Dabur Project

Report
BRAND PROMOTION AND PRODUCT
POSITIONING OF DABUR FOODS IN
INSTITUTIONS

PROJECT REPORT ON
BRAND PROMOTION & PRODUCT POSITIONING IN
INSTIUTIONS

A PROJECT REPORT ON BRAND PROMOTION &

PRODUCT POSTIONING IN INSTITUTIONS

Excel Business Academy

INDEX
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Topic
Introduction of project
Index
Acknowledgement
Student Declaration
Executive summary
Industry Profile
FMCG Industry Size & Growth
Common FMCG Products
Leading FMCG Companies & Market
Potential FMCG Industry
Scope of FMCG Industry Sector& FMCG
Industry outlook
Company Detail & Highlights of Dabur
Amazing fact about Dabur
Award & Reconization
Strategic Business Units
Consumer Care Division overview
Dabur vision,mission,core values
Strategic Intent of Dabur India
Dabur Groups
Dabur World Wide & Manufacturing
facilities in india
CEO of Dabur India
Bord of Directors
SWOT Analysis of Dabur India
Dabur Foods Ltd. (Profile)
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Brief About Real Brand

Brief About Real Activ
Brief About Homemade Brand
Brief About Lemoneez Brand
Brief About Capsico Brand
Brief About Natures Best Brand
Sales, Profit, EBIDTA,(Including Retail)
2009-10
Sales, Profit, EBITDA,(Excluding Retail)
2009-10
Sales growth revenues of Divisions
Revenues of CCD in 2009-10
Findings
My Point of view
Bibliography

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Objective of the Project: The objective of the project was to promote the brand & products of
the company to the

institutions (Real, Active Best in juices category,

garlic & ginger paste, corn flour in commodities categories) and

collecting the feedback from existing as well as non-existing
customers, which results in the increase the customer base of the
company & increasing the sales as well.

3. Organization:Name of the Company:- Dabur India Ltd.

Company Guide:-

Mr. Ram Shankar Das

Designation:-

Business Development Officer

Contact No:-

08722712717

E-mail Id:-

ramshankardas@gmail.com

4. Key result area:-Understood the dynamic market that how it changes

-Understood the growth & opportunities in the market
-Understood the consumers behavior & preferences
-Understood how the Dabur products place in the market
-Learns how to promote the brand as well as product in todays
competitive market
5. Learning during Project:-

Dabur project was very enriching & informative affair of 45 days. The
culture & working environment of the company gave me opportunities
to work like Professionals under the guidance of my mentor Mr. Ram
Shankar Das, I got immense knowledge about the changing sciniror of
consumer market & its dynamics. I got proper guidance & supports of
my mentor which helped me to learn practical aspect of marketing.
The best part of the project for me was direct interaction with the
customers which gave me understanding of customers behavior &
preferences, which gave edge so as to understand the product
placement & target market.
6. Value addition to the organization:-Established Dabur brand offering quality products at reasonable prices.
- Promoted & refreshed goodwill of the company with existing & potential
clients.
- Increased the sale of the company products, which resulted in the
increase revenue for the company.
- Acquired numerous clients for the organization & increasing the
market coverage of the Dabur products.
7. Methodology Used in the Project:-Direct Market Research
-Questionnaire Method
-Interview Method
-Direct Interaction with the customers
7

INDUSTRYPROFILE
FMCG is the acronym of Fast Moving Consumer Goods which is also
known as Consumer Packaged Goods (CPG). Fast moving consumer
goods are products that have a quick turnover, and relatively low
cost. The Fast Moving Consumer Goods (FMCG) is those consumables
which are normally consumed by the consumers at a regular interval.
The purchasers usually put less thought into the purchase of FMCG
than they do for other durable products such as electronic items. In
comparison with other industries such as automobiles, computers,
and airlines, FMCG business has a steady rate of growth, for it does
not suffer from huge recession and layoffs every time the economy
starts to dip. In FMCG business absolute profit made on the products
is relatively small. Since they generally sell in large numbers, the
overall profit on such products can be huge.
The Indian FMCG sector with a market size of US$ 23.74 billion is the
fourth largest sector in the economy. A well-established distribution
8

network, intense competition between the organized and unorganized

segments characterizes the sector. FMCG Sector is expected to grow
by

over

30%

by 2010.

