Imran-Final Report

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Summer Internship Project
A Report On
“Study of Pricing Strategy of ACC Concrete Ltd.”
Submitted By
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IMRAN ULLAH
MBA (2009-2011)
ROLL NO. 0917570012
AL-BARKAAT INSTITUTE OF MANAGEMENT STUDIES
ALIGARH,UTTAR PRADESH
(AFFILIATED TO GBTU, LUCKNOW)
ACKNOWLEDGEMENT
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I take this opportunity for thanking ACC Concrete Limited for giving me a chance to be associated with an esteemed
organization like theirs. I offer my sincere gratitude to everyone in ACC Concrete Limited, involved directly or indirectly,
for the immense help and guidance given to me throughout the project.
I am deeply grateful to my project guide Mr.Tushar Sharma, who gave me the opportunity to work under him and
guidance all throughout the project. His guidance for selecting my project title and timely & critical feedback on my work
has helped me to improve my project.
Apart from them I would also like to thank Mr. Manmohan, Mr. Irfan Ullah, and my colleagues in ACC Concrete
Limited for their support, encouragement and for helping in their capacities.
At the college end, I would like to thanks Mr. Faraz Ahmad (Asst. Prof of ABIMS), which have helped me to finalize
this project.
IMRAN ULLAH
MBA-2009-2011
ABIMS, ALIGARH
DECLARATION
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This is to certify that dissertation entitled ‘Pricing Strategy’ at Binola Plant. Binola has been prepared by IMRAN
ULLAH in the partial fulfillment of the requirement of Masters Degree in Marketing at Al-Barkaat Institute of
Management Studies, Aligarh (U.P)
I hereby declare that all the information and fact produced here are based on my own findings and studies at ACC
Concrete BINOLA PLANT are original in nature. The contents of report are a true expression of my efforts on the said
topic.
Any resemblance to earlier project or research is purely co-incidental.
IMRAN ULLAH
MBA-2009-2011
ABIMS, ALIGARH
CONTENTS
CHAPTER-: 1 INTRODUCTION ABOUT COMPANY
 Introduction of company……………………………………………. Page no. 7 - 8
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 History of ACC……………………………………………………………. Page no. 9 - 11
 History of ACC Concrete………………………………………………Page no. 12 - 17
 Old vision of ACC………………………………………………………… Page no. 18
 New vision of ACC……………………………………………………… Page no. 19
 Mission……………………………………………………………………… Page no. 19 – 20
 Milestones of ACC ltd………………………………………………….. Page no. 21- 27
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 Achievements& Awards of ACC ltd……………………………….Page no. 28 - 36
 Map of ACC Networks in India……………………………………… Page no. 37 - 42
 Corporate Social Responsibility……………………………………. Page no. 43 - 47
 Occupational health & safety………………………………………..Page no. 47 - 50
 Overview of Binola Plant……………………………………………… Page no. 51 - 60
CHAPTER-: 2 INTRODUCTION OF TOPIC
(PRICING STRATEGY)
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 Definition of pricing strategy………………………………………. Page no. 62
 Why pricing strategy matter………………………………………... Page no. 62 - 67
 Steps in Pricing Strategy……………………………………………… Page no. 67 - 69
 Pricing objectives……………………………………………………….. Page no. 70 - 72
 Pricing method……………………………………………………………. Page no. 72–76
 Pricing strategy of ACC concrete at Binola Plant…………… Page no. 76
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 Factors effecting the pricing strategy…………………………… Page no. 77-80
CHAPTER-: 3 Research Methodology
 Objectives of the study………………………………………………. Page no. 82
 Universe…………………………………………………………………… Page no. 82
 Sample size & technique……………………………………………. Page no. 82
 Source of data collection…………………………………………… Page no. 83-84
 Sampling techniques uses………………………………………… Page no. 84
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CHAPTER-: 4 ANALYSIS OF DATA
………… Page no. 86- 94
CHAPTER-:5 CONCLUSIONS ……………………………………..
…………. Page no. 96
CHAPTER-:6 SUGGESTIONS AND RECOMMENDATION
………… Page no. 98- 99
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CHAPTER :- ANNEXURE (QUESTIONNAIRE)
…………… Page no. 101 - 104
BIBLOGRAPHY
…………. Page no. 106
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CHAPTER
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ONE
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INTRODUCTION OF THE COMPANY
ACC (ACC Limited) is India's foremost manufacturer of cement and concrete. ACC's operations are spread throughout the
country with 16 modern cement factories, more than 40 Ready mix concrete plants, 20 sales offices, and several zonal
offices. It has a workforce of about 9,000 persons and a countrywide distribution network of over 9,000 dealers. Acc
research and development facility has unique track record of innovative research, Since inception in 1936, the company has
been a trendsetter and important benchmark for the cement industry in production, marketing and personnel management
processes. Its commitment to environment friendliness, its high ethical standards in business dealings and its on going
efforts in community welfare programs have won it acclaim as a responsible corporate citizen. Acc has made significant
contributions to the nation building process by way of quality products, services and sharing its expertise. It is the only
cement company that figures in the list of Consumer Super Brands of India.
In the 70 years of its existence, acc has a pioneer in the manufacture of cement and concrete and a trendsetter in many
areas of cement and concrete technology including improvements in raw material utilization, process improvement, energy
conservation and development of high performance concretes.
The company’s various businesses are supported by powerful, in house research and technology backup facility – the only
one of its kind in Indian cement industry. This ensures not just consistency in product quality but also continuous
improvements in products, processes and application areas.
ACC has rich experience in mining, being the largest user of limestone. And it is also one of the principal users of coal. the
largest cement producer in India, it is one of the biggest customers of the domestic coal industry, of Indian Railways, and
foremost user of the road transport network services for inward and outward movement of materials and products.
Acc has also extended its services overseas to the Middle East, Africa, and South America, where it has provide technical
and managerial consultancy to a variety of consumers, and also helps in the operation and maintenance of concrete and
cement abroad.
Acc is the among the first companies in India to include commitment to environmental protection as one of its corporate
objectives, long before pollution control laws came into existence. The company installed pollution control equipment and
high efficiency sophisticated electrostatic precipitators for cement kilns, raw mills, coal mills, power plants and coolers as
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far back as 1966. Today each of its cement plants has state-of-the art pollution control equipment and devices.
ACC plants, mines and townships visibly demonstrate successful endeavors in quarry rehabilitation, water management
techniques and ‘greening’ activities. The company actively promotes the use of alternative fuels and raw materials and
offers total solutions for waste management including testing, suggestions for reuse, recycling and co-processing.
HISTORY OF ACC LTD
ACC was formed in 1936 when ten existing cement companies came together under one umbrella in a historic merger – the
country’s first notable merger at a time when the term mergers and acquisitions was not even coined. The history of ACC
spans a wide canvas beginning with the lonely struggle of its pioneer F E Din Shaw and other Indian entrepreneurs like
him who founded the Indian cement industry. Their efforts to face competition for survival in a small but aggressive market
mingled with the stirring of a country’s nationalist pride that touched all walks of life – including trade, commerce and
business.
F. E. Dinshaw – the founder of ACC
The first success came in a move towards cooperation in the country’s young cement industry and culminated in the
historic merger of ten companies to form a cement giant. These companies belonged to four prominent business groups –
Tatas, Khataus, Killick Nixon and F E Din Shaw groups. ACC was formally established on August 1, 1936. Sadly, F E Din
Shaw, the man recognized as the founder of ACC, died in January 1936. Just months before his dream could be realized
ACC stands out as the most unique and successful merger in Indian business history, in which the distinct identities of the
constituent companies were melded into a new cohesive organization – one that has survived and retained its position of
leadership in industry. In a sense, the formation of ACC represents a quest for the synergy of good business practices,
values and shared objectives. The use of the plural in ACC’s full name, The Associated Cement Companies Limited, itself
indicates the company’s origins from a merger. Many years later, some stockbrokers in the country’s leading stock
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exchanges still refer to this company simply as ‘The Merger’.
The ACC Board comprises of 13 persons. These include executive, non-executive, and nominee directors. This group is
responsible for determining the objectives and broad policies of the Company - consistent with the primary objective of
enhancing long-term shareholder value.
ACC's First Board Meeting in 1936 at The Esplanade
Sir Nowroji B Saklatvala was the first chairman of ACC. The first Board included distinguished luminaries of the Indian
business world of the time – names like J R D Tata, Ambalal Sarabhai, Walchand Hirachand, Dharamsey Khatau, Sir
Akbar Hydari, Nawab Salar Jung Bahadur and Sir Homy Mody among others.
The Board meets once a month. Two other small groups of directors - comprising Shareholders'/Investors' Grievance
Committee and Audit Committee of the Board of Directors - also meet once a month on matters pertaining to the finance
and share disciplines. During the last decade, there has been a streamlining of the senior management structure that is more
responsive to the needs of the Company's prime business. A Managing Committee - comprising, in addition to the
Managing Director and the two executive directors, the presidents representing multifarious disciplines: finance,
production, marketing, research and consultancy, engineering and human resources – meets once a week. Besides these
bodies, there are senior executives and other regional managers - based at the Company's corporate office and at its
marketing offices and manufacturing units -who contribute to the development and operation of the various functions.
While these groups form the core management team that frames and guides corporate policy, ACC is proud of its
manpower strength of about 9,000 people.
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HISTORY OF ACC CONCRETE LTD
ACC set up India's first commercial Ready Mix Concrete (RMX) plant in Mumbai in 1994. Today this business has been
reorganized as a separate company called ACC Concrete Limited which is one of the largest manufacturers of RMX in
India with over 40 modern plants in major cities such as Mumbai, Bangalore, Kolkata, Chennai, Delhi, Hyderabad, Goa,
Pune and Ahmedabad.
Numerous landmark structures in India's metro cities have been built using ACC Concrete - mega housing projects,
townships, commercial complexes, factories, bridges, flyovers, roads and railways. Prestige projects such as the
Mumbai-Pune Expressway, the Indore-Dewas bypass, Kolkata and Delhi Metro Rail projects. Most of the new bridge and
fly-overs in Mumbai used ACC Concrete and could perhaps not have been completed on schedule without it.
ACC Concrete is supplied in a variety of grades and compositions to meet specific demands of customized applications -
from simple requirements for small homes to High Performance Concrete to meet the complex needs of mega projects.
A Strategic Alliance
The house of Tata was intimately associated with the heritage and history of ACC, right from its formation in 1936 up to
2000. The Tata group sold all 14.45% of its shareholdings in ACC in three stages to subsidiary companies of Gujarat
Ambuja Cements Ltd. (GACL), who are now the largest single shareholder in ACC.
This enabled ACC to enter into a strategic alliance with GACL; a company reputed for its brand image and cost leadership
in the cement industry.
Holcim – A New Partnership
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The house of Tata was intimately associated with the heritage and history of ACC, right from its formation in 1936 upto
2000. Between the years 1999 and 2000, the Tata group sold all 14.45 per cent of its shareholding in ACC in three stages
to subsidiary companies of Gujarat Ambuja Cements Ltd (later called Ambuja Cement Ltd), who then became the largest
single shareholder in ACC.
A new association was forged between ACC and the Holcim group of Switzerland in 2005. In January 2005, Holcim
announced its plans to enter into a long-term strategic alliance with the Ambuja Group by acquiring a majority stake in
Ambuja Cements India Ltd. (ACIL), which at the time held 13.8 per cent of the total equity shares in ACC. Holcim
simultaneously announced its bid to make an open offer to ACC shareholders, through Holdcem Cement Pvt Limited and
ACIL, to acquire a majority shareholding in ACC. An open offer was made by Holdcem Cement Pvt. Limited along with
Ambuja Cements India Ltd. (ACIL), following which the shareholding of ACIL increased to 34.69 per cent of the Equity
share capital of ACC. Consequently, ACIL filed declarations indicating their shareholding and declaring itself as a
Promoter of ACC.
Holcim is the world leader in cement as well as being large suppliers of concrete, aggregates and certain
construction-related services. Holcim is also a respected name in information technology and research and development.
