Dabur India Limited · NSE:DABUR
Dabur India — Edelweiss & IIFL Investors' Conferences - February 2019
41 slides from Dabur India's conference presentation, February 2019
Slide 1: Dabur India Limited Investor Presentation
Dabur India Limited Investor Presentation February 2019 1
Slide 2: Agenda
Agenda 1. Dabur – Overview 2. Business Structure 3. India Business 4. International Business 5. The Way Forward 6. Our Value Creators 7. Annexure 2
Slide 3: Dabur is the largest science-based Ayurveda company
Dabur is the largest science-based Ayurveda company Overview Awards Established in 1884 – 135 years of trust and Dabur wins ICSI National Award for excellence Excellence in Corporate Governance 2019 One of the world’s largest in Ayurveda and natural healthcare Dabur ranked in the India’s Top 50 Havi
Slide 4: Manufacturing facilities located across the globe
Manufacturing facilities located across the globe 12 manufacturing locations in India 8 international manufacturing locations Baddi UAE Jammu Sahibabad ` Egypt Alwar Pantnagar Tezpur Newai Nigeria Katni South Africa Turkey Narendrapur Silvasa Sri Lanka Nasik Pithampur Bangladesh Nepal 4
Slide 5: One of the largest distribution network in India
One of the largest distribution network in India Urban Rural Factory Factory C&F C&F GT Stockist MT Stockist Insti Stockist Super Stockist Wholesaler Sub Stockist Retailer Retailer Retailer Consumer Consumer Consumer Consumer Distribution reach of 6.7 mn retail outlets with direct reach of 1.1 mn+ 5
Slide 6: Strong financial profile
Strong financial profile CAGR : • Revenue has become ~3x over 11.9% the last 10 years 78.3 78.7 77.0 77.5 70.9 Revenue 53.1 61.7 • Last 3 years’ revenue looks from 28.1 34.0 41.0 optically static due to change Operations in accounting standards, demonetization and FY09 FY10 FY11 FY12 FY13 FY14 FY15
Slide 7: 9M FY19 – Consolidated Financials
9M FY19 – Consolidated Financials GST adjusted growth of 13.2% 6,405 • Domestic business revenue grew by 15.5% led by volume growth of 14.1% Revenue 5,715 • Growth in International Business was impacted by continued under performance of MENA markets and adverse currency movement 9M FY18 9M FY19 13.3
Slide 8: Agenda
Agenda 1. Dabur – Overview 2. Business Structure 3. India Business 4. International Business 5. The Way Forward 6. Our Value Creators 7. Annexure 8
Slide 9: Business Structure
Business Structure Domestic International (72%) (28%) Domestic Others Organic Acquired FMCG (2%) (67%) (33%) (70%) Note: The figures in the brackets are as per 9M FY19 9
Slide 10: Agenda
Agenda 1. Dabur – Overview 2. Business Structure 3. India Business 4. International Business 5. The Way Forward 6. Our Value Creators 7. Annexure 10
Slide 11: India Business – Category-wise
India Business – Category-wise Revenue Key FY18 9M FY19 Category Contribution Brands Growth Growth (FY18) Health 17% 9.4% 16.2% Supplements Healthcare Digestives 6% 10.2% 18.2% (32%) OTC & 9% 3.8% 14.0% Ethicals Hair Care 21% 4.1% 19.9% Oral Care 17% 14.4% 10.0% HPC (50%) Home Care 7% 13.0% 12.1% Sk
Slide 12: …and market leadership in most categories
…and market leadership in most categories Leading position in key categories across verticals #Relative Competitive Position1 #1 #1 #2 #2 #2 #3 #1 #2 #1 #1 #1 Honey Chyawanprash Baby Glucose Hair Oils Oral Care Skin Toilet Cleaners Air Mosquito Juices Massage Care - Fresheners Repellant Oil Bleaches
Slide 13: Project Buniyaad
Project Buniyaad Enabling Technology Urban Strategy Using technology to track and improve performance Leveraging potential through Channel based approach and automate processes Rural Strategy New Avenues of Growth Split the front line teams into two to increase reach Leveraging the alternate channel
Slide 14: Channel Changes
