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• Dabur has two major strategic business units (SBU)- Consumer Care
Division (CCD) and Consumer Health Division (CHD).
•In 2000, Dabur achieved a turnover of Rs. 1000 crores. Dabur crossed
$ 2 billion market capital in 2006.
DABUR’S GROWTH STRATEGY – EXPANSION, INNOVATION &
ACQUISITION.
•This strategy has paid rich dividends for Dabur and has delivered sales
growth ahead of the consumer non-durable sector average, over the past
1 year already.
•Dabur laid down a business strategy called ASTRA to boost rural sales
and to achieve a steady growth in retail.
•Dabur India has also chalked out its plans to enter the health and
beauty RETAIL market in the country.
•Dabur is targeting sales growth of above 15 per cent after
implementing Astra, and expects nearly 40 per cent growth in sales.
•It runs refresher-training courses every six months. About 75 per cent
of the company's sales come form rural areas, hence, it has created the
Astra training consultancy module in five vernacular languages -
Bengali, Tamil, Telugu, Malayalam and Kannada.
•How Accenture helped DABUR?
Implementing a new sales and distribution strategy
Developing a new supply chain management capability
Optimizing Dabur’s ERP capabilities.
Leveraging IT for business initiatives.
Outsourcing IT operation
•The company acquired the Balsara group of companies in 2005.
This acquisition gave Dabur new brands in toothpaste, mosquito
repellants, toilet cleaners, and air freshners.
• The company had initiated talks with local FMCG players in the
neighboring countries and finalized a deal to start manufacturing
hair oils and shampoos initially by the end of 2005.
•As part of the growth initiative of this brand, the company plans to
set up 350 retail stores across India in 5 years and expand it to over
1,000 stores by its 10th year of operation.