PUNE INSTITUTE OF BUSINESS MANAGEMENT

APPROVED BY AICTE, MINISTRY OF HRD, GOVERNMENT OF

INDIA

1st SEMESTER PROJECT REPORT

ON
DABUR (MESWAK)

(BATCH: 2018-20)

SUBMITTED BY:

KAJAL SINGH

PGDM
SECTOR INFORMATION
INTRODUCTION

FMCG sector is the 4th largest sector in the Indian economy with household and personal care
accounting 50% FMCG sales in India.

MARKRET SIZE

The retail market in India is estimated to reach US$ 1.1 trillion by 2020 from US$ 840 billion in
2017 , with modern trade expected to grow at 20%-25% per annum , which is likely to boost
revenues of FMCG companies.

Revenues of FMCG sector reached RS 3.4 lakh crore (US$ 52.75 billion) in FY18 and are
estimated to reach US$ 103.7 billion in 2020.

The sector witnessed growth of 16.5% in value terms between July - September 2018.

INVESTMENTS / DEVELOPMENT

The government has allowed 100% Foreign Direct Investment (FDI) in food processing and
single-brand retail and 51% in multi-brand retail.

The sector witnessed healthy FDI inflows of US$ 14.67 Billion during April 2000 to March 2019.

GOVERNMENT INITIATIVES

The Government of India has approved 100% Foreign Direct Investment (FDI) in the cash and
carry segment and in single-brand retail along with 51% FDI in multi-brand retail.

The Government Of India has drafted a new Consumer Protection Bill with special emphasis on
setting up an extensive mechanism to ensure simple , speedy , accessible , affordable and
timely delivery of justice to consumer
ACHIEVEMENTS

Number of mega food parks ready increased from 2 between 2008-14 to 13 between 2014-18.

Preservation and processing capacity increased from 308,000 during 2008-14 to 1.41 million
during 2014-18

The number of food labs increased from 31 during 2008-14 to 42 during 2014-18.

GDP CONTRIBUTION TO THE INDIAN ECONOMY

CONTRIBUTION

OTHERS
22% FMCG
27%

REAL ESTATE
3%

CONS .DURABLES
4%
SERVICES AUTO
4% 9%
EDUCATION
5%
BFSI E-COMMERCE
5% 8%
TELECOM RETAIL
6% 7%
FMCG AUTO E-COMMERCE RETAIL TELECOM BFSI
EDUCATION SERVICES CONS .DURABLES REAL ESTATE OTHERS
HISTORICAL GROWTH OBSERVED IN FMCG IN LAST FIVE YEARS

