dabur- an overview

7/30/2019 dabur- an overview

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SUBMITTED BY:-ABHISHEK TRIPATHIARBAAZ KHAN

BHAVNA VERMA

SAMEEKSHA KALIA

AKANSH TEWARI

ANKITA BHATIASHUBHAM SRIVASTAV


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DABUR-CELEBRATE LIFE

Fourth largest FMCG Company

125 years of experience

Strong brand equity

Operates in key consumer

products

Wide distribution network


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VISION:-

Dedicated to the health and well being of

every household.

MISSION:-

Transform an ayurvedic company to a growingmodern FMCG player based on herbal

platform.


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HISTORY 1884 - Established by Dr. S K Burman at Kolkata

Early 1900s - Production of Ayurvedic medicines

1936 - Dabur (Dr. S K Burman) Pvt. Ltd. Incorporated

1940 - Personal care through Ayurveda

1949 - Launched Dabur Chyawanprash in tin pack

1972 - Shifts base to Delhi from Calcutta 1984 - Dabur completes 100 years

1998 - Burman family hands over management of thecompany to professionals

2007 - Dabur Foods merged with Dabur India

2008 - Acquires Fem Care Pharma

2010 - Dabur Amla Hair Oils enters Limca Book ofRecords

2012 - Dabur crosses Billion-Dollar turnover mark


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Ayurveda The Science of Life

Ayurveda The core philosophy

125 years experience & knowledge in

Ayurveda

Successful extension of Ayurveda into

personal care and OTC healthcare

Rising global trend ofBack to Nature


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ACHIEVEMENTS.

Ranked Top 50 most trusted brands

Ranked 45th among 16,000 brands

The master brand for naturalhealthcare products

Attained different brand identitieslike:-

Vatika for premium personal careHajmola for digestives

Real for fruit based beverages

Fem for skin care.


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Going Global

Plans to scale up and consolidateoperations in Russia and central asia.

Exploring possibility of setting up amaufacturing facility in Russia.

For further strenghtening itsdomestic foothold ,Dabur is also on

the outlook to set up new facility inSpecial Economic Zone in the northeast.


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MARKETING STRATEGY

MARKETS ITS PRODUCT THROUGH

- Rigorous advertisements

- Product assortments

- Regional branding

- Strong distribution

-Continuous research & development


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PRODUCTS


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.

HAIR CARE OIL

SHAMPOO

ORAL CARE


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HEALTH CARE

SKIN CARE

PRODUCTS

FOOD PRODUCTS


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PHARMACUETICAL

AYURVEDIC

PRODUCTS


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PRICE

More proactive in the market.

Maintained its operating margins through

-judicious price hikes across products

- reduction in pack sizes. The three main factors affecting the pricing

strategies:-

-cost

-competition

-consumer demand


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PROMOTION Excessive emphasis on

advert.

Famous celebs as brand

ambassadors

*Hajmola-Amitabh Bachchan

*Chavanprash-MS Dhoni

*Real Juice-Bipasha Basu

*Fem- Sonakshi Sinha

*Vatika- Preity Zinta


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Price promotions

Coupons

Gift with purchase

Competitions and prizes

Money refunds

Point-of-sale displays

Free samples

Contest /demos

Festival Sales

Retailer coupons

Multi-packsSpecial price for twos


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PLACE

DISTRIBUTION CHANNELS

DEALER

WHOLESALER

AGENTS

RETAILERS

KIRANA MERCHANT


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COMPETITORSCOMPANIES KEY CATEGORIES

SALES (in RS) PROFIT (in RS)

HINDUSTAN SOAP , DETERGENTS

UNILEVER LTD. FOOD

TATA TEA TEANESTLE INDIA FOOD BEVERAGES

LTD

4383 536

1011 115915 119

DABUR INDIA PERSONAL , HEALTH

LTD . FOOD

MARICO LTD . HAIR CARE , FOODCADBURY CHOCOLATE

590 82

478 38270 25


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According to CRISILs ratings on Dabur India Ltds (Daburs) debt

programmes reflect:-Companys healthy and improving financial profile

Strong market position

strong national presence in generic ayurvedic products.

These rating strengths are partially offset by the increasing competition

in the herbal/natural consumer goods industry.

CRISIL expects :-

Daburs healthy financial profile will continue to improve

will sustain its strong market position

The rating may be upgraded:-

if Dabur sustains its robust capital structure

achieves growth rates that are higher than those of the industry through

organic and inorganic strategies.

FINANCIAL OUTLOOK


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in Rs. crores FY03FY04*

* FY05 FY06# FY07^ FY08 FY09 FY10FY11^

^ FY12

Operating Results:

Net Sales 1,212 1,171 1,374 1,700 2,043 2,361 2,805 3,391 4,077 5,283

Other Income 7 9 9 13 26 34 47 48 59 80

EBITDA 162 164 217 300 376 443 517 667 833 948

EBITDA Margins (%) 13% 14% 16% 18% 18% 19% 18% 20% 20% 18%

Profit Before Tax (PBT) 106 124 176 257 319 384 445 601 708 791

Taxes 14 15 19 30 39 52 54 100 139 146

Tax Rate (%) 13% 12% 11% 12% 12% 14% 12% 17% 20% 19%

Profit After Tax (PAT) 85 107 156 214 282 333 391 501 569 645

PAT Margins (%) 7% 9% 11% 13% 14% 14% 14% 15% 14% 12%

EQUITY SHARE DATA :

Earnings Per Share (Rs) 3 3.7 5.4 3.7 3.3 3.9 4.5 5.8 3.3 3.7

Dividend Per Share (Rs) 1.4 2 2.5 1.8 1.4 1.5 1.8 2 1.3 1.4

No of Shares (In Crs) 28.6 28.6 28.6 57.3 86.3 86.4 86.5 86.9 174.1 174.2

10 YEAR HIGHLIGHTS


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Top 3 Brands of Dabur

1.)Dabur Amla Hair Oil :

Turnover : Rs. 300 crores(approx.)

Market Share: 70%Major Competitors: Maricos Shanti Amla,

Bajaj Brahmi Amla


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2.) Dabur Vatika :

Turnover : Rs. 110 crores

Market Share: 6.4%

Major Competitors: Marico, Keo Karpin, HUL, Bajaj

Dabur Vatika Shampoo

Turnover : Rs. 120 crores .

Market Share: 6.8%

Major Competitors: HUL, P&G.


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3.)Dabur Real Juice

Turnover :Rs. 200 crores

Market Share: 56.9%

Major Competitors: Pepsi Tropicana, Godrej Xs,NDDB Safal, Parle Appy.

Sub-brands: Real, Activ, Burst, Twist, Junior,

Coolers.


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PATH AHEAD

Provide the consumers with innovative products withineasy reach.

Build a platform to enable Dabur to become a globalayurvedic leader.

Be a professionally managed employer of choice,attracting, developing and retaining quality personnel.

Be responsible citizens with a commitment toenvironmental protection.

Provide superior returns, relative to their peer group,to the shareholders.

Focus on their core brands across categories.


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CONCLUSION

Dabur has strong distribution network

Fourth Largest FMCG of India

One of the most Trusted Brand

Have a Aggressive Strategy to capture different Segmentsof market


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THANK YOU

Documents

dabur- an overview