Sales Strategy of Dabur

ADVERTISING
The new advertising campaigns were taken by 112- year old company to position it as a contemporary, up market company. Forget dada- dadis brand. The 112-year old veteran in pharmaceuticals and hair care, Dabur India limited is swiftly shedding its traditional trappings and turning contemporary and chic. It is not just the product profile that is metamorphosing, through Daburs new offerings Samara cosmetics, Real fruit juices and home made pastes are more trendy than its old brands Pudin Hara, Dabur Amla Hair Oil and Chyawanprash. Far more interesting is the change in the companys positioning. From sedate endorsements from filmstars and rishis. Daburs new preference is for interactive advertising, and its spokes persons are more often than not, attractive young women. The brands have evolved over the years to suit the consumer. The shift from traditional is in tandem with the changing trends in consumer behaviour. Indians have become more aware of their rights and new generation refuses to buy brands just because it is dadajis favourite. It needs more valid reasons to make a choice. Daburs new advertising style gives them valid reasons. The campaigns are intended to give better discounting on bourses. The intense campaigns are a part of Daburs growth strategy which is aimed at: Leveraging on its brand equity by introducing line extensions. Creating a niche for itself by innovative product introductions.
Creative about Home made and Lamoneez campaigns ad conveys the message to the target audience working women in a short span of 15-20 seconds.
DISTRIBUTION CHANNEL
Dabur commenced operations in 1984 and is today a multi-locational, multi-product enterprise. The company has major interests in health and beauty care. Dabur is a leader in ayurveda the traditional Indian health care system. Dabur is one of the few companies in the world to produce Paclitaxel an anti-cancer drug. The company has developed its own eco-friendly process to manufacture this drug from raw material stage. The company has 12 manufacturing plants in India, Nepal and Egypt. Dabur products are also in Dubai. Dabur has a transactional network of 19 offices servicing both rural and urban markets in India. The company has sales and marketing offices in London and Dubai. Dabur products are available in over 50 countries. Dabur has a range of over 500 products covering health and beauty care, bulk drugs, pharmaceuticals, animal health care, foods, cosmetics and natural gums. Dabur has one of Indias largest distribution network.. In 2003 Dabur products estimated 27 retail outlets. This strong distribution network has ensured availability of Dabur
products in almost every part of the country. From the small pan shops to grocery stores, from drug stores to big markets, Dabur products are available in all. It has already deployed as many as 130 representatives to roam rural India, where its market lies, and interact with farmers directly to spread the message of herbal animal health care. This is one of the largest sales source deployed by any company for marketing veterinary medicine in the country.
MARKETING
Having set up a new foods division recently, the Rs. 1050 crore Dabur group has the difficult task of making an impact with its product launches in the market place , initially dominated by mega brands from deep pocketed transactional, and ruled by consumers whose age old eating habits were not easy to change. Moreover Daburs products are range of exotic pastes and packed fruit juice were essentially new concepts which consumers were not familiar with, in branded form at least, in this country. CEO G.C. Burmans search for the best way to stage a big bang entry ended in time based competition. Instead of phasing out the launches of its new products, which would have been tantamount to adding a small drop to an ocean at discrete intervals, he decided to roll out new products in one breathless burst of six weeks, introducing one new brand on every Monday. In the market place Dabur beat every other company planning to introduce products in the same segment, thus gaining almost generic association in the customers mind for some newer brands. On the consumers psyche, the brands blikzkrieg registered Dabur as a modern food
company, helping in dismantling its earlier image of being a vendor of semi medicinal ayurvedic products only, and within the organisation. The imperative for these products only, and within the organisation. The imperative for these rapid fire product launches led to a dramatic quickening of the pace of supporting activities like distribution and production, preparing these processes to respond to the changing demands on them at high speed. Thus, by competing on time, Dabur has given both its product and its internal processes a head start in locking horns with rivals.
STRONG BRAND EQUITY

A vast product portfolio (over 450 products), a modern research base and a strong transactional marketing and distribution network are some of the major factors contributing to the success of Dabur India. The companies product portfolio encompasses product line like herbal health care, beauty care, ayurvedic medicines, ayurvedic veterinary products, pharmaceuticals cosmetics, and natural gums and foods. Dabur is the market leader in most of three product categories in the domestic market. It is also the leading exporter of herbal health care and beauty care products. Having identified its strengths, the company stuck to its crore competencies. While all the 450 products were under one umbrella earlier, the restructuring of its business into six distinct divisions, each headed by an independent professional, has provided Dabur with the much needed focus. The result of this restructuring of its business into six distinct divisions, each headed by an independent professional, has provided Dabur with the much
needed focus. The result of this restructuring are reflected in the 9603 results sales growth of 39% and improvement in the OPM from 9% to 12%. Distribution, marketing and product innovations are the major strength of Dabur. The ability to find need gaps in the market, to develop products accordingly and ensuring the timely availability of these products to consumers have been the hallmark of the company. In the process, it has build a formidable brand equity. One of the most important decisions taken by the company in its formative years was to give the consumers good value for their money. Dabur has grown steadily over the last one decade. To achieve faster growth rates, the company diversified into areas where its strengths could be utilised.

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ADVERTISING

STRONG BRAND EQUITY

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