Dabur Red Toothpaste

7/30/2019 Dabur Red Toothpaste

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Indian Institute of Planning and Management

Bhopal (MP)

A Project Report

On

Dabur Lal Toothpaste a Consumer Prospective

Submitted To: Submitted by:

Prof Rajkumar soni Satyendra Singh Chouhan

2010-2012


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Bhopal (MP)

CERTIFICATE YEAR 2010-2012

Dabur Lal Toothpaste a

Consumer Prospective

Prof Rajkumar Soni

(Asst. Dean IIPM Bhopal)



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Bhopal (MP)

DECLARATION

Year 2010-2012

I, Satyendra Singh Chouhan, hereby state that the study and work undertaken by

us towards that fulfillment of the requirements of the project onDabur Lal

Toothpaste a Consumer Prospective Is our original work . The project

done under the supervision and guidance of Prof Rajkumar Soni .

Satyendra Singh Chouhan

S.No Content Page No


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1 Acknowledgement 5

2 Executive summary 6

3 Objective 7

4 Company profile 8

9 Financial Review 13

12 STP & SWOT Analysis 15

16 Questions analysis 17

19 Conclusion 29

21 Bibliography 31

22ANNEXURES IQuestionnaire

32

Acknowledgement:


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I would like to thank Prof. Rajkumar Soni For his guidance and

support for the preparation of project report.

I would like to thank all the retail owner and distributor who gave

their valuable time and extended the full support in preparing the

project report.

1.Mr. Harish churaria 9713930732

Kabir Kirana Store

Shop no. 19 fine avenue

2.Mr. Amit Goyal 7566877144

Sarkar proteins

Shop no. 35 fine avenue

3.Mr. Sudhir 9425608921

Balaji trader and wholesaler.

Nayapura kolar road

4.Mr. Mahendra Singh Sisodia 9981124213

Sisodia Medical store

Nayapura kolar road

5.Mr. Manoj Jain 9200593135

Vardhaman Kirana store

Fine avenue kolar road

EXECUTIVE SUMMARY


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The project assigned to me was to study and work on the

consumer behavior on Dabur Red toothpaste. The studywas conducted in three phase-

1. Phase I literature review of the Dabur Red toothpaste.

2. Phase II Conducting a survey on the consumer behaviorby the help of questionnaire and personal interview.The sample size was 50 with 5 retailer and distributor.The area selected was suburb of Bhopal city.

After the analysis i came to the conclusion that indeed

Dabur red toothpaste is a famous brand amongst the

public and is popular because of price and color factor.

It was indeed a great pleasure and privilege to work tounderstand the consumer behavior and how awareness

about the oral health is effecting the purchasing decision

of the consumer.


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OBJECTIVES

OBJECTIVES OF THE STUDY

1.The primary objective of the study was to learn theconsumer behavior on the practical ground and find

out how consumer behaves for a particular product.

2.The study was also aimed to understand themarketing strategies Dabur India ltd.

3.To understand the different segment that arepresent in Bhopal market.

Introduction


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Dabur India Limi ted (DIL) is the fourth largest FMCG Company in Indiawith business interests in Healthcare, Personal care and Food products. It has revenueof about US$600 Million (over Rs 2834 Crore) & Market Capitalization ofoverUS$2.3 Billion. Dabur India is a 126 years old company and is the world leader in

Ayurveda with a portfolio of over 250 Herbal/Ayurvedic products. Dabur since its

inception has focused on manufacturing and selling Ayurvedic products targeted at themass consumer segment. There are number of personal care products,Ayurvedic tonics and oral care products which it launched between 1940and1970 have become leading brands today.

