Ultratech Profitability L.N. Patna

A Brief Study of
Profitability in Cement Industries with special reference to Ultratech Cement Limited, Patna
Submitted to Faculty of Management

L.N.Mishra Institute of Economic Development & Social Change, Patna
In Partial Fulfillment of the Requirement for the Award of the Degree of
Master of Business Administration
L.N.Mishra Institute of Economic Development & Social Change

Jawaharlal Nehru Marg, Patna-800 001, Bihar, India
Under the Guidance of : Mr. Chandra Singh

Faculty of Marketing L.N.M.I.E.D.S.C., Patna
Submitted by : Randhir Kumar Roll No. - 11067
Session : 2011-2013
Dedicated with regards to my
Loving Parents
DECLERATION
It is declared that the summer Training Project Report Entitled " A Brief Study of Profitability in Cement Industry with special reference to Ultratech Cement Ltd., Patna has been prepared as the part for the completion of the degree of Master of Business Administration from the L.N.Mishra Institute of Economic Development and Social change, Patna and it is based on my original work and will be used only for my academic purpose. It will not be produced in any condition as a source of information to an industry.
Date :-
Randhir Kumar Roll No. : 11067 Session : 2011-13
PREFACE
At present, there are many cement companies in the market and tough competition is also exist. Customer satisfaction is most important area for any company. Customers and Dealers are the backbone of any organization. The proper appointment of Dealers and production of good products for customers is quite necessary for achieving the goal of an organization. Marketing department of Ultratech Cement Limited, Patna is efficient, ideal so that the organization can achieve its goal. The report is an attempt to highlight a brief study of evaluation of customers and Dealers perception and attitude for profitability with special reference to Ultratech Cement Limited based on 6 weeks practical training, To complete such a study required grasp information from the market. I have conducted a detailed market survey in the city of Patna, I had gone through several dealers shop and collected information regarding the Profitability of Ultratech Cement. I want to point out a very important aspect of this training that is right from the stage of formulating the research problem to the stage of report writing, my knowledge specially as regards to marketing research, has undoubtedly enhance. It is not a criticism rather than a humble approach of a student of Business Management to look into the various problems and may have deficiencies, which have incurred due to my lack of technical knowledge. (Randhir Kumar)
ACKNOWLEDGEMENT
I express my sincere gratitude to the MANAGEMENT of Ultratech Cement (M/s Ganga Carriers Pvt. Ltd., CFA of Ultratech Cement), Patna for providing me the opportunity to undergo the training programme in their organization to complete my project work in marketing division. I am obliged to Mr. Jai Shanker Kumar, Regional Head (Marketing of Ultratech Cement Ltd., Patna for kind help when I need in my training period. I am extremely thankful to my able guide Mr. Chandra Singh, Faculty of Marketing of .L.N.Mishra Institute of Economic Development & Social Change, Patna for his all along suggestion and dynamic guidance to me. I also acknowledge with a deep sense of reference my gratitude towards the members of my family who has always supported me morally as well and economically. My last work not the least thanks goes to all my friends who directly or indirectly help me to complete this project report.
(Randhir Kumar)
CONTENTS
Executive Summary Chapter - 1 Introduction of the study Objective of the study Scope of the Study Chapter - 2 Company Profile Chapter - 3 Literature Review Chapter - 4 Research Methodology Chapter - 5 Data Analysis and Interpretation SWOT Analysis Chapter - 6 Findings Recommendation Chapter - 7 Conclusion Limitations Bibliography Questionnaire
Executive Summary
Indian economy is facing a boom in the real estate. This is directly related with the cement sector. Ultra Tech cement being one of the top three players in the Indian market and the most exported Indian cement is an important part of the sector. During my project, I carried out a research for Ultra Tech cement and tried to find out its current market position, reasons behind any shortcomings and also found out some methods of increasing Ultra Tech cement sales. The report also gives a detailed idea about the Indian cement industry and the key players. Cement is a mixture of limestone, Clay, Silica and Gypsum. It is a fine powder which when mixed with water sets to a hard mass as a result of hydration of the constituent compounds. It is the most commonly used construction material. Cement is manufactured by burning a mixture of limestone and Clay at high temperatures in a kiln, and then finely grinding the resulting clinker along with Gypsum. The end product thus obtained is called Ordinary Portland Cement (OPC) "Branding is a strategic decision. We want UltraTech to be the most premium brand, so that customers are willing to pay Rs 2 to Rs 3 more per bag. Our premium positioning has already begun to show in some markets in the country," says Puranmalka. Some competitors agree. "UltraTech has managed to do that but the challenge will be to maintain the premium it commands and increase it further. There is a limit to that though," says a senior executive with South India-based cement maker. Though commodity manufacturers don't have a say in retail prices beyond a point, branding does help in fetching a premium and improving operating margins. Harish Bijoor, a brand consultant, gives a thumbs up to UltraTech's strategy: "Branding is essential for commodity companies as there are few other differentiating factors."
Sample the math. Last year, the company sold around 33 million tonnes of cement nearly 1,650 million bags. Since around 65 per cent of the cement in India is bought by individual homeowners who have brand preferences, it could well translate into additional revenues of at least Rs 215 crore. The gains from branding will grow even larger as it raises production capacity. But then, UltraTech's branding strategy is long-term and goes beyond the price of cement bags. It wants to be a one-stop shop for the construction industry at a time when customers are no longer happy with just a strong structure they are fussy about the fittings and the finish too.
Chapter - 1
Introduction of the study Objective of the study Scope of the Study
Introduction of the study

Profitability are a sometimes-overlooked part of the marketing. They can have a large impact on profit, so should be given the same consideration as promotion and advertising strategies. A higher or lower price can dramatically change both gross margins and sales volume. This indirectly affects other expenses by reducing storage costs, for example, or creating opportunities for volume discounts with suppliers. Other factors also determine your optimal profitability strategy. Consider the five forces that influence other business decisions: competitors, suppliers, the availability of substitute products, and customers. Positioning how to be perceived by target audience is also a consideration. Price a premium item too low, for example, and customers will not believe the quality is good enough. Conversely, put too high a selling price on value lines and customers will purchase competitors' lower-price items. Some strategies to consider are ... Competitive pricing. Use competitors' retail (or wholesale) prices as a benchmark for own prices. Price slightly below, above or the same as competitors, depending on positioning strategies. Cost plus mark-up. This is the opposite of competitive pricing. Instead of looking at the market, look at own cost structure. Decide the profit want to make and add it costs to determine selling price. While using this method will assure a certain per-unit margin, it may also result in prices that are out-of-line with customer expectations, hurting total profit.
Loss Leader. A loss leader is an item you sell at or below cost in order to attract more customers, who will also buy high-profit items. This is a good short-term promotion technique if you have customers that purchase several items at one time. Close out. Keep this pricing technique in mind when customer have excess inventory. Sell the inventory at a steep discount to avoid storing or discarding it. Customers goal should be to minimize loss, rather than making a profit. Membership or trade discounting. This is one method of segmenting customers. Attract business from profitable customer segments by giving them special prices. This could be in the form of lower price on certain items, a blanket discount, or free product rewards. Bundling and quantity discounts. Other ways to reward people for larger purchases are through quantity discounts or bundling. Set the per-unit price lower when the customer purchases a quantity of five instead of one, for example. Alternately, charge less when the customer purchases a bundle or several related items at one time. Bundle overstocks with popular items to avoid a closeout. Or, bundle established items with a new product to help build awareness. Versioning Versioning is popular with services or technical products, where you sell the same general product in two or three configurations. A trial or very basic version may be offered at low or no cost, for example, with upgrades or more services available at a higher price.
Objective of the study

