• Dabur India Limited is India's leading FMCG Company with interests

in health care, personal care and foods.

• Dabur has two major strategic business units (SBU)- Consumer Care
Division (CCD) and Consumer Health Division (CHD).

• In 2000, Dabur achieved a turnover of Rs. 1000 crores. Dabur

crossed $ 2 billion market capital in 2006.
 DABUR’S GROWTH STRATEGY – EXPANSION,
INNOVATION & ACQUISITION.

• Dabur India outlined a three-pronged strategy involving

an aggressive expansion in domestic and foreign
market, new product launches and acquisitions, which is
expected to double sales and profits by 2010.

• The company, which is looking at double-digit growth

across all product segments over the next four years,
expects its sales to be around Rs 4,000 crore and profits
around Rs 400 crore by the end of 2010.

• This strategy has paid rich dividends for Dabur and has
delivered sales growth ahead of the consumer non-durable
sector average, over the past 1 year already.
• Dabur laid down a business strategy called ASTRA to boost rural
sales and to achieve a steady growth in retail.

• Taking help of ACCENTURE to improve the supply chain and

distribution network and with the demerger of Dabur’s FMCG and
pharma business.

• Dabur also aims at achieving doubled sales by the end of 2010

through aggressive ACQUSITIONS.

• The growth strategy for international markets would revolve around

EXPANSION.

• Dabur India has also chalked out its plans to enter the health and
beauty RETAIL market in the country.
• Dabur is targeting sales growth of above 15 per cent after
implementing Astra, and expects nearly 40 per cent growth in sales.

• It runs refresher-training courses every six months. About 75 per

cent of the company's sales come form rural areas, hence, it has
created the Astra training consultancy module in five vernacular
languages - Bengali, Tamil, Telugu, Malayalam and Kannada.

• Under Astra, Dabur has categorized its sales and distribution

channels into finer segments, such as key grocers, mass grocers,
chemist, wholesale, small outlet and modern trade.
• Accenture suggested separation of Dabur`s pharmaceutical and FMCG
business to provide greater focus and growth to each business under
separate business heads.

• Accenture and Dabur team optimized the company’s internal logistics

and distribution processes for mega retail customers.

• How Accenture helped DABUR?

-Implementing a new sales and distribution strategy
-Developing a new supply chain management capability
-Optimizing Dabur’s ERP capabilities.
-Leveraging IT for business initiatives.
-Outsourcing IT operation
• The company acquired the Balsara group of companies in 2005.
This acquisition gave Dabur new brands in toothpaste, mosquito
repellants, toilet cleaners, and air freshners.

• In line with its strategy of growing aggressively in foreign markets,

it acquired a Nigerian firm - African Consumer Care in late 2007.

• Dabur has successfully acquired 72.15% of Fem Care Pharma Ltd.

• The acquisition offers Dabur a strong platform to enter newer

product categories and markets. The acquisition of these firms will
serve as fuel for the company’s growth and enhance the shareholder
value.
• International business will be spearheaded by two business heads
– one based in Dubai and the other in India.

• For the developed markets in the US and Europe, Dabur is

looking at alliances with distributors, focusing mainly on over-
the counter herbal healthcare products.

• The company had initiated talks with local FMCG players in the
neighboring countries and finalized a deal to start manufacturing
hair oils and shampoos initially by the end of 2005.

• It has targeted to achieve Rs 300 crore turnovers from overseas

businesses by 2007. International business is likely to be a
significant contributor to growth in future.
• In order to drive its retail subsidiary H&B Stores Ltd, Dabur has
appointed Peter Gerard Baker as the Chief Executive Officer.

• As part of the growth initiative of this brand, the company plans to

set up 350 retail stores across India in 5 years and expand it to over
1,000 stores by its 10th year of operation.

• The ‘newu’ brand image presents a new dimension to lifestyle

branded retail in India, designed by Pikefell, UK-based brand
agency.

• Accenture is the technology partner for ‘newu’ retail operations.

 As they are focusing on rural selling, Dabur should give more
stress on making more competitive logistics and inventory
management system so that reach in every nook and corner of the
country in the given span of time is possible.

• Dabur should come up with advertising strategy like radio adds or

television adds which are directly targeting the rural people so that
they could get high results.

• The retail stores currently opened by Dabur is only one, in northern

region i.e. in Delhi, and they have proposed 7,300 retail outlets.
Atleast they should open one in south region so as to have reality
check of their distribution. Also giving clear view of their strategy
for retail.

• Rural plan i.e. ASTRA is only operated in south region of India

which should be implemented in northern area as well since it is the
main hub of Dabur.