University Of Mumbai

Project Report On:

CONSUMER BEHAVIOUR TOWARDS DABUR CHYAWANPRASH
IN PARTIAL FULFILMENT OF THE REQUIREMENT FOR
THE AWARD OF THE DEGREE OF BACHELOR OF
MANAGEMENT STUDIES (BMS)
V Semester

(2016-2017)
Submitted By:

GAURAV BHARAT JAIN

ROLL NO.42013
Under Guidance Of:
Ms. KAVALJIT.SYGAL
J.K.COLLEGE OF SCIENCE AND COMMERCE PLOT NO.22, SECTOR 5, Ghansoli,
Navi Mumbai 400701

DECLARATION
I, GAURAV.BHARAT.JAIN student of T.Y.B.M.S(SEM-V) from J.K.COLLEGE OF
SCIENCE AND COMMERCE, hereby declare that I have completed this project on TO
STUDY THE CONSUMER BEHAVIOUR TOWARDS DABUR CHYAWANPRASH in the
academic year 2016-2017.
The information submitted in the project is original and true to the best of my knowledge and has
not been submitted to any other universities.
Date:
Place: NAVI MUMBAI(GHANSOLI)
GAURAV.BHARAT.JAIN.

ACKNOWLEDGEMENT
Success is an effort bounded activity that involves co-operation of all.
I hereby take the opportunity to express my profound sense of gratitude and reverence to all
those who have helped and encouraged me towards successful completion of the Project Report.
It has been a great experience working on the concept of TO STUDY THE CONSUMER
BEHAVIOUR TOWARDS DABUR CHYAWANPRASH. It gives me complete insight of this
concept of marketing and its application.
I would like to thank my Project guide MISS KAWALJEET.SEHGAL
Further immense guidance, valuable help and the opportunity provided to me to complete the
project under her guidance.
I express my deep gratitude to our principal DR. MRS. GURMEET KAUR MONGA for
giving me this opportunity to work this project. I would like to thank all faculty members of
J.K.COLLEGE OF SCINCEAND COMMERCE for guiding and supporting me in the
completion of project from time to time.

Index
SR.
NO.

TOPIC

Chapter 1

PG.
NO.

1.1

Introduction

1.2

Intoduction of Title

1.3

Statement of study

1.4

Objectives

1.5

Scope and Importance

1.6

Literature review

1.7

Limitation of study

Chapter 2

2
2.1

Company profile

Chapter 3

3
3.1

Research methodology

52

Chapter 4

4
4.1

Data Analysis
& Interpretation

55

Chapter 5

5
5.1
5.2

Conclusion
Suggestion

70
73

Chapter 6

6
6.1

Bibliography

74

Annexure

76

Chapter-1
1.1 INTRODUCTION

Dabur India Limited is a leading Indian consumer goods company with interests
in Hair Care, Oral Care, Health Care, Skin Care, Home Care and Foods. From
its humble beginnings in the bylanes of Calcutta way back in 1884 as an Ayurvedic
medicines company, Dabur India Ltd has come a long way today to become a
leading consumer products manufacturer in India. For the past 125 years, we
have been dedicated to providing nature-based solutions for a health and
holistic lifestyle.
Through our comprehensive range of products, we touch the lives of all
consumers, in all age groups, across all social boundaries. And this legacy has
helped us develop a bond of trust with our consumers. That guarantees you the
best in all products carrying the Dabur name.

1.2 INTRODUCTION OF TITLE

Dabur (Dabur India Ltd.) (Devanagari: , derived
from Daktar Burman) is India's largest Ayurvedic medicine & related
products manufacturer. Dabur was founded in 1884 by SK Burman, a
physician in West Bengal, to produce and dispense Ayurvedic medicines.
German company Fresenius SE bought a 73.27% equity stake in Dabur
Pharma in June 2008 at Rs76.50 a share. The German company had also
purchased another 17.62% shares from the market through an open offer
at the same price. Burman designed Ayurvedic medication for diseases
such as cholera and malaria.
Dabur's Ayurvedic Specialities Division has over 260 medicines for treating
a range of ailments and body conditions, from common cold to chronic
paralysis. Dabur International, a fully owned subsidiary of Dabur India
formerly held shares in the UAE based Weikfield International, which it
disposed of on 25 June 2012

