Question No.1 Is Dabur’s brand a strong brand? If yes, substantiate?

If no, strategies.

Anser:

A brand is the identity of a specific product, service, or business. A brand can

take many forms, including a name, sign, symbol, color combination or
slogan. The word brand began simply as a way to tell one person's cattle
from another by means of a hot iron stamp. A legally protected brand name
is called a trademark. The word brand has continued to evolve to encompass
identity - it affects the personality of a product, company or service.

A concept brand is a brand that is associated with an abstract concept, like

breast cancer awareness, rather than a specific product, service, or business.
A commodity brand is a brand associated with a commodity. Got milk? is an
example of a commodity brand.

In so far is Dabur is concerned we can say Yes, Dabur has a very strong
brand image:

Dabur India Limited is one of the leading consumer goods

companies of India with interests in healthcare, personal care and
foods. Dr.S.K. Burman established Dabur in the year 1884.

For more than a century Dabur has worked in active collaboration with nature
to provide the best of herbal health and personal care products to its
consumers. Today, Dabur is all set to take this abundant knowledge of
Ayurveda to global frontiers. Knowledge is the key to growth in today's world.
Whatever the industry is, it is the knowledge, which provides cutting edge to
individual and organizations. For more than a century nature has been a rich
source of knowledge for Dabur. Nature has not only given us the ingredients
for all our products but has also taught us how to create a harmony within
and without the organisation. Nature has inspired us in all our acts. Ayurveda
- the science of life is based on principles of nature. All Ayurvedic preparations
have their ingredients derived from Nature. Dabur has converted the healing
properties of natural ingredients and the age-old knowledge of Ayurveda into
contemporary healthcare products to improve health problems of its
consumers.
Dabur India Limited understands its responsibility as a corporate house. “We
have not only set our sight on increasing turnover and profitability of the
company but also on propagating Ayurveda - the Indian system of medicine.”

Marketing Report Dabur Chyawanprash

Dabur India Limited is the fourth largest FMCG Company in India with
interests in Health care, Personal care and Food products. Building on a legacy
of quality and experience for over 100 years, today Dabur has a turnover of
Rs.2233.72 crore with powerful brands like Dabur Amla, Dabur
Chyawanprash, Vatika, Hajmola & Real.

Dabur Chyawanprash, the largest chyawanprash brand in India, contributes

around Rs 150 Crore to Dabur’s revenue. As a brand, Dabur Chyawanprash
has been losing market share, but continues to dominate the consumer health
care market with about 60% market share.

Some of the findings about Dabur

• Largest distribution networks in the country
• Dabur Chyawanprash has high penetration in urban areas.
• The penetration is more in younger people and old aged.
• The consumption is significantly higher during the winter.
• Dabur Chyawanprash enjoys high brand loyalty.
• Only 3% of Indian market is consuming products like Chyawanprash.
• The Chyawanprash market is now stagnant.
• Significantly low contribution in the southern area – regional sales analysis
data.

Himani & Baidyanath have emerged as significant competitors with about 15%
& 13% market share respectively. Other national players in segment include
Zandu besides a host of unorganized sector players.
Dabur has recently launched Sugar Free “Chyawanprash” targeted to the
segment of people with high sugar level. Its sales have been very
encouraging.
Dabur Chyawanprash’s position in the product life cycle has been analyzed
and its position as per Value equivalence line has been studied. Marketing mix
with its four elements viz product, place, promotion and price with respect to
the product has been studied.

Dabur Supply Chain Management

Dabur tackles the secondary supply chain:

In 2001, Dabur decided to tackle its extended supply chain of over 30

factories, six key warehouses, and 52 stocking points distributing over 1,000
SKUs to 10,000 stockists countrywide. The company needed a system to
accurately control distribution and sales forecasting to reduce inventory in the
pipeline.

Dabur went ahead and built a system using Visual Basic and ASP with SQL
Server 2000 as the database. It decided not to use a packaged SCM solution
due to the high cost and relative lack of complications in its supply chain.

