Dabur India Limited (NSE: DABUR) Q4 2025 Earnings Call dated May. 07, 2025
Corporate Participants:
Isha Lamba — Head, Investor Relations and M&A
Mohit Malhotra — Chief Executive Officer
Rehan Hasan — Head of Sales
Ankush Jain — Chief Financial Officer
Analysts:
Abneesh Roy — Analyst
Prakash Kapadia — Analyst
Kunal Vora — Analyst
Harit Kapoor — Analyst
Naveen Trivedi — Analyst
Akash Shah — Analyst
Senthil Manikandan — Analyst
Manoj Trivedi — Analyst
Anurag Dayal — Analyst
Presentation:
Operator
Ladies and gentlemen, good day and welcome to Q4 Results Investor Conference Call of Dabur India Limited. As a reminder, all participant lines will be in the listen-only mode and there will be an opportunity for you to ask questions after the presentation concludes. [Operator Instructions] Please note that this conference is being recorded.
I now hand the conference over to Ms. Isha Lamba, Head, Investor Relations and M&A. Thank you. And over to you, Ms. Lamba.
Isha Lamba — Head, Investor Relations and M&A
Good evening, ladies and gentlemen. On behalf of the management of Dabur India Limited, I welcome you to the earnings conference call pertaining to the results for Q4 and year-ended FY ’25. Present here with me are Mr. Mohit Malhotra, Chief Executive Officer; Mr. Ankush Jain, Chief Financial Officer; Mr. Ashok Jain, EVP Finance and Group Company Secretary; Mr. Rehan Hasan, Head of Sales; Ms. Gagan Ahluwalia, VP, Corporate Affairs; and Mr. N. Krishnan, General Manager, Finance.
We will start with an overview of the company’s performance by Mr. Mohit Malhotra and this will be followed by a Q&A session.
I’ll now hand over to Mr. Mohit Malhotra.
Mohit Malhotra — Chief Executive Officer
Thank you. Good evening, ladies and gentlemen. We welcome you to Dabur India Limited’s conference call pertaining to the results for the quarter and year-ended 31st of March ’25.
Fiscal year ’24-’25 ended with a consolidated revenue of INR12,563 crore and PAT of INR1,768 crores. Consolidated revenue growth was 3.6% in constant currency terms which was impacted by one-time inventory correction in India business done in quarter two. Even though it was a challenging year on account of slowdown in urban consumption, high food inflation and unfavorable season, but our business fundamentals remain strong and we gained market shares across 90% of our portfolio. Emerging channels comprising Modern Trade, Ecommerce, Quick Commerce grew in double digits although General Trade in urban markets remained under pressure.
During quarter four financial year ’25 consolidated revenue grew by 2.1% in constant currency terms and 0.6% in INR terms. International business exhibited a strong growth of 19.3% in constant currency and India business declined by around 3.4%. Within HPC, Skincare recorded a strong performance with 8% growth driven by Gulabari franchise. Home Care grew in low single digits with Odonil performing well and gaining 67 basis point market share during the quarter. Odomos was impacted on account of seasonality. However the brand gained market share of 386 bps in the MRC category. Oral Care was impacted by high base of 22% in the same quarter last year. However our CAGR remains strong at 9% to 10%.
Meswak and Dabur Herbal portfolio performed well in this quarter. We continue to outpace the category growth and gain market share of 15 bps. In Hair Care portfolio, shampoo recorded a growth of around 4% but hair oils were impacted. Hair oils grew ahead of the category and gained market share of 196 basis points. Coconut hair oil portfolio recorded a strong growth of 11%. Within the Healthcare portfolio, Health Supplements recorded a muted performance. Sales in Honey and Chyawanprash were impacted on account of delayed and contracted winters. Chyawanprash and Honey both gained market shares of 162 bps and 75 bps respectively. Glucose was a strong performer and recorded a growth of 10% with market share gains of 112 basis points.
In the Digestive portfolio, Hajmola franchise recorded a growth of 3.3% with market share gains of 233 basis points. Recently launched Hajmola Zeera was very well received by the consumer. Extensions and variants now contribute to more than 15% of Hajmola franchise. With an OTC and Ethical winter-centric portfolio such as Lal tail, Honitus, etc were impacted. However Dabur Health juices contributed to the growth momentum and grew by 25% year-on-year. The Foods business continued its growth momentum with culinary business recording a strong double-digit growth of 14% led by the homemade brand. Badshah grew by 6% in the quarter. Institutional sales of Badshah this quarter were impacted due to cut down in budgetary spends by CSD. However business grew by 12% in financial year ’25.
Beverage portfolio was impacted due to slowdown in urban consumption as 70% of the portfolio is in urban India. While the overall portfolio declined, Premium segment has done well with Real Activ and coconut water recording a robust growth of 11%. We gained market shares of 261 basis points in the J&N category. Coming to international business, we registered a robust growth of 19% in constant currency terms. This was on back of strong double-digit growth in MENA, Egypt, UK, USA, Turkey and Bangladesh markets. International business has been performing well and we shall continue the momentum going forward as well.