1.3 STATEMENT OF STUDY

Focus on growing our core brands across categories, reaching out to new
geographies, within and outside India, and improve operational efficiencies
by leveraging technology
Be the preferred company to meet the health and personal grooming needs
of our target consumers with safe, efficacious, natural solutions by
synthesizing our deep knowledge of ayurveda and herbs with modern
science
Provide our consumers with innovative products within easy reach
Build a platform to enable Dabur to become a global ayurvedic leader
Be a professionally managed employer of choice, attracting, developing and
retaining quality personnel
Be responsible citizens with a commitment to environmental protection
Provide superior returns, relative to our peer group, to our shareholders

1.4 OBJECTIVES
Following are the major objectives of study: -

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

Foods.
2. To study the Consumer, Buying behaviour.
3. To study the problems faced by Dabur.
Seasonal Demand( like chyawanprash in winter)
Low Penetration(Chyawanprash)

1.5 SCOPE AND IMPORTANCE

The project covers the study of training & development program at staff level at the
Sahibabadunit of Dabur India Limited.
The departments in which survey was conducted are as follows:
HUMAN RESOURCE DEPT.
MAINTENANCE DEPT.
QUALITY ASSURANCE.
PRODUCTION DEPT.
The employees of different departments of the organization gave full co-operation
and support by frankly answering the questions as prepared for their training &
development program based on their functions and behavior.

1.6 LITERATURE REVIEW

1949 Dabur Chyawanprash is launched in a tin pack and becomes the first branded
Chyawanprash of India Ever since the company took upon itself the onus of
expanding the Chyawanprash category three years ago, it began talking to nonusers and non-believers to convince them they could benefit from it, Mr Chutani
said. The campaign, which goes with the tagline Zaroorat Hai (Its necessary),
this year uses the tactic of having a husband and son swap roles with the
homemaker to bring to light the stress the homemaker faces and the amount of
energy she expends in her daily running of the house.The mother, who has the
most stressful job, treats herself as the least important person in her household.
And the other members in the family dont see a conflictthere, so we tried the role
reversal strategy to show that homemakers too need Chyawanprash
India amongest turnover of Rs.1899.57 Crore (FY02), Dabur Chyawanprash the
largest selling Ayurvedic medicine with over 65% market share. Dabur had a
turnover of approximately US$ 750 Million (Rs. 3390.9 Crore FY 09-10)

1.7 LIMITATION OF STUDY

Training is a costly affair for the management. It needs a handsome amount and
long time. So management has to play safe game for the benefits of the company
as well as the workers. One wrong decision may enforce the company to fall into
deep troubles. So selecting the weak areas of staffs and workers should be done
very carefully. For that the management should be conduct a test. For providing an
effective training, company requires a knowledgeable trainer. Selecting a particular
trainer is again a difficult job. Trainer demands handsome money. Training needs
time and cost both.
To conclude, it is very clear that training should be provided but not at the loss of
the company. It is very costly and time taking affair. But it is most important for
the development of the company. So management cant avoid it at any cost.
a) Due to lack of time (i.e., Two months) it is not possible to reach all
respondents.
b) The lack of availability of time on the respondents part.
c) Some respondents was biased.
d) Unwillingness of the respondents.

Chapter-2
2.1 COMPANY PROFILE

2.1.1 Dabur India Ltd. - Corporate Profile

Dabur India Ltd is one of Indias leading FMCG Companies with Revenues of
US$1 Billion (over Rs 5,000 Crore) & Market Capitalisation of US$4 Billion (Rs
20,000 Crore). Building on a legacy of quality and experience of over 127 years,
Dabur is today Indias most trusted name and the worlds largest Ayurvedic and
Natural Health Care Company. Dabur India is also a world leader in Ayurveda with
a portfolio of over 250 Herbal/Ayurvedic products. Dabur's FMCG portfolio today
includes five flagship brands with distinct brand identities -- Dabur as the master
brand for natural healthcare products, Vatika for premium personal care, Hajmola
8

for digestives, Ral for fruit juices and beverages and Fem for fairness bleaches
and skin care products. Dabur today operates in key consumer products categories
like Hair Care, Oral Care, Health Care, Skin Care, Home Care and Foods. The
company has a wide distribution network, covering over 2.8 million retail outlets
with a high penetration in both urban and rural markets. Dabur's products also have
a huge presence in the overseas markets and are today available in over 60
countries across the globe. Its brands are highly popular in the Middle East,
SAARC countries, Africa, US, Europe and Russia. Dabur's overseas revenue today
accounts for over 30% of the total turnover.The 125-year-old company, promoted
by the Burman family, had started operations in 1884 as an Ayurvedic medicines
company. From its humble beginnings in the bylanes of Calcutta, Dabur India Ltd
has come a long way today to become one of the biggest Indian-owned consumer
goods companies with the largest herbal and natural product portfolio in the world.
Overall, Dabur has successfully transformed itself from being a family-run
business to become a professionally managed enterprise. What sets Dabur apart
from the crowd is its ability to change ahead of others and to always set new
standards in corporate governance & innovation.
1.1.1
1.1.2
1.1.3
9