The initiative

An in-house developed, easy-to-use, Intranet based data-warehouse displays

as-of-yesterday sales, stock, receivables, banking, and other MIS. Over 5,000
ASP pages meet almost all reporting requirements and make this a single
source of MIS for all levels of decision makers.
This success paved the ground for the company's supply chain initiative. Fifty-
five Ku Band TDMA VSATs were used to link primary distributors to the
system. Factories were hooked up using PAMA (Permanent Assigned Multiple
Access) VSATs. At some locations VPNs had to be used because it was not
possible to set up a dish. The zonal offices in Mumbai were hooked up in a
similar manner.

The hardware is mostly owned by the primary CFA (Carry and Forward Agent)
except for the networking equipment, which is owned by Dabur. In the case of
the secondary systems, stockists wholly own the hardware.

The primary rollout began in April 2001 and took 16 months. The first six
months were used to create a business model common to all divisions (family
products, healthcare, ayurvedic products, and pharmaceuticals), and testing
and piloting the same.

The Innovation

The integrated primary and secondary system has a number of unique

features. The features like tight integration of schemes, stockists credit limit
control, automated banking of cheques, and online cheque reconciliation have
obvious advantages in the primary...

Dabur
Sales and Distribution Continioued focus on improving penetration, increasing
product availability and re alignment of the distribution framework were the
key highlights of the company’s sales and distribution strategy 2008-2009.
Significant investment to strengthen market presence, through activation
program targetd at key urban channels and rural markets, was a major
initiative aims at strengthening the sales and distribution system, that today
covers 25 lakhs retail outlets across the country.

Further the integration of Dabur foods with consumer care division gave the
food portfolio access to platforms of strategic channel activation programs
created by CCD, besides providing scale and cost benefit to enable greator
reach and efficiency for food portfolio.

Going forward, the company is revamping it’s sales structure by dividing it’s
foods soldiers in to three focus groups of home and personal care, health care
and foods. This division is being effected in 100 key markets, which have been
identified as high growth business market. This restructuring is aimed at
creating focus groups within the company’s sales force and sales personnel
with the company’s stockiest, to enable them to sale products more efficiently
an effectively.

Wholesale sale trade plays a crucial role in ensuring that Dabur brands reach
the most inaccessible terrain in a highly cost effective manner during the
year, the activation programme for wholesale trade was extended to 350
towns covering almost 30% of the CCD business during the year, resulting in
increased brand availability across market.

Special market activation initiative, including “Dabur parivaar Programm” was

ruled out for the grocery trade during the year. Under the scheme, the
company adopted and nurtured top 10,000 stores across the country,
providing a strong platform for building brand awareness and consumers
activations. These initiatives sought to build long term relation ship with
grocery stores bu offering them...

Dabur is synonymous with nature care for more than hundred years. Two, is
its products portfolio, with products that are always in high demand. Dabur's
third strength is its distribution system that helps its products reach 47
stocking points, 10,000 stockiest and 1.2 million retailers.

DABUR is India is renowned FMCG company that has grown into the largest in
personal & health care products, with its niche interest in Ayurvedic medicines
that has not only covered Indian market but also is being exported to almost
50 countries around the globe. The consumer care division and Consumer
health division are the two major strategic business units along with its three
subsidiary groups known as Dabur International, Dabur Foods and Dabur
Nepal that contributes to the company is overall performance in the FMCG
market. In 2007 -2008, company generated the revenue of $2 billion, racing
towards achieving its position in being the top ten companies in India. Being
the pioneer in the FMCG market, Dabu r is known to have its strengths in
terms of revenue, ownership, customer focus, quality management, passion
and encouragement on team building and individual excellence. Dabur has got
its established business valu es, which are based on the guiding principles of
its founder , Dr SK Burman, who always believed in the meaningfulness of
living by comforting others. This force the company to follow ethical business
practices in its percolated down to its functioning and operations. The
geniuses lies within its punch line ³dedicated to the health and wellbeing of
every household´. The company basis its niche excellence in sourcing out raw
materials from nature that also acts as an inspiration and its commitment to
produce maintaining the ecological balance (Dabur, 2010).