2014
38.8

2015
43.1

2016
49

2017
52.8

2018
68.4

0 10 20 30 40 50 60 70 80
US$ BILLION
HISTORY OF DABUR

 In 1884, Dr. S. K Burman launches his mission to make health care products in Calcutta.
 In Early 1900s, Production of Ayurvedic medicines Dabur identifies nature-based
Ayurvedic medicines as its area of specialization. It is the first Company to provide
health care through scientifically tested and automated production of formulations
based on our traditional science.
 In 1930, Automation and up gradation of Ayurvedic products manufacturing initiated.
 In 1936, Dabur (Dr. S K Burman) Pvt. Ltd. Incorporated
 In 1972, Dabur’s operations shift to Delhi. A new manufacturing plant is setup in
temporary premises in Faridabad on the outskirts of Delhi.
 In 1975, The Company was incorporated on 16th September for manufacture of high
grade edible & industrial guargum powder and its sophisticated derivatives. It was
incorporated in the name of Vishal Chemical (India) Ltd.
 In 1979, Commercial production starts in the new Sahibabad factory of Dabur, one of
the largest and best equipped production facilities for Ayurvedic medicines.
 In 1984, Dabur completes 100 years
 In 1992, Beginning a new chapter of strategic partnerships with international
businesses, Dabur enters into a joint venture with M/s. Guldenhorst BV Netherland. This
new venture is to manufacture and market confectionery items in India.
 In 1994, New products launched were `Dentacare,' Vatika and Lactonic which were well
received in the market. Also company signed a MOU with Osein Internatinal Ltd. for
manufacture of biscuits, snack, foods & other products in India.
 In 1995, 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.
 In 1996, The company launched Madhuvanni an anti-cough preparation
 In 2000. Dabur establishes its market leadership status with a turnover of Rs.
1,000crores.
 In 2002, Dabur India Ltd has informed that Mr. Ninu Khanna has resigned as Chief
Executive Officer and Director of the Company and the resignation has been accepted.
 The Board of Directors of Dabur India Ltd has appointed Mr. Sunil Duggal as Chief
Executive Officer of the company wef July 01, 2002
 In 2006, Moving forward on the inorganic growth path Dabur India decides to raise up
to $200 million from the international market through bonds, FCCBs, GDR, ADR, QIPs or
any other securities.
 In 2008, Dabur India - Launch of First Retail Store by Subsidiary Company
 In 2009, Dabur launched Odomos Naturals, a range of personal application mosquito
repellents packed with Aloe Vera and Citronella with two options, cream and lotion.
Also Dabur Red Toothpaste becomes the Dabur's ninth Billion Rupee brand. Dabur Red
Toothpaste crosses the billion rupee turnover mark within five years of its launch.
 In 2012, 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.
 In 2015, Brand Real, Vatika and Amla cross the Rs. 1,000-Crore turnover mark.
 In 2016. Dabur Gulabari and Dabur Lal Dant Manjan clock a turnover of Rs. 100 Crore
each.
 In 2017, Dabur India has tied up with e-commerce major Amazon for an online Ayurveda
marketplace which will house all ayurvedic brands and products available in the country.
 MARKET SHARE

6%
14% Oral care
Skin care
5%
23% Foods
Health supplements
Digestives
19%
OTC & Ethicals
9%
Hair care
6% Home care
18%

www.blog.sanasecurities.com%2Fdabur-india

COMPETITOR ANALYSIS

S. NO COMPANY CEO EMPLOYEES REVENUE

DABUR MOHIT MALHOTRA 7144 $1.2B

1 HUL SANJIV MEHTA 18000 $5.6B

2 COLGATE NOEL WALLACE 34500 $15.7B

PALMOLIVE
3 PARLE AGRO SCHAUNA CHAUHAN 300 $78.3M

4 RUCHI

DINESH SHAHRA 3133 $1.8B

5 PATANJALI ACHARYA 200000 $1.6B

BALKRISHNA

NEWS

 Dabur India Q4 net profit dips 6.5%- 2 MAY 2019

 Dabur India FMCG business up 13 pc backed by 11 pc volume growth- 5 MAY 2019
 Dabur hopes for consumer revival soon; suggests these measures to tackle rural distress
- 28 MAY 2019
 Vatika Awarded Super brands Status in UAE 2019- 18 JUNE 2019
 Vatika Naturals introduces Worlds first Hair Oil Innovation to the UAE- 23 SEP 2019
 "Nikita's Story: A look at Dabur's CSR Initiatives" on YOUTUBE- 8 OCT 2019
 Dabur India gains 4% post Q2 results; stock nears record high- 5 NOV 2019

SWOT ANALYSIS

STRENGTH-
 Strong distribution network
 Strong brand image and product
development strength of Dabur
 It has presence in around 60
countries across the world
 It is the world’s largest ayurvedic
medicine provider
 Dabur product categories include
WEAKNESS-
 Dabur doesn’t have direct company
outlets
 Lack of awareness of products by
customers
 Doctors prescribe allopathy medicines
as they get more incentives from
medical companies and the share of
 health care, personal care, foods, ayurvedic companies are less
home care, consumer health – compared to allopathy
OTC/ethical, professional range  Fake product sold under the name of
Dabur

OPPORTUNITIES- THREATS-

 Favorable environment in India: With
the government supporting “Make in
India” domestic companies have a lot
to gain in terms of government
support.
 Tapping rural markets and increase
penetration in urban areas can boost
Dabur
 Low barriers to entry: There are low or
no barriers to entry in the fruit drinks
sector and competition comes in all
shapes and forms. Even small to
medium-sized businesses set up local
production units that make fruit juices.
 Competition: Some of the major
competitors of Dabur Real are Minute
Maid, Coca-Cola, Pepsi, Mirinda, Slice,
Maaza, Frooti, and Tropicana.
 The allopathy players are of major
threat as they invest heavily on
advertising and distribution of their
products through medical
representatives etc.

