WINTER INTERNSHIP REPORT

Submitted in partial fulfilment of the requirements for the Two-year

Full Time Post Graduate Diploma in Management

“An empirical study on factors influencing retailer’s perception towards Real

Juice 1 litre pack by Dabur in the city of Kolkata & Howrah”
&
“Salesman’s efficiency analysis”
done at

Dabur India Ltd.

by

Sreeja Munshi
2022-3006-0001-0007
under the guidance of External Mentor:
Saswati Dutta (Territory manager Trade marketing & Sales Capability)
Internal Mentor: Prof. Suraj Khandelwal
Additional guidance from Dr. Poorna Chandra Prasad
Winter Internship Report | Pune Institute of Business Management

Company Certificate

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Certificate of Originality

I hereby declare that this winter internship project is my own work and that, to the best of my
knowledge and belief, it reproduces no material previously published or written that has been
accepted for the award of any other degree of diploma, except where due acknowledgement
has been made in the text.

Sreeja Munshi
2022-3006-0001-0007
Date: 5th February,2023

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

College Certificate

This is to certify that Ms. Sreeja Munshi of PGDM 4 (2022-24 batch) a student of PIBM-
Pune Institute Of Business Management, Pune has undertaken the project on "Retailer’s
perception towards Real Juice 1 Litre pack of Dabur India Limited" & “Salesman’s efficiency
analysis”. The survey, data collection, & analysis work for preparing the project has been
carried out by the student in partial fulfilment of the requirements for the award of PGDM,
under my guidance and supervision.
I am satisfied with the work of Ms. Sreeja Munshi.

Date: 5th February,2023

Faculty Internal Mentor Name: Prof. Suraj Khandelwal
Signature:

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Acknowledgement

The successful completion of this project is not just owed to one but it bears an imprint of the
efforts of many people, actively involved with the project. This project was prepared for
Dabur India ltd. First, I would like to Thank Mrs. Saswati Dutta (Territory Manager Trade
marketing & Sales Capability) of Dabur India ltd, for offering me this opportunity to do an
internship within the organization. I would also like to thank Mr. Deepak Jain (Territory
Manager), who additionally provided guidance in the absence of Saswati ma’am. I would
also like to express my gratitude towards people from the industry who equally contributed in
the accomplishment of my project.
I would like to thank all my teammates worked who with me in the organization making the
ambience more enjoyable to work. It is also an honour for me and I am highly indebted to our
Chairman Mr. Raman Preet Sir for providing facilities and guiding us with such
opportunities. I would also like to thank my internal mentor Prof. Suraj Khandelwal for his
time & guidance. I would also like to express my deep gratitude towards Dr. Poorna Chandra
Prasad of PIBM who guided me and motivated in every single step and problem I faced. I am
extremely grateful to my department staff members and friends who helped me in successful
completion of this internship.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Contents
Chapter 1 8
Introduction 8
Introduction to the Problem / Opportunity 8
Background of the Study 8
Statement of the Problem/Opportunity 9
Purpose of the Study 9
Rationale 9
Research Objectives 10
Chapter 2 12
Literature Review / Secondary Research 12
About the sector 12
Market Size 12
Market Share 12
Sector Contribution to GDP 12
Sector Composition 12
Sector & Sector Composition CAGR 13
Sector & Sector Composition growth/de-growth catalyst 14
Government Initiatives & FDI 15
Porter 5 Force Model Analysis 17
Macro & Micro Environmental Analysis of the Industry 19
About the company 22
Brief History of company 22
Brief Introduction about company 25
Brief notes on Top Management 26
Company’s Product / Service 27
Michael Porter Value chain Analysis 28
Market Penetration of product / service Rural, Semi Urban & Urban 30
Segment, Target & Positioning 30
Sales & Distribution Channels 32
Concept of Margin: ROI of the Product “Real Juice 1 litre” 33

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Promotional Mix of Product 33

Recent Merger & Acquisition 34
Application of Marketing Tools 35
SWOT – Company 35
SWOT- Product: 35
BCG Matrix 36
4P’s Marketing Mix 37
PLC 42
Real Juice -Unique Selling Propositions 44
The McKinsey 7S Framework 45
Chapter – 3 55
Research Methodology 55
Research Objective 55
Research Design 57
Variables of interest 58
Theoretical & Conceptual Framework 58
Questionnaire design 59
Sample, Selection Criteria & Data collection 60
Statistical Tools used with Justification 60
Chapter – 4 61
Data Analysis and Interpretation 61
Questionnaire Analysis 61
Demographic Profile of the respondents 62
Research Topic-oriented question analysis 64
Descriptive Statistics of 3 variables: 74
Cross Tabulations 74
Correlation of 3 variables 79
Heatmap of 3 variables: 79
Chapter – 5 80
Findings and Conclusion 80
Findings from Analysis 80

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Suggestions 81
Conclusion 82
Managerial Implication 82
Chapter – 6 83
Practical Learning & Contribution 83
Internship Summary 83
Internship Designation & Duration 83
Internship – Roles & Responsibilities 83
Internship Daily Routine – Task & Work Process 84
Expected Competency (Knowledge & Skill & Attitude) 85
Achieved Competency with justification (Knowledge & Skill & Attitude) 85
Overall contribution to the company in the Internship duration 86
Annexure 89
Questionnaire 89
Reference / bibliography 94
Research articles 94
Blog reference 95
Book reference 95
Consulting report 96
Database 96

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Chapter 1

Introduction

Introduction to the Problem / Opportunity

Retail is an emerging sector in India. Marketers are leaving no stone unturned to influence the
customers by offering them in various ways, at various locations, in various forms resulting
in emergence of various retail formats throughout the country. Customers are highly
influenced by image of the retail outlet, its attributes, product range, variety, services,
employee’s behaviour, décor, music and marketing strategies. Retailing includes all the
activities involved in selling goods or services directly to final consumers for personal, non-
business use. A retailer or retail store is any business enterprise whose sales volume comes
primarily from retailing. Any organization selling to final consumers—whether it is a
manufacturer, wholesaler, or retailer—is doing retailing. It does not matter how the goods or
services are sold (by person, mail, telephone, vending machine, or Internet) or where they are
sold (in a store, on the street, or in the consumer's home). In this study, the researcher wants
to know the various factors that influence the perception of retailers towards Real Juice of
Dabur India Limited in the city of Kolkata and some outskirts area.

Background of the Study

Blattberg, Peacock, and Sen (1976, 1978) describe 16 purchasing strategy segments based
on three purchase dimensions: brand loyalty (single brand, single brand shifting, many
brands), type of brand preferred (national, both national and private label), and price
sensitivity (purchase at regular price, purchase at deal price). Kretter,Kadekova et al (2010)
― “country of the origin of food and consumer preference in segment of university students”
consumers prefer the attributes like freshness, flavour and also the price. Consumer prefers
fruit juices because of their flavour and freshness. Gupta & gupta (2008) ― “fruit drinks:
how healthy and safe” discussed that fruit drinks are popularly used in most urban households
today markets are flooded with a large variety of juices e.g.; mango, apple, guava, litchi. The
main reason for increased consumption is changing lifestyles & rising level of health
consciousness among consumers and parents. They believe that these drinks provide superior
nutrition because of their status & high beverage cost. Nishu Sharma (2011), ―
“Comparative study on consumption patterns of soft drinks and fruit juices” studies how
different consumers consume soft drinks and fruit juices with respect to different patterns of
consumption. Deepak Kumar Chechani (2008), “A study of ―FACTOR influencing choice
of soft Drinks” in Udaipur City studies different factors influencing the choice of soft drinks
consumption. Bhushanmehta (2012) Project Report Organized Retailing in India reveals
important aspects of retail sector in India. Bhushanmehta (2012) “Analysis of Brand
Preference of Soft Drinks in Global Market” provides details regarding consumers preference
on soft drinks. Consumer behaviour is a key success of any Company. Consumer behaviour is
depending upon culture, value, traditions. When marketers offer unique benefits in a new
product they encourage consumer to subtype. Report on Indian Beverage Industry (2012)
discloses the following things regarding beverage market.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

● A Beverage is a drink specifically prepared for human consumption.

● Beverages almost always largely consist of water.

● Drinks often consumed include: Water (both flat or carbonated),Juice based drinks,
Soft drinks, Sports and Energy drinks, Alcoholic beverages like Coffee, tea ,Dairy
products like milk.
● Commonly, drinks are filled into containers, like glass or plastic bottles, steel or
aluminum cans as well as cardboard supported packages, like the "Tetra Pak" or
others.

India has a population of more than 1.414 billion which is just behind China.
According to the estimates, by 2030 Indian population will be around 1.515 billion
and will surpass China to become the World largest in terms of population. Beverage
Industry which is directly related to the population is expected to maintain a robust
growth rate.

Statement of the Problem/Opportunity

Real juice is a star product of Dabur India Limited in the BCG Matrix. It is in its growth stage
in the product life cycle. However, several other companies are entering into the fruit juice
market and Dabur Real Juice is facing fierce competition from top brands like Tropicana by
Pepsico, B-Natural by ITC & Paperboat by Hector Beverages. With the emergence strong
competitors in the market, it is important to understand how the retailers are behaving
towards Dabur Real juice, whether they are satisfied with the product quality, availability,
delivery and pricing strategy of the product and also to understand how the retailers are
behaving towards the competitor brands.

Purpose of the Study

This study is conducted to understand the retailer’s perception towards a star product of
Dabur according to the BCG Matrix ,i.e, Dabur Real Juice 1 litre pack. It is also to
understand the market potential of the product, the various opportunities and threats it is
facing in the market and the various areas of improvement.

Rationale
The study on retailer’s perception towards Real Juice is relevant as it is going to help us
understand whether the retailers are satisfied with the product quality, availability, delivery
and pricing strategy of the product and also to understand how the retailers are behaving
towards the competitor brands. This is important to understand the threats faced by the
product in the market and also to conduct competitor’s strength analysis which can help us to
build strategy to overcome competition and be a market leader in the fruit juice segment.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Research Objectives
Primary Research Objective:
To determine the factors influencing retailer’s perception towards Real fruit juice 1 litre pack
of Dabur India Limited in the city of Kolkata and Howrah.
Secondary Research Objectives:

Sr. Problem/Opportunity Model Specifications for information

No. Classification & Situational Development requirements
Analysis
1. Brand Awareness 15% Brand recall, recognition and
dominance

2. Competition 25% Competitors in the market,

pricing strategy and retail
margin offered by competitors,
competitor’s product
availability, quality, delivery
etc.
3. Variety 10% Variants available, variants with
high & low demands in the
market etc.
4. Quality 10% Product quality, ingredients &
composition.

5. Availability 10% Product availability with the

distributor

6. Pricing & Retail Margin 15% Market price and retailer’s

margin offered.

7. Replacement of Damage & 10% Replacement of Damaged &

expiry expired products.

8. Delivery time 5% Products delivered on time to

the retailers or not.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

S.R.O.1: To determine whether retailers are having enough brand awareness about Real fruit
juice.
S.R.O.2: To determine the influence of competition on retailer’s perception towards real fruit
juice 1 litre pack.
S.R.O.3: To determine which variants of Real Fruit Juice 1 litre is more in demand amongst
the retailers.
S.R.O.4: To determine the influence of quality on retailer’s perception towards real fruit
juice 1 litre pack.
S.R.O.5: To determine the influence of availability on retailer’s perception towards real fruit
juice 1 litre pack.
S.R.O.6: To determine the influence of pricing and retail margin on retailer’s perception
towards real fruit juice 1 litre pack.
S.R.O.7: To determine how replacement of damaged and expired products by the company
influence retailer’s perception towards real fruit juice 1 litre pack.
S.R.O.8: To determine the influence of on time delivery on retailer’s perception towards real
fruit juice 1 litre pack.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Chapter 2

Literature Review / Secondary Research

About the sector

Market Size
USD 220 bn or 1800 crores INR(approx.)
Source: https://www.statista.com/topics/7736/fmcg-in-india/#topicOverview

Market Share
FMCG 20%

Sector Contribution to GDP

Contributing to nearly 10% of the country’s GDP, the Fast-Moving Consumer Goods
(FMCG) sector in India plays a quintessential role in the Indian economy. It is the fourth
largest sector in the economy, with 80% of the sales coming from Food & Beverages,
Household and Personal Care products.
Source: https://omnifin.in/industry-insights-fmcg-industry/

Sector Composition

Source: Dabur, Aranca Research

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Sector & Sector Composition CAGR

The FMCG market in India is expected to increase at a CAGR of 14.9% by 2025 from the
year 2020.

