PROJECT REPORT

ON
‘‘MARKETING STRATEGY OF DABUR
CHYAWANPRASH’’
Summer Training Project Report Submitted
Towards Partial Fulfillment
of
BACHELOR OF BUSINESS ADMINISTRATION
(AFFILIATED TO CCS UN)IVERSITY, MEERUT)
ACADEMIC SESSION
[2013-2016]

CH. HARCHAND SINGH COLLEGE OF MANAGEMENT

GOTHANI BULANDSHAHR U.P

Submitted To - Submitted by-

JYOTI JAIN
Faculty member of college B.B.A
Roll No. 7217519

1
 ACKNOWLEDGEMENT

Project work is never the accomplishment of an individual. Rather, it is an

amalgamation of the efforts, ideas and co-operation of a number of entities. The
compilation and presentation of this opuscule has bestowed me with an opportunity
to show my gratitude to those subservient to it.

I am highly indebted to my guide ……….. who has been the hallmark of this
effort. Their guidelines made me comprehend the enigmatical portion of the
subject and were the sole animating force that coerced me to meliorate my efforts
without the support and guidance the project report would not have taken shape.

JYOTI JAIN

2
 DECLARATION

I hereby declare that I have worked on the topic “Marketing Strategy of Dabur

Chaywanprash” for the fulfillment of my B.B.A. (Bachelor of Business Administration).

All information in this report is true representation of what I have experienced during the

project.

JYOTI JAIN

3
 EXECUTIVE SUMMARY

This report aims at analyzing and reporting on the marketing strategies of Dabur
India Ltd (DIL) for the brand Dabur Chyawanprash. Pioneering role that it has
played in the evolution of the categories it has a presence in. Dabur
Chyawanprash is the leader in the Chyawanprash category and enjoys a market
share of 61 per cent. In 50s Dabur pioneered the concept of branded
Chyawanprash and since has invested heavily in product development, clinical
studies and consumer awareness. The product is essentially a health
supplement.

This report is not aiming at the overall marketing mix or the marketing strategy of
Dabur India Ltd, but is an attempt to analyze the marketing mix of Dabur
Chyawanprash.

The report also enlists various recommendations based on BCG Growth Share
Matrix analysis, Ansoff’s Product Matrix Expansion Grid, SWOT Analysis etc.
This analysis has been done on the basis of the information gathered from the
company website and other online resources and books and articles.

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 CONTENTS

PAGE NO.

1. OBJECTIVE OF THE STUDY 1

2. OVERVIEW OF FMCG SECTOR IN INDIA 2-3
3. ABOUT DABUR 4-25
 PRODUCT LINE 26-31
 SWOT ANALYSIS OF DABUR 32
4. THE MARKETING MIX AND SELLING PROCESS 33-47
5. THE MARKETING MIX 48-61
6. RESEARCH METHODOLOGY 62-63
7. DATA ANALYSIS 64-72

8. CONCLUSIONS 73-74

9. RECOMMENDATIONS 75
10. BIBLIOGRAPHY 76
11. QUESTIONNAIRE 77-81

OBJECTIVE OF THE STUDY

Following are the major objective of study:-

1. To study the impact of Budget Policies on Marketing Strategy of Dabur

Foods.

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2. To study the Consumer, Buying behavior.

3. To study the problems faced by Dabur.

IMPORTANCE OF THE STUDY

Being student of BBA it is very essential for me to have a practical

knowledge in an organization. Only to study business administration course

knowledge is not the solution of the problems, which arise in practical field.

There is a certain formula for any particular problem, but the aim of this

study is to develop the ability of decision making. A right decision at right

time and right place itself helps an organization to run smoothly.

This study gives an idea of all marketing activities. So the way a problem is

solved right decision making and knowledge of different types of making

activities give much importance to the study. Only in two month training it

was not possible to understand it so deeply, but an overall idea could be

developed.

OVERVIEW OF FMCG SECTOR IN INDIA

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 well-established distribution network, intense competition between

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 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.
India is one of the largest emerging markets, with a population of over one billion. India
is one of the largest economies in the world in terms of purchasing power and has a
strong middle class base of 300 million.Around 70 per cent of the total households in
India (188 million) resides in the rural areas. The total number of rural households are
expected to rise from 135 million in 2001-02 to 153 million in 2009-10. This presents
the largest potential market in the world. The annual size of the rural FMCG market
was estimated at around US$ 10.5 billion in 2001-02. With growing incomes at both the
rural and the urban level, the market potential is expected to expand further.

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 Rural and urban potential
Urban Rural

Population 2001-02 (mn household) 53 135

Population 2009-10 (mn household) 69 153
% Distribution (2001-02) 28 72
Market (Towns/Villages) 3,768 627,000
Universe of Outlets (mn) 1 3.3
Rural-urban profile

Source: Statistical Outline of India (2008-09), NCAER

An average Indian spends around 40 per cent of his income on grocery and 8 per
cent on personal care products. The large share of fast moving consumer goods
(FMCG) in total individual spending along with the large population base is
another factor that makes India one of the largest FMCG markets

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ABOUT
DABUR

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 A. COMPANY OVERVIEW

Over its 120 years of existence, the Dabur brand has stood for goodness
through a natural lifestyle. An umbrella name for a variety of products,
ranging from hair care 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 consumers and trade respect
and trust unequivocally, and which has an annual turnover of over Rs 15
billion.
The company has kept an eye on new generations of customers 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 the share price (something that very
few Indian brands do). There’s a great sense of responsibility for investors’
funds on view. This is a direct extension of Dabur’s philosophy of taking
care of its constituents and it adds to the sense of trust for the brand
overall.

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 B.

Dabur India Limited has marked its presence with some very
significant achievements and today commands a market leadership
status. Our story of success is based on dedication to nature,
corporate and process hygiene, dynamic leadership and commitment
to our partners and stakeholders. The results of our policies and
initiatives speak for themselves.

 Leading consumer goods company in India with a turnover of

Rs.2233.72 Crore (FY07)

 2 major strategic business units (SBU) - Consumer Care

Division (CCD) and Consumer Health Division (CHD)

 3 Subsidiary Group companies - Dabur Foods, Dabur Nepal

and Dabur International and 3 step down subsidiaries of
Dabur International - Asian Consumer Care in Bangladesh,
African Consumer Care in Nigeria and Dabur Egypt.

