1 | P a g e

A PROJECT REPORT

ON

IN PARTIAL FULFILLMENT OF

POST GRADUATE DIPLOMA IN MANAGEMENT

SUBMITTED BY

KUMAR PRASHIRSH

PGDM – 1

ROLL NO – DM14A30

2 | P a g e

BONAFIDE CERTIFICATE

This is to certify that project report for Ambuja cement is a bona fide work

carried out by Kumar Prashirsh of PGDM of Pune Institute of business

management for fulfillment of PGDM course (Dual) of Pune Institute of

business management Pune.

PRINCIPAL DIRECTOR PROJECT GUIDE

Date:

Place:

3 | P a g e

ACKNOWLEDGEMENT

A final project report is a golden opportunity for learning and imbibe concepts

for self-development. I consider myself very lucky and honored to have so

many experienced people who lead me through in completion of this project

report.

My grateful thanks to Mr. Kumar Iyer sir (Principal Director) who in spite of

being extraordinary busy with his duties took time out to hear guide and keep

me on correct path. I do not know where I would have been without him. A

humble ‘THANK YOU’ Sir.

Mr. Sanjay Jha, Marketing faculty (FMCG) and my mentor who monitored my

progress and arranged all facilities to make this project completion easier. I

choose this moment to acknowledge his contribution gratefully.

Mr. Ravi Shankar sir Marketing faculty (Cement sector) whose patience, I have

probably tested to the limit. He was always so involved in the entire process

and shared his experience and encouraged me to think.

‘THANK YOU’ Sir.

Last but not the least, there were so many who share shared valuable

information that helped me in the successful completion of this project.

Kumar Prashirsh

4 | P a g e

CEMENT INDUSTRY: HISTORY

The indigenous Indian cement industry traces its history back to 1914, at a time when the market was dominated by imports. In that first year the industry produced just 1000 tonnes of cement, but over just 10 years this figure increased to 0.26 MT in 1924. In the same 10-year bracket, India consumed a total of 2 MT of cement, with around half imported. From a modern perspective, the need to expand the industry is clear. However, the industry was fighting against poor public perception surrounding not only domestic Indian cement, but cements itself. Many producers went out of business as a result of price-wars between Indian producers who were aiming at a bigger slice of the future market. To end the uncertainty surrounding the industry and to campaign for tariffs on imported cement, the Indian Cement Manufacturers' Association (ICMA) was set up in 1925. This subsequently transformed into two connected groups. The modern Cement Manufacturers' Association (CMA) was reformed in 1961. Between 1925 and the early 1940s, the capacity of the Indian cement industry gradually increased to 1.8 MT in 1942, with imports dwindling to just 1000 tons/year over the same period. However, all was not well with the industry, which, like many industries across the world, suffered due to the Great Depression in the United States and the run-up to the Second World War in Europe. To combat continued price wars, Associated Cement Companies (ACC) was formed from 11 competing firms in 1936. In 1942 all of India's cement capacity came under the control of Defence for India rules as part of the war effort. With up to 90% of cement heading directly to defence purposes, the apparent private market shrank by a factor of 10. After the conclusion of Second World War, during which capacity reached 3.2 MT/year, controls stayed in place. From 1945 to 1956 the government regulated prices directly. However, it became increasingly obvious that regulated prices from central government could not provide the cement that the country was demanding. The controls were relaxed in steps, with a free market from 1989 onwards. The result of de-regulation was a massive expansion of cement capacity, which has since only accelerated as the country has developed and opened up its economy.

