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DABUR RESEARCH METHODLOGY

EXECUTIVE SUMMARY

This report aims at analyzing and reporting on the marketing strategies of “Dabur India Pvt. Ltd”

for a pioneering role that it has played in the evolution of the categories it has had a presence in.

“Dabur India Pvt. Ltd.” is the leader in the FMCG (fast moving consumer goods) category and

enjoys a cosiderable market market share. In 50s Dabur pioneered the concept of branded

consumer goods and since it has invested heavily in product development, clinical studies and

consumer awareness.

This report is aiming at the overall marketing mix or the marketing strategy of Dabur India

Ltd. The report also enlists various recommendations based on SWOT Analysis. This analysis

has been done on the basis of the information gathered from the company website and other

online resources and books.

TABLE OF CONTENTS

Student‟s declaration………………………………………………………………………………. i

Certificate ………………………………….……………………………………………………….. ii

Acknowledgement................................................................................................................. iii

Executive Summary………………………………………………………………..……… vi

CHAPTER Page nos.

CHAPTER-1

INTRODUCTION

1.1 Research Objectives of the study………………………………………………….. 2

1.2 Research Methodology of the study………………………………………………. 3

1. 2.1 Research Design……………………………… …………………………......3

1.2.2 Data Collection- Primary & Secondary data………………………………… 4

1.2.3 Sample Design………………………………………………………………. 4

1.2.3.1 Population…………………………………………………………. 4

1.2.3.2 Sample Size ………………………………………………………. 5

1.2.3.3 Sampling method…………………………………………………. 5

1.2.4 Method of data collection ………………………………………………… 6

1.2.4.1 Instrument for data collection……………………………………… 6

1.2.4.2 Drafting of a questionnaire………………………………………… 6

1.2.5 Limitations…………………………………………………………………… 7

CHAPTER -2

Company‟s Profile.………………………………………………………………… 8-22

CHAPTER -3

Marketing Strategy Of Dabur………………………………………………….……23-29

CHAPTER-4

Analysis & Interpretation…………………………………………………………. 30-53

CHAPTER-5

Findings ………………………………………………………………………… 54-59

CHAPTER-6

Suggestions……........................................................................................................ 60-61

CHAPTER-7

Conclusion……………………………………………………………………… 62-64

References……………………………………………………………………..65-66

Annexure…………………………………………………………………….. 67-69

CHAPTER -1

INTRODUCTION

1.1 OBJECTIVE OF THE STUDY

Following are the major objectives of the study:-

1. To study the impact of Budget Policies on Marketing Strategy of Dabur

Foods.

2. To study the Consumer‟s Buying behaviour.

3. To study the problems faced by Dabur.

IMPORTANCE OF THE STUDY

Being a student of BBA it is very essential for me to have a practical knowledge in

an organisation. Only to study business administration course knowledge is not the

solution of the problems, which arise in practical field.There is a certain

formula for any particular problem, but the aim of this study is to develop the

ability of decision making. A right decision at right time and right place itself

helps an organisation to run smoothly.

This study gives an idea of all marketing activities. So the way a problem is

solved right decision making and knowledge of different types of marketing

activities give much importance to the study.

1.2 RESEARCH METHODOLOGY

As the purpose of the project report is to analyze the consumable products

successfully launched in the last three years.

1.2.1 RESEARCH DESIGN

Research design is important primarily because of the increased complexity in

the market as well as marketing approaches available to the researchers. In

fact, it is the key to the evolution of successful marketing strategies and

programmers. It is an important tool to study buyer‟s behavior, consumption

pattern, brand loyalty, and focus market changes. A research design specifies the

methods and procedures for conducting a particular study. Our approach to the

research design tasks went through the following tasks.

Information needed

Measurement and scaling Procedures

Appropriate Data collection

Sampling Process and sample size

Data Analysis plan

1.2.2 DATA COLLECTION

The data was collected both with the help of primary as well as secondary

sources.

For primary data, I proceeded with the drafting of the questionnaire for

consumers was structured as undisguised, & Personal -interview retailers.

Distributors & wholesalers and it was handed personally by me to the

respondents to be analysed.

The questionnaire method was used-

a) To get first and relevant and unbiased information

b) Questionnaire provides versatility and solutions can be obtained by just

asking the questions.

c) Questioning is usually faster and cheaper.

d) Moreover, there is more control over data gathering activities.

Secondary data was also collected personally by me, which the company has

furnished for the general public. The secondary data was gathered with the help

of various magazines, journals, brochures and also through the internet. For

secondary sources no field work was employed.

In order to amplify the empirical findings from primary and secondary

sources, a survey was conducted both of consumers and retailers Distributor &

Wholesalers in order to gaunche the market opinion. The questionnaire was of

multiple choices and the pattern of questions was as simple as possible. With

every question, multiple choices were given and respondents were asked to

select one of them.

1.2.3 SAMPLE DESIGN

For Real Fruit Juice and Homemade Cooking Paste.

1.2.3.1 SAMPLING UNIT:

The marketing researcher must define the target population that will be

sampled. In my case the target population were the consumers and retailers,

distributors selling prducts of Dabur Pvt. Ltd. at Delhi region.

1.2.3.2 SAMPLE SIZE

1. Sample size for customers were 150 in number and the universe

comprised of all the consumers within the geographical region of

Delhi.

2. Sample size for retailers were 40 in number and the universe

comprised of all the consumers within the geographical region or

Delhi.

3) Sample size for Distributor & Wholesaler were four in number & the

universe comprised of all the consumers within the geographical region of

Delhi.

