dabur product part-1
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A
DISSERTATION REPORTON
TO STUDY THE MARKET SHARE OF DABUR
FMCG (SKIN CARE) PRODUCTS
In Partial fulfillment for the requirement of the course
Curriculum of PGDM
COMPANY PROFILE
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INDUSTRY PROFILE
FMCG are products that have a quick shelf turnover, at relatively low cost and don't require a lot
of thought, time and financial investment to purchase. The margin of profit on every individual
FMCG product is less. However the huge number of goods sold is what makes the difference.
Hence profit in FMCG goods always translates to number of goods sold. Fast Moving Consumer
Goods is a classification that refers to a wide range of frequently purchased consumer products
including: toiletries, soaps, cosmetics, teeth cleaning products, shaving products, detergents, and
other non-durables such as glassware, bulbs, batteries, paper products and plastic goods, such as
buckets. Fast Moving is in opposition to consumer durables such as kitchen appliances that aregenerally replaced less than once a year. The category may include pharmaceuticals, consumer
electronics and packaged food products and drinks, although these are often categorized
separately. The term Consumer Packaged Goods (CPG) is used interchangeably with Fast Moving
Consumer Goods (FMCG).Three of the largest and best known examples of Fast Moving
Consumer Goods companies are NESTL, UNILEVER AND PROCTER & GAMBLE. The
FMCG sector represents consumer goods required for daily or frequent use. The main segments of
this sector are personal care (oral care, hair care, soaps, cosmetics, and toiletries), household care
(fabric wash and household cleaners), branded and packaged food, beverages (health beverages,
soft drinks, staples, cereals, dairyproducts, chocolates, bakery products) and tobacco.
The Indian FMCG sector is an important contributor to the country's GDP. It is the fourth largest
sector in the economy and is responsible for 5% of the total factory employment in India. The
industry also creates employment for 3 million people in downstream activities, much of which is
disbursed in small towns and rural India. This industry has witnessed strong growth in the past
decade. This has been due to liberalization, urbanization, increase in the disposable incomes and
altered lifestyle. Furthermore, the boom has also been fuelled by the reduction in excise duties, de-reservation from the small-scale sector and the concerted efforts of personal care companies to
attract the growing rich segment in the middle-class through product and packaging innovations.
Unlike the perception that the FMCG sector is a producer of luxury items targeted at the elite, in
reality, the sector meets the everyday needs of the masses. The lower-middle income group
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accounts for over 60% of the sector's sales. Rural markets account for 56% of the total domestic
FMCG demand. Many of the global FMCG majors have been present in the country for many
decades. But in the last ten years, many of the smaller rung Indian FMCG companies have gainedin scale. As a result, the unorganized and regional players have witnessed erosion in market share .
HISTORY OF FMCG COMPNIES IN INDIA
In India, companies like ITC, HLL, Colgate,dabur, Cadbury and Nestle have been a dominant
force in the FMCG sector well supported by relatively less competition and high entry barriers
(import duty was high). These companies were, therefore, able to charge a premium for their
products. In this context, the margins were also on the higher side. With the gradual opening up of
the economy over the last decade, FMCG companies have been forced to fight for a market share.
In the process, margins have been compromised, more so in the last six years (FMCG sectorwitnessed decline in demand.)
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COMPANY PROFILE
The story of Dabur begin with a small but visionary Endeavour by Dr. S.K.
Burman, a physical tucked away in Bengal, his mission was to provide effective and
affordable cure for ordinary people in for flung villages.
Dr. Burman setup Dabur in 1884 to produce and dispense Ayurvedic Medicines.
Reaching out to a wide mask of people who had no access to proper treatment.
More than a century after Dr. S.K. Burman setup his company with the vision of
good health for all, Dabur has grown many fold. It is now a leading nature base
health and family care product company.
