SHREE CEMENT LTD. SUMMER TRAINING PROJECT
PROJECT ON “DEVELOPING MARKETING STRATEGY FOR BANGUR CEMENT”
Submitted To: -
Submitted By :-
ACKNOWLEDGEMENT
Firs Firstt of all all I woul would d like like to than thank k my Inst Instit itut utee “....... “........... ........ ........ ........ ........ ....”, ”, ........ ............ ....... ... for giving giving me opportunity opportunity to do summer project in Shree Cement Ltd. Many people have influenced the shape & content of this project & many supported me through it. I express my sincere gratitude to Mr Anil Jhanwar (Sr. GM Marketing) for his invaluable guidance & support throughout the project. He has been an inspiration & role model for this topic. His guidance & active support has made it possible to complete the project. Special thanks to Mr Amit Kaushal, Sr. Manager (Pers & HR) HR) and and Mr. Mr. B.L B.L Shar Sharma ma,, AGM (log (logis isti tic) c) for for insp inspir irin ing g me throughout the project & providing me necessary information. Disc Discus ussi sion onss with with empl employ oyee eess of the the orga organi niza zati tion on were were fruitful & gave me a great help in my project. I would like to express my deepest and sincere gratitude towards all those who have helped me throughout the project. I would also like to thank my family for their constant support & encouragement throughout the project.
Lastly, I would like to thank my Almighty God for always helping
CONTENTS
1. EXECUTIVE SUMMARY 2. COMPANY PROFILE 3. PRODUCT PROFILE 4. SWOT ANALYSIS 5. EXTERNAL ANALYSIS (PESTEL) 6. INTERNAL ANALYSIS (VALUE CHAIN) 7. PORTER’S FIVE FORCES MODEL 8. PORTER’S THREE GENERIC STRATEGIES 9. ANSOFF MATRIX 10. SEGMENTATION, TARGETING &POSITIONING 11. 4 P’S (PRODUCT ,PRICE, PLACE& PROMOTION) 12. CONCLUSIONS 13. RECOMENDATIONS 14. BIBLIOGRAPHY
EXECUTIVE SUMMARY
This project consists of developing marketing strategy for Bangur Cement. This is one of the three brands of Shree cement company other two are Shree Ultra Red oxide &Tuff Cemento. These three brands have different marketing &distribution team. Positioning &marketing strategy of the three brands differ. For developing strategy first step is to assess ourselves through SWOT (Strength Weakness Opportunity & Threat) analysis. A lot of secondary research was done for it. First external analysis was done through PESTEL (Political Economical Social Technological Environmental & Legal). Then internal analysis was done with the help of value chain which helped us to find out that competitive advantage we have is the unique freight bidding system followed by the company. After assessing the situation where we are we developed vision, mission, goals & objectives for the company just to answer these questions that what business we are in? Where we want to go? We also did structural analysis through porter’s five force model to find out industry profitability. Then we applied three generic strategies to find out competitive advantage . We found out that we are following both cost leadership& differentiation strategy. Then, I applied Ansoff matrix which gave us option to follow market development strategy in which we will enter into new geographical markets & expand our distribution network.
With consultation of my senior colleagues we did segmentation, targeting & positioning for the company. Then we also decided marketing mix for this brand. I also conducted survey with dealers, retailers to find out their requirements &consumer preferences for brands of cement. I came to a conclusion that consumer mostly demanded Ambuja cement because of its brand identity. Customers had to be pushed or diverted to buy Bangur Cement. As positioning of Bangur suggest a premium brand , still local people don’t believe that quality is good .Hence, emphasis must be laid on quality improvement so that it becomes par with positioning.
AN INTROUCTION TO SHREE CEMENT LTD Its’ august privilege to welcome you to the Shree Cement Ltd an ISO 9001-2000(Quality Management),ISO 14001- 2004(Env Mgt),OHSAS 18001(Occupational Health & safety management) certified company endeavoring for SA-8000. The largest cement manufacturing plant at a single location in Northern India, under the flagship of Executive Chairman Shri B. G. Bangur & Managing Director, Shri H. M. Bangur. The company is aiming for 20 Million Ton Annual productions by the year 2015.