No other field work was employed to gather the information. The

questionnaire were distributed to the respondents and the data was collected

through primary and secondary sources.

1.2.3.3 SAMPLING METHOD

The sampling method used in this project is random sampling method .

1.2.4 METHOD OF DATA COLLECTION

The basic method adopted in conducting the study is a structured

questionnaire. Questionnaire is administered on the sample respondents. How

ever there are certain cases where personal interactive method is followed with

customers to find the satisfaction level.

1.2.4.1 INSTRUMENT OF DATA COLLECTION

STATISTICAL TOOLS

The statistical technique such a Pie-chart and percentages were used in

analyzing and interpreting the data.

1.2.4.2 DRAFTING A QUESTIONNAIRE:

Drafting a questionnaire is not as simple a job as it looks at first sight. A marketing

researcher intending to collect primary data has to be extremely careful in deciding

what information is to be collected, how many questions are to be formulated, what

should be their sequence, what should be the wording of each question and what

should be the layout of the questionnaire. All these aspects need considerable time

and effort of the marketing researcher. If he is able to develop a questionnaire suitable

for his field investigation, he will find that his task of collecting the data has become

much easier than otherwise.

1.2.5 LIMITATIONS

1. The retailers distributors & wholesales visited by me were

helpful but initially they were reluctant to provide any information such

as their monthly sales of or personal information budgets were not provided

by them, so secondary data was seeked.

2. The secondary data collected might consist of manipulations, which

might have given bias in the result.

3. The lack of experience in preparing the project report.

4. Lack of experience in drafting the questionnaire.

5. Lack of knowledge on the part of the respondents regarding the subject

matter.

6. Survey results may be prone to sampling errors.

7. Lack of time as time to visit retailers, distributors & wholesalers is done

mainly in afternoon.

CHAPTER – 2

COMPANY’S PROFILE

COMPANY’S PROFILE

DABUR AT A GLANCE

Dabur India Limited has marked its presence with some very significant

achievements and today commands a market leadership status. Our story of

success is based on dedication to nature, corporate and process hygiene,

dynamic leadership and commitment to our partners and stakeholders. The

results of our policies and initiatives speak for themselves.

Leading consumer goods company in India with 4th largest turnover of

Rs.1329 Crore (FY02)

2 major strategic business units (SBU) - Consumer Care Division

(CCD) and Consumer Health Division (CHD)

3 Subsidiary Group companies - Dabur Foods, Dabur Nepal and Dabur

International and 3 step down subsidiaries of Dabur International -

Asian Consumer Care in Bangladesh, African Consumer Care in

Nigeria and Dabur Egypt.

13 ultra-modern manufacturing units spread around the globe

Products marketed in over 50 countries

Wide and deep market penetration with 47 C&F agents, more than

5000 distributors and over 1.5 million retail outlets all over India

CCD, dealing with FMCG Products relating to Personal Care and Health Care

Leading brands -

Dabur - The Health Care Brand

Vatika-Personal Care Brand

Anmol- Value for Money Brand

Hajmola- Tasty Digestive Brand

Dabur Amla, Chyawanprash and Lal Dant Manjan with

Rs.100 crore turnover each

Vatika Hair Oil & Shampoo the high growth brand

Strategic positioning of Honey as food product, leading to market

leadership (over 40%) in branded honey market

Dabur Chyawanprash the largest selling Ayurvedic medicine with over

65% market share.

Leader in herbal digestives with 90% market share

Hajmola tablets in command with 75% market share of digestive

tablets category

Dabur Lal Tail tops baby massage oil market with 35% of total share

CHD (Consumer Health Division), dealing with classical Ayurvedic

medicines

Has more than 250 products sold through prescriptions as well as over

the counter

Major categories in traditional formulations include:

- Asav Arishtas

- Ras Rasayanas

- Churnas

- Medicated Oils

Proprietary Ayurvedic medicines developed by Dabur include:

- Nature Care Isabgol

- Madhuvaani

- Trifgol

Division also works for promotion of Ayurveda through organised

community of traditional practitioners and developing fresh batches of

students

COMPANY HISTORY

1884 Birth of Dabur

1896 Setting up a manufacturing plant

Early 1900s Ayurvedic medicines

1919 Establishment of research laboratories

1920 Expands further

1936 Dabur India (Dr. S.K. Burman) Pvt. Ltd.

1972 Shift to Delhi

1979 Sahibabad factory / Dabur Research Foundation

1986 Public Limited Company

1992 Joint venture with Agrolimen of Spain

1993 Cancer treatment

1994 Public issues

1995 Joint Ventures

1996 3 separate divisions

1997 Foods Division / Project STARS

1998 Professionals to manage the Company

2000 Turnover of Rs.1,000 crores

Dabur's mission of popularising a natural lifestyle transcends national

boundaries. Today there is global awareness of alternative medicine, nature-

based and holistic lifestyles and an interest in herbal products. Dabur has been in

the forefront of popularising this alternative way of life, marketing its

products in more than 50 countries all over the world.

Our products World Wide

We have spread ourselves wide and deep to be in close touch with our

overseas consumers.

Offices and representatives in Europe, America and Africa;

A special herbal health care and personal care range successfully

selling in markets of the Middle East, Far East and several European

countries.

Inroads into European and American markets that have good potential due

to resurgence of the back-to-nature movement.

Export of Active Pharmaceutical Ingredients (APIs), manufactured

under strict international quality benchmarks, to Europe, Latin

America, Africa, and other Asian countries.

Export of food and textile grade natural gums, extracted from

traditional plant sources.

Partnerships and Production

Strategic partnerships with leading multinational food and health care

companies to introduce innovations in products and services.