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FOUNDER OF DABUR INDIA LIMITED
DR. S. K. BURMAN
(1856-1907)
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HISTORY
Birth of Dabur - 18841896 - Setting up a manufacturing plant
1900 - Ayurvedic Medicines
1919 - Established to research laboratories
1920 - Expand further
1936 - Dabur India (S.K. Burman) Pvt. Ltd.
1972 - Shift in Delhi
1979 - Sahibabad Factory/Dabur research foundation
1986 - Public Ltd. Co.
1992 - Joint venture with Agrolimen of Spain.
1993 - Cancer Treatment
1994 - Public issues
1995 - Joint Ventures
1996 - Separate Division
1997 - Food division/project stars
1998 - Professionals to manage the company
2000 - Turnover of Rs. One Crore
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DABUR AT A GLANCE
Dabur India Ltd. is the fourth largest F.M.C.G. Company in India with interest in health care products, personal care products food products and skin care products. Building on a legacy of
quality and experience for over 100 years, today Dabur has powerful brands.
Dabur India Ltd. Has marked its presence with some significant achievement and today commands
a market leadership status. Dabur mission of popularizing a natural life style transcends national
boundaries. Today there is a global awareness of alternative medicine, nature-based and holistic
life style and interest in herbal products. Dabur has been in the forefront of popularizing this
alternative way to life, marketing its products in more than 50 countries all over the world.
It manufacture over 450 products covering a wide range in health and personal care, it has 10
manufacturing locations seven in India and one each in Nepal, Egypt and U.K.
It has five subsidiaries companies
Dabur food Dabur Nepal Dabur oncology Dabur pharma Dabur Egypt
Dabur has three business division
Family Product Division (FPD) Health Care Product Division Dabur Ayurvedic Speciality Division
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MILESTONES TO SUCCESS
Dabur India Ltd. made its beginnings with a small pharmacy, but has continued to learn andgrow to a commanding status in the industry. The Company has gone a long way in popularising
and making easily available a whole range of products based on the traditional science of
Ayurveda. And it has set very high standards in developing products and processes that meet
stringent quality norms. As it grows even further, Dabur will continue to mark up on major
milestones along the way, setting the road for others to follow.
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 medicines
Dabur 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 products manufacturing initiated
1936 - Dabur (Dr. S K Burman) Pvt. Ltd. Incorporated
1940 - Personal care through Ayurveda
Dabur introduces Indian consumers to personal care through Ayurveda, with the launch of
Dabur Amla Hair Oil. So popular is the product that it becomes the largest selling hair oil
brand in India.
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1949 - Launched Dabur Chyawanprash in tin pack
Widening 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
1970 Entered Oral Care & Digestivessegment
Addressing rural markets where homemade oral care is more popular than multinational brands,Dabur introduces Lal Dant Manjan. With this a conveniently packaged herbal toothpowder is
made available at affordable costs to the masses.
1972 - Shifts base to Delhi from Calcutta
1978 Launches Hajmola tablet
Dabur continues to make innovative products based on traditional formulations that can provide
holistic care in our daily life. An Ayurvedic medicine used as a digestive aid is branded and
launched as the popularHajmola tablet.
1979 - Dabur Research Foundation set up
1979 - Commercial production starts at Sahibabad, the most modern herbal medicines
plant at that time
1984 - Dabur completes 100 years
1988 - Launches pharmaceutical medicines
1989 Care with fun
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The Ayurvedic digestive formulation is converted into a children's fun product with the launch
Hajmola Candy. In an innovative move, a curative product is converted to a confectionary item
for wider usage.
1994 - Comes out with first public issue
1994 - Enters oncology segment
1994 Leadership in health care
Dabur establishes its leadership in health care as one of only two companies worldwide to
launch the anti-cancer drug Intaxel (Paclitaxel). Dabur Research Foundation develops an eco-
friendly process to extract the drug from its plant source
1996 - Enters foods business with the launch of Real Fruit Juice
1996 - Real blitzkrieg
Dabur captures the imagination of young Indian consumers with the launch ofReal Fruit Juices
- a new concept in the Indian foods market. The first local brand of 100% pure natural fruit
juices made to international standards, Real becomes the fastest growing and largest selling
brand in the country.
