Latest news with #MohitBurman


Time of India
09-07-2025
- Business
- Time of India
Optimistic for recovery in consumption; actively exploring acquisitions: Dabur chairman Mohit Burman
Live Events (You can now subscribe to our (You can now subscribe to our Economic Times WhatsApp channel Packaged goods maker Dabur India expects sequential recovery in demand in FY26, aided by softening inflation, a good monsoon and improvement in macroeconomic indicators, and is actively exploring acquisitions , its chairman Mohit Burman said in the company's latest annual report, released said despite GDP growth of 6.4% in FY25, persistent food inflation impacted FMCG consumption more so in cities. 'Yet, rural India remained resilient, outpacing urban growth.' The company derives near-half of its annual sales from rural markets Other packaged consumer goods makers Godrej Consumer Products and Marico too have indicated sequential recovery in urban and rural markets for the April-June '25 quarter in their respective quarter updates aided by easing inflation of some commodities, good monsoons and policy incentives, signalling some relief for the sector after five quarters of slowing Rs 12,563-crore company, which has three Rs 1,000-crore brands in its portfolio now - Amla, Red Toothpaste and Real juice -is accelerating reach in the hinterland in addition to sharpening focus in cities with premium products, the company noted in its annual report.'Going forward, we remain optimistic about sequential recovery in consumption trends in 2025-26, supported by forecasts of a normal monsoon, improving macroeconomic indicators, sustained government investment in infrastructure, and easing inflation," Burman said in the report."Our Go-to-Market transformation, strategic M&A focus, and operating model reinvention are designed to unlock new engines of value creation," he company said it has formed seven strategic pillars for growth, which include deepening investment in core power brands, premiumisation, health and wellness, portfolio rationalisation and strategic company said it rationalised its inventory in general trade as consumers switched to e-commerce and quick commerce.
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Business Standard
09-07-2025
- Business
- Business Standard
Dabur India eyes double-digit CAGR by FY27-28 with wellness focus
Homegrown fast-moving consumer goods (FMCG) company Dabur India is hopeful of achieving a sustainable double-digit growth rate by FY27–28 as it adopts a refreshed strategic vision, the company stated in its annual report released on Wednesday. The company added that improving macroeconomic factors and the forecast of a normal monsoon are among the drivers expected to improve the consumption landscape. In a letter to shareholders, Chairman Mohit Burman said he remains optimistic about a sequential recovery in consumption trends in the new financial year. 'Going forward, we remain optimistic about a sequential recovery in consumption trends in 2025–26, supported by forecasts of a normal monsoon, improving macroeconomic indicators, sustained government investment in infrastructure, and easing inflation,' Burman stated. To spur demand and support growth in the new financial year, the company has identified seven strategic pillars, which it believes will position Dabur to achieve a sustainable double-digit compound annual growth rate (CAGR) in both top line and bottom line by FY27–28. 'These will ensure Dabur remains resilient amid disruption, relevant to new generations, and responsible in its growth approach — setting the foundation for our next leap forward,' Burman added. As part of this strategy, the maker of Real fruit juices and Hajmola candy will deepen investments in its core power brands — Dabur Red, Real, Dabur Chyawanprash, Dabur Honey, Hajmola, Dabur Amla, Odonil, and Vatika — the bedrock of its portfolio, which together account for over 70 per cent of the company's sales. The company is also doubling down on its health and wellness category. It plans to expand the Hajmola and Pudin Hara franchises beyond digestives, scale up health juice offerings to capture market share in functional beverages, and accelerate newer launches like Shilajit, 'which tap into the rising demand for vitality, immunity, and endurance,' the report stated. Dabur is also reinventing its go-to-market strategy by expanding into rural and under-penetrated urban markets through targeted coverage and greater focus on improving distributor return on investment and ensuring faster turnaround times. Additionally, the maker of Amla hair oil will focus on premiumisation and contemporisation across categories, rationalise its portfolio, reinvent its operating model, monitor digital-first and founder-led brands with strong consumer traction, and tap into adjacencies in healthcare and value-added foods for inorganic growth. The company is also working on reducing sugar content by an additional 20 per cent in the Real core beverage range. 'Additionally, we are developing low-sugar and zero-sugar variants to cater to consumers who are conscious of their sugar intake. We already have a wide range of healthy juices under Real Activ with zero added sugar and coconut water, which is a low-calorie beverage with less than 20 kcal,' the report added. In FY25, the company's net profit dropped 4 per cent to ₹1,767.6 crore, while net sales rose 1.2 per cent to ₹12,536 crore.


