Question No.1 Is Dabur’s brand a strong brand? If yes, substantiate? If no, strategies.

Anser:

A brand is the identity of a specific product, service, or business. A brand can take many forms, including a name, sign, symbol, color combination or slogan. The word brand began simply as a way to tell one person's cattle from another by means of a hot iron stamp. A legally protected brand name is called a trademark. The word brand has continued to evolve to encompass identity - it affects the personality of a product, company or service.

A concept brand is a brand that is associated with an abstract concept, like breast cancer awareness, rather than a specific product, service, or business. A commodity brand is a brand associated with a commodity. Got milk? is an example of a commodity brand.

In so far is Dabur is concerned we can say Yes, Dabur has a very strong brand image:

Dabur India Limited is one of the leading consumer goods companies of India with interests in healthcare, personal care and foods. Dr.S.K. Burman established Dabur in the year 1884.

For more than a century Dabur has worked in active collaboration with nature to provide the best of herbal health and personal care products to its consumers. Today, Dabur is all set to take this abundant knowledge of Ayurveda to global frontiers. Knowledge is the key to growth in today's world. Whatever the industry is, it is the knowledge, which provides cutting edge to individual and organizations. For more than a century nature has been a rich source of knowledge for Dabur. Nature has not only given us the ingredients for all our products but has also taught us how to create a harmony within and without the organisation. Nature has inspired us in all our acts. Ayurveda - the science of life is based on principles of nature. All Ayurvedic preparations have their ingredients derived from Nature. Dabur has converted the healing properties of natural ingredients and the age-old knowledge of Ayurveda into contemporary healthcare products to improve health problems of its consumers.

Dabur India Limited understands its responsibility as a corporate house. “We

have not only set our sight on increasing turnover and profitability of the company but also on propagating Ayurveda - the Indian system of medicine.”

Marketing Report Dabur Chyawanprash

Dabur India Limited is the fourth largest FMCG Company in India with interests in Health care, Personal care and Food products. Building on a legacy of quality and experience for over 100 years, today Dabur has a turnover of Rs.2233.72 crore with powerful brands like Dabur Amla, Dabur Chyawanprash, Vatika, Hajmola & Real.

Dabur Chyawanprash, the largest chyawanprash brand in India, contributes around Rs 150 Crore to Dabur’s revenue. As a brand, Dabur Chyawanprash has been losing market share, but continues to dominate the consumer health care market with about 60% market share.

Some of the findings about Dabur• Largest distribution networks in the country• Dabur Chyawanprash has high penetration in urban areas.• The penetration is more in younger people and old aged.• The consumption is significantly higher during the winter. • Dabur Chyawanprash enjoys high brand loyalty.• Only 3% of Indian market is consuming products like Chyawanprash.• The Chyawanprash market is now stagnant.• Significantly low contribution in the southern area – regional sales analysis data.

Himani & Baidyanath have emerged as significant competitors with about 15% & 13% market share respectively. Other national players in segment include Zandu besides a host of unorganized sector players.Dabur has recently launched Sugar Free “Chyawanprash” targeted to the segment of people with high sugar level. Its sales have been very encouraging. Dabur Chyawanprash’s position in the product life cycle has been analyzed and its position as per Value equivalence line has been studied. Marketing mix with its four elements viz product, place, promotion and price with respect to the product has been studied.

Dabur Supply Chain Management

Dabur tackles the secondary supply chain:

In 2001, Dabur decided to tackle its extended supply chain of over 30 factories, six key warehouses, and 52 stocking points distributing over 1,000 SKUs to 10,000 stockists countrywide. The company needed a system to

accurately control distribution and sales forecasting to reduce inventory in the pipeline.

Dabur went ahead and built a system using Visual Basic and ASP with SQL Server 2000 as the database. It decided not to use a packaged SCM solution due to the high cost and relative lack of complications in its supply chain. The initiative

An in-house developed, easy-to-use, Intranet based data-warehouse displays as-of-yesterday sales, stock, receivables, banking, and other MIS. Over 5,000 ASP pages meet almost all reporting requirements and make this a single source of MIS for all levels of decision makers. This success paved the ground for the company's supply chain initiative. Fifty-five Ku Band TDMA VSATs were used to link primary distributors to the system. Factories were hooked up using PAMA (Permanent Assigned Multiple Access) VSATs. At some locations VPNs had to be used because it was not possible to set up a dish. The zonal offices in Mumbai were hooked up in a similar manner.