Objective of this study is to fill the gap between theoretical and practical aspects of the Marketing Management. In other view, the objective of my study is concerned to : (1) (2) (3) (4) (5) (6) (8) This study suggests necessary and required measures for the improvement in the marketing activities. The purpose of this study is to explore the market and to maintain the desired quality level and dealers/retailers profitability. The objective of this study is to develop sound interpersonal relation to get maximum output between the consumer and producer. To know consumers expectation with Ultratech cement ltd.. To know what is the market potential of Ultratech Cement in comparison to other competitors. To know factors affecting the sale of Ultratech Cement in Patna (Danapur) Market. To know the motivational level of dealers of Ultratech Cement.
Scope of the Study

The main scope of profitability for any organization to Developing strategy is one thing-managing the change process to embed that strategy in the organization is quite another. The truth is that implementing effective profitability involves changing the expectations and behaviors of all of the factors involved in the sales process. Customers must learn that they will be treated fairly and that abusive purchase tactics will not be rewarded with ad hoc discounts. Sales must learn that they will be rewarded for closing deals that increase firm profitability rather than using price as a tactical lever to increase sales volume. Finance must learn to look beyond cost as a determinant of price to better understand the tradeoffs between price, cost, and market response. Financial incentives are, without question, one of the most powerful levers for behavioral change among salespeople.
Chapter - 2
Company Profile
Company Profile Introduction to the Organization

UltraTech Cement Limited is India's biggest cement company and Indias largest exporter of cement clinker based in Mumbai, India. The company is division of Grasim Industries. It has an annual capacity of 52 million tonnes. UltraTech cement holds the Superbrand status
It manufactures and markets ordinary Portland cement, Portland blast furnace slagcement, white cement and Portland Pozzolana cement. It also manufactures ready-mix concrete (RMC) and Autoclaved Aerated Concrete Blocks(AAC Blocks) with brand name Ultratech Xtralite. The export markets span countries around the Indian Ocean, Africa,Europe and the Middle East.
UltraTech is India's largest exporter of cement clinker. The company's production facilities are spread across eleven integrated plants, one white cement plant, one clinkerisation plant in UAE, fifteen grinding units, and five terminals four in India and one in Sri Lanka. Most of the plants have ISO 9001, ISO 14001 and OHSAS 18001 certification. In addition, two plants have received ISO 27001 certification and four have received SA 8000 certification. The process is currently underway for the remaining plants. The company exports over 2.5 million tonnes per annum, which is about 30 per cent of the country's total exports. The export market consists of countries around the Indian Ocean, Africa, Europe and the Middle East. Export is a thrust area in the company's strategy for growth. UltraTech's products include Ordinary Portland cement, Portland Pozzolana cement and Portland blast furnace slag cement. Ordinary Portland cement Portland blast furnace slag cement Portland Pozzolana cement Cement to European and Sri Lankan norms
Ordinary Portland cement Ordinary Portland cement is the most commonly used cement for a wide range of applications. These applications cover dry-lean mixes, general-purpose ready-mixes, and even high strength pre-cast and pre-stressed concrete. Portland blast furnace slag cement Portland blast-furnace slag cement contains up to 70 per cent of finely ground, granulated blast-furnace slag, a nonmetallic product consisting essentially of silicates and alumino-silicates of calcium. Slag brings with it the advantage of the energy invested in the slag making. Grinding slag for cement replacement takes only 25 per cent of the energy needed to manufacture Portland cement. Using slag cement to replace a portion of Portland cement in a concrete mixture is a useful method to make concrete better and more consistent. Portland blast-furnace slag cement has a lighter colour, better concrete workability, easier finishability, higher compressive and flexural strength, lower permeability, improved resistance to aggressive chemicals and more consistent plastic and hardened consistency. Portland Pozzolana cement Portland pozzolana cement is ordinary Portland cement blended with pozzolanic materials (power-station fly ash, burnt clays, ash from burnt plant material or silicious earths), either together or separately. Portland clinker is ground with gypsum and pozzolanic materials which, though they do not have cementing properties in themselves, combine chemically with Portland cement in the presence of water to form extra strong cementing material which resists wet cracking, thermal cracking and has a high degree of cohesion and workability in concrete and mortar.
Plant and Machinery UltraTech Concrete is manufactured at state-of-the-art computerized automatic batching & mixing plants with contemporary technology. Some of the special features of our plants are1. Entire process is fully computerized, leaving no scope for human errors. All the control systems are Windows based. 2. Cement and other raw material are checked as per our quality plan.
3. All the raw materials are stacked in separate bins and are stored under cover so that aggregates are not exposed to direct sunlight and environment pollution. 4. Cement, Fly ash, Slag etc. are stored in separate silos for better control on recipe. 5. Handling of fly ash and slag are done from closed bunkers to silos directly. 6. Separate weigh-batchers are provided for each ingredient like cement, water, admixtures and aggregates. The weighing is done on sophisticated electronic weigh batchers. Precise weighing of all materials is done through electronic load cells made up of special alloys. 7. Homogeneous mixing of concrete is ensured by use of special high-efficiency mixers like pan-type or turbo-twin shaft mixers. 8. A fully equipped onsite plant laboratory is available at each plant. 9. A Sprinkler system is installed to ensure temperature control of aggregates in hot weather. 10. In line with Groups focus towards environment and eco-friendliness all silos are installed with bag filters and level indicators to avoid any kind of pollution. 11. Processes are in place for effective and periodic maintenance and calibration of all critical components. 12. Laser sensor and moisture control are used for a stringent quality assurance. 13. Well trained and experienced engineers are available at every plant to take care of the quality of concrete. PLANTS Awarpur Cement Works Gujarat Cement Works Hirmi Cement Works Jafrabad Cement Works Arakkonam Cement Works Jharsuguda Cement Works Magdalla Cement Works Ratnagiri Cement Works West Bengal Cement Works Ginigera Cement Works
Mission To deliver superior value to our customers, shareholders, employees and society at large. Vision
"To actively contribute to the social and economic development of the
communities in which we operate. In so doing, build a better, sustainable way of life for the weaker sections of society and raise the country's human development index." Mrs. Rajashree Birla, Chairperson, The Aditya Birla Centre for Community Initiatives and Rural Development
MANAGEMENT TEAMS Board of Directors Mr. Kumar Mangalam Birla, Chairperson Mrs. Rajashree Birla Mr. R.C.Bhargava Mr. G.M.Dave Mr. N.J.Jhaveri Mr. S.B.Mathur Mr. V.T.Moorthy Mr. S.Rajgopal Mr. D.D.Rathi Mr. O.P.Puranmalka, Wholetime Director
Executive President & Chief Financial Officer Mr.K.C.Birla Chief Manufacturing Officer Mr. R.K.Shah Chief Marketing Officer Mr. S.N.Jajoo Chief People Officer Mr. C.B.Tiwari Company Secretary Mr. S.K.Chatterjee
HISTORY OF THE ORGANIZATION

