ACKNOWLEDGEMENT

I would like to whole hearty thank and express my sincere gratitude to Prof. Y.S. Thakur Head of the Department of Faculty of Management Studies Dr. Hari Singh Gour Central University, Sagar for suggesting me this problem and for giving an insight in dealing with the subject

.I am highly obliged to Prof. Y.S. Thakur, Miss Mayuri Jain, Dr. Shree Bhagwat, Miss Pragya Bhargava, Miss. Priyanka Jhakariya, Miss Devagya Shrivastava, Mrs. Jyoti Pandey, Mr. Ankur Randheliya Mr. Girbal singh Lodhi, and All Faculty member, for guiding me in various aspects of this project like conducting field work and designing questionnaire and suggesting me the Project Work and helping me in finalising the Report. I express my gratitude to all the customers who very kindly discussed various aspects of this study and provided useful suggestions for discussing various problems.

Lastly, I Must express my gratitude to all the elders of the family and citizen of the city who blessed me in course of discussion. I also extend my sincere thanks to my family and my friends for their encouragement and support.

(POOJA PATEL) B.B.A II Semester

DECLARATION BY THE CANDIDATE

Date : I declare that the project report titled " DABUR " on Market Segmentation is nay own work conducted under the supervision of Miss Shakuntala yadav Department of Business Management Dr. Hari Singh Gour Central University Sagar To the best of my knowledge the report does not contain any work , which has been submitted for the award of any degree , anywhere.

(POOJA PATEL) B.B.A IInd Semester

CERTIFICATE
The project report titled "DABUR " been prepared by Miss Pooja Patel B.B.A II Semester , 16th Batch under the guidance and supervision of Miss Shakuntala Yadav for the partial fulfillment of the Degree of B.B.A.

Signature of the Supervisor

Signature of the Head of the Department

Signature of the Examiner

PREFACE
The Project work is field which uses tools and techniques to transfer subjectivity in the environment into objectives, also the findings of the research, when applied show results, which can be measured and evaluated so there is feedback this is what makes it a dynamic activity.

This survey is an analytical study of a different facts of the product. The focus is given on the Brand profile. This project entitled Company Profile of AMUL, is for the partial fulfillment of B.B.A.(Hons) Degree. The idea behind this project is to give practical knowledge and to make them to face real life situation. The project survey is commonly used for the collection from the respondents through questionnaire. In this method statistical techniques have been used systematically. This project survey is not only with my own efforts but also that of others.

AARTI LODHI BBA II SEM. 16TH BATCH

TABLE OF CONTENT
Chapter-1 Introduction
1.1 1.2 1.3 1.4 1.5 1.6 Executive Summary FMCG Sector Overview Company Overview
FINANCIAL REPORT

Company History Product Line of Dabur

1.7

SWOT Analysis

Chapter-2 Objective & Methodology

2.1 2.2 2.3 2.4 2.5 2.6 Overview of Hair Oil Segment Overview of Vatika STP Analysis of Vatika Hair Oil Marketing Mix of Vatika hair Oil Advertising Competitor Analysis of Vatika Hair Oil

Chapter-3 Conceptual Discussion (Theoretical Backdrop & Literature Review)

3.1 3.2 3.3 3.4 Customer Questionnaire of Vatika Hair Oil Customer Survey Results of Vatika Hair Oil Retailer Questionnaire of Vatika Hair Oil Retailer Survey Results of Vatika Hair Oil

Chapter-4 Data Analysis

4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11 STP Analysis of Dabur Chyawanprash Marketing Mix of Dabur Chyawanprash Competitor Analysis of Dabur Chyawanprash Customer Questionnaire of Dabur Chyawanprash Customer Survey Results of Dabur Chyawanprash Retailer Questionnaire of Dabur Chyawanprash Retailer Survey Results of Dabur Chyawanprash Ansoffs Product Market Expansion Grid The BCG Growth-Share Matrix The New Dabur Entity The Future of Dabur con