The hardware is mostly owned by the primary CFA (Carry and Forward Agent) except for the networking equipment, which is owned by Dabur. In the case of the secondary systems, stockists wholly own the hardware.

The primary rollout began in April 2001 and took 16 months. The first six months were used to create a business model common to all divisions (family products, healthcare, ayurvedic products, and pharmaceuticals), and testing and piloting the same.

The Innovation

The integrated primary and secondary system has a number of unique features. The features like tight integration of schemes, stockists credit limit control, automated banking of cheques, and online cheque reconciliation have obvious advantages in the primary...

Dabur

Sales and Distribution Continioued focus on improving penetration, increasing product availability and re alignment of the distribution framework were the key highlights of the company’s sales and distribution strategy 2008-2009. Significant investment to strengthen market presence, through activation program targetd at key urban channels and rural markets, was a major

initiative aims at strengthening the sales and distribution system, that today covers 25 lakhs retail outlets across the country.

Further the integration of Dabur foods with consumer care division gave the food portfolio access to platforms of strategic channel activation programs created by CCD, besides providing scale and cost benefit to enable greator reach and efficiency for food portfolio.

Going forward, the company is revamping it’s sales structure by dividing it’s foods soldiers in to three focus groups of home and personal care, health care and foods. This division is being effected in 100 key markets, which have been identified as high growth business market. This restructuring is aimed at creating focus groups within the company’s sales force and sales personnel   with the company’s stockiest, to enable them to sale products more efficiently an effectively.

Wholesale sale trade plays a crucial role in ensuring that Dabur brands reach the most inaccessible terrain in a highly cost effective manner during the year, the activation programme for wholesale trade was extended to 350 towns covering almost 30% of the CCD business during the year, resulting in increased brand availability across market.

Special market activation initiative, including “Dabur parivaar Programm” was ruled out for the grocery trade during the year. Under the scheme, the company adopted and nurtured top 10,000 stores across the country, providing a strong platform for building brand awareness and consumers activations. These initiatives sought to build long term relation ship with grocery stores bu offering them...

Dabur is synonymous with nature care for more than hundred years. Two, is its products portfolio, with products that are always in high demand. Dabur's third strength is its distribution system that helps its products reach 47 stocking points, 10,000 stockiest and 1.2 million retailers.

DABUR is India is renowned FMCG company that has grown into the largest in personal & health care products, with its niche interest in Ayurvedic medicines that has not only covered Indian market but also is being exported to almost 50 countries around the globe. The consumer care division and Consumer health division are the two major strategic business units along with its three subsidiary groups known as Dabur International, Dabur Foods and Dabur Nepal that contributes to the company is overall performance in the FMCG market. In 2007 -2008, company generated the revenue of $2 billion, racing towards achieving its position in being the top ten companies in India. Being the pioneer in the FMCG market, Dabu r is known to have its strengths in terms of revenue, ownership, customer focus, quality management, passion and encouragement on team building and individual excellence. Dabur has got

its established business valu es, which are based on the guiding principles of its founder , Dr SK Burman, who always believed in the meaningfulness of living by comforting others. This force the company to follow ethical business practices in its percolated down to its functioning and operations. The geniuses lies within its punch line ³dedicated to the health and wellbeing of every household´. The company basis its niche excellence in sourcing out raw materials from nature that also acts as an inspiration and its commitment to produce maintaining the ecological balance (Dabur, 2010).

