Dabur india ltd. Strategic Management
- 1. DABUR INDIA Ltd. STRATEGIC MANAGEMENT Presented by :- MANISH SONKAR IMS Unison University
- 2. • Dabur (Dabur India Ltd.) is India's largest Ayurvedic medicine & natural consumer products manufacturer. • Dabur was founded in 1884 by SK Burman, a physician in West Bengal, to produce and dispense Ayurvedic medicines. • Dabur India Ltd is one of India’s leading FMCG Companies with Revenues of over Rs 7,680 Crore & Market Capitalisation of over Rs 48,800 Crore. Building on a legacy of quality and experience of over 133 years. • Dabur's Healthcare Division has over 260 products for treating a range of ailments and body conditions, from common cold to chronic paralysis.
- 3. Vision • "Dedicated to the health & well being of every household“ Mission Statement • “being a leader in the natural FMCG industry and aims in offering quality products and distributors higher returns to stake holders”
- 4. Ownership • This is our company. We accept personal responsibility, and accountability to meet business needs. Passion For Winning • We all are leaders in our area of responsibility, with a deep commitment to deliver results. We are determined to be the best at doing what matters most. People Development • People are our most important asset. We add value through result driven training, and we encourage & reward excellence. Consumer Focus • We have superior understanding of consumer needs and develop products to fulfill them better.
- 5. Team Work • We work together on the principle of mutual trust & transparency in a boundary-less organization. We are intellectually honest in advocating proposals, including recognizing risks. Innovation • Continuous innovation in products & processes is the basis of our success. Integrity • We are committed to the achievement of business success with integrity. We are honest with consumers, with business partners and with each other.
- 7. • Dabur – A leader in Herbal Digestives where the product has 90% of the market share • FMCG or Healthcare products esp. Ayurvedic, hardly have subsitutes - so this threat is not very significant • However, some product substitutes and similar products by competitors do exist • Dabur therefore has to constantly re invent its existing product lines in order to cope up with the innovations of its competitors
- 8. • Advantages -100 year legacy, first mover, learning curve,brand loyalty, patents ,economies of scale • No significant entry barriers. • 100 years presence - Dabur has a very strongbond with the suppliers. • Has a policy of accountability to stakeholders - be it customers, shareholders, employees or suppliers (who have a vested interest in making it all happen)
- 9. • Has increased dramatically due to – a wide range of available choices from competitors, both local and global. • Dabur has to formulate strategy in such a manner to keep abreast with the increasing competition by improving the quality and reducing the prices over the period.
- 10. Key players and competitors of Dabur India currently are: • Hindustan Unilever Ltd., Tata Tea, Nestle India Ltd.,Britannia Industries Ltd., Colgate Palmolive Ltd., Marico Ltd., Galaxo Smithkline consumer, Cadbury India ltd., Reckitt Benckiser Ltd., Procter & Gamble. For Example - 1. Himani, Baidyanath and Zandu for Dabur Chyawanprash 2. Marico, Keo Karpin, HLL and Bajaj for Vatika Hair Oil • Dabur has to constantly relook its strategy and keep reinventing and branding, in order to maintain and increase its market presence
- 13. Dabur Marico HUL Critical Success factor Weight Rating Weighted Score Rating Weighted Score Rating Weighted Score Image of Brand 0.20 3 0.6 2 0.4 2 0.4 Market Share 0.25 2 0.5 1 0.25 4 1 Product Quality 0.20 4 0.8 2 0.4 3 0.6 Product Pricing 0.20 2 0.4 3 0.6 1 0.20 Economic of Scale 0.15 3 0.45 1 0.15 2 0.3 Total 2.75 1.8 2.5 Competitive Profile Matrix of Dabur