Chapter-5 Findings and Recommendations

5.1 5.2 Recommendations References

OVERVIEW
The Indian FMCG sector is the fourth largest sector in the economy with a total market size in excess of US$ 13.1 billion. It has a strong MNC presence and is characterized by a wellestablished distribution network, intense competition between the organized and unorganized segments and low operational cost. Availability of key raw materials, cheaper labour costs and presence across the entire value chain gives India a competitive advantage. The FMCG market is set to treble from US$ 11.6 billion in 2003 to US$ 33.4 billion in 2015. Penetration level as well as per capita consumption in most product categories like jams, toothpaste, skin care, hair wash etc in India is low indicating the untapped market potential. Burgeoning Indian population, particularly the middle class and the rural segments, presents an opportunity to makers of branded products to convert consumers to branded products. Growth is also likely to come from consumer 'upgrading' in the matured product categories. With 200 million people expected to shift to processed and packaged food by 2010, India needs around US$ 28 billion of investment in the food-processing industry. India is one of the largest emerging markets, with a population of over one billion. India is one of the largest economies in the world in terms of purchasing power and has a strong middle class base of 300 million. Around 70 per cent of the total households in India (188 million) reside in the rural areas. The total number of rural households is expected to rise from 135 million in 2001-02 to 153 million in 2009-10. This presents the largest potential market in the world. The annual size of the rural FMCG market was estimated at around US$ 10.5 billion in 2001-02. With growing incomes at both the rural and the urban level, the market potential is expected to expand further.

COMPANY OVERVIEW

Over its 120 years of existence, the Dabur brand has stood for goodness through a natural lifestyle. An umbrella name for a variety of products, ranging from hair care to honey, Dabur has consistently ranked among Indias top brands. Its brands are built on the foundation of trust that a Dabur offering will never cause one harm. The trust levels that this brand enjoys are phenomenally high. While Ries and Trout may ask What does Dabur stand forshampoo or digestive tablets? The answer is fairly simple, it stands for Indias fourth largest fast moving consumer goods company that both consumers and trade respect and trust unequivocally, and which has an annual turnover of over Rs 15 billion. The company has kept an eye on new generations of customers with a range of products that cater to a modern lifestyle, while managing not to alienate earlier generations of loyal customers. Dabur is an investor friendly brand as its financial performance shows. There is an abundance of information for its investors and prospective information including a daily update on the share price (something that very few Indian brands do). Theres a great sense of responsibility for investors funds on view. This is a direct extension of Daburs philosophy of taking care of its constituents and it adds to the sense of trust for the brand overall.

CONTENTS
S.No. (A) (B) (C) (D) TITLE Page No.
Preface Acknowledgement Declaration of the Candidate Certificate 1 INTRODUCTION Objective History Overview (introduction) Company Overview 2 COMPANY PROFILE Product Line STP Analysis

Marketing Mix and competitor Analysis Distribution The New Dabur Entity

3 RESEARCH METHODOLOGY

Data Collection

4 SWOT ANALYSIS Strength, Opportunity, Thearth, Weakness 5 DATA ANALYSIS & INTERPRETATION Graphical Presentation Financial Report 6 CONCLUSION 7. LIMITATION 8. SUGGESTION & RECOMMENDATION

Reference o Questionnaire o Bibliography

FINANCIAL REPORT

Rs (Crores)
2006-2007 Turn over (including other income) Profit before tax Add: Provisions of earlier yr written back 1280.22 165.02 165.02 Less: provision for taxation - current : provision for taxation Deferred : provision for taxation for earlier yr PROFIT AFTER TAX Add: Balance in profit & loss account b/f From the previous yr Transferred from debenture Redemption Reserve Transferred from investment Allowance Reserve Transferred from Investment Deposit Revenue PROFIT AVAILABLE FOR APPLICATION APPROPRIATION TO: General Revenue Capital Revenue Interim Dividend paid Final Dividend proposed Corporate tax on Dividend Balance carried over to Balance sheet TOTAL 25.15 28.63 42.96 9.77 125.23 231.74 22.50 1.56 17.17 40.07 7.34 81.12 169.76 231.74 169.76 1.82 0.83 -2.50 13.00 4.00 0.05 147.97 81.12 2005-2006 1159.02 113.44 0.20 113.44 8.75 3.49 00.26 101.14 66.12