UltraTech Cement Limited has 12 integrated plants, 1 white cement plant, 11 grinding units in India and 1 clinkerization plant in UAE, 15 grinding units( 11 in India, 2 in UAE, 1 each in Bahrain and Bangladesh)and 6 bulk terminals (5 in India and 1 in Sri Lanka). As part of the seventh biggest cement manufacturer in the world, UltraTech Cement has eleven integrated plants, one white cement plant, one clinkerisation plant in UAE, 15 grinding units 11 in India, 2 in UAE, one in Bahrain and Bangladesh each and five terminals four in India and one in Sri Lanka.. These facilities gradually came up over the years, as indicated below: 2011 UltraTech Cement Middle East Investments Limited, a wholly owned subsidiary of the Company has acquired management control of ETA Star Cement together with its operations in the UAE, Bahrain and Bangladesh The cement business of Grasim demerged and vested in Samruddhi Cement Limited in May, 2010. Subsequently, Samruddhi Cement Limited amalgamated with UltraTech Cement Limited in July 2010. 2006 Narmada Cement Company Limited amalgamated with UltraTech pursuant to a Scheme of Amalgamation being approved by the Board for Industrial & Financial Reconstruction (BIFR) in terms of the provision of Sick Industrial Companies Act (Special Provisions)
2004 :: Completion of the implementation process to demerge the cement business of L&T and completion of open offer by Grasim, with the latter acquiring controlling stake in the newly formed company UltraTech 2003 The board of Larsen & Toubro Ltd (L&T) decides to demerge its cement business into a separate cement company (CemCo). Grasim decides to acquire an 8.5 per cent equity stake from L&T and then make an open offer for 30 per cent of the equity of CemCo, to acquire management control of the company. 2002 :: The Grasim Board approves an open offer for purchase of up to 20 per cent of the equity shares of Larsen & Toubro Ltd (L&T), in accordance with the provisions and guidelines issued by the Securities & Exchange Board of India (SEBI) Regulations, 1997. Grasim increases its stake in L&T to 14.15 per cent Arakkonam grinding unit 2001 :: Grasim acquires 10 per cent stake in L&T. Subsequently increases stake to 15.3 per cent by October 2002 Durgapur grinding unit 1998-2000 Bulk cement terminals at Mangalore, Navi Mumbai and Colombo 1999 :: Narmada Cement Company Limited acquired Ratnagiri Cement Works
1998 :: Gujarat Cement Works Plant II Andhra Pradesh Cement Works 1996 :: Gujarat Cement Works Plant I 1994 :: Hirmi Cement Works 1993 :: Jharsuguda grinding unit 1987 :: Awarpur Cement Works Plant II 1983 :: Awarpur Cement Works Plant I
Product Profile
UltraTech is India's largest exporter of cement clinker. The company's production facilities are spread across eleven integrated plants, one white cement plant, twelve grinding units, and five terminals four in India and one in Sri Lanka. Most of the plants have ISO 9001, ISO 14001 and OHSAS 18001 certification. In addition, two plants have received ISO 27001 certification and four have received SA 8000 certification. The process is currently underway for the remaining plants. The company exports over 2.5 million tonnes per annum, which is about 30 per cent of the country's total exports (2009). The export market comprises of countries around the Indian Ocean, Africa, Europe and the Middle East. Export is a thrust area in the company's strategy for growth.

Ordinary Portland cement Portland blast furnace slag cement Portland Pozzolana cement
Ordinary Portland cement Ordinary Portland cement is the most commonly used cement for a wide range of applications. These applications cover dry-lean mixes, general-purpose readymixes, and even high strength pre-cast and pre-stressed concrete.
Portland blast furnace slag cement Portland blast-furnace slag cement contains up to 70 per cent of finely ground, granulated blast-furnace slag, a non-metallic product consisting essentially of silicates and alumino-silicates of calcium. Slag brings with it the advantage of the energy invested in the slag making. Grinding slag for cement replacement takes only 25 per cent of the energy needed to manufacture Portland cement. Using slag cement to replace a portion of Portland cement in a concrete mixture is a useful method to make concrete better and more consistent. Portland blast-furnace slag cement has a lighter colour, better concrete workability, easier finish ability, higher compressive and flexural strength, lower permeability, improved resistance to aggressive chemicals and more consistent plastic and hardened consistency. Portland Pozzolana cement Portland pozzolana cement is ordinary Portland cement blended with pozzolanic materials (power-station fly ash, burnt clays, ash from burnt plant material or silicious earths), either together or separately. Portland clinker is ground with gypsum and pozzolanic materials which, though they do not have cementing properties in themselves, combine chemically with Portland cement in the presence of water to form extra strong cementing material which resists wet cracking, thermal cracking and has a high degree of cohesion and workability in concrete and mortar. Concrete Concrete is most vital material in modern construction. It has versatile properties like easy mould ability, high compressive strength and long lasting durability. These properties of concrete have made it most popular construction material for all types of civil engineering works. The latest developments in concrete technology have made it possible to use it in intricate and architecturally complex structures, requiring high degree of performance and aesthetic appearance.
In addition to normal concrete, other varieties in use are, high strength and high performance concrete, self compacting, light weight, high density, fibre reinforced, polymer, coloured concrete etc. The ingredients of good and bad concrete are the same. The difference lies in the technology used for production, transportation and placement. The making of concrete is an art as well as a science. Science because all the ingredients are proportioned as per the standard codes of practice to get the targeted strength & durability, and an art because in addition to accurate proportioning, quality of concrete depends on the way it is mixed, placed, compacted, finished, cured and protected. Ready mix Concrete (RMC) technology results in a perfect blend of the Art and Science. In all the developed as well as most of the developing nations, use of RMC for construction has made it possible to achieve speed and quality. The advent of commercial RMC in India is about a decade old, but in recent years it has become the preferred choice of architects, engineers and consumers. UltraTech Concrete is committed to provide customised high quality RMC for ensuring speedy construction. UltraTech concrete plants are present in Mumbai, Pune, Nasik, Nagpur, Ahmedabad, Surat, Gurgaon, Noida, Jaipur, Chandigarh,
Chennai, Bangalore, Hyderabad, Cochin, Vizag, Ludhiana, Raipur
Production Portland cements are made by grinding a mixture of limestone, clay and other corrective materials, viz. Lateritic, Bauxite etc. Essential constituents mainly are Lime, Silica, Alumina and Iron Oxide. The process of manufacturing consists of grinding of raw materials into fine powder, mixing them intimately and burning in a kiln at about 1400 deg. C. The resultant product is called Clinker. Clinker is cooled, ground to fine powder with gypsum. The end product is cement. Cement UltraTech Concrete plants use fresh cement directly procured from the state-ofthe-art cement plants mainly through cement bulkers, which in turn is pumped directly into UltraTech Concrete silos, thus protecting it from the external environment and humidity. Coarse Aggregates UltraTech Concrete directly sources the aggregates from selected and approved suppliers and these aggregates are tested as per IS stipulations at regular intervals for: Shape, size and gradation (elongation/flakiness test) Impact value and crushing value test for their strength
Fine Aggregate
UltraTech Concrete directly purchases sand from selected and approved suppliers. The sand is tested as per IS stipulations at regular intervals for: Moisture content Gradation for fineness modulus Silt content Water UltraTech Concrete tests the quality of water as per BIS standards at frequent intervals and in case the water needs any treatment, water purifiers are used. Mineral Admixtures In UltraTech Concrete plants, mineral admixtures are obtained from proven sources conforming to relevant BIS standards. High-tech facilities are used for collection, transportation and storage to avoid contamination due to environment and any other source. Chemical Admixtures In UltraTech Concrete plants, high quality admixtures are used in concrete during mixing to improve certain properties of fresh concrete such as workability and setting time. The admixture is sourced from reputed companies and is tested for compatibility with cement before use. Workability of concrete In UltraTech Concrete, workability is properly controlled through scientific methods by appropriate dosing of admixtures. Workability is measured (and recorded) for every batch to facilitate efficient transportation and pumping. Batching and Mixing UltraTech Concrete is proportioned using computer aided scientific methods conforming to relevant standards. Mixing is done through high efficiency pan mixers or twin shaft vibro-mixers in fully automated mixing and batching plant leaving no scope for human error. These measures ensure consistent quality in every batch.
Organizational Structure
COMPETITORS OF THE ORGANIZATION

