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Business Standard
09-07-2025
- Business
- Business Standard
Dabur India eyes double-digit CAGR by FY27-28 with wellness focus
Homegrown fast-moving consumer goods (FMCG) company Dabur India is hopeful of achieving a sustainable double-digit growth rate by FY27–28 as it adopts a refreshed strategic vision, the company stated in its annual report released on Wednesday. The company added that improving macroeconomic factors and the forecast of a normal monsoon are among the drivers expected to improve the consumption landscape. In a letter to shareholders, Chairman Mohit Burman said he remains optimistic about a sequential recovery in consumption trends in the new financial year. 'Going forward, we remain optimistic about a sequential recovery in consumption trends in 2025–26, supported by forecasts of a normal monsoon, improving macroeconomic indicators, sustained government investment in infrastructure, and easing inflation,' Burman stated. To spur demand and support growth in the new financial year, the company has identified seven strategic pillars, which it believes will position Dabur to achieve a sustainable double-digit compound annual growth rate (CAGR) in both top line and bottom line by FY27–28. 'These will ensure Dabur remains resilient amid disruption, relevant to new generations, and responsible in its growth approach — setting the foundation for our next leap forward,' Burman added. As part of this strategy, the maker of Real fruit juices and Hajmola candy will deepen investments in its core power brands — Dabur Red, Real, Dabur Chyawanprash, Dabur Honey, Hajmola, Dabur Amla, Odonil, and Vatika — the bedrock of its portfolio, which together account for over 70 per cent of the company's sales. The company is also doubling down on its health and wellness category. It plans to expand the Hajmola and Pudin Hara franchises beyond digestives, scale up health juice offerings to capture market share in functional beverages, and accelerate newer launches like Shilajit, 'which tap into the rising demand for vitality, immunity, and endurance,' the report stated. Dabur is also reinventing its go-to-market strategy by expanding into rural and under-penetrated urban markets through targeted coverage and greater focus on improving distributor return on investment and ensuring faster turnaround times. Additionally, the maker of Amla hair oil will focus on premiumisation and contemporisation across categories, rationalise its portfolio, reinvent its operating model, monitor digital-first and founder-led brands with strong consumer traction, and tap into adjacencies in healthcare and value-added foods for inorganic growth. The company is also working on reducing sugar content by an additional 20 per cent in the Real core beverage range. 'Additionally, we are developing low-sugar and zero-sugar variants to cater to consumers who are conscious of their sugar intake. We already have a wide range of healthy juices under Real Activ with zero added sugar and coconut water, which is a low-calorie beverage with less than 20 kcal,' the report added. In FY25, the company's net profit dropped 4 per cent to ₹1,767.6 crore, while net sales rose 1.2 per cent to ₹12,536 crore.
Mint
09-07-2025
- Business
- Mint
Dabur India confident of FY26 recovery, driven by monsoon, macro factors
New Delhi: Fast-moving consumer goods companyDabur India Ltdexpects a turnaround in consumption trends by FY2025–26, backed by favourable macroeconomic indicators, a normal monsoon, continued government investment in infrastructure, and easing inflation. The firm is also betting big on premiumisation, deeper rural penetration, and digital consumer engagement to drive growth. "We have set an ambitious target to expand our rural footprint while sharpening our focus on urban markets by enhancing our portfolio of premium offerings and exploring adjacent categories to meet evolving consumer aspirations,' Mohit Burman, chairman, Dabur India Ltd, said in the company's annual report released Wednesday. Dabur ended FY2024-25 