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Live Project: Project Vistaar (Encounter Marketing Strategies against
Patanjali)
Submitted to
CHITKARA BUISNESS SCHOOL
In partial fulfillment of the requirements for the award of degree of
Master of Business Administration
Submitted by: Supervised by:
Philip Sunny Dr. Amit Mittal
Roll No.1520981137 (Dean at PHD Department)
CHITKARA BUISNESS SCHOOL
CHITKARA UNIVERSITY
2016

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TO WHOMSOEVER IT MAY CONCERN
This is to certify that the project titled ”Project Vistaar” carried out by Mr.Philip Sunny, S/o
Col.S.I.Pillai has been accomplished under my guidance & supervision as a duly registered MBA
student of Chitkara University. This project is being submitted by him in the partial fulfillment of
the requirements for the award of the Master of Business Administration from Chitkara
University.
His dissertation represents his original work and is worthy of consideration for the award of the
degree of Master of Business Administration.

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Declaration
I, “Philip Sunny” hereby declare that the work presented herein is genuine work done originally
by me and has not been published or submitted elsewhere. Any literature, data or work done by
others and cited in the report has been given due acknowledgement and listed in the reference
section.

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Acknowledgement
Every project big or small is successful largely due to the effort of a number of wonderful people
who have always given their valuable advice or lent a helping hand. I sincerely appreciate the
inspiration; support and guidance of all those people who have been instrumental in making this
project a success
I, Philip Sunny, the student of ChitkaraBuisness School (MBA MARKETING), I am extremely
grateful to “DABUR” for the confidence bestowed in me and entrusted me in the project Vistaar.
At this juncture I feel deeply honored in expressing my sincere thanks to Mr. Adarsh Sharma
(Exec. Vice President – Sales) for being the brilliant mind of such marvelous project.
I am highly indebted to Mr.Chirag Singh for his guidance and constant supervision as well as for
providing necessary information regarding the project & also for his support in completing the
project..
I express my gratitude to College Mr.Sandhir Sharma for arranging the summer training in good
schedule. I also extend my gratitude to my Project Guide Mr.Amit Mittal, who assisted me in
compiling the project
Last but not the least I place a deep sense of gratitude to industry persons who have been constant
source of inspiration during the preparation of this project work.
DATE – YOUR NAME – Philip Sunny
PLACE – New Delhi

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Executive Summary
1st Objective - Taking joint control of stock point and understanding all stock point activities
done by a Sales Officer. Firstly visited the Markets with Stockist Sales Man (SSM) as well as
with Sales Officer(SO) and understood how they take orders. I learned how to take orders in
PDA device and then how to sync orders in DRISHTI Software. To gain an understanding of
activities done by all the Sale officers at the stock points as well as in the market I had to
observe and ask various questions to the sales officers. Also learned how an Sales Officer
handles the sales targets and how he prepares the future targets. I looked over all the activities
done at the Stock point and understood the distribution cycle.
2nd Objective - Creating a model for increasing Lines sold and increasing SSM efficiency
For this I worked closely with all the Stockist Sales Man (SSMs) and Health Care Associate
(HCA) with a reason to motivate them and guide them so that they can increase their
efficiency and their views which helped me to create a model for increasing Line Sold. For
creating the model I also interacted with many whole sellers, retailers and end users in the
markets.
3rd Objective– The main objective of Project Vistaar was to map and convert all the Patanjali
outlets in New Delhi and Western UP. The location I was allocated were North Delhi and
Western UP. I had to scout the entire location in search of various Patanjali outlets. It was a
part of my job to convince the decision makers of the Patanjali outlets to enroll in the system
of Dabur. Once the decision makers agreed to enroll into the system of Dabur I had to closely
work with the Sale Officers and Health Care Associates (HCAs) to make sure billing and
supply is done in a proper manner. Every day I had to send all the data and important
information to respective Department Heads involved in the Project Vistaar.

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Table of contents
Sr. No. Topic Page. No.
1 Introduction to the Project Vistaar 8
1.2 Need of the Study 9
1.3 Objective of the Study 10
1.4 Detail of actual work undertaken 11
1.5 Interpretation and Analysis
16
1.6 Top ten items sold 19
1.7 Competitive Analysis 20
1.8 Conclusion 21
1.9 Challenges 23
1.10 Suggestion 24
2.1
Introduction to Dabur India Limited 25
2.2
Meaning of DABUR’S Logo 27
1.3 History 28
1.4 Vision 37
1.5 Name & Location of Group Companies 40
1.6
Products/Services and Brands 41
1.7 Main competitors & brief competitor’s analysis 56

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2.8
Management and Ownership Structure 59
2.9
SWOT analysis of Dabur 66
2.10 Marketing Mix of Dabur 67
2.11 Basic Sale Calling 81
3.1 Patanjali Overview 96
3.2 Patanjali Logo 97
3.3 Helicopter View 98
3.4 Growth Summary 99
3.5 How Patanjali used modern brand strategy 100
3.6 Patanjali threat exaggerated 107
4.1 Electronic reference 113
5.1
Annexure 115

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INTRODUCTION TO THE PROJECT VISTAAR
Project Vistaar was an idea of Mr. Adarsh Sharma (Exec. Vice President – Sales). The project
aims to break the exclusivity of Patanjali. Patanjali Outlet claimed to sell only swadeshi aurvedic
products. Baba Ramdev became the brand image of Patanjali. His propaganda was “Desh ka paisa
desh meh hi rahe aur vikash me lage”
This swadeshi aurvedic wave created a lot of opportunity for Dabur. Dabur has a good reputation
in market as aurvedic premium products. Dabur aimed to ride the wave of swadeshi aurvedic
product to increase its reach and maximize its profitability.
Dabur wanted to map and convert the entire Patanjali outlet. The different kind of patanjali outlet
aimed to convert were as follows
1. PatanjaliChitkitsalaya (Type-1)
2. Patanjali Arogya Kendra (Type-2)
3. Other retailers selling Patanjali Outlet (Type-3)
4. Patanjali Megastore (Type-4)
Initially the project aimed to covert Patanjali outlets in Delhi and western UP market. Its success
would later on help in making it a nationwide project.

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Need of the study
The project aimed to map and converts all the Patanjali outlets in North Delhi & Western UP. To
make the project successful the entire member in the team had to go under basic training to
understand the working of Dabur & Patanjali. The training basically helped us to learn about
Sales & Distribution network, retail margin, product knowledge, working of drishti software etc.
Mr.Chirag Singh is National Head of sales capability department in Dabur who was our trainer
and mentor for the entire duration of the project. He trained us on various Know How of FMCG
industries and he helped us to work on various strategies that will help us to convert the Patanjali
Outlets. We made a complete analysis of strengths and weaknesses of our competitors.
He also helped us with a lot of mock calls to give us a feel of real scenario of the live market. He
not only wanted us to convert the Patanjali Outlet but also to make a relationship with retailers.
The relationships with the retailers were important because it would make them understand the
difference in doing business with Patanjali and Dabur.
During this project we had met a lot of important people in Dabur. On Day 1 itself it was made us
clear how important this project was for Dabur. The top management of Dabur wanted to know
the real ground scenario of the Delhi and Western UP market. We had been instructed to report all
the important information about the working of various type of Patanjlai Outlet. The reporting
was done in two formats. First format was to give an hourly based report from the market in
whatsapp where all the heads of the projects were added. Second format was a formal email
which contained an excel attachment which gave an entire summary of the day. The email mainly
contained the information of various Patanjali Outlets in a particular Beat of HCA and also
contained the entire information about the number of converted Patanjali Outlets.
The need of the Project Vistaar was to make the visibility of Dabur as an Ayurveda Brand in the
various outlets of Patanjali. This will help in increasing the reach of Dabur and will be able to
convert the Patanjali consumers towards Dabur. As Dabur is confident about the quality they have
in each of their product and the wide range available for the consumers.

