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THE INDEX / Brand-driven
Dabur India: Slow and steady wins the race
Prashant Kothari & Manish Joshi
DABUR India’s growth bears out the old adage that “Slow and steady
wins the race”- The company reported a growth of 12 per cent in
turnover to Rs 1,166 crore for the year ended March, 2001. Even
in the previous two years, the growth rate has been in the 14- 5
per cent range.
Growth in turnover has come mainly from the digestive and hair oil
segment. Pudin Hara, Hajmola and Hingoli are the major brands in
the digestive segment, while Dabur Amla Hair Oil and Vatika Hair
Oil are the major brands in the hair oil segment.
Dabur has been aggressively pushing the sales of Pudin Hara as a
herbal substitute to other synthetic digestives such as Eno, in
the Rs 275-crore gas & acidity segment of the OTC digestive
market.
The gas and acidity market is currently growing at an annual rate
of 15 per cent and is poised to grow at the same rate. Dabur claims
to have captured 45 per cent of this segment due to the high popularity
of herbal products among the consumers. This segment could generate
the highest amount of sales for the company in the near future.
However, since Dabur’s products are relatively new in this segment,
it would have to spend huge resources on advertising. If the current
trend in advertising expenditure is any indication, the company
would have to spend around Rs 175 crore in the current fiscal.
Advertisement expenditure in the last year shot up by 22 per cent
to Rs 146 crore and together with staff cost, which went up by 24
per cent to Rs 72 crore, was responsible for the rise of 10 per
cent in the operating cost to Rs 1,044 crore.
Comparatively lower operating costs with little change in the interest
and depreciation costs have led to a surge of 39 per cent in the
net profit (without extra-ordinary items) to Rs 78 crore.
Dabur’s herbal brand image will go a long way in increasing its
sales in the digestive as well as hair oil segment, which have a
high growth potential. However, the only grey area is the arrival
of a competitor with similar herbal products.
IPCL
Undeterred by the never-ending drivel on divestment, IPCL’s financials
have improved during the year to March 2001. The growth has been
achieved despite adverse factors such as high naphtha prices and
depreciation of the rupee. On the other hand, the prices of the
finished products, particularly those of polymers, have seen a modest
rise.
Turnover has gone up 23.3 per cent to Rs 5,006 crore, thanks largely
to higher volumes. Polymers account for more than 70 per cent of
the turnover and fibres/fibre intermediates contribute the rest.
Total expenditure has risen by 22.3 per cent to Rs 3,995.8 crore.
Although the raw material cost was kept under check, the staff cost
has shot up by 41 per cent to Rs 439.1 crore. Operating profit grew
by 27.6 per cent to Rs 1,010.2 crore. OPM gained marginally to 20.2
per cent (19.5 per cent).
Interest cost witnessed a 26.7 per cent increase to Rs 491 crore.
Depreciation was up by 30.1 to Rs 414.9 crore. Both these provisions
might have gone up owing to capex undertaken in the past at Gandhar
complex, financed with some debt. But for other income of Rs 167.7
crore (Rs 112.1 crore), bottomline would have been flat. PAT moved
up by 31.8 per cent to Rs 248.9 crore.
The company has been constantly in the news for dithering on its
divestment. Recently, it has been decided to sell only the Baroda
plant to IOC. According to the valuation report of Deloitte, Haskins
and Sells, it is worth Rs 3,456 crore. If the deal goes through,
there are a couple of reasons for the shareholders to cheer up.
One, the move may solve the problem of excess manpower. More than
half of total employee strength of IPCL, 7,000 is from the Baroda
unit. Two, funds generated from the sale may be used for declaring
special dividend and for enhancing facilities at Gandhar and Nagothane
plants.
However, this may dismay investors who were looking forward to total
privatisation. Although the sale of Baroda plant augurs well, it
remains to be seen how IPCL stock will move sans divestment.
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