A

Project ReportOn

Summer Training Conducted at

‘’Shree Cement Ltd”

Titled

“Market analysis and customer satisfaction”

Submitted in Partial fulfillment for the

Award of degree of

Bachelor of Business Administration

Submitted by- Submitted to-Preeti Tyagi CMJ University B.B.A- 1st Year Regd. No: IC30132011100004

CMJ UNIVERSITY SHILLONG, MEGHALAYA

1

(2011-12)

PREFACE

Project work is done to get a practical knowledge. It is done by the management

student to gain knowledge and get a professional outlook in the world of business. It

is aimed for to understand the difference between the theoretical and practical

knowledge.

This project report is prepared to get practical knowledge, by preparing ourselves for

present and future analysis of the financial management& Organization policies. In

this 45 days project, I have gained a lot of information and knowledge about the

functioning of Organization. SHREE CEMENT LTD is one of the most growing

industries in our economy.

Preeti Tyagi

B.B.A- 1st Year

2

ACKNOWLEDGEMENT

I express my sincere thanks to my project guide, Mr. Gopal Tripathi, Designation

Head of Marketing, Dept., for guiding me right form the inception till the successful

completion of the project. I sincerely acknowledge him/her/them for extending

their valuable guidance, support for literature, critical reviews of project the

supporting staff of Marketing Department, for their help and cooperation throughout

our project. And the report and above all the moral support he/she/they had provided

to me with all stages of this project

Preeti Tyagi

B.B.A- 1st Year

3

EXECUTIVE SUMMARY

This project deals with the assessment of satisfaction level of the retailers towards

the Shree Cement Brand in terms of quality and quantity, and factor that are

responsible for the satisfaction level. We have focused our research on Shree

Cement due to the slow growth rate instead of having huge market possibility.

With the help of Questionnaire we have analyzed each and every factor that is

responsible for the satisfaction level of the retailer toward Shree Cement. Study also

included the market demand for the cement, market share, competition analysis to

know the exact position of cement in the market.

We have focused toward retailer scheme and its impact on the retailer and

sale promotion of the cement.

Most important factor that are responsible are profitability margin , problem

related to quality, problem related to the monetary coupon , problem related to the

disbursement amount all these factor really hampering the retailers relationship with

the company. We have also discussed the challenges in front of the company and

its recommendation.

We planned to target the retailers and dealers to collect data regarding

position of shree ultra red oxide cement that :

1. What are weaknesses in the marketing strategies of company?

2. How many satisfied retailers are there in jodhpur region?

3. What factors must be adopted to enhance retail market.

4. What are the promotional activities adopted by company?

4

TABLE OF CONTENTS

S. No. Particulars Pg. No.

1. Introduction to the Industry 6-23

2. Introduction to the Organization 24-34

3. Research Methodology

3.1 Objective of Study

3.2 Type of Research

3.3 Sample Size & method of selecting

sample

3.4 Scope of Study

3.5 Limitation of Study

35-36

4. Facts and Findings 37-39

5. Analysis and Interpretation 40-46

6. SWOT 47

7. Conclusion 48

8. Recommendations & Suggestion 49

9. Appendix 50-59

10. Bibliography 60

5

1. INTRODUCTION OF THE INDUSTRYThe Indian Cement Industry dates back to 1914, with first unit were set up at

Porbandar with a capacity 1000 tonnes. Currently the Indian Cement Industry with a

total capacity of around 213 million tonnes (excluding mini plants) in FY 09-10, has

surpassed developed nations like USA and Japan and has emerged as the second largest market after China. Although consolidation has taken place in the Indian

Cement Industry with the top 5 players almost 50% of the capacity, the remaining

50% of the capacity remains pretty fragmented. India’s average consumption is still

low and the process of catching up with international averages will drive future

growth. Infrastructure spending (particularly on roads, ports and airports), a spurt in

housing construction and expansion in corporate production facilities is likely to spur

growth in this area. South-East Asia and the Middle East are potential export

markets. Low cost technology and extensive restructuring have made some of the

Indian cement companies the most efficient across global majors. Despite some

consolidation, the industry remains somewhat fragmented and merger and

acquisition possibilities are strong. Investment norms including guidelines for foreign

direct investment (FDI) are investor-friendly. All these factors present a strong case

for investing in Indian market.

Now, the Indian cement industry was on a roll till the previous year but the slowdown

in India has also impacted the cement industry. Riding on increased activity in real

estate, the cement production in the year 2008-09 registered a growth of around

9.5% but in the year 2009-10 it is around 7.5%.

During the Tenth Plan, the industry, which is ranked second in the world in terms of

production, is expected to grow at 10 percent per annum adding a capacity of 40-55

million tonnes, according to the annual report of the Department of Industrial Policy

and Promotion (DIPP). The report reveals that this growth trend is being driven

mainly by the expansion of existing plants and using more fly ash in the production of

cement.

6

THE CEMENT INDUSTRY STRUCTURE

Presently the total installed capacity of Indian Cement Industry is more than 200

million tones per annum, with a production around 184 million tonnes. The whole

cement industry can be divided into Major cement plants and Mini cement plants.

MAJOR CEMENT PLANTS:

Plants: 140

Typical installed capacity

Per plant: Above 1.5 mntpa

Total installed capacity : 195 mntpa

Production 2009-10: 178 mntpa

All India reach through multiple plants

Export to Bangladesh, Nepal, Sri Lanka, UAE and Mauritius

Strong Marketing network, tie-ups with customers, contractors

Wide spread distribution network

Sales primarily through the dealer channel

MINI CEMENT PLANTS:

Nearly 300 plants located in Gujarat, Rajasthan, MP mainly

Typical installed capacity

Installed capacity around 9 mntpa

Production around : 6 mntpa

Mini plants were meant to tap scattered limestone reserves

Most of the plants use vertical kiln technology

Production cost / tonne – Rs 1,000 to Rs 1,400

Presence of these plants limited to the state

7

REGIONAL DIVISION

The Indian cement industry has to be reviewed in terms of five regions:-

North – Punjab, Delhi, Haryana, Himachal Pradesh, Rajasthan, Chandigarh, J&K

and Uttaranchal

West – Maharashtra and Gujarat

South – Tamil Nadu, Andhra Pradesh, Karnataka, Kerala, Pondicherry, Andaman &

Nicobar and Goa

East – Bihar, Orissa, West Bengal, Assam, Meghalaya, Jharkhand and

Chhattisgarh, and

Central – Uttar Pradesh and Madhya Pradesh

Shree Cement Ltd. is an energy conscious & environment friendly business

organization. Having Nine Directors on its board under the chairmanship of Shri.B.G.

