A

Project Report
On
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 byPreeti Tyagi

B.B.A- 1st Year

Submitted toCMJ University

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

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

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?

TABLE OF CONTENTS

S. No.

Particulars

Pg. No.

1.

Introduction to the Industry

6-23

2.
3.

Introduction to the Organization

24-34

Research Methodology

35-36

3.1 Objective of Study

3.2 Type of Research
3.3 Sample Size & method of selecting
sample
3.4 Scope of Study

4.
5.
6.
7.
8.
9.
10.

3.5 Limitation of Study

Facts and Findings

37-39

Analysis and Interpretation

40-46

SWOT

47

Conclusion

48

Recommendations & Suggestion

49

Appendix

50-59

Bibliography

60

1. INTRODUCTION OF THE INDUSTRY

The 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. Indias 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.

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

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 DelhiAhmedabad 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.
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.

Success Driver
PEOPLE AS PROGRESS DRIVERS
Shree believes that what is present in the minds of people is more valuable than the
assets on the shop floor. All the companys initiatives are directed to leverage the
value of this growing asset.
TEAMWORK
Shree 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 VALUE
Shree 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 ENVIRONMENT
Shrees community concern extends from direct assistance to safe and dependable
operations for its members and the environment.

10

Markets classification
Markets

States

Primary

Rajasthan

Secondary
Tertiary

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

Uttaranchal
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, Shrees 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, Shrees products moved
quicker off retail shelves: every 0.65 seconds in 2001-02 and every 0.58
seconds in 2002-03. As the companys primary customers - dealers accelerated the rotation of their working capital, they maximized their return
on capital, ensuring brand loyalty.

Shree accelerated footholds through a stronger Rs 3 cr advertising campaign

for its Red Oxide brand in the regional print and electronic medium in 200203.

Shree educated its principal users - the masons and architects.

11

Marketing presence
Over the last three years, Shree considerably strengthened its marketing presence.
Since the company is based in Rajasthan, the state is the companys principal
market.
Rajasthan is Indias largest cement producing state and Shrees is the largest single
location plant in northern India. The companys 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 implementation
Network 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.
Progressive Management
Shree Cement supplemented its attractively low capital investment per tone
with one of the lowest manufacturing costs in the Indian cement industry.
12

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.

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 twowheelers - 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
13

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.
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.
14

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 - BIS specification Shree Ultra
43 Grade

Cement - 43
Grade

Fineness (m2 / kg)

225
Soundness
Le chatelier expansion Max 1.0

355
.084

(mm)
Auto-clave expansion

Max. 0.8

.075

(%)
Setting Time (Mins)
Initial
Final
Compressive Strength

Min. 30
Max. 600
-

115
176
-

(MPa)
15

3 days
7 days
28 day
TUFF Cemento 3556

Min 23
Min33
Min. 43
IS Specification

38
50
63.5
3556

Fineness

43 Grade
Min.330

406

Min.30

110

Min.600
Max. 10

175
1.0

Max. 0.800
Min.16

0.068
39

Min.22

49

Specific Surface (m2 /

kg)
Setting
Time(Minutes.)
(a)Intial
(b)final
Soundness Test
(a)Le-Chatelier
Method (mm)
(a)AutoClave(%)
Compressive
Strength (MPa)
(a)3 days(Min.)
(b)7 days(Min.)

Shree Ultra Cement 53

BIS

Shree Ultra

Grade

Specification

Cement 53-

53 Grade
225

Grade
385

Max. 10

1.0

Fineness (m / kg)
Soundness
Le chatelier expansion

(mm)
Auto-clave expansion (%) Max. 0.8
Setting Time (Mins)
Initial
Min. 30
Final
Max. 600
Compressive Strength
(MPa)
3 days
7 days
28 days

27
37
53
16

0.606
111
166

41.3
54.7
67.6

INDUSTRY CURRENT SCENARIO

SECTOR OUTLOOK
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.

17

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
Fig 1: Limestone
ground. The chemical analysis is again checked to ensure excellent
qualityExtraction
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.

Fig 3: Kiln

FUELS
The heat required to produce temperatures of 1,800C 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.