COMPANY HISTORY DABUR HISTORY

Dabur India Limited, established in 1884, is one of the oldest health and personal care companies of India. This young man, Dr. S.K. Burman, laid the foundation of what is today known as "Dabur India limited". From a humble beginning in 1884, as a manufacturer of traditional medicine in Calcutta, Dabur has come along way to become a multi-facet, multi- locational and multi-product modern Indian

corporation with a global presence. It now enjoys the distinction of being the largest Indian F.M.C.G. company and is poised to become a true Indian multinational. The phenomenal progress has been many milestones. . Dr. S.K. Burman lays the foundation of what is today known as Dabur India Limited. Starting from a small shop in Calcutta, he began a direct mailing system to send his medicines to even the smallest of villages in Bengal. The brand name Dabur is derived from the words Da for Daktar or doctor and bur from Burman.

1884 1896 Early 1900s 1919 1920 1936 1972 1979 1986 1992 1993 1994 1995 1996 1997 1998 2000

Birth of Dabur Setting up a manufacturing plant Ayurvedic medicines Establishment of research laboratories Expands further Dabur India (Dr. S.K. Burman) Pvt. Ltd. Shift to Delhi Sahibabad factory / Dabur Research Foundation Public Limited Company Joint venture with Agrolimen of Spain Cancer treatment Public issues Joint Ventures 3 separate divisions Foods Division / Project STARS Professionals to manage the Company Turnover of Rs.1,000 crores

PRODUCT LINE
Foods

Real Real Activ Hommade Lemoneez Capsico Shankha Pushpi Dabur Balm Sarbyna Strong

Personal Care Hair Care Oil Amla Hair Oil Amla Lite Hair Oil Vatika Hair Oil Anmol Sarson Amla

Hair Care Shampoo Anmol Silky Black Shampoo Vatika Henna Conditioning Shampoo Vatika Antidandruff Shampoo Anmol Natural Shine Shampoo

Oral Care Dabur Red Gel Dabur Red Toothpaste Babool Toothpaste Dabur Lal Dant Manjan Dabur Binaca Toothbrush

Skin Care Gulabari Vatika Fairness Face Pack

SWOT ANALYSIS OF DABUR

STRENGTHS Strong presence in well defined niches( like value added Hair Oil and Ayurveda specialties) Core knowledge of Ayurveda as competitive advantage Strong Brand Image Product Development Strength Strong Distribution Network

WEAKNESS Seasonal Demand( like chyawanprash in winter and Vatika not in winter) Low Penetration(Chyawanprash) High price(Vatika) Limited differentiation (Vatika)

OPPORTUNITIES Untapped Market(Chyawanprash) Market Development Export opportunities. Innovation Increasing income level of the middle class Creating additional consumption pattern

THREATS Existing Competition( like Himani, baidyanath and Zandu for Dabur Chyawanprash and Marico,Keo Karpin, HLL and Bajaj for Vatika Hair Oil)

THE HAIR OIL SEGMENT

In the last quarter of the previous century Indian women have imbibed global mores, ethics, fashions and styles in a remarkable way. Yet the popular iconography of Indian beauty still associates them with beautiful fair skin and dark, long lustrous hair a commonly accepted definition of beauty in Indian society. Across the country, mothers spend endless hours teaching their daughters what their mothers had taught them about maintenance of their natural beauty taken primarily as caring for the skin and hair. In the hair care regime, of the numerous prescriptions none is more universally accepted than the oiling of hair for nourishment and use of homemade concoctions of henna and shikakai paste for conditioning them. It would come as a surprise to only a few that hair oils have a penetration of almost 98% (Source: IRS 2003). Of the branded market, hair oils form a major chunk accounting for Rs. 13 billion with coconut hair oils as the prime segment at Rs. 9.1 billion. (Source: ACNielsen ORG-MARG 2003).

