Dabur India is shaking things up. The FMCG giant is stepping away from certain product categories that just haven’t delivered, including tea, baby and adult diapers, and hand sanitisers. The decision comes as part of a broader strategy to sharpen its focus and free up resources for higher-growth opportunities.
“These categories barely move the needle for us — they contribute less than one per cent to our overall revenues,” said Mohit Malhotra, CEO of Dabur India, during a recent call with investors. For context, the company clocked in Rs 13,113 crore in revenue for FY25.
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Among the products on the chopping block are Vedic Tea, Dabur Vita, and diaper lines. “It’s about shifting energy and capital towards bigger, bolder bets,” Malhotra added, outlining a plan to drive sustainable double-digit growth in both revenue and profit by FY28.
Dabur’s recalibrated strategy is grounded in its strengths — household names that dominate their segments. The company plans to double down on seven powerhouse brands that each bring in over Rs 500 crore annually: Dabur Red, Real, Chyawanprash, Dabur Honey, Hajmola, Dabur Amla, Odonil, and Vatika. Together, these account for more than 70% of the company’s business.
Expect deeper investments in these brands — not just more marketing, but product innovation too. Think new-age formats like hair serums and masks, benefit-driven toothpaste, and health supplements in the form of gummies and effervescent powders. The aim is to modernize and premiumize existing categories.
Digital and modern retail are key pillars in this new blueprint. Dabur is eyeing serious growth in e-commerce, quick commerce, and modern trade, while also pushing for smarter stockist consolidation and using digital tools to improve efficiency in urban retail.
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From cleaning house to chasing bold growth, Dabur’s next chapter is all about focus, agility, and future-ready execution.