Dabur India Limited is the fourth largest Company in India with interests in
Health Care, Personal Care and Food Products. It is most famous for Dabur
Chyawanprash, Hajmola, Glucose-D, Vatika. Dabur had a turnover of
approximately Rs. 19 billion (approx. US$ 420 million) during the fiscal year
2005-2006, with brands like Dabur Amla, Dabur Chyawanprash, Vatika,
Hajmola & Real. The company’s growth rate rose from 10% to 40%. The
expected growth rate for two years was two-fold. Dabur operates in more
than 5 countries and distributes its products worldwide. The company was
founded by Dr. S. K. Burman in 1884 as a small pharmacy in Calcutta (now
Kolkata), West Bengal, India. The company headquarters are in Ghaziabad,
Uttar Pradesh, India, near the Indian capital of New Delhi, where it is
registered. Dabur’s manufacturing operations are in India, Africa and the
United Arab Emirates.

The company, through Dabur Pharma Ltd. does toxicology tests and markets
ayurvedic medicines in a scientific manner. They have researched new
medicines which will find use in O.T. all over the country therein opening a
new market.

Dabur Foods, a subsidiary of Dabur India is expecting to grow at 25%. Its

brands of juices, namely, Real and Active, together make it the market leader
in the Fruit Juice Category.

Dabur is the co-owner of the IPL team Kings XI Punjab.

Brand Rejuvenation
With youth forming a major population of India, Dabur decided to revamp its
brand identity. Dabur associated itself with Juhi Chawla, Amitabh Bachchan,
Vivek Oberoi, Rani Mukherjee and Virender Sehwag for endorsements. New
packaging and advertising campaign saw the sales of Chyawanprash grow by
8.5 per cent in 2003-04.

The year 2004-05 saw a whole new brand identity of Dabur. The old Banyan
tree was replaced with a new, fresh Banyan tree.

The logo was changed to a tree with a younger look. The leaves suggesting
growth, energy and rejuvenation, twin colors reflecting perfect combination of
stability and freshness, the trunk represented three people raising their hands
in joy, the broad trunk symbolized stability, multiple branches were chosen to
convey growth, and warmth and energy were displayed through the soft
orange color. ‘Celebrating Life’ was chosen as a new tag that completely
summarized the whole essence.

The Chairman in his annual report message said, “If I were to summarize your
Company’s performance during the year under review (2004-2005), it would
be ‘Pursuit of Profitable Growth’”.
Question No. 2. What sector the company belongs to?

Answer:

Dr. S.K Burman started Dabur in 1884 as a small pharmacy. Initially, he

prepared Ayurvedic medicines to treat diseases like malaria, plague and
cholera that had no cure during that period. It was his dedication,
commitment and empathy that made Dabur a renowned name among the
masses. And today, after more than 120 years, Dabur is known for its
trustworthiness more than anything else.

During this passage of time, Dabur went through several structural and
strategic changes to maintain its market strength. The real mass production
started in 1896. Early 1900’s saw Dabur emerge as the first company to
provide health care through scientifically tested methods. It achieved
significant improvements after setting up Research and Development centers
and manufacturing automation. The launch of Dabur’s Amla hairoil and
Chyawanprash was a boon to the expanding business. To keep up with the
times, Dabur computerized its operations in 1957. Its Dant Manjan and
digestive tablets were widely accepted as well.

However with a large product portfolio in the market, Dabur had to maintain
operational efficiency. To make sure it adjusted to the business environment it
became a public limited company in 1986 followed by diversification in Spain
in 1992. A major change came when Dabur came up with its IPO in 1994.
Because of its position, Dabur’s issue was 21 times oversubscribed. Dabur
further divided its business into three separate groups:

• Health Care Products Division

• Family Products Division
• Dabur Ayurvedic Specialties Limited

In 1998, for the first time in the history of Dabur, a non-family member took
charge. Dabur handed over the operations to professionals. Successful
implementation of procedures, timely changes and maintaining its essence,
Dabur achieved its highest-ever sales figure of Rs 1166.5 crore in 2000-01.

As FMCG sector was struggling with the slow growth in the Indian economy,
Dabur decided to take numerous strategic initiatives, reorganize operations
and improvise on its brand architecture beginning 2002. It decided to
concentrate its marketing efforts on Dabur, Vatika, Anmol, Real and Hajmola
to strengthen their brand equity, create differentiation and emerge as a pure
FMCG player recognized as a herbal brand. This was chosen after a study with
Accenture, which revealed that Dabur was mainly perceived as a Herbal brand
and connected more with the age group above 35.