Lafarge Cement
Lafarge India is a subsidiary of the French Building Materials major Lafarge. Lafarge is the world leader in building materials, with top-ranking positions in all of its businesses: Cement, Aggregates & Concrete and Gypsum. Lafarge entered the Indian market in 1999, with the acquisition of the cement business of Tata Steel. This acquisition was followed by the purchase of the Raymond Cement facility in 2001. Lafarge currently has four cement plants in India: two integrated plants in the state of Chhattisgarh , one grinding station each in Jharkhand & West Bengal. Total cement production capacity of Lafarge in the Indian market currently stands at around 6.5 million tons. Lafarge India produces different types cements like Portland Slag Cement, Portland Pozzolana Cement. Lafarge Cement is famous all over the world for its premium quality and has been used to build many landmark buildings,structures globally. The company is a leading cement player in Eastern India. Its brands Lafarge Cement and Lafarge Concreto Cement enjoy high brand equity here and are amongst the highest priced brands. Lafarge is committed to the Indian market and has firm plans to expand its capacity in India.
Ambuja Cements
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 worlds 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. 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 companys most distinctive attribute is its approach to the business. Ambuja believes its most valuable assets arent cement plants.
ACC
ACC Limited is Indias foremost cement manufacturer with a countrywide network of factories and marketing offices. Established in 1936, ACC has been a pioneer and trend-setter in cement and concrete technology. Among the first companies in India to include commitment to environment protection as a corporate objective, ACC has won accolades for environment friendly measures taken at its plants and mines, and has also been felicitated for its acts of good corporate citizenship.
Samruddhi Cement
Samruddhi Cement Ltd. is a manufacturer and marketer of cement. The company was incorporated in 2009 and is based in Nagda, India. As per the transaction announced on October 6, 2009, Samruddhi Cement Ltd. operates as a subsidiary of UltraTech Cement Limited.
Shree Cements
Shree Cement is the largest cement manufacturer in North India and among the top five cement manufacturing groups in the country. The company is being professionally managed by its promoters Shri B. G. Bangur, Chairman and Shri H. M. Bangur, Managing Director. Turnover of the company for 2009-10 was Rs. 3632 Crores and Net profit was Rs. 676 Crores, while in 2008-09 the company posted a turnover of Rs. 2715 crore and generated operating profit of nearly Rs. 1034 crore . It has more than quadrupled its capacity in the last 5 years to reach present cement capacity of 12 million tons p.a. with manufacturing plants at Beawar, Ras, Khushkhera and Suratgarh in Rajasthan
and Laksar (Roorkee) in Uttarakhand. The Company follows a multi-brand strategy and sells cement under the highly recognized brands of Shree Ultra, Bangur and Rockstrong. which together enjoy largest market share in high value markets of Rajasthan, Delhi & Haryana.
India Cements
The Company is the largest producer of cement in South India.The Company's plants are well spread with three in Tamilnadu and four in Andhra Pradesh which cater to all major markets in South India and Maharashtra. The Company is the market leader with a market share of 28% in the South. It aims to achieve a 35% market share in the near future. The Company has access to huge limestone resources and plans to expand capacity by de-bottlenecking and optimisation of existing plants as well as by acquisitions. The Company has a strong distribution network with over 10,000 stockists of whom 25% are dedicated.The Company has well established brands- Sankar Super Power, Coromandel Super Power and Raasi Super Power. Regional offices in all southern states and Maharasthra offices/representative in every district.
Prism Cement
Birla Corporation Limited is the flagship Company of the M.P. Birla Group. Incorporated as Birla Jute Manufacturing Company Limited in 1919, it was Late Mr. Madhav Prasad Birla who gave shape to it. As Chairman of the Company, Mr. Madhav Prasad Birla transformed it from a manufacturer of jute goods to a leading multi-product corporation with widespread activities. Under the Chairmanship of Mrs. Priyamvada Birla, the Company crossed the Rs. 1300 crore turnover mark and the name was changed to Birla Corporation Limited in 1998.
Madras Cements
Madras Cements Ltd is the flag ship company of Ramco Group, a well known business group of South India. It is based at Chennai. The main product of the company is Portland Cement manufactured through the five advanced production facilities spread over South India. The cement capacity is 10.49 million tons per annum. The company is the fifth largest cement producer in the country. Ramco Supergrade is the most popular cement brand in South India. The company also produces Ready Mix Concrete and Dry Mortar products. In addition, the company also operates one of the largest wind farms in the country .
Chetinad Cement
Chettinad Cement Corporation Limited is an India-based company engaged in the business of manufacturing cement . The Company's cement products include OPC43 Grade, Super Grade, Sulphate Resistant Portland Cement and Portland Slag Cement. It has three manufacturing plants at Puliyur, Karikkali and Ariyalur. As of March 31, 2009, the Company's production capacity was five million tons per annum.
Chapter - 3
Literature Review
Literature Review (Profitability)

