dabur repositioning
Transcript of dabur repositioning
Repositioning Dabur
“The Brand Dabur” turn-around
Reasons?
Overall slowdown in FMCG sector
Stiff competition
To target young India- “the largest segment”
Modernize old Brand Equity- “intangible asset”
Streamline/Synergize business operations
Reinventing the Mother Logo
Diversified Portfolio
Dabur Business category
Consumer caredivision
Consumer health Care division
Dabur foods Ltd(de-merged
With DIL, 07)
Enter new category; innovate offerings
Repositioning as FMCG company
Moved away from Umbrella branding strategy
Retaining Dabur as corporate brand identity
Dabur’s New Brand Architecture5 Power Brands
Dabur Vatika Anmol Hajmola Real
Health care products
Herbal Beauty,
Premium image
Mass market,
Value for money
Naughty n Tasty Digestive
Umbrella brand for juice and other foods; aimed at up market consumer
Special focus on South India
South India contributed only 7% for Dabur Contributed 25% in overall FMCG sector
Dedicated marketing team created
Three step approach:POS promotion and better stocking practiceCustomized packaging and commercialsCustomized product launch Sales increased from 7% to 10% (2002-06)
Other important restructuring exercises
Dabur International Ltd, Dubai 2003
11.4% of total sales 2005-06
Introduced SAP ERP System-2005
switched to E-Procurement
Inorganic Expansion; Balsara
Dabur India Consolidated Sales 2002-06
1187.11329.6
1537
1900
0
500
1000
1500
2000
2002-03 2003-04 2004-05 2005-06
year
Sal
es (
Rs.
cro
re)
Growth strategies adopted by Dabur
Changing Demography
Growth in purchasing power
Growth in rural and urban demand
Telecom, lifestyle, entertainment et al sectors competing with FMCG for share in consumer’s wallet
Growth in organized retail sector
Thank You!