Consumer Behaviour Towards Dabur Chyawanprash

University Of Mumbai

Project Report On: “CONSUMER BEHAVIOUR TOWARDS DABUR CHYAWANPRASH” IN PARTIAL FULFILMENT OF THE REQUIREMENT FOR THE AWARD OF THE DEGREE OF BACHELOR OF MANAGEMENT STUDIES (BMS) V Semester

(2016-2017) Submitted By:

GAURAV BHARAT JAIN ROLL NO.42013 Under Guidance Of: Ms. KAVALJIT.SYGAL J.K.COLLEGE OF SCIENCE AND COMMERCE PLOT NO.22, SECTOR 5, Ghansoli, Navi Mumbai 400701

DECLARATION I, GAURAV.BHARAT.JAIN student of T.Y.B.M.S(SEM-V) from J.K.COLLEGE OF SCIENCE AND COMMERCE, hereby declare that I have completed this project on” TO STUDY THE CONSUMER BEHAVIOUR TOWARDS DABUR CHYAWANPRASH” in the academic year 2016-2017. The information submitted in the project is original and true to the best of my knowledge and has not been submitted to any other universities. Date: Place: NAVI MUMBAI(GHANSOLI) GAURAV.BHARAT.JAIN.

ACKNOWLEDGEMENT Success is an effort bounded activity that involves co-operation of all. I hereby take the opportunity to express my profound sense of gratitude and reverence to all those who have helped and encouraged me towards successful completion of the Project Report. It has been a great experience working on the concept of TO STUDY THE CONSUMER BEHAVIOUR TOWARDS DABUR CHYAWANPRASH. It gives me complete insight of this concept of marketing and its application. I would like to thank my Project guide MISS KAWALJEET.SEHGAL Further immense guidance, valuable help and the opportunity provided to me to complete the project under her guidance. I express my deep gratitude to our principal “DR. MRS. GURMEET KAUR MONGA” for giving me this opportunity to work this project. I would like to thank all faculty members of J.K.COLLEGE OF SCINCEAND COMMERCE for guiding and supporting me in the completion of project from time to time.

Index SR. NO.

TOPIC

1

Chapter 1

PG. NO.

1.1

Introduction

1

1.2

Intoduction of Title

2

1.3

Statement of study

3

1.4

Objectives

4

1.5

Scope and Importance

5

1.6

Literature review

6

1.7

Limitation of study

7

Chapter 2

2 2.1

Company profile

8

Chapter 3

3 3.1

Research methodology

52

Chapter 4

4 4.1

Data Analysis & Interpretation

55

Chapter 5

5 5.1 5.2

Conclusion Suggestion

70 73

Chapter 6

6 6.1

Bibliography

74

Annexure

76

Chapter-1 1.1 INTRODUCTION

Dabur India Limited is a leading Indian consumer goods company with interests in Hair Care, Oral Care, Health Care, Skin Care, Home Care and Foods. From its humble beginnings in the bylanes of Calcutta way back in 1884 as an Ayurvedic medicines company, Dabur India Ltd has come a long way today to become a leading consumer products manufacturer in India. For the past 125 years, we have been dedicated to providing nature-based solutions for a health and holistic lifestyle. Through our comprehensive range of products, we touch the lives of all consumers, in all age groups, across all social boundaries. And this legacy has helped us develop a bond of trust with our consumers. That guarantees you the best in all products carrying the Dabur name.

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1.2 INTRODUCTION OF TITLE Dabur (Dabur India Ltd.) (Devanagari: डडबर, derived from Daktar Burman) is India's largest Ayurvedic medicine & related products manufacturer. Dabur was founded in 1884 by SK Burman, a physician in West Bengal, to produce and dispense Ayurvedic medicines. German company Fresenius SE bought a 73.27% equity stake in Dabur Pharma in June 2008 at Rs76.50 a share. The German company had also purchased another 17.62% shares from the market through an open offer at the same price. Burman designed Ayurvedic medication for diseases such as cholera and malaria. Dabur's Ayurvedic Specialities Division has over 260 medicines for treating a range of ailments and body conditions, from common cold to chronic paralysis. Dabur International, a fully owned subsidiary of Dabur India formerly held shares in the UAE based Weikfield International, which it disposed of on 25 June 2012

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1.3 STATEMENT OF STUDY  Focus on growing our core brands across categories, reaching out to new geographies, within and outside India, and improve operational efficiencies by leveraging technology  Be the preferred company to meet the health and personal grooming needs of our target consumers with safe, efficacious, natural solutions by synthesizing our deep knowledge of ayurveda and herbs with modern science  Provide our consumers with innovative products within easy reach  Build a platform to enable Dabur to become a global ayurvedic leader  Be a professionally managed employer of choice, attracting, developing and retaining quality personnel  Be responsible citizens with a commitment to environmental protection  Provide superior returns, relative to our peer group, to our shareholders

