on
EXECUTIVE SUMMARY
This report aims at analyzing and reporting on the marketing strategies of Dabur India Pvt. Ltd
for a pioneering role that it has played in the evolution of the categories it has had a presence in.
Dabur India Pvt. Ltd. is the leader in the FMCG (fast moving consumer goods) category and
enjoys a cosiderable market market share. In 50s Dabur pioneered the concept of branded
consumer goods and since it has invested heavily in product development, clinical studies and
consumer awareness.
This report is aiming at the overall marketing mix or the marketing strategy of Dabur India
Ltd. The report also enlists various recommendations based on SWOT Analysis. This analysis
has been done on the basis of the information gathered from the company website and other
online resources and books.
TABLE OF CONTENTS
Students declaration. i
Certificate ... ii
Acknowledgement................................................................................................................. iii
Executive Summary.. vi
CHAPTER
Page nos.
CHAPTER-1
INTRODUCTION
1.1 Research Objectives of the study.. 2
1.2 Research Methodology of the study. 3
1. 2.1 Research Design ......3
1.2.2 Data Collection- Primary & Secondary data 4
1.2.3 Sample Design. 4
1.2.3.1 Population. 4
1.2.3.2 Sample Size . 5
1.2.3.3 Sampling method. 5
1.2.4
1.2.5 Limitations 7
CHAPTER -2
Companys Profile. 8-22
CHAPTER -3
Marketing Strategy Of Dabur.23-29
CHAPTER-4
Analysis & Interpretation. 30-53
CHAPTER-5
Findings
54-59
CHAPTER-6
Suggestions........................................................................................................ 60-61
CHAPTER-7
Conclusion
62-64
References..65-66
Annexure.. 67-69
CHAPTER -1
INTRODUCTION
The data was collected both with the help of primary as well as secondary
sources.
For primary data, I proceeded with the drafting of the questionnaire for
consumers was structured as undisguised, & Personal -interview retailers.
Distributors & wholesalers and it was handed personally by me to the
respondents to be analysed.
a)
b)
c)
d)
Secondary data was also collected personally by me, which the company has
furnished for the general public. The secondary data was gathered with the help
of various magazines, journals, brochures and also through the internet. For
secondary sources no field work was employed.
In order to amplify the empirical findings from primary and secondary
sources, a survey was conducted both of consumers and retailers Distributor &
Wholesalers in order to gaunche the market opinion. The questionnaire was of
multiple choices and the pattern of questions was as simple as possible. With
every question, multiple choices were given and respondents were asked to
select one of them.
Sample size for customers were 150 in number and the universe
comprised of all the consumers within the geographical region of
Delhi.
2.
3)
Sample size for Distributor & Wholesaler were four in number & the
universe comprised of all the consumers within the geographical region of
Delhi.
No
other
field
work
was
employed
to
gather
the
information.
The
questionnaire were distributed to the respondents and the data was collected
through primary and secondary sources.
STATISTICAL TOOLS
1.2.5 LIMITATIONS
1.
2.
3.
4.
5.
6.
7.
CHAPTER 2
COMPANYS PROFILE
COMPANYS PROFILE
DABUR AT A GLANCE
Dabur India Limited has marked its presence with some very significant
achievements and today commands a market leadership status. Our story of
success is based on dedication to nature, corporate and process hygiene,
dynamic leadership and commitment to our partners and stakeholders. The
results of our policies and initiatives speak for themselves.
Wide and deep market penetration with 47 C&F agents, more than
5000 distributors and over 1.5 million retail outlets all over India
CCD, dealing with FMCG Products relating to Personal Care and Health Care
Leading brands
Dabur Lal Tail tops baby massage oil market with 35% of total share
medicines
Has more than 250 products sold through prescriptions as well as over
the counter
- Asav Arishtas
- Ras Rasayanas
- Churnas
- Medicated Oils
- Madhuvaani
- Trifgol
COMPANY HISTORY
1884
Birth of Dabur
1896
Early 1900s
Ayurvedic medicines
1919
1920
Expands further
1936
1972
Shift to Delhi
1979
1986
1992
1993
Cancer treatment
1994
Public issues
1995
Joint Ventures
1996
3 separate divisions
1997
1998
2000
boundaries. Today there is global awareness of alternative medicine, naturebased and holistic lifestyles and an interest in herbal products. Dabur has been in
the forefront of popularising this alternative way of life, marketing its
products in more than 50 countries all over the world.
