31 | P a g e

Go for a substitute

Buy what is offered by the retailer

if your brand is not available you would

1.2

Purchase another brand

1.4

go for substitute
buy what is offered by the
retailer

3.2

32 | P a g e

8.2

7. Which pack size do you prefer?

75 ml

150 ml

300 ml

pack size

1.4; 5%
75ml

10; 38%

150ml
300ml

15; 57%

33 | P a g e

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

Availability

Price

Family size

Storage

parameterers of choosen pack size

5%

availability

31%

family size

38%

storage

27%

34 | P a g e

price

9. How often do you buy?

Once in 15 days

Once a month

Once in two months

how often do you buy?

5%
Once in 15 days

38%

Once in a month
Once in two months

57%

35 | P a g e

10. Are you satisfied with your brand?

Yes

No

satisfaction level

yes
no

100%

36 | P a g e

Chapter-4
Marketing Strategies

37 | P a g e

PRODUCTS OF THE COMPANY:

Foods

Real

Real Activ

Hommade

Lemoneez

Capsico

Health Care

Baby Care

Dabur Lal Tail

Dabur Baby Olive Oil

Dabur Janma Ghunti

38 | P a g e

Health Supplements

Dabur Chyawanprash

Dabur Glucose D

Digestives:

Hajmola Yumstick

Hajmola Mast Masala

Anardana

Hajmola

Hajmola Candy Fun2

Pudin Hara (Liquid and Pearls)

Pudin Hara G

Dabur Hingoli

Natural Cures:

Shilajit Gold

Nature Care

Sat Isabgol

Shilajit

39 | P a g e

Ring Ring

Itch Care

Backaid

Shankha Pushpi

Dabur Balm

Sarbyna Strong

Hair Care Oil:

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:

40 | P a g e

Dabur Red Gel

Dabur Red Toothpaste

Babool Toothpaste

Dabur Lal Dant Manjan

Dabur Binaca Toothbrush

Skin Care:

Gulabari

Vatika Fairness Face Pack

Ayurvedic Specialities:

Ayurveda

Ayurveda Vikas

4 ps of the company:
Dabur is one of the leading companies in India and it deals with products that are Ayurvedic
in nature. Dabur is known to be a natural product as all of Dabur products are related to
herbs. Dabur, the brand name, is associated with trust and its products have helped the
company to become a household name.
Dabur has the distinction of having nearly two hundred and fifty products under its brand
name. It is a very popular brand with outlets in Africa, Europe, United States, Russia,
SAARC Countries and Middle East Countries.
Dabur has been in the market for a long time. It was founded in the year 1884 by Dr. S K
Burman and has been in the thick of things for nearly one hundred and thirty years. The
company was started with the intention of manufacturing Ayurvedic medicines for diseases
41 | P a g e

like malaria and cholera. Today the company specializes in nearly 260 medicines and deals
with a variety of diseases and disorders.
Dabur is a Public ltd company and has its headquarters in Ghaziabad, India. Dr. Anand
Burman is its chairperson and its CEO is Mr. Sunil Duggal. At present, the companys net
income is estimated at nearly INR 14.75 billion. The company officials are devoted in their
endeavor to take the company forward. Their commitment to their customers and their
associates is to be admired and saluted.
The company is facing competition from Hindustan Unilever, Marico, Tropicana, Frooti,
Slice, Himani, Zandu, Procter & Gamble, ITC and Himalaya but it has been able to retain its
hold on the market with its exclusive products and hard efforts.
Product in the marketing mix of Dabur:
Dabur is committed in offering its customers products that are of excellent quality and are
herbal. Their mission is in providing goods that prove healthy for its customers, as health is
wealth. Nature provides inspiration to all its products. Dabur deals in many categories of
merchandises like oral care, hair care, skin care, food products, and health-care and homecare products.
In1940 Dabur launched Dabur Amla Hair Oil and even today, it is one of the leading products
of the company. In 1949, it gave the world Dabur Chyawanprash. From children to the oldage group it is the favorite of every generation. In 1970, Dabur added Oral products like
Dabur Lal Dant Manjan to its portfolio. Hajmola tablets and Hajmola candy were introduced
in the market in the year 1978 and 1989 respectively.
In1994 Dabur became the worlds second company to enter the market for anti-cancer
medicines. Its research and foundation team helped in developing a drug thatis extracted from
the Asian Yew tree leaves. This eco-friendly process is unique and one of its kind. Its health
products include Daburs Honitus Cough Syrup, Dabur Active Blood Purifier for women,
Dabur Shankha Pushpi to enhance the memory, Dabur Balm Strong for headache and Shilajit
Gold for rejuvenation.
In 1996, it stepped in the food market for the first time with the launch of Real Fruit Juice and
later introduced cooking paste, homemade pappad, coconut milk and tomato puree. Its skin
products, under the name Gulabari, include Rose water, Moisturizing cream, Face freshener,
Moisturizing lotion and under the name, Fem, include Pink bleach, Gold bleach, Blue
bleach, Herbal bleach, Liquid hand wash and Hair removing cream.