The group has its headquarters in Switzerland with worldwide operations spread across more than 70 countries.
Considering the formidable global presence of Holcim and its excellent reputation, the Board of ACC welcomed this new
association.
THE HEAD OFFICE BUILDING
ACC’s Head Office -
Cement House, 121
Maharshi Karve Road,
Mumbai.
ACC’s registered office was first located at Esplanade House in South Mumbai, a graceful edifice that still stands out in its
neighborhood. The head office then shifted to its own premises in Cement House shown here. The address of this stately
building was then Number 1, Queen’s Road, Church gate. An all-India competition in 1938 had invited leading architects
of the time to send in their designs of which this elegant design made by Ballardie Thompson & Mathews was chosen as
the winning entry. Work on its construction began in 1939 and was completed during the War period. The building was
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occupied by the Royal Air Force and vacated only in 1946.
In 2009, a unique project, has transformed Cement House into an energy efficient environment-friendly building. Its
attractive refurbished façade now houses an ultramodern office equipped with space-saving modular workstations, access
control and intelligent lighting with motion and light sensors, waste management systems and water saving devices set
amid greenery and a central atrium that further expands the sense of light and space.
CORPORATE PROFILE
ACC (ACC Limited) is India's foremost manufacturer of cement and concrete. ACC's operations are spread throughout
the country with 16 modern cement factories, more than 40 Ready mix concrete plants, 20 sales offices, and several zonal
offices. It has a workforce of about 9,000 persons and a countrywide distribution network of over 9,000 dealers.
Since inception in 1936, the company has been a trendsetter and important benchmark for the cement industry in many
areas of cement and concrete technology. ACC has a unique track record of innovative research, product development and
specialized consultancy services. The company's various manufacturing units are backed by a central technology support
services centre - the only one of its kind in the Indian cement industry.
ACC has rich experience in mining, being the largest user of limestone. As the largest cement producer in India, it is one of
the biggest customers of the domestic coal industry, of Indian Railways, and a considerable user of the country’s road
transport network services for inward and outward movement of materials and products.
Among the first companies in India to include commitment to environmental protection as one of its corporate objectives,
the company installed sophisticated pollution control equipment as far back as 1966, long before pollution control laws
came into existence. Today each of its cement plants has state-of-the art pollution control equipment and devices.
ACC plants, mines and townships visibly demonstrate successful endeavors in quarry rehabilitation, water management
techniques and ‘greening’ activities. The company actively promotes the use of alternative fuels and raw materials and
offers total solutions for waste management including testing, suggestions for reuse, recycling and co-processing.
ACC has taken purposeful steps in knowledge building. We run two institutes that offer professional technical courses for
engineering graduates and diploma holders which are relevant to manufacturing sectors such as cement. The main
beneficiaries are youth from remote and backward areas of the country.
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ACC has made significant contributions to the nation building process by way of quality products, services and sharing
expertise. Its commitment to sustainable development, its high ethical standards in business dealings and its on-going
efforts in community welfare programmers have won it acclaim as a responsible corporate citizen. ACC’s brand name is
synonymous with cement and enjoys a high level of equity in the Indian market. It is the only cement company that figures
in the list of Consumer Super Brands of India
QUALITY
Product Development has always been an important activity at ACC, arising out of a focus on quality and process
improvement. It has been a constant partner, driving research, innovation and evaluation.
ACC has effectively pledged its reputation as the market leader in the quality of cement. Maintaining this lead calls for
harnessing the resources and expertise of the company - from applied research and production to marketing. Accordingly,
all ACC factories are equipped with state-of-the-art process control instrumentation and associated quality control and
testing laboratories manned by qualified personnel.
As a result of this focus on quality, ACC cement specifications exceed those set by BIS by a wide margin. Today, all ACC
cement plants have the ISO 9001 Quality Systems certification. This demonstrates our tradition of providing reliable and
consistent quality through the application of modern technology, and justifies the preferences of a nationwide customer
base.
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OLD VISION OF ACC
NEW VISION
MISSION OF ACC
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Leadership- Maintain our leadership of the Indian cement industry through the continuous modernization and expansion of our
manufacturing facilities and activities, and through the establishment of a wide and efficient marketing network.
Profitability- Achieve a fair and reasonable return on capital by promoting productivity throughout the company.
Growth- Ensure a steady growth of business by strengthening our position in the cement sector.
Quality- Maintain the high quality of our products and services and ensure their supply at fair prices.
Equity- Promote and maintain fair industrial relations and an environment for the effective involvement, welfare and development
of staff at all levels.
Pioneering- Promote research and development efforts in the areas of product development and energy, and fuel conservation, and to
innovate and optimize productivity.
Responsibility- Fulfill our obligations to society, specifically in the areas of integrated rural development and in safeguarding the
environment and natural ecological balance.
MILESTONES OF ACC LIMITED
1936 Incorporation of The Associated Cement Companies Limited on August 1, 1936.
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1936 First Board Meeting of The Associated Cement Companies Limited held at Esplanade House, Mumbai on
November 10, 1936.
1937 With the transfer of the 10th company to ACC, viz. Dewarkhand Cement Company, the formation of
ACC is complete on October 23, 1937.
1944 ACC’s first community development venture near Bombay
1947 India’s first entirely indigenous cement plant established at Chaibasa in Bihar
1952 Village Welfare Scheme launched
1955 Sindri cement works used the waste product calcium carbonate sludge from fertilizer factory at Sindri.
1956 Bulk Cement Depot established at Okhla, Delhi
1957 Technical training institute established at Kymore, Madhya Pradesh.
1957 Katni Refractories
1961 Blast furnace slag from TISCO used at the Chaibasa Unit to manufacture Portland Slag Cement for the
first time in India.
1961 Manufacture of Accocid Cement, which resists the corrosive action of acids and chemicals.
1961 Oilwell Cement manufactured at ACC Shahabad Cement Works in Karnataka for cementation of oilwells
upto a depth of 6,000 feet.
1961 Manufacture of Hydrophobic (waterproof) cement at ACC Khalari Cement Works in Bihar.
1962 Manufacture of Accoproof, a waterproofing additive.
1965 ACC’s Central Research Station (CRS) established at Thane
1965 Manufacture of Portland Pozzolana Cement.
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1965 Manufacture of Calundum, a High Alumina Binder; Firecrete, Low Density Alumina Castables and High
Alumina Refractory Cement.
1968 Advent of computers in ACC for data processing and designing management information and control
systems.
1968 ACC supplied and commissioned one-million-tonne iron ore pelletising plant ordered by TISCO
1971 Manufacture of Whytheat Castables A, K, C and Cal-Al-75
1973 Take-over of The Cement Marketing Company of India (CMI)
1977 ACC receives ASSOCHAM first national award for the year 1976 instituted for outstanding performance
in promoting rural and agricultural development activities.
1978 Introduction of the energy efficient precalcinator technology for the first time in India. Full scale
commercial production based on MFC technology at Wadi in 1979.
1979 ACC wins international contract for operation and management of a new one million tonne cement plant
at Yanbu-Ras Biridi in Saudi Arabia.
1982 Commissioning of the first 1 MTPA plant in the country at Wadi.
1984 ACC achieves a breakthrough in import substitution by developing and supplying a special G type of oil
well cement to ONGC.
1987 ACC develops a new binder for use at sub-zero temperatures, which is successfully used in the Indian
expedition to Antarctica.
1992 Incorporation of Bulk Cement Corporation of India, a joint venture with the Government of India.
1993 ACC starts the commercial manufacture of Ready Mixed Concrete at Mumbai.
1995 ACC selected as Most Respected Company in India by Business India.
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1998 Commissioning of the 0.6 MTPA cement grinding unit at Tikaria, Uttar Pradesh.
1999 Commissioning of captive power plants at the Jamul and Kymore plants in Madhya Pradesh.
1999 Tata group sells 7.2% of its stake in ACC to Ambuja Cement Holdings Ltd, a subsidiary of Gujarat
Ambuja Cements Ltd. (GACL)
2000 Tata Group sells their remaining stake in ACC to the GACL group, who with 14.45% now emerge as the
single largest shareholder of ACC.
2001 Commissioning of the new plant of 2.6 MTPA capacity at Wadi, Karnataka plant, the largest in the
country, and among the largest sized kilns in the world.
2002 ACC wins PHDCCI Good Corporate Citizen Award
2003 IDCOL Cement Ltd becomes a subsidiary of ACC
2004 IDCOL Cement Limited is renamed as Bargarh Cement Limited (BCL).
2004 ACC raises US $ 100 million abroad through Foreign Currency Convertible Bonds (FCCB’s) for US$ 60
million and Global Depository Shares (GDS’s) for US $ 40 million. Both offerings are listed on the
London Stock Exchange.
2004 ACC named as a Consumer Superbrand by the Superbrands Council of India, becoming the only cement
company to get this status.
2004 GreenTech Safety Gold and Silver Awards awarded to Madukkarai Cement Works and Katni Refractory
Works by Greentech Foundation for outstanding performance in Safety Management System.
2005 ACC receives the CFBP Jamnalal Bajaj Uchit Vyavahar Puraskar Certificate of Merit – 2004 from
Council For Fair Business Practices.
2005 Holcim group of Switzerland enters strategic alliance with Ambuja Group by acquiring a majority stake in
Ambuja Cements India Ltd. (ACIL) which at the time held 13.8 % of the total equity shares in ACC.
Holcim simultaneously makes an open offer to ACC shareholders, through Holdcem Cement Pvt. Limited
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and ACIL, to acquire a majority shareholding in ACC. Pursuant to the open offer, ACIL’s shareholding
in ACC increases to 34.69 % of the Equity share capital of ACC.
2005 Commissioning of Modernisation and Expansion project at Chaibasa in Jharkhand, replacing old wet
process technology with a new 1.2 MTPA clinkering unit, together with a captive power plant of 15
MW.
2005 Financial accounting year of the company changed to calendar year January-December
2006 Subsidiary companies Damodhar Cement & Slag Limited, Bargarh Cement Limited and Tarmac (India)
Limited merged with ACC
2006 ACC announces new Workplace policy for HIV/AIDS
2006 Change of name to ACC Limited with effect from September 1, 2006 from The Associated Cement
Companies Limited.
2006 ACC receives Good Corporate Citizen Award 2005-06 from Bombay Chamber of Commerce and
Industry
2006 New corporate brand identity and logo adopted from October 15, 2006
2006 ACC establishes Anti Retroviral Treatment Centre for HIV/AIDS patients at Wadi in Karnataka– the first
ever such project by a private sector company in India.
2007 ACC partners with Christian Medical College for treatment of HIV/AIDS in Tamil Nadu
2007 Sumant Moolgaokar Technical Institute completes 50 years and reopens with new curriculum
2008 Ready mixed concrete business hived off to a new subsidiary called ACC Concrete Limited.
2008 ACC Cement Technology Institute formally inaugurated at Jamul on July 7.
2008 First Sustainable Development Report released on June 5.
2008 ACC wins CNBC-TV18 India Business Leader Award in the category India Corporate Citizen of the
year 2008
2008 Project Orchid launched to transform our Corporate Office, Cement House into a green building.
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2009 ACC received the Jamanalal Bajaj "Uchit Vyavahar Puraskar" of Council for Fair Business Practices
2009 ACC is allotted coal blocks in Madhya Pradesh and West Bengal.
2009 ACC's new Grinding plant of capacity 1.60 million tonnes inaugurated at Thondebhavi in Karnataka.
2010 Kudithini Cement Grinding Plant inaugurated in Karnataka on January 4, 2010 with a capacity of 1.1
MTPA of Portland Slag Cement.
2010 ACC acquires 100 percent of the financial equity of Encore Cements & Additives Private Limited which
is a slag grinding plant in Vishakhapatnam in coastal Andhra Pradesh. This company became a
wholly-owned subsidiary of ACC in January 2010.
ACHIEVEMENT OF ACC LIMITED
YE
AR
1936 The Associated Cement Companies Limited incorporated on August 1
1947 India's first entirely indigenous cement plant installed at Chaibasa.
ACC Sindri uses waste material - calcium carbonate sludge -from fertilizer factory at
1955
Sindri to make cement
1956 Bulk Cement Depot established at Okhla, Delhi
Blast furnace slag, (a waste by-product from steel) from TISCO used at ACC
1961
Chaibasa to manufacture Portland Slag Cement.
Oilwell Cement manufactured at ACC Shahabad for cementation of oil wells up to