We have spread ourselves wide and deep to be in close touch with our
overseas consumers.
Inroads into European and American markets that have good potential due
to resurgence of the back-to-nature movement.
modern
DABUR GROUP
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 five leading group companies that
conduct their operations independently:
DABUR FOODS
DABUR NEPAL
DABUR EGYPT
DABUR ONCOLOGY
DABUR PHARMA
COMPANY PHILOSOPHY
VISION
"Dedicated to the health and well being of every household"
PRINCIPLES
OWNERSHIP
This
is
our
company.
We
accept
personal
responsibility,
and
PEOPLE DEVELOPMENT
People are our most important asset. We add value through result driven
training, and we encourage & reward excellence.
CONSUMER FOCUS
We have superior understanding of consumer needs and develop products
to fulfill them better.
TEAM WORK
We work together on the principle of mutual trust & transparency in a
boundary-less organisation. We are intellectually honest in advocating proposals,
including recognizing risks.
INNOVATION
Continuous innovation in products & processes is the basis of our success.
INTEGRITY
We are committed to the achievement of business success with integrity.
We are honest with consumers, with business partners and with each other.
MILESTONES
Milestones to success
Dabur India Ltd. made its beginnings with a small pharmacy, but has continued
to learn and grow 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
Dabur identifies
Production
nature-based
of
Ayurvedic
medicines
Ayurvedic medicines as
its area of
specialisation.
It
is
the
first
Company
to
provide
health
care
through
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.
1949
Launched
Dabur
Chyawanprash
in
tin
pack
1970
Entered
Oral
Care
&
Digestives
segment
Addressing rural markets where homemade oral care is more popular than
multinational
brands,
Dabur
introduces
Lal
Dant
Manjan.
With
this
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 ecofriendly process to extract the drug from its plant source
1996 - Enters foods business with the launch of Real Fruit Juice
Dabur captures the imagination of young Indian consumers with the launch of Real 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
professionals
family
hands
over
management
of
the
company
to
2000
The
1,000
crore
mark
Dabur
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 UK have approval from the MCA of UK. They follow FDA guidelines
for production of drugs specifically for European and American markets.
FINANCIAL
REPORT
Rs (Crores)
2007-2008
2005-2006
1280.22
1159.02
165.02
113.44
0.20
165.02
113.44
13.00
8.75
4.00
3.49
0.05
00.26
147.97
101.14
81.12
66.12
--
2.50
0.83
1.82
Allowance Reserve
-
Deposit Revenue
PROFIT AVAILABLE FOR APPLICATION
231.74
169.76
General Revenue
25.15
22.50
Capital Revenue
1.56
APPROPRIATION TO:
28.63
17.17
42.96
40.07
9.77
7.34
125.23
81.12
231.74
169.76
CHAPTER 3
MARKETING STRATEGY
OF DABUR PVT. LTD.
Fruit processing industry has been included in the high priority sector, which
means automatic approval for upto 51% foreign equity participation, free
import of capital goods, raw materials and other inputs for export oriented
units, and five tax-holiday for companies. This special treatment was
warranted due to inherent high growth potential.
There has been three-fold increase in fruits processing units in the last seven
years. The installed capacity of fruit processing industry has gone upto 29.10
lakh ton in 2003 from 19.50 lakh ton in 1998. The output of processed fruit
grew by around 22% during the same period.
Though, as a result of value addition, the industry is said to be rowing at 1015% per annum, no significant change has accrued to the companies from
increased production of fruits as the cost of production has remained high,
primarily driven by the cost of raw material. High cost of raw material is due
to small land holdings, which discourages the use of mechanised methods and
there are no economies of scale.
