Abstract

The case deals with the restructuring initiatives Dabur took in the early 2000s. In order to cater to a wider audience, Dabur decided to reposition itself as an FMCG company with a herbal plank, moving away from its earlier image of an Ayurvedic medicine manufacturer. In order to convey a new vibrancy, the company has adopted new product offerings and new packaging. Dabur’s promotional campaigns includes leading Bollywood actors and sportstars. Dabur moved away from an umbrella branding strategy and went in for individual branding. It pruned products which were not aligned with its brand architecture. It also took concerted steps towards geographical expansion to international markets, and within India, focused on regions like southern India, which it had earlier neglected. The company’s revenues in 2004-05 reveal that the changes undertaken by the company have started showing results.

Learning Objectives

The case is structured to achieve the following Learning Objectives:

• Brand Repositioning, Umbrella Branding, Brand Management, Strategic Intent of a company, 4Ps of Marketing, FMCG Industry.

Keywords

Dabur, Brand Repositioning, Brand Architecture, Brand Equity, Umbrella Branding, Brand Management, 4Ps of Marketing, FMCG Industry, Vision, Strategic Intent, Core Values, Vatika, Anmol, Real and Hajmola.