1.1.4 2.1.2Dabur At-a-Glance

Dabur India Limited has marked its presence with 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 stockholders. The results of our policies and
initiatives speak for themselves.
Leading consumer goods company in India with a turnover of Rs. 5,283 Crore
(FY12),2 major strategic business units (SBU) - Consumer Care Business and
International Business Division (IBD),2 Subsidiary Group companies - Dabur
International and NewU and several step down subsidiaries: Dabur Nepal Pvt Ltd
(Nepal), Dabur Egypt Ltd (Egypt), Asian Consumer Care (Bangladesh), Asian
Consumer Care (Pakistan), African Consumer Care (Nigeria), Naturelle LLC (Ras
Al Khaimah-UAE), Weikfield International (UAE) and Jaquline Inc. (USA).17
ultra-modern manufacturing units spread around the globe Products marketed in
over 60 countries.Wide and deep market penetration with 50 C&F agents, more
than 5000 distributors and over 3.4 million retail outlets all over India
Consumer Care Business adresses consumer needs across the entire
FMCG spectrum through four distinct business portfolios of Personal
Care, Health Care, Home Care & Foods.
1.1.5 2.1.3 Master brands:
10

Dabur - Ayurvedic healthcare products

Vatika - Premium hair care
Hajmola - Tasty digestives
Ral - Fruit juices & beverages
Fem - Fairness bleaches & skin care products
12 Billion-Rupee brands: Dabur Amla, Dabur Chyawanprash, Vatika,
Ral, Dabur Red Toothpaste, Dabur Lal Dant Manjan, Babool, Hajmola,
Dabur Honey, Glucose, Fem and Odonil. Strategic positioning of Honey as
food product, leading to market leadership (over 75%) in branded honey
market
Dabur Chyawanprash the largest selling Ayurvedic medicine with over
65% market share. Vatika has been the fastest growing hair care brand in
the Middle East. Hajmola tablets in command with 60% market share of
digestive tablets category. About 2.5 crore Hajmola tablets are consumed
in India every day.Leader in herbal digestives with 90% market
share.Consumer Health Division (CHD) offers a range of classical
Ayurvedic medicines and Ayurvedic OTC products that deliver the age-old
benefits of Ayurveda in modern ready-to-use formats Has more than 300
products sold through prescriptions as well as over the counter. Division
also works for promotion of Ayurveda through organised community of
traditional practitioners and developing fresh batches of students
International Business Division (IBD) caters to the health and personal care needs
of customers across different international markets, spanning Nepal, Bangladesh,
11

the Middle East, North & West Africa, EU and the US with its brands Dabur &
Vatika

2.1.4 Core ValuesVision- "Dedicated to the health and well being of every household"
PrinciplesOwnership-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 organization. We are intellectually honest in advocating proposals,
including recognizing risks.
Innovation-Continuous innovation in products & processes is the basis of our
success.
12

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

We are honest with consumers, with business partners and with each other.
2.1.5
Strategic Intent-We intend to significantly accelerate profitable growth. To do
this, we will:
Focus on growing our core brands across categories, reaching out to new
geographies, within and outside India, and improve operational efficiencies
by leveraging technology
Be the preferred company to meet the health and personal grooming needs
of our target consumers with safe, efficacious, natural solutions by
synthesizing our deep knowledge of ayurveda and herbs with modern
science
Provide our consumers with innovative products within easy reach
Build a platform to enable Dabur to become a global ayurvedic leader
Be a professionally managed employer of choice, attracting, developing and
retaining quality personnel

13

 Be responsible citizens with a commitment to environmental protection

Provide superior returns, relative to our peer group, to our shareholders
2.1.6

Company History

14

1884
1896
Early

Birth of Dabur
Setting up a manufacturing plant
Ayurvedic medicines

1900s
1919
1920

Establishment of research laboratories

Expands further
Dabur India (Dr. S.K. Burman) Pvt.