Daburs top nine brands had 65% ormore market share in thei r respect iveproduct categories. These include the health tonic Chyawanprash, Hajmoladigestive tablets and candy, digestive PudinHara, Dabur Lal Dant Manjan and Dabur

Amla hair oil. Dabur manufactures over450 products, covering a wide range in healthand personal care. Dabur India has 14 manufacturing locationseight in India and six

in contries like Nepal, Egypt UK etc. It has three Subsidiary Group companies

Dabur International, Fem Care Pharma and new U and 8 step down subsidiaries:Dabur Nepal Pvt Ltd (Nepal), Dabur Egypt Ltd (Egypt), Asian Consumer

Care(Bangladesh), Asian Consumer Care (Pakistan), African Consumer Care

(Nigeria), Naturelle LLC (Ras Al Khaimah-UAE), Weik field International (UAE) and

Jaquline Inc. (USA). It has wide and deep market penetration with 50 C&F agents,

more than 5000 distributors and over2.8 million retail outlets all over India.

Dabur India limited is divided into three SBUs.

1) C o n s u m e r C a r e D i v i s i o n : T h i s S B U c a t e r s t o t h e c o n s u m e r n e e d s pertaining to Personal Care, Health Care, Home Care & Foods. The majorBrands under this SBU are Dabur, Vatika, Hajmola, Real and Fem.

2) Consumer Health Division: This SBU pertains to the Ayurvedic medicines andayurvedic OTC. Major categories in traditional formulations include Asav

Arishtas, Ras Rasayanas, Churnas, Medicated Oils.

3) In ternat ional Bus iness Div is ion: I t caters to the heal th and personalcare needs of international consumers in middle east, north and west Africa, EU3 andUS. This division has high level of localization of manufacturing and sales &marketing.

In 2003, Dabur collaborated with Accenture so as to keep itself competitive. The need of thehour was to work smarter and faster so as to improve profitability and revenuegrowth . Accentu re advis ed Dabur to f ocus on th e fol lowi ng key areas:


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1) Competing on core competencies, while outsourcing non-core functions totrusted third-party providers.

2) Viewing information technology (IT) as a strategic asset that creates real valuesnotsimply a cost to be managed.

3) Streamlining processes wherever possible Dabur implemented Accenture sadvice and went ahead with the following strategies in each of the followingfunctions.

Dabur Red Toothpaste is packed with the power of 13 active Ayurvedic ingredientslike Laung Pudina & Tomar, that keep all your dental problems away. It is the first-ever toothpaste which keeps all your dental problems away, thereby providing youstrong teeth.

Its superior formulation that has been scientifically validated has made Dabur RedToothpaste the preferred oral care brand for millions of Indians. No wonder thatDabur Red Toothpaste has become a Rs 100 crore brand within just five years of itsbirth.

Dabur Red Toothpaste is available in 4 SKUs: 200gm, 100gm, 50gm and 20gm.

Ingredients

1. Laung: Helps prevent toothache2. Pudina: Helps prevent bad breath3. Tomar: Kills harmful germs

Dabur Performance Overview


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Dabur completed another year of strong growth, both in revenue and profits. Thehighlights of the Companys performance in fiscal 2010-11 on a consolidated basis are: Consolidated Sales increased to 4,109.9 crores in fiscal 2010-11 from Rs.3,415.8crores in fiscal 2009-10 registering a growth of 20.3% Consolidated profits after tax (PAT) went up to Rs. 568.6 crores in fiscal2010-11 from

Rs. 501.3 crores, going up by 13.4% Earnings per share (EPS) went up to Rs3.25 infiscal 2010-11 from Rs. 2.89 in fiscal 2009-10The Company has maintained a strong and consistent growth trajectory in consolidatedsales during the last 10 years, with growth accelerating in the last 5 years to CAGRof18.5% (See Chart below). The Companys sales crossed the Rs. 4,000 crore markduring fiscal 2010-11.Sales growth during 2010-11 continued to be significantly volume-driven, with volumesaccounting for more than three fourths of the total revenue growth. The challenginginput cost environment led to calibrated price increases across categories.