Manufacturing facilities spread across 3 overseas locations to optimise

production by utilising local resources and the most modern

technology available.

DABUR GROUP

With a basket including personal care, health care and food products, Dabur

India Limited has set up subsidiary Group Companies across the world that can

manage its businesses more efficiently. Given the vast range of products, sourcing,

production and marketing have been divested to five leading group companies that

conduct their operations independently:

DABUR FOODS

DABUR NEPAL

DABUR EGYPT

DABUR ONCOLOGY

DABUR PHARMA

COMPANY PHILOSOPHY

VISION

"Dedicated to the health and well being of every household"

PRINCIPLES

OWNERSHIP

This is our company. We accept personal responsibility, and

accountability to meet business needs.

PASSION FOR WINNING

We all are leaders in our area of responsibility, with a deep commitment

to deliver results. We are determined to be the best at doing what matters most.

PEOPLE DEVELOPMENT

People are our most important asset. We add value through result driven

training, and we encourage & reward excellence.

CONSUMER FOCUS

We have superior understanding of consumer needs and develop products

to fulfill them better.

TEAM WORK

We work together on the principle of mutual trust & transparency in a

boundary-less organisation. We are intellectually honest in advocating proposals,

including recognizing risks.

INNOVATION

Continuous innovation in products & processes is the basis of our success.

INTEGRITY

We are committed to the achievement of business success with integrity.

We are honest with consumers, with business partners and with each other.

MILESTONES

Milestones to success

Dabur India Ltd. made its beginnings with a small pharmacy, but has continued

to learn and grow to a commanding status in the industry. The Company has gone a

long way in popularising and making easily available a whole range of products based

on the traditional science of Ayurveda. And it has set very high standards in

developing products and processes that meet stringent quality norms. As it grows even

further, Dabur will continue to mark up on major milestones along the way, setting the

road for others to follow.

1884 - Established by Dr. S K Burman at Kolkata

1896 - First production unit established at Garhia

1919 - First R&D unit established

Early 1900s - Production of Ayurvedic medicines

Dabur identifies nature-based Ayurvedic medicines as its area of

specialisation. It is the first Company to provide health care through

scientifically tested and automated production of formulations based on our traditional

science.

1930 - Automation and upgradation of Ayurvedic products manufacturing

initiated

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

1940 - Personal care through Ayurveda

Dabur introduces Indian consumers to personal care through Ayurveda, with the

launch of Dabur Amla Hair Oil. So popular is the product that it becomes the largest

selling hair oil brand in India.

1949 - Launched Dabur Chyawanprash in tin pack

Widening the popularity and usage of traditional Ayurvedic products continues.

The ancient restorative Chyawanprash is launched in packaged form, and becomes the

first branded Chyawanprash in India.

1957 - Computerisation of operations initiated

1970 - Entered Oral Care & Digestives segment

Addressing rural markets where homemade oral care is more popular than

multinational brands, Dabur introduces Lal Dant Manjan. With this a

conveniently packaged herbal toothpowder is made available at affordable costs to

the masses.

1972 - Shifts base to Delhi from Calcutta

1978 - Launches Hajmola tablet

Dabur continues to make innovative products based on traditional

formulations that can provide holistic care in our daily life. An Ayurvedic medicine

used as a digestive aid is branded and launched as the popular Hajmola tablet.

1979 - Dabur Research Foundation set up

1979 - Commercial production starts at Sahibabad, the most modern herbal

medicines plant at that time

1984 - Dabur completes 100 years

1988 - Launches pharmaceutical medicines

1989 - Care with fun

The Ayurvedic digestive formulation is converted into a children's fun product with the

launch of Hajmola Candy. In an innovative move, a curative product is converted

to a confectionary item for wider usage.

1994 - Comes out with first public issue

1994 - Enters oncology segment

1994 - Leadership in health care Dabur

establishes its leadership in health care as one of only two companies worldwide to launch

the anti-cancer drug Intaxel (Paclitaxel). Dabur Research Foundation develops an eco-

friendly process to extract the drug from its plant source

1996 - Enters foods business with the launch of Real Fruit Juice

1996 - Real blitzkrieg

Dabur captures the imagination of young Indian consumers with the launch of Real Fruit

Juices - a new concept in the Indian foods market. The first local brand of 100% pure

natural fruit juices made to international standards, Real becomes the fastest growing

and largest selling brand in the country.

1998 - Burman family hands over management of the company to

professionals

2000 - The 1,000 crore mark Dabur

establishes its market leadership status by staging a turnover of Rs.1,000 crores.

Across a span of over a 100 years, Dabur has grown from a small beginning based on

traditional health care. To a commanding position amongst an august league of large

corporate businesses.

2001 - Super specialty drugs With the

setting up of Dabur Oncology's sterile cytotoxic facility, the Company gains entry

into the highly specialised area of cancer therapy. The state-of-the-art plant and

laboratory in the UK have approval from the MCA of UK. They follow FDA guidelines

for production of drugs specifically for European and American markets.

2002 - Dabur record sales of Rs 1163.19 crore on a net profit of Rs 64.4

crore

2003 - Dabur demerges Pharmaceuticals business

Maintaining global standards

As a reflection of its constant efforts at achieving superior quality standards,

Dabur became the first Ayurvedic products company to get ISO 9002

certification.