1936
1972

Ltd.
Shift to Delhi
Sahibabad factory / Dabur Research &

1979
1986
1992
1993
1994
1995
1996
1997
1998
2000
2003
2005
2005

Development Centre (DRDC)

Public Limited Company
Joint venture with Agrolimen of Spain
Cancer treatment
Public issues
Joint Ventures
3 separate divisions
Foods Division / Project STARS
Professionals to manage the Company
Turnover of Rs.1,000 crores
Dabur demerges Pharma Business
Dabur aquires Balsara
Dabur announces Bonus after 12 years
Dabur crosses $2 Bin market Cap,

2006
adopts US GAAP
Approves FCCB/GDR/ADR up to
2006
2007

$200 million
Celebrating 10 years of Real
15

2007

Foray into organised retail

Dabur Foods Merged With Dabur

2007
2008

India
Acquires Fem Care Pharma
Dabur Red Toothpaste joins 'Billion

2009
Rupee Brand' club
Dabur makes its first overseas
2010
acquisition
Dabur enters professional skin care
2011
market
Dabur India acquires 30-Plus from
2011
Ajanta Pharma
Dabur crosses Billion-Dollar Turnover
2012
Mark
2.1.7 Founder and Leaders
Founding Thoughts "What is that life worth which cannot bring comfort to
others"
The doorstep 'Daktar' The story of Dabur began with a small, but visionary
endeavour by Dr. S. K. Burman, a physician tucked away in Bengal. His mission
was to provide effective and affordable cure for ordinary people in far-flung
villages. With missionary zeal and fervour, Dr. Burman undertook the task of
preparing natural cures for the killer diseases of those days, like cholera, malaria
and plague. Soon the news of his medicines traveled, and he came to be known as
16

the trusted 'Daktar' or Doctor who came up with effective cures. And that is how
his venture Dabur got its name - derived from the Devanagri rendition of Daktar
Burman. Dr. Burman set up Dabur in 1884 to produce and dispense Ayurvedic
medicines. Reaching out to a wide mass of people who had no access to proper
treatment. Dr. S. K. Burman's commitment and ceaseless efforts resulted in the
company growing from a fledgling medicine manufacturer in a small Calcutta
house, to a household name that at once evokes trust and
reliability.

2.1.8 Milestones- 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 come a long way in popularising and making easily available a
whole range of products based on the traditional science of Ayurveda. And Dabur
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... Milestones To Success

17

1884 - Established by Dr. S K Burman at Kolkata

1896 - First production unit established at Garhia
1919 - First R&D unit established
Early1900s-Production of Ayurvedic medicines
Dabur identifies nature-based Ayurvedic medicines as its area of specialization. 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 up gradation 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

18

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.

19

1979 - Dabur Research & Development Centre (DRDC) 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 &
Development Centre (DRDC) develops an eco-friendly process to extract the
drug from its plant source

20

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
21

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
Dabur India approved the demerger of its pharmaceuticals business from the
FMCG business into a separate company as part of plans to provider greater
focus to both the businesses. With this, Dabur India now largely comprises of the
FMCG business that include personal care products, healthcare products and
Ayurvedic Specialities, while the Pharmaceuticals business would include
Allopathic, Oncology formulations and Bulk Drugs. Dabur Oncology Plc, a
subsidiary of Dabur India, would also be part of the Pharmaceutical 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.

22

Science for nature

Reinforcing its commitment to nature and its conservation, Dabur Nepal, a
subsidiary of Dabur India, has set up fully automated greenhouses in Nepal. This
scientific landmark helps to produce saplings of rare medicinal plants that are
under threat of extinction due to ecological degradation.
2005 - Dabur aquires Balsara
As part of its inorganic growth strategy, Dabur India acquires Balsara's Hygiene
and Home products businesses, a leading provider of Oral Care and Household
Care products in the Indian market, in a Rs 143-crore all-cash deal.
2005 - Dabur announces bonus after 12 years
Dabur India announced issue of 1:1 Bonus share to the shareholders of the
company, i.e. one share for every one share held. The Board also proposed an
increase in the authorized share capital of the company from existing Rs 50 crore
to Rs 125 crore.
2006 - Dabur crosses $2 bln market cap, adopts US GAAP.
Dabur India crosses the $2-billion mark in market capitalisation. The company
also adopted US GAAP in line with its commitment to follow global best
23

practices and adopt highest standards of transparency and governance.