Dabur India Limited is the fourth largest Company in India with interests in Health Care, Personal Care and Food Products. It is most famous for Dabur Chyawanprash, Hajmola, Glucose-D, Vatika. Dabur had a turnover of approximately Rs. 19 billion (approx. US$ 420 million) during the fiscal year 2005-2006, with brands like Dabur Amla, Dabur Chyawanprash, Vatika, Hajmola & Real. The company’s growth rate rose from 10% to 40%. The expected growth rate for two years was two-fold. Dabur operates in more than 5 countries and distributes its products worldwide. The company was founded by Dr. S. K. Burman in 1884 as a small pharmacy in Calcutta (now Kolkata), West Bengal, India. The company headquarters are in Ghaziabad, Uttar Pradesh, India, near the Indian capital of New Delhi, where it is registered. Dabur’s manufacturing operations are in India, Africa and the United Arab Emirates.

The company, through Dabur Pharma Ltd. does toxicology tests and markets ayurvedic medicines in a scientific manner. They have researched new medicines which will find use in O.T. all over the country therein opening a new market.

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.

Dabur is the co-owner of the IPL team Kings XI Punjab.

Brand Rejuvenation

With youth forming a major population of India, Dabur decided to revamp its brand identity. Dabur associated itself with Juhi Chawla, Amitabh Bachchan, Vivek Oberoi, Rani Mukherjee and Virender Sehwag for endorsements. New packaging and advertising campaign saw the sales of Chyawanprash grow by 8.5 per cent in 2003-04.

The year 2004-05 saw a whole new brand identity of Dabur. The old Banyan tree was replaced with a new, fresh Banyan tree.

The logo was changed to a tree with a younger look. The leaves suggesting growth, energy and rejuvenation, twin colors reflecting perfect combination of stability and freshness, the trunk represented three people raising their hands in joy, the broad trunk symbolized stability, multiple branches were chosen to convey growth, and warmth and energy were displayed through the soft orange color. ‘Celebrating Life’ was chosen as a new tag that completely summarized the whole essence.

The Chairman in his annual report message said, “If I were to summarize your Company’s performance during the year under review (2004-2005), it would be ‘Pursuit of Profitable Growth’”.

Question No. 2. What sector the company belongs to?

Answer:

Dr. S.K Burman started Dabur in 1884 as a small pharmacy. Initially, he prepared Ayurvedic medicines to treat diseases like malaria, plague and cholera that had no cure during that period. It was his dedication, commitment and empathy that made Dabur a renowned name among the masses. And today, after more than 120 years, Dabur is known for its trustworthiness more than anything else.

During this passage of time, Dabur went through several structural and strategic changes to maintain its market strength. The real mass production started in 1896. Early 1900’s saw Dabur emerge as the first company to provide health care through scientifically tested methods. It achieved significant improvements after setting up Research and Development centers and manufacturing automation. The launch of Dabur’s Amla hairoil and Chyawanprash was a boon to the expanding business. To keep up with the times, Dabur computerized its operations in 1957. Its Dant Manjan and digestive tablets were widely accepted as well.

However with a large product portfolio in the market, Dabur had to maintain operational efficiency. To make sure it adjusted to the business environment it became a public limited company in 1986 followed by diversification in Spain in 1992. A major change came when Dabur came up with its IPO in 1994. Because of its position, Dabur’s issue was 21 times oversubscribed. Dabur further divided its business into three separate groups:

Health Care Products Division Family Products Division Dabur Ayurvedic Specialties Limited

In 1998, for the first time in the history of Dabur, a non-family member took charge. Dabur handed over the operations to professionals. Successful implementation of procedures, timely changes and maintaining its essence, Dabur achieved its highest-ever sales figure of Rs 1166.5 crore in 2000-01.

As FMCG sector was struggling with the slow growth in the Indian economy, Dabur decided to take numerous strategic initiatives, reorganize operations and improvise on its brand architecture beginning 2002. It decided to concentrate its marketing efforts on Dabur, Vatika, Anmol, Real and Hajmola to strengthen their brand equity, create differentiation and emerge as a pure FMCG player recognized as a herbal brand. This was chosen after a study with Accenture, which revealed that Dabur was mainly perceived as a Herbal brand and connected more with the age group above 35.