 13 ultra-modern manufacturing units spread around the

globe

 Products marketed in over 50 countries

 Wide and deep market penetration with 47 C&F agents, more

than 5000 distributors and over 1.5 million retail outlets all
over India

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 C.
1884 Birth of Dabur
1896 Setting up a manufacturing plant
Early
Ayurvedic medicines
1900s
1919 Establishment of research laboratories
1920 Expands further
1936 Dabur India (Dr. S.K. Burman) Pvt. Ltd.
1972 Shift to Delhi
Sahibabad factory / Dabur Research
1979
Foundation
1986 Public Limited Company
1992 Joint venture with Agrolimen of Spain
1993 Cancer treatment
1994 Public issues
1995 Joint Ventures
1996 3 separate divisions
1997 Foods Division / Project STARS
1998 Professionals to manage the Company
2000 Turnover of Rs.1,000 crores
2003 Dabur demerges Pharma Business
2005 Dabur aquires Balsara
2005 Dabur announces Bonus after 12 years
Dabur crosses $2 Bin market Cap, adopts
2006
US GAAP
Approves FCCB/GDR/ADR up to $200
2006
million
2007 Celebrating 10 years of Real
2007 Foray into organised retail
2007 Dabur Foods Merged With Dabur India

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 D.

Founding Thoughts

"What is that life worth which cannot bring comfort to others"

The doorstep 'Daktar'

The story of Dabur began with a small, but visionary
endeavour by Dr. S. K. Burman, a physician tucked away in
Bengal. His mission was to provide effective and affordable
cure for ordinary people in far-flung villages. With missionary
zeal and fervour, Dr. Burman undertook the task of preparing
natural cures for the killer diseases of those days, like cholera,
malaria and plague.

Soon the news of his medicines traveled, and he came to be

known as the trusted 'Daktar' or Doctor who
came up with effective cures. And that is how
his venture Dabur got its name - derived from
the Devanagri rendition of Daktar Burman. Dr.
Burman set up Dabur in
The mission
1884 to produce and
continues...
dispense Ayurvedic
medicines. Reaching out
to a wide mass of people who had no access to
proper treatment. Dr. S. K. Burman's commitment and
ceaseless efforts resulted in the company growing from a
fledgling medicine manufacturer in a small Calcutta house, to a
household name that at once evokes trust and reliability.

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 E.
"Dedicated to the health and well being of every household"

This is our company. We accept personal responsibility, and

accountability to meet business needs.

We all are leaders in our area of responsibility, with a deep

commitment to deliver results. We are determined to be the
best at doing what matters most.

People are our most important asset. We add value through result
driven training, and we encourage & reward excellence.

We have superior understanding of consumer needs and develop

products to fulfill them better.

We work together on the principle of mutual trust &

transparency in a boundary- less organization. We are
intellectually honest in advocating proposals, including recognizing risks .

Continuous innovation in products & processes is the basis of our

success.

We are committed to the achievement of business success with

integrity. We are honest with consumers, with business partners and
with each other.

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 F.

Milestones to success

Dabur India Ltd. made its beginnings with a small pharmacy, but
has continued to learn and grow to a commanding status in the
industry. The Company has gone a long way in popularising and
making easily available a whole range of products based on the
traditional science of Ayurveda. And it has set very high standards
in developing products and processes that meet stringent quality
norms. As it grows even further, Dabur will continue to mark up
on major milestones along the way, setting the road for others to
follow.

1884 - Established by Dr. S K Burman at Kolkata

1896 - First production unit established at Garhia

1919 - First R&D unit established

Early 1900s - Production of Ayurvedic medicines
Dabur identifies nature-based Ayurvedic medicines as its area of
specialisation. It is the first Company to provide health care
through scientifically tested and automated production of
formulations based on our traditional science.

1930 - Automation and upgradation of Ayurvedic products

manufacturing initiated

1936 - Dabur (Dr. S K Burman) Pvt. Ltd. Incorporated

1940 - Personal care through Ayurveda
Dabur introduces Indian consumers to personal care through
Ayurveda, with the launch of Dabur Amla Hair Oil. So popular
is the product that it becomes the largest selling hair oil brand in
India.

1949 - Launched Dabur Chyawanprash in tin pack

Widening the popularity and usage of traditional Ayurvedic
products continues. The ancient restorative Chyawanprash is
launched in packaged form, and15becomes the first branded
Chyawanprash in India.

1957 - Computerisation of operations initiated

 G.
Dabur has an illustrious Board of Directors who are committed to take
the company onto newer levels of human endeavour in the service of
mankind. The Board comprises of:

Chairma Vice-
n Chairma
n

Dr. Anand Burman Mr. Amit Burman

Whole Time Directors

Mr. P.D. Narang Mr. Sunil Duggal Mr. Pradip Burman

Non Whole Time Promoters, Directors

Mr. Mohit Burman

Independent Directors

16
 Sunil Duggal took over as the Chief
Executive Officer of Dabur India Limited in
June 2002, holding reins of the organisation
he joined in 1995.

Mr Duggal started his career as a

management trainee in Wimco Limited in
1981 after getting his Engineering Degree
(Electrical & Electronics) from BITS, Pilani,
and Business Management from IIM, Calcutta.
Sunil Duggal His stint at Wimco continued till 1994, with a
Chief Executive break in between when he joined Bennett
Officer
Dabur India
Limited

Coleman & Co. Ltd for a short period. In 1994, he moved to Pepsi
Foods as GM, Sales Operation.

In 1995 he came into the Dabur family, as General Manager (Sales

& Marketing), of the Family Products Division with products like
Dabur Amla, Lal Dant Manjan and Vatika in his portfolio. This
Division spearheaded the spectacular growth recorded by Dabur in
this period. Vatika was also launched during this period and is now
the Company's second biggest brand.

With his dynamic spirit and leadership abilities, he soon became

Vice-President and SBU-Head of the Family Products Division. In
July 2000 Mr. Duggal was appointed Director Sales and Marketing
of Dabur India Limited. And in 2002, he became the CEO of the
Company - a professional with valuable experience to steer the
company ahead in its growth plans.

CEO

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Spanning a career of over 20 years, Sunil Duggal has travelled
widely across India and handled diverse portfolios that have helped
him understand the dynamics of FMCG businesses and market
trends. He is well versed in the intricacies of India's regional
diversities and consumer needs.

Mr Duggal lives in Delhi with his wife and one child . Whenever he
gets a break from his official responsibilities, Mr. Duggal likes to
spend time at home with his family and an occasional round of golf.

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 H.

Good corporate governance and transparency in actions of the

management is key to a strong bond of trust with the Company’s
stakeholders. Dabur understands the importance of good governance
and has constantly avoided an arbitrary decision-making process. Our
initiatives towards this end include:

 Professionalisation of the board

 Lean and active Board(reduced from 16 to 10 members)

 Less number of promoters on the Board

 More professionals and independent Directors for better

management

 Governed through Board committees for Audit, Remuneration,

Shareholder Grievances, Compensation and Nominations

 Meets all Corporate Governance Code requirements of SEBI

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 I.
When our Founder Dr. S. K. Burman first established Dabur, he had a
vision that saw beyond the profit motive. In his words, "What is that life
worth which cannot bring comfort to others." This ideal of a humane and
equitable society led to initiatives taken to give back some part of what
Dabur has gained from the community.

Our major initiatives in the Social sector include:

 Establishment of the Sustainable Development Society, or Sundesh,

in 1993 - a non-profit organisation to promote research and
welfare activities in rural areas;

 Promoting health and hygiene amongst the underpriviledged

through the Chunni Lal Medical Trust; and

 Organising the Plant for Life programme for schoolchildren - to create

environmental awareness amongst young minds.

Our commitment to Environment

Ancient wisdom of conservation

From times immemorial, Indian sages and men of wisdom have

understood and appreciated the value of nature and its conservation.
Our ancestors recognised that if we grabbed from nature beyond what
was healthy, it would lead to all round degradation, and even the
extinction of humanity. That is why nature was sanctified and
worshipped in the form of gods and goddesses.

Dabur upholds the tradition

Today, we at Dabur also value nature's bounty. Without the fruits of
nature, the vision of Dabur would never have been fulfilled. And that is
the reason for our unfailing commitment to ecological conservation and
regeneration. We would like to follow the principles of our ancient texts,
which say:

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 "Dehi me dadami te" - "you give me, and I give you".

Back to Nature
Rare herbs and medicinal plants are our most valuable resource, from
which all our products are derived. Due to overexploitation of these
resources and unsustainable practices, these plants and herbs are fast
reaching the point of extinction. In view of this critical situation, Dabur
has initiated some significant programmes for ecological regeneration
and protection of endangered plant species.

Plants for Life

We have set up the "Plants for Life" project in the mountainous regions
of the Himalayas. Under the project, a high-tech greenhouse facility has
been set up for developing saplings of rare and endangered medicinal
plants. Fully computer-controlled and monitored, this greenhouse
maintains the highly critical environmental parameters required for their
survival. We are also developing quality saplings of more than 20 herbs,
8 of them endangered, through micro propagation.
In addition, satellite nurseries spread across mountain villages and
contract cultivation of medicinal herbs helps in maintaining the
ecological balance. These measures have also helped provide local
cultivators the scientific knowledge for harvesting herbs and a steady
source of income. So that they are not forced to exploit the environment
to earn a livelihood.

Living a Green Heritage

These are significant steps that can contribute to a better world for
coming generations. To whom we would like to bequeath a world not
bereft of nature. But full of flowering and fruit bearing trees, animals,
birds and humans living in good health and complete harmony.

21
 J.

22
K.

23
 L.

Dabur's mission of popularising a natural lifestyle transcends

national boundaries. Today there is global awareness of alternative
medicine, nature-based and holistic lifestyles and an interest in
herbal products. Dabur has been in the forefront of popularising
this alternative way of life, marketing its products in more than 50
countries all over the world.

Our products World Wide

We have spread ourselves wide and deep to be in close touch with our overseas
consumers.

A. Offices and representatives in Europe, America and Africa ;

24
B. A special herbal health care and personal care range successfully selling in
markets of the Middle East, Far East and several European
countries.
 M. PRODUCT LINE

Foods

 Real
 Real Activ
 Hommade
 Lemoneez
 Capsico

Health Care

Baby Care

 Dabur Lal Tail

 Dabur Baby Olive Oil
 Dabur Janma Ghunti

Health Supplements

 Dabur Chyawanprash
 Dabur Glucose D

Digestives

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  Hajmola Yumstick
 Hajmola Mast Masala
 Anardana
 Hajmola
 Hajmola Candy
 Hajmola Candy Fun2
 Pudin Hara (Liquid and Pearls)
 Pudin Hara G
 Dabur Hingoli

Natural Cures

 Shilajit Gold
 Nature Care
 Sat Isabgol
 Shilajit
 Ring Ring
 Itch Care
 Backaid
 Shankha Pushpi
 Dabur Balm
 Sarbyna Strong

Personal Care

Hair Care Oil

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  Amla Hair Oil
 Amla Lite Hair Oil
 Vatika Hair Oil
 Anmol Sarson Amla

Hair Care Shampoo

 Anmol Silky Black Shampoo

 Vatika Henna Conditioning Shampoo
 Vatika AntiDandruff Shampoo
 Anmol Natural Shine Shampoo

Oral Care

 Dabur Red Gel

 Dabur Red Toothpaste
 Babool Toothpaste
 Dabur Lal Dant Manjan
 Dabur Binaca Toothbrush

Skin Care

 Gulabari
 Vatika Fairness Face Pack

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Ayurvedic Specialities

 Ayurveda
 Ayurveda Vikas

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N.

Dabur Amongst Top Three Most Dabur Real Bags Gold In Reader's Digest
Respected FMCG Companies Trusted Brand Awards
Dabur Figures In Top Great Place To
Work 2006 List

Dabur India Ltd placed in the list of '20 Stocks You Must Own', prepared by Forbes
India
_________________________________________________________________________

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 Dabur has been ranked amongst Hajmola has been ranked Hajmola, one of the strongest
India's Most Innovative Companies by 34th in India’s 100 Most brands in Dabur's portfolio,
a Business Today-Monitor Group Valuable Brands list has been listed among the
survey Top 18 Iconic Brands in India
that have stood the test of
time

Dabur India’s fruit juice brand Réal Three Dabur brands -- Hajmola moves up 11 spots
awarded the Reader’s Digest Gold Hajmola, Dabur Amla and to take the 34th position
Trusted Brand Award 2008 in the food Vatika -- have debuted in the among India's Top 100 Most
& beverages category Economic Times Brand Valuable Brands of 2008,
Equity's Most Trusted Brands released by 4Ps and ICMR
2008 list. Besides, Dabur
Foods has climbed up to take
the 40th spot

Dabur India Ltd has been ranked 28th in the list of India's Top 50 Most valuable (Company) Brands by
Brand Finance

30

newu was voted the Most Dabur India CEO Mr. Dabur India Ltd was
___________________________________________________________________________

SWOT ANALYSIS OF DABUR

STRENGTHS WEAKNESS
 Strong presence in well defined  Seasonal Demand( like
niches( like value added Hair Oil chyawanprash in winter and Vatika
and Ayurveda specialities) not in winter)
 Core knowledge of Ayurveda as  Low Penetration(Chyawanprash)
competitive advantage  High price(Vatika)
 Strong Brand Image  Limited differentiation (Vatika)
 Product Development Strength  Unbranded players account for the
 Strong Distribution Network 2/3rd of the total market(Vatika)
 Extensive Supply Chain
 IT Initiatives
 R & D – a key strength

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OPPORTUNITIES THREATS
 Untapped Market(Chyawanprash)  Existing Competition( like Himani,
 Market Development baidyanath and Zandu for Dabur

 Chyawanprash and Marico,Keo

Karpin, HLL and Bajaj for Vatika
 Export opportunities.
Hair Oil)
 Innovation
 New Entrants
 Increasing income level of the
 Threat from substitutes (like
middle class
Bryllcream for Vatika hair oil)
 Creating additional consumption
pattern

THE MARKETING MIX

AND

32
 SELLING PROCESSA.
COMPETITOR ANALYSIS

The key competitor’s of Dabur in the Chyawanprash segment are Baidyanath, Zandu
and Himani, which together with Dabur have about 85% of India's domestic market.

Dabur is India's largest Ayurvedic medicine supplier and the fourth largest producer of
FMCG. It was established in 1884, and had grown to a business level in 2003 of about
650 million dollars per year, though only a fraction of that is involved with Ayurvedic
medicine. Dabur Chyawanprash (herbal honey) has a market share of 61%.

We have tried to analyse the competition for Dabur in the Chyawanprash segment as
follows:

33
Sri Baidyanath Ayurvedic Bhawan Ltd. (Baidyanath for short) was founded in 1917 in
Calcutta, and specializes in Ayurvedic medicines, though it has recently expanded into
the FMCG sector with cosmetic and hair care products; one of its international products
is Shikakai (soap pod) Shampoo.Its Chyawanprash has a market share of 10%.

Zandu Pharmaceutical Works was incorporated in Bombay in 1919, named after an

18th-century Ayurvedic. The company focuses primarily on Ayurvedic products (in 1930,
pharmaceuticals were added, but the pharmaceutical division was separated off about
30 years later).

The Himani Group, founded in 1974, provides a diverse range of products, doing 110
million dollars of business annually, though only a portion is involved with Ayurvedic
products, through its Himani line; the company is mainly involved with toiletries and
cosmetics, but also provides Chyawanprash and other health products.Its market share
is 12%.

34
 B.

STP ANALYSIS OF DABUR CHYAWANPRASH

SEGMENTATION

Dabur Chyawanprash is the market leader in the Chyawanprash segment. It comes

under the category of health supplements. The segments that it considers are growing
kids, competitive youth, ever busy housewives and the aged.

For the growing kids: In today's competitive environment, the children are under
high pressure to excel.

For the competitive youth: Modern life keeps the youth busy and demands them to
be active and efficient.

For ever-busy housewives: The 'homemaker' needs to be fit in order to shoulder all
responsibilities.

For the aged: Old age weakens a person physically and mentally.

After segmenting the population into these categories it aims to keep them fit and
healthy.

35
 TARGETING

Traditionally, chyawanprash was supposed to be a health supplement for

the aged and kids. Dabur Chyawanprash (DCP) is now targeting adults,
housewives, youth and kids .This it is trying to achieve through its
promotion activities by making Amitabh Bacchan and Vivek Oberoi do
the endorsement act. Amitabh has been projected as a user of
Chyawanprash attempting to establish the relevance of DCP amongst the
adults in today’s demanding lifestyle. Vivek, who represents an urban
ambitious non-user with a mindset that Chyawanprash is not for him, meets
his moment of truth when outperformed by a young Chyawanprash user,
thus reaching out to kids. His final conversion from a non-user to a
Chyawanprash user connects with the Youth. These two ads compliment
each other and connect very well with the targeted consumers

36
 POSITIONING

"Andar se strong”: Dabur chyawanprash has the tag line "Andar se strong” By
using a natural language instead of scientific language it is able to connect with the
consumers and is able to achieve a better positioning in the minds of the Indian health
conscious consumer. A category like Chyawanprash for instance needs to understand
that in employing the category language it loses any chance of expressing its own
benefit distinctively.

Holistic Health benefit of Ayurveda : Dabur Chyawanprash helps in

stimulating immune system, relieving stress, improving stamina, fighting aging through
anti-oxidant property, improving lung function, fighting respiratory infections & building
resistance to disease. The brand conveys this health conscious holistic view of the
product.

Brand Trust: Over 100 years of Dabur’s experience in Ayurveda ensures

selection, processing and quality control of right herbs along with scientific and clinical
studies – makes DCP a trustworthy offering for consumers. Consumers view DCP as a
product by a trusted brand and therefore do not need to think twice before making a
purchasing decision.

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C.
MARKETING MIX OF DABUR CHYAWANPRASH

Dabur Chyawanprash is the market leader in the chyawanprash

segment and has achieved this with its innovative product
offering, pricing strategy, easy availability and promotion
campaigns. In the marketing mix of Dabur, we shall be discussing
the 4 Ps of marketing mix with respect to Dabur Chyawanprash.
The mix shall be analyzed as followed:
 Product
 Price
 Place
 Promotion

38
 Product Price Promotion Place

• Product • List Price • Advertising & • Channels

Variety • Discount Promotion • Location
• Quality • Financing • Public Relations • Inventory
• Design Schemes • Sponsorships
• Features • Credit Terms • Internet
• Brand Marketing
Names
• Services

D.
PRODUCT

Dabur Chyawanprash is the leader in the Chyawanprash category and

enjoys a market share of 61 per cent. In 50s Dabur pioneered the concept
of branded Chyawanprash and since has invested heavily in product
development, clinical studies and consumer awareness. The product is
essentially a health supplement.
Known as the “elixir of life”, Chyawanprash has (clinically) proven benefits in
maintaining smooth body functioning. The principal ingredient Amla (Indian

39
Gooseberry) acts as an anti-oxidant and immuno-stimulant. Dabur Chyawanprash
helps in stimulating immune system, relieving stress, improving stamina, fighting aging
through anti-oxidant property, improving lung function, fighting respiratory infections &
building resistance to disease. It is these properties that make Dabur Chyawanprash a
preferred choice for its users.

Ingredients of Dabur Chyawanprash

 Vishwast
Amla, Ashwagandha, Hareetaki, Dashmul, Ghrit and several
other herbs and herbal extracts.

 Special
Vishwast fortified with additional health beneficial herbs like
Keshar, Akarkara etc.

Packaging:

n
The figure above shows the evolution of the packaging of Dabur Chyawanprash.

40
 Dabur continuously innovates the package and branding of its chayawanprash. It
launched Dabur Chyawanprash first in 1949 in a tin pack and it was the first branded
Chyawanprash in India. Later Dabur came out with its new packet of Chyawanprash
with Amitabh Bachchan as their brand ambassador. It also received “Brand Relaunch
of the Year “award from IMA.

Available in:
Dabur Chyawanprash is available in three sizes to cater to the needs of different types
of people.
1. One kilogram pack
2. 500 gram pack
3. 250 gram pack

PRICE

The pricing of Dabur chyawanprash is very competitive. Dabur chyawanprash uses

second degree price discrimination i.e more the quantity, lower the price.
1kg Rs.195.00
500gms Rs.110.00
250gms Rs. 62.00

41
 PRICE/QUALITY MATRIX

Price→

Quality High Middle Low

↓
Luxury Ideal For Premiere
Segment Penetration Offering
High
DABUR
CHYAWANPRASH

Overpriced Average Real

Middle Bargain

Make The Unhappy Cheap

Low Sale and Customers Goods
Run

42
 PLACE
Dabur has a very wide distribution of its products through 1.6 million retail outlets and
50 C & F agents all over India who distribute products to the retailers. A distribution of C
& F agents and manufacturing locations is given below.

Dabur’s distribution network extends beyond India in the following countries as well:

Distribution Network

 Central, North & South America

 Australia

 Asia

 Middle East

43
  North & South Africa

 East & West Europe

PROMOTION
The main form of promotional activities of Dabur chyawanprash are concentrated
towards advertising and it has neglible sales promotional activities.

Advertising

Nothing can happen without establishing the brand’s heritage emphasizing

technological prowess, explaining benefits and building bonds with prospective
buyers. Ads are necessary because the images are still mouldable and fluid and
the consumer’s sophistication level is low. Dabur chyawanprash is advertised
on print media as well as on television.

The company has launched two ads, one each with Amitabh and Vivek, in
national electronic media followed by a series of print media campaign directed
towards creating awareness to educate people about the holistic benefits of
Chyawanprash.The ads have been created by McCann Ericsson and the company
would be spending close to Rs 10 crore in promotional campaign this year. The ads
would also be translated in Bengali. These advertisements are supposed to target
the old and the younger generation respectively
Thecompany has launched a new ad with M.S. Dhoni who is leader of Indian
cricket team

44
 The Marketing Mix

Product Place

Target
Market

Price Promotion

45
The firm attempts to generate a positive response in the target market by blending

these four marketing mix variables in an optimal manner.

46
 A Summary Table of the Marketing Mix
The following table summarizes the marketing mix decisions, including a list of some of

the aspects of each of the 4Ps.

Summary of Marketing Mix Decisions

Product Price Place Promotion

Functionality List price Channel members Advertising

Appearance Discounts Channel motivation Personal selling

Quality Allowances Market coverage Public relations

Packaging Financing Locations Message

Brand Leasing options Logistics Media

Warranty Service levels Budget

Service/Support

DABUR FOODS SELLING PROCESS

 Dabur food process of selling starts from stockiest.

 C&FA dose not have any process to play in the process of selling of dabur foods
products. They are just Clearing & Forwarding Agents they store the
manufacturing products and then supply it to stockiest.

 Stockiest pay the money to dabur foods through demand draft.

 Stockiest further sells the products to retailers.

 Retailer finally sells the products to consumers.

47
MARKETING HOW DABUR FOODS IS USING MIX
Product
Appearance: Dabur tries to make its products appear very attractive.

Quality: Quality of the product is really unmatchable as it is tested number of

times and its products are processed using very advanced machinery and

technology.

Packaging: Dabur products packaging is done in such a way that its juices does

not get expired before 6 months inspite of perishable products.

Brand: Dabur itself is a very reputed and well known brand in the market and its

Real juice is also known all over India.

Warranty: Dabur as such does not gives any warranty but if there is any problem

in its products before expiry then they replace the product.

Service/Support: Dabur foods provide full support to its stockiest, retailers and

consumers, what so ever the problem is

48
Price

List price: Dabur decide its price according to its competitors and the price

structure is different for retailers and stockiest.

Discounts: There are different discounts for retailers, stockiest and consumer from

time to time.

Allowances: Special allowances are gicen to stockiest sales man if he acives his

targets.

Place
Channel members: Channel members or business partners of dabur are its

stockiest, retailers.

Channel motivation: Channel motivation for dabur is pull and push strategy.

Market coverage: Dabur Foods has a distribution network that covers 175 towns

and 75 thousand retail outlets making its product available to the consumers across

the country at ease.

Locations: Dabur foods try to cover or tries to place its products in each and every

shop and every location.

49
Promotion

Advertising: Dabur products are advertised through television, newspapers,

magazine etc.

Personal selling: Dabur hardly do any personal selling except in tent shows and

road shows. Same for less & more for same

Media: Media of promotion is TV, Radio, newspapers, magazine.

Budget: Budget is Decided by finance team for different strategic business unit.

50
Critique of selling
In theory, the purpose of selling is to help a customer realize his or her goals in an

economic fashion. However, in reality this is not always the case. Customers can be

influenced to purchase a product or service that initially was not of interest to them. Some

salespeople are trained in the art of selling customers things they don't need.

Take for example the purchasing of a car: a consumer may have a set of cars in mind

(called an evoked set) that she feels match her needs, wants and budget. She may seek the

advice of a salesperson given that a salesperson can help her realize the right car given

those criteria. This can be a socially useful function; salespeople have specialized

knowledge of products that can help consumers make an informed decision. However, a

salesperson may also talk a consumer into purchasing a more expensive or perhaps larger

car then she needs or can afford. In this context, the salesperson may have usefully helped

the customer re-evaluate her needs, thereby establishing a new set of appropriate choices

among which included the newer or large car. This again would be a helpful and useful

service provided by the salesperson. However, it is sometimes the case that customers

purchase a product or service that was not initially intended and remains an inappropriate

purchase after the fact. On the other hand, the consumer in this scenario can be held

partially responsible for the inappropriate purchase; indeed, "A fool and his money are

soon parted." (P.T. Barnum, English proverbs)

51
This dysfunctional behavior is encouraged by:

Incentives of salespeople to increase their total number of sales, especially

where retailers keep track of sales or offer commission-based salaries

 Incentives from the manufactures of products or the companies of service

providers to salespeople to sell their products where other similar products

offered by competitors are offered

 The incentive to sell a customer a product that is in need of being cleared

out, despite the fact that a customer may be better to wait for the new

product

52
B.
Channel Of Distributions

Manufacturing Plant

Clearing and forwarding agent (different regions)

Stockist A Stockist B Stockist C

Retailers Retailers Retailers Retailers Retailers Retailers

CONSUMERS

53
The above diagram it shows channel of distribution of dabur foods, here first the

products are manufactured and from Manufacturing plants the packed goods are

supplied to Clearing And Forwarding Agents(C&FA) and from here the goods are

then further supplied to number of Stockiest or Distributors, from here goods

reaches to large number of Retailers and it is the duty of Stockiest to take orders

from retailers and then supply the goods to them, this work is generally done by

stockiest salesman through ready stock or by taking orders first and then placing

the order. From here the goods finally reaches to Customers. Customer purchases

the product from retailers.

This was the basic Channel of Distribution used by Dabur Foods, now I will throw

light on each channel of distribution of Dabur Foods.

Supply Chain Management:

Supply chain management starts before physical distribution: it involves procuring

the right inputs (raw materials, components and capital equipment), converting

them into finished products and dispatching them to the final destinations. The

supply chain perspective can help identify superior suppliers and distributors and

help them improve productivity, which ultimately brings down the company’s

costs.

54
 A broader view sees a company at the center of a value network that includes

its suppliers, its immediate customers and their end customers. The value network

includes valued relations with others such as university researchers, government

approval agencies and so on.

MANUFACTURING PLANT:

Dabur Foods has Number of products in its product line but its main area of

interest or the product on which they concentrate the most is Real Juice & Coolers.

Dabur has its manufacturing plant at Nepal and at Jaipur where juice is

manufactured and tested.

PROCUREMENT & TRANSPORT:

 Getting the raw material and packaging material requirement from the

production unit in charge

 Constant updates on the procurement of materials and transport details

 Production details and ingredient content information from the different

personnel and coordinating this activity

55
PACKAGING:

 Approval and coordination of the supply of packaging material to the

production unit

CLEARING AND FORWARDING AGENTA (C&FA)

 From manufacturing plant the stock is transported or supplied to clearing

and forwarding agents.

 Clearing and Forwarding Agents is a third party and Dabur gives contract to

them, so company has nothing to do in building the relationship with them.

 Here C&FA keep or stock the goods with them.

 They charge dabur for stocking the good and even dabur don’t mind doing

so as it is a measure of cost cutting as well as there is no need for gowdowns

and maintenance.

 For Ghazizbad, Meerut, Delhi NCR there is one C&FA whish is situated in

Mohan Nagar, here all goods which dabur foods hare kept here.

56
C.

STOCKIEST OR DISTRIBUTORS

 Stockiest store the products in their godowns, C&FA supplies the goods to

them as per their order.

 Stockiest has some sales men working under him, they are known as

stockiest sales man. Their work is to place the products in the market and

take order from retailers and then supply goods to them.

 Sales man either take ready stock with them or they first take orders and

then supply goods later on.

 There is a beat which is a schedule route of sales man, means sales man has

to daily cover the route as mention in the beat.

 Merchandising, making products visible, pasting posters, putting banners,

and seeing that goods are properly placed in the retail outlets is also the duty

of stockiest sales man.

 Companies’ sales officer keeps a check on the stockiest and monthly report

is also prepared which is further analyzed by ASM & ZSM.

 In Sahibabad Dabur has 1 stockist, and in Ghaziabad 1

57
D.

RETAILERS

 Retailers are backbone of the company as they are the one who can take the

product on new heights or can bring it down to toes.

 Stockiest supplies goods to retailers and tries Persuading retailers to give the

brand special displays (using merchandising tools) to get affective brand

presence, and arranging it in more noticeable manner.

 Classification of outlets in different type of markets is different according to

their sales volume.

TYPES OF RETAILS OUTLETS

Class Average Monthly Business

A Above 10,000
B 5,000-10,000
C Upto 5,000

 Margin of retailers is always higher than stockiest.

 Retailers are the one who have direct contact with the customers.

 Dabur Foods has a distribution network that covers 175 towns and 75 thousand retail

outlets making its product available to the consumers across the country at ease.

58
 E.

TYPES OF RETAIL MARKET

The retail market can be classified on the basis of magnitude of retail.

 SCATTERED MARKET

Lesser no. of outlets, and

Extensive outlets

BLOCK MARKET

Large no. of retail outlets in chunk

SUPER MARKET

Through their superior information ,logistical systems and buying power deliver

good service and immense volumes of products at attractive prices.

