Dabur Repositioning
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Dabur repositioned itself to target young consumers in India, who represent the largest demographic segment. It modernized its old brand equity and streamlined business operations. Dabur diversified its portfolio across consumer care, health care, and food categories. It introduced five power brands with different positioning strategies and focused specially on growing its market share in South India from 7% to 10% through customized marketing approaches. Dabur also undertook various restructuring initiatives including establishing an international division and implementing an ERP system to support its future growth strategies aimed at leveraging changing demographics, rising incomes, and growth of organized retail in India.
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Dabur Repositioning
- 2. “ The Brand Dabur” turn-around Reasons? Overall slowdown in FMCG sector Stiff competition To target young India- “ the largest segment” Modernize old Brand Equity- “ intangible asset” Streamline/Synergize business operations
- 3. Reinventing the Mother Logo
- 4. Diversified Portfolio Dabur Business category Consumer care division Consumer health Care division Dabur foods Ltd (de-merged With DIL, 07)
- 5. Enter new category; innovate offerings Repositioning as FMCG company Moved away from Umbrella branding strategy Retaining Dabur as corporate brand identity
- 6. Dabur’s New Brand Architecture 5 Power Brands Dabur Vatika Anmol Hajmola Real Health care products Herbal Beauty, Premium image Mass market, Value for money Naughty n Tasty Digestive Umbrella brand for juice and other foods; aimed at up market consumer
- 7. Special focus on South India South India contributed only 7% for Dabur Contributed 25% in overall FMCG sector Dedicated marketing team created Three step approach: POS promotion and better stocking practice Customized packaging and commercials Customized product launch Sales increased from 7% to 10% (2002-06)
- 8. Other important restructuring exercises Dabur International Ltd, Dubai 2003 11.4% of total sales 2005-06 Introduced SAP ERP System-2005 switched to E-Procurement Inorganic Expansion; Balsara
- 10. Growth strategies adopted by Dabur Changing Demography Growth in purchasing power Growth in rural and urban demand Telecom, lifestyle, entertainment et al sectors competing with FMCG for share in consumer’s wallet Growth in organized retail sector
- 11. Thank You!