Professional Documents
Culture Documents
A
SUMMER TRAINING REPORT
ON
BRAND POSITIONING OF AMBUJA
CEMENT WITH SPECIAL REFERENCE TO
BILASPUR
Declaration
I Awanish Kumar Singh , a student of MBA 3rd Sem in the year 2010-11, hereby declare
that , I have undergone training at Ambuja Cement Ltd. This report is an original work
carried out by me and the report has not been submitted to any other university for the
award of any degree or diploma.
Date :
2010-2011
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Table of Contents
Page No.
1. Introduction …………………………………………06-07
7. Suggestion……………………………………………38
8. Conclusion…………………………………………….39
9. Executive Summary………………………………….39
10. Annexure ………………………………………………40-42
11. Bibliography…………………………………………....42
INTRODUCTION
Cement Industry
Cement Industry originated in India when the first plant commenced production in 1914
at Porbandar, Gujarat. The industry has since been growing at a steady pace, but in the
initial stage, particularly during the period before Independence, the growth had been
very slow. Since indigenous production was not sufficient to meet the entire domestic
demand, the Government had to control its price and distribution statutorily. Large
quantities of cement had to be imported for meeting the deficit. The industry was
partially decontrolled in 1982 and this gave impetus to its pace of growth. Installed
capacity increased to more than double from 27 million tons in 1980-81 to 62 million
tons in 1989-90.
After the globalization and liberalization of Indian economy, the cement industry
has been growing rapidly at an average rate of 9 percent. The country is now the
second largest producer of cement in the world next only to China with a total capacity
of 217.80 million tones. Additionally, in the last two decades, the industry has
undergone rapid technological up gradation and growth, and now, some of the cement
plants in India are comparable to the worlds best operating plants in all respects.
Till a few years ago India was importing cement from other countries, as the
production could not meet the demand for the whole country. Now the tables have
turned as India has started exporting large quantities of cement and clinker to
Bangladesh, Nepal, Sri Lanka, Maldives, Mauritius, Africa, Seychelles, Burma, UAE,
and Singapore etc
India is today the second largest producer of cement in world with an installed
capacity of close to 217.80 million tons per year. 95 % is consumed domestically and
only 5% is exported. Demand is growing at more than 10 % per annum. More than 90 %
of production comes from large cement plants. There are a total of 146 large and more
than 350 small cement manufacturing units in the country. More than 80% of the
cement- manufacturing units use modern environment friendly “dry” process.
In the cement industry there are two sectors – one consisting of large plants and
the other consisting of mini cement plants. A factory with an installed capacity
exceeding 2,97,000 tones per annum (900 tons per day) is a large plant and with
capacity up to and including 2,97,000 tons is a mini cement plant. At present, there are
146 large plants and about 365 mini cement plants. Since mini cement plants are
scattered all over the country with a number of associations representing different types
of processes, sizes etc. and some of them are even tiny units, it has not been possible
to obtain correct data of this sector. The present installed capacity of large plants is
217.80 million tons and the estimated capacity of mini cement plants is 11.8 million
tons.
The Indian cement Industry not only ranks second in the production of cement in
the world but also produces quality cement, which meets global standards. However,
the industry faces a number of constraints in terms of high cost of power, high railway
tariff; high incidence of state and central levies and duties; lack of private and public
investment in infrastructure projects; poor quality coal and inadequate growth of related
infrastructure like sea and rail transport, ports and bulk terminals. In order to utilize
excess capacity available with the cement industry, the government has identified the
following thrust areas for increasing demand for cement:
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• Construction of concrete roads in rural areas under Prime Ministers Gram Sadak
Yojana.
In India, the different types of cement are manufactured using dry, semi-dry, and wet
processes. In the production of Clinker Cement, a lot of energy is required. It is
produced by using materials such as limestone, iron oxides, aluminum, and silicon
oxides. Among the different kinds of cement produced in India, Portland Pozzolana
Cement, Ordinary Portland Cement, and Portland Blast Furnace Slag Cement are the
most important because they account for around 99% of the total cement production in
India.
The types of cement in India have increased over the years with the advancement in
research, development, and technology. The Indian cement industry is witnessing a
boom as a result of which the production of different kinds of cement in India has also
increased.
By a fair estimate, there are around 11 different types of cement that are being
produced in India. The production of all these cement varieties is according to the
specifications of the cement.