with a 3.6% jump in consolidated revenues to ₹ 12,563 crore, up from ₹ 12,404 crore a year ago; profit for the full year was down 4.1% to ₹ 1,768 crore. During the year, the company's advertising and publicity expenditure grew 2.2% to ₹ 864.6 crore. The company sells Dabur Red toothpaste, Vatika shampoo, Hajmola and Real drinks. "Our portfolio today includes three ₹ 1,000 crore brands—Dabur Amla, Dabur Red Toothpaste, and Real—alongside three ₹ 500 crore brands and 16 brands in the ₹ 100–500 crore 2024-25, we intensified our consumer engagement through interactive campaigns, community outreach, and digital initiatives that reinforced our commitment to health and well-being. These efforts enabled us to expand our market share across more than 90% of our portfolio, even during a consumption slowdown," he said. Last week, in its quarterly update, the company said its consolidated revenue in the June quarter is expected to grow in the low single digits due to a decline in beverages; consolidated operating profit growth is expected to marginally lag revenue growth. Dabur has yet to announce its Q1 (April-June) earnings. In the March quarter, the company's revenue from operations grew marginally. Last fiscal, the company expanded its retail footprint significantly, entering new villages and broadening its product range. 'Our retail reach is now among the widest in the Indian FMCG industry. A major milestone this year was the signing of a facilitation MoU with the Government of Tamil Nadu to establish our first manufacturing facility in South India. With an initial investment of ₹ 135 crore, scaling up to ₹ 400 crore over five years, this facility will generate direct employment for 250 individuals and create thousands of indirect job opportunities,' Burman said. During the year, the company also rationalised inventory in general trade channels, citing a shift in consumer behaviour with more shoppers buying goods online. This resulted in a temporary dip in Q2 (July-September) sales but strengthened the long-term health of its business and improved the RoI (return on investment) of its distributor partners. Dabur reported strong sales in rural India during the year, with demand outpacing urban India. The company draws a significant share of its business from rural markets. Meanwhile, earlier this year, the company announced a strategic vision to drive double-digit annual growth in both revenue and profit by FY28. The strategy is backed by a seven-pronged approach that includes investing heavily in core brands, expanding in premium categories, updating and modernising its product categories, shedding underperforming products, and aggressively pursuing acquisitions to build a 'future-fit' portfolio. 'Today, seven of our brands—Dabur Red, Real, Dabur Chyawanprash, Dabur Honey, Hajmola, Dabur Amla, Odonil, and Vatika—each contribute significantly to our revenues and together account for over 70% of our total portfolio. We are committed to scaling these brands exponentially,' said Burman. The company also announced plans to exit categories where scalability and profitability remain constrained, such as Vedic Tea, adult and baby diapers, and Dabur Vita; this will help unlock growth capital and sharpen focus. 'We will also be streamlining SKUs (stock keep units) across overlapping segments to reduce complexity in the supply chain and enhance distributor profitability,' he added. 'Our go-to-market transformation, strategic M&A focus, and operating model reinvention are designed to unlock new engines of value creation,' he added. During the year, the company expanded its share of the food business, with the category now contributing 6% of the revenue from its India FMCG business, up from 2% last year. It operates in the packaged ghee, spices, cooking pastes, and culinary products categories. Dabur competes with giants like Marico and Hindustan Unilever in the FMCG market. Notably, HUL has also expressed optimism about demand recovery, citing similar macro tailwinds like low inflation, a normal monsoon, and increased consumer spending.