As we look ahead to the next phase of our growth journey, we have undertaken a comprehensive refresh of our vision strategy. Our ambition is to achieve a sustainable double digit CAGR by financial year ’28 in both top line and also bottom line. This renewed strategy builds on our core strengths while pivoting towards future-ready levers of value creation. Our strategy is anchored on seven key pillars. I’ll take them one by one.
First, continued investment in our core portfolio. We have seven nearly INR500 crore brands, which contribute to approximately 70% of our portfolio; Dabur Red, Real, Chyawanprash, Honey, Hajmola, Amla, Odonil and Vatika. We will continue to add scale to these brands through disproportionate investments thereby increasing penetrations and driving market share gains. Second, premiumization and contemporization across strategies. Few examples of these are serums, conditioners, masks in hair care, benefit-led toothpaste in Oral Care, Activ range in beverages, gummies, powder, effervescent in health care. Third, bold bets across healthcare and wellness spaces. We will focus on ramping up Hajmola franchise, health juices, Shilajit, to name a few.
Fourth, rationalization of underperforming products and SKUs in order to release capital for bigger bets. A few examples of these are Vedic tea, diapers and Vita. Fifth, we will continue to drive GPM 2.0 in the organization for effective expansion across urban and rural India. We will double down on emerging channels like Ecommerce, Quick Commerce and Modern Trade. We will also focus on consolidation of stockist for better ROI, reducing cost to serve with urban GT channel and enhanced use of digital tools to boost extraction.
Sixth, aggressively pursue M&A opportunities for creating a future-fit portfolio particularly focused on new age health care, wellness foods, premium personal care. Seventh, operating model refinement by optimizing costs, driving efficiency, agility, and digitization across value chains in the company. With these initiatives supported by improving macros aided by income tax cuts in the budget, easing food inflation and positive monsoon forecast. We anticipate our business to regain momentum and deliver sustainable profitable growth going forward.
With this, I conclude my address and open the floor to any Q&A. Thank you.
Questions and Answers:
Operator
Thank you very much. We’ll now begin with the question-and-answer session. [Operator Instructions] The first question is from the line of Abneesh from Nuvama. Please go ahead.
Abneesh Roy
Yeah, thanks. My first question is on McKinsey. So you have engaged with McKinsey from a longer time frame in terms of way forward and I do understand these are initial days but I think it will be quite helpful if you can share what are the initial suggestion areas of improvement, focus areas. You did discuss the seven point agenda. Now a lot of these seven point agenda I think every FMCG company anyway has. Anything specific if you can highlight from a growth expectation from a portfolio transformation perspective and FY ’26 key focus area what can be those given base is very favorable.
Mohit Malhotra
Yes. So Abneesh, we’ve done an elaborate exercise with McKinsey, and they’ve actually gone through all the live trends and all the analysis. And the seven points that I mentioned in my address is what broadly that they talked about. And the ones which stand out is that we shall weed and feed our portfolio and portfolio rationalization will happen and a clear exit path for some of the categories, which are the non-performers, have been identified to release capital, which is what I mentioned. So the categories that we will get out from is the tea category, and our baby diaper category, the sanitizing category, which actually happened and the Vita category. So we will get out of these categories and the big bold bets, which we’ve identified and core portfolio is where we will invest. That is one theme which actually comes out.
The second big thing is premiumization and contemporization across the portfolio. So if you look at past four to five years, we’ve generally focused on increasing market share and consolidating our business in each of the categories. But premiumization has been lesser focus and it was a deliberate attempt, because we wanted to bring Dabur Amla back on growth path, gain market share. Now that we’ve done all the gain market shares in Chyawanprash, in Honey, in Amla, in Home Care and Skin Care, now it’s 2.0 journey to embark upon premiumization and contemporization. And we have identified segments that we will enter for premiumization. Like in Hair Care, we always focused on gaining market share in Dabur Amla. Going forward, you will see our concerted effort on premiumization of post bath categories like serum, conditioners, masks, etc, and we will focus investment there. Shampoo will do alpha ingredients, in Oral Care will be plugging white gaps of whitening, sensitivity, etc.
On beverages, will invest money on the Activ portfolio, which will have a halo effect on the entire beverage portfolio, because each of these
Subcategories of nectars, pure juices, and drinks are anchored around the Real brand. So we will communicate on zero sugar and no preservative range of beverages which will have a halo effect on the entire range. Then Health Care, like Chyawanprash, Honey, Glucose, we will be getting the modern formats which resonates with the new consumers like gummies, powder, effervescent, etc. You may be right to say it’s quite what we attempted in the past, but I think this is the way forward going.
Apart from this, M&A is what we will aggressively pursue and it will be a two-pronged M&A strategy from our point of view. One will be revenue accretive to us, which will substantially add to the revenue of the company because growth in GT is a little subdued. That is one. And the second will be creating a future-fit portfolio which resonates to the new generation. That is what we are looking at. Then the fourth one is some bigger bolder bets to be identified in Health Care and to invest behind that, like Shilajit, like health juices, and Hajmola. So that’s what one will do. That was on the portfolio piece.