Source: https://www.ibef.org/industry/Fmcg-presentation

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Sector & Sector Composition growth/de-growth catalyst

● Consumption recovery led by unit growth:

Despite a flat volume driven by a drop in average pack size growth, unit growth has
bounced back to 8.9% this quarter from 1.5% in the previous quarter. This indicates
that consumers are buying smaller packs, however at a higher quantity of units,
thereby driving the overall growth in volume seen in the second quarter.
When NielsenIQ’s Retail Measurement Services data for key contributing categories,
across food and non-food was analysed to understand the grammage reduction for key
price packs it was found that there is a continuous drop in grammage for the same
price packs across many categories. This correlates with the drop seen in average pack
size growth across both food and non-food categories. At the same time, consumers
continue to prefer smaller packs, which is evident by the high unit growth, and
grammage reduction is a catalyst for this behavior to some extent.
Manufacturers and retailers must keep an eye on the changing consumer preferences
and manage their portfolio accordingly. It is imperative that small pack sizes are
available in the maximum number of stores to meet the increasing consumer demand.

● Small manufacturers back on track:

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

While volume decline continues for medium and large manufacturers, small
manufacturers (less than Rs.100 Cr. turnover) have recovered to a positive volume
growth of 1.8% in Q2 2022. This recovery is primarily driven by the food segment
with a growth of 5.6%, compared to –5.5% in the previous quarter. Despite an uptick
from the previous quarter, non-food continues to show a negative volume growth of -
13.8% in this quarter, compared to -20.4% in the previous quarter.

● Food segment volume grows positively:

The food segment has seen positive volume growth of 1.8% in Q2 2022, especially
with impulse categories such as chocolates and salty snacks growing by 15.1%.
Despite the non-foods segment remaining in the negative, there is a marginal uptick
from –9.6% in the previous quarter to -6.4% in Q2 2022. Within the non-foods
segment, non-essential personal care categories such as perfumed deodorants and
cologne saw over a 40% volume growth, buoyed by the summer season, and
consumers heading out for both work and leisure activities as they get back to their
normal routines.

Source: https://nielseniq.com/global/en/insights/analysis/2022/fmcg-in-india-
continues-to-recover-with-double-digit-growth-in-q2-2022/
Government Initiatives & FDI
Some of the major initiatives taken by the Government to promote the FMCG sector in India
are as follows:

● As per the Union Budget 2022-23:

o Rs. 1,725 crore (US$ 222.19 million) has been allocated to the Department of
Consumer Affairs
o Rs. 215,960 crore (US$ 27.82 billion) has been allocated to the Department of
Food and Public Distribution.
o In FY 2021-22, the government approved Production Linked Incentive
Scheme for Food Processing Industry (PLISFPI) with an outlay of Rs. 10,900
crore (US$ 1.4 billion) to help Indian brands of food products in the
international markets.

● The government’s production-linked incentive (PLI) scheme gives companies a major

opportunity to boost exports with an outlay of US$ 1.42 billion.

● In November 2021, Flipkart signed an MoU with the Ministry of Rural Development
of the Government of India (MoRD) for their ambitious Deendayal Antyodaya
Yojana – National Rural Livelihood Mission (DAY-NRLM) programme to empower
local businesses and self-help groups (SHGs) by bringing them into the e-commerce
fold.

● Companies are counting on recent budget announcements like direct transfer of 2.37
lakh crore (US$ 30.93 billion) in minimum support payment (MSP) to wheat and

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

paddy farmers and the integration of 150,000 post offices into the core banking
system to expand their reach in rural India.

● The Government of India has approved 100% FDI in the cash and carry segment and
in single-brand retail along with 51% FDI in multi-brand retail.

● The Government has drafted a new Consumer Protection Bill with special emphasis
on setting up an extensive mechanism to ensure simple, speedy, accessible, affordable
and timely delivery of justice to consumers.

● The Goods and Services Tax (GST) is beneficial for the FMCG industry as many of
the FMCG products such as soap, toothpaste and hair oil now come under the 18% tax
bracket against the previous rate of 23-24%. Also, GST on food products and hygiene
products has been reduced to 0-5% and 12-18% respectively.

● GST is expected to transform logistics in the FMCG sector into a modern and
efficient model as all major corporations are remodelling their operations into larger
logistics and warehousing.
The sector recorded an FDI of US$ 20.84 billion between April 2000-June 2022.
Source: https://www.ibef.org/industry/fmcg

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
 Winter Internship Report | Pune Institute of Business Management

Porter 5 Force Model Analysis

Threat of New Entry: Competitive Rivalry:

Time & Cost of entry (Low) Threat
Number of competitors (High)
of New
Specialist knowledge (High) Entry Quality differences (High)
Economies of Scale (High) (Low) Other differences (Neutral)
Cost advantages (Low) Switching costs (Low)
Technologyprotection (Neutral) Customer loyalty (High)
Barriers to entry (Low)

Competitive
Supplier Power Rivalry Buyer Power
(Low) (High)
(High)

Supplier Power: Buyer Power:

Number of suppliers (High) Number of customers (High)
Size of Suppliers (Neutral) Size of each order (Neutral)
Uniqueness of service (Low) Differencesbetween competitors
Threat of (Neutral)
Your ability to substitute (Low) Substituion
Price sensitivity (High)
Cost of changing (Low) (High)
Ability to substitute (High)
Cost of changing (Low)
Threat of substitution:

Substitute Performance (High)

Cost of change (Low)

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

1. Threats of New entrant:

Entry of new players in an industry raises the level of competition , thereby reducing
its attractiveness. The threat of new entrants largely depends on the barriers to entry.

⮚ Economics of Scales are the key determinants of market structure and entry
for any organization. In FMCG Sector Economics of scale is highly
attractive because units produced of goods is very larger scale md the costs
incurred on those is very less.

⮚ Differentiation looks to make a product more attractive by contrasting its

unique qualities with other competing products, In FMCG sector
differentiation has been via color, size. Shape, quantity, etc. Product
differentiation in FMCG sector is highly attractive.

⮚ There are huge availability of distribution channels in FMCG like

manufacture, retail, outlets, wholesaler, etc.

⮚ The Indian FMCG is characterized with modest entry and exist barriers.

2. Competitive Rivalry:

⮚ In the FMCG Industry, rivalry among competitors is very fierce.

⮚ There are scare consumers because the industry is highly saturated and the
competitors try to snatch their share of market.

⮚ The product differentiation is moderate in FMCG Sector that’s by the

differentiation in competitors is also moderate and switching cost from one
company to another company is low.
3. Threats of Substitutes:

⮚ The cost of switching from one supplier’s product to another supplier’s

product is easy if the switching cost is lower but if it’s high then it’s difficult
to buyers, the switching cost in FMCG sector is low because of easy
availability of products.

⮚ The wide range of choices and needs give a sufficient room for new product
development that can replace existing goods. This leads to higher consumer’s
expectation.
4. Power of Suppliers:

⮚ The bargaining power of suppliers of raw materials and intermediate goods is

not very high.
Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

⮚ There is ample number of substitute suppliers available and most of the raw
materials are also readily available and are homogeneous.

⮚ There is no monopoly situation in the supplier side because the suppliers are
also competing among themselves.
5. Power of Buyers:

⮚ Buyer Power is high as there are many substitutes available. So, price
sensitive customers will shift to more affordable substitutes.

⮚ And customers may shift to better quality substitutes.

Macro & Micro Environmental Analysis of the Industry

Macro Environmental Analysis
1. Demographic Environment – Population growth has a positive impact on
FMCG industry as it creates more and more demand for FMCG industry products.
As India is the one of the largest economy in the world in terms of population
there are many opportunities for FMCG products.
2. Population Age Mix – The population age mix has impact on the variety of
products that FMCG companies can provide.

● FMCG companies can diversify their products according to the population of

age mix of market.

● In India more than 40% of population comprises of young people with

diversified income groups hence there are more opportunities for Personal
Care and packaged Food Environment Expansion.
3. Economic Environment – Increase in purchasing power of people has a positive
impact on FMCG Industry, India is one of the largest economies in the world in
terms of purchasing power with a strong middle class base. In India, there is no
problem regarding the choice of appropriate market segment because of rapid
urbanisation increase in demand, presence of large number of urban population as
a result of which large number of opportunities are available.
But as the purchasing power of people increases the company has to create more
and more innovative products.
For example, Detergent Segment of HUL has about 36% market share in that
segment. This segment accounts for at least 40% of the total revenue. HUL’s
market share in detergent segment has declined in the last 2years due to heavy
competition and increase in spending pattern.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

4. Technological Environment – Basic Technology for manufacturing is easily

available. Also technology for most products has been fairly stable. Modifications
and improvement rarely change the basic process but use of new and better
chemicals can improve the quality if the products.
5. Political And Legal – Government policies and legal laws has a affect on FMCG
sector.
Indian Government’s policies of lifting of the quantitative restrictions reductions
in excise duties and automatic foreign investment has fostered FMCG growth.
Removal of the regulatory framework has allowed FMCG Sector to explore every
product and segment without constraints on production capacity.
Government policies towards FMCG sector – In India has enacted policies
aimed at attaining international competitiveness through lifting of the quantative
restrictions, reduced excise duties, automatic foreign investment and food laws
resulting in an environment that foster growth. 100% export oriented units can be
set up by government approval and use of foreign brand names is now freely
permitted. The Indian government has abolished licensing for almost all food and
agro processing industries.
Micro Environment

● Competitors - Most products categories in FMCG require minor investment in

plant and machinery and other fixed assets. Also, the business has low working
capital intensity as bulk of sales from manufacturing takes place on cash basis as
there are large number of competitors. There is a major threat from small scale
industries in rural sector.
Competitors of Dabur– HUL, ITC, Nestle India, Amul, Marico, Procter &
Gamble

● Suppliers – The bargaining power of suppliers of raw materials and intermediate

goods is not very high. There is ample number of substitute suppliers available
and raw materials are easily available in the marketed and most of the raw
materials are homogeneous. There is no monopoly situation in the supplier side
because the suppliers are also competing themselves.
Dabur has very strong supplier base in its healthcare, home & personal care &
foods segment.

● Consumers – As there is increase in purchasing power and knowledge of

consumers demand for more wide variety of products.
Consumers want more variety in personal care, packaged foods. They wants
different packaging prices. As a result Dabur has introduced wide variety of
products range.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

● Distribution Channels –For an FMCG company distribution network should be

very wide. FMCG companies should provide their products in each and every big
retail store to local grocery shop. Then only it can create more consumers and can
maintain current consumers.

● Demand & Supply – Currently, only a small percentage of the raw materials in
India are processed into value added products even as the demand for processed
and convenience food is on the rise. In the personal care segment, the low
penetration rate in both the rural and urban areas indicate a market potential.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

About the company

Brief History of company

● 1884: Birth of Dabur

Dr. S. K. Burman launches his mission to make health care products in Calcutta.

● 1896: Setting up a manufacturing plant

With growing popularity of Dabur products, Dr. Burman expands his operations
by setting up a manufacturing plant for mass production of formulations.

● Early 1900s: Ayurvedic medicines

Dabur enters the specialised area of nature-based Ayurvedic medicines , for which
standardised drugs are not available in the market.

● 1919: Establishment of research laboratories

The need to develop scientific processes and quality checks for mass production of
traditional Ayurvedic medicines leads to establishment of research laboratories.

● 1920: Expands further

Dabur expands further with new manufacturing units at Narendrapur and Daburgram.
The distribution of Dabur products spreads to Bihar and the North-East.

● 1936: Dabur India (Dr. S.K. Burman) Pvt. Ltd.

Dabur becomes a full-fledged company - Dabur India (Dr. S. K. Burman) Pvt. Ltd.

● 1972: Shift to Delhi

Dabur's operations shift to Delhi. A new manufacturing plant is set up in temporary

premises in Faridabad on the outskirts of Delhi.

● 1979: Sahibabad factory / Dabur Research & Development Centre (DRDC)

Commercial production starts in the new Sahibabad factory of Dabur, one of the
largest and best equipped production facilities for Ayurvedic medicines. Launch of
full-fledged research operations in pioneering areas of health care with establishment
of the Dabur Research & Development Centre (DRDC).

● 1986: Public Limited Company

Dabur becomes a Public Limited Company. Dabur India Ltd. comes into being after
reverse merger with Vidogum Limited.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

● 1992: Joint venture with Agrolimen of Spain

Beginning a new chapter of strategic partnerships with international businesses,

Dabur enters into a joint venture with Agrolimen of Spain. This new venture is to
manufacture and market confectionery items in India.

● 1993: Cancer treatment

Dabur enters the specialised health care area of cancer treatment with its oncology
formulation plant at Baddi in Himachal Pradesh.

● 1994: Public issue

Dabur India Ltd. raises its first public issue. Due to market confidence in the
Company, shares issued at a high premium are oversubscribed 21 times.

● 1995: Joint Ventures

Extending its global partnerships, Dabur enters into a Joint Venture (JV) with Osem
of Israel for food and Bongrain of France for Cheese & other dairy products.

● 1996: 3 separate divisions

For better operation and management, 3 separate divisions are created according to
their product mix - Health Care, Products Division, Family Product Division & Dabur
Ayurvedic Specialities Limited.

● 1997: Foods Division / Project STARS

Dabur enters full-scale in the nascent processed foods market with creation of a Foods
Division. Project STARS (Strive to Achieve Record Successes) is initiated to give a
jump-start to the Company and accelerate its growth performance.