5 | P a g e

CEMENT INDUSTRY: OVERVIEW

The cement industry of any nation plays an important role in its development through the construction of infrastructure. India's cement production has increased at a compound annual growth rate (CAGR) of 9.7 per cent to reach 272 million tonnes (MT) during FY 06-13. Presently, India is the second largest producer of cement in the world with a current capacity of around 370 MT which is expected to grow to 550 MT by FY 20. India has huge potential in infrastructure and construction and the cement sector in India is set to receive a major boost. The Government of India is allocating funds to several infrastructure projects in the urban as well as rural areas, as per the Union Budget being announced recently in July 2014. Also, many foreign companies are looking for investing in the Indian cement industry to cash in on the opportunities in this market. For instance, Holcim Ltd and Lafarge SA are involved in major discussions to form a potential global merger which could result in the formation of the largest cement maker in India, overtaking the current market leaders, Ultratech. In addition, there are a number of notable infrastructural projects already coming up in the country. For instance, Indian engineers are working in the Himalayas to build the world's highest railway bridge which is expected to be 35 metres taller than the Eiffel Tower when completed in 2016. Cement is a cyclical commodity with a high correlation with GDP. The housing sector is the biggest demand driver of cement, accounting for about 67 per cent of the total consumption. The other major consumers of cement include infrastructure at 13 per cent, commercial construction at 11 per cent and industrial construction at 9 per cent. The cement sector in India is expected to witness positive growth in the coming years, with demand set to increase at a CAGR of more than 8 per cent during FY 14-16, as per 'Indian Cement Industry Outlook 2016'. The Indian cement industry is dominated by a few companies. The top 20 cement companies account for almost 70 per cent of the total cement production of the country. Ultratech Cement followed by Ambuja Cements and ACC occupy the top three spots in the Indian cement market space.

6 | P a g e

HISTORICAL GROWTH PATTERN

REASONS FOR GROWTH

Robust infrastructure growth during 12th five year plan to drive growth

USD 1 trillion(2012-17)

Growing urbanization, an increasing number of households

Real estate sector is growing at a rate of 17.2 %.

Source: www.ibef.org

156168

182

207229

247 251

332

PRODUCTION IN MT

GROWTH IN TERMS OF PRODUCTION(million tons)

2007 2008 2009 2010 2011 2012 2013 2014

7 | P a g e

PORTER’S FIVE FORCES MODEL

ENTRY BARRIERS: HIGH

High capital investment and economies of scale mark high

barriers of entry

BUYER POWER: HIGH

1. Infrastructure growth

2. Household growth

SUPPLIER AND POWER: LOW

Cement players have to depend on Railways for

carriage outward and local companies for fuel

THREAT OF SUBSTITUTE: LOW

Cement has no substitute practicaly in all areas where it

is used.

INTER FIRM RIVALRY: LOW

Oligopolistic nature with few major players.

8 | P a g e

PRODUCT PROFILE OF CEMENT INDUSTRY

Cement is a mixture of limestone, clay, silica and gypsum. It is a fine powder which when mixed with water sets to a hard mass as a result of hydration of the constituent compounds. It is the most commonly used construction material. DIFFERENT TYPES OF CEMENT: There are different varieties of cement based on different compositions according to specific end uses namely Ordinary Portland Cement, Portland Pozolona Cement, Portland Blast Furnace Slag Cement, White Cement and Specialized Cement. The basic difference lies in the percentage of clinker used. Ordinary Portland cement (OPC) OPC, popularly known as grey cement, has 95% clinker and 5% of gypsum and other materials. It accounts for 70% of the total consumption. White cement is a variation of OPC and is used for decorative purposes like rendering of walls, flooring etc. It contains a very low proportion of iron oxide. Portland Pozolona Cement (PPC) PPC has 80% clinker, 15% Pozolona and 5% gypsum and accounts for 18% of the total cement consumption. Pozolona has siliceous and aluminous materials that do not possess cementing properties but develop these properties in the presence of water. It is cheaply manufactured because it uses fly ash/burnt Clay/coal waste as the main ingredient. It has a lower heat of hydration, which helps in preventing cracks where large volumes are being cast. Portland Blast Furnace Slag Cement (PBFSC) PBFSC consists of 45% clinker, 50% blast furnace slag and 5% gypsum and accounts for 10% of the total cement consumed. It has a heat of hydration even lower than PPC and is generally used in construction of dams and similar massive constructions. White Cement OPC: clinker using fuel oil (instead of coal) and with iron oxide content below 0.4% to ensure whiteness. Special cooling technique is used. It is used to enhance aesthetic value, in tiles and for flooring. White cement is much more expensive than grey cement.