On the GTM piece, we are wanting to get into increasing ROIs of distributors. That’s why we rationalized our inventory last year. Apart from that, we will get into stockist consolidation, especially in metros and mini metros and double down on distribution expansion and extraction in Class 3, Class 4 and rural India. So that’s what we’ll do. And this will happen by way of digitization across the GTM activity to bring in more transparency and consolidation in the GTM. And to get cost takeout to invest in our brands, we will be embarking on cost optimization exercise like Samriddhi, which also we did, but there will be a huge focus behind it, pretty much this.
Abneesh Roy
Thanks. One quick follow up there. In Q4 call almost every FMCG company on FY ’26 demand outlook is sounding reasonably optimistic given softer food inflation, tax rate cut and interest rate cut and good monsoons, etc. And companies which are giving guidance are talking about mid to high single digit kind of volume growth and it may not start with Q1 but that’s a full year number they are looking at. In your case what is the confidence level and what kind of number for India business you think is possible given base is very favorable.
Mohit Malhotra
Yes. So Abneesh, we are seeing green shoots in the business. So, I think food inflation is kind of moderating. And we are seeing a 2% to 2.5% of food inflation. And to your point, only tax cuts have happened. So urban consumers should have more money in their hands to be now used in the discretionary and we will keep working on our GTM activity. So going forward, sequential improvement is what we are seeing, but a gradual sequential improvement. We are not saying that quarter one and we are already sitting on very high bases for quarter one. The highest base, we had a 9-odd percent growth in the quarter one last year.
So I think, quarter one and then quarter two and quarter three, I think, sequentially, we’ll keep getting better urban, because rural is already growing much ahead of urban and urban green shoots will also come in gradually and slowly. So I think sequential recovery is what we are also seeing. And we should also end the year with high single-digit, if not double-digit or near double-digit kind of growth for the full year. That’s the guidance that we can give looking at the macroeconomic situation at the moment.
Abneesh Roy
Okay. So high single to double-digit for the full year volumes?
Mohit Malhotra
Yes, yes. Full year.
Abneesh Roy
Sure, sure. Last question on your fruit juice business, Campa Cola I think for every beverage has been a big disruption, initial days. This year they are aggressive on IPL putting big factory, INR1,000 crore in Bihar and Assam also reasonable size factory. Now Tata consumer has increased the trade commissions in their part of NourishCo business and they are seeing good recovery post that. So if you could discuss on trade commission, what is the initiative you need to do or already have done. And FY ’26 on fruit juice business, how do you see that part of the business. Here also high single date volume growth possible or value growth.
Rehan Hasan
So as far as commissions are concerned, we have not changed any channel margins. We have not changed any channel margins other than out of form portfolio where we have kind of increased our channel margins a little bit to compete with this Campa and the cola war which is being played out. So we have for our out of home portfolio we have increased the margins actually.
Abneesh Roy
What is the growth expectation? FY ’26 in this part.
Rehan Hasan
Growth expectations actually low to mid single-digit as far as this foods — our beverage portfolio is concerned.
Abneesh Roy
Sure. Thanks. That’s all from my side. Thank you.
Operator
Thank you. [Operator Instructions] Next question is from the line of Prakash Kapadia from Spark PMS. Please go ahead.
Prakash Kapadia
Thanks for the opportunity. A couple of questions from my end. We’ve seen slowdown across most of the categories. Can you help us understand Mohit the rural and urban side of you know the current slowdown which we are seeing and historically what we observed earlier cycles we had a diversified portfolio. So that helped us navigate some of the challenges whenever there was a slowdown. So currently what is hitting us hard?
And secondly, you did mention we would want to increase premiumization and try and do some M&A. So directionally how are we thinking? Is it going to focus more on the Healthcare segment because that is where our leadership would be. So would M&A and premiumization be in that specific segment or is it younger generation which don’t have such habits to some of the products in the Healthcare segment. So how are we thinking? And lastly is GT channel inventory issues over. We’ve rationalized some of the inventory in earlier quarter. So is the base now favorable and now how are we looking at Modern Trade, Quick Commerce, Ecommerce, GT, so. Is the distribution setup now fine or some thoughts will be very helpful.
Mohit Malhotra
Right. So Prakash, got a lot of questions. The first I’ll take your diversification question. I think last quarter was a tough quarter in terms of all the three divisions. Now I’ll take it one by one. One, beverage business was impacted by competitive intensity and season not favoring us. Plus what we’ve done is usually what we do is in last year if you see that the learning coming from last year we load before the season which comes in in anticipation of a good season. So the stock gets into the market with the stockists and then the tertiaries and the secondary happen. This time we’ve done less of loading. So around INR50 crores, INR60 crores of loading has been less in the season and that’s why you see an impact of primary and that’s why you see tertiaries and market shares actually moving up because secondaries haven’t suffered, it is bacially primary which is what you see in the food and beverage business for us.
