[Type text]

Indian Institute of Planning and Management

Bhopal (MP)

A Project Report

On

“Dabur Lal Toothpaste a Consumer Prospective”

2010-2012

Submitted To: Submitted by:

Prof Rajkumar soni Satyendra Singh Chouhan

1
[Type text]

Indian Institute of Planning and Management

Bhopal (MP)

CERTIFICATE YEAR 2010-2012

This is to certify that project report on–“ Dabur Lal Toothpaste a

Consumer Prospective”, Presented by Satyendra singh chouhan, (PGP) ,
have successfully completed the report in academic duration 2010-2012 and
submitted the file with detail of the Project.

Prof Rajkumar Soni

(Asst. Dean IIPM Bhopal)

Indian Institute of Planning and Management

2
[Type text]

Bhopal (MP)

DECLARATION

Year 2010-2012
I, Satyendra Singh Chouhan, hereby state that the study and work undertaken by
us towards that fulfillment of the requirements of the project on –“ Dabur Lal
Toothpaste a Consumer Prospective” Is our original work . The project
done under the supervision and guidance of Prof Rajkumar Soni .

Satyendra Singh Chouhan

S.No Content Page No

3
[Type text]

1 Acknowledgement 5
2 Executive summary 6
3 Objective 7
4 Company profile 8
9 Financial Review 13
12 STP & SWOT Analysis 15
16 Questions analysis 17
19 Conclusion 29
21 Bibliography 31
22 32
ANNEXURES I
Questionnaire

Acknowledgement:
4
[Type text]

 I would like to thank Prof. Rajkumar Soni For his guidance and
support for the preparation of project report.

 I would like to thank all the retail owner and distributor who gave
their valuable time and extended the full support in preparing the
project report.

1. Mr. Harish churaria 9713930732

Kabir Kirana Store
Shop no. 19 fine avenue
2. Mr. Amit Goyal 7566877144
Sarkar proteins
Shop no. 35 fine avenue
3. Mr. Sudhir 9425608921
Balaji trader and wholesaler.
Nayapura kolar road
4. Mr. Mahendra Singh Sisodia 9981124213
Sisodia Medical store
Nayapura kolar road
5. Mr. Manoj Jain 9200593135
Vardhaman Kirana store
Fine avenue kolar road

EXECUTIVE SUMMARY
5
[Type text]

The project assigned to me was to study and work on the

consumer behavior on Dabur Red toothpaste. The study
was conducted in three phase-

1. Phase I – literature review of the Dabur Red toothpaste.

2. Phase II – Conducting a survey on the consumer behavior
by the help of questionnaire and personal interview.
The sample size was 50 with 5 retailer and distributor.
The area selected was suburb of Bhopal city.

After the analysis i came to the conclusion that indeed

Dabur red toothpaste is a famous brand amongst the
public and is popular because of price and color factor.

It was indeed a great pleasure and privilege to work to

understand the consumer behavior and how awareness
about the oral health is effecting the purchasing decision
of the consumer.

6
[Type text]

OBJECTIVES

OBJECTIVES OF THE STUDY

1. The primary objective of the study was to learn the

consumer behavior on the practical ground and find
out how consumer behaves for a particular product.

2. The study was also aimed to understand the

marketing strategies Dabur India ltd.

3. To understand the different segment that are

present in Bhopal market.

Introduction

7
[Type text]

Da b u r I n d ia L im i t e d ( DI L ) is t h e f o u r t h la r ge st FM CG Co m p a n y in I n d ia
wit h business interests in Healthcare, Personal care and Food products. It has revenue
of about US$600 Million (over Rs 2834 Crore) & Market Capitalization of
overUS$2.3 Billion. Dabur India is a 126 years old company and is the world leader in
Ayurveda with a portfolio of over 250 Herbal/Ayurvedic products. Dabur since its
inception has focused on manufacturing and selling Ayurvedic products targeted at the
mass consumer segment. There are number of personal care products,
Ayurvedic tonics and oral care products which it launched between 1940
and1970 have become leading brands today.