Oral Care

The year 2010-11 marked another year of strong growth for Daburs Oral Care portfolio,a business that comprises two key product categories - Toothpaste and Toothpowder.While the toothpaste portfolio continued to outshine the industry, growing at near doublethe industry average, the toothpowder segment too reported moderate growth duringthe fiscal. The toothpaste portfolio of Dabur - yet again - was the fastest growing in thecountry, even in the face of stiff competition.

According to AC Nielsen Retail Audit (MAT Mar 2011), Daburs toothpaste brands grewby a cumulative 18.1% as against an industry average of 10.8% and even reported amarket share gain of 90 bps in one year. Dabur now enjoys market share of 14.1% ofthe total toothpaste category as per AC Nielsen Retail Audit (MAT Mar 2011).

Dabur Red Toothpaste delivered another good performance to end the year with astrong double-digit growth and emerged as an Ayurvedic alternative. Besidesintroducing two new SKUs of Dabur Red Toothpaste - an Rs. 10 pack and a 300 gmvalue pack - aimed at different consumer class and markets, Dabur also rolled out amega Oral Hygiene awareness programme for children that reached out to about 21lakh school kids across the country. Under this programme, these kids were educatedabout the need for oral hygiene and how Red toothpaste offers complete protectionfrom all dental problems. Strong regional focus initiatives in South India, intensive mediaacross India and other all-India ground-level activations helped the brand grow well andgain market share. The brand ended the year with a 42 bps gain in market share to endthe year with 4.1% share of the pie (as per AC Nielsen Retail Audit MAT March 2011).Backed by a strong value proposition to consumers and delivering on the key oral carebenefits through natural ingredients, brand Babool continued its strong growthmomentum and ended the fiscal with a market share of 8.9%. The brand wasintroduced in a new packaging propagating the benefits of its natural ingredients.Babool toothpaste contains extract of Babul plant. Babul bark contains natural Tanninsat a level of 20-40% and is an excellent astringent. It offers effective oral careprotection, mainly to inflated gums and helps to provide and maintain clean, strong andwhite teeth. Clinical studies clearly substantiate that the use of Babul for oral care


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makes the roots of the teeth strong from within, mainly due to the presence of tannins inBabul extract.Meswak, the third big pillar in Daburs toothpaste market strategy, was also introducedin a new packaging to build a closer association with the Dabur umbrella brand.Meswak, today the largest brand in the premium toothpaste market, is scientifically

proven to reduce tartar & plaque, fight germs & bacteria to keep gums healthy, preventtooth decay, eliminate bad breath and ensure strong teeth. In short, Meswak providescomplete Oral Care, which is core to fitness and well-being.Daburs toothpowder brand Dabur Lal Dant Manjan reported a 2.1% growth after yearsof remaining stagnant. The demand recovery was a result of an extensive ruralactivation programme that sought to convert non-dentifrice users to toothpowder acrossUttar Pradesh.This initiative helped Dabur Lal Dant Manjan increase its consumer franchise at a timewhen growing affluence in rural India had resulted in an overall shift in consumerpreference from toothpowders to toothpastes.This programme covered village schools, local Haats and Melas in these states. These

initiatives ensured that Dabur Lal Dant Manjan grew ahead of the category and gained50bps in market share (AC Nielsen Volume Share for MAT March 2011).

Sales & Distribution

Dabur has a highly developed Sales and Distribution network with a presence in eventhe smallest of markets. Daburs distribution network covers over 2.8 million retailoutlets, with a high penetration in both urban and rural areas. The growth strategy ofDabur envisages a key role for technology in improving efficiencies of the Sales&Distribution network. During the year, significant investments were made inInformation Technology solutions in various aspects of Sales & Distribution.Dabur enhanced the footprint of its Stockiest transaction software Drishti to coveralmost 75% of business, gathering real-time market information. Real-time dashboardshave been created in Drishti console, providing quicksnapshots of all dimensions ofoperational efficiencies in Sales & Distribution. This has enabled all levels of the Salesorganization to direct their actions in a highly focused manner, improving fieldefficiencies while reducing costs.