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1.4 OBJECTIVES Following are the major objectives of study: -

1. To study the impact of Budget Policies on Marketing Strategy of Dabur Foods. 2. To study the Consumer, Buying behaviour. 3. To study the problems faced by Dabur.  Seasonal Demand( like chyawanprash in winter)  Low Penetration(Chyawanprash)

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1.5 SCOPE AND IMPORTANCE The project covers the study of training & development program at staff level at the Sahibabadunit of Dabur India Limited. The departments in which survey was conducted are as follows:  HUMAN RESOURCE DEPT.  MAINTENANCE DEPT.  QUALITY ASSURANCE.  PRODUCTION DEPT. The employees of different departments of the organization gave full co-operation and support by frankly answering the questions as prepared for their training & development program based on their functions and behavior.

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1.6 LITERATURE REVIEW 1949 Dabur Chyawanprash is launched in a tin pack and becomes the first branded Chyawanprash of India Ever since the company took upon itself the onus of expanding the Chyawanprash category three years ago, it began talking to nonusers and µnon-believers to convince them they could benefit from it, Mr Chutani said. The campaign, which goes with the tagline µZaroorat Hai (µIts necessary), this year uses the tactic of having a husband and son swap roles with the homemaker to bring to light the stress the homemaker faces and the amount of energy she expends in her daily running of the house.³The mother, who has the most stressful job, treats herself as the least important person in her household. And the other members in the family dont see a conflictthere, so we tried the µrole reversal strategy to show that homemakers too need Chyawanprash India amongest turnover of Rs.1899.57 Crore (FY02), Dabur Chyawanprash the largest selling Ayurvedic medicine with over 65% market share. Dabur had a turnover of approximately US$ 750 Million (Rs. 3390.9 Crore FY 09-10)

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1.7 LIMITATION OF STUDY Training is a costly affair for the management. It needs a handsome amount and long time. So management has to play safe game for the benefits of the company as well as the workers. One wrong decision may enforce the company to fall into deep troubles. So selecting the weak areas of staffs and workers should be done very carefully. For that the management should be conduct a test. For providing an effective training, company requires a knowledgeable trainer. Selecting a particular trainer is again a difficult job. Trainer demands handsome money. Training needs time and cost both. To conclude, it is very clear that training should be provided but not at the loss of the company. It is very costly and time taking affair. But it is most important for the development of the company. So management can’t avoid it at any cost. a) Due to lack of time (i.e., Two months) it is not possible to reach all respondents. b) The lack of availability of time on the respondent’s part. c) Some respondent’s was biased. d) Unwillingness of the respondents.

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Chapter-2 2.1 COMPANY PROFILE

2.1.1 Dabur India Ltd. - Corporate Profile Dabur India Ltd is one of India’s leading FMCG Companies with Revenues of US$1 Billion (over Rs 5,000 Crore) & Market Capitalisation of US$4 Billion (Rs 20,000 Crore). Building on a legacy of quality and experience of over 127 years, Dabur is today India’s most trusted name and the world’s largest Ayurvedic and Natural Health Care Company. Dabur India is also a world leader in Ayurveda with a portfolio of over 250 Herbal/Ayurvedic products. Dabur's FMCG portfolio today includes five flagship brands with distinct brand identities -- Dabur as the master brand for natural healthcare products, Vatika for premium personal care, Hajmola 8

for digestives, Réal for fruit juices and beverages and Fem for fairness bleaches and skin care products. Dabur today operates in key consumer products categories like Hair Care, Oral Care, Health Care, Skin Care, Home Care and Foods. The company has a wide distribution network, covering over 2.8 million retail outlets with a high penetration in both urban and rural markets. Dabur's products also have a huge presence in the overseas markets and are today available in over 60 countries across the globe. Its brands are highly popular in the Middle East, SAARC countries, Africa, US, Europe and Russia. Dabur's overseas revenue today accounts for over 30% of the total turnover.The 125-year-old company, promoted by the Burman family, had started operations 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. 1.1.1 1.1.2 1.1.3 9

1.1.4 2.1.2Dabur At-a-Glance Dabur India Limited has marked its presence with significant achievements and today commands a market leadership status. Our story of success is based on dedication to nature, corporate and process hygiene, dynamic leadership and commitment to our partners and stockholders. The results of our policies and initiatives speak for themselves. Leading consumer goods company in India with a turnover of Rs. 5,283 Crore (FY12),2 major strategic business units (SBU) - Consumer Care Business and International Business Division (IBD),2 Subsidiary Group companies - Dabur International and NewU and several step down subsidiaries: Dabur Nepal Pvt Ltd (Nepal), Dabur Egypt Ltd (Egypt), Asian Consumer Care (Bangladesh), Asian Consumer Care (Pakistan), African Consumer Care (Nigeria), Naturelle LLC (Ras Al Khaimah-UAE), Weikfield International (UAE) and Jaquline Inc. (USA).17 ultra-modern manufacturing units spread around the globe Products marketed in over 60 countries.Wide and deep market penetration with 50 C&F agents, more than 5000 distributors and over 3.4 million retail outlets all over India Consumer Care Business adresses consumer needs across the entire FMCG spectrum through four distinct business portfolios of Personal Care, Health Care, Home Care & Foods. 1.1.5 2.1.3 Master brands: 10