Also, larger retailers were making their foray into the FMCG market. Apart from HLL, P&G, Marico and Himalya, ITC was also posing a challenge. The supply chain of Dabur was becoming complex because of the large array of products. Southern markets share in the sales figure was negligible. These factors posed a threat to Dabur and hence small changes were not enough.

Given below is the product portfolio of Dabur (Consumer Care Division 2006):

Product Category

Products

Hairoil Vatika, Amla, Sarso, (Anmol coconut)Shampoo Vatika heena conditioning, root-strengthening, Anmol-

natural shine, silkyBaby & Skin Care Vatika fairness, Gulabari, Vatika fairness face pack

Janmaghutti, Olive oil, Gripewater, Dabur lal telDigestive Hajmola range, Hingoli, Pudin haraHealth, Supplements

Chyawanprash, chyawanshakti, Dabur Honey, Glucose

Oral Care Babool (rural market), Meswak (unani method), promise, Lal paste, Binaca, Promise

Home Care Odomos, Odonil, Odopic, Sanifresh

Given Below is a Segment Wise Competitor list:

Category Dabur’s Share Main CompetitorsFruit Juice 58% Real and

ActiveTropicanna

Fruit Drinks (coolers)

1% Coolers Frooti And Maaza

Hair oil Coconut base

6.4% Vatika HLL

Shampoo Vatika 7.1% HLL and P&GHair care (overall) 27% HLL, P&G and HimalayaChyawanprash 64% Himani, Zhandu and HimalayaHoney 40% Himani, Hamdard and local PlayersDigestives 37% Paras and local players

Question No. 3. What strategy should be used by Dabur India Limited to resolve the challenges facing the company?

Answer:

The rapid changes in current competitive environment in today’s organizations have brought the attention and concern towards the concept of Organizationaldevelopment (OD). In today¶s dynamic and global market, organizations are striving to sustain and gaining a competitive advantage as keys for its survival and successare striving, where the organizations are struggling to achieve equilibrium between the tensions raised by customer expression, employee expression, strategy expression and technology expression. In order to help the organizations achieve effectiveness by improving employee productivity, greater wellbeing, improving quality of product, concerns to improve quality of life; behavioural sciences and practices have been adopted to facilitate the state of Positive organization scholarship and Organizational development (Bartunek , J. M. 1988).

The movement towards an organizational development focuses on what and how to adapt the right business practices so that organization’s capability to assess and resolve its problem can be improved; that would directly impact in improving company’s financial performance and satisfaction of its members there by promoting the organization to escalate to an increased level of functioning (Stoner, 1978).

Dabur is one of the leading Indian companies; bagging the fourth position in FMCG industry with its turnover of $ 2 billion (2008-2009), has attained significance in consumer’s segments of health, personal, home care and food products. The products are expanded to major 50 countries worldwide, through its wholly owned subsidiary. Over the years, the company has built up its str ong brand equity in the retail market and its strengths lies in the strong employee management, innovative product portfolio and reward acquisitions and its corporate social responsibility. The company is striving towards achieving the number one position in FMCG industry, strengthening the competitive advantage and retaining its relationship with its stakeholders.

This report gives an overview about a proposed OD intervention, which can facilitate change management and strengthen the organizations relationship to its physical environment, industry and stake holders, thereby bringing up the competitive advantage. The key components of this intervention includes structural change, scenario building, goal alignment and formation of organizational learning that would operate at individual , team and organizational level, that would bring a paradigm shift in company’s corporate culture to a more positive organization culture. Thus, the report aims to bring

upon system changes, improving on relationships and facilitate positive organization scholarship in context to the large market environment.