● 1998: Professionals to manage the Company

With changing demands of business and to inculcate a spirit of corporate governance,

the Burman family inducts professional to manage the company. For the first time in
the history of Dabur, a non family professional CEO sits at the helm of the company.

● 2000: Dabur India Ltd’s turnover crosses the Rs 1,000 Crore mark

Dabur establishes its market leadership status with a turnover of Rs.1,000

crores. From a small beginning and upholding the values of its founder, Dabur now
enters the august league of large corporate businesses.

● 2003: Dabur demerges Pharma Business

Dabur India approved the demerger of its pharmaceuticals business from the FMCG
business into a separate company as part of plans to provide greater focus to both the
businesses.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

● 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 INR 143 Crore all cash deal.

● 2005: Dabur announces Bonus after 12 years

Dabur India announces issue of 1:1 bonus share to its shareholders (i.e. one share for
every one share held.)

● 2006: Dabur crosses $2bn market Cap, adopts US GAAP

Dabur India crosses the $2 billion mark in market Capitalisation. The company also
adopted US GAAP in the line with the commitment to follow Global Best 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 upto $200
million from the international market through bonds, FCCBs, GDR, ADR, QIPs or
any other securities.

● 2007: Celebrating 10 years of Real

Dabur Foods unveils the new packaging and design for Real on the occasion of 10
years completion of the brand. The new defined modern look depicts the natural
goodness of the juice from freshly plucked fruits.

● 2007: Foray into organised retail

Dabur India announces its foray into the organised retail business through a wholly-
owned subsidiary, H&B Stores Limited. Dabur goes on to further invest INR 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 with
itself to exact synergies and unlock operational efficiencies.

● 2008: Acquires Fem Care Pharma

Dabur India acquires Fem Care Pharma, a leading player in the women skin care
market. Besides an entry into the high growth skin care market with an established
brand named Fem, this transaction also offers Dabur a strong platform to enter newer
product categories and markets.

● 2009: Dabur Red Paste joins 'Billion Rupee Brand' club

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Dabur Red Paste becomes Dabur's 9th billion rupee brand by crossing the billion
rupee turnover mark within 5 years of its launch.

● 2010: Dabur makes its first overseas acquisition

Dabur makes its first overseas acquisitions by buying Hobi Kozmetik Group, a
leading personal care products company in Turkey, for $69 Million. This is followed
in succession by the acquisition of 100% equity in Namaste Laboratories LLC of the
US for $100 Million.

● 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. The range is further expanded
with the launch of facials and a body bleach under the brand Fem.

● 2011: Dabur India acquires 30-Plus from Ajanta Pharma

Dabur India Limited acquires Ajanta Pharma's over-the-counter brand '30-Plus'

● 2012: Dabur crosses Billion-Dollar Turnover Mark

Dabur India Ltd. surpasses the billion-dollar turnover mark during the 2011-12 fiscal
to end the year on a high note with net sales of INR 5283.17 Crores.

● 2013: Market Capitalisation crosses the $5-Billion mark.

● 2015: Brand Real, Vatika and Amla cross the Rs. 1,000-Crore turnover mark.

● 2016: Dabur Gulabari and Dabur Lal Dant Manjan clock a turnover of Rs. 100
Crore each.

● 2017: Acquires Company in South Africa

● 2019: Mohit Malhotra takes charge as new Global CEO

● 2020: Rolls out over 60 new products within 3 months

● 2021: Market Cap crosses Rs 1,00,000 Crore

● 2022: Dabur Red Paste clocks turnover of Rs 1,000 crore

● 2022: Dabur Revenue crosses Rs 10,000 crore

Brief Introduction about company

Dabur India Limited is the fourth largest FMCG Company in India with Revenues of
over Rs. 10,800 Crore & Market Capitalization of over Rs 100,000 Crore. Building on a
legacy of quality and experience of over 138 years, Dabur is today India’s most trusted name

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

and the world’s largest Ayurvedic and Natural Health Care Company with a portfolio of over
250 Herbal/Ayurvedic products.
Known as the 'Custodian of Ayurveda', Dabur marries age-old traditional wisdom with
modern-day Science to develop products for consumers across generations and geographies.
Dabur's FMCG portfolio today includes 8 Power Brands with distinct brand identities
-- Dabur Chyawanprash, Dabur Honey, Dabur PudinHara, Dabur Lal Tail and Dabur
Honitus in the Healthcare space; Dabur Amla and Dabur Red Paste in the Personal Care
category; and Réal in the Food & Beverages category. In addition, Vatika is an International
Power Brand.
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 6.7 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 27% of the total turnover.
The 137-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.
Dabur also recommends various Ayurvedic Home Remedies formulated using ayurvedic
plants & herbs which are natural & chemical free.

Brief notes on Top Management

Name Designation Mohit BurmanVice Chairman
A K Jain Executive Mohit Malhotra Whole Time
Vice President & Co. Secretary Director & CEO
Aditya Burman Director Mukesh Butani Director
Ajay Dua Director P D Narang Whole Time
Director
Ajit Mohan Sharan Director
P N Vijay Director
Amit Burman Chairman
R C Bhargava Director
Ankush Jain Chief
Financial Officer S Narayan Director
Falguni Sanjay Nayar Director Saket Burman Director

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Company’s Product / Service

● HAIR OILS ● Dabur Glucose ● Dabur Meswak

● Amla ● Dabur Immunity ● Dabur Babool

Kit
● Vatika ● Dabur Lal Dant
● Dabur Vedic Manjan
● Almond Suraksha Tea
● Dant Rakshak
● Anmol Gold ● Dabur Vedic tea Ayurvedic Paste
Coconut Oil
● Dabur Gur ● Dabur Red Pulling
● SHAMPOOS Chyawanprakash Oil

● Almond Shampoo ● DIGESTIVES ● OTC &

ETHICALS
● Vatika Health ● Dabur Hajmola
Shampoo ● Energisers
● Pudin Hara
● Vatika Black ● Cough & Cold
Shine Shampoo ● Nature Care
● Women's Health
● Vatika Anti- ● SKIN CARE
Dandruff ● Baby Care
Shampoo ● Dabur Gulabari
● Ethicals
● Vatika Select ● Oxy Bleach
Shampoo ● Health Juices
● Fem
● HEALTH ● HOME CARE
SUPPLEMENTS ● FOODS
● Odomos
● Dabur ● Real
Chyawanprash ● Odonil
● Real Activ 100%
● Dabur Juices ● Sanifresh
Chyawanprakash
Sugarfree ● Hommade ● Odopic

● Dabur Honey ● ORAL CARE ● GUAR GUM

● Dabur Honey ● Dabur Red Paste ● Guar Gum

Squeezy Products

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Michael Porter Value chain Analysis

Image Source: https://www.geektonight.com/value-chain-analysis/

Primary Activities
Inbound Logistics
These activities of Dabur are associated with receiving, storing and disseminating the inputs
of the products. It can include warehousing of physical products, material handling, as well as
architecture to receive and store customer information for digital media company. Dabur at
present has outsourced most of its inbound logistics activities.
Operations
Activities that help the organization to transform raw material into finished products. For the
purpose of this article the definition is broad – it can mean moulding plastic to make
products, using customer data to serve advertisements based on usage behaviour to clients
etc.
Outbound Logistics
Dabur undertakes these activities to distribute the finished products to channel partners and
final buyers. Outbound logistics activities include – scheduling, wholesalers and retailers
order fulfillment, distribution network, processing, and warehousing.
Marketing and Sales
These activities are undertaken by Dabur to create means through which the buyer can buy a
firm’s products. These activities include – pricing, advertising and promotion, marketing,
sales force management, channel selection etc.
Services

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Dabur needs to provide after sales services and maintenance for successful usage of the
product. Service activities of Dabur can include – post sales maintenance, product forward
and backend alignment of software and training.
Support Activities:
Firm Infrastructure
Firm infrastructure support activities at Dabur consists of activities such as – finance and
accounting, legal services, planning, general management and quality management.
Firm infrastructure activities at Dabur supports entire value chain though the scope varies
given that Dabur is a diversified company even within the industry. For example the finance
and planning at Dabur are managed at corporate level while quality management, accounting
and legal issues are managed at business unit level.
Human Resources Management
In an environment where each organization is striving to become a learning organization,
Human Resources Management is key to the success of any organization. HRM support
activities include – Recruiting, Training & Development, Selection, Skill Assessment, Hiring,
People Planning and Compensation at both business unit level and corporate level.
Human resource management affects competitive advantage in any firm, but in some
industries it is defining factor. For example in the consulting companies HR is the main
source of competitive advantage.
Technology Development
Technology supports almost all activities in modern day organization. In the technology
industry, technology development has become a source of competitive advantage.
Technology development at Dabur may include activities such as - field-testing, feature
design, technology selection, process engineering, and component design.
Procurement Activities at Dabur
Procurement activities at Dabur include activities that are undertaken to purchase inputs that
are used by Dabur’s value chain. It doesn’t include purchase inputs themselves. Purchased
inputs may include - raw materials, supplies, machinery, laboratory equipment, office
equipment and buildings.
Like all other value chain activities procurement also employs technology for things such as –
procedures, vendor management, information system, and supply chain partner qualification
rules and ongoing performance evaluation.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Market Penetration of product / service Rural, Semi Urban & Urban

● Urban sales are recovering and trending better than rural sales, which is presently very
resilient after the second wave of COVID-19 pandemic, and Dabur India is
continuously investing in rural infrastructure as it is 'hopeful on the macroeconomics'.
● Notwithstanding the uptick in sales, urban markets are still not in line with pre-
COVID growth and are on a recovery path helped by the comeback of modern trade
channels, e-commerce sales and improvement of mobility as restrictions are eased
out.
● Urban growth is in the range of around 9 percent coming on the back of an 18 percent
base.
● The sales network of Dabur India covers around 83,500 villages. The company aims
to cover 90,000 villages directly by next year.
● In the long-term, going forward, 'rural will be resilient', which is growing almost at
around 12 percent coming on the back of 26 percent base.

Segment, Target & Positioning

SEGMENTATION
Geographic Segmentation: Dabur has segmented the domestic consumer market nationally as
well as regionally. Rural India accounts for nearly 50% of the domestic FMCG sales for
Dabur. During 2012-13, company launched Project Double in order to increase its coverage
of the rural markets. Dabur has recognized the international demand of its products and
forayed into foreign markets. The international business now contributes 32.4% to
consolidated sales. The major international markets are Middle East, Africa, Asia (ex-India),
Americas and Europe.
Demographic Segmentation: Economic Status – Lower, Middle and Upper class.
Age (Every age group): Dabur targets kids – 6 to 10 years old; Ladies (Mothers), Youths and
Old age people. Family Life Cycle Stage – Family with adolescent, ladies and Old.
Psychographic segmentation:

● Lifestyle – Dabur targets people who are health conscious, want to replace sugar
and old age people who avoid sugar. Honey is also taken as medicine such as
during cough given to kids. Dabur honey today is associated with a lifestyle of the
young and old of all class. Needs and Benefits Dabur successfully categorized the
consumers on the basis their needs and benefits.

● Health conscious customers

● Personal care segment such as hair care and skin care.

● Food and home care segment.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

TARGET

● Dabur has a distribution network that covers 175 towns and 75 thousand retail
outlets making its product available to the consumers across the country at ease.

● The Target Market for Dabur is people of all income levels. The target market of
Dabur is – People in the Upper, Middle and Lower class. Also, Dabur has targeted
the overseas market and has become a popular brand with its products available in
over 120 countries.
POSITIONING

● Focused on the growing acceptance of ayurvedic and natural products in the consumer
space.

● With #BraveAndBeautiful Campaign, Dabur positioned itself as a brand that cares

and helps to overcome hardship.

● Positioned the personal care products as an ayurvedic and herbal usage. To extract the
max benefit of natural product.

● Presented with quality products within the affordable range.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Sales & Distribution Channels

URBAN RURAL

Factory
Factory

C&F
C&F

GT Stockist MT Stockist Insti Stockist

Super Stockist

Wholesaler
Sub Stockist

Retailer Retailer
Retailer

Consumer Consumer Consumer Customer

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Concept of Margin: ROI of the Product “Real Juice 1 litre”

MRP of Real Juice 1 litre: Rs.120
Retail Margin: 13%
After application of scheme,
Retailer’s purchase price: Rs.95.79
ROI of the retailer: MRP-Retailer’s purchase price
Rs.120 – Rs.95.79 = Rs. 24.21 per pack

Promotional Mix of Product

Image Source: https://www.facebook.com/DaburRealJuices/

Dabur Real Juice has a strong brand name and has adopted several plans to market its
products successfully in the consumer market.

● It has launched a 360-degree campaign to reinforce its image in the consumer market.