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Objectives of the study
The objective of our Project Vistaar was quite clear to map and convert all the Patanjali Outlets.
Top management wanted us to work closely with all the Health Care Associates (HCAs) and
Sales Officers (So), so that they will be able to get live updates from the market. The project also
aimed to inculcate as many as Intel possible about the marketing strategies applied by the various
competitors. We closely monitored the work of a HCA with whom we were assigned. Each team
member was trained thoroughly about the daily activity a SO and HCA should follow during
visiting a market. On a daily basis we had to check weather our HCAs are following the daily
activity of the market properly following the 7 steps of sale call.
Each stockist point has a particular SO assigned to make sure the primary sales and secondary
sales target are achieved monthly and quarterly. We used to be in direct touch with the SO, so that
we can get an idea of a particular market we are assigned with. After the beat was completed with
the HCA we returned back to the Stockist Point where SO helped us to include the new Patanjali
Outlet in the beats of the HCA. We would make sure the detail of all the new Patanjali Outlets are
emailed in a particular format to the Area Head so that he can grant the permission of new
Patanjali outlets to get added in the Drishti software. After the new Patanjali Outlets are added in
the Drishti software at first the billing takes place and the ordered products get supplied to
respective Patanjali Outlets.
The objective to follow such steps was that to have a systematic system by which the new
Patanjali Outlets can be served on a weekly basis with proper company protocol. This will help
Dabur to have a better understating about the working of the Patanjali Outlets and will help the
marketing team to formalise better strategies to encounter Patanjali. The Data which we will be
able to receive from such Patanjali Outlets will give us a better understanding of the consumer
behaviour. More the number of converted Patanjali Outlets, stronger will be the reach of Dabur.

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Detail of actual work undertaken
 Objectives of the Training / Internship
To map and convert all the Patanjali Outlets in North Delhi and Western UP
 Details of work assigned
To map and convert all types of Patanjali Outlet which includesPatanjaliChikitsalaya
(Type-1), Patanjali Arogya Kendra (Type-2), other Retailers selling Patanjali products
(Type-3), Patanjali Megastore (Type-4).
Then systematically include the converted outlet in the beats of Dabur SSM & HCA. This
will make sure the entire converted outlet is well placed under the distribution channel of
Dabur.
 Week wise description of activities
1st week activity-
1. To attend the Training at KCO office.
2. Know the history and Product Portfolio of Dabur India ltd.
3. Know the channels of distribution and sales system of Dabur India ltd.
4. Know my project and role as an Intern
 Visited KCO head office of Dabur – Kaushambi
National Head Hr- Mr.SrijanSrivastava
National Head of Sales Capability Department – MrChirag Singh
.

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Analysis
 Studied various S&D network of Dabur.
 To understand the organization hierarchy.
 To study about the various brands of Dabur
 To calculate the Retail Margin and various Scheme provided to retailers
 To understand the working of Dhristi Software of Dabur.
 To understand the working of HCA & SSM.
 Proper Procedure to add Patanjali Outlets
 Mock Sales Call
 To Study about the various model on which the various Patanjali Outlets work.
2nd week activity-
 Visited North Delhi
 Area Head - Mr.SameerMahajan
 Sales Officer-Mr.Kapil
 HCA - Mr.Jitender
 Stockist Name- Vishal Traders
 Market Covered-JwalaHeri, Rohini Sector – 9,14
Mangolpuri-1, 2,Badli,Pritampura
 Patanjali Outlet-15
 Patanjali Outlet Converted -12
Analysis
 To understand the working of a Stockist.
 Observe and study the working of SO and the HCA in the market.
 Interaction with medical Retailers.
 Interaction with Patanjali Retailers and applying different strategies to convert.
 Leadership skill and Man Management
 Applying 7 Steps of Sales.
 Reporting to the seniors about the observation made on daily basics

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3rd & 4thweek activity-
 Visited North Delhi
 Area Head - Mr.SameerMahajan
 Sales Officer-Mr.Kapil
 HCA - Mr.Amit
 Stockist Name- Vishal Traders
 Market Covered-PritamPura ,Madipur,Shalimar Bagh,
Pritampura-2,Rohini 11, 23, 24
 Patanjali Outlet- 40
 Patanjali Outlet Converted -39
Analysis
 To analyze the previous week working in the market and to discuss it with the seniors.
 Ideas implemented to have better scouting techniques
 New strategies to apply so that the conversion ratio efficiency increases
 To explain Patanjali retailers Dabur Margin and Scheme.
 Go to know about S&D network of Patanjali.
 No wholesaler concept involved in the Patanjali Distribution Model.
5th& 6Th week activity-
 Visited North Delhi
 Area Head - Mr.SameerMahajan
 Sales Officer- Mr.Subhood
 HCA - Mr.BhupendrSinghr.
 Stockist Name- Vardhman
 Market Covered-Rohini Sector7,8,Shivram
Park,Nangloi,Srinagar,BudhVihar
 Patanjali Outlet-17
 Patanjali Outlet Converted -17

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Analysis
 The key observation found during this week was that the exclusive Patanjali retailers were
not at all happy with the decision of Patanjali making it open market
 Patanjali had no replacement for damaged products nor expiry products which was a huge
loss for the retailers.
 Poor Brand Knowledge about Dabur. For example people didn’t know Real was a Dabur
product.
7Th& 8Th week activity-
 Visited North Delhi
 Area Head - Mr.SameerMahajan
 Sales Officer- Mr.Kapil
 HCA - Mr.Manoj
 Stockist Name- Ganpati Enterprise
 Market Covered-Trinagar, Kamla Nagar, Adrsh Nagar, Shabzi
MandiGhantaghar, ManjuKaTila, Nehru Vihar
 Patanjali Outlet-13
 Patanjali Outlet Converted-13
Analysis
 Ensuring Counter Visibility in the Counter by pitching 500 jar honitus rather than 300 jar
honitus.
 Bill (ECO, Bills, Lines, Margin, Scheme) - Sales Terminology
 Developing a Selling Story
 By this week we improved in Negotiation skills

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9th week activity-
 Visited North Delhi
 Area Head - Mr.SameerMahajan
 Sales Officer- Mr.Subhood
 HCA - Mr.Ravi. Mr.Ravinder,Mr.Naresh
 Stockist Name- Shree Ranjeet Enterprises
 Market Covered-NathupuraBakhtavar, Bhorgarh& Metro vihar, Bawana,
Jahangirpuri 3 OTC,Shantnagar,
 Patanjali Outlet-15
 Patanjali Outlet Converted-13
Analysis
 Achieved to get entire retail and scheme chart for the entire Patanjali Products
 Found large demand for NICHE product example Neem Oil
10th& 11th week activity-
 Visited Western UP
 Area Head - Mr.Kuldeep Raj
 Sales Officer- Mr.RajeevBaliyan
 HCA -Mr.Shyam Veer,Mr.Nirmal
 Stockist Name -Sanchar System
 Market Covered -Indirapuram,BrijVihar,Vaishali,
Rajendra Nagar,Lajpat Nagar,DLF
 Patanjali Outlet-33
 Patanjali Outlet Converted-33
Analysis
 Large Demand of Dabur product in Patanjali Outlet
 Ved working at Patanjali Chikitsalaya told that they didn’t have wide range of pure
aurvedic medicine in Patanjali as in Dabur.

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Interpretation & Analysis
 Area of work assigned was North Delhi & Western UP.
 Total number of Stockists covered was 5.
 Total Beat covered with all the HCAs was 40.
 Total Patanjali Outlet Mapped was 133.
 Total Patanjali Outlet Covered was 123.
Outlets Composition
4%
88%
8%
Type-1 Patanjali
Chikitsalaya ( 5
outlets)
Type-2 Patanjali
Arogya Kendra (117
outlets)
Type-3 Other
Retailers selling
Patanjali products
(11 outlets)

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Total Figures:-
 Total Patanjali Outlet Mapped – 133
 Total Patanjali Outlet Converted – 123
 Conversion Ratio – 92.48%
 Total Sales – Rs 95,614
 Average Sales per Outlet – Rs 777.34
 Total Line Sold – 517
North Delhi Figures
• Total Number of Patanjali– 100
• Total Number of Billed Patanjali– 90
• Total Number of Unbilled Patanjali– 10
• Conversion Rate– 90.91%
• Total Number of Stockist Name– 4
1) Vishal Traders (T=53,B=48,UB=7,RB=16),
2) Ganpati Enterprises (T=13,B=14,UB=0,RB=1)
3) ShriRanjeet (T=15,B=14,UB=2,RB=1)
4) Vardhman (T=19,B=18,UB=1,RB=6)
• Total Bill Value – RS 50398
• Total Line Sold– 318
• Average Sales per Outlet– RS 559.97
Western UP Figures
• Total Number of Patanjali – 33
• Total Number of Billed Patanjali – 33
• Total Number of Unbilled Patanjali – 0
• Conversion Rate – 100%

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• Total Number of Stockist Name:
1. Sanchar System(T=34,B=34,UB=0,RB=1)
• Total Bill – Rs 45216
• Total Line Sold – 199
• Average Sales per Outlet – RS 1458.58
99
33
90
33
24
1
North Delhi Western Up
Outlet Mapped Outlet Converted ReBilling