9 | P a g e

AMBUJA CEMENT: COMPANY PROFILE ESTABLISHED: 1983 BSE: 500425 NSE: AMBUJACEM

PROMOTERS PERCENTAGE HOLICIM 50.35 %

LIFE INSUARANCE CORPORATION 9.23 % GENESIS INIDIAN INVESTMENT

COMPANY 4.44%

ABERDEEN ASSET MANAGERS 3.07%

Ambuja Cements Ltd, a part of a global conglomerate Holcim, is one of India’s leading cement manufacturers and has completed over 25 years of operations

The company, initially called Gujarat Ambuja Cements Ltd, was founded by Narotam Sekhsaria in 1983 in partnership with Suresh Neotia. Global cement major, Holcim acquired management control of Ambuja in 2006. The Company has also made strategic investments in ACC Limited.

Ambuja Cement is an established brand in India for Ordinary Portland Cement (OPC) and Pozzolana Portland Cement (PPC), with significant footprints across western, eastern and northern markets of India. Our customers range from individuals house builders (IHB) to governments to global construction firms.

Ambuja has grown dynamically over the past decade. Its current cement capacity is 27.25 million tons. The Company has five integrated cement manufacturing plants and eight cement grinding units across the country. It is the first Indian cement manufacturer to build a captive port with four terminals along the country’s western coastline to facilitate timely, cost effective and environmentally cleaner shipments of bulk cement to its customers. The Company has its own fleet of ships.

10 | P a g e

AMBUJA CEMENT PRODUCTS

Ambuja Cement is committed to make high strength cement that would enable our customers build strong and durable structures.

To achieve this, the finest quality of limestone is used and state-of-the-art technology deployed. But our people have also used one more ingredient – Innovation. They have developed an innovative way of using fly ash to produce high strength Portland Pozzolana Cement (PPC)

Millions of tons of fly ash is generated as waste annually by thermal power plants and poses a high environmental hazard. This waste is put to productive use and this innovation has also meant 25% less limestone is used in the production of cement.

Ambuja Cement latest breakthrough is the launch of Ambuja PLUS, a high quality cement with a promise of “more strength”. This new cement, just released in the eastern and western markets, offers twin advantages — higher strength in concrete as well as long term durability.

Our wholly owned subsidy Alccofine, specializes in micro materials which are widely used in high strength concrete at prestigious projects throughout India. The Alccofine Micro Materials range from high strength concrete additives to special applications in tunnels and dams.

11 | P a g e

MARKET SHARE OF COMPANIES

SOURCE: www.dnb.co.in

ULTRATECH CEMENTS

24%

ACC CEMENTS14%

AMBUJA CEMENTS

20%

INDIA CEMENTS8%

JAYPEE CEMENTS11%

LAFARGE6%

OTHERS

17%

MARKET SHAREOF

MAJOR CEMENT PLAYER

ULTRATECH CEMENTS ACC CEMENTS AMBUJA CEMENTS

INDIA CEMENTS JAYPEE CEMENTS LAFARGE

OTHERS

12 | P a g e

SWOT ANALYSIS

STRENGTH:

1. Leading position in Raipur cement market at highest level of capacity

2. Brand name and strong brand awareness of Ambuja cements

3. More than 30 years of experience in Indian cement industry which

provides skills to maximize production capacity

4. Wide distribution network consists of 44 depots serviced by 7

regional sales offices in Delhi, Haryana, Uttar-Pradesh, Rajasthan,

Madhya Pradesh, Gujarat, Chhattisgarh, Maharashtra and have

network over 26,000 dealers

5. Ecofriendly production

6. Joint partner holicism in 2006.

WEAKNESS:

1. Ambuja cements is at low production in other parts of the country

2. Low attention on customer relationship management in some parts

of India

3. Due to presence of other cement producers in Raipur and its

adjoining areas the market share of Ambuja cements remains low.