Now number two is the Health Care business. Health Care business had a problem of the season, because I was telling you the winter season was truncated and delayed. So therefore, Chyawanprash and Honey, both these two pillars of ours, were actually impacted. Going forward, Honey is getting into a lower base. We had some crystallization problems also, which is also behind us now and we are seeing good market share gains in Honey going forward. So that is also sorted in my view and we are embarking on all-season campaign for Chyawanprash. Hopefully, that should address the issues of Health Care. Our Glucose has done well with 10% to11% growth. That’s one.
Now as far as the HPC business is concerned, we were navigating high bases in HPC. Now that is why HPC got impacted. We had a growth of around 22%, 23% in Oral Care and then other businesses also, like in Odomos, we had a base of around 20%, 25% growth in last year same quarter. So base effects played out in our HPC portfolio and that’s why HPC has not grown. While I look at the primary, primary is down by around 3-odd percent or so, but the secondary has done well, increased by around 5% there. So, I think business fundamentals in terms of secondary in HPC is okay, it’s just the base effect came in. That is on the portfolio piece.
If you look at the urban and rural, our rural in tertiary is growing by around 13%, 14%. That’s what Nielsen tells us for the quarter four data. So, the business fundamentals are fine. We are growing by 14% and urban is what is flat and which is there with the category. It’s in line with the category. But overall, we are growing ahead of the category. So what’s happened is, we have kind of rationalized some sort of schemes or have not given the scheme, because we did not load. Because we did not load, we did not give extra credit, we did not give extra schemes, because of which the little bit of inventory in the wholesale has, I think, gone down and STRs have gone down. Because of the STRs going down, but our offtakes are very resilient and doing well.
So I think it’s a little bit of — we never wanted to increase the inventory. We corrected the inventory from 30 days to 21 days. Had we loaded once again, then there was no point of doing any kind of inventory correction, we would have gone back to around the same level of unhygienic inventory. So we did not do that. And therefore, for long-term sustainable good health of the company, we’ve actually not loaded and not given schemes. And that’s why you see the HPC business is a little low. And therefore, wholesale, which feeds rural for us, rural decline is more than urban decline in the first quarter. But in tertiary sales, Nielsen says, rural is still firing. And there is no problem in terms of offtake. So I hope I’ve been able to give you a little bit of color on why all the three divisions didn’t do well. So, that’s as far as the portfolio — now and coming to the end. Yeah.
Prakash Kapadia
Sorry, you were saying something Mohit? Yeah, please. What I was trying to understand about the premiumization and M&A piece. You indicated that as being a key…
Mohit Malhotra
Yes, I hear you. So the second question you asked is premiumization. So premiumization, as I was telling you, premiumization is a lever that Dabur hasn’t really consciously attempted because we’re a little rural skewed and urban is. And so now we’ll be embarking on premiumization across all the three verticals of the company. So at Food, we already have Activ range. So we’ll be doubling down on Activ range with functional benefits like slimming, gut health, etc. And our Health Care portfolio of juices is already doing very well. So that is what we’ll double down on as far as the beverage business is concerned. Hommade, etc, that is doing well. Our premium portfolio is doing well there. Our cold pressed oils and ghee and fats and oil are already growing by around 30%. So that also we will kind of double down on F&B.
Now in Personal Care, Amla should move into premium categories. And Home Care, we’re already into premium portfolio. And Skin Care also we’ll do premiumization. In Health Care, we will get into modern formats of existing brands. So if it is a honey, we will get into honey powder. So, what scale we will get out of this premiumization, I think if I was to take hazzard a guess, it will be more from Personal Care that we will gain on premiumization. And the Health Care initiatives that we have done, but we’ll keep attempting those premium Health Care initiatives.
Coming to M&A. M&A should come and bolster our initiatives of premiumization. Why? If there is a brand acquisition, a premium brand in Health Care wellness space, we will acquire that. And this wellness extends from Health Care to Foods also. So wellness foods, wellness health care is what we should attempt to get a brand in an inorganic way. And in Personal Care, it should be more organic initiatives. So this is where we are, yes. And as far as third question of yours on GT. In GT, we are looking at consolidation of stockists in urban India. So reducing cost to serve, increasing span of control, increasing digitization in urban India and rural expand on villages, expand on direct reach, and focusing on the INR10, INR20 bundle pack, which can ride on our rural go-to-market infrastructure. So this is what we are embarking on the GT piece.
Prakash Kapadia
Understood? Understood. Clear on this. Thank you. All the best.
Mohit Malhotra
Thank you.
Operator
[Operator Instructions] Next question is from the line of Kunal Vora from BNP Paribas. Please go ahead.
Kunal Vora
Yeah, thanks for the opportunity. Firstly you mentioned various initiatives to premiumize, make your products more relevant and future-fit. What is the time frame you are looking at and would this require investment in the medium term and would this result in any kind of margin dips?
Mohit Malhotra
Yeah. So Kunal, we are setting up a cadence of looking at monitoring of the strategy that McKinsey has recommended. So the journey should begin as we speak from this quarter onwards and exact timelines as we are still working on it, the exercise is just finished so I can’t give you right now, but we’ll start from current year onwards itself. Even the GTM re-kindlement should start from the current year itself is what we’d be looking at. So immediately. So we will start working on the vision exercise that we created for Vision 7.