FINANCIAL

REPORT

Rs (Crores)

2007-2008 2005-2006

Turn over (including other income) 1280.22 1159.02

Profit before tax 165.02 113.44

Add: Provisions of earlier yr written back - 0.20

165.02 113.44

Less: provision for taxation - current 13.00 8.75

: provision for taxation – Deferred 4.00 3.49

: provision for taxation for earlier yr 0.05 00.26

PROFIT AFTER TAX 147.97 101.14

Add: Balance in profit & loss account b/f From the previous yr

81.12 66.12

- Transferred from debenture

Redemption Reserve

-- 2.50

- Transferred from investment

Allowance Reserve

0.83 -

- Transferred from Investment 1.82 -

Deposit Revenue

PROFIT AVAILABLE FOR APPLICATION 231.74 169.76

APPROPRIATION TO:

General Revenue 25.15 22.50

Capital Revenue - 1.56

Interim Dividend paid 28.63 17.17

Final Dividend – proposed 42.96 40.07

Corporate tax on Dividend 9.77 7.34

Balance carried over to Balance sheet 125.23 81.12

TOTAL 231.74 169.76

CHAPTER – 3

MARKETING STRATEGY

OF DABUR PVT. LTD.

MARKETING STRATEGY FOR DABUR

FOODS

FRUIT JUICES : INDUSTRY

Fruit processing industry has been included in the high priority sector, which

means automatic approval for upto 51% foreign equity participation, free

import of capital goods, raw materials and other inputs for export oriented

units, and five tax-holiday for companies. This special treatment was

warranted due to inherent high growth potential.

There has been three-fold increase in fruits processing units in the last seven

years. The installed capacity of fruit processing industry has gone upto 29.10

lakh ton in 2003 from 19.50 lakh ton in 1998. The output of processed fruit

grew by around 22% during the same period.

Though, as a result of value addition, the industry is said to be rowing at 10-

15% per annum, no significant change has accrued to the companies from

increased production of fruits as the cost of production has remained high,

primarily driven by the cost of raw material. High cost of raw material is due

to small land holdings, which discourages the use of mechanised methods and

there are no economies of scale.

Also, as the processors from several small products, maintaining cosistency in

quality of raw material becomes a problem. A plausible solution to this

problem could be corporisation of agriculture, especially for the production of

fruits. Large tracts of land can be allowed to be developed by the corporate

using modern technology.

The industry is extremely decentralised and a large number of processing units

are in the cottage and small-scale sector. The other major problem is the poor

post-harvest handling facilities. Consequently, the quality of fruit reaching the

processors continues to suffer.

There are few or no cold chains and cold storages in and around growing

centres. Poor storage and constant handling affects the quality of the fruits and

the processing companies end up losing 30% of raw material. This again leads

to an increase in the cost of manufacturing. Capacity utilisation continues to

remain abysmally low, at around 32%. This is because most fruits are seasonal

and the processing plant still prefers to go in for single fruit. More recently

companies like Dabur, which manufactures Real range of fruit juices, have

started experimenting with processing two or more fruits. Capacity utilisation

may improve significantly if this trend becomes more popular. Brand building

is an important part of selling and surviving strategy for fruit processing

companies. Companies like Tropicana from Pepsico. which sells juice under

the brand name Tropicana and Dabur‟s Real fruit juices have emerged as

successful brands, signifying the importance of brand building in the fruit

processing industry.

On the export market front, the picture seems to look better. A whole range of

new processed food products is emerging as the new export potential, which

specifically include the fruit juices. The Indian exports were generally

dominated by mango pulp.

Within the domestic market, among the processed fruit products, fruit juices

and such other products, like nectars etc, are beginning to get a market. But the

off-take is limited to the high income group. These products also face stiff

competition from bottled aerated drinks.

These facts does not really mean a dismal potential installed in for fruit juice

industry there exists a latent demand for fruit juice in the country. Indian

consumer has become more and more hygiene and health conscious, which has

led him to demand for hygienic food products. Fruit juices thus, have a great

potential to appeal to the Indian Consumer. The income level of the average

Indian is rising which has resulted in increase in disposable incomes.

Therefore, consumers are ready to buy packets, processed and hygienic fruit

juices rather than a glass of juice from the roadside juice vendor, even if the

packed juice may cost him more. Realising these facts and Govt policy to

include processed fruit juice industry under the high priority sector, many new

and old companies entered the packed fruit juice market.

To precede everyone, was the Rs. 1050 crore Dabur India Ltd which is well

known as a pharmaceutical company. In June, 1996 Dabur, entered the juice

market realising its potential with its vast range of Real fruit juices. Real fruit

juices were not an instant success. Its failure can be attributed to the slackness

in the distribution network.

Learning upon the lost opportunity by Dabur, a Mumbai based textile firm

looked upto to diversify its business operations and entered the fruit juice

market with the formation of Enkay Texofood Ltd. Their brand Onjus was

launched in April 97, and with careful planning they captured a huge market

share in virtually monopolistic market conditions.

Dabur later realised its mistakes and geared up to take on the market leader

Onjus. Relaunched, Real fruit juices in August 98, the revitalizedReal fruit

juices have started doing well after its relaunch.

Watching the intense battle between Tropicana and Real fruit juices, to caputer

the Indian fruit juice market, international soft drink giant Pepsi decided to

enter this lucrative fruit juice market. Pepsi recently launched its answer to

Onjus and Real in the shape of Tropicana.

The presence of Tropicana, Real and Berry suggest that there is an immense

potential in the Indian fruit juice market. Even though the established players

like Onjus and more frequently Real have captured a chunk of the juice

market. The entry of Tropicana suggest that there is still scope for others to

enter into this market and hatch the eggs of the golden goose, Indian juice

market.

The products undertaken in fruit juice segment in the Beverage industry are:

Tropicana from Pepsico

Real Fruit Juices by Dabur India Ltd.