4. It has its own mines reserves but it has to consistently renew the

lease failing which it will have no sources of production as its major

production site

5. Ambuja cements is not able to use foreign technologies.

OPPORTUNITIES:

1. Rural project of state and central government like dams and bridges

can be a major opportunity for the company

2. It has major opportunities in real estate due to boom in the industry

3. Company is a part of reputed and huge Ambuja group, so it can

expand its market in foreign areas also utilizing its brand image.

13 | P a g e

THREAT:

1. Cost of production is high, so company needs to reduce the cost of

production and should concentrate on promotional schemes too

2. Rising cost of raw materials is also a threat for the company

3. Its closest competitors ACC/ULTRATECH is always at its heels.

14 | P a g e

STP OF AMBUJA CEMENTS

SEGEMENTATION:

1. They did consumer segmentation which can become their potential

customers like real estate business owner, common customers who are

building their house.

2. They segmented on the basis of geographical location they have their

excellent presence in Raipur.

TARGETING:

They have adopted undifferentiated targeting approach which means

they have one product cement with no variation and available to

potential customer

POSITIONING:

Positioning means position a place in mindset of consumer.

They did excellent social connect with consumer by placing

advertisement “YE DEEWAR TOOT TI KYU NAHI HAI” and placed

hoardings “GIANTS COMPRESSIVE CEMENTS”.

15 | P a g e

PRODUCT LIFE CYCLE OF AMBUJA CEMENTS

YEAR NET SALES

2000 1117.08

2003 1734.52

2006 6226.28

2009 7083.28

2012 9730.30

2013 9160.35

SOURCE: Ambuja cements annual report

1117.081734.52

6226.287083.21

9730.39160.35

0

2000

4000

6000

8000

10000

12000

2000 2003 2006 2009 2012 2013

PRODUCT LIFE CYCLE AS PER NET SALES

16 | P a g e

BCG MATRIX

Ambuja cements enjoys the position of star in the BCG matrix which means

high market share and high market growth. Ambuja cements have 18% of

market shares in the industry. Secondly if we look at the overall cement

industry, it is having high growth in cement industry depends upon

infrastructure, housing, roads, irrigation etc. which are currently booming, so

strategy to be followed to hold this position of star by reinventing their profit

and using this profits to increase turnover and gain highest market share.

17 | P a g e

NET SALES COMPARION FOR LAST 5 YEARS

SOURCE: Ambuja cements annual report

2009, 7038.212010, 7371.52

2011, 8554.26

2012, 9730.3

2013, 9160.35

0

2000

4000

6000

8000

10000

12000

2009 2010 2011 2012 2013

NET SALES COMPARISON

18 | P a g e

MARKETING AND PROMOTIONAL STRATEGY

The main objective of ambuja cements limited is to making advertisements of

ambuja cements as quality and strength. They had made contract with

“TRIKAYA” a private advertisements agency and it is doing their

advertisements by:

1. PRINT MEDIA – Ambuja cements limited gives advertisements in

newspapers, magazines,

2. OUTDOOR MEDIA – Wall paintings, television, radio, internet by regular

period and hoardings.

PROMOTIONAL STRATEGY:

Ambuja cements limited provides some motivation like gifts, discounts,

commission etc. for increase in the efficiency of the dealers, stockiest too sell

more.

Ambuja cements has an “I CAN” initiatives which gives an individual an

opportunity in the sales system to come up with its own idea.

They have a website “GRIHA-SHILPI” which assists customers in different

aspects of building a home and also provides list of contractors and their

contact numbers.

In 2010 they offer retailer who sells minimum of 200 tons (4000 bags) will be

eligible for 30 shares of the blue chip cement maker.