Kunal Vora
Especially on the GTM?
Mohit Malhotra
No, they will not be. We want to. We aspire to grow double-digit or near single-digit value growth and also increase our operating margins. So investments will be diverted towards the new initiatives which will come under our core brand itself. So that is how we are seeing those initiatives and small modernization of formats and not really creating mega new brands. You require separate investments.
Ankush Jain
And also just to add on this premiumization margin, there will be specific guardrails where every new product launch will have to have an accretive margin to the core product of it. And therefore it has to have overall — it will lift the overall gross margin profile.
Kunal Vora
Understood, thank you. Second is if you can help me understand the longer term trends in two of your key categories. In Health Care, sales are at the same level as they were in FY ’21. In Beverages, you had like a very strong FY ’21 to FY ’23 in which sales almost doubled and after that like it went down. So if you can help me understand whether the worse is behind, what exactly went wrong in these two categories in last couple of years.
Mohit Malhotra
Yeah. So I think in Health Care if you look at the CAGR, CAGRs of Health Care are in the range of around 7% and 7% to 8%. That’s what you want to sustain the CAGR. During past prior to four years. I think it was CPVID which actually surged the entire health care. And after that we’ve seen the penetration levels of key brand categories like Chyawanprash and Honey have come down. So we are taking initiatives to reduce the sizes and therefore resonating the brand, reducing the price level so that the penetration should increase, embark on new campaigns of all seasons. So all those initiatives are being taken. Honey new variants are coming in for premiumization and powders etc. we will launch at bottom of the pyramid sort of market on back of this we want to get back on the growth path.
In Beverage business, our CAGR is again 10% plus levels and there we’ve already got a portfolio. So the infrastructure is being set. And to Rehan’s point we want to go back on the path to make our coolers pack of INR10, INR20 PET bottles, now coconut water available in rural India and drive the Activ range for urban India and go back to the path of growth and recovery on beverages. So we’ve also corrected our RPI as compared to the colas, RPI-related price index which went down from — which went up from 2.2% to 2.7%. We are bringing it down to INR99 point. We just introduced a new range and that’s doing recently well in the marketplace.
Kunal Vora
Understood, thank you. And lastly you mentioned the target to grow at high single-digit volumes. That will require some categories growing even faster, maybe even double digits. Which are the categories in which you are confident that the growth could be even higher compared to high single digits?
Mohit Malhotra
See we talked about high single digit value growth looking at the situation of the macro and the category performances there. Within that I think we are more confident about HPC as we speak, Home Care, Skin Care, Oral Care and we are more confident of these categories and we are on a path of doing corrections in Beverages and Healthcare.
Kunal Vora
Understood. That’s it from me. Thank you.
Mohit Malhotra
Thank you.
Operator
Thank you. Next question is from the line of Harit Kapoor from Investec. Please go ahead.
Harit Kapoor
Yeah, good evening. So on the — I had a few questions. On the standalone business, India business, there is a sharp kind of 250 basis points GM contraction. Do we attribute this largely to mix? Because it doesn’t seem like there has been massive inflation in your portfolio and this is dropped off from Q3 to Q4. So there is obviously some seasonality in the quarters. But I just wanted to understand what’s been the reason. Is it purely mix and how do we think about this going forward? Is this a gradual build up or how do we see it?
Ankush Jain
Yes, I think you see almost 240 bps of contraction in our standalone in quarter four and our inflation is the highest in this quarter in this year. So almost 80% of the inflation of the year has come in this quarter itself which has impacted this almost 250 bps itself. And most of the price increases we took, they were by and large negated by certain trade promotion intensities and hence the gross margin got impacted.
Harit Kapoor
Okay.
Mohit Malhotra
To re-phrase Ankush’s point — I think — it’s all linked and not mini linked. I think it’s inflation which is a key issue. So we had an inflation of around 4.5%, 5% and price increase was to an extent of 3.5% and because of competitive intensity we could not take the full inflation into the price increase. And that is why this, the GM contraction of 247 basis points that you see.
Harit Kapoor
So going into quarter one we should see a 45 to 5% type of pricing. Is that what you’re kind of hinting at?
Mohit Malhotra
Yes. So there’s also — already we’ve increased the prices by around 3.5%, 4% and that flow through will happen in quarter one also.
Harit Kapoor
And how much of that turmoil was in quarter four? Like what would have been your weighted average pricing in quarter four? 2%, 1.5%? What would have been that number?
Mohit Malhotra
We have taken a price increase of around 4.5%, 5% in Health Care. In Personal Care, which is very competitive category, our price increased 1.5% and in Beverages our price increase again 1.6% broadly. So overall it’s around 3.5% sort of a price increase that we’ve taken in the quarter four which will flow through to the quarter one.