Location of Shree Cement Nestled amidst & astride the baroness of Aravalies in the close hustles of strings of rural remote hamlets in the proximity of village Bangur Nagar on Masuda Road, in central Rajasthan, satelliting the Beawar city at radius of 10 Kms. Its geographical continuity with holy shrine of Khwaja Moinudeen Chisti at Ajmer 60 Kms, 195 Kms from the Pink City i.e. Jaipur and approximately 155 Kms from the Sun City, Jodhpur and around 235 kms from the Venis of the east i.e. Udaipur.The nearest airport is Jaipur, however the Beawar subdivision is well connected through Rail and Road both, situated on National Highway No. 8. 4.5
42
45
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The powerful deity Sankat Mochan Hanuman Temple, a unique example Nagar and Basar Styles is one of the emerging tourist places in Rajasthan near and around, and an enchanting peace of architecture in the region. The company is managed by a core group of professionals under the visionary and adroit leadership of Executive Director Shri M.K.Singhi. Shree Cement limited is one of the most energy efficient plants in India and is a recipient of National Energy Conservation awards for consecutive five years by Ministry of Industry Government of India. It is also awarded by the prestigious bodies like NCCBM, NEEC, Bureau of Indian Standards, National Safety Awards, Jawahar Lal Nehru Memorial Awards etc and is endeavoring for many more such laurels through its professional excellence. The commercial Production of Unit I started in the Year 1985. The production augmented exponentially from the capacity of 0.6 MTPA in 1985 to around 4.8 million ton presently through Modification, capacity enhancement, continuous improvement and with the cooperation a professionally committed team of its employees also putting a few more units. The second Unit was set up with initial capacity of 1.2 MTPA in 1997 with an investment of Rs.300crores. A completely petcock based 45 (18+18+06+03) MW Thermal Power Plant was commissioned in the year 2003, and 54 (18*3) MW thermal Power Plant at Bangur City in RAS Distt.Pali.
HYPSOGRAPHICAL DEPICTION OF THE PRODUCTION
A Brief Overview Of The Unit Wise Production Is Follows: UNIT-1 at Beawar Distt: Ajmer
UNIT-2 at Beawar Distt: Ajmer
Incorporated in 1979. Put up in 1985. Cement Production (Expected) – 1.20 million tones
Put-up in 1997. Cement Production– 2.10 million tonnes
UNIT 3 at RAS Distt: Pali Incorporated in 2005 Cement Production – 1.50 million tones
UNIT - 4 at RAS Distt: Pali
UNIT – 5 & 6 at RAS Distt: Pali
Khuskheda Grinding Unit Distt: Alwar
Cement Production – 1.00 million tones Each
Cement Production – 1.70 million tones
Two grinding units at Kushkhera in Rajasthan,
Shree has achieved a world record by setting UNIT – 7 at Ras
Distt: Pali in just 367 days with a grinding facility at Suratgarh , in Rajasthan. Production with Efficiency: it has a track record of over 100% capacity utilization in the eighteenth year of its existence. Against the national industry average of 84%20-25% it hasSiO registered the highest 75-80% CaCO3 Al2 O3 + Fe2 O3 2+ record production of 3.02 MT with 116% of capacity utilization. Chalk, Lime Stone, marl Clay, Sand, Shale
Quarrying
Quarrying
Crushing
Crushing
UPCOMING PROJECTS Mixing The Company is also expanding the power generation capacity by Raw Grinding setting up 3nos. of Green Power Plant utilizing waste heat of Cement Plant with the capacity of 18 MW, 15 MW & 10 MW each and 2no. Of Captive Power Plant of 50 MW capacity at Ras with to Clinker an approx. investment ofBurning 595 Crores thus taking the total investment in new projects is over 1000 Crores. Additives EXPECTED
5-6 % Gypsum PROJECT NAME 1.50
MTPA
COMPLETION SuratgarhMar 10
grinding unit Cement Grinding Mar 10 1.0 MTPA Roorkee grinding unit Roller Press at RAS Roller Press at Beawar Roller Press at Khushkhera Cement
Jan 10 FEB 10 JULY 09
Packing & Transportation
CEMENT Cement manufacturing
Cement when mixed with water and allowed to set and harden can joint different components or members together to give a mechanically strong structure. First of all Joseph Aspdin patented his product as “PORTLAND CEMENT”. Cement is basically a mixture of grinded form of limestone, gypsum and metals such as iron etc . cement is basically prepared by the following two processes 1. Dry process (pyro- processing) 2. Wet process (hydro processing)
Dry process In dry process the main raw material limestone first of all crushed , then it is grounded to fine dust like material then it is blended with finely grinded iron and coal now this mixture is fed to kiln inside it the material is burnt at a temperature upto 1600deg C . At this much high temperature the material turns into molten forms which on cooling turns to solid lumps known as clinkers .These clinkers are now grinded with gypsum to prepare cement. In dry process kilns requires less fuel.
