FINAL PROJECT DABUR INDIA

LTD
PUDIN HARA

Tag Line- BE THE

CHANGE

SUBMITTED BY-
AKANKSHA CHAUHAN
PGDM-9
UID- 2019-0108-0001-0009
Table of Contents
SECTOR INFORMATION......................................................................................................................................3
Industry size and its contribution to the GDP of the country................................................................................3
Historical Growth Observed in the Sector............................................................................................................3
GROWTH OF SECTOR......................................................................................................................................4
REASONS FOR GROWTH.................................................................................................................................5
Market Size..........................................................................................................................................................5
PORTER’S FIVE FORCES MODEL..................................................................................................................6
COMPANY INFORMATION.................................................................................................................................8
Company snapshot...............................................................................................................................................8
SWOT analysis of the company...........................................................................................................................8
Strength............................................................................................................................................................8
Weakness..........................................................................................................................................................8
Opportunity......................................................................................................................................................8
Threat............................................................................................................................................................... 9
Product Profile & Target Market..........................................................................................................................9
Competitor Analysis...........................................................................................................................................10
News (Last 12 month)........................................................................................................................................10
MARKETING........................................................................................................................................................11
SWOT analysis of product.................................................................................................................................11
Study STP of the product....................................................................................................................................11
Plot the PLC of the product................................................................................................................................12
........................................................................................................................................................................... 12
BCG Matrix of the company.............................................................................................................................13
Marketing mix of the company...........................................................................................................................14
PRODUCT.....................................................................................................................................................14
PRICE............................................................................................................................................................14
PLACE...........................................................................................................................................................14
PROMOTION................................................................................................................................................14
BUSINESS FINANCE...........................................................................................................................................15
Consolidated Balance Sheet...............................................................................................................................15
Income statement of Dabur India Ltd. As on 31-03-19......................................................................................18
Gross Profit and Net Profit Margin of the company...........................................................................................20
 Direct and indirect costs of the company............................................................................................................21
Fixed assets added during the year.....................................................................................................................22
Working Capital for the year..............................................................................................................................22
Debt/Equity ratio of the company.......................................................................................................................23
HUMAN RESOURCE MANAGEMENT..............................................................................................................24
Organization Structure........................................................................................................................................24
Skills sets require in company............................................................................................................................24
JDs and Job Specifications.................................................................................................................................25
1). Marketing..................................................................................................................................................25
2. Finance.......................................................................................................................................................26
3. Human resource..........................................................................................................................................27
........................................................................................................................................................................... 29
Training needs of the company...........................................................................................................................29
Organization culture...........................................................................................................................................30
CONCLUSION......................................................................................................................................................32
REFERENCES.......................................................................................................................................................33
 SECTOR INFORMATIONi
Industry size and its contribution to the GDP of the country ii

. FMCG industry, alternatively called as CPG (Consumer packaged goods) industry primarily deals with the
production, distribution and marketing of consumer packaged goods. The Fast Moving Consumer Goods (FMCG)
are those consumables which are normally consumed by the consumers at a regular interval. Some of the prime
activities of FMCG industry are selling, marketing, financing, purchasing, etc. The industry also engaged in
operations, supply chain, production and general management.

Revenue Share of India (FY16)

23
27

19
15

16

Haircare Foods Health Supplements

Oral Care Others

Historical Growth Observed in the Sector

India's economic resurgence, it is said, is driven by domestic consumption. Look at the fast-moving consumer
goods (FMCG) industry, which has more than trebled in the last decade to Rs 1,300 billion, according to a study
by the CII. The relative under penetration of FMCG products, though, shows that the Indian consumption story is
still in its early stages. The fast moving consumer goods industry, that witnessed a slowdown for the past three
years, has a potential to grow by more than 15 percent over the next 2-3 years if players in the sector focus on
improving brand penetration, a recent study revealed.
"India is at the cusp of the FMCG S-curve and there is significant room to grow over the next 5-10 years. A
nominal GDP growth rate of roughly 12 percent over the next three years could signal an FMCG growth by over
15 per cent, depending on player action," the CII-Bain & Company said. The industry's growth rate compared to
GDP has fallen to 0.8 from a historical ratio of 1.2, it said. "This slowdown is perplexing; it cannot be fully
explained either by changes in consumer spending power which have only marginally decelerated in growth or
any significant shifts to non-FMCG categories, including the rise of e-tailing," the report said. During the
slowdown, FMCG companies scaled back growth-oriented investments and shifted focus to sustaining profits at
the cost of the top line.
The report noted that the industry has seen the growth rate accelerating in 2016 over the previous two years, with
18 of the 22 categories recording an uptick, driven by rural markets. Last year, the FMCG industry grew at 9
percent till October and rural growth was 1.7 times the urban.
Across these 22 categories, volume growth was driven by underlying penetration gains and even highly
penetrated categories such as toothpaste and hair oil, both with over 95 per cent penetration, recorded material
penetration gains, it added. "Food emerged as the fastest growing segment at 10 percent, with larger towns and
more affluent consumers driving this growth. On the other hand, home care grew at 9 percent, which was driven
by less affluent consumers residing in small towns and rural areas," it said.

