A PROJECT REPORT ON “MARKET SURVEY OF RETAIL MARKET & SALES PROMOTION IN AREA OF BHUBANESWAR REGION” FOR LAFARGE INDIA PVT

. LTD. SUBMITTED TO ICFAI SUBMITTED BY PANKAJ KUMAR KARN MBA (2006-2008) ICFAI - BHUBANESWAR 1

CERTIFICATE This is to certify that Project Report title “MARKET SURVEY OF RETAIL MARKET & S ALES PROMOTION IN AREA OF BHUBANESWAR REGION” FORLAFARGE INDIA PVT. LTD. is a bo nafide work carried out by Pankaj Kumar Karn of MBA of ICFAI Bhubaneswar for ful fillment of MBA degree of university of ICFAI. He has worked under our guidance and direction. (Dr George Judah) Signature of Guide Prof. Milind Marathe Date: Place : Date: Place: 2

Acknowledgement “Interdependence is a higher value than independence” Knowledge in itself is a c ontinuous process. Nevertheless, a day getting a practical knowledge is an impor tant thing & most important thing is the support, guidance, motivation and inspi ration provided by the different persons of different sections. At this moment o f our substantial enhancement, I find no words to express my gratitude towards t hose who helped me directly or indirectly in making this report successful. I am indebted & thankful for the assistance received from various individuals So I t hink all those people who contributed to this project from the very beginning ti ll its successful completion. This project report could not have been completed without guidance of our Prof. Milind Marathe. I extended to my sincere gratitude to Mr. Rajiv Kumar Area sales manager of the Lafarge India Pvt. Ltd. in Bhubaneshwar warehouse. For his constant and able of guidance has been instrumental in large measure on the success of project. He su ggest this study ,and it has been great opportunity to learn about a subject of which had no previous knowledge for this, I am very grateful to him. I also extend my warmest thanks to Mr. Hari Shankar Choudhary whose constant enc ouragement and guidance was immense help for being on track through the project. Last but not least I would like to thanks my faculties & colleagues who guided m e for project completion. Pankaj Kumar Karn 3

QUESTIONNAIRE 4

1. Which brand do you prefer most? Lafarge Konark Ambuja Century Ramco Acc Ultra tech Duncan Grasim 2. Which brand do you store? Lafarge Konark Ambuja Century Ramco Acc Ultratech Duncan Grasim 3. Give reasons for your preference? ___________________________________________ ____________________________________ 4. Which brand does your customer prefer? Lafarge Konark Ambuja Century Ramco Ac c Ultratech Duncan Grasim 5. What is the Avg. monthly sale of different brands of cement? Co. Lafarge Kona rk Ambuja Century Tones/bags Ramco Acc Ultratech Duncan Rasim 6. Give names of the stockiest for your preference? 7. Rank the companies stockiest on the basis frequency of making personal visits & ph calls. Co. Ranks Lafarge Konark Ambuja Century Ramco Acc Ultratech Duncan rasim 8. Which Companies stockiest inform you about the change in the market price fas ter? Lafarge Konark Ambuja Century Ramco Acc Ultratech Duncan Grasim 9. How much credit in days do you enjoy from the stockiest of following companie s? 5

Co. Lafarge Konark Ambuja Century Ramco Acc Ultratech Duncan rasim No. of bags/d ays 10. Maximum profit you get out of selling various brands rank them? Co. Rank s Lafarge Konark Ambuja Century Ramco Acc Ultratech Duncan rasim 11. Rank sales promotion activities according to their effectiveness? Activities Shop Naka & Manson Meet Gifts Incentives Hoardings Others Rank 12. Give your preference for the following type of Gifts/incentives. Share Tour Gold White gold Cheque Others 13. Give your raking to the cement companies in their Sales promotion activities Company Lafarge Konark Ultratech Acc Ambuja Century Grasim Duncan Rank 14. What is the general price gap (BP-RP) between the following companies? Lafar ge Konark Ambuja Century Ramco Acc Ultratech Duncan Grasim 15. Rank the companies on the basis of their transportation facilities? Company Rank 6

Lafarge Konark Ultratech Acc Ambuja Century Grasim Duncan 16. Rank the companies on the basis of their cement delivery time? Company Rank Lafarge Konark Ultrate ch Acc Ambuja Century Grasim Duncan 17. Rank the companies which are the best de livery time? Company Rank Lafarge Konark Ultratech Acc Ambuja Century Grasim Dun can 18. What kind of problem you generally face with the transport? 19. Rank the companies on the basis of the response to customer complaints. Comp any Rank Lafarge Konark Ultratech Acc Ambuja Century Grasim Duncan 7