Dabur - Ayurvedic healthcare products Vatika - Premium hair care Hajmola - Tasty digestives Réal - Fruit juices & beverages Fem - Fairness bleaches & skin care products 12 Billion-Rupee brands: Dabur Amla, Dabur Chyawanprash, Vatika, Réal, Dabur Red Toothpaste, Dabur Lal Dant Manjan, Babool, Hajmola, Dabur Honey, Glucose, Fem and Odonil. Strategic positioning of Honey as food product, leading to market leadership (over 75%) in branded honey market Dabur Chyawanprash the largest selling Ayurvedic medicine with over 65% market share. Vatika has been the fastest growing hair care brand in the Middle East. Hajmola tablets in command with 60% market share of digestive tablets category. About 2.5 crore Hajmola tablets are consumed in India every day.Leader in herbal digestives with 90% market share.Consumer Health Division (CHD) offers a range of classical Ayurvedic medicines and Ayurvedic OTC products that deliver the age-old benefits of Ayurveda in modern ready-to-use formats Has more than 300 products sold through prescriptions as well as over the counter. Division also works for promotion of Ayurveda through organised community of traditional practitioners and developing fresh batches of students International Business Division (IBD) caters to the health and personal care needs of customers across different international markets, spanning Nepal, Bangladesh, 11

the Middle East, North & West Africa, EU and the US with its brands Dabur & Vatika

2.1.4 Core ValuesVision- "Dedicated to the health and well being of every household" PrinciplesOwnership-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. 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. 12

Integrity-We are committed to the achievement of business success with integrity. We are honest with consumers, with business partners and with each other. 2.1.5 Strategic Intent-We intend to significantly accelerate profitable growth. To do this, we will:  Focus on growing our core brands across categories, reaching out to new geographies, within and outside India, and improve operational efficiencies by leveraging technology  Be the preferred company to meet the health and personal grooming needs of our target consumers with safe, efficacious, natural solutions by synthesizing our deep knowledge of ayurveda and herbs with modern science  Provide our consumers with innovative products within easy reach  Build a platform to enable Dabur to become a global ayurvedic leader  Be a professionally managed employer of choice, attracting, developing and retaining quality personnel

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 Be responsible citizens with a commitment to environmental protection  Provide superior returns, relative to our peer group, to our shareholders 2.1.6

Company History

14

1884 1896 Early

Birth of Dabur Setting up a manufacturing plant Ayurvedic medicines

1900s 1919 1920

Establishment of research laboratories Expands further Dabur India (Dr. S.K. Burman) Pvt.

1936 1972

Ltd. Shift to Delhi Sahibabad factory / Dabur Research &

1979 1986 1992 1993 1994 1995 1996 1997 1998 2000 2003 2005 2005

Development Centre (DRDC) Public Limited Company Joint venture with Agrolimen of Spain Cancer treatment Public issues Joint Ventures 3 separate divisions Foods Division / Project STARS Professionals to manage the Company Turnover of Rs.1,000 crores Dabur demerges Pharma Business Dabur aquires Balsara Dabur announces Bonus after 12 years Dabur crosses $2 Bin market Cap,

2006 adopts US GAAP Approves FCCB/GDR/ADR up to 2006 2007

$200 million Celebrating 10 years of Real 15

2007

Foray into organised retail Dabur Foods Merged With Dabur

2007 2008

India Acquires Fem Care Pharma Dabur Red Toothpaste joins 'Billion

2009 Rupee Brand' club Dabur makes its first overseas 2010 acquisition Dabur enters professional skin care 2011 market Dabur India acquires 30-Plus from 2011 Ajanta Pharma Dabur crosses Billion-Dollar Turnover 2012 Mark 2.1.7 Founder and Leaders Founding Thoughts "What is that life worth which cannot bring comfort to others" The doorstep 'Daktar' The story of Dabur began with a small, but visionary endeavour by Dr. S. K. Burman, a physician tucked away in Bengal. His mission was to provide effective and affordable cure for ordinary people in far-flung villages. With missionary zeal and fervour, Dr. Burman undertook the task of preparing natural cures for the killer diseases of those days, like cholera, malaria and plague. Soon the news of his medicines traveled, and he came to be known as 16

the trusted 'Daktar' or Doctor who came up with effective cures. And that is how his venture Dabur got its name - derived from the Devanagri rendition of Daktar Burman. Dr. Burman set up Dabur in 1884 to produce and dispense Ayurvedic medicines. Reaching out to a wide mass of people who had no access to proper treatment. Dr. S. K. Burman's commitment and ceaseless efforts resulted in the company growing from a fledgling medicine manufacturer in a small Calcutta house, to a household name that at once evokes trust and reliability.

