Dabur India

In: Business and Management

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R. Chandrasekhar wrote this case under the supervision of Professor Niraj Dawar solely to provide material for class discussion.
The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality.
Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, c/o Richard Ivey School of Business, The University of
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Copyright © 2009, Ivey Management Services

Version: (A) 2009-06-10


In June 2007, consumer packaged goods (CPG) companies around the world were optimistically betting on growth in India. Dabur India Ltd. (Dabur) was among the top 10 CPG1 companies in India by revenue (see
Exhibit 1). Dabur’s chief executive officer (CEO), Sunil Duggal, was bullish on the Indian market, yet he was also convinced of the imperative to internationalize. Scheduled to meet soon with a group of institutional investors to brief them on the company’s growth strategy, Duggal had to factor in concerns about the priorities of the company’s international business division, and, in particular, he needed to address the concerns expressed among foreign institutional investors. Duggal anticipated their questions:
Shouldn’t Dabur first build scale in the fast growing domestic market before attempting to go global?
Wouldn’t a strategy of pursuing new global markets detract…...

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