Harit Kapoor
Got it. The second thing was on the premiumization journey, in hair oil it’s a bit of a dichotomy because on the others there is also the competitive intensity at the bottom end of the pyramid. So how do we kind of marry both the — both these things that, will you, will you and competition continue to have that aggression at the bottom of the pyramid and still try and populate the top-end in Hair Care. So as part of your premiumization agenda is how do I think about that segment?
Mohit Malhotra
Premiumization we’ve not embarked upon. Like in Hair Care, especially, I think we were very busy consolidating our portfolio and trying to gain back market share that we lost to competition in Dabur Amla, especially because you had a competitor who was half at your price point. So now that we got our strategy in place and we’ve gained all-time high market share of 19.1% — from 14% around three years back now we’ve got 19%, 19.1% market share. We will start on the journey of premiumization. And premiumization is more urban linked for us and Ecommerce, Quick Commerce, all these channels actually help us to get onto the premiumization journey which is fairly easy to do.
As far as the rural is concerned, INR10, INR20 price points and INR50 or INR100 price points also in Hair Care just ride our rural infrastructure. There’s not much of brand building that you need to do on at the bottom of the pyramid. It is at the top in the pyramid that you need to do that. So which we’ve not done it. So like I was telling you, serums, masks, conditioners, etc., that should come in and help our premiumization journey. I don’t see both of them conflicting with each other at all. They are both watertight almost compartments and urban more so with Ecommerce and Modern Trade playing very separately. As far as organization structure is also concerned, we have a separate organization for Ecom MT and a separate organization structure for GT at the lower end so it is not at conflict with each other. So one can embark on both the path. At one end, consolidate at the bottom end of the pyramid, keep continuing gaining share and embark on premiumization at the top end also.
Harit Kapoor
Understood. And last thing, just a clarification on one of the earlier questions. You said growth will gradually improve and you expect — do you expect exit rates to be high single-digit revenue growth or you said for the full year it will be high single-digit or double digit type of — high single-digit type of revenue growth. I didn’t quite understand.
Mohit Malhotra
I’m talking about average of the full year. But it’s guess at the moment, all depends upon how the categories are behaving and how the macros are performing. If I go by the macros now with MSP increases and with the MNEGRA outlay going up by 40% in rural India, rural India doing around 450 basis points ahead of urban India and food inflation coming down and more money in the hands of the consumer, not taking into account Operation Sindoor, I think everything looks like a green shoot today. But how the political and the macroeconomic situation evolves is one has to see. But I was talking about average on the full year when I was talking about high single.
Harit Kapoor
Okay, thank you so much.
Mohit Malhotra
Thank you.
Operator
Thank you. Next question is from the line of Naveen Trivedi from Motilal Oswal. Please go ahead.
Naveen Trivedi
Yeah. Good evening everyone. Sir, my question is on the oral care performance. You did mention about the base effect impact on this quarter performance. But if I look at this even sequentially also I would assume that this sequentially is down close to 70%, 80% versus quarter three. Is the understanding right? And typically this is not a category where the seasonality play a big role. So any color on that part or any specific markets where we’ve seen this kind of impact?
Mohit Malhotra
So I think Oral Care is in a very good state as far as we are concerned. All the four or five vectors of Oral Care brands are doing well. Dabur Red continues to do well for us and our market shares, our tertiaries, our secondaries, all are moving up as far as Oral Care is concerned. We got IDA certification also now. So the endorsement by doctors has also started. Our No Fluoride campaign is also kind of resonated very well with the consumers. We won a court case also in Oral Care. We are continuing to advertising. So I think all guns blazing as far as Oral Care is concerned.
And we are betting our you know bets on Oral Care going forward also. So Dabur Red, this year this quarter was an anomaly because of the high base effect of 22% is what I said. So that’s the only reason that I see. So Dabur Red is doing well. Meswak has grown by around 10%, 11%. Our Dabur Herbal toothpaste continues to do well in South India. We are planning to take it. In Modern Trade, the herbal category has got a tailwind which is at around 31% which last year was 30%. That is growing at double the rate of the non-herbal category. So I think everything is very favorable as far as Oral Care is concerned for us.
Naveen Trivedi
So is the understanding right where we have seen sequentially down 70% this segment revenue?
Mohit Malhotra
No, no, we are not down sequentially 70%, 80%.
Ankush Jain
Not 70%, 80%. I think it’s 10% to 12%.
Naveen Trivedi
Hello?
Mohit Malhotra
No, no, I think it’s — you will see year-on-year trend. That’s how this has to be seen. Because there is some loading impact of the other categories. And that was this category is a little subdued in quarter four. So I think it’s a year-on-year that you should be looking at rather than sequential. Sequential, our market shares continue to move up. We’ve gained around 15 basis points, 16 basis points in market share in the current quarter also.
Naveen Trivedi
Yes, that’s all from my side. Thanks.
Mohit Malhotra
Thank you.
Operator
Thank you. Next question is from the line of Sindhuja from LKR Advisors. [Operator Instructions] Due to no response we move on to the next participant. Next question is from the line of Akash from UTI Mutual fund. Please go ahead.
Akash Shah
Yeah. Hi sir. Am I audible? Hello?