19 | P a g e

GROSS PROFIT AND NET PROFIT RATIO

(In lakhs)

YEAR NET SALES DIRECT COST

PROFIT AFTER TAX

GROSS PROFIT RATIO

NET PROFIT RATIO

2012 9730.30 4988.19 1901.83 48.73% 19.5% 2011 8554.26 4650.61 1702.87 45.63% 19.90%

FORMULA USED TO CALCULATE:

1. GROSS PROFIT RATIO= NET SALES – DIRECT COST/ NET SALES * 100

2. NET PROFIT RATIO= PROFIT AFTER TAX/NET SALES * 100

ANALYSIS:

The company gross profit ratio is almost same in financial year 2011 and

2012, which is 48.73 % and 45.63% which shows that company is doing

very well as its gross profit ratio is high.

The company net profit ratio is also almost same in financial year 2011

and 2013 which is 19.5% and 19.90% which shows that company is also

good at their net profit.

20 | P a g e

DIRECT COST AND INDIRECT COST

DIRECT COST 2012(in lakhs) 2011(in lakhs) % CHANGE Raw materials 671.76 577.38

+/- in stock (200.83) 57.00 Employee cost 478.51 433.20

Power and fuel cost

2329.07 2001.37

Other expenses 1709.68 1581.66 Total 4988.19 4650.61 7.25%

FORMULA USED:

DIRECT COST AS PERCENTAGE CHANGE=

NEW DIRECT COST – OLD DIRECT SOST/OLD DIRECT COST * 100

INDIRECT COST 2012 2011 % CHANGE Selling and distribution expenses

2275.85 1933.36

General and administrative expenses

75.66 52.63

Depreciation 565.22 445.15

Total 2916.73 2431.14 19.97%

FORMULA USED:

INDIRECT COST AS PERCENTAGE OF CHANGE=

NEW INDIRECT COST – OLD INDIRECT COST/OLD INDIRECT COST * 100

21 | P a g e

WORKING CAPITAL CALCULATION

CURRENT ASSETS

2012 2011 WORKING CAPITAL % CHANGE

Current investments

1543.83 768.94

Inventories 983.93 924.97 Trade receivables

213.37 240.85

Cash and bank balances

2253.72 2069.08

Short term loans and advances

249.05 236.51

Other current assets

30.95 23.93

Total 5274.85 4264.28 23.94%

CURRENT LIABLITIES

2012 2011 WORKING CAPITAL % CHANGE

Trade payables 934.54 951.16 Other current liabilities

655.87 639.77

Short term provisions

1420.53 1173.34

Total Net sales 9674.94 8554.32 36.94%

FORMULA USED:

WORKING CAPITAL = CURRENT ASSETS – CURRENT LIABILITIES

WORKING CAPITAL RATIO = WORKING CAPITAL/NET SALES * 100

22 | P a g e

DEBT EQUITY RATIO AND ITS IMPLICATIONS

PARTICULARS 2012 2011 DEBT EQUITY

RATIO EQUITY AND LIABILITIES:

Shareholders fund:

Share capital 308.44 306.87 Reserve and

surplus 8496.62 7762.56

Total 8805.06 8069.43 0.069%(2012)

NON CURRENT LIABILITIES:

Long term borrowing

34.63 42.80

Deferred tax liabilities

548.25 643.60

Other long term liabilities

4.91 3.82

Long term provisions

20.89 17.91

Total 608.68 708.13 0.087(2011)

FROMULA USED FOR CALCULATION:

Debt equity ratio = long term debt/shareholders fund

IMPLICATION:

Since the ratio is very less, so we can say that company have very

conservative approach in sourcing of long term funds they have used

maximum equity rather than going for debt source of finance.

SOURCE: Ambuja cement annual report

23 | P a g e

ORGANIZATIONAL STRUCTURE

24 | P a g e

ORGANIZATION CULTURE

Henry Ford had said:

“Take away all my machines, Burn away my factories but give me back my people And I will build my factories again”.

Ambuja Cements Limited value the importance of the people who work for the Company. The very existence of Ambuja. For it is they who have brought the Company to what it is today. Thereby making cement from a commodity to a Brand.