That

will
translate

into

an
annual
growth

of

10%

over a

5-year

period.
The Federation of Indian Chambers of Commerce and Industry (FICCI)
predicted that the Indian FMCG industry is expected to grow 20%
during 2003-10 with rising disposable income, changing lifestyle and
rapid urbanization.

GRAPH-1

FMCG Industry Size (US $ billion)

GRAPH-2

FMCG Sector Growth

Source: Industry Data

Common FMCG Products

Some common FMCG product categories include food and dairy products,
glassware, products, pharmaceuticals, consumer electronics, packaged
food products, plastic goods, printing and stationery, household products,
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photography, drinks etc. and some of the examples of FMCG products are
coffee, tea, dry cells, greeting cards, gifts, detergents, tobacco and
cigarettes, watches, soaps etc. Within the Indian FMCG industry, there are
few sectors that will grow more than 20% during 2008-2009, like shaving
cream at 23%, skin/fairness cream at 22%, shampoos at 21.3%, skin care
& cosmetics at 20%, tooth- powder at 22% and care products.

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Table-1

Leading FMCG Companies

Market potentiality of FMCG Industry

With the presence of 12.2% of the world population in the villages of India,
the Indian rural FMCG market is something no one can overlook. Increased
focus on farm sector will boost rural incomes, hence providing better
growth prospects to the FMCG companies. Better infrastructure facilities
will improve their supply chain. FMCG sector is also likely to benefit from
growing demand in the market. Because of the low per capita consumption
for almost all the products in the country, FMCG companies have immense
possibilities for growth. And if the companies are able to change the
mindset of the consumers, i.e. if they are able to take the consumers to
branded products and offer new generation products, they would be able
to generate higher growth in the near future.

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Some of the merits of FMCG industry, which made this industry as a

potential ones are low operational cost, strong distribution networks, and
presence of renowned FMCG companies.

Population growth is another factor which is responsible behind the

success of this industry. The prediction of higher sales growth of FMCG
products is based on strong economic fundamentals such as rising
disposable income of people. Now people can afford to spend on quality
FMCG products.

13

SCOPE OF FMCG SECTOR

Consumer Spending: Private consumption expenditure in India grew at a real CAGR of
over 7.3% during last 5 years
Pyramid expanding at the middle as deprived sections are
shrinking: People in lowest expenditure class will shrink from 45%
to 35% by 2014-15*.
Share of wallet shifting from food to household and personal care,
durables, apparel, communication, education and entertainment.
Younger population getting added : 50% of the population below 25
years; 200 mn people will enter the working age of 15-60 years
over the next 2 decades
Rural India accounts for 70% of population. By 2014-15, 150
million people in rural India will have consumption levels similar to
the better-off urban consumer of today.
Low Penetration Level:
The demand for lifestyle products is boosted by the rising aspiration and
modern facilities. As the spending power of consumers is going up, the
sales of FMCG products in India will rise too. Therefore, companies need to
improve the quality of products and employ right marketing mix by
implementing

new

technologies

such

as

Customer

Relationship

Management. Because of the low per capita consumption for almost all
the products in the country, FMCG companies have immense possibilities
for growth. And if the companies are able to change the mindset of the
consumers, i.e. if they are able to take the consumers to branded products
14

and offer new generation products, they would be able to generate higher
growth in the near future. Hence both in Rural and Urban India, there is
room for sustained growth.