CURRENT SCENARIO
The Indian cement industry is the second largest producer of quality cement, which
meets global standards. The cement industry comprises 130 large cement plants and
more than 300 mini cement plants. The industry's capacity at the end of the year
reached 188.97 million tons which was 166.73 million tons at the end of the year 2006-
07. Cement production during April to March 2007-08 was 168.31 million tons as
compared to 155.66 million tons during the same period for the year 2006-
07.Despatches were 167.67 million tons during April to March 2007- 08 whereas 155.26
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during the same period. During April-March 2007-08, cement export was 3.65 million
tons as compared to 5.89 during the same period.
Ambuja Cements
Ambuja Cements Limited was earlier known
as Gujarat Ambuja Cements Limited (GACL). The company was set up in 1986. In this
short span Ambuja Cements has achieved massive growth and presently, the total
cement capacity of the company is 16 million tonnes. The company has three
subsidiaries, viz, Ambuja Cement Rajasthan Limited (ACRL), Ambuja Cement Eastern
Limited (ACEL) and Ambuja Cement India Limited (ACIL). Ambuja also has a strategic
investment in ACC through its subsidiary (ACIL).
Ambuja Cements is the most profitable cement company in India, and the lowest cost
producer of cement in the world. One of the major reasons that Ambuja Cements is the
lowest cost producer of cement in the world is its emphasis on efficiency. Power
consists over 40% of the production cost of cement. The company improved efficiency
of its kilns to get more output for less power. Thereafter Ambuja Cements set up a
captive power plant at a substantially lower cost than the national grid. The company
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sourced a cheaper and higher quality coal from South Africa, and a better furnace oil
from the Middle East. As a result, today, the company is in a position to sell its excess
power to the local state government.
Ambuja cement is the first company to introduce the concept of bulk cement movement
by sea in India. This resulted in speedier transportation and brought many coastal
markets within easy reach. Ambuja Cements has a port terminal at Muldwarka, Gujarat.
It is an all weather port that handles ships with 40,000 DWT. The port has a fleet of
seven ships with a capacity of 20500 DWT to ferry bulk cement to the packaging units.
The company has bulk cement terminals at Surat, Panvel, and Galle. The Surat terminal
has a storage capacity of 15,000 tonnes and Panvel terminal has a storage capacity of
17,500 tonnes. Both the terminals have bulk cement unloading facility. The port at
Galle, 120 km from Colombo, Sri Lanka, handles million tonnes of cement annually.
Mr NAROTAM SEKHSARIA, an industrialist reputed for his business acumen, is the main Promoter
of Ambuja Cements Ltd. He is known to have created new benchmarks in the cement industry with
his path breaking innovative thinking. He is presently the Chairman of ACC Ltd. and the Vice
Chairman of Ambuja Cements Ltd.
Mr VINOD NEOTIA, a Co-Promoter of Ambuja Cements Ltd. played a critical role in the
development of the company since its inception. He is associated with several business and
charitable organisations. He is the Chairman of Bhagirathi Neotia Woman and Child Care Centre,
Kolkata, and is also the Chairman of Macmet India Ltd.
Mr A L KAPUR, closely associated with the Cement industry for more than three decades, is
presently the Managing Director of Ambuja Cements Ltd. He has previously held positions on
Boards of several large Corporates. He was also the President of Cement Manufacturers
Association (CMA), Chairman of the Board of Governors of the National Council for Cement and
Building Materials (NCBM) and Chairman of the Development Council for the Cement Industry.
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Mr B B TANDON, IAS (RETD.), a retired IAS Officer, (1965) of Himachal Pradesh Cadre. He retired
as the Secretary-Personnel, Government of India. He also served as Secretary-Mines during his
career. He has been the Chief Election Commissioner of India. Presently, he is on the Board of
various prominent organisations.
Mr P K LAHERI, IAS (RETD.), a retired IAS officer (1969) of Gujarat Cadre, retired as Chief
Secretary in March 2005. Mr. Laheri served as CMD of Sardar Sarovar Narmada Nigam Ltd.,
Gandhi Nagar. He worked on many portfolios such as Industry, Education, Information, Water
Supply, Fashion, Tourism, and Rural Development during his career.
