WINTER PROJECT REPORT

ON

“comparative analysis and market

presence(Agra) of Dabur Hajmola”

UNDER THE GUIDANCE OF

MR.SUBHO CHATTOPADHYAY

FACULTY LBSIMT BAREILLY

Submitted by: Submitted to: MOHIT KUMAR GUPTA DR V.N.CHOUDHARY

ROLL NO -213050 ACADEMIC COORDINATOR LBSIMT BAREILLY

Lal Bahadur Shastri Institute ofManagement and Technology,

Bareilly (PGDM 2008-10)

1

L B S I M T

ACKNOWLEDGEMENT

The beatitude, bliss and euphoria that accompany the successful completion of any task

would not be complete without the expression of appreciation of simple virtues to the

people who made it possible.

The final project report is submitted to LAL BAHADUR SHASTRI INSTITUTE

OF MANAGEMENT AND TECHNOLOGY for partial fulfillment of, post graduate

diploma in management (PGDM).

This project is an attempt to study “comparative analysis and market presence(Agra) of

Dabur Hajmola”..

I would like to sincerely thank my faculty guide Asst. Prof .Subho chattoupadyay

whose guidance has helped me to Understand and complete my project timely and with

proper manner

Mohit kumar gupta PGDM (2008-10)

2

DECLARATION

I do hereby declare that the project report is submitted as partial fulfillment of the

requirement of PGDM Program of LAL BAHADUR SHASTRI INSTITUTE OF

MANAGEMENT AND TECHNOLOGY BAREILLY

The Project has been done under the guidance of Asst.Prof. Subho Chattopadhyay Faculty guide, LAL BAHADUR SHASTRI INSTITUE OF MANAGEMENT AND TECHNOLOGY BAREILLY.

No part of this report has not been published or submitted elsewhere for the fulfillment of

any degree or diploma for any institute or university.

INDEX

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1 Company profile 5

2 Product profile 8

3 Research methodology 11

4 Competition analysis 12

5 SWOT analysis 13

6 Retail data analysis 15

7 Market share of Dabur Hajmola 16

8 Product/Market profitability 18

9 Competitive advantage 20

10 Consumer survey analysis 22

11 Product life cycle/Customer loyalty 23

12 Tendency to buy 25

13 Present performance of Dabur Hajmola 27

14 BCG matrix 30

15 Findings and problems 32

16 Suggested strategies for increasing the Market size

33

17 Conclusion 35

18 Bibliography 36

Company Profile

4

Dabur, today one of the largest FMCG companies in India, was started by the Burman

family in 1884 in Kolkata (West Bengal).With a legacy of 125 years built on attributes of

quality and trust, Dabur has proven its expertise in the fields of health care, personal care,

Homecare and Foods.

The business based on the vision of founder Dr S K Burman - "What is life that cannot

bring comfort to others", started as a small pharmacy selling healthcare products. Two

decades later the company entered the specialized area of Ayurvedic medicines and

branded its products. With growing demand, Dabur shifted its operations to Delhi in 1972

and a few years later set up full-fledged research operations in healthcare.

In the early 1990s, with the economy opening up, the company identified various

investment opportunities to accelerate its growth. The management also realized the

importance of scaling up its operations and decided to go public during mid-nineties. It is

during this time that the company also decided to professionalize its operations by

curtailing the role of the promoter family and inducting professionals from outside to take

charge. Subsequently in 1996, Dabur India set up its own foods division - Dabur Foods,

as wholly owned subsidiary of Dabur India.

The company, headquartered in Ghaziabad, Uttar Pradesh, is today listed on Indian stock

exchanges and commands a valuation of over US$ 1.5 billion. Operating through various

business divisions supported by manufacturing presence spread in India and overseas, the

company has been ranked amongst the “Best under a Billion” list by Forbes.