Also, as the processors from several small products, maintaining cosistency in
quality of raw material becomes a problem. A plausible solution to this
problem could be corporisation of agriculture, especially for the production of
fruits. Large tracts of land can be allowed to be developed by the corporate
using modern technology.
The industry is extremely decentralised and a large number of processing units
are in the cottage and small-scale sector. The other major problem is the poor
post-harvest handling facilities. Consequently, the quality of fruit reaching the
processors continues to suffer.
There are few or no cold chains and cold storages in and around growing
centres. Poor storage and constant handling affects the quality of the fruits and
the processing companies end up losing 30% of raw material. This again leads
to an increase in the cost of manufacturing. Capacity utilisation continues to
remain abysmally low, at around 32%. This is because most fruits are seasonal
and the processing plant still prefers to go in for single fruit. More recently
companies like Dabur, which manufactures Real range of fruit juices, have
started experimenting with processing two or more fruits. Capacity utilisation
may improve significantly if this trend becomes more popular. Brand building
is an important part of selling and surviving strategy for fruit processing
companies. Companies like Tropicana from Pepsico. which sells juice under
the brand name Tropicana and Daburs Real fruit juices have emerged as
successful brands, signifying the importance of brand building in the fruit
processing industry.
On the export market front, the picture seems to look better. A whole range of
new processed food products is emerging as the new export potential, which
specifically include the fruit juices. The Indian exports were generally
dominated by mango pulp.
Within the domestic market, among the processed fruit products, fruit juices
and such other products, like nectars etc, are beginning to get a market. But the
off-take is limited to the high income group. These products also face stiff
competition from bottled aerated drinks.
These facts does not really mean a dismal potential installed in for fruit juice
industry there exists a latent demand for fruit juice in the country. Indian
consumer has become more and more hygiene and health conscious, which has
led him to demand for hygienic food products. Fruit juices thus, have a great
potential to appeal to the Indian Consumer. The income level of the average
Indian is rising which has resulted in increase in disposable incomes.
Therefore, consumers are ready to buy packets, processed and hygienic fruit
juices rather than a glass of juice from the roadside juice vendor, even if the
packed juice may cost him more. Realising these facts and Govt policy to
include processed fruit juice industry under the high priority sector, many new
and old companies entered the packed fruit juice market.
To precede everyone, was the Rs. 1050 crore Dabur India Ltd which is well
known as a pharmaceutical company. In June, 1996 Dabur, entered the juice
market realising its potential with its vast range of Real fruit juices. Real fruit
juices were not an instant success. Its failure can be attributed to the slackness
in the distribution network.
Learning upon the lost opportunity by Dabur, a Mumbai based textile firm
looked upto to diversify its business operations and entered the fruit juice
market with the formation of Enkay Texofood Ltd. Their brand Onjus was
launched in April 97, and with careful planning they captured a huge market
share in virtually monopolistic market conditions.
Dabur later realised its mistakes and geared up to take on the market leader
Onjus. Relaunched, Real fruit juices in August 98, the revitalizedReal fruit
juices have started doing well after its relaunch.
Watching the intense battle between Tropicana and Real fruit juices, to caputer
the Indian fruit juice market, international soft drink giant Pepsi decided to
enter this lucrative fruit juice market. Pepsi recently launched its answer to
Onjus and Real in the shape of Tropicana.
The presence of Tropicana, Real and Berry suggest that there is an immense
potential in the Indian fruit juice market. Even though the established players
like Onjus and more frequently Real have captured a chunk of the juice
market. The entry of Tropicana suggest that there is still scope for others to
enter into this market and hatch the eggs of the golden goose, Indian juice
market.
The products undertaken in fruit juice segment in the Beverage industry are:
Tropicana from Pepsico
Real Fruit Juices by Dabur India Ltd.
Berry an Australia Product.
1) Product means the goods and the services combination the company Offers
to the target market.