OVERVIEW OF VATIKA:
The Vatika brand was launched in 1995 with Vatika Hair Oil as its first product. In the very first year of its launch it crossed Rs. 100 million in turnover. Over the years, Vatika has come to be amongst the companys highest selling brands. It was joined in 1997 by Vatika Henna Cream Conditioning Shampoo and later, in 2000, by Vatika Anti-Dandruff Shampoo. In 2003, brand sales crossed Rs. 1,000 million. From the companys perspective, Vatika is expected to continue to drive its growth in the years to come. With its innovative offerings, the brand aims to become a frontrunner in the market for hair care and skin care products. Vatika is a comparatively young brand but is already acknowledged for the qualitatively influential and pioneering role that it has played in the evolution of the categories it has had a presence in. Currently, the total annual sales of Vatika products are over Rs. 1,000

million. Of this, Vatika Hair Oil enjoys a 6.4% market share in the coconut hair oil category (Source: ACNielsen ORG-MARG, 2003). Vatika has not just been successful in garnering a premium image but, today, stands as the preferred and trusted brand of 11.1 million users (Source: IRS Household Data).

STP ANALYSIS OF VATIKA HAIR OIL

SEGMENTATION Vatika Hair Oil was launched at an almost 100% premium to the market leader. This meant that the segment of the market that dabur wanted to cater to was the premium segment which valued nourishment of the hair above the price and it tried to attend to that segment which was not price sensitive. TARGETING This was in line with its proposition and overall brand strategy of a premium up-market product targeted for individual needs as opposed to the collectivist culture of the category. It targeted the high income urban category of hair oil users. Since the product was expensive it could mainly cater to the urban market as opposed to the rural market where consumers are highly price sensitive. Being positioned as having amla, henna and lemon extracts, the product was targeted towards the young, contemporary, educated, multi-faceted, achievement-driven and confident women who were positioned as the Vatika Woman. POSITIONING Total hair Care brand: The product innovation was fed by the vital consumer insight that many women in contemporary India are worried about hair problems.

MARKETING MIX OF VATIKA HAIR OIL

Vatika Hair Oil has made a huge impact with its innovative product offering, pricing strategy, easy availability and promotion campaigns. In the marketing mix of Dabur, we shall be discussing the 4 Ps of marketing mix with respect to Vatika Hair Oil. The mix shall be analyzed as followed: Product Price Place Promotion Price List Price Discount Financing Schemes Credit Terms Promotion Advertising Promotion Public Relations Sponsorships Internet Marketing Place & Channels Location Inventory

Product Product Variety Quality Design Features Brand Names Services

PRODUCT:

Brand Name: Vatika in Hindi means garden. The brand attempts to live up to the promises beauty and nature that are associated with its very name. Starting with these associations Vatika has assiduously built a brand that delivers on all these values through its various product offerings, the mother brand being Vatika Hair Oil.. Innovative product offering:. Vatika Hair Oil is coconut hair oil with special ingredients adding value to the product. While coconut oil has been regularly used by Indian women as a basic hair nutrient, a combination of herbs and natural products such as henna, amla and lemon have been used for special hair needs. Coconut hair oil provides nourishment to the hair, while henna along with other herbs coat the hair and protect it from oxidation, thereby maintaining its natural colour. Amla strengthens hair roots and helps maintain their natural health and thickness. Lemon with its astringent action controls sebum flow and helps in prevention of dandruff. Apart from henna, amla and lemon, it also contains other natural ingredients like brahmi, neem, bahera, kapurkachari, harar, dugdha and sugandhit dravyas. Packaging: The qualities of Vatika products, ascribed to the brand by hundreds of thousands of satisfied consumers, have been further underlined by its attractive packaging. In a category dominated by blue packs as analogous of pure coconut oils, Vatika broke the norm with its white and green bottle with a mushroom cap. The green-and-white colours, used in its packaging, reflect the brands natural ancestry and give it a premium look. These also help Vatika stand out in the cluttered environment of Indian retail.