CHAIN OUTLETS

Having more than one key outlet all across with a single control unit and central

purchasing strategy

59
 THE FUTURE FOR DABUR
Tapping the world markets: Dabur India, under its new brand
architecture, has five power brands under its portfolio with distinct
offerings — Vatika, a herbal beauty brand with products like Vatika
Shampoo, Hair oil and Fairness Face pack; Dabur, the natural healthcare brand with
products like Chyawanprash and Pudin Hara; Hajmola, the tasty digestive brand with
Hajmola candy, Fun2 and Anardana Churna; Real which offers fruit beverages and has
products like Real Fruit juices, Lemoneez; and the recently launched Anmol which is a
cross category value-for-money brand. Dabur has decided to take two of its five power
brands — Dabur and Vatika — global through its Dubai-based arm Dabur India .
And the Big B and Rani Mukherjee will help the company get a toehold in the world’s
herbal hair oil, shampoos and hair creams market. The Rs 1,232-crore FMCG major
has also decided to give a new impetus to its international food supplement brand,
Nature4u, by now launching it in the burgeoning Gulf market. It is currently being sold
only in UK and EU. “We have drawn an aggressive plan to launch Dabur and Vatika
globally, starting from the Middle East , GCC and SAARC countries. We expect our
market share to double within two years in the 10 countries we will focus on initially,’’
said Mr Arvind Kumar, CEO, Dabur International. The 10 top-of-mind markets for Dabur
right now are UAE, Saudi Arabia , Kuwait , Bahrain , Oman, Bangladesh, Pakistan ,
Egypt and Nigeria.
To develop Dabur International as its major overseas hub to service all markets except
Russia , the company is setting up a new plant which is expected to be ready in a
year. Dabur International already has a plant in Jabel Ali to both package products
sourced from India and produce some local variants. Dabur India has been selling its
product in Dubai and GCC countries since 1992 through a franchise — Redrock
Limited. The company had acquired this franchise last year at investments of about
USD five million.

Growing market share: While there is no doubt that Dabur now has a
presence in several product categories ranging from hair care to oral care to home care
to health supplements to juices and even soaps, it is also true that in some of these

60
segments its market share is very low and trails the market leader by a huge margin.
For instance, Dabur only has a 6% market share in shampoos against HLL’s 53%, and
a 12% share in the oral care segment against Colgate’s 46%.
Company officials believe that low market share means that there are substantial
growth opportunities even if these categories do not grow. “Our market shares are low
in some segments. This gives us opportunity to penetrate these categories,’’ says Mr
Narang.

Drivers of growth: For the future, Dabur has identified foods, home care
products, skin care and OTC health care products as its growth engines. The
company plans to ramp up its home care business and in the food category it is looking
at expanding its Hommade range of cooking pastes and purees. In the skin care
segment, the company launched the Dabur Anmol cold cream last year and its Vatika
honey and saffron soap is currently under test launch.

Expansion in south India: Dabur is looking at expanding its business in south India,
which currently accounts for around 15% of its total sales.

61
 RESEARCH METHODOLOGY

As the purpose of the project report is to analyse the consumable products successfully

launched in the last three years.

The data was collected both with the help of primary as well as secondary sources.

For primary data, I proceeded with the drafting of the questionnaire for consumers was

structured as undisguised, & Personal -interview retailers. Distributors & wholesalers

and it was handed personally by me to the respondents to be analysed.

The questionnaire method was used-

a) To get first and relevant and unbiased information

b) Questionnaire provides versatility and solutions can be obtained by just asking

the questions.

c) Questioning is usually faster and cheaper.

d) Moreover, there is more control over data gathering activities.

Secondary data was also collected personally by me, which the company has furnished

for the general public. The secondary data was gathered with the help of various

magazines, newspapers, journals, brochures and also through the internet. For

secondary sources no field work was employed.

62
In order to amplify the empirical findings from primary and secondary sources, a survey

was conducted both of consumers and retailers Distributor & Wholesalers in order to

gauge the market opinion.

The questionnaire was of multiple choice and the pattern of questions was as simple as

possible. With every question, multiple choices were given and respondents were asked

to select one of them. The questionnaire technique was structured and not disguised as

the questions followed one pattern and reason behind the questionnaire was stated

properly. All the questions were directly related to the subject.

For Dabur Chyawanprash

1. Sample size for customers were 150 in number and the universe comprised of all

the consumers within the geographical region of Ghaziabad and Sahibabad.

2. Sample size for retailers were 40 in number and the universe comprised of all the

consumers within the geographical region of Ghaziabad and Sahibabad.

3) Sample size for Distributor & Wholesaler were four in number & the universe

comprised of all the consumers within the geographical region of Ghaziabad and

Sahibabad.

No other field work was employed to gather the information. The questionnaire were

distributed to the respondents and the data was collected through primary and

secondary sources.

The statistical technique such a Pi-chart and percentages were used in analysing and

interpreting the data.

63
 DATA ANALYSIS
DABUR CHYAWANPRASH

1. AWARNESS LEVEL

100
90
80
70
60
PERCENTAGE
50
40
30
20
10
0
ZANDU HIM ANI BAIDYANATH DABUR

2. PREFERRED BRAND

60

50

40
PERCENTAGE
30

20

10

0
ZANDU HIMANI BAIDYANATH DABUR

64
 3.SATISFACTION LEVEL

5
4.5
4
3.5
3
RATING(1-LOW 5-HIGH)
2.5
2
1.5
1
0.5
0
ZANDU HIM ANI BAIDYANATH DABUR

4. REASONS FOR SELECTING A PARTICULAR BRAND

70

60

50

40
PERCENTAGE

30

20

10

0
HEALTH BRAND LOYALTY TASTE PRICE

65
66
 5.HOW DID YOU COME TO KNOW ABOUT THIS BRAND.

80

70

60

50
PERCENTAGE
40

30

20

10

0
TV INTERNET WOM PRINT

6. UNAVAILABILITY OF PREFERRED BRAND

40

35

30

25

20 PERCENTAGE

15

10

0
PURCHASE ANOTHER BRANDWAIT BUY SUBSTITUTE
WHATEVER OFFERED BY RETAILER

67
7. PREFERRED PACK SIZE

50

45

40

35

30
PERCENTAGE
25

20

15

10

0
1 Kg 500 gm 250 gm

8. REASON TO SELECT PREFERRED PACK SIZE

40

35

30

25

PERCENTAGE
20

15

10

0
AVAILABILITY PRICE FAMILY SIZE STORAGE

68
9. FREQUENCY OF PURCHARE

60

50

40

PERCENTAGE
30

20

10

0
ONE MONTH TWO MONTHS SIX MONTHS

69
 RETAILER SURVEY RESULTS

DABUR CHYAWANPRASH
1. Which brands of Chyawanprash do you stock?

