Dabur (Dabur India Ltd.) (Devanagari: derived from Daktar Burman) is India's largest Ayurvedic medicine manufacturer. Dabur was founded by DrSK Burman, a physician in Bengal. He founded Dabur in 1884 to produce and dispense Ayurvedic medicines. His initial goal was to successfully produce and market effective medicine for ordinary villagers. DrBurman designed Ayurvedic medication for diseases such as cholera and malaria. Soon the news of his medicines travelled, and he came to be known as the trusted 'Daktar' or Doctor who came up with effective cures. That is how Dabur got its name - derived from the Devanagri rendition of DaktarBurman.
Dabur'sAyurvedic Specialties Division has over 260 medicines for treating a range of ailments and body conditions-from common cold to chronic paralysis. Dabur International, a fully owned subsidiary of Dabur India formerly held shares in the UAE based Weikfield International, which it disposed of on 25th June 2012.

DABUR INDIA LTD. - CORPORATE PROFILE
Dabur India Ltd is one of India’s leading FMCG Companies with Revenues of over Rs 6,146 Crore & Market Capitalization of US $5 Billion. Building on a legacy of quality and experience of over 127 years, Dabur is today India’s most trusted name and the world’s largest Ayurvedic and Natural Health Care Company.
Dabur India is also a world leader in Ayurveda with a portfolio of over 250 Herbal/Ayurvedic products. Dabur's FMCG portfolio today includes five flagship brands with distinct brand identities -- Dabur as the master brand for natural healthcare products, Vatika for premium personal care,Hajmola for digestives, Real for fruit juices and beverages and Fem for fairness bleaches and skin care products.
Dabur today operates in key consumer products categories like Hair Care, Oral Care, Health Care, Skin Care, Home Care and Foods. The company has a wide distribution network, covering over 5.8 million retail outlets with a high penetration in both urban and rural markets.
Dabur's products also have a huge presence in the overseas markets and are today available in over 60 countries across the globe. Its brands are highly popular in the Middle East, SAARC countries, Africa, US, Europe and Russia. Dabur's overseas revenue today accounts for over 30% of the total turnover..
The 125-year-old company, promoted by the Burman family, had started operations in 1884 as an Ayurvedic medicines company. From its humble beginnings in the by lanes of Calcutta, Dabur India Ltd has come a long way today to become one of the biggest Indian-owned consumer goods companies with the largest herbal and natural product portfolio in the world. Overall, Dabur has successfully transformed itself from being a family-run business to become a professionally managed enterprise. What sets Dabur apart from the crowd is its ability to change ahead of others and to always set new standards in corporate governance & innovation.

THE MISSION AND VISION

The vision of Dabur India is one of creating health and wellbeing in every household. The company aims to provide products that will improve the lifestyles of individuals through the easing of medical conditions and the improvement of the state of the mind and body; this is its primary mission. Of course, it should be noted that Dabur India is a business out to make a profit, so some could say that maximizing this in the long term is the company's mission. Dabur India is India's fourth largest FMCG Company, and sells a range of products relating to hair care, oral care, and other such wellbeing aspects.

* Using health and wellbeing products
If you are suffering from a minor medical condition, or simply want to feel better within yourself, it may be beneficial to use a number of health and wellbeing products. You should consider your day-to-day activities and note what gets you down. For instance, if you feel tired and sluggish in the morning, you could purchase some iron tablets, or invest in sleeping aids if you find it difficult to drift off.

* A word of advice
Whilst many health and wellbeing products can be highly useful, some are not so effective. In many cases the retailer will make over exaggerated claims regarding what their products can achieve. A recent example of this is firms selling pro-biotic drinks; advertising schemes were incredibly misleading and the firms were later apprehended.

In addition, over the counter products cannot be used as a substitution for those obtained through a doctor. If you are suffering with a health problem, you should seek proper medical attention as soon as possible. This is the most effective way in which to resolve such issues. See your doctor sooner than later to prevent long term problems
History of Dabur 1884 | | Birth of Dabur | 1896 | | Setting up a manufacturing plant | Early 1900s | | Ayurvedic medicines | 1919 | | Establishment of research laboratories | 1920 | | Expands further | 1936 | | Dabur India (Dr. S.K. Burman) Pvt. Ltd. | 1972 | | Shift to Delhi | 1979 | | Sahibabad factory / Dabur Research & Development Centre (DRDC) | 1986 | | Public Limited Company | 1992 | | Joint venture with Agrolimen of Spain | 1993 | | Cancer treatment | 1994 | | Public issues | 1995 | | Joint Ventures | 1996 | | 3 separate divisions | 1997 | | Foods Division / Project STARS | 1998 | | Professionals to manage the Company | 2000 | | Turnover of Rs.1,000 crores | 2003 | | Dabur demerges Pharma Business | 2005 | | DaburaquiresBalsara | 2005 | | Dabur announces Bonus after 12 years | 2006 | | Dabur crosses $2 Bin market Cap, adopts US GAAP | 2006 | | Approves FCCB/GDR/ADR up to $200 million | 2007 | | Celebrating 10 years of Real | 2007 | | Foray into organised retail | 2007 | | Dabur Foods Merged With Dabur India | 2008 | | Acquires Fem Care Pharma | 2009 | | Dabur Red Toothpaste joins 'Billion Rupee Brand' club | 2010 | | Dabur makes its first overseas acquisition | 2011 | | Dabur enters professional skin care market | 2011 | | Dabur India acquires 30-Plus from Ajanta Pharma | 2012 | | Dabur crosses Billion-Dollar Turnover Mark |