1961
adepth of 6,000 feet.
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1961 Manufacture of Hydrophobic (waterproof) cement at ACC Khalari.
Manufacture of Portland Pozzolana Cement using naturally available materials. An

1965
Eco-friendly cements using an eco-friendly process.
ACC inducts use of pollution control equipment and high efficiency sophisticated
1966 electrostatic precipitators for its cement plants and captive power plants decades
before it becomes mandatory to do so.
Introduction of the energy efficient pre-calcination technology for the first time in
1978
India.
Commissioning of the first 1 MTPA (million tonne per annum) plant in the country at
1982
Wadi, Karnataka.
ACC achieves a breakthrough in import substitution by developing and supplying a

1984
special G type of oil well cement to ONGC.
ACC develops a new binder, working at sub-zero temperature, which is successfully

1987
used in the Indian expedition to Antarctica.
Incorporation of Bulk Cement Corporation of India, a JV with the Government of

1992
India.
1993 Commercial manufacture of ready-mixed concrete at Mumbai.
Commissioning of the new Wadi plant of 2.6 MTPA capacity in Karnataka, the largest
2001
in India, and among the largest sized kilns in the World.
AWARDS & ACCOLADES
Awards & Accolades 2006 & 2007
ECONOMIC PERFORMANCE
 ISO 9001: 2000 Quality Management System for Marketing and Distribution of Cement Activities certification
awarded to ACC’s Mumbai Regional Marketing Office (now SU-Mumbai) in January 2006 by TUV, an ISO Audit agency.
This is the first marketing office in ACC to receive such certification and also the first marketing office in the Indian
cement industry.
 Consumer Superbrand 2006-07: ACC awarded Superbrand status - the only company in the cement industry - by
Superbrands India Council.
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 IS/ISO 9001: 2000 Quality Management System Certificationreceived by ACC Tikaria from the Bureau of Indian
Standards in January 2006
 IS/ISO 9001: 2000 Quality Management System Certificationreceived by ACC Damodhar from the Bureau of Indian
Standards in January 2006
 IMC Ramkrishna Bajaj National Quality Awards - ACC Gagal awarded the commendation certificate – 2007
 IMC Ramkrishna Bajaj National Quality Awards - ACC Wadi won the Special Award for Performance Excellence –
2007
ENVIRONMENTAL PERFORMANCE
 Golden Peacock Eco-Innovation Award 2008 awarded to ACC’s AFR Business by the award Jury, under the
Chairmanship of Justice P N Bhagwati, former Chief Justice of India and Member, UN Human Rights Commission.
 Golden Peacock Eco-Innovation Award won by ACC Chanda at 8th World Congress on Environment Management,
Palanpur Himachal Pradesh in June 2006.
 Greentech Environment Excellence Award - Bronze won by ACC Sindri in 2006 for significant contribution in the field
of environment protection
 National Award for Fly Ash Utilization 2005: Conferred on ACC jointly by three ministries of government - Ministry of
Power, Ministry of Environment & Forests and Department of Science & Technology. The award recognizes ACC as
being the largest user of fly-ash.
 ISO 14001 for Production of Quality Controlled Ready Mixed Concrete in Pollution Free Environment awarded to
ACC RMX Faridabad in June 2006 by Benchmark an affiliate of JAS ANZ Australia. It is India’s first RMX Plant to get
this certification.
 National Award for Excellence in Water Management 2006awarded to ACC Tikaria by Confederation of Indian
Industry. ACC Tikaria was adjudged as Excellent Water Efficient Unit at national level amongst leading industries.
 National Energy Conservation Awards for Energy efficiency in Indian cement industry won by ACC Gagal in January
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2006 for best improvement in thermal energy and best improvement in energy performance in manufacture of blended
cements in 2004-05. The awards are instituted by National Council for Cement and Building Materials and presented by
the Director Department of Industrial Policy and Promotion, Ministry of Commerce and Industry.
 ‘Viswakarma Trophy’ awarded to ACC Gagal Limestone Mines for overall outstanding performance in safety and
environment protection.
 MEMC (Mines Environment & Mineral Conservation) Trophy won by ACC Kymore Mehgaon & Bamangaon Mines in
different categories such as Air Quality Management, Top soil management, waste dump management, community
development and aesthetic beauty.
 Greentech Gold Award For Cement Industry – instituted by Greentech Foundation won by ACC Jamul for outstanding
achievements in environment protection and pollution control in 2007.
 10th F.L. Smidth Energy Award 2007: a combined state level award of Madhya Pradesh and Chhatisgarh awarded to
ACC Kymore for energy conservation.
Good Green Governance Award 2007, a National Level Award organized by SRISHTI Publications, received by ACC Jamul in non
metellurgical Category. The was presented to ACC by Mrs Sheela Dixit, Hon’ble Chief Minister of Delhi.
SOCIAL PERFORMANCE
 Good Corporate Citizen Award 2005-06 by Bombay Chamber of Commerce & Industry presented to ACC in September
2006 “in recognition of its corporate achievements and ongoing endeavors in improving the quality of life of the
community”.
 First in Small Savings Activities: ACC Lakheri was recognized by Government of Rajasthan in June 2006 for promoting
small savings among employees and local community through promotion drives and opening recurring deposit bank
accounts. This is the fourth time the plant has received the award in the state.
 Global Challenger to world’s leading Companies - ACC named in S&P Global Challengers class of 2007, the world’s
leading index provider, in a listing of 300 mid-size companies expected to emerge as challengers to the world’s leading
blue-chip companies.
OH&S AWARDS
 National Safety Award 2005 won by ACC Sindri as runner-up for outstanding performance in industrial safety for
achieving “Lowest Average Weighted Accident Frequency Rate” for three consecutive years.
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 Best Overall Safety Performance Award awarded to ACC Kymore at Mines Safety Week in November 2007 under the
aegis of Director of Mines Safety.
Awards & Accolades in 2008
 CNBC-TV18's India Business Leaders Award in the category India Corporate Citizen of the Year 2008
 Best Audit Committee Award 2008 by the Asian Centre of Corporate Governance & Sustainability and Indian Merchants'
Chamber.
 Golden Peacock Award for Eco-Innovation by World Environment Foundation
 Safety Innovation Award 2008 by the Institution of Engineers
 Greentech Gold Safety Award by Greentech Foundation
 9th Annual Greentech Environment Excellence Award 2008 by Greentech Foundation
 Good Green Governance Award 2007 by Srishti Publications
 Indian Merchants’ Chamber Ramkrishna Bajaj Performance Excellence Trophy awarded to Gagal Works and
Certificate of Merit to Tikaria Works – in manufacturing sector
 National Award for Excellence in Water Management by Confederation of Indian Industry (CII)
 Energy Efficient Unit awarded to New Wadi Plant by CII under National Energy Awards 2008
 "Vanvasi Sant Gahira Guruji Maharaj Chhattisgarh Environment Award 2008 by Environment Conservation Board,
Chhattisgarh Government
 "Sustainable Miners Club : The Federation of Indian Mineral Industries, (FIMI) New Delhi has selected ACC, one of the
four companies in India, to be a member of the "Sustainable Miners Club" for outstanding contribution to the national
goal of sustainable development.
 Indian Merchants’ Chamber Ramkrishna Bajaj National Quality Trophy – 2009 to ACC Gagal
 Indian Merchants’ Chamber Ramkrishna Bajaj National Quality Commendation Certificate 2009 to ACC Sindri
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 8th Greentech Safety Award 2009 in Gold category in cement sector to ACC Tikaria
 8th Greentech Safety Gold Award in cement sector Jamul
 10th Greentech Environment Excellence award – Gold category – cement sector to Tikaria
 Srishthi Good Green Governance Award by Srishthi Publications, Delhi to ACC Madukkarai
 International Safety Award 2008 by British Safety Council to ACC Gagal Sindri and Tikaria
 State Safety Award for 2007 from Government of Orissa to ACC Bargarh
 Federation of Indian Mineral Industries (FIMI) National Environment Award to ACC Wadi Limestone Mines
 Safety Innovation Award by Institution of Engineers to ACC Wadi (Expansion Project)
 Energy Conservation Award by Rajasthan Renewable Energy Corporation to Lakheri
 9th Annual Greentech Safety Platinum Award to ACC Tikaria, Gold Award to ACC Jamul and Sindri ; Silver Award
2010 to ACC Lakheri, Madukkarai and Wadi Expansion Project
 Institute of Cost and Works Accountants of India (ICWAI) Good Performance Award by Institute of Cost and Works
Accountants of India
 Institute of Chartered Accountants of India (ICAI) award for Excellence in Financial Reporting for Annual Report 2008
 Financial Express-Emergent Ventures India (EVI) Green Business Leadership award
 9th Greentech Safety Gold Award in cement sector to ACC Jamul
Awards & Accolades
 Indira Priyadarshini Vrikshamitra Award --- by The Ministry of Environment and Forests for "extraordinary work"
carried out in the area of afforestation.
 FICCI Award --- for innovative measures for control of pollution, waste management & conservation of mineral
resources in mines and plant.
 Subh Karan Sarawagi Environment Award - by The Federation of Indian Mineral Industries for environment
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protection measures.
MAP OF ACC NETWORK
Corporate office:
Overseeing the company’s rang of business, the Corporate Office is the central head quarters of all business and human
resource function located in Mumbai.
ACC Limited
Cement House
121, Maharishi Karve Road
Mumbai - 400 020
India
Tel: 91-22-33024321
Fax: 91-22-66317440
ACC Thane Complex
Lal Bahadur Shastri Marg,
Near Teen Haath Naka
Thane (West) - 400 604,
India
Tel : 022-2582 3631 Extn 416
022-2582 2170
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Fax: 022-2583 7378
ACC Subsidiaries:
1. Bulk Cement Corporation India Ltd (BCCI)
2. ACC Machinery Company Ltd (AMCL)
3. ACC Nihon Casting Ltd (ANCL)
Cement Plant:
1. Bargarh Cement Works
2. Chaibasa Cement Works
3. Chanda Cement Works
4. Damodar Cement Works
5. Jmul Cement Works
6. Gagal Cement Works
7. Kymore Cement Works
8. Lakheri Cement Works
9. Madhukkarai Cement Works
10. Mancherial Cement Works
11. Sindri Cement Works
12. Wadi Cement Works
13. Tikaria Cement Works
Regional Marketing Office:
 Asansol
 Bangalore
 Bhopal
 Bhubaneswar
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 Chandigarh - P
 Chandigarh -JH
 Coimbatore
 Dehradun
 Hubli
 Mumbai
 Nagpur
 Pune
 Kanpur
 Lucknow
 New Delhi
 Kolkata
 Patna
 Raipur
 Ranchi
 Sikandrabad
Area Office:
 Allahabad Asansol
 Aurangabad
 Bellary Cochin
 Chennai
 Faizabad
 Gulbarg
 Guwahati
 Jammu
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 Bhubneshwar
 Jalandhar Kochi
 Kozhikode
 Kolhapur
 Lucknow
 Mangalore
 Nagpur
 Patiala
 Raipur
 Shimla
 Vellore
RMX Office:
 Ahmedabad - Changodar
 Banglore - Yelahanka Plant
 Chennai - Area Office(Poonamallee Village)
 Chennai - OMR(Old Mahabalipuram)
 Chennai - Thirumudivakkam
 Delhi - Mandoli
 Faridabad - Faridabad Plant
 Ghaziabad - Ghaziabad Plant
 Goa - Nesai
 Goa - Kundaim
 Greater Noida - Greater Noida Plant
 Gurgaon - Binola Plant
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 Hyderabad - Bachupally
 Hyderabad - Emaar(Gachibowli)
 Hyderabad - Patancheru
 Hyderabad - Area Office(Rangareddy distt)
 Hyderabad - Ravirala
 Jaipur - Jaipur Plant
 Jhajja - Bahadurgarh(Rohatak road)
 Jhajjar - Jhajjar Plant
 Jharkhand - Bokaro Plant
 Kolkata - Sonarpur Plant
 Kolkata - Rajarhat
 Kolkata - Maheshtala
 Kolkata - ITDC Airport
 Kolkata - Area Office(Sonapur station road)
 Lucknow - Lucknow
 Ludhiana - Ludhiana Plant
 Mohali - Mohali
 Mohali - Derabassi
 Mumbai - Wadala
 Mumbai - Deonar
 Mumbai - Vascon
 Mumbai - JVLR(Jogeshwari Vikholi Link Road)
 Pune - Hinjewadi Plant
 Sahibabad - Sahibabad Plant
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 Sonepat - Kharkhoda Plant
 Sonipat - Kundli Plant
 Surat - Surat Inchhapore
 Thane - Bhayandarpada
 Thane - Tata Boisar Plant
 Thane - Area Office(Teen Hath Naka)
CORPORATE SOCIAL RESPONSIBILITY
Today we define Corporate Social Responsibility as the way a company balances its economic, social and environmental
objectives while addressing stakeholder expectations and enhancing shareholder value.
But ACC has undertaken social volunteering practices almost from its inception, – long before the term corporate social
responsibility was coined. The company’s earliest initiatives in community development date back to the 1940's in a village
on the outskirts of Mumbai while the first formal Village Welfare Scheme was launched in 1952. The community living
around many of our factories comprises the weakest sections of rural and tribal India with no access to basic amenities.
Corporate Social Responsibility Policy
he Company shall continue to have among its objectives the promotion and growth of the national economy through
increased productivity, effective utilization of material and manpower resources and continued application of modern
scientific and managerial techniques, in keeping with the national aspiration; and the Company shall continue to be mindful
of its social and moral responsibilities to consumers, employees, shareholders, society and the local community.
In pursuance of the above objective, ACC acknowledges the importance of the concept of inter-dependence of all sections