Channel Changes Evolution of Channel Saliency 32.9% 31.5% 31.5% 24.5% 23.5% 23.0% 23.1% 22.6% 21.7% 13.8% 12.5% 11.6% 10.1% 8.7% 6.2% 1.4% 0.6% 0.8% GT Retail Wholesale Superstockist MT E-comm Enterprise* FY17 FY18 9M FY19 Superstockist, MT and E-comm gaining saliency; Wholesale and Enterprise conti
Slide 15: Recent Product Launches
Recent Product Launches Honey Squeezy – Vatika Enriched Real Ethnic Range 225 gm Real Mocktails Hajmola Chat Cola Coconut Hair Oil Vatika Shampoo Anmol Jasmine HO Odonil Zipper Honitus Hotsip Fem De-Tan Bleach with Satt Poshan Dabur Red Gel Oxy Pro Clear Facial Odonil – Odomos Fabric Glycodab Tablet
Slide 16: Agenda
Agenda 1. Dabur – Overview 2. Business Structure 3. India Business 4. International Business 5. The Way Forward 6. Our Value Creators 7. Annexure 16
Slide 17: International Business – Financial Profile
International Business – Financial Profile Sales (INR bn) CAGR: 14% • International Business comprises the Organic and Acquired business 27.1 24.2 • Organic business (67% of international) is an extension of Indian 23.1 23.2 21.8 portfolio with the same personal care brands operating internationally
Slide 18: Organic International Business
Organic International Business FY06 FY18 Others Others Oral Care 5% Skin Care 10% 2% 7% Hair Oil 34% Oral Care 12% Hamamzaith & Styling Hair Cream 9% 11% Hair Oil Shampoo 93% 17% Key Brands c Organic International Business has evolved from being just a Hair Oil business to a diversified personal car
Slide 19: International Business – Strategic Levers
International Business – Strategic Levers - Capitalize on global Back to Nature trend Innovation - Drive penetration through value offerings - Distributor restructuring GTM - Real-time analytics - JBP (Joint Business Planning) with Key Accounts - Saving initiatives Cost Management - Manufacturing ef
Slide 20: Agenda
Agenda 1. Dabur – Overview 2. Business Structure 3. India Business 4. International Business 5. The Way Forward 6. Our Value Creators 7. Annexure 20
Slide 21: Key Elements
Key Elements Driving Innovation Capability Improvement 5 1 and Renovation for Market Leadership Cost Optimisation and Improving 4 2 Regionalization Service Levels 3 Channel Focus Strategy 21
Slide 22: Driving Innovation and Renovation for Market Leadership
1 Driving Innovation and Renovation for Market Leadership (a) Focus on Core and Scalable Brands Enhanced Investments in Core Brands Accelerated Growth from Scalable Brands 22
Slide 23: Driving Innovation and Renovation for Market Leadership
1 Driving Innovation and Renovation for Market Leadership (b) Creating Competitive Leverage Superior Claims Superior Formulation Superior Packaging Superiority over mineral oils Superiority over other Almond HO 2x stronger hair vs Other Amla HO 23
Slide 24: Driving Innovation and Renovation for Market Leadership
1 Driving Innovation and Renovation for Market Leadership (c) Driving NPDs 9M FY19 The Way Ahead Strengthening our Ayurvedic/ Natural Offerings Products for Gen Y and Z Premiumization 24
Slide 25: Driving Innovation and Renovation for Market Leadership
1 Driving Innovation and Renovation for Market Leadership (d) Media Strategy for Driving Brand Preference Consolidated Buys with Impact Fragmented Brand Buys Value Ads Key Shift in Approach Impact Lead Core CPRP Focus Prime Time Focus Network Core Prime High Brand Deals Time Focus on Saliency Integr
Slide 26: Regionalization RISE
2 Regionalization 12 geographical clusters + 3 channel clusters RISE Regional Insights Pilot started in North East – And Growth of 30%+ Speed of Execution RI : Regional Insights SE : Speed of Execution (Long Term Strategic) (Quick Wins, Low Investment) • Capture Consumer, Packaging and Media Insight
Slide 27: Channel Focus Strategy
3 Channel Focus Strategy Increasing Direct Rural Focus E-commerce/ MT Focus Distribution Range Expansion • E-commerce and MT saliency One of the largest distribution network in going up FMCG in India covering 6.4 mn+ outlets 1. Increase lines sold in – Strong growth across rural platforms Aim to inc