Its variables are :-
An effective marketing program blends all the, marketing mix elements into a
coordinated program designed to achieve the companys marketing.
objectives by delivering values to consumers. The marketing mix constitutes
the companys tactical tools kit for establishing strong positioning in target
markets.
Thus, from the above it is very much clear that the proper marketing mix is
necessary for the products to be successful.
Hence, the product to be analysed as stated here under with their marketing
mix.
CHAPTER 4
ANALYSIS
AND
INTERPRETATION
PRESENTATION OF DATA
CONSUMERS ANALYSIS
DABUR REAL JUICES
1. People Drinking Fruit Juices
No
0%
Yes
100%
INTERPRETATION
The above pie chart chart shows that all the people drink fruit juices.
2.
Brand Awareness
90%
82%
80%
70%
60%
50%
40%
30%
19%
20%
11%
7%
4%
10%
3%
0%
Ad.
Pos te r
Shopk ee per
Friends
Ne ighbours
Othe r s
INTERPRETATION
The above bar diagram shows that people get to know more about the product through
advertisements and less through posters and other means.
3.
Consta nt
13%
Winter
4%
Summe r
83%
INTERPRETATION
The pie chart shows that in summers 83% of the population consumes real fruit
juice as compared to 4%in winter.
4.
High
37%
Consta nt
47%
Low
16%
INTERPRETATION
47% of the people will still be consuming real juices if there is a slight increase in
price and increase in quality whereas 37%of people fell that there will be an
increase in consumption.
5.
Mix of both
Price &Quality
36%
Quality Benefit
43%
INTERPRETATION
About 36% of the people that there will be an increase of both price and quality
whereas 43% feel that there will be a quality benefit and 21% feel that there will be a
price benefit by the exemption of excise duty.
6.
Constant
29%
Low
0%
High
71%
INTERPRETATION
The above pie chart shows that 71% of people will still consume real juices if
there is an increase in quality and a slight decrease in price.
7.
Will discount influence customers to leave Dabur & use other Juice
knowing Real Juice is better.
Yes
27%
No
73%
INTERPRETATION
The above pie chart shows that 73 % of the people will still be using dabur if its
competitors offer discounts.
CONSUMERS ANALYSIS
No
21%
Yes
79%
INTERPRETATION
The pie chart depicts that 79% of the population uses cooking paste to make
food delicious..
2.
70%
62%
60%
47%
50%
40%
30%
20%
14%
11%
6%
10%
3%
Others
Neighbours
Friends
Shopkeepers
Posters
Ad.
0%
INTERPRETATION
The above graph depicts that around 62%of people come to know about dabur
cooking pastes through advertisements whereas 47%through shopkeepers ,
and a mere 3% from other sources.
3.
87%
90%
80%
74%
70%
60%
50%
41%
36%
40%
9%
11%
17%
Capsico Green
20%
Capsico Red
30%
10%
Tamarind
Garlic/Ginger
Ginger
Garlic
Lemoneez
0%
INTERPRETATION
The above bar diagram depicts that 87% of people buy ginger paste the
highest whereas the lowest is of 9% that of tamarind paste.
Mix of both
Price & Quality
26%
Quality Benefit
17%
Price Benefit
57%
INTERPRETATION
The above pie chart shows that 57% of the customers expect a price benefit and
17% expect quality benefit if there is an exemption of excise duty.
5.
High
16%
Consta nt
41%
Low
43%
INTERPRETATION
The pie chart shows that 43% people will lower there consumption of
homemade products if there is a slight increase in price and an increase in
quality.
6.
Yes
21%
No
79%
INTERPRETATION
The above pie chart shows that 79% of the people will not be influenced by
discounts and leave dabur to use some other paste.
RETAILERS ANALYSIS
No
18%
Yes
82%
INTERPRETATION
It shows that nearly 82% of the retailers have stockings of real juice.
2)
Remined the
same
23%
Decreased
0%
Increased
77%
INTERPRETATION
The above pie chart shows that there was a increase of 77% of stockings of real
juice over the past year.