INTRODUCTION Profit is an excess of revenues over associated expenses for an activity over a period of time. Terms with similar meanings include earnings, income, and margin. Lord Keynes remarked that Profit is the engine that drives the business enterprise. Every business should earn sufficient profits to survive and grow over a long period of time. It is the index to the economic progress, improved national income and rising standard of living. No doubt, profit is the legitimate object, but it should not be over emphasised. Management should try to maximise its profit keeping in mind the welfare of the society. Thus, profit is not just the reward to owners but it is also related with the interest of other segments of the society. Profit is the yardstick for judging not just the economic, but the managerial efficiency and social objectives also. CONCEPT OF PROFITABILITY Profitability means ability to make profit from all the business activities of an organization, company, firm, or an enterprise. It shows how efficiently the management can make profit by using all the resources available in the market. According to Harward & Upton, profitability is the the ability of a given investment to earn a return from its use. However, the term Profitability is not synonymous to the term Efficiency. Profitability is an index of efficiency; and is regarded as a measure of efficiency and management guide to greater efficiency. Though, profitability is an important yardstick for measuring the efficiency, the extent of profitability cannot be taken as a final proof of efficiency. Sometimes satisfactory profits can mark inefficiency and conversely, a proper degree of efficiency can be accompanied by an absence of profit. The net profit figure simply reveals a satisfactory balance between the values receive and value given. The change in operational efficiency is merely one of the factors on which profitability of an enterprise largely depends. Moreover, there are many other factors besides efficiency, which affect the profitability.
PROFIT & PROFITABILITY Sometimes, the terms Profit and Profitability are used interchangeably. But in real sense, there is a difference between the two. Profit is an absolute term, whereas, the profitability is a relative concept. However, they are closely related and mutually interdependent, having distinct roles in business. Profit refers to the total income earned by the enterprise during the specified period of time, while profitability refers to the operating efficiency of the enterprise. It is the ability of the enterprise to make profit on sales. It is the ability of enterprise to get sufficient return on the capital and employees used in the business operation. As Weston and Brigham rightly notes to the financial management profit is the test of efficiency and a measure of control, to the owners a measure of the worth of their investment, to the creditors the margin of safety, to the government a measure of taxable capacity and a basis of legislative action and to the country profit is an index of economic progress, national income generated and the rise in the standard of living, while profitability is an outcome of profit. In other words, no profit drives towards profitability. Firms having same amount of profit may vary in terms of profitability. That is why R. S. Kulshrestha has rightly stated, Profit in two separate business concern may be identical, yet, many a times, it usually happens that their profitability varies when measured in terms of size of investment. In neoclassical microeconomic theory, the term profit has two related but distinct meanings. Normal profit represents the total opportunity costs (both explicit and implicit) of a venture to an investor, whereas economic profit (also abnormal, pure,supernormal or excess profit, as the case may be monopoly or oligopoly profit) is, at least in the neoclassical microeconomic theory which dominates modern economics, the difference between a firm's
total revenue and all costs (including normal profit). A related concept, sometimes considered synonymous in certain contexts, is that of economic rent. In Classical economics and Marxian economics, profit is the return to
an owner of capital stock (means of production) in any productive pursuit involving labor, or a return on bonds and money invested in capital markets. Specifically in Marxian economic theory, the maximization of profit and the accumulation of capital is the driving force behind economic activity within capitalist economic systems. Other types of profit have been referenced, including social profit (related to externalities). It is not to be confused with profit in finance and accounting, which is equal to revenue minus only explicit costs, and super profit, a concept in Marxian economic theory. Profit is not synonymous with the concepts of profitability and the profit motive. Normal profit Normal profit is a component of (implicit) costs, and so not a component of business profit at all. It represents the opportunity cost for enterprise, since the time that the owner spends running the firm could be spent on running another firm. The enterprise component of normal profit is thus the profit that a business owner considers necessary to make running the business worth his while i.e. it is comparable to the next best amount the entrepreneur could earn doing another job.
[1]
Particularly if enterprise is not included as a factor of production, it can also be
viewed a return to capital for investors including the entrepreneur, equivalent to the return the capital owner could have expected (in a safe investment), plus compensation for risk.[3] In other words, the cost of normal profit varies both within and across industries; it is commensurate with the riskiness associated with each type of investment, as per the risk-return spectrum.
Only normal profits arise in circumstances of perfect competition when long run economic equilibrium is reached; there is no incentive for firms to either enter or leave the industry.
Economic profit An economic profit arises when revenue exceeds the opportunity cost of inputs, noting that these costs include the cost of equity capital that is met by normal profits. If a firm is making an economic loss (its economic profit is negative), it follows that all costs are not being met in full, and the firm would do better to leave the industry in the long run. In terms of the wider economy, economic profit indicates that resources are being employed in useful endeavours, while economic losses indicate that those resources would be better employed elsewhere.
In competitive and contestable markets
Only in the short run can a firm in a perfectly competitive market make an economic profit.
Economic profit does not occur in perfect competition in long run equilibrium; if it did, there would be an incentive for new firms to enter the industry, aided by a lack of barriers to entry until there was no longer any profit. As new firms enter the industry, they increase the supply of the product available in the market, and these new firms are forced to charge a lower price to entice consumers to buy the additional supply these new firms are supplying (they compete for
customers). Incumbent firms within the industry face losing their existing customers to the new firms entering the industry, and are therefore forced to lower their prices to match the lower prices set by the new firms. New firms will continue to enter the industry until the price of the product is lowered to the point that it is the same as the average cost of producing the product, and all of the economic profit disappears. When this happens, economic agents outside of the industry find no advantage to entering the industry, supply of the product stops increasing, and the price charged for the product stabilizes. The same is likewise true of the long run equilibria of monopolistically competitive industries and, more generally, any market which is held to be contestable. Normally, a firm that introduces a differentiated product can initially secure market power for a short while. At this stage, the initial price the consumer must pay for the product is high, and the demand for, as well as the available of the product in the market, will be limited. In the long run, however, when the profitability of the product is well established, and because there are few barriers to entry, the number of firms that produce this product will increase until the available supply of the product eventually becomes relatively large, the price of the product shrinks down to the level of the average cost of producing the product. When this finally occurs, all monopoly associated with producing and selling the product disappears, and the initial monopoly turns into a competitive industry. In the case of contestable markets, the cycle is often ended with the departure of the former "hit and run" entrants to the market, returning the industry to its previous state, just with a lower price and no economic profit for the incumbent firms. Profit can, however, occur in competitive and contestable markets in the short run, as firms jostle for market position. Once risk is accounted for, long-lasting economic profit in a competitive market is thus viewed as the result of constant cost-cutting and performance improvement ahead of industry competitors, allowing costs to be below the market-set price.
In uncompetitive markets
A monopolist can set a price in excess of costs, making an economic profit (shaded). The above Picture shows a Monopolist (only 1 Firm in the Industry/Market). An Oligopoly usually has "Economic Profit" also, but usually faces an Industry/Market with more than just 1 Firm (they must share available Demand at the Market Price). Economic profit is, however, much more prevalent in uncompetitive markets such as in a perfect monopoly or oligopoly situation. In these scenarios, individual firms have some element of market power: Though monopolists are constrained by consumer demand, they are not price takers, but instead either price-setters or quantity setters. This allows the firm to set a price which is higher than that which would be found in a similar but more competitive industry, allowing them economic profit in both the long and short run. The existence of economic profits depends on the prevalence of barriers to entry: these stop other firms from entering into the industry and sapping away profits, like they would in a more competitive market. In cases where barriers are present, but more than one firm, firms can collude to limit production, thereby restricting supply in order to ensure the price of the product remains high enough to ensure all of the firms in the industry achieve an economic profit. However, some economists, for instance Steve Keen, argue that even an infinitesimal amount of market power can allow a firm to produce a profit and that the absence of economic profit in an industry, or even merely that some production occurs at a loss, in and of itself constitutes a barrier to entry.
In a single-goods case, a positive economic profit happens when the firm's average cost is less than the price of the product or service at the profit-maximizing output. The economic profit is equal to the quantity of output multiplied by the difference between the average cost and the price. Maximization It is a standard economic assumption (though not necessarily a perfect one in the real world) that, other things being equal, a firm will attempt to maximize its profits. Given that profit is defined as the difference in total revenue and total cost, a firm achieves a maximum by operating at the point where the difference between the two is at its greatest. In markets which do not show interdependence, this point can either be found by looking at these two curves directly, or by finding and selecting the best of the points where the gradients of the two curves (marginal revenue and marginal cost respectively) are equal. In interdependent markets, game theory must be used to derive a profit maximising solution.
Chapter - 4 Research Methodology
Research Methodology
Methodology is a systematic way to undertake the study. It may be understood as a science of studying how study is done. In fact, success of the research project depends entirely on the data and therefore the methods employed in the collection of the data. Study Objective The main objective of the study is to understand the business environment of Ultratech cement all product, to know the supply chain of the company how they work. Research Design :Research design indicates the methods of research i.e. the methods of gathering information and methods of sampling. Research design in the study is descriptive analytical research. It is designed to describe something, such as demographic characteristics or who use the product. Sampling Technique :The sampling techniques involved in this project are convenience sampling technique. The respondents were interviewed at various placed like dealers/retailers outlet. Sampling Plan :1. Sampling unit : Sampling unit consist of Manufacturer, Distributor, Retailer and consumers, it mainly comprises of consumers, Retailer and distributor in Patna. 2. Sampling method : convenience sampling method. 3. Sample Size : It consists of 50 dealerss. Data Collection Methods : 1) Primary Data :In this method the various information are gethered for the very first time or we can say that it is a way of getting first hand information. Primary data is gathered by interview, questionnaire. This primary data collection was major part of field survey.
2.
Secondary Data :-
Data which are already available and it may provide ready information relevant to the study is called secondary data. The information collection process and methodology which I followed secondary data with the help of Internal source (Life history, Letters, Diaries and Memory), External Sources (Book, Business Journals, websites etc.) and other such modes of information generation. Questionnaire Description : The questionnaire was prepared consisting of structured and non-disguised. The questions were logically and sequentially arranged in the questionnaire so the proper and authentic information can be obtained from the respondents without any anomalies from the part of the respondents provided corrects response can obtained.
Chapter - 5
Data Analysis and Interpretation
Data Analysis and Interpretation