Bangur, the policy decisions are taken under the guidance of Shri. H.M. Bangur,

Managing Director. Shri. M.K.Singhi, Executive Director of the Company, is looking

after all day-to-day affairs. The company is managed by qualified professionals with

broad vision who are committed to maintain high standards of quality & leadership to

serve the customers to their fullest satisfaction. The board consists of eminent

persons with considerable professional expertise in industry and field such as

banking, law, marketing & finance.

Location

Shree Cement Unit I & II is located at Beawar, 185 Kms. from Jaipur off the Delhi-

Ahmedabad highway. Amongst the plants in the state it is nearest from its marketing

centers.

Bangur Cement Unit (III,IV,V & Vi) is lacated at RAS,28 Km from Beawar in pali Dist.8

Shree Cement Grinding Unit (KKGU) is located at Khush Khera Dist. Alwar Nearest to

Delhi.

Regd. Office & Works:Shree Cement Ltd.

Bangur Nagar, Post Box No. 33 Beawar 305901

Rajasthan India

Corp.Office: 21, Strand Road, Calcutta- 700001.

9

Success Driver

PEOPLE AS PROGRESS DRIVERSShree believes that what is present in the minds of people is more valuable than the

assets on the shop floor. All the company’s initiatives are directed to leverage the

value of this growing asset.

TEAMWORKShree leverages effective team working to generate a sustainable improvement.

LEADERS AT EVERY LEVEL Shree believes in creating leaders -not just at the organizational apex but at every

level, resulting in a strong sense of emotional ownership.

CULTURE OF INNOVATION Shree believes that what is good can be made better -across the organization.

CUSTOMER FOCUS Shree is committed to deliver a superior quality of cement at attractively affordable

prices.

SHAREHOLDER VALUEShree is focused on the enhancement of value through a number of strategic and

business initiatives that generate larger and a better quality of earnings.

COMMUNITY AND ENVIRONMENTShree’s community concern extends from direct assistance to safe and dependable

operations for its members and the environment.

10

Markets classification

Markets States

Primary Rajasthan

Secondar

y

Delhi, Punjab, JK, Haryana, Western U.P. and

Uttaranchal

Tertiary Gujarat, M.P. and Central U.P.

Markets

Each cement manufacturer has a primary and secondary market. The former is one,

which is the closest to the production centre where it fetches the best realizations

while the latter is usually at a distance where realizations are lower.

In an industry where consumer loyalties change every rupee, Shree’s biggest

achievement was that it built an emotional bond with its stakeholders.

This transpired as a result of a number of initiatives:

The company positioned its brands around longer life (durability),

emphasizing product longevity.

The company innovated the launch of corrosion resistant grade like Red

Oxide Cement, winning innovations in a staid industry.

Shree put its products deeper within most territories. Besides, it invested in

logistics to reach retail shelves faster. As a result, Shree’s products moved

quicker off retail shelves: every 0.65 seconds in 2001-02 and every 0.58

seconds in 2002-03. As the company’s primary customers - dealers -

accelerated the rotation of their working capital, they maximized their return

on capital, ensuring brand loyalty.

11

Shree accelerated footholds through a stronger Rs 3 cr advertising campaign

for its Red Oxide brand in the regional print and electronic medium in 2002-

03.

Shree educated its principal users - the masons and architects.

Marketing presence

Over the last three years, Shree considerably strengthened its marketing presence.

Since the company is based in Rajasthan, the state is the company’s principal

market.

Rajasthan is India’s largest cement producing state and Shree’s is the largest single

location plant in northern India. The company’s northern-most positioning within

Rajasthan makes it the closest among all Rajasthan manufacturers to Delhi,

Haryana and some parts of Punjab, a significant cost edge. The company enjoys a

market share of about 11 per cent in north India.

Challenges

Due to the nature of the product - bulky, low priced - it became increasingly difficult

to sell the product across a large territory. Besides, higher realizations in distant

territories did not mean that the gain would accrue to the company since the

incremental freight would neutralize the price advantage. As a result, it became

important to arrive at a median between realizations and distribution costs and earn

a comfortable margin.

ERP implementationNetwork that delivers online, real-time access to information and processes.

Towards this end, the company is adopting the Oracle e-Business Suite ERP with

Tata Consultancy Services as the implementation partner. Imbibing the best

practices of companies worldwide, this ERP suite will impact all processes of the

company, right from procurement, through operations, to sales and distribution. It

involves a complete re-engineering of business processes to make them more high-

performing and tuned towards the global order.

12

Progressive Management

Shree Cement supplemented its attractively low capital investment per tone with one of the lowest manufacturing costs in the Indian cement industry.

Starting with 6 lac tones per annum of cement in 1985, the capacity was upgraded to

7.6 lac tones in 1993. Second plant with installed capacity of 1.24 million tones per

annum was commissioned in 1997, in record time of 18 months, raising total

capacity to 2.0 MTPA. Even during recession in the industry, it was possible for it to

enhance capacity further to 2.6 MTPA due to its strategic location and better brand

image and is the largest single location plant in North India. The company's installed

capacity accounted for 15 percent of Rajsthan's total capacity in 2002-03 and 2.5

percent of Indian's production in 2002-03. Cement production increased 3.42% from

2.747 million tones in 2002-03 to 2.841 million tones in 2003-04.

Once again, the low cost was the result of scores of initiatives across all levels within

the company. Some resulting in small savings. Some in big. But each primarily

driven by the belief that what was being done could be done better.

Cooler fans were configured to a higher capacity so that heat could recuperate

better. A better raw mix helped Shree reduce the proportion of high cost limestone

and saved the company Rs 0.44 cr.

Jo soche woh paave

Shree has invested wisely in its people assets over the last few years to sustain a

culture of excellence through the following initiatives:

The company incentivised ownership through the ‘Jo soche woh paave’ scheme.

The company trained and multi-skilled so that members could deepen and

extend their competencies across the house keeping, maintenance, risk

management, team building and environment, health and safety functions.

13

Jo soche woh paave also deals with some really simple solutions. Like the

inevitable 8.30 am traffic jam of employee vehicles - 60 cars and 300 two-

wheelers - at the factory gate. This posed an accident risk. I suggested that

another gate be opened for car entry only. This suggestion was accepted and

the result is a safer factory and a bigger time saving today."

- Garish Signal (Dy. Manager, Taxation)

CREATING LEADERS AT EVERY LEVEL

Shree Cement emphasises that creating leaders not just at the organisational apex

but at every level results in strong sense of emotional ownership. Thus the

employees are delegated with responsibility and authority to adopt one Electric

motor and related equipment for keeping watch and care resulting in energy

conservation, thus generating multiple CEO's in the Energy Management System.

RECOGNITION AND REWARD SCHEME

The management believes in the self-actualisation of its employees by injecting the

concept of Human resource Development in all its policies and strategies. By

recognition and reward the employees are motivated to give their best in the

interests of the organization in particular and for the society in general. So many

schemes of recognition and rewards are given to boost the morale and motivate the

employees.