Mr R S MANN, IAS (RETD.), a retired IAS Officer (1965) of Punjab Cadre, retired as the Chief
Secretary of Punjab in 2000. During his career he held prominent posts viz. Secretary-Personnel,
Secretary-Housing of Punjab. He is currently associated with various social institutions and
organisations.
Mr SHARADCHANDRA KALE, IAS (RETD.), a retired IAS officer (1963) of Maharashtra Cadre, has
held high offices in his career including the position of the Secretary of important departments in the
State of Maharashtra. He has also served as the Additional Chief Secretary (Planning Dept.), the
Chairman of Mumbai Port Trust and Chairman of the Reserve Bank of India (Services Board).
Ms PADMINI SOMANI, Founder Director of Salaam Bombay Foundation, has represented India at
various international forums on tobacco control. A patron of art, she also takes keen interest in
organising dance and cultural programmes. She is a graduate from the London School of Economics
and has an M.Sc. in Financial Economics from University of London, U.K.
Mr V K JAIN, IPS (RETD.), a retired IPS Officer (1958) of U.P. Cadre, was the Director General of
Police in U.P. Thereafter he held various important portfolios including the offices of the Special
Secretary (ISP), the Home Ministry, Special Secretary, the Department of J&K Affair, Government of
India and a Member National Security Advisory Board. He is currently also a Member of National
Disaster Management Authority.
Ms PEARL TIWARI, graduated from the prestigious Tata Institute of Social Sciences, Mumbai,
where she also served as a faculty for 2 years. Currently a Vice President (CSR) in
AmbujavCements Limited, she has been associated with the developmental sector in India for over
25 years. She is particularly sensitive to issues of social responsibility.
Ambuja Cement’s workforce has regular interface with the thousands of truckers
operating at Ambuja’s plant locations. Another high risk group is a sizable number of
migrant workers living in the same environment.
The program was launched in Ambuja Cement in July 2005. The program was started
simultaneously at 8 factory locations of Ambuja Cements:
Approximately Rs. 450,000 have been received from IFC as the first installment of the
grant. The Ambuja Cement Foundation is supporting Ambuja Cement to implement the
program.
The following detailed progress report on the project comes in part from a
supervision visit at the Ambuja Cement plant at Darlaghat (Himachal Pradesh) on
January 30, 2006.
Darlaghat in Himachal Pradesh is the single largest production site for Ambuja Cement;
the factory is isolated, settled in a small village of approximately 2,000 inhabitants. The
factory employs about 1,000 employees, virtually all men, and attracts daily about 900
trucks, i.e. close to 2,000 truckers and cleaners/helpers (all males also) transit in the
area daily. A small vibrant community of mechanics, dhabas (i.e. small restaurants and
convenience shops), and tyre distributors resides literally at the doors of the plant.
Employees are housed in the factory compounds, in single family apartments or group
hostels spread over several hectares.
the PMIC include Heads of Departments, one of the Master Trainers, and the
local Ambuja Cement coordinator (Sameer Sharma at Darlaghat). The PMIC
meets monthly.
Baseline
• The program began with advocacy workshops conducted at all locations by the
Core Committee. The objective was to sensitize the top management at each
production site about the program launch and to advocate in favor of the need to
implement such a program.
• Eight workshops were organized, which were attended by all General Managers
and the Heads of Departments.
• Prior to these, a letter was also sent by the Managing Director of Ambuja Cement
to all General Managers advising them to put their best foot forward while
implementing the program.
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Ambuja Cements Limited was set up in the late 80s. The cement industry presented
an opportunity of steady growth and ethical competition to the promoters.
However, a decade later, it became one of world’s most efficient cement companies
producing the finest cement in the world at the lowest cost. While adhering to the most
stringent international pollution-control norms.
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Today, Ambuja is the 3 rd largest cement company in India, with an annual plant
capacity of 16 million tonnes including Ambuja Cement Eastern Ltd. and revenue in
excess of Rs.3298 crores.
More importantly, its plants are some of the most efficient in the world. With
environment protection measures that are on par with the finest in the developed world.
But the company’s most distinctive attribute is its approach to the business.
This simple vision has created an environment where there are no limits to excellence,
no limits to efficiency. And has proved to be a powerful engine of growth for the
company.
As a result, Ambuja has consistently raised the bar in all aspects of the cement industry.