BURNING
18

The 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 800C.
At this temperature, the meal dehydrates and partially decarbonizes. The meal then
enters a sloping rotary kiln, which is heated by a 1,800C flame, which completes the
burning process of the meal. The meal is heated to a temperature of at least
1,450C. 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 .
Fig 3: Central Control Room

COOLER UNITS
The clinker discharging from the kiln is cooled by air to a temperature of 70C 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.

Fig 4: Cement Plant

FILTERS
Dedicated 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.

CONSTITUENTS
Different types of cement are produced by mixing and weighing proportionally the
following constituents:

Clinker

Gypsum

Limestone addition

Blast Furnace Sla

19

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.

CEMENT

GREY

PORTLAND POZZOLONA

WHITE
ORDINARY PORTLAND

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.

MAJOR PLAYERS IN CEMENT INDUSTRY:

SHREE CEMENT LTD
20

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 GACLs 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 companys well established brands. It is planning to expand the
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

21

The Aditya Birla Group is the worlds 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 Indias largest white cement producer
with a capacity of 4 lakh tonnes. It has one of the worlds 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 CEMENT
A fierce competition with a 2.2 MTPA plant is located at Binanigram, Pindwara, and a
village in Sirobi in the state of Rajasthan. Its a tough nut player which is outside
CMA (Cement Manufacturers 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.

22

2. INTRODUCTION OF THE ORGANIZATION

COMPANY PROFILE
COMPANY
INCORPORATION YEAR
REGISTERED OFFICE
CORPORATE OFFICE
INDUSTRY
CHAIRMAN
MANAGING DIRECTOR
EXECUTIVE DIRECTOR

Shree Cement Ltd.

1979
Bangur
Nagar,

Beawar,

Ajmer

(Rajasthan)
21, Strand Road, Kolkata
Cement Manufacturing
B.G. Bangur
H.M. Bangur
M.K. Singhi

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 1 st
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).
23

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
Shrees 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

Shree s strategy of multiple competing brands paid rich dividends in term of
achieving deeper market penetration, distinct customer segment, improved brand
24

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%.Companys
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.

25

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
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.
26

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
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]
27

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
companys 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
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
28

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
incorporates the Stages of Excellence framework and which helps define a
companys status against eight critically identified dimensions.

29

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 People
At 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 employers
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 & Development

SHREEs 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 Management
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
30

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 companys 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.

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.
31

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
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.

32

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.
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
33

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 1 st 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
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
34

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.
4. The views of the people are biased therefore it doesnt reflect true picture.

35

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 area

Brand Name, Value

Dark Color, Setting time less

Customer demand due to good advertising

36

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

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

37

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

38

5. Analysis and Interpretation

Analysis 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

Q.2. How much quantity is sold by you of different brands ?
39

2000
1800
1600
1400
1200
1000
800
600
400
200
0

Binani
JK Laxshmi
Birla
Bangur
Ambuja
Shree
Tuff Cemento
Ultra Tech
Chetak
M/Ton

Comparative Research on Price

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

40

Comparative Research on Quality

Q.4. Which brand product is most preferred by you in terms of quality ?

41

70
Binani
JK laxmi
Birla
Ultratech
Ambuja
Bangur
Shree Ultra
Tuff cemento
JK Nimbahera

60
50
40
30
20
10
0

Comparative Research on Marketing Strategies

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

42

Comparative Research on Schemes

43

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

most ?

Comparative Research on Customers Preference

44

Q.7. Which of the following is mostly considered by customers

while buying cement ?

70%

Quality

60%

Price

50%

Advertisment

40%

Retailers
Suggestion
Contractors
Choice
Availability

30%
20%
10%
0%

45

1 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
Governments 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

2
3
4

7. Conclusion

Binani Cement is available in most of the retail store.

46

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.

8 Recommendation and Suggestions

-Company should increase number retailers in Jodhpur Region
47

-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.

9. APPENDIX
QUESTIONNAIRE (RETAILERS)
48

Measuring satisfaction level of Retailers with Shree Cement brand

via-a-via other brands
We 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

Binani

Tuff Cemento

JK Nimbahera

Abuja

Ban gaur

)
(

JK Larksome
Ultrachic

Non-Branded Product
_________________________________________________________
__

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

Brand Name

Quantity

Price
49

W/s Price

Retail

1.
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

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

cement?
Quality
Price
Advertising
50

Retailer suggestion
Contactor Choice
Availability
Place:
Date:
(Signature)

51

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

Binani

II

800 -

III

IV

100 -

50

VI

VII

20 35

VIII

M/Ton

1005

Avg.W/s

Avg.