According to Managing Director of the company, morale management is considered

to be more challenging than material management. According to him it is important

to keep walking around and congratulating the teams for their small victories. Efforts

and their success stories are disclosed to all in special functions so that other

employees may take inspiration from them. Employees are rewarded for doing

exemplary work in the field of reducing/ eliminating breakdown, in-house

development, better house keeping, and reduction in raw material, fuel, power and

wastage. Cash awards and Certificates of honour have been given in a function.

14

For example a scrapper chain of reclaimer II is to be replaced which takes 80 hours. The team

completed this task in minimum possible time with the result that the reclaimer was put into

operation in just 36.5 hours. The team was rewarded with a cash amount of Rs. 11,000/- and

certificate of honour.

RAS CEMENT PROJECT

Shree Cement Limited is setting up a new green field Project at Village Ras, Tehsil

Jaitaran, District Pali of Rajasthan. The capacity of the plant is 3000 Ton Per Day of

clinker production with an approximate investment of about Rs. 300 Crores.

The company has already engaged eminent Consultant for the same and all the

major orders has been placed so as to achieve the ambitious target to commission

the plant by August 2005 which is fifteen months from the date of first order

placement i.e. May, 2004.

The main plant & machineries would be supplied by KHD Humboldt Wedag AG -

Germany & GEBR Pfeiffer AG - Germany. The plant will be based on the latest

Technology available and maximum Automation would be done to keep the

minimum manpower. The company is having sufficient mining lease at Ras to cater

its production requirements for the upcoming 50 years.

Trust Comes From Quality At Shree Cement Limited

Shree Ultra Cement - 43 Grade

BIS specification Shree Ultra Cement - 43 Grade

Fineness (m2 / kg) 225 355

Soundness - -

Le chatelier expansion

(mm)

Max 1.0 .084

15

Auto-clave expansion

(%)

Max. 0.8 .075

Setting Time (Mins) - -

Initial Min. 30 115

Final Max. 600 176

Compressive Strength

(MPa)

- -

3 days Min 23 38

7 days Min33 50

28 day Min. 43 63.5

TUFF Cemento 3556 IS Specification 43 Grade

3556

FinenessSpecific Surface (m2 /

kg)

Min.330 406

Setting Time(Minutes.)(a)Intial

Min.30 110

(b)final Min.600 175

Soundness Test(a)Le-Chatelier

Method (mm)

Max. 10 1.0

(a)AutoClave(%) Max. 0.800 0.068

Compressive Strength (MPa)(a)3 days(Min.)

Min.16 39

(b)7 days(Min.) Min.22 49

Shree Ultra Cement 53 Grade

BIS Specification

Shree Ultra Cement 53-

16

53 Grade Grade

Fineness (m2 / kg) 225 385

Soundness

Le chatelier expansion

(mm)

Max. 10 1.0

Auto-clave expansion (%) Max. 0.8 0.606

Setting Time (Mins)

Initial Min. 30 111

Final Max. 600 166

Compressive Strength

(MPa)

3 days 27 41.3

7 days 37 54.7

28 days 53 67.6

INDUSTRY CURRENT SCENARIO

SECTOR OUTLOOK

17

Indian Cement Industry is set to increase production capacity by 28.3 mt in FY09, 41.4 mt in FY10E and 18.9 mt in FY11E. This will take the aggregate installed

capacity to ~288 mt. In FY08, 21 mt of capacity was added. The Industry planned

this massive capacity expansion of 108 mt because they had never seen such a

good run till FY2006. During this period, the capacity utilization rate of the Industry

reached an all time high level of ~99% in FY08. In the period FY05 to FY08, cement

demand grew at a CAGR of 10.5% and average retail price increased by a whopping

41% to Rs 230 per bag. Cement manufacturers made huge profits and the Industry

average per tonne of operating profits crossed Rs 1100. Driven by theses profitability

levels, average Roca level of the Industry crossed the 25% mark.

18

CEMENT MANUFACTURING

RAW MATERIAL PREPARATION

Limestone of differing chemical composition is freely available in the quarries. This

limestone is carefully blended before being crushed. Red mineral is added to the

limestone at the crushing stage to provide consistent chemical composition of the

raw materials. Once these materials have been crushed and subjected to online

chemical analysis they are blended in a homogenized stockpile. A bucket wheel

reclaimer is used to recover and further blend this raw material mix before transfer to

the raw material grinding mills.

Transport belt conveyor transfers the blended raw materials to ball mills where it is

ground. The chemical analysis is again checked to ensure excellent quality control of

the product. The resulting ground and dried raw meal is sent to a homogenizing and

storage silo for further blending before being burnt in the kilns.

FUELSThe heat required to produce temperatures of 1,800°C at the flame is supplied by

ground and dried petroleum coke and/or fuel oil. The Petcock is imported via the

companies' internal wharf, stored and then ground in dedicated mills. Careful control

of the mills ensures optimum fineness of the Petcock and excellent combustion

conditions within the kilns system.

19

Fig 1: Limestone Extraction

Fig 3: Kiln

BURNINGThe raw meal is fed into the top of a pre-heater tower equipped with four cyclone

stages. As it falls, the meal is heated up by the rising hot gases and reaches 800°C.

At this temperature, the meal dehydrates and partially decarbonizes. The meal then

enters a sloping rotary kiln, which is heated by a 1,800°C flame, which completes the

burning process of the meal. The meal is heated to a temperature of at least

1,450°C. At this temperature the chemical changes required to produce cement

clinker are achieved. The dry process kiln is

shorter than the wet process kiln and is the most

fuel-efficient method of cement production available.

COOLER UNITSThe clinker discharging from the kiln is cooled by air to a temperature of 70°C above

ambient temperature and heat is recovered for the process to improve fuel efficiency.

Some of the air from the cooler is de-dusted and supplied to the coal grinding Plant.

The remaining air is used as preheated secondary air for the main combustion

burner in the kiln. Clinker is analyzed to ensure

consistent product quality as it leaves the cooler.

Metal conveyors transport the clinker to closed storage areas.

FILTERSDedicated electrostatic precipitators deduct the air and gases used in the Clinker

Production Line Process. In this way, 99.9% of the dust is collected before venting to

the atmosphere. All dust collected is returned to the process.

CONSTITUENTSDifferent types of cement are produced by mixing and weighing proportionally the

following constituents:

Clinker

Gypsum

Limestone addition

Blast Furnace Sla

20

Fig 3: Central Control Room

Fig 4: Cement Plant

TYPES OF CEMENT

Cements are of two basic types – grey cement and white cement. Grey cement is

used only for construction purposes while white cement can be put to a variety of

uses. It is used for mosaic terrazzo flooring and certain cements paints. It is used as

a primer for paints besides has a variety of architectural uses. The cost of white

cement is approximately three times that of grey cement. White cement is more

expensive because its production cost is more and excise duty on white cement is

also higher. Shree Cement does not manufacture white cement at present.