20. Rank the company on the basis of their Marketing Representative’s frequency of visit. Company Lafarge Konark Ultratech Acc Ambuja Century Grasim Duncan Rank 21. Rank the company on the basis of their Marketing Representative’s accessibil ity. Company Lafarge Konark Ultratech Acc Ambuja Century Grasim Duncan Rank 22. Rank the company on the basis of their Marketing Representative’s art of mak ing and maintaining the relationship. Co. Ranks Lafarge Konark Ambuja Century Ra mco Acc Ultratech Duncan rasim 23. Any suggestion you would like to make for the company? 8

INDEX Chapter No Name Of the Chapter Executive summary Introduction to the title, Objective, scope of the Project Com pany Profile Theoretical Background Research Methodology Data Analysis Findings Limitation of the Project Conclusion Recommendations Bibliography Annexure Page no 1 2 3 4 5 6 7 8 9 10 11 12 2-3 5-6 8-16 18-19 21-24 26-44 45-47 48-48 49-49 50-50 51-51 52-52 9

EXECUTIVE SUMMARY 10

EXECUTIVE SUMMARY The project was carried out at Lafarge Cement Pvt. Ltd. at Bhubnashowar region OBJECTIVE The objective was carried out for two mail objective. The first objective was ca rried out the market survey for knowing prevailing market condition of Lafarge C ement in Bhubneswar market. The second objective of project was to study the sal es promotion activities undertaken by Lafarge and other competitors. RESEARCH METHODOLOGY The descriptive nature of the research necessitated collection of primary data f rom retailers of cement through market survey. Both the methods, personal interv iew technique and telephonic interview technique were used with the measure emph asis on personal interview method. Interviews were conducted through the “struct ure questionnaire”. Sampling Technique Random Sampling technique was used to select the retailers. Out of nearly 400 re tailers of cement, randomly 50% of population was considered as a sample size. 1 89 retailers were visited to collect the information about the cement market. Th e project was carried out for a period of 60 days. After collecting the detailed information from the market, analysis of the data was made. The market research has reveled many facts and figures about cement market. 11

RESEARCH AND DESIGN: • INTRODUCTION • OBJECTIVES • SCOPE AND LIMITATIMITATION 12

INTRODUCTION TO THE TITLE Today it is fashionable to talk about the new economy. We hear that the business are operating in globalize economy; things are moving at a nanosecond pace our market are characterized by hyper competition and disr uptive technologies are challenging every business and so business must adopt to empower consumer To become successful in such a competitive environment the business organization s have to be customer oriented. Customers need and want must be taken care of.” Built customer and not only products”. Customer must be delighted. This informat ion about the market could be collected by the way of proper market survey. Rom the market survey we get the feed about the good or services of the organization .For this purpose the said project work is undertaken. The project was carried out for knowing prevailing market condition of Lafarge C ement in Bhubaneshawar Region .The second objective of the project was to study the sales promotion activities undertaken by Lafarge and its other competitors. The project was carried out in the marker of Bhubaneshawar of Orrisa state. Ther e are six market players in cement industry. They are Konark, Century, Ultratech , ACC, Ambuja, apart from these there are few local brands selling in the market . The information about the market was gathered by visiting retailers in the marke t. Interview of retailers was taken depending upon there accessibility. While doing the project attempt was made to collect maximum information about th e marker. To get actual and correct information ,it was not told retailers that the survey is conducted by Ultratech Cement for the obvious reasons .Number of r etailers were visited to get the actual picture of the market. Again, the retail ers of each grade (according to the performance) were visited, to get each and e very detail about the market. Most of the time was spent in traveling for one retailer were reluctant to give the information , as they do not want to disclose their business details. Visits to such retailers were loss of time, money and energy. 13

After collecting the derailed information about the market analysis is done. In the analysis, the observations recorded during the project were carefully analyz ed and the results are prepared. The findings and result of the project work are given at the later stage in the report. 14

OBJECTIVE OF THE PROJECT This project was undertaken for two main objectives was To carry out market su rvey for knowing prevailing market condition of Lafarge India Pvt. Ltd. In Bhuba neshawar (Orrisa) The second objective was To study the sales and promotion activities undertake n by Lafarge cement and other player in the market. To attain these two objectives various other sub objective are needed to be achi eved. These are listed below. To analyze the market share of Lafarge Cement in Bhubaneshawar market. To know the customers preference for the brands of ceme nt. To know the preference of retailer for sorting different brands of cement. To understand the effectiveness of various sales promotion activities of ceme nt. To know preference of retailers for different gift and incentives. To an alyze the sales promotion activities of various brands. To analyze the transpo rtation facilities for Lafarge and other cement companies. To analyze the freq uency of visits of marketing representative of various companies Thus it attempt to find ways to increase market share, to increase customer sati sfaction and thus increase the business prospects. 15