2.1.8 Milestones- Dabur India Ltd. made its beginnings with a small pharmacy, but has continued to learn and grow to a commanding status in the industry. The Company has come a long way in popularising and making easily available a whole range of products based on the traditional science of Ayurveda. And Dabur has set very high standards in developing products and processes that meet stringent quality norms. As it grows even further, Dabur will continue to mark up on major milestones along the way, setting the road for others to follow... Milestones To Success

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1884 - Established by Dr. S K Burman at Kolkata 1896 - First production unit established at Garhia 1919 - First R&D unit established Early1900s-Production of Ayurvedic medicines Dabur identifies nature-based Ayurvedic medicines as its area of specialization. It is the first Company to provide health care through scientifically tested and automated production of formulations based on our traditional science. 1930 - Automation and up gradation of Ayurvedic products manufacturing initiated 1936 - Dabur (Dr. S K Burman) Pvt. Ltd. Incorporated 1940-Personal care through Ayurveda Dabur introduces Indian consumers to personal care through Ayurveda, with the launch of Dabur Amla Hair Oil. So popular is the product that it becomes the

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largest selling hair oil brand in India. 1949-Launched Dabur Chyawanprash in tin pack Widening the popularity and usage of traditional Ayurvedic products continues. The ancient restorative Chyawanprash is launched in packaged form, and becomes the first branded Chyawanprash in India. 1957 - Computerisation of operations initiated 1970-Entered Oral Care & Digestives segment Addressing rural markets where homemade oral care is more popular than multinational brands, Dabur introduces Lal Dant Manjan. With this a conveniently packaged herbal toothpowder is made available at affordable costs to the masses. 1972 - Shifts base to Delhi from Calcutta 1978-Launches Hajmola tablet Dabur continues to make innovative products based on traditional formulations that can provide holistic care in our daily life. An Ayurvedic medicine used as a digestive aid is branded and launched as the popular Hajmola tablet.

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1979 - Dabur Research & Development Centre (DRDC) set up 1979 - Commercial production starts at Sahibabad, the most modern herbal medicines plant at that time 1984 - Dabur completes 100 years 1988 - Launches pharmaceutical medicines 1989-Care with fun The Ayurvedic digestive formulation is converted into a children's fun product with the launch of Hajmola Candy. In an innovative move, a curative product is converted to a confectionary item for wider usage. 1994 - Comes out with first public issue 1994 - Enters oncology segment 1994-Leadership in health care Dabur establishes its leadership in health care as one of only two companies worldwide to launch the anti-cancer drug Intaxel (Paclitaxel). Dabur Research & Development Centre (DRDC) develops an eco-friendly process to extract the drug from its plant source

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1996 - Enters foods business with the launch of Real Fruit Juice 1996 - Real blitzkrieg Dabur captures the imagination of young Indian consumers with the launch of Real Fruit Juices - a new concept in the Indian foods market. The first local brand of 100% pure natural fruit juices made to international standards, Real becomes the fastest growing and largest selling brand in the country. 1998 - Burman family hands over management of the company to professionals 2000 - The 1,000 crore mark Dabur establishes its market leadership status by staging a turnover of Rs.1,000 crores. Across a span of over a 100 years, Dabur has grown from a small beginning based on traditional health care. To a commanding position amongst an august league of large corporate businesses.

2001 - Super specialty drugs With the setting up of Dabur Oncology's sterile cytotoxic facility, the Company gains entry into the highly specialised area of cancer therapy. The state-of-the-art plant and 21

laboratory in the UK have approval from the MCA of UK. They follow FDA guidelines for production of drugs specifically for European and American markets. 2002 - Dabur record sales of Rs 1163.19 crore on a net profit of Rs 64.4 crore 2003 - Dabur demerges Pharmaceuticals business Dabur India approved the demerger of its pharmaceuticals business from the FMCG business into a separate company as part of plans to provider greater focus to both the businesses. With this, Dabur India now largely comprises of the FMCG business that include personal care products, healthcare products and Ayurvedic Specialities, while the Pharmaceuticals business would include Allopathic, Oncology formulations and Bulk Drugs. Dabur Oncology Plc, a subsidiary of Dabur India, would also be part of the Pharmaceutical business.

Maintaining global standards As a reflection of its constant efforts at achieving superior quality standards, Dabur became the first Ayurvedic products company to get ISO 9002 certification.