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Time Business News
02-07-2025
- Business
- Time Business News
Coconut Oil Price in Pakistan [2025]
Coconut oil has become one of the most sought-after natural oils in Pakistan due to its health benefits, beauty uses, and culinary versatility. From cooking to skincare, this oil has countless applications. As awareness increases, so does the curiosity around its current market price. In this article, we explore the latest coconut oil price in Pakistan, what affects its cost, and tips for buying quality oil at the best value. Here's a price overview of popular types of coconut oil available in the Pakistani market: Type Quantity Price Range (PKR) Notes Cold-Pressed Coconut Oil 250ml Rs. 700 – Rs. 1,000 Pure and chemical-free Extra Virgin Coconut Oil 500ml Rs. 1,200 – Rs. 1,800 Best for hair & skincare Organic Coconut Oil 1 Liter Rs. 2,000 – Rs. 2,800 Certified organic, multipurpose use Refined Coconut Oil 1 Liter Rs. 700 – Rs. 1,300 Budget-friendly, less aroma Cooking-Grade Coconut Oil 1 Liter Rs. 1,000 – Rs. 1,700 For regular kitchen use 📌 Note: Prices may vary depending on brand, origin (local/imported), and platform (online vs physical stores). Dry Fruits Mart – Pure, cold-pressed coconut oil sourced from natural coconuts – Pure, cold-pressed coconut oil sourced from natural coconuts Nature's Truth – Offers cold-pressed, premium oils – Offers cold-pressed, premium oils Vatika – Offers coconut oil with herbal infusions – Offers coconut oil with herbal infusions Parachute – A long-trusted name for hair use Oil Extraction Method: Cold-pressed and extra virgin oils are more expensive than refined types. Brand & Packaging: Branded oils in glass bottles usually cost more. Organic Certification: Certified organic oils undergo stricter processing. Imported vs Local: Imported oils are costlier due to customs and shipping. Purpose of Use: Cosmetic-grade and food-grade oils have different purity levels and pricing. You can find coconut oil in: Online Stores: Physical Stores: Al-Fatah Imtiaz Supermarket Local herbal/organic stores Pro Tip: Always check for cold-pressed, extra virgin, and unrefined labels when buying coconut oil for edible or skincare purposes. ✅ Look for 'cold-pressed' or 'extra virgin' labels✅ Choose transparent or glass packaging✅ Avoid oils with artificial fragrance or added color✅ Buy in smaller quantities first to test purity ✅ Check expiry date and origin of the product The price of coconut oil in Pakistan varies based on quality, packaging, and brand. Whether you're looking to boost your hair health, improve your skin, or cook healthy meals, coconut oil is a worthy investment. Be mindful of the type and source when purchasing, and choose vendors who offer pure, natural, and chemical-free options. Q1: What is the price of 1-liter coconut oil in Pakistan? The average price for 1-liter cold-pressed coconut oil ranges between Rs. 1,500 to Rs. 2,800 depending on the brand and quality. Q2: Is cold-pressed coconut oil better than refined? Yes, cold-pressed coconut oil retains more nutrients and has no chemicals, making it better for skin, hair, and cooking. Q3: Can I buy coconut oil online in Pakistan? Absolutely. Trusted online stores like Dry Fruits Mart, Daraz, and Naheed offer premium-quality oils with home delivery. Q4: Why is organic coconut oil more expensive? Because it's produced without chemicals, pesticides, or high heat, organic oil costs more but offers higher purity and benefits. TIME BUSINESS NEWS
Mint
11-06-2025
- Business
- Mint
Dabur reaches out to distributors as quick commerce disrupts general trade
New Delhi: Dabur India has reached out to the All India Consumer Products Distributors Federation (AICPDF), representing over 450,000 FMCG distributors and 13 million kirana stores, to reaffirm its commitment to general trade partners amid shifting consumption patterns and growing pressure from online sales channels. The move comes as digital platforms—from quick commerce to modern trade—gain ground in FMCG (fast moving consumer goods) distribution, putting traditional kirana networks under stress. Dabur, which derives over 70% of its sales from general trade, has been increasingly focused on capturing growth in emerging channels. But this shift has triggered concerns among small retailers and distributors over margins, pricing power and inventory levels. 'Our general trade stockist partners are not just channels of distribution, they are our growth partners, our frontline ambassadors, and the reason brand Dabur reaches every corner of India,' said CEO Mohit Malhotra, noting the company's intention to protect and enhance distributor returns under its new 'Vision' strategy. Dabur said it discussed emerging opportunities and the evolving market landscape with AICPDF members during the meeting. The outreach follows a one-time inventory correction Dabur, maker of Vatika shampoo and Real drinks, undertook in the September quarter of FY24, where it reduced inventory levels with general trade partners from 30 to 21 days to prevent a supply glut. "To address the changing dynamics in the marketplace and support our distributor partners in tiding over the challenges, we took a proactive decision to rationalize inventory in the general trade, which resulted in a temporary dip in sates during the quarter,' Mathotra had said during the company's September quarter earnings announcement. 