I collected opinions of Fifty respondents of different areas of Patna area through survey on the basis of random. These are the following opinions which important for study point of view:Q.-1 How much your business volume is accounted for by Ultratech Cement ? Opinion <25% Between 25%-50% >50% Total No. of Respondents 10 30 10 50 Percentage 20% 60% 20% 100%
Q -2 How much your profit is derived from Ultratech Cement ? Opinion 24% or Less 25%-49% 50%-74% 75% or More Total No. of Respondents 7 12 25 6 50 Percentage 14% 24% 50% 12% 100%
Q -3 To what extend do you plan to give ultratech greater emphasis in your business over the next few years ? Opinion Greater Extent Moderate Extent Slight Extent Not at all Total No. of Respondents 45 3 2 0 50 Percentage 90% 6% 4% 0% 100%
Q -4 What is the range of your dealership Sales Volume of Ultratech Cement last month? Opinion Rs.250000-499000 Rs. 500000-999000 Rs.1000000-2999000 Rs.3000000-5000000 Rs.5000000-more Total No. of Respondents 10 25 8 5 2 50 Percentage 20% 50% 16% 10% 4% 100%
Q -5 Compared to (Market Leader) how does ultratech cement offer advantages in profitability ? Opinion Strong Slight About the same Slight Disadvantage Strong Disadvantages Total No. of Respondents 30 10 5 2 3 50 Percentage 60% 20% 10% 4% 6% 100%
Q.-6
Compared to (Market leader) How does Ultratech offer advantages in service & supplies business ?
Opinion Strong Slight About the same Slight Disadvantage Strong Disadvantages Total
No. of Respondents 30 10 5 2 3 50
Percentage 60% 20% 10% 4% 6% 100%
Q -7 Which companies product do you see as offering a stronger competitive position to Ultratech dealers ? Opinion ACC Cement Lafarge Cement JP Cement Prism Cement Ambuja Cement Total No. of Respondents 10 25 7 5 3 50 Percentage 20% 50% 14% 10% 6% 100%
Q. -8 How long have you been a Ultratech Dealer ? Opinion 1-5 years 5-10 years 10-15 years 20 or More Total No. of Respondents 15 25 7 3 50 Percentage 30% 50% 14% 6% 100%
Q. -9 On Average which of the following best describes Ultratech Management's Timeliness in Response to your request & Inquiries ? Opinion Very Timely Timely Mixed Slow Total No. of Respondents 35 7 5 3 50 Percentage 70% 14% 10% 6% 100%
Q. -10 As a seller which promotional tools do you think is the most important ? Opinion Advertising Sales Promotion Personal Selling Publicity Total No. of Respondents 10 30 5 5 50 Percentage 20% 60% 10% 10% 100%
Q. -11 If you think Ultratech cement Co. needs improvement in what respects should the improvement be ? Opinion Quality Price Promotion Distribution All of the above Total No. of Respondents 3 7 10 30 0 50 Percentage 6% 14% 20% 60 0 100%
Q. -12 Do you think that a Brand Ambassador would influence buyer's purchase decision for particular brand of cement ? Opinion Yes No Total No. of Respondents 10 40 50 Percentage 20% 80% 100%
Q -13 How is Ultratech Cement customer relationship management ? Opinion Good Best Average Poor Total No. of Respondents 25 15 5 5 50 Percentage 50% 30% 10% 10% 100%
Q. -14 Which cement brand is more profitable for you ? Opinion Ultratech JP Cement ACC Cement Lafarge Cement Total No. of Respondents 25 3 2 20 50 Percentage 50% 6% 4% 40% 100%
SWOT Analysis
Strength UltraTech Cement Limited (UltraTech) is India-based one of the largest cement manufacturing company. The company along with its subsidiaries is engaged in the business of manufacturing, marketing, distribution and sales of the cement and cement related products. UltraTechs other cement related products are ready mix concrete and cement clinker. The product portfolio of the company comprises Portland cement, Portland blast furnace slag cement and Portland Pozzolana cement. The company also exports cement and clinker to countries around the Indian Ocean, Africa, Europe, and the Middle East. The company has an annual cement production capacity of 18.2 million tones. It is a subsidiary of Grasim Industries Ltd. The company operates two subsidiary companies namely, Dakshin Cement Limited and UltraTech Ceylinco (P) Limited. The company is headquarter at Mumbai in India.The company reported revenues of (Rupee) INR 66,643.30 million during the fiscal year ended March 2009, an increase of 16.43% over 2008. The operating profit of the company was INR 13,678.20 million during the fiscal year 2009, a decrease of 9.73% from 2008. The net profit of the company was INR 9,780.60 million during the fiscal year 2009, a decrease of 3.17% from 2008. Strengths of UltraTech are as follows Better quality Long relationship with customer. Maintains a world class infrastructure. Market share. Large distribution network. Proper research and development. Strong financial backing Weakness
Everyone looks up to a visionary leader to understand the possibilities tomorrow holds. And you have a greater responsibility to bear when you are Indias largest cement company. In the present day context, UltraTech is playing an important role in the infrastructural development of the country. No wonder, UltraTechs every creation is a window to tomorrow. And an effective communication was needed to reflect the same.It was quite a daunting task for Interface Communications, the advertising agency for UltraTech, to get the right mix of emotions and technological superiority that appeal to everyone right across IHBs to architects and large commercial establishments. The weaknesses of UltraTech are as follows Delay in supply. Inconsistency of Supply. Insufficient manpower Opportunity When you view India through a prism, its multi-faceted refractions are awesome, unique and partly distressing. A multiethnic, multi-religious, multilingual, multicultural diverse democracy, rich in its distinctive heritage India is, indeed, captivating. Our democracy resonates throughout the world. Moreover, the way in which India has transformed itself from a colonial, agri-based backwater economy into an independent, modern, knowledge-driven one is the stuff of case studies at the best-in-class business schools the world over. While the youth leader must appreciate these facets, he or she must have a thorough understanding of the different strands that go into the weave of India. The partition in the aftermath of our freedom struggle has left a scar, as has the divide in the name of God. India is a country of extreme paradoxes. We are reckoned as a nation of tremendous opportunities and, yet, it is a reality that India is a place of perpetual struggle. We have large tracts of our country that have yet to witness any economic advancement. Company should Develop new marketing areas.
Sign more MOUs with government regarding supply of cement for Government work. Maintain the position of competition in the market. Threats Just a few years ago, the Aditya Birla Group bought over the cement business of L&T for around ` 2,200 crore. L&T allowed its name to be used for about a year. O.P. Puranmalka, Group Executive President, Grasim Industries, and Chief Marketing Officer, observes that in a very short time the company had to establish a new brand name in the minds of the people and use the L&T mind space. The task was Herculean. Explaining the strategy behind the new brand name, Mr. Puranmalka said: "We wanted to capture the gene code of L&T in the new brand name. So we commissioned research on customer perception about the L&T Cement brand. Of course, we were very sure in our minds that L&T Cement epitomised engineering prowess, technology quality and modernity." In step with its global agenda, the cement business of the Aditya Birla Group, is orchestrating a contemporary brand makeover. With UltraTech Cement, the Aditya Birla Group has established itself as not only the most respected domestic player but also among the global leaders in cement. UltraTech has strong competitors like ACC, LAFARGE, AMBUJA Etc., although the Brand Equity of ULTRATECH CEMENT is AT PAR with ACC and LAFAGE, to maintain the same continuous follow-up in all respect is necessary. The Ultratech cement has to adopt necessary strategies to compete with strong competitors in order to retain its market position and the goodwill in the market.
Chapter - 6 Findings Recommendation
Findings
The Aditya Birla Group is the ninth-largest cement producer in the world Incorporated on 24 August 2000 as L&T Cement Limited Cement business of Larsen & Toubro Limited demerged and vested in
company in 2004
Grasim acquired management control in July 2004 Together with Grasim, one of the largest cement producers in India Name changed to UltraTech Cement Limited with effect from 14 October
2004
Narmada Cement Company Limited amalgamated with UltraTech in May
2006
Cement business of Grasim demerged and vested in Samruddhi Cement
Limited in May 2010

