An Indian consumer package goods business, Dabur, had created a strong brand equity in India by offering, for decades, a vast portfolio of over-the-counter products. It took the export path, in seeking international growth in 1987. It additionally "followed" the customer, targeting the Indian diaspora in the Middle East, Africa and the United States, already familiar with the brand. Outside India, five production facilities had been set up by Dabur by 2006.
In June 2007, Dabur had to make, in countries for example Nigeria for example, some critical choices. It had to pick between sticking to the diaspora, a marketplace it understood finest, and targeting the mainstream citizenry. It had to pick its growth options between classes like personal care, in which it had built up proficiencies, and groups including oral care and home care, which were the new engines of growth in its international markets but in which the firm had no track record, either on the home front or foreign. The case study helps students cope with issues of consolidation and growth in a global market from the outlook of the chief executive officer of the firm and the head of its international operations.
PUBLICATION DATE: June 10, 2009 PRODUCT #: 909A17-PDF-ENG
This is just an excerpt. This case is about GLOBAL BUSINESS
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