42 | P a g e

Price in the marketing mix of Dabur:

Dabur has hired a special team of trained professionals who scrutinizes the changing
perception of the market. They make a systematic and regular evaluation of their own
products as well as their competitors products. After analyzing each aspect carefully, they
determine their pricing strategy. As Dabur is a nature, based company and they deal with
Herbal products, so compromise is not allowed with the product. The prices are kept with a
minimum profit in mind. It is the aim of the company that more and more people buy these
natural products, as they are beneficial for the health of every individual.
Pricing strategy also involves the customers reaction. Whenever a product receives an
adverse price reaction the company brings out any of its discount or special schemes to
counter attack it. Some times the price hike is minimal, but the size of the pack is reduced so
that both the consumer and the producer balance it. At other times, a price hike becomes
compulsory and it is then the loyalty of the customer is tested. As the quality maintained by
the company is at much higher level than others are, it is able to retain its customer base. A
person can buy Dabur products easily from the many areas in the market. Dabur has
maintained the quality of its products and its prices are very reasonable compared to other
brands
Place in the marketing mix of Dabur:
Dabur has nearly 2.8 million showrooms and retail outlets. It has covered its base
successfully in both the markets, rural and urban. It has captured the imagination of
worldwide markets, all over the globe, in more than 60 countries. Talks are going on with
other countries also, to include Dabur products in their market. Dabur authorities uses its
sales force as well as distribution channel to market its products. It has a firm grip on its
market intermediaries like wholesalers and then retailers and lastly dealers. It is through all
these channels that a Dabur product passes and at last reaches the consumer. Their strong
network for distribution and supply is extensive and incomparable. The products are sent
from one place to another with ease.
It has many laboratories where thorough research and development work is in progress. This
ongoing work has helped them in utilizing the modern facilities without compromising on
their basic principles of ethic and values. Dabur has many manufacturing plants in India. The
plant 1 at Sahibabad deals with Hajmola, Dabur Amla Hair oil, Oncology medicines, Hingoli
43 | P a g e

and Ashokarisht. The Unit 1 in Baddi deals with Ayurvedic medicines, The Unit 2 in Baddi
deals with Chyawanprash, The Unit in Narendrapur deals with Honey.
Dabur has opened its first manufacturing unit overseas in Birgunj Nepal. This unit is
equipped to manufacture Oral care products, Ayurvedic medicines, Hair Care products and
Fruit Juices. A manufacturing unit is established in Egypt and this unit deals with Food
products, Skin care products and Hair care products.

