Dabur India Limited is a 115
year old FMCG company operating in the niche natural/ayurvedic products
segment with a product folio of over 500 products. Its core competence
lies in its ability to conceive, develop and market products based on herbs
and natural resources.
Its product portfolio includes
major brands like Dabur Chyawanprash (health tonic/anti-infective-12%
of total revenues), Hajmola (8%) and Pudin Hara (digestives),
Lal Dant Manjan (tooth powder – 14%), Amla (14%
of revenues) and Vatika hair oils, Dabur Honey,
all of which rank #1 in their respective segments in the Indian market.
Dabur is also a leading player
in the anti-cancer segment and was the first company in India to have developed
the anti-cancer intermediary DAB-10 and its associated drug paclitaxel
Dabur outsources 50%
of its products, therefore earning low margins as compared to other FMCG
Dabur has an extensive
distribution of over 540,000 retailers in India. In a bid to widen
its product range, expand its market reach and leverage its distribution
strengths,Dabur has also set up five joint ventures in India and abroad
and manufacturing subsidiaries in Nepal and Egypt.
All of the above viz. presence
in a niche industry of ayurveda products, strong brands, and diverse product
portfolio, backed by strong research, serves as an entry barrier for new
Currently,Dabur is in the transition
phase as it is carrying out the recommendations of the Mckinsey
Report. It is spinning off non-core businesses into separate subsidiaries.
There is now an all-new professional management team as a
result of these recommendations.
Business Units (SBUs):
In line with the restructuring
exercise undertaken in FY95, Dabur's operations were divided into seven
This is the largest division
contributing over 40% to the revenues of Dabur. Dabur Amla Hair and Lal
Dant Manjan (both grossing sales of more than Rs 1 bn each) belong to this
division. FPD’s products include hair-care products, oral-care products,
herbal powders and some foods. Dabur Honey, a Rs 300 m brand is a part
of FPD. Dabur manufactures amla oil, pure coconut oil as well as value
added coconut oils. Dabur introduced Vatika hair oil in FY95. This has
grown into a Rs 200 m brand by FY98 and its strong brand equity has led
to its being used as a mother brand by Dabur. It recently launched the Vatika
range of shampoos.
Oral-care – Lal Dant Manjan,
a red tooth powder (another billionaire brand) and Denta Care in the white
tooth powder segment comprise this segment. Dabur plans to relaunch the
Binaca range of toothpaste (acquired from Reckitt & Colman in FY96)
in April 1999.
Foods – This comprises of Dabur
Honey in the highly fragmented natural honey segment, Sharbat-e-Azam (an
Indian beverage), Gulabbari (Rose water) and Kewra water both used as food
Products Division (HPCD):
HPCD constitutes Dabur’s second
largest division in revenue generation terms. The contributions of this
division tend to be, on an average, 9-10% higher than the Family Products
division since there is greater value addition in this division. Its major
products include ayurvedics, digestives, and mother & childcare products.
These products are in the nature of over the counter (OTC) products and
not ethical or prescription based products. Within these, ayurvedics include
health tonics and cough syrups.
This is the allopathic drugs
division contributing around 8% to Dabur’s turnover. It makes branded formulations
and generics (which it is planning to phase out as per Mckinsey recommendations).
Therapeutic segments in which Dabur is operative are anti-cancer, anti-histamine,
anti-fungal, antacid and anti-bacterial. It also makes contrast media.
Dabur is now focussing on Oncology
(study of tumours). Though this business accounts for only 2% of revenues,
it is extremely profitable and has been growing by 30% YoY since 1995.
Dabur is one of the few companies in the world, which makes paclitaxel,
an anti-cancer drug marketed under the brand name of Intaxel. The company
has developed this drug through process re-engineering. Oncology business
is slated to be transferred to its UK based 100% subsidiary in April 1999,
on McKinsey’s recommendation.
This division makes ethical
or prescription based medicines/formulations, which are dispensed largely
through ayurvedic doctors, contributing around 6% to Dabur’s turnover.
In FY97, the company introduced branded products such as Stresscom and
Rheumatil in this segment.
Ayurvedic veterinary products
for cattle and poultry form the mainstay of this segment, contributing
around 1% to Dabur’s turnover. In FY98, this division launched a range
of pet care products under the brand name of Ayupet.
The foods division, (1% of revenues),
is non-profitable at present. Its products include Real brand of fruit
juices and a range of ethnic pastes under the brand Hommade. In FY97, Dabur
ventured into the cosmetics industry under the brand name Samara. (The
management expects this division to contribute 3% of total revenues by
the year 2000. This division is also slated to become a 100% separate subsidiary
as per the Mckinsey recommendations).
Dabur exports personal and health-care
products, guar gum and bulk drugs. A large chunk of exports (37% in FY97)
were merchant exports, which have been discontinued in FY98 as per the
McKinsey recommendations. This will reduce the divisions revenue share
to 8% by FY2000.
Dabur’s management is keen to
implement the Mckinsey recommendations which implies
Exit from non-core businesses
or spinning them off as 100% subsidiaries
Introducing new products and
brands in ayurvedic category
Promoting its products in the
West where its products will attract a premium
Working towards improving its
working capital management
Increasing ad-spend on top brands
(Rs 1 bn FY99E)
Since Dabur earns low margins
as compared to other FMCG companies, increased ad-spend will put further
pressure on margins
Dabur has been slow to react
on some of Mckinsey recommendations and has faced some resistance from
some members of the promoter family (namely, to exit from non-core businesses).
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