Chapter - 1: A Study On Annual Financial Position of Dabur Company

A study on annual financial position of Dabur company
Contents
Chapter -1
Introduction
Chapter -2
Industry overview and company profile
Chapter- 3
Data interpretation and analysis
Chapter -4
Conclusions suggestions and finding
Government First Grade College Chikkabasuru

Chapter -1
Introduction
1.1 Background
1.2 Methodology
1.3 Objectives of the study
1.4 Scope of the study

1.1 Background of the Company

Dabur India Ltd., commonly known as Dabur, is one of
India’s leading consumer goods companies specializing in natural and
Ayurvedic products.
Founding and Early History

Founded: 1884
Founder: Dr. S.K. Burman
Origin: The company was established in Kolkata, India, by
Dr. S.K. Burman, a physician who aimed to provide effective and affordable
healthcare solutions to the masses using traditional Indian Ayurveda.
Initial Focus and Growth

Early Products: Dr. Burman started with homemade
Ayurvedic medicines for diseases like malaria and cholera. The demand for
these products led to the establishment of Dabur as a formal business.First
Manufacturing Facility: In 1896, Dabur set up its first manufacturing plant in
Garhia, Kolkata, to cater to the increasing demand for its Ayurvedic
formulations.

Evolution and Expansion

Product Diversification: Over the years, Dabur expanded its product range from
traditional medicines to include a variety of consumer products such as
personal care, food and beverages, and health supplements. Notable products
include Dabur Chyawanprash, Dabur Honey, and Vatika hair care products.
Business Model: Initially, Dabur focused on direct selling through agents who
traveled to rural areas. Later, it adopted a more structured distribution network
to expand its reach.
Recent Developments
Innovation and Research: Dabur continues to invest in research and
development to innovate and expand its product offerings. The company has a
state-of-the-art R&D center in Sahibabad, India, focused on creating new
products and improving existing ones.
Sustainability Initiatives: Dabur is committed to sustainability and eco-friendly

practices, incorporating green initiatives across its operations, from sourcing
raw materials to manufacturing processes.

1.2 Methodology:
Research method:
Secondary data;
I hereby by declare that all the data collected from online
sources like Google, chatgpt and other e-articles
1.3 Objectives of the study

• To Analysis and Interpret Financial position
• To study the financial statement of company
i.e. Profit and loss account and balance sheet
1.4 SCOPE OF THE STUDY

• To have an overlook over the changes in the company financial
statement of 2 years.

Chapter -2
Industry overview and company profile
2.1 Beauty and cosmetic industry trends

2.2 Competitive landscape
2.3 Company profile
2.4 vision and mission of Dabur
2.5 Marketing strategy

2.1 beauty and cosmetic industry trends

Dabur, a leading player in the beauty and cosmetic industry, is
adapting to several key trends that are shaping the market in 2024.
One significant trend is the increasing integration of artificial
intelligence (AI) in beauty products and services. AI is being used to
create personalized skincare solutions, enhance product
development, and improve customer engagement, making the beauty
experience more tailored and efficient (Mintel) (Mintel).
2.2 competitive landscape

Dabur India Limited operates in a highly competitive landscape within
the FMCG (Fast Moving Consumer Goods) sector, both domestically
and internationally. Key competitors include major players like
Hindustan Unilever (HUL), ITC, Patanjali, Marico, Emami, and Godrej
Consumer Products. These companies compete across various
segments such as personal care, health care, and food products
(admeducation) (blog.osum)
Strategic Focus:
To maintain its competitive edge, Dabur leverages its strengths in
Ayurveda and natural products. It focuses on innovation, expanding
its product lines, and enhancing its distribution network. Dabur’s
strategic efforts include increasing its market share in health

supplements and exploring emerging markets globally. The company

also aims to adapt to changing consumer preferences through
continuous market research and product development (Osum) (The
Business Rule).
Challenges:
Dabur faces significant threats from intense competition and the
presence of counterfeit products. Additionally, changing consumer
preferences require constant adaptation and innovation to retain
market share (Academy Of Digital Marketing) (Osum).
Overall, Dabur’s robust brand presence, extensive product
portfolio, and strategic initiatives position it well to navigate the
competitive FMCG landscape and capitalize on growth opportunities
both in India and internationally.
2.3 Company profile