MODERN RETAIL STRATEGY

The Modern Trade segment resurged in the 2010-11 fiscal, with key playersreconfiguring their networks and scaling up operations. The Modern Trade landscapewitnessed new formats emerging as potential winners over the medium term. Acomprehensive strategy was developed to accelerate growth for Dabur in this backdrop,focusing on share gains in emerging formats & key categories.The strategy focused on creating a distinct identity for Dabur brands (core being herbalexpertise) that are relevant for shoppers. Building an effective servicing &activationsystem to service the requirements of Modern Trade are also a critical element of theapproach. This helped Dabur improve growth rates in Modern Trade channel during theyear & make significant market share gains across all key categories.


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TRADITIONAL TRADE

In the year 2010-11, Dabur continued to strengthen its market presence through programmestargeted at key urban channels and the rural markets. Point of purchase is the most criticaldimension impacting the buying decision of the consumer and appropriate interventions arecrucial to generate impact amidst the clutter. Apart from investments to strengthen shelfpresence, the stores were also offered merchandising solutions to enhance the effectiveness ofthe brand communication. Overall, merchandising investments have been tripled to deliverrequired impact.

RURAL MARKETS

Rural & semi-urban India contributes to about half of the business for CCD and is also thelargest source of growth. The recent years have seen a steady growth in income in rural India.Thanks to the spurt in commodity prices and the employment generation schemesand fiscalsops announced by the government, the rural consumers today have more money in their

pockets. During the course of the year, Dabur initiated a detailed study to understand the rurallandscape and identify emerging pockets of higher growth.Comprehensive benchmarking was done on rural coverage across 8 key states - UttarPradesh,Uttaranchal, Rajasthan, Bihar, West Bengal, Maharashtra, Madhya Pradesh and Chhattisgarh.Markets were mapped integrating road networks and economic data to identify potential forcoverage. The plan is to extend rural distribution reach by penetrating to villages with populationof ~3000 in these states.The strategy is to improve distribution reach, customize trade promotions and provide focusedservicing through a dedicated sales team exclusive to these markets. Field resources aresignificantly increased in high potential districts of these states to increase contact frequenciesand improve coverage.

Operations

At Dabur, it is recognized operation as an important source of competitive advantage. A strongback-end support in Procurement, Manufacturing, Research & Development and HumanResource Management has been key to Daburs sturdy performance through the2010-11 fiscal.

A large number of initiatives was rolled out by the Company to improve productivity througheffective application of technology and advancement in manufacturing processes, besidesadoption of lower cost energy options.

MANUFACTURING

In India, Dabur has 13 production facilities organized around two main factories at Baddi Cluster(Himachal Pradesh) and Pantnagar (Uttaranchal); and nine factories which are located atSahibabad (Uttar Pradesh), Jammu, Silvassa, Nasik, Alwar, Katni, Narendrapur and Pithampur.The Foods Business is catered to by manufacturing facilities in Newai(Rajasthan) and Siliguri(West Bengal).During the 2010-11 fiscal, the Company increased capacities in toothpaste, shampoo, hair oils,Hajmola and Glucose. In addition, an increase in throughputs in our existing units enabled us tomeet higher volumes with existing capacities without additional capital investment. Introductionof Automatic Tray feeding system to Poly shrink machine for Juices at our Newai unit is


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expected to not only enhance throughput, but also improve quality and reduce wastage. TPMinitiatives at Baddi, Silvassa and Pantangar Units generated "Kaizens", which led to reduction indown time of machines.Initiatives were taken in various manufacturing units to reduce cost, reduce impact onenvironment, new product/pack introduction, improve safety awareness and qualityimprovement.