Operator
Yes, you are. Go ahead.
Akash Shah
Sure. Thank you for the opportunities. Sir, during your opening remarks, I mean during your response to one of the participant’s question you said while streamlining the portfolio we will exit some of the segments like let’s say diaper or tea. I could not hear that completely. So will you please repeat what are the product categories which going forward we will not be focusing on?
Mohit Malhotra
You see we mentioned a few examples of the categories. One was tea. Other is baby diapers and other is Vita, MFT category. Now these have been margin dilutive for us. That’s why we are planning to exit with a limited right-to-win and also breakfast cereals. So these are the three, four categories that we are planning to get out of.
Akash Shah
And sir, how much would these products contribute revenue? It would be sort of low single-digit.
Mohit Malhotra
Less than 1% of the overall revenue.
Akash Shah
Okay, okay. Sure. Thank you. Thank you.
Mohit Malhotra
Thank you.
Operator
Thank you. Next question is from line of Senthil from ithought PMS. Please go ahead.
Senthil Manikandan
Good evening sir. Thanks for the opportunity. First question is on the — one of the strategy…
Operator
Can I request you to speak a little louder please?
Senthil Manikandan
Is it audible now?
Operator
Little better. Go ahead.
Senthil Manikandan
Yeah. Sir, one of your drivers for the strategy point you mentioned about contemporizing in the category so particularly with respect to the healthcare vertical, if you can throw some insight into how we are pitching the products on the healthcare side to the millennials or agencies. So that’s my first question.
Mohit Malhotra
Yes. So for a healthcare, one of the key brands for healthcare products are Chyawanprash. Chyawanprash we have premiumized in the past and we will continue the journey with Ratanprash, with Kesarprash, with Khajurprash, etc. that we have premiumized and we’ll be launching modern formats like gummies, powders, etc., which is more targeted towards the new generation. In honey, we’ve extended ourselves into organic honey and single ingredient honey like single floral honey. So that is how we contemporize. We extended ourselves into contemporary format which is more amenable to breakfast consumption. And also we’ll be targeting new target audiences like geriatric, gym goersetc. with our healthcare portfolio.
Senthil Manikandan
Okay, sir. And in the last analyst Investor Day you mentioned there’s been incremental focus on the therapeutic side. So if you can share what has been the development on that side.
Mohit Malhotra
The therapeutics business continues to be as it is. We’ve done done some organizational changes. So Mr. Philipe Haydon who has super-annuated and this new gentleman has actually joined instead of Philipe. So focus on advocacy vertical to promote Ayurveda to the modern doctors will continue and the turnover will be taken from INR100 crores to INR200 crores and that journey will happen and we are currently addressing around 100,000 medical practitioners with this vertical. So that journey will go on. We will try to do better extraction with better efficiency in that vertical. So that initiative will be continued going forward.
Senthil Manikandan
Okay. Just the last question. Again, coming on the inorganic side. So you mentioned about — we’ll be focusing on the wellness side, foods and heathcare. So having the heritage from the Ayurvedic healthcare, going organic will be much better or if you can share some strategy from here?
Mohit Malhotra
Yes. So here or there we have organic brands. So I think all these organic brands like Chyawanprash, honey, Hajmola, Shilajit etc., there the modernization journey will be all organic because these are our core brands and we will continue to extend them into modern formats organically. If there is a new brand or a new category to be addressed, that is where M&A comes in and supplements our efforts of organic business with inorganic business. That’s what one will do.
Senthil Manikandan
Thank you.
Operator
Thank you. [Operator Instructions] Next question is from line of Manoj Trivedi from SP Securities. Please go ahead.
Manoj Trivedi
Thanks for the opportunity. My question is regarding Darbur’s compliance, current compliance rate on EPA regulation in terms of use of recycled material in their flexible and hard packaging of plastic product. So my query is that, I mean on the back of that, we know that industry has made a presentation to the ministry and the government and approves them to delay or give some more time to the industry. But the fact of the matter is that ministry or the government has not made any official statement on this poster presentation. So at this point of time what is the view of the industry as well as Dabur and where Dabur stand in terms of compliance in terms of flexible and hard plastic packaging?
Mohit Malhotra
See, as far as Dabur is concerned we are recycling more than 100%. We are actually plastic positive company in the sense we are recycling more of plastic than what we are consuming ourselves. So we don’t have any credits for plastic in India unlike a carbon credit in international market. So otherwise we are ensuring our EPA compliance more than what is actually adequate. So around 40,000 I think.
Manoj Trivedi
Sorry. No, I think you got me wrong. My question is that use of recycled material in the plastic packaging for flexible it is 10% and for hard it is I think 30% from 1 April 2025. I actually asked the question regarding that compliance.
Mohit Malhotra
No, I got you now. I got you. So as far as recycled plastic is concerned, our use of recycled plastic is fairly limited like all other players in the industry and therefore we represent it to the government also on the same because the recycled plastic today is more dearer in the market as compared to the regular plastic. And moreover we are a healthcare company. In a healthcare company where 50%, 60% of the portfolio is coming from wellness foods and coming from Healthcare we are very reluctant to use recycled plastic in food products and also in our ayurvedic products. Like in pharmaceutical industry, you don’t use recycled plastic. So we are reluctant.