Also, larger retailers were making their foray into the FMCG market. Apart
from HLL, P&G, Marico and Himalya, ITC was also posing a challenge. The
supply chain of Dabur was becoming complex because of the large array of
products. Southern markets share in the sales figure was negligible. These
factors posed a threat to Dabur and hence small changes were not enough.

Given below is the product portfolio of Dabur (Consumer Care Division 2006):

Product Products
Category
Hairoil Vatika, Amla, Sarso, (Anmol coconut)
Shampoo Vatika heena conditioning, root-strengthening, Anmol-
natural shine, silky
Baby & Skin Care Vatika fairness, Gulabari, Vatika fairness face pack
Janmaghutti, Olive oil, Gripewater, Dabur lal tel
Digestive Hajmola range, Hingoli, Pudin hara
Health, Chyawanprash, chyawanshakti, Dabur Honey, Glucose
Supplements
Oral Care Babool (rural market), Meswak (unani method), promise,
Lal paste, Binaca, Promise
Home Care Odomos, Odonil, Odopic, Sanifresh

Given Below is a Segment Wise Competitor list:

Category Dabur’s Share Main Competitors

Fruit Juice 58% Real and Tropicanna
Active
Fruit Drinks 1% Coolers Frooti And Maaza
(coolers)
Hair oil Coconut 6.4% Vatika HLL
base
Shampoo Vatika 7.1% HLL and P&G
Hair care (overall) 27% HLL, P&G and Himalaya
Chyawanprash 64% Himani, Zhandu and Himalaya
Honey 40% Himani, Hamdard and local Players
Digestives 37% Paras and local players
Question No. 3. What strategy should be used by Dabur India Limited
to resolve the challenges facing the company?

Answer:

The rapid changes in current competitive environment in today’s organizations

have brought the attention and concern towards the concept of Organizational
development (OD). In today¶s dynamic and global market, organizations are
striving to sustain and gaining a competitive advantage as keys for its survival
and successare striving, where the organizations are struggling to achieve
equilibrium between the tensions raised by customer expression, employee
expression, strategy expression and technology expression. In order to help
the organizations achieve effectiveness by improving employee productivity,
greater wellbeing, improving quality of product, concerns to improve quality of
life; behavioural sciences and practices have been adopted to facilitate the
state of Positive organization scholarship and Organizational development
(Bartunek , J. M. 1988).

The movement towards an organizational development focuses on what and

how to adapt the right business practices so that organization’s capability to
assess and resolve its problem can be improved; that would directly impact in
improving company’s financial performance and satisfaction of its members
there by promoting the organization to escalate to an increased level of
functioning (Stoner, 1978).

Dabur is one of the leading Indian companies; bagging the fourth position in
FMCG industry with its turnover of $ 2 billion (2008-2009), has attained
significance in consumer’s segments of health, personal, home care and food
products. The products are expanded to major 50 countries worldwide,
through its wholly owned subsidiary. Over the years, the company has built
up its str ong brand equity in the retail market and its strengths lies in the
strong employee management, innovative product portfolio and reward
acquisitions and its corporate social responsibility. The company is striving
towards achieving the number one position in FMCG industry, strengthening
the competitive advantage and retaining its relationship with its stakeholders.

This report gives an overview about a proposed OD intervention, which can

facilitate change management and strengthen the organizations relationship
to its physical environment, industry and stake holders, thereby bringing up
the competitive advantage. The key components of this intervention includes
structural change, scenario building, goal alignment and formation of
organizational learning that would operate at individual , team and
organizational level, that would bring a paradigm shift in company’s corporate
culture to a more positive organization culture. Thus, the report aims to bring
upon system changes, improving on relationships and facilitate positive
organization scholarship in context to the large market environment.