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Top Ten Items Sold
1. Honitus Cough Drops
2. Hingoli 200
3. Pudhin Hara Active
4. Pudin Hara Pearl
5. Sat Isabgol 10gm,100gm
6. Asav&Arishta (DaburDashmularishta, DaburAshokarishta)
7. DaburShankhpushpi Syrup
8. Dabur Clove Oil
9. DaburErand Oil
10. DaburShilajit Gold

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Competitive Analysis
Product Namek Patanjali
MRP
Patanjali
PTR
Dabur
MRP
Dabur
PTR
Ashokarista(450ml) 60 47.62 99 66
Dasmolaristra(450ml) 85 67.46 115 82.50
Badal tail (50 ml) 110 87.31 175 145.83
Sat Isabghol(100 gm) 80 64.25 85 73.9
TriflaChuran(60 gm) 25 19.84 - -
LavanBhaskar(60gm) 65 51.59 45 37.50
Honey (250 gm) 70 55.56 122 107.17
Honey(500 g) 135 107.14 199 175
Honey ( 1 kg) 260 206.35 380 333.33

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Conclusion
It was a life time experience working with a top FMCG Multinational Company. Dabur gave us
an ample opportunity for learning and moulding us into a professional. The various training given
us by Dabur has helped us to learn about the working of an FMCG company and other important
information which will definitely help us to have a bright carrier.
Project Vistaar was one of the initiatives taken by Dabur to understand its competitors and to
make a through strategy to encounter them. The data provided by the Patanjali Outlet will help
Dabur to formalise new marketing strategies on which it can gain maximum profit by using its
competitor resources.
The team I was associated with was a group of handpicked candidate from entire India. The
reason that I was selected for Project Vistaar made me motivated to perform best. Each member
of the team had to achieve the highest number of mapped and converted Patanjali Outlets to make
the project successful. At the end of the Project Vistaar I was declared as the Best Performer with
a conversion rate of 92.48%.
Some of the finding and learning during the entire project is as follows:-
 On-ground exposure - Live market working
 Leadership skills - Man-Management
 Negotiation skills
 Sales techniques - Steps of a Sales Call
 Understanding S&D network of Dabur
 Developing a Selling Story
 Analyzing Data
 Daily Planning & Developing implementable strategies
 FMCG sales structure
 Understanding whole seller, retailer and consumer mind space
 Way of interacting to whole seller and retailers
 I learned how to take orders in PDA
 I learned all the major activities done by an SO at the stock point as well as at the
market (stockist evaluation, claim handle, handling retailer’s queries, what SO does if
the cheque bounces etc.)

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 I learned how to place order in OCS and how an SO prepares his monthly tour plan
 I learned how an SO makes and distribute the total targets and beats among SSMs
 I also learned many major functions in ‘Drishti’software (stock availability, universe
& eco check, critical sales parameter, bill wise data, product wise data etc.)

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Challenges
Some of the challenges faced by me during the working of Project Vistaar were as follows:-
 Scouting Pitanjali outlet in a particular location was the most tedious job as the outlets
were scattered randomly in the entire location. The Scouting also became a challenge as
the weather temperature touched 48 degree centigrade.
 To convert Patanjali Outlet it was important to meet the decision makers. As many times I
was not able to meet the decision makers for various reasons.
 The Patanjali Outlet timing was unusual as compared to other normal retailers. Some
Patanjali Outlets Opened at exactly 19:00Hrs.
 The retailers of the Patanjali outlet often gave objection about the pricing different for the
same product for both Patanjali and Dabur. Dabur being a premium Ayurveda brand had
premium pricing.
 Some Patanjali Outlet demand free sample of each products of Dabur which was not
authorised by the company to give as it would impact the health of the market and some of
the medical products of Dabur were too costly to offer them as a sample.
 Many Patanjali Outlet wanted to have credit for 30days and more which was against the
policy of Dabur. We also had clear instruction that the first bill of converted Patanjali
Outlet will be paid on cash with no credit terms.
 Many of the Patanjali Outlets first denied keeping the Dabur Products as they had a
negative experience with the other companies like Gati.
 Most of the HCAs with whom I worked had a mental block saying that the Patanjali
Outlets will never be able to convert.

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Suggestions
• To make sure the rebilling is done with the entire outlet created by our team in Drishti. It
will make sure that the new converted outlet are permanently under the radar of effective
coverage outlets(ECO)
• Every day in some or the other location a new Patanjali outlet is getting opened. Such new
outlet should be converted which is possible only when there is an active involvement of
Sale Officers. They are the people who closely work with the HCAs& SSMs in the
markets.
• Short Training for the HCAs and SSMs to make them understand how important is it to
crack Patanjali Outlets
• An Incentive plan should be formulated for those people who cracked highest number of
Patanjali Outlets.
• Dabur’s Medical Representatives should convince PatanjaliChikitsalaya Doctor to
prescribe Dabur Medicine because Dabur has a wide range of Ayurveda medicines.
• Merchandizing should be done in all the converted Patanjali Outlets to increase the
visibility.
• Small Active groups of Sale officers to be created to enhance sale promotion and
competition.

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Introduction to Dabur India Limited
Dabur India Ltd. is one of India’s leading FMCG Companies with Revenues of over
Rs 8,436 Cr& Market Capitalization of Rs.44,000 Cr. Building on a legacy of quality and
experience of over 131 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 for digestives, Réal for fruit juices and beverages
and Fem for fairness bleaches and skin care products.
Dabur today operates in key consumer product categories like Hair Care, Oral Care, Health
Care, Skin Care, Home Care and Foods. The company has a wide distribution network,
covering over 5.3 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 30% of the total turnover.
The 132-year-old company, promoted by the Burman family, started operating in 1884 as an
Ayurvedic medicines company. From its humble beginnings in the lanes 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 operates through three major divisions – the Consumer Care Division (CCD), the Foods
Service and the International Business Division (IBD), which was created to target international
markets and is based out of Dubai.
In Dabur, the three divisions are better known as CCD, FS and IBD.

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DABUR
DOMESTIC
FMCG
DO
CONSUMER
CARE
HOME &
PERSONAL
CARE
HEALTH CARE
HAIR CARE
HOME CARE
SKIN CARE
HEALTH
SUPPLEMENTS
DIGESTIVES
OTC & ETHICALS
FOODS
CULINARY
BEVERAGES
ORAL CARE

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MEANING OF DABUR’S NEW LOGO
Dabur has replaced its age old brand identity of a banyan tree with a new younger, colorful and
vibrant tree with the tagline – “Celebrate Life”. By transforming the logo Dabur plans to
modernize the 100 -year old equity of the Dabur brand. Tree is a symbol of nature and a provider
of food, shelter and protection. Also the tree is regarded as sacred, trustworthy and a symbol of
fertility.While the new Dabur identity retains these enduring and valuable attributes and these
senses of banyan tree, now it exudes a more contemporary image by adding afresh, healthy and
holistic dimension to the tree. It can be observed that the tree trunk mirrors the form for three
people with their arms raised conveying exultation in achievement. The broad trunk represents
stability and its multiple branches represent growth.
The new identity appropriates nature as the wellspring for Dabur. It conveys Dabur's heritage
commitment and stability through the form and colours of the tree; its branches and leaves. It also
conveys that the brand stands for wellness across age groups. Taken as a whole, the tree appears
well rooted, implying stability; and its abundant canopy implies that it can provide amply for
those who seek its produce and shade. Further, the entire image, being well proportioned, evokes
a harmonious, well -balanced, wholesome and holistic brand.
In India, the tree is a symbol of life. It is a giver of fuel, food and protection. It is a heaven for
creatures it generously harbors in its foliage, as well as in these had of its canopy. The tree is held
auspicious as it spreads through the three spheres with its roots meshing through the earth, its
trunk rising through the terrestrial world and its branches reaching into the heavens. This
symbolism also occurs in cultures across the world

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HISTORY
 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 specialized area of nature-based Ayurvedic medicines, for which
standardized drugs are not available in the market.

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 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.

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 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.
 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.

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 1993
Cancer Treatment
Dabur enters the specialized 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 Specialties Limited.

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 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
DaburAcquiresBalsara
As part of its inorganic growth strategy, Dabur India acquires Balsara's Hygiene and
Home products businesses in an INR 143 crores all cash deal. Before its acquisition,
Balsara was a leading provider of Oral Care and Household Care products in India.

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 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.
 2005
Dabur acquires 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.)

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 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.

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 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.

