DABUR INDIA LTD.

:
BUILDING EFFICIENCY AND
OPTIMIZING RETAIL
PERFORMANCE
Presented by Group 6

Debasmita Datta: 2023MBA254

Gargi Mishra: 023MBA254024
Janhvi Singh: 023MBA030
Jyoti Jaiswal: 023MBA109
Kumari Jaya: 023MBA035
Moshaffa Baig: 023MBA252
• Dabur India Ltd. is a leading FMCG company founded in 1884, known globally for its Ayurvedic and herbal products.
• Over 1,000 SKUs across health, personal care, and food products,
• Operates in 120+ countries and reaches 7.7 million retail outlets across urban and rural India. COMPANY
• It has 23 brands with over ₹1 billion in sales each and 9 "power brands" accounting for 70% of total sales.
OVERVIEW
Revenue Brand
(INR) s

>1500 Cr
Domestic 75 International 25
Business % Business %
1,000-1,500

Cr
500-1,000

Cr

100-500
Cr

14 Locations in
Manufacturing facilities
India
7.6% 16.4 Jammu
8 International
Consolidated Revenue Growth International Revenue CC Growth
Locations
%
Badd

i Pantnaga
Sahibaba r

Alwa
d
Tezpu
Newa r
r
i

11%
Katn

240 bps Operating Profit Growth 60 bps

Pitam
pur
Indor
e
i
Narendrapu
r

Silvass Turkey
Umbergao (EU
Gross Margin Expansion Margin Expansion @ 19.4% n a Nasi
Egyp )
(COMESA Nepa
) l
k t

Banglades
UA
(GCC
Nigeri
a +

8%
PAT Growth
5.5% South
(ECOWAS
)
GAFTA)Sri
E
h
Lanka

India Volume Growth Plant South

(SADC
)
New location
planned
in South by Africa
FY26
 CASE
FACTS
Sarvesh Kumar's Role Distribution and Sales Expired Product and Return Goods
Force Issue
❖ Sarvesh Kumar, as Dabur's new senior sales ❖ A large portion (60%) of key retail outlets held ❖ Kumar manages 3-4 stockists with territories
executive, is tasked with driving urban retail expired stock, which was not being effectively generating ₹5-10 million monthly, yielding stockist
expansion through the EDGE (Expand, Develop, removed, blocking retailers’ inventory space and ROIs of around 17%, lower than competing FMCG
Grow, Engage) strategy. funds. brands.

❖ His responsibilities include managing sales of ❖ The Return Goods Authorization (RGA) process for ❖ Dabur's general trade distribution faces operational
new products, improving field force efficiency, expired goods included digital tracking tools like issues, such as retailers holding expired products
overseeing stockists and SSMs, and maintaining Drishti and Nivesh, but execution delays led to trust and limited in-store promotions due to a lack of
strong retailer relationships to ensure high issues among retailers. point-of-sale (POS) materials.
satisfaction and efficient sales performance.
Dabur employs a "beat" route plan for field sales,
Revenue share by product
category where SSMs are expected to visit 50-60 retail
❖
outlets weekly and achieve bill cut targets, but
productivity was low, with only 30% of calls being
converted into productive sales.
 CASE
FACTS
Competitor Pressure and New Product Launch
Survey of Retailer
Technological Gaps Diffi culties
Needs

• Dabur launched a new • Kumar conducted a survey

• Competitors like (HUL) product, Homemade Tasty
provided advanced retail across 203 retailers,
Masala, to compete with
tools, including a self- Nestlé’s Masala & Magic. identifying gaps in in-store
ordering app (Shikhar) for Despite strong mandates for promotions, POS materials,
retailers, with features like SSMs to push the product
product browsing, order and technological support,
and a “buy two, get one
tracking, and promotional free” promotion, retailers highlighting retailers’ desire
visibility. hesitated due to existing for higher service levels and
stocks of competing brands. self-ordering capabilities.
• Dabur lacked a similar
technology platform, • Free sampling initiatives,
limiting retailer convenience however, boosted
and satisfaction, which awareness and sales for the
Fla
impacted competitiveness. new product by 30% in
Kumar's territory. t
4 Yr. CAGR:

16%
Thankyo
u