Repositioning Dabur

“The Brand Dabur” turn-around

Reasons?

Overall slowdown in FMCG sector

Stiff competition

To target young India- “the largest segment”

Modernize old Brand Equity- “intangible asset”

Streamline/Synergize business operations

Reinventing the Mother Logo

Diversified Portfolio

Dabur Business category

Consumer caredivision

Consumer health Care division

Dabur foods Ltd(de-merged

With DIL, 07)

Enter new category; innovate offerings

Repositioning as FMCG company

Moved away from Umbrella branding strategy

Retaining Dabur as corporate brand identity

Dabur’s New Brand Architecture5 Power Brands

Dabur Vatika Anmol Hajmola Real

Health care products

Herbal Beauty,

Premium image

Mass market,

Value for money

Naughty n Tasty Digestive

Umbrella brand for juice and other foods; aimed at up market consumer

Special focus on South India

South India contributed only 7% for Dabur Contributed 25% in overall FMCG sector

Dedicated marketing team created

Three step approach:POS promotion and better stocking practiceCustomized packaging and commercialsCustomized product launch Sales increased from 7% to 10% (2002-06)

Other important restructuring exercises

Dabur International Ltd, Dubai 2003

11.4% of total sales 2005-06

Introduced SAP ERP System-2005

switched to E-Procurement

Inorganic Expansion; Balsara

Dabur India Consolidated Sales 2002-06

1187.11329.6

1537

1900

0

500

1000

1500

2000

2002-03 2003-04 2004-05 2005-06

year

Sal

es (

Rs.

cro

re)

Growth strategies adopted by Dabur

Changing Demography

Growth in purchasing power

Growth in rural and urban demand

Telecom, lifestyle, entertainment et al sectors competing with FMCG for share in consumer’s wallet

Growth in organized retail sector

Thank You!