Latest news with #DaburAmla
Time of India
14-05-2025
- Business
- Time of India
Dabur to focus on premiumisation, contemporisation as strategies, shared 7-point formula
HighlightsDabur India Limited is shifting its strategy towards premiumisation and contemporisation after five years of focusing on market share and consolidation, as stated by Chief Executive Officer Mohit Malhotra. The company's consolidated revenue for the fiscal year 2024-25 was reported at Rs 12,563 crores, with a Profit After Tax of Rs 1,768 crores, reflecting a consolidated revenue growth of 3.6 percent in constant currency terms. Dabur's international business saw significant growth of 19.3 percent in constant currency, while the Indian business experienced a decline of approximately 3.4 percent during the same period. After five years of focusing on market share and consolidation, Dabur India is now actively shifting its strategy towards premiumisation and contemporisation, the company revealed during its latest investor call. Mohit Malhotra, Chief Executive Officer of Dabur India Limited, stated that the company has formulated a fresh 7-point strategy to tap the market in the coming future. Premiumisation is a marketing strategy where companies aim to make their products or services appear more high-end, desirable, and valuable, ultimately leading consumers to pay more for them. Elaborating on the strategies, Dabur's CEO Mohit Malhotra said, "So if you look at the past 4 to 5 years, we've generally focused on increasing market share and consolidating our business in each of the categories." "But premiumisation has been a lesser focus and it was a deliberate attempt because we wanted to bring Dabur Amla back on a growth path and gain market share. Now that we've done all the gaining market shares in Chyawanprash , in Honey, in Amla, in Home Care, and in Skin Care, now it's a 2.0 journey to embark upon premiumisation and contemporisation," he added. "We have identified segments that we will enter for premiumisation, like in Hair Care, we always focused on gaining market share in Dabur Amla. Going forward, you will see our concerted effort on premiumisation of post-bath categories like serum, conditioners, masks, etc.," said the Malhotra. He further added that the last fiscal was a challenging year due to the slowdown in urban consumption, high food inflation and unfavourable season but company's business fundamentals remained strong as they gained market shares across 90 per cent of the portfolio. "Emerging channels comprising modern trade, e-commerce, and quick commerce grew in double digits, although general trade in urban markets remained under pressure," he added. As per Dabur's top official, the company remains optimistic due to the declining food prices and tax cuts going forward. "So going forward, sequential improvement is what we are seeing, but a gradual sequential improvement," he added. According to the information shared by Dabur's top officials, Fiscal year 2024-25 ended with the consolidated revenue of Rs 12,563 crores and Profit After Tax (PAT) of Rs 1,768 crores. Consolidated revenue growth was 3.6 per cent in constant currency terms. During the fourth quarter, consolidated revenue of the company grew by 2.1 per cent in constant currency terms and 0.6 per cent in INR terms. Company's international business exhibited a growth of 19.3 per cent in constant currency and Indian business declined by around 3.4 per cent. The financial results show that Dabur's consolidated bottom line declined by 8.4 per cent on a yearly basis and profit declined 4 per cent to Rs 1,767.63 crore, while the revenue was flat.
India Gazette
13-05-2025
- Business
- India Gazette
Dabur to focus on premiumisation, contemporisation as strategies, shared 7-point formula
Mumbai (Maharashtra) [India], May 13 (ANI): After five years of focusing on market share and consolidation, Dabur India is now actively shifting its strategy towards premiumisation and contemporisation, the company revealed during its latest investor call. Mohit Malhotra, Chief Executive Officer of Dabur India Limited, stated that the company has formulated a fresh 7-point strategy to tap the market in the coming future. Premiumisation is a marketing strategy where companies aim to make their products or services appear more high-end, desirable, and valuable, ultimately leading consumers to pay more for them. Elaborating on the strategies, Dabur's CEO Mohit Malhotra said, 'So if you look at the past 4 to 5 years, we've generally focused on increasing market share and consolidating our business in each of the categories.' 'But premiumisation has been a lesser focus and it was a deliberate attempt because we wanted to bring Dabur Amla back on a growth path and gain market share. Now that we've done all the gaining market shares in Chyawanprash, in Honey, in Amla, in Home Care, and in Skin Care, now it's a 2.0 journey to embark upon premiumisation and contemporisation,' he added. 'We have identified segments that we will enter for premiumisation, like in Hair Care, we always focused on gaining market share in Dabur Amla. Going forward, you will see our concerted effort on premiumisation of post-bath categories like serum, conditioners, masks, etc.,' said the Malhotra. He further added that the last fiscal was a challenging year due to the slowdown in urban consumption, high food inflation and unfavourable season but company's business fundamentals remained strong as they gained market shares across 90 per cent of the portfolio. 'Emerging channels comprising modern trade, e-commerce, and quick commerce grew in double digits, although general trade in urban markets remained under pressure,' he added. As per Dabur's top official, the company remains optimistic due to the declining food prices and tax cuts going forward. 'So going forward, sequential improvement is what we are seeing, but a gradual sequential improvement,' he added. According to the information shared by Dabur's top officials, Fiscal year 2024-25 ended with the consolidated revenue of Rs 12,563 crores and Profit After Tax (PAT) of Rs 1,768 crores. Consolidated revenue growth was 3.6 per cent in constant currency terms. During the fourth quarter, consolidated revenue of the company grew by 2.1 per cent in constant currency terms and 0.6 per cent in INR terms. Company's international business exhibited a growth of 19.3 per cent in constant currency and Indian business declined by around 3.4 per cent. The financial results show that Dabur's consolidated bottom line declined by 8.4 per cent on a yearly basis and profit declined 4 per cent to Rs 1,767.63 crore, while the revenue was flat. (ANI)