● Dabur Real Juice has some good taglines attached to its brand like My Real Fruit
Power, and now it has introduced a new one Real Mein Hai Sadharan Fruit Drink Se
Up to 8 Times More Fruit Juice.
● The ad campaigns and taglines are being displayed by television channels, radio,
magazines, billboards, hoardings, at cinema halls, at sides of vehicles, newspapers,
magazines, and Kiosks.
● The company realizes the importance of e-marketing and has an official website that
offers every related information like its products, variants, nutrition contents,
advantages of drinking its products and its latest ad campaigns and news.
● It also connects directly with its customers via Facebook page, Twitter account, and
YouTube.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

● The company realizes the positive impact of celebrity endorsement and has roped in
actress Sonali Bendre as its brand ambassador.
● It is the only fruit juice brand to be awarded SGS certifications as it religiously
conforms to GMP and HACCP standards. It has received the award for Highest Sales
Growth in the non-dairy category.
● Currently, Dabur Real Juice occupies the number 1 position in fruit juice sector and
has been voted as Superbrand and Most trusted fruit juice brand in India for six
consecutive years. In 2009, it won Reader’s Digest Trusted Brand Gold Awards in
food and beverage s category.
● The company's multi-pronged strategy will now include ground promotions,
sampling exercises, mass media advertising, institutional promotions, public
relation activities and marketing tie-ups.
● The company plans to increase the visibility of its flagship brand 'Real' in popular
hotels and restaurants in major cities.
● The company has earmarked an ad budget of Rs 10 crore for its mass media
advertising and promotions.
● As part of its promotional activities, the company plans to roll out a host of bartending
events titled 'Real Juice Jockey' contest in Delhi, Mumbai and southern cities.

Recent Merger & Acquisition

Acquisitions:

● Badshah Masala

● Fem Care Pharma Ltd

● Discaria Trading

● Atlanta Body & Health Products Proprietary Ltd

● D&A Cosmetics

Mergers:

● Balsara Group

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Application of Marketing Tools

SWOT – Company

SWOT- Product:

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

BCG Matrix
Question Mark Star

● NewU ● Dabur Red Paste

● Vedic
Market TeaRate
Growth ● Dabur Real Juice

● Dabur Olive Oil ● Dabur Hajmola

● Dabur Gulabari Cold cream

● Bayfresh Toothpaste

Dogs Cashcows

● Dabur’s Lal Dant Manjan ● Dabur Hair Oil

toothpowder
● Dabur Chyawanprash

● Dabur Gulabari Rosewater

● Share
Relative Market Dabur Honey

● Dabur isabgol

● Dabur Honeytus

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

4P’s Marketing Mix

Product:
Dabur deals in many categories of products like oral care, hair care, skin care, food products,
and health-care and home-care products.

● In 1940, Dabur launched Dabur Amla Hair Oil and even today, it is one of the leading
products of the company.
● In 1949, it gave the world Dabur Chyawanprash. From children to the old-age group it
is the favourite of every generation.
● In 1970, Dabur added Oral products like Dabur Lal Dant Manjan to its portfolio.

● Hajmola tablets and Hajmola candy were introduced in the market in the year 1978
and 1989 respectively.
● In1994 Dabur became the world’s second company to enter the market for anti-cancer
medicines. Its research and foundation team helped in developing a drug that is
extracted from the Asian Yew tree leaves. This eco-friendly process is unique and one
of its kind. Its health products include Dabur’s Honitus Cough Syrup, Dabur Active
Blood Purifier for women, Dabur Shankha Pushpi to enhance the memory, Dabur
Balm Strong for headache and Shilajit Gold for rejuvenation.
● In 1996, it stepped in the food market for the first time with the launch of Real Fruit
Juice and later introduced cooking paste, homemade pappad, coconut milk and tomato
puree. Its skin products, under the name ‘Gulabari’, include Rose water, Moisturizing
cream, Face freshener, Moisturizing lotion and under the name, ‘Fem’, include Pink
bleach, Gold bleach, Blue bleach, Herbal bleach, Liquid hand wash and Hair
removing cream.
● Dabur is having strong new product development team and its still introducing new
products like Dabur Vedic Tea, Dabur Olive Oil etc. into the market and increasing its
product line.

Price:

● 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.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

PLACE:
CHANNELS OF DISTRIBUTION
Dabur’s distribution network is recognized as one of its key strengths. Its focus is not only to
enable easy access to our brands, but also to touch consumers with a three-way convergence -
of product availability, brand communication, and higher levels of brand experience.

● First the products are manufactured and from Manufacturing plants the packed goods
are supplied to Carrying And Forwarding Agents (C&FA)
● From there, the goods are then further supplied to number of Stockist or Distributors.

● The goods then reaches to large number of Retailers and it is the duty of Stockist to
take orders from retailers and then supply the goods to them, this work is generally
done by stockist salesman through ready stock or by taking orders first and then
placing the order.
● The goods then finally reaches the Customers.

● Customer purchases the product from retailers.

PROMOTION:
Once the product has been manufactured, priced rightly and is distributed, the next task of the
marketer is to inform potential customer about the product and persuade them to buy the
same. The promotion element of marketing mix is concerned with activities that are
undertaken to communicate with both customers and participants in the channel of
distribution such that sales goals are realized. There are different promotional activities like-:
Advertising, Sales promotion, trade promotion, personal selling etc. but one of the most
convenient and effective one that most of the industries uses is the Advertising and Sales
Promotion.
Advertising
Advertising is a form of communication that typically attempts to persuade potential
customers to purchase or to consume more of a particular brand of product or service. Many
advertisements are designed to generate increased consumption of those products and
services through the creation and reinforcement of "brand image" and "brand loyalty". For
these purposes, advertisements sometimes embed their persuasive message with factual
information. Every major medium is used to deliver these messages, including television,
radio, cinema, magazines, newspapers, video games, the Internet and billboards. Advertising
is often placed by an advertising agency on behalf of a company or other organization.
Dabur has created the huge brand image and a vast product following by associating mega-
names like Amitabh Bachchan, Rani Mukhurjee, Vivek Oberoi, Mandira Bedi etc. Dabur
invested Rs. 150 crore just on the advertising of Real “Fruit Juice” and “Real Active”. So far
the company has been successful in this mission as the people now know the brand and ask
for its products by name.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Sales promotion
In marketing, sales promotion is one of the four aspects of promotion. (The other three parts
of the promotional mix are advertising, personal selling, and publicity/public relations.) Sales
promotions are non-personal promotional efforts that are designed to have an immediate
impact on sales.
Sales promotion involves short-term incentives to encourage buyers to purchase a product.
It's aim is to encourage immediate purchase of a product. If used too often however, sales
promotion can create a situation where consumers will not buy unless there is a bonus offer.
This will result in loss of profit for the company.
More than any other element of the promotional mix, sales promotion is about “action”. It is
about stimulating customers to buy a product. It is not designed to be informative – a role
which advertising is much better suited to.
Sales promotion can be directed at:-
•The ultimate consumer (a “pull strategy” encouraging purchase)
•The distribution channel (a “push strategy” encouraging the channels to stock the product).
This is usually known as “selling into the trade”.
SALES PROMOTIONAL TOOLS OF DABUR FOODS
Price promotions Allowances for additional shelf space
Coupons Merchandising
Gift with purchase Sales contest
Competitions and prizes Incentives
Money refunds Awards & prizes
Point-of-sale displays Premium gifts
Free samples Sales Meetings
Contest /demos Samples/product sampling
Festival Sales Contests & Sweepstakes
Retailer coupons Exchange Offers/buyback
Multi-packs Refund / Rebate
Special price for twos Price / Bonus Packs

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

PROMOTIONAL SCHEMES USED FOR STOCKIST

● Encourage stockiest to participate in displays and sales contests.

● Higher Margins: Tries to give higher margins to stockist so that they don’t lose
interest in the product and can earn good profits after meeting all the expenses.
● Sales Contests: Sales contest are held annually and stockist with the best sales record
is given a prize like a free holiday with family etc.
● Allowances: Special allowances are given to both stockist and stockist sales man if
they achieve their monthly target.
● Subsidy for Promotion Budget: Company gives subsidy to the stockist, who spend
some money on the promotional schemes, like conducting a sampling activity.
● Danglers and Posters: Company gives posters and danglers to stockist which are
further pasted and distributed by stockist sales man.
● Training: Special Training is given to Stockist Salesman, a training workshop is
organized by the company for stockist salesman so that they don’t face any problem
while placing their products and taking orders from retailers.
● Annual Gathering: All the stockist meet under one roof at least once a year and then
the stockist whose performance was best in term of sales is awarded.
● Fun Trip: A zone wise fully paid fun trip is organized by the company for all the
stockist once a year.
● Gathering While Launch of New Products: All the stockist and their salesman gather
when there is a launch of a new product. Company gives free samples & gifts to
stockiest and their sales man.
● Special Trade Schemes: Special trade schemes like two SKU free with the 12 SKU.

● Free danglers and posters for publicity.

● Buyback: Dabur foods have a scheme of replacement of products that gets expired.

PROMOTIONAL SCHEMES USED FOR RETAILERS

● Trade allowances: Short term incentives are offered to induce a retailer to stock up
more dabur products.
● Dealer loader: An incentive given to induce a retailer to purchase and display the
products of dabur.
● Trade contest: A contest to reward retailers those sells the most product of dabur
foods and after a specific period they are rewarded.
● Point-of-purchase displays: Extra sales tools given to retailers by dabur to boost sales,
like danglers, posters, banners etc helps in promoting sales.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

● Push money: Also known as "spiffs". An extra commission paid to retail employees to
push products. This kind of practice dabur hardly follows.
● Free samples: Dabur foods gives free samples are given to retailers so that they can
try that product if the product is new, or gives some discounts.
● Demos: Special demos are given to retailers and even some stands, fridge are given
by retailers.
● Discount Sales: Some special discounts are given to retailers from time to time, like
1% cash discounts if payment is made in cash.
● Retailer Coupons: Dabur gives some coupons like free lunch for family etc if the
retailer buys and sells a specific amount of products.
● Higher Margins: Retailer has the highest margins and dabur foods also have the same
criteria, and retailer can further sell the dabur product to consumer at discount keeping
his margin safe.
● Allowances for additional shelf space: Company as such does not pay anything to
retailer but gives some additional benefits for giving them shelf space which is visible
to customer whenever they enter the shop.
● Merchandising Allowances: Allowances are given to Stockiest sales man for
merchandising dabur products. Whenever the Stockiest sales man goes to take orders
then he also merchandises dabur products.
● Bonus Packs: Time to time dabur gives bonus packs to retailers like buy 10 get 2 free
with that.
● Trade Allowance: Dabur comes with different types of trade discounts from time to
time, like sometime price discounts, sometimes gifts etc.
● Free goods: Dabur gives free goods on the purchase of specific number of goods.

● Cash Rebate: Generally, cash rebate is given by stockiest if retailer makes the
payment in cash at the time of purchase.
● Product sampling: Dabur organizes sampling activities for its products which are new,
these activities are generally at the place where footfall is very high.
● Displays: Dabur tries to give special displays to the retailers, so that they can display
their products on that.
● Point-of-Purchase Material: POP material is available in the form of stickers, banners,
displays, posters, signs, streamers, etc. put up inside and outside the stores & other
possible purchase locations.
PROMOTIONAL SCHEMES USED FOR CONSUMERS

● Price deal: A temporary reduction in the price is given to consumer during some
festival session by dabur foods.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

● Price-pack deal: The packaging offers a consumer a certain percentage more of the
product for the same price (for example, 25 percent extra).
● Coupons: Dabur foods gives coupons during different sampling activities to
consumers and it have become a standard mechanism for sales promotions.
● Loss leader: Dabur foods temporarily reduce the price of its popular product in order
to stimulate other profitable sales.
● On-shelf coupons: Coupons are present at the shelf where the product is available.

● Rebates: Consumers are offered money back, rebate at different point of time.

● Contests/sweepstakes/games: if a customer wins some game or contest at the time of

sampling activities then they are given a discount coupon of products of dabur foods.
● Point-of-sale displays: Displays helps the consumer easily recognize their products,
dabur keeps a special check on the displays and merchandising of dabur products.
● Sampling Activities: Dabur organizes different sampling actives at different retail
outlets.
● Gift with purchase: Dabur foods gives gift items with purchase like a glass, spoon etc.

● Money Refunds: Customer can claim for refund of money if they face some problem
with the product
● Contest /demos: There are different contests where customers play games and win
contests.
● Festival Sales: Dabur foods come out with some special offers during festival seasons
like buy one get one free.
● Multi-packs: Dabur foods has some products in multiple packaging which are
comparatively priced lower to the products sold in a single pack.
● Trade Fairs & exhibitions: Here dabur foods displays all range of its products, making
it easier for customers to know about product line and choose the best out of that.
● Customer feedback: dabur foods consider its customer most important and in case of
any complaint by customer the foods department will leave all its important work and
will contact the customer.
● Contact points: Customer can contact dabur foods by writing the mail or letter on the
addresses given at the back of dabur products.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

PLC

As we can see from the above picture, Real Juice is in growth stage in the product life cycle.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Real Juice -Unique Selling Propositions

Image Source: https://www.amazon.in/Real-Fruit-Power-Mixed-1L/dp/B013P5X7XI?th=1

● It is a fruit flavoured health drink.