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 2009
Dabur Red Paste joins 'Billion Rupee Brand' club
Dabur Red Paste becomes Dabur's 9th billion rupee brand by crossing the billion rupee
turnover mark within 5 years if its launch.
 2010
Dabur makes its first overseas acquisition
Dabur makes its first overseas acquisitions by buying HobiKozmetik 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 body bleach under the brand Fem.

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 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 Capitalization crosses the $5-Billion mark.
 2015
Brand Real, Vatika and Amla cross the Rs. 1,000-Cr. turnover mark.
 2016
DaburGulabari and DaburLalDantManjan clock a turnover of Rs. 100 Cr.each.

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VISION
"Dedicated to the health and well-being of every household"
PRINCIPLES :-
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.
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.

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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.

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Name & Location of Group Companies
Information:
Type:Public Limited Company listed on following stock exchange:
National Stock Exchange (NSE): DABUR, Series: EQ
Bombay Stock Exchange (BSE): DABUR, Group/Index: A/S&P BSE 10
Founded: In1884 by S. K. Burman
Headquarters:
Kaushambi
Ghaziabad - 201010
Uttar Pradesh, India
Dabur Group
 Dabur Nepal
 Dabur UK
 Hobi
 Newu
 Sundesh (CSR Initiative by Dabur)
 Namste
 Dabur North America
 Dabur International
Dabur India Limited is India's leading FMCG Company with interests in health care, personal
care and foods. Dabur has a history of more than 100 years and the company has carved a niche
for itself in the field of Ayurvedic medicines. The products of Dabur are marketed in more than
50 countries worldwide. The company has 2 major strategic business units (SBU) - Consumer
Care Division (CCD) & Consumer Health Division (CHD), and 3 Subsidiary Group companies -
Dabur Foods, Dabur Nepal and Dabur International. Dabur Internation alhas 3 steps down
subsidiaries - Asian Consumer Care in Bangladesh, African Consumer Care in Nigeria and Dabur
Egypt.

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Products/Services and Brands
Our primary products include:
Health care Chyawanprash, Dabur Glucose, Hajmola,
Pudin Hara, Dabur Lal T ail, Dabur Honey.
Personal care Amla Hair Oil, Vatika Hair oil, Gulabari,
Gulabari Cold cream, Vatika Fairness Face
Pack, Fem, Dabur Red Toothpaste, Babool
Toothpaste, Meswak Toothpaste, Dabur Lal
Dant Manjan.
Home Care Sanifresh, Odopic, Odomos, Odonil, Dazzl.
Foods Real juices, Active Juices, Hommade
Cooking Pastes.
Ayurvedic Specialties Honitus, Hingoli, Dabur Janam Ghuti
Shilajit, ShankhaPushpi, Mensta .
Skin Care Fem, Gulabari.

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[DaburAmla Hair Oil] [FEM Fairness Naturals Gold Bleach] [Real Juices]
[Dabur Red Paste] [DaburChyawanprash] [Vatika Coconut Enriched Oil]
[Dabur Honey] [Odonil] [Odomos]

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[Dabur Glucose D] [Dabur Almond Hair Oil] [DaburGulabari Rose Water]
[Hajmola] [DaburLalDantManjan] [DaburMeswak]
[Hajmola Candy] [DaburPudin Hara] [Fem Gold Facial]

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[Oxylife Facial] [Dabur'sHonitus Cough Syrup] [Almond shampoo]
[Vatika Hair Fall Treatment Shampoo] [Vatika Smoothing Treatment Shampoo]
[Real Activ] [Vatika Jasmine Hair Oil] [Dabur Vatika Enriched Olive Hair Oil]

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[Vatika Split Treatment Shampoo] [Dabur Vatika Enriched Coconut Oil with Hibiscus]
[DaburGulabari Rose Freshener] [Oxy bleach]

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[DaburGulabariMoisturising Cream] [FEM Fairness Naturals Pearl Bleach]
[FEM Fairness Naturals Saffron Bleach] [FEM Fairness Naturals Turmeric Herbal Bleach]
[Fem Anti Darkening Hair Removal Cream-Sandal] [DaburHonitus Cough Drops]

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[Fem Anti Darkening Hair Removal Cream – Turmeric] [DaburHonitusMadhuvaani]
[DaburLal Tail] [DaburJanmaGhunti] [TheVatika Brave & Beautiful]
[Fem Anti Darkening Hair Removal Cream-Gold] [Dabur Gripe Water]

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[Fem Anti Darkening Hair Removal Cream-Rose] [Fem Pearl Facial Kit]
[Sanifresh Shine] [DaburShilajit Gold] [Odonil Occasions]
[Odopic] [DaburBabool Toothpaste] [DaburPudin Hara Lemon Fizz]

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[DaburShila-X Oil] [DaburNutrigo] [DaburRestora]
DaburTrifgolDabur Badam OilDabur Sat Isabgol

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DaburMentsa Lemoneez Hommade
[DaburAbhyarishta] [Dabur Nature Care Double Action] [DaburShrigopal Tail]

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[DaburDashmularishta] [DaburStimulex Oil] [Dabur Active Blood Purifier]
[DaburAshokarishta] [Dabur Active Antacid] [ DaburAgastyaHaritakiAvaleha]
[DaburChitrakHaritak ] [DaburShwaasamrit] [Dabur Nature Care Regular]

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[DaburKhadiradiGutika] [DaburLohasava] [Dabur Nature Care Isabgolpower]
[Burrst] [DaburSitopaladiChurna] [DaburTalisadi]
[DaburTrifalaChurna] [DaburVasavaleha] [DaburAshwagandharishta]

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[DaburCamne Vid] [DaburAshwagandhadiLehya] [ HajmolaYoodley]
[DaburSupari Pak] [Dabur Baby Massage Oil] [DaburAshwagandhaChurna]

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[Vatika Brave & Beautiful Oil] [DABUR BRONCORID SYRUP] [Lipistat]
[DABUR MENSTA SYRUP] [Rheumatil Oil] [ Rheumatil Tablets]
[Stresscom] [DaburSwarnaGuggulu Gold] [DaburStondab Syrup]

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[DaburRheumatil Gel] [DaburPILOchek Gel] [DaburMadhuRakshak]
DaburLaxirid Syrup [DaburLaxiridTablets] [DaburImuDab Syrup]
DaburGastrina TabletsDaburHepano

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Main competitors & brief competitor’s analysis
INCREASING SALES OF TOP FMCG COMPANIES
 Consumer products manufacturers ITC, Godrej Consumer Products Limited (GCPL),
Dabur and Marico reported healthy net sales in FY15 and F16*
 Aggregate financial performance of the leading 10 FMCG companies over the past eight
quarters displays that the industry has grown at an average 16-21 per cent in the past two
years
 ITC (FMCG) has generated highest revenue till FY16*

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DABUR – RIDING ON STRONG BRAND EQUITY IN INDIA
 Among top four FMCG companies in India
 14 brands with turnover of USD16.6 million with 3 brands over USD165.9 million
 Wide distribution network covering 2.8 million retailers across the country
 17 world-class manufacturing plants catering to needs of diverse markets
 Dabur’s Vision Plan for 2011-15, successfully got completed with the sales of USD1,295.6 million
recording a growth of 9.7 per cent
 In 2015, Dabur launched sugar free Chyawanprash in India

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Given Below is a Segment Wise Competitor list:
Category of products Dabur’s Share Main Com petitors
Fruit Juice 58% Real and Active Tropicana.
Fruit Drinks (coolers) 1% Coolers Frooti, Mazza, and Slice.
Hair oil Coconut Base 6.4% Vatika HUL, Marico.
Shampoo Vatika 7.1% HUL and P&G.
Hair Care (overall) 27% HUL, P&G and Himalaya.
Chyawanprash 64% Himami, Zandu and Himalaya.
Honey 40% Himami, Hamdard, Patanjali and local
players.
Digestive 37% Paras and local players.