Dabur India limited is India’s leading fast moving consumer good FMCG
company with interest In health care, personal care and foods. Dabur has a
history of more than 100 years and the Company has carved niche for itself in
the field of Ayurvedic medicine. The products of Dabur are marketed in more
than 50 countries worldwide.
Over its 120 years of existence, the Dabur has stood for goodness
through a natural lifestyle. An Umbrella name for a variety of products, ranging
from haircare to honey. Dabur has consistently Ranked among India’s top

brands. Its brands are built on the foundation of trust that a Dabur Offering will
never cause one harm.
The trust levels that this brand enjoys are phenomenally high. While ries and
trout may ask “what Does Dabur stand for – shampoo or digestive tablets”?
The answer is fairly simple, it stands for India’s fourth largest fast-moving
consumer goods company that both consumer and trade respect And trust
unequivocally, and which has annual turnover of rupees 15 billion.
The company has kept an eye on new generations of customer with a

range of products that cater To a modern lifestyle, while managing not
to alienate earlier generations of loyal customers. Dabur is an
investor friendly brand as its financial performance shows. There is an
abundance of Information for its investors and prospective
information including a daily update on a share price. There’s a great
sense of responsibility for investors fund on view. This is a direct
extension of Dabur philosophy of taking care of its constituents and it
adds to the sense of trust for the brand Over all.
Dabur today operates in key consumer products categorized
like hair care, oral care, health care, Skin care, home care and foods.
The company has a wide distribution network, covering over 6.7
Million retail outlets with a high penetration in both urban and rural
markets. Dabur’s product also Has a huge presence in the overseas
market and are today available in over 100 countries across The globe.
Its brands are highly popular in the Middle East, Africa, SAARC
countries, US, Europe And Asia. Dabur’s overseas revenues account
for 28.2% of the total turnover.
2.4 Vision and mission of Dabur
Vision of Dabur
After the successful implementation of the 4-year business
plan from 2002 to 2006, Dabur has Launched another plan
for 2010. The main objectives are:
1. Doubling of the sales figure from 2006.
2. The new plan will focus on expansion, acquisition and
innovation. Although Dabur’s International business has
done well- growing by almost 29 percent to Rs.292 crores
in 2006-07, plans are to increase it by leaps and bounds.
3. Growth will be achieved through international business,
homecare, healthcare and foods.
4. Southern markets will remain as a focus area to increase
its revenue share to 15 %.
5. With smoothly sailing through its previous plans, this
vision seems possible. Time and Again, Dabur has made
decision that led to its present position. However, if Dabur
could Be more aggressive in its approach, it can rise to
unprecedented levels.

Mission of Dabur
Dabur believes in the mission of being a leader in the natural foods &
beverages industry.Dabur aims in offering quality products and
distributing higher returns to stakeholder. “Real” And “Real Active” are
the two fruit juice brands of Dabur, which are packaged in different
flavors Like – mixed fruit cucumber spinach juice and fruit beetroot
carrot juice. Apart from food, Dabur Health care offers wide range of
Ayurvedic and Health care product. Dabur Consumer Health is a
department that deals with the marketing of Ayurvedic medicines
Worldwide. Dabur offers 350 Shastriya (Classical) Ayurvedic
treatments and solutions.After a lot of market research Dabur foods
came up with a new brand name as “Nature’s Best”, Which was the
initial brand of Dabur services network. The 1kg Nature’s best Tomato
Ketup was Successfully launched after that.
2.5 Marketing strategy

A marketing strategy is a long-term plan carried out promote the goods and
services of a company. Strategies are the long-term plans made to achieve the
organizational goals and marketing deals in The selling or promotion of goods
and services with a primary aim of customer satisfaction.Dabur’s marketing
strategy aims at continuing its brand image by providing a variety of products
And using print media and sales promotion for reaching out to its customers.