GROWTH OF SECTORiii

Rise in rural consumption to drive the FMCG market.

The rural FMCG market in India is expected to grow at a CAGR of 14.6 per cent, and reach US$ 220 billion by
2025 from US$ 29.4 billion in 2016.

CAGR 14.6%

100

29.4

2016 2020

CAGR 14.6%

Favorable demographics and rise in income level to boost FMCG market.

FMCG market in India is expected to grow at a CAGR of 20.6 per cent and is expected to reach US$ 103.7 billion
by 2020 from US$ 49 billion in 2019.
Indian Food and Beverages sectors grows at a rate of 17 % per annum. It contributes about 0.52% % to India’s
GDP.As per the EMIS (Education Management Information System) Insights Industry Report on Food and
Beverages Sector 2016-17, the gross value added of the food and beverage sector expanded at a CAGR of 4.8%
over 2013-16.

India’s strong macro-economic indicators and policies have resulted in a steep increase in foreign investments and
collaborations in recent times. Between April 2014 and June 2019, the Indian food processing sector received FDI
 of US$7.81 billion, making it the 13th largest sector receiving FDI in the country.
Further, it would be prudent to note that over 80% of the sector’s FDI since April 2014 has been received since
April 2012. FY 2018-19 is already showing strong promise for foreign investment in the sector, with US$263
million having already been invested within the first quarter (April to June 2019).2 Increasing foreign investments
and collaboration in India in the food processing.

REASONS FOR GROWTHiv

There is a growing feeling among many stakeholders in the FMCG sector that the dark clouds around sales
growth, of the last few years, are clearing. A steady recovery over the next few years, beginning 2016, is
expected. It may be a wrong notion at this point of time to expect the sector’s growth rate to touch 2010 levels,
 An increase in the rate of availability through distribution expansion is also expected to support sales growth. On
top of all these, very recently, the Seventh Pay Commission has recommended an average 23.55 percent hike in
salaries and pensions, which could see an additional $15 billion in the hands of consumers, starting 2016.
A number of steps taken by the government, such as the Jan Dhan Yojana and the direct transfer of subsidies, are
also expected to start bearing fruit. Inflation is under control and purchasing power should build up.
Implementation of GST is also expected to have a wide-ranging positive impact.
Income distribution acts as a crucial barometer for FMCG firms in emerging markets by allowing firms to assess
when household incomes reach levels at which discretionary spending takes off. As more households move into
middle-class income brackets, aspirational consumers switch purchases from basic food items to FMCG items, as
well as labour-saving devices such as washing machines and white goods.

Market Size

The Retail market in India is estimated to reach US$ 1.1 trillion by 2020 from US$ 672 billion in 2019, with
modern trade expected to grow at 20 per cent - 25 per cent per annum, which is likely to boost revenues of FMCG
companies. In 2018-19, revenue for FMCG sector have reached US$ 49 billion and is expected to grow at 9-9.5
per cent in FY18 supported by expectations of the total consumption expenditure reaching nearly US$ 3,600
billion by 2020 from US$ 1,469 billion in 2015. In the long run, with the system becoming more transparent and
easily compliable, demonetization is expected to benefit organized players in the FMCG industry.
 FMCG Market in India (US$ billion)
FMCG Market in India (US$ billion)

103.7

46.1 47.3 49
44.9
34.8 36.8
30.2
21.3 24.2
17.3

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2020F

PORTER’S FIVE FORCES MODEL

1) THE THREATS OF SUBSTITUTE PRODUCT-

The existence of close substitute products increases the propensity of customers to switch to alternatives in
response to price increases (high elasticity of demand).
Brand loyalty of customers: The pricing of the Dabur products is very competitive without compromising on the
quality hence the relative price performance of substitutes is low as compared to Dabur. For instance, Dabur Amla
hair oil has been the largest selling hair oil brand in India for more than 2 decades.
Perceived level of product differentiation: Dabur products have generally strong Herbal and Natural profile, also
second by a more than 100 years of experience in Ayurveda which leads to a high product differentiation.
Dabur has an esteemed performance in the Herbal digestives sector acquiring a market share of 95%.

2) THE THREAT OF THE ENTRY

Profitable markets that yield high returns will draw firms. This results in many new entrants, which will
effectively decrease profitability. Unless the entry of new firms can be blocked by incumbents, the profit rate will
fall towards a competitive level (perfect competition).
Brand equity of Dabur can be judged by the model BRAND ASSET VALUATOR. The four key components are:
Differentiation, Relevance, Esteem and Knowledge. As Dabur is a well-established brand all the four components
are high. Herbal has been Dabur’s brand equity since centuries.