Promotions in the marketing mix of Dabur:

Trust and Dabur go hand in hand. Their innovative vision has led to phenomenal progress and
conquering milestone after milestone. The confidence that the people show in Dabur products
helps them to buy those products. It has joined hands with international companies to boost
up its sales.
In India, Dabur has launched a full-fledged advertising campaign. This will help in making
the customers aware of all the Dabur products, their prices, their main features and the places
where the buyers can buy them easily. Every little detail of a Dabur product is available
online. Online shopping is being encouraged, as the younger generation is techno-savvy.
Even the children and older generation have become interested in buying products online to
save time.
In Televisions, famous actors and sportsperson are advertising the products. Amitabh
Bachchan is seenregularly in Dabur ads like Dabur Chyawanprash and Dabur Hajmola.
Sonakshi Sinha and Samantha Prabhuare are seen in Dabur Vatika Hair Oil. Salman Khan has
been a regular promoter of Ranbaxys Revital 30+. The promotions by celebrities help in the
continuous and high sales of the products.
SEGEMENTING, TARGETTING AND POSITIONING:
SEGMENTATION

44 | P a g e

Dabur Chyawanprash is the market leader in the Chawanprash 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.

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 todays 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
Chawanprash 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 consumer
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

45 | P a g e

DISTRIBUTION CHANNEl:

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 companys costs.
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.
.

PROMOTIONAL STRATEGIES:

46 | P a g e

1. SALES PROMOTIONAL TOOLS OF DABUR FOODS

Price promotions

Coupons

47 | P a g e

Gift with purchase

Competitions and prizes

Money refunds

Point-of-sale displays

Free samples

Contest /demos

Festival Sales

Retailer coupons

Multi-packs

Special price for twos

Allowances for additional shelf space

Merchandising

Sales contest

Incentives

Awards & prizes

Premium gifts

Sales Meetings

Samples/product sampling

Contests & Sweepstakes

48 | P a g e

Exchange Offers/buyback

Refund / Rebate

Price / Bonus Packs

PROMOTIONAL SCHEMES USED FOR STOCKIESTS

Encourage stockiest to participate in displays and sales contests.

Higher Margins: Tries to give higher margins to stockiest so that they dont
loose interest in the product and can earn good profits after meeting all the

expenses.
Sales Contests: Sales contest are held annually and whichever stockiest has
the best sales record a prize is given to him, like free holiday to the family

etc.
Allowances: Special allowances are given to both stockiest and stockiest

sales man if they achieve their monthly target.

Subsidy for Promotion Budget: Company gives subsidy to the stockiest,
who spend some money on the promotional schemes, like conducting a

sampling activity.
Danglers and Posters: Company gives posters and danglers to stockiest

which are further pasted and distributed by stockiest sales man.

Training: Special Training is given to Stockiest Sales Man, a training
workshop is organized by the company for stockiest sales man so that they
dont face any problem while placing their products and taking orders from

retailers.
Annual Gathering: All the stockiest meet under one roof at least once a year
and then the stockiest whose performance was best in term of sales is

awarded.
Fun Trip: A zone wise fully paid fun trip is organized by the company for all

the stockiest once a year.

Gathering While Launch of New Products: All the stockiest and their sales
man gather when there is a launch of a new product. Company gives free

samples & gifts to stockiest and their sales man.

Special Trade Schemes: Special trade schemes like two SKU free with the

12 SKU.
Free danglers and posters for publicity.

49 | P a g e

Buyback: Dabur foods have a scheme of replacement of products which gets

expired.

PROMOTIONAL SCHEMES USED FOR RETAILERS

Trade allowances: Short term incentives are offered to induce a retailer to

stock up more dabur products.

Dealer loader: An incentive given to induce a retailer to purchase and display

the products of dabur.

Trade contest: A contest to reward retailers those sells the most product of
dabur foods and after a specific period they are rewarded.

Point-of-purchase displays: Extra sales tools given to retailers by dabur to

boost sales, like danglers, posters, banners etc helps in promoting sales.

Push money: Also known as "spiffs". An extra commission paid to retail

employees to push products. This kind of practice dabur hardly follows.

Free samples: Dabur foods gives free samples are given to retailers so that
they can try that product if the product is new, or gives some discounts.

Demos: Special demos are given to retailers and even some stands, fridge are
given by retailers.

Discount Sales: Some special discounts are given to retailers from time to
time, like 1% cash discounts if payment is made in cash.