Pozzolona used in the manufacture of Portland cement is burnt clay of fly ash

generated at thermal power plants. PPC is hydraulic cement. PPC differs from OPC

on a number of counts. Pozzolona during manufacturing consumes lot of hydration

heat and forms ‘cementious gel’. Reduced heat of hydration leads to lesser

shrinkage cracks. An additional gel formation leads to lesser pores in concrete or

mortar. It also minimizes problem of leaching and efflorescence.

21

CEMENT

GREY WHITE

PORTLAND POZZOLONA ORDINARY PORTLAND

MAJOR PLAYERS IN CEMENT INDUSTRY:

SHREE CEMENT LTD

Shree Cement Ltd is a Rajasthan based company, located at Beawar. The company

has installed capacity of 9.1 mn tonnes per annum in Rajasthan. It is a leading

cement manufacture company in North India and has been participating in the

infrastructure transformation of India for over two decades now. It started operations

in the year 1985 and has been growing ever since. Its manufacturing units are

located at Beawar, district Ajmer, and Ras, district Pali, in Rajasthan. It also has

grinding units at Khushkhera; district Alwar in Rajasthan, near Gurgaon.. It has three

brands under its portfolio viz. Shree Ultra Jung Rodhak Cement, Bangur Cement and

Tuff Cemento. The multi-brand strategy makes Shree the number one cement player

in Rajasthan, Haryana and Delhi. The company wills also establishing two grinding

units at Suratgarh (Rajasthan) and two grinding units at Roorke (Uttaranchal), which

will likely to be commissioned by the end of this financial year.

GUJARAT AMBUJA CEMENT LIMITED

GACL was set up in 1986 with 0.7 million tonnes. The capacity has grown 25 times

since then to 18.5 million tonnes. GACL exports as much as 15 percent of its

production. 35% of the company products transported are by sea which is the

cheapest mode. It has earned the reputation of being the lowest cost producer in the

cement industry. Ambuja cement is one of GACL’s well established brands. The

company plans to increase capacity by 3-4 million tonnes in the near future.

ACC LIMITED

Being formed in 1936, ACC has a capacity of 22.40 million (0.53 million tonnes of

Damodar Cement and Slag and 0.96 million tonnes of Bargarh Cement). ACC Super

is one of the company’s well established brands. It is planning to expand the

22

capacity of its wholly-owned subsidiary Damodar Cement and Slag at Purulia in

West Bengal. This is aimed at increasing its presence in the eastern region.

THE ADITYA BIRLA GROUP

The Aditya Birla Group is the world’s eight largest cement producer. The first cement

plant of Grasim, the flagship of the Aditya Birla Group, at Jawad in Madhya Pradesh

went on stream in 1985. In total, Grasim has five integrated grey cement plants and

six ready-mix concrete plants. The company is India’s largest white cement producer

with a capacity of 4 lakh tonnes. It has one of the world’s largest white plant at

Kharia Khangar (Rajasthan). Shree Digvijay Cement, a subsidiary of Grasim, which

was acquired in 1998, has its integrated grey cement plant at Sikka (Gujarat). Finally

Grasim acquired controlling stake in Ultra Tech Cement Limited (Ultra Tech), the

demerged cement business of L&T. Grasim has a total cement capacity of 31 million

tonnes and eyeing to increase it to 48 MT by FY 10. Grasim has a portfolio of

national brands which include Birla Super, Birla Plus, Birla White and Birla Ready

mix and also regional brands like Vikram Cement and Rajshree Cement.

BINANI CEMENTA fierce competition with a 2.2 MTPA plant is located at Binanigram, Pindwara, and a

village in Sirobi in the state of Rajasthan. It’s a tough nut player which is outside

CMA (Cement Manufacturer’s Association) and is prime reason for driving prices low

in markets. Offers a good quality product at cheap rates and has very good brand

image. Sales are focused in the North India, Gujarat and Rajasthan. It holds around

14% of the Rajasthan market.

JK

An entrenched competitor that has brands across the price spectrum with JK

Nembahera leading the pack. Also operates in the white cement market with Birla as

its only competitor. It lost significant market when Ambuja came to Rajasthan.

23

2. INTRODUCTION OF THE ORGANIZATION

Shree Cement Limited is a Beawar based company, located in Rajasthan. The

Company is a part of the Bangur Group and was incorporated on 25 th Oct, 1979 at

Jaipur with a Vision : “ To register strong consume surplus through a superior cement quality at affordable price.” Commercial production commenced from 1st

May 1985 with an installed capacity of 6 lacs tonnes per annum in Beawar district,

Ajmer, the capacity of this plant was upgraded to 7.6 lacs tonnes per annum during

1994-95 by a modernization and up gradation programmed. In 1997 the company

commissioned its second cement plant – Raj Cement with a capacity of 12.4 lacs

tonnes per annum adjacent to its existing plant in order to take full advantage of its

existing infrastructure and already developed captive mining lease enough to sustain

a new cement plant. The cumulative capacity was enhanced by de-bottlenecking and balancing equipment in December 2001 to 2.6 MTPA.

A product called “Tuff Cemento was launched by the company in April 2007. At

present company is producing over 100% capacity utilization, it is the largest single -location cement producer in north India (sixth in country).

24

C O M P A N Y P R O F I L ECOMPANY Shree Cement Ltd.

INCORPORATION YEAR 1979

REGISTERED OFFICEBangur Nagar, Beawar, Ajmer

(Rajasthan)

CORPORATE OFFICE 21, Strand Road, Kolkata

INDUSTRY Cement Manufacturing

CHAIRMAN B.G. Bangur

MANAGING DIRECTOR H.M. Bangur

EXECUTIVE DIRECTOR M.K. Singhi

The advent of globalization has brought marketing to the forefront of all the business

activities. Increased competition has resulted in a customer driven market with ever

rising consumer expectations. At SHREE, marketing is not merely identified

innovative measures to sell its products, but to proactively gauge their changing

needs and produce accordingly.

Indian cement industry clocked an impressive growth of 9.8% during FY 07-08. As

against it , SHREE registered a growth of 31% in sales volume. Net sales value

showed rise of 51%.

Market share

Shree’s strategy of quality advertising combined with active field marketing helped it

increase its market share in north India. Company maintained its leadership position

in the key market of Rajasthan, Delhi & Haryana. Company increased its market

share in North India to 16.4% against 13.9% of last year.

Our focus on increasing marketing share in areas which are closer to their plants

offer them the advantage of low radius. The strategy benefited them in significantly

increasing their market share in the nearer markets of Rajasthan and Haryana.

Going forward they aim to further consolidate and increase our presence to attain the

leadership mantle in the entire North Indian market.