2006 - Approves FCCB/GDR/ADR up to $200 million
Moving forward on the inorganic growth path, Dabur India decides to raise up to
$200 million from the international market through Bonds, FCCBs, GDR, ADR,
QIPs or any other securities.The capital raised will be used to fund Dabur's
aggressive growth ambitions and acquisition plans in India and abroad.
2007 - Celebrating 10 years of Real
Dabur Foods unveiled the new packaging and design for Real at the completion
of 10 years of the brand. The new refined modern look depicts the natural
goodness of the juice from freshly plucked fruits.
2007 - Foray into organised retail
Dabur India announced its foray into the organised retail business through a
wholly-owned subsidiary, H&B Stores Ltd. Dabur will invest Rs 140 crores by
2010 to establish its presence in the retail market in India with a chain of stores
on the Health & Beauty format.
2007 - Dabur Foods merged with Dabur India
Dabur India decides to merge its wholly-owned subsidiary Dabur Foods Limited
24

with itself to extract synergies and unlock operational efficiencies. The

integration will also help Dabur sharpen focus on the high growth business of
foods and beverages, and enter newer product categories in this space.
2008 - Acquires Fem Care Pharma
Dabur India acquires Fem Care Pharma, a leading player in the women's skin
care market. Besides an entry into the high-growth skin care market with an
established brand name FEM, this transaction also offers Dabur a strong platform
to enter newer product categories and markets.
2009 - Dabur Red Toothpaste joins 'Billion Rupee Brands' club
Dabur Red Toothpaste becomes the Dabur's ninth Billion Rupee brand. Dabur
Red Toothpaste crosses the billion rupee turnover mark within five years of its
launch.
2010 - Dabur makes its first overseas acquisition
Dabur makes its first overseas acquisition, buying Hobi Kozmetik Kozmetik
Group, a leading personal care products company in Turkey, for $69 million.
2010 - Dabur acquired 100% equity in Namaste Lab
Dabur acquired 100% equity in Namast Laboratories LLC of the US for $100
25

million. This marks Daburs entry into the fast-growing ethnic hair care products
market in U.S., Europe and Africa.
2010 - Dabur Chyawanprash Launched Orange & Mango Flavours
Dabur launches Indias first fruit-flavoured Chyawanprash. Dabur Chyawanprash
was launched in Orange and Mango flavoured variants.
2010 - Dabur Amla Hair Oils enters Limca Book of Records
Dabur Amla Hair Oils enters Limca Book of Records for achieving a record feat
of hosting the longest ever non-stop head massage marathon.
2011 - Dabur enters professional skin care market
Dabur enters professional skin care market with the launch of OxyLife
Professional Facial Kit, created exclusively for professional use.
2011 - Dabur launches its first-ever online shopping portal
Dabur India Ltd. launches its first-ever online shopping portal
www.daburuveda.com With this, Dabur is the first Indian FMCG company to
launch a dedicated online shopping portal for its beauty products range. The
portal will be the online gateway for consumers to know, understand, buy and
gift the exclusive Dabur Uveda range of skincare products.
26

2011 - Dabur India acquires 30-Plus from Ajanta Pharma

Dabur India Ltd acquired Ajanta Pharmas over-the-counter energizer brand 30Plus.
2011 - Dabur to enter Sri Lanka
Dabur India Ltdsets up new subsidiary in Sri Lanka Dabur Lanka (Pvt.) Ltd.
The company will establish a new export-oriented manufacturing facility for
producing a range of fruit-based beverages in Gampaha, north of Colombo.
2011 - Dabur enters Almond Hair Oil market
Dabur India Ltd launches Dabur Almond Hair Oil, a one-of-its-kind product that
offers superior nourishment for 100% damage-free hair.
2012 - Dabur crosses Billion-Dollar turnover mard
Dabur India Ltd surpassed the Billion-Dollar Turnover mark during the 2011-12
fiscal to end the year with Net Sales of Rs 5,283.17 Crore.
2013-14 Dabur ended with a 13% jump in consolidated Net Sales
The company ended the first quarter of 2013-14 financial year with a 13%
jump in consolidated Net Sales to Rs 1,651.10 crore.

27

2.1.9 COMPANY DETAILS

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 the group
companies that conduct their operations independently:

Dabur Worldwide

28

Dabur's mission of popularizing a natural lifestyle transcends national boundaries.