Slide 28: Cost Optimisation and Improving Service Levels
4 Cost Optimisation and Improving Service Levels Project Lakshya Targets • Improve range availability at C&FA and Distributors • Improve Lead Time Adherence Service Level • Improve MT OTIF • Reduction in Logistics Cost Cost • Reduction in Finished Goods Inventory Inventory OTIF – On Time and In Full
Slide 29: Capability Improvement
5 Capability Improvement Matrix Organisation Strengthening the Team Sales E-Comm Team DRDC Parlor Channel Head Marketing Marketing Services Healthcare Head Operations OTC Head Trade Marketing Ayurveda Head Shared Goals across Functions Digital Head DRDC – Dabur Research and Development Centre 29
Slide 30: The next growth wave
The next growth wave Build bigger brands More than 15 brands in the range of INR >0.1 to 1 bn which can grow to INR 1bn+ Continued Innovation and Renovation for Younger Consumers NPD pipeline primed to deliver new products in key categories – 4-5 new products every year Driving distribution expansio
Slide 31: Agenda
Agenda 1. Dabur – Overview 2. Business Structure 3. India Business 4. International Business 5. The Way Forward 6. Our Value Creators 7. Annexure 31
Slide 32: Intellectual Capital
Intellectual Capital Our Herbal Garden 126 scientists • Use 249 medicinal and aromatic plants (MAPs) are part of the strong in-house research wing for our various Ayurvedic and natural preparations • Put in place direct interventions for either cultivating or sustainably collecting 58 of the 100 ide
Slide 33: Human Capital
Human Capital ` ` As on 31st March 2018 33
Slide 34: Social & Relationship Capital
Social & Relationship Capital “What is that life Worth which cannot bring comfort to others.” – Dr. S.K. Burman, Founder of Dabur CSR Policy As on 31st March 2018 34
Slide 35: Natural Capital
Natural Capital ` Dabur is a Product Carbon Footprint (PCF) Certified company from TUV NORD for three products • Dabur Chyawanprash • Dabur Honey • Réal Juices As on 31st March 2018 35
Slide 36: Agenda
Agenda 1. Dabur – Overview 2. Business Structure 3. India Business 4. International Business 5. The Way Forward 6. Our Value Creators 7. Annexure 36
Slide 37: Consolidated Profit & Loss
Consolidated Profit & Loss Q3 FY19 Q3 FY18 Y-o-Y (%) 9M FY19 9M FY18 Y-o-Y (%) Revenue from operations 2,199.2 1,966.4 11.8% 6,404.9 5,715.4 12.1% Other Income 75.3 66.3 13.4% 230.1 231.9 (0.8%) Total Income 2,274.5 2,032.8 11.9% 6,635.0 5,947.4 11.6% Material Cost 1,115.3 952.3 17.1% 3,239.7 2,844.
Slide 38: Standalone Profit & Loss
Standalone Profit & Loss Q3 FY19 Q3 FY18 Y-o-Y (%) 9M FY19 9M FY18 Y-o-Y (%) Revenue from operations 1,664.5 1,449.3 14.8% 4,674.8 4,099.4 14.0% Other Income 67.4 60.6 11.2% 211.7 212.4 (0.3%) Total Income 1,731.8 1,509.9 14.7% 4,886.4 4,311.8 13.3% Material Cost 863.9 734.0 17.7% 2,437.0 2,145.3 13
Slide 39: Consolidated Balance Sheet
Consolidated Balance Sheet As at As at As at As at Particulars 30/09/2018 31/03/2018 Particulars 30/09/2018 31/03/2018 (Unaudited) (Audited) (Unaudited) (Audited) A Assets B Equity and Liabilities 1 Non-current assets 1 Equity (a) Property, plant and equipment 1,552 1,552 (a) Equity share capital 17
Slide 40: Standalone Balance Sheet
Standalone Balance Sheet As at As at As at As at Particulars 30/09/2018 31/03/2018 Particulars 30/09/2018 31/03/2018 (Unaudited) (Audited) (Unaudited) (Audited) A Assets B Equity and Liabilities 1 Non-current assets 1 Equity (a) Property, plant and equipment 951 971 (a) Equity share capital 177 176
Slide 41: For more information & updates, Contact
For more information & updates, Contact: Gagan Ahluwalia (gagan.ahluwalia@mail.dabur) Ankit Joshi (ankit.joshi@mail.dabur)
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