EQUAL OPPORTUNITIES Dabur is committed to promoting diversity among teams in the broadest sense possible (in terms of gender‚ age‚ training‚ origins‚ disability‚ etc.) in order to improve performance and become increasingly innovative and competitive. The organization does not employ nor encourages forced‚ bonded or child labour and conducts proper checks and audits to ensure that their contractors follow their example. At Dabur‚ all employees are of equal value. Nobody shall be discriminated at
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New appraisal pill for Dabur staff Writankar Mukherjee‚ TNN Apr 22‚ 2008‚ 12.00am IST KOLKATA: FMCG major Dabur India is going to revamp its appraisal policy for 2‚600-odd employees across the country. The company has decided to move beyond plain-vanilla annual increments to a system of continuous employee reward. The move has been undertaken based on recommendations from noted HR consultant Hewitt Associates. There will also be spot awards to recognise employees on the spot at any time‚ for
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Dabur India - Working Capital and Cost Management Dr. Narender L. Ahuja‚ Institute for Integrated Learning in Management‚ New Delhi‚ India Ms. Sweta Agarwal‚ Institute for Integrated Learning in Management‚ New Delhi‚ India ABSTRACT After running as a family business for over 100 years‚ when in late 1990s the management of the Dabur was handed over to a team of professional managers‚ the new management faced a gigantic task of improving performance in several critical areas. In particular
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Rural marketing of Dabur Here is an interesting example of rural marketing in India FMCG major Dabur is unleashing a marketing blitz across the country through beauty pageants‚ singing contests and model hunts to penetrate rural and semi-urban market. Dabur is focusing on states like UP‚ Punjab‚ Bihar‚ Rajasthan and MP for promoting various brands‚ including Dabur Amla Hair Oil‚ Vatika hair care range and Gulabari skin care products. Target Segment: Rural sales accounts for 50 per cent of Dabur’s
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Dabur 1.)About Company - History(head ‚ when started ‚ FMCG‚Logo) ‚ overview of financial details. 2.)Portfolio 3.)Successful Brands ‚ not so Successful 4.)Any announcement or signals of new launch. 5.)Market Capitalization ‚ sales penetration etc. 6.)Future Forecast ‚ Recommendation 7.)Competitors. Dabur - Celebrate Life - Banyan Tree- Longevity - healthy-banyan tree- protection.- 4th Largest FMCG in India - 127 years of legacy- $5 Billion Capitalization -Revenues of 6146 Crores-Leading
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DABUR INDIA LTD. - GLOBALIZATION CASE ANALYSIS ECONOMIC ANALYSIS FOR BUSINESS DECISIONS (EABD) CASE SYNOPSIS Set in June 2007‚ the case is about an Indian enterprise attempting what few other consumer packaged goods (CPG) companies from emerging markets have attempted to do i.e.‚ move beyond national geographical boundaries to the global arena. In most emerging markets‚ including India‚ CPG is a local business characterized by indigenous players aspiring to rule at provincial levels. Very
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Product Mix of Dabur India Ltd. Submitted To Submitted By Mr. Alok Rai Sanjeev Kumar Patel MFM Ist Semester Type Public (NSE‚ BSE) Industry Health Care‚ Food Founded 1884 Founder(s) Dr. S K Burman Headquarters Dabur Tower‚ Kaushambi‚ Sahibabad‚ Ghaziabad - 201010 (UP)‚ India Area served Worldwide Chairman Dr. Anand Burman CEO Mr. Sunil Duggal Products Dabur Amla‚ Dabur Chyawanprash
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inputs regarding the project work. I am also thankful to friends who helped me in understanding of the topic given in an easier way. Executive Summary This report aims at analyzing and reporting on the economic analysis of Dabur India Ltd (DIL) for the brand Dabur real fruit juices. The real fruit was launched in 1995 with as its first product. In the very first year of its launch it crossed Rs. 100 million in turnover. Over the
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Mr. VIVEK KAWTERA Jitendra Kumar DVSIM (P.G.D.M. 4th Sem.) CONTENTS • ACKNOWLEDGEMENT • INTRODUCTION OF DABUR a. Organization • HISTORY OF THE DABUR a. Board of director b. Management committee c. Business policy • PERFORMANCE APPRAISAL a. Objective of performance appraisal b. Definition • RESEARCH METHODOLOGY a. Research objective
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For a change‚ the boardroom meets the classroom. The Rs 1‚899.57 crore Dabur India’s efforts to enter B-school classrooms in search of innovative ideas and business strategies to double its turnover and profit by 2009-10 has already thrown up around 100 potential acquisition targets for the home-grown FMCG giant. Dabur‚ in an attempt to infuse some fresh thinking and forge closer ties with campuses‚ is conducting a national case study contest called ‘Navigator’. Several innovative ideas and business
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