Samruddhi Cement Limited amalgamated with UltraTech Cement Limited
in July 2010
Recommendation
On the basis of above study carried out by me, the following suggestions are submitted: To increase the sales of Ultratech Cement in such area there is a need of time to time demo program, seminars & meetings. There is a need of more promotional activities specially in sub dealer and outside patna area. Time to time offers should be provided to the customer from our Ultratech company. Need to available all the construction parts, material and tools our distributor office. Ultratech Company should be change the colour of PSC bags. The company must improve its supply so as the demand for the cement can easily be met. It must target the rural markets as they are providing a good marketing opportunity these days.
Chapter - 7
Conclusion Limitation Bibliography Questionnaire
Conclusion
1. Despite the increased role of non-price factors in modern marketing, price remains a critical element of the marketing mix. Price is the only element that produces revenue; the others produce costs. 2. In setting pricing policy, Ultratech follows a six-step procedure. It selects its pricing objective. It estimates the demand curve, the probable quantities it will sell at each possible price. It estimates how its costs vary at different levels of output, at different levels of accumulated production experience, and for differentiated marketing offers. It examines competitors' costs, prices, and offers. It selects a pricing method. It selects the final price. 3. Ultratech do not usually set a single price, but rather a pricing structure that reflects variations in geographical demand and costs, market-segment requirements, purchase timing, order levels, and other factors. Several price-adaptation strategies are available: (1) geographical pricing; (2) price discounts and allowances; (3) promotional pricing; and (4) discriminatory pricing. 4. After developing pricing strategies, Lafarge often face situations in which they need to change prices. A price decrease might be brought about by excess plant capacity, declining market share, a desire to dominate the market through lower costs, or economic recession. A price increase might be brought about by cost inflation or over demand. Companies must carefully manage customer perceptions in raising prices. 5. Ultratech must anticipate competitor price changes and prepare contingent response. A number of responses are possible in terms of maintaining or changing price or quality.
6.
The Ultratech facing a competitor's price change must try to understand the competitor's intent and the likely duration of the change. Strategy often depends on whether a firm is producing homogeneous or nonhomogeneous products. Market leaders attacked by lower-priced competitors can choose to maintain price, raise the perceived quality of their product, reduce price, increase price and improve quality, or launch a low-priced fighter line.
Limitations
(i) Limitation of time :The time allowed for the study was not sufficient , so it was not possible to adopt full methodology within the stipulated time. (ii) Limitation of finance :It had not been possible to make in depth study in above respect due to the limitation of finance. (iii) (iv) Limitation of area :It was not possible to survey the Patna due to the lack of time and finance. Some other Limitations :(a) (b) More stress was given on primary data as it was difficult to collect secondary data from organization. The result of Survey are based upon crucial assumptions like The respondents know the right answer to the question put to them. They are willing to give the right answer. (c) All the conclusion and suggestion will be made in the feedback obtained from survey on the basis of responses given by respondents. In spite of all those limitations efforts were made on my part to come out with whatever possible information was gathered and give view/points on it in the form of suggestion at the concluding part of this project.
Bibliography
(A) Books : Kotler, Philip, Marketing Management. (The millenium edition). Ramaswami, V.S., and Namakumari, S., Marketing Management: Planning Implementation and concept . (The India, Context) Kothari, C.R., Research Methodology Chuna wala, S.A., Sethia, K.C. foundation of advertising Subrato Sen Gupta : Brand Positioning (B) News Paper: The Economic Times Times of India Business Standard Business Line (C) Magazine : The Economic Times Business Today 4p's Business World Business Cronicle Yojna (D) Journal : The Indian Journal of Marketing Marketing Mastermind Advertisement express (E) Internet : www.ultratechcement.com www.google.co.in
Questionnaire
Name : Address: Phone No.: Q.1. .................................................................................................. .................................................................................................. ..................................................................................................
Contact People :............................................................................................. How much your business volume is accounted for by Ultratech Cement ? (a) (c) Q.2 (a) (c) Q .3 <25% >50% 24% or Less 50%-74% (b) (d) 25%-49% 75% or More (b) Between 25%-50%
How much your profit is derived from Ultratech Cement ?
To what extend do you plan to give Ultratech greater emphasis in your business over the next few years ? (a) (c) Greater Extent Slight Extent (b) (d) Moderate Extent Not at all
Q.4
What is the range of your dealership Sales Volume of Ultratech Cement last month? (a) (c) (e) Rs.250000-499000 Rs.1000000-2999000 Rs.5000000-more (b) (d) Rs. 500000-999000 Rs.3000000-5000000
Q.5
Compared to (Market Leader) how does Ultratech cement offer advantages in profitability ? (a) (c) (e) Strong About the same Strong Disadvantages (b) (d) Slight Slight Disadvantage
Q.6
Compared to (Market leader) How does Ultratech offer advantages in service & supplies business ? (a) (c) (e) Strong About the same Strong Disadvantages (b) (d) Slight Slight Disadvantage
Q.7
Which companies product do you see as offering a stronger competitive position to Ultratech dealers ? (a) (c) (e) ACC Cement Prism Cement Lafarge Cement 1-5 years 10-15 years (b) (d) 5-10 years 20 or More (b) (d) JP Cement Ambuja Cement
Q.8
How long have you been a Ultratech Dealer ? (a) (c)
Q.9.
On Average which of the following best describes Ultratech Management's Timeliness in Response to your request & Inquiries ? (a) (c) (a) (c) Very Timely Mixed Advertising Personal Selling (b) (d) (b) (d) Timely Slow Sales Promotion Publicity
Q.10 As a seller which promotional tools do you think is the most important ?
Q. 11 If you think Ultratech cement Co. needs improvement in what respects should the improvement be ? (a) (c) (e) Quality Promotion All of the above (b) (d) Price Distribution
Q.12 Do you think that a Brand Ambassador would influence buyer's purchase decision for particular brand of cement ? (a) (a) (c) (a) (c) (e) Yes Good Average ACC Cement Prism Cement Lafarge Cement (b) (b) (d) (b) (d) No Best Poor JP Cement Ambuja Cement Q.13 How is Ultratech Cement customer relationship management ?
Q.14 Which cement brand is more profitable for you ?
Q.15. What suggestion do you have for Ultratech Management which would help you improve the success of your company business next a year ? __________________________________________________________________ __________________________________________________________________ _________________________________________________________________
Thanking you Signature of surveyor