Availability of raw materials

Because of the diverse agro-climatic conditions in India, there is a large
raw material base suitable for food processing industries. India is the
largest producer of livestock, milk, sugarcane, coconut, spices and cashew
and is the second largest producer of rice, wheat and fruits &vegetables.
Labor cost comparison:
Low cost labor gives India a competitive advantage. India's labor cost is
amongst the lowest in the world, after China & Indonesia. Low labor costs
give the advantage of low cost of production. Many MNC's have
established their plants in India to outsource for domestic and export
markets.
Presence across value chain:Indian companies have their presence across the value chain of FMCG
sector, right from the supply of raw materials to packaged goods in the
food-processing sector. This brings India a more cost competitive
advantage. For example, Amul supplies milk as well as dairy products like
cheese, butter, etc.
FMCG Sector Outlook
No signs of slowdown- most categories witnessing double digit growth
driven by sustained off takes in rural sector.
Rural India consumption story continues led by increase in agri
commodity realizations and investments in agriculture/rural economy.
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 No material signs of consumer down trading barring in categories

where price hikes have been in excess of 10-15%.
Benign input cost environment foreseeable for next few quarters;
growth to be primarily volume led with little or no price growth in the
offing.

COMPANY DETAIL

Founding Thoughts
"What is that life worth which cannot bring comfort to
others"

With the above thought Dr. S.K Burman (1856-1907) tucked away in
Bengal. His mission was to provide effective and affordable cure for
ordinary people in far-flung villages. With missionary zeal and fervor,
Dr. Burman undertook the task of

preparing natural cures for the

killer disease of those days, like cholera, malaria and plague

16

Table -2
Highlights of the Dabur India
1884

The company started its operations as an Ayurvedic Pharmacy in

Calcutta

1919

The first company to Initiate research on Ayurveda

1940-50

Entry into Consumer products through launch of Dabur Amla Hair Oil
& Chyawanprash

1970-80

Entry into Oral care & Digestives through launch of Dabur LDM &
Hajmola

1994

Pharmaceutical business de-merged from Dabur India creating Dabur

Pharma

1996

Promoter family moved out of executive role inducting professional

managers including CEO

1998

The Company got Listed on Bombay Stock Exchange

2004

Launched "Real" India's first packaged fruit juice marking its entry
into Health beverages

2005

Acquired Balsara having Oral care and Home Care products

17

2007

Board restructured : Induction of younger members on the Board

2009

Fem care acquisition

AMAZING FACTS ABOUT DABUR

DABUR has one of the largest Herbal & Natural Portfolio. Daburs
domestic distribution network comprises 50 C&F agents and about
4,500 distributors.
Driven by the sheer popularity of its product portfolio, Dabur finds a
place of pride in over 2.5 million retail outlets in India with geographic
footprint spanning over 60 countries.
It has a sizeable presence in high growth international markets with14
Manufacturing Plants and provides employment to over 3500
employees.
There are major 5 Umbrella Brands and over 350 well performing
products.
Head quarters Ghaziabad, Type-NSE,BSE
Website- www.dabur.com.
Key Financial Performance Overview
18

Robust revenue growth led by CCD & IBD. Most of the categories
performed

well

with

Shampoos,

Hair

Oils

Foods

and

Toothpastes

contributing proportionately higher to the growth. Fem care take over

process completed on 25thJune, 2009 and results consolidated for 6 days
of the quarter.
Consolidated Sales increased to Rs. 2834.1 crore in 2008-09 from
Rs.2396.3 crore in 2008-09, registering
agrowth of 18.3%.
Earnings before interest, depreciation,
taxes

and

amortization

(EBIDTA)

increased to Rs. 517.3 crore in 2008-09

from

Rs.

443.3

crore

in

2007-08,

registering growth of 16.7%

Consolidated Profits After Tax (PAT)
went up to Rs. 391.2 crore in 2008-09 from Rs.332.9 crore, going
up by 17.5%.

Awards & Recognitions

Dabur has received many Awards and Accolades in recognition of itsachievements at various levels. During the year Dabur bagged various
Awards and Recognitions in different categories and for different Brands.

For the Company

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 Ranked amongst India's most innovative companies by Business

Today-Monitor Group Survey.
Ranked 28th in the list of India's Top 50 Most Valuable (company)
Brands by Brand Finance.

Its Brands

Hajmola, one of the strongest brands in Dabur's Portfolio, has been

listed among the Top 18 Iconic Brands in India..
Dabur Brands-Hajmola, Dabur Amla and Vatika have debuted in the
Economic Times Brand Equity's most trusted Brands 2008 list.