Wet process In wet process the raw material is same but in this process we also add water to the raw material to form the slurry of raw material. It is used less in comparision of dry process as the fuel requirements in wet process is more than dry process. Wet process is easiest to control and is better for moist raw materials.
Types of cement
Types of cement Application Ordinary General construction Portland cement (OPC) Portland slag General construction and marine works cement Portland General construction, hydraulic construction & pozollona marine cement(PPC) White Portland Architectural purposes, decorative work and in cement manufacturing of tiles Oil well cement Connecting the steel casing to the walls of gas oil wells at high temp and to seal porous formations in petroleum industry Low heat Where low heat of hydration is required as in mass Portland cement concrete for dams Super sulphated In a variety of aggressive conditions like marine cement works. Concrete sewers carrying industrial effluents High alumina Mainly as refractory cement and as structural
cement
material giving high early strength developments in cold regions
Raw material for cement Limestone (calcerous) and clay (argillaceous) are the convectional raw material basically used in the cement industry. Sometimes sandstone (siliceous), bauxite (aluminious) and iron ore(ferruginious) are used as corrective material to maintain desired composition for potential property of clinker.
Types of raw material It is known that raw meal feed for cement manufacture basically Consists of two components – 1). Calcium carbonate 2). Alumino silicates Due to depletion of cement grade limestone, it is necessary to go in, more and more, for byproducts and waste materials of chemical, metallurgical, coal and other industries as raw material for cement manufacture.
75-80% CaCO3
20-25% SiO 2+ Al2 O3 + Fe2 O3
Chalk, Lime Stone, marl
Clay, Sand, Shale
Quarrying
Quarrying
Flow Diagram of Cement Manufacturing Process Crushing
Crushing
Mixing
Raw Grinding
Burning to Clinker
Additives
5-6 % Gypsum
Cement Grinding
Cement
Packing & Transportation
QUALITY CHARACTERSTICS OF CEMENT The broad quality parameters of cement relate to chemical and physical properties as per IS codes are as mentioned below:
Chemical Properties •
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loss of ignition [LOI] insoluble residue [IR] sulphur trioxide [SO3] magnesium oxide [MgO] total chloride [Cl] lime saturation factor [LSF] alumina modulus [AM]
Physical properties •
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Fineness Consistency Setting time – initial and final Soundness Compressive strengths (3 days, 7 days, 28 days ) Heat of hydration
Gradation of cement The grade of cement is decided on the basis of the pressure required to break the settled cement : OPC
a. 33 grade : 330 M Pa b. 43 grade : 430 Mpa c. 53 grade : 530 Mpa In Shree both OPC & PPC cement is manufactured. OPC is now less in demand its production has gone down from 80% to 40% . PPC is even encouraged by the government as it consists of 15 – 35 % fly ash by weight which is a waste product of thermal power plant.
BRANDS OF SHREE CEMENT
AWARDS (07-08) 2007-08 Best Employer Award for Rajasthan for the year 2007 2007-08 Golden Peacock Award for Excellence in Corporate Governance in manufacturing sector. 2007-08 Second prize for National Energy Conservation by Bureau of Energy Efficiency in cement sector for the year 2007. 2007-08 National awards for Excellence in Water Management as “Water efficient Unit” by CII, 2007. 2007-08 NCCBM award for Best Improvement Electrical Energy Performance during year 2005-06. 2007-08 NCCBM award for Best Improvement in Thermal Energy Performance during year 2006-07. 2007-08 NCCBM award for Best environmental excellence in plant operation during 2006-07. 2007-08 NCCBM award for 2nd Best Quality excellence during year 200607. 2007-08 India Manufacturing Excellence award by Frost and Sullivan for the year 2007. 2007-08 9th Golden Peacock Award for Environment Management Award
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2007.
2007-08 Greentech Environmental Excellence Award 2007. 2007-08 Golden Peacock Award for excellence in Corporate Governance. -
WHAT BUSINESS ARE WE IN AND WHY? This question focuses on company’s purpose (mission), its aspiration for future results (vision), and the internal compass that will guide its actions (values),specific time bound mission (goals) , Measurable goals (objectives).