O rgan isation developmen t an d Positive O rgan ization :

According to Burke, W. W. (1994),Organization development (OD) can be

defined as a planned and systematic approach, designed to improve the
efficiency and effectiveness of operation in an organization. The underlying
principle behind designing these changes relies on the human potential and
the organ ization dynamics. In the pursuit of attaining the organizational
goals, the series of changes is directed to deliberately collaborate the
participation efforts of the management and integration of individual goals so
as to establish an internal environment characterizing positive human
behavior of openness, mutual trust, collaboration and encouraging
organization wide interactions. Organization development interventions are
systematic and planned approaches to change contributing to the
effectiveness of the system and developing human potential and employee
wellbeing (Yeo, R. ,2003). Intervention constitutes an array of behavioral
activities that are carried out in collaboration of all members, thereby finding
ways and implementing in order to improve working towards individual and
organizational goals. It would also improve on the willingness of its members
to face organizational challenges and working towards resolving the problems
and improve on interpersonal relations, increase in level of trust, building up
gratitude, openness and better understanding of self/others, and meaning
communication in the process of planning the organization change(Kim, D. H.
1993). OD would not only collaborate the experience and expertise within
organization but also to work closely on the problem solving techniques and
create positive responses that would lead to organization wide success. Thus,
this powerful change strategy would enable the organization to co pe
with the external competitive environment (Beckhard, R. ,1975).

D A B U R , A Compan y Prospective

DABUR is India is renowned FMCG company that has grown into the largest in
personal & health care products, with its niche interest in Ayurvedic medicines
that has not only covered Indian market but also is being exported to almost
50 countries around the globe.

The consumer care division and Consumer health division are the two major
strategic business units along with its three subsidiary groups known as Dabur
International, Dabur Foods and Dabur Nepal that contributes to the company
is overall performance in the FMCG market. In 2007 -2008, company
generated the revenue of $2 billion, racing towards achieving its position in
being the top ten companies in India. Being the pioneer in the FMCG market,
Dabu r is known to have its strengths in terms of revenue, ownership,
customer focus, quality management, passion and encouragement on team
building and individual excellence. Dabur has got its established business valu
es, which are based on the guiding principles of its founder , Dr SK Burman,
who always believed in the meaningfulness of living by comforting others. This
force the company to follow ethical business practices in its percolated down
to its functioning and operations. The geniuses lies within its punch line
³dedicated to the health and wellbeing of every household´. The company
basis its niche excellence in sourcing out raw materials from nature that also
acts as an inspiration and its commitment to produce maintaining the
ecological balance (Dabur, 2010).

Compan y  s key stre n gths:

Consumer focus:

In order to fulfill the needs of consumer, we have better understanding of

their needs and offer them the best product.

Innovation: Its saga of success lies in its continuous exploration and

developing new products and following processes.

Ownership: Family driven business, which accepts the accountability and

responsibility of every strategic move that company makes.

Employee development: company focuses its interest around employee

development, training , rewarding and achieving excellence.
Passion to succeed: The Company is determination lies in focusing on what
they do and deliver the best that’s is required, committing to its objectives
and result driven processes.

Teamwork: Mutual trust and the transparency are the foundation .

However, Dabur in regard to its operational paradigm is coping with its little
area of concerns at this point of time. Following are the targets of the
organization to be achieved through organizational development :

Retaining premier position:

The short term revenues are generated through focusing on short term
projects that would just gather short term revenues and long term activities
are ignored( such as building human potential and knowledge), though
Dabur,has built relationship with consumers but they are required to design
proactive solutions to align to long term objectives of consumer.
Selecting on innovative product:

The tension between the revenues generation department and o rganizational

strategies, on the basis of technological advancements has hampered the
selection process for the right innovative product. In fact, the increasing
competition and switching moods of customer have intensified the pressure
on future planning process.

Focus on Specialization:

The increased pressure on revenue generation and the highlighted focus on

consumers needs in comparison to voice of employee, employees were bound
to be rotated across different departments and there is a shift from building
strategic expertise in individual areas is causing the diffusion of expertise.

Rewards and Recognitions:

The reward system at Dabur primarily focus on the individual performance
and evaluated as individual contribution, where there is an ur gent need to
introduce team based rewards resulting in institutionalization at the company
level.

Knowledge sharing and inter group collaboration:

The multiple groups and projects have caused
avoidable tasks because knowledge sharing at
immediate group, whereas there should a
encourage people to share the µbest practices
and intergroup coordination.
replication of many common
Dabur is very limited to the
formal system that would
through increased interaction

Brand positioning and public relations:

The management at Dabur has worked hard to align as much close to

consumer and market prerequisites at an organization level. The brand
positioning also enco urages the performing talents f rom educational
institutes to join and work for them that does in a way add to employee pride
a nd self-actualization.