Available in: Bottles Flip cans 75 ml, 150 ml, 300 ml 150 ml, 300 ml

Flip cans were introduced for the winter season. Quality: Vatika products contain natural ingredients that have been blended together through scientific processes at Daburs in-house research laboratories. Dabur Research Foundation has more than 100 scientists working together to make superior quality products that match international standards.

PRICE:
In the traditional coconut hair oil category, which presumably had price sensitive consumers, Vatika Hair Oil with its value added proposition henna, amla and lemon in a pure coconut oil broke this myth when it launched at almost a 100% premium to the market leader; even with such a pricing strategy it was able to garner a significant share from the leader in the very first year of its launch.

The table above shows that Dabur Vatika is one of the highest priced of hair oils since it targets the higher income class and also that the prices have remain unchanged since 1999.

PLACE
Vatika products including Vatika Hair Oil are sold in 38 countries through more than 15 lakh retail outlets and 5,000 distributors who service the entire country

through a wide marketing network.

Daburs distribution network extends beyond India in the following countries as well: Distribution Network

Central, North & South America Australia Asia Middle East

PROMOTION:
Vatika the key focus brand of the company has always been well supported. The company realized early that, from the perspective of brand building, it was vital to invest in this brand.

. Vatika Hair Oils first promotion: It focused on the key benefit beautiful hair without hair problems that came about as a result of the extra nourishment through the value addition of henna, amla and lemon-derived additives. Creating conceptual awareness: In the initial phase of the communication, the marketing objective was to create conceptual awareness about the new product the goodness of coconut oil enriched with natural herbs. Vatika was firmly established as the leader in the new category of value-added hair oils and its promotion campaign was so successful that the product segment itself came to be identified with Vatika.

COMPETITOR ANALYSIS
The key competitors of Dabur in the Hair Oil segment are Keo Karpin, Emami, Bajaj, Marico, HLL which together with Dabur have about 64% of India's domestic market. Dabur is one of India's largest player in the hair oil segment and the fourth largest producer of FMCG. It was established in 1884, and had grown to a business level in 2003 of about 650 million dollars per year. Dabur Hair Oils have a market share of 19%. We have tried to analyse the competition for Dabur in the Hair Care segment as follows:

Keo Karpin, a fifty-year old brand, is a pioneer in the light hair oil category. The pleasantly perfumed hair oil has its main market in the Hindi belt and also has significant presence in eastern and western India. Its share is 6% of the total hair oil market.

Emami has existence in hair oil market through Himani Navratan oil and Himani Oil. Emami has taken Madhuri Dixit as brand ambassador for emami oil and Amitabh Bachchan for Himami Navratan Oil. Overall it has a share of 4% in hair oil market. Bajaj has two flagship oil brands - Bajaj Brahmi Amla and Bajaj Almond Drops currently have a value share of 19 per cent and 12 per cent in their respective oil categories as per ORG-Marg. Besides, the company has also decided to enhance its retail presence by nearly 20 per cent from the existing 5 lakh retail outlets in an attempt to reach the rural parts. Overall it has a market share of 4% in hair oil market.