Its Chief Executive Officer

20

 Mr. Sunil Duggal was named the best corporate leader of 2008 at the
B&E leadership and Excellence Awards, and also ranked among
India's most valuable CEOs by Business World.

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22

CONSUMER CARE DIVISION OVERVIEW

Extension of existing brands to more subcategories and making more

choice available to consumers, coupled with increased focus on rural
penetration, was the key platform on which CCD leveraged its growth
during 2008-09. The division reported growth of 13.8%, supported bystrong performance across various segments. The CCD business is divided
into four key portfolios: healthcare, personal care, home care and foods.
These cater to a number of consumer market segments including hair
care, oral care, baby and skin care, health supplements, digestives, home
care and foods. Share of these product segments in CCD sales is presented
in Figure:
Health Care:
With a share of 44%, the Health Care segment continued to be the largest
contributor to CCD's sales during the fiscal, reporting impressive growth
across all its three categories: Health Supplements, Oral Care and
Digestives.

Personal Care:
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Comprising Hair Care and Baby & Skin Care, this portfolio is the second
largest contributor to CCD sales, with a 37 % share. During 2008-09, this

portfolio reported a strong 21.5% growth, of which significant growth came

out of higher volumes a considerable achievement given the intense and
challenging inflationary scenario in terms of the input costs that impacted
the FMCG industry during the year. Led by impressive growth across
brands, the Personal Care portfolio emerged as the fastest growing
segment in CCD during the year.

Home Care:Dabur is a significant player in the evolving and under penetrated Home
Care category in India. Home Care portfolio, which came into the Dabur
fold with the acquisition of Balsara in 2005, has a share of 5.7% of CCD
revenues. The portfolio registered a growth of9.7% during 2008-09.
The portfolio comprises of 3 categories: Air Care, Mosquito Repellants and
Surface Cleaners.

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Foods:Foods division, which was merged with CCD during 2008-09 is now fully
integrated with the consumer care division and contributes 13.3% to the
CCD sales, this segment comprises mainly fruit beverages under the Real
& Active brands and culinary additives under the Homemade brand. The
foods business recorded a growth of 14.4% for the year, riding on the
plank

of

health

&

wellness

and

established

superiority.

International Business Division:The division, which has been transformed from being a small operation
into a multi-location business spreading through the Middle East, North
Africa, West Africa and South Asia, grew by 39.9% during the year and
emerged as the fastest growing division of the Company. This acceleration
in growth of IBO led to its contribution to Dabur's consolidated revenue
going

up

to

18.5%

for

FY09

from

15.7%

year

ago.

The key categories accelerating the division's growth are Hair Creams,
Toothpastes, Hair Oils and Conditioners is pertinent to mention that the
brand architecture in the Company's overseas markets remains similar to
that in India, though the products sold under these brands are customized
and modified to the requirements of these markets.

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DABUR VISION, MISSION,CORE VALUES

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

This is our company. We accept personal responsibility, and accountability

to meet business needs.

We all are leaders in our area of responsibility, with a deep commitment to

deliver results. We are determined to be the best at doing what matters
most.

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

We have superior understanding of consumer needs and develop products

to fulfill them better.

We work together on the principle of mutual trust & transparency in a

boundary-less organization.

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

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We are committed to the achievement of business success with integrity.

We are honest with consumers, with business partners and with each
other.

STRATEGIC INTENT OF DABUR INDIA

Dabur India intends to significantly accelerate profitable

growth.
Focus on growing our 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 our target consumers with safe, efficacious, natural solutions
by synthesizing our deep knowledge of ayurveda and herbs with
modern science

Provide our consumers with innovative products within easy reach

Build a platform to enable Dabur to become a global ayurvedic leader

Be a professionally managed employer

developing and retaining quality personnel

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of

choice,

attracting,

.
Be responsible citizens with a commitment to environmental
protection

Provide superior
shareholders

returns,

relative to

our

peer

group,

to

our

DABUR GROUPS

With a basket including personal care, health care and food products,
Dabur India Limited has set up subsidiary Group Companies across the
world that can manage its businesses more efficiently.
Given the vast range of products, sourcing, production and marketing have
been divested to the group companies that conduct their operations
independently:

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DABUR WORLD WIDE

Dabur's mission of popularizing a natural lifestyle transcends national

boundaries. Today, there is growing global awareness on alternative
medicine, nature-based and holistic lifestyles and an interest in herbal
products. Dabur has been in the forefront of popularizing this
alternative way of life, marketing its products in more than 60
countries all over the world.
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Over the years, Dabur's overseas business has successfully transformed

from being a small operation into a multi-location business spreading
through the Middle East, North Africa, West Africa and Sou
Our Products Worldwide
We have spread ourselves wide and deep to be close to our overseas
consumers. Our overseas product portfolio is tailor-made to suit the needs
and aspirations of our growing consumer base in the international
markets.
Offices and representatives in Europe, UK, America and Africa

AA special herbal health care and personal care range successfully

selling in markets ranging from the Middle East, Far East, North
Africa and Europe
Inroads into several European and American markets that have good
potential due to resurgence of the back-to-nature movement
Export of Active Pharmaceutical Ingredients (APIs), manufactured
under strict international quality benchmarks, to Europe, Latin
America, Africa, and other Asian countries
Export of food and textile grade natural gums, extracted from
traditional plant sources

Partnerships & Production

Strategic partnerships with leading multinational food and health
care companies to
introduce innovations in products and services

Six modern manufacturing facilities spread across South Asia,

Middle East and Africa to optimize production by utilizing local
resources and the most modern technology avai

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MANUFACTURING FACILITIES IN INDIA

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CEO OF DABUR

Mr. Sunil Duggal took over as the Chief Executive Officer of Dabur India
Limited in June 2002, holding reins of the organization he joined in 1995.
Mr. Duggal started his career as a management trainee in Wimco Limited
in 1981 after getting his Engineering Degree (Electrical & Electronics) from
BITS, Pilani, and Business Management from IIM, Calcutta. His stint at
Wimco continued till 1994, with a break in between when he joined
Bennett Coleman & Co. Ltd for a short period. In 1994, he moved to Pepsi
Foods as GM, Sales Operation.
In 1995, he joined the Dabur
Marketing) of the Family Products
Lal Dant Manjan and Vatika in his
spectacular growth recorded by
launched during this period and
brand.

family as General Manager (Sales &

Division with products like Dabur Amla,
portfolio. This Division spearheaded the
Dabur in this period. Vatika was also
is now the Company's second biggest

With his dynamic spirit and leadership abilities, he soon became VicePresident and SBU-Head of the Family Products Division. In July 2000 Mr.
Duggal was appointed Director Sales and Marketing of Dabur India Limited.
And in 2002, he became the CEO of the Company - a professional with
valuable experience to steer the company ahead in its growth plans.
Spanning a career of over 20 years, Mr. Sunil Duggal has travelled widely
across India and handled diverse portfolios that have helped him
understand the dynamics of FMCG businesses and market trends. He is
well versed in the intricacies of India's regional diversities and consumer
needs.
32

Mr. Duggal lives in Delhi with his wife and one child. Whenever he gets a
break from his official responsibilities, Mr. Duggal likes to spend time at
home with his family and an occasional round of golf.

BOARD OF DIRECTORS
Dabur has an illustrious Board of Directors who are committed to take the
company to newer levels of corporate governance.
The Board comprises of:
Chairman: - Dr. Anand Burman

Vice-Chairman:- Mr. Amit

Burman

Time Directors:Mr. P.D. Narang

Mr.

Sunil Duggal

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Mr. Pradip Burman

Mr. Mohit

Burman

Independent Directors:Mr. Bert Paterson

Mr. P. N.

Vijay

34

Mr. R C Bhargava
Analjit Singh

Mr.