Concepts of Intervention:

According to French and Bell (1990), Intervention refers to the set of

structured and systematic activities that engages its different organization
units (group or individual) in the sequence of tasks that directly or indirectly
relates to organizational improvement. After the diagnosis of problems the
key areas to be worked upon, intervention introduces the ways and action
plan in order to seek information knowledge for organizational development
on the whole. This concept of organizational improvement aims to provide a
paradigm shift from bad to good and dysfunctional to functional while
improving on the employee.

Passion to succeed: The Company;s determination lies in focusing on what

they do and deliver the best that is required, committing to its objectives and
result driven processes.

Teamwork: Mutual trust and the transparency are the foundation .

However, Dabur in regard to its operational paradigm is coping with its little
area of concerns at this point of time. Following are the targets of the
organization to be achieved through organizational development :

Retaining premier position:

The short term revenues are generated through focusing on short term
projects that would just gather short term revenues and long term activities
are ignored( such as building human potential and knowledge), though Dabur,
has built relationship with consumers but they are required to design
proactive solutions to align to long term objectives of consumer.

Selecting on innovative product:

The tension between the revenues generation department and o rganizational

strategies, on the basis of technological advancements has hampered the
selection process for the right innovative product. In fact, the increasing
competition and switching moods of customer have intensified the pressure
on future planning p rocess.

Focus on Specialization:

The increased pressure on revenue generation and the highlighted focus on

consumers needs in comparison to voice of employee, employees were bound
to be rotated across different departments and there is a shift from building
strategic expertise in individual areas is causing the diffusion of
expertise.

Rewards and Recognitions:

The reward system at Dabur primarily focus on the individual performance
and evaluated as individual contribution, where there is an ur gent need to
introduce team based rewards resulting in institutionalization at the company
level.

4. Mention the Marketing Mix of Dabur.

Answer:

The marketing mix is a set of controllable marketing tools that an

institution uses to produce the response it wants from its various target
markets. It consists of everything that the university can do to influence
the demand for the services that it offers. Tangible products have
traditionally used a 4Ps model, the services sector on the other hand
uses a 7P approach in order to satisfy the needs of the service
 provider's customers: product, price, place, promotion, people, physical
facilities and processes

Marketing professionals and specialist use many tactics to attract and retain
their customers. These activities comprise of different concepts, the most
important one being the marketing mix. There are two concepts for marketing
mix: 4P and 7P. It is essential to balance the 4Ps or the 7Ps of the marketing
mix. The concept of 4Ps has been long used for the product industry while the
latter has emerged as a successful proposition for the services industry.

The 7Ps of the marketing mix can be discussed as:

Product - It must provide value to a customer but does not have to be

tangible at the same time. Basically, it involves introducing new products or
improvising the existing products.

Price - Pricing must be competitive and must entail profit. The pricing strategy
can comprise discounts, offers and the like.

Place - It refers to the place where the customers can buy the product and
how the product reaches out to that place. This is done through different
channels, like Internet, wholesalers and retailers.

Promotion - It includes the various ways of communicating to the customers

of what the company has to offer. It is about communicating about the
benefits of using a particular product or service rather than just talking about
its features.

People - People refer to the customers, employees, management and

everybody else involved in it. It is essential for everyone to realize that the
reputation of the brand that you are involved with is in the people's hands.

Process - It refers to the methods and process of providing a service and is

hence essential to have a thorough knowledge on whether the services are
helpful to the customers, if they are provided in time, if the customers are
informed in hand about the services and many such things.

Physical (evidence) - It refers to the experience of using a product or service.

When a service goes out to the customer, it is essential that you help him see
what he is buying or not. For example- brochures, pamphlets etc serve this
purpose.
5. Give a SWOT Analysis of Dabur.

Answer:

SWOT stands for Strengths, Weaknesses, Opportunities and Threats, and is an

important tool often used to highlight where a business or organisation is, and
where it could be in the future. It looks at internal factors, the strengths and
weaknesses of a business, and external factors, the opportunities and threats
facing the business. The process can give you on overview of where the
business, and the environment it operates in, is strategically. This is an
important, yet to simple to understand, tool used by many students,
businesses and organisations for analysis.