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http://www.moneycontrol.com/competition/daburindia/comparison/DI

60. Page | 60
Management and Ownership Structure
Dabur has an illustrious Board of Directors who is committed to take the company to newer levels
of corporate governance.
The Board comprises of:
Dr. AnandBurman
Chairman
Mr. AmitBurman
Vice Chairman
Mr. P.D. Narang
Group Director
Mr. Sunil Duggal
CEO
Mr. MohitBurman
Director
Mr. SaketBurman
Director

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Mr. AlbertPaterson
Independent Director
Mr. P.N. Vijay
Independent Director
Mr. R. C. Bhargava
Independent Director
Dr. S. Narayan
Independent Director
Dr. Ajay Dua
Independent Director
Mr. S.K. Bhattacharya
Independent Director

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Dabur has an illustrious Board of Directors who is committed to take the
company to newer levels of corporategovernance.
The Board comprises of:
Chairman- DR. AnandBurman
Vice Chairman- MR. AmitBurman
Whole Time Directors-
MR. P.D. Narang
MR. Sunil Duggal
Non Whole Time Promoters, Directors-
MR. MohitBurman
MR. SaketBurman
Independent Directors-
MR. Albert Wiseman Paterson
MR.P.N. Vijay
MR.R.C. Bharagava
DR.S. Narang
DR. Ajay Dua
S.K. Bhattacharya

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CEO-
MR. Sunil Duggal
Exec. Vice President - Sales
Mr. Adarsh Sharma

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Hierarchy / Organisational Structure

65. Page | 65
Sales Hierarchy
SALES HEAD
REGIONAL SALES HEAD
ZONAL SALES MANAGER
AREA SALES MANAGER
TERRITORY MANAGER
SALES OFFICER
SSM

66. Page | 66
SWOT analysis of the company.
Strengths
 Strong Brand Image and Product Development Strength.
 Strong Distribution Network and an Extensive Supply Chain
 It has welfare activities in health care, education and other socio-economic activities
 Has focus markets in GCC, Egypt, Nigeria, US, Nepal etc
 Core knowledge of Ayurveda as competitive advantage
 Research and Development Activities
 Wide Range in Ayurveda medicines
 Dabur's products also have huge presence in the overseas markets and are today available
in over 120 countries across the globe.
 Leader in Herbal Digestives where the product has 90% of the market share
Weaknesses
 Fake products sold under the name of their brands.
 Dabur products have stiff competition from big domestic players and international brands.
 Seasonal Demand
 Profitability is uneven across product line
 No aggressive marketing
Opportunities
 To catch the Swadeshiwave created by Patanjali.
 Increasing purchasing power of people thereby increasing demand
 Tap rural markets and increase penetration in urban areas
 Mergers and acquisitions to strengthen the brand
Threats
 Intense and increasing competition amongst other FMCG companies
 FDI in retail thereby allowing international brands

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Marketing Mix
1. Product
A product is a tangible offering made by a particular company. In marketing, a product is
anything that can be offered to a market that might satisfy a want or need.
Dabur uses the following product strategies:
 Small Units Packing’s:
Small Unit packing’s help the consumers to test the product before they purchase in bulk
quantities. For instance, Dabur provides Rs. 2 sachets of Vatika Shampoo.
 New Product Designs:
Design of the products must be changed regularly. Consumers often get bored by the same
appearance, taste, texture, etc of a product. So the company should consider redesigning their
offerings from time to time. For Instance, Dabur changes the shape, graphics, etc of their
products.
 Expanding Product Line:
A company should expand its product line and enter new product segments. Dabur entered into
beauty products line through Uveda, Fem, Oxy Life products.
 Expanding Product Depth:
A company should expand its product depth. It should introduce new products into the same
category. Like Dabur introduced three new flavors of DaburChyawanprash to the existing product
line.
 Attractive Packaging:
Packaging should be attractive. It should persuade the customer to purchase that product. If the
packaging is not attractive, then the consumer may misinterpret a quality product as a substandard
product


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 Product Availability:
A product should be available at the retailer. Due to unavailability of product, a consumer may
switch to competitors product
2. Price
Price is normally expressed in monetary terms. It is the worth of a product or a service. Price is
the value that the buyer passes on to the seller in lieu of the product or service provided. Price is
the crucial determinant of the fact whether exchange between buyer and seller should materialize
or not. While pricing the product, three main factors should be kept in mind:
1. Cost
2. Competition
3. Consumer Demand
Dabur has stepped up the pace of new product launches and is investing in marketing activities.
The entire product portfolio is also tweaked to include premium offerings such as more variants
under almost every category, like DaburVatika Hair Oil is available in 2 different versions.
Dabur is seen today as far more proactive in the market. It is now an external oriented company.
Across the whole organization, the company has one definition of winning and that means not just
growing, but growing completely. Over the last two years, Dabur has maintained its operating
margins through judicious price hikes in the products and reduction in pack sizes.
The three main factors affecting the pricing strategies are discussed below:
1. Cost:
One of the most important factors to take care while pricing is the cost. Costs set the floor for
pricing decisions. There are two types of cost: Variable cost and fixed cost. It is important that
price should recover all the cost including a fair return for undertaking the marketing effort and
risk.

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2. Competition:
Competition is another important consideration while pricing. When a firm does not face any
competition, it can enjoy complete freedom in fixing its price. But when there are competitors
selling same or similar products, the pricing freedom is considerably reduced. Its price must fall
in line with the competitors. Dabur India Limited has many competitors. Some of the top
competitors are:
1. Hindustan Unilever Limited
2. Proctor and Gamble
3. Colgate Palmolive
4. Pepsi Co.
5. Marico
6. Godrej Industries Limited
3. Consumer Demand:
Dabur learned that the majority of Indian population tends to go towards the Indian natural and
herbal products. Thus, they made it their USP (Unique Selling Point). Dabur is efficiently leading
the market with its product range by providing their customers with special products
3. Place
Place in context of marketing mix refers to a set of decisions that need to be taken in order to
make the product available to the customer for purchase and consumption. Making the product
available to the customers require development of channels of distribution of products.
Channels of Distribution
A Channel of Distribution refers to a path taken by the goods in their movement to the customers.
For instance, let’s take an example of Promise Toothpaste. It is manufactured in the facility of
Dabur. But before it reaches to the consumer, it passes through the hands of many middlemen,
who help it reach to the consumer at right time, right place and in right quantity.

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Dabur’s distribution network is recognized as one of its key strength. Its focus is not only to
enable easy access to their brands but also to touch the consumers with a three-way Convergence
of product availability, brand communication and higher levels of brand experience.
A diagram explaining the Channels of Distribution is given below:
The diagram shows Channels of Distribution of Dabur foods.
1. At first, the goods are manufactured at Dabur’s manufacturing facility.
2. They are then packed and sent to Clearing and Forwarding (C&F) Agents.
3. Then the goods are forwarded to number of Stockists and Distributors.
4. From there, the stockists or distributors supply goods to retailers as per the order provided
by the latter. Generally, this work is done by the distributor’s personnel through ready
stock or by taking orders and then placing the orders.
5. From here the goods finally reach to the consumers when they purchase the products.
Supply Chain Management
Supply Chain Management starts before physical distribution. It involves procuring the right input
i.e. Raw Materials, components and capital equipment, converting them into finished products
and dispatching them to the final destinations. The supply chain perspective can help identify
Consumers
Retailers
Stockists
Clearing and Forwarding (C&F) Agents
Dabur's Manufacturing Plant

71. Page | 71
superior suppliers and help them improve their productivity which ultimately brings down
company’s cost.
A broader view sees a company at the center of the value network that includes its suppliers, its
immediate customers and their end customers. The value network includes value relations with
others such as University Researchers, Government Approval Agencies and so on.
Manufacturing Plant
Dabur has number of food products in its product line, but the main area of interest or the product
on which it concentrates the most is Real Juices and Coolers. It has manufacturing plant at Jaipur
and Nepal where juice is produced and tested.
Procurement and Transportation
It mainly includes:
1. Getting the raw material and packaging material requirements from the production unit in-
charge.
2. Getting constant updates on the procurement of materials and transport details.
3. Getting production details and ingredient content information from the different personnel
and co-ordinating this activity.
Packaging
It includes approval and coordination of the supply of packaging material to the production unit.
Clearing and Forwarding Agents
From the manufacturing plant, the stock is transported or supplied to Cleaning and Forwarding
(C&F) Agents. C&F Agent is a third party to which Dabur gives contract. C&FA keeps stock of
goods with them. They charge Dabur for stocking the goods. For Dabur, it is a measure of cost
cutting as there no need to maintain a separate warehouse.