● The unique selling proposition of the juice is that there are no additives and that it is
made from real fruits.
● The juices have no artificial flavours and are completely rich in vitamins and
antioxidants.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

The McKinsey 7S Framework

The 7 elements identified in the McKinsey 7s model can be categorized as being hard or soft
in nature. They are identified as:
Hard Elements Soft Elements
Shared Values
Strategy Skills
Structure Style
Systems Staff

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

1. Hard elements
The hard elements of the McKinsey 7s model comprise of strategy, structure, and systems.
The hard elements of the model are easier to identify, more tangible in nature, and directly
controlled and influenced by the leadership and management of the organization.
1.1. Strategy
1.1.1. Clearly defined
The strategic direction and the overall business strategy for Dabur India Ltd - Globalization
are clearly defined and communicated to all the employees and stakeholders. This helps the
organization manage performance, guide actions, and devise different tactics that are aligned
with the business strategy. Moreover, the business strategy’s definition and communication
also make operations for Dabur India Ltd - Globalization more transparent and aligns the
responsibilities and actions of the company.
1.1.2. Guiding behaviour for goal attainment
The strategic direction for Dabur India Ltd - Globalization is also important in helping the
business guide employee, staff, and stakeholder behaviour towards the attainment and
achievement of goals. SMART Goals are set with short and long term deadlines in
accordance with the business strategy. The business strategy helps employees decide tactics
and behaviours for attaining the set goals and targets to help the business grow.
1.1.3. Competitive pressures
Dabur India Ltd - Globalization’s strategy also takes into consideration the competitive
pressures and activities of competitors. The strategy addresses these competitive pressures
through suggestive measures and actions to address competition via strategic tactics and
activities that ensure sustainability to Dabur India Ltd - Globalization via adapting to market
changes, and evolving consumer trends and demands.
1.1.4. Changing consumer demands
An important aspect of the strategy at Dabur India Ltd - Globalization is that it takes into
constant consideration the changing consumer trends and demands, as well as the evolving
consumer market patterns and consumption behaviour. This is an important part of the
strategic direction at Dabur India Ltd - Globalization as it allows the company to remain
competitive and relevant to its target consumer groups, as well as allows the company to
identify demand gaps in the consumer market.
The company then strategically addresses these gaps through product offerings and marketing
activities which give the company successful and leading-edge over other patterns in the
market.
1.1.5. Flexibility and adaptability
The strategy at Dabur India Ltd - Globalization is flexible and adaptable. This is an important
aspect of the strategic direction, and strategy setting at Dabur India Ltd - Globalization.
Rigidity in strategy leads a company and a business to often become stagnant and obstructs
advancement, and progression with evolving changes in the consumer markets.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

With flexibility and adaptability, the Dabur India Ltd - Globalization is not only able to
benefit from quickly reacting and responding to changing consumer patterns globally, but is
also able to locally and culturally adapt its products via localization for different countries
and regions. Moreover, the company is often able to proactively predict consumer market
changes, and devise strategic changes accordingly to meet the market trends.
1.2. Structure
1.2.1. Organizational hierarchy
Dabur India Ltd - Globalization has a flatter organizational hierarchy that is supported by
learning and progressive organizations. With lesser managerial levels in between and more
access to the senior management and leadership, the employees feel more secure and
confident and also have higher access to information. Moreover, the flatter hierarchy also
allows quicker decision-making processes for Dabur India Ltd - Globalization and increases
organizational commitment in the employees.
1.2.2. Inter-Departmental coordination
Dabur India Ltd - Globalization has high coordination between different departments. The
company’s departments often form inter-department teams for projects and tasks that require
multiple expertise. All coordination between different departments is effective and organized.
Dabur India Ltd - Globalization has a systematic process for initiating and monitoring
coordination between departments to ensure smooth work operations and processes – and
goal attainment.
1.2.3. Internal team dynamics [department specific]
Dabur India Ltd - Globalization encourages teamwork and team-oriented tasks. Where jobs
require individual attention and scope, the company also assigns individual responsibilities
and job tasks. However, all employees at Dabur India Ltd - Globalization are expected to be
team players who can work well with and through other members, and who get along well
with other people. The teams at Dabur India Ltd - Globalization are supportive of all embers
and work in synch with synergy towards achieving the broader team objectives and goals
under the Dabur India Ltd - Globalization designed strategy and values.
1.2.4. Centralization vs. decentralization
Dabur India Ltd - Globalization has a hybrid structure between centralization and
decentralization. Like many progressive organizations, Dabur India Ltd - Globalization
largely supports decentralized decision making. Job roles at Dabur India Ltd - Globalization
are designed to be carried out with responsibility, and employees often set their goals with
mutual coordination and understanding with the supervisors.
However, Dabur India Ltd - Globalization is also centralized in making sure that supervisors
oversee, and approve of the various efforts, and tactics that employees choose to ensure that
they are aligned with the organizational strategy ad values.
1.2.5. Communication
Dabur India Ltd - Globalization has a developed and intricate system for ensuring
communication between employees, and different managerial levels. The communication

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

systems at Dabur India Ltd - Globalization enhance the overall organizational structure. The
systematic, defined, and organized communication allows an easy flow of information and
ensures that no organizational tasks and goals are compromised because of a lack of
communication, or misunderstandings.
1.3. Systems
1.3.1. Organizational systems in place
Dabur India Ltd - Globalization has defined and well-demarcated systems in place to ensure
that the business operations are managed effectively and that there are no conflicts or
disputes. The systems at Dabur India Ltd - Globalization are largely departmental in nature,
and include, for example:
- Human resource management
- Finance
- Marketing
- Operations
- Sales
- Supply chain management
- Public Relation Management
- Strategic leadership
1.3.2. Defined controls for systems
Each of the defined and demarcated systems at Dabur India Ltd - Globalization has especially
designed tools and methods as controls for evaluating performance and goal attainment.
These controls and measures are designed specifically in different departments based on the
nature of their tasks and responsibilities. Moreover, each department also designs specific
controls for members for performance evaluation, as well as for inter-departmental tasks and
responsibilities.
1.3.3. Monitoring and evaluating controls
Dabur India Ltd - Globalization continually evaluates its systems through the designed
controls. This monitoring of the performance is continual and ongoing. This is largely done
through observation and informal discussions. Feedback to employees and overall department
heads is informally given regularly as and when is required. Formal evaluation of
performance is also conducted semiannually – or quarterly, depending on the need and the
urgency of the projects and assigned tasks. This is a formal process that is undertaken by
supervisors and managers to ensure the identification of performance lags, and suggestive
means of improvement.
1.3.4. Internal processes for organizational alignment
Dabur India Ltd - Globalization also has special processes and methods for ensuring that all
departments and systems within the organization are aligned and working in harmony

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

towards the greater business goals and targets. This is made possible through ensuring that all
systems are designing and working towards goals and targets specific to their expertise under
the broader business vision and strategy. Moreover, the strategic leadership at Dabur India
Ltd - Globalization also ensures that all systems are allocated with resources, and set specific
targets to achieve similar business goals in any specific period.
2. Soft elements
The soft elements of the McKinsey 7s model, in turn, include shared values, staff, skills, and
strategy. These elements are less tangible in nature and are more influenced by the
organizational culture. As such, the management does not have direct influence or control
over them. These elements are also harder to describe and directly identify – but are equally
important for an organization’s success and improved performance.
2.1. Shared values
2.1.1. Core values
The core values at Dabur India Ltd - Globalization are defined and communicated to foster a
creative and supportive organizational structure that will allow employees to perform
optimally, and enhance their motivation and organizational commitment. The core values at
Dabur India Ltd - Globalization include, but are not limited to:
- Creativity
- Honesty
- Transparency
- Accountability
- Trust
- Quality
- Heritage
The Dabur India Ltd - Globalization business also ensures that all its activities and operations
are conducted with high ethical and moral standards that redefined and benchmarked against
international criteria.
2.1.2. Corporate culture
Dabur India Ltd - Globalization encourages an inclusive culture that celebrates diversity. The
company has an international presence, and production units that are spread across different
countries, as such, Dabur India Ltd - Globalization ensure that its organizational culture is
supportive of diversity, and has internal policies to reduce incidences of discrimination.
The corporate culture at Dabur India Ltd - Globalization also encourages innovation and
creativity by allowing independence for growth to individuals and teams –thus helping them
refine their careers as well as personalities. Lastly, the corporate culture at Dabur India Ltd -
Globalization also has a supportive leadership which works towards increasing employee
motivation and job satisfaction by giving way to visibility and accessibility.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

2.1.3. Task alignment with values

Dabur India Ltd - Globalization ensures that all its job tasks and roles are aligned with the
core values that the company propagates. This means that all activities, tactics, and strategic
tactics employed by Dabur India Ltd - Globalization will reflect its core values, and will not
deviate away from these. This is to ensure a consistent, and reliable brand image, as well as
an honest organizational culture. In the event of organizational change, the company will
continue to ensure that all change management processes and methods incorporate the core
values so that the organizational culture is consistently maintained, and systematically
changed if need be.
2.2. Style
2.2.1. Management/leadership style
Dabur India Ltd - Globalization has a participative leadership style. Through a participative
leadership style, Dabur India Ltd - Globalization is able to engage and involve its employees
in decision-making processes and managerial decisions. This also allows the leadership to
regularly interact with the employees and different managerial groups to identify any
potential conflicts for resolution, as well as for feedback regarding strategic tactics and
operations. Through its participative leadership, Dabur India Ltd - Globalization is able to
enhance employee motivation, and increase organizational commitment and ownership
amongst employees as well as other stakeholders.
2.2.2. Effectiveness of leadership style
The participative leadership style is highly effective in achieving the business goals and
vision of the organization. Employees feel to be active members of the organization who are
valued for their suggestions, feedback, and input. Moreover, through participative leadership,
leaders and managers are able to identify current and potential conflicts within the Dabur
India Ltd - Globalization organization, and actively work to resolve them as soon as
possible.
2.2.3. Cooperation vs competition – internally
With its supportive and encouraging organizational culture, Dabur India Ltd - Globalization
gives way to internal collaboration and cooperation between employees, systems, teams, and
departments. This cooperation and collaboration at Dabur India Ltd - Globalization is
important since its operations are spread globally, and also because tasks and responsibilities
within the company often require inter-departmental feedback and input. Moreover, with
increased expansion, and synergy, the business also regularly forms project teams – which
function effectively because of the cooperative and collaborative culture within the Dabur
India Ltd - Globalization organization.
2.2.4. Team vs groups
Dabur India Ltd - Globalization has effective and functional teams and works with them
internally to achieve its various business goals and objectives, and complete tasks. The
company’s management is encouraging and supportive, and the leadership provides a
motivating and pragmatic vision toad achieve. The human resource management system, as
well as the organizational training, supports all employees in their growth fairly and

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

transparently. This leads to effective team formation instead of nominal groups within the
organization for various projects, as well as department-specific tasks and roles.
2.3. Staff
2.3.1. Employee skill level vs business goals
Dabur India Ltd - Globalization has a sufficient number of employees employed across its
global operations. Employees for different job roles and positions are hired internally as well
as externally – depending on the urgency and the skill levels required. Based on this, it is
seen that Dabur India Ltd - Globalization has employees who are skilled as per the
requirements of their job roles and positions. All employees are given in house training to
familiarize themselves with the company and its values. External training along with in-house
training is provided for skill level enhancement.
All job roles and positions are designed to facilitate the achievement of business goals, and as
such, employee skill level at Dabur India Ltd - Globalization is sufficient to achieve the
business goals of the company.
2.3.2. Number of employees
Dabur India Ltd - Globalization has employed a large number of employees. The number of
employees varies from country to country as per the requirements and needs of the business
and operations. The global team of Dabur India Ltd - Globalization is an inclusive one that
accepts, and encourages diversity, and works in synchronization with members to ensure
attainment of business goals. The team member sand employees are the most important part
of business success for Dabur India Ltd - Globalization.
2.3.3. Gaps in required capabilities and capacities
Dabur India Ltd - Globalization has a well-defined system for identifying potential needs of
capabilities and capacities for the organization. The human resource function of the business
has a systematic process that aligns all other departments to identify potential vacancies or
skill gaps. Based on the nature of the need, the human resource department arranges for
recruitments which may be permanent or contractual in nature, as well as arranges training
sessions if need be for the current workforce.