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Science for nature Reinforcing its commitment to nature and its conservation, Dabur Nepal, a subsidiary of Dabur India, has set up fully automated greenhouses in Nepal. This scientific landmark helps to produce saplings of rare medicinal plants that are under threat of extinction due to ecological degradation. 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 Rs 143-crore all-cash deal. 2005 - Dabur announces bonus after 12 years Dabur India announced issue of 1:1 Bonus share to the shareholders of the company, i.e. one share for every one share held. The Board also proposed an increase in the authorized share capital of the company from existing Rs 50 crore to Rs 125 crore. 2006 - Dabur crosses $2 bln market cap, adopts US GAAP. Dabur India crosses the $2-billion mark in market capitalisation. The company also adopted US GAAP in line with its commitment to follow global best 23

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 up to $200 million from the international market through Bonds, FCCBs, GDR, ADR, QIPs or any other securities.The capital raised will be used to fund Dabur's aggressive growth ambitions and acquisition plans in India and abroad. 2007 - Celebrating 10 years of Real Dabur Foods unveiled the new packaging and design for Real at the completion of 10 years of the brand. The new refined modern look depicts the natural goodness of the juice from freshly plucked fruits. 2007 - Foray into organised retail Dabur India announced its foray into the organised retail business through a wholly-owned subsidiary, H&B Stores Ltd. Dabur will invest Rs 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 24

with itself to extract synergies and unlock operational efficiencies. The integration will also help Dabur sharpen focus on the high growth business of foods and beverages, and enter newer product categories in this space. 2008 - Acquires Fem Care Pharma Dabur India acquires Fem Care Pharma, a leading player in the women's skin care market. Besides an entry into the high-growth skin care market with an established brand name FEM, this transaction also offers Dabur a strong platform to enter newer product categories and markets. 2009 - Dabur Red Toothpaste joins 'Billion Rupee Brands' club Dabur Red Toothpaste becomes the Dabur's ninth Billion Rupee brand. Dabur Red Toothpaste crosses the billion rupee turnover mark within five years of its launch. 2010 - Dabur makes its first overseas acquisition Dabur makes its first overseas acquisition, buying Hobi Kozmetik Kozmetik Group, a leading personal care products company in Turkey, for $69 million. 2010 - Dabur acquired 100% equity in Namaste Lab Dabur acquired 100% equity in Namasté Laboratories LLC of the US for $100 25

million. This marks Dabur’s entry into the fast-growing ethnic hair care products market in U.S., Europe and Africa. 2010 - Dabur Chyawanprash Launched Orange & Mango Flavours Dabur launches India’s first fruit-flavoured Chyawanprash. Dabur Chyawanprash was launched in Orange and Mango flavoured variants. 2010 - Dabur Amla Hair Oils enters Limca Book of Records Dabur Amla Hair Oils enters Limca Book of Records for achieving a record feat of hosting the longest ever non-stop head massage marathon. 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. 2011 - Dabur launches its first-ever online shopping portal Dabur India Ltd. launches its first-ever online shopping portal www.daburuveda.com With this, Dabur is the first Indian FMCG company to launch a dedicated online shopping portal for its beauty products range. The portal will be the online gateway for consumers to know, understand, buy and gift the exclusive Dabur Uveda range of skincare products. 26

2011 - Dabur India acquires 30-Plus from Ajanta Pharma Dabur India Ltd acquired Ajanta Pharma’s over-the-counter energizer brand ’30Plus’. 2011 - Dabur to enter Sri Lanka Dabur India Ltdsets up new subsidiary in Sri Lanka – Dabur Lanka (Pvt.) Ltd. The company will establish a new export-oriented manufacturing facility for producing a range of fruit-based beverages in Gampaha, north of Colombo. 2011 - Dabur enters Almond Hair Oil market Dabur India Ltd launches Dabur Almond Hair Oil, a one-of-its-kind product that offers superior nourishment for 100% damage-free hair. 2012 - Dabur crosses Billion-Dollar turnover mard Dabur India Ltd surpassed the Billion-Dollar Turnover mark during the 2011-12 fiscal to end the year with Net Sales of Rs 5,283.17 Crore. 2013-14 – Dabur ended with a 13% jump in consolidated Net Sales The company ended the first quarter of 2013-14 financial year with a 13% jump in consolidated Net Sales to Rs 1,651.10 crore.

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2.1.9 COMPANY DETAILS

Dabur Group With a basket including personal care, health care and food products, Dabur India Limited has set up subsidiary Group Companies across the world that can manage its businesses more efficiently. Given the vast range of products, sourcing, production and marketing have been divested to the group companies that conduct their operations independently:

Dabur Worldwide

28

Dabur's mission of popularizing a natural lifestyle transcends national boundaries. Today, there is growing global awareness on alternative medicine, nature-based and holistic lifestyles and an interest in herbal products. Dabur has been in the forefront of popularizing this alternative way of life, marketing its products in more than 60 countries all over the world. Over the years, Dabur's overseas business has successfully transformed from being a small operation into a multilocation business spreading through the Middle East, North Africa, West Africa and South Asia. Our Products Worldwide- We have spread ourselves wide and deep to be close to our overseas consumers. Our overseas product portfolio is tailor-made to suit the needs and aspirations of our growing consumer base in the international 29

markets. Offices and representatives in Europe, UK, America and Africa. A special herbal health care and personal care range successfully selling in markets ranging from the Middle East, Far East, North Africa and Europe. Inroads into several European and American markets that have good potential due to resurgence of the back-to-nature movement. Export of Active Pharmaceutical Ingredients (APIs), manufactured under strict international quality benchmarks, to Europe, Latin America, Africa, and other Asian countries. Export of food and textile grade natural gums, extracted from traditional plant sources. Partnerships & Production- Strategic partnerships with leading multinational food and health care companies to introduce innovations in products and services. Six modern manufacturing facilities spread across South Asia, Middle East and Africa to optimise production by utilising local resources and the most modern technology available.

Product

Price

Promotion

Product

•

List Price

Variety

•

Discount

•

Quality

•

Financing

•

Design

•

Features

•

Brand

•

Names •

Services

•

•

Schemes •

Place

Advertising &

•

Channels

Promotion

•

Location

Public

•

Inventory

Relations

Credit

•

Sponsorships

Terms

•

Internet Marketing

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COMPETITOR ANALYSIS OF CHYAWANPRASH The key competitor’s of Dabur in the Chyawanprash segment are Baidyanath, Zandu and Himani, which together with Dabur have about 85% of India's domestic market. Dabur is India's largest Ayurvedic medicine supplier and the fourth largest producer of FMCG. It was established in 1884, and had grown to a business level in 2003 of about 650 million dollars per year, though only a fraction of that is involved with Ayurvedic medicine. Dabur Chyawanprash (herbal honey) has a market share of 61%. We have tried to analyse the competition for Dabur in the Chyawanprash segment as follows:

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Sri Baidyanath Ayurvedic Bhawan Ltd. (Baidyanath for short) was founded in 1917 in Calcutta, and specializes in Ayurvedic medicines, though it has recently expanded into the FMCG sector with cosmetic and hair care products; one of its international products is Shikakai (soap pod) Shampoo. Its Chyawanprash has a market share of 10%.

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Zandu Pharmaceutical Works was incorporated in Bombay in 1919, named after an 18th-century Ayurvedic. The company focuses primarily on Ayurvedic products (in 1930, pharmaceuticals were added, but the pharmaceutical division was separated off about 30 years later).

The Emami Group, founded in 1974, provides a diverse range of products, doing 110 million dollars of business annually, though only a portion is involved with Ayurvedic products, through its Himani line; the company is mainly involved with toiletries and cosmetics, but also provides Chyawanprash and other health products.

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Chapter-3 3.1 RESEARCH METHODOLOGY Marketing research is a systematic problem analysis, model building and fact finding for the purpose of important decision making and control in the marketing of goods and services.” - Phillip Kotler As the purpose of the project report is to analyze the consumable products successfully launched in the last three years. The data was collected both with the help of primary as well as secondary sources. For primary data, I proceeded with the drafting of the questionnaire for consumers was structured as undisguised, & Personal -interview retailers. I handed distributors & wholesalers and it personally to the respondents to be analyzed. The questionnaire method was useda)

To get first and relevant and unbiased information

b)

Questionnaire provides versatility and solutions can be obtained by just asking the questions.

c)

Questioning is usually faster and cheaper.

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d)

Moreover, there is more control over data gathering activities.

Secondary data was also collected personally by me, which the company has furnished for the general public. The secondary data was gathered with the help of various magazines, newspapers, journals, and brochures and also through the Internet. For secondary sources no fieldwork was employed.

In order to amplify the empirical findings from primary and secondary sources, a survey was conducted both of consumers and retailers Distributor & Wholesalers in order to gauge the market opinion.The questionnaire was of multiple choices and the pattern of questions was as simple as possible. With every question, multiple choices were given and respondents were asked to select one of them. The questionnaire technique was structured and not disguised as the questions followed one pattern and reason behind the questionnaire was stated properly. All the questions were directly related to the subject. For Dabur chyawanprash

35

1.

Sample size for customers were 150 in number and the universe comprised of all the consumers within the geographical region of Delhi.

2.

Sample size for retailers were 40 in number and the universe comprised of all the consumers within the geographical region or Delhi.

3)

Sample size for Distributor & Wholesaler were four in number & the universe comprised of all the consumers within the geographical region of Delhi. No other fieldwork was employed to gather the information. The questionnaires were distributed to the respondents and the data was collected through primary and secondary sources The statistical technique such a Pi-chart and percentages were used in analysing and interpreting the data.

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Chapter-4 4.1 DATA ANALYSIS AND INTERPRETATION CUSTOMER SURVEY RESULTS DABUR CHYAWANPRASH

37

1. AWARNESS LEVEL

60 100

ZANDU HIMANI 45

BAIDYANATH DABUR

70

INTERPRETATION

38

It was observed that 100% of the customers already aware about the DABUR CHYAWANPRASH.