Retailer Coupons: Dabur gives some coupons like free lunch for family etc if
the retailer buys and sells a specific amount of products.

Higher Margins: Retailer has the highest margins and dabur foods also have
the same criteria, and retailer can further sell the dabur product to consumer at
discount keeping his margin safe.

50 | P a g e

Allowances for additional shelf space: Company as such does not pay
anything to retailer but gives some additional benefits for giving them shelf
space which is visible to customer when ever they enter the shop.

Merchandising Allowances: Allowances are given to Stockiest sales man for

merchandising dabur products. When ever the Stockiest sales man goes to take
orders then he also merchandises dabur products.

Bonus Packs: Time to time dabur gives bonus packs to retailers like buy 10
get 2 free with that.

Trade Allowance: Dabur comes with different types of trade discounts from
time to time, like sometime price discounts, sometimes gifts etc.

Free goods: Dabur gives free goods on the purchase of specific number of
goods.

Cash Rebate: Generally cash rebate is given by stockiest if retailer makes the
payment in cash at the time of purchase.

Product sampling: Dabur organizes sampling activities for its products which
are new, these activities are generally at the place where footfall is very high.

Displays: Dabur tries to give special displays to the retailers, so that they can
display their products on that.

Point-of-Purchase Material: POP material is available in the form of

stickers, banners, displays, posters, signs, streamers, etc. put up inside and
outside the stores & other possible purchase locations.

51 | P a g e

PROMOTIONAL SCHEMES USED FOR CONSUMERS

Price deal: A temporary reduction in the price is given to consumer during

some festival session by dabur foods.

Price-pack deal: The packaging offers a consumer a certain percentage more

of the product for the same price (for example, 25 percent extra).

Coupons: Dabur foods gives coupons during different sampling activities to

consumers and it have become a standard mechanism for sales promotions.

Loss leader: Dabur foods temporarily reduce the price of its popular product
in order to stimulate other profitable sales.

On-shelf coupons: Coupons are present at the shelf where the product is
available.

Rebates: Consumers are offered money back, rebate at different point of time.

Contests/sweepstakes/games: if a customer wins some game or contest at the

time of sampling activities then they are given a discount coupon of products

of dabur foods.
Point-of-sale displays: Displays helps the consumer easily recognize their
products, dabur keeps a special check on the displays and merchandising of
dabur products.

Sampling Activities: Dabur organizes different sampling actives at different

retail outlets.

Gift with purchase: Dabur foods gives gift items with purchase like a glass,
spoon etc.

52 | P a g e

Money Refunds: Customer can claim for refund of money if they face some
problem with the product

Contest /demos: There are different contests where customers play games and
win contests.

Festival Sales: Dabur foods come out with some special offers during festival
seasons like buy one get one free.

Multi-packs: Dabur foods has some products in multiple packaging which are

comparatively priced lower to the products sold in a single pack.

Trade Fairs & exhibitions: Here dabur foods displays all range of its
products, making it easier for customers to know about product line and

choose the best out of that.

Customer feedback: dabur foods consider its customer most important and in
case of any complaint by customer the foods department will leave all its

important work and will contact the customer.

Contact points: Customer can contact dabur foods by writing the mail or
letter on the addresses given at the back of dabur products, or even they can
call and visit the dabur web site.

THE PATH AHEAD:

Dabur intends to significantly accelerate profitable growth. To do this, Dabur
will:

Focus on growing their core brands across categories, reaching out to new
geographies, within and outside India, and improve operational efficiencies by
leveraging technology.

Be the preferred company to meet the health and personal grooming needs of
their target consumers with safe, efficacious, natural solutions by synthesizing
our deep knowledge of ayurveda and herbs with modern science.

53 | P a g e

Provide the 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 their peer group, to the shareholders.