of society. In particular, its focus revolves around the community residing in the immediate vicinity of its Cement Plants
and Mines where it seeks to actively assist in improving the quality of life and making this community self-reliant. In line
with its abiding concern for preservation of the ecological balance and safeguarding the health of the community, ACC has
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always actively demonstrated its firm resolve to protect the environment
Mindful of its great tradition, ACC is deeply committed to enhancing its reputation and respect built over the years in
industry and society for its professional style of management based on philosophy of the best in business ethics.
Education
Education is imparted not only to children of ACC employees but also more importantly to children from rural areas who
do not have access to any medium of information or education. ACC schools maintain high standards and are open to
other children of the vicinity. Often these schools are the most preferred centers of learning in the district and adjoining
areas. Wherever possible, ACC provides funds and infrastructure to help set up local schools, colleges and centers for
learning and education.
Healthcare
ACC takes pride in providing various forms of medical assistance to the families of our employees and also to all those
living in surrounding villages. Each factory has a medical center with full-fledged doctors and the latest of basic equipment.
Mobile medical services are provided in the vicinity and regular medical camps are held to eradicate diseases, offer medical
help, treatment and preventive care.
ACC has come out to provide support to state and national health initiatives such as the eradication of malaria, dengue
fever and the dreaded HIV.
Disaster Relief
ACC and its employees make timely contribution to help in any national disaster. This is done both at the corporate level,
by local units and employees. Apart from the Kargil cause, collective contributions by way of cash, food and clothing has
been sent to help victims of calamities such as the Latur earthquake, Himachal Pradesh floods, Orissa cyclone, Gujarat
earthquake, Tsunami and floods in Maharashtra.
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Conservation of heritage structures
The services of ACC’s Concrete experts have often been utilized in the restoration of several national heritage buildings
across the country - such as sections of the Chhatrapati Shivaji Terminus (formerly Victoria Terminus) at Mumbai, the J N
Petit and David Sassoon Libraries in Mumbai, churches in Goa, palaces and royal mansions in Mysore and Hyderabad and
other old structures in the country.
The historic Vijayraghavgarh fort in Madhya Pradesh was recently restored under ACC’s patronage. This is not a core
business of the company but an act of corporate volunteering by way of sharing knowledge and expertise.
Support to national Sport
ACC has had an old and close association with the game of cricket. From the 1950’s to the 70’s, many cricket legends
were employees of ACC during their active cricket careers. This was in the days before cricketers became like the
superstars they are today. ACC was then among the few companies which went out of its way to employ young cricketers,
including budding young Ranji Trophy hopefuls. ACC joined hands with the Confederation of Indian Industry to sponsor
India’s National Boxing team at the Athens Olympics in 2004 and the Commonwealth Games. ACC also sponsors and
supports other sports at National, regional and local levels such as inter-regional Badminton championships, youth soccer
and Rural Sports Meets.
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OCCUPATIONAL HEALTH & SAFETY
Occupational Health & Safety (OHS) is a vital part of ACC’s journey towards Sustainable
development. Safety Audits are being carried out in ACC since 1995 by National Safety Council
based on the 5 Star Auditing System of British Safety Council. There is a continuous effort to
measure and improve Safety Management Systems to avoid accidents.
We have an Apex OH & S Committee headed by the Managing Director. This committee
oversees implementation of our OH & S policy Each of our plants and manufacturing units have
Professional Doctors and medical facilities for continuous monitoring and observation of
workplace hygiene and occupational health.
The following are some OH & S initiatives at our plants:
 OH & S brochures, signages, posters and mailers used extensively
 Monthly Safety Gate Meetings held at all our plants.
 Safety Audit and TPM Audits carried out annually
 Safety Professionals meets twice a year to discuss and share knowledge on Safety Statistics and
implementation of safety measures at each unit.
 Safety Observation Tours (SOT) conducted weekly by all line managers
 Behavioral Safety Training programmes for workers at all plants
 Incident investigations for all incidents including near misses (with potential for injuries). The
findings and recommendation are shared across the company
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OUR OH & S VISION
“NO HARM ANYWHERE TO ANYONE ASSOCIATED WITH ACC”
“NO HARM” means:
No fatalities
No disabling Injuries
No Lost Time Injuries
No Medical treatment Injuries
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No First Aid Injuries
No Occupational Illness
“ANYONE” means:
Employees
Contractors personnel on site
Ready-mix drivers on job
Third party contractors on site
Visitors to ACC site
OUR OH & S POLICY
We manage our activities in a responsible manner to avoid causing any
harm to the health and safety of our employees, contract personnel and
visitors.
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We apply OH&S standards and guidelines; provide the necessary
resources, training and education and measure performance for continuous
improvement.
FIVE CARDINAL RULES FOR SAFETY
1. Do not override or interfere with any safety provision nor allow anyone else to
override or interfere with them.
2. Personal Protection Equipment (PPE) rules, applicable to a given task, must be
adhered to at all times.
3. Isolation and Lock Out procedures must always be followed.
4. No person may work if under the influence of alcohol or drugs.
5. All the injuries and incidents must be reported.
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Overview of Binola Plant
Unit Profile: Binola
ACC Concrete Limited commissioned a Ready Mix Concrete Plant at Binola, Gurgaon near Delhi on August 22, 2008. A
simple Puja was organised at the Plant premises to commence operations. The Plant is strategically placed and will add to
the customer servicing capabilities of ACC Concrete Limited in the National Capital Region.
ACC Limited is India’s foremost manufacturer of cement and ready mix concrete 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. ACC’s brand name is
synonymous with cement and enjoys a high level of equity in the Indian market. Among the first companies in India to
include commitment to environment protection as a corporate objective, ACC has won several prizes and accolades for
environment friendly measures taken at its plants and mines. The company has also been felicitated for its acts of good
corporate citizenship. Presently ACC is a part of the “Holcim Group”, one of the largest multinational Cement
manufacturers. ACC Binola Plant Works is located between Gurgaon and Jaipur highway. Plant has already been
modernized and the capacity being further increased to 60 m cube per hour.together with 90 m cube per hour.
Plants & Their Capacity
S.No Unit State Capacity(c
um/hr)
1 Changodar Ahmedabad 65
2 Yelahanka Banglore 70
Plant
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3 OMR Chennai 75
4 Area Office Chennai 70
5 Mandoli Delhi 85
6 Faridabad Faridabad 90
7 Ghaziabad Ghaziabad 85
8 Nesai Goa 75
10 Greater Noida Greater Noida 90
11 Binola Gurgaon 90
12 Bachupally Hyderabad 85
13 Emaar Hyderabad 80
14 Patancheru Hyderabad 85
15 Ravirala Hyderabad 90
16 Area Office Hyderabad 85
17 Jaipur Jaipur 80
18 Bahadurgarh Jhajja 70
19 Jhajjar Jhajjar 70
20 Bokaro Jharkhand 75
21 Sonarpur Kolkata 75
22 Rajarhat Kolkata 80
23 Maheshtala Kolkata 75
24 ITDC Airport Kolkata 80
25 Area Office Kolkata 85
26 Lucknow Lucknow 65
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27 Ludhiana Ludhiana 70
28 Mohali Mohali 75
29 Derabassi Mohali 70
30 Wadala Mumbai 85
31 Deonar Mumbai 90
32 Vascon Mumbai 85
33 JVLR Mumbai 90
34 Hinjewadi Pune 80
35 Sahibabad Sahibabad 90
36 Kharkhoda Sonepat 85
37 Kundali Sonipat 90
38 Bhayandarpad Thane 90
39 Tata Boisar Thane 75
40 Area Office Thane 90
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Product: Concrete
Redefining the pace and quality of construction
ACC set up India's first commercial Ready Mix Concrete (RMX) plant in Mumbai in 1994. Today this business has been
reorganized as a separate company called ACC Concrete Limited which is one of the largest manufacturers of RMX in
India with over 40 modern plants in major cities such as Mumbai, Bangalore, Kolkata, Chennai, and Delhi. Hyderabad,
Goa, Pune and Ahmedabad.
ACC's pioneering efforts in introducing RMX coupled with the promotion of bulk cement handling facilities have been
responsible for redefining the pace and quality of construction activity in metropolitan cities and in mega infrastructure
projects.
Numerous landmark structures in India's metro cities have been built using ACC Concrete - mega housing projects,
townships, commercial complexes, factories, bridges, flyovers, roads and railways. Prestige projects such as the
Mumbai-Pune Expressway, the Indore-Dewas bypass, Kolkata and Delhi Metro Rail projects. Most of the new bridge and
fly-overs in Mumbai used ACC Concrete and could perhaps not have been completed on schedule without it.
What is Ready Mixed Concrete?
Ready Mixed Concrete, or RMX as it is popularly called, refers to concrete that is specifically manufactured for delivery to
the customer's construction site in a freshly mixed and plastic or unhardened state. Concrete itself is a mixture of Portland
Cement, water and aggregates comprising sand and gravel or crushed stone. In traditional work sites, each of these
materials is procured separately and mixed in specified proportions at site to make concrete. Ready Mixed Concrete is
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bought and sold by volume - usually expressed in cubic meters. RMX can be custom-made to suit different applications.
Quality - The 'Q' factor in ACC Concrete
ACC Concrete is supplied in a variety of grades and compositions to meet specific demands of customized applications -
from simple requirements for small homes to High Performance Concrete to meet the complex needs of mega projects.
Each of our plants has a fully equipped laboratory with the latest in testing machines to carry out routine and detailed tests
of raw materials as well as fresh finished concrete. These in-plant laboratories are backed by the facilities of ACC's reputed
Research centre at Thane which serves as a focal research and testing laboratory centre for cement and concrete.
ACC Concrete customers can avail of a range of options in our testing and quality control services - from simple tests and
analyses of raw materials and concrete to non-destructive testing of hardened concrete.
Customer Service- Dependable
ACC's fleet of Transit Mixers and Concrete Pumps helps ensure that our customers in cities like Mumbai, Bangalore,
Kolkata, Delhi, Chennai, Hyderabad, Goa and Pune now just a phone call away from ACC Concrete - freshly blended
premium quality concrete that is door delivered and efficiently placed at site on the day of concreting.
For very large constructions or infrastructure works, we can consider dedicating an entire RMX plant catering exclusively
to the project sites.
In addition, our marketing team, which includes qualified and experienced engineers and concrete technologists, can assist
customers in defining and specifying quality standards, designing specific concrete mixes to meet the most challenging of
requirements as well as sourcing reliable supplies of good quality raw materials.
If you wish to know more about ACC Ready Mix Concrete or have a specific requirement, please send a mail to any of the
following options which is nearest to you.
Grade of Concrete at Binola Plant
 M-7.5
 M-10
 M-15
 M-20
 M-25
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 M-30
 M-35
 M-40
 M-45
 M-50
Environmental Protection:
ACC is among the first companies in India to include commitment to environmental protection as one of its corporate,
long before pollution control norms and regulatory act came in to existence. The company inducted the use of pollution
control equipment and high efficiency sophisticated electrostatic precipitators for cement kilns, raw mills, coal mills, power
plants and coolers as for as 1966.
Today each ACC factory has high efficiency state-of-the art pollution control equipment and devices. Each of our
manufacturing units has a separate environment section manned by a qualified environmental engineer and supporting staff.
Our plants, mines and township demonstrate the company’s successful endeavors in greening activities such as A
forestation, tree planting, horticulture, vegetable and cultivation apart from basic landscaping designed to enrich and
beautify the environment.
Cleaner mining techniques have helped safeguard and conserve mineral resources. In addition, we have taken other
positive measures such as top – soil conservation, efficient water management systems and the treatment of the wastage,