CONSUMER QUESTIONAIRRE- DABUR VATIKA HAIR OIL

Dear Respondent, Thanks for sparing few minutes to fill this questionnaire, which will help us to study the consumer perception for hair oil. Any information provided by you will strictly be used for Academic Purpose. 1. Which brands of hair oil are you aware of? Parachute Keo Karpin Nihar Hair And Care Dabur Vatika Parachute Keo Karpin Nihar Hair And Care Dabur Vatika

2. Which brand of Hair Oil do you use?

3. What are the primary reasons for which you use this particular brand? Non sticky Brand Loyalty Fragrance Price

4. How did you get to hear about this brand? TV Internet

 5.

Word of Mouth Print

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

6. Which pack size do you prefer? 75 ml 150 ml 300 ml

7. How often do you buy? Once in 15 days Once a month Once in two months

CUSTOMER SURVEY RESULTS DABUR VATIKA

AWARNESS LEVEL
100 80 60 40 20 0 PARACHUTE NIHAR DABUR VATIKA
PERCENTAGE

PREFERRED BRAND
40 35 30 25 20 15 10 5 0

PERCENTAGE

PARACHUTE

NIHAR

VATIKA

RETAILER SURVEY RESULTS

DABUR CHYAWANPRASH 1. Which brands of Chyawanprash do you stock?
100 80 60 40 20 0 ZANDU HIMANI BAIDYANATH DABUR PERCENTAGE

2. Out of these which are the most preferred?

80 70 60 50 40 30 20 10 0 ZANDU HIMANI BAIDYANATH DABUR

RATING(1-LOW 5-HIGH)

MARKETING MIX OF DABUR CHYAWANPRASH

Dabur Chyawanprash is the market leader in the chyawanprash segment and has achieved this with its innovative product offering, pricing strategy, easy availability and promotion campaigns. In the marketing mix of Dabur, we shall be discussing the 4 Ps of marketing mix with respect to Dabur Chyawanprash. The mix shall be analyzed as followed: Product Price Place Promotion Price List Price Discount Financing Schemes Credit Terms Promotion Advertising Promotion Public Relations Sponsorships Internet Marketing Place & Channels Location Inventory

Product Product Variety Quality Design Features Brand Names Services

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

Sri Baidyanath Ayurvedic Bhawan Ltd. (Baidyanath for short) was founded in 1917 in Calcutta, and specializes in Ayurvedic medicines, though it has recently expanded into the FMCG sector with cosmetic and hair care products; one of its international products is Shikakai (soap pod) Shampoo.Its Chyawanprash has a market share of 10%. Zandu Pharmaceutical Works was incorporated in Bombay in 1919, named after an 18thcentury Ayurvedic. The company focuses primarily on Ayurvedic products (in 1930, pharmaceuticals were added, but the pharmaceutical division was separated off about 30 years later). The Emami Group, founded in 1974, provides a diverse range of products, doing 110 million dollars of business annually, though only a portion is involved with Ayurvedic products, through its Himani line; the company is mainly involved with toiletries and

cosmetics, but also provides Chyawanprash and other health products. Its market share is 12%.