O rgan isation developmen t an d Positive O rgan ization :

According to Burke, W. W. (1994),Organization development (OD) can be defined as a planned and systematic approach, designed to improve the efficiency and effectiveness of operation in an organization. The underlying principle behind designing these changes relies on the human potential and the organ ization dynamics. In the pursuit of attaining the organizational goals, the series of changes is directed to deliberately collaborate the participation efforts of the management and integration of individual goals so as to establish an internal environment characterizing positive human behavior of openness, mutual trust, collaboration and encouraging organization wide interactions. Organization development interventions are systematic and planned approaches to change contributing to the effectiveness of the system and developing human potential and employee wellbeing (Yeo, R. ,2003). Intervention constitutes an array of behavioral activities that are carried out in collaboration of all members, thereby finding ways and implementing in order to improve working towards individual and organizational goals. It would also improve on the willingness of its members to face organizational challenges and working towards resolving the problems and improve on interpersonal relations, increase in level of trust, building up gratitude, openness and better understanding of self/others, and meaning communication in the process of planning the organization change(Kim, D. H. 1993). OD would not only collaborate the experience and expertise within organization but also to work closely on the problem solving techniques and create positive responses that would lead to organization wide success. Thus, this powerful change strategy would enable the organization to co pewith the external competitive environment (Beckhard, R. ,1975).

D A B U R , A Compan y Prospective DABUR is India is renowned FMCG company that has grown into the largest in personal & health care products, with its niche interest in Ayurvedic medicines that has not only covered Indian market but also is being exported to almost 50 countries around the globe.

The consumer care division and Consumer health division are the two major strategic business units along with its three subsidiary groups known as Dabur International, Dabur Foods and Dabur Nepal that contributes to the company is overall performance in the FMCG market. In 2007 -2008, company generated the revenue of $2 billion, racing towards achieving its position in being the top ten companies in India. Being the pioneer in the FMCG market, Dabu r is known to have its strengths in terms of revenue, ownership, customer focus, quality management, passion and encouragement on team building and individual excellence. Dabur has got its established business valu

es, which are based on the guiding principles of its founder , Dr SK Burman, who always believed in the meaningfulness of living by comforting others. This force the company to follow ethical business practices in its percolated down to its functioning and operations. The geniuses lies within its punch line ³dedicated to the health and wellbeing of every household´. The company basis its niche excellence in sourcing out raw materials from nature that also acts as an inspiration and its commitment to produce maintaining the ecological balance (Dabur, 2010).

Compan y s key stre n gths:

Consumer focus:

In order to fulfill the needs of consumer, we have better understanding of their needs and offer them the best product. Innovation: Its saga of success lies in its continuous exploration and developing new products and following processes.

Ownership: Family driven business, which accepts the accountability and responsibility of every strategic move that company makes.

Employee development: company focuses its interest around employee development, training , rewarding and achieving excellence. Passion to succeed: The Company is determination lies in focusing on what they do and deliver the best that’s is required, committing to its objectives and result driven processes.

Teamwork: Mutual trust and the transparency are the foundation . However, Dabur in regard to its operational paradigm is coping with its little area of concerns at this point of time. Following are the targets of the organization to be achieved through organizational development :

Retaining premier position: The short term revenues are generated through focusing on short term projects that would just gather short term revenues and long term activities are ignored( such as building human potential and knowledge), though Dabur,has built relationship with consumers but they are required to design proactive solutions to align to long term objectives of consumer.

Selecting on innovative product:

The tension between the revenues generation department and o rganizational strategies, on the basis of technological advancements has hampered the selection process for the right innovative product. In fact, the increasing

competition and switching moods of customer have intensified the pressureon future planning process.

Focus on Specialization:

The increased pressure on revenue generation and the highlighted focus on consumers needs in comparison to voice of employee, employees were bound to be rotated across different departments and there is a shift from building strategic expertise in individual areas is causing the diffusion of expertise.

Rewards and Recognitions: The reward system at Dabur primarily focus on the individual performance and evaluated as individual contribution, where there is an ur gent need to introduce team based rewards resulting in institutionalization at the company level.

Knowledge sharing and inter group collaboration:

The multiple groups and projects have caused replication of many common avoidable tasks because knowledge sharing at Dabur is very limited to the immediate group, whereas there should a formal system that would encourage people to share the µbest practices through increased interaction and intergroup coordination.

Brand positioning and public relations:

The management at Dabur has worked hard to align as much close to consumer and market prerequisites at an organization level. The brand positioning also enco urages the performing talents f rom educational institutes to join and work for them that does in a way add to employee pride a nd self-actualization.