sewage and effluents. Some of our plants have become near self – reliant in their water requirements.
ACC has achieved spectacular results in the utilization of two hazardous and pollutant industrial wastes – namely slag from
steel plants and fly ash from thermal power stations – to make blended cements that help conserve limestone resources.
Over the years, ACC has won several prizes and certificates of merit for environmental measures undertaken at its various
plants and mines.
In particular, for programs involving greening, A forestation, rehabilitation of mines, noise abatement and other visible
measures like tree plantation and water management.
A forestation and Greening the Environment.
Tree plantation is a regular and committed activity at ACC. Vacant land in plant, mines and colony at each factory is used
to develop greenery of various species Every cement plant has its own success story of tree plantation, greening activities,
horticulture, flower and fruit cultivation and water conservation. Tree plantation and green belt development programs
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have been extended to cover areas in vicinity of our plants for the benefit of local community.
Rocky areas in mines have been rendered suitable for plantation by overspreading topsoil obtained from mining activity. A
forestation programs have helped transform the once barren and dry ambience into lush greenery. Each One – Plant One
has been an inspiring message practiced by many of our employees. The total plantation undertaken across ACC is more
than 3.3 million numbers of trees, with an average survival rate of 85% and spread over an area of 1000 acres in mines,
factories and residential townships.
Water Conservation:
Water conservation is a noteworthy contribution in a water scarce country like ours. ACC cement units maintain a norm of
Zero Water Discharge. All the water used in plants for industrial cooling is recycled through cooling towers, water ponds
and tanks. ACC concrete plants have converted old abandoned mines into huge reservoirs by collecting rainwater from
catchments around mines.
Water from these reservoirs is treated to make it potable. As a result of these initiatives, we have several examples of
outstanding achievements in water harvesting and in the creation of reservoirs in abandoned mines and quarries. Some of
our Works have become near self – reliant in respect of their water requirement for industrial and domestic consumption.
Transforming and Managing Waste:
ACC has achieved spectacular results in the utilization of two hazardous and pollutant industrial wastes – namely slag from
steel plants and fly ash from thermal power stations – to make blended cements that offer unique advantages to concrete.
ACC also pioneered the use of waste sludge from the fertilizer industry to make cement. The company is actively engaged
in the promotion of alternate fuels and raw materials and in co – processing waste materials through the effective use of
cement kilns as co – processing units. These include agro – wastes like rice – husk and other husks, biogases, used tires,
domestic and hospital waste. ACC takes pride in extending its waste management services to help minimize the discharge
of wastes.
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CHAPTER
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TWO
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Introduction of topic (Pricing Strategy)
Definition
“Pricing is the process of determining what a company will receive in exchange for its products.”
Pricing factors are manufacturing cost, market place, competition, market condition, and quality of product. Pricing is also
a key variable in microeconomic price allocation theory. Pricing is a fundamental aspect of financial modeling and is one of
the four Ps of the marketing mix. The other three aspects are product, promotion, and place. Price is the only revenue
generating element amongst the four Ps, the rest being cost centers.
Pricing is the manual or automatic process of applying prices to purchase and sales orders, based on factors such as: a
fixed amount, quantity break, promotion or sales campaign, specific vendor quote, price prevailing on entry, shipment or
invoice date, combination of multiple orders or lines, and many others. Automated systems require more setup and
maintenance but may prevent pricing errors. The needs of the consumer can be converted into demand only if the
consumer has the willingness and capacity to buy the product. Thus pricing is very important in marketing.
Why pricing strategy matter?
Obviously, if we get our pricing wrong, we'll miss out on business.
In order to increase profits, we could devise new services and products. However, by adjusting our existing pricing
strategy on goods or services we already provide, we can squeeze out extra revenue with little effort.
To get greater returns from pricing, companies typically find ways to charge different prices to different customers.
Pricing Calculator
In the The Art of Pricing, you can find the following method for setting prices.
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Step One: Price & Availability Of Substitutes
Are there any substitutes for your product? If so, how are they priced?
Step 2: Characteristics Relative to Competitors
What features do you offer that your competitors do not, and vice versa?
Do you customers value these features enough to pay extra for them?
Do customers value other characteristics, such as brand, established service levels, reputation, locality etc?
Step 3: Income
Can your customers afford your prices? Are they less able to afford your prices than they once were?
Are there times of the year they can afford it, and other times where their purchasing power is constrained?
Step 4: Price/Strength of Demand For Related Products
What are the associated overheads of owning your product? For example, if you sold cars, there are other costs involved
that make up the total cost of ownership, including running costs, insurance and maintenance.
Step 5: Market Environment
Has your product suddenly become high profile?
Has demand increased/decreased considerably in a short period of time?
This type of approach takes into account a number of variables when setting price, namely affordability, value, market
conditions, and competition.
Pricing Tricks
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Let's take a look at a few common pricing methods in practical terms.
The Law Of Three: If you go into a shop to buy a washing machine, you'll likely be faced with a range of models.
Nothing odd about this, of course. The shop is trying to cover all bases.
However, there is often something more subtle going on. Most people will buy middle of the range. The middle of the
range feels "safest". So, a shop will often have a ludicrously expensive model, and a very cheap model. The actual model
they want to sell you is the priced in the middle of those two extremes. If the shop didn't offer a ridiculously expensive
model as a basis for comparison, the middle option becomes the expensive option, and you're more likely to set your sights
lower.
When you offer SEO services, try doing the same. Offer a bells and whilstles version that is highly priced, a mid option,
and a cheap option. Typically, your customers will select the middle option. If you only offer two options, people typically
choose the cheapest.
Auctions: Perhaps not applicable to SEO, but if you're selling products, the auction system can be a great way to achieve
better prices. Entire books have been written about the psychological effects of auctions, but it all boils down to the fact
that people place different values on products based on their own needs. Those who want the product the most, pay the
most.
Versioning - Offer slightly different versions of the same thing. See Apple and their iPad pricing. The cost of production
of each model is probably near identical across the range, but by offering different versions, they can figure out who is
prepared to pay more.
Versioning can often be more extreme when setting a wide price range. Conferences tend to offer coupons off retail price
for early attendees, but so long as the full price has been seen publicly by some folks, this lends a perception of value that
can be used in subsequent marketing & packaging. Some companies might run an in-person conference which charges
thousands of dollars, and then afterwards, sell you a download version of it for a few hundred dollars, all the while
anchoring on the "fact" that you just saved $1,000+ with your purchase. The "crucial" networking & intimacy benefits
which were used to promote the in-person event soon disappear and the concepts of value and convenience (instant
download, no travel required, etc.) are brought to the fore.
Segmented Pricing - Perhaps your buyers can't pay the entire cost up front, but they can buy using other arrangements,
like a monthly fee. Some clients might prefer bundle offers where everything is done for them, whilst others want to mix
and match parts of your service. Offer different options so your client can fit their budget to your offering.
Differential Pricing - Offering coupons can grab those buyers who are very price sensitive, or looking to buy only if they
perceive a genuine bargain. Your other customers won't bother with coupons, so you can successfully run two different
pricing strategies, one discount and one full price, by using coupons.
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Markdowns - Obvious, but powerful. You advertise the usual price, but a line through it, and offer it at a reduced price.
What's not so obvious is when markdowns should be used. Markdowns don't work so well on luxury items, as this can
compromise their exclusivity value. Not much point owning a high-end garment is everyone has one.
Notices that luxury items either don’t display their price, or, if they do, it's typically stated in rounded figures i.e. $1500.
Budget items price in dollars and cents i.e. $39.95 or slightly under the next increment i.e. $99 as opposed to $100. The
format of the price signals exclusivity, or lack thereof.
But Is This Fair?
Offering one price to one group, and another price to others may seem unfair. This is something you'll need to weigh up
for yourself.
However, keep in mind that if the differing price points reflect different levels of value, then the customer is deciding what
they value most. If they want the full service, they should expect to pay full-service prices. If they want the lowest price,
they may be prepared to wait or sacrifice some features. The customer decides what they value, and votes with their cash.
Steps in pricing strategy
One of the four major elements of the marketing mix is price. Pricing is an important strategic issue because it is related to
product positioning. Furthermore, pricing affects other marketing mix elements such as product features, channel
decisions, and promotion.
While there is no single recipe to determine pricing, the following is a general sequence of steps that might be followed for
developing the pricing of a new product:
1. Develop marketing strategy - perform marketing analysis, segmentation, targeting, and positioning.
2. Make marketing mix decisions - define the product, distribution, and promotional tactics.
3. Estimate the demand curve - understand how quantity demanded varies with price.
4. Calculate cost - include fixed and variable costs associated with the product.
5. Understand environmental factors - evaluate likely competitor actions, understand legal constraints, etc.
6. Set pricing objectives - for example, profit maximization, revenue maximization, or price stabilization (status quo).
7. Determine pricing - using information collected in the above steps, select a pricing method, develop the pricing structure,
and define discounts.
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These steps are interrelated and are not necessarily performed in the above order. Nonetheless, the above list serves to
present a starting framework.
Marketing Strategy and the Marketing Mix:
Before the product is developed, the marketing strategy is formulated, including target market selection and product
positioning. There usually is a tradeoff between product quality and price, so price is an important variable in positioning.
Because of inherent tradeoffs between marketing mix elements, pricing will depend on other product, distribution, and
promotion decisions.
Estimate the Demand Curve:
Because there is a relationship between price and quantity demanded, it is important to understand the impact of pricing on
sales by estimating the demand curve for the product.
For existing products, experiments can be performed at prices above and below the current price in order to determine the
price elasticity of demand. Inelastic demand indicates that price increases might be feasible.
Calculate Cost:
If the firm has decided to launch the product, there likely is at least a basic understanding of the costs involved otherwise
there might be no profit to be made. The unit cost of the product sets the lower limit of what the firm might charge, and
determines the profit margin at higher prices.
The total unit cost of a producing a product is composed of the variable cost of producing each additional unit and fixed
costs that are incurred regardless of the quantity produced. The pricing policy should consider both types of costs.
Environmental Factor:
Pricing must take into account the competitive and legal environment in which the company operates. From a competitive