3)
Promotiona l
Sche mes
8%
Highe r trade
ma rgins
49%
Consume r a sk
for it
43%
INTERPRETATION
Nearly 43% of the people said that stocking was made as consumers asked for
it and 49% replied that it was for higher trade margins
4)
Yes
17%
No
83%
INTERPRETATION
Nearly 83% of the people that there was no effect in increase in prices of real juice.
RETAILER ANALYSIS
DABUR HOMEMADE
1)
No
37%
Yes
63%
INTERPRETATION
The above pie chart depicts that 63% of retailers make a stock of dabur
homemade goods.
2)
Locally made,
Unbranded
4%
Others
5%
Dabur
Homemade
91%
INTERPRETATION
The above pie chart shows that 91% people purchase dabur cooking pastes
whereas 4% purchase locally made unbranded cooking pastes.
3.
Natural brands
available
15%
Schemes
4%
Higher trade
margins
42%
Consumer ask
for IT
39%
INTERPRETATION
The above pie chart shows that 39% of the consumers ask for the stocking of
dabur homemade whereas 42% feel it is because of higher trade margins.
4.
Yes
16%
No
84%
INTERPRETATION
The above pie chart shows that 84% people feel that there will be no effect of
budget on the consumption of dabur products whereas 16% feel that there will
be an effect of budget.
ANALYSIS OF DATA
SWOT ANALYSIS
STRENGTHS:It is present in two sweetened and unsweetened taste
Efficient distribution channel
Affordable and visible
User friendly packaging
Extended shelf life
Easy availability
Reliability
Appeals to health and hygiene conscious people
Large product line
Undifferentiated market
WEAKNESSES
Consumers perception towards Dabur as a pharmaceutical company
Perishable product
Stringent quality management
High investment required
OPPORTUNITIES
Growing stage- sunrise industry
Changing consumer habits
New flavours especially vegetables
Export potential
THREATS
Entry barriers not high
Competition from MNCs
Competition from non-alcoholic beverage market.
CHAPTER 5
FINDINGS
FINDINGS
THE MARKETING MIX
PRODUCT ( Real Juice )
The Facts :
The Real range of juices includes orange, mango, pineapple and mixed fruit
juices as well as its vegetable variant, tomato in its product line.
This juices contain 100 percent fruit juice. Real has no additives artificial
flavour, colour or preservatives.
The fruit juice has a self life of six months and does not need refrigeration at
the retail end. The Juices are available both in sweetened and unsweetened
form.
Real fruit juices were available and packed in Nepal in 500ml and llitre
tetrapack, Prevaiously it was available in elopack. To overcome this
hindrance, Dabur India tied up with Godrej Foods regarding the packaging of
Real, and now Real is available in tetrapacks of 200ml, 250ml, 500ml, l litre
which are tapped at the top for easy handling. The market share of Real juices
account for 35% & enjoying the Privilege of becoming Mkt leader.
FINDINGS :In terms of variety and flavour, Real offers a multiflavoured variety. Also,
Indians are known to have a sweet tooth, Real juices are available in
sweetened flavour also. Real provides
sweetened juices- a big plus for the Real brand. Also now, Real fruit juices are
available at every hook and corner.
Elopacks were introduced by Real to ensure good juice quality but as
tetrapacks are preferred and now Real juices are packed in tetrapacks keeping
the quality and easy handling, so as for now, Real juices are available in
tetrapacks of 200ml, 500ml and l litre.
PRICE
FACTS
Brand
Flavours
200ml
250 ml
500 ml
1 litre
13
Rs 35
Rs 60
Rs 10
Rs 35
Rs 60
Rs 35
Rs 60
Rs 35
Rs 68
Rs 35
Rs 60
Orange
REAL
(sweetened
Unsweetened)
Mango
FRUIT
JUICES
FINDINGS:Real, multi flavoured brands has put its different flavours under
different price tag keeping in mind the preferred tastes of Indian
consumer. The sweetened and unsweetened juice varieties are priced
same.