Concepts of Intervention:

According to French and Bell (1990), Intervention refers to the set of structured and systematic activities that engages its different organization units (group or individual) in the sequence of tasks that directly or indirectly relates to organizational improvement. After the diagnosis of problems the key areas to be worked upon, intervention introduces the ways and action plan in order to seek information knowledge for organizational development on the whole. This concept of organizational improvement aims to provide a paradigm shift from bad to good and dysfunctional to functional while improving on the employee.

Passion to succeed: The Company;s determination lies in focusing on what they do and deliver the best that is required, committing to its objectives and result driven processes.

Teamwork: Mutual trust and the transparency are the foundation .

However, Dabur in regard to its operational paradigm is coping with its little area of concerns at this point of time. Following are the targets of the organization to be achieved through organizational development :

Retaining premier position:

The short term revenues are generated through focusing on short term projects that would just gather short term revenues and long term activities are ignored( such as building human potential and knowledge), though Dabur, has built relationship with consumers but they are required to design proactive solutions to align to long term objectives of consumer.

Selecting on innovative product:

The tension between the revenues generation department and o rganizational strategies, on the basis of technological advancements has hampered the selection process for the right innovative product. In fact, the increasing competition and switching moods of customer have intensified the pressureon future planning p rocess.

Focus on Specialization:

The increased pressure on revenue generation and the highlighted focus on consumers needs in comparison to voice of employee, employees were bound to be rotated across different departments and there is a shift from building strategic expertise in individual areas is causing the diffusion ofexpertise.

Rewards and Recognitions:

The reward system at Dabur primarily focus on the individual performance and evaluated as individual contribution, where there is an ur gent need to introduce team based rewards resulting in institutionalization at the company level.

4. Mention the Marketing Mix of Dabur.

Answer:

The marketing mix is a set of controllable marketing tools that an institution uses to produce the response it wants from its various target markets. It consists of everything that the university can do to influence the demand for the services that it offers. Tangible products have traditionally used a 4Ps model, the services sector on the other hand uses a 7P approach in order to satisfy the needs of the service provider's customers: product, price, place, promotion, people, physical facilities and processes

Marketing professionals and specialist use many tactics to attract and retain their customers. These activities comprise of different concepts, the most important one being the marketing mix. There are two concepts for marketing mix: 4P and 7P. It is essential to balance the 4Ps or the 7Ps of the marketing mix. The concept of 4Ps has been long used for the product industry while the latter has emerged as a successful proposition for the services industry.

The 7Ps of the marketing mix can be discussed as:

Product - It must provide value to a customer but does not have to be tangible at the same time. Basically, it involves introducing new products or improvising the existing products.

Price - Pricing must be competitive and must entail profit. The pricing strategy can comprise discounts, offers and the like.

Place - It refers to the place where the customers can buy the product and how the product reaches out to that place. This is done through different channels, like Internet, wholesalers and retailers.

Promotion - It includes the various ways of communicating to the customers of what the company has to offer. It is about communicating about the benefits of using a particular product or service rather than just talking about its features.

People - People refer to the customers, employees, management and everybody else involved in it. It is essential for everyone to realize that the reputation of the brand that you are involved with is in the people's hands.

Process - It refers to the methods and process of providing a service and is hence essential to have a thorough knowledge on whether the services are helpful to the customers, if they are provided in time, if the customers are informed in hand about the services and many such things.

Physical (evidence) - It refers to the experience of using a product or service. When a service goes out to the customer, it is essential that you help him see what he is buying or not. For example- brochures, pamphlets etc serve this purpose.

5. Give a SWOT Analysis of Dabur.

Answer:

SWOT stands for Strengths, Weaknesses, Opportunities and Threats, and is an important tool often used to highlight where a business or organisation is, and where it could be in the future. It looks at internal factors, the strengths and weaknesses of a business, and external factors, the opportunities and threats facing the business. The process can give you on overview of where the business, and the environment it operates in, is strategically. This is an important, yet to simple to understand, tool used by many students, businesses and organisations for analysis.