I. PRICE
Price is normally expressed in monetary terms. It is worth of a product or
service in monetary Terms. Price is the value which a buyer passes on to the
seller in lieu of the product or services Provided. Price is a crucial
determinant of the fact whether the exchange between the buyer and Seller
should materialize or not. While pricing the product three main factor
should be kept in Mind-:
1. Cost
2. Competition
3. Consumer demand
Pricing strategies of Dabur

Dabur is today seen as far more proactive in the market Dabur is now an
external oriented Company. Across the whole organization the company have
one definition of winning and that Means not just growing but growing
completely. Over the last two year, Dabur has maintained its Operating
margins through judicious price hikes across products and reduction in pack
sizes.
The three main factors affecting the pricing strategies have been discussed:
1. COST
One of the most important factors to take care while pricing is the cost set the
floor for pricing Decision.

2. COMPETTION
Competition is another important consideration while pricing. But when there
are competitors Selling the same or similar products, the pricing freedom is
considerably reduced. Its price must Fall in line with the competitors.
Similarly, Dabur India limited also has many competitors.
1. Hindustan unilever limited

2. Proctor and gamble
3. Pepsi co.
4. Colgate Palmolive
3. CONSUMER DEMAND
Dabur learned that majority of Indian population tends to go towards the
Indianised natural And herbal products thus they made it their USP.
II. PLACE
Place in the context of marketing mix refer to a set of decision that need to be
taken in order To make the product available to the customer for purchase and
consumption.
CHANNEL OF DISTRIBUTION
Dabur ‘s distribution network is recognized as one of its key strengths. Its focus
is not only to Enable easy access to our brands but also to touch consumer
with a three-way convergence of Product availability, brand communication
and higher levels of experience.
III. PROMOTION
Once the product has been manufactured, priced rightly and is
distributed. There are different Promotional activities like Advertising,
Sales promotion, Trade promotion, Personal selling, etc. But one of the
most convenient and effective one that most of the industries uses is
the Advertising And Sales Promotion.
ADVERTISING
Advertising is a form of communication that typically attempt to
persuade potential customers to Purchase or to consume more of a
particular brand of product or service. Dabur has created the huge
brand image and a vast product following by associating mega-names
Like Amitabh Bachchan, Rani Mukherjee, Vivek Oberoi, mandira Bedi

etc. Dabur invested rupees 150 crore just on the advertising of “real
fruit juice” and “real active”. So far, the company has Been
successfully in this mission as the people now know the brand and
ask for its product by the Name.
SALES PROMOTION
“An activity designed to boost the sales of a product or services. It
may include an advertising Campaign, a free sample campaign,
offering free gifts, trading stamps, exhibition, setting up Competition
with attractive prices, telemarketing etc. Sales promotion involved
short-term investment to encourage buyers to purchase a product. Its

Aim is to encourage immediate purchase of the product.
SALES PROMOTIONAL TOOLS OF DABUR

•Price promotion
•Coupons
•Gift with purchase
•Point-of-sale displays
•Free samples
•Sales contest
•Incentives

Chapter – 3
Data Interpretation and Analysis
3.1 Consolidated Balance sheet

3.2 Graphical Analysis and Interpretation
3.3 Consolidated Profit and loss account
3.4 Graphical Analysis and Interpretation

Consolidated Balance sheet as on 31 March 2023

Particular Absolute
change
Percent
age
2022 2023
Assets
Non current assets

a)Property , plant and Equipment 1967.95 2237.62 269.67↑ 13.70%
b)Capital working -in-progress 167.50 175.13 7.63↑ 4.55%
c)Investment property 49.07 47.05 2.02↓ 4.116%
d)Goodwill 251.15 405.25 154.1↑ 0.61%
e)Other intangible assets 39.73 888.73 849↑ 2136.9