Berry an Australia Product.

MARKETING STRATEGIES OF DABUR FOODS LTD.

The activities and programs which a business firm designs and carries out in

its efforts towards winning customers, relate one or the other of the four

elements, which are usually known as four P‟s of marketing, or just Marketing

Mix variable.

Product

Place

Price

Promotion

1) Product means the goods and the services combination the company Offers

to the target market.

Its variables are :-

- Product mix and product line

- Design, quality, features, models, style, appearance, size and warranty

of products.

- Packaging, type, material, size, appearance, label

- Branding and trademark

- Services, pre-sale and after-sale

- New products

2) Place includes company activities that make the product available to

target consumers.

Its variables are :-

- Channels of distribution, types of intermediaries, channel design, location of

outlets, channel remuneration and dealer - principle relations

- Physical distribution, transportation, warehousing, inventory levels, Order

processing etc.

3) Price is the amount of money customers have to pay to obtain the Product.

Its variables are :-

- Pricing policies, levels of margins, discount and rebates.

- Terms of delivery, payment terms, credit terms and installments Facilities.

- Resale and price maintainence

4) Promotion means activities that communicate the merits of the product and

persuades the target customers to buy it.

Its variables are :-

- Personal selling:- objectives, level of effort, quality of sales force, cost level,

level of motivation.

- Advertising : media mix, budgets, allocations and programs.

- Sales promotional efforts, displays, contests, trade promotions.

- Publicity and public relation.

An effective marketing program blends all the, marketing mix elements into a

coordinated program designed to achieve the company‟s marketing.

objectives by delivering values to consumers. The marketing mix constitutes

the company‟s tactical tools kit for establishing strong positioning in target

markets.

Thus, from the above it is very much clear that the proper marketing mix is

necessary for the products to be successful.

Hence, the product to be analysed as stated here under with their marketing

mix.

CHAPTER – 4

ANALYSIS

AND

INTERPRETATION

PRESENTATION OF DATA

CONSUMERS ANALYSIS

DABUR REAL JUICES

1. People Drinking Fruit Juices

No

0%

Yes

100% INTERPRETATION The above pie chart chart shows that all the people drink fruit juices.

2. Brand Awareness

90%

80%

82%

70%

60%

50%

40%

30%

20%

10%

19%

4%

11%

7%

3%

0%

Ad. Pos te r Shopk ee per Friends Ne ighbours Othe r s

INTERPRETATION The above bar diagram shows that people get to know more about the product through advertisements and less through posters and other means.

3. Seasonal Consumption of Real Juice

Winter

4%

Consta nt

13%

Summe r

83%

INTERPRETATION The pie chart shows that in summers 83% of the population consumes real fruit juice as compared to 4%in winter.

4. Consumption of Real Juice if there will be slight increase in Price

& Increase in quality

Consta nt

47%

High

37%

Low

16%

INTERPRETATION 47% of the people will still be consuming real juices if there is a slight increase in price and increase in quality whereas 37%of people fell that there will be an increase in consumption.

5. Customer Expectation from Dabur by exemption of excise Duty.

Mix of both

Price &Quality

36%

Price Bene fit

21%

Quality Benefit

43% INTERPRETATION About 36% of the people that there will be an increase of both price and quality whereas 43% feel that there will be a quality benefit and 21% feel that there will be a price benefit by the exemption of excise duty.

6. Consumption of Real Juice if there will be increase in quality and

slight decrease in price.

Constant

29%

Low

0%

High

71% INTERPRETATION The above pie chart shows that 71% of people will still consume real juices if there is an increase in quality and a slight decrease in price.

7. Will discount influence customers to leave Dabur & use other Juice

knowing Real Juice is better.

Yes

27%

No

73%

INTERPRETATION The above pie chart shows that 73 % of the people will still be using dabur if it’s competitors offer discounts.

CONSUMERS ANALYSIS

DABUR HOMEMADE COOKING PASTES

1. Use of Cooking Paste to make food delicious

No

21%

Yes

79% INTERPRETATION The pie chart depicts that 79% of the population uses cooking paste to make food delicious..

Ad

.

Po

ste

rs

Sh

op

ke

epe

rs

Fri

en

ds

Ne

igh

bo

urs

Oth

ers

2. Recall of Dabur Homemade Cooking Pastes

70%

62%

60%

50% 47%

40%

30%

20%

10% 6%

14% 11%

3%

0%

INTERPRETATION The above graph depicts that around 62%of people come to know about dabur cooking pastes through advertisements whereas 47%through shopkeepers , and a mere 3% from other sources.

Le

mon

eez

Ga

rlic

Gin

ge

r

Ga

rlic

/Gin

ge

r

Ta

ma

rin

d

Ca

ps

ico

Re

d

Ca

ps

ico

Gre

en

3. Category of Paste Consumer Buy.

90% 87%

80% 74%

70%

60%

50%

40%

36%

41%

30%

20%

10%

11% 17% 9%

0%

INTERPRETATION The above bar diagram depicts that 87% of people buy ginger paste – the highest whereas the lowest is of 9% that of tamarind paste.

4. Customer expectation from Dabur by exemption of excise duty.

Mix of both

Price & Quality

26%

Quality Benefit

17%

Price Benefit

57%

INTERPRETATION The above pie chart shows that 57% of the customers expect a price benefit and 17% expect quality benefit if there is an exemption of excise duty.

5. Consumer of Homemade if there will be slight increase in Price &

increase in quality

Consta nt

41%

High

16%

Low

43%

INTERPRETATION

The pie chart shows that 43% people will lower there consumption of

homemade products if there is a slight increase in price and an increase in

quality.