The following SWOT analysis looks at dabur india which is operating in fmcg industry. The analysis shows dabur india's Strengths, Weaknesses, Opportunities and Threats. The SWOT analysis will give you a clear picture of the business environment dabur india is operating in at the present time.

Strengths:

The strengths of a business or organisation are positive elements, something they do well and is under their control. The strengths of a company or group and value to it, and can be what gives it the edge in some areas over the competitors. The following section will outline main strengths of dabur india

Having alliances with other strong and popular businesses is a major plus point for dabur India as it helps bring in new customers and make business more effective.

Being a market leader, as dabur india is, is key to their success as it boosts reputation, profit and market share.

Competitive pricing is a vital element of dabur india’s overall success, as this keeps them in line with their rivals, if not above them.

Riding high in the niche market in fmcg industry has helped boost dabur india and raised reputation and turnover.

Keeping costs lower than their competitors and keeping the cost advantages helps dabur india pass on some of the benefits to consumers.

The services/products offered by dabur india are original, meaning many people will return to dabur india to obtain them.

dabur india’s marketing strategy has proved to be effective, helping to raise profiles and profits and standing out as a major strength.

dabur india’s innovation keeps it a front-runner in fmcg as it is regularly turning out new patents/proprietary technology.

Experienced employees are key to the success of dabur india helping to drive them forward with expertise and knowledge.

High quality machinery, staff, offices and equipment ensure the job is done to the utmost standard, and is a strength of dabur india.

dabur india has an extensive customer base, which is a major strength regarding sales and profit.

dabur india’s reputation is strong and popular, meaning people view it with respect and believe in it. Being financially strong helps dabur india deal with any problems, ride any dip in profits and out perform their rivals.

A strong brand is an essential strength of dabur india as it is recognised and respected.

dabur india has a high percentage of the market share, meaning it is ahead of many competitors.

dabur india’s distribution chain can be listed as one of their strengths and links to success.

High quality products/services is a vital strength, helping to ensure customers return to dabur india.

dabur india’s international operations mean a wider customer base, a stronger brand and a bigger chunk of the global market.

Development and innovation are high at dabur india with regard to their products/services, which is a sure strength in its overall performance.

dabur india’s position in the market is high and strong – a major strength in this industry as they are ahead of many rivals.

Having little competition, being one of very few companies providing this service/product is a major factor in dabur india’s performance.

The online presence of dabur india is strong, meaning it is ahead of many competitors.

The lucrative location of dabur india adds to its strengths due to its accessibility (road, rail, air etc).

Supplier relationships are strong at dabur india, which can only be seen as strength in their overall performance.

Weaknesses:

Weaknesses of a company or organisation are things that need to be improved or perform better, which are under their control. Weaknesses are also things that place you behind competitors, or stop you being able to meet objectives. This section will present main weaknesses of dabur india.

Reputation is important, and a damaged one like dabur india’s is a major weakness as consumers will not trust the firm enough to spend money with them.

A serious weakness for dabur india is the fact their products/services are of low quality, meaning people will have better-quality substitutes.

Not reducing costs in the same way as their competitors\' means dabur india is outlaying more of their profits. Having higher costs than competitors is a major weakness.

dabur india’s R&D work is low and insignificant, which is a major weakness in fmcg asit is constantly creating new products.

The lack of staff experience is a major downfall for dabur india as it could lead to mistakes or negligence.

Old and outdated technologies hold dabur india back and limits success, as other firms are making use of better and more reliable technologies.

Not having an effective marketing strategy seriously hampers the success of dabur india.

Over pricing, setting too high prices for dabur india products/services makes them uncompetitive, which is a major weakness.

The lack of business alliances is a major weakness for dabur india, as they will struggle to get deals, favours and partnerships.

dabur india is in a poor financial position which makes it weaker than its competitors.

dabur india’s lack of innovation limits its success, as there is no forward thinking.

Good companies need loyal employees, but dabur india has a poor relationship with staff which affects performance. dabur india does not function internationally, which has an effect on success, as they do not reach consumers in overseas markets.

Problems with stock are a weakness for dabur india as they need to keep up with demand.