2.4. Skills
2.4.1. Employee skills
Dabur India Ltd - Globalization has a commendable workforce, with high skills and
capacities. All employees are recruited based on their merit and qualifications. Dabur India
Ltd - Globalization prides itself on hiring the best professionals and grooming them further to
facilitate growth and development.
2.4.2. Employee skills vs task requirements
Dabur India Ltd - Globalization has defined tasks and job roles and hires and trains
employees for skill levels accordingly with respect to those. The company ensures that all its
job requirements are met and that employees have the sufficient skills to perform their

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

respective jobs in accordance with the values and culture as well as the business goals and
strategy of Dabur India Ltd - Globalization.
2.4.3. Skill management
Dabur India Ltd - Globalization pays particular attention to enhancing the skills and
capacities of its employees. It arranges regular training and workshops – internally as well as
externally managed- to provide growth and development opportunities for its employees.
Dabur India Ltd - Globalization focuses on personal as well as professional growth for its
employees and works accordingly with them.
2.4.4. Company’s competitive advantage
The human resource is one of the core competitive advantages of the company. The skills of
employees are developed specifically for job roles and requirements at Dabur India Ltd -
Globalization and provide a competitive benefit to the company – where players cannot
imitate employee skills or training. This creates a unique and non-substitutable competency
for Dabur India Ltd - Globalization.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Hard elements
Strategy ● Clarity

● Goal orientation

● Competitive

● Flexible

● Adaptive

Structure ● Hierarchy

● Coordination

● Communication

● Authority and power delegation

● Team dynamics

Systems ● Organizational systems

● Controls

● Monitoring tools

● Evaluation processes

Soft elements
Shared values ● Core values

● Organizational culture

● Task alignment with values

Style ● Leadership style

● Managerial style

● Cooperation and coordination

Staff ● Employee skill level

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

● HRM systems and processes

Skills ● Employee skills

● Employee skill development

● Trainings

● Hiring processes

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Chapter – 3

Research Methodology

Research Objective
Primary Research Objective:
To determine the factors influencing retailer’s perception towards Real fruit juice 1 litre pack
of Dabur India Limited in the city of Kolkata and Howrah.
Secondary Research Objectives:
Sr. Problem/Opportunity Model Specifications for information
No. Classification & Situational Development requirements
Analysis
1. Brand Awareness 15% Brand recall, recognition and
dominance

2. Competition 25% Competitors in the market,

pricing strategy and retail
margin offered by competitors,
competitor’s product
availability, quality, delivery
etc.
3. Variety 10% Variants available, variants with
high & low demands in the
market etc.
4. Quality 10% Product quality, ingredients &
composition.

5. Availability 10% Product availability with the

distributor

6. Pricing & Retail Margin 15% Market price and retailer’s

margin offered.

7. Replacement of Damage & 10% Replacement of Damaged &

expiry expired products.

8. Delivery time 5% Products delivered on time to

the retailers or not.

S.R.O.1: To determine whether retailers are having enough brand awareness about Real fruit
juice.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

S.R.O.2: To determine the influence of competition on retailer’s perception towards real fruit
juice 1 litre pack.
S.R.O.3: To determine which variants of Real Fruit Juice 1 litre is more in demand amongst
the retailers.
S.R.O.4: To determine the influence of quality on retailer’s perception towards real fruit
juice 1 litre pack.
S.R.O.5: To determine the influence of availability on retailer’s perception towards real fruit
juice 1 litre pack.
S.R.O.6: To determine the influence of pricing and retail margin on retailer’s perception
towards real fruit juice 1 litre pack.
S.R.O.7: To determine how replacement of damaged and expired products by the company
influence retailer’s perception towards real fruit juice 1 litre pack.
S.R.O.8: To determine the influence of on time delivery on retailer’s perception towards real
fruit juice 1 litre pack.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Research Design
Action Steps Timeline Needed Resources Applicability

1. Need 02/01/2023 This action step will

● Observation
Analysis: help the company to
To on the buying analyse the need for
To determine pattern of real research by jotting
04/01/2023
the need of the juice by the down the retailer’s
project. (2 days) retailers. behaviour towards
real juice and its
competitor brands.
2. Survey 05/01/2023 This action step will
● Questionnaire
help in understanding
To
whether the retailers
20/01/2023 ● 50 are aware of the
Respondents: product, how
Retailers competition, variety,
keeping Real quality, availability,
juice 1 litre in pricing & retail
their stores. margin, replacement
of damaged & expired
product & delivery
time influence
retailer’s perception
towards the product.
3. Data 21/01/2023 The response sheet of This action step will
Collection and the survey. help in collecting all
To
accumulation data and accumulate it
23/01/2023 for further tabulation.

4. Data Analysis 24/01/2023 Data in a table format This action step will
& help in analyzing the
To
Interpretation collected data.
31/01/2023

5. Findings, 01/02/2023 The entire research This is the final action

suggestions & paper in a report step that will help in
To
conclusion format. determining the
03/02/2023 factors influencing
retailer’s perception
towards Real Juice 1
Litre pack.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Variables of interest
Brand Awareness

Competition

Variety

Quality

Availability

Pricing & Retail Margin

Replacement of Damage & expiry

Delivery time

Theoretical & Conceptual Framework

Perception
Perception means what a person can think about a particular product or service. The way in
which a person can think and the way in which a person can act is an important aspect in
knowing the perception of a person.
Retailers Perception
A retailer perceives a product in the same way as a consumer does but with a slight difference
in the usage of products. A consumer perceives the product from the point of view of final
consumption but retailer perceives the product with a view to maximize his profits. The
perception process of retailers also consists of the components like retailer imagery,
perceived product quality, perceived service quality, retailer’s attitude and everything that a
consumer perception consists.
The research deals with the study of retailer’s perception towards Real Juice 1 litre pack of
Dabur India Ltd. The variables that has been considered for the purpose of research are:
brand awareness, competition, variety, quality, availability, pricing & retail margin,

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

replacement of damaged & expired product & delivery time. A survey is conducted among
50 retailer respondents and the data collected through it is accumulated & analysed using
cross-tabulations & correlations.

Questionnaire design
There are nine steps involved in the development of a questionnaire:
1. Decide the information required.
2. Define the target respondents.
3. Choose the method(s) of reaching your target respondents.
4. Decide on question content.
5. Develop the question wording.
6. Put questions into a meaningful order and format.
7. Check the length of the questionnaire.
8. Pre-test the questionnaire.
9. Develop the final survey form.
1. Decide the information required
In this research, we want to know about the retailer’s perception towards real
juice by Dabur India limited. This will consist of various information
requirements like: awareness of the brand, prevalent competitors in the
market, variants available, product quality, product availability, pricing &
retail margin, replacement of damaged & expired products & delivery time.
2. Define the target respondents
Here, the target respondents are the retailers who keep Real Juice 1 litre by
Dabur in their stores.
3. Choose the method(s) of reaching your target respondents
During the research, we visited the market & conducted a market survey of the
targeted retailers using the questionnaire.
4. Decide on question content
The question content was decided based on the variables of interests
identified. The questionnaire started with 5 demographic questions followed
by 19 questions on the research topic. There were approximately 2 to 3
questions related to each variable.
5. Develop the question wording
6. Put questions into a meaningful order and format.
The questions were framed and structured in an order starting with
demographic questions followed by research topic-oriented questions from
each variable according to their level of importance.
7. Check the length of the questionnaire
The questionnaire consists of 24 questions: 5 demographic and 19 topic-
oriented questions.
8. Pre-test the questionnaire
A pilot study was conducted wherein few questionnaires were distributed for
the purpose of pre-testing the questionnaire's content, a complete

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

questionnaire was developed based on the comments collected during the pre-
testing period.
9. Develop the final survey form
After proper analysis, the final survey form was prepared for the purpose of
research.

The Final Questionnaire is attached in the annexure at the end of the

research report.

Sample, Selection Criteria & Data collection

Primary data has been collected through questionnaire administered to retailers.
Questionnaires were used to find out ― “factors influencing retailer’s perception towards real
juice 1 litre of Dabur India Ltd in the city of Kolkata & Howrah” with the help of the
questionnaire filled by asking 50 retailers, the result was analyzed. The secondary data was
collected from updated journals, research papers and websites. The sample size was 50.
Sampling technique used is convenience sampling.
The respondents were selected on the basis of whether they keep real juice 1 litre in their
store or not. Only those who keep the product were selected for the purpose of the research.

Statistical Tools used with Justification

The researcher analysed the data by using the following: 1)Descriptive Statistics 2)Cross-
tabulations 3)Correlation analysis 4) Correlation Heatmap

● Descriptive statistics will allow the researcher to quantify and describe the basic
characteristics of a data set.
● Cross tabulation will allow the researcher to draw precise, impactful insights from
large data sets.
● Correlation Analysis will enable the researcher tp determine which variables she
wants to investigate further, and it allows for rapid hypothesis testing.
● Correlation heatmap will help the researcher to find potential relationships
between variables and to understand the strength of these relationships.
●

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Chapter – 4

Data Analysis and Interpretation

Questionnaire Analysis
1. Outlet Name
(50 responses)
Pal stores Puja Mistanno Vandar Annapurna Store
Sourav stores HT stores Gurunanak stores
Apan stores Maya snacks & sweets Ajanta stores
Tarun Nandi stores Jayanta Store Asha General Stores
Paul Brothers Kobita Stores Jagadhatri stores
Nandi Variety stores Shree Hari Bhandar Tri bhumi store
Ritika Dasgupta Sree Prasad stores Sandhya Stores
Pujarini bhander Lovely stores Priya general store
GN medical stores Gupta stores Tapan Bhandhar
Sai Bhandar Srimati stores U J Center
Om Prakash Shaw store Sree Maa Bhandar Rajan & Sons
Makali medico Rekha stores Kumar & Sons
Family Shopping world Ramkrishna bhandar Gopal Bhandhar
RK Stores Gautam stores SRC stores
Srimaa stores GD Enterprise Manash stores
Naren stores Ma Tara Bhandar Geeta stores
Debaroti Vuri vhoj Sri Durga Store

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Demographic Profile of the respondents

Interpretation:
Class C: Stores with order value below Rs.500 per order
Class B: Stores with order value between Rs.500 to Rs.1000 per order
Class A: Stores with order value above Rs.1000 per order
Among the outlets that were visited for the purpose of research,

● 64% were class B outlet.

● 28% were class A outlet

● 8% were class C outlet

This shows majority of the respondents were class B, followed by retailers from class A
and very few class C.

Interpretation:

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

The above chart shows that:

● 39.2% of retailers are in the age group of 31 to 45 years.

● 35.3% of retailers are in the age group of 46 to 60 years.

● 17.6% of retailers are in the age group of 18 to 30 years.

● 7.8% of retailers are in the age group of 61 years & above.

Thus, majority of the respondents are in the age group of 31 to 60 years.

Interpretation:
The above chart shows:

● 74.5% of the respondents are male.

● 25.5% of the respondents are female.

Thus, majority of the respondents are male.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Interpretation:
The above chart shows:

● 27.5% of the outlets were located in Howrah.

● 25.5% of the outlets were located in South Kolkata.

● 21.6% of the outlets were located in North Kolkata.

● 15.7% of the outlets were located in Central Kolkata.

● 9.8% of the outlets were located in West Kolkata.

Majority of the outlets were located in Howrah, South & North Kolkata followed by Central
& West Kolkata respectively.
Research Topic-oriented question analysis

Interpretation:
The above chart shows:

● 40.8% of the retailers have been doing business with Dabur for 2 to 5 years.

● 36.7% of the retailers have been doing business with Dabur for more than 5 years.

● 18.4% of the retailers have been doing business with Dabur for 1 to 2 years.

● 4.1% of the retailers have been doing business with Dabur for less than 1 year.

This shows that majority of the respondents have been doing business with dabur for 2 years
and above.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Interpretation:
The above chart shows:

● 76% of the sales executive visits the store on a weekly basis.

● 14% of the sales executive visits the store thrice in a month.

● 8% of the sales executive visits the store twice in a month.

● Only 2% of the sales executive visits the store once in a month.

This shows that 76% sales executive are efficiently visiting stores weekly, however 24%
sales executive are failing to do so.

Interpretation:
The above chart shows:

● 44% of the retailers order weekly.

● 26% of the retailers order thrice in a month.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

● 20% of the retailers order twice in a month.

● 10% of the retailers order once in a month.

This shows that majority of the retailers, i.e, around 70% of the retailers order either on a
weekly basis or thrice in a month.

Interpretation:
The above chart shows:

● 98% of the retailers are aware of Dabur Real Juice.

● Only 2% of the retailers are not aware of the product.

Interpretation:
The above chart shows:

● 93.9% of the respondents keep Dabur Real Juice 1 litre in their store.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

● Only 6.1% of the respondents don’t keep the product in their store.

Interpretation:
The above data shows:

● Mixed Fruit & Orange are the variants of Dabur Real Juice that are mostly in demand
amongst the retailers.
● This is followed by Mango.

● Followed by Pomegranate.

● Followed by Cranberry, Mosambi & Apple.

● Followed by Litchi.

● The variants which are less in demand are Guava, followed by grape.

● Pineapple is the least in demand among the retailers.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Interpretation:
The above chart shows:

● 85.1% of the retailers buys fruit juice from other brands apart from Dabur Real Juice.

● 14.9% of the retailers buys fruit juice only from Dabur.

Interpretation:
The above data shows apart from Dabur Real Juice, the following brands of fruit juice are
being kept the retailers:

● 85.7% of the retailers keep Tropicana by Pepsico apart from Dabur Real Juice.