CHAPTER-5
FINANCIAL ANALYSIS

54 | P a g e

SOURCE OF FINANCE:
Dabur
India
Standalone
Balance
Sheet

Previous
Years
------------------ in Rs. Cr.
-----------------Mar

Mar

Mar

Mar

'13

'12

'11

'10

12

12

12

12

mths

mths

mths

mths

174.38

174.29

174.21

174.07

86.76

174.38

174.29

174.21

174.07

86.76

0.14

Mar '14

12 mths

Sources Of Funds
Total Share
Capital
Equity
Share
Capital
Share
Application
Money
Preference
Share
Capital

55 | P a g e

Reserves

1,727.96

Networth

1,902.34

Secured
Loans
Unsecured
Loans
Total Debt
Total
Liabilities

1,420.4 1,128.2

927.09

9
8
1,594.7 1,302.4 1,101.1

662.4
8
749.3

17.79

22.47

19.12

17.57

24.27

26.5

219.11

254.15

235.78

81.8

44.29

241.58

273.27

253.35

1,946.63

1,836.3 1,575.7 1,354.5

106.0
7
855.4

Mar

Mar

Mar

Mar

'13

'12

'11

'10

12

12

12

12

mths

mths

mths

mths

1,017.04

937.7

883.23

766.88

0.78

363.39

321.12

297.9

269.32

653.65

616.58

584.55

497.56

16.73

17.07

25.12

11.92

Mar '14

12 mths

Application Of Funds
Gross Block

687.2
3

Less:
Revaluation

Reserves
Less:
Accum.
Depreciatio

236.2
8

n
Net Block

450.9
5

Capital
Work in
Progress
56 | P a g e

23.31

Investments
Inventories
Sundry
Debtors
Cash and
Bank

1,118.42

729.41

552.72

519.23

558.2

499.74

528.57

460.58

323.12

255.32

224.17

202.46

297.47

319.4

261.2

26.08

Balance
Total
Current

1,178.79

Advances
Fixed
Deposits

154.21

390.37

603.61

461.81

30.09

166.33

Total CA,
Loans &

1,333.00

Credit
Current
Liabilities
Provisions
Total CL &
Provisions
Net Current
Assets
Miscellaneo
us Expenses
Total Assets
57 | P a g e

1,464.8 1,647.6 1,317.2

1
298.4
4
130.4
8
48.8

477.7
2
348.9
4
115.1
1
941.7

894.61

771.96

695.7

539.05

280.56

219.57

592.4

535.36

440.1

1,175.17

991.53

1,288.1 1,074.4

911.8

157.83

Advances
Deferred

689.12

Assets
Loans and

1,074.4 1,013.9

348.5

1,946.63

471.7
3

473.3

359.54

242.85

29.94

53.83

82.95

2.74

1,836.3 1,575.7 1,354.5

855.4

Contingent

1,338.05

Liabilities
Book Value
(Rs)

1,719.0 1,337.8 1,075.8

7

10.91

9.15

7.48

6.33

8.64

Mar '

Mar '

Mar '

Mar '

13

12

11

10

RATIO ANANLYSIS:

Ratios
(Rs crore)
Mar '
14
Per share ratios
Adjusted
EPS (Rs)
Adjusted

3.86

3.39

2.92

2.64

4.84

(Rs)
Reported

4.17

3.81

3.29

2.96

5.28

EPS (Rs)
Reported

3.85

3.39

2.66

2.71

4.99

(Rs)
Dividend

4.16

3.81

3.04

3.02

5.43

per share
Operating

1.75

1.5

1.3

1.15

4.74
10.91

4.33
9.15

3.77
7.48

3.59
5.85

6.34
8.6

cash EPS

cash EPS

profit per
share (Rs)
Book
value
(excl rev

58 | P a g e

173.4

res) per
share EPS
(Rs)
Book
value (incl
rev res)
per share
EPS (Rs)
Net

10.91

9.15

7.48

5.85

8.6

27.93

24.95

21.57

18.81

33.05

EPS (Rs)
Profitability ratios
Operating

4.02

7.14

16.95

17.34

17.47

19.06

19.17

15.84

15.66

15.72

17.91

18.06

13.49

13.32

12.14

14.27

15.03

14.59

14.97

15.05

15.58

15.88

35.36

37.05

39.01

45.21

56.29

operating
income
per share
EPS (Rs)
Free
reserves
per share

margin
(%)
Gross
profit
margin
(%)
Net profit
margin
(%)
Adjusted
cash
margin
(%)
Adjusted
return on
net worth
(%)
59 | P a g e