The company has over 12 manufacturing units in India & abroad. The international

facilities are located in Nepal, Dubai, Bangladesh, Egypt and Nigeria. Three of the

facilities in India are strategically located in excise duty free zones - Rudrapur

(Uttaranchal), Baddi (Himachal Pradesh) and Jammu.With the acquisition of Balsara,

Dabur now has additional facilities at Baddi & Silvassa (Dadar & Nagar Haveli).The

company has a multifruit processing plant at Siliguri (West Bengal) for production of

pulp and concentrates.This is a step taken by the company towards backward integration

5

by locating this facility in proximity to its juice plant in Nepal. Dabur Foods, the

subsidiary of Dabur India has also recently acquired a fruit juice plant in Jaipur

(Rajasthan).

6

The pie-chart below shows the contribution of different product categories to the

Customer Health Division (CHD) of Dabur. According to the chart, maximum

contribution is made by Hair Care products followed by Oral Care products and Health

Supplements. Digestive and Confectionary products contribute 10% of total contribution

in CHD of Dabur and least contribution is made by Home Care products.

2008-09

6% 22%

8%33%

10%

21%Home CareOral CareBaby &Skin careHair careDigestive & ConfectionaryHealth Supplement

The Product under Study

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The product for our study is Dabur Hajmola. I have considered the following varients

under the brand name of Dabur Hajmola.

1. Hajmola Tablets

Originally Ayurvedic digestive medicine. First to be

branded as a product. Mix of traditional Indian culinary

herbs, spices and edible salts.

Health Benefits

- Eases condition of flatulence 

- Controls Dyspepsia

- Increases appetite

- Helps in proper digestion and relieves indigestion

Usage

Can be taken at any time of the day. Chewing slowly improves the taste.

Recommended Dose

   Adults and elderly: 1 - 2 tablets

   Children:               1 tablet

   

Overdose Caution

   Hajmola Tablets taken in large dose can cause irritation in the stomach.

   Storage: Keep in a cool, dark place.

2. Hajmola Candy:

The zingy tangy candy that's fun to have any

time of the day. And what's more, it gets

your digestive juices working better. That's a

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great way to enjoy while staying healthy – with Hajmola Candy's khatta meetha taste and

4 fun-filled flavours.

3. Hajmola Candy Fun2:

Hajmola Candy brings in an innovative and

exciting offering in the confectionary category-

Hajmola Fun2Candy.

“A centre filled candy 2 times masty and 2 times

the taste.”

4. Hajmola Mast Masala:

Hajmola Mast Masala is a chaat masala with

dual benefit. It has a chatpata taste with the

benefits of good digestive element.

5. Hajmola Anardana:

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Hajmola Anardana Churan,

with its unique chatpata taste

and do good properties, is the

first branded churan in the

market.

Research Methodology

All the data taken in this project, are secondary data, which is taken from

various sources.

AC Neilson survey conducted on Agra- 2007

www.dabur.com

News Papers and Articles

Statistical Tools

Simple statistical tools like Bar chart, Pie chart, Tables are used.

10

Competition Analysis

As a part of my project i will be taking into account various players in Digestive and

Confectionary (Hard-boiled Candies) market. Following table shows the players along

with their Brands and product variants that are taken for consideration.

S. No. Name of the organization Brand Product Varients

1. Dabur Hajmola Digestive tablets Imli, Awaleha

Hajmola Candy Albela Aam, Chulbuli

Imli, Pangebaaz

Pineapple, Rangeela

Santra

Hajmola Fun 2 Candy Peech, Green, Mango,

Litchi

Hajmola Anardana -

2. S.S.G. Pharma Satmola Digestive tablets -

Kaccha Aam -

Jaljeera -

3. Anil Foods Chatmola Churn and tablets

Jeeragol -

Candy -

4. Hamdard Pachnol -

5. Poddar Gasgo -

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6. Alka Ayurvedic Pvt. Ltd. Pachmolla -

Khatmolla -

7. ITC Canyman Albelu Imli

8. Divya Pharmacy Pachak Anardana -

Major Competitors:

1. ITC

2. S.S.G. Pharma

3. Divya Pharmacy

4. Anil Foods

SWOT ANALYSIS OF DABUR

STRENGTHS:

A very rich base of traditional knowledge in

therapeutics i.e. Ayurveda, Sidha & Unani.