3) THE INTENSITY OF COMPETITIVE RIVALRY:

 For most industries, this is the major determinant of the competitiveness of the industry.
Sometimes rivals compete aggressively and sometimes rivals compete in non-price
dimensions such as innovation, marketing, etc.
The Rs. 86000cr. FMCG industry is expected to witness a lot of action in2010. With the economy showing signs
of revival, the industry is expected to register a 15% growth in 2010. The competitors of Dabur are a highly
diversifies business (say currently in personal care, hail care toiletries, food, perfumes and deodorants, Soaps and
detergents) hence it leads its competitors to a less risky profile.
Dabur spends around 13 to 15%(390.03cr in FY10) of its sales in advertising, they have tie ups with many serials
and movies and adopt for celebrity endorsements, like Mr. Amitabh Bachan as it is easy for them to cater to the
lower segments of the market.

4) THE BARGAINING POWER OF CUSTOMERS:

It is also described as the market of outputs. The ability of customers to put the firm under pressure and it also
affects the customer’s sensitivity to price changes.
Due to high consciousness of consumers in for health, the Ayurvedic and Natural products have gained more
requirements, but it has a strong dependency on its existing channels of distribution which makes it easy for
penetration in the rural market.
Buyers Switching cost relative to firm switching costs. Buyer information availability
The substitute products are kept right next to the Dabur products depending upon the strategies that the category
captain decides for a particular segment. Since market share of Dabur is high in hair care and herbal digestives
hence it a strong bargaining power.

5) THE BARGAINING POWER OF SUPPLIERS:

It is also described as market of inputs. Suppliers of raw materials, components, labor, and services (such as
expertise) to the firm can be a source of power over the firm. Suppliers may refuse to work with the firm, or e.g.
charge excessively high prices for unique resources.
- Supplier switching costs relative to firm switching costs
- Degree of differentiation of inputs
- Presence of substitute inputs
- Supplier concentration to firm concentration ratio
- Employee solidarity (e.g. labor unions)

Threat of forward integration by suppliers relative to the threat of backward integration by Threat of forward
integration by suppliers relative to the threat of backward integration by firms has been taken care of. Production
facilities to increase in-house production and to get maximum benefits. The company believe in cost and quality
leadership through technology.
 COMPANY INFORMATIONv
Company snapshotvi

Dabur started with a dream of our founder, Dr. S. K. Burman of making health care products in 1884, has over the
past 130 years turned into the World's Largest Ayurveda 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 for digestives, Glucose products, Réal for
fruit juices and beverages and Fem for fairness bleaches and skin care products.
Dabur today operates in key consumer product categories like Hair Care, Oral Care, Health Care, Skin Care,
Home Care and Foods. The ayurvedic company has a wide distribution network, covering 6 million retail outlets
with a high penetration in both urban and rural markets.
Dabur's products also have huge presence in the overseas markets and are today available in over 120 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 132-year-old ayurvedic company, promoted by the Burman family, started operating 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.

SWOT analysis of the company

Strength
 Strong Dabur brand name
 Excellent branding and advertising
 Excellent distribution and availability
 Century Old Company
 Ayurvedic/ herbal Product line
 Leader in Herbal Digestives where the product has 90% of the market share
 Core knowledge of Ayurveda as competitive advantage
 Strong Brand Image Strong Distribution Network
 Extensive Supply Chain
 R & D - a key Strength
Weakness
 Not good for diabetic patients
 Seasonal Demand (like Chyawanprash in winter and Vatika not in winter)
 Profitability is uneven across product line
 Limited differentiation (Glucose-D)
Opportunity
 Extend Vatika brand to new categories like Skin Care and body wash segments
 Market Development
 Export Opportunities
 Innovation
 Increasing income level of the middle class Creating additional consumption pattern
 Threat
 Existing Competition like Himami, Baidyanth and Zandu for Dabur
Chyawanprash and Marico, Keo Karpin, HLL and Bajaj for Vatika Hair Oil)
 New Entrants
 Other fields of medicine- Allopathic and Homeopathic

Product Profile & Target Marketvii

Dabur today operates in key consumer product categories like Hair Care, Oral Care, Health Care, Skin Care,
Home Care and Foods.