The following SWOT analysis looks at dabur india which is operating in fmcg
industry. The analysis shows dabur india's Strengths, Weaknesses,
Opportunities and Threats. The SWOT analysis will give you a clear picture of
the business environment dabur india is operating in at the present time.

Strengths:

The strengths of a business or organisation are positive elements, something

they do well and is under their control. The strengths of a company or group
and value to it, and can be what gives it the edge in some areas over the
competitors. The following section will outline main strengths of dabur india

Having alliances with other strong and popular businesses is a major plus
point for dabur India as it helps bring in new customers and make business
more effective.

Being a market leader, as dabur india is, is key to their success as it boosts
reputation, profit and market share.

Competitive pricing is a vital element of dabur india’s overall success, as this

keeps them in line with their rivals, if not above them.

Riding high in the niche market in fmcg industry has helped boost dabur india
and raised reputation and turnover.

Keeping costs lower than their competitors and keeping the cost advantages
helps dabur india pass on some of the benefits to consumers.

The services/products offered by dabur india are original, meaning many

people will return to dabur india to obtain them.
dabur india’s marketing strategy has proved to be effective, helping to raise
profiles and profits and standing out as a major strength.

dabur india’s innovation keeps it a front-runner in fmcg as it is regularly

turning out new patents/proprietary technology.

Experienced employees are key to the success of dabur india helping to drive
them forward with expertise and knowledge.

High quality machinery, staff, offices and equipment ensure the job is done to
the utmost standard, and is a strength of dabur india.

dabur india has an extensive customer base, which is a major strength

regarding sales and profit.

dabur india’s reputation is strong and popular, meaning people view it with
respect and believe in it.
Being financially strong helps dabur india deal with any problems, ride any dip
in profits and out perform their rivals.

A strong brand is an essential strength of dabur india as it is recognised and

respected.

dabur india has a high percentage of the market share, meaning it is ahead of
many competitors.

dabur india’s distribution chain can be listed as one of their strengths and
links to success.

High quality products/services is a vital strength, helping to ensure customers

return to dabur india.

dabur india’s international operations mean a wider customer base, a stronger

brand and a bigger chunk of the global market.

Development and innovation are high at dabur india with regard to their
products/services, which is a sure strength in its overall performance.

dabur india’s position in the market is high and strong – a major strength in
this industry as they are ahead of many rivals.

Having little competition, being one of very few companies providing this
service/product is a major factor in dabur india’s performance.
The online presence of dabur india is strong, meaning it is ahead of many
competitors.

The lucrative location of dabur india adds to its strengths due to its
accessibility (road, rail, air etc).

Supplier relationships are strong at dabur india, which can only be seen as
strength in their overall performance.

Weaknesses:

Weaknesses of a company or organisation are things that need to be

improved or perform better, which are under their control. Weaknesses are
also things that place you behind competitors, or stop you being able to meet
objectives. This section will present main weaknesses of dabur india.

Reputation is important, and a damaged one like dabur india’s is a major

weakness as consumers will not trust the firm enough to spend money with
them.

A serious weakness for dabur india is the fact their products/services are of
low quality, meaning people will have better-quality substitutes.

Not reducing costs in the same way as their competitors\' means dabur india
is outlaying more of their profits. Having higher costs than competitors is a
major weakness.

dabur india’s R&D work is low and insignificant, which is a major weakness in
fmcg asit is constantly creating new products.

The lack of staff experience is a major downfall for dabur india as it could lead
to mistakes or negligence.

Old and outdated technologies hold dabur india back and limits success, as
other firms are making use of better and more reliable technologies.

Not having an effective marketing strategy seriously hampers the success of

dabur india.

Over pricing, setting too high prices for dabur india products/services makes
them uncompetitive, which is a major weakness.

The lack of business alliances is a major weakness for dabur india, as they will
struggle to get deals, favours and partnerships.
dabur india is in a poor financial position which makes it weaker than its
competitors.

dabur india’s lack of innovation limits its success, as there is no forward

thinking.

Good companies need loyal employees, but dabur india has a poor
relationship with staff which affects performance.

dabur india does not function internationally, which has an effect on success,
as they do not reach consumers in overseas markets.