2. PREFERRED BRAND

10 15

ZANDU HIMANI BAIDYANATH

60

15

DABUR

INTERPRETATION It was observed that 60% of the customers preferred the DABUR CHYAWANPRASH.

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3. SATISFACTION LEVEL

3 5 ZANDU HIMANI BAIDYANATH 4

DABUR

4

INTERPRETATION It was observed that the satisfaction level are high of the customers about the DABUR CHYAWANPRASH.

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4. REASONS FOR SELECTING A PARTICULAR BRAND

Sales

10

5

1st Qtr 2nd Qtr 3rd Qtr

20

4th Qtr 65

INTERPRETATION It was observed that 65% of the customers buy for the purpose of health, 20%of for brand loyalty, 10% of customers for price & 5% of customers for taste.

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5. HOW DID YOU COME TO KNOW ABOUT THIS BRAND?

TV

50 80 30

INTERNET WOM PRINT

INTERPRETATION It was observed that 80% of the customers award about the DABUR CHYAWANPRASH through TV, and others through media, internet etc.

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6. UNAVAILABILITY OF PREFERRED BRAND

20

25 PURCHASE ANOTHER BRAND WAIT BUY SUBSTITUTE

15

WHATEVER OFFERED BY RETAILER

40

INTERPRETATION It was observed that 40% of the customers could wait in case of unavailability of DABUR CHYAWANPRAS

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7. PREFERRED PACK SIZE

20 30

1 Kg

500 gm

250 gm

50

INTERPRETATION It was observed that 50% of the customers preferred 500ml pack, 30% of customers preferred 1kg pack and 20% of customers preferred to buy 250ml pack of DABUR CHYAWANPRASH

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8. REASON TO SELECT PREFERRED PACK SIZE

15

20 AVAILABILITY PRICE FAMILY SIZE

25

STORAGE 40

INTERPRETATION It was observed that 20% of customers preferred because of availability, 40% for price, 25% for family size & 15% of customers for storage.

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9. FREQUENCY OF PURCHARE

15 30 ONE MONTH

TWO MONTHS

SIX MONTHS

55

INTERPRETATION It was observed that 30% of customers buy within the 15days, 55% of within the 1 month &

15% of customers buy the Dabur chyawanprash after the 2month.

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10. Does a change in price affect your preferences?

40 yes

no 60

INTERPRETATION It was observed that price changes might be affected the sales by 60%.

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11. What schemes might you prefer in Dabur Chyawanprash ?

10 20

price discount buy one get one others 70

INTERPRETATION

It was observed that schemes that are mostly preferred by the customers are price discount 70%, buy one get one 20% & others are 10%.

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12. Out of these, which product are the most preferred for you?

5

10 5

ZANDU HIMANI BAIDYANATH DABUR

80

INT ERPRETATION It was observed that 80% of total customers mostly preferred the DABUR CHYAWANPRASH .

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13. According to you, does in-store advertising have an effect on your Brand preference?

30 yes no 70

INTERPRETATION It was observed that advertisings have an affect on the consumers’ preference yes30% and No 70%.

50

14. What schemes are offered to you by the companies?

price discount

40 55

buy one get one others

5

INTERPRETATION It was observed that schemes that are mostly provided by the companies are price discount 55%, buy one get one 5% & others are 40%.

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15. Which brands of Chyawanprash do you receive mostly from retailer?

20 30

ZANDU HIMANI BAIDYANATH

95

DABUR 25

INTERPRETATION

It was observed that 90% of total stock of CHYAWANPRASH is dabur

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Chapter-5 5.1 CONCLUSION The Chyawanprash Industry is yet to capture the beverage market in full swing. Packed Chyawanprash followed by Amla, Ashwagandha, Hareetaki, Dashmul, Ghrit and several. Other herbs and herbal extracts. The market. The consumer’s patriotic love for tea and coffee is unfired. Chyawanprash are yet to establish their supplement use in the average household here in lays the great opportunities. Within the market, it is safe to conclude that dabur has hit off rather well with the masses. Dabur has clearly lost it head start advantage and thereby acquiring just 35% of the market share while others enjoy rest of the market share. This could be well attributed to dabur successful ATA (Availability, Taste and Affordability)

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marketing module, the attributes most rated by the consumers. Lack of publicity has hampered the growth progress of the brand so aggressive advertising is needed to promote Chyawanprash and vatika hair oil brand .The brands such as that of Chyawanprash by vednath, Chyawanprash with its ‘sonacahndi, ‘Minute- made’ and also US food giantssDel Monte are ready to hit the Chyawanprash market very soon.Vatika hair oil has no major competition except Australian Product Tabasco. As a new product so people are not able to digest it yet Dabur is getting 8 crores from Vatika hair oil in which accounts for 4 crores, Lemoneez 1 Crore & others 3 Crores. As the strategies of the companies keeps on changing, be it in Chyawanprash industry, a company has to create perceptions and cover them into realities. It is an expensive proposition requiring huge expenditure on advertising, sponsorships and media. Thus, the ideal company will be the one, which combines the high-end technology with consumer insight. As 16% of the excise duty is exempted on food products in this budget, many food companies including Dabur got benefited from it. On the analysis of survey it was found that target Market of Chyawanprash want quality benefit rather than Price benefit, so it is better to stress on quality rather than on decreasing price to increase sales and profit. To increase market share Dabur should give slight price benefit on Dabur brand so that customers of other Juice brand should switch from other brand to Dabur brand. 54