1998 - Burman family hands over management of the company to professionals
2000 - The 1,000 crore mark
Dabur establishes its market leadership status by staging a turnover of Rs.1,000 crores. Across
a span of over a 100 years, Dabur has grown from a small beginning based on traditional health
care. To a commanding position amongst an august league of large corporate businesses.
2001 - Super specialty drugs
With the setting up of Dabur Oncology's sterile cytotoxic facility, the Company gains entry into
the highly specialised area of cancer therapy. The state-of-the-art plant and laboratory in the
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UK have approval from the MCA of UK. They follow FDA guidelines for production of drugs
specifically for European and American markets.
2002 - Dabur record sales of Rs 1163.19 crore on a net profit of Rs 64.4 crore
2003 - Dabur demerges Pharmaceuticals business
Maintaining global standards
As a reflection of its constant efforts at achieving superior quality standards, Dabur became the
first Ayurvedic products company to get ISO 9002 certification.
Science for nature
Reinforcing its commitment to nature and its conservation, Dabur Nepal, a subsidiary of Dabur
India, has set up fully automated greenhouses in Nepal. This scientific landmark helps to
produce saplings of rare medicinal plants that are under threat of extinction due to ecological
degradation.
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DABUR PERSONAL CARE PRODUCT RANGE
Amla Hair Oil -
Amla Lite Hair Oil -
Vatika Hair Oil -
Anmol Sarson Amla -
- Anmol Silky Black Shampoo
- Vatika Henna
Conditioning Shampoo
- Vatika Anti-Dandruff Shampoo- Anmol Natural Shine Shampoo
Dabur Gulabari-
Dabur uveda-
Dabur Moisturizer-
- Dabur Red Gel- Dabur Red Toothpaste
- Babool Toothpaste
- Dabur Lal Dant Manjan
- Dabur Binaca Toothbrush
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DABUR FOODS PRODUCT RANGE
Tastes like eating a fruit 100% Natural Fruit Juice Pure natural Honey
Hommade - a range of
culinary ingredients
giving you 'The taste
of Indian Kitchen'.
Lemoneez is a Natural Lemon Juice Capsico - a fiery red-pepper sauce
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DABUR HEALTH CARE PRODUCTS
Dabur Chyawanprash Glucose D Dabur Lal tail Dabur Baby olive oil Dabur Janma Ghunti Hajmola Yumstick Hajmola Mast Masala Anardana Hajmola Hajmola candy Hajmola Candy Fun2 Pudin hara (Liquid and pearls)
Pudin hara G Dabur Hingoli Shilajit GoldNature Care Sat Isabgol Shilajit Ring Ring Itch Care Back-aid Shankha Pushpi Dabur Balm Sarbyna Strong
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THE BRANDS
y Dabur Amla Hair oil.y Dabur Pudin Hara (Pearl + Herbal)y Dabur Chyawanprashy Dabur Honeyy Dabur Glucon-Dy Dabur Red Tooth Pastey Dabur Vatika anti dandruff Shampooy Dabur Gulabri
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ABOUTS THE PRODUTS
Dabur Vatika Fairness Face Pack:-
Available in: -10 gm
-60 gm
Dabur Pudin Hara:-
Available in :- (Liquid)
-10 ml
-30 ml
(Pearls)
- In Strip
Dabur Vatika Hair Oil :- (Henna conditioning + Anti-dandruff)
Available in:-
Bottles -75 ml
-150 ml
-300 ml
Flip Can -150 ml
-300 ml
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Dabur Lal Dant Manjan:-
. Available in:-
-10 gm-60 gm
-100gm
-150 gm
-300 gm
Dabur Glucose-D:-
Available in:
-100gms
-200gms
-500gms
-1 kg
Dabur Red Tooth Paste:-
Available in: -
-50 gm
-100 gm
-200 gm
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Henna Conditioning Shampoo :-
Dabur Vatika Shampoo:-
Anti-Dandruff Shampoo :-Available in: -8 ml
-50 ml
-100 ml
-200 ml
-300 ml
DABUR GULABRI
DABUR UVEDA
DABUR MOUSTIRESER
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OBJECTIVE OF THE RESEARCH
To get an idea about the demand of Dabur skin care products in the market. Analysis of market share of Dabur skin care products by the comparison of other brands.