standpoint, the firm must consider the implications of its pricing on the pricing decisions of competitors. For example,
setting the price too low may risk a price war that may not be in the best interest of either side. Setting the price too high
may attract a large number of competitors who want to share in the profits.
From a legal standpoint, a firm is not free to price its products at any level it chooses. For example, there may be price
controls that prohibit pricing a product too high. Pricing it too low may be considered predatory pricing or "dumping" in
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the case of international trade. Offering a different price for different consumers may violate laws against price
discrimination.
Pricing objectives
The firm's pricing objectives must be identified in order to determine the optimal pricing. Common objectives include the
following:
 Current profit maximization - seeks to maximize current profit, taking into account revenue and costs. Current profit
maximization may not be the best objective if it results in lower long-term profits.
 Current revenue maximization - seeks to maximize current revenue with no regard to profit margins. The underlying
objective often is to maximize long-term profits by increasing market share and lowering costs.
 Maximize quantity - seeks to maximize the number of units sold or the number of customers served in order to decrease
long-term costs as predicted by the experience curve.
 Maximize profit margin - attempts to maximize the unit profit margin, recognizing that quantities will be low.
 Quality leadership - use price to signal high quality in an attempt to position the product as the quality leader.
 Partial cost recovery - an organization that has other revenue sources may seek only partial cost recovery.
 Survival - in situations such as market decline and overcapacity, the goal may be to select a price that will cover costs and
permit the firm to remain in the market. In this case, survival may take a priority over profits, so this objective is
considered temporary.
 Status quo - the firm may seek price stabilization in order to avoid price wars and maintain a moderate but stable level of
profit.
For new products, the pricing objective often is either to maximize profit margin or to maximize quantity (market share).
To meet these objectives, skim pricing and penetration pricing strategies often are employed. Joel Dean discussed these
pricing policies in his classic HBR article entitled, Pricing Policies for New Products.
Skim pricing attempts to "skim the cream" off the top of the market by setting a high price and selling to those customers
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who are less price sensitive. Skimming is a strategy used to pursue the objective of profit margin maximization.
Skimming is most appropriate when:
 Demand is expected to be relatively inelastic; that is, the customers are not highly price sensitive.
 Large cost savings are not expected at high volumes, or it is difficult to predict the cost savings that would be achieved at
high volume.
 The company does not have the resources to finance the large capital expenditures necessary for high volume production
with initially low profit margins.
Penetration pricing pursues the objective of quantity maximization by means of a low price. It is most appropriate when:
 Demand is expected to be highly elastic; that is, customers are price sensitive and the quantity demanded will increase
significantly as price declines.
 Large decreases in cost are expected as cumulative volume increases.
 The product is of the nature of something that can gain mass appeal fairly quickly.
 There is a threat of impending competition.
As the product lifecycle progresses, there likely will be changes in the demand curve and costs. As such, the pricing policy
should be reevaluated over time.
The pricing objective depends on many factors including production cost, existence of economies of scale, barriers to
entry, product differentiation, rate of product diffusion, the firm's resources, and the product's anticipated price elasticity of
demand.
Pricing Method
As we said earlier, there is no "one right way" to calculate your pricing. Once you've considered the various factors
involved and determined your objectives for your pricing strategy, now you need some way to crunch the actual numbers.
Here are four ways to calculate prices:
 Cost-plus pricing - Set the price at your production cost, including both cost of goods and fixed costs at your current
volume, plus a certain profit margin. For example, your widgets cost $20 in raw materials and production costs, and at
current sales volume (or anticipated initial sales volume), your fixed costs come to $30 per unit. Your total cost is $50 per
unit. You decide that you want to operate at a 20% markup, so you add $10 (20% x $50) to the cost and come up with a
price of $60 per unit. So long as you have your costs calculated correctly and have accurately predicted your sales volume,
you will always be operating at a profit.
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 Target return pricing - Set your price to achieve a target return-on-investment (ROI). For example, let's use the same
situation as above, and assume that you have Rs 10,000 invested in the company. Your expected sales volume is
1,000 units in the first year. You want to recoup all your investment in the first year, so you need to make
Rs 10,000 profit on 1,000units or Rs 10 profit per unit, giving you again a price of Rs 60 per unit.
 Value-based pricing - Price your product based on the value it creates for the customer. This is usually the most
profitable form of pricing, if you can achieve it. The most extreme variation on this is "pay for performance" pricing for
services, in which you charge on a variable scale according to the results you achieve. Let's say that your widget above
saves the typical customer Rs 1,000 a year in, say, energy costs. In that case, Rs 60 seems like a bargain - maybe even too
cheap. If your product reliably produced that kind of cost savings, you could easily charge Rs 200, Rs 300 or more for it,
and customers would gladly pay it, since they would get their money back in a matter of months. However, there is one
more major factor that must be considered.
 Psychological pricing - Ultimately, you must take into consideration the consumer's perception of your price, figuring
things like
o Positioning - If you want to be the "low-cost leader", you must be priced lower than your competition. If you want to
signal high quality, you should probably be priced higher than most of your competition.
o Popular price points - There are certain "price points" (specific prices) at which people become much more willing to buy
a certain type of product. For example, "under $100" is a popular price point. "Enough under Rs 20 to be under Rs 20
with sales tax" is another popular price point, because it's "one bill" that people commonly carry. Meals under Rs 5 are still
a popular price point, as are entree or snack items under Rs 1 (notice how many fast-food places have a Rs 0.99 "value
menu"). Dropping your price to a popular price point might mean a lower margin, but more than enough increase in sales
to offset it.
o Fair pricing - Sometimes it simply doesn't matter what the value of the product is, even if you don't have any direct
competition. There is simply a limit to what consumers perceive as "fair". If it's obvious that your product only cost Rs 20
to manufacture, even if it delivered Rs 10,000 in value, you'd have a hard time charging two or three thousand dollars for it
-- people would just feel like they were being gouged. A little market testing will help you determine the maximum price
consumers will perceive as fair.
Now, how do you combine all of these calculations to come up with a price? Here are some basic guidelines:
 Your price must be enough higher than costs to cover reasonable variations in sales volume. If your sales forecast is
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inaccurate, how far off can you be and still be profitable? Ideally, you want to be able to be off by a factor of two or more
(your sales are half of your forecast) and still be profitable.
 You have to make a living. Have you figured salary for yourself in your costs? If not, your profit has to be enough for
you to live on and still have money to reinvest in the company.
 Your price should almost never be lower than your costs or higher than what most consumers consider "fair". This
may seem obvious, but many entrepreneurs seem to miss this simple concept, either by miscalculating costs or by
inadequate market research to determine fair pricing. Simply put, if people won't readily pay enough more than your cost
to make you a fair profit, you need to reconsider your business model entirely. How can you cut your costs substantially?
Or change your product positioning to justify higher pricing?
Price Discounts
The normally quoted price to end users is known as the list price. This price usually is discounted for distribution channel
members and some end users. There are several types of discounts, as outlined below.
 Quantity discount - offered to customers who purchase in large quantities.
 Cumulative quantity discount - a discount that increases as the cumulative quantity increases. Cumulative discounts may
be offered to resellers who purchase large quantities over time but who do not wish to place large individual orders.
 Seasonal discount - based on the time that the purchase is made and designed to reduce seasonal variation in sales. For
example, the travel industry offers much lower off-season rates. Such discounts do not have to be based on time of the
year; they also can be based on day of the week or time of the day, such as pricing offered by long distance and wireless
service providers.
 Cash discount - extended to customers who pay their bill before a specified date.
 Trade discount - a functional discount offered to channel members for performing their roles. For example, a trade
discount may be offered to a small retailer who may not purchase in quantity but nonetheless performs the important retail
function.
 Promotional discount - a short-term discounted price offered to stimulate sales.
Price of RMX Concrete at Binola Plant
S.No Grade of Concrete Price(in Rs)
1 M-7.5 2500 percum+tax
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2 M-10 2600 percum+tax
Pricing Strategy of ACC Concrete at Binola Plant
ACC Concrete Ltd. Setup their concrete prices with including various things:
 Raw material cost- such as sand, crushed stone, aggregates & chemical etc.
 Overhead cost- such as employees salary, wages etc.
 Distribution cost- such as transportation cost
 Margin with 5%
Factors effecting the Pricing Strategy
One of the most difficult, yet important, issues you must decide as an entrepreneur is how much to charge for your product
or service. While there is no one single right way to determine your pricing strategy, fortunately there are some guidelines
that will help you with your decision.
Before we get to the actual pricing models, here are some of the factors that you need to consider:
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 Positioning - How are you positioning your product in the market? Is pricing going to be a key part of that positioning? If
you're running a discount store, you're always going to be trying to keep your prices as low as possible (or at least lower
than your competitors). On the other hand, if you're positioning your product as an exclusive luxury product, a price that's
too low may actually hurt your image. The pricing has to be consistent with the positioning. People really do hold strongly
to the idea that you get what you pay for.
 Demand Curve - How will your pricing affect demand? You're going to have to do some basic market research to find
this out, even if it's informal. Get 10 people to answer a simple questionnaire, asking them, "Would you buy this
product/service at X price? Y price? Z price?" For a larger venture, you'll want to do something more formal, of course --
perhaps hire a market research firm. But even a sole practitioner can chart a basic curve that says that at X price, X'
percentage will buy, at Y price, Y' will buy, and at Z price Z' will buy.
 Cost - Calculate the fixed and variable costs associated with your product or service. How much is the "cost of goods",
i.e., a cost associated with each item sold or service delivered, and how much is "fixed overhead", i.e., it doesn't change
unless your company changes dramatically in size? Remember that your gross margin (price minus cost of goods) has to
amply cover your fixed overhead in order for you to turn a profit. Many entrepreneurs under-estimate this and it gets them
into trouble.
 Environmental factors - Are there any legal or other constraints on pricing? For example, in some cities, towing fees
from auto accidents are set at a fixed price by law. Or for doctors, insurance companies and Medicare will only reimburse a
certain price. Also, what possible actions might your competitors take? Will too low a price from you trigger a price war?
Find out what external factors may affect your pricing.
The next step is to determine your pricing objectives. What are you trying to accomplish with your pricing?
 Short-term profit maximization - While this sounds great, it may not actually be the optimal approach for long-term
profits. This approach is common in companies that are bootstrapping, as cash flow is the overriding consideration. It's