Well developed engineering base to produce

wide range of pharmaceutical equipment and

machinery.

Successful experience in innovative process

chemistry.

Relatively low priced products.

High quality products.

Strong Product Adaptation.

Strong Media and Advertising Management.

Modern Trade Management.

Distributions reach of 1.8 million retail

outlets.

Agronomy initiative to ensure supply of rare

medicinal herbs.

WEAKNESSES:

Sub-critical R&D investments.

Lack of innovative R&D culture in

industry.

Poor networking among constituents in

the innovation chain.

Inadequate trained manpower in

emerging areas.

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OPPORTUNITIES:

Due to rising costs of R&D overseas, greater

tendency towards outsourcing and

networking.

Expertise to blend knowledge of traditional

medicines with modern science.

Potential for clinical research and initiating

clinical trials.

Opportunity to improve quality standards.

Consumers moving up the value-chain.

THREATS:

Inability to cope-up with the rapidly changing

new discovery technologies and processes at

the global level.

Rapidly changing standards of quality and

manufacturing at the international level.

Lack of clearly articulated and facilitative

national IPR policies.

Lack of strategy to bring convergence between

aspirations of the `small’ and `big’ players.

Distortion in priority and public concern on

health & Pharma issues.

Reducing tariff levels and dumping can be a

threat to survival of products and industry.

Rising demand of the Ayurvedic products of

prospective competitor i.e. Divya Pharmacy.

Retail Data Analysis

Data analysis gave us the following results in various segments.

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Market Share: This helped in finding the market share of Dabur Hajmola with respect

to other players and the market share of various variants of Dabur Hajmola.

Market Share of Dabur Hajmola (Competition-wise June 2008)

This pie chart shows

the competition that

Dabur is facing from

the other major

players existing in the

industry. The closest

competitor of Dabur

is ITC and S.S.G.

Pharma, Divya

Pharmacy and Anil Foods are other competitors. The chart clearly shows that Dabur is

the market leader with 93% share in Digestive and Confectionary (hard- boiled candies)

industry.

Distribution of market share of Dabur Hajmola among its varients

This chart shows the

distribution of market

share of Dabur Hajmola

among its variants.

Hajmola tablets have the

maximum share follwed

by Hajmola Candy. Thus

maximum revenue of

Dabur Hajmola comes

from Hajmola tablets and Candy with 47 percent and 46 percent of total revenue

respectively.Hajmola

** as per survey done by AC Neilson-2007(Agra).

14

Market Share of Dabur Hajmola

93%

5% 1%

0%1%

Dabur

ITC

S.S.G. Pharma

Divya Pharmacy

Anil Foods

Diatribution of Market Share of Dabur Hajmola among its varients

47%

46%

3% 4%

Hajmola Tablets

Hajmola Candy

Hajmola Fun 2 Candy

Hajmola Anardana

Fun2Candy and Hajmola Anardana contribute about 3 percent and 4 percent respectively

of total revenue.

Market Share of Dabur Hajmola (Zone-wise)

The chart clearly shows

that maximum revenue

comes from North zone

followed by East zone.

This is because of the fact

that north zone has the

maximum number of stores

and shops penetration as

compared to any other

zone.

