Strategy: For a Future-Ready Dabur

1. Deepening Investments in Core Power Brands

Our strategy begins with reinforcing the bedrock of our portfolio - our core brands, many of which have earned iconic status across Indian households and international markets. 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 through:

• Focused investments for category development and distribution expansion
• Sharper communication to strengthen brand equity
• Leveraging health, hygiene, and ‘good for you’ trends

Our aim is to drive greater consumer penetration, expand usage occasions, and capture incremental market share across both urban and rural markets.

2. Premiumisation and Contemporisation across Categories

Consumer aspirations are evolving rapidly, especially in health, wellness, and personal care categories. To stay ahead, we are reshaping our portfolio through premiumisation and contemporisation, which not only unlocks higher value per customer but also elevates category perceptions. Some key initiatives under this pillar include:

• Hair Care: Launching post-wash products like serums, conditioners, and masks to meet premium hair grooming needs.
• Oral Care: Driving innovation through benefit-led toothpaste variants that address whitening, gum care, etc.
• Healthcare: Introducing modern, convenient formats such as gummies, powders, and effervescent tablets to appeal to younger, time-starved consumers.
• Beverages: Expanding the Real Activ range to meet rising demand for functional and fortified drinks.

This shift allows us to future-proof categories, increase average realisations, and attract a more diverse consumer base.

3. Doubling down on health & wellness as a strategic growth platform

The third pillar is about making bold, focused bets in high-growth Health & Wellness adjacencies - a space where Dabur has deep credibility and opportunity to lead.

Our priorities include:

• Expanding the Hajmola and Pudin Hara franchise beyond digestives.
• Scaling up health juice offerings to capture shares in functional beverages.
• Accelerating newer launches like Shilajit, which tap into the rising demand for vitality, immunity, and endurance.
• Addressing emerging lifestyle health concerns - such as heart health, stress, sleep, metabolism, and chronic fatigue - through research-led, Ayurvedic-backed products.

These initiatives will position Dabur at the forefront of the holistic wellness movement, capturing new users and need-states

4. Portfolio rationalisation for strategic focus

To unlock growth capital and sharpen strategic focus, we are undertaking a structured rationalisation of underperforming SKUs and categories that no longer align with our long-term value creation thesis.

Under this rationalisation strategy, we have decided to exit categories such as Vedic Tea, Adult & Baby Diapers, and Dabur Vita, where scalability and profitability remain constrained. We will also be streamlining SKUs across overlapping segments to reduce complexity in the supply chain and enhance distributor profitability.

This disciplined approach will ensure that our resources - capital, talent, and time - are deployed behind high-potential, scalable, and future-ready categories.