ASSIGNMENT ON GLOBALIZATION OF DABUR

Submitted to:

Dr. Niladri Das

Submitted by:

Pranav shree(2011mb0024)

Mukul anand(2011mb0027)

Bijay marandi(2011mb0033)

Arijeet mondal2011mb0034)

Pawan kumar(2011mb0035)

Rohan Prakash(2011mb0045)
Globalization @ Dabur:
DEDICATED TO HEALTH & WELL BEING OF EVERY HOUSEHOLD“

Dabur India Limited is the fourth largest FMCG Company in India with Revenues of US$910 Million (Rs
4110 Crore) & Market Capitalization of US$4 Billion (Rs 20,000 Crore). Building on a legacy of quality and
experience of over 125 years, Dabur operates in key consumer products categories like Hair Care, Oral
Care, Health Care, Skin Care, Home Care & Foods.

The origin of Dabur can be traced back to 1884 when Dr. S.K. Burman started a health care products
manufacturing facility in a small Calcutta pharmacy. In 1896, as a result of growing popularity of Dabur
product., in early 1900s, Dabur entered the specialized area of nature based Ayurvedic medicines. In
1919, Dabur established research laboratories to develop scientific processes and quality checks. In
1936, Dabur became a Dabur India (Dr. S.K. Burman) Pvt Ltd. Dabur became a Public Limited Company
in 1986.
Key points about the company:

 Dabur India Limited is India's leading FMCG Company.

 Dabur is currently the 4th LARGEST Indian consumer goods

MANUFACTURING COMPANY ( FMCG ).

 products of Dabur are marketed in more than 50 countries

WORLD WIDE

 Dabur's Health Care Range brings for the customer a wide selectION
of herbal products.

 Dabur Chyawanprash and Hajmola both gives revenue of Rs.100 Crores each

 Dabur Chyawanprash is the leader with 65% share.

Divisions:
 Dabur Nepal Pvt Ltd (Nepal),

 Dabur Egypt Ltd (Egypt),

 Asian Consumer Care (Bangladesh),

 Asian Consumer Care (Pakistan),

 African Consumer Care (Nigeria),

 Naturelle LLC (Ras Al Khaimah-UAE),

 Weikfield International (UAE), and

 Jaquline Inc. (USA)

Growth:

 The need to develop scientific processes and quality checks for mass production of traditional
Ayurvedic medicines leads to establishment of research laboratories in 1919.
 Dabur expands further with new manufacturing units at Narendrapur and Daburgram. The
distribution of Dabur products spreads to other states like Bihar and the North-East in the year
1920.
 Dabur enters into a joint venture with Agrolimen of Spain. This new venture is to manufacture
and market confectionery items in India in 1992.
 Dabur establishes its market leadership status with a turnover of Rs.1,000 crores in 2000.
 Leading consumer goods company in India with 4th largest turnover of Rs.1329 Crore
 2 major strategic business units (SBU) - Consumer Care Division (CCD) and Consumer Health
Division (CHD)
 3 Subsidiary Group companies - Dabur Foods, Dabur Nepal and Dabur International and 3 step
down subsidiaries of Dabur International - Asian Consumer Care in Bangladesh, African
Consumer Care in Nigeria and Dabur Egypt.
  Dabur enters the specialised health care area of cancer treatment with its oncology formulation
plant at Baddi in Himachal Pradesh in 1993.
 Dabur's operations shift to Delhi. A new manufacturing plant is set up in temporary premises in
Faridabad, on the outskirts of Delhi in 1972.
 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 in 1994.

Approach to Globalization
It was in 1987, with the setting up of a plant in an export processing zone near New Delhi, in
north India, that Dabur began looking beyond Indian shores. The initial momentum came from
following its consumers – the Indian Diaspora – to the Persian Gulf region of the Middle East.
Indian consumers there were familiar with Dabur as a brand and preferred its traditional
products. Over the next 10 years, Dabur exported primarily hair oil to the Gulf markets, but did
not yet consider its international business as a focus segment. Sales outside India accounted for
less than six per cent of turnover. It was finally in 2003 that the company articulated its vision
of becoming “a financially successful and internationally respected corporation by occupying
herbal, natural and ayurvedic platforms through successful globalization.”’

 In 1992, Dabur entered into a joint venture with Agrolimen of Spain to

manufacture and market confectionary items in India.
 In 1994, Dabur raised its first IPO.
 In 2000, Dabur achieved a turnover of Rs 1000 crores.
 In 2005, Dabur acquired Balsara.
 Dabur crossed $ 2 billion market cap in 2006.
Diversified Portfolio

Dabur Business
category

Dabur foods Ltd

Consumer care Consumer health
(de-merged
division Care division
With DIL, 07)
Dabur’s New Brand Architecture
5 Power Brands

Dabur Vatika Anmol Hajmola Real

Health Herbal Mass Naughty n Umbrella

care Beauty, market, Tasty brand for
products Digestive juice and
Premium Value for
other
image money
foods;
aimed at
up
market
consumer
The Path Ahead
 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

 Expansion

 Keep Innovating

 Enter organized retail with exclusive customized formats

 Opt out of non-profiting sectors

 Crystal Clear Brand and Product Differentiation

 Consolidate Herbal and Natural differentiation strategy

http://www.dabur.com/en/investors1/presentations/DILInvestorPresentationFeb2010.pdf

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