Today, there is growing global awareness on alternative medicine, nature-based
and holistic lifestyles and an interest in herbal products. Dabur has been in the
forefront of popularizing this alternative way of life, marketing its products in
more than 60 countries all over the world. Over the years, Dabur's overseas
business has successfully transformed from being a small operation into a multilocation business spreading through the Middle East, North Africa, West Africa
and South Asia.
Our Products Worldwide- We have spread ourselves wide and deep to be close
to our overseas consumers. Our overseas product portfolio is tailor-made to suit
the needs and aspirations of our growing consumer base in the international
29

markets. Offices and representatives in Europe, UK, America and Africa. A

special herbal health care and personal care range successfully selling in markets
ranging from the Middle East, Far East, North Africa and Europe. Inroads into
several 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 & Production- Strategic partnerships with leading multinational
food and health care companies to introduce innovations in products and services.
Six modern manufacturing facilities spread across South Asia, Middle East and
Africa to optimise production by utilising local resources and the most modern
technology available.

Product

Price

Promotion

Product

List Price

Variety

Discount

Quality

Financing

Design

Features

Brand

Names

Services

Schemes

Place

Advertising &

Channels

Promotion

Location

Public

Inventory

Relations

Credit

Sponsorships

Terms

Internet
Marketing

30

COMPETITOR ANALYSIS OF CHYAWANPRASH

The key competitors of Dabur in the Chyawanprash segment are Baidyanath,
Zandu and Himani, which together with Dabur have about 85% of India's domestic
market.
Dabur is India's largest Ayurvedic medicine supplier and the fourth largest
producer of FMCG. It was established in 1884, and had grown to a business level
in 2003 of about 650 million dollars per year, though only a fraction of that is
involved with Ayurvedic medicine. Dabur Chyawanprash (herbal honey) has a
market share of 61%.
We have tried to analyse the competition for Dabur in the Chyawanprash segment
as follows:

31

Sri Baidyanath Ayurvedic Bhawan Ltd. (Baidyanath for short) was founded in
1917 in Calcutta, and specializes in Ayurvedic medicines, though it has recently
expanded into the FMCG sector with cosmetic and hair care products; one of its
international products is Shikakai (soap pod) Shampoo. Its Chyawanprash has a
market share of 10%.

32

Zandu Pharmaceutical Works was incorporated in Bombay in 1919, named after an

18th-century Ayurvedic. The company focuses primarily on Ayurvedic products (in
1930, pharmaceuticals were added, but the pharmaceutical division was separated
off about 30 years later).

The Emami Group, founded in 1974, provides a diverse range of products, doing
110 million dollars of business annually, though only a portion is involved with
Ayurvedic products, through its Himani line; the company is mainly involved with
toiletries and cosmetics, but also provides Chyawanprash and other health
products.

33

Chapter-3
3.1 RESEARCH METHODOLOGY
Marketing research is a systematic problem analysis, model building and fact
finding for the purpose of important decision making and control in the marketing
of goods and services.
- Phillip Kotler
As the purpose of the project report is to analyze the consumable products
successfully launched in the last three years. 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. I handed distributors & wholesalers and it personally
to the respondents to be analyzed. The questionnaire method was useda)

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.

34

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, newspapers, journals, and brochures and also through the
Internet. For secondary sources no fieldwork 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 gauge 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. The
questionnaire technique was structured and not disguised as the questions followed
one pattern and reason behind the questionnaire was stated properly. All the
questions were directly related to the subject. For Dabur chyawanprash

35

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 fieldwork was employed to gather the information. The
questionnaires were distributed to the respondents and the data was collected
through primary and secondary sources
The statistical technique such a Pi-chart and percentages were used in
analysing and interpreting the data.

36

Chapter-4
4.1 DATA ANALYSIS AND INTERPRETATION
CUSTOMER SURVEY RESULTS DABUR CHYAWANPRASH

37

1. AWARNESS LEVEL

60
100

ZANDU
HIMANI
45

BAIDYANATH
DABUR

70

INTERPRETATION

38

It was observed that 100% of the customers already aware about the DABUR
CHYAWANPRASH.

2. PREFERRED BRAND

10
15

ZANDU
HIMANI
BAIDYANATH

60

15

DABUR

INTERPRETATION
It was observed that 60% of the customers preferred the DABUR
CHYAWANPRASH.

39

3. SATISFACTION LEVEL

3
5
ZANDU
HIMANI
BAIDYANATH
4

DABUR

INTERPRETATION
It was observed that the satisfaction level are high of the customers about the
DABUR CHYAWANPRASH.