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A Brief Study of

Submitted to Faculty of Management

In Partial Fulfillment of the Requirement for the Award of the Degree of

Master of Business Administration

L.N.Mishra Institute of Economic Development & Social Change

Under the Guidance of : Mr. Chandra Singh

Submitted by : Randhir Kumar Roll No. - 11067

Dedicated with regards to my

L.N.Mishra Institute of Economic Development & Social Change, Patna

Randhir Kumar Roll No. : 11067 Session : 2011-13

L.N.Mishra Institute of Economic Development & Social Change, Patna

L.N.Mishra Institute of Economic Development & Social Change, Patna

L.N.Mishra Institute of Economic Development & Social Change, Patna

L.N.Mishra Institute of Economic Development & Social Change, Patna

L.N.Mishra Institute of Economic Development & Social Change, Patna

L.N.Mishra Institute of Economic Development & Social Change, Patna

L.N.Mishra Institute of Economic Development & Social Change, Patna

Introduction of the study

L.N.Mishra Institute of Economic Development & Social Change, Patna

L.N.Mishra Institute of Economic Development & Social Change, Patna

Objective of the study

L.N.Mishra Institute of Economic Development & Social Change, Patna

Scope of the Study

L.N.Mishra Institute of Economic Development & Social Change, Patna

L.N.Mishra Institute of Economic Development & Social Change, Patna

Company Profile Introduction to the Organization

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L.N.Mishra Institute of Economic Development & Social Change, Patna

L.N.Mishra Institute of Economic Development & Social Change, Patna

L.N.Mishra Institute of Economic Development & Social Change, Patna

L.N.Mishra Institute of Economic Development & Social Change, Patna

HISTORY OF THE ORGANIZATION

L.N.Mishra Institute of Economic Development & Social Change, Patna

L.N.Mishra Institute of Economic Development & Social Change, Patna

L.N.Mishra Institute of Economic Development & Social Change, Patna

L.N.Mishra Institute of Economic Development & Social Change, Patna

L.N.Mishra Institute of Economic Development & Social Change, Patna

L.N.Mishra Institute of Economic Development & Social Change, Patna

Chennai, Bangalore, Hyderabad, Cochin, Vizag, Ludhiana, Raipur

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L.N.Mishra Institute of Economic Development & Social Change, Patna

COMPETITORS OF THE ORGANIZATION

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L.N.Mishra Institute of Economic Development & Social Change, Patna

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L.N.Mishra Institute of Economic Development & Social Change, Patna

L.N.Mishra Institute of Economic Development & Social Change, Patna

Literature Review (Profitability)

L.N.Mishra Institute of Economic Development & Social Change, Patna

Particularly if enterprise is not included as a factor of production, it can also be

L.N.Mishra Institute of Economic Development & Social Change, Patna

In competitive and contestable markets

L.N.Mishra Institute of Economic Development & Social Change, Patna

L.N.Mishra Institute of Economic Development & Social Change, Patna

L.N.Mishra Institute of Economic Development & Social Change, Patna

Chapter - 4 Research Methodology

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L.N.Mishra Institute of Economic Development & Social Change, Patna

L.N.Mishra Institute of Economic Development & Social Change, Patna

L.N.Mishra Institute of Economic Development & Social Change, Patna

Data Analysis and Interpretation

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L.N.Mishra Institute of Economic Development & Social Change, Patna

L.N.Mishra Institute of Economic Development & Social Change, Patna