%
f)Investment in joint venture 9.47 7.84 1.63↓ 17.21%
g)Financial assets
i)Investment 5355.59 520.95 165.36↑ 3.08%
ii) Others 23.32 30.39 7.07↑ 30.31%
h) Deferred tax assets (net) 0.67 2.09 1.42↑ 211.9%

i)non current tax assets (net) 4.50 4.49 0.01↓ 0.222%
j) Other non-current tax assets 98.74 85.87 12.87↓ 13.03%
Total non current assets 7967.69 9405.41 1437.72↑ 18.04%
Current assets
a)Inventories 1911.37 2024.20 112.83↑ 5.9030

%
b) Financial assets
i)Investment 854.56 736.47 118.90↓ 13.818

%
ii) Trade receivable 646.15 848.75 202.6↑ 31.354
%
iii) cash and cash equivalents 255.91 146.82 109.09↓ 42.62%
iv) Bank balance other than 314.23 179.10 135.13↑ 43.00%
v) Others 36.21 28.97 7.24↓ 19.99%
c) Current tax assets 0.64 6.43 5.47↑ 904.68

%
d) Other Current assets 297.47 278.22 19.19↓ 6.451%
Total current assets 4316.54 4248.96 67.58↓ 1.565%
Assets held for sale 0.30 0.30↓
Total assets 12284.5 13654.3 1369.84↑ 11.15%

3 7

Equity and liabilities
Equity
176.79 177.18 0.39↑ 0.22%
a)Equity share capital
8204.51 8796.08 591.57↑ 7.210%
b) other Equity
Equity attributable to shareholders of 8381.30 8973.26 591.96↑ 7.06%
the Holding company
40.55 468.17 427.62↑ 1054.54
c) Non-controlling interest %
8421.85 9441.43 1019.58↑ 12.1063
Total equity %
Liabilities
Non-current liabilities
a)Financial liabilities
250.36 298.84 48.48↑ 19.364
i)Borrowings %
139.58 144.36 4.78↑ 3.424%
ii) Lease liabilities
4.25 4.95 0.7↑ 16.47%
iii) other financial liabilities
63.68 64.37 0.69↑ 1.083%
b) Provisions
82.27 90.99 8.72↑ 10.599
c) Deferred tax liabilities (net) %
540.14 603.51 63.37↑ 11.732
Total non – current liabilities %

Current liabilities
a)Financial liabilities
617.29 700.18 82.89↑ 13.42%
i)Borrowings
22.87 30.41 7.54↑ 32.96%
ii) lease liabilities
iii) Trade payable

147.22 165.24 18.02↑ 12.24%
Due to micro & small enterprises
1870.73 2021.37 150.64↑ 8.05%
Due to other
251.95 279.84 27.89↑ 11.06%
iv) other financial liabilities
91.42 66.70 24.72↓ 27.04%
b) other current liabilities
186.00 214.01 28.01↑ 15.05%
c) provisions
135.06 131.68 3.38↓ 2.50%
d) Current tax liabilities (net)
3322.54 3609.43 286.89↑ 8.63%
Total current liabilities
3862.68 4212.94 350.20↑ 9.06%
Total liabilities
12284.5 13654.3 1369.84↑ 11.1509
Total equity and liabilities 3 7

Non -current assets

Particular 2022 2023
Absolute Percentage
change change
Total non - 7967.69 9405.41 1437.72↑ 18.04
current
assets
Interpretation: From the above calculation it is clear that

the total non current assets in the year 2022 is ₹7967.69
and in the year it worth ₹ 9405.41 . So the total non
current assets is increased by 1437.72 (18.04%) .
Therefore overall summary of the calculation is favorable
.(Amounts in crores )

Current assets
Absolute Percentage
change change
Total current 4316.54 4248.96 67.58↓ 1.565%
assets

the total current assets in the year 2022 is ₹ 4316.54 and
in the year 2023 is ₹ 4248.96 . So total current assets is
decreased by 67.58 (1.565%) . Therefore overall
summary of the above calculation is un favorable
.(Amounts in crores).