Time of India
13-05-2025
- Business
- Time of India
Dabur to focus on premiumisation, contemporisation as strategies, shared 7-point formula
After five years of focusing on market share and consolidation, Dabur India is now actively shifting its strategy towards premiumisation and contemporisation, the company revealed during its latest investor call. Mohit Malhotra, Chief Executive Officer of Dabur India Limited, stated that the company has formulated a fresh 7-point strategy to tap the market in the coming future. Premiumisation is a marketing strategy where companies aim to make their products or services appear more high-end, desirable, and valuable, ultimately leading consumers to pay more for them. Elaborating on the strategies, Dabur's CEO Mohit Malhotra said, "So if you look at the past 4 to 5 years, we've generally focused on increasing market share and consolidating our business in each of the categories." "But premiumisation has been a lesser focus and it was a deliberate attempt because we wanted to bring Dabur Amla back on a growth path and gain market share. Now that we've done all the gaining market shares in Chyawanprash, in Honey, in Amla, in Home Care, and in Skin Care, now it's a 2.0 journey to embark upon premiumisation and contemporisation," he added. "We have identified segments that we will enter for premiumisation, like in Hair Care, we always focused on gaining market share in Dabur Amla. Going forward, you will see our concerted effort on premiumisation of post-bath categories like serum, conditioners, masks, etc.," said the Malhotra. He further added that the last fiscal was a challenging year due to the slowdown in urban consumption, high food inflation and unfavourable season but company's business fundamentals remained strong as they gained market shares across 90 per cent of the portfolio. "Emerging channels comprising modern trade, e-commerce, and quick commerce grew in double digits, although general trade in urban markets remained under pressure," he added. As per Dabur's top official, the company remains optimistic due to the declining food prices and tax cuts going forward. "So going forward, sequential improvement is what we are seeing, but a gradual sequential improvement," he added. According to the information shared by Dabur's top officials, Fiscal year 2024-25 ended with the consolidated revenue of Rs 12,563 crores and Profit After Tax (PAT) of Rs 1,768 crores. Consolidated revenue growth was 3.6 per cent in constant currency terms. During the fourth quarter, consolidated revenue of the company grew by 2.1 per cent in constant currency terms and 0.6 per cent in INR terms. Company's international business exhibited a growth of 19.3 per cent in constant currency and Indian business declined by around 3.4 per cent. The financial results show that Dabur's consolidated bottom line declined by 8.4 per cent on a yearly basis and profit declined 4 per cent to Rs 1,767.63 crore, while the revenue was flat. (ANI)
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Business Standard
07-05-2025
- Business
- Business Standard
Dabur to drop weak products, targets double-digit growth by FY28
Homegrown ayurvedic fast-moving consumer goods (FMCG) company Dabur India has taken a call to discontinue certain low-performing products as part of its plan to register near-double-digit growth in financial year 2025-26 (FY26). 'Our ambition is to achieve sustainable double-digit compound annual growth rate (CAGR) by FY28 in both top line and bottom line. This renewed strategy builds on our core strengths while pivoting towards future-ready levers of value creation,' Mohit Malhotra, chief executive officer (CEO) at Dabur India, told investors on a post-earnings call on Wednesday. This strategy of the maker of Hajmola candy and Real fruit juices is anchored on seven pillars, including 'rationalisation of underperforming products and SKUs (stock-keeping units)' in order to release capital for bigger bets. 'A few examples of these are Vedic Tea, adult and baby diapers, and Dabur Vita (nutritious drink brand),' Malhotra added. Other steps include continued investment to add scale to core brands through disproportionate investments thereby increasing penetration and driving market share gains. These include brands like Dabur Red, Real, Dabur Chyawanprash, Hajmola, Dabur Amla, and Odonil. The company will also push the pedal on premiumisation and contemporisation of products across categories. Further, it will be on the lookout for inorganic opportunities, especially in the healthcare wellness space, which can also be extended to foods. Amid a challenging demand environment marked by high food inflation and surge in cost of living, the company recorded an 8.4 per cent fall in net profit to ₹320 crore in the March quarter. The company had recorded a net profit of ₹349.5 crore in the year-ago period. Its net sales, meanwhile, rose 0.6 per cent to ₹2,830 crore from ₹2,814.6 crore in the year-ago period. For the full year, the company's net profit dropped 4 per cent to ₹1,767.6 crore while its net sales rose a meagre 1.2 per cent to ₹12,536 crore. Volume growth, however, was flat during the quarter. The company's foods business reported an over 14 per cent growth during the quarter, while the skin and salon business grew by 8 per cent. The shampoo business, meanwhile, witnessed a 4 per cent jump. The Badshah portfolio recorded around 11 per cent volume growth during the quarter. The company will also be on the lookout for inorganic opportunities, especially in the healthcare wellness space, which can also be extended to foods. . 'So wellness-foods, wellness-healthcare is where we should attempt to get a brand in an inorganic way, while personal care should see more organic initiatives,' Malhotra told investors.