Rich dividends from Multiple Brands Strategy

25

Shree’ s strategy of multiple competing brands paid rich dividends in term of

achieving deeper market penetration, distinct customer segment, improved brand

equity and overall increase market share in North India. Shree was able to acquire

newer market and extend its domination to the existing market. Increased growth

indicates Shree’ s superior preparedness to tap the emerging business opportunity.

Strengthening Distribution Network

Company has been marketing significant investment in strengthening marketing

expertise and creating execution excellence to enhance customer servicing. Multiple

brand strategy adopted by the company build a large network of dealers & retailers

and other marketing infrastructure. Total number of dealers and retailers stood at

4275 & 12157 respectively.

The sales force was suitably assisted by quality advertising and sales promotions

activities. TV commercials, hoardings as well as print media were used to create and

brand awareness. Total advertising spending was increased by 29%.Company’s

multiple efforts towards marketing excellence have resulted in the trade sales

increase from 35.72 lac tons to 41.13lac tons- an increase of 15% over the previous

year.

Institutional sales

The institutional sales segment witnessed increased demand due to heightened

activities in infrastuctureand commercial real estate such as multiplexes, malls, IT

office space etc. Considering the high demand potential of this segment, they

stepped up their efforts to increase sales, to institutional customer. The results were

encouraging as the institutional sales witnessed a massive 76% rise during the year.

They were able to acquire quality conscious and prestigious customer.

26

Customer satisfaction,

a business term, is a measure of how products and services supplied by a company

meet or surpass customer expectation. It is seen as a key performance indicator

within business and is part of the four of a Balanced Scorecard.

In a competitive marketplace where businesses compete for customers, customer

satisfaction is seen as a key differentiator and increasingly has become a key

element of business strategy.[1]

However, the importance of customer satisfaction diminishes when a firm has

increased bargaining power. For example, cell phone plan providers, such as AT&T

and Verizon, participate in an industry that is an oligopoly, where only a few

suppliers of a certain product or service exist. As such, many cell phone plan

contracts have a lot of fine print with provisions that they would never get away if

there were, say, a hundred cell phone plan providers, because customer satisfaction

would be way too low, and customers would easily have the option of leaving for a

better contract offer.

There is a substantial body of empirical literature that establishes the benefits of

customer satisfaction for firms.

Measuring customer satisfaction

Organizations need to retain existing customers while targeting non-customers. [2]

Measuring customer satisfaction provides an indication of how successful the

organization is at providing products and/or services to the marketplace.

Customer satisfaction is an abstract concept and the actual manifestation of the

state of satisfaction will vary from person to person and product/service to

product/service. The state of satisfaction depends on a number of both psychological

and physical variables which correlate with satisfaction behaviors such as return and

27

recommend rate. The level of satisfaction can also vary depending on other factors

the customer, such as other products against which the customer can compare the

organization's products.

Work done by Parasuraman, Zeithaml and Berry (Leonard L)[3] between 1985 and

1988 delivered SERVQUAL which provides the basis for the measurement of

customer satisfaction with a service by using the gap between the customer's

expectation of performance and their perceived experience of performance. This

provides the researcher with a satisfaction "gap" which is semi-quantitative in nature.

Cronin and Taylor extended the disconfirmation theory by combining the "gap"

described by Parasuraman, Zeithaml and Berry as two different measures

(perception and expectation) into a single measurement of performance relative to

expectation.

The usual measures of customer satisfaction involve a survey[4] with a set of

statements using a Likert Technique or scale. The customer is asked to evaluate

each statement in terms of their perception and expectation of performance of the

service being measured.

Methodologies

American Customer Satisfaction Index (ACSI) is a scientific standard of customer

satisfaction. Academic research has shown that the national ACSI score is a strong

predictor of Gross Domestic Product (GDP) growth, and an even stronger predictor

of Personal Consumption Expenditure (PCE) growth. On the microeconomic level,

research has shown that ACSI data predicts stock market performance, both for

market indices and for individually traded companies. Increasing ACSI scores has

been shown to predict loyalty, word-of-mouth recommendations, and purchase

behavior. The ACSI measures customer satisfaction annually for more than 200

companies in 43 industries and 10 economic sectors. In addition to quarterly reports,

the ACSI methodology can be applied to private sector companies and government

agencies in order to improve loyalty and purchase intent. Two companies have been

licensed to apply the methodology of the ACSI for both the private and public sector:

CFI Group, Inc. applies the methodology of the ACSI offline, and Foresee Results 28

applies the ACSI to websites and other online initiatives. ASCI scores have also

been calculated by independent researchers, for example, for the mobile phones

sector,[5] higher education,[6] and electronic mail.[7]

The Kano model is a theory of product development and customer satisfaction

developed in the 1980s by Professor Noriaki Kano that classifies customer

preferences into five categories: Attractive, One-Dimensional, Must-Be, Indifferent,

Reverse. The Kano model offers some insight into the product attributes which are

perceived to be important to customers. Kano also produced a methodology for

mapping consumer responses to questionnaires onto his model.

SERVQUAL or RATER is a service-quality framework that has been incorporated

into customer-satisfaction surveys (e.g., the revised Norwegian Customer

Satisfaction Barometer[8]) to indicate the gap between customer expectations and

experience.

J.D. Power and Associates provides another measure of customer satisfaction,

known for its top-box approach and automotive industry rankings. J.D. Power and

Associates' marketing research consists primarily of consumer surveys and is

publicly known for the value of its product awards.

Other research and consulting firms have customer satisfaction solutions as well.

These include A.T. Kearney's Customer Satisfaction Audit process,[9] which

incorporates the Stages of Excellence framework and which helps define a

company’s status against eight critically identified dimensions.

For Business to Business (B2B) surveys there is the InfoQuest box[1]. This has been

used internationally since 1989 on more than 110,000 surveys (Nov '09) with an

average response rate of 72.74%. The box is targeted at "the most important"

customers and avoids the need for a blanket survey.

Methodologies

American Customer Satisfaction Index (ACSI) is a scientific standard of customer

satisfaction. Academic research has shown that the national ACSI score is a strong 29

predictor of Gross Domestic Product (GDP) growth, and an even stronger predictor

of Personal Consumption Expenditure (PCE) growth. On the microeconomic level,

research has shown that ACSI data predicts stock market performance, both for

market indices and for individually traded companies. Increasing ACSI scores has

been shown to predict loyalty, word-of-mouth recommendations, and purchase

behavior. The ACSI measures customer satisfaction annually for more than 200

companies in 43 industries and 10 economic sectors. In addition to quarterly reports,

the ACSI methodology can be applied to private sector companies and government

agencies in order to improve loyalty and purchase intent. Two companies have been

licensed to apply the methodology of the ACSI for both the private and public sector:

CFI Group, Inc. applies the methodology of the ACSI offline, and Foresee Results

applies the ACSI to websites and other online initiatives. ASCI scores have also

been calculated by independent researchers, for example, for the mobile phones

sector,[5] higher education,[6] and electronic mail.[7]

The Kano model is a theory of product development and customer satisfaction

developed in the 1980s by Professor Noriaki Kano that classifies customer

preferences into five categories: Attractive, One-Dimensional, Must-Be, Indifferent,

Reverse. The Kano model offers some insight into the product attributes which are

perceived to be important to customers. Kano also produced a methodology for

mapping consumer responses to questionnaires onto his model.