The strength of the company lies in its ‘PEOPLE POWER’. The Company has recently launched People Power project across the organization in order to enable stream lining of all processes and systems and to give employees the power to set their own targets and goals and to achieve them within a stipulated time. This also helps in enhancing cross functional leadership and drive continuing process improvements thereby enabling new generation leaders and home grown mentors and coaches.

The Company believes in the spirit of two words “I CAN” thereby giving its people to take challenges & accept responsibilities and set their own targets and goals and achieve them to their best. It symbolizes what makes Ambuja Cements different.

Working at Ambuja Cements Limited is not a mere job but an enriching and fulfilling experience. The challenge in the work brings out the best and helps to put in that extra bit.

Talent Acquisition in Ambuja provides the people edge to the business.

Campus recruitment and Internal Job Posting (IJP) plays a crucial role in achieving the company’s philosophy by intake of the right candidate for the right job.

Ambuja offers Management Trainees and Graduate Engineer Trainees more than a job – it offers them a lifetime career with challenging opportunities for continuous development and growth in diverse fields of business. The company also hires experienced candidates for roles across various functions and locations.

25 | P a g e

The company has a culture that fosters positive and healthy competition between individuals and provides opportunity to learn and grow with the organisation. We believe in sustainable development.

ORGANIZATIONAL CULTURE AS PER TIMESJOBS.COM SURVEY

Score Card

Salary 3.5 Work Life Balance 4.0 Corporate Culture 3.9 Rewards & Recognition 3.6

Participative Management 4.0 Learning & Development 4.2 Career growth Plan 3.6 Communication 3.7

87%

Employees Recommend Ambuja Cements Ltd

Top Reasons to work here

Brand Name 69% Learning & Development 60% Work/Life balance 48%

Top Skills to Succeed here

Leadership 54% Team Work 54% Relationship Management 42%

87%

Employees Recommend Ambuja Cements Ltd

SOURCE: www.timesjobs.com

26 | P a g e

TRAINING PROGRAMMES IN AMBUJA CEMENT

Learning & Development

At Ambuja Cements Ltd, it is our endeavour to consistently facilitate the learning of the employees and enable a continuous transformation. Through this process of continued learning, the company intends to boost strategic behaviour and capabilities so as to achieve sustainable objectives and outcomes.

We are committed to training and development and we strive to lead the process of active learning through the capturing, transfer and mobilization of knowledge to adapt to a dynamic environment.

Our training and development initiatives are directed at enriching both technical and behavioural skills as well as bringing about a change in the Attitude, Knowledge and Skill of the employees.

The focus of the training and development team is to provide high quality training solutions to aid the growth and development of an employee’s capability and potential. Another focus area is the aligning of individual needs with the organization requirements, thereby enabling training to become a more structured exercise which brings value to both the individual and the organization.

At Ambuja Cement, we cater to all levels/grades with various training programs being planned to aid the all-round development of employees.

Some of the training initiatives include the Executive Education Programs at Premier International Business Schools that are identified for Top management level leaders, Leadership Development Program at IIM Ahmedabad for Senior management which focuses on building the operational performance and managerial effectiveness of the identified group of participants, Management Development Program at NMIMS, Mumbai for Middle management and the Fast Track Development Program for Junior management.

The Centralized Employee Induction Program is organized for the employees who have newly joined the company. Additionally, various Behavioural and Functional Training Programs are organized at corporate and plant levels based on requirement.

27 | P a g e

Employees attend Technical Training Programs related to manufacturing etc. as well as Holcim Leadership Programs as per their need.

We believe in developing leaders and have done formidable work in this area. Our leaders ‘Think the Business’, ‘Deliver Results’ , ‘Energize People’ and ‘Act as role models’.

Our succession planning program reinforces this belief of creating a talent pipeline and developing leaders. Through our succession planning process, we ensure employees develop their knowledge, skills, and abilities which would prepare them for advancement or promotion into ever more challenging roles.