also common among smaller companies hoping to attract venture funding by demonstrating profitability as soon as
possible.
 Short-term revenue maximization - This approach seeks to maximize long-term profits by increasing market share and
lowering costs through economy of scale. For a well-funded company, or a newly public company, revenues are
considered more important than profits in building investor confidence. Higher revenues at a slim profit, or even a loss,
show that the company is building market share and will likely reach profitability. Amazon.com, for example, posted
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record-breaking revenues for several years before ever showing a profit, and its market capitalization reflected the high
investor confidence those revenues generated.
 Maximize quantity - There are a couple of possible reasons to choose the strategy. It may be to focus on reducing
long-term costs by achieving economies of scale. This approach might be used by a company well-funded by its founders
and other "close" investors. Or it may be to maximize market penetration - particularly appropriate when you expect to
have a lot repeat customers. The plan may be to increase profits by reducing costs, or to up sell existing customers on
higher-profit products down the road.
 Maximize profit margin - This strategy is most appropriate when the number of sales is either expected to be very low or
sporadic and unpredictable. Examples include custom jewelry, art, hand-made automobiles and other luxury items.
 Differentiation - At one extreme, being the low-cost leader is a form of differentiation from the competition. At the other
end, a high price signals high quality and/or a high level of service. Some people really do order lobster just because it's the
most expensive thing on the menu.
 Survival - In certain situations, such as a price war, market decline or market saturation, you must temporarily set a price
that will cover costs and allow you to continue operations.
Now that we have the information we need and are clear about what we're trying to achieve, we're ready to take a look at
specific pricing methods to help us arrive at our actual numbers.
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CHAPTER THREE
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Research Methodology
Objectives of the study
1. To study the Pricing Strategy of ACC Concrete.
2. To compare the Pricing Strategy of ACC Concrete with its competitors.
3. To study the problems faced by clients in case of ACC Concrete.
Study Area:
The study area is confined to the Gurgaon region of ACC Concrete Binola Plant. That company which is used to either
ACC Concrete clients or any other concrete clients.
Universe:
The universe of the study of some ACC Concrete clients of ACC concrete Binola Plant.
Sample Size:
For the purpose of the study, what affect the price of concrete of the clients? The samples are selected randomly. The
following table summarized the sample size in terms of units in nature of job.
NATURE OF JOB ACC Concrete Binola Plant
ACC clients 30
None ACC clients 30
Total 60
Sources of data collection:
The data was collected using both primary sources and the secondary sources.
1. Primary sources: The researcher collected the primary data by means of structured questionnaire along with personal
interviews, since a few open ended questions require clarification.
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Questionnaire and Interview:
The data is collected from Concrete user, with the help of questionnaire generated for this purpose. The questionnaire
consists of single parts.
The questionnaires have been thoroughly discussed with the respondent to clarify doubts, if any, regarding what has been
asked. It had taken the researcher nearly six weeks to complete the survey work. The respondents have been required to
give their answer by putting tick mark across the multiple choice questions and in open ended questions the respondents
were asked to express their views in their own words. Almost all the respondents have been contracted and interviewed
personally at the time of filling up the questionnaire. Then their replies have been received and further clarification and
supplementary information considered to be necessary have been secured.
Overall, I have completed 60 questionnaires from Concrete user group respectively. All users are supplied with a copy of
the set of questionnaire for filing up.
2. Secondary Data:
The researcher has also collected the secondary data by means of the documentary sources such as:
 Company records
 Registers files booklets
 Magazine
 Journals
 Booklets
Source of data:
 Questionnaires
 Some valid websites related to ACC Concrete
Sampling Techniques:
Convenience sampling
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CHAPTER FOUR
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Analysis of Data
Concrete users Analysis & Findings
Q .1 Rising Concrete prices have an impact on the sales of ACC concrete.
Parameter No of Respondents %
Strongly Agree 00 0
Agree 10 17
Undecided 05 8
Disagree 20 33
Strongly Disagree 25 42
Through the questionnaire I found that 33% respondents are disagree from this question. So ACC will not be affected by
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fluctuation in price. Whereas, 17% respondents are agree and no one is strongly agree. 8% respondents didn’t give any
response.
Q .2 Do you think that the company pricing strategy is different from others competitors?
Strongly Agree 20 34
Agree 30 50
Undecided 05 8
Disagree 05 8
20 people are strongly agreed that means they are accept that the pricing policy of ACC Concrete is different from other
company; like that 50% people are thought. While 5 people are disagree that question and 5 people did not give any
response.
Q .3 Do you think that ACC Concrete sells only because of the brand name of ACC, and its pricing policy doesn’t
matter?
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Agree 8 13
Undecided 00 0
Disagree 15 25
After asking this question to the respondents, 58% respondents quickly said yes, that’s mean they are strongly agree with
good image of the ACC but 25% respondents believe that prices of ACC Concrete does matter.
Q .4 Do you have a good cooperation / support from the side of ACC team at time of dispatching concrete of your site?
Agree 20 33
Undecided 03 5
Disagree 10 17
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3%respondents are strongly satisfied with the services of ACC Concrete team and 33%respondents are also agree, while
17% respondents are not satisfied with the ACC for dispatching concrete on time and 5%respondents did not give any
response.
Q .5 ACC supplies concrete in different grades. Are you satisfied with the different grade prices?
Agree 20 33
Undecided 02 4
Disagree 08 13
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42% respondents are strongly satisfy with the price of various grades of concrete and 33% respondents are just satisfy,
while 13% respondents are not satisfy with the price of various grades of ACC concrete and 4% respondents did not say
anything.
Q .6 On the parameter of price, do you think that like ACC cement, does ACC concrete also has a positive image in
international market?
Agree 30 50
Undecided 05 9
Disagree 05 8
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50% respondents said yes ACC concrete develop their brand image as ACC cement has in international market and25%
respondents are strongly agreed. But 8%resondents did not accept this and 9%respondents did not give any response.
Q .7 Do you think that ACC concrete pricing strategy in Gurgaon region is best for ACC vis-à-vis its competitors?
Parameter No of Respondent %
Agree 23 38
Undecided 00 0
Disagree 10 17
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45%respondents strongly agree that price of ACC concrete is reasonable and 38%respondents agree, while
17%respondents did not agree with price of ACC concrete at Gurgaon region.
Q .8 Market Share of ACC Concrete and its competitors.
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Q .9 What problems have you been facing from ACC?
Respondents: According to respondent they are facing following
Problems:
• Most of the time ACC team is unable to deliver the order on desired time. Due to this, the work of project is delayed and it
is not completed on the expected time. Moreover, the workers on project sites have scattered and they indulge in other
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unproductive work. So to maintain patience in workers is a challenging work.
• Services of ACC at the time of dispatching are not good.
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CHAPTER
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FIVE
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CONCLUSIONS
It is concluded from the survey on “Pricing Strategy” that training program conducted in ACC Concrete Ltd, Binola
Plant set the price of concrete according to area wise because Price represents the amount of income that has to be given
up in exchange for the product also
Through the research work it was found that profit is not only related to price of product, while its depend upon
everything which are in marketing mix (4P’s of marketing= product, price, place& promotion). So at Binola plant quality
of concrete is very good for the construction purposes.
From the analysis of responses received from the clients that there will be no effect on sales of concrete due to change in
prices of concrete.
• We have very good market in Gurgaon because people are not only influenced by the price of the concrete but also image
of the ACC.
• According to the ACC clients, they believe that the ACC team is very cooperative while the project is going on.
• ACC clients are satisfied with prices of different grades of concrete.
• ACC concrete not only has the good image in national market but also it has good international footprint.
• ACC concrete have been facing tough competition with its competitors.
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CHAPTER
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SIX
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Suggestion & Recommendation
The researcher had used questionnaire method as a tool for collecting data and information pertaining to the study .The
questionnaire includes the closed ended and open ended questions, basically to get there views on the techniques adapted
to measure pricing strategy.
The following suggestions received from the respondent:
 ACC should work to improve their services.
 ACC concrete should make such a team which is very conscious towards the delivery of order on time.
 Number of transit machine(TM) and pump should be increase.
 ACC team should try to deliver the order before given time.
 Marketer should analyze the different level of demand at different price
 Analyze the cost of competitor also
 It should provide to customer discounts and allowances
 Pricing is related to income and income is related to product services & quality
Recommendation for Making Pricing strategy Effective:
As already concluded that the pricing strategy is effective in Binola plant to a great extent however, the researcher had
recommended the following suggestion for making the pricing strategy successful.
They are as a under:
 Create a system to evaluate the performance of pricing.
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 There must be a sound communication between buyer and seller.
 To set the price according to ordering of product.
 There should be a proper need for profit oriented system.
 As per the requirement of the product price should be set.
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CHAPTER
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SEVEN
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QUESTIONNAIRES OF RESPONDENTS:
NAME…………………………………………………………
AGE…………………..
DESIGNATION…………………..
UE. NO/T.NO………..
DEPTMENT ………………………
CATEGORY- ACC Client / other
Q .1 Rising Concrete prices have an impact on the sales of ACC concrete.
(a) STRONGLY AGREE (b) AGREE
(c) UNDECIDED (d) DISAGREE
(e) STRONGLY DISAGREE
Q .2 Do you think that the company pricing strategy is different from other competitors?
Q .3 Do you think that ACC Concrete sells only because of the brand name of ACC, and its pricing policy doesn’t
matter?
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Q .4 Do you have good cooperation / support from the side of ACC at the time of dispatching concrete to your site?
Q .5 ACC supplies concrete in different grades. Are you satisfied with the different grade prices?
Q .6 On the parameter of price, do you think that like ACC cement, does ACC concrete also has a positive image in
international market?
Q .7 Do you think that ACC concrete pricing strategy in Gurgaon region is best for ACC vis-à-vis its competitors?
Q.8 What problems have you been facing from ACC?(open ended question)
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Q. 9 What are the problems faced by you during dispatching time?
Ans:
Q. 10 What changes would you like to suggest for improvement in the ACC Concrete?
Ans:
Date: - …………………
Signature:-……………..
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BIBLIOGRAPHY
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BIBLIOGRAPHY
Websites
 www.acclimited.com
 www.acchelpline.com
 www.netmba.com/marketing/pricing
 www.websitemarketingplan.com
 www.learnmarketing.net
Books
 Marketing Management, 13th edition, by Philip Kotler and Kevin Keller.
 Strategic Management and Business Policy, by Thomas L. Wheelen,
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P a ge |6

