Dabur Case Study

Competitors of Dabur are the following:
1) HUL – The FMCG giant is the biggest competitor of Dabur in a wide range of products like-
• Personal care- Dabur’s herbal soaps compete with HUL’s Lux, Breeze, Lifebuoy, and Dove.
• Oral Care- Dabur’s herbal Babool, Meswak compete with Pepsodent, Close up etc.
2) Marico- The Indian consumer good company which was founded in 1987 owns the Shanti Amla brand which gives tough competition to Dabur’s Amla Oil.
3) P & G- The American Multinational has a dominant position in the FMCG sector and poses a tough competition in the market with its presence across categories and products.
4) Emami- The Kolkata based brand owns popular products like Navrtana Cool Oil, Sona Chandi Chawanprash and Boroplus under its

S. K. Burman had a vision that saw the role of Dabur beyond the profit motive. Its major initiatives in the Social sector include: Establishment of Sundesh(1993), an NGO to promote research and welfare activities in rural areas and promoting health and hygiene among the underprivileged through the Chunni Lal Medical Trust and to create environmental awareness among the youth.

Dabur upholds the tradition
Dabur has an unfailing commitment to ecological conservation and regeneration. All products of Dabur are based on the valuable resource of herbs and medicinal plants. Dabur has initiated some significant programmes for ecological regeneration and protection of endangered plant species.

At Dabur, environment and nature is the lifeline of their business. With a portfolio of Ayurveda and nature-based products, conservation of nature & natural resources is deep rooted in the organizational DNA.

Health Safety & Environment: The efforts include implementation of rainwater harvesting, which has delivered encouraging results and has put the company on the path to becoming a Water-Positive Corporation. Dabur also initiated a Carbon Foot Print Study at the unit level with an aim to become a carbon positive Company in years to

ECONOMIC FACTORS :
Dabur has cut down various costs over time for maintaining its costs and catering to customers. The breakup of numbers for the year 2011 showed that the company suffered pressure from rising raw material costs, with its input costs shooting up by nearly 17 per cent year-on-year, relative to a 14 per cent growth in sales. However, Dabur managed to maintain its profit margins by cutting down its costs on advertising and promotional costs.With a loyal customer base, dabur did not feel the pressure of making big spendings on advertisements like other FMCGs. A tight rein on advertising expenses has helped Dabur India deliver better-than-expected profit growth in the quarter ended March 31 2011.
SOCIO-CULTURAL FACTORS