Reported
return on
net worth
(%)
Return on

35.33

37.05

35.56

46.29

58.04

funds (%)
46.33
Leverage ratios
Long term

48.13

49.55

53.79

68.96

0.01

0.02

0.02

0.15

0.2

0.23

0.14

97.72

86.84

82.65

81.29

87.59

ratio
2.57
Liquidity ratios
Current

2.55

2.56

2.96

3.31

ratio
Current

1.13

1.48

1.49

1.23

1.03

st loans)
Quick

1.08

1.17

1.12

0.99

0.92

ratio
Inventory

0.65

0.97

0.88

0.77

0.67

8.72

8.7

7.11

8.65

11.31

45.4

44.23

48.88

42.46

46.86

long term

debt /
Equity
Total
debt/equit
y
Owners
fund as %
of total
source
Fixed
assets
turnover

ratio (inc.

turnover
ratio
Payout ratios
Dividend
payout
ratio (net
60 | P a g e

profit)
Dividend
payout
ratio (cash
profit)
Earning

42.03

39.36

42.8

38.07

43.13

54.65

55.77

55.44

56.53

51.67

58.01

60.64

60.55

61.11

55.64

0.06

0.36

0.47

0.49

0.23

48.34

45.72

50.49

50.47

42.53

(post tax)
38.52
Component ratios
Material

37.1

38.53

41.66

36.46

52.92
-

55.89
-

53.15
14.89

48.61
16.55

retention
ratio
Cash
earnings
retention
ratio
Coverage
ratios
Adjusted
cash flow
time total
debt
Financial
charges
coverage
ratio
Fin.
charges
cov.ratio

cost
componen
t (%
earnings)
Selling
cost
Compone
61 | P a g e

53.2
-

nt
Exports as
percent of
total sales
Import

4.51

5.47

4.44

4.09

4.31

0.86

1.47

0.91

0.93

1.22

0.57

0.47

0.46

0.43

0.45

93.24

93.29

93.34

93.41

87.1

comp. in
raw mat.
consumed
Long term
assets /
total
Assets
Bonus
componen
t in equity
capital
(%)

NET PROFIT/ANNUAL REPORT ANANLYSIS:

Profit loss account
(Rs crore)
Mar '
14
Income
Operating

Mar '

Mar '

Mar '

Mar '

13

12

11

10

4,870.

4,349.

3,757.

3,274.

2,867.

income
Expenses
Material

08

39

54

43

42

2,578.

2,327.

2,040.

1,662.

1,384.

consumed
Manufactur

74
49.87

63
48.12

76
46.41

37
67.6

29
58.17

ing
62 | P a g e

expenses
Personnel
expenses
Selling

343.93 281.24 243.37 230.84 212.34

expenses
Adminstrati

1,071.

ve expenses
Expenses

- 487.61 474.79

82 937.98 770.24 201.65

187.9

capitalised
Cost of

4,044.

3,594.

3,100.

2,650.

2,317.

sales
Operating

36

97

78

07

49

profit
Other

825.72 754.42 656.76 624.36 549.93

recurring
income
Adjusted

109.57

86.89

PBDIT
Financial

935.29 841.31

55.14

28.17

14.85

711.9 652.53 564.78

expenses
Depreciatio

19.35

18.4

14.1

12.93

13.28

n
Other write

53.89

73.24

65.88

37.73

31.91

16.6

5.66

offs
Adjusted
PBT

862.05 749.67 631.92 585.27 513.93

Tax charges
Adjusted

189.23 158.69 123.79 124.85

PAT
Non

672.82 590.98 508.13 460.42 420.23

93.7

recurring
items
Other non

-0.72

-44.89

10.99

13.1

0.25

-0.19

cash
adjustments
Reported
net profit
63 | P a g e

672.1 590.98 463.24 471.66 433.14

Earnigs
before
appropriati
on
Equity
dividend
Preference

1,762.