Total equity

Absolute Percentage
change change
Total equity 8421.85 9441.43 1019.58↑ 12.1063%

the total equity in the year 2022 is ₹8421.85 and 2023 is ₹
9441.43 . So total equity is increased by 1019.58(
12.1063%) . Therefore overall summary of the above
calculation is favorable. (Amounts in crores)

Non -current Liabilities

Particular 2022 2023 Absolute Percentage
change change
Total non - 540.14 603.51 63.37↑ 11.732%
current
Liabilities
Interpretation : From the above calculation it is clear

that the total non current Liabilities of the year 2022 is ₹
540.14 and 2023 is ₹ 603.51. So total non current
Liabilities increased by 63.37 (11.732%) . Therefore
overall summary of the above calculation is
favorable.(Amounts in crores)

Current liabilities
Absolute Percentage
change change
Total current 135.06 131.68 3.38↓ 2.50%
liabilities
Interpretation:
From the above calculation it is clear that the total
current Liabilities of the year 2022 is ₹135.06 and 2023is
₹ 131.68 . So total current Liabilities is decreased by
₹3.38 (2.50%) . Therefore overall summary of the above
calculation is un favorable.

Consolidated statement of Profit and Loss account for

the year ended on 31March 2023
(All amounts in crores unless otherwise stated)
Particular 2022 2023 Absolute
change
Percentage
Income
Revenue from 10888.68 11529.89 641.21↑ 5.888%
operations
Other income 393.16 445.39 52.23↑ 13.28%
Total income 11281.84 11975.28 693.44↑ 6.1465%
Expenses
Cost of materials 4766.12 5306.97 540.85↑ 11.347%
consumed
Purchase of stock - 882.12 1052.49 170.37↑ 19.313%
in-trade
Changes in (8.55) (90.79) 82.24↑ 961.87%
Inventories of
finished goods,
stock -in-trade and
work -in-progress
Employee benefits 1079.95 1137.00 57.05↑ 5.282%
expenses
Finance costs 38.60 78.24 39.4↑ 102.69%
Depreciation and 252.89 310.96 58.07↑ 22.96%
amortization
expenses
Other expenses

Advertisement and 777.94 640.27 137.67↓ 17.696%
publicity
Others 1137.29 1319.83 182.54↑ 16.05%
Total expenses 8926.36 9754.97 828.61↑ 9.282%
Profit before share
of loss from joint
2355.48 2220.31 135.17↓ 5.73%
venture,
exceptional items
and tax
Share of Loss of joint
venture
(1.80) (1.63) 0.17↓ 9.444%
Profit before 2353.68 2218.68 135↓ 5.73%
exceptional items and
tax
Exceptional items (85.00) 85↓ 100%
Profit before tax 2268.68 2218.68 50 2.20%
Tax expenses
Current tax 442.17 481.63 39.49↑ 8.924%
Deferred tax 84.21 35.72 48.49↓ 57.58
Total tax expenses 526.38 517.35 9.03↓ 1.7154%
Net profit for the 1742.30 1701.33 40.97↓ 2.351%
year
Other
comprehensive
income
A.i) Items that will
not be reclassified to
15.27 (2.21) 13.06↓ 85.52%
P/L
ii) Income tax
relating to Items that
(7.55) 0.77 6.78↓ 89.80%
will not be
reclassified to P/L
B. i) Items that will (106.97) (247.73) 140.96↓ 131.77%
be reclassified to P/L
ii) Income tax
relating to Items that
10.83 23.98 13.15↑ 121.42%
will be reclassified
to P/L
Total other
comprehensive
(88.42) (225.39)
income
136.97↑ 154.908%
Total 1653.88 1475.94 177.94↓ 10.75%
comprehensive
income for the year
Net profit
attributable to :
Owners of the 1739.22 1707.15 32.67↓ 1.84%
holding company
Non-controlling 3.08 (5.82) 2.74↑ 88.96%
interest
Other
comprehensive
income
attributable to
Owners of the (89.20) (225.49) 136.29↑ 152.79%
holding company
Non controlling 0.78 0.10 0.68↓ 87.17%
interest
Total
comprehensive
income
attributable to:
Owners of the 1650.02 1481.66 168.54↓ 10.214%
holding company
Non controlling 3.86 (5.72) 1.86↓ 48.186%
interest
Earning per equity
share
Basic₹ 9.84 9.64 0.2↓ 2.04%
Diluted ₹ 9.81 9.61 0.2↓ 2.038%
Revenue from operation