Market share of Dabur Hajmola ( On the basis of regions)

15

Distribution of Dabur Hajmola (Zone-wise)

2% 8%

72%

18%

East Zone

South Zone

North Zone

West Zone

Availability of Dabur Hajmola

24%

20%48%

2% 2% 2% 2%

Departmental Store

Medical Store

General Store

Kirana Shops

Bakery Shops

Sweets Ssops

Canteen of Institutes

** as per survey done by AC Neilson-2007(Agra).

According to this pie-chart, maximum quantities of Dabur Hajmola in Agra sell through

General Stores followed by Departmental Stores and Medical Stores. The quantity of

Dabur Hajmola sold by each General Store is less as compared to the Departmental Store

but as they are many in numbers their contribution is highest in the total quantities sold of

Dabur Hajmola from Agra. The Kirana Sops, Bakery ShoSweets Shops and Canteens

contribute about 2 percent of total quantities sold as they are very few in number.

** as per survey done by AC Neilson-2007(Agra).

PRODUCT/MARKET PROFITABILITY

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Profit Impact of Market Studies (PIMS) research has shown that there is a clear

relationship between profitability, market share, and product quality. Here i consider

quality of all aspects of dabur offer.

If customers perceive the offering as being of higher quality, they are prepared to pay

more for it. This matrix displays this relationship.

40% ROI:

High Market Share

High Product Quality

Your offering is in the best quadrant. Companies which are able to combine high product

quality with high market share average around 40 percent return on investment.

**Dabur Hajmola also lies in this quadrant with 93% of market share and offering

high product quality.

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20% ROI:

High Market Share

Low Product Quality

Your offering is in the quadrant that averages about 20 percent return on investment.

These profits probably result from low costs as a result of economies of scale made

possible by the high market share. Products in this quadrant are often oriented to a mass

market and are generally quite difficult to differentiate. The principle criterion for

purchase is price.

20% ROI:

Low Market Share

High Product Quality

Your offering is in the group that averages a 20 percent return on investment. Although

you have a low market share, customers are willing to pay a higher price for the product.

**Divya Pharmacy lies in this quadrant, though its market share is initially low but

it is offering high quality products with Ayurvedic ingredients and is a prospective

threat to Dabur Hajmola.

Low Return:

Low Market Share

Low Product Quality

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Your offering is in the quadrant where profitability is generally very low. Both market

share and product quality are below average. Companies in this quadrant generally

consider withdrawing their offering and making investments elsewhere.

**S.S.G.Pharma competitor of Dabur Hajmola lies in this quadrant with 1%

market share and offering low quality as compared to Hajmola.

COMPETITIVE ADVANTAGE

This matrix examines how an organization might gain a competitive advantage. It

measures relative costs and the degree to which the organization can differentiate its

products/services from those of its competitors.

Maintain Specialty:

Differentiation: High

Relative costs: High

Indicates a specialty company that markets unique products at premium price.

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Outstanding Success:

Differentiation: High

Relative Costs: Low

Outstanding opportunity for success.

Freedom to compete at any price.

**Dabur’s Hajmola lies in this quadrant where it provides vast customer base with

relatively low costs but high product differentiation through high quality.

Hope for Growth Market:

Differentiation: Low

Relative costs: High

You have high costs and a commodity type of product.

The only hope for success is rapid growth of the market.

Maintain Cost Advantage:

Differentiation: Low

Relative costs: Low

Your products or services are much like your competitors'. If you can maintain

your cost advantage, you can compete well as the lowest cost producer.

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Consumer Survey Analysis

The Customer survey done by AC Neilson included a question which inquired about the

factors that influence the consumers to make a decision on which brand of Digestive

tablet and Candies they wished to buy. This reflects the pre-purchase decision making of

the consumer before the actual point of purchase. The trends reflected are summarized in

the following chart:

Factors Influencing Customers Purchase Decision

25%

16% 15%12% 10%

6% 6%10%

0%5%

10%15%20%25%30%

Mai

nIn

gred

ient

s

Bra

nd

Tas

te

Pric

e

Pac

kagi

ng

Cel

ebrit

yE

ndor

sem

ent

Adv

ertis

ing

Eas

yA

vaila

bilit

y

Series1

** as per survey done by AC Neilson-2007(Agra).

Interpretations:

1. 25 percent of the customers are influenced by the main ingredient Dabur Hajmola

contains. The traditional Indian Culinary mix of herbs and spices it contains,

helps in easing condition of flatulence, Controlling Dyspepsia, and increasing

appetite. It also helps in proper digestion and relieves indigestion.