Dabur Amla Dabur Vatika Vatika

Hair oil Dabur Amla
Flower magic coconut Almond
Dabur Anmol

Vatika
Shine Dabur Total
Shampoo shampoo
Dandruff
Protect
Control

Vatika
Vatika Root
Smooth &
Conditioner Silky
Strengthening
Conditioner
Conditioner

Dabur Total
Dabur RED Dabur Lal
Oral Care Paste
Meswak Promise ProtecBabool Babool
Dant Manjan
Mint Fresh
Dabur
Dabur
ChyawanPrak Dabur Honey,
Health Dabur
Chyawanpras
ash -Orange
Chyawan
Junior.
the purest Dabur
Hajmola
(Tablets and
an Mango branded Glucose
Suppliment h
flavors
(Chocolatefla
Honey
Candies)
vored)
available

Skin Care Gulabari FEM Uveda Ranges Bleaches

Real Juice (12

Real Active Capsico Red
Food Products Juice
delicious Real Burrst Hommade Lemoneez
Pepper Sauce
variant)

Odomos
Surface Odomos Odomos
Home Care Cleaner
Dazzil SaniFresh (Mosquito
Cream Lotion
Repellent)

Odonil Room
Air Care Freshener
Odonil Block

Odopic Dish
Odopic Dish
Dish wash wash
washing
powder

Dabur Balm
Dabur Balm
Rubs & Balm Strong
Double Action
powder

Gastro-
Dabur Janma Dabur Gripe Intestinal
Baby Care Dabur Lal Tail
Ghunti Water Dabur Pudin
Hara

Dabur's
Cough & Cold Honitus
Cough Syrup

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 120 countries across the globe. Potential customers are targeted by the
company.
 Competitor Analysisviii

The key competitors are Keo Karpin, Emami, Bajaj, Marico, HUL which together with Dabur have
about 64% of India & domestic market. Emami, Himani Navratan oil and Himani Oil. Emami has taken Madhuri
Dixit as brand ambassador for emami oil and Amitabh Bachchan for Himami Navratan Oil. Overall it has a share
of 4% in hair oil market Bajaj: Bajaj Brahmi Amla and Bajaj Almond Drops currently have a value share of 19
per cent and 12 per cent in their respective oil categories as per ORG-Marg. Besides, the company has also
decided to enhance its retail presence by nearly 20 per cent from the existing 5 lakh retail outlets in an attempt to
reach the rural parts. Maricos: Parachute is premium edible grade oil, a market leader in its category. Synonymous
with pure coconut oil in the market, Parachute is positioned on the platform of purity. In fact, over time it has
become the gold standard for purity. Parachute primary target has been women of all ages. The brand has a huge
loyalty, not only in the urban seconds of India but also in the rural sector. It has a market share of 28%. HUL It
has two products, Clinic plus Hair Oil and All Clear Clinic Hair Oil. Overall it has a 3%share in hair oil market.
The key competitors of Dabur in the Chyawanprash segment are Baidyanath, Zandu and Himani, which together
with Dabur have about 85% of India & domestic market. Dabur Chyawanprash (herbal honey) has a market share
of 61%. We have tried to analyze the competition for Dabur in the Chyawanprash segment. Dabur Glucose-D
when compared to that of Heinz Glucon-D was so similar 'Glucon-D' owned by rival company Heinz Italia.
'GLUCON-D' of Heinz and 'GLUCOSE-D' of Dabur both are tough competitor. Dabur Glucose-D comes 2nd
position in terms of sale in India.

Competitionix
Name Market Cap. Sales Net Profit
Rs. cr.) Turnover
HUL 272,756.77 31,890.00 4,490.00
Godrej Consumer 63,152.43 4,748.10 848.03
Dabur India 56,888.30 5,369.84 998.33
Marico 40,149.44 4,850.75 842.70
Colgate 28,763.84 3,981.82 577.43
Emami 28,231.37 2,340.75 346.37
P and G 27,990.24 2,320.40 432.73
Godrej Ind 19,663.35 1,500.09 -145.24
Gillette India 19,082.07 1,733.60 253.08
Bajaj Corp 6,824.09 792.54 220.96
Jyothy Labs 6,809.71 1,631.97 202.05
JHS Svendgaard 456.17 105.48 21.98
GKB Ophthalmics 34.91 38.32 0.63

News (Last 12 month)x

Hold Dabur India; target of Rs 484: Prabhudas Lilladher

 1.46 pm | 06 Nov 2019

Dabur India Q2 PAT seen up 8.5% YoY to Rs. 408.5 cr: Kotak

 11.52 am 11-09-2019 |
 Dabur leans on 'Power of 8' to beat slowdown, sustain medium-term growth

 2.25 am | 10 Sep 2019 |

Nifty outlook, top stock picks by CapitalVia: Buy Dabur, United Breweries

 8.00 am | 29 Jul 2019 |

Dabur dips 5% after Goldman Sachs downgrades stock to sell

 10.56 am | 18 Jun 2019

MARKETING

SWOT analysis of product

SWOT Analysis

Strengths 1. Dabur has already established itself as a brand with “Natural

Ingredients”

2. Dabur insists that the new version has little therapeutic value
added to the price.
3. Packaging is another department where Dabur claims to have
an edge.
4. sachets are of plastic laminate, as opposed to the paper sachets
used to package

Weaknesses 1.Chemist stores selling without prescription can be a problem

Opportunities 1. More rural penetration to increase brand awareness and social

cause initiatives

2. Tie-ups with hospitals, clinics, corporates to boost sales

Threats 1. Substitues such as pain balms etc

2.Imitation and spurious brands
Study STP of the product

STP
Segment Paracetamol pain relief segment

Target All age groups Lower, middle class people

Group

Positioning Global expert in stomach pain relief

Plot the PLC of the product

BCG Matrix of the company

Marketing mix of the company.

