...ltdDabur India - Working Capital and Cost Management Dr. Narender L. Ahuja, Institute for Integrated Learning in Management, New Delhi, India Ms. Sweta Agarwal, Institute for Integrated Learning in Management, New Delhi, India ABSTRACT After running as a family business for over 100 years, when in late 1990s the management of the Dabur was handed over to a team of professional managers, the new management faced a gigantic task of improving performance in several critical areas. In particular, working capital and cost management required urgent attention as the company’s performance in these areas had been far from satisfactory. The then prevailing current ratio of 3.2 and quick ratio of 2.4 were considered too high and indicative of heavy unnecessary investments in working capital that would have a negative effect on company’s profitability. Efforts to improve the working capital efficiency were met with stiff resistance from various quarters, but finally yielded results. The case study discusses the measures taken to improve the working capital and cost management performance, and how with concerted efforts the management turned around a highly inefficient working capital management into one of the most efficient in the FMCG sector of Indian Industry. In fact, the company seemed to have taken the matter to the other extreme of negative working capital, with the current ratio declining to 0.8 and the quick ratio to just 0.4 in 2004-05. In 2005-06 as the company was ready...
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...DABUR INDIA LIMITED | MARKETING RESEARCH FOR ASSESSING PERFORMANCE OF DABUR PRODUCTS | PROMOTING INSTITUTIONAL SALES FOR DABUR PRODUCTS | | DILEEP SINGH SHEKHAWAT | 6/24/2010 | SUBMITTED BY:DILEEP SINGH SHEKHAWAT | DABUR INDIA LIMITED “ONE OF INDIA’S MOST ADMIRED COMPANY” TABLE OF CONTENT | TOPICS DESCRIPTION | PAGE NO… | Acknowledgement………………………………………………………..Business portfolio of Dabur…………………………………………….Introduction to Dabur…………………………………………………...About market research………………………………………………….Steps of market research………………………………………………..Data analysis and findings for corn flour…………………....................Data analysis and findings for lemoneeze…………………...................Data analysis and findings for capsico………………………................Data analysis and findings for coconut milk…………………………..Data analysis and findings for honey…………………………...............Data analysis and findings for tomato puree………………………….Data analysis and findings for tomato paste…………………………..Data analysis and findings for snack dressing…………………………Data analysis and findings for tomato ketchup……………………….Data analysis and findings for pineapple slice…………………………Data analysis and findings for fruit cocktail…………………………..Data analysis and findings for mango pulp…………………………….Data analysis and findings for keora water………………....................Conclusion and recommendations…………………………………….About institutions sales ………………………………………………..Bibliography………………………………………………………… | 789-16171819-2223-2526-2728-3031-3334-3738-3940-4243-4647-4950-5354-5556-575859-6061...
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...Dabur India Limited | 01 CORPORATE INFORMATION BOARD OF DIRECTORS Dr. Anand Burman Chairman Mr. Amit Burman Vice Chairman Mr. Pradip Burman Director Mr. Mohit Burman Director Mr. P. D. Narang Director Mr. Sunil Duggal Director Mr. R. C. Bhargava Director Mr. P. N. Vijay Director Dr. S. Narayan Director Mr. Albert Wiseman Paterson Director Mr. Analjit Singh Director Dr. Ajay Dua Director GM (FINANCE) & COMPANY SECRETARY AUDITORS Mr. A. K. Jain M/s G. Basu & Co. Chartered Accountants Price Waterhouse Coopers Pvt. Ltd. INTERNAL AUDITORS BANKERS Punjab National Bank Standard Chartered Bank The Hongkong & Shanghai Banking Corporation Ltd. The Royal Bank of Scotland Citibank NA HDFC Bank Ltd. IDBI Bank Ltd. CORPORATE OFFICE Dabur India Limited Dabur Tower, Kaushambi, Sahibabad, Ghaziabad - 201 010, (U.P.), India Tel: 0120 - 39412525, 3982000 Fax: 0120 - 4374935 Website: www.dabur.com Email: investors@dabur.com REGISTERED OFFICE 8/3, Asaf Ali Road, New Delhi - 110002 Tel: 011 - 23253488 02 | Annual Report 2009-10 THE STORY BEHIND THE NUMBERS It is the number of years that define Dabur's journey of excellence. It is a legacy of dedication and commitment towards health & well-being of every household, making Dabur India one of the most trusted names and the world's largest Ayurvedic and Natural Health Care Company It is the number of Rupees Crore in Revenue that Dabur earned in the past one year. Riding on the strength of our...
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...) 8. Pre & Post Analysis of Promotional Activities. 9. Preparation and Analysis of Monthly Operation Report (No. of Branding Activities, Competitor Activities etc.) and Industry Data Analysis 10. Involved in the planning and Execution of Trade Promotional /Consumer Offer Scheme 11. Understanding Target Market for our brand and Selection of Gift Items as per Budget allocated to each of our Brands 12. Negotiation with Vendors 13. Handled Branding Activities at POINT OF SALE. 14. Identifying Branding opportunities at POS and Implementing SIGNAGE Change wherever required 2. About Us 3. Dabur India Limited is the fifth largest FMCG Company in India with interests in Health care, Personal care and Food products. Building on a legacy of quality and experience for over 100 years, today Dabur has a turnover of Rs. 2,396 crore with powerful brands like Dabur Amla, Dabur Chyawanprash, Vatika, Hajmola & Real....
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...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...
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...Market research project report On Usage and Attitude study Of Dabur Real Juice Submitted Towards Partial Fulfillment Of Master of Business Administration SUBMITTED TO SUBMITTED BY DR P.K Agarwal payal morwani Head Of The department MBA MBA Roll No.pgfa1337 COLLEGE OF ENGRINEERING & TECHNOLOGY IILM ACADEMY OF HIGHER LEARNING PlotNo-17&18 Knowledge Park – ll Greater Noida ACKNOWLEDGMENT It is said that life is mixture of achievement, experience, exposure, dreams and efforts to make those dreams come true .There are people around who held you enable realize those dreams come true. There are people around who held you enable realize those dreams .During these sixty days of training I gained invaluable experience in the field of Marketing .the exposure that I went through during the past two months has given immense improvement in my knowledge base where I can put my theoretical knowledge in practical use. At the very outset, I would like to express my gratitude to Mr. N.A Zaidi and Mr. Rakesh Sharma for providing me with a wonderful opportunity to pursue my project in...
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...CASE – 1 Dabur India Limited: Growing Big and Global Dabur is among the top five FMCG companies in India and is positioned successfully on the specialist herbal platform. Dabur has proven its expertise in the fields of health care, personal care, homecare and foods. The company was founded by Dr. S. K. Burman in 1884 as small pharmacy in Calcutta (now Kolkata), India. And is now led by his great grandson Vivek C. Burman, who is the Chairman of Dabur India Limited and the senior most representative of the Burman family in the company. The company headquarters are in Ghaziabad, India, near the Indian capital New Delhi, where it is registered. The company has over 12 manufacturing units in India and abroad. The international facilities are located in Nepal, Dubai, Bangladesh, Egypt and Nigeria. S.K. Burman, the founder of Dabur, was trained as a physician. His mission was to provide effective and affordable cure for ordinary people in far-flung villages. Soon, he started preparing natural remedies based on Ayurved for diseases such as Cholera, Plague and Malaria. Due to his cheap and effective remedies, he became to be known as ‘Daktar’ (Indianised version of ‘doctor’). And that is how his venture Dabur got its name—derived from Daktar Burman. The company faces stiff competition from many multi national and domestic companies. In the Branded and Packaged Food and Beverages segment major companies that are active include Hindustan Lever, Nestle, Cadbury and Dabur. In case of...
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...corporate debt restructuring (CDR) scheme, which came into effect from January 2003. The CDR bought us time to focus on operations. We shed manpower (about 1,000 employees), cut production costs, sold our ships and some land. ANU AGA P68 business. We recognised – 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 DABUR INDIA BREACHING BORDERS THE CASE Bought companies with debt. Could not repay when cement prices crashed BY SUNIL DUGGAL THE CASE Despite high demand for consumer products, Dabur was not able to grow THE STRATEGY Outsourced non-core businesses. Entered new categories. Targeted rural India. Expanded overseas THE STRATEGY Opted for a corporate debt restructuring scheme. Cut costs. Sold some assets. Went in for a GDR issue Extraordinary situations demand extraordinary measures. So, in September 2005, we made an audacious move, coming out with a Global Depository Receipts...
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...Dabur Juices: * New Venture: The Company has plans to launch new juices that will be launched under its brand umbrella Hajmola, which will be called Hajmola Yoodley. These juices will be targeted at consumers who are looking for juices with digestive properties. The Hajmola Yoodley juices range was planned to be launched across the country in a 250ml pack, priced at Rs30. It will be available in six different variants – Awaara Aam Panna, Nimboora Shikanji, Go Goa Guava, Jhakaas Jaljeera, Golmaal Golgappa and Kabhi Kala Kabhi Khatta. * Distribution: Equipped with a comprehensive distribution capability of more than three million retail outlets and more than 5,000 distributors, the company has a deep penetration in both urban and rural India. * Promotional Offerings: * Dabur launched Réal special occasion gift packs in fruit/vegetable juice. Dabur had initially offered these gift packs during the festivals of Rakhi and Diwali. Based on consumer response and their desire for similar packs for other occasions and festivals, Dabur has plans to extend this range to cover other festivals, such as Baisakhi as well as other regional festivals. * The company also joined forces with Disney for its hit film franchise Cars to reach out to children with its 200ml packs. Under this tie-up, especially-designed 200ml packs of Réal were introduced with popular Cars characters featuring on the front of the pack. * Dabur strengthened its juice portfolio over the course...
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...non-durable goods such as soft drinks, toiletries, and grocery items.[1][2] Though the absolute profit made on FMCG products is relatively small, they generally sell in large quantities, so the cumulative profit on such products can be substantial THE TOP 10 COMPANIES IN FMCG SECTOR S. NO. | Companies | 1. | Hindustan Unilever Ltd. | 2. | ITC (Indian Tobacco Company) | 3. | Nestlé India | 4. | GCMMF (AMUL) | 5. | Dabur India | 6. | Asian Paints (India) | 7. | Cadbury India | 8. | Britannia Industries | 9. | Procter & Gamble Hygiene and Health Care | 10. | Marico Industries | The companies mentioned in Exhibit I, are the leaders in their respective sectors. The personal care category has the largest number of brands, i.e., 21, inclusive of Lux, Lifebuoy, Fair and Lovely, Vicks, and Ponds. There are 11 HLL brands in the 21, aggregating Rs. 3,799 crore or 54% of the personal care category. Cigarettes account for 17% of the top 100 FMCG sales, and just below the personal care category. ITC alone accounts for 60% volume market share and 70% by value of all filter cigarettes in India. The foods category in FMCG is gaining popularity with a swing of launches by HLL, ITC, Godrej, and others. This category has 18 major brands, aggregating Rs. 4,637 crore. Nestle and Amul slug it out in the powders segment. The food category has also seen innovations like softies in ice creams, chapattis by HLL, ready to eat rice by HLL and pizzas by both GCMMF and Godrej Pillsbury...
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...SOFT DRINKS IN INDIA Euromonitor International July 2014 SOFT DRINKS IN INDIA Passport I LIST OF CONTENTS AND TABLES Executive Summary ..................................................................................................................... 1 Soft Drinks Records Further Growth in Value Sales ................................................................. 1 Launch of New Flavours Maintain Consumers’ Interest Amidst Slowdown .............................. 1 Competition Between Coca-Cola and PepsiCo Becomes More Aggressive ............................. 1 Modern Retailers Gain Further Popularity ................................................................................ 1 Sustained Sales Likely To Record Steady Growth in Sales ...................................................... 1 Key Trends and Developments .................................................................................................... 2 Manufacturers Focus on Introducing New Flavours.................................................................. 2 Celebrity Endorsements Remain As Popular Promotional Tool ................................................ 2 Modern Retail Gains Further Popularity.................................................................................... 2 East and Northeast India .......................................................................................................... 3 North India ....................................................
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...GOODS WHY INDIA INDIA COMPETITIVENESS AND COMPARISON WITH THE WORLD MARKETS POLICY TRENDS AND PLAYERS MARKET OPPORTUNITIES FOR INVESTMENT ANNEX: APEX CONTACTS AGENCIES 3 7 9 12 32 38 A report by PricewaterhouseCoopers for IBEF Executive summary 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 characterised by a wellestablished distribution network, intense competition between the organised and unorganised 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. FAST MOVING CONSUMER GOODS PAGE 3 WHY INDIA Large domestic market India is one of...
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...Industry Analysis Report FMCG March 11 2014 Submitted By: Ankur Nag – P301412CMG388 Ansuman Singh – P301412CMG340 Ashish Khandelwal – P301412CMG349 Habib Khan – P301412CMG365 Lalatendu Pattnaik – P301412CMG377 Industry Analysis Report FMCG 2014 Contents 1. INDUSTRY PROFILE ........................................................................................................................................... 4 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 2. Sector Overview ............................................................................................................................................... 4 Sector Size ........................................................................................................................................................ 4 Major Segments in FMCG Sector ...................................................................................................................... 6 Competitive landscape ...................................................................................................................................... 7 Supply & Demand and-side Drive .................................................................................................................... 9 Porters‘ Five Force Model .............................................................................................................................. 11 Critical Success Factors .....................................................................
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...would buy a 15% stake in Mahindra Insurance Brokers for Rs. 80.41 Crore. This firm which is subsidiary of the much bigger and better know M&M Financial services was started in 2004 for a measly Rs. 50 Lakh.The LeapFrong purchase values the firm at Rs. 520 crore. LeapFrog specfialises in investing in companies that cater to rural markets.”We feel very proud that we invested Rs. 50 Lakh and today it is values at RS. 520 crore”Said M&M Chairman&MD Anand Mahindra, in an interaction with ET. The investment marks the third such multi-bagger or high retun investement for the group in the part eight years after M&M Financial and Tech Mahindra, the group listed technology arm. Heading : Walmart hopes to open first India store within 18 months By : PRESS TRUST OF INDIA Date : 22nd...
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...BSE MIDCAP Companies Itemize | Composition Of BSE MIDCAP Following are companies traded on Bomambay Stock Exchange’s MIDCAP indices (All the companies are traded along with liberated move fitting bourgeois for Midcap index) : Code | NAME | factor 532628 3i INFOTECH LTD 0.50 532273 CENTURION BN 0.60 523395 3M INDIA LTD 0.20 500280 CENTURY ENKA 0.45 523204 ABAN LOYD 0.40 500040 CENTURY TEXT 0.60 500488 ABBOTT (I) 0.40 500084 CESC LTD. 0.60 521064 ABHISHEK IND 0.35 500085 CHAMBAL FERT 0.55 512599 ADANI EXPORT 0.45 517326 CMC LTD. 0.50 530707 AFTEK INFOS. 0.90 500830 COLGATE PALM 0.50 506235 ALEMBIC LTD. 0.40 506395 COROMA.FERT. 0.30 505885 ALFA LAVAL 0.40 512093 CRANES SOFTW 0.70 521070 ALOK INDS. 0.75 500092 CRISIL LTD. 0.45 522275 ALSTOM LTD. 0.35 500093 CROMPT.GREAV 0.50 532309 ALSTOM POWER 0.35 500480 CUMMINS (I) 0.50 532201 AMBUJA CEMENT E 0.05 532545 DABUR PHARMA 0.25 520077 AMTEK AUTO 0.65 532528 DATAMATICS TECH 0.35 508869 APOLLO HOSP. 0.55 523367 DCM SHR.CON 0.50 500877 APOLLO TYRES 0.50 532608 DECCAN CHRONICL 0.25 500101 ARVIND MILLS 0.65 500645 DEEPAK FERT. 0.60 515030 ASAHI INDIA GLA 0.45 532121 DENA BANK 0.50 500023 ASIAN HOTELS 0.40 500119 DHAMPUR SUGA 0.55 532493 ASTRAMICR 0.40 532526 DISHMAN PHARMA 0.30 506820 ASTRAZEN.PH. 0.10 532488 DIVI’S LAB. 0.50 526991 ATLAS COPCO 0.20 523618 DREDGING COR 0.25 524804 AUROB.PHARMA 0.50 509516 DSP MERRILL 0.05 505010 AUTO AXLES 0.30 500125 E.I.D.PAR 0.65 ...
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