2. Brand trust is a major factor that affects consumer’s buying patterns. Thus a

brand with a high trust value for an individual consumer is a major factor to

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influencing consumer buying and comes only after the Main ingredients on 16%

of the consumer’s priority list.

3. 15 percent of the consumers are influenced by the taste of Dabur Hajmola. The

zingy and tangy taste of Dabur Hajmola influence them to purchase it vis- a- vis

its competition.

4. Customers having Celebrity Endorsement (6%) , Advertisement (6% of the

customers) and Easy Availability (10% of the customers) were among the least

counted factors that accounted for the purchase of a particular brand of Digestive

tablets and candies.

PRODUCT LIFE CYCLE/CUSTOMER’S LOYALTY

This chart illustrates the value of customer loyalty in markets with different levels of

growth.

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Develop Loyalty:

High Market Growth

Low Customer Loyalty

There are clear long term advantages to developing customer loyalty in this quadrant.

Your actions should be focused at the efforts required to secure this loyalty.

**S.S.G Pharma’s products lies in this quadrant with only 1% market share and

low customer loyalty and customers are high switchers.

Maintain Loyalty:

High Market Growth

High Customer Loyalty

This quadrant indicates success. You should be reaping the rewards of customer loyalty.

However, you should continue to work to maintain that loyalty. You should not be

complacent.

**Dabur Hajmola lies in this category with only 6% customers with low brand

loyalty.

**Divya Pharmacy’s products lies in this quadrant with only 1% market share but

high customer loyalty and its customers are hard core loyals.

Specialist Company:

Low Market Growth

Low Customer Loyalty

The low market growth makes it questionable for you to spend resources in building

customer loyalty. If you are a specialist company or are in the embryonic stage of a

market, your efforts may be justified.

23

Try Not to Lose It:

Low Market Growth

High Customer Loyalty

Some customers are very loyal to their suppliers. If you have developed their trust and

support, even in a low-growth market, take care not to do anything to lose that loyalty.

The market is probably mature, so do not overspend in this environment.

TENDENCY TO BUY

Buying decisions are influenced by many factors. Two of the most important factors are

the nature of the product itself and the extent to which the customer knows and trusts the

supplier. This chart illustrates the relationship between these factors as it relates to you

and your competitors.

24

Promotion:

Well known company

Me-too Product

Your company is well known but your product offers little differential advantage over its

competition. The success you can expect will depend largely on your skills in sales and

your efforts in the general promotion of your product.

**Dabur’s Hajmola lies in this quadrant as the company is well established and has

aggressive advertising strategies with focus on brand endorsements combined with

high and effective sales promotion strategies.

You Have It Made:

Well known company

Unique Product

This quadrant implies success. Most of your customers rebuy from you most of the time

if you fall into this category.

**This quadrant is the aspiring and most sought after segment for most products

and for Dabur’s Hajmola also, to have a unique identity in customer’s mind.

Focused Differentiation:

Unknown company

Me-Too Product

Most customers will not buy from you. Your best chance for survival is to differentiate

your product to make it attractive for some subgroup of customers. It is going to be

difficult.

25

Advertising:

Unknown company

Unique Product

Customers are suspicious about dealing with companies which are unknown even if they

have superior products. Your success depends on the impact that sales and advertising

make on your image. You must focus your efforts in these areas of marketing to be

successful.

**Divya Pharmacy’s products lie in this particular quadrant, though it offers

unique products but is not aggressive advertiser.