MISSION To sustain its reputation as most efficient cement manufacturer in the world, drive down costs through innovative plant practices & increase awareness of superior product quality through realistic communication process with the customers. VISION To register a strong consumer surplus through superior cement quality and affordable price. VALUES We believe in good corporate governance practices, encourage integrity of conduct and clarity in communication. We remain accountable to all stakeholders and encourage socially responsible Behavior. GOAL To increase annual production up to 20 million tons by the year 2015. OBJECTIVE
Our objective is to achieve 1800 crore profit this year along with customer satisfaction & society development.
SWOT analysis Identification of threats and Opportunities in the environment (External) and strengths and Weaknesses of the firm (Internal) is the cornerstone of business policy formulation; it is these factors which determine the course of action to ensure the survival and rowth of the firm.
INTERNAL STRENGTHS - Things that company does well. WEAKNESSES - Things that company doesn’t do well.
EXTERNAL OPPURTUNITIES – External conditions in the environment that favors strengths. THREATS – External conditions in the environment that favors weaknesses.
ETOP analysis (External threats & opportunities analysis) GOVERNMENT POLICIES / POLITICAL 1. Removal of import duty on import of raw material for cement. 2. Govt. lifted ban on exports. 3. Reduction in excise duty. 4. Control on raw material (coal, diesel) price & availability.
ECONOMIC Demand for cement is closely related to overall economic development. 1. Cement demand is growing at the rate of 9%. 2. Economy is recovering, with the change of government huge impetus is given on infrastructural development like roads, bridges etc. 3. Economic development is leading to increase in public private partnership & increase in domestic consumption. SOCIAL How company contributes to the society / area around which it operates? Employment to people of nearby areas & increase their standard of living. 1. Promotion of local suppliers &contractors. 2. Promoting education, health awareness & hygiene in nearby areas.
3. Community development & performing corporate social responsibility. TECHNOLOGICAL Use of latest technology to compete with others & become cost effective. 1. Employees provided with P.C & connected with intranet. 2. ERP / SAP 3. RFID (Radio Frequency Identification Card) based on access control & remote surveillance. 4. High level mining (limestone) with screening system which replaced reject ratio from 83:20 to 83:17.
ENVIRONMENTAL Reduction of green house gases (CO2) etc, emission within limits & commitment to sustainable development. 1. Use of energy saving device to reduce carbon footprint. 2. 3. CDM (Clean Development Mechanism) project for reduction of green house gases. 4. Use of alternate fuels & raw materials to help reduce emissions. 5. Use of special designed vehicles to reduce air pollution & also conserve water. 6. Emphasis on green belt development in the vicinity. LEGAL Legal requirements to be fulfilled by the companies. 1. ISO 14001 , ISO 9000:2000, ISO 8000(OH&S) 2. Various reports to be submitted at the end of financial year like environmental statement.
3. Legislation should include permits, licenses, directives,treaties. Protocols & order issued by regulatory agencies.
OPPORTUNITIES
1. Cement demand is growing at the rate of 9%. 2. L1 buyer is government in which Shree excel. 3. Per capita consumption in India is only 110 kgs against world average 255 kgs.
THREATS
1. Acquisitions eg. Holcim (which acquired Ambuja &ACC) which are producing quality cement. 2. Govt. has lifted duties like basic custom duty etc on imported cement which has decreased price of imported cement.(Pakistan which has excess capacity.) 3. Risks - slowdown in the implementation of govt. policies.
Checklist for Strengths/ Weaknesses: Competency Major Strength A.Marketing Factors 1) Company Reputation 2) Market Share 3) Product Quality 4) Service Quality 5) Pricing Efficiency 6)Distributn Efficiency 7)Promotionl Efficiency 8) SalesForce Efficiency 9) Innovation Efficiency 10)Geogrphic Efficiency (B) Finance Factors 1) Cost/ Y Availability Of Capital
Performance Importance Minor Neutral Minor Major Hi Med Low Strength Weaknes Weaknes
Y
Y
Y
Y Y
Y Y
Y
Y
Y
Y
Y
Y
Y
Y Y Y
Y
2) Cash Flow 3) Finance Stability
Y Y
Competency
(C) Manufacturing Factors 1) Facilities 2) Economies Of Scales. 3) Work Force 4) Technical Skills 5) Timely Prod. (D) Organizational Factors 1) Leadership Capability. 2) Dedication of Employees 3) Entrepreneurial Orientation 4) Flexibility/ Responsiveness
Y Y
Performance Importance Major Minor Neutral Major Major Hi Med Low Strength Strength Weaknes Weaknes
Y Y
Y
Y
Y Y
Y
Y
Y
Y
Y Y
Y Y
Y
Y
Y
To be successful, companies need to develop: - Core competencies. - Superior “In-Company” capabilities to evaluate strength & weakness “In Company” capabilities achieved through frequent strength/ weakness analysis & action thereon leading to “capabilities based competitiveness”.