Financial Review (on a consolidated basis)

During 2010-11 fiscal, the Consolidated sales of your Company increased by 20.3%, primarilydriven by volume growth of 12.7% and acquisitions contributing to 5.1% of growth. While salesgrowth remained strong the Company faced headwinds with respect to inflation and costpressures. The Company dealt with these challenges and was able to maintain its margins in ahighly inflationary environment through calibrated price increases and efficient management ofcosts.EBITDA margin of the Company was stable at 19.9% vis--vis 19.8% in FY2009-10. Theincrease in rate of Minimum Alternate Tax (MAT) led to the effective tax rate increasing from

16.7% to19.6%.The Profit After Tax of the Company increased by 13.4% during 2010-11 with the Profit AfterTax (PAT) margin going down slightly mainly on account of increased taxation.

A bridged P&L account and profitability ratios are given below:-

DILS ABRIDGED PROFIT AND LOSS STATEMENT, ON A CONSOLIDATED BASIS

In Rs. Crores 2010-11 2009-10 YoY (%)

Gross Sales 4,109.9 3,415.8 20.3%

Other Operating Income 33.0 25.3 30.8%

Material Cost 1,905.3 1,550.8 22.9%

Employee Costs 322.2 284.7 13.2%

Advertising & Promotional Expenses 534.6 493.5 8.3%

Other Expenses 560.7 432.4 29.7%

Other Non Operating Income 32.1 23.0 39.9%

EBITDA 819.8 677.3 21.0%

Interest Expenses and Finance Charges 30.3 20.2 50.1%

Depreciation & Amortization 81.6 56.2 45.2%

Profit Before Tax (PBT) 707.9 600.9 17.8%

Tax Expenses 139.0 100.5 38.3%

Profit After Tax (PAT) 568.6 501.3 13.4%KEY PROFITABILITY RATIOS

2010-11 2009-10

EBITDA / Sales 19.9% 19.8%

EBIT / Sales 18.0% 18.2%

PBT / Sales 17.2% 17.6%

PAT / Sales 13.8% 14.7%


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Diluted Earnings per Share (Rs ) 3.25 2.89

KEY BALANCE SHEET RATIOS 2010-11 2009-10

Average ROCE 33.2% 47.3%

Average RONW 48.9% 57.3%

NET WORKING CAPITAL

In days sales 2010-11 2009-10

Net Working Capital* Days 10.9 -0.7

Days Sales Outstanding (DSO) 31.6 12.8

Days Inventory Outstanding (DIO) 62.9 45.5

Internal Control Systems

Dabur has a robust internal audit and control system managed by qualified and experiencedpeople. Price Waterhouse Coopers is the internal auditor for the Company and its subsidiaries.The Company follows Standard Operating Procedures (SOPs) that are in line with the bestglobal practices, and have been laid down across the process flows, along with authoritycontrols for each activity.Dabur has also introduced the COSO framework for internal controls and adequacy of internalaudit. Under this framework, various risks facing the Company are identified and assessedroutinely across all levels and functions, and suitable control activities are designed to addressand mitigate the significant risks.The internal audit department reports to the Audit Committee of the Board of Directors, whichrecommends control measure from time to time. To read the report of the Audit Committee oninternal control and adequacy, refer to the section on Corporate Governance of the AnnualReport.

STP AND SWOT ANALYSIS


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Dabur Red

Parent Company Dabur

Category Personal Care brands - Toothpastes

Sector FMCG

Tagline/ Slogan

Keep dental problems away, daant

swasth life mast

USP

Gets rid of dental problems through

Ayurvedic solutions

STP

Segment Toothpowder or toothpastes

Target Group People facing dental problems

Positioning

Toothpaste containing Ayurvedic

ingredients and effective in preventing

and curing dental problems

SWOT Analysis

Strength

1. Scientifically validated formulation andAyurvedic ingredients

2. Contains ingredients trusted by Indians

as home remedies for dental problems

3. Does not contain fluoride-a toxic

industrial waste which most toothpastes

contain

4. Reasonable price

5.Belonging to a strong family of Daburhaving a name in Ayurvedic products

Weakness

1.Marketing not as powerful as Colgate

2.Unusual color of the toothpaste or

toothpowder


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3.Limited customer base

Opportunity

1.Expansion in markets outside India at a

large level

2.Better promotion and expansion online3.Explore rural segments

Threats

1.Price wars between competitors

2.Presence of easily available and lesser

priced substitutes

3.New products from the competitors

Competition

Competitors

1.Colgate

2.Closeup

3.Pepsodent

Analysis


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Q6. Which tooth paste / powder you use:- Colgate - : 15 Pepsodent - : 10 Dabur lal dant manjun - : 25 Tooth powder - : 05