Present Performance Of Dabur Hajmola

Present performance of Dabur Hajmola on 4Ps of marketing

On the basis of Retail Audit and retailers’ response we have tried to analyze the present

performance of Dabur hajmola on 4 Ps of marketing.

PRODUCT

Dabur Hajmola has a very broad product line which includes Dabur Hajmola

digestive tablets, Hajmola Candy, Hajmola Mast Masala, Hajmola Anardana, and

Hajmola Yumstick.

Dabur Hajmola offers various new and innovative variants in its product line. Its

candies are available in many flavours- aam, imli, pineapple, litchi, etc.

Dabur Hajmola is famous for its traditional Indian Culinary mix of herbs and

spices that helps in easing condition of flatulence, Controlling Dyspepsia, and

increasing appetite. It also helps in proper digestion and relieves indigestion.

26

PRICE

Dabur Hajmola is a low-priced product.

Dabur Hajmola tablets are preferred by consumers of all age groups and

consumers belonging to 35 plus age group consume it on daily basis.

Dabur Hajmola Candy and Yumstick if famous among children as it is low-priced

and can be bought in quantities with their pocket money.

PROMOTION

Dabur Hajmola has different promotional strategies for its different products.

Dabur Hajmola Tablets are promoted on Health platform as an Ayurvedic and

Digestive tablets.

Dabur Hajmola Candy, Yumstick and Anardana are promoted on Taste platform

as zingy and tangy products.

Dabur Hajmola Mast Masala is being promoted on dual-benefit i.e. Digestive and

Tasty.

The company uses Amitabh Bachchan as its brand ambassador and tries to cash in

on his popularity. Promotion on mass media such as television is done by the

company centrally.

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PLACE

Dabur Hajmola’a Supply Chain Flow Chart

The various products of Dabur Hajmola are moved from its manufacturing location to

Carry & Forward Agents (C&F Agents), Mother Depots, Institutions and Export

Customers. The Mother Depots then distribute it to various C&F Agents who thereafter

distribute them to various distributors. From these distributors it goes to retailers.

The distribution channels followed are of 4 types:

1. 3-level distribution channel:

Manufacturing locationC&F AgentsDistributorsRetailersCustomers.

2. 4-level distribution channel:

Manufacturing locationMother DepotsC&F Agents Distributors

↓

CustomersRetailers

3. One-level distribution channel:

Manufacturing locationInstitutionsCustomers

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4. Zero –level distribution channel:

Manufacturing locationExport Customers

Dabur Hajmola tablets and Hajmola Candy have a very strong distribution in

North zone. but its other brands viz. Hajmola Mast Masala and Yumstick are not at all

available in south, east zones. Hajmola Anardana and Hajmola Fun2Candy are somewhat

weak in their distribution.

BCG Matrix

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Dabur Hajmola has High Business Growth and High Market Share and hence has a Star

position. It has 93% market Share and therefore we can increase its market size by

devising appropriate strategies. As it is market leader it needs to strengthen its position in

the market.

All the competitors of Dabur Hajmola are at the position of Question Marks as the

Business Growth is high but their Relative Market Share is low.

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FINDINGS AND PROBLEMS

Dabur has a wide product profile than its competitors in indigestives

confectionary candies segments, that creates a strong brand image in the mind of

consumers.

Dabur has very rich base of knowledge in ayurveda, and provides high quality

product at relatively low price. It has strong product market presentation.

Dabur’s weakness lies in its research and development.

Most of the sales happens from the North zone, this is because it has the

penetration in this area than to any other zones. These untapped area can provide

the space for its competitors.

In the market (Agra) 68% of the total sales comes from departmental stores and

medical stores, yet distribution of Hajmola yumstick and Hajmola mast masala is

very weak.

Market is full of same product some new product with different attribute can be

launched with new promotional strategies.