Scope of the study 1. The study has been done for the Cement so more or less it helps in understanding the consumer preference towards the cement market. 2. The study can help in analyzing certain weak point, improving on which a company can overcome the low sales of its cement but only in Bhubaneshwar region 16

COMPANY PROFILE 17

LAFARGE VISION To be a leading cement company in India by: • • • • • • Sustained growth that creates value for our shareholders and doubles our turnove r every 4 years. Building strong brands that meet consumer needs and aspirations . Embracing safety as a way of life. Being a responsible citizen and ensuring su stainable development. Being committed to the highest standards of corporate gov ernance by conducting our business with integrity, honesty and transparency. Fos tering a performance culture in an environment of learning that encourages mutua l trust and respect, teamwork, customer orientation and sharing of best practice s - which makes us a preferred employer. HISTORY The beginning (1833 to 1914): In 1833, Léon Pavin, launched an industrial lime production operation, having ta ken over a business acquired by his family in 1749 with the purchase of the Lafa rge domain in south-eastern France, an area known for generations for the qualit y of its limestone deposits. The company signed its first major international co ntract in 1864, delivering 110,000 tonnes of lime for the construction of the Su ez Canal. Lafarge opened its first central research laboratory in 1887, the Le T eil Laboratory, with which highly reputed scientists collaborated. In 1908, the Central Laboratory filed a patent for Cement Fondue calcium aluminates, obtained by fusing a mixture of bauxite and limestone. This new high alumina binder grad ually established a reputation as a rapid-hardening cement resistant to both hig h temperatures and corrosion. In the years until 1914, favoring a strategy of ho rizontal integration, the company – now the "Société des Chauxet des Ciments de Lafarge du Teil" – set about acquiring lime and cement companies in all parts of France. 18

1914 - 1955 Growth on all fronts International development began with the opening up of North African markets. La farge, which had operated in Algeria ever since 1866, now became the leading Por tland cement producer in Algeria, and set up operations in Morocco and Tunisia. Lafarge continued to acquire companies in mainland France. With a quarter of the domestic market, the company became established as France s number one cement p roducer. In 1926, Lafarge opened its first aluminous cement® plant in the United Kingdom. It diversified into gypsum in 1931, and developed Superblanc, new ceme nt, in 1932. By 1939, Lafarge was the leading cement producer in France. After 1 945, Lafarge gained a new lease of life with the arrival of Alfred François at t he helm, the Marshall Plan and the post-war rebuilding boom: production doubled over the next ten years. 1955 - 1981 Mergers, acquisitions, developments In 1956, Lafarge constructed its first North American cement plant, creating Laf arge Cement of North America with the start-up of the Richmond plant in Canada. In 1959, Lafarge began operations in Brazil. By the end of the 1960s, Lafarge Ca nada had become the third largest cement producer in the country, with annual pr oduction capacity of 900,000 tonnes. In 1980, a merger agreement was signed betw een Lafarge and Coppée, the newly formed group becoming Lafarge Coppée. Acquisit ions in the United States and Canada established Lafarge Coppée as the number on e cement producer in North America. The size of the Group rose from 12,000 to 17 ,000 employees. 1982 - 1990 The conquest of Europe During the 1980s, with the construction of a single market representing more tha n 300 million inhabitants, the Group chose to expand its business in Europe. Laf arge first turned to Germany, raising its stake in Portland Zementwerk at Wössin gen to 83%. Through the purchase of the Swiss company, Cementia in 1989, the Gro up acquired interests in Asland (Spain), Aslan (Turkey) and Perlmooser (Austria) . Then followed the investments in Eastern Europe: East Germany, the Czech 19

 