PURPOSE
To calculate the percentage of product display of Dabur brand along with other brands atdifferent retail outlets in Bangalore.
To give suitable suggestions and recommendations by which Dabur India Ltd. Canmaintain and increases its position in the market.
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PROBLEM OF FMCG COMPANIES
The fast-moving consumer goods (FMCG) companies are faced with a peculiar challenge of
maintaining profitable growths in the backdrop of a low inflation rate. As against the high
inflation of the early 90s the peak growth season for all FMCG companies the ensuing
period of a lower inflation rate dares companies to now play the volume game. As against a
growth in profitability, which came with price increase in line with the rising inflation, the FMCGindustry will now have to do without this critical factor which has been contributing to almost half
of the industrys growth. Volumes will play a critical role now. The number of units sold will be
an important metric, as there is very little avenue to drive price growth, said MS Banga,
chairman, Hindustan Lever Ltd (HLL), in his keynote address at the 2nd National FMCG
Conclave organized by the Confederation of Indian Industry (CII). Since volume will be the key
determinant of growth, the industry will be forced to push volume growth. Hence, for those
companies which hitherto relied on price increase as an easy way to enhance profitability, there
could be a pressure on margins. To tackle the problem there needs to be a relentless focus on cost-
cutting. Many companies, which have understood that volumes will be critical, will benefit,
added Mr. Banga. According to Mahesh Vyas, executive director, the Centre for Monitoring
Indian Economy (CMIE), the year holds a lot of promise, if growth is good and inflation is lower.
Volume growth and no price reduction is good for FMCG, said Mr. Vyas. He, however, said
fresh investments were critical for sustained growth in the economy. Another serious challenge
which the industry is faced with, said Mr. Banga, is consumer promotions where freebies are
threatening to lead to the commoditization of the industry. I believe that the industry must take aserious note of it. It is threatening the very premise on which the FMCG industry stands today (i.e.
branding), Mr. Banga added. As to how HLL, which is a leading FMCG company, would boost
its volumes and maintain its margins, Mr. Banga said the only way out was branding. He denied
that HLL was cutting down upon its advertising spends, which he said, was only on a quarter-on-
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quarter basis. The total advertising expenditure for HLL declined to Rs 182.74 crore during the
third quarter ended September 30, 2003, from Rs 217.80 crore.
One of the reasons is the fact that the Conditional Cash Transfer scheme (CCT) is gathering
support as a replacement for myriad welfare schemes. Along with the rural employment guarantee
scheme, loan waivers and increase in prices at which agricultural products are bought, the CCT
could solve the FMCGs problem of unpredictability of agricultural income and the associated fall
in market demand. The mainstay of the rural thrust of FMCG companies is based on the hope that
there are disposable incomes lying untapped in the hinterland: if the rural population spends
some of this, it will certainly boost demand in the current recession. With urban consumption in
decline or stagnating because of the economic slowdown, FMCG companies have been hit hard.The idea is to give a choice to the rural customer to shift to branded products, from traditional,
unbranded merchandise from the nonorganised sector. The growth is in rural, says Indias top
marketing head, Rama Bijapurkar. Rural India constitutes over 60 percent of the countrys total
consumer base. Its estimated that rural markets hold 55 percent of total LIC policies, 50 percent
of the market for televisions, fans, bicycles and wristwatches and a massive 70 percent of the
market for toilet soap consumption. The Rs 65,000 crore debt waivers announced last year helped
3.6 million farmers and made them eligible to fund the next crop. The Centre continued to provide
short-term crop loans at 7 percent interest up to Rs 3 lakh. An upturn in agriculture was seen in the
UPAs interim budget of 2009-10, where the annual growth rate of agriculture was posted at 3.7
percent. Added to this was the election-inspired increase in minimum support prices (MSP) in
2008-09. Announced in the season ahead of the general election, the MSP for paddy (Rs 550 per
quintal in 2003-04) rose to Rs 900; for wheat, the MSP, which was Rs 630 per quintal, rose to Rs
1,080. It also led to massive procurement of food grains this year.