DABUR INDIA Dabur India | Parent Company | Dabur India Limited | Category | Consumer Products, Food & Beverages | Sector | FMCG | Tagline/ Slogan | Celebrate Life | USP | World's largest Ayurvedic and Natural Health Care Company | STP | Segment | Products and services for daily needs | Target Group | Every household especially the middle class | Positioning | Dabur products are a reason for people to celebrate life | Product Portfolio | Brands | Food & Beverages1. Real Juice 2. Chyawanprash 3. Dabur Honey
4. Hajmola 5. Glucose-DConsumer Products1. DaburAmla 2.Dabur Vatika 3.Fem
4.Uveda 5.Dabur Red 6.Dazzl
7. Odomos 8.Odonil 9.Odopic
10.Sanifresh 11.Babool 12.Meswak
13.Promise | SWOT Analysis | Strength | 1. Products present in over 60 c0untries and distribution through 5000 distributors and 2.8 million outlets
2. Strong Brand Image and Product Development Strength3. Strong Distribution Network and an Extensive Supply Chain
4. It has welfare activities in health care, education and other socio-economic activities
5. Has focus markets in GCC, Egypt, Nigeria, US, Nepal etc | Weakness | 1. Fake products sold under the name of their brands
2. Dabur products has stiff competition from big domestic players and international brands | Opportunity | 1. Tap rural markets and increase penetration in urban areas
2.Mergers and acquisitions to strengthen the brand
3.Increasing purchasing power of people thereby increasing demand | Threats | 1. Intense and increasing competition amongst other FMCG companies
2.FDI in retail thereby allowing international brands
3. Competition from unbranded and local products | Competition | Competitors | 1. Marico2. L'Oréal3. Nirma Ltd4. HUL5. Colgate-Palmolive6. Procter and Gamble7. ITC |

COMPETITIVE STRATEGIES
A decade into liberalization, the FMCG industry saw competition intensify, with deep-pocketed multinational companies (MNCS) trying every trick in the book to capture market share. The demand for consumer products was rising. But Dabur - despite strong brand recall and trust - was having trouble cashing in. That is when we decided to go for a course correction and implement measures that not only changed how people saw Dabur, but also put the company firmly on the growth track.

A thorough check of our business was undertaken, and the core group decided on a multipronged growth strategy. As the first step, we decided to outsource non-core businesses like IT, and to concentrate on making quality consumer products. Simultaneously, we decided to refurbish our product portfolio and enter several emerging and sunrise categories such as skin care, packaged fruit juice and toothpaste.

The packaging of our entire portfolio was refurbished to put it in sync with the needs and aspirations of the 21st century consumer. In addition, we drew up a rapid expansion plan which also included taking the inorganic route to grow business. We recognized - much ahead of the competition - that rural India would become a key growth driver. A blueprint was chalked out to target this consumer class and widen our distribution footprint in the hinterland, a move that is paying dividends even today.

While launching new products and upgrading packaging to remain contemporary, I felt it was also time to expand our horizons and took on the MNCS on their home turf and in overseas markets. This was a big game-changer for Dabur. Before 2000, Dabur's overseas business was limited to exporting a limited number of products for the Indian diaspora in select markets. We felt there was a larger market beyond the diaspora. If we had to reach those consumers, we would have to be based close to their homes. The small overseas business we had established earlier had given us a good understanding of the consumers in these markets. So we set out to create products specifically for them.

As a first step, we decided to establish a manufacturing facility abroad, rather than ship products from India, as that would make us more nimble in addressing the changing needs of consumers, and provide us a leaner and quicker supply chain. This decision paid off - our products soon became favorites with Arab consumers, and our international business became a strong growth engine for the company, helping it tide over the recession, when it hit the domestic market.

After targeting the West Asian market, we expanded our overseas business further by venturing into sub-Saharan Africa and nearby markets like Turkey. Today, our overseas business accounts for nearly 30 per cent of consolidated turnover. Another measure of our international success is that our premium skin and hair care brand, Vatika, is probably the only Indian FMCG brand to report equal turnover from both Indian and overseas sales.

STRATEGY IMPLEMENTATION AND CONTROL
The project aims at developing a three year business strategic plan for Dabur India Limited. This is the third largest FMCG Company in India and it is widely spread into other sectors like Consumer Care Division, Consumer Health Care division, and Dabur Food. The company as a whole is doing good in the market and it has undergone many structural and strategic changes to