Republic (1991), then Poland, Romania, Russia and Ukraine. The agreement with th e East German cement producer, Karsdorf, came even before German reunification h ad been mooted. 1990 - 2001 Lafarge becomes world leader in building materials 1994 saw Lafarge take a foothold in China. Today, all four of the Group s Divisi ons operate there, and there have been developments throughout Asia (1998: Indon esia and the Philippines; 1999: India and South Korea). The Group s expansion in Poland began in 1995 with the acquisition of a 75% stake in Kujawy. Within six years (2001), 4 entities representing all four Divisions were active in the coun try.Lafarge acquired Redland in 1997, positioning itself more strongly in Aggreg ates and Concrete and gaining entry onto the Roofing market. Thanks to the acquisition of Warren in Canada in 2000, Lafarge became one of the leading aggregates producers in North America. Lafarge focused on its main four Divisions, and divested its Specialty Products businesses, which became Materis . Lafarge was the first industrial group to conclude a partnership agreement wit h WWF (World Wildlife Fund for Nature). In 2001, following the acquisition of Blue Circle, Lafarge became the world s le ading cement producer. Numerous acquisitions and joint ventures in all four Divi sions, and on every continent, particularly Asia, have continued to consolidate its world leadership position. In July, 2001, Lafarge was introduced onto the Ne w York Stock Exchange (NYSE). 2001-2004: A global growth In 2002, the Gypsum Division acquired the plasterboard businesses of Gyproc (a s ubsidiary of British PlasterBoard) in Germany, Poland and Central Europe. The Ce ment Division inaugurated in China the new Dujiangyan cement plant, the first gr eenfield cement plant for the Group in China, and acquires a 70% interest in the Chongqing cement plant. The Cement Division acquired two new cement plants in S lovenia and in Serbia. In 2003, the Cement Division enters Australia and had con structed a new cement plant in Mexico, near Mexico City. 20

 

 

 

In 2004, the Group: • • Acquired in Ecuador Cementos Selva Alegre. Acquired The Concrete Company of Colu mbus, Georgia, United States with operations in both cement and concrete. • Acquired Hupfer Holdings with operations in France and Switzerland in aggregates activities. • • Acquired an additional 10.2% stake in Lafarge Halla Cement, in South Korea. Acqu ired an additional 14% stake in our gypsum operations in Lafarge Gypsum in Asia, in a joint venture with Boral. Lafarge Group s Growth Strategy To maintain its leadership in construction materials, the Group is aggressively following a strategy of growth and competitiveness. This includes international development and expansion in all of its businesses. Lafarge Group has establishe d its presence or consolidated its position, alone or with local partners, in co untries as diverse as Egypt, Uganda, Mexico, South Korea, Venezuela, Brazil, Jor dan, Poland, Germany, Argentina, Turkey, Canada, United States, Australia and Uk raine. With operations on every continent, Lafarge is committed to a strategy of international development. It aims to simultaneously, increase its business in countries with high market growth potential, and further develop products enjoyi ng growth in mature markets, capitalizing on every opportunity and offering syne rgies with existing businesses. 21

 

LAFARGE ORGANIZATION Lafarge Cement - India Lafarge India provides a professiona l and exciting environment to its employees and is consistently able to attract the best talent in the industry. Lafarge has always put its employees at the hea rt of its strategy. Its management style has for many years been termed "partici pative management", open to the cultures of the companies it has acquired on all five continents. The keywords are Participation, Efficiency and Example. As par t of Lafarge s training philosophy, it conducts regular exchange of personnel be tween its operations in Europe, North America and other parts of Asia with India to ensure that the Indian operations reach operating efficiencies comparable wi th the best in the world. 22

 

CEO PRESIDENT VP (Manufactur ing) VP (human resource) VP (Marketing) VP (Control and performance) VP (finance and legal) VP (Business development RSM ASM Summer trainee 23

PRODUCTS DETAIL 1. Lafarge Concreto Lafarge Concreto has been launched by Lafarge to meet the ne ed of homebuilders in India for truly premium all-purpose cement. Concreto was d eveloped in Lafarge’s state-of-the art laboratories, which are extensively netwo rked with its Central Research Institute in France. The company has leveraged it s combined know-how of more than 170 years and its experience across 75 countrie s to develop this unique product. Concreto is a specially engineered, premium qu ality ‘all purpose cement’. It can be used for varied applications like roofing, foundations, beams, columns, plastering and brickwork. It is specially formulat ed to provide a denser concrete mix than normal cements. Concreto is characteriz ed by: • • • • • • High ultimate strength due to the addition of highly reactive silica containing more than 95% glass content. Enhanced durability due to optimum pore refinement and consequently denser concrete matrix – this improves the impermeability of th e concrete. Exceptionally high resistance to chemical attack (sulphates and acid s). Protects reinforcement from corrosion. Reduction of structural cracks due to lower heat of hydration than ordinary cements. Low heat of hydration and higher resistance against alkali-reactive aggregates. Lafarge Cement Lafarge Cement is the flagship brand of Lafarge. A unique outcome of international expertise, thi s super performing cement has been developed taking into consideration the weath er conditions in India and the practices of homebuilding. Lafarge Cement is avai lable in Portland Slag Cement (PSC) and Portland Pozzalona Cement (PPC) variants . Lafarge PPC and PSC are very high performance blended cements far exceeding th e requirement of IS: 455-1989 & IS: 1489. Lafarge PSC is the only PSC in its mar kets produced by blending high quality pulverised clinker with the most consiste nt slag of over 95% glass content. This therefore provides very high compressive strength exceeding 60 MPa at 28 days. Lafarge PSC has a very low heat of hydrat ion and is hence suitable for mass concreting and concrete cast under “Hot Weath er Conditions”. Workability retention is also enhanced. Lafarge cement has very high soundness as reflected through the extremely low values of expansion throug h the Le-Chatelier test and Autoclave tests.Its C3A content is low, thus making it more resistant to sulphates compared to other cements. 24