SEGMENTATION

Geographic Segmentation:-

Dabur has segmented the domestic consumer market nationally as well as regionally.
Rural India accounts for nearly 50% of the domestic FMCG sales for Dabur. During 2012-
13, company launched Project Double in order to increase its coverage of the rural
markets.

Dabur has recognized the international demand of its products and forayed into foreign
markets. The international business now contributes 32.4% to consolidated sales. The
major international markets are Middle East, Africa, Asia (ex-India), Americas and Europe.
Demographic Segmentation:-

Economic Status – Lower, Middle and Upper class

Age (Every age group) – Dabur targets kids – 6 to 10 years old; Ladies (Mothers),
Youths and Old age people.

Family Life Cycle Stage – Family with adolescent, ladies and old

Psychographic segmentation:-

Lifestyle – Dabur targets people who are health conscious, want to replace sugar and
old age people who avoid sugar. Honey is also taken as medicine such as during cough
given to kids. Dabur honey today is associated with a lifestyle of the young and old of all
class.

Needs and Benefits

Dabur successfully categorized the consumers on the basis their needs and benefits.

 Health conscious customers

 Personal care segment such as hair care and skin care

 Food and home care segment

TARGETING

 Dabur 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.
  The Target Market for Dabur is people of all income levels. The target market of Dabur
is – People in the Upper, Middle and Lower class. Also, Dabur has targeted the
overseas market and has become a popular brand with its products available in over
120 countries.
 Dabur Honey also re-launched itself in 2014 with a new logo. The product was also
made available in Rs 10 pack, which has been hugely successful and has added new
consumers to the brand. The market had a distinct need of small packs of honey to
feeding children and for religious usages. This has helped Dabur address the need
and it has been hugely successful and has added new consumers to the brand.

POSITIONING

 Focused on the growing acceptance of ayurvedic and natural products in the

consumer space.

 With #BraveAndBeautiful Campaign, Dabur positioned itself as a brand that cares and
helps to overcome hardship.
 Positioned the personal care products as an ayurvedic and herbal usage. To extract
the max benefit of natural product.
 Presented with quality products within the affordable range.

STP OF MESWAK-

SEGMENT HERBAL, WHITE TOOTHPASTE

TARGET GROUP URBAN AND SPECIALLY RURAL POPULATION
POSITIONING A PRODUCT CONTAINING INDIAN INGREDIENTS PROVIDING COMPLETE
PROTECTION FROM ORAL CARE
 BCG MATRIX-

MARKET SHARE

H
(HEALTH CARE (ORAL & SUPPLEMENTS)) (PERSONAL AND HOME CARE)
I
G
 Dabur red toothpaste  Odomos
H
 Real fruit juice  Oxylife facial


MARKET GROWTH
Gulabari  FEM beauty care

L
O
(FOOD PRODUCT AND HEALTH CARE) (PERSONAL CARE(BODY))
W
 Hajmola  Honitus
 Dabur chyawanprash  Dabur balm strong
 Pudin hara  Dabur red powder
 Dabur glucose
 Dabur amla oil
HIGH LOW

PRODUCT LIFE CYCLE-

S
A
L
E
S
 INTRODUCTION GROWTH MATURITY DECLINE

COMPARISON OF SALES OF DABUR FOR PAST 3 YEARS-

TIME
DABUR INDIA
YEAR SALES (in cr.) PROFIT AFTER TAX PROFIT AFTER TAX
MARGIN
2016 5,422.57 937.26 17.284
2017 5,369.84 998.33 18.591
2018 5,609.06 1,072.05 19.112