Dabur’s top nine brands had 65% or m o re m a rke t sh a re i n t h e i r re sp e ct i ve

p ro d u ct ca t e go rie s. T h e se in c lu d e t h e health tonic Chyawanprash, Hajmola
digestive tablets and candy, digestive PudinHara, Dabur Lal Dant Manjan and Dabur
Amla hair oil. Dabur manufactures over450 products, covering a wide range in health
and personal care. Dabur India has 14 manufacturing locations—eight in India and six
in contries like Nepal, Egypt UK etc. It has three Subsidiary Group companies –
Dabur International, Fem Care Pharma and new U and 8 step down subsidiaries:
Dabur Nepal Pvt Ltd (Nepal), Dabur Egypt Ltd (Egypt), Asian Consumer
Care(Bangladesh), Asian Consumer Care (Pakistan), African Consumer Care
(Nigeria), Naturelle LLC (Ras Al Khaimah-UAE), Weik field International (UAE) and
Jaquline Inc. (USA). It has wide and deep market penetration with 50 C&F agents,
more than 5000 distributors and over2.8 million retail outlets all over India.

Dabur India limited is divided into three SBU’s.

1) Consumer Care Division: This SBU caters to the consumer
n e e d s pertaining to Personal Care, Health Care, Home Care & Foods. The major
Brands under this SBU are Dabur, Vatika, Hajmola, Real and Fem.

2) Consumer Health Division: This SBU pertains to the Ayurvedic medicines and
ayurvedic OTC. Major categories in traditional formulations include Asav
Arishtas, Ras Rasayanas, Churnas, Medicated Oils.

3) I n t e r n a t i o n a l B u s i n e s s D i v i s i o n : I t c a t e r s t o t h e h e a l t h a n d p e r s o n a l
c a r e needs of international consumers in middle east, north and west Africa, EU3 and
US. This division has high level of localization of manufacturing and sales &
marketing.

In 2003, Dabur collaborated with Accenture so as to keep itself competitive. The need of the
hour was to work smarter and faster so as to improve profitability a n d r e v e n u e
g r o wt h . A c c e n t u r e a d vi s e d D a b u r t o f o c u s o n t h e f o l l o w i n g k e y areas:

8
[Type text]

1) Competing on core competencies, while outsourcing non-core functions totrusted third-

party providers.

2) Viewing information technology (IT) as a strategic asset that creates real values—not
simply a cost to be managed.

3) Streamlining processes wherever possible D a b u r i m p l e m e n t e d A c c e n t u r e ’ s

a d v i c e a n d w e n t a h e a d w i t h t h e f o l l o w i n g strategies in each of the following
functions.

Dabur Red Toothpaste is packed with the power of 13 active Ayurvedic ingredients
like Laung Pudina & Tomar, that keep all your dental problems away. It is the first-
ever toothpaste which keeps all your dental problems away, thereby providing you
strong teeth.

Its superior formulation that has been scientifically validated has made Dabur Red
Toothpaste the preferred oral care brand for millions of Indians. No wonder that
Dabur Red Toothpaste has become a Rs 100 crore brand within just five years of its
birth.

Dabur Red Toothpaste is available in 4 SKUs: 200gm, 100gm, 50gm and 20gm.

Ingredients
1. Laung: Helps prevent toothache
2. Pudina: Helps prevent bad breath
3. Tomar: Kills harmful germs

Dabur Performance Overview

9
[Type text]

Dabur completed another year of strong growth, both in revenue and profits. The
highlights of the Company’s performance in fiscal 2010-11 on a consolidated basis are:
• Consolidated Sales increased to 4,109.9 crores in fiscal 2010-11 from Rs.
3,415.8crores in fiscal 2009-10 registering a growth of 20.3%
• Consolidated profits after tax (PAT) went up to Rs. 568.6 crores in fiscal2010-11 from
Rs. 501.3 crores, going up by 13.4% Earnings per share (EPS) went up to Rs3.25 in
fiscal 2010-11 from Rs. 2.89 in fiscal 2009-10
The Company has maintained a strong and consistent growth trajectory in consolidated
sales during the last 10 years, with growth accelerating in the last 5 years to CAGR
of18.5% (See Chart below). The Company’s sales crossed the Rs. 4,000 crore mark
during fiscal 2010-11.
Sales growth during 2010-11 continued to be significantly volume-driven, with volumes
accounting for more than three fourths of the total revenue growth. The challenging
input cost environment led to calibrated price increases across categories.

Oral Care
The year 2010-11 marked another year of strong growth for Dabur’s Oral Care portfolio,
a business that comprises two key product categories - Toothpaste and Toothpowder.
While the toothpaste portfolio continued to outshine the industry, growing at near double
the industry average, the toothpowder segment too reported moderate growth during
the fiscal. The toothpaste portfolio of Dabur - yet again - was the fastest growing in the
country, even in the face of stiff competition.
According to AC Nielsen Retail Audit (MAT Mar 2011), Dabur’s toothpaste brands grew
by a cumulative 18.1% as against an industry average of 10.8% and even reported a
market share gain of 90 bps in one year. Dabur now enjoys market share of 14.1% of
the total toothpaste category as per AC Nielsen Retail Audit (MAT Mar 2011).

Dabur Red Toothpaste delivered another good performance to end the year with a
strong double-digit growth and emerged as an Ayurvedic alternative. Besides
introducing two new SKUs of Dabur Red Toothpaste - an Rs. 10 pack and a 300 gm
value pack - aimed at different consumer class and markets, Dabur also rolled out a
mega Oral Hygiene awareness programme for children that reached out to about 21
lakh school kids across the country. Under this programme, these kids were educated
about the need for oral hygiene and how Red toothpaste offers complete protection
from all dental problems. Strong regional focus initiatives in South India, intensive media
across India and other all-India ground-level activations helped the brand grow well and
gain market share. The brand ended the year with a 42 bps gain in market share to end
the year with 4.1% share of the pie (as per AC Nielsen Retail Audit MAT March 2011).
Backed by a strong value proposition to consumers and delivering on the key oral care
benefits through natural ingredients, brand Babool continued its strong growth
momentum and ended the fiscal with a market share of 8.9%. The brand was
introduced in a new packaging propagating the benefits of its natural ingredients.
Babool toothpaste contains extract of Babul plant. Babul bark contains natural Tannins
at a level of 20-40% and is an excellent astringent. It offers effective oral care
protection, mainly to inflated gums and helps to provide and maintain clean, strong and
white teeth. Clinical studies clearly substantiate that the use of Babul for oral care

10
[Type text]

makes the roots of the teeth strong from within, mainly due to the presence of tannins in
Babul extract.
Meswak, the third big pillar in Dabur’s toothpaste market strategy, was also introduced
in a new packaging to build a closer association with the Dabur umbrella brand.
Meswak, today the largest brand in the premium toothpaste market, is scientifically
proven to reduce tartar & plaque, fight germs & bacteria to keep gums healthy, prevent
tooth decay, eliminate bad breath and ensure strong teeth. In short, Meswak provides
complete Oral Care, which is core to fitness and well-being.
Dabur’s toothpowder brand Dabur Lal Dant Manjan reported a 2.1% growth after years
of remaining stagnant. The demand recovery was a result of an extensive rural
activation programme that sought to convert non-dentifrice users to toothpowder across
Uttar Pradesh.
This initiative helped Dabur Lal Dant Manjan increase its consumer franchise at a time
when growing affluence in rural India had resulted in an overall shift in consumer
preference from toothpowders to toothpastes.
This programme covered village schools, local Haats and Melas in these states. These
initiatives ensured that Dabur Lal Dant Manjan grew ahead of the category and gained
50bps in market share (AC Nielsen Volume Share for MAT March 2011).

Sales & Distribution

Dabur has a highly developed Sales and Distribution network with a presence in even
the smallest of markets. Dabur’s distribution network covers over 2.8 million retail
outlets, with a high penetration in both urban and rural areas. The growth strategy of
Dabur envisages a key role for technology in improving efficiencies of the Sales
&Distribution network. During the year, significant investments were made in
Information Technology solutions in various aspects of Sales & Distribution.
Dabur enhanced the footprint of its Stockiest transaction software ‘Drishti’ to cover
almost 75% of business, gathering real-time market information. Real-time dashboards
have been created in ‘Drishti console’, providing ‘quick snapshots’ of all dimensions of
operational efficiencies in Sales & Distribution. This has enabled all levels of the Sales
organization to direct their actions in a highly focused manner, improving field
efficiencies while reducing costs.

MODERN RETAIL STRATEGY

The Modern Trade segment resurged in the 2010-11 fiscal, with key players
reconfiguring their networks and scaling up operations. The Modern Trade landscape
witnessed new formats emerging as potential winners over the medium term. A
comprehensive strategy was developed to accelerate growth for Dabur in this backdrop,
focusing on share gains in emerging formats & key categories.
The strategy focused on creating a distinct identity for Dabur brands (core being herbal
expertise) that are relevant for shoppers. Building an effective servicing &activation
system to service the requirements of Modern Trade are also a critical element of the
approach. This helped Dabur improve growth rates in Modern Trade channel during the
year & make significant market share gains across all key categories.

11
[Type text]

TRADITIONAL TRADE
In the year 2010-11, Dabur continued to strengthen its market presence through programmes
targeted at key urban channels and the rural markets. Point of purchase is the most critical
dimension impacting the buying decision of the consumer and appropriate interventions are
crucial to generate impact amidst the clutter. Apart from investments to strengthen shelf
presence, the stores were also offered merchandising solutions to enhance the effectiveness of
the brand communication. Overall, merchandising investments have been tripled to deliver
required impact.

RURAL MARKETS
Rural & semi-urban India contributes to about half of the business for CCD and is also the
largest source of growth. The recent years have seen a steady growth in income in rural India.
Thanks to the spurt in commodity prices and the employment generation schemesand fiscal
sops announced by the government, the rural consumers today have more money in their
pockets. During the course of the year, Dabur initiated a detailed study to understand the rural
landscape and identify emerging pockets of higher growth.
Comprehensive benchmarking was done on rural coverage across 8 key states - UttarPradesh,
Uttaranchal, Rajasthan, Bihar, West Bengal, Maharashtra, Madhya Pradesh and Chhattisgarh.
Markets were mapped integrating road networks and economic data to identify potential for
coverage. The plan is to extend rural distribution reach by penetrating to villages with population
of ~3000 in these states.
The strategy is to improve distribution reach, customize trade promotions and provide focused
servicing through a dedicated sales team exclusive to these markets. Field resources are
significantly increased in high potential districts of these states to increase contact frequencies
and improve coverage.

Operations
At Dabur, it is recognized operation as an important source of competitive advantage. A strong
back-end support in Procurement, Manufacturing, Research & Development and Human
Resource Management has been key to Dabur’s sturdy performance through the2010-11 fiscal.
A large number of initiatives was rolled out by the Company to improve productivity through
effective application of technology and advancement in manufacturing processes, besides
adoption of lower cost energy options.

MANUFACTURING
In India, Dabur has 13 production facilities organized around two main factories at Baddi Cluster
(Himachal Pradesh) and Pantnagar (Uttaranchal); and nine factories which are located at
Sahibabad (Uttar Pradesh), Jammu, Silvassa, Nasik, Alwar, Katni, Narendrapur and Pithampur.
The Foods Business is catered to by manufacturing facilities in Newai(Rajasthan) and Siliguri
(West Bengal).
During the 2010-11 fiscal, the Company increased capacities in toothpaste, shampoo, hair oils,
Hajmola and Glucose. In addition, an increase in throughputs in our existing units enabled us to
meet higher volumes with existing capacities without additional capital investment. Introduction
of Automatic Tray feeding system to Poly shrink machine for Juices at our Newai unit is

12
[Type text]

expected to not only enhance throughput, but also improve quality and reduce wastage. TPM
initiatives at Baddi, Silvassa and Pantangar Units generated "Kaizens", which led to reduction in
down time of machines.
Initiatives were taken in various manufacturing units to reduce cost, reduce impact on
environment, new product/pack introduction, improve safety awareness and quality
improvement.

Financial Review (on a consolidated basis)

During 2010-11 fiscal, the Consolidated sales of your Company increased by 20.3%, primarily
driven by volume growth of 12.7% and acquisitions contributing to 5.1% of growth. While sales
growth remained strong the Company faced headwinds with respect to inflation and cost
pressures. The Company dealt with these challenges and was able to maintain its margins in a
highly inflationary environment through calibrated price increases and efficient management of
costs.
EBITDA margin of the Company was stable at 19.9% vis--vis 19.8% in FY2009-10. The
increase in rate of Minimum Alternate Tax (MAT) led to the effective tax rate increasing from
16.7% to
19.6%.
The Profit After Tax of the Company increased by 13.4% during 2010-11 with the Profit After
Tax (PAT) margin going down slightly mainly on account of increased taxation.

A bridged P&L account and profitability ratios are given below:-

DIL’S ABRIDGED PROFIT AND LOSS STATEMENT, ON A CONSOLIDATED BASIS

In Rs. Crores 2010-11 2009-10 YoY (%)
Gross Sales 4,109.9 3,415.8 20.3%
Other Operating Income 33.0 25.3 30.8%
Material Cost 1,905.3 1,550.8 22.9%
Employee Costs 322.2 284.7 13.2%
Advertising & Promotional Expenses 534.6 493.5 8.3%
Other Expenses 560.7 432.4 29.7%
Other Non Operating Income 32.1 23.0 39.9%
EBITDA 819.8 677.3 21.0%
Interest Expenses and Finance Charges 30.3 20.2 50.1%
Depreciation & Amortization 81.6 56.2 45.2%
Profit Before Tax (PBT) 707.9 600.9 17.8%
Tax Expenses 139.0 100.5 38.3%
Profit After Tax (PAT) 568.6 501.3 13.4%
KEY PROFITABILITY RATIOS
2010-11 2009-10
EBITDA / Sales 19.9% 19.8%
EBIT / Sales 18.0% 18.2%
PBT / Sales 17.2% 17.6%
PAT / Sales 13.8% 14.7%

13
[Type text]

Diluted Earnings per Share (Rs ) 3.25 2.89

KEY BALANCE SHEET RATIOS 2010-11 2009-10

Average ROCE 33.2% 47.3%
Average RONW 48.9% 57.3%

NET WORKING CAPITAL

In days sales 2010-11 2009-10
Net Working Capital* Days 10.9 -0.7
Days Sales Outstanding (DSO) 31.6 12.8
Days Inventory Outstanding (DIO) 62.9 45.5

Internal Control Systems

Dabur has a robust internal audit and control system managed by qualified and experienced
people. Price Waterhouse Coopers is the internal auditor for the Company and its subsidiaries.
The Company follows Standard Operating Procedures (SOPs) that are in line with the best
global practices, and have been laid down across the process flows, along with authority
controls for each activity.
Dabur has also introduced the COSO framework for internal controls and adequacy of internal
audit. Under this framework, various risks facing the Company are identified and assessed
routinely across all levels and functions, and suitable control activities are designed to address
and mitigate the significant risks.
The internal audit department reports to the Audit Committee of the Board of Directors, which
recommends control measure from time to time. To read the report of the Audit Committee on
internal control and adequacy, refer to the section on Corporate Governance of the Annual
Report.

STP AND SWOT ANALYSIS

14
[Type text]

Dabur Red

Parent Company Dabur

Category Personal Care brands - Toothpastes

Sector FMCG

Keep dental problems away, daant

Tagline/ Slogan swasth life mast

Gets rid of dental problems through

USP Ayurvedic solutions

STP

Segment Toothpowder or toothpastes

Target Group People facing dental problems

Toothpaste containing Ayurvedic

ingredients and effective in preventing
Positioning and curing dental problems

SWOT Analysis

1. Scientifically validated formulation and

Ayurvedic ingredients
2. Contains ingredients trusted by Indians
as home remedies for dental problems
3. Does not contain fluoride-a toxic
industrial waste which most toothpastes
contain
4. Reasonable price

5.Belonging to a strong family of Dabur

Strength having a name in Ayurvedic products

1.Marketing not as powerful as Colgate

2.Unusual color of the toothpaste or
Weakness toothpowder

15
[Type text]

3.Limited customer base

1.Expansion in markets outside India at a

large level
2.Better promotion and expansion online
Opportunity 3.Explore rural segments

1.Price wars between competitors

2.Presence of easily available and lesser
priced substitutes
Threats 3.New products from the competitors

Competition

1.Colgate
2.Closeup
Competitors 3.Pepsodent

Analysis

16
[Type text]

Q6. Which tooth paste / powder you use:-

 Colgate - : 15
 Pepsodent - : 10
 Dabur lal dant manjun - : 25
 Tooth powder - : 05

Colgate
Pepsodent
Dabur lal dant manjun
Tooth powder

Analysis - According to the survey it was seen that the public in the lower segment and lower
middle class segment Dabur lal dant manjun is more prevalent and is more due to a habit and
because of traditions.

Q7. What you use for cleaning the tooth:-

17
[Type text]

 Tooth paste – : 40
 Tooth powder – : 08
 Others – : 02

Tooth paste
Tooth powder
Others

Analysis – It was found that awareness about the oral hygiene is increasing and people are
more concerned with the oral health. Use of tooth paste is increasing in compared to tooth
powder and other material like babul stick charcoal powder.

18
[Type text]

Q8. Which quality you like in dabur lal tooth paste :-

 Flavor - : 23
 Color - : 15
 Content - : 02
 Price - : 10

Flavor
Color
Content
Price

Analysis – People use Dabur lal dant manjun due to habit and the taste of flavor of dabur red
tooth paste. After flavor color and pricing of the Dabur are more preferred.

19
[Type text]

Q9. Are you satisfied by lal dant manjan :-

 Very much - : 38
 Satisfied - : 10
 Its ok - : 02
 Not at all - : 00

Very much
Satisfied
Its ok
Not at all

Analysis – People who are using the Dabur Red Tooth Paste from a very long time are addicted
to it and they don’t want to change their tooth paste at all .

20
[Type text]

Q10. What changes you would like in the Dabur tooth paste :-

 Packaging – : 15
 Color - : 06
 Price - : 25
 Content - : 04

Packaging
Color
Price
Content

Analysis – Pricing plays an important part in the Indian market and the consumer want more
for less money. Packaging and color do play a role in the purchasing decision of the consumer
but not to the extent at which the price factor plays.

21
[Type text]

Q11. Which size of tooth paste you use regularly.

 50 grms - : 15
 100 grms - : 25
 150 grms - : 10

50 grm
100 grms
150 grm

Analysis – People buy the 100 grms tube more due to the reason that if more then one
member of the family is using the tooth paste then it should last for at least a month. As tooth
paste is one product which falls in the monthly purchase list of any family. And it is economical
and affordable also.

22
[Type text]

Q12. How many family members use the same brands tooth paste.

 Myself – :7
 Two members – : 13
 All members - : 30

Myself
Two members
All members

Analysis – Usually the purchasing of daily useable items is done once in a month and due to the
economical condition of the lower middle class and middle class does not permit them to buy
tooth paste according to individual choice so they usually buy one tooth paste and whole family
uses it.

23
[Type text]

Q13. Where you buy your tooth paste from.

 Kirana shop – : 20
 General store – : 11
 Corner shop – : 18
 Mall - : 01

Kirana shop
General store
Corner shop
Mall

Analysis – It was observed that most of these people do the purchasing of the general daily
useable items from either kirana stores and from the corner shop with in the vicinity of the
neighborhood, as from these shops they usually get the credit facility.

24
[Type text]

Q14. How many tooth paste you sell monthly.

 1 Box - :1
 2 Box - :2
 5 Box - :2

1 Box
2 Box
5 Box

Analysis – During the survey five dispensing stores were also covered and it was found that
wholesaler is selling around 2 to 5 boxes monthly on an average( 1 box = 12 pack of tooth
paste)

25
[Type text]

Q15. Which tooth paste you sell more.

 Dabur – : 03
 Colgate – : 02
 Pepsodent – : 01
 Others - : 00

Dabur
Colgate
Pepsodent
Others

Analysis – In the semi urban and suburb of the Bhopal city it was seen that there is a stiff
competition amongst the Dabur , Colgate and pepsodent and other brands. Company are
coming up with newer scheme to lure the retailer so that they push their product and newer
advertisement to create brand awareness.

26
[Type text]

Q16. Which quality a consumer usually look for before buying.

 Packaging – : 01
 Color – : 03
 Price – : 04
 Content - : 00

Packaging
Color
Price
Content

Analysis – According to the retailer and wholesaler the sale of any product is governed by the
price and the color of packaging and product.

Q17. How many costumer ask for Dabur Lal Tooth Paste Daily.

 1- :2

27
[Type text]

 2- :1
 5- :1
 10 - :0
 More - :0

1
2
5
10
More

Analysis – kirana shop and corner shop are usually visited by the set costumer how come there
to puschase the general and usually the costumer dose not shift very often therefore the owner
know how much stock they have to maintain to full fill the requirement of their costumer .

28
[Type text]

Q18. What according to you should be changed in the Dabur tooth paste.

 Marketing style – : 03
 Advertising – : 05
 Segment – : 02
 Packaging – : 01
 Content – : 01

Marketing style
Advertising
Segment
Packaging
Content

Analysis - According to these seller the company should focus on the set segment and they
should change the marketing style and it should come up scheme which are beneficial to the
costumer and the retailer both. They also want that the advertising of dabur product should
come more often in the print as well as on television as it will definitely increase the sales of the
company product.

Conclusions
29
[Type text]

It was found in the research there is a definite liking of Dabur Red Toothpaste in the suburb of
Bhopal city and in the surrounding areas. It was found most of the public living in these areas
are from rural background and are still following the habitual practice carry forwarded from
their origin. Usually the purchasing of daily useable items is done once in a month and due to
the economical condition of the lower middle class and middle class does not permit them to
buy tooth paste according to individual choice so they usually buy one tooth paste and whole
family uses it.

In the semi urban and suburb of the Bhopal city it was seen that there is a stiff competition
amongst the Dabur , Colgate and pepsodent and other brands. Companies are coming up with
newer scheme to lure the retailer so that they push their product and newer advertisement to
create brand awareness.

kirana shop and corner shop are usually visited by the set costumer how come there to
purchase the general and usually the costumer dose not shift very often as they regular
costumer get credit facility with these shop, therefore the owner know how much stock they
have to maintain to full fill the requirement of their costumer

According to channel partners of the company the company should focus on the set segment
and they should change the marketing style and it should come up scheme which are beneficial
to the costumer and the retailer both. They also want that the advertising of dabur product
should come more often in the print as well as on television as it will definitely increase the
sales of the company product.

Bibliography
30
[Type text]

I would like to thank Prof. Rajkumar Soni for his guidance and support
during my research work.

References
1. www.dabur.com

2. economictimes.indiatimes.com › Markets › Stocks › Stock Quotes

3. www.dabur.com/en/investors1/Annual...04/Dabur_PH_03_04.pdf

31
[Type text]

Questionnaire for consumer behavior

1. Name – ……………………………………………………………………………………….
2. Age – ………………………………………..
3. Sex – …………………….
4. Address – ……………………………………………………………………………………..
5. Monthly income – ………………………………………………….
6. Which tooth paste/powder you use –
 Colgate –
 Pepsodent –
 Dabur lal dant manjun -
 Tooth powder -
7. What you use for cleaning the tooth
 Tooth paste -
 Tooth powder -
 Others -
8. Which quality you like in dabur lal tooth paste.
 Flavor
 Color
 Content
 Price
9. Are you satisfied by lal dant manjan
 Very much
 Satisfied
 Its ok
 Not at all
10. What changes you would like in the dabur tooth paste.
 Packaging
 Color
 Price
 Content
11. Which size of tooth paste you use regularly.

32
[Type text]

 50 grm
 100 grms
 150 grm
12. How many family member use the same brand tooth paste.
 Myself
 Two members
 All members
13. Where you buy your tooth paste from.
 Kirana shop
 General store
 Corner shop
 Mall
14. How many tooth paste you sell monthly.
 1 box
 2 box
 5 box
15. Which tooth paste you sell more.
 Dabur
 Colgate
 Pepsodent
 Others
16. Which quality a consumer usually look for before buying
 Packaging
 Color
 Price
 Content
17. How many costumer ask for dabur lal tooth paste daily.(1 box = 12 packs)
 1
 2
 5
 10
 More
18. What according to you should be changed in the dabur tooth paste.
 Marketing style
 Advertising
 Segment
 Packaging
 Content.

33
[Type text]

34