Its other chemical properties contribute to a very low co-efficient of permeabil ity of the concrete prepared, thus making it an ideal choice for construction of dams, foundations, tunnels, or other sub-soil constructions and structures that shall be in contact with water. Being a blended cement with a highly reactive s lag obtained from the best source in the country so far, it improves the density of the concrete mix thus increasing the durability factor. Plants and Operations Lafarge India s current cement operation comprises a modern split location cemen t facility located at Sonadih (District Raipur, Chhattisgarh) and at Jojobera (D istrict Singhbhum, Jharkhand) and an integrated cement facility located at Arasm eta (District Janjgir-Champa, Chhattisgarh). A brief description of Lafarge Indi a s existing facilities is as below: Location Facilities Clinkerisation unit Son adih Cement Grinding unit Cement Grinding unit with separate circuits for clinke r and slag grinding Clinkerisation unit Arasmeta Cement Grinding unit Rated Capa cities (as of 2006) 1.4 MTPA of clinker 0.5 MTPA of Ordinary Portland Cement (OP C) 43 grade 3.4 MTPA of Portland Slag Cement (PSC) & Portland Pozzolana Cement ( PPC) 1.6 MTPA of clinker 1.6 MTPA of Portland Pozzolana Cement (PPC) Jojobera The plants at Sonadih, Jojobera and Arasmeta are based on the dry process techno logy and use energy efficient processes. The thermal energy of the kiln is optim ized by the use of a multistage pre-heater with in-line pre-calciner. Lafarge wo rldwide places a very high emphasis on protection of the environment. In all its Indian plants, bag filters and electrostatic precipitators are used to reduce p ollution and ensure environment friendly plant operations. Lafarge India has ado pted stringent quality control measures to ensure the highest quality cement .Th e plants have the benefit of the strong technical and R&D set-up of Lafarge grou p called DPC which is supported by CTI & CTEO - at Lyon in France, CTS - at Mont real in Canada, ATC - at Kuala Lumpur in Malaysia and CTEC - in Austria. Lafarge Group employs more than 500 scientists and spends more than 100 million euros a nnually in developing leading technologies in the area of building materials and construction technology. The regular exchange of knowledge and technological im provements between the technical centre 25

 

 

and the Indian operations has enabled Lafarge India to improve operational effic iencies on a continuous basis. 26

THEORETICAL BACKGROUND PROMOTION 27

Promotion is persuasive communication. It is a highly visible element in the mar keting mix. It tells the target customer product, price, and place. It tells als o known as marketing communication. Promotion consist of activities that facilit y exchanges with target customers through persuasive communication to stimulate demand. According to Professor Philip kotler:“Promotion includes all the activities the company undertakes to communicate and promote its products to the target market. ” In modern marketing the question is not whether to promote but rather what to sa y, to whom and how often. A good product, an attractive price and an accessible distribution must be supported by an effective promotion to satisfy customer nee ds. Promotion activity include advertising, sales promotion, public relation, an d direct marketing. Promotion can also be viewed as the management of the custom er buying process of pre-purchase, purchase and post purchase. FUNCTION OF PROMOTION:Promotion is a tool to influence target customer and to face competition. It per forms four functions: Information Persuasion Reminding Reinforcing PROMOTION MIX The promotion mix is the combination of advertising, public relati ons, sales promotion, personal selling and direct marketing tools that help achi eve marketing objective 1. ADVERTISING: - Advertising in any paid form of nonper sonal communication by an identified sponsor to promote product. 28

2. PUBLIC RELATION: It refers to programmes designed to promote or protect a company image and products. Publicity is any unpaid form of communication through media about an organization, its policies and products. 3. PERSONAL SELLING: - personal selling is personal communication with customers to persuade them to buy products. