SUMMER INTERNSHIP PROJECT REPORT

On

DABUR INDIA LIMITED

“INSIDE SALES & OPERATIONS”

Submitted in the partial fulfilment of the requirement for the award of

MASTER’S IN BUSINESS ADMINSTRATION

C T UNIVERSITY, LUDHIANA

ACADEMIC SESSION

(2021 – 2023)

Under the Guidance of: Submitted By:

DEEPAK JAIN DIVYA CHANDEL

Manager MBA – 3rd Semester

DABUR INDIA LIMITED Roll No. : 72112344

Location: Plot No. 22, Site IV,

Sahibabad, Ghaziabad, UP-201010

Date:

1
 Date: 30th AUG 2022

TO WHOMSOEVER IT MAY CONCERN

This is to certify that DIVYA CHANDEL a student of Master of Business Administration from CT University

(Batch 2021-2023), Roll No: 72112344 has undergone her Internship on the topic Inside Sales & Operations

under my guidance and supervision from 22nd MAY 2022 to 9th AUG 2022.

Signature of Internship Guide

DEEPAK JAIN

SALES MANAGER

Dabur India Ltd.

2
3
 Declaration

I, Divya Chandel, hereby declare that the Internship work title “…Inside Sales & Operations…”

completed & submitted in partial fulfilment of the award of the degree of “Master’s in Business

Administration” by C T University, Ludhiana and the work was carried out with the help and under guidance

of “DEEPAK JAIN” and staff of the “Dabur India Limited, Plot-22, Site-4, Sahibabad Industrial Area,

Sahibabad, Ghaziabad, (U.P) – 201010 (INDIA)”.

I further declare this Internship report has not formed the basis for the award of any other Degree/Diploma of

any other University/Institution.

Date: 30 AUG 2022 Name: Divya Chandel

Roll No: 72112344

MBA(2021-23)

4
 Acknowledgement

The internship opportunity I had with [Dabur India Limited] was a great chance for learning and professional

development. Therefore, I consider myself as an incredibly lucky individual as I was provided with an opportunity to

be a part of it. I am also grateful for having a chance to meet so many wonderful people and professionals who led me

though this internship period.

I am using this opportunity to express my deepest gratitude and special thanks to “Roshni Agarwal” “Team Lease hr”[

Dabur India Limited, Plot-22, Site-4, Sahibabad Industrial Area, Sahibabad, Ghaziabad, (U.P) – 201010 (INDIA)] who

despite being extraordinarily busy with “her” duties, took time out to hear, guide and keep me on the correct path and

allowing me to carry out my internship at their esteemed organization.

I express my deepest thanks to [Deepak Jain], [Sales Manager] for taking part in useful decision & giving necessary

advice and guidance and arranged all facilities to make life easier. I choose this moment to acknowledge his contribution

gratefully.

It is my radiant sentiment to place on record my best regards, deepest sense of gratitude to Mr. Manbir Singh [ Managing

Director], C T University for his careful and precious guidance which were extremely valuable for my study both

theoretically and I further want to thank Prof. Neha Erry, Sunstone, who helped me to better understand concepts of

professionalism and become a better person and employee in my life. I want to thank Prof. Gaganjeet Kaur for being

our programme coordinator and helping me at every stage of my internship and studies.

I would also like to thank my parents and friends who helped me a lot during my life and this internship period. I

perceive this opportunity as a big milestone in my career development. I will strive to use gained skills and knowledge

in the best possible way, and I will continue to work on their improvement, to attain desired career objectives. Hope to

continue cooperation with all of you in the future.

Sincerely,

Divya Chandel
5
S. No. Item Page No.
1. EXECUTIVE SUMMARY 7
2. STATEMENT ABOUT THE PROBLEM 8
3. OBJECTIVE 8-9
4. SCOPE OF HE STUDY 9 - 10
5. COMPANY PROFILE 11-13
6. MY JOB PROFILE 14 - 18
7. DISCRIPTION OF THE WORK 19
8. RESEARCH & METHODOLOGY 19 - 24
9. SPECIFIC RESEARCH 24 - 32
10. MARKETING STRAEGIES 32 - 34
11. PRINCIPLES 35 - 37
12. SALES IMPROVE TECHNIQUES 37 - 40
13. MILESTONE OF SUCCESS 40 - 52
14. ECONOMIC SNERIO 52 - 62
15. RECOMMANDATION 63 - 64
16. CONCLUSION 64 - 68
17. APPENDIX 69
18. LIST OF REFERENCE 70
19. BIBLIOGRAPHY 71

6
 Executive Summary

The summary of this project is about Target Field Staffs employees their training needs and improving

performance of the employees through capability trainings, follow ups with SSM, SSO & TM regarding Star

SSM Incentive & Gurukool completion certificates after attempting classroom training, Gurukool Modules,

seven step of sales, 15 sec outline story & responsiveness about incentive earning.

For doing this all work an individual needs a set of skills full of Analytical Skills, Planning, Interaction, Power

point and Excel as well as maintains good correlations with peers, seniors and trade and communicates

effectively and able to adhere to Internal processes consistently. Other requirements can be computer skill and

People skills confident and cheerful outlook. Excellent Business Sense and Professional etiquettes.

7
 Statement about the problem

The Sales and Capability Manager is responsible for leading and coaching sales activity within the

region in line with the local association and State schemes. This is done through initiative-taking

recognition and development of coaching needs and strategies within the network. This is done in

Dabur’s to train SSM which are field employees who distribute product in local retail shops, they

need proper training and up to detail information for daily updating of daily targets. Here they need

to complete Gurukool assessments which is in the application called “Pronto.”

The importance of this work is-

 Ensure A Growing Win Rate And Target Achievement.

 Improve Customer Centricity, Profitability And Deal Size.

 Develop Skills/ Competency To Remain Ahead Of The Competition.

 Drive And Manage Sales Performance.

 Objectives

The objective at this job being intern, to make call to Sales Officers of the North Zone and remind

them to train their SSM and complete their assessment of Gurukool of every month. The

responsibility of this job is to address the concern of the sales officers and guide the right way of

doing the assignment and the other roles they are playing behind.

The basic key takeaways from the study of the objective.

 Attend sales training.

 Implement roleplay.

 Practice public speaking.

 Find a mentor.

 Ask questions.

 Become a lifelong learner.

 Improve prospecting skills.

 Review your sales calls.

8
 Relationships during the path of achieving my objective are-

 Region Team

 Branch Network

 Retail Delivery Team

During the internship, being an intern objective of this study is just not only guiding the field

staff but direct them towards their goals also.

The application of assessment and assignment are of mathematical questions and after

attempting those assessment every month they get the certificate on which basis they will get

their compensation.

 Scope of the Study

The scope for the study is that the region assigned for this job role is north zone, the states

like Jammu & Kashmir, Himachal Pradesh, Uttarakhand, Panjab, Uttarakhand, Haryana,

Delhi, Rajasthan, Uttar Pradesh and sometimes also Bihar.

The Regional Manager must fulfil the following responsibilities.

 Improves and manages OTC Sales Strategy and retail merchandising for national

Field execution to accomplish corporate revenue objectives.

 Directs national Sales and OTC Merchandising staff towards the achievement of sales

objectives.

 Responsible for overall field merchandising and national sales activity in OTC

channel.

 Establishes regional, district, provincial account and advertising sales purposes while

supervising all field Sales achievement versus Sales plan.

 Assesses territory alignment for adequate coverage and manages the price and the

sphere of the sector organization.

 Builds and ensures execution of all selling tactics of the marketing plan.

9
  Create and maintains comprehensive promotional and activation plans to drive

company sales share in key stores to facilitate achievement of account

distribution/sales objectives.

 Acquires and implements a field intelligence system for rapid reporting of

competitive activity.

 Renovates promotional strategies with a good tactical conceive to achieve brand sales

objectives.

 Co-ordinate with Finance & Accounts to make sure compliance with all financial

norms to control collections and receivables.

Interpersonal Relationship

 Builds effective, collaborative relationships to ensure business results.

 Through others, seeks out effective and efficient ways to realize results.

 Conveys a way of enthusiasm for the business both internally and externally.

 Leads cross functional team develops subordinates into strong cross functional team

leaders/members.

 Provide on-going feedback and support to direct reports.

 Administers Performance Management Process thoroughly.

Supervisory

 Responsibility for management of the sector staff, Distributors, Merchandisers, and

other existing capital.

10
Company Profile

Dabur India Limited is among the Top 5 FMCG Companies in India with Revenues of over Rs 8,700 Crore

& Market Capitalisation of about Rs 80,000 Crore. Building on a legacy of quality and experience for over

136 years, Dabur is today India’s most trusted name and the world’s largest Ayurvedic and Natural Health

Care Company. Dabur India's FMCG portfolio includes nine Power Brands with distinct brand identities --

Dabur Chyawanprash, Dabur Honey, Dabur Lal Tail, Dabur Honitus, Dabur Pudin Hara, Dabur Amla,

Dabur Red Paste, Réal, and Vatika.

Dabur has a geographically distributed sales team, and each agent is constantly on the field visiting hundreds

of mom-and-pop stores daily. With over a dozen of competitors, the Sales Capability Team (SC Team) had

its task cut out. They had to deliver information related to new product, competition, and sales deals to the

reps and at the same time reinforce sales process knowledge.

The success of a brand in the Indian rural market is as unpredictable as rain. Many brands, which should

have been successful, have failed miserably. This is because most firms try to extend marketing plans that

they use in urban areas to the rural markets. The unique consumption patterns, tastes, and needs of the rural

consumers should be analysed at the product planning stage so that they match the needs of the rural people.

Therefore, marketers need to understand the social dynamics and attitude variations within each village

though nationally it follows a consistent pattern.

Our attention has been drawn by certain members of the public that they have received communications

through e-mails/websites/telephonic calls/SMS for appointment as distributors of DABUR. We understand

that certain unscrupulous persons has been demanding cash deposits in certain specified banks before such

appointment. These people are also unauthorizedly using the name, trademarks, and logo of DABUR with a

view to tarnish the reputation of DABUR. They normally provide some similar website name to deposit the

application form. On accessing the website, they force you to pay the online payment for submitting the

form or they provide some bank details to deposit the payment. This is not the practice of DABUR or its

group companies. So, please desist from doing so.

11
Dabur products-

Foods: Digestives: Natural Cures

• Real Juice • Hajmola Yumstick • Shilajit Gold
• Real Activ • Ananrdana • Nature Care
• Homemade • Hajmola Normal • Sat Isabgol
• Lemoneez • Hajmola Candy Fun2 • Shilajit
• Capsico • Hajmola Candy • Ring Ring
HEALTH CARE: • Pudin Hara (Liquid and • Itch Care
❖ Baby Care Pearls) • Backaid
• Dabur Lal Oil • Hajmola Mast Masala • Shankha Pushpi
• Dabur Baby Olive Oil • Pudin Hara G • Dabur Balm
• Dabur Janma Ghunti • Dabur Hingoli
❖ Health Supplements
• Dabur Chawanprash
• Dabur Glucose D

Company details-

Industry Retail

Founded Year 1884

Headquarters Ghaziabad, Uttar Pradesh, India

Revenue 8,989 crores INR (US$1.2 billion, 2020)

CEO Mohit Malhotra

No. of Employees 7,740 (March 2020)

12
Product Offered Home Appliances

• Food

• Digestives

• Personal Care

• Health Supplements

• Oral Care

• OTC & Ayurvedic Medicines

Website https://www.dabur.com/

Subsidiaries Dabur International Limited, Aviva India, &

more.

 Mission: Dedicated to Health and well-being of every household

 Vision: Increasing the shareholder’s value towards the company by providing

quality-based products superior in nature and improving the life of the consumers in

Personal Care, Health care & Food segments.

 Core Values: Innovation, Responsiveness, Simplicity and Team orientation

 Dabur product series-

13
My Job Profile

I was selected as Sales Capability Intern under the team called Sales Capability Team under the designation

Inside Sales & Operations. I was supposed to call sales officers in different cities every day and let them know

that they have not completed the given target yet. Being an intern as was responsible for the duties like calling

field staff and if they are not available, I was supposed to call their sales team and remind them to complete

their assessment on time before it automatically closes on the application.

 Job description

Start month May,2022

Designation Sales Capability Intern

Location Ghaziabad

Salary -

Role type Internship

Job domain Inside Sales, Operation

Working from home Yes

Is there any bond? No

Skills Verbal Communication

 Location / Territory

Being an intern, I was responsible for North region, I took care of sales officers and field staff. Where

I must collect all the information about their tasks and update the report and transfer to the regional

sales manager.

I handled issues of north region like, Jammu & Kashmir, Himachal, Uttarakhand, Panjab, Bihar,

Rajasthan etc.

14
Primary Objective

 To find out the new business opportunity in rural districts.

Secondary Objective

 Availability & Visibility analysis of Dabur in rural market of north districts.

 Coverage analysis of Dabur in rural market of north districts.

 To find out the feasibility of new sub stockiest in rural market of north states.

As far as our project is concerned, we are assigned to find the business opportunity in the rural area.

So we’ve to study & analyse the distribution channel through which the rural consumers & retailers

can avail the huge product line of Dabur India Ltd. Chains of intermediaries, each passing the

product down the chain to the next organization, before it finally reaches the consumer or end-user.

This process is known as the 'distribution chain' or the 'channel.' Each of the elements in these chains

will have their own specific needs, which the producer must consider, along with those of the all-

important end- user.

Channels

Several alternate 'channels' of distribution may be available.

• Distributor, who sells to retailers.

• Retailer (also called dealer or reseller), who sells to end customers.

• Advertisement typically used for consumption goods.

Channel membership

1. Intensive distribution - Where most resellers stock the 'product' (with convenience products, for

example, and particularly the brand leaders in consumer goods markets) price competition may be

evident.

15
2. Selective distribution - This is the normal pattern (in both consumer and industrial markets) where

'suitable' resellers stock the product.

3. Exclusive distribution - Only specially selected resellers or authorized dealers (typically only one

per geographical area) are allowed to sell the 'product'.

Channel motivation

It is difficult enough to motivate direct employees to provide the necessary sales and service support.

Motivating the owners and employees of the independent organizations in a distribution chain

requires even greater effort. There are many devices for achieving such motivation. Perhaps the most

usual is `incentive': the supplier offers a better margin, to tempt the owners in the channel to push the

product rather than its competitors; or a competition is offered to the distributors' sales personnel, so

that they are tempted to push the product Monitoring and managing channels in such the same way

that the organization's own sales and distribution activities need to be monitored and managed, so

will those of the distribution chain.

In practice, many organizations use a mix of different channels; in they may complement a direct

sales force, calling on the larger accounts, with agents, covering the smaller customers and prospects.

Bases on which the data’s are analysed, I’ve collected numerous data’s regarding-

• Sales promotion.

• Consumer buying behaviour.

• Availability of various brands.

• Accessibility of the distribution sources to the distant rural population.

• Mode of transport the rural consumers opting for purchasing the products.

DISTRIBUTION NETWORK USED BY DABUR INDIA LTD.

Dabur is using four branches distribution network to reach its target section.

16
  Urban Distribution Channel [Stockiest] This is divided into two parts, viz: above 5 lakhs of

population and between 1 to 5 lakhs of population. This segment is totally covered by the

direct stockist. In the segment of above 5 lakhs there are three ways of covering the market,

viz: Beat wise, Line wise & Channel wise distribution while in the segment of 1 to 5 lakhs of

population there are two ways, viz: Channel wise & Beat wise.

FACTORY D.C

STOCKIEST SUPER STOCKTIST MODERN TRADE

WHOLESALER INSTITUTE

SEMI - WHOLESALER SUB-STOCKIEST

RETAIL TRADE RETAIL TRADE

SHOPPERS & CONSUMERS

 Channel Wise Distribution

Here the total product is divided into different channels like, Health care product, Personal care products,

Home products & etc.

 Line Wise Distribution

17
Here the total product is divided into different lines like, hair care, body wash, coconut oil, nutrition food

etc.

 Beat Wise Distribution

Here total market is divided into different areas where the total products are served to all the outlets exist

in that area.

 Rural Distribution Network [ Super Stockiest] Under rural distribution network, the whole market is

served by three parties, viz: Sub-stockist, Rural Direct Stockiest and by the Dabur network itself. The

Sub-stockist get the required product through the super stockist which again covers the Dabur itself

segment. The Rural Direct Stock segment is covered by the direct stockiest who serves the whole

urban distribution. The Sub-stockist uses the Sub van mode of transportation while the Rural direct

stockiest uses the Direct Van to cover his area. Dabur is continuously monitoring its channel

members to ensure the speed and accuracy in its service to its ultimate customers. The key customers

for Dabur are Whole seller, Small Outlets, and the Chemist. Dabur has continuously focusing on

these key customers and tried to satisfy them over the years to sustain in this industry.

 Daily Targets-

Daily targets during the internship is to call SSM and their Sales Officers is to make a record of their

daily targets, that how much they’ve covered during the entire day and EOD, I had to mail to the

regional sales manager and report the same.

I’ve to answer the queries, give rookies the idea of doing the assessment, record the data for sales

compensations and incentives during the month as well record the sales performance of the sales

team and report the manager if anyone has resigned their position so the seat is vacant to fulfil the

responsibility and duties.

18
 Description of Work
As an intern in the sales team, I had to work in a team and need to understand the other team

members’ work and observe others that how is getting work done, and what steps I need toto follow

for my assigned duty. The work is simple and easy but its time consuming and work from home.

Daily I need to call all north region sales officers and ask them to complete the assessment of

Gurukool and the project is called Pragati Outlet Enrolment. Daily I got the mail and I need to call

almost 60 -80 people of the sales team and answer their questions for getting their work done early as

possible.

RESEARCH & METHODLODY

For getting work done to complete the daily assignment I’d to call sales officers and ask them to

guide their rookies so they could be able to compete the assessment till the given period. To do this I

have followed the techniques ,knowledge and skills and search on the Dabur’s

OBSERVATION-

 Identifies and verifies relevant factors when faced with a problem or decision

 Seeks input from others when solving a problem of making decisions

 Supports accountability and ensures delivery

 Demonstrates professionalism and business

 Provide on-going feedback and support to direct reports

 Oversees Performance Management Process thoroughly

 Understands, plans, and directs others to effectively accomplish departmental goals

 Possess impressive knowledge of profit and loss and works to accomplish profit and loss of goals of

the organization.

KNOWLEDGE, SKILLS, AND ABILITIES:

 Strong analytical skills

 Excellent oral and written communications

19
 Proven effective supervisory skills

 Innovative, highly motivated, and creative

 Bias for action – a demonstrated point of urgency

 Results-oriented and must possess the ability to influence others

 Careful

 Team Player

 Working knowledge of Microsoft Office

 Proficient with SAP or sales/finance-related software

SWOT ANALYSES OF DABUR INDIA

STRENGTH

The Strengths of Dabur India Ltd are as follows:

• Dabur India is a very old company that has rich experience and trust in the minds of consumers.

• All the Brands are well established

• Standard work is set by offering superior quality machinery, staff, and office equipment’s.

• Market leader having the highest market share of about 70-80%.

• Product range of Ayurvedic and herbal products.

• Constant product development through innovation.

• High and strong distribution channels to reach every part of the country.

• R & D is a key strength

• Broad Supply chain Capabilities

WEAKNESS

The main weaknesses of Dabur India Ltd are:

• The prices of the products are higher or same as its competitors thus having higher

20
 costs than rivals are a major weakness.

• Some major products have seasonal demands

• Dabur is being associated with Ayurvedic products and thus the non Ayurvedic products such Real

Juice, Odopic, Odonil do not have a great image among the consumers.

OPPORTUNITIES

The opportunities that Dabur India is currently facing are as follows:

• Untapped Market

• Market Development

• “Made in India “initiative by Indian Government

• Innovation and R &D

• Increase in the income level of middle-class people

• People focusing on Ayurvedic Products

THREAT

The threats of Dabur India are -

• High Competition from well established brands in the FMCG sector.

• Substitute products pose a high threat.

• Other fields like Homeopathic and Allopathic & new entrants in the market.

PESTEL ANALYSIS

POLITICAL FACTORS:

• Government intervenes: Government supports the FMCG Industry to expand and

export its products so that they can grow

• Trading policies: The trading policies are favourable to expand and grow

ECONOMIC FACTORS:

• Consumer focus: The main factor is that the organisation analyses the consumer needs

• Living standard: The living standard has increased and thus leading to presentation of high-quality

products.

21
• National income: The per capita income has increased and thus the amount spent is also more.

• Inflation rate: If the rate of price rises is higher than the cost of the products will also be high whereas

if the inflation is lower the cost of the products will also be less and it has direct impact on the growth

of the company.

SOCIAL FACTORS:

• Demographics: The demographic factors help the organization to divide the market into various

segments and decide on the target group of the customers.

• Distribution of income: The income group decides the purchasing relationship of the consumers and

the company gets an overview of the purchasing power of the buyers which ultimately leads to

consumption of products.

• Consumer attraction: This indicates large number of choices available to the consumer. It is very easy

for the consumer to choose from the wide variety of options according to their needs

• Education levels: It is another important factor which influence buying power.

Consumers should know about the features of the goods which he/she is purchasing.

TECHNOLOGICAL FACTORS:

• Discoveries & innovation: Continuous innovations of products and services provides consumers

with innovative products.

• Advancement in technology: The technology advancement ensures the growth of the business with

a focus on the core brands in the product range across various categories as well as reaching to every

part of the country whether

• Automation: Change in technology will leads to automation, all the works are done automatically

by the machines as earlier it is labour oriented.

• Research & development: This department must do research about the demand of the markets &

how to make advancements so the corporation can survive in the economical world.

22
ENVIRONMENTAL FACTORS:

• Environment regulations: The brand should keep in mind about the needs of the customer in the

personal grooming segment and target customers with safe as well as natural solutions with the help

of taking knowledge of Ayurveda which is very well applied in the brand along with modern science.

• Environmental protection: The company should be responsible to protect Ecological system & use

Eco-friendly products.

LEGAL FACTORS:

• Employment law: Equal opportunities to every citizen and child labour is a punishable offence

• Consumer protection: To protect consumer rights and in case the consumer is cheated he can file a

complaint.

• Law affect social behaviour: Different laws are made by the government to safeguard the rights of

consumers.

ROLES AND RESPONSIBILITY IN ORDER TO COMPLETE THE TASKS

➢ For Phase I:

• Do a detailed study of Dabur Brands and analysis

• Study Consumer Satisfaction of Dabur Products (Red Toothpaste and Real Fruit Juice)

• Study the factors which involves consumer purchase behaviour of Dabur Products (Red Toothpaste

and Real Fruit Juice)

• Do Cross tabulation analysis of Demographics and Purchase Behaviour

➢ For Phase II:

• Retail Coverage analysis in North region.

• Visit Retailers with Sales Executive and understand the problem they are facing.

• Informing the contacts of the visited retailers

• Branding and Pitching of New Products of Dabur

• Supervising regular billing of New distributor through Dristi Application

• Observing the uncovered and unbilled retails and generating business through them

23
• Recording complaints by the retailers

• Finding out new retails which were not associated with dabur in the region and generating business

through them

Specific Research –

Research is an art of scientific search that means “A careful investigation or inquiry especially

through search for new facts in any branch knowledge .’’ Redman and Mory define research as a

“Systematized efforts to gain new knowledge.’’ It has helped in knowing the significant impact of

market segmentation on the FMCG and what changes are going to be there in the future related to the

marketing segmentation for the FMCG companies. The study has helped to identify what needs to be

done while segmenting the market by FMCG companies. To study that the following research design

was chosen.

Universe: The universe is all the customers of the FMCG companies mainly Hindustan Unilever

Limited, Procter & Gamble, ITC Limited, Dabur India Limited, and Godrej.

Locale: The research has been carried out in Punjab and Chandigarh. The first reason was that the

researcher is born and lived in this region and was having knowledge about the major aspects of this

region. Secondly, this region was best suited for the studying the existing segmentation i.e.

Demographic, Physiographic, Geographic, Behavioural etc. that can help in knowing what FMCG

companies need to do. This has helped in minimizing the biasness.

Sample: To meet the objective of the study the researcher has selected 500 customers using random

sampling technique, which were taken from the Punjab 57 and Chandigarh region considering

FMCG companies mainly Hindustan Unilever Limited, Procter & Gamble, ITC Limited, Dabur India

Limited and Godrej.

Data Collection: Data has been collected from both primary sources and secondary sources.

Secondary data has been collected from company reports, company surveys, journals, trade bulletins,

internet, and other published sources. The primary data has been collected from the respondents by a
24
structured questionnaire. A few customers whom the researcher has felt were very important in the

process; an unstructured interview was carried out.

Data Analysis: The data collected from primary and secondary sources was coded and then

tabulated with various tabulation methods, as per the researcher’s requirements. Then traditional

statistical tools and modern tolls like IBM PASW 18 and IBM SPSS 19 were used to analyse the

various forms of data.

4P’s of Marketing Mix

1. Product

Dabur is committed in offering its customers products that are of outstanding quality and are herbal.

Their mission is in providing goods that prove healthy for its customers, as health is wealth. Nature

provides inspiration to any and all its products. Dabur deals in many categories of merchandises like

oral care, hair care, skin care, food products, and healthcare and home-care products.

In1940 Dabur launched Dabur Amla Hair Oil and even today, it is one of the leading products of the

company. In 1949, it passed the world Dabur Chyawanprash. From children to the old-age company

it is the favourite of every age group. In 1970, Dabur added Oral products like Dabur Lal Dant

Manjan to its portfolio. Hajmola tablets and Hajmola candy were created in the market in the year

1978 and 1989 respectively.

In1994 Dabur turn into the world’s second company to enter the marketplace for anti-cancer

medicines. Its research and foundation team helped in developing a drug that is obtained from the

Asian Yew tree leaves. This eco-friendly process is exceptional and one of its kind. Its health

products include Dabur’s Honitus Cough Syrup, Dabur Active Blood Purifier for women, Dabur

Shankha Pushpi to enhance the memory, Dabur Balm Strong for headache and Shilajit Gold for

regeneration.

In 1996, it walked in the food market for the first time with the launch of Real Fruit Juice and later

launched cooking paste, homemade pappad, coconut milk and tomato puree. Its peel products,
25
beneath the name ‘Gulabari’, consist of Rose water, Nourishing cream, Face freshener, Moisturizing

lotion and underneath the name, ‘Fem’, include Pink bleach, Gold bleach, Blue bleach, Herbal

bleach, Liquid hand wash and Hair removing cream.

2. Price

Price is normally expressed in budgetary 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 service provided. Price

is a crucial determinant of the fact whether the exchange between the buyer and seller should

materialize or not. While pricing the products three main factors should be kept in mind -:

 Cost

 Competition

 consumer demand

Pricing Strategies of Dabur

Dabur has moved up the pace of new product launches and is enabling ad spend and marketing. The

entire product range is also tweaked to include premium offerings such as more variants under almost

every category, as Dabur Vatika Hair Oil is available in 3 different versions.

Dabur is today seen as a good deal more real-world in the marketplace. Dabur is now an external

oriented company. Across the whole organization the company have one meaning of winning, and that

means not just growing, but growing completely. Over the last two years, Dabur has preserved its

operating margins over judicious value hikes across products and decline in pack sizes.

The three key reasons concerning the pricing strategies have been considered below -:

I.COST

One of the most important factors to take care while pricing is the cost costs set the floor for pricing

decisions. There are two types of cost variable cost and fixed cost. It is important that the price should

recover all costs including a fair return for undertaking the marketing effort and risk.

II.COMPETITION

26
 Competition is a further vital factor while pricing. When a firm does not face any competition, it can

enjoy complete freedom in fixing its price. 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. But Dabur’s top selected competitors are:-

 Hindustan Unilever Limited

 Proctor and Gamble

 Pepsi co.

 Colgate Palmolive

 Godrej Industries

 Marico Ltd. etc.

III.CONSUMER DEMAND

Dabur learned that most of the Indian population tends to go towards the Indianized ecological and herbal

products therefore they made it their USP. Dabur is effectively leading the marketplace with this product

range, offering the buyers with special products easily.

3.Place

Place in the context of marketing mix refers to a set of decisions that need to be taken in order to make the

products available to the customers for purchase and consumption. Making the products available to the

customers require development of channels of distribution and physical distribution of products.

Channels Of Distribution

A channel of distribution refers to the path taken by the goods in their movement to the customers. For

instance, the toothpaste we use is manufactured in the factory of a company Dabur. But before it reaches

us it passes through the hands of many middlemen who help it come to you in right time, at right place

and in right quantity.

Dabur’s distribution network is acknowledged as one of its key strengths. Its focus is not only to enable

easy access to our brands, but also to touch consumers with a three-way coming together - of product

availability, brand communication, and higher levels of brand experience.

4. Promotion
27
Once the product has been manufactured, priced rightly, and is distributed, the next task of the marketer

is to notify potential customer about the product and convince them to buy the same. The promotion

element of marketing mix is concerned with activities that are undertaken to communicate with both

customers and participants in the channel of distribution such that sales goals are realized. 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 attempts to persuade potential customers to purchase or

to consume more of a particular brand of product or service. Many advertisements are designed to generate

increased consumption of those products and services through the creation and reinforcement of "brand

image" and "brand loyalty". For these purposes, advertisements sometimes embed their persuasive message

with information. Every major medium is used to deliver these messages, including television, radio, cinema,

magazines, newspapers, video games, the Internet, and billboards. Advertising is often placed by an

advertising agency on behalf of a company or other organization.

Dabur has created the huge brand image and a vast product following by associating mega-names like

Amitabh Bachchan, Rani Mukhurjee, Vivek Oberoi, Mandira Bedi etc. Dabur invested Rs. 150 crores just on

the advertising of Real “Fruit Juice” and “Real Active”. So far, the company has been successful in this

mission as the people now know the brand and ask for its products by name.

 Sales promotion

“An activity designed to boost the sales of a product or service. It may include an advertising campaign,

increased PR activity, a free-sample campaign, offering free gifts or trading stamps, arranging demonstrations

or exhibitions, setting up competitions with attractive prizes, temporary price reductions, door-to-door calling,

telemarketing, personal letters on other methods”.

In marketing, sales promotion is one of the four aspects of promotion. (The other three parts of the promotional

mix are advertising, personal selling, and publicity/public relations.) Sales promotions are non-personal

promotional efforts that are designed to have an immediate impact on sales.

28
Sales promotion involves short-term incentives to encourage buyers to purchase a product. It's aim is to

encourage immediate purchase of a product. If used too often however, sales promotion can create a situation

where consumers will not buy unless there is a bonus offer. This will result in loss of profit for the company.

More than any other element of the promotional mix, sales promotion is about “action”. It is about stimulating

customers to buy a product. It is not designed to be informative – a role which advertising is much better suited

to.

Sales promotion can be directed at:-

•The ultimate consumer (a “pull strategy” encouraging purchase)

•The distribution channel (a “push strategy” encouraging the channels to stock the product). This is

usually known as “selling into the trade.

SALES PROMOTIONAL TOOLS OF DABUR FOODS

• Price promotions

• Coupons

• Gift with purchase

• Competitions and prizes

• Money refunds

• Point-of-sale displays

• Free samples

• Contest /demos

• Festival Sales

• Retailer coupons

• Multi-packs

• Special price for twos

• Allowances for additional shelf space

• Merchandising

• Sales contest

• Incentives
29
 • Awards & prizes

• Premium gifts

• Sales Meetings

• Samples/product sampling

• Contests & Sweepstakes

• Exchange Offers/buyback

• Refund / Rebate

• Price / Bonus Packs

PROMOTIONAL SCHEMES USED FOR STOCKIEST

 Encourage stockiest to participate in displays and sales contests.

 Higher Margins: Tries to give higher margins to stockiest so that they don’t lose interest in the product

and can earn good profits after meeting all the expenses.

 Sales Contests: Sales contest are held annually and whichever stockiest has the best sales record a prize is

given to him, like free holiday to the family etc.

 Allowances: Special allowances are given to both stockiest and stockiest salesman if they achieve their

monthly target.

 Subsidy for Promotion Budget: Company gives subsidy to the stockiest, who spend some money on the

promotional schemes, like conducting a sampling activity.

 Danglers and Posters: Company gives posters and danglers to stockiest which are further pasted and

distributed by stockiest salesman.

 Training: Special Training is given to Stockiest Salesman; a training workshop is organized by the

company for stockiest salesman so that they don’t face any problem while placing their products and

taking orders from retailers.

 Annual Gathering: All the stockiest meet under one roof at least once a year and then the stockiest whose

performance was best in term of sales is awarded.

 Fun Trip: A zone wise fully paid fun trip is organized by the company for all the stockiest once a year.

 Gathering While Launch of New Products: All the stockiest and their salesman gather when there is a

launch of a new product. Company gives free samples & gifts to stockiest and their salesman.

30
  Special Trade Schemes: Special trade schemes like two SKU free with the 12 SKU.

 Free danglers and posters for publicity.

 Buyback: Dabur foods have a scheme of replacement of products which gets expired.

PROMOTIONAL SCHEMES USED FOR RETAILERS

 Trade allowances: Short term incentives are offered to induce a retailer to stock up more dabur products.

 Dealer loader: An incentive given to induce a retailer to purchase and display the products of dabur.

 Trade contest: A contest to reward retailers those sells the most product of dabur foods and after a specific

period they are rewarded.

 Point-of-purchase displays: Extra sales tools given to retailers by dabur to boost sales, like danglers, posters,

banners etc helps in promoting sales.

 Push money: Also known as "spiffs". An extra commission paid to retail employees to push products. This

kind of practice dabur hardly follows.

 Free samples: Dabur foods gives free samples are given to retailers so that they can try that product if the

product is new or gives some discounts.

 Demos: Special demos are given to retailers and even some stands, fridge are given by retailers.

 Discount Sales: Some special discounts are given to retailers from time to time, like 1% cash discounts if

payment is made in cash.

 Retailer Coupons: Dabur gives some coupons like free lunch for family etc if the retailer buys and sells a

specific number of products.

 Higher Margins: Retailer has the highest margins and dabur foods also have the same criteria, and retailer

can further sell the dabur product to consumer at discount keeping his margin safe.

 Allowances for additional shelf space: Company as such does not pay anything to retailer but gives some

additional benefits for giving them shelf space which is visible to customer whenever they enter the shop.

 Merchandising Allowances: Allowances are given to Stockiest salesman for merchandising dabur products.

Whenever the Stockiest salesman goes to take orders then he also merchandises dabur products.

 Bonus Packs: Time to time dabur gives bonus packs to retailers like buy 10 get 2 free with that.

 Trade Allowance: Dabur comes with different types of trade discounts from time to time, like sometime

price discounts, sometimes gifts etc.

31
 Free goods: Dabur gives free goods on the purchase of specific number of goods.

 Cash Rebate: Generally cash rebate is given by stockiest if retailer makes the payment in cash at the time

of purchase.

 Product sampling: Dabur organizes sampling activities for its products which are new, these activities are

generally at the place where footfall is very high.

 Displays: Dabur tries to give special displays to the retailers, so that they can display their products on that.

 Point-of-Purchase Material: POP material is available in the form of stickers, banners, displays, posters,

signs, streamers, etc. put up inside and outside the stores & other possible purchase locations .

MARKETING STRATEGY

Marketing strategy is a process that can allow an organization to concentrate its limited resources on

the greatest opportunities to increase sales and achieve a sustainable competitive advantage.

Marketing strategy consists of the analysis, strategy development, and implementation activities in:

“Developing a vision about the market(s) of interest to the organization, selecting market target

strategies, setting objectives, and developing, implementing, and managing the marketing program

positioning strategies designed to meet the value requirements of the customers in each market

target”.

Strategic marketing is a market-driven process of strategy development, considering a constantly

changing business environment and the need to deliver superior customer value. The focus of

strategic marketing is on organizational performance rather than a primary concern about increasing

sales. Marketing strategy seeks to deliver superior customer value by combining the customer-

influencing strategies of the business into a coordinated set of market-driven actions. Strategic

marketing links the organization with the environment and views marketing as a responsibility of the

entire business rather than a specialized function.

Because of marketing’s boundary orientation between the organization and its customers, channel

members, and competition, marketing processes are central to the business strategy planning process.

Strategic marketing provides the expertise for environmental monitoring, for deciding what customer

32
groups to serve, for guiding product specifications, and for choosing which competitors to position

against. Successfully integrating cross-functional strategies is critical to providing superior customer

value. Customer value requirements must be transformed into product design and production

guidelines. Success in achieving high-quality goods and services require finding out which attributes

of goods and service quality drive customer value.

Study During The Training Weeks-

 DABUR 2020-21 Annual Report Analysis

 DABUR has announced its results for the year ended March 2021. Let us have a look at the

detailed performance review of the company during FY20-21.

 DABUR Income Statement Analysis

 Operating income during the year rose 10.0% on a year-on-year (YoY) basis.

 The company's operating profit increased by 18.3% YoY during the fiscal. Operating profit

margins witnessed a fall and down at 21.0% in FY21 as against 19.5% in FY20.

 Depreciation charges increased by 8.9% and finance costs decreased by 37.8% YoY,

respectively.

 Other income grew by 6.6% YoY.

 Net profit for the year grew by 17.1% YoY.

 Net profit margins during the year grew from 16.7% in FY20 to 17.8% in FY21

33
DABUR Cash Flow Statement Analysis

 DABUR's cash flow from operating activities (CFO) during FY21 stood at Rs 21 billion, an

improvement of 31.1% on a YoY basis.

 Cash flow from investing activities (CFI) during FY21 stood at Rs -14 billion, an improvement

of 172.0% on a YoY basis.

 Cash flow from financial activities (CFF) during FY21 stood at Rs -6 billion, an improvement of

41% on a YoY basis.

 Overall, net cash flows for the company during FY21 stood at Rs 970 million from the Rs 540

million net cash flows seen during FY20

34
Principles

Ownership: This is our company; we accept responsibility and accountability to meet business needs.

Passion For Winning: We all are leaders in our responsibility, with a deep commitment to deliver the

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

People Development: People are our most important asset. We add value through result- driven training

and we encourage rewards and excellence.

Consumer Focus: We have superior understanding of consumer needs and develop products to fulfil

their demands.

Innovation: Continuous innovation in products and processes and is the base of our success.

Key Responsibility

 New joiner Induction

 Basic Capability working in Average/ Bottom boxer HQ

 Capability Drive through Digital Intervention

 Anchoring National/Region Workshop, project & Initiative

 Drive SSM/RSP/Field Force Efficiency

 SSM/RSP/Field Force Performance Management

Business Development Officer (Capability Team)

 Induction of SSM/RSP

 On Job Training Identified Bottom Boxer HQ (With SO/SI)

 Classroom Training - Identified Bottom Boxer/Average Performer (with SSM & RSP)

 Driving completion of Monthly Training & Assessment

 Driving Gate Meeting / Supervisor Working

35
 Drive SSM & RSP Market Presence , Reporting, In Market Time & Productivity parameters.

 Analysis, Tracking & Reporting Coverage, EDGE & MSL at region level

FMCG sales reps require specific skills

Sales in the FMCG space is very different to B2B sales. Sales reps require very different skill sets to

deal with the unique challenges of their business model, where they deal with a range of distributors

from large chains to mom and pop stores.

Apart from the typical negotiations, conflict management, and partner management skills, it’s

important to drive process adherence. Coaching focuses not only on team handling and negotiations

skills but also basic analytical skills. This helps identify whether sales reps can interpret data as

expected.

Prioritizing sales readiness initiatives was crucial

 It was important for Dabur to create a strategy for their initiatives that focused on the skill sets

that their reps needed to improve. To achieve this, prioritizing their initiatives was crucial,

particularly when you consider the size of their team. To improve the sales effectiveness of their

team Dabur implemented several initiatives.

 “The most important initiative, and one of the most basic is to standardize the onboarding process

for all new hires in the sales team. Dabur is a large and diverse organization, so it is even more

important to have a standard onboarding system in place. We use Mindtickle to provide us with

visibility on the learning curve of every new hire in the sales team,” explains Singh.

 Dabur also had a long-term vision for their digital sales readiness initiatives that extended beyond

sales onboarding.

 Another thing that is really helping us is the creation of a knowledge bank. This is a repository of

all sales processes and sales related collaterals. Since the Mindtickle platform is online and agile,

it is much easier for us to add and update modules as and when there is a change in our process.

It’s been about 8 months since we started, and this has now become a part of our daily work.

36
Managers have visibility into every sales rep’s progress

 Using a platform like Mindtickle gives us visibility into what skills each rep needs to improve. That

is the greatest benefit we’ve obtained from this initiative. Improvement takes time, for some

individuals it can take a few weeks, and for some, it can take a few months. It really depends on the

kind of work assigned to them.

 Dabur’s initiatives also help them identify and fix their rep’s knowledge gaps. They have

implemented a manager led feedback system that has been essential to their sales transformation

program.

 “Mindtickle allows us to track the coaching tasks given to each sales rep after the fact. We then

involve the manager, using a feedback mechanism, to review the improvement in their reps’

performance and give them feedback. This process is really helping us drive effectiveness and

improve our performance,” explains Singh.

 By leveraging technology Dabur has automated and simplified its sales process. At the same time,

they have brought their sales team much closer towards their end goal of achieving best-in-class

sales effectiveness

10 Sales Coaching Tips and Techniques to Improve Sales

1. Focus on rep welfare

One in three salespeople say mental health in sales has declined over the last two years, according to a

recent Salesforce survey. One of the biggest reasons is the shift to isolated work environments, which

pushed sales agents to change schedules while still hitting quotas. Add in the isolation inherent in virtual

selling and you have a formula for serious mental and emotional strain.

2. Build trust with genuine stories

For sales coaching to work, sales managers must earn reps’ trust. This allows the individual to be open

about performance tasks. The best way to start is by sharing personal and professional stories.

37
For example, a seasoned manager might share details about their first failed sales call as a cautionary tale

– emphasizing poor planning, aggressive posturing, and lack of empathy during the conversation. This

would be followed by steps the manager took to fix these mistakes, like call rehearsing and early-stage

research into the prospect’s background, business, position, and pain points.

3 Confirmation and review sales calls

Once upon a time, sales reps learned by shadowing tenured salespeople. While this is still done, it’s

inefficient – and often untenable for virtual sales teams.

To give sales reps the guidance and coaching they need to improve sales calls, deploy an intuitive

conversation recording and analysis tool like Einstein Conversation Insights (ECI). You can analyze sales

call conversations, track keywords to identify market trends, and share successful calls to help coach

existing reps and accelerate onboarding for new reps. Curate both “best of” and “what not to do” examples

so reps have a sense of where the guide rails are.

4. Foster self-evaluation

When doing post-call debriefs or skill assessments – or just coaching during one-on-ones – it’s critical to

have the salesperson self-evaluate. As a sales manager, you may only be with the rep one or two days a

month. Given this disconnect, the goal is to encourage the sales rep to evaluate their own performance and

build self-improvement goals around these observations.

5. Let your reps set their own goals

This falls in line with self-evaluation. Effective sales coaches don’t set focus areas for their salespeople;

they let reps set this for themselves. During your one-on-ones, see if there’s an important area each rep

wants to focus on and go with their suggestion (recommending adjustments as needed to ensure their goals

align with those of the company). This creates a stronger desire to improve as it’s the rep who is making

the commitment. Less effective managers will pick improvement goals for their reps, then wonder why

they don’t get buy-in.

38
6. Focus on one improvement at a time

For sales coaching to be effective, work with the rep to improve one area at a time instead of multiple

areas simultaneously. With the former, you see acute focus and measurable progress. With the latter, you

end up with frustrated, stalled-out reps pulled in too many directions.

7. Ask each rep to create an action plan

Open questioning during one-on-ones creates an environment where a sales rep can surface methods to

achieve their goals. To make this concrete, have the sales rep write out a plan of action that incorporates

these methods. This plan should outline achievable steps to a desired goal with a clearly defined timeline.

Be sure you upload it to your CRM as an attachment or use a tool like Quip to create a collaborative

document editable by both the manager and the rep. Have reps create the plan after early-quarter one-on-

ones and check in monthly to gauge progress (more on that in the next step).

8. Hold your rep accountable

As businessman Louis Gerstner, Jr. wrote in “Who Says Elephants Can’t Dance?”, “people respect what

you inspect.” The effective manager understands that once the plan of action is in place, their role as coach

is to hold the sales rep accountable for following through on their commitments. To support them, a

manager should ask questions during one-on-ones such as:

9. Offer professional development opportunities

According to a study by LinkedIn, 94% of employees would stay at a company longer if it invested in their

career. When companies try to feed their employees’ growth, it’s a win-win. Productivity increases and

employees are engaged in their work.

10. Set up time to share failures — and celebrations

As Forbes Council member and sales vet Adam Mendler wrote of sales teams, successful reps and

executives prize learning from failure. But as Richardson points out, a lot of coaches rescue their reps

39
before they can learn from mistakes: “Instead of letting them fail, they try to save an opportunity,” she

said. “But that’s not scalable and doesn’t build confidence in the rep.”

MILESTONES OF SUCCESS

 1884 Birth of Dabur

Dr. S. K. Burman launches his mission to make health care products in Calcutta.

 1896 Setting up a manufacturing plant

With growing popularity of Dabur products, Dr. Burman expands his operations by

setting up a manufacturing plant for mass production of formulations.

 EARLY 1900s Ayurvedic medicines

Dabur enters the specialised area of nature based Ayurvedic medicine, for which standardised drugs

are not available in the market .

 1919 Establishment of research laboratories

40
 The need to develop scientific processes and quality checks for mass production of traditional

Ayurvedic medicines leads to establishment of research laboratories.

 1920 Expands further

Dabur expands further with new manufacturing units at Narendrapur and Daburgram. The distribution of

Dabur products spreads to Bihar and the North-East.

 1936 Dabur India (Dr. S.K. Burman) Pvt. Ltd.

 1972 Shift to Delhi

Dabur's operations shift to Delhi. A new manufacturing plant is set up in temporary premises in Faridabad

on the outskirts of Delhi.

 1979 Sahibabad factory / Dabur Research & Development

41
 Commercial production starts in the new Sahibabad factory of Dabur, one of the largest and best

equipped production facilities for Ayurvedic medicines. Launch of full-fledged research operations

in pioneering areas of health care with establishment of the Dabur Research & Development Centre

(DRDC).

 1986 Public Limited Company

Dabur becomes a Public Limited Company. Dabur India Ltd. comes into being after reverse merger

with Vidogum Limited.

 1992 Joint venture with Agrolimen of Spain

Beginning a new chapter of strategic partnerships with international businesses, Dabur enters into a

joint venture with Agrolimen of Spain. This new venture is to manufacture and market confectionery

items in India.

 1993 Cancer treatment

Dabur enters the specialised health care area of cancer treatment with its oncology formulation plant

at Baddi in Himachal Pradesh.

 1994 Public issue

Dabur India Ltd. raises its first public issue. Due to market confidence in the Company, shares issued

at a high premium are oversubscribed 21 times.

 1996 3 separate divisions

42
For better operation and management, 3 separate divisions are created according to their product mix -

Health Care, Products Division, Family Product Division & Dabur Ayurvedic Specialities Limited.

 1997 Foods Division / Project STARS

Dabur enters full-scale in the nascent processed foods market with creation of a Foods Division. Project

STARS (Strive to Achieve Record Successes) is initiated to give a jump-start to the Company and

accelerate its growth performance.

 1998 Professionals to manage the Company

With changing demands of business and to inculcate a spirit of corporate governance, the Burman

family inducts professional to manage the company. For the first time in the history of Dabur, a non-

family professional CEO sits at the helm of the company

 2000 Dabur India Ltd.’s turnover crosses the Rs 1,000 Crore.

Dabur establishes its market leadership status with a turnover of Rs.1,000 crores. From a small

beginning and upholding the values of its founder, Dabur now enters the august league of large

corporate businesses.

 2003 Dabur demerges Pharma Business

43
 Dabur India approved the demerger of its pharmaceuticals business from the FMCG business into a

separate company as part of plans to provide greater focus to both the businesses.

 2005 Dabur acquires Balsara

As part of its inorganic growth strategy, Dabur India acquires Balsara's Hygiene and Home products

businesses, a leading provider of Oral Care and Household Care products in the Indian Market, in a

INR 143 Crore all cash deal.

 2005 Dabur announces Bonus after 12 years

Dabur India announces issue of 1:1 bonus share to its shareholders (i.e. one share for every one share

held.)

 2006 Dabur crosses $2bn market Cap, adopts US GAAP

Dabur India crosses the $2 billion mark in market Capitalisation. The company also adopted US

GAAP in the line with the commitment to follow Global Best Practices and adopt highest standards

of transparency and governance.

 2006 Approves FCCB/GDR/ADR up to $200 million

Moving forward on the inorganic growth path Dabur India decides to raise up to $200 million from

the international market through bonds, FCCBs, GDR, ADR, QIPs or any other securities

 2007 Celebrating 10 years of Real

44
 Dabur Foods unveils the new packaging and design for Real on the occasion of 10 years completion

of the brand. The new defined modern look depicts the natural goodness of the juice from freshly

plucked fruits.

 2007 Foray into organised retail

Dabur India announces its foray into the organised retail business through a wholly owned

subsidiary, H&B Stores Limited. Dabur goes on to further invest INR 140 Crores by 2010 to

establish its presence in the retail market in India with a chain of stores on the Health & Beauty

format.

 2007 Dabur Foods Merged With Dabur India

Dabur India decides to merge its wholly owned subsidiary Dabur

Foods Limited with itself to exact synergies and unlock operational efficiencies.

 2008 Acquires Fem Care Pharma

45
 Dabur India acquires Fem Care Pharma, a leading player in the women skin care market. Besides an

entry into the high growth skin care market with an established brand named Fem, this transaction

also offers Dabur a strong platform to enter newer product categories and markets.

 2009 Dabur Red Paste joins 'Billion Rupee Brand' club

Dabur Red Paste becomes Dabur's 9th billion rupee brand by crossing the billion rupee turnover

mark within 5 years if its launch.

 2010 Dabur makes its first overseas acquisition

Dabur makes its first overseas acquisitions by buying Hobi Kozmetik Group, a leading personal care

products company in Turkey, for $69 Million. This is followed in succession by the acquisition of

100% equity in Namaste Laboratories LLC of the US for $100 Million.

 2011 Dabur enters professional skin care market

Dabur enters professional skin care market with the launch of Oxylife Professional Facial Kit,

created exclusively for professional use. The range is further expanded with the launch of facials and

a body bleach under the brand Fem.

46
 2011 Dabur India acquires 30-Plus from Ajanta Pharma

Dabur India Limited acquires Ajanta Pharma's over-the-counter brand '30-Plus'

 2012 Dabur crosses Billion-Dollar Turnover Mark

Dabur India Ltd. surpasses the billion-dollar turnover mark during the 2011-12 fiscal to end the year

on a high note with net sales of INR 5283.17 Crores.

 2013 Market Capitalisation crosses the $5-Billion mark

 2015 Brand Real, Vatika and Amla cross the Rs. 1,000 Crore turnover mark

 2016 Dabur Gulabari and Dabur Lal Dant Manjan clock a turnover of Rs. 100 Crore

each

Sales Promotion

Promotion is the final element in the marketing mix. After the nature of product is decided, its price

fixed and the methods of distribution decided, the manufactures must take effective steps in meeting

the consumers in the markets. In the present consumer oriented markets it is the duty of

manufacturers to know what is required by the consumer. It is also their duty to make the customers

know where, when how and at what prices. The products would be available.

47
Promotion and Sales Promotion

Similarly the terms sales promotion cannot be taken to mean what is commonly does. Sales

promotion is only a part of the promotion. Basically promotion is an "exercise" in information

persecution and influence. Promotion has come to mean the overall co-ordination of advertising

selling, publicity, and public relations. Promotion is a helping function designed to make all other

marketing activities more effective and efficient. But sales promotion as such helps only the selling

activity still, there exit same difference of opinion on the real connection of the term sales promotion

Sales Promotion and Advertising

There is no universally accepted distribution between these two terms. To same advertising includes

all forms of mass media communication directed towards influencing the end consumer. Sales

promotion on the other hand, includes the form of mass communication directed towards information

and influencing the channel of distribution (e.g. distributors, retailers etc.). Hence a price of product

literature distributed by retailers in sales promotion. These sales promotion merges on one side in to

advertising and on the other into personal salesman ship. It is concerned with the dissemination of

information to wholesalers, retailers, customers (both actual and potential, and to the salesman).

Sales promotion is concerned with the creation. Application and dissemination of material and

techniques that supplement advertising and personal selling. Sales promotion makes use of direct

mail, catalogues, trade shows, sales contests, premiums, samples, windows displays and other aids.

Its purpose is to increase the desire of salesman, distributors, and dealers to sell a certain brand to

make consumers more eager to buy that brand. Personal selling and advertising do include prospects

to make these decisions. Sale promotion provides an extra stimulus.

Objective of Sales Promotion

1. To increase sales directly by publicity through media which are complementary to press and poster

advertising.

48
2. To disseminate information through salesman dealers etc. So as to ensure the product getting into

satisfactory use by the ultimate consumer.

3. To attract new consumer.

4. To face the competition effectively.

5. To help salesman in selling more to the retailers and consumers.

6. To check seasonal decline in sales. Sales promotion involves rendering the following services:-

(a) Services to dealers.

(b) Services to own salesman.

(c) Special publicity.

Sales Promotional at different levels

1. Sales promotion at Dealers Level :-

It may include various schemes some of which are discussed here.

(1) Advertising Materials :-

The advertising material prepared by the company such as store signs, banners, shelf signs, board

etc. are distributed to sub dealer for display purposes this is in fact a method of advertising.

(2) Store Demonstration :-

In the promises of the wholesale or the retailer the products sales personnel will conduct special

demonstration for the company’s product. A personal demonstration is good to introduce a new

product at its peculiar advantage can be high lightened and the consumer’s doubt clear. It can be used

to restimulate an old product. A good demonstration with a great dealer of action will draw heavy

crowds into the store and will attract attention to the product.

49
(4) Special Display and Shows :-

These are in seasonal in character but could be arranged in an elaborate manner and for all the

products of a company. Usually these are arranged along with trade fair and exhibition. Besides

effecting sales these shows impress the company’s name generally on the public.

Sales promotion at consumer’s level

The various schemes of sale promotion at Consumer’s Level may include.

1. Coupons (A Chit of Stated Value) :-

These are given directly to the consumer these coupons are in most cases kept inside the package.

The consumers many receive a price reduction of the stated values of the coupon at the time of

purchase. The retailer receives reimbursement for the value of the coupon form the manufacturer.

Coupons act as a short run stimulus to the sale of the product since they are directly tied with the

purchase of the item. They encourage the retailer to stock the product.

What is important is that a coupon offer does not spoil the named price of the brand nor does it un

pair the margin of the dealers. But it is not easy to measure the effectiveness of a coupon offer. One

over knows how many customers would have bought the product without the incentive. It is also

difficult to find out how many customers were held after the coupon offer expired.

2. Price-off-offer (Also known as bargain offer price packs) :-

This offer is intended to stimulate the sales during a slump season. In this method the customer is

offered a reduction from the printed price list. It is also used when a substitute for competing product

enters the market.

Many experts on sales promotion fed that ‘Off Schemes’ are among the weaker and less desirable

methods of promotion. These can be trade resentment particularly when the retailer raises the price to

50
retain his margin. Secondly that is not conductive to building up brand loyalty. Consumers may

simply shift to the products that offer this scheme.

3. Samples :-

In the hope of converting a prospect into a customer a sample (Some quantity of the product) may be

given. This helps the consumer to verify the real quality of the product. Various pair manufacturing

companies offer this method. For developing brand loyalty this method is quite useful. Sampling is a

fast method of demand creation because one knows the result as soon as the consumer has had time

to use the sample and buy the brand.

Disadvantage of Sampler :-

Offering sample in quite expensive. There is the cost of producing samples. The distribution costs

are also high. Sample must be mailed to potential customers or to be distributed through retail shops.

There are also problems when the real product does not resemble the sample supplied.

4. Money Refund Offer :-

An offer usually stated on the package is that manufacturers will return with in a stated period part or

all the purchaser’s money if he is not completely satisfied with the product.

5. Trading Stamps :-

A premium in the form of stamps is given by the sellers to consumers while selling goods. The

number and value of stamp that the buyer receives depends on the values of the purchase. These

stamps are redeemable through premium catalogues at the stamp redemption centres.

6. Buy-Back Allowance :

This an allowance following a previous trade deal does not offer a certain amount of money for new

purchases based on the quantity of purchases on the first trade deal. It extends the life of a trade deal

51
and helps to prevent part deal sales decline. It greatly strengthens the buyer’s motivation to co-

operate on the first deal.

7. Premium :-

There are various forms of premiums provided by the manufacturer as sales promotional devices :-

(a) Coupons are supplied for effecting price reductions.

(b) Factory in pack premium these are popular in the case of Body food and Tin food items, Spoons,

Cups, Measuring, Glass etc. and such other items are packed with the product in the box itself.

Factory in pack premium are particularly goods for product meant for children. The Binaca

Toothpaste packs contain animal shape toys. These are very attractive and quite popular among the

children.

(c) Self Liquidating Premiums :-

The cost of the premium is collected from the buyer himself. But when the buyers pays for it he has

to pay only a considerably low price for the premium. This is possible for the manufacturer

purchases the items in bulk at a premium and his cost per unit as is substantially low.

Economic Scenario

Global Economy, The COVID crisis, which had impacted lives and livelihood across the world

and thrown economies into distress, continued to wreak havoc in 2021-22. The year saw the

emergence of the delta variant of COVID which left behind a trail of destruction and deaths. While

the situation improved by second quarter, the emergence of the Omicron variant towards the end of

December once again threw a spanner in the global economy leading to fresh mobility restrictions

and slow-down in economic activity.

52
The year 2021-22 was also characterised by high inflation, at levels which had not been seen before.

This was further aggravated by the Russia-Ukraine crisis which began in February 2022 leading to a

sharp increase in commodity and oil prices.

As per the World Economic Outlook April 2022 by IMF, the Russia-Ukraine crisis unfolded while

the global economy was on a mending path but had not yet fully recovered from the COVID-19

pandemic. Russia’s invasion of Ukraine and the economic sanctions on Russia that have followed

have put global energy supplies at risk. Russia supplies around 10% of the world’s energy, including

17% of its natural gas and 12% of its oil. The jump in oil and gas prices will add to industry costs

and reduce consumer real incomes. In addition to the war, frequent and wider-ranging lockdowns in

China—including in key manufacturing hubs—have also slowed activity there and could cause new

bottlenecks in global supply chains. Higher, broader, and more persistent price pressures also led to a

tightening of monetary policy in many countries. Overall risks to economic prospects have risen

sharply and policy trade-offs have become ever more challenging.

(World Growth Rate through the years (as per IMF – April 2022 report) n.d.)

Indian FMCG Sector

53
The FMCG or consumer products industry in India had seen a remarkable transformation over the

last two years with COVID acting as an inflection point and giving a fillip to natural healthcare

products. FMCG industry reported strong growth during 2021-22 driven by price increases.

Volume growths were impacted towards the end of the year by high rates of inflations which hurt the

consumers’ income. Growing awareness, easier access through online and delivery channels and

changing lifestyles have been the key growth drivers for the sector. COVID further transformed the

retail and demand landscape in the FMCG industry with consumers shifting to healthier lifestyles

and buying immunity-boosters to fight illnesses.

Online commerce also gained traction with consumers shifting to contact-free purchases as the fear

of COVID hit a peak in the early part of the year. While the businesses largely stabilized and

consumer demand revived for discretionary products as the year progressed, the Covid-19-induced

drop in income levels coupled with increasing retail inflation is having an impact on consumption of

non-essential groceries

Dabur India Ltd Business Overview

With the Vision of being dedicated to the Health & Well-Being of every Household, Dabur has also

been working towards contemporising Ayurveda and making the traditional Indian system of

medicine more mainstream. With one of the biggest distribution networks in the industry, covering

6.9 million retail outlets, and presence across urban and rural markets, Dabur is today amongst the

most trusted brands in the country.

We have manufacturing facilities spread across 13 locations in India and 8 overseas. Being the

original custodian of Ayurveda, Dabur has been continuously innovating to ensure that the traditional

knowledge of Ayurveda remains in sync with the changing needs and aspirations of millennials and

centennials. Dabur India Ltd leveraged the emerging growth opportunities and braved the growing

headwinds our total addressable market, besides gaining market share across 100% of its product

portfolio.

54
 Dabur also expanded its basket of digital first innovation, co-creating special offerings with online

retailers.

By the end of last fiscal, Dabur had a total of 18 brands with sales greater than `100 crore. At the end

of fiscal 2021-22, this number has increased to 20 with Meswak and Real Drinks joining the coveted

billion-rupee turnover club. Now, we have 14 brands that are above`100 Crore in size; 2 brands that

are over `500 Crore but less than `1000 Crore in size and another 4 brands that have turnover more

than `1,000 crore. Another big achievement this year is for our Coconut Oil brand Anmol, which has

now emerged as the second largest coconut oil brand in the country.

Strategic Business Units

Dabur India Limited is today the World Leader in Ayurveda. Building on a legacy of quality and

experience for 138 years, Dabur is today India’s most trusted name and one of the world’s largest

Ayurvedic and Natural Health Care Company.

Dabur India’s FMCG portfolio today includes nine Power Brands:

 Dabur Chyawanprash,

 Dabur Honey,

 Dabur Honitus,

 Dabur Pudin Hara and Dabur Lal Tail in the Healthcare

 Dabur Amla, Vatika and Dabur Red Paste in the Personal care category; and Réal in the Food

&Beverages category.

Dabur’s business structure is divided into three Strategic Business Units (SBUs):

 Consumer Care Business: Includes Health Care (HC) and Home & Personal Care (HPC) businesses,

which together account for 59.6% of Consolidated Sales.

 Food & Beverages Business: Includes Fruit based beverages and Culinary Products and accounts for

12.1% of Consolidated Sales.

55
 International Business: A mix of Dabur’s organic overseas business as well as the acquired entities

of Hobi Group and Namaste Laboratories LLC, this segment accounts for 25.8% of Consolidated

Sales.

(this segment accounts for 25.8% of Consolidated n.d.)

(SBU Wise Consolidated Revenue Mix n.d.)

56
India FMCG Business

The category-wise sales mix of the India FMCG business is presented in the following chart/pie.

(Category Wise India FMCG Sales Mix. n.d.)

Health Care:

Emergence of the second wave of the COVID-19 pandemic during first quarter of fiscal 2021-22

resulted in increase in demand for Ayurvedic immunity boosting and natural dietary supplements.

Health Supplements

Despite reporting strong growth in the first half of the year, improved mobility, waning demand for

immunity products and high base of the previous year led to Health Supplements ending the year

almost flat. Our flagship health supplements brands viz.

57
 (The Digestive business contributed 5.5% to Dabur’s India FMCG Business n.d.)

Dabur Chyawanprash and Dabur Honey staved off heightened competition from new entrants and

existing players to report strong market share gains. Dabur expanded the Health Supplements

portfolio this year with the launch of a new Health Food Drink named Dabur Vita, in addition to the

introduction of newer formats in both brands. Dabur Chyawanprash, a time tested formulation of

more than 40 Ayurvedic herbs, saw its market share improve by ~250 bps during the year. The

sugar-free variant, Dabur Chyawanprash, recorded double digit growth in fiscal 2021-22.

Home & Personal Care:

Dabur’s Home & Personal care vertical accounts for 47.2% of the India FMCG business and

reported 12.7% growth in fiscal 2021-22. This business covers key highly competitive consumer

products categories like Hair Care, Oral Care, Skin Care and Home Care. Despite heavy competitive

intensity in each of these categories, Dabur reported strong growth and market share gains across all

businesses.

(Dabur’s Hair Care business ended the year with an 18% growth and contributed to

19.4% of India FMCG business n.d.)

58
Hair Care

Dabur’s Hair Care business ended the year with an 18% growth and contributed to 19.4% of India

FMCG business. Hair Oils and Shampoos are the two Hair Care categories that Dabur operates in

today. With mobility increasing and people stepping out of their homes as the year progressed, there

was a strong rebound in discretionary demand which provided the much-awaited fillip to Hair Care

products.

 Dabur signed Bollywood star Taapsee Pannu as the new brand ambassador for Dabur Vatika

Enriched Coconut Hair Oil.

 Dabur Vatika has also unveiled a new Campaign #Vatika4WeekChallenge, featuring Samant

Prabhuand Taapsee Pannu, to create awareness about strong & healthy hair with Dabur

Vatika Hair Oil.

(Top performers this year with 22% growth,accounts for 17.9% of Dabur’s Hair Care

business. n.d.)

Oral Care

Dabur’s Oral Care business, with a portfolio of highly differentiated Ayurvedic, Herbal and Natural

products, continued to outperform the industry with a strong 10.1% growth during the year. This

business accounts for 17.6% of the India FMCG Business.

59
Dabur operates in the Toothpaste market with brands like Dabur Red Paste, Dabur Babool, Dabur

Meswak and the recently introduced Dabur Herbal besides being a leading player in the

Toothpowder market with Dabur Lal Dant Manjan.

Skin Care

While the demand for COVID-contextual Sanitising products dropped drastically, Dabur’s Sanitize

portfolio saw a decline. Excluding Sanitisers, Dabur’s core Skin Care business reported its strongest-

ever sales in fiscal 2021-22, riding on a resurgence in discretionary spending by consumers, resulting

in agrowth of 19.5%.

Digestives

The Digestive business contributed 5.5% to Dabur’s India FMCG Business and reported 12.6%

growth during fiscal 2021-22. Dabur operates in the herbal digestive category with household brands

like Hajmola, Pudin Hara, Hingoli, Dabur Nature Care and Sat Isabgol. Dabur Hajmola, our flagship

brand in the digestives category, continued to be the No. 1 herbal digestive brand and saw its market

share increase by more than 400 bps during the year. Hajmola also became the No. 1 brand in Uttar

Pradesh, a key state for the category. The Hajmola franchise saw double digit growth and crossed the

`300 crore turnover mark during the year. This growth was broad based with all variants seeing

double digit growths.

Home Care

Dabur’s core Home Care business reported are bound and ended the year with a 21% growth even as

demand for COVID-contextual Hygiene products range dropped significantly.

Dabur operates in the Home Care category with brands like Odonil (air fresheners), Odomos

(Mosquito Repellents), Sanifresh (Surface cleaners) and Odopic (dish wash products). Riding on this

strong demand revival, the Home Care business crossed the `500 crore sales mark for the first time

this year

60
 (Dabur’s Home & Personal care vertical accounts47.2% of the India FMCG business and

reported12.7% growth in fiscal 2021-22 n.d.)

Food & Beverages Business

Dabur’s Food & Beverages business was the key growth engine for the company in fiscal 2021-22,

reporting a growth of 47.7% to become 16.9% of the India FMCG Business. This business, which

had reported a decline in the previous year, bounced back with mobility improving and demand for

healthy food products gaining traction.

Dabur’s Food & Beverages business operates in two large categories of packaged Fruit Juices and

Beverages with brands like Réal and Réal Activ and Food products under the Hommade brand. This

business was expanded with the entry into value added edible oils category under the Dabur brand,

besides entering the healthy snacking market with the Real Health sub-brand. This is part of Dabur’s

strategy to extend the Power brands such as Real into adjacent categories.

Foods

Dabur’s Foods business operates under the Hommade brand with a range of products that include

culinary pastes, Tomato Puree, Lemoneez lime juice, Coconut Milk, Capsico chilli sauce, pickles,

traditional Indian Chutneys, Tasty Masala etc. Dabur continued to focus on increasing its digital

61
footprint for the Foods range to establish better connect with the younger consumers. The brand

witnessed strong growth driven by these initiatives.

Beverages

While the overall beverage industry continued to be impacted by the limited opening of the

institutional or HoReCa channels in view of the COVID restrictions, the loss was more than made up

with the resurgence in demand from in-home usage consumers. Riding on this demand, Dabur

reported strong 50% growth in sales and also reported a 460 bps market share gain to capture 63.4%

market share of J&N category in 2021-22. The new introductions like fruit drinks and milkshakes

performed well. Real Drinks have crossed a turnover of `100 cr during the year.

Edible Oils

As part of its plans to enter the value-added edible oils category, Dabur has introduced Dabur Cold

Pressed Mustard Oil and Dabur 100% Cow Ghee on ecommerce platforms a year ago. The products

This year saw Dabur expand this basket with the launch of Cold Pressed Sesame Oil and Cold

Pressed Groundnut Oil.

62
RECOMMENDATIONS

We intend to significantly accelerate profitable growth. To do this, we will:

 Focus on growing our core brands across categories,

 Reaching out to new geographies, within and outside India,

 Provide our consumers with innovative products within easy reach

 Build a platform to enable Dabur to become a global ayurvedic leader

 Be a professionally managed employer of choice, attracting, developing, and retaining quality

personnel.

 Be responsible citizens with a commitment to environmental protection

 Provide superior returns, relative to our peer group, to our shareholders.

 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.

 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 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.

 Dabur damage policy should be clarified with the retailers as the local distributors do not convey the

policies correctly.

 The Sales Executives should be monitored as because there are complaints that the executives do not

visit the retails on a weekly basis

63
 There are inventory issues as the right products are not available. So, Dabur should investigate it

whether it is from the distributor side or the manufacturing side then only a recommendation can be

done.

 The New Products such as Ashwagandha Capsules, Dabur Surakhsha Kit, Immunity Pack, Antiseptic

Lotion, Sanitize Soap had been accepted very well due to the ongoing pandemic.

 Conclusion

It was really a very great experience to study this FMCG Company “Dabur India Limited”. After going

into all its aspects i.e. its marketing strategies, policies, pricing strategies etc. we can conclude that

the company is excellent on all the fronts. The company’s different projects like Pragati, indicates that

the company is also loyal towards the society, and all such social responsibilities are very necessary to

build a strong customer base and brand loyalty

All through its complete 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

consumers. That guarantees us the best in all products carrying the Dabur name. Dabur has Strong

distribution network. Dabur is the Fourth largest FMCG Company of India. Dabur is one of the most

trusted brands.

A lot of factors affects sales excellence and quota attainment. At Dabur, the sales reps' ability to adhere

to the sales process is core to their success. We partnered with MindTickle to improve process

adherence of our reps and their readiness at scale.

• Limitations/Problems faced

The data was not great for running regression analysis as R2 value was very less

• More Tools could be used if data were proper

• The sampling was limited, and more responses could have fetched better results

• A large sample size could give more adequate results

64
 Dabur has a geographically distributed sales team, and each rep is constantly on the field visiting

hundreds of mom-and-pop stores daily. With over a dozen of competitors, the Sales Capability Team

(SC Team) had its task cut out. They had to deliver information related to new product, competition,

and sales deals to the reps and at the same time reinforce sales process knowledge.

 Challenges in the existing framework-

• Sharing dynamic information in real-time across different geographies and roles

• Measuring the absorption of information by reps

• Assessing ‘who’ knew ‘what’ and remediating accordingly.

 Impacts -

 Saving travel, accommodation, and other expenses for conducting classroom training for 1500

reps - which also meant that the reps could spend more time on field

 Entire cycle of communicating new information to the reps was reduced from two weeks to two

hours

 Reps who excelled in their certification program, scoring 80% or above, received 39% more

commission than others

 Reps who completed more than 85% of assigned components did better sales and received 26%

more commission than others

 Current Valuations for Dabur-

 The trailing twelve-month earnings per share (EPS) of the company stands at Rs 9.6, an

improvement from the EPS of Rs 8.2 recorded last year.

 The price to earnings (P/E) ratio, at the current price of Rs 540.7, stands at 56.4 times its trailing

twelve months earnings.

 The price to book value (P/BV) ratio at current value levels stands at 12.7 times, while the price

to sales ratio stands at 10.0 times.

65
 The company's price to cash flow (P/CF) ratio stood at 44.4 times its end-of-year operating cash

flow earnings.

Ratio Analysis for DABUR

 Current Ratio: The company's current ratio deteriorated and stood at 1.6x during FY21, from

2.0x during FY20. The current ratio measures the company's ability to pay short-term and long-

term obligations.

 Interest Coverage Ratio: The company's interest coverage ratio increased and stood at 67.8x

during FY21, from 35.9x during FY20. The interest coverage ratio of a company states how

easily a company can pay its interest rate on outstanding debt. A higher ratio is preferable.

Profitability Ratios

 Return on Equity (ROE): The ROE for the company improved and stood at 22.5% during FY21,

from 22.2% during FY21. The ROE measures the ability of a firm to generate profits from its

shareholders capital in the company.

 Return on Capital Employed (ROCE): The ROCE for the company improved and stood at 27.2%

during FY21, from 26.6% during FY20. The ROCE measures the ability of a firm to generate

profits from its total capital (shareholder capital plus debt capital) employed in the company.

 Return on Assets (ROA): The ROA of the company declined and down at 15.9% during FY21,

from 16.0% during FY20. The ROA measures how efficiently the company uses its assets to

generate earnings.

 Learning from internship

1. How to put my knowledge and skills into practice

From showing comprehensive competitor analysis research, to designing a marketing and

communication plan, my knowledge of commercial and marketing theories was transformed into a

series of practical techniques and skills that I can now implement in real-life business scenarios, all

thanks to my internship.

66
2. The benefits of networking

During my internship, I learned how to communicate and build relationships with the people I

worked with. I learned how to introduce myself, talk about my interests, knowledge and skills with

capitalists and business owners, as well as how to ask questions and gain a better understanding of

businesses not only in the co-working space, but also others in the market. This procedure overall

helped me develop my professional network and emphasised the importance of creating these

connections. I also connected with most of them via LinkedIn, which is obviously a great networking

platform for professionals.

3. Understanding workplace culture

Culture influences communication, and as an international student, I learned that every company or

organisation has its own culture. It’s essential to observe others and learn how they engage and

interact with co-workers or help them with projects and tasks. I quickly learned that whenever

something is unclear for me, or I don’t understand, it’s fine to ask for clarification.

4. Enthusiasm is invaluable

As an intern, I discovered it’s essential to be enthusiastic and open to learning new skills, asking for

more work and being curious to learn and ask questions. This attitude will show that you enjoy being

part of the team and that you're keen to help. Having curiosity and enthusiasm also means that, as an

intern, you get a lot out of what you’re doing, which opens lots of opportunities.

5. Keeping a journal is great for personal growth

During my internship, I had a journal and took notes every day about new things I learned, feedback

I was given by my manager, strengths, and weaknesses I noticed, and things I wanted to research and

learn more about. This helped me understand myself more and identify the areas that I needed to

improve in.

67
6. Importance of good communication

Communication is the key to success in a professional environment. I learned that it’s important to

communicate with my manager via phone, email, or SMS if I have questions or if I don’t know how

to work on a task. Asking for help and clarification is better than pretending you’ve understood what

you need to do, no matter what. However, I also found that if you can Google something, then do.

Avoiding asking questions if you can find answers elsewhere is part of being a good communicator –

keep in mind that everyone’s time is valuable. As an intern, good communication will help with

productivity, efficiency, engagement, and growth.

7. The benefits of taking on feedback

Asking for and receiving professional feedback is very important. It is essential to take note of both

the positive and negative points for the future, so you can grow and excel in your career. I learned

that sometimes asking for feedback or receiving feedback is difficult to hear, but it will have a

significant impact on your future career and success.

68
Appendix

 (The Digestive business contributed 5.5% to Dabur’s India FMCG Business n.d.)

 (Dabur’s Hair Care business ended the year with an 18% growth and contributed to

19.4% of India FMCG business n.d.)

 (Top performers this year with 22% growth,accounts for 17.9% of Dabur’s Hair

Care business. n.d.)

 (Dabur’s Home & Personal care vertical accounts47.2% of the India FMCG

business and reported12.7% growth in fiscal 2021-22 n.d.)

 (Category Wise India FMCG Sales Mix. n.d.)

 (SBU Wise Consolidated Revenue Mix n.d.)

 (this segment accounts for 25.8% of Consolidated n.d.)

 (World Growth Rate through the years (as per IMF – April 2022 report) n.d.)

Central Assessment
 July'2022.xlsb

UPDATE ON
 25TH.xlsb

69
List of References

 Management Discussion Analysis of Dabur India Limited – For economic analysis

 https://www.daburinternational.com/careers/career_details/8 - For description of the work.

 https://www.mindtickle.com/blog/in-conversation-with-dabur-on-sales-effectiveness/-

For sales force, encouragement.

 https://www.ambitionbox.com/reviews/dabur-reviews/sales-officer - For job description.

70
 . Bibliography

 Management Discussion Analysis of Dabur India Limited

 https://www.daburinternational.com/careers/career_details/8

 https://www.mindtickle.com/blog/in-conversation-with-dabur-on-sales-effectiveness/-

 https://www.ambitionbox.com/reviews/dabur-reviews/sales-officer

 https://www.mindtickle.com/blog/10-sales-coaching-tips-and-techniques-to-improve-sales-

mindtickle/

71