SERVQUAL or RATER is a service-quality framework that has been incorporated

into customer-satisfaction surveys (e.g., the revised Norwegian Customer

Satisfaction Barometer[8]) to indicate the gap between customer expectations and

experience.

J.D. Power and Associates provides another measure of customer satisfaction,

known for its top-box approach and automotive industry rankings. J.D. Power and

Associates' marketing research consists primarily of consumer surveys and is

publicly known for the value of its product awards.

Other research and consulting firms have customer satisfaction solutions as well.

These include A.T. Kearney's Customer Satisfaction Audit process,[9] which 30

incorporates the Stages of Excellence framework and which helps define a

company’s status against eight critically identified dimensions.

For Business to Business (B2B) surveys there is the InfoQuest box[1]. This has been

used internationally since 1989 on more than 110,000 surveys (Nov '09) with an

average response rate of 72.74%. The box is targeted at "the most important"

customers and avoids the need for a blanket survey

Empowering PeopleAt SHREE they consider their people as their greatest assets. They drive growth and

achieve long term sustainability of their business. Their culture fosters differential

thinking, empowering people by investing in their professional growth. The company

strives to be recognize as the best place for the best people to do the best work.

Promoting Progress

SHREE cement was awarded the best employer award for 2007 by the employer’s

association of Rajasthan. Shree prides itself in promoting progress by creating and

maintaining a work environment which is conducive to both professional and

personal growth. The exceptional performance of people manifest itself in the overall

performance of the company and growing outlay for human resources.

Training & DevelopmentSHREE’s HR policies are directed towards enhancing knowledge, experience & skill

of its people and retain a skilled workforce. Various multi skills training programs are

arranged to acquire cross-functional expertise. These are put to use through job

enlargement and increase responsibilities. It leads to an all round development of the

employees, such programmes benefit the company through cost reduction, improved

processes and overall enhanced productivity. Employees also gains through

knowledge enrichment and career progression.

Talent Management31

SHREE believes the right mix of talent is the key to rip the benefit and avail of the

business opportunities presented by current pace of globalization. SHREE has an

excellent combination of professional competencies in its workforce be in managerial

and technical.

Encouraging Innovation

At SHREE, spirit of innovation permeats through every rung of employees. Company

encourages original thoughts which translates into action that yield benefit. A unique

scheme “JO SOCHE WO PAVE” has been running for past many years to

encourage the employees to suggest innovative ideas towards cost reduction,

process improvement, energy & environment conservation. Good ideas are

recognized and rewarded at company gathering.

PEOPLE

• Jo soche woh paave • Creating   leaders at every level • Recognition and reward scheme• Nomination to vishwakarma rashtriya puraskar• Multiskill development training programme• Ascent programme • The company’s people achievements

Jo soche woh paave

Shree has invested wisely in its people assets over the last few years to sustain a

culture of excellence through the following initiatives:

The company incentivised ownership through the ‘Jo soche woh paave’ scheme.

32

The company trained and multi-skilled so that members could deepen and

extend their competencies across the house keeping, maintenance, risk

management, team building and environment, health and safety functions.

CREATING LEADERS AT EVERY LEVEL

 Shree Cement emphasises that creating leaders not just at the organisational apex

but at every level results in strong sense of emotional ownership. Thus the

employees are delegated with responsibility and authority to adopt one Electric

motor and related equipment for keeping watch and care resulting in energy

conservation, thus generating multiple CEO's in the Energy Management System.

RECOGNITION AND REWARD SCHEME

The management believes in the self-actualisation of its employees by injecting the

concept of Human resource Development in all its policies and strategies. By

recognition and reward the employees are motivated to give their best in the

interests of the organization in particular and for the society in general. So many

schemes of recognition and rewards are given to boost the morale and motivate the

employees.

According to Managing Director of the company, morale management is considered

to be more challenging than material management. According to him it is important

to keep walking around and congratulating the teams for their small victories. Efforts

and their success stories are disclosed to all in special functions so that other

employees may take inspiration from them. Employees are rewarded for doing

exemplary work in the field of reducing/ eliminating breakdown, in-house

development, better house keeping, and reduction in raw material, fuel, power and

wastage. Cash awards and Certificates of honour have been given in a function.

For example a scrapper chain of reclaimer II is to be replaced which takes 80 hours.

The team completed this task in minimum possible time with the result that the

33

reclaimer was put into operation in just 36.5 hours. The team was rewarded with a

cash amount of Rs. 11,000/- and certificate of honour.

MULTISKILL DEVELOPMENT TRAINING PROGRAMME

In 2001-02, the company started the concept of multi skilling to optimise manpower,

enhance skill sets and to facilitate cross-functional development. Unlike other

organisations who introduce multi-skilling for high fliers, the company started this

concept first for its workers.

Reason: The company faced a problem of surplus workers. Other organizations

would have resorted to retrenching and laying off, but this is not Shree's philosophy.

Shree optimally utilized its surplus strength by developing worker skills in other

technical process. This helped the company build in a redundancy factor wherein at

any given point there was always a skilled set of people for any function. The

company reduced overtime through efficient manpower utilisation, organised smooth

functioning of the production cycle, increased job security leading to a greater sense

of belonging and strengthened industrial relations. As a result the company did not

lose a single day's work due to strikes or lockouts.Employees were deputed for

ADVERTISING

Need for Advertising:-

Cement has evolved into a highly commoditized product category. Due to

competitive pricing within the industry, there was not much differentiation among the

various brands on offer.

People too did not pay much attention to this product unless there was a need felt.

Hence people who were currently making their houses or were soon to embark on

such a project became the target market.

Because of the product being commoditized, there was a need for differentiation for

which there were some changes made to the product.

34

Shree Cement Ltd was not advertising its products for the past few years but looking

at the competitive market and opportunities ahead it introduced a new ad campaign

which was targeted to differentiate its products from other cement brands. It

introduced an ad campaign showing the anti rusting capability of the Red Oxide

Cement of the company. But still the presence of the company has not been as

intense as other brands have like Ambuja and Grasim etc

3. RESEARCH METHODOLOGY

3.1. Title of the Study: “Market Analysis and Customer Satisfaction”

3.2. Duration of the Project: During the Summer internship programmed with Shree Cement Ltd, from 1st JUNE

TO 15th JULY 2011.