Analysis - According to the survey it was seen that the public in the lower segment and lowermiddle class segment Dabur lal dant manjun is more prevalent and is more due to a habit andbecause of traditions.

Q7. What you use for cleaning the tooth:-

Colgate

Pepsodent

Dabur lal dant manjun

Tooth powder


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Tooth paste : 40 Tooth powder : 08 Others : 02

Analysis It was found that awareness about the oral hygiene is increasing and people aremore concerned with the oral health. Use of tooth paste is increasing in compared to tooth

powder and other material like babul stick charcoal powder.

Tooth paste

Tooth powder

Others


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Q8. Which quality you like in dabur lal tooth paste :-

Flavor - : 23

Color - : 15

Content - : 02

Price - : 10

Analysis People use Dabur lal dant manjun due to habit and the taste of flavor of dabur red

tooth paste. After flavor color and pricing of the Dabur are more preferred.

Flavor

Color

Content

Price


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Q9. Are you satisfied by lal dant manjan :-

Very much - : 38

Satisfied - : 10

Its ok - : 02

Not at all - : 00

Analysis People who are using the Dabur Red Tooth Paste from a very long time are addicted

to it and they dont want to change their tooth paste at all .

Very much

Satisfied

Its ok

Not at all


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Q10. What changes you would like in the Dabur tooth paste :-

Packaging : 15

Color - : 06

Price - : 25

Content - : 04

Analysis Pricing plays an important part in the Indian market and the consumer want more

for less money. Packaging and color do play a role in the purchasing decision of the consumer

but not to the extent at which the price factor plays.

Packaging

Color

Price

Content


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Q11. Which size of tooth paste you use regularly.

50 grms - : 15

100 grms - : 25

150 grms - : 10

Analysis People buy the 100 grms tube more due to the reason that if more then one

member of the family is using the tooth paste then it should last for at least a month. As tooth

paste is one product which falls in the monthly purchase list of any family. And it is economical

and affordable also.

50 grm

100 grms

150 grm


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Q12. How many family members use the same brands tooth paste.

Myself : 7

Two members : 13

All members - : 30

Analysis Usually the purchasing of daily useable items is done once in a month and due to the

economical condition of the lower middle class and middle class does not permit them to buy

tooth paste according to individual choice so they usually buy one tooth paste and whole familyuses it.

Myself

Two members

All members


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Q13. Where you buy your tooth paste from.

Kirana shop : 20 General store : 11

Corner shop : 18

Mall - : 01

Analysis It was observed that most of these people do the purchasing of the general daily

useable items from either kirana stores and from the corner shop with in the vicinity of the

neighborhood, as from these shops they usually get the credit facility.

Kirana shop

General store

Corner shop

Mall


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Q14. How many tooth paste you sell monthly.

1 Box - : 1 2 Box - : 2

5 Box - : 2

Analysis During the survey five dispensing stores were also covered and it was found that

wholesaler is selling around 2 to 5 boxes monthly on an average( 1 box = 12 pack of tooth

paste)

1 Box

2 Box

5 Box


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Q15. Which tooth paste you sell more.

Dabur : 03

Colgate : 02

Pepsodent : 01

Others - : 00

Analysis In the semi urban and suburb of the Bhopal city it was seen that there is a stiff

competition amongst the Dabur , Colgate and pepsodent and other brands. Company are

coming up with newer scheme to lure the retailer so that they push their product and newer

advertisement to create brand awareness.

Dabur

Colgate

Pepsodent

Others


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Q16. Which quality a consumer usually look for before buying.