Mint
09-07-2025
- Business
- Mint
Dabur India confident of FY26 recovery, driven by monsoon, macro factors
New Delhi: Fast-moving consumer goods companyDabur India Ltdexpects a turnaround in consumption trends by FY2025–26, backed by favourable macroeconomic indicators, a normal monsoon, continued government investment in infrastructure, and easing inflation. The firm is also betting big on premiumisation, deeper rural penetration, and digital consumer engagement to drive growth. "We have set an ambitious target to expand our rural footprint while sharpening our focus on urban markets by enhancing our portfolio of premium offerings and exploring adjacent categories to meet evolving consumer aspirations,' Mohit Burman, chairman, Dabur India Ltd, said in the company's annual report released Wednesday. Dabur ended FY2024-25 with a 3.6% jump in consolidated revenues to ₹ 12,563 crore, up from ₹ 12,404 crore a year ago; profit for the full year was down 4.1% to ₹ 1,768 crore. During the year, the company's advertising and publicity expenditure grew 2.2% to ₹ 864.6 crore. The company sells Dabur Red toothpaste, Vatika shampoo, Hajmola and Real drinks. "Our portfolio today includes three ₹ 1,000 crore brands—Dabur Amla, Dabur Red Toothpaste, and Real—alongside three ₹ 500 crore brands and 16 brands in the ₹ 100–500 crore 2024-25, we intensified our consumer engagement through interactive campaigns, community outreach, and digital initiatives that reinforced our commitment to health and well-being. These efforts enabled us to expand our market share across more than 90% of our portfolio, even during a consumption slowdown," he said. Last week, in its quarterly update, the company said its consolidated revenue in the June quarter is expected to grow in the low single digits due to a decline in beverages; consolidated operating profit growth is expected to marginally lag revenue growth. Dabur has yet to announce its Q1 (April-June) earnings. In the March quarter, the company's revenue from operations grew marginally. Last fiscal, the company expanded its retail footprint significantly, entering new villages and broadening its product range. 'Our retail reach is now among the widest in the Indian FMCG industry. A major milestone this year was the signing of a facilitation MoU with the Government of Tamil Nadu to establish our first manufacturing facility in South India. With an initial investment of ₹ 135 crore, scaling up to ₹ 400 crore over five years, this facility will generate direct employment for 250 individuals and create thousands of indirect job opportunities,' Burman said. During the year, the company also rationalised inventory in general trade channels, citing a shift in consumer behaviour with more shoppers buying goods online. This resulted in a temporary dip in Q2 (July-September) sales but strengthened the long-term health of its business and improved the RoI (return on investment) of its distributor partners. Dabur reported strong sales in rural India during the year, with demand outpacing urban India. The company draws a significant share of its business from rural markets. Meanwhile, earlier this year, the company announced a strategic vision to drive double-digit annual growth in both revenue and profit by FY28. The strategy is backed by a seven-pronged approach that includes investing heavily in core brands, expanding in premium categories, updating and modernising its product categories, shedding underperforming products, and aggressively pursuing acquisitions to build a 'future-fit' portfolio. '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,' said Burman. The company also announced plans to exit categories where scalability and profitability remain constrained, such as Vedic Tea, adult and baby diapers, and Dabur Vita; this will help unlock growth capital and sharpen focus. 'We will also be streamlining SKUs (stock keep units) across overlapping segments to reduce complexity in the supply chain and enhance distributor profitability,' he added. 'Our go-to-market transformation, strategic M&A focus, and operating model reinvention are designed to unlock new engines of value creation,' he added. During the year, the company expanded its share of the food business, with the category now contributing 6% of the revenue from its India FMCG business, up from 2% last year. It operates in the packaged ghee, spices, cooking pastes, and culinary products categories. Dabur competes with giants like Marico and Hindustan Unilever in the FMCG market. Notably, HUL has also expressed optimism about demand recovery, citing similar macro tailwinds like low inflation, a normal monsoon, and increased consumer spending.