Summer Internship Project

“Study of Pricing Strategy of ACC Concrete Ltd.”

ROLL NO. 0917570012

AL-BARKAAT INSTITUTE OF MANAGEMENT STUDIES

(AFFILIATED TO GBTU, LUCKNOW)

has helped me to improve my project.

Management Studies, Aligarh (U.P)

Any resemblance to earlier project or research is purely co-incidental.

CHAPTER-: 1 INTRODUCTION ABOUT COMPANY

 Introduction of company……………………………………………. Page no. 7 - 8

 History of ACC……………………………………………………………. Page no. 9 - 11

 History of ACC Concrete………………………………………………Page no. 12 - 17

 Old vision of ACC………………………………………………………… Page no. 18

 New vision of ACC……………………………………………………… Page no. 19

 Mission……………………………………………………………………… Page no. 19 – 20

 Milestones of ACC ltd………………………………………………….. Page no. 21- 27

 Achievements& Awards of ACC ltd……………………………….Page no. 28 - 36

 Map of ACC Networks in India……………………………………… Page no. 37 - 42

 Corporate Social Responsibility……………………………………. Page no. 43 - 47

 Occupational health & safety………………………………………..Page no. 47 - 50

 Overview of Binola Plant……………………………………………… Page no. 51 - 60

CHAPTER-: 2 INTRODUCTION OF TOPIC

 Definition of pricing strategy………………………………………. Page no. 62

 Why pricing strategy matter………………………………………... Page no. 62 - 67

 Steps in Pricing Strategy……………………………………………… Page no. 67 - 69

 Pricing objectives……………………………………………………….. Page no. 70 - 72

 Pricing method……………………………………………………………. Page no. 72–76

 Pricing strategy of ACC concrete at Binola Plant…………… Page no. 76

 Factors effecting the pricing strategy…………………………… Page no. 77-80

CHAPTER-: 3 Research Methodology

 Objectives of the study………………………………………………. Page no. 82

 Universe…………………………………………………………………… Page no. 82

 Sample size & technique……………………………………………. Page no. 82

 Source of data collection…………………………………………… Page no. 83-84

 Sampling techniques uses………………………………………… Page no. 84

CHAPTER-: 4 ANALYSIS OF DATA

………… Page no. 86- 94

CHAPTER-:5 CONCLUSIONS ……………………………………..

…………. Page no. 96

CHAPTER-:6 SUGGESTIONS AND RECOMMENDATION

………… Page no. 98- 99

CHAPTER :- ANNEXURE (QUESTIONNAIRE)

…………… Page no. 101 - 104

…………. Page no. 106

INTRODUCTION OF THE COMPANY

conservation and development of high performance concretes.

improvements in products, processes and application areas.

HISTORY OF ACC LTD

F. E. Dinshaw – the founder of ACC

exchanges still refer to this company simply as ‘The Merger’.

enhancing long-term shareholder value.

ACC's First Board Meeting in 1936 at The Esplanade

manpower strength of about 9,000 people.

HISTORY OF ACC CONCRETE LTD

Pune and Ahmedabad.

in the cement industry.

Holcim – A New Partnership

single shareholder in ACC.

THE HEAD OFFICE BUILDING

ACC’s Head Office -

Cement House, 121