How Patanjali and pandemic reshaped Dabur
(see chart), it faced serious challenges along the way. And two events have largely shaped the aggressive Dabur of today. Wake-up call Before taking over as the CEO, Malhotra managed Dabur’s international business division—the international business spans over 120 countries and netted revenue of nearly ₹2,806 crore in 2021-22, a quarter of its consolidated topline.
But he had a ring side view of the challenge posed by a new company on the block, Patanjali Ayurved Ltd. The company, which sells a range of products, from Ayurvedic medicines to natural food products, burst into limelight in 2015.
It benefitted from two tailwinds. A nationalistic fervour was sweeping through the country and two, popular yoga guru, Baba Ramdev, was—and still is—the face of Patanjali.
Though the company was set up to target multinationals, Dabur felt the heat. Patanjali unleashed a disruptive pricing strategy in the initial years—it started selling honey at ₹70 against Dabur’s ₹120 per 250 gm.
United States
|
Cases: 46 252 513
Deaths: 750 423
Recovered: 0
|
India
|
Cases: 34 321 025
Deaths: 459 652
Recovered: 0
|
Brazil
|
Cases: 21 835 785
Deaths: 608 235
Recovered: 0
|
United Kingdom
|
Cases: 9 215 683
Deaths: 141 607
Recovered: 0
|
Russia
|
Cases: 8 494 589
Deaths: 237 619
Recovered: 0
|