PRODUCT

The

STAR QUESTION MARK

DABUR RED TOOTHPASTE
NewU
GULABARI
FEM Beautycare
REAL FRUIT JUICE
BALSARA

BCG MATRIX OF
DABUR
CASH COW
HAJMOLA DOG
CHAYAWANPRASH HANITOS
DABUR AMLA HAIR OIL DABUR BALM STRONG
PUDIN HARA DABUR LAL POWDER
GLUCOSE

following are the product categories offered by Dabur in India: Health Supplements, Digestives,
Shampoos, Hair Oils, Skin Care, Foods, Oral Care, TC & Ethicals, Home Care, Guar Gum. Dabur
positions its products as healthy for its customers. Its committed in offering its customers products that
are of excellent quality and are herbal.

PRICE
Dabur follows different pricing strategies in its marketing mix for different product offerings. For its
premium products such as Dabur Herbal (Premium range), Sun care, body wash, body creams are priced at a
premium as they are targeted at high end target segment. For its low cost products, the prices are kept low and
competitive pricing strategy is followed. More emphasis is given on the product quality and its products are
priced low to gain more customer base. Its main aim is to sell more units although through a lesser margin. Since
 it a competitive industry with major players, Dabur has to follow a competitive pricing
policy for its non-premium products to sustain itself in the long run.

PLACE
Dabur is one of the leading FMCG companies in India. The main aim of the FMCG company
is to make its products available at most number of outlets and also to ensure that there is no stock out.
Shelf space also plays an important role in creating visibility. Being in the industry for many years,
Dabur has built an extensive network of distribution channels. The marketing mix promotional strategy
of Dabur is dependent upon its manufacturing plants, distributors and retailers. The distribution is not
only in India but abroad as well.

PROMOTION
Dabur does its major promotions through TV advertisements. In India, famous celebrities and
sportsmen endorse their products. Amitabh Bachchan is seen in
ads like Dabur Chyawanprash and Dabur Hajmola. Sonakshi
Sinha endorses for Dabur Vatika. It also advertises on
newspapers. Hoardings are put up at retailers and
supermarkets. This covers the marketing mix of Dabur.

BUSINESS FINANCExi

Dabur India Limited

Consolidated Balance Sheet as at March 31, 2019
(All amounts in crores, unless otherwise stated)
Income statement of Dabur India Ltd. As on 31-03-19
Gross Profit and Net Profit Margin of the company xii

The most important ratio is Net Profit Margin percentage or Net margin. It tells us how much out of every sale
DABUR gets to keep after everything else has been paid for. It is highly variable from one industry sector to
another. An ideal company has consistent profit margins like Dabur.
 Company performed well during 2018-19 with steady growth in its revenues and
profitability.
Sales of the company went up by 8.01% to 8,454.02 crore
Profit After Tax recorded increase of 18.47% to 1265.83 crore
Net Profit
Net Profit Margin= ∗100
Net Sales

1264.29
March 31 ,201 9= ∗100
6273.19
¿ 20.15 %
1072.05
March 31 ,201 8= ∗100
5592.29
¿ 1 9.17 %
Gross Profit
Gross Profit Margin= ∗100
Net Sales

1264.29
March 31 ,201 9= ∗100
6273.19
¿ 20.15 %

1072.05
March 31 ,201 8= ∗100
5592.29
¿ 19.17 %
As per data available and its analysis, the conclusion that has been drawn is – the company’s Gross Profit Margin
has been increased by 0.97% in FY 2019 as compared to FY 2018 which is 19.17%

Direct and indirect costs of the company

As at March 31, 2019

Direct Cost
Raw Materials Consumed 2,262.51
Purchase of stock in trade 984.91
Employee Cost 572.33
Finished Goods 10.09
Work in Progress (9.62)
 Total 3820.22

Indirect Cost
Depreciation and Amortization expenses 108.83
Finance costs 29.80
Other Expenses 1,076.11
Employee benefits expenses 572.33
Total 1786.57

Dabur reports good as it increases its revenue increases by 192.24Cr. as comparison to previous year 2018 and
decreases the cost of material consumed by 202.25 Cr. Although the ratio of revenue increases is more than
increase in its revenue.