Since Real is fighting its battle not just against its immediate
competitor Tropicana but also against the established Frooti, so the
prices for orange and mango juices are in a competitive range and
the other juices are priced a higher than that of orange and
mango juices keeping their novelty and preferences of Indian
consumer in mind. Last year, Real launched its festive carton of
four 500 ml packs (2 oranges, 1 mixed and 1 tomato) priced at Rs.
90. This year Real launched a gift pack of four 500ml packs (mango, orange,
pineapple and mixed fruit juices) priced at Rs. 105. Also, Real has launched a
scheme of Buy two orange juice pack of 250ml and save Rs. 8. The company
believe that once the consumer try the brands at slashed price, the brands
would gain peak sales year after year. However, the company failed to
understand that consumer in general are no longer brand loyal and are always
hunting for value of money. In order to steal the show from aerated, nonalcoholic fruit drinks, it is imperative that the company try and increase profits
by increasing sales volume and reaching economy of scale and not by
increasing price tag.
PLACE
The Facts:Real is aimed at teenagers, young kids, wives, mother and family people.
Initially, when Real Fruit juices were launched, they were sparsely available.
Positioned as an up market brand, it was mostly available in mid-up market
outlets. The absence of small, convenient packs made Real less discrete in a
Premises outlets like college canteens and roadside stores. To make matters
worse in-transit damages to the packs during carton handling earned the brand
a bad name initially. But realising their mistake and after loosing a large chunk
of its market share to its competitor, the packing of Real was changed from
elopackes to tetrapacks, and the distribution channel was made more efficient.
The efficiency of distribution is such, that now Real fruit juices are available
every where.
FINDINGS:Real has done well to elaborate their consumer segment from kids, teenagers
to young adults and family people, surprisingly the sales has not risen
exponentially. In todays buyers market, if one brand is not available, the
second one would conveniently takes its place. Product differentiation and
eventually brand loyalty is continuously diminishing in the competitive market
of today. As a result, services especially as that of distribution and logistics
gains crucial importance. So, initially Real went off the shelves due to the
slack distribution network and then in August, after relaunching it again in
tetrapacks and making it available at every nook and corner, it has gained
momentum substantially.
PLACE
Homemade is aimed at House wives & mothers. Initially when Homemade
cooking Paste were launched, they were sparsely available Positioned as an
up Market, brand it was mostly available in mid up Mkt., brand it was mostly
available in mid up Mkt outlets. The Packaging of Homemade was changed
from simple pack to tetrapacks & the distribution channel was made more
efficient. The efficiency of distribution is such, that now Dabur Homemade
available everywhere.
FINDINGS:Homemade has done well the market the market despite the fact that it is a
new concept for the people to digest it. Homemade sales are increasing every
year and its distribution network becomes strong. Now it is available at every
nook & corner, it has gained momentum substantially.
CHAPTER 6
SUGGESTIONS
SUGGESTIONS
1.
As the products analysed belong to the cooking pastes and fruit juices
segment, stringent quality management is necessary at each and every
stage of production, packaging and distribution.
2.
3.
A common Indian is aware of soft drinks and even fruit drinks but least
of all of fruit juices, so what is therefore required is extensive
promotion for Real Juices.
4.
Real fruit juices has opened the gates for vegetable juices, by
introducing-Tomato variants, other vegetable flavours such as that of
carrot can also be introduced- which will definitely appeal to health
and hygiene conscious consumers.
CHAPTER-7
CONCLUSION
CONCLUSION
The juice Industry is yet to capture the beverage market in full swing. Aerated
soft drink followed by fruit drinks dominate the market. The consumers
patriotic love for tea and coffee is unfared. Juices are yet to establish their
supplement use in the average household here in lies the great opportunities.
Within the market, it is safe to conclude that Real has hit off ratherwell with
the masses. Real has clearly lost it head start advantage and thereby acquiring
just 35% of the market share while others enjoys rest of the market share. This
could be well attributed to Real successful ATA (Availability, Taste and
Affordability) marketing module, the attributes most rated by the consumers.