NET PROFIT MARGIN- PAT*100/NET SALES

PAT- PROFIT AFTER TAX

6000

5000

4000

2016
3000
2017
2018
2000

1000

0
SALES PAT PAT MARGIN
BUSINESS FINANCE-

1. UNDERSTANDING THE FINACIAL STATEMENTS IN DETAILS- I/S, B/S, CFS

INCOME STATEMENT ANALYSE

PARTICULARS MAR-18 MAR-19 CHANGES

(%)
REVENUE FROM OPERATION 5609.06 6273.19 11.84
OTHER OPERATING INCOME - -
TOTAL REVENUE 5609.06 6273.19 11.84
CONSUMPTION OF RAW MATERIAL 2077.03 2262.51 8.93

PURCHASE OF TRADED GOODS 916.46 984.91 7.46

INCREASE/DECREASE IN STOCKS -74.03 10.9

EMPLOYEE COST 461.13 572.33 24.11

DEPRECIATION 102.50 108.83 6.17
ADMIN AND SELLING EXPENSES 461.95 -

OTHER EXPENSES 537.69 1076.11 100

PROFIT BEFORE TAX 1373.13 1503.35 9.48
NET TAX EXPENSES 301.08 239.06 -20.59
PROFIT FOR THE YEAR 1072.05 1264.29 17.93

BALANCE SHEET ANALYSIS

PARTICULARS MAR-18 MAR-19 CHANGES (%)

CURRENT ASSETS 1958.84 2124.35 8.44
NON CURRENT ASSETS 3853.86 3454.43 10.366
TOTAL ASSETS 5812.70 5578.78 4.02
TOTAL EQUITY
CURRENT LIABILITIES 1234.48 1518.27 18.69
LONG TERM DEBTS 201.04 26.05 87.04
TOTAL LIABILITIES 1585.84 1609.96 1.52

CASH FLOW STATEMENT-

PARTICULARS MAR-18 MAR-19 CHANGES (%)

CASH FLOW FROM OPERATION 813.67 1123.57 4.68
ACTIVITIES
CASH FLOW FROM INVESTING -262.38 416.71
ACTIVITIES
CASH FLOW FROM FINANCING -493.44 -1619.39
ACTIVITIES
NET CASH FLOW 59.05 -78.04

2. DIRECT AND INDIRECT COSTS OF THE COMPANY-

COMPANY NAME YEAR DIRECT COST INDIRECT COST

DABUR 2018 2993.49 941.27
DABUR 2019 3247.42 1424

CHANGE IN COMPARISON TO PREVIOUS YEAR (DIRECT COST):

(3247.42-2993.49)Cr.*100 = 8.48%

2993.49Cr.

CHANGE IN COMPARISON TO PREVIOUS YEAR (INDIRECT COST):

(1424-941.27)Cr.*100 = 5.44%

941.27Cr.
3. FIXED ASSETS ADDED DURING THIS YEAR

PARTICULARS MAR-18 MAR-19

PROPERTY, PLANT AND 971.34 971.88
EQUIPMENT
INVESTMENT PROPERTY 50.36 49.37
INTANGIBLE ASSETS 8.78 15.37
OTHER NON CURRENT ASSETS 67.26 146.24
TOTAL 1097.74 1182.86

TOTAL FIXED ASSETS ADDED DURING THE YEAR= (1182.86-1097.74Cr = 85.12

Crores

4. WORKING CAPITAL REQUIREMENT FOR THE YEAR

CURRENT ASSET 2019 (IN CR.) CURRENT LIABILITIES 2019 (IN CR.)
INVENTORIES
FINANCIAL ASSETS FINANCIAL LIABILITIES
1. INVESTMENT 725.40 1. BORROWINGS 108.72

2. TRADE 431.46 2. TRADE PAYBLES 998.32

RECEIVABLES

3. CASH & CASH 124.71 3. OTHER CURRENT 57.48

EQUIVALENTS LIABILITIES

4. INVENTORIES 732.90 4. PROVISION 81.09

5. LOANS 4.56 5. OTHER FINANCIAL 264.83

LIABIILITIES
CURRENT TAX ASSETS - CURRENT TAX 7.83
LIABILITIES
OTHER CURRENT ASSETS 105.32
TOTAL 2124.35 TOTAL 1518.27
TOTAL WORKING CAPITAL REQUIREMENT FOR THE YEAR= 2124.35-1518.27=
606.08

6. DEBT/ EQUITY RATIO

Debt/ equity ratio is a ratio used to measure a company’s financial leverage,

calculated by dividing a company’s total liabilities by its stock holder’s equity. The
debt/equity ratio indicates how much debt a company is using to finance its
assets relative to the amount of value represented in shareholder’s equity.