40

4. REASONS FOR SELECTING A PARTICULAR BRAND

Sales

10

1st Qtr
2nd Qtr
3rd Qtr

20

4th Qtr
65

INTERPRETATION
It was observed that 65% of the customers buy for the purpose of health, 20%of for
brand loyalty, 10% of customers for price & 5% of customers for taste.

41

5. HOW DID YOU COME TO KNOW ABOUT THIS BRAND?

TV

50
80
30

INTERNET
WOM
PRINT

INTERPRETATION
It was observed that 80% of the customers award about the DABUR
CHYAWANPRASH through TV, and others through media, internet etc.

42

6. UNAVAILABILITY OF PREFERRED BRAND

20

25
PURCHASE ANOTHER BRAND
WAIT
BUY SUBSTITUTE

15

WHATEVER OFFERED BY
RETAILER

40

INTERPRETATION
It was observed that 40% of the customers could wait in case of unavailability of
DABUR CHYAWANPRAS

43

7. PREFERRED PACK SIZE

20
30

1 Kg

500 gm

250 gm

50

INTERPRETATION
It was observed that 50% of the customers preferred 500ml pack, 30% of
customers preferred 1kg pack and 20% of customers preferred to buy 250ml pack
of DABUR CHYAWANPRASH

44

8. REASON TO SELECT PREFERRED PACK SIZE

15

20
AVAILABILITY
PRICE
FAMILY SIZE

25

STORAGE
40

INTERPRETATION
It was observed that 20% of customers preferred because of availability, 40% for
price, 25% for family size & 15% of customers for storage.

45

9. FREQUENCY OF PURCHARE

15
30
ONE MONTH

TWO MONTHS

SIX MONTHS

55

INTERPRETATION
It was observed that 30% of customers buy within the 15days, 55% of within the 1
month &

15% of customers buy the Dabur chyawanprash after the 2month.

46

10. Does a change in price affect your preferences?

40
yes

no
60

INTERPRETATION
It was observed that price changes might be affected the sales by 60%.

47

11. What schemes might you prefer in Dabur Chyawanprash ?

10
20

price discount
buy one get one
others
70

INTERPRETATION

It was observed that schemes that are mostly preferred by the customers
are price discount 70%, buy one get one 20% & others are 10%.

48

12. Out of these, which product are the most preferred for you?

10
5

ZANDU
HIMANI
BAIDYANATH
DABUR

80

INT
ERPRETATION
It was observed that 80% of total customers mostly preferred the DABUR
CHYAWANPRASH .

49

13. According to you, does in-store advertising have an effect on

your Brand preference?

30
yes
no
70

INTERPRETATION
It was observed that advertisings have an affect on the consumers preference yes30% and No 70%.

50

14. What schemes are offered to you by the companies?

price discount

40
55

buy one get one

others

INTERPRETATION
It was observed that schemes that are mostly provided by the companies are price
discount 55%, buy one get one 5% & others are 40%.

51

15. Which brands of Chyawanprash do you receive mostly from retailer?

20
30

ZANDU
HIMANI
BAIDYANATH

95

DABUR
25

INTERPRETATION

It was observed that 90% of total stock of CHYAWANPRASH is dabur

52

Chapter-5
5.1 CONCLUSION
The Chyawanprash Industry is yet to capture the beverage market in full swing.
Packed Chyawanprash followed by Amla, Ashwagandha, Hareetaki, Dashmul,
Ghrit and several. Other herbs and herbal extracts. The market. The consumers
patriotic love for tea and coffee is unfired. Chyawanprash are yet to establish their
supplement use in the average household here in lays the great opportunities.
Within the market, it is safe to conclude that dabur has hit off rather well with the
masses. Dabur has clearly lost it head start advantage and thereby acquiring just
35% of the market share while others enjoy rest of the market share. This could be
well attributed to dabur successful ATA (Availability, Taste and Affordability)

53

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 Chyawanprash and vatika hair oil brand .The brands such as that of
Chyawanprash by vednath, Chyawanprash with its sonacahndi, Minute- made
and also US food giantssDel Monte are ready to hit the Chyawanprash market very
soon.Vatika hair oil has no major competition except Australian Product Tabasco.
As a new product so people are not able to digest it yet Dabur is getting 8 crores
from Vatika hair oil in which accounts for 4 crores, Lemoneez 1 Crore & others 3
Crores. As the strategies of the companies keeps on changing, be it in
Chyawanprash 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 Chyawanprash want quality
benefit rather than Price benefit, so it is better to stress on quality rather than on
decreasing price to increase sales and profit. To increase market share Dabur
should give slight price benefit on Dabur brand so that customers of other Juice
brand should switch from other brand to Dabur brand.
54

As vatika hair oil 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 market should use the vatika hair oil and adopt it in
making daily food thereby increasing the market share of vatika hair oil.