Factors like this, according to analysts, have created disposable incomes which the ruralconsumers should be, ideally, keen on spending on consumer goods. THE ECONOMIC SURVEY
2007-08 says rural India spends, on average, 55 percent on food and 45 percent on non-food items
like clothing, consumer durables, education and health. And its spend on urban costs of living
such as electricity, commuting, fuel and rent is negligible. That level of spending on regular
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consumables is good news for FMCG manufacturers. Add to that the fact that, unlike their urban
counterparts, rural citizens incomes are relatively better preserved from market fluctuations and
real estate shocks. For corporate, the rural hinterland had earlier meant high investment because ofpoor infrastructure, absence of storage services, no electricity, water or finance facilities. In times
of recession, the problems appear surmountable. Its expected that catching the villages fancy
should be far easier than that of the info-fatigued urban buyer. The rural market already accounts
for 50 percent of FMCG products like pressure cookers, tea, branded salt and tooth powder.
Companies expect to increase market share and to add products to the rural portfolio. According to
ASSOCHAM, which announced early this year that the FMCG sector is pegged to grow at 40
percent in the rural market, rising rural incomes, healthy agricultural growth, boost in demand,
rising consumerism and better penetration of FMCG products, are the reasons for this projection.
Agrees Deepak Jolly, a director with Coca-Cola India: The rural thrust in India today is huge. In
many ways, I would say it is the main driver for the markets. Among the few things that the
FMCG companies are seeking from this budget is that the taxes and duties that have been reduced
by the government to promote the sector should not be revoked. If only they could have the same
impact on the monsoon: any weakening or failure there will considerably affect the purchasing
power of villagers and volumes of FMCG products. Its in this context that the gathering support
for the conditional cash transfers (CCT) scheme should be seen it proposes that the governmentdeposit an amount in the account of beneficiaries identified according to poverty criteria. The
amount is deposited in the name of the woman member of the household and accessed only if
children go to school or attend the health centre. Farmers are spending more than ever to cultivate;
villagers are spending more than ever to buy food. The government hopes to bring the National
Food Security Bill that provides monthly 25kg to BPL families at Rs 3 per kg. It would be
interesting to watch if the disposable income left after such subsidies will be used for
consumption.
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RESEARCH METHODOLOGY
Data sources : Primary data. Research approaches : Survey. Research instrument : Questionnaire Sampling plan : Sample size Contact method : Direct interview
Taking the above attributes in to consideration the following decision is to be taken for research
plan.
Data sources :-
Primary data and information was collected from various retailers and customers as well in
Bangalore.
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METHOD OF DATA COLLECTION
PRIMARY DATA:-
Primary data refers to those figures which are self collected by the investigation. These data
are original in the sense that these are collected for the fist time.
In the word of Secrist, Data which are gathered originally for a certain purpose are known as
primary data.
According to Wessel: Data origanilly collected in the purpose of the investigation are known
as primary data. These figures are mostly in the raw form.
I have collected the primary data through the questionnaire.
Merits of Primary Data:-
High degree of accuracy. A primary source show data in greater details. For some investigators, secondary data are not suitable at all. It does not required extra caution regarding suitability, adequacy and reliability of data.
Demerits of primary data:-
Collection of primary data requires a lot of time. Collection of primary data requires requires a lot of funds. Collection of primary data requires a lot of labour and time Collection of primary data requires high degree of skill.
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AREA COVERED
BANGALORE
WEBSITS
y www.Google.comy www.dabur.com
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