31

SUGGESTED STRATEGIES FOR INCREASING MARKET SIZE

PRODUCT

Providing new variants of Dabur Hajmola Tablets in form of new flavors, namely

Tablets with Aijwan & Black Salt as ingredients. These offerings would be

unique for Dabur Hajmola and can boost its stagnant growth in the Digestive

segment.

Company should planning to introduce Dabur Hajmola Amla Candy. These

candies will help in blood purification, improving the eye sight, hair strengthening

and proper digestion. These will be targeted towards consumers in the age group

of 35 and above.

Dabur Hajmola Anardana will be supplied in the form of small sachets.

PRICE

Dabur Hajmola Anardana sachets will be priced at Re. 1 per sachet.

Dabur Hajmola Amla Candy will be provided in pack size of 500 gms priced at

Rs. 50 and 1 kg priced at Rs. 95.

Dabur Hajmola Tablets in the flavours of Aijwain and Black Salt will be priced at

Rs. 20 for 110 tablets.

PLACE

Provided as a replacement or complement with mouth refreshments in

restaurants/food chains. Restaurant owners can be provided with commission after

setting off profit margins of the company.

32

Can be placed at Counters in Showrooms/Malls. Counters mean the cash or

delivery counters. The target segment for this strategy is children above 4 years.

The heights of these counters should not be more than 3 fts. , so as to be within

the reach of children.

Provided to licensed Ice-Cream Vendors. These licensed Ice-Cream Vendors are

present in every nook and corners of the country, thus can reach the target

segment of Hajmola Candy i.e. children. These vendors can be hired on

commission basis directly or through particular Ice-Cream manufacturing

companies.

Supplied to Low cost Airlines/Railway Catering Agencies. Dabur Hajmola can

enter into strategic alliance with Indian Railways or with various Zonal Railways

catering services to supply Hajmola after the meals as a digestive tablet.

The distribution of some products of Dabur Hajmola viz. Hajmola Mast Masala

and Hajmola Yumstick is very weak. Therefore, we are planning to enhance its

shelf space by providing prompt delivery to the retailers.

PROMOTION

Children are a primary next focus for the company and it needs to channelise

adequate promotion focus through such media as Cartoon Channel and other

children related programmes.

Endorsements by health care professionals. Dabur Hajmola to promote its

Digestive segment can engage it’s products to be endorsed by health care

professionals, as customers can trust these professionals due to their profession

and experience

33

Conclusion

All these plans have been prepared taking into consideration of the

available information from various sources. And once successful it

can be reconsidered and launched on the national and international

stage.

I would like to inform you that while preparing all these plans I

have tried to consider every nook and corner and have left no stone

unturned. But still my strategy is open to change if required.

These strategies will be rolled out in a phased manner as in

requirement with our short term and long term objectives.

All the strategies should be implemented in a phased manner

keeping both long term and short term objectives in mind.

34

BIBLIOGRAPHY

www.cbronline.com, accessed on December 2, 2009.

www.greenfielders.com , accessed on november 5, 2009.

www.kslindia.com and www.kslinvestor.com, accessed on January5,

2009.

www.dabur.com

Research Paper on “A REPORT ON DABUR CHYAWANPRASH

INDUSTRY, COMPETITORS & CUSTOMERS” by students of

Xavier Institute of management, Bhubneshwar.

Jyothi Datta, P.T., Dabur Upbeat on Growth Strategy, The Hindu

Business Line Internet Edition,

http://blonnet.com/2002/02/13/stories/2002021301930400.htm, 12th

Feb 2002

Kaul, Pummy, (2000) Dabur Honey Now in a Trendy Squeezee Pack,

Financial Express Online Edition,

http://www.financialexpress.com/fe/daily/20000705/fst05020.html

5th July

Management Discussion and Review, Dabur India Limited,

www.dabur.com/Management%20Review2000.pdf

Philip Kotler, Marketing Management

Rajan Saxena, Marketing Management

AC Neilson survey conducted on agra- 2007

35