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Stockists or Distributors
Stockists store the products in the godown. C&FA supplies goods to them as per their order.
Stockist has some sales personnel working under him. Their work is to place the products in the
market and take order from the retailers and then supply goods to them. Salesmen either take
ready stock with them ohhshshbd r they first take orders and then supply later on. There is a beat
which is a schedule route of salesman. He has to daily over the route as mentioned in the beat.
Merchandising, making products visible, pasting posters, putting banners and seeing that goods
are properly placed in the retail outlets is also the duty of Stockist salesman.
Retailers
Retailers are backbone of the company as they are the one who can take the product on new
heights or can bring it down to toes. Stockiest supplies goods to retailers and tries Persuading
retailers to give the brand special displays (using merchandising tools) to get affective brand
presence, and arranging it in more noticeable manner. Margin of retailers is always higher than
stockiest. Retailers are the ones who have direct contact with the customers. Dabur Foods 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.
4. 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

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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, M. S. Dhoni, Rani Mukhurjee,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. At Dabur,
advertising is done by its advertising subsidiary ‘Adbur’.
Sales Promotion
Sales Promotion is an activity designed to boost the sale of a product or service. It may include an
advertising campaign, increased PR activity, a free-sample campaign, offering free gifts or trading
stamps, arranging demonstrations or exhibitions, setting up competitions with attractive prizes,
temporary price reductions, door-to-door calling, telemarketing, personal letters on other
methods.
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. Its 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.

74. Page | 74
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 Promotion Tool for Dabur:
 Price promotions
 Coupons
 Gift with purchase
 Competitions and prizes
 Money refunds
 Point-of-sale displays
 Free samples
 Contest /demos
 Festival Sales
 Retailer coupons
 Multi-packs
 Special price for twos
 Allowances for additional shelf space
 Merchandising
 Sales contest
 Incentives
 Awards & prizes
 Premium gifts
 Sales Meetings
 Samples/product sampling
 Contests & Sweepstakes
 Exchange Offers/buyback
 Refund / Rebate
 Price / Bonus Packs

75. Page | 75
 Promotional Schemes used for Stockists:
1. Higher Margins:
Higher Margins tries to give higher margins to stockiest so that they don’t lose interest in the
product and can earn good profits after meeting all the expenses.
2. Sales Contests:
Sales contest are held annually and whichever stockiest has the best sales record a prize is
given to him, like free holiday to the family etc.
3. Allowances:
Special allowances are given to both stockiest and stockiest sales man if they achieve their
monthly target.
4. Subsidy for Promotion Budget:
Company gives subsidy to the stockiest, who spend some money on the promotional schemes,
like conducting a sampling activity.
5. Danglers and Posters:
Company gives posters and danglers to stockiest which are further pasted and distributed by
stockiest sales man.
6. Training:
Special Training is given to Stockiest Sales Man, a training workshop is organized by the
company for stockiest sales man so that they don’t face any problem while placing their
products and taking orders from retailers.
7. Annual Gathering:
All the stockiest meet under one roof at least once a year and then the stockiest whose
performance was best in term of sales is awarded.

76. Page | 76
8. Fun Trip:
A zone wise fully paid fun trip is organized by the company for all the stockiest once a year.
9. Gathering While Launch of New Products:
All the stockiest and their sales man gather when there is a launch of a new product. Company
gives free samples & gifts to stockiest and their sales man.
10. Special Trade Schemes:
Special trade schemes like two SKU free with the 12 SKU.
11. Buyback:
Dabur foods have a scheme of replacement of products which gets expired.
 Promotional schemes used for retailers
1. Trade allowances:
Short term incentives are offered to induce a retailer to stock up more Dabur products.
2. Dealer loader:
An incentive given to induce a retailer to purchase and display the products of Dabur.
3. Trade contest:
A contest to reward retailers those sells the most product of Dabur foods and after a specific
period they are rewarded.
4. Point-of-purchase displays:
Extra sales tools given to retailers by Dabur to boost sales, like danglers, posters, banners etc
helps in promoting sales.
5. Push money:
Also known as "spiffs". An extra commission paid to retail employees to push products. This
kind of practice Dabur hardly follows.

77. Page | 77
6. 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.
7. Demos:
Special demos are given to retailers and even some stands, fridge are given by retailers.
8. Discount Sales:
Some special discounts are given to retailers from time to time, like 1% cash discounts if
payment is made in cash.
9. Retailer Coupons:
Dabur gives some coupons like free lunch for family etc if the retailer buys and sells a specific
amount of products.
10. 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.
11. 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.
12. 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.
13. Bonus Packs:
Time to time Dabur gives bonus packs to retailers like buy 10 get 2 free with that.
14. Free goods:
Dabur gives free goods on the purchase of specific number of goods.

78. Page | 78
15. Cash Rebate:
Generally cash rebate is given by stockiest if retailer makes the payment in cash at the time of
purchase.
16. Product sampling:
Dabur organizes sampling activities for its products which are new, these activities are
generally at the place where footfall is very high.
17. Displays:
Dabur tries to give special displays to the retailers, so that they can display their products on
that.
 Promotional schemes used for consumers
1. Price deal:
A temporary reduction in the price is given to consumer during some festival session by Dabur
foods.
2. Price-pack deal:
The packaging offers a consumer a certain percentage more of the product for the same price (for
example, 25 percent extra).
3. Coupons:
Dabur foods gives coupons during different sampling activities to consumers and it have become
a standard mechanism for sales promotions.
4. Loss leader:
Dabur foods temporarily reduce the price of its popular product in order to stimulate other
profitable sales.
5. On-shelf coupons:
Coupons are present at the shelf where the product is available.

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6. Rebates:
Consumers are offered money back, rebate at different point of time.
7. Money Refunds:
Customer can claim for refund of money if they face some problem with the product.
8. 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.
9. 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.
10. Sampling Activities:
Dabur organizes different sampling actives at different retail outlets.
10. Gift with purchase:
Dabur foods gives gift items with purchase like a glass, spoon etc.
12. Contest /demos:
There are different contests where customers play games and win contests.
13. Festival Sales:
Dabur foods come out with some special offers during festival seasons like buy one get one free.
14. Multi-packs:
Dabur foods have some products in multiple packaging which are comparatively priced lower to
the products sold in a single pack.

80. Page | 80
15. 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.
16. 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.
17. Contact points:
Customer can contact Dabur foods by writing the mail or letter on the addresses given at the back
of Dabur products, or even they can call and visit the Dabur web site.

81. Page | 81
Basic Sale Calling
Day in a life of a SSM
9.00 – 10.00 am
10.30 – 4.30 pm
5.00 - 6.00 pm
1. Reach stockistpointevery day on time at 9.00 am
2. Check the delivery v/s order fromprevious day
3. Ask DA/driver if there were any issues fromprevious day delivery
4. Attend Gate Meeting conducted by SO
5. Pack necessary POS and selling tools in the bag
6. Leave the stockistpointby 10.00 am
1. Complete all calls as scheduled
2. Perform7-step of Call at every outlet
3. Focus on Sales Objectives & Focus Brand for the day
4. Sell and book order using Drishtidevice
5. Achieve Day’s target, Sales objectives, and Efficiency KPI’s
6. Identify potential new Retailers in the route and seek SOs support
7. Build relationship with retailers
1. Reach stockistpoint& sync Drishtidevice.
2. Complete administration work.
3. Communicate market issues to SO. Notify potential outlets to SO
4. Preparefor next day Sales Objectives

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A Standard Way of Calling on Retailers
Service
PresentingPost Call
Pre Call

83. Page | 83
The Dabur Sales Call Has 7 Steps
Pre-Call
1. Planning & Preparation
Service
2. Greet the customer & Introduction
3. Outlet Check
4. Merchandising
Presenting
5. Presentation & Objection Handling
Post-Call
6. Closing & Order Summary
7. Administration

84. Page | 84
Planning & Preparation
Monthly & Weekly Planning (Sales Flighting)
Daily Planning (At Stockist Point)
Pre Call Planning (Before Entering the Outlet)

85. Page | 85
Planning & Preparation
 Monthly Planning?
 Divide month’s target by week
 How?
 When?
 At the Start of the month
 WeeklyPlanning?
 Divide weekly target by beat.
 3 Types of beats
 Gold
 Silver
 Bronze
 TIP: ValueSales is linked to Daily TLSD & Bills Cut.

86. Page | 86
 Daily Planning
 Brief DA about any outlet specific instructions.
 Check for any order cancellations from previous day deliveries.
 Confirm current stock position at stockist point.
 Check with SO for any changes in schemes.
 Ensure Drishti PDA is fully charged.
 Confirm day’s secondary target for beat.
 Confirm day’s TLSD & Bills cut target for beat.
 Check any outlet specific follow-ups of day’s beat from previous week.
 Carry POS material (if available)
 Carry Focus brand/NPD sample
 Carry Trade Scheme Circular
 Carry latest Product detailer
 Personal appearance

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Greet the Customer & Introduction
1. After reaching the retailer point ALWAYS Greet the Customer.
2. If the customer is busy with some consumers, let the retailer.
3. Check & correct displays in the meantime.
4. Is this important? Why?
i. Helps create a positive identity about SSM & Company in mind of Retailer.
ii. Builds a positive, friendly image of the company & the RSA
iii. Makes an impact on the store owner & the staff & draws their attention.
iv. TIP: Do this for every outlet, every day & see the difference.

