Conclusion

According to what we have learned so far it looks like Dabur India Ltd. does have a very sound strategy which it implements rather well. Due to the foundation of Dabur International Ltd. in Dubai as an umbrella organization, coordinating the international business and globalization, it is possible to focus on both, the domestic and the international market at the same time. Dabur has been in a constant state of growth over the last couple of years since the case study was published in 2007. It is now the fourth-largest FMCG (Fast Moving Consumer Goods) company in India with revenues of US$ 910 million and market capitalisation of US$ 4 billion.

Although Dabur has a specific target in mind – securing 20 per cent of its revenues from global operations by 2010 – there is no general strategy visible that could be used as a guideline for the whole organization, be that in the global or the domestic market. While Dabur was successful in reaching the above mentioned goal, the organization would profit from long-term, simple, and agreed objectives, that made clear to everyone within the organization, where they are headed and what their mission is. The company is nonetheless successful because of its profound understanding of the competitive environment on one hand and the objective appraisal of its resources and competitive advantages – which were mentioned in the introduction – on the other.

According to what we have learned so far it looks like Dabur India Ltd. does have a very sound strategy which it implements rather well. Due to the foundation of Dabur International Ltd. in Dubai as an umbrella organization, coordinating the international business and globalization, it is possible to focus on both, the domestic and the international market at the same time. Dabur has been in a constant state of growth over the last couple of years since the case study was published in 2007. It is now the fourth-largest FMCG (Fast Moving Consumer Goods) company in India with...