'This is a one-off correction, spring cleaning that we have done, and that too only at the request of our distributors, so that our ROI (return on investment) of the distributors improves,' he had said in October. 'New channels' growing ahead of general trade has put some pressure on the profitability of Dabur India's general trade partner, Malhotra said during the company's September quarter earnings call. The initiative resulted in a consolidated revenue decline of 5.5% in the September quarter. While general trade continues to drive bulk of revenue, newer channels are gaining share fast. E-commerce, modern trade and quick commerce together contributed 24% to Dabur's business in FY25, the company has said. Quick commerce, though still a small fraction of sales (2–7%), is growing rapidly, driven by urban convenience and discount-led consumer behaviour. To adapt, Dabur has unveiled a go-to-market overhaul as part of its FY28 strategy to drive double-digit revenue and profit growth. This includes expanding in both rural and urban India, scaling presence across digital-first platforms, and improving demand forecasting and stock replenishment. 'Our renewed strategy is designed to harness the strength of our core while unlocking future-ready engines of value creation…With new product formats, enhanced supply chain capabilities, and a renewed focus on customer-centricity, we are confident that our general trade partners will continue to thrive alongside us as we steer Dabur into the next growth orbit,' Malhotra added. The balancing act is delicate. While Dabur wants to tap the momentum in emerging channels, it cannot afford to alienate the general trade ecosystem—especially at a time when retail margins are under pressure and pricing power is eroding in many FMCG categories. AICPDF, for its part, has been vocal about the disruptive impact of online platforms. Earlier this year, it launched a nationwide campaign against deep discounting and delivery-linked promotions by quick commerce players, arguing they distort market dynamics and undercut small retailers.
Mint
17-05-2025
- Business
- Mint
FMCG firms have been hunting for deals. Their appetite is only growing bigger
India's cash-rich makers of staples to shampoos will press ahead with big-ticket acquisitions as they chase high-growth, premium targets to cushion themselves from an overall slowdown in urban consumption. Dabur India Ltd, Marico Ltd and Emami Ltd will continue to scout for mergers and acquisitions (M&As) that help them enter new categories such as premium personal care and wellness, build a digital-first portfolio, and expand reach in the traditional market, according to their earnings calls. 'If there is a new brand or a new category to be addressed, that is where M&A comes in and supplements our efforts of organic business with inorganic business," Mohit Malhotra, chief executive officer at Dabur India, said during the company's post-earnings call on 7 May. Also read: Ice cream brand Hocco eyes sweeter spread with $10 million fundraise and pan-India ambition Large fast-moving consumer goods (FMCG) makers built mass-market portfolios of soaps, salt, biscuits, shampoos and more for a broader reach. But new, urban consumers are increasingly buying skin serums, muesli, supplements, pet food and healthy snacks or beverages. Some new brands, especially online, are even gaining market share from incumbents. This shift is happening when demand for mass-market products has remained under pressure due to heightened inflation. Indian FMCG industry reported an 11% year-on-year value growth in the March quarter, while volumes grew 5.1%, according to data sourced from NielsenIQ. However, rural demand grew four times faster than growth in urban areas, where consumption further decelerated, it said. Rural demand primarily fuelled deals worth $2.1 billion in 2024, according to Jayakrishnan Pillai, partner at Deloitte India. The consulting firm expects 6-8% growth for the sector in 2025-2026 compared with 5-6% in the previous two years, bolstered by improving urban demand, stable rural consumption, reduction in personal income tax and lower inflation. Also read: Young Indians are drinking less but better 'A heightened emphasis on premium products, health and wellness and rural market expansion may serve as primary motivators for strategic acquisitions, while integration of e-commerce and digital advancements could facilitate consolidation within the industry," Pillai said. Deal hunt FMCG companies have continued their post-pandemic acquisition blitz. Last week, Dabur outlined a seven-pronged approach as part of a strategy refresh with plans to invest in core brands, expand in premium categories, update its products and aggressively pursue acquisitions to build a 'future-fit" portfolio. The maker of Vatika oils and Real fruit drinks had last year acquired 51% of hair care company Sesa Care Pvt. Ltd, expanding its presence in the ₹900 crore ayurvedic hair oil market. The company cited 'substantial revenue and cost synergies" for the deal. In 2022, Dabur acquired a 51% stake in spice maker Badshah Masala for ₹587.52 crore. The company's M&A approach will focus on new-age health care, wellness foods and premium personal care brands. 