Dr. S. Narayan

35

SWOT ANALYSIS OF DABUR INDIA LTD

STRENGTHS: Century Old Company
Established Brand portfolio
Leader in Ayurvedic/ herbal Product line;
Strong hold in Rural Market.
Innovativeness in Promotions and has an integrated robust R&D
process in raw material Specifications development, efficacy
optimization and safety assessment to ensure quality and
performance of the products.
WEAKNESS: Profitability is uneven across product line
Intense Competition from competitors.
Low presence in South Indian Market.
Little Aggressiveness during the launch and promotional activities of
the New Product.
Image in the mind of consumer: AYURVEDIC Company.
OPPORTUNITIES: Extend Vatika brand to new categories like Skin Care and body wash
segments
Consumers shifting towards Ayurvedic Medication
Exploring new geographical areas- local as well global; Good growth in
International Business
Growth prospect in Home Care and Oral Care Segment where the
Company share is at
nascent stage.
Launching new Products like Hair oils, Herbal and Gel Toothpastes etc
which maps the need of the customers.
THREATS: Competition in the FMCG sector from well established names
36

 Other fields of medicine- Allopathic and Homeopathic

Customer is king in FMCG industry. A shift in customer preference can
create impact on Sales

Markets where Herbal products are not recognized

DABUR FOODS LTD. PROFILE

"Where necessity is the mother of invention"

Dabur Foods set up a separate food services network in 1998 to
cater the institutional segment. This exclusive network partners institution
in developing customized products for them. In turn with the help and
facilities of this network, institution like, hotels, airlines, restaurants,
caterers and hospitals benefits by offering better services to consumers.
With the market understanding and research Dabur Foods developed a
new brand called "Nature's Best", which became the first brand of Dabur
Food Services Network. Dabur Foods, a subsidiary of Dabur India is
expecting to grow at 25%. Its brands of juices, namely, Real and Active,
together make it the market leader in the Fruit Juice Category.
Currently the food-service business generates a turnover of Rs 50
crore and is growing between 18-20 per cent. At present the company's
institutional buyers comprise a host of BPOs and call centers as well as
several bars, hotels, airlines and canteens. It has also started supplying its
garlic paste to the Domino's pizza chain. Estimating the food and beverage
segment at Rs 1,500 crore, Dabur Foods expects to scale up its presence in
this segment by extending the range of its products and going beyond
supplying beverages to its institutional buyers. Meanwhile, Dabur Foods is
also eyeing generating revenues through the business of category
management with retailers. It has already entered into an agreement with
the Food World chain to manage its juices category.

Modern trade has yet to get better-organized and not all retailers
are using the data to study category management in the country.'' At the
same time the company's sales from modern trade still comprise a
miniscule segment of its Rs 191 crore sales turnover.
37

BRIEF ABOUT REAL BRAND

Ral has been the preferred choice of consumers when it comes to packaged fruit

juices, which is what makes India's No. 1 Fruit Juice brand. A validation of this
success is that Ral has been awarded Indias Most Trusted Brand status for four
years in a row.
Today, Real has a range of 14 exciting variants - from the exotic Indian Mango,
Mausambi, Guava & Litchi to international favorites like Pomegranate, Tomato,
Cranberry, Peach, Blackcurrant & Grape and the basic Orange, Pineapple, Apple &
Mixed Fruit. This large range helps cater different needs and occasions and has
helped Real maintain its dominant market share.
A research conducted by Blackstone Market Facts even pointed out that Real was
preferred by over 50% of the respondents. Whats more, Real was liked for being the
better tasting juice - a category where likeability is primarily driven by taste.
Made from best quality fruits, Real does not have artificial flavors and preservatives,
and offer your kids not just great taste, but also FRUIT POWER - the power of fruits
the power to stay ahead. Loaded with the power of Vitamin C, Real fruit juices have
all the necessary nutrients that keep you active all day long.

Accolades for Real

38

 India's No. 1 Fruit Juice brand

Voted as a Super brand
Voted by consumers as the most trusted fruit juice brand for four years in a row
Real awarded the Readers Digest Trusted Brand Gold Award 2009 in the food and
beverages category.

BRIEF ABOUT REAL ACTIVE

Real Activ is a range of unsweetened juices that contain no added sugar, color or
preservatives. Real Activ juices are made from concentrated juices. After the juice is
pressed from the fruit, the water is removed to reduce transportation load. At our
factories, during the manufacturing of juices/ juice blends, we add back the equivalent
quantity of water. Thus, Real Active Juices have as much juice as present in
respective fruit.