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Outlet Check
Inquire & Check for existing stock
b) Why?
– Helps in knowing how much physical stock is available.
– Get an estimation of off-take since last visit.
– Helps determine damage & SLOBs (Slow & Obsolete).
b).Check Competition presence
#What should be checked?
– Space changes
– New products launched,
– Price changes & Promotions
– New POS installed etc.
• Is Outlet Check really important???
• Why?
– Off – take will give idea of fast moving products at outlet.
– Allows checking consumer response to any NPD placed in outlet.
– Checking competition presence gives an idea of opportunity for our product. Any
examples?
– It also gives idea of consumer response to competition NPD.
• TIP: If retailer allows, check his godown also

89. Page | 89
Merchandizing
• Is merchandiser available in your territory?
• Then why should we do Merchandizing at outlet?
– Shows ownership
– Forces retailer to take interest
– Helps in building relation
• It will take too much time; I have many more outlets to finish.
– Show an interest.
– If display is dirty, advise retailer to clean. If he allows, take cloth & clean yourself.
– If display has competition product, then remove & place Dabur products in it.
– Retailer is paid by company for exclusive display. We can ask questions if
guidelines are not followed.
– TIP: Jo Dikhtahai, Wohbiktahai!!

90. Page | 90
Presentation & Objection Handling
• Notify retailer about current stock position
– Outlet Check & Merchandizing gives us an idea of current stock position at the
outlet.
– Retailer is not always aware of stock position
• Start order taking with NPD/Focus brand
– Retailer will anyways give order for fast-moving products
– Increases chances of getting order for NPD/Focus brand
– Use product detailer when taking order
Do not give detailer in hand of retailer. Always keep in your hand
Open detailer & show products as per your order taking preference
• Use NPD/Focus brand sample
– Gives retailer idea of look & feel of product
– Gives us chance to explain product features & benefits
• Use scheme story to convince retailer for order quantity
– Use trade scheme circular to confirm schemes available.
– What is scheme story?

91. Page | 91
What is Scheme Story?
• The total calculation of PTR – Price to Retailer
• Used to tell retailer his net earnings from our products.
• For e.g.
What is the Scheme story for below order?
Product Name
Glucose – D
(100 gms + 33% extra)
MRP Rs. 21/- per piece
Retailer Margin 12%
Scheme 12.5% on 3 pieces
Retailer Order 5 pieces
PTR??
Retailer Earning??

92. Page | 92
Product Name
Glucose – D
(100 gms + 33% extra)
MRP Rs. 21/- per piece
Retailer Margin 12%
Scheme 12.5% on 3 pieces
Retailer Order 5 pieces
PTR Rs. 82/-
Retailer Earning Rs. 23/-
“Sir, your margin on Glucose – D is 12% PLUS 12.5% additional scheme is available on
minimum order of 3 pieces.
Your order is of 5 pieces for Glucose – D 100gmspack. At MRP Rs. 21 per pack total product
value is Rs. 105. Your earning in this will be 12% margin + 12.5% scheme on 3 pieces. Your
bill will be of Rs. 82.
Hence, your earning will be Rs.105 – Rs. 82 = Rs. 23/-

93. Page | 93
Presentation & Objection Handling
• Answer all of Retailer’s questions & objections
– Never leave anything unanswered
– Convinces retailer of our commitment & genuine
– What type of questions does a retailer ask?
– Schemes? – Use trade scheme circular to confirm & answer
– Margin & PTR? – Calculate & give approx. figure
– Competition Schemes? – Show earning with Dabur by doing calculation in front
of him
– Pending display money? – Confirm with SO/Stockist before answering. Ask
retailer for support if time required.
– Credit? – only as per guidelines of stockist/SO
– Delivery Issues? - Confirm with SO/Stockist before answering. Ask retailer for
support if time required.
• TIP: The ability to answer questions makes/breaks your relation with retailers

94. Page | 94
Closing & Order Summary
• Drishti shows suggested order for each SKU
• Drishti alerts for order Not taken

95. Page | 95
Closing & Order Summary
• Always check if order is as per suggested order.
• Always check if Focus Brand & NPD billing is done.
• If not, try to push for more.
• When finished,
– Summarize order to retailer, &
– Inform of approximate final bill amount as shown on device.
Administration
• Ensure you visit every outlet as per the day’s beat.
• Deposit collected bills & money.
• At the end of day, sync Drishti PDA at stockist point for final confirmation of order.
• Inform stockist/SO about any market issues OR outlet issues.

96. Page | 96
Patanjali Overview
Founded 2006
Revenue INR 5000cr
Strategy
• Current focus on big segments within the FMCG market
• They are perceived as a brand offering total healthcare solutions
• Caters need of consumers across age groups (15-45 years old)
Operating
Model
•Chikitsalayas (franchise dispensaries)
•Arogya Kendras (health centres which sell Ayurvedic remedies)
•Swadeshi Bhandars (Patanjali outlets for selling Patanjali’s FMCG
products alone)
•Patanjali Megastore
•Open market (for FMCG products alone)
Product & Services
Portfolio
• 800 SKUs across categories like soaps, shampoos, dental care, balms,
skin creams, biscuits, ghee, juices, honey, flour, mustard oil, masala,
sugar, incense sticksetc.
• Over 300 medicines for treating a range of ailments and body
conditions, from common cold to chronic paralysis with doctor
consultation, yogaadvice

97. Page | 97
Patanjali Logo
• The symbol of’ ‘Om’- Hindu religion and Indian traditions forms the core of Patanjali’s
logo.
• A picture of a yogi next to the Om, represents Baba Ramdev- the face of the brand (It
makes easier for Patanjali to win the trust of people- through Ramdev’s fan following)
• A sapling , indicates herbal and natural products of Patanjali
• The strokes of green, white and saffron colours depicts Indian flag- stand for -
Swadeshi i.e Being Indian. LOGO
• Maximum of the products packaging have saffron colour highlighted to target the
large Hindu Religion people.

98. Page | 98
Helicopter View

99. Page | 99
Growth Summary
• Only 19% of Patanjali's revenues are from pure Ayurvedic medicines, while 44% comes
from Herbal / Ayurvedic cosmetics and the remaining 37% comes from foods
• Desi ghee has since become the most popular of Patanjali's products, bringing in INR 442
crore
• Dant Kanti, which was launched in 2010 is already a INR 250 crore brand
• 69% of the sales comes from North India, with desi ghee, atta and mustard oil being the
fastest moving SKUs
• Patanjali made a profit of INR 316 crores (15%) in FY’15 with an EBITDA of 20%
454
849
1,195
2,420
5,000
FY12 FY13 FY14 FY15 FY16F
Patanjali Revenues (INRCrores)
• Source: News articles, Market Researchreports

100. Page | 100
How Patanjali uses modern brand strategy.
The saffron-clad Baba’s forecast was quite eye-catching too — he thinks the brand will double
revenues to Rs. 10,000 crores (~USD 1.5 billion) in India by next year, 2017 — which would
effectively take them past two other-decades old companies — Nestle and Procter & Gamble —
and leave Patanjali second only to Unilever in India, all in just about 10 years.
So what helped them grow this fast? After all, nobody particularly thought that the Indian FMCG
scene was ripe for disruption.
Sure, there will be many parts to this answer. Quality products, or at least the promise of these
will be one reason. Reasonable pricing will be another. Aggressive distribution will be a third.
But I believe the true innovation is something that was probably done without much thought.
A single brand strategy.
The Colgate Company sells brands under its name, Palmolive, Ajax and others.
<img class="progressiveMedia-noscript js-progressiveMedia-inner" src="https://cdn-images-
1.medium.com/max/600/0*Xqw04bLybRdiXX28.png">
Procter and Gamble go further — there’s Gillette, Tide, Pampers, Ariel, Duracell and so much
more.

101. Page | 101
<img class="progressiveMedia-noscript js-progressiveMedia-inner" src="https://cdn-images-
1.medium.com/max/600/0*ZUDIEWVM8PnZrs9m.jpg">
Unilever is the classic proponent of the multi-brand strategy: from Surf and Dove and Lipton and
Lux and Ponds to variants like Surf Excel and Lipton Yellow Label and Lux Supreme and Ponds
Dreamflower and far, far beyond.
<img class="progressiveMedia-noscript js-progressiveMedia-inner" src="https://cdn-images-
1.medium.com/max/600/0*lnskGiwvzsPPfT-z.jpg">
But take a look at the Patanjali range above — whether it’s toothpaste or rice, noodles or
chyavanprash — it’s all under one brand, Patanjali.