Take a look:
When Ambuja set up its first plant in 1986, the accepted time period for installing a plant
was 3 years.
Ambuja, did it in less than 2 years. And with a significantly lower capital expenditure.
In 1993 the company went a step further and bettered its own record. Ambuja's second
plant was installed in a mere 13 months - the quickest time for setting up a one million
tonne cement plant.
In the early 90s, almost all cement in India travelled by rail or road. And in bags. A mode
that involves deterioration of both, the quality and volume of cement.
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In 1993, Ambuja Cement set up a complete system of transporting bulk cement via the
sea route.
Making it the first company in India to introduce bulk cement movement by sea. Others
followed and today, about 10% cement travels by this new route.
The facility comprises: A dedicated port at the Gujarat plants, capable of berthing
40,000 DWT vessels, three bagging terminals at Mumbai, Surat and Sri Lanka, and
seven special bulk cement vessels.
This capability has enabled us to supply fresh cement to many coastal markets –
domestic and international.
Branding a commodity
Cement is a commodity, sold largely on price. Ambuja Cement was the first company to
create a brand out of cement and command a premium.
It was also the first to introduce a special cell, providing technical services to consumers
and masons. Today, this has become the norm in cement marketing.
The trick of course was to provide a consistently high quality of cement, backed by
excellent service. This was reinforced by a strong dealer network.
The result is that customers are ready to pay 2-3% premium for Ambuja Cement for the
value they receive. Ambuja Cement is the top brand in Western, Northern, Central and
Eastern India.
Exports
Ambuja Cement exports almost 17% of its production in a very competitive international
environment. For the last ten years, Ambuja Cement remains India’s highest exporter
of cement.
Two, the dedicated bulk cement transportation capability at our Gujarat plant.
The Environment
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From the outset, Ambuja has believed that a cement plant cannot flourish at the cost of
the environment. That’s why it adheres to the most rigorous international environmental
norms.
The pollution levels at all its cement plants are even lower than the rigorous Swiss
standards of 100 mg/NM 3.
At the Gujarat plants, surface miners have been employed to scrape the surface of the
mines. Thus ensuring that all the mining is totally blast free. There is no noise or air
pollution.
Similarly at the Himachal Pradesh plant, Ambuja has employed techniques that have
made mining absolutely safe and pollution free.
Not surprisingly then, the company has consistently won awards for its pollution free
plants. Awards as prestigious as the National Award for Outstanding Pollution Control
and The Eco-Gold Star of Tata Energy Research Institute (TERI).
All this effort in discharging its social responsibility has earned the company recognition
across Asia.
Milestones
2.8 kilometer conveyor belt running through three hills was constructed in just 9 months.
Introduced a completely new system of transporting cement in India – the bulk cement
transportation by sea.
Introduced complete blast free limestone mining by using the surface miner in limestone
mining for the first time in India.
Created water reservoirs in used up mines and raised the water table in arid areas.
P a g e | 16
Our plants have achieved the lowest pollution levels – comparable with the most
strongest Swiss standards.
Recognition
Technical Details
Established – 1986.
Packing terminals at Mumbai, Surat and Sri Lanka. Seven dedicated bulk cement
ships.
Ambuja Cements
Ambuja Cements Limited was earlier known as Gujarat Ambuja Cements Limited (GACL). The
company was set up in 1986. In this short span Ambuja Cements has achieved massive growth
and presently, the total cement capacity of the company is 16 million tonnes. The company has
three subsidiaries, viz, Ambuja Cement Rajasthan Limited (ACRL), Ambuja Cement Eastern
Limited (ACEL) and Ambuja Cement India Limited (ACIL). Ambuja also has a strategic
investment in ACC through its subsidiary (ACIL).
Ambuja cement is the first company to introduce the concept of bulk cement movement by sea
in India. This resulted in speedier transportation and brought many coastal markets within easy
reach. Ambuja Cements has a port terminal at Muldwarka, Gujarat. It is an all weather port that
handles ships with 40,000 DWT. The port has a fleet of seven ships with a capacity of 20500
DWT to ferry bulk cement to the packaging units. The company has bulk cement terminals at
Surat, Panvel, and Galle. The Surat terminal has a storage capacity of 15,000 tonnes and
Panvel terminal has a storage capacity of 17,500 tonnes. Both the terminals have bulk cement
unloading facility. The port at Galle, 120 km from Colombo, Sri Lanka, handles million tonnes of
cement annually.