3.3. Objective of Study:

The study basically across attention towards the market share of the Shree Cement

and factor responsible for measuring the satisfaction level of the retailers such as:

1. Impact of scheme offered by the company.

2. To know the effectiveness of the Shree cement Product.

3. Profit margin for the retailer associated with cement as compare to the other

brand products.

4. To know the pricing strategy of the Shree cement as compare to the

competitors.

5. Consumption level of shree cement as compare to the other products.

6. To know the level of the quality associated with the shree cement.

3.4. Type of Research: The project guide ask me to analyze the

Comparative position of Shree red oxide cement in western Rajasthan. He

suggested to visit to Retailers to know the market demand and awareness of the

quality toward the cement as compare to the other product such as Binani, JK

35

Lakshmi etc. The first two weeks of training, visited the different places like Retailers,

Dealers, Complex, Mall and ICH (individual construction house) and knows the views

of the contractor, builders and individuals house owner toward our product.

During initial period of training visited 135 places:

Number of Retailers : 135

This show the rapid growth in construction at Jodhpur and huge market scope for the

cement.

Finally, Project guide (Shri Gopal Tripathi) ask me do survey on “COMPARAIVE RESEARCH” OF SHREE ULTRA RED OXIDE CEMENT WHIT OTHER BRANDS AMONG RETAILAIRS. 3.4.1. DATA SOURCE

Research included gathering both Primary and Secondary data. Primary data

is the first hand data, which are selected a fresh and thus happen to be original in

character. Primary Data was crucial to know various retailers views about cement

and to calculate the choice of this brand in regards to other brands.

Secondary data are those which has been collected by some one else and

which already have been passed through statistical process. Secondary data has

been taken from internet, newspaper, magazines and companies web sites.

3.5. Sample Size: Number of Retailers and dealer : 135

3.6 Limitation of Study 1. Research work was carried out in one Distt of Rajasthan (JODHPUR) only the

finding may not be applicable to the other parts of the country because of social

and cultural differences.

2. The sample was collected using connivance-sampling techniques. As such result

may not give an exact representation of the population.

3. Shortage of time is also reason for incomprehensiveness.

36

4. The views of the people are biased therefore it doesn’t reflect true picture.

4. Facts and Finding

From the present study which is based on survey the following facts are come out,

there is some factors which influence sale of two wheeler.

4.1. Factors Influence Sale of cement: Features:

Price:

Availability:

Quality:

4.2. Findings: Surprising result are that 90% builder and contractor are aware of our product and

Builder are impressed with its quality, finishing, and Strength. But 75 % builder and

contractor decision are based on their contractor and retailer suggestions.

BINANI IS TOP SELLING BRAND IN JHALAMAND ARES

Reasons

- Cement readily available in different area

- Brand Name, Value

- Dark Color, Setting time less

- Customer demand due to good advertising

Shree IS TOP SELLING BRAND IN SURSAGAR ARES

Reasons :- Contractor Choice

- Customer Preference

- Cement readily available in different area37

- Brand Name, Value

- Dark Color, Setting time less

- Customer demand due to good advertising

BINANI And JK LAKSHMI IS TOP SELLING BRAND IN LALSAGAR ARES

Reasons

- Contractor Choice

- Customer Preference

- Cement readily available in different area

- Brand Name, Value

- Dark Color, Setting time less

- Customer demand due to good advertising

Banana Is Top Selling Brand IN Mahogany Badin / Kudu Housing Board Areas

Reasons :

- Cement readily available in different area

- Brand Name, Value

- Dark Color, Setting time less

- Customer demand due to good advertising

-

JK LAKSHMI, SHREE IS TOP SELLING BRAND IN RATANADA ARES

Reasons

- Contractor Choice

- Customer Preference

- Cement readily available in different area

- Brand Name, Value

- Dark Color, Setting time less

38

- Customer demand due to good advertising

Bangur Is Top Selling Brand IN Chopasni Housing Board Areas

Reasons:

- Contractor Choice

- Customer Preference

- Cement readily available in different area

- Brand Name, Value

- Dark Color, Setting time less

- Customer demand due to good advertising

Binani Is Top Selling Brand in Jodhpur.

Reasons:-- Cement readily available in different area, Contractor Choice

- Brand Name, Value, Customer Preference

- Dark Color, Setting time less

- Customer demand due to good advertising

39

5. Analysis and InterpretationAnalysis and Interpretation work is very important work of any research study. For

the present study we have done a survey of 135 Retailer in Jodhpur Region

(Rajasthan). The main objective of the study is Comparative Analysis of Shree Ultra

Red Oxide Cement with other Brands in Jodhpur Region. For this purpose some

question are asked to retailer about the brands of cement in which they are dealing.

The question wise analysis is given below with diagrammatic presentation.

Q.1. which brands are available in your retail store?

Comparative Research in Quantity

40

Q.2. How much quantity is sold by you of different brands ?

Comparative Research on Price

41

Q.3. What is the Price of different Brands ?

Comparative Research on QualityQ.4. Which brand product is most preferred by you in terms of quality ?

42

Comparative Research on Marketing Strategies

43

Q.5. Which brand have most effective marketing strategies ?

Comparative Research on Schemes

44

Q.6. Which of the following offer given by company satisfy you most ?

Comparative Research on Customers Preference

45

Q.7. Which of the following is mostly considered by customers while buying cement ?

46

6. SWOT Analysis

SWOT ANALYSIS FOR SHREE CEMENT LTD

STRENGTHS Focused strategy

Lowest cost producer of cement in north India

A secure source of raw materials

High penetration in government projects

Largest single plant capacity in India

Shree power plant, which is producing electricity enough for RAS plant

WEAKNESS Less dealer incentives as compared to its competitors

Color of the cement has not been perceived greatly, green color was most

preferred

Poor advertising and brand promotion

OPPORTUNITIES Real Estate demand improvement will lead to increased demand

International expansion

Reduction in custom duties

Government’s thrust on infrastructure and tax incentives on housing loans

THREATS Mostly concentrated in the northern region

Increased competition from domestic as well as international players

Chances of decrease in demand because of slowdown in the economy

Supply demand mismatch may decrease the profits of the company

47

7. Conclusion

- Binani Cement is available in most of the retail store.

- Binani is the top selling brand in jodhpur region.

- Shree Ultra Red Oxide Cement Stands at Sixth position in

Retail Market.

- Price of Shree Ultra Red Oxide cement is Low as compared

to other brands.

- Retailers mostly prefer the Bonus schemes.

- Customers mostly prefer the brand which is suggested to them

by retailers.

48

8 Recommendation and Suggestions

-Company should increase number retailers in Jodhpur Region

-Company should pay more attention toward marketing strategies.

-Company should pay attention towards retail market.

-Company should provide effective bonus scheme.

-Company should increase the quality.

49

9. APPENDIX

QUESTIONNAIRE (RETAILERS)Measuring satisfaction level of Retailers with Shree Cement brand via-a-via other brandsWe would like to know your views about Shree Cement Product, could you help us by answering these few questions.