As vatika hair oil is a new product introduced by Dabur and as Dabur is getting excise benefit from the Government so Dabur should pass slight Price benefit to the target market so that target market should use the vatika hair oil and adopt it in making daily food thereby increasing the market share of vatika hair oil.

Suggestion  Focus on growing core brands across categories.  Reaching out to new geographies, within and outside India.  Improve operational efficiencies by leveraging technology.  target consumers with safe, efficacious, natural solutions by synthesizing the deep knowledge of ayurveda and herbs with modern science.  Provide consumers with innovative products within easy reach.  Position Dabur Chyawanprash as not more of a medicine but as something, which is necessary for health.  Be the preferred company to meet the health and personal grooming needs of our

55

5.2 Suggestion  Focus on growing core brands across categories.  Reaching out to new geographies, within and outside India.  Improve operational efficiencies by leveraging technology.  target consumers with safe, efficacious, natural solutions by synthesizing the deep knowledge of ayurveda and herbs with modern science.  Provide consumers with innovative products within easy reach.  Position Dabur Chyawanprash as not more of a medicine but as something, which is necessary for health.  Be the preferred company to meet the health and personal grooming needs of our 56

Chapter-6 6.1 BIBLIOGRAPHY BOOKS: 1. Philip Kotlar, Marketing Management ; Analysis Planning & Control; Prentice Hall, 9th Edition 2. Saxena Ranjan, Marketing Management; TATA Mcgraw Hill, 4th Edition, 2000. 3. Dr. R.L. Varshney & Dr. S.L. Gupta, Marketing Management; An Indian Perspective; Sultan Chand & Sons Education Publishers, New Delhi; 2nbd Ed. 2001.

57

4. Cravens & Hills & Woodruff, Marketing Management; A.I.I.B.S. Publishers & Distributor, New Delhi, 4th Ed., 2003. 5. Gupta Santosh, Research Methodology & Statistical Technique; Deep & Deep Publication, New Delhi, Ed. 2002. 6. V.S. Ramaswamy & S. Namakumari, Marketing Management; MacMillian India Ltd., 2nd Ed. 7. Batra Rajeev & John G. Myers & David A. AAKER; Prentice Hall, 5th Ed. 2003. 8. Kothari C.R. Research Methodology; Method & Techniques, Wishwa Prakashan, New Delhi, 2nd Ed.

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ANNEXURE CONSUMER QUESTIONAIRRE-DABUR CHYAWANPRASH Dear Respondent, Thanks for sparing few minutes to fill this questionnaire, which will help us to study the consumer perception for chawanprash. Any information provided by you will strictly be used for Academic Purpose. 1.Which brands of Chyawanprash are you aware of?  Zandu  Himani  Baidyanath

59

 Dabur

2.Which brand of Chyawanprash do you use?  Zandu  Himani  Baidyanath  Dabur 3. Where would you rate your brand on a scale of 1 – 5 (5 being highest)?  1  2  3  4

4. What are the primary reasons for which you use this particular brand?  Health  Brand Loyalty  Taste  Price

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5. How did you get to hear about this brand?  TV  Internet  Word of Mouth  Print

6. If your brand is not available you would?  Purchase another brand  Wait for it to be available  Go for a substitute  Buy what is offered by the retailer

7. Which pack size do you prefer?  1 kg  500 gm

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 250 gm

8.On what parameters do you choose this pack size?  Availability  Price  Family size  Storage

9. How often do you buy?  Once a month  Once in two months  Once in six months

10.Does the change in price affects your preferences?  YES  NO

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11. What schemes might you prefer in Dabur Chyawanprash?  Price Discount  Buy one get one  Others

12. Out of these, which product are the most preferred for you?  Zandu  Himani  Baidyanth  Dabur 13. According to you does the store Advertising have effect on your Brand preference ?    YES    NO 14. What schemes are offered to you by the companies?  Price Discount  Buy one get one 63

 Others

15. Which Brand of chyawanprash do you Receive mostly from retailer?  Zandu  Himani  Baidyanth  Dabur

Personal Information: Age: Location: Income (per month): (1) Rs. 1,000 – Rs. 10,000

(2) Rs. 10,000 – Rs. 30,000

64

(3) Rs. 30,000 – Rs. 50,000

(4) Above Rs. 50,000

65