As far as personal care is concerned, yes, which is 50% of the portfolio we can use recycled plastic, but that is today dearer than the existing packaging material and will have an implication on the gross margins and the operating profit of the company. That’s why the representation has happened to the government because the demand of recycled plastic is higher than the supply. As the industry grows of recycled plastic, I think the cost of producing recycled will be cheaper and then we’ll be able to do it. So our stand to the government is to give us more time till the time the recycled material becomes a little more cheaper and capacities go up in the industry. So yeah. I hope I could answer your question.
Manoj Trivedi
So what I understood if you can confirm is that, currently, Dabur is not planning to be compliant with that because government has not withdrawn the regulation. So I believe that that pretty much in force.
Ankush Jain
Yes, we are already utilizing recycled plastic. In our packaging material, but it is still limited because the capacity is not available. So which is what the entire industry has also represented to the government saying that because the capacity is limited, nobody is able to meet the 30% requirement which has come in. So which is why even the rule is in advance. Right. It’s not been announced yet.
Mohit Malhotra
So if a government was to mandate a use of, if the government was to mandate use of the recycle, then we will have no option but to use it. But today the capacity is limited and it difficult for us to do it and it’s more cost expensive in terms of cost, pretty expensive.
Manoj Trivedi
So are we planning to pass it on to the end consumer at the end of the day?
Mohit Malhotra
If the government mandates this, we have no other option but to pass it to the consumer and we will be using it. Yeah.
Manoj Trivedi
Thank you. All the best.
Mohit Malhotra
Thank you.
Operator
Thank you. [Operator Instructions] Next question is from line of Anurag Dayal from Philip Capital. Please go ahead.
Anurag Dayal
Hi, thank you for the opportunity. Just wanted to get a little more insight on the Beverage segment.
Operator
Anurag, your audio is not clear.
Anurag Dayal
Is it better now?
Operator
Yes, yes, go ahead.
Isha Lamba
Yes.
Anurag Dayal
Yeah. So basically my question is on beverages. Now we’re sitting on a favorable base. We have done a lot of actions in terms of INR10, INR20 price point back expanding in rural and since 70% of, as I understand the saliency of beverages in urban and then we expect urban market to recover eventually this year. But still we are a little conservative on low to mid single digits growth expectation. So what could happen basically that we can get back to double-digit growth here? What all actions are required from our side or if the competitive tension is going to be low. What’s your view on that?
Mohit Malhotra
Yeah, see as I was telling you that we have a CAGR of almost double-digit as far as beverage is concerned and going through a cyclical storm as the perfect storm happening with comparable density going up. So we are making all our efforts in terms of GTM. Also the portfolio we’ve already done, I think the efforts are on as far as the go to market is concerned and price points are concerned. So that’s what we are trying to now fix for us. So what we are doing is that we have a two-way down with exclusive distribution of beverages that is continuing to do well.
For rural and semi urban markets also we are opening up all the beverages to our existing rural distributors also because we got affordable price points there. That’s what. And also we fixed the price of around INR99 and INR100 rupees. That said the wait and what situation to see this may gradual ramp up and these distribution initiatives are taking time in the market. So that’s why a little defensive sort of growth aspiration on it. But we are not leaving any stone unturned. Like coconut water which is coming under the Activ range that is firing, our Hajmola Zeera is actually doing pretty well. Our Koolerz is still not performing and Activ range is also performing very well. Our Koolerz in the nectar range is something that we have to still correct and execute it well in the marketplace. So that’s why. So it’s a slow gradual recovery which is happening in beverages.
Anurag Dayal
Okay? Yes sir. Another question is on Odomos. So you mentioned there was some seasonality impact as I understand but especially in the HI portfolio the market leader said that you know if the season was very favorable for them. So could you explain us where is the seasonality which came for us? I mean you just product specific issue or how we define the seasonality especially for Odomos.
Mohit Malhotra
No, I think it’s a seasonality plus it’s coupled with a high base. We had a very high base on Odomos last year also. So we are navigating a high base. If you look at the CAGR also it will be in the range of around 8% to 10% for us. So that’s fine. And also seasonality sometimes, for us at least, we did not see the mosquito season pan out as much as what it was last year. So relative, it has been low, but I think gradually, slowly catching up.
Anurag Dayal
Thank you, sir. That’s from my side.
Mohit Malhotra
We have got a market share increase of around more than 386 basis points on order moles. So from a market standpoint, we are pretty much okay.
Anurag Dayal
Okay. Thank you, sir.
Mohit Malhotra
Thank you. Thank you.
Operator
Thank you very much. As there are no further questions, I would now like to hand the conference to Ms. Isha Lamba for closing comments.
Isha Lamba
Thank you everyone for joining the call. The webcast and transcript will be available on our website. Thank you and have a great evening ahead.
Operator
[Operator Closing Remarks]