Fixed assets added during the yearxiii

A fixed asset is a long-term tangible piece of property that a firm owns and uses in the production of its income
and is not expected to be consumed or converted into cash any sooner than at least one year's time.
Formula= Current year- Previous year

PARTICLURS March 31 ,201 9 March 31 ,201 8 Difference (in Cr.)

i. Tangible Assets
Land: Leasehold 13.26 13.41 -0.15
Land: Freehold 43.03 43.05 -0.02
Building 275.94 275.39 0.55
Plant & Equipment 299.83 291.68 -8.15
Furniture & Fixtures 22.95 20.94 2.01
Vehicles 12.40 11.08 -1.32
Office Equipment 6.08 6.88 -0.80
Total 673.49 662.43 -11.06
ii. Intangible Assets
Brands/Trademarks 1.22 1.34 -0.12
Computer Software 15.82 18.75 2.93
Total 17.04 20.09 3.05
iii. Capital Work-in 24.96 12.22 12.74
progress
Grand Total 715.49 694.74 20.75
(i+ii+iii)
Previous Year 694.74 670.38 24.36

Fixed Assets added during the year is 24.36 Cr. Due to increase in Intangible Assets and capital work in progress.
 Working Capital for the year

Working capital for the year=Current Assets−Current Liabilities

March 31 ,201 9=2124.35−1518.27
¿ 606.08 Cr .
March 31 ,201 8=1958.84−1234.48
¿ 724.36 Cr .
The amount of money a company has on hand, or will have, in a given year. Working capital is calculated by
subtracting current liabilities from current assets. That is, one takes the value of all debts and obligations for the
current year and subtracts that from the value of all cash and assets that might reasonably be converted into cash
in the current year. This is a good measure of the short and medium-term financial health of a company, and may
indicate by how much it can expand its operations without resorting to borrowing or another capital raising tactic.
Working capital is also called operating assets or net current assets.

Debt/Equity ratio of the company

Total Liabilities
Debt− Equity Ratio=
Shareholder ' s Fund
1609.96
March 31 ,201 9=
3968.82
¿ 40. 56

Debt equity ratio is usually calculated to find out the nature of management of the organization, it is said that if
Debt equity ratio is more than 0.5, then the management is aggressive in nature, and vice versa. In case of Dabur
it is far below 0.5, so the management is not aggressive in nature and does not want to take any risk.
 HUMAN RESOURCE MANAGEMENT
Organization Structurexiv

CHAIRMAN

BOARD OF
DIRECTOR

VP- VP-PRODUCT VP-SALES

VP-FINANCE VP-HR
MARKETING TEAM TEAM

PRODUCT
FINANCE MARKETING HR SALES TEAM
TEAM
MANAGER MANAGER MANAGER MANAGER
MANAGER

EXECUTIVES EXECUTIVES EXECUTIVES EXECUTIVES EXECUTIVES

An organization structure is mainly hierarchical concept of subordination of entities that collaborate and
contribute to serve one organizational goal.
An organization can be structured in many different ways, developing, on their objective and ambience. The
structure of an organization will determine the modes in which it operates and performs. Organizational structure
allows the expressed allocation of responsibilities for different functions and processes to different entities such as
branch, department, work group and individual.

Skills sets require in company

Cross Functional skills

Cross-functional knowledge of trade marketing, category and shopper would be very beneficial for a career in
FMCG sector. Companies like Dabur India ltd, HUL, etc are interested in multi-disciplined candidates.
 Conflict and stakeholder management
Dabur India ltd. need employees to work on their conflict management skills. In this type of organization,
conflicts are bound to happen. Therefore, it is necessary to develop and hone conflict management skills. For
example, instead of sending an email in order to resolve a conflict (which is a lengthy process), it is better to talk
directly to the concerned person and resolve the conflict.
Real commercial exposure
Companies need employees who actually have some commercial exposure. More commercial exposure would
mean more responsibility and consequently bigger salaries .

Open mindedness
Traditional methods do not always work.  Companies now focus on innovations and are open to new ideas to
enter untapped markets and increase their market share. It is not necessary that whatever has worked in the past,
will work now. So try to be open minded in your approach to business and this quality might help you get the next
big job.
Personality
One of the most important things a candidate should spend time on is on his or her personality. Your personality
defines you.  Personality has always been a really important part of hiring in the FMCG market as it is about how
you engage and interact with your customers. Apart from work, you should also spend considerable time on your
hobby and other things that excite you. It is essential that you get excited about the stuff you want to do because if
you don’t get excited about stuff you love; how can someone expect you to do something that you have to do

JDs and Job Specifications

1). Marketing
Designation Sales Officer - Modern Trade - Pune

 Primary and secondary sales - ensuring consistency in sales

 Enabling effective coordination amongst team members - specialized for
stockiest management, retailer management and merchandisers
 Preparing deliverables and targets for all team members
 Driving team members to achievement of targets in line with the
, activities,
 Focus areas of the organization.
 Sales Forecasting at monthly and quarterly level.
 Distribution Management - Billing, stocks & Collections
 Product Awareness Building, Visibility & Merchandising
 MIS and Monitoring Sales Report
  Analyzing and handling Competition and competitor activities.
 Resolving Customer Complaints and grievances
 Training, Leading & motivating the Distributors Salesman/Team
 Ensuring timely reporting through team in company prescribed formats.
 On job training and involvement in induction of team members.
 Handling District Salesman effectively and ensuring their development.