● 42.9% of the retailers keep Paper Boat by Hector Beverages apart from Dabur Real
Juice.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

● 35.7% of the retailers keep B-Natural by ITC apart from Dabur Real Juice.

This shows major competitors of Dabur Real juice are Tropicana by Pepsico, followed by
Paper boat by Hector Beverages followed by B natural by ITC.

Interpretation:
The above chart shows:

● Real juice by Dabur with 77.8% is the brand with highest demand in fruit juice.

● Followed by Tropicana by Pepsico (11.1%) and Paper Boat by Hector Beverages

(11.1%).
● B-Natural by ITC is the least in demand.

Interpretation:

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

● Real Juice by Dabur is the brand that provides more retail margin.

● Followed by Tropicana by Pepsico.

● Followed by Paper Boat by Hector Beverages.

● B-Natural by ITC is the brand that provides least retail margin.

Interpretation:
The above chart shows Real juice is mostly in demand during Summer.

Interpretation:
The above data shows:

● 50% of the retailers rated the product quality of Dabur Real Juice as 5, i.e, excellent.

● 31.3% of the retailers rated the product quality of Dabur Real Juice as 4, i.e, good.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

● 10.4% of the retailers rated the product quality of Dabur Real Juice as 3, i.e, average.

● 8.3% of the retailers rated the product quality of Dabur Real Juice as 2, i.e, below
average.
This shows that majority of the retailers rated the product quality as good or excellent.

Interpretation:
The above data shows:

● 37.5% of the retailers rated the product availability of Dabur real juice 1ltr with the
distributor as 4, i.e, good.
● 35.4% of the retailers rated the product availability of Dabur real juice 1ltr with the
distributor as 5, i.e, excellent.
● 20.8% of the retailers rated the product availability of Dabur real juice 1ltr with the
distributor as 3, i.e, average.
● 6.3% of the retailers rated the product availability of Dabur real juice 1ltr with the
distributor as 2, i.e, below average or dissatisfactory.
This shows that around 73% of the retailers are satisfied with the product availability with the
distributor but rest are dissatisfied.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Interpretation:
The above data shows:

● 39.6% of the retailers rated the pricing strategy of Dabur Real Juice as 4, i.e, good.

● 27.1% of the retailers rated the pricing strategy of Dabur Real Juice as 3, i.e, average.

● 22.9% of the retailers rated the pricing strategy of Dabur Real Juice as 5, i.e,
excellent.
● 10.4% of the retailers rated the pricing strategy of Dabur Real Juice as 2, i.e, below
average.
Overall, we can conclude that pricing strategy of Dabur Real Juice is above average.

Interpretation:
The above chart shows:

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

● Majority of the customers (around 85.1%) ask for a particular brand of fruit juice.

● Very few customers (around 14.9%) do not ask for a particular brand of fruit juice.

Interpretation:
The above data shows:

● 81% of the customers ask for Real juice by Dabur.

● 47.6% of the customers ask for Tropicana by Pepsico.

● 28.6% of the customers ask for Paper Boat by Hector Beverages.

This shows that Brand Awareness of Real Juice is high and is majorly asked by the
customers.

Interpretation:

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

The above chart shows:

● According to 40% of the retailers, Dabur replaces damaged & expired products within
6 months.
● According to 35.6% of the retailers, Dabur replaces damaged & expired products
within a year.
● According to 8.9% of the retailers, Dabur replaces damaged & expired products
within a week.
● According to 8.9% of the retailers, Dabur replaces damaged & expired products
within 3 months.
● Very few retailers agreed that Dabur replaces damaged & expired products within a
month.
This shows that majority of the retailers (around 75.6%) of the retailers are not satisfied with
the replacement of damaged & expired products by Dabur.

Interpretation:
The above chart shows:

● 50% of the retailers are well satisfied with the delivery of products on time.

● 50% of the retailers are satisfied with the delivery of products.

24. Remarks
4 responses

● The Damage is not taken on Time but Real Juice is High in demand. But the margin is
Low As Far as Retailers are concerned.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

● Damage issue and Margin is Less from distributor point of view.

● Nice product quality.

● Generally, Dabur doesn't want to replace damaged products.

Descriptive Statistics of 3 variables:

The variables considered for descriptive statistics are:

● Product ● Product ● Pricing

quality availability strategy

Cross Tabulations

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

● Class B outlet is more likely to order on a weekly basis.

● Class A outlet is more likely to order on a weekly basis.

● Class C outlet is more likely to order thrice in a month.

● Damaged & expired products are most likely to be replaced within 6 months for class
B outlet.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

● Damaged & expired products are most likely to be replaced within a year for class A
outlet.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Delivery is most likely to be on time for almost all outlets.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Chart Title
9
8
7
6
5
4
3
2
1
0
Central Kolkata Howrah North Kolkata South Kolkata West Kolkata
Location

Order frequency of retailer Once in a month

Order frequency of retailer Thrice in a month
Order frequency of retailer Twice in a month
Order frequency of retailer Weekly

● Outlets located in Howrah are most likely to order weekly.

● Outlets located in South Kolkata are most likely to order thrice a month.

● Outlets located in North Kolkata are most likely to order either thrice a month or
weekly.
● Outlets located in Central Kolkata are most likely to order weekly.

● Outlets located in West Kolkata are most likely to order either thrice a month or
weekly.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

● In Howrah, the products are more likely to be delivered on time sometimes.

● In North Kolkata, the products are more likely to be delivered on time always.

● In South Kolkata, the products are more likely to be delivered on time always.

● In West Kolkata, the products are more likely to be delivered on time always.

● In Central Kolkata, the products are more likely to be delivered on time either always
or sometimes.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Correlation of 3 variables
● Product ● Product ● Pricing
quality availability strategy

Heatmap of 3 variables:
● Product ● Product ● Pricing
quality availability strategy

Pricing Strategy & Product Quality are slightly correlated.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Chapter – 5

Findings and Conclusion

Findings from Analysis

Demographic Analysis of respondents

● Majority of the respondents were from class B outlet, followed by retailers from class
A and very few from class C.
● Majority of the respondents are in the age group of 31 to 60 years.

● Majority of the respondents are male.

● Majority of the outlets were located in Howrah, South & North Kolkata followed by
Central & West Kolkata respectively.
Research findings

● Majority of the respondents have been doing business with dabur for 2 years and
above.
● 76% sales executive are efficiently visiting stores weekly, however 24% sales
executive are failing to do so.
● Majority of the retailers, i.e, around 70% of the retailers order either on a weekly basis
or thrice in a month.
● 98% of the retailers are aware of Dabur Real Juice.

● Mixed Fruit & Orange are the variants of Dabur Real Juice that are mostly in demand
amongst the retailers, followed by mango & pomegranate respectively.
● 85.1% of the retailers buys fruit juice from other brands apart from Dabur Real Juice.

● Major competitors of Dabur Real juice are Tropicana by Pepsico, followed by Paper
boat by Hector Beverages followed by B natural by ITC.
● Real juice by Dabur with 77.8% is the brand with highest demand in fruit juice,
followed by Tropicana by Pepsico (11.1%) and Paper Boat by Hector Beverages
(11.1%). B-Natural by ITC is the least in demand.
● Real Juice by Dabur is the brand that provides more retail margin, followed by
Tropicana by Pepsico, followed by Paper Boat by Hector Beverages. B-Natural by
ITC is the brand that provides least retail margin.
● Real juice is mostly in demand during Summer.

● Majority of the retailers rated the product quality as good or excellent.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

● Around 73% of the retailers are satisfied with the product availability with the
distributor but rest are dissatisfied.
● Pricing strategy of Dabur Real Juice is above average.

● Brand Awareness of Real Juice is high and is majorly asked by the customers.

● Majority of the retailers (around 75.6%) of the retailers are not satisfied with the
replacement of damaged & expired products by Dabur.
● Class A & Class B outlets are more likely to order on a weekly basis & Class C outlet
is more likely to order thrice in a month.
● Damaged & expired products are most likely to be replaced within 6 months for class
B outlet and are most likely to be replaced within a year for class A outlet.
● Delivery is most likely to be on time for almost all outlets.

● In Howrah, the products are more likely to be delivered on time sometimes.

● In North Kolkata, South Kolkata & West Kolkata, the products are more likely to be
delivered on time always.
● In Central Kolkata, the products are more likely to be delivered on time either always
or sometimes.
● Outlets located in Howrah and Central Kolkata are most likely to order weekly.

● Outlets located in South Kolkata are most likely to order thrice a month.

● Outlets located in North Kolkata are most likely to order either thrice a month or
weekly.
● Outlets located in West Kolkata are most likely to order either thrice a month or
weekly.
● Pricing Strategy & Product Quality are slightly correlated. (0.4)

Suggestions
● Replacement of Damaged & expired Real juice is a major issue due to which
retailers are reluctant to buy it, actions must be taken to resolve the issue to
increase sales.
● The sales executives who are inefficient and are failing to visit the outlets on a weekly
basis should be given proper training to increase efficiency and incentives allocated
for visiting more outlets should be intimated to them.
● As Dabur Real juice is mostly in demand to the retailers during the summer season,
offers and schemes should be implemented during off-seasons to boost the sales to the
retailers during off-season too.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

● Advertisements on Real juice should focus on making it an all-season product by

trying to enter the food habits of consumers with its health benefits.
● It should be ensured that the distributors are having stock of the product, especially
when the demand is high.
● Pricing strategy is above average but it should always be at par with the fierce
competitors present in the market.
● It should be ensured that products are being delivered on time to retailers in Howrah
& Central Kolkata.
● Since Pricing & Product Quality are slightly but correlated, it should be ensured that
as the product quality is good, pricing should be done accordingly to keep the worth
of the brand.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Conclusion
Retailers are the important marketing channels paving way to better customer relationship.
Retailers play important role in increasing company’s profit and product preference. They are
the end of the marketing communication process providing effective reach of the product and
thus increasing brand value of the company. Hence retailer need to be motivated for the
effectiveness of organisation’s marketing practises. In case of Real Juice by Dabur, retailers
are motivated only to a certain level. Hence Dabur needs to focus on satisfying the retailers in
selling Real Juice as they are the valuable assets to the organisation. Dabur should come out
with more effective solutions to resolve the major issue of replacement of damaged & expired
Real Juice from the retailers. They need to focus on building reliability on the retailer’s mind.
They need to concentrate on creating an all-season demand through advertisements, ensure
products are always available with the stockist, replace damaged & expired products on time
and ensure delivery is done on time. Retailers need to be rewarded with respect to the
performance to the sales. Satisfied retailer will always be the worthy asset to the organisation
and thus increasing competitive advantage over the rivalries.

Managerial Implication
Thus, from this research study on “the factors influencing retailer’s perception towards Real
Juice by Dabur” it can be implied:

● The Brand Awareness of Dabur Real Juice is strong, however Real juice is having a
seasonal demand even after being a non-seasonal product due to the food habits of
Indians. It can be changed through proper advertisements to penetrate into the food
habits of consumers to make it an all-season product.
● Even after having fierce competitors in the market like Tropicana by Pepsico,
Paperboat by Hector Beverages & B Naturals by ITC, Dabur Real Juice is still a
market leader in the fruit juice segment.
● Mixed Fruit, Orange, mango & pomegranate are the variants mostly in demand,
promotional activities should be driven to boost the sales of other varianrs.
● Product Quality of Dabur is good and pricing should be done accordingly to maintain
the worth of the product especially during those seasons when demand is high.
● The product availability of real juice with the distributor can be improved to boost
sales.
● Retail Margin is 13% and is quite satisfactory.

● Replacement of damaged & expired product is a major issue and is driving the sales
down by demotivating the retailers. Steps should be taken to resolve the same.
● Delivery should be done on time in specific locations such as Howrah & Central
Kolkata.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Chapter – 6

Practical Learning & Contribution

Internship Summary

Internship Designation & Duration

Designation:
Sales Capability Intern
Duration:
21st December, 2022 to 5th Feb, 2023
45 days

Internship – Roles & Responsibilities

● Analysing bottom performer sales executives and taking feedback from them to
understand relevant problems and issues faced by them while at the same time
pushing inefficient sales executives.
● Training sales executives on incentive structures to boost their sales capability and
performance.
● Visiting the market along with bottom performer sales executives to practically help
them to push more product lines and pitch new products in the market.
● Analysing the average number of bills taken by the bottom performer sales executives
per month and analysing the reason for not being able to meet the mandatory number
of bills.
● Analysing EDGE or Everyday Great Execution performance which is determined by
the number of product lines a sales executive is able to push in the market per day.
● Analysing reasons why bottom performer sales executives are not being able to push
minimum mandatory product lines required to enter into the incentive slab.
● Training Sales executives on their incentives associated with the number of product
lines they push in the market.
● Training Sales executives on “Must Sell Lines” or MSLs and pushing them to sell
more MSLs.
● Training Sales executives on where to find MSL tab in the SFA Software in their
Personal Digital Assistant (PDA) or mobile phones where they collect the order.
● Pushing Sales executives to sell minimum 50% of the MSLs to convert outlets into
green outlet and training them on the incentives associated with that.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

● Ensuring every morning gate meetings are conducted at every stockpoint by sales
officers before the sales executives visit the market and ensuring that individual
achievement of the sales executives till date are discussed and target for the day is set
and elaborated.
● Ensuring supervising tagging is done by the sales officer in his personal digital
assistant or mobile phones in case he/she is visiting the market with the sales
executive.