STRENGTHS
1. Strong financial muscles i.e financial back up. 2. Freight Bidding system which is practiced only in this company.(Not only this is a gain to the company but is a transparent system giving total freight to transporters.) 3. Dedicated employees with good leadership skills who constantly give innovative ideas. 4. Company has won many international awards &has high reputation.
WEAKNESSES
1. Low Brand awareness & Brand identity. 2. Competition between inhouse brands. 3. Demand for Bangur cement is high but supply is not consistent. 4. Bangur cement still has not reached the interior part of the villages.
INTERNAL ANALYSIS – Identifying core competencies
Core competencies must be distinctive. Capabilities that are done better than competitors Identifying core competencies is a key to development of sound strategy. We use the value chain to help identify core competencies. ◦
A framework for identifying core competencies Inside the firm In the supply chain Can be used to Identify strengths and weaknesses Identify sources of competitive advantage Identify market opportunities ◦
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PRIMARY ACTIVITIES IN VALUE CHAIN
Inbound Logistics Materials handling, warehousing, inventory control used to receive, store and disseminate inputs to a product Fertilizer and chemical storage, delivery of inputs, application of inputs Operations Take inputs from inbound logistics and convert to final products Plowing, planting, spraying, harvesting, feeding, medicating, weighing,etc. ◦
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Outbound Logistics Collecting, Storing, and physical distribution of the final product. Crop storage, finished hog handling, Processing and determining delivery dates, delivery to the packer or elevator etc. ◦
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Marketing and Sales Provide means through which customers can purchase products and to induce them to do so Advertising, communicating with buyers, developing customer relationships, pricing products (futures, hedging, forward contracting, etc.), delivery scheduling Service Activities designed to enhance or maintain a product’s value Timely delivery, identity preservation, ISO9000, certifying as organic, etc. ◦
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SUPPORTING ACTIVITIES IN VALUE CHAIN
Procurement Activities to purchase the inputs needed to produce products Negotiating with suppliers, standard timing of replenishing parts and tools, setting up buying groups, etc. Technological Development Activities that improve the firm’s products and/or processes Volunteering for test plots, being a part of feeding trials, attending technology seminars/field days, ◦
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designing equipment to make specific production tasks more efficient, etc. Human Resources Recruiting, hiring, training, developing, and compensating all personnel ◦
MARGIN ◦
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Capture the value from performing value-creating activities as cheaply as possible The basic idea is that the consumer is willing to pay a certain amount for the value you create. This is depicted as the size of the overall pentagon. The size of the individual activity boxes represents the cost of performing those particular activities. Thus, the smaller the size of the individual activity boxes relative to the value the consumer is willing to pay, the greater the MARGIN will be for the firm.
A firm’s value chain must be compared to competitors’ value chains to determine where competitive advantages exist. To be a source of competitive advantage a resource or capability may allow a firm to: Perform an activity in a manner that is superior to competitor’s performances Perform a value-creating activity that competitors cannot complete ◦
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The Value Chain Activities-planning, finance,
g ni t r o p p u S
M R quality management .MIS G & cost of selecting Human Resource Management I N & recruiting, training Firm Infrastructure accounting, legal ,govt. A affairs,
s ei ti vi t c A
development
Technological Development Procurement Inbound Logistics
y r a m ir P
s e it i v it c A
Machinery, refractory, coke, warehousg, storage, vehicle scheduling
office automation, (erp,) intranet ,GPS ,RFID
Raw material (refractory), machinery, lodging ,meal, bidding system
Outbound Logistics
Operations Manufactrng process, packaging, testing
Relationship with Suppliers
order processing Scheduling Dispatching Finished goods warehousing
Marketng & sales
Advertisg Pricing promotn
Relationship with Buyers
Elapsed Time - Value added time cost
SERVICE Meeting (mason) (dealer) (retailer)
A M
I G R N
PORTER’S FIVE FORCES MODEL According to Michael Porter, competitiveness is a composite of following five forces: 1. Rivalry among competing firms 2. Potential entry of new competitors 3. Potential development of substitute products 4. Bargaining power of suppliers 5. Bargaining power of consumers. These five forces pin-point those factors that are critical to competition, for strategic innovation, capacity utilization & profitability.