• Holcim Group companies, ACC and Ambuja Cement, have posted a strong
performance for the quarter ended September 30. While ACC showed a 60 per
cent growth in net profit, Ambuja Cement’s rose 27 per cent.
• ACC’s turnover rose nine per cent to Rs 2,077 crore (Rs 1,900 crore) in the
quarter under review. Cement production was up three per cent to 5.01 million
tonnes (mt).
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• Total expenditure fell three per cent to Rs 1,511 crore (Rs 1,551 crore) on the
back of a 17 per cent drop in power and fuel cost at Rs 362 crore (Rs 441 crore)
and 13 per cent in other expenditure to Rs 412 crore (Rs 475 crore).
• The substantial dip in coal prices helped reduce production cost and make up for
the fall in cement prices in various regions, said an analyst.
• “The benefit of lower coal prices in reducing our manufacturing cost was partially
offset by an increase in the cost of raw materials such as gypsum, slag and fly
ash coupled with higher diesel prices and royalty on limestone,” said Mr Sumit
Banerjee, Managing Director, ACC. Revenue from ready mix concrete business
fell 13 per cent to Rs 118 crore (Rs 135 crore) which recorded a net loss of Rs 17
crore (Rs 21 crore). Profit from the cement business was up 50 per cent to Rs
625 crore (Rs 418 crore) and revenue rose 10 per cent to Rs 1,969 crore (Rs
1,791 crore).
• Ambuja Cement reported a 16 per cent rise in sales at Rs 1,611 crore (Rs 1,387
crore). The company produced 4.1 million tonnes (3.9 mt) of cement in the
quarter. Sales in the domestic market were up nine per cent to 3.6 mt (3.9 mt),
while exports halved to 1.50 lakh tonnes (3 lakh tonnes). The company earned
Rs 17 crore by way of selling surplus captive power.
• “Cement demand in the central and eastern regions was particularly strong, while
the South saw a sharp slowdown, mainly in Andhra Pradesh,” said Mr A.L.
Kapur, Managing Director. Export markets have turned weak with orders hard to
come by and prices still unattractive, resulting in diversion of material to the
domestic market, he added. Ambuja Cement has commissioned a 15 MW power
plant at Maratha in Maharashtra while the second phase of captive power
expansion at the Ambujanagar plant is almost complete.
• “Pricing pressure has begun to appear in certain markets, particularly in the
southern and central regions, and may persist into 2010. The recent hike in
domestic coal prices will also put additional pressure on operating margins,” said
Mr Kapur.
• Shares of ACC and Ambuja Cement on BSE were down two per cent each at Rs
745 and Rs 88 .
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Ambuja Cements was set up in 1986. In the last decade the company has grown
tenfold. The total cement capacity of the company is 18.5 million tonnes.
Its plants are some of the most efficient in the world. With environment protection
measures that are on par with the finest in the developed world.
The company's most distinctive attribute, however, is its approach to the business.
Ambuja follows a unique homegrown philosophy of giving people the authority to set
their own targets, and the freedom to achieve their goals. This simple vision has created
an environment where there are no limits to excellence, no limits to efficiency. And has
proved to be a powerful engine of growth for the company.
As a result, Ambuja is the most profitable cement company in India, and one of the
lowest cost producer of cement in the world.
preference to others. It is ensures that all brand activity has a common aim; is guided,
directed and delivered by the brand’s benefits/reasons to buy; and it focuses at all
points
In order to create a distinctive place in the market, a niche market has to be carefully
chosen and a differential advantage must be created in their mind. Brand positioning is
a medium through which an organization can portray its customers what it wants to
achieve for them and what it wants to mean to them. Brand positioning forms
customer’s views and opinions
– Your values and principle are part of your Org and Brand drivers!!!
Keller says that associations are values, but we have a stricter definition of associations
from the IBM.
The termpositioning has two connotations: a vertical and a horizontal one. In terms of
the vertical connotation, the term refers to the order in which your product ranks relative
to the products of your competitors in the minds of your customers in your industry
niche.
(For example, which product comes to mind first when I say the wordcola?)
In terms of the horizontal connotation, the term refers to the qualities and attributes your
product represents in the mind of your customers, again relative to your competitors.