Real Activ Apple Juice:- Real Activ Apple juice provides you the goodness
of Apples. Apples are packed with nutrients and anti-oxidants and are Very low in
sodium.

Real Activ Mixed Fruit Spinach Cucumber Juice:Ral Activ Mixed Fruit Spinach Cucumber juice is a refreshing & nutritious blend of
fruits & vegetables with the goodness of 8 delicious fruits (Apple, Orange, Passion
Fruit, Guava, Pineapple, Mango, Apricot & Banana) and Vegetables like Spinach,
Cucumber.

Real Activ Mixed Fruit Beetroot Carrot Juice:

Real Activ Mixed Fruit Beetroot Carrot juice is a refreshing & nutritious blend of fruits
& vegetables with the goodness of 8 delicious fruits (Apple, Orange, Passion Fruit,
Guava, Pineapple, Mango, and Apricot & Banana) and Vegetables like Beetroot &
Carrot.
39

BRIEF ABOUT HOMEMADE BRAND

40

Dabur's culinary range under the Hommade brand includes a range of Cooking
pastes (Ginger, Garlic, Ginger-Garlic & Tamarind), Tomato Puree and Coconut Milk.
The brand is positioned on the convenience platform.

Hommade Cooking Pastes

With Hommade pastes, you can experience the same strong distinctive flavour and
aroma of freshly ground ginder, garlic and tamarind. Ground slowly over stones, it
brings a delicious silbatta-fresh flavour to your cooking. Besides, it comes with the
Dabur assurance of quality & purity.Use Hommade pastes at the same stage of
cooking as you normally use fresh ginger, garlic & tamarind.

Hommade Tomato Puree:

Hommade Tomato Puree is prepared from the pulp of hand-picked, juicy, ripe
tomatoes. Free of skin & seeds, it adds the delicious tang of tomatoes to your
gravy, making it thick, rich and appetizing. And you food become truly hard to
resist.A little bit of Hommade Tomato Puree and a little bit of you; Perfect
ingredients for tasty, wholesome meals.

Hommade Coconut Milk:

Hommade Coconut Milk is the first pressing extract of superior coconuts, which
makes it rich and loaded with goodness. Don't believe us? Dip you finger in
Hommade Coconut Milk, and surprise yourself with the thick coat on your finger
that refuses to drip.

BRIEF ABOUT LEMONEEZ BRAND

41

A 250 ml bottle of Lemoneez is equal to juice 25 lemons approximately

Lemoneez Advantage:
Do away with hassles of cutting and squeezing lemons.
Provides consistent lemon taste and flavor, anytime of the year.

Lemoneez Usage:

Prepare Nimbu Pani

Prepare Lemon Tea
Add delicious lemon tang to Salads and Indian Curries,Marinate Meat
In fact, it can be used in place of lemon anywhere

42

BRIEF ABOUT CAPSICO BRAND

Raw Material used:
Ingredients-

Fresh red pepper, vinegar, salt, cumin oil, permitted emulsifying and
stabilizing agents

Description-

Long, slender and thin variety of chillies with rich red colour and
characteristic flavour and aroma of red chillies

SourcingLocations-

Bihar, Andra Pradesh, Rajasthan and Karnataka

Packing-

Gunny bags

Product Attributes Finished Products:

Colour

Red

Flavour

Natural, characteristic red chilli flavour with cumin note

Consistency

Freely flowable

Product Benefits:

Natural mild characteristic red chili flavor, with no added artificial flavors
Right balance of pungency to give the perfect taste and flavor
Maturation in wooden casks for seasons together gives the spicy smooth flavor of red
chilies
Prepared under hygienic conditions as per International specifications.

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BRIEF ABOUT NATURES BEST BRAND

Under the `Nature's Best' brand meant for its institutional buyers, Dabur Foods now
intends supplying tomato purees, ketchups and dressings to the smaller food kiosks
and 5-Star hotels. Adds Mr Sharma, "There is a need for packaged solutions,
especially from the smaller eating kiosks that lack space in their operations. Besides,
tomatoes are used most in Indian cooking.''
Dabur Foods, a 100 per cent subsidiary of Dabur India Ltd, has launched Natures
Best, a brand that will cater exclusively to the institutional sector. The first product
launched under this brand is tomato ketchup.