The company keeps designing and implementing various interventions and initiatives for successfully managing its talent pool. One such initiative which is currently in process is aimed at developing a sustained pool of leaders by equipping them with the essential leadership skills and competencies and to groom them to be internal coaches.

As employees are considered the company’s greatest resource, focus is also on individual development through individualised development programs.

Challenging assignments help in creating a benchmark for bringing out the best in employees and thereby developing them in an effective manner by giving them exposure to various different functions, assignments and projects.

SOURCE: www.ambujacements.com

28 | P a g e

JOB DESCRIPTIONS AND SPECIFICATIONS POSTED BY COMPANY

ON

ONLINE JOB PORTALS

Job Description

Candidate should have B.Tech./BE/Diploma (Chemical) or M.Sc. /B.Sc.

(Chemistry). And 08-10 years of exp. in cement industry.

Coordination with Mines and Production Head and Design the Raw Mix

and Coal Pile According with Desire Final Product Quality Requirement.

Salary: Best in the Industry

Industry: Construction / Engineering / Cement / Metals

Functional Area: Production, Manufacturing, Maintenance

Role Category: Production/Manufacturing/Maintenance

Role: Quality Assurance/Quality Control Manager

Key skills

Design Product Quality Production Customer Service customer support

Desired Candidate Profile

Education-

UG: B.Tech/B.E. - Chemical, Diploma - Chemical, B.Sc. - Chemistry

Company Profile:

Ambuja cement limited

SOURCE: Naukri.com

29 | P a g e

CONCLUSION

On the basis of the study done in this research project report it shows growth pattern in terms of demand in the market. Ambuja cements limited is just behind ultratech cements in terms of market share. They have good presence in Raipur due to their excellent production capacity although company do not have excellent presence in other parts of the country.

They need to concentrate on different government project like infrastructure projects like dams, bridges etc.

The company debt equity ratio shows that they have conservative approach towards source of financing. They have used maximum equity as compared to debt source of financing. Company gross profit ratio and net profit ratio also have stability in terms of previous years. Company is having good financials.

Company promotes eco-friendly production system and 30 years of huge experience in the industry which also brings excellent brand awareness among consumers. They also succeed in making social connect through their advertisements in which they oppose caste/creed differentiation.

They do have offers for their stockist/dealers in order increase sales promotion in which they provide incentives.

They also have unique “I CAN” initiative in which any individual in the company can come up with their own strategy.

Overall Ambuja cements is doing better in terms of their financials, they only need to focus to increase their market share and establish good presence in other parts of the country.

30 | P a g e

BIBLIOGRAPHY

SOURCE/WEBSITES PURPOSE

www.ibef.org Cement industries production data’s.

www.ambujacements.com Company information organizational culture.

www.timesjobs.com Organizations review for work environment

Ambuja cements limited annual report

Company financial calculation

www.naukri.com Job description and analysis.

www.dnb.co.in Company market shares and GDP contribution by sectors

31 | P a g e

CONTENTS

SR. NO.

PARTICULARS PAGE NUMBER

1 Acknowledgement 3 2 Cement industry: history 4

3 Cement industry: overview 5 4 Historical growth pattern 6

5 Porter’s five forces model 7 6 Product profile: cement industry 8

7 Ambuja cement: company profile 9 8 Ambuja cement: product profile 10 9 Market share of companies 11

10 Swot analysis of Ambuja cements 12-13 11 Segmentation targeting and positioning 14

12 Product life cycle of ambuja cements 15 13 BCG matrix of ambuja cements 16

14 Net sales comparison 17 15 Marketing and promotional strategies 18

16 Gross profit and Net profit ratio 19 17 Direct and Indirect cost calculation 20

18 Working capital calculation 21 19 Debt equity ratio and its implications 22 20 Organizational structure 23

21 Organizational culture 24-25 22 Training programs at ambuja cements 26-27

23 Job descriptions analysis 28 24 conclusion 29

25 Bibliography 30