Job Specifications

Desired Profile Please refer to the Job description above

Experience 3 - 8 Years

Industry Type FMCG / Foods / Beverage

Role Sales Executive/Officer

Functional Area Sales, Retail, Business Development

Education UG - Any Graduate - Any Specialization

PG - Any Postgraduate – Any Specialization, Post-Graduation Not

Required

Doctorate - Any Doctorate - Any Specialization, Doctorate Not Required

Compensation 4,00,000 - 6,00,000 P.A

Location Pune

Keywords Marketing Business Development Institutional Sales Territory

Trade

Contact HR Manager

2. Finance
Job description
Designation Assistant Manager(accounts) – Vasai

 Accounts Finalization
 Taxation along with returns, tax audit
  Banking
 Export and import documentation along with knowledge in Foreign Trade Policy
 Foreign loans (buyers credit, supplier’s credits, foreign currency term loans)
 Preparation of cash flow, flow fund, monthly MIS
 Should preferably be able to liaison with team of 5-10 members
 Effective communication and presentation skills
 Well versed with Ms. Excel, Tally9.0 and adaptability for new changes
 Purchase and sales invoice
 Preparation of Bills receivable and bills payable on weekly or monthly basis

Job specification
Desired Profile Please refer to the Job description above

Experience 4-7 Years

Industry Type Foods / Beverages

Role Accounts Manager

Functional Area tax finalization/account management/finance

Education UG - Any Graduate - Any Specialization

PG – MBA/PGDM–Finance Specialization,

Doctorate – Ph.D Doctorate - Finance Specialization, Doctorate Not Required

Skills Should preferably be able to liaison with team of 5-10 members

Effective communication and presentation skills

Well versed with Ms. Excel, Tally9.0 and adaptability for new changes

Compensation 4,00,000 - 6,50,000 P.A

Location Vasai (Maharashtra)

Keywords Finance Business Development

Contact HR Manager

3. Human resource
Job description
 Designation Assistant Manager HR

 Delivery and administration of broad range of human resource services

 Ensure the people strategy in the business are aligned to corporate goals
 Responsible for effective implementation of company’s HR strategies, policies,
practices and systems.
 Work closely and provide feedback to HR Manager
 Provide consultative, advisory, and administrative management services in HRM
 Provide business with regional/ business unit perspective on HR issues
 Ensure statutory compliance with all regional labour laws
 Participate in forecasting manpower requirements for the year and per quarter.
 Design and develop innovative and high-impact talent management programs
 Improve the depth and diversity of leadership talent.
 Institutionalize PMS framework within business lines and monitor completion,
collaborate with business leaders.
 Track effectiveness of initiatives undertaken, review and study metrics on various
factors like employee engagement, attrition, headcounts, vendor costs, investment
require in employee

Job specification
Desired Profile Please refer to the Job description above

Experience 4 Years

Industry Type Foods / Beverages

Role Assistant Manager HR

Functional Area Forecasting Manpower/Performance management/HR

Education UG - Any Graduate - Any Specialization

PG – MBA/PGDM–Human Resource Specialization,

Doctorate – Ph.D Doctorate – HR Specialization, Doctorate Not Required

Skills Should preferably be able to liaison with team of 5-10 members

Effective communication and people skills

 Well versed with Ms. Excel, Ms. Word and adaptability for new changes

Compensation 6,00,000 - 8,00,000 P.A

Location Haryana

Keywords HR Business Development to achieve corporate goals

Contact HR Manager

Training needs of the company

ON THE JOB TRAINING:

On the Job techniques are conducted in the real job settings. On the job methods usually involve training in the
total job. These methods are typically conducted by individuals, workers, supervisors. The main advantage is that
the trainees learn while actually performing their work, which may minimize the training cost. They also learn in
the same physical and social environment in which they will be working once the formal training period is
completed.
Types of on the job techniques:

 Job instruction training

 Job rotation
 Apprenticeship
 Coaching
 Vestibule training

OFF-THE JOB TRAINING:

Off the job method are those training and development programs that take place away from the daily pressures of
the job and conducted by highly competent outside resource people who often serve as trainers, which is one of
the main advantages of this method. The major drawback of this is the transfer problem.
Types of off the job training:

 Lecture
 Simulation
 Computer Assisted instruction
 Syndicate Method
 Behavior Modeling
 Counselling
 Understudies System
 Special Project Arrangements
- Telephone Training Sessions
 - Distance Learning Sessions

Dabur India ltd. offer girls vocational training in year 2019 to 569 girls they were trained
to work in organization.

Dabur today has a dedicated and an inspired workforce of 4,044 employees in India and about 2,563 in our
overseas operations. In addition, we employ another 8,036 people on a contractual/temporary basis. Total
Employees (Skilled and Unskilled) covered in training in year 2018-19=17,891 People.