6. Do discounts influence customers to leave Dabur & use other Paste

Knowing Homemade is better

Yes

21%

No

79% INTERPRETATION

The above pie chart shows that 79% of the people will not be influenced by

discounts and leave dabur to use some other paste.

RETAILERS ANALYSIS

DABUR REAL JUICE

1) Stocking of Real Juice by the Retailers

No

18%

Yes

82%

INTERPRETATION It shows that nearly 82% of the retailers have stockings of real juice.

2) Stocking of Real Juice Over the Past Year

Remined the

same

23%

Decreased

0%

Increased

77% INTERPRETATION

The above pie chart shows that there was a increase of 77% of stockings of real

juice over the past year.

3) Reasons for stocking Dabur Real Juice

Consume r a sk

for it

43%

Promotiona l

Sche mes

8%

Highe r trade

ma rgins

49%

INTERPRETATION Nearly 43% of the people said that stocking was made as consumers asked for

it and 49% replied that it was for higher trade margins

4) Any effect of increase in Price in real Juice

Yes

17%

No

83%

INTERPRETATION

Nearly 83% of the people that there was no effect in increase in prices of real juice.

RETAILER ANALYSIS

DABUR HOMEMADE

1) Stocking of Homemade by the retailer

No

37%

Yes

63% INTERPRETATION

The above pie chart depicts that 63% of retailers make a stock of dabur

homemade goods.

2) Purchase of Cooking Paste

Locally made,

Unbranded

4%

Others

5%

Dabur

Homemade

91%

INTERPRETATION The above pie chart shows that 91% people purchase dabur cooking pastes whereas 4% purchase locally made unbranded cooking pastes.

3. Reasons for stocking Dabur Homemade

Natural brands

available

15%

Schemes

4%

Higher trade

margins

42%

Consumer ask

for IT

39% INTERPRETATION

The above pie chart shows that 39% of the consumers ask for the stocking of

dabur homemade whereas 42% feel it is because of higher trade margins.

4. Any effect of Budget

Yes

16%

No

84% INTERPRETATION The above pie chart shows that 84% people feel that there will be no effect of

budget on the consumption of dabur products whereas 16% feel that there will

be an effect of budget.

ANALYSIS OF DATA

SWOT ANALYSIS

STRENGTHS:-

It is present in two sweetened and unsweetened taste

Efficient distribution channel

Affordable and visible

User friendly packaging

Extended shelf life

Easy availability

Reliability

Appeals to health and hygiene conscious people

Large product line

Undifferentiated market

WEAKNESSES

Consumer‟s perception towards Dabur as a pharmaceutical company

Perishable product

Stringent quality management

High investment required

OPPORTUNITIES

Growing stage- sunrise industry

Changing consumer habits

New flavours especially vegetables

Export potential

THREATS

Entry barriers not high

Competition from MNC‟s

Competition from non-alcoholic beverage market.

CHAPTER – 5

FINDINGS

FINDINGS

THE MARKETING MIX

PRODUCT ( Real Juice )

The Facts :

The Real range of juices includes orange, mango, pineapple and mixed fruit

juices as well as its vegetable variant, tomato in its product line.

This juices contain 100 percent fruit juice. Real has no additives artificial

flavour, colour or preservatives.

The fruit juice has a self life of six months and does not need refrigeration at

the retail end. The Juices are available both in sweetened and unsweetened

form.

Real fruit juices were available and packed in Nepal in 500ml and llitre

tetrapack, Prevaiously it was available in elopack. To overcome this

hindrance, Dabur India tied up with Godrej Foods regarding the packaging of

Real, and now Real is available in tetrapacks of 200ml, 250ml, 500ml, l litre

which are tapped at the top for easy handling. The market share of Real juices

account for 35% & enjoying the Privilege of becoming Mkt leader.

FINDINGS :-

In terms of variety and flavour, Real offers a multiflavoured variety. Also,

Indians are known to have a sweet tooth, Real juices are available in

sweetened flavour also. Real provides naturally sweet and artificially

sweetened juices- a big plus for the Real brand. Also now, Real fruit juices are

available at every hook and corner.

Elopacks were introduced by Real to ensure good juice quality but as

tetrapacks are preferred and now Real juices are packed in tetrapacks keeping

the quality and easy handling, so as for now, Real juices are available in

tetrapacks of 200ml, 500ml and l litre.

PRICE

FACTS

Brand Flavours 200ml 250 ml 500 ml 1 litre

REAL

Orange

(sweetened

Unsweetened)

13

-

Rs 35

Rs 60

FRUIT

Mango

(Sw and Unsw)

Rs 10

-

Rs 35

Rs 60

JUICES

Pineapple

(Sw and Unsw)

-

-

Rs 35

Rs 60

Mix Fruit Juice

(Sw and Unsw)

-

-

Rs 35

Rs 68

Tomato

(Sw and Unsw

-

-

Rs 35 Rs 60

FINDINGS:-

Real, multi flavoured brands has put its different flavours under

different price tag keeping in mind the preferred tastes of Indian

consumer. The sweetened and unsweetened juice varieties are priced

same.

Since Real is fighting its battle not just against its immediate

competitor Tropicana but also against the established Frooti, so the

prices for orange and mango juices are in a competitive range and

the other juices are priced a higher than that of orange and

mango juices keeping their novelty and preferences of Indian

consumer in mind. Last year, Real launched its festive carton of

four 500 ml packs (2 oranges, 1 mixed and 1 tomato) priced at Rs.