1,455.

13

09

1,177.
46 998.57 862.08

253.3 217.88 189.73 167.37

173.6

dividend
Dividend

tax
Retained

51.87
1,456.

43.56
1,193.

36.74

32.82

29.5

earnings

96

64 | P a g e

65 950.99 798.38 658.98

CHAPTER -5
KEY LEARNING AND RECCOMENDATION
FINAL ANALYSIS

65 | P a g e

REASONS FOR EXPANSION AND CONTRACTION:

Skin Care: Ayurvedic skin care range under a new brand launched; Acquisition of Fem
OTC Healthcare: Leveraging Ayurveda enovations to keep older products salient
Continued focus on the relevant portfolio to grow contribution

66 | P a g e

Fruit Drinks and Culinary:

Targeting inorganic opportunities

Market Entry: Acquisitions critical for building scale in existing categories & markets
Entry into the fast growing fruit
Geographies: Opportunities in drinks category leveraging the focus markets
Real franchise

Synergies: Should be synergistic and make a good

Strong innovation programme

Contribution: New products to contribute 5-6% of revenues
Focus Categories:
New product activations planned up in all categories
Renovation: Periodic brand Expanding across geographies
Overseas markets: 20% of overall company; target to sustain higher growth rates
South India: Increased contribution from 7% to 12%;

67 | P a g e

renovations to keep older products salient

Continued focus on the relevant portfolio to grow contribution
GROWTH RATE OF THE COMPANY:

INTERNATIONAL BUSINESS:

NAMASTE S PRODUCT (AFRICA):

SWOT ANALYSIS:

STRENGHT

OPPORTUNITI
ES

SWO
T

WEAKNESS

THREAT

1. STRENGTHS

Century Old Company

Established Brand

Ayurvedic/ herbal Product line

Leader in Herbal Digestives where the product has 90% of the market share

Core knowledge of Ayurveda as competitive advantage

Strong Brand Image

Strong Distribution Network

Extensive Supply Chain

R & D - a key Strength

WEAKNESS

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

Profitability is uneven across product line

Low Penetration (Chyawanprash)

Limited differentiation (Vatika)

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

OPPORTUNITIES

Extend Vatika brand to new categories like Skin Care and body wash segments

Market Development

Export Opportunities

Innovation

Increasing income level of the middle class

Creating additional consumption pattern

THREATS

Existing Competition like Himami, Baidyanth and Zandu for Dabur

Chyawanprash and Marico, Keo Karpin, HLL and Bajaj for Vatika Hair Oil)

New Entrants

Other fields of medicine- Allopathic and Homeopathic

CHAPTER 6
FINDINGS

A detailed analysis of the company shows that the company has had a strong fundamental as
well as a strong market performance over the years. Given the economic and the industry
environment (improving outlook for the CV industry) DABUR would be a key beneficiary.
While a pick-up in its CV volumes is evident, operating leverage and cost saving initiatives
will improve margins. DABUR, is number TWO in Health products manufacturing market
after AMWAY
On an average more than
92% people feel that the prices are affordable whereas 8% do not agree,
74% believe that attractive discounts are offered whereas 26% are not satisfied with the
discounts offered.
15% said that the quantity offered is less than the price quoted and whereas 85% said that
they provide less quantity but the quality satisfies all other parameters of human level of
satisfaction
knowledgeable sales persons , employees spent enough time before and during sales, display
of merchandise is attractive, availability of product, variety of merchandize, product in good
condition, prices are affordable, attractive discounts are offered, dcor of the waiting area is
pleasing, responds to complaints quickly, service of DABUR INDIA service station is
excellent, careful with personal information and is value for money . The overall opinion
about DABUR INDIA is very good.
Out of the samples, people are highly convinced that DABUR INDIA will Yield them better
results. As the sales of AMWAY grows as well as is still doing well in Mid-size and small
size segment so the DABUR CHAWANPASH and other products may be a good options for
the company in this term for sustaining sales in long run as well as in the current situations.