Problems with stock are a weakness for dabur india as they need to keep up
with demand.

Online presence is vital for success these days, and lack of one is a limitation
for dabur india.

dabur india\'s underdeveloped distribution chain has a marked effect on

performance as it affects the distribution of their products/services.

The lack of original products/services is a major flaw in dabur india’s future

success, as it shows a blinkered outlook.
dabur india\'s location is weakness for the firm, as it means they miss out on
many opportunities.

dabur india’s lack of patents/proprietary technology puts it behind its rivals

and is deemed as one of their weaknesses.

The weak brand name compromises success for dabur india as it doesn\'t
inspire people to buy their products/services.

A limited customer base is a major weakness for dabur india as it means they
have less people to sell or market to.

The weak market position of dabur india is a limitation to their overall

success, as they are well behind their rivals.

dabur india’s limited product line is a major weakness.

dabur india’s weak supplier relationships also have an adverse effect on

success, as it cuts ability to negotiate.
dabur india is behind its competitors with a low share of the market, which in
turn leads to lower turnover.

Opportunities:

Opportunities are external changes, trends or needs that could enhance the
business or organisation’s strategic position, or which could be of a benefit to
them. This section will outline opportunities that dabur india is currently
facing.

dabur india could benefit from Governmental support, in the form of grants,
allowances, training etc.

Looking at export opportunities is a way for dabur india to raise profits.

Changes in technology could give dabur india an opportunity to bolster future

success.

dabur india could benefit from expanding their online presence and making
more money from online shoppers/internet users.

The changes in the way consumers spend and what they buy provides a big
opportunity for dabur india to explore.

dabur india is in good financial position, which is an opportunity for them to

explore in terms of investment in new projects.

Decrease in taxation gives an opportunity for dabur india to reduce prices or

increase profits.

The growth of the fmcg industry is an opportunity for dabur india to grasp.

New market opportunities could be a way to push dabur india forward.

As the economic climate improves, so do the opportunities for dabur india.

dabur india has the opportunity to enter a niche market, gain leading position
and therefore boost financial performance.

Reaching out into other markets is a possibility for dabur india, and a big
opportunity.

Grasping the opportunity to expand the customer base is something dabur

india can aim for, either geographically or through new products.
Takeover and merger opportunities could be explored for dabur india and used
to acquire new customers, new resources and enter new markets.

Expanding the product/service lines by dabur india could help them raise sales
and increase their product portfolio.

Reduction in interest rates could benefit dabur india as business costs would
come down.

Expanding into other markets could be a possibility for dabur india.

Forming strategic alliances and joint ventures is an opportunity for dabur india
to maximise profit and gain new business.

dabur india has a number of highly skilled staff, which is an opportunity for
them to explore as expertise of their staff can help dabur india to bring the
business forward.

Structural changes in the industry opens other doors and opportunities for
dabur india.

Threats:

Threats are factors which may restrict, damage or put areas of the business or
organisation at risk. They are factors which are outside of the company's
control. Being aware of the threats and
being able to prepare for them makes this section valuable when considering
contingency plans and strategies. This section will outline main threats dabur
india is currently facing.

Consumer lifestyle changes could lead to less of a demand for dabur india
products/services.

Tax increases placing additional financial burdens on dabur india could be a

threat.

Change in demographics could threaten dabur india.

The financial burden of increasing interest rates could be a threat to dabur

india.

Regulations requiring money to be spent or measures to be taken could put

financial or other pressure on dabur india.
New products/services from rival firms could lead to dabur india\'s products/
services being less in demand.

Changes in the way consumers shop and spend and other changing consumer
patterns could be a threat to dabur india\'s performance.

Being undercut by low-cost imports is a major threat for dabur india.

Not keeping up with changes in technology could be detrimental to the future

of dabur india as they could slip behind their rivals.

Slow growth and decline of the fmcg market is a threat to dabur india.

Increased competition from overseas is another threat to dabur india as it

could lead to lack of interest in their products/services.

Extra competition and new competitors entering the market could unsteady
dabur india and be a threat.

The actions of a competitor could be a major threat against dabur india, for
instance, if they bring in new technology or increase their workforce to meet
demand.

Price wars between competitors, price cuts and so on could damage profits for
dabur india.