Project Report on 

Dabur
Submitted in partial fulfillment of the requirements 
For the award of the degree of

Post Graduate Diploma in Management (PGDM)

To
Fortune Institute of International Business

Submitted To: Dr. Arun Sagwan Submitted By:

Poonam Modi 034
Kritika Aggarwal 060
Vikas Tanwar 054
Mohit Sinhg 027
Rishi Raj Saxena 040
Akshya Mahajan 005

Fortune Institute of International Business

Delhi, Delhi 110057
(Batch 2021-2023)

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Index
S No. Topic Page No.

1 Introduction of
Dabur
2 External Analysis

3 Internal Analysis

4 Business Level
Strategies and
identify a fitting
business level
strategy
5 Function Level
Strategy

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Business Level Strategies and identify a fitting business
level strategy
Dabur follows a very unique business model called Umbrella Branding Strategy. It
means that all products are under one brand name. The logo of Dabur is an old
banyan tree that conveys Dabur’s heritage, dedication, and stability.

Dabur uses a 3 tier distribution system, i.e., from stockist – to wholesaler – to

retailers –
to final consumers. With this system, the products are made available in
departmental stores, grocery shops, etc, across the country.

The price of the different products of Dabur is reasonable to the people of every
class. As one of the company’s key dreams is ‘back to nature’, all Dabur products
are made with natural ingredients. Dabur’s brand-loyal consumer base claims that
all of the company’s products are essentially organic.

FMCG and pharmaceutical businesses were separated in 2003 to ensure a better

clarification of products. This led to the discontinuation of the umbrella strategy
that existed before.

Sales Promotion is one of the main tools of the company’s successful marketing
strategy. There are different sales marketing instruments that have been introduced
by the organization for various goods so far. Coupons, gift sets, refunds on money,
and festive sales are some of them. To improve the consumer base, merchandising,
rewards, and exchange deals are also offered to clients.

The below are the some of the business level strategies of Dabur and we can
analyse then, what went right and what not. Thereafter, we can see how that could
have been fixed.
1. Dabur Advertisements Strategy

Dabur already holds on to print and television advertising and recently is

planning to take over digital media as a medium for advertising its products.

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 As we have seen, the cancer patients were paid homage in the advertising of
Dabur Vatika, as a salutation notice for battling with the disease. The
commercial will reach the consumer’s emotional side; mostly the ladies who
use the Dabur Vatika.

Many unbranded and duplicate products are being sold under the name of
Dabur. Like, many people are selling Dabur Vatika oil with creating
misspelled bottles of oil. To overcome this, Dabur can create a research
department to find the areas where duplicate or unbranded products are
getting sold, and try to seize those.

To ensure that, Dabur must constantly and regularly police your products to
make sure they are not being counterfeited. Keep an eye on the market you
serve and make sure that other products are not too similar to what Dabur is
trying to sell. If the necessary steps aren’t taken then, the duplicate products
can quickly take over the consumer market and ruin the reputation of the
original. So, these precautions can save the original company from a lot of
trouble.

2. Distribution strategy in the Marketing strategy of Dabur –

In FMCG industry, distribution plays a critical role. So as to make the
products available to every nook & Corner Company has to choose the
proper strategy.

Dabur is making the products available in the grocery/ pops & mums,
departmental stores etc. through 3 tier distribution system i.e. from C&F
( Carried & forwarding agent) -to stockist-to wholesalers –to Retail outlets –

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 to final consumers. In case of supermarket stores the products is made
available to Institutions through C& F. 

But here, Dabur cannot afford to have one single policy for competing
effectively against its competitors. It is operating in the highly competitive
FMCG market which consists of big MNC’s Like HUL, P&G, Pepsico etc.
It cannot afford to go for purely offensive strategies which direct affect the
bottom line.

Moreover the basic nature of marketplace is dynamic. So the company

cannot remain static in following any particular strategy. The suggestion
here would be, at times it can follow offensive strategies and at times it need
to adopt defensive strategies, in order to create clear brand image.

The deciding criteria for any policy adoption is that it should be based on the
companies strength and clear sustainable competitive advantage, the geneses
of which invariably lies in the firm’s value chain and that’s what will help
Dabur in the transition.

3. Sales category focus

With time, Dabur revamped its sales structure to get sharper focus on three
distinct categories - Home & Personal Care, Healthcare and Foods - to drive share
gains in an increasingly competitive market. The new approach was implemented
in large urban markets where operational complexities were significantly higher.

Category focus with specialized field force and Stockist sales teams for Home &
Personal care and for Healthcare categories was implemented in the top 90
markets in the country, which contribute to about 40% of the consumer care
division business.

These categories so far had common sales force to service traditional trade in most
markets.

The suggestion here would be, Dabur need to focus on key channels and the need
for enhanced direct company field force contact, so that it will get enabled by
augmenting field resources but the costs should contain through improved
productivity and optimization.