Price

R/

220-225

Price
223-

JK Lakshmi

800 -

100 11 -

50 -

961

225-230

230
231-

Birla

600 -

100 -

700

220-224

234
225-

Ultra

35

75

225-230

230
230-

226-230

234
231-

Ambuja

40 -

100 -

15 -

115

Bangaur

11 50

10 50

150

271

218-222

234
225-

Tuff

15 50

65

217-221

228
224-

Cemento

228

DATA SHEET - SURSAGAR

52

LOCATION SURSAGAR

Figure in Metric Tons

Data as per survey of 3 different area in Susana

Brands

Banana
Shree
Ambuja
Bangaur
Tuff Cemento

25
35

II
30
30
72
10

III
15
94
30
-

M/Ton
70
94
60
72
45

DATA SHEET - LALSAGAR

LOCATION LAL SAGAR

Figure in Metric Tons

53

Avg.W/s Price

Avg.

220-225
217-221
226-230
218-222
217-221

R/ Price
223-230
225-228
231-234
225-228
224-228

Data as per survey of 8 different area in LAL SAGAR

Brands

Binani

II

III

IV

25 75 100 50 -

VI

30

VII

75

VIII

15

M/Ton

370

Avg.W/s

Avg.

Price

R/

200-203

Price
200-

JK Lakshmi

50 20 30

25

225

350

200-205

207
205-

Birla

215

215

200-205

210
205-

200-207

207
205-

Ambuja

90

50 -

50

190

210
Tuff Cemento

60 50 30

140

200-205

205210

DATA SHEET MADHUBAN BASNI / KUDI HOUSING BOARD

LOCATION MADHUBAN BASNI / KUDI HOUSING BOARD

Figure in Metric Tons

54

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

Board

Brands
Binani
JK Lakshmi
Birla
Bangur
Ambuja
Shree
Tuff Cemento
Ultra
Chetak
Kamdhenu

II

III

IV

10

35 10
15

35
20

VI

VII

VIII

M/Ton

15 40 35
10 40 10
30

30
10
15

95

10
10

200
115
45
10
180
130
140
110
125
15

10
20

10
10

140
50

15

70

10

15
20

15
50

70
75
10

Avg.W/s

Avg.

Price
200-203
200-205
200-205
200-204
200-207
200-205
200-205

R/ Price
200-207
205-210
205-207
205-207
205-210
205-210
205-210

DATA SHEET - RATANADA

LOCATION RATANADA

Figure in Metric Tons

Data as per survey of 3 different area in RATANADA

Brands
Binani
JK Lakshmi

II
25
25

III
25

M/Ton
50
25
55

Avg.W/s Price

Avg.

200-203
200-205

R/ Price
200-207
205-210

Birla
Shree

25
50

25
50

56

200-205
200-205

205-207
205-210

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

Binani
JK Lakshmi
Bangur
Ambuja
Ultra

600

II

III

IV

50

40
51

40

60

60

50
100
25

M/Ton

Avg.W/s Price

Avg.

300
45
40
25

130
351
695
140
170

200-203
200-205
200-204
200-207
200-207

R/ Price
200-207
205-210
205-207
205-210
205-210

OVER ALL DATA SHEET

Figure in Metric Tons

57

MADHUBAN

RATANADA

CHOPASNI

1005 70
961 -

370
350

200
115

50
25

130
351

1825
1802

200-203
200-205

200-207
205-210

Lakshmi
Birla
Bangaur
Ambuja
Shree
Tuff

700
75
115
271
65

72
60
94
45

215
190
95
140

45
10
180
35
140

25
50

695
140
-

985
852
675
545
390

200-205
200-204
200-207
200-205
200-205

205-207
205-207
205-210
205-210
205-210

Cemento
Ultra
Chetek
Kamdhenu

170

110
125
15

280
125
15

200-205
200-205
200-205

205-210
205-210
205-210

SURSAGAR

LAL SAGAR

JHALAMAND

Binani
JK

Brands

M/Ton

Avg.

Avg.

W/s

R/ Price

Price

10. BIBLIOGRAPHY
BOOKS:

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

58

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

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

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