Total income 11281.84 11975.28 693.44↑ 6.1465%
Total expenses 8926.36 9754.97 828.61↑ 9.282%
Total 20208.2 21730.25 1522.05↑ 7.531%
Interpretation: From the above calculation it is clear that the total income
and expenses of the year 2022 is ₹ 20208.2 and 2023 is ₹ 21730.25.So total
income and expenses amount is increased by 1522.05 (7.531%). Therefore
overall summary of the above calculation is favorable

Net profit after tax

change change
Net profit for 1742.30 1701.33 40.97↓ 2.351%
the year
Interpretation: From the above calculation it is clear that the

total net profit after tax of the year 2022 is ₹ 1742.30 and 2023
is ₹ 1701.33. So net profit after tax is decreased by 40.97
(2.351%) . Therefore overall summary of the above calculation
is un favorable.

Chaptar -5
Conclusions, suggestions and finding
5.1 Conclusions
5.2 Suggestions
5.3 Finding

5.1 Conclusions
Was really a very great experience to study this FMCG Company “Dabur India
Limited”. After Going into all aspects i.e., marketing strategies, Policies, Pricing
strategies, etc. We can conclude That company is excellent on all the fronts.
The company’s different project like Sundesh and its social initiatives in Nepal
etc. Indicates that The company is also loyal toward the society, and all such
social responsibilities are very necessary To build a strong customer base and
brand loyalty.
Through its comprehensive range of products, it touches the lives of all
consumers in all age Groups, across all social boundaries. And this legacy has
helped them develop a bond of trust with Our customers. That guarantees us
the best in all product carrying the Dabur name. Dabur has strong distribution
network. Dabur is the 4th largest FMCG company of India. Dabur Is one of the
most trusted brands. Dabur is a direct selling business arm. Dabur also render
services To the community, focus on health and hygiene education,
empowerment of women, and water Management.
Dabur India Limited’s distribution over 1 million retail outlets across India
directly and Is its products are available in over 6.3 million outlets in the
country, nearly 80% of all retail outlets In India.
Dabur is one of the country’s largest exporter: it has been recognized as the
Golden Superstar Trading House by the Government of India.

5.2 suggestions
• Focus on growing core brands across categories.
• Reaching out to new Geographic’s, within and outside India.
• Improve operational efficiencies by leveraging technology.
• Be the preferred company to meet the health and personal grooming
needs of our target Consumers with safe, efficacious, natural
solutions by synthesizing the deep knowledge of Ayurveda and herbs
with modern science.
• Provide consumers with innovative products within easy reach.
• Vatika hair care centre: On the lines of Marico’s Kaya Clinic, Dabur
could start a venture Called Vatika hair care center which would
provide total hair care solutions. It could have Hair care experts to
solve hair problems. Services could include dandruff treatment,
Straightening of hair, treatment for split, etc.
• Position of Dabur Chyawanprash as not more of a medicine but as
something which is Necessary for health.
• More initiatives like “Dabur ki deewar” to increase brand visibility. It
is an initiative to Occupy shelf space.

5.3 Findings:
• Non-current assets
The total non current assets in the year 2022 is
₹7967.69 and in the year it worth ₹9405.41 . So the total
non current assets is increased by 1437.72 (18.04%)
• Current assets
The total current assets is the year 2022 is 4316.54 and
in the year 2023 is ₹4248.96. So total current assets is
decreased by 67.58 ( 1.565%) .
• Total equity
The total equity in the year 2022is ₹8421.85 and 2023 is
₹9441.43. So total equity is increased by 1019.58
(12.1063%).
• Non current Liabilities
The total non current Liabilities of the year 2022is₹
540.14 and 2023 is ₹603.5%.So total non current
Liabilities increased by 63.37(11.732%)
• Current Liabilities
The total current Liabilities of the year 2022is ₹235.06
and 2023 is ₹131.68. So that current Liabilities is
decreased by ₹3.38 (2.50%) .