Time of India
09-07-2025
- Business
- Time of India
Optimistic for sequential recovery in consumption; to expand play in premium segment: Dabur
Live Events (You can now subscribe to our (You can now subscribe to our Economic Times WhatsApp channel Home-grown FMCG and Ayurvedic products maker Dabur India expects a sequential recovery in consumption in FY26, supported by factors like softening inflation, a good monsoon and improvement in Macroeconomic indicators, its Chairman Mohit Burman has company, which now has three Rs 1,000 crore brands - Dabur Amla, Dabur Red Toothpaste, and Real, is expanding its play into the rural markets and sharpening focus on urban markets by enhancing the portfolio of premium it is also exploring adjacent categories to meet evolving consumer aspirations, Burman said in the latest annual report of Dabur India."Going forward, we remain optimistic about a sequential recovery in consumption trends in 2025-26, supported by forecasts of a normal monsoon, improving macroeconomic indicators, sustained government investment in infrastructure, and easing inflation," he to Burman, India, despite having a GDP growth of 6.4 per cent in FY25, a persistent rise in food inflation impacted FMCG consumption, particularly in urban markets."Yet, rural India remained resilient, outpacing urban growth. At Dabur, we embraced this shift with agility and purpose," he has now set an "ambitious target" to expand rural footprint while sharpening our focus on urban markets by enhancing our portfolio of premium offerings, he also said Dabur is deepening investments in its key brands, reshaping its portfolio through premiumisation and innovation, and doubling down on health and wellness as a strategic growth platform."Our Go-to-Market transformation, strategic M&A focus, and operating model reinvention are designed to unlock new engines of value creation," he has come up with seven strategic pillars for its growth, which include deepening investment in core power brands, premiuisation, focused bets in high-growth Health and Wellness adjacencies, portfolio rationalisation, strategic acquisitions, with a strategic focus on Health, Wellness, and Premium Personal will focus on Digital-first and founder-led brands with strong consumer traction, tapping into adjacencies in healthcare -- new age brands in Nutraceuticals and value-added foods and Premium Personal Care brands with high-growth potential in India and global which had a Consolidated revenue from operations of Rs 12,563 crore, in which its power brands as Dabur Red, Real, Dabur Chyawanprash, Dabur Honey, Hajmola, Dabur Amla, Odonil, and Vatika -- together account for over 70 per cent of its total portfolio."We are committed to scaling these brands exponentially...," he three 1,000 crore brands, Dabur has three Rs 500 crore brands and 16 brands in the Rs 100-500 crore 8 out of every 10 Indian households use at least one Dabur product -- a testament to the trust we have built over generations, claimed the top Dabur also rationalise inventory in general trade, witnessing a shift in consumer behaviour, particularly the rise of e-commerce and quick to Dabur, its retail reach is among the widest in the FMCG industry, covering 8.4 million retail outlets, up from 7.9 million a year earlier. Its village coverage also expanded by around 16,000 during the year to 1.32 lakh villages.


India.com
09-06-2025
- Business
- India.com
After losing the IPL 2025 final to RCB, partner of Preity Zinta makes a special request to BCCI for.....
The 18th edition of the IPL concluded recently, in which Royal Challengers Bangalore (RCB) created history by winning the title for the first time. Viewership records were broken this season and the brand value of the league also reached new heights. The brand value of the IPL is increasing with every season and at present it has become the second most valuable league in the world after America's NFL. However, the gap between NFL and IPL is still quite big. Punjab Kings co-owner Mohit Burman has suggested that the IPL window be extended from 3 to 4 months (12-16 weeks). He said that other big leagues like the NFL (4.5 months), Premier League (9 months) and NBA (7 months) run for a longer period, giving them an advantage in brand building and fan engagement. In a conversation with PTI, Mohit Burman said, 'We are second after NFL in value per match, but we are still behind in total brand value. If we want to get there, we need a window of 12-16 weeks.' Burman further said, 'Longer window will give us a chance to tell better stories, increase competition and create more value for fans, broadcasters and sponsors. Just increasing the time will not do anything, during that time we will also have to focus on content, fan engagement and off-season planning.' At present, 10 teams play 74 matches and the tournament gets a window of 9-10 weeks. But there is news that from 2028, the number of matches in IPL can be increased to 94, although the number of teams will not increase. This proposed plan will allow every team to play an equal number of home and away matches, which will automatically increase the league window. However, it is not possible to implement it before 2028 as the schedule till 2027 is already fixed.