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While you cannot directly control the ranking that your product or service enjoys in the minds of
your customers, you can influence how you position the product in terms of qualities and
attributes. That is, by properly positioning your product relative to your competitors in the minds
of your customers, you will have much more control over how your brand is perceived in the
marketplace. You will then effectively have a guide or map for how to execute your branding
strategy.
No matter how long you’ve been in business, chances are good that you are engaged in
developing and promoting your brand positioning strategy. You’ll invest plenty of time in the
process of evaluating your products or services in terms of market share, sales and customer
base and comparing this information to that of your competitors. You’ll work to determine how
your customers perceive your business and its major offerings and use the detailed findings to
establish your business at the proper place within that all important target market.
Your business position within the target market will determine your business’s degree of
success. If you think you can maneuver into a more profitable place, do so by adjusting your
products or services to more closely match the desired position (known as re- positioning), or
pursue strategies that change customer perception of the products and services offered by your
competitors (de-positioning).
Here are some strategic tips that can help you to be as effective as possible during your brand
positioning process:
1. Understand brand positioning as fully as you can, especially in the way that it directly
affects your business. Businesses, especially smaller ones, are very diverse in their
needs
. Develop the most efficient method possible for gathering customer information.
Remember that you’re trying to get inside their heads and back out again with an
unvarnished look at how they see your business in terms of the benefit that it provides
for them. You might consider questionnaires, phone surveys or online surveys and offer
a small bonus to compensate customers for their valuable time.
3. Determine which of your products and/or services are the most popular or powerful,
so that you can use them to build on or adjust your overall positioning strategy
4. Rank all of your products and/or services in terms of positive customer review and in
relation to those of your competitors.
5. List the most popular group of attributes that describe your business and products
from the viewpoints of your customers and combine them to reach your ideal vector…
P a g e | 22
the position in your target market from where your business can operate at the highest
possible level of strength.
6. Product-based businesses can complete the positioning process more easily than
service based businesses. After all, your customers can see, touch and watch
demonstrations of your products to see how they work and visualize their benefits. Here
are some hints for exploring how customers perceive your business and its services
• Find out how customers view your services in terms of value, results and convenience.
7. Regardless of your business type, take the information about customer perception
that you’ve gathered, determine your top benefits and attributes and use them to
determine your current positioning and how far that point is from your ideal vector in the
marketplace Decide whether you are satisfied with the current positioning of your
business, or whether you need to change your strategy. Consider your target market
and decide if your business is positioned in such a manner that it maximizes every
opportunity for visibility in that market.
Finally, keep in mind that positioning can be either an active or passive process. If you
choose not to fully engage in it – it will still take place. Don’t give up the valuable
opportunity to monitor and influence the process and increase profitability
5 Factors of Brand Positioning
1. Brand Attributes
2. Consumer Expectations
Competitor attributes
What the other brands in the market offer through features and benefits to consumers.
4. Price
5. Consumer perceptions
The perceived quality and value of your brand in consumer’s minds (i.e., does your
brand offer the cheap solution, the good value for the money solution, the high-end,
high
P a g e | 23
Brand Positioning
A good brand positioning help guide marketing strategy by clarifying the brands
essence but goals it help the consumer achieve and how it does so in a unique way.
The result of the positioning is the successful creation of a customer focused value
proposition, a cogent reason why the target market should buy the product.
Birla Corporation Ltd. (Cement Division) introduce their new product, SAMRAT, with the
value proposition of "Aajya kal majboot har pal" with PPC (Portland Pozolona Cement)
instead of OPC (Ordinary Portland Cement) main features of SAMRAT isCorrosion
Resistant
• Work ability
• Sulphate resistant
• Low heat of hydration
• Durability
• Less use of water
• Seepage Resistant
• Low Cracks in RCC
• Fineness
• Mass Concrete
POD's are attributes or benefits consumer strongly associates with a brand, positively
evaluated, and believe that they could not find the same extant with a competitive
brand. Strong, favorable and unique brand associations that make up POD.