Internship Daily Routine – Task & Work Process

Work Timing: 9:30 am to 6 pm
Working Days: Monday to Saturday
Weekly Holidays: 2nd and 3rd Saturdays, Sundays, National Holidays.

● 9:30 to 10:00 am: Visiting the stockpoint every morning and ensuring that gate
meeting is conducted by the sales officer and individual sales executive’s
performance, achievement till date and target for the day is discussed. Ensuring that
the sales executive is carrying POSM or Point of Sales material with him when he
visits the market.
● 10:00 to 1:00 pm: Visiting the market with a bottom performer sales executive and
understanding the gaps that needs to be filled to improve his performance.
o Training him on how to properly use the SFA or the Software used for taking
orders in his Personal Digital Assistant or mobile phone.
o Ensuring he is taking orders only in the SFA software and not manually.
o Training him to use “Must Sell lines” or MSL tab in the SFA software to view
the Must Sell products for each outlet.
o Ensuring he pitches new products in each and every outlet.
o Helping him sell more product lines to meet his daily EDGE or Everyday
Great Execution performance to help him receive the incentive associated with
the EDGE performance.
● 1:00 to 2:00 pm: LUNCH BREAK

● 2:00 to 6:00 pm:

o Coming to the office and making a report on the improvement of the
performance of the sales executive with whom the market was visited that day
including any relevant issues that needs to be addressed by the higher
authorities.
o Making a report along with the picture of the sales executive implementing the
POSM or Point Of Sale Materials in the outlet.
o Working on data analysis on the number of bills taken and the EDGE
performance of bottom performer sales executives and calling them to take
down the reasons for not being able to meet the set criteria while at the same
time training them over phone about the incentives associated with their
EDGE performance and pushing them to meet the criteria for achieving the
same.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

o Calling the Sales Officers and informing them about the bottom performer
Sales executives who comes under him and understanding the feedback of the
Sales Officer on the Sales executives performance and taking down relevant
reasons for the same.
o Closing the day after submitting all reports to the head of the department via
mail.

Expected Competency (Knowledge & Skill & Attitude)

● Should be able to critically analyze the sector and company information in Company
product and services. Learn the business model of the company and competitor
analysis.
● Understand the distribution strategy of the company.

● Explore the functions like Beat plan and execution. Handling distribution channel and
challenges. Explore the calculation of ROI.
● Study the retailer’s perception with respect to different products of the company and
critically analyse the factors affecting the retailer’s decision-making process.
● Learn how the Sale Capability team works to improve sales executive’s performance.

● Learn about the various parameters used for analysing sales executive’s performance.

● Learn the skill of training and motivating sales executives to perform better.

● Summaries all learnings. Identify the areas of additional learning. Explore various
inputs required to complete the research paper. Collate the information and make the
WIP report and get it approved by the internal and external mentor.

Achieved Competency with justification (Knowledge & Skill & Attitude)

● Learned about the sector and company in details including the history of the company,
strengths of the company, various categories of products, product lines and various
terminologies used in the company.
● Learned how to analyse internal data in excel on Sales executive’s performance.

● Learned to create a visual representation of the data analysed.

● Learned about the various parameters used for analysing sales executive’s
performance.
● Learned the skill of training & motivating the sales executive and contributing
towards the improvement in the performance of the bottom performer sales
executives.
● Learned proper research & analytical skills

● Learned how to conduct market survey & research.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Overall contribution to the company in the Internship duration

● EDGE: (Every Day Great Execution) Score Incentive:

Type of Edge score Edge score Edge Score Edge score Edge score
SSM 85% 100% 125% 150% 200%
Common 102 120 150 180 240
Foods 89 105 131 158 210
HC 85 100 125 150 200
HPC 85 100 125 150 200
SSM Rs.20 per Rs.50 per Rs.100 per Rs.150 per Rs.200 per
DAILY day day day day day
EARNING

● The data & graph below shows the reasons for inefficiency in the performance of
bottom performer Sales executive in the month of November that has been collected
by interacting with each Sales executive and further I did market visit with them to
help resolve issues and improve performance.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

● The data below shows the comparative analysis of the reasons for inefficiency in the
sales executive’s performance that has been collected from the sales officers for the
month of November, December and January. The data displays the comparative study
for the month of November versus December & January.
It shows how I was able to improve and resolve various reasons of inefficiency in
performance that were there in the month of November and how it has changed in the
month of December & January through continuous follow ups from Sales officers and
also due to the market visits done by me.
SO Remarks Count of SO (Nov) Count of SO (Dec & Jan)
Change in area 1 0
Communication issue 6 0
Communication issue & Supply issue 1 0
Distribution issue 1 1
Distributor issue 3 3
False statement by SSM 5 0
Inefficient SSM 2 1
Medical issue 2 1
New SSM 2 1
Others 13 8
PDA Issue 4 3
Phone unreachable 1 0
Primary scheme stop 1 0
Stock issue 4 2
Supply Issue 1 3
Underdeveloped rural area 2 2
Unreachable 5 5
Grand Total 54 30

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

● In the month of November, the average EDGE performance for the East
Region was 90%.
● After continuous analysis and follow ups by me, the EDGE performance
consistently increased to 92% in December, 2022 and further to 94% on
January,2023 which is a steep 4% increase in the performance.

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Annexure
Questionnaire
1. Outlet Name
2. Type of outlet:
Class A
Class B
Class C
3. Age of Retailer
18 to 30
31 to 45
46 to 60
61 and above
4. Gender of the Retailer
Male
Female
Don't want to specify
5. Where is the outlet located?
Central Kolkata
South Kolkata
North Kolkata
West Kolkata
Howrah
6. How long have you been doing business with Dabur India Limited?
Less than 1 year
1 to 2 years
2 to 5 years
Above 5 years
7. What is the frequency of the sales executive visiting your store?
Weekly
Thrice in a month
Twice in a month

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Once in a month
8. Order frequency of retailer from Dabur India Limited:
Weekly
Thrice in a month
Twice in a month
Once in a month
9. Are you aware of Real Juice 1 Ltr pack by Dabur India Limited?
Yes
No
10. Do you keep Real fruit juice 1 Ltr pack from Dabur India Limited in your store?
Yes
No
11. Which are the variants of Real Juice 1 Ltr pack you keep in your store?
Mango
Guava
Litchi
Pomegranate
Cranberry
Grape
Mixed Fruit
Orange
Pineapple
Mosambi
Apple
12. Do you buy fruit juice from any other brand other than Real fruit juice by Dabur?
Yes
No
13. If yes, which are the brands of fruit juice other than Real juice that you keep in your
store?
Tropicana by PepsiCo
B-Natural by ITC

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Paper Boat by Hector Beverages

14. Which Fruit juice brand is more in demand in your store?
Tropicana by PepsiCo
B-Natural by ITC
Paper Boat by Hector Beverages
Real fruit juice by Dabur
15. Which fruit juice brand provide you more retail margin among the following?
Tropicana by PepsiCo
B-Natural by ITC
Paper Boat by Hector Beverages
Real juice by Dabur
16. During which season is real juice 1 ltr pack more in demand?
Summer
Winter
Both
17. How you rate the product quality of Real Juice by Dabur India Limited?
Poor
1
2
3
4
5
Excellent
18. Rate the availability of Real juice 1 ltr pack with the distributor.
Poor
1
2
3
4
5

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Excellent
19. Rate the pricing strategy of Real juice 1 ltr pack.
Poor
1
2
3
4
5
Excellent
20. Does your customer ask for any particular brand of Fruit juice?
Yes
No
21. If yes, Which particular brand of fruit juice does your customers ask more?
Tropicana by PepsiCo
B-Natural by ITC
Paper Boat by Hector Beverages
Real juice by Dabur
NA
22. How fast Dabur India Limited replaces their damaged & expired Real Juice 1 ltr pack?
Within a week
Within a month
Within 3 months
Within 6 months
Within a year
23. Does Real Juice gets delivered to the store on time?
Always
Sometimes
Never
24. Remarks

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Reference / bibliography
Research articles
https://www.sciencedirect.com/science/article/abs/pii/S0969698914000186
https://www.emerald.com/insight/content/doi/10.1108/09590551111130757/full/html
https://www.sciencedirect.com/science/article/abs/pii/S0969698918310518
https://www.sciencedirect.com/science/article/abs/pii/S0969698914000289
https://www.sciencedirect.com/science/article/abs/pii/S0965856415302299
https://www.emerald.com/insight/content/doi/10.1108/13612020310496949/full/html
https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3648843
https://www.indianjournals.com/ijor.aspx?
target=ijor:ajrbem&volume=7&issue=6&article=011
http://www.fletraining.com/wp-content/uploads/2019/01/ICTBEL-2017-June-Oxford-
Conference-Proceedings.pdf#page=64
http://www.fletraining.com/wp-content/uploads/2019/01/ICTBEL-2017-June-Oxford-
Conference-Proceedings.pdf#page=64
http://www.isca.me/IJMS/Archive/v10/i1/1.ISCA-RJMS-2020-020.pdf
https://www.indianjournals.com/ijor.aspx?
target=ijor:ijemr&volume=6&issue=5&article=072
https://www.researchgate.net/profile/Navita-Nathani/publication/
301545773_IMPACT_OF_BRAND_IMAGE_ON_BRAND_LOYALTY_IN_CARBONAT
ED_AND_NON-CARBONATED_DRINKS/links/5718640008ae30c3f9f17b41/IMPACT-
OF-BRAND-IMAGE-ON-BRAND-LOYALTY-IN-CARBONATED-AND-NON-
CARBONATED-DRINKS.pdf
https://books.google.co.in/books?
hl=en&lr=&id=5NJuEAAAQBAJ&oi=fnd&pg=PA61&dq=Research+on+factors+influencin
g+retailers+perception+towards+Real+juice+by+Dabur&ots=r0b_10VA6m&sig=mEy14RO
8woHElSI0qS2hlgmOPwI&redir_esc=y#v=onepage&q&f=false
https://journals.sagepub.com/doi/abs/10.1177/2319510X20925199?journalCode=abrb

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Blog reference
https://www.convinceandconvert.com/blog/
https://www.retaildive.com/
https://www.retailwire.com/
https://hbr.org/
https://retail-insider.com/retail-insider/
https://techcrunch.com/?guccounter=1
https://www.lightspeedhq.com/blog/
https://www.retaildoc.com/blog
https://nrf.com/blog
https://medallionretail.com/retail-marketing-ideas/
Book reference
https://www.taylorfrancis.com/books/mono/10.4324/9781315247168/perceptions-retailing-
early-modern-england-nancy-cox-karin-dannehl
https://books.google.co.in/books?
hl=en&lr=&id=DbrZiDk0hZsC&oi=fnd&pg=PR7&dq=book+reference+on+retailers+percep
tion&ots=ESiN1TZjcw&sig=ekwGK4ZgWIKqtxk1ffUOESSOu5U#v=onepage&q&f=false
https://books.google.co.in/books?
hl=en&lr=&id=lad2DwAAQBAJ&oi=fnd&pg=PP1&dq=book+reference+on+retailers+perce
ption&ots=8vrmko6VFJ&sig=q9MMQxzS1rLxzd2C8aZ7o7h6B_o#v=onepage&q&f=false
https://books.google.co.in/books?
hl=en&lr=&id=YPmpDQAAQBAJ&oi=fnd&pg=PP1&dq=Book+reference+on+health+drin
k&ots=N8713wIYz4&sig=xzsuIEAzlS1twO6cDE2_EDpby1k&redir_esc=y#v=onepage&q=
Book%20reference%20on%20health%20drink&f=false
https://books.google.co.in/books?
hl=en&lr=&id=jRtFBgAAQBAJ&oi=fnd&pg=PP1&dq=Book+reference+on+health+drink&
ots=ok-
_i8VoKe&sig=8nieXu6aFryi5lZxk7sj3YANAWA&redir_esc=y#v=onepage&q&f=false

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.
Winter Internship Report | Pune Institute of Business Management

Consulting report
http://www.fletraining.com/wp-content/uploads/2019/01/ICTBEL-2017-June-Oxford-
Conference-Proceedings.pdf#page=64
http://www.isca.me/IJMS/Archive/v10/i1/1.ISCA-RJMS-2020-020.pdf
https://iqac.unigoa.ac.in/criterion1/1.3.4-Muskan-Mazumdar.pdf
https://www.indianjournals.com/ijor.aspx?
target=ijor:ijee3&volume=54&issue=3&article=036
http://dspace.ewubd.edu:8080/handle/123456789/1140
Database
https://www.portal.euromonitor.com/

https://www.ibef.org/

https://www.statista.com/

Retailer’s perception towards Real Juice & Salesman’s efficiency analysis, Dabur India LTD.