CUSTOMER SURVEY RESULTS DABUR CHYAWANPRASH

AWARNESS LEVEL
100 80 60 40 20 0 ZANDU HIMANI BAIDYANATH DABUR PERCENTAGE

PREFERRED BRAND
60 50 40 30 20 10 0 ZANDU HIMANI BAIDYANATH DABUR PERCENTAGE

DISTRIBUTION
Supply chain: Dabur has steadily improved its procurement and distribution systems to achieve a significant reduction in material costs. Dabur has an extensive supply chain and distribution network that has grown and spans 29 factories, 47 stocking points, 4 zonal offices, a dozen manufacturing locations, six mother-warehouses and over 50 Carrying and Forwarding Agents(CFAs) that distribute more than 1,000 SKUs to several thousand stockists and dealers. MIS: An in-house developed, easy-to-use, Intranet based data-warehouse displays asof-yesterday sales, stock, receivables, banking, and other MIS. Over 5,000 ASP pages meet almost all reporting requirements and make this a single source of MIS for all levels of decision makers. VSATs: This Success paved the ground for the company's supply chain initiative. Fiftyfive Ku Band TDMA VSATs were used to link primary distributors to the system. Factories were hooked up using PAMA (Permanent Assigned Multiple Access) VSATs. At some locations VPNs had to be used because it was not possible to set up a dish. The integrated primary and secondary system has a number of unique features. The features like tight integration of schemes, stockists credit limit control, automated banking of cheques, and online cheque reconciliation have obvious advantages in the primary distribution. These are basically extensions to the MFG/PRO ERP system and not core customizations. The integrated system allows each Area Manager to plan for the month's sales forecasts, stockists performance, and sales officers' performance. The integration allows better control on pipelines in primaries and secondaries, brings down inventories, and offers better control on production and sales against a confirmed forecast. The idea is to increasingly shift focus from primaries to secondaries. Schemes based on secondary volumes will help control secondary pipelines and sales. Primary sales will therefore come from a resultant 'pull' from secondary replenishments. Further, sales order servicing can be improved by taking orders through the Internet, and by setting stocking norms and replenishing stocks to improve ROI of stock holders.

THE NEW DABUR ENTITY

The New Dabur Identity modernizes the 100-year old equity of the Dabur brand by subtly transforming the tree. While it retains the essence of the banyan tree, it now projects a contemporary image, in consonance with today's lifestyle. The tree, a symbol of nature, is indelibly regarded as a provider of shelter, food and protection. On a metaphysical plane, the tree is regarded as sacred, trustworthy and a symbol of fertility. The new Dabur identity retains these enduring and valuable attributes, while it adds a fresh, healthy and holistic dimension to the tree. 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 harbours in its foliage, as well as in the shade 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. Keeping these vital associations in mind, the tree in the new Dabur identity has been carefully created to communicate Dabur's invaluable 100-year old legacy

SUGGESTION & RECOMMENDATIONS

Focus on growing core brands across categories. Reaching out to new geographies, within and outside India. Improve operational efficiencies by leveraging technology. Be the preferred company to meet the health and personal grooming needs of our target consumers with safe, efficacious, natural solutions by synthesizing the deep knowledge of ayurveda and herbs with modern science. Provide consumers with innovative products within easy reach. Vatika hair care centre: On the lines of Maricos Kaya Skin Clinic, Dabur could start a venture called Vatika hair care centre which would provide total hair care solutions. It could have hair care experts to solve hair problems. Services could include dandruff treatment, straightening of hair, treatment for split ends,etc. Position Dabur Chyawanprash as not more of a medicine but as something which is necessary for health. More initiatives like Dabur ki Deewar to increase brand visibility. It is an initiative to occupy shelf space.

RESEARCH METHODOLOGY
As the purpose of the project report is to analyse the consumable products successfully launched in the last three years. The data was collected with the help of Secondary Data sources.

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

CONCLUSIONS
Johnson and johnson Spreads its talent globaly by its fair and effective quality. It play an crucial role in the child product and its future plan strategy show its future platform ( Growth). It is one of the famous brand of child product. Johnson and johnson product earlier used to come in cream but now it increase its activity (Product) in other area such as oil, Body lotion, Moisture Cream, Powder, Face wash etc.

 BIBLIOGRAPHY
Books: Marketing Management: Twelfth Edition Philip Kotler & Kevin Lane Keller Websites: www.dabur.com www.tutor2u.net www.brandchannel.com www.blonnet.com www.superbrandsindia.com

OBJECTIVE
To find out market strategy regarding product and service. Knowledge about the competitive market. To know the goodwill as demand of the product in world Information related to consumer satisfaction and his use.

LIMITATION
TIME CONSUMING

It is a time consuming activity.

COSTLY

In the preparation of project lot of money Waste

REQUIRED EFFORTS

It takes many efforts to complete the project in searching magazine, news paper and Internet.

LACK OF SECONDARY DATA Proper Secondary Data was not Available