Point-of-Parity
POP's on the other hand, are associations that are not necessarily unique to the brand
but may in fact be shared with other brands. These types of associations come in two
basic forms:
1.Category
2.Competitive
POP are driven by the needs of category membership (to create categ POP's) and the
1.Relevance
2.Distinctiveness
3.Believability
1.Feasibility
2.Communicability
3.Sustainability
RESEARCH METHODOLOGY
P a g e | 25
Statement of problem:-
Objective of Research:-
• Descriptive Research
Data Sources –
• Primary Data
Research Approach
• Survey Method
Research Instrument
• Questionnaire
Data Analysis
• Logical analysis
Sampling Procedure
• Random Sampling
Sample Size
• 50 Respondents
Geographical Coverage
• Bilaspur
P a g e | 26
“Marketing research is the systematic problem analysis, model building and fact finding
for the purpose improved decision making and control in the marketing of goods and
services.”
• In my project work I have collected information from different stockist, dealer &
retailer.
Questionnaire is being used for collecting a data from dealer & retailer. A questionnaire
consists of different attributes of different brands. A dealer & retailer has to answer
different question regarding price, sales volume, discount scheme and their feeling
towards different brands in the markets. We have to identify the consumer taste &
preferences towards different product & services. We have to know about the dealer &
retailer perception towards different brand in the market.
Score = ∑ Rank of brand given by its own Brand’s cement selling stores
Note- this formula is only used in attributes like order execution time,
prices and schemes, timely communication by sales hierarch, TSO
regular visit, Regular supply, Effective Sales meeting ,Shop advantage
display, Useful giveaways ,Better Godown handling, Effective
relationship activity, TO regular visit, Technical services.
2nd Ambuja
3rd Birlagold
4th Lafarge
5th ACC
Score
5.84 3.64 3 4.9 2.13
Score
4.32 3.1 2 4.8 2.12
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Score
6 2 2.12 3.21 1.21
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Score
5.9 2 2.12 4.32 2.92
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Bag Quality
Brands Ultra-tech Lafarge Birla Gold Ambuja Acc
Score
5.12 4 3.12 4.5 3.92
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Cement Quality
Brands Ultra-tech Lafarge Birla Gold Ambuja Acc
Score
6.2 5.32 5.3 6 5.64
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Good reputation
Best Quality
High Performance
Customer satisfaction
Weaknesses
Opportunities
• An unfulfilled customers need .
• No trade Barriers.
Threats
• According to authorised dealer & Retailer & stockist, they all want to sale a
product of “ULTRA-TECH”. Other brands ,they will think according to their quality
,cost & the regular visit by T.S.O. & their Civil Engg.
Which company will dominate in the future & would you like stay with?
• Quality
• Cost
• Advertisement
• Easily Availability
• Types of Schemes
Medium for TV News Paper Hoarding Shop & wall Display others
Advertisement painting materials
Ranking 5 4 2 1 3 1
• 5-for Best
• 1-for worst
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• Due to their better quality of technical services is provided to the dealers and
retailers.
• Due to their regular visit by their civil engg. at the time of roofing of houses of
customers.
• As Ultra tech cement is providing regular training to their dealers & retailers.
SUGGESTION
• In marketing four ps plays an crucial role so the management of ambuja
cement should focus in this only i.e place, price ,product ,promotion.
• A company should make a strong dealer in rural and urban areas so the
demand of customer can easily be fulfilled.
• Provide attractive schemes to the dealer & retailer so the sales volume can
easily be increased.
• A company must provide a tour for dealer & retailer for the sale of this much
of M.T.
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CONCLUSION
At last I want to conclude is that “Ambuja Cement” is having a good brand name in the
mind of a dealer, retailer as well as customer also.
EXECUTIVE SUMMARY
This project report is prepared as the partial fulfillment of two year degree programme of
MBA curriculum of Bharath University, chennai. This Research project is a compulsory
part of the academics. This research is done in the Third semester of the MBA program.
In this research, I have attempted the research about Brand Positioning. Positioning is
one of the key elements of modern marketing management (Kotler, 2000). The overall
purpose of this research is to indentify the Brand Position of Ambuja cement in Bilaspur
market. I have taken six major cement brands for this research. The whole research is
based on Dealer Authorised stockist &Retailer survey.
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ANNEXURE
S.NO CITY/TOW FIRM’S NAME DEALER/RET CEMENT USED CONTACT
N AILER/ NO.
stockist
BIBLIOGRAPHY
• www.wikipedia.com
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• www.google.com
• www.yahooanswers.com
• www.ambujacement.com