YEAR TOTAL DEBT TOTAL SHAREHOLDER’S D/E RATIO

FUND
2018 4226.86
2019 3968.82

MARKETING OF MESWAK TOOTHPASTE-

SWOT OF MESWAK TOOTHPASTE-

STRENGTH WEEKNESS
 Made from the rare herb of the famous  Toothpaste brands are overshadowed by
‘Toothbrush Tree’ Colgate.
 One of the largest premium toothpaste  Limited customer base
brand in the country
 Contains trusted Ayurvedic products for
protection against tooth decay, plaque
and attack of germs
 Does not contain any harsh chemicals
 Good distribution and presence in the
rural market
OPPORTUNITIES THREATS
 Export potential  Lack of brand loyalty of customers
 Untapped rural and semi-urban potential  Aggressive competitors
 Better promotion and expansion  Easy availability of substitutes at similar
prices

MARKETING STRATERY
Marketing strategy is a process that can allow an organization to concentrate its limited
resources on the greatest opportunities to increase sales and achieve a sustainable competitive
advantage.
Marketing strategy consists of the analysis, strategy development, and implementation activities
in: “Developing a vision about the market of interest to the organization, selecting market target
strategies, setting objectives, and developing, implementing, and managing the marketing
program positioning strategies designed to meet the value requirements of the customers in each
market target”.

Marketing Strategy Process

The marketing strategy analysis, planning, implementation and management process is described
below. The strategic situation analysis considers market and competitor analysis, market
segmentation, and continuous learning about markets. Designing marketing strategy examines
customer targeting and positioning strategies, marketing relationship strategies and planning for
new products. Marketing program development consists of product, distribution, price, and
promotion strategies designed and implemented to meet the value requirements of targeted
buyers. Strategy implementation and management consider organizational design and marketing
strategy implementation and control.

MARKETING MIX (4P’S) -

Marketing Mix of Dabur analyses the brand/company which covers 4Ps (Product, Price, Place,

Promotion) and explains the Dabur marketing strategy.

PRODUCT-

Dabur has a wide range of product portfolio. The following are the products in the marketing
mix strategy offered by Dabur globally.

 Hair Care: Dabur Amla and Vatika Naturals are the brands in this category. This
category includes Products such as Hair oils, Shampoos, Conditioners, Hair Cream, Hair
oil treatment, Shampoo Replacement, Men’s hair tonic, Men’s hair cream and kids oil.
 Oral Care: Dabur Herbal and Dabur Meswak are the two brands offered in this category.
The products Include a range of natural toothpastes from the house of Dabur (Classic
range, Gel range, Premium range, New ingredient range)
 Skin Care: Dermo Viva USA, Fem and Jacqueline are the brands offered in this
category. The products include face wash, face scrub, face mask, body creams, body
lotions, sun care, soap, body wash and hand wash.
 Baby Care: Dermo Viva Baby is the brand offered in this category. The product list
includes Hair Oils Massage Oils, Soaps, Shampoos, Body lotions, Creams, Enriched
powder and baby wipes.
PRICE-

Dabur follows different pricing strategies in its marketing mix for different product offerings.
For its premium products such as Dabur Herbal (Premium range) Sun care, body wash, body
creams are priced at a premium as they are targeted at high end target segment. For its low cost
products, the prices are kept low and competitive pricing strategy is followed. More emphasis is
given on the product quality and its products are priced low to gain more customer base. Its main
aim is to sell more units although through a lesser margin. Since it a competitive industry with
major players, Dabur has to follow a competitive pricing policy for its non-premium products to
sustain itself in the long run.