'It [target firm] should be revenue accretive to us, which will substantially add to the revenue of the company because growth in general trade is a little subdued," Malhotra said. 'The second will be to create a future-fit portfolio, which resonates to the new generation." Mumbai-based Marico also targets becoming a 'house of brands' and acquisitions will be vital to its transformation into a digital FMCG company. Marico's recent investments include a majority stake in premium skincare brand Just Herbs in 2021, a majority acquisition of plant-based nutrition company Plix, full acquisition of male grooming brand Beardo, and an investment in food brand True Elements. All these are relatively new brands and categories. 'We firmly believe that we are a 'investor of choice' given our house of brands. We are on our way to our aspiration of becoming one of the most successful digital FMCG companies," Saugata Gupta, managing director and chief executive officer at Marico, said in an interview with Mint Thursday. 'We are open (to acquisitions) provided it is a fit. There are still some portfolio gaps in our digital basket. We think there is enough opportunity in both food and personal care." The consumer and retail sector deal volume in 2024 rose a modest 13% over a year earlier, but 2025 has seen a few large bets, according to data shared by consulting firm Grant Thornton Bharat. 'Strategic acquisitions dominated the M&A landscape within the consumer segment, with Tata Consumer Products leading the way with its high-profile acquisitions of Capital Foods and Organic India—the two deals collectively accounted for nearly 21% of the M&A deal value, setting the tone for the year," according to a January report by the firm. Regional, D2C focus Earlier this year, India's largest FMCG company Hindustan Unilever Ltd acquired a 90.5% stake in personal care brand Minimalist for ₹2,955 crore, upping its ante in the digital-first personal care space. HUL's M&A strategy has been a mix of investments in established as well as new-age brands. HUL acquired Indulekha hair oil for ₹330 crore in 2015 and Horlicks from GlaxoSmithKline for ₹3,045 crore in 2020. More recently, the company's focus has shifted towards premium, online-first brands like Minimalist and wellness and supplements brand Oziva. The acquisitions are one of the tools HUL uses to grow businesses, Rohit Jawa, chief executive officer at HUL, said during the company's post-earnings call with the media last month. For instance, the company has good brands and capabilities in foods, but if an opportunity offers a complementary fit with a good commercial case, the company will definitely look at it, said Jawa. HUL is constantly scanning for such opportunities. The key strategy is to continue investing in and growing their market maker (categories identified by HUL as ripe for premiumization) and future core (future trendsetters) segments to drive overall business growth, he said. Pillai of Deloitte India said growth in M&As is anticipated from both regional brands and direct-to-consumer (D2C) companies. 'Regional brands provide immediate scalability and access to local markets, while established D2C companies, particularly those with robust digital and e-commerce capabilities or those operating in rapidly expanding health and wellness sectors, represent appealing targets for acquisition." Also read: India's FMCG industry clocks 11% growth in March quarter on higher edible oil prices Kolkata-based Emami Ltd, known for brands like Zandu balm and Boroplus, said it has cash available and is open to investing in traditional and direct-to-consumer or D2C businesses. Emami's recent acquisitions include stakes in male grooming, new-age personal care, packaged drinks, and pet care brands. Greater competition in the market is prompting companies to step up innovation, according to Harsha V. Agarwal, vice chairman and managing director at Emami. 'We are looking for more acquisition opportunities. We are open for smaller acquisitions as well as large ones," he said in an interview with Mint last month. 'The opportunity has to be good. Investment is not a constraint for us because we are a debt-free company with a very good PAT (profit after tax) and Ebitda (operating income)."