Packaging : 01 Color : 03

Price : 04

Content - : 00

Analysis According to the retailer and wholesaler the sale of any product is governed by the

price and the color of packaging and product.

Q17. How many costumer ask for Dabur Lal Tooth Paste Daily.

1 - : 2

Packaging

Color

Price

Content


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2 - : 1

5 - : 1

10 - : 0

More - : 0

Analysis kirana shop and corner shop are usually visited by the set costumer how come there

to puschase the general and usually the costumer dose not shift very often therefore the owner

know how much stock they have to maintain to full fill the requirement of their costumer .

1

2

5

10

More


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Q18. What according to you should be changed in the Dabur tooth paste.

Marketing style : 03

Advertising : 05

Segment : 02

Packaging : 01

Content : 01

Analysis - According to these seller the company should focus on the set segment and they

should change the marketing style and it should come up scheme which are beneficial to the

costumer and the retailer both. They also want that the advertising of dabur product should

come more often in the print as well as on television as it will definitely increase the sales of the

company product.

Conclusions

Marketing style

Advertising

Segment

Packaging

Content


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It was found in the research there is a definite liking of Dabur Red Toothpaste in the suburb of

Bhopal city and in the surrounding areas. It was found most of the public living in these areas

are from rural background and are still following the habitual practice carry forwarded from

their origin. Usually the purchasing of daily useable items is done once in a month and due to

the economical condition of the lower middle class and middle class does not permit them to

buy tooth paste according to individual choice so they usually buy one tooth paste and whole

family uses it.

In the semi urban and suburb of the Bhopal city it was seen that there is a stiff competition

amongst the Dabur , Colgate and pepsodent and other brands. Companies are coming up with

newer scheme to lure the retailer so that they push their product and newer advertisement to

create brand awareness.

kirana shop and corner shop are usually visited by the set costumer how come there to

purchase the general and usually the costumer dose not shift very often as they regular

costumer get credit facility with these shop, therefore the owner know how much stock they

have to maintain to full fill the requirement of their costumer

According to channel partners of the company the company should focus on the set segment

and they should change the marketing style and it should come up scheme which are beneficial

to the costumer and the retailer both. They also want that the advertising of dabur product

should come more often in the print as well as on television as it will definitely increase the

sales of the company product.

Bibliography


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I would like to thank Prof. Rajkumar Soni for his guidance and support

during my research work.

References

1.www.dabur.com

2.economictimes.indiatimes.com Markets Stocks Stock Quotes

3. www.dabur.com/en/investors1/Annual...04/Dabur_PH_03_04.pdf


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Questionnaire for consumer behavior

1. Name .

2. Age ..

3. Sex .

4. Address ..

5. Monthly income .

6. Which tooth paste/powder you use

Colgate

Pepsodent

Dabur lal dant manjun -

Tooth powder -

7. What you use for cleaning the tooth

Tooth paste -

Tooth powder - Others -

8. Which quality you like in dabur lal tooth paste.

Flavor

Color

Content

Price

9. Are you satisfied by lal dant manjan

Very much

Satisfied

Its ok

Not at all

10. What changes you would like in the dabur tooth paste.

Packaging

Color

Price

Content

11. Which size of tooth paste you use regularly.


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50 grm

100 grms

150 grm

12. How many family member use the same brand tooth paste.

Myself

Two members All members

13. Where you buy your tooth paste from.

Kirana shop

General store

Corner shop

Mall

14. How many tooth paste you sell monthly.

1 box

2 box

5 box

15. Which tooth paste you sell more.

Dabur

Colgate

Pepsodent

Others

16. Which quality a consumer usually look for before buying

Packaging

Color

Price

Content

17. How many costumer ask for dabur lal tooth paste daily.(1 box = 12 packs) 1

2

5

10

More

18. What according to you should be changed in the dabur tooth paste.

Marketing style

Advertising

Segment

Packaging

Content.


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Dabur Red Toothpaste

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