Organization culturexv

Dabur have a good culture and environment for its employees, gives respect to them, and indulge them in various
activities, which motivate them to work hard and give a high productivity for the company.
Dabur support the principles of inclusive growth and equitable development through not just our corporate social
responsibility initiatives but through our core business as well.
Dabur has its unique organizational culture they do work as family, if someone face problem subordinate think as
its their problem and act like a family member also the company manager supports employee this creates positive
and secure work environment for the employee. From the last two decades, there has been a great deal of insight
 sharing and research concerning culture within Organizations, and its impact on various
aspects of the Organizational, motivation included. 
This create motivation as motivation act as the influence on direction, persistence of action, and vigor to run the
organization effectively and effectively.
 the importance of Organizational culture in an Organizational cannot be overemphasized. Organizational culture
plays a significant role in motivating employees. Both strong and weak Organizational cultures can utilize
intrinsic and extrinsic motivational factors to keep employees motivated. Based on the above reviewed literature,
it is tempting to advocate for a strong Organizational culture compared to a weak one due to that it is quick to
indirectly influence intrinsic motivation in employees, and the use of rewards as extrinsic motivators enable
employees to embrace and identify with the Organization’s values and norms much quicker than in weak cultures.
Notwithstanding that a weak Organizational culture stimulates independent thinking, entrepreneurship and
innovation in the individual employee, strong Organizational cultures proffer more advantages such as more
motivated employees, unity and groupthink among employees, and often Organizations with the later culture
outdo the ones with the former.
Since Organizational culture has a great impact on motivation, and motivated employees take pride in their job
and feel responsible for success of the Organization, it is important for managers to identify proper ways to use
Organizational culture to motivate their employees. Based on the fact that individual needs are dynamic and
volatile, hence keeping employees motivated is a challenge to managers, relying on traditional motivational
practices such as money and promotion are no longer adequate, managers need to identify innovative motivational
measures. This implies that there is need for more studies aimed at investigating innovative motivational tools that
will fit the differing industries and Organizational cultures, and to assess managers’ understanding and acceptance
of those tools. There is also a need to study employees’ patterns of deriving motivation from both intrinsic and
extrinsic factors, so that that can be used by managers as tools to drive and keep their employees motivated and
achieve more Organizational success.
REVIEWS OF EMPLOYEES IN DABUR

 It’s a good organization to work and learn, I have worked for a short span but learnt a lot from the
seniors and fellows. It is a pay master and working culture is also really very good. (Nikhil Jain)
 “My association with Dabur India Ltd. started with my Summer Internship here, six years ago. Since
then, every year has been an immensely enjoyable & a highly rewarding roller coaster of managing large
teams, handling complex businesses, travelling the length & breadth of the country, working with the
who’s who of the industry. Thank you Dabur, for nurturing me from a rookie to a well-rounded, goal
oriented Manager! Dabur is no longer just a workplace to me, Dabur is home, Dabur is family.” (Vaibhav
Bhatnagar)
 “I’m at the start of my career so don’t really have a success story to share yet but I know I’m at the right
place for it to happen, soon! A few months into the Company and I already have a mental map of where
I could be in a few years and what this place has in store for me. Add to that an awesome work culture
and there is nowhere else you would want to go.”( Nancy )


 CONCLUSION
After completing the entire report, I can say, is that DABUR focuses on innovation, Best Quality and reduce
pollution, which is highly required in current scenario, so they spend a lot on media advertisement and
sponsorship, to do CSR Activities and promotion, but if we look at the financial statistics we will see, that they
have low debt equity ratio, which says that the management is now aggressive and in not looking for expansion as
of now. And as far the organization culture, they have a good culture and environment for its employees, gives
respect to them, and indulge them in various activities, which motivate them to work hard and give a high
productivity for the company.
DABUR is relying too much on their healthcare brand which is good, as the industry forecast is good and is
predicted to incline in the future, So if DABUR wants to progress and retain their position in the market then they
will have to focus on utilizing their resources, and reduce wastage and cost of product, so that the can offer more
affordable price and increase sales as well as profit. Dabur has many internship program for the beneficial of new
entrant. Dabur stands in 3rd position in overall FMCG sector.
Overall DABUR is doing well as per my opinion.

Thankyou
REFERENCES
i
https://www.cia.gov
ii
http://www.cii.in
iii
https://www.ibef.org
iv
https://www.pwc.in
v
http://www.dabur.com
vi
http://www.dabur.com
vii
http://www.dabur.com
viii
https://www.moneycontrol.com 
ix
https://www.economictimes.indiatimes.com
x
https://www.moneycontrol.com
xi
http://www.dabur.com
xii
www.indiainfoline.com
xiii
http://www.aceanalyser.com/
xiv
http://www.dabur.com
xv
http://www.glassdoor.com