Suggestion
Focus on growing core brands across categories.
Reaching out to new geographies, within and outside India.
Improve operational efficiencies by leveraging technology.
target consumers with safe, efficacious, natural solutions by synthesizing the
deep knowledge of ayurveda and herbs with modern science.
Provide consumers with innovative products within easy reach.
Position Dabur Chyawanprash as not more of a medicine but as something,
which is necessary for health.
Be the preferred company to meet the health and personal grooming needs
of our

55

5.2 Suggestion
Focus on growing core brands across categories.
Reaching out to new geographies, within and outside India.
Improve operational efficiencies by leveraging technology.
target consumers with safe, efficacious, natural solutions by synthesizing the
deep knowledge of ayurveda and herbs with modern science.
Provide consumers with innovative products within easy reach.
Position Dabur Chyawanprash as not more of a medicine but as something,
which is necessary for health.
Be the preferred company to meet the health and personal grooming needs
of our
56

Chapter-6
6.1 BIBLIOGRAPHY
BOOKS:
1. Philip Kotlar, Marketing Management ; Analysis Planning & Control;
Prentice Hall, 9th Edition
2. Saxena Ranjan, Marketing Management; TATA Mcgraw Hill, 4th
Edition, 2000.
3. Dr. R.L. Varshney & Dr. S.L. Gupta, Marketing Management; An
Indian Perspective; Sultan Chand & Sons Education Publishers, New
Delhi; 2nbd Ed. 2001.

57

4. Cravens & Hills & Woodruff, Marketing Management; A.I.I.B.S.

Publishers & Distributor, New Delhi, 4th Ed., 2003.
5. Gupta Santosh, Research Methodology & Statistical Technique; Deep
& Deep Publication, New Delhi, Ed. 2002.
6. V.S. Ramaswamy & S. Namakumari, Marketing Management;
MacMillian India Ltd., 2nd Ed.
7. Batra Rajeev & John G. Myers & David A. AAKER; Prentice Hall,
5th Ed. 2003.
8. Kothari C.R. Research Methodology; Method & Techniques, Wishwa
Prakashan, New Delhi, 2nd Ed.

58

ANNEXURE
CONSUMER QUESTIONAIRRE-DABUR CHYAWANPRASH
Dear Respondent,
Thanks for sparing few minutes to fill this questionnaire, which will help us to
study the consumer perception for chawanprash. Any information provided by you
will strictly be used for Academic Purpose.
1.Which brands of Chyawanprash are you aware of?
Zandu
Himani
Baidyanath

59

 Dabur

2.Which brand of Chyawanprash do you use?

Zandu
Himani
Baidyanath
Dabur
3. Where would you rate your brand on a scale of 1 5 (5 being highest)?
1
2
3
4

4. What are the primary reasons for which you use this particular brand?
Health
Brand Loyalty
Taste
Price

60

5. How did you get to hear about this brand?

TV
Internet
Word of Mouth
Print

6. If your brand is not available you would?

Purchase another brand
Wait for it to be available
Go for a substitute
Buy what is offered by the retailer

7. Which pack size do you prefer?

1 kg
500 gm

61

 250 gm

8.On what parameters do you choose this pack size?

Availability
Price
Family size
Storage

9. How often do you buy?

Once a month
Once in two months
Once in six months

10.Does the change in price affects your preferences?

YES
NO

62

11. What schemes might you prefer in Dabur Chyawanprash?

Price Discount
Buy one get one
Others

12. Out of these, which product are the most preferred for you?
Zandu
Himani
Baidyanth
Dabur
13. According to you does the store Advertising have effect on your Brand
preference ?
YES
NO
14. What schemes are offered to you by the companies?
Price Discount
Buy one get one
63

 Others

15. Which Brand of chyawanprash do you Receive mostly from retailer?

Zandu
Himani
Baidyanth
Dabur

Personal Information: Age:

Location:
Income (per month):
(1) Rs. 1,000 Rs. 10,000

(2) Rs. 10,000 Rs. 30,000

64

(3) Rs. 30,000 Rs. 50,000

(4) Above Rs. 50,000

65