Online presence is vital for success these days, and lack of one is a limitation for dabur india.

dabur india\'s underdeveloped distribution chain has a marked effect on performance as it affects the distribution of their products/services.

The lack of original products/services is a major flaw in dabur india’s future success, as it shows a blinkered outlook. dabur india\'s location is weakness for the firm, as it means they miss out on many opportunities. dabur india’s lack of patents/proprietary technology puts it behind its rivals and is deemed as one of their weaknesses.

The weak brand name compromises success for dabur india as it doesn\'t inspire people to buy their products/services.

A limited customer base is a major weakness for dabur india as it means they have less people to sell or market to.

The weak market position of dabur india is a limitation to their overall success, as they are well behind their rivals.

dabur india’s limited product line is a major weakness.

dabur india’s weak supplier relationships also have an adverse effect on success, as it cuts ability to negotiate.

dabur india is behind its competitors with a low share of the market, which in turn leads to lower turnover. Opportunities:

Opportunities are external changes, trends or needs that could enhance the

business or organisation’s strategic position, or which could be of a benefit to them. This section will outline opportunities that dabur india is currently facing.

dabur india could benefit from Governmental support, in the form of grants, allowances, training etc.

Looking at export opportunities is a way for dabur india to raise profits.

Changes in technology could give dabur india an opportunity to bolster future success.

dabur india could benefit from expanding their online presence and making more money from online shoppers/internet users.

The changes in the way consumers spend and what they buy provides a big opportunity for dabur india to explore. dabur india is in good financial position, which is an opportunity for them to explore in terms of investment in new projects.

Decrease in taxation gives an opportunity for dabur india to reduce prices or increase profits. The growth of the fmcg industry is an opportunity for dabur india to grasp.

New market opportunities could be a way to push dabur india forward.

As the economic climate improves, so do the opportunities for dabur india.

dabur india has the opportunity to enter a niche market, gain leading position and therefore boost financial performance.

Reaching out into other markets is a possibility for dabur india, and a big opportunity. Grasping the opportunity to expand the customer base is something dabur india can aim for, either geographically or through new products. Takeover and merger opportunities could be explored for dabur india and used to acquire new customers, new resources and enter new markets.

Expanding the product/service lines by dabur india could help them raise sales and increase their product portfolio.

Reduction in interest rates could benefit dabur india as business costs would come down.

Expanding into other markets could be a possibility for dabur india.

Forming strategic alliances and joint ventures is an opportunity for dabur india to maximise profit and gain new business.

dabur india has a number of highly skilled staff, which is an opportunity for them to explore as expertise of their staff can help dabur india to bring the business forward.

Structural changes in the industry opens other doors and opportunities for dabur india.

Threats:

Threats are factors which may restrict, damage or put areas of the business or organisation at risk. They are factors which are outside of the company's control. Being aware of the threats andbeing able to prepare for them makes this section valuable when considering contingency plans and strategies. This section will outline main threats dabur india is currently facing.

Consumer lifestyle changes could lead to less of a demand for dabur india products/services.

Tax increases placing additional financial burdens on dabur india could be a threat.

Change in demographics could threaten dabur india.

The financial burden of increasing interest rates could be a threat to dabur india.

Regulations requiring money to be spent or measures to be taken could put financial or other pressure on dabur india. New products/services from rival firms could lead to dabur india\'s products/ services being less in demand.

Changes in the way consumers shop and spend and other changing consumer patterns could be a threat to dabur india\'s performance.

Being undercut by low-cost imports is a major threat for dabur india. Not keeping up with changes in technology could be detrimental to the future of dabur india as they could slip behind their rivals.

Slow growth and decline of the fmcg market is a threat to dabur india. Increased competition from overseas is another threat to dabur india as it could lead to lack of interest in their products/services.

Extra competition and new competitors entering the market could unsteady dabur india and be a threat. The actions of a competitor could be a major threat against dabur india, for instance, if they bring in new technology or increase their workforce to meet demand.

Price wars between competitors, price cuts and so on could damage profits for dabur india.