Dabur’s December 2019 quarter (Q3) numbers were ahead of Street estimates, save net profit that missed estimates on account of non-operational items. Analysts say that a favourable raw material environment, along with Dabur’s efforts to drive sales, augers well for the company.
The company — which owns popular brands like Chyawanprash and Hajmola —clocked 7 per cent year-on-year (YoY) growth in revenue to Rs 2,353 crore in Q3, versus Bloomberg consensus estimates of Rs 2,313 crore.
Profit before tax grew 9.3 per cent YoY to Rs 502.3 crore, beating expectations of Rs 496 crore. However, provisioning for impairment in treasury investments continued to hurt the bottom line for the third consecutive quarter. Thus, net profit at Rs 399 crore missed estimates of Rs 413 crore.
This, along with the overall bearish sentiment (Sensex down 0.7 per cent) led to the stock falling 2.8 per cent to Rs 478.15 on Thursday.
Operationally, Dabur’s efforts towards its power brands — in terms of marketing spend and rural infrastructure — contained the impact of further deterioration in overall demand.
For instance, Dabur’s rural count in Q3 reached 51,511 villages, against 49,000 two quarters ago. This resulted in its rural business (45-50 per cent of sales) growing faster (by 400 bps) than urban sales. This is in sheer contrast to the deceleration (vis-à-vis rural) witnessed by most FMCG peers.
The company — which owns popular brands like Chyawanprash and Hajmola —clocked 7 per cent year-on-year (YoY) growth in revenue to Rs 2,353 crore in Q3, versus Bloomberg consensus estimates of Rs 2,313 crore.
Profit before tax grew 9.3 per cent YoY to Rs 502.3 crore, beating expectations of Rs 496 crore. However, provisioning for impairment in treasury investments continued to hurt the bottom line for the third consecutive quarter. Thus, net profit at Rs 399 crore missed estimates of Rs 413 crore.
This, along with the overall bearish sentiment (Sensex down 0.7 per cent) led to the stock falling 2.8 per cent to Rs 478.15 on Thursday.
Operationally, Dabur’s efforts towards its power brands — in terms of marketing spend and rural infrastructure — contained the impact of further deterioration in overall demand.
For instance, Dabur’s rural count in Q3 reached 51,511 villages, against 49,000 two quarters ago. This resulted in its rural business (45-50 per cent of sales) growing faster (by 400 bps) than urban sales. This is in sheer contrast to the deceleration (vis-à-vis rural) witnessed by most FMCG peers.

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