Lack of publicity has hampered the growth progress of
the brand so
advertising, sponsorships and media. Thus, the ideal company will be the one
which combines the high end technology with consumer insight.
As 16% of the excise duty is exempted on food products in this budget , Many
food companies including Dabur got benefited from it . On the analysis of
survey it was found that target Market of real Juice want quality benefit rather
then price to increase sales and profit . To increase market share Dabur should
give slight price benefit on Real brand so that customers of other Juice
brand should switch from other brand to Real brand .
As Homemade is a new product introduced by Dabur and as Dabur is getting
excise benefit from the Government so Dabur should pass slight Price benefit
to the target market so that target marget should use the homemade and adopt
it in making daily food thereby increasing the market share of Homemades.
REFERENCES
WEBSITES
http://findarticles.com/p/articles/mi_m0DQA/is_1999_June_17/ai_5504
1071/
http://www.business-standard.com/india/news/12-swap-for-daburfirms-demerger/133410/
http://www.business-standard.com/india/news/12-swap-for-dabur-firmsdemerger/133410/
http://www.financialexpress.com/old/fe/daily/19990225/fma25053.html
http://www.businessworld.in/index.php/NO.-10-DABUR-INDIA.html
http://www.dabur.com/Suppliers-Access%20to%20Supply
http://www.tribuneindia.com/1998/98sep10/biz.htm#9
http://www.authorstream.com/presentation/purushotamsati-103204strategic-planning-marketing-dabur-ppt-education-powerpoint/
http://www.chillibreeze.com/articles_various/Dabur-story.asp
http://www.thehindubusinessline.com/2007/03/10/stories/200703100
2540500.htm
http://findarticles.com/p/articles/mi_m0DQA/is_1999_June_17/ai_5504
1071/
http://www.business-standard.com/india/news/12-swap-for-daburfirms-demerger/133410/
http://www.business-standard.com/india/news/12-swap-for-daburfirms-demerger/133410/
http://www.financialexpress.com/old/fe/daily/19990225/fma25053.ht
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http://www.businessworld.in/index.php/NO.-10-DABUR-INDIA.html
BOOKS:
ANNEXURE
QUESTIONNAIRE (RETAILERS)
[ii] No
Dabur
[ii]
Himani
[iii]
Zandu
[iv]
Dabur
[ii]
Himani
[iii]
Zandu
[iv]
Which brands?
[i]
Dabur
[ii]
Himani
[iii]
Zandu
[iv]
50 gms.
[ii]
100 gms.
[iii]
200 gms.
[iv]
500 gms.
[v]
Purity
[ii]
Quality
[iii]
Price
[iv]
Easy availability
[vi]
Packaging
[vii]
Brand name
[viii]
Free gifts
Yes
[ii] No
Very Good
[ii]
Good
[iii]
Satisfy
[iv]
Yours Suggestions:
QUESTIONNAIRE (CONSUMERS)
1. Do you buy ?
(i)
Branded
(ii)
Unbranded
(iii)
Local Brand
(iv)
2. Which brand comes to your Mind first when you heard of the word "Honey"?
(i)
Dabur
(ii)
Zandu
(iii)
Himani
(iv)
Dabur
(ii) Zandu
(iii)
Himani
Purity
(ii)
Quality
(iii)
Price
(iv)
Easy availability
(v)
Packsize
(vi)
Packaging
(viii)
Free gifts
50 gms.
(ii)
100 gms.
(iii)
200 gms.
(iv)
500 gms.
(v )
Medical store
(ii)
General store
(iii)
Departmental store
(iv)
Children
(ii)
Friends
(iii)
Family
(iv)
Very good
(ii)
Good
(iii )
Satisfy
(iv)
9.What are the primary reasons for which you use Dabur products?
(i)
Health
(ii) Price
(iii)
Brand loyalty
(iv) Taste
(v)
Yes
(ii)
No