SALES, PROFIT, EBITDA (including retail) IN 08-09

1311

178.5

16.7%

12.4%
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1123

H1FY08

158.8

H1FY09

H1FY08

Sales (In Rs cr)

H1FY09

Net Profit (In Rs cr)

18.7%
H1FY08

56 bps

18.2%
EBITDA %
H1FY09

Retail venture has reported losses to the tune of Rs 10.19 Cores

During H1FY09 and Rs 5.23 Crores for Q2FY09.

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SALES,PROFIT,EBITDA(excluding retail) IN 08-09

1308

188.6
17.8%

16.5%
1123

H1FY08

160.1

H1FY09

H1FY08

Sales (In Rs cr)

H1FY09

Net Profit (In Rs cr)

18.9%

18.8%

H1FY08

H1FY09

EBITDA %

SALES GROWTH,REVENUE OF DIVISIONS IN 08-09

46

40.1%

22.6%
11.3%

CCD

CHD

IBD

Sales growth

Revenue

1% revenue in others.

7% revenue in CHD.

19% revenue in IBD.

73% revenue in CCD.

REVENUE OF CCD DIVISION IN 08-09

47

48

FINDINGS

During my internship I found different crucial points regarding our customers,

products and services.

I found that our products (juices,homemade brand,natures best brand) are

being used my top class institutions but slightly lower class is asking for more
discount or saying our prices are too much high.
Some were complaining about products delivery time.
I found one more thing like even in general store our juices were not making
sale due to availability of other compepitors brands having lesser prices.
There is another point like most restaurants are preferring fresh juices
In my point of view first our delivery system must be reviewed and must be on
time and faster.As far as our products are concerned we should give a bit more
discount to our long time customers in respect of beating competition and
making brand loyality.
For new slightly lower class customers we must make some pricing strategy
to grab their deal also.In terms of awareness of our brands I think we must advertise
more to strengthen our brand image.

49

SUGGESTIONS
There is a need of promotional activities targeted specifically
to small enterprises.
Huge market potential in outskirts and small shops in and
around Bangalore (semi urban and rural)
Leveraging and maintaining relation with the suppliers and
the distributors at satisfactory levels to place the products
and increase visibility in the market.
Providing the products sample for better understanding and
touch and taste concept.

50

CONCLUSION
It was an great opportunity for me to work with the company
which has existence of more than 100 years and successfully
carrying its business in the immense competitive market.
Following are my learnings during internship program and
reached to following conclusion.
As our project was to promote the Dabur products specially
juices(active
and
real)and
the
in
commodity
category(ginger& garlic paste &cornflor), It was found that
these products were mainly used by the big hotels ,medium
size hotels and food joints.
It was found that the delays irregularities in supply chain and
logistics was responsible for the loss of existing customers.
Discrepancy in price list created issues with clients and
potential customers.
The customers who were taking products from the super
market as well as big bazaar, were getting more discount as
compared to what we were told to offer.
There is a great opportunity of company products in newly
open hotels and food joints .

51

MY POINT OF VIEW

In my point of view first our delivery system must be reviewed and must be on time
and faster. As far as our products are concerned we should give a bit more discount
to our long time customers in respect of beating competition and making brand
loyalty.

For new slightly lower class customers we must make some pricing strategy to
grab their deal also. In terms of awareness of our brands I think we must advertise
more to strengthen our brand image.

In my point of view first our delivery system must be reviewed and must be on time
and faster.As far as our products are concerned we should give a bit more discount to
our long time customers in respect of beating competition and making brand loyality.

52

For new slightly lower class customers we must make some pricing strategy to grab
their deal also.In terms of awareness of our brands I think we must advertise more to
strengthen our brand image.

BIBLIOGRAPHY

www.dabur.com

www.wikipedia.com

Philip Kotler

www.ask.com

53

THANK YOU

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