CHAPTER 7
RESEARCH & METHODLOGY
PRIMARY & SECONDARY DATA
QUESTIONNAIRE

OBJECTIVES
My objective is to apply my learning in the area of Marketing so that I gain significant
practical knowledge and understand the nature and importance of marketing mix and identify
the various inputs that should go into any program. Other objectives are as follows: To study the nature of the company.
To study the policies.
To study the role of the organization in development.
RESEARCH METHODOLOGY
Research is the manipulation of things, concepts of symbols for the purpose of generalizing
to extend, correct or verify knowledge, whether that knowledge aids in construction of theory
or in the practice of an art.
DABUR INDIA introduces thousands of new products as seasons or collections every year.

 The average footwear product takes 18 months to engineer, commercialize and appear on
retailer shelves, but quick to market products can move through the same process in less than
90 days.
Continuous improvement in material shows increasing list of construction choices that must
be tested and approved before being included in any product.
Despite the availability of digital product representations of products, our industry requires
physical product samples to test, approve and sell effectively.
Research Design
Descriptive research is used for this study. A survey was conducted through a questionnaire
by which an analysis was drawn.

Basic Research
The research which is done for knowledge enhancement, which does not have immediate
commercial potential, which is done for human welfare, animal welfare and plant kingdom
welfare is called basic, pure, fundamental research. The main motivation is to expand man's
knowledge, not to create or invent something. There is no obvious commercial value to the
discoveries that result from basic research.

DATA ANALYSIS

DATA COLLECTION
Data was collected through secondary data as well as primary data.
Secondary data:
Source of secondary data was collected with help of published reports and websites.
Secondary data are the data, which already exists somewhere.
It provides starting point for research and after that the advantage of low cost and

ready availability. Secondary data can be divided into two types:

1. Internal data
2. External data
When researcher uses the data that has already been collected by other data are
called secondary data.
Secondary data can be obtained from journals i.e. internal sources report,
government publication and books, professional bodies etc.
Primary data:
Primary data is a data which is done through questionnaires, interviews etc. It does not
exist anywhere. It is the practical research.

ANNEXURE

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.

11. Which brands of hair oil are you aware of?

Parachute

Keo Karpin

Nihar

Hair And Care

Dabur Vatika

12. Which brand of Hair Oil do you use?

Parachute

Keo Karpin

Nihar

Hair And Care

Dabur Vatika

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

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

Non sticky

Brand Loyalty

Fragrance

Price

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

TV

Internet

Word of Mouth

Print

16. 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

17. Which pack size do you prefer?

75 ml

150 ml

300 ml

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

Availability

Price

Family size

Storage

19. How often do you buy?

Once in 15 days

Once a month

Once in two months

20. Are you satisfied with your brand?

Yes

No

CHAPTER 8
CONCLUSION AND SUGGESTIONS

SUGGESTIONS
Based on the findings from the analysis the following suggestions could be made:

Demo of the product should be made available to Customers, since most of the
purchase decisions are based on it.
details should be made available to the customers in the most accurate numerical
form.
The dabur vatika has remained a bestseller throughout in the industry figuring in
the top 3 selling list for most of the years.
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 Maricos 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.

BIBLIOGRAPHY

6.1 Books
6.2 Magazines journals& News Papers
6.3 Internet

Books:

Marketing Management: Twelfth Edition Philip Kotler & Kevin Lane Keller

Annual reports of the company(2004-2006)

Magazines, journals and newspapers

Article on FMCG TODAY - Business today :15-22 MAY 2007

Article on FMCG INDUTRIES - India today 8 15 JUNE 2007
Article on FMCG SECTOR The economic times 28th may

Internet:

www.google.com
www.dabur.com
www.tutor2u.net
www.brandchannel.com
www.blonnet.com
www.superbrandsindia.com