PLACE-

Dabur is one of the leading FMCG companies in India. The main aim of the FMCG Company is
to make its products available at most number of outlets and also to ensure that there is no stock
out. Shelf space also plays an important role in creating visibility. Being in the industry for many
years, Dabur has built an extensive network of distribution channels. The marketing mix
promotional strategy of Dabur is dependent upon its manufacturing plants, distributors and
retailers. The distribution is not only in India but abroad as well. In India, Dabur has various
plants manufacturing located throughout the country. Most of its plants are located in Himachal
Pradesh, Rajasthan and Madhya Pradesh. From these plants, the products are transported to the
carrying and forwarding agents. From there they are passed down to the stockiest, distributors,
wholesalers and then retailers and Kirana stores from where the final consumers can purchase the
products. Sometimes the products are transported directly to the supermarkets and modern retail
through the distributors. Dabur exports products to:
 Dubai
 Bangladesh
 Egypt
 UK
 Nigeria
 US and Nepal, where they have overseas offices which manage the distribution and sales

PROMOTION-

Dabur does its major promotions through TV advertisements. In India, famous

Celebrities and sportsmen endorse their products. Amitabh Bachhan is seen in ads like Dabur
Chyawanprash and Dabur Hajmola. Sonakshi Sinha endorses for Dabur Vatika. It also advertises
On newspapers. Hoardings are put up at retailers and supermarkets. This covers the marketing
mix of Dabur.

SALES PROMOTIONAL TOOLS OF DABUR FOODS

 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

PROMOTIONAL SCHEMES USED FOR STOCKIESTS

 Encourage stockiest to participate in displays and sales contests.

 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.
 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.
 Allowances: Special allowances are given to both stockiest and stockiest sales man if
they achieve their monthly target.
 Subsidy for Promotion Budget: Company gives subsidy to the stockiest, who spend some money
on the promotional schemes, like conducting a sampling activity.
 Danglers and Posters: Company gives posters and danglers to stockiest which are
further pasted and distributed by stockiest sales man.
 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.
 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.
 Fun Trip: A zone wise fully paid fun trip is organized by the company for all the
stockiest once a year.
 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.
 Special Trade Schemes: Special trade schemes like two SKU free with the 12 SKU.
 Free danglers and posters for publicity.
 Buyback: Dabur foods have a scheme of replacement of products which gets expired.

PROMOTIONAL SCHEMES USED FOR RETAILERS

 Trade allowances: Short term incentives are offered to induce a retailer to stock up more
dabur products.
 Dealer loader: An incentive given to induce a retailer to purchase and display the
products of dabur.
  Trade contest: A contest to reward retailers those sells the most product of dabur foods
and after a specific period they are rewarded.
 Point-of-purchase displays: Extra sales tools given to retailers by dabur to boost sales,
like danglers, posters, banners etc. helps in promoting sales.
 Push money: Also known as "spiffs". An extra commission paid to retail employees to
push products. This kind of practice Dabur hardly follows.
 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.
 Demos: Special demos are given to retailers and even some stands, fridge are given by
retailers.
 Discount Sales: Some special discounts are given to retailers from time to time, like 1%
cash discounts if payment is made in cash.
 Retailer Coupons: Dabur gives some coupons like free lunch for family etc if the retailer
buys and sells a specific amount of products.
 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.

PROMOTIONAL SCHEMES USED FOR CONSUMERS

 Price deal: A temporary reduction in the price is given to consumer during some festival
session by dabur foods.
 Price-pack deal: The packaging offers a consumer a certain percentage more of the
product for the same price (for example, 25 percent extra).
 Coupons: Dabur foods gives coupons during different sampling activities to consumers
and it have become a standard mechanism for sales promotions.
 Loss leader: Dabur foods temporarily reduce the price of its popular product in order to
stimulate other profitable sales.
 On-shelf coupons: Coupons are present at the shelf where the product is available.
 Rebates: Consumers are offered money back, rebate at different point of time.
 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.
 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.
 Sampling Activities: Dabur organizes different sampling actives at different retail
outlets.

FINANCIAL STATEMENT OF DABUR-

1. GROSS PROFIT MARGIN-