90. This year Real launched a gift pack of four 500ml packs (mango, orange,

pineapple and mixed fruit juices) priced at Rs. 105. Also, Real has launched a

scheme of Buy two orange juice pack of 250ml and save Rs. 8‟. The company

believe that once the consumer try the brands at slashed price, the brands

would gain peak sales year after year. However, the company failed to

understand that consumer in general are no longer brand loyal and are always

hunting for “value of money”. In order to steal the show from aerated, non-

alcoholic fruit drinks, it is imperative that the company try and increase profits

by increasing sales volume and reaching economy of scale and not by

increasing price tag.

PLACE

The Facts:-

Real is aimed at teenagers, young kids, wives, mother and family people.

Initially, when Real Fruit juices were launched, they were sparsely available.

Positioned as an up market brand, it was mostly available in mid-up market

outlets. The absence of small, convenient packs made Real less discrete in a

Premises outlets like college canteens and roadside stores. To make matters

worse in-transit damages to the packs during carton handling earned the brand

a bad name initially. But realising their mistake and after loosing a large chunk

of its market share to its competitor, the packing of Real was changed from

elopackes to tetrapacks, and the distribution channel was made more efficient.

The efficiency of distribution is such, that now Real fruit juices are available

every where.

FINDINGS:-

Real has done well to elaborate their consumer segment from kids, teenagers

to young adults and family people, surprisingly the sales has not risen

exponentially. In today‟s buyer‟s market, if one brand is not available, the

second one would conveniently takes its place. Product differentiation and

eventually brand loyalty is continuously diminishing in the competitive market

of today. As a result, services especially as that of distribution and logistics

gains crucial importance. So, initially Real went off the shelves due to the

slack distribution network and then in August, after relaunching it again in

tetrapacks and making it available at every nook and corner, it has gained

momentum substantially.

THE MARKETING MIX

PRODUCT (HOMEMADE)

FACTS:-

The Homemade range of Pastes includes Lemoneez, Garlic, Ginger, Mustard,

Garlic ginger mix, Tamarind, Capsico Red & Capsico green.

The Pastes contain 85% Natural ingredient with additives artificial flavour,

colour or Preservatives.

Home mades has a self life of 6 months & does not need refrigeration at the

retail end Home mades are & in tetrapack form & available in 50% (T.P.),

200g & 250g.

FINDINGS:-

In terms of variety & flavour, Real offers a multi flavoured variety. Also

Indians are known for eating delicious foods. In provides artificial taste- a big

Plus for Homemade brand.

Bottle, Pack & Tetra pack were introduced by Homemade to ensure goods

quality.

PRICE

FINDING:-

Homemade, multiflavoured brands has Put its different flavours under

different price tags keeping in mind the preferred tastes of Indian Consumer.

As Homemade is a new concept and Dabur was Ist to launch Cooking Paste by

the name of Homemade, Prices were kept low as Garlic/ Ginger mix 50g

(T.P.) is priced at Rs. 5 Homemade 50g (T.P.) was given free with 250g Dabur

Honey as Company believe that once consumers try the brands at slashed

price, The brand would gain Peak sales year after year.

PLACE

Homemade is aimed at House wives & mothers. Initially when Homemade

cooking Paste were launched, they were sparsely available Positioned as an

up Market, brand it was mostly available in mid up Mkt., brand it was mostly

available in mid up Mkt outlets. The Packaging of Homemade was changed

from simple pack to tetrapacks & the distribution channel was made more

efficient. The efficiency of distribution is such, that now Dabur Homemade

available everywhere.

FINDINGS:-

Homemade has done well the market the market despite the fact that it is a

new concept for the people to digest it. Homemade sales are increasing every

year and its distribution network becomes strong. Now it is available at every

nook & corner, it has gained momentum substantially.

CHAPTER – 6

SUGGESTIONS

SUGGESTIONS

1. As the products analysed belong to the cooking pastes and fruit juices

segment, stringent quality management is necessary at each and every

stage of production, packaging and distribution.

2. The message of the nutrition value and the quality in hygiene

aspects should be put across on tetrapacks and bottles.

3. A common Indian is aware of soft drinks and even fruit drinks but least

of all of fruit juices, so what is therefore required is extensive

promotion for Real Juices.

4. Real fruit juices has opened the gates for vegetable juices, by

introducing-Tomato variants, other vegetable flavours such as that of

carrot can also be introduced- which will definitely appeal to health

and hygiene conscious consumers.

CHAPTER-7

CONCLUSION

CONCLUSION

The juice Industry is yet to capture the beverage market in full swing. Aerated

soft drink followed by fruit drinks dominate the market. The consumer‟s

patriotic love for tea and coffee is unfared. Juices are yet to establish their

supplement use in the average household here in lies the great opportunities.

Within the market, it is safe to conclude that Real has hit off ratherwell with

the masses. Real has clearly lost it head start advantage and thereby acquiring

just 35% of the market share while others enjoys rest of the market share. This

could be well attributed to Real successful ATA (Availability, Taste and

Affordability) marketing module, the attributes most rated by the consumers.

Lack of publicity has hampered the growth progress of the brand so

aggressive advertising is needed to promote Real and Homemade brand .The

brands such as that of „Splash‟ by Nestle, Safal with its „Guavaand Mango

flavour, Coca-Cola‟s „Minute- made‟ and also US food giantssDel Monte are

ready to hit the juice market very soon.

Homemade cooking Pastes has no major competition except an Australian

Product Tobasco. As Cooking Paste is a new product so people are not able

to digest it yet Dabur is getting 8 crores from Homemades in which Ginger

garlic mix accounts for 4 crores, Lemoneez 1 Crore & others 3 Crores .

