Description
PROJECT ON REPOSITIONING OF DABUR
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 care division
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 Architecture 5 Power Brands
Dabur Vatika Anmol Hajmola Real
Health care Herbal products 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 practice ? Customized packaging and commercials ? Customized 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
Sales (Rs. crore)
2000 1500 1000 500 0 2002-03 2003-04 2004-05 1187.1 1329.6 1537
1900
2005-06
year
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!
doc_361769255.ppt
PROJECT ON REPOSITIONING OF DABUR
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 care division
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 Architecture 5 Power Brands
Dabur Vatika Anmol Hajmola Real
Health care Herbal products 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 practice ? Customized packaging and commercials ? Customized 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
Sales (Rs. crore)
2000 1500 1000 500 0 2002-03 2003-04 2004-05 1187.1 1329.6 1537
1900
2005-06
year
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!
doc_361769255.ppt