100
90
80
70
60
50 PERCENTAGE
40
30
20
10
0
ZANDU HIMANI BAIDYANATH DABUR

2.Out of these which are the most preferred?

80
70
60
50
40 RATING(1-LOW 5-HIGH)
30
20
10
0
ZANDU HIM ANI BAIDYANATH DABUR

70
 3. According to you what are the reasons for customers’ preferences?

60

50

40

PERCENTAGE
30

20

10

0
brand loyalty price availability no reason

4.What is the profile of your typical consumer?

70

60

50

40 PERCENTAGE

30

20

10

0
high income middle income low income

71
 5.What schemes are you offered by the companies?

60
50

40
PERCENTAGE
30

20

10
0
price discount buy one get one others

6.What schemes does a consumer prefer most?

70

60

50

40 PERCENTAGE

30

20

10

0
price discount buy one get one others

72
 7.According to you, does in-store advertising have an affect on the consumers’
preference?

70
60
50
40 PERCENTAGE

30
20
10
0
yes no
8.Doesch
ange in price affect their preferences?

60

50

40
PERCENTAGE

30

20

10

0
yes no

73
 CONCLUSIONS

The Chyawanprash Industry is yet to capture the beverage market in full

swing. Packed Chyawanprash followed by Amla, Ashwagandha,

Hareetaki, Dashmul, Ghrit and several other herbs and herbal extracts the

market. The consumer’s patriotic love for tea and coffee is unfair.

Chyawanprash are yet to establish their supplement use in the average

household herein lies the great opportunities. Within the market, it is safe

to conclude that dabur has hit off ratherwell with the masses. Dabur has

clearly lost it head start advantage and thereby acquiring just 35% of the

market share while others enjoys rest of the market share. This could be

well attributed to dabur successful ATA (Availability, Taste and Affordability)

marketing module, the attributes most rated by the consumers. Lack of

publicity has hampered the growth progress of the brand so aggressive

advertising is needed to promote Chyawanprash and vatika hair oil

brand .The brands such as that of Chyawanprash by vednath,

Chyawanprash with its ‘sonacahndi, ‘Minute- made’ and also US food

giantssDel Monte are ready to hit the Chyawanprash market very soon.

As the strategies of the companies keeps on changing, be it in

Chyawanprash industry, a company has to create perceptions and cover

74
them into realities. It is an expensive proposition requiring huge

expenditure on advertising, sponsorships and media. Thus, the ideal

company will be the one which combines the high end technology with

consumer insight.

As 16% of the excise duty is exempted on food products in this budget ,

Many food companies including Dabur got benefited from it . On the

analysis of survey it was found that target Market of Chyawanprash want

quality benefit rather than Price benefit, so it is better to stress on quality

rather than on decreasing price to increase sales and profit. To increase

market share Dabur should give slight price benefit on Dabur brand so that

customers of other Juice brand should switch from other brand to Dabur

brand .

75
 RECOMMENDATIONS
 Focus on growing core brands across categories.

 Reaching out to new geographies, 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 Skin Clinic, Dabur
could start a venture called Vatika hair care centre 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 ends,etc.

 Position Dabur Chyawanprash is 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.

76
 BIBLIOGRAPHY
Books:

Marketing Management:Twelfth Edition – Philip Kotler & Kevin Lane

Keller

Websites:

www.google.com
www.dabur.com
www.tutor2u.net
www.brandchannel.com

77
www.blonnet.com
www.superbrandsindia.com

78
 CONSUMER QUESTIONAIRE-DABUR
CHYAWANPRASH

Dear Respondent,
Thanks for sparing few minutes to fill this questionnaire, which will help us to study the
consumer perception for chawanprash.

Any information provided by you will strictly be used for Academic Purpose.

1.Which brands of Chawanprash are you aware of?

A. Zandu
B. Himani
C. Baidyanath
D. Dabur

2.Which brand of Chawanprash do you use?

A. Zandu
B. Himani
C. Baidyanath
D. Dabur

3.Where would you rate your brand on a scale of 1 – 5 (5 being highest)?

A. 1
B. 2
C. 3
D. 4
E. 5

79
4.What are the primary reasons for which you use this particular brand?
A. Health
B. Brand Loyalty
C. Taste
D. Price

5.How did you get to hear about this brand?

A. TV
B. Internet
C. Word of Mouth
D. Print

6.If your brand is not available you would..?

A. Purchase another brand
B. Wait for it to be available
C. Go for a substitute
D. Buy what is offered by the retailer

7.Which pack size do you prefer?

A. 1 kg
B. 500 gm
C. 250 gm

8.On what parameters do you choose this pack size?

A. Availability
B. Price
C. Family size
D. Storage

80
 9.How often do you buy?
A. Once a month
B. Once in two months
C. Once in six months

10.Are you satisfied with your brand?

A. Yes
B. No

Personal Information :-

Age:
Location:
Income (per month):
A. Rs. 1,000 – Rs. 10,000 B. Rs. 10,000 – Rs. 30,000
C. Rs. 30,000 – Rs. 50,000 D. Above Rs. 50,000

81
 RETAILER QUESTIONNAIRE-DABUR CHYAWANPRASH
Dear Respondent,
Thanks for sparing few minutes to fill this questionnaire, which will help us to study the
consumer perception for the Chyawanprash category that we have chosen to study.

Any information provided by you will purely and strictly be used for Academic Purpose
only.

1.Which brands of Chyawanprash do you stock?

A. Zandu
B. Himani
C. Baidyanath
D. Dabur

2.Out of these which are the most preferred?

A. Zandu
B. Himani
C. Baidyanath
D. Dabur

3.According to you what are the reasons for customers’ preferences?

A. Brand loyalty
B. Price
C. Availability
D. No reason

82
 4.What is the profile of your typical consumer?
A. High income
B. Middle income
C. Low income
5.What schemes are you offered by the companies?
A. Price discounts
B. Buy one get one free
C. Others

6.What schemes does a consumer prefer most?

A. Price discounts
B. Buy one get one free
C. Others

7.According to you, does in-store advertising have an affect on the

consumers’ preference?
A. Yes
B. No
8.Does a change in price affect their preferences?
A. Yes
B. No

83