As the strategies of the companies keeps on changing, be it in juice industry

or soft drink industry , a company has to create perceptions and cover them

into realities. It is an expensive proposition requiring huge expenditure on

advertising, sponsorships and media. Thus, the ideal company will be the one

which combines the high end technology with consumer insight.

As 16% of the excise duty is exempted on food products in this budget , Many

food companies including Dabur got benefited from it . On the analysis of

survey it was found that target Market of real Juice want quality benefit rather

then price to increase sales and profit . To increase market share Dabur should

give slight price benefit on Real brand so that customers of other Juice

brand should switch from other brand to Real brand .

As Homemade is a new product introduced by Dabur and as Dabur is getting

excise benefit from the Government so Dabur should pass slight Price benefit

to the target market so that target marget should use the homemade and adopt

it in making daily food thereby increasing the market share of Homemades.

REFERENCES

WEBSITES

http://findarticles.com/p/articles/mi_m0DQA/is_1999_June_17/ai_5504

1071/

http://www.business-standard.com/india/news/12-swap-for-dabur-

firms-demerger/133410/

http://www.business-standard.com/india/news/12-swap-for-dabur-firms-

demerger/133410/

http://www.financialexpress.com/old/fe/daily/19990225/fma25053.html

http://www.businessworld.in/index.php/NO.-10-DABUR-INDIA.html

http://www.dabur.com/Suppliers-Access%20to%20Supply

http://www.tribuneindia.com/1998/98sep10/biz.htm#9

http://www.authorstream.com/presentation/purushotamsati-103204-

strategic-planning-marketing-dabur-ppt-education-powerpoint/

http://www.chillibreeze.com/articles_various/Dabur-story.asp

http://www.thehindubusinessline.com/2007/03/10/stories/200703100

2540500.htm

http://findarticles.com/p/articles/mi_m0DQA/is_1999_June_17/ai_5504

1071/

http://www.business-standard.com/india/news/12-swap-for-dabur-

firms-demerger/133410/

http://www.business-standard.com/india/news/12-swap-for-dabur-

firms-demerger/133410/

http://www.financialexpress.com/old/fe/daily/19990225/fma25053.ht

ml

http://www.businessworld.in/index.php/NO.-10-DABUR-INDIA.html

BOOKS:

• Dr. S.L. Varshney and Dr. R.L. Gupta, Marketing

Management Third Revised Edition, Sultan Chand and

Sons,

• Luck Rubin, Market Research

ANNEXURE

QUESTIONNAIRE (RETAILERS)

Do you keep Dabur products ?

[i] Yes ž [ii] No ž

Which brands do you have?

[i] Dabur ž [ii] Himani ž

[iii] Zandu ž [iv] Any other (specify)…………

Which brand do you sell mostly?

[i] Dabur ž [ii] Himani ž

[iii] Zandu ž [iv] Any other [specify] …………

Which brands?

[i] Dabur ž [ii] Himani ž

[iii] Zandu ž [iv] Any other [specify]……………

Which packsizes do you sale mostly?

[i] 50 gms.ž [ii] 100 gms. ž

[iii] 200 gms. ž [iv] 500 gms. ž

[v] Any other (specify) …………………………………………

6. Why customers go for Dabur?

[i] Purity ž [ii] Quality ž

[iii] Price ž [iv] Easy availabilityž

[vi] Packaging ž

[vii] Brand name ž [viii] Free gifts ž

7. Do customers purchase Dabur products after seeing various brands?

[i] Yes ž [ii] No ž

How is your relation with distributors?

[i] Very Good ž [ii] Good ž

[iii] Satisfy ž [iv] Any other (specify) …………..

Yours Suggestions: -

……………………………………………………………………………

……………………………………………………………………………

QUESTIONNAIRE (CONSUMERS)

1. Do you buy …………………………………………………?

(i) Branded ž (ii) Unbranded ž

(iii) Local Brand ž (iv) Any other Specify)…………...

2. Which brand comes to your Mind first when you heard of the word "Honey"?

(i) Dabur ž (ii) Zandu ž

(iii) Himani ž (iv) Any other Specify)…………...

3. Which brand do you consume?

(i) Dabur ž (ii) Zandu ž

(iii) Himani ž (iv) Any other (Specify)………

4. What do you like the most in Dabur products?

(i) Purity ž (ii) Quality ž

(iii) Price ž (iv) Easy availability ž

(v) Packsize ž (vi) Packaging ž

(vii ) Brand name ž (viii) Free gifts ž

(ix) Any other (Specify) ……………………………

5. Which packsize do you normally purchase of Dabur honey?

(i) 50 gms. ž (ii) 100 gms. ž

(iii) 200 gms. ž (iv) 500 gms. ž

(v ) Any other (specify) ………………………………………

6. From where do you buy Dabur products generally?

(i) Medical store ž (ii) General store ž

(iii) Departmental store ž (iv) Any other (Specify)……

7. Who influence the buying decision?

(i) Children ž (ii) Friends ž

(iii) Family ž (iv) Any other (specify)…………

8.Your level of satisfaction:-

(i) Very good ž (ii) Good ž

(iii ) Satisfy ž (iv) Any other (Specify)…………

9.What are the primary reasons for which you use Dabur products?

(i) Health ž (ii) Price ž

(iii) Brand loyalty ž (iv) Taste ž

(v) Any other (specify)…………

10. Are you satisfied with the products of Dabur ?

(i) Yes ž (ii) No ž

11. Your Suggestions:

…………………………………….……………………………………….………………

……………………….……………………………………….……………………………

……………………………………………