PERSONAL INFORMATION

Ques1. Which of the following type of brand available in your retail

store?

Branded Product

Shree Cement ( )

Abuja ( )

Ban gaur ( )

JK Larksome ( )

Ultrachic ( )

Binani ( )

Tuff Cemento ( )

JK Nimbahera ( )

Non-Branded Product

_________________________________________________________

__

50

Quos 2. How much quantity is sold by you of different brands ?

Brand Name Quantity W/s Price Retail Price1.

2.

3.

4.Ques3. What is the Price of different Brands ?

Ques4. Which brand product is most preferred by you in terms of quality?

Ques5. Which brand have most effective marketing strategies?

Ques6. Which of the following offer given by company satisfy you most ?

Bonus

Gift

Special offer

International tour

51

Ques7. Which of the following is mostly considered by customers while buying

cement?

Quality

Price

Advertising

Retailer suggestion

Contactor Choice

Availability

Place:

Date:

(Signature)

52

- DATA SHEETS OF RESEARCH STUDY

DATA SHEET - JHALAMAND

LOCATION – JHALAMAND

Figure in Metric Tons

Data as per survey of 8 different area in Jhalamand

Brands I II III IV V VI VII VIII M/Ton Avg.W/s Price

Avg.R/ Price

Binani 800 - 100 - 50 20 35 - 1005 220-225 223-

230

JK Lakshmi 800 - 100 11 - 50 - - 961 225-230 231-

234

Birla 600 - 100 - - - - - 700 220-224 225-

230

Ultra - 40 - - - - 35 - 75 225-230 230-

234

Ambuja - - 100 - - 15 - - 115 226-230 231-

234

Bangaur - - - 11 50 10 50 150 271 218-222 225-

228

Tuff

Cemento

- - - 15 50 - - - 65 217-221 224-

228

53

DATA SHEET - SURSAGAR

LOCATION – SURSAGAR

Figure in Metric Tons

Data as per survey of 3 different area in Susana

Brands I II III M/Ton Avg.W/s Price Avg.R/ Price

Banana 25 30 15 70 220-225 223-230

Shree - - 94 94 217-221 225-228

Ambuja - 30 30 60 226-230 231-234

Bangaur - 72 - 72 218-222 225-228

Tuff Cemento 35 10 - 45 217-221 224-228

54

DATA SHEET - LALSAGAR

LOCATION – LAL SAGAR Figure in Metric Tons

Data as per survey of 8 different area in LAL SAGAR

Brands I II III IV V VI VII VIII M/Ton Avg.W/s Price

Avg.R/ Price

Binani 25 75 100 50 - 30 75 15 370 200-203 200-

207

JK Lakshmi - - - 50 20 30 25 225 350 200-205 205-

210

Birla - - - - - - - 215 215 200-205 205-

207

Ambuja - - 90 50 - 50 - - 190 200-207 205-

210

Tuff Cemento - - - 60 50 30 - - 140 200-205 205-

210

55

DATA SHEET – MADHUBAN BASNI / KUDI HOUSING BOARD

LOCATION – MADHUBAN BASNI / KUDI HOUSING BOARD Figure in Metric Tons

Data as per survey of 8 different area in Madhuban Badni / Kudi Housing Board

Brands I II III IV V VI VII VIII M/Ton Avg.W/s Price

Avg.R/ Price

Binani 35 10 35 15 40 35 30 200 200-203 200-207

JK Lakshmi 10 15 20 10 40 10 10 115 200-205 205-210

Birla 30 15 45 200-205 205-207

Bangur 10 10 200-204 205-207

Ambuja 20 10 140 10 180 200-207 205-210

Shree 10 95 15 10 130 200-205 205-210

Tuff Cemento 50 70 20 140 200-205 205-210

Ultra 15 10 15 70 110Chetak 50 75 125

Kamdhenu 10 5 15

DATA SHEET - RATANADA

56

LOCATION – RATANADA Figure in Metric Tons

Data as per survey of 3 different area in RATANADA

Brands I II III M/Ton Avg.W/s Price Avg.R/ Price

Binani 25 25 50 200-203 200-207

JK Lakshmi 25 25 200-205 205-210

Birla 25 25 200-205 205-207

Shree 50 50 200-205 205-210

57

DATA SHEET – CHOPASNI HOUSING BOARD

LOCATION – CHOPASNI HOUSING BOARD Figure in Metric Tons

Data as per survey of 5 different area in Chopasni Housing Board

Brands I II III IV V M/Ton Avg.W/s Price Avg.R/ Price

Binani 50 40 40 130 200-203 200-207

JK Lakshmi 51 300 351 200-205 205-210

Bangur 600 50 45 695 200-204 205-207

Ambuja 100 40 140 200-207 205-210

Ultra 25 60 60 25 170 200-207 205-210

58

OVER ALL DATA SHEET

Figure in Metric Tons

Brands M/Ton Avg.W/s Price

Avg.R/ Price

Binani 1005 70 370 200 50 130 1825 200-203 200-207

JK

Lakshmi

961 - 350 115 25 351 1802 200-205 205-210

Birla 700 - 215 45 25 - 985 200-205 205-207

Bangaur 75 72 - 10 - 695 852 200-204 205-207

Ambuja 115 60 190 180 - 140 675 200-207 205-210

Shree 271 94 95 35 50 - 545 200-205 205-210

Tuff

Cemento

65 45 140 140 - 390 200-205 205-210

Ultra - - 110 - 170 280 200-205 205-210

Chetek - - 125 - 125 200-205 205-210

Kamdhenu - - - 15 - - 15 200-205 205-210

59

SUR

SAG

AR

JHA

LA

MA

ND

LA

L SAG

AR

MA

DH

UB

AN

RATA

NA

DA

CH

OPA

SNI

10. BIBLIOGRAPHY

BOOKS: . G- Krishna swami, Principle & practice of life insurance, 2009, First edition

2. Neelam C Gulati, Principle of insurance management, 2007, First

edition

Kothari C R second revised edition(2008)

Levin Richard L and Rubin David S (1997) Statistics for Management.

Seventh edition.

George Rosen Some Aspects of Industrial Finance in India

(Asia publishing House, 1962)

Berman, Berry and Joel r Evans (Oct- 1997) Retail Management: A

strategic approach 8th edition Englewood cliffs NJ printcehall

Country analysis 1997 “ A framework to identify and evaluate the

national business environment”

WEBSTIES

o HYPERLINK "http://www.tatamoters.co.in" http://www.tatamoters.co.in

o HYPERLINK "http://www.maruti.co.in." http://www.maruti.co.in.   

o HYPERLINK "http://www.google.com/" \t "_blank"

http://www.google.com/

o HYPERLINK"http://www.valueresearch.com/"\t"_blank"

MAGAZINES

Business world

Auto Expo

60