102. Page | 102
Flying in the face of traditional brand theory.
Traditional marketing thought has held that one needs to build and nurture a portfolio of brands,
each carefully positioned against a separate audience for a separate need.
Perhaps Baba Ramdev wasn’t the first to cock a snook at this dictum. Richard Branson was one of
the first to get there, with his “Virgin” brand draped around everything from colas to planes,
trains, mobile services and comics.
<img class="progressiveMedia-noscript js-progressiveMedia-inner" src="https://cdn-images-
1.medium.com/max/600/0*W1EqrkmNrXFRRi1Q.jpg">

103. Page | 103
The thinking is straightforward — if you have heard of my brand and like the personality — then
you might be comfortable buying something else I offer. No matter how different the product
category.
The modern technology brand playbook.
Technology brands like Google, Microsoft, Yahoo and others follow this playbook.
The naming formula here is simple: Unique Brand + Generic Sub-brand/category name = Product
Brand name.
Google and Maps makes for Google Maps. Ditto for Google Search. Or even balloons in the
sky — Google Loon.
<img class="progressiveMedia-noscript js-progressiveMedia-inner" src="https://cdn-images-
1.medium.com/max/600/0*pX5QCX3S45DLQmah.png">
The word ‘Microsoft’ is a prefix that fits everything from Mouse and Keyboard to Windows
Server.
Apple’s generic sub-brands are almost category like: Apple iPod, Apple iPhone, Apple iTunes,
Apple iPad and so on.
So what Baba Ramdev is doing is not very different from the new thinking in the business world.

104. Page | 104
The undoubted benefits of a single-brand strategy.
How severe is this problem? Till a few years ago, Nestle marketed over 8,000 brands in 190
countries. Unilever had 1,600 brands across 150 countries and P&G was a bit of laggard with just
250 brands in 160 countries.
But even P&G thought that was a hundred too many, and announced a cull of its brand portfolio
down to ‘just’ 150 in 2014.
But in today’s over-branded, over-communicated world, even that may be 149 brands too many.
Each brand requires its own marketing and promotional budget, its own brand management team.
But cutting it down to 1 brand makes life so much easier.
You were ready to try Google Maps — because you were used to Google Search. You eagerly
waited for the Apple iPhone — because you love your Apple iMac — or were a fan of the Apple
iPod.
Every product, in fact, becomes an advertisement for every other product made by the same
company. Drastically reducing your required marketing spend by some 80% or more.
So, build just one brand. Let the positive rub-off of that glow on everything product you sell
under that brand.
Any downsides?
Sure, one could argue that having different brands insulates you if something goes wrong with
one.
If Maggi went wrong, it shouldn’t affect Nestle’s other brands.

105. Page | 105
But it actually did: You know Maggi made for a small share of the company’s revenues — but one
hit on one brand’s reputation side-swiped the entire company as you’ll see in this stock price
chart.:
<img class="progressiveMedia-noscript js-progressiveMedia-inner" src="https://cdn-images-
1.medium.com/max/600/0*nomnJ0LI8CXjeW7G.jpg">
So what else did Patanjali gain?
It’s harder for a sales guy to go and tell a retailer — listen, please stock Lux and Sunsilk and Dove
and Lifebuoy and Close Up. And easier for one to go up to the man and say — hey just stock
Patanjali — and carry our Salt and Rice and Shampoo and Soap and whatnot. The man believes he
is doing you one favour, not five.
So distribution is easier. And that’s a key win.
Consumer recognition is much better too. The lady who goes to the shops says, “Hey, this is that
Patanjali stuff. I tried the rice, it was okay. Let me try the shampoo too. It seems to be reasonably
priced.” As easy as that.

106. Page | 106
Of course, the products need to live up to the billing. But in this day and age, that’s not very
difficult.
After all, HUL and P&G don’t manufacture their own products — they contract it out to smaller
firms. And you can be more than reasonably sure of quality of product in this day and age when
you outsource it to someone who makes soaps and shampoos and toothpastes for all the brands.

107. Page | 107

108. Page | 108
Annexure

109. Page | 109
Electronic References
 https://www.scribd.com/doc/28860493/Dabur-Honey
 http://www.mbaskool.com/brandguide/food-and-beverages/482-dabur-honey.html
 http://www.slideshare.net/kumardevk/marketing-stretegies-by-baba-ramdev
 http://www.mouthshut.com/product-reviews/Patanjali-Honey-reviews-925790092
 http://info.shine.com/company/dabur-india-ltd/740.html
 http://in.reuters.com/finance/stocks/companyProfile?symbol=DABU.BO
 http://marketingofdaburr.blogspot.in/2012/06/marketing-strategy-of-dabur-india-
ltd.html
 http://www.indianotes.com/research-analysis/company/company-
competitors.php?cc=MTI1NDAxMDM=
 https://www.scribd.com/doc/30449754/Financial-Analysis-of-Dabur-Industries-Pvt
 http://www.moneycontrol.com/competition/daburindia/comparison/DI
 http://www.dabur.com/in/en-us/about/leadership/board-of-directors
 http://www.daburresearch.in/quality.asp
 http://www.daburresearch.in/hr_contact.asp
 https://books.google.co.in/books?id=n8eht9bJ47QC&pg=PA239&lpg=PA239&dq=dabu
r+inventory+stores&source=bl&ots=dFlA6goF8c&sig=CkLmUhDuqxZWr6wP3aL-
QE2cuZY&hl=en&sa=X&ved=0ahUKEwi32KediLvNAhVIO48KHRi1DWEQ6AEIHD
AA#v=onepage&q=dabur%20inventory%20stores&f=false
 https://www.google.co.in/?gfe_rd=cr&ei=VUVqV4j6OOnA8geu4bm4Ag&gws_rd=ssl#q
=dabur+production+department%5C
 http://www.topstockresearch.com/INDIAN_STOCKS/PERSONAL_CARE/TechAnalysi
s_Dabur_India_Ltd.html
 http://craytheon.com/financials/fundamental_stock_analysis_cagr_annual_growth_rate_
trend_chart.php?company=DABUR
 http://shodhganga.inflibnet.ac.in/bitstream/10603/8959/14/14_chapter%203.pdf

110. Page | 110

111. Page | 111

112. Page | 112

113. Page | 113

114. Page | 114
Electronic References
 https://www.scribd.com/doc/28860493/Dabur-Honey
 http://www.mbaskool.com/brandguide/food-and-beverages/482-dabur-honey.html
 http://www.slideshare.net/kumardevk/marketing-stretegies-by-baba-ramdev
 http://www.mouthshut.com/product-reviews/Patanjali-Honey-reviews-925790092
 http://info.shine.com/company/dabur-india-ltd/740.html
 http://in.reuters.com/finance/stocks/companyProfile?symbol=DABU.BO
 http://marketingofdaburr.blogspot.in/2012/06/marketing-strategy-of-dabur-india-
ltd.html
 http://www.indianotes.com/research-analysis/company/company-
competitors.php?cc=MTI1NDAxMDM=
 https://www.scribd.com/doc/30449754/Financial-Analysis-of-Dabur-Industries-Pvt
 http://www.moneycontrol.com/competition/daburindia/comparison/DI
 http://www.dabur.com/in/en-us/about/leadership/board-of-directors
 http://www.daburresearch.in/quality.asp
 http://www.daburresearch.in/hr_contact.asp
 https://books.google.co.in/books?id=n8eht9bJ47QC&pg=PA239&lpg=PA239&dq=dabu
r+inventory+stores&source=bl&ots=dFlA6goF8c&sig=CkLmUhDuqxZWr6wP3aL-
QE2cuZY&hl=en&sa=X&ved=0ahUKEwi32KediLvNAhVIO48KHRi1DWEQ6AEIHD
AA#v=onepage&q=dabur%20inventory%20stores&f=false
 https://www.google.co.in/?gfe_rd=cr&ei=VUVqV4j6OOnA8geu4bm4Ag&gws_rd=ssl#q
=dabur+production+department%5C
 http://www.topstockresearch.com/INDIAN_STOCKS/PERSONAL_CARE/TechAnalysi
s_Dabur_India_Ltd.html
 http://craytheon.com/financials/fundamental_stock_analysis_cagr_annual_growth_rate_
trend_chart.php?company=DABUR
 http://shodhganga.inflibnet.ac.in/bitstream/10603/8959/14/14_chapter%203.pdf

115. Page | 115
Annexure