• Total income and expenses

The total income and expenses of the year 2022 is ₹
20208.2 and 2023 is₹ 21730.25. So total income and
expenses amount is increased by 1522.05 (7.531%) .
• Net profit after tax
The total net profit after tax of the year 2022 is₹ 1742.30
and 2023 is ₹1701.33 .So net profit after tax is
decreased by 40.97 (2.351%) .

BIBLIOGRAPHY
WEBSITES
https://www.dabur.com/about%20Dabur-
Company%20History
https://www.indiainfoline.com/Markets/Company/Bac
kground/Company-Profile/Dabur-India
Ltd/500096
https://www.researchchandmarkets.com/reports/2218
915/dabur_india_limited_strategy_andreport
https://www.marketresearch.com/IS-Advisors-
v3900/FMCG-Sector-India-Strategic-Review-
7429151/


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A study on annual financial position of Dabur company

Government First Grade College Chikkabasuru

Government First Grade College Chikkabasuru

1.1 Background of the Company

Founding and Early History

Initial Focus and Growth

Government First Grade College Chikkabasuru

Evolution and Expansion

Sustainability Initiatives: Dabur is committed to sustainability and eco-friendly

Government First Grade College Chikkabasuru

1.3 Objectives of the study

1.4 SCOPE OF THE STUDY

Government First Grade College Chikkabasuru

2.1 Beauty and cosmetic industry trends

Government First Grade College Chikkabasuru

2.1 beauty and cosmetic industry trends

2.2 competitive landscape

Government First Grade College Chikkabasuru

supplements and exploring emerging markets globally. The company

2.3 Company profile

Government First Grade College Chikkabasuru

The company has kept an eye on new generations of customer with a

2.4 Vision and mission of Dabur

Government First Grade College Chikkabasuru

2.5 Marketing strategy

Government First Grade College Chikkabasuru

Pricing strategies of Dabur

Government First Grade College Chikkabasuru

1. Hindustan unilever limited

Like Amitabh Bachchan, Rani Mukherjee, Vivek Oberoi, mandira Bedi

short-term investment to encourage buyers to purchase a product. Its

SALES PROMOTIONAL TOOLS OF DABUR

Government First Grade College Chikkabasuru

3.1 Consolidated Balance sheet

Government First Grade College Chikkabasuru

Consolidated Balance sheet as on 31 March 2023

Non current assets

b)Capital working -in-progress 167.50 175.13 7.63↑ 4.55%

c)Investment property 49.07 47.05 2.02↓ 4.116%

d)Goodwill 251.15 405.25 154.1↑ 0.61%

e)Other intangible assets 39.73 888.73 849↑ 2136.9

i)Investment 5355.59 520.95 165.36↑ 3.08%

ii) Others 23.32 30.39 7.07↑ 30.31%

h) Deferred tax assets (net) 0.67 2.09 1.42↑ 211.9%

Government First Grade College Chikkabasuru

j) Other non-current tax assets 98.74 85.87 12.87↓ 13.03%

Total non current assets 7967.69 9405.41 1437.72↑ 18.04%

a)Inventories 1911.37 2024.20 112.83↑ 5.9030

i)Investment 854.56 736.47 118.90↓ 13.818

iv) Bank balance other than 314.23 179.10 135.13↑ 43.00%

v) Others 36.21 28.97 7.24↓ 19.99%

c) Current tax assets 0.64 6.43 5.47↑ 904.68

Total current assets 4316.54 4248.96 67.58↓ 1.565%

Assets held for sale 0.30 0.30↓

Total assets 12284.5 13654.3 1369.84↑ 11.15%

Government First Grade College Chikkabasuru

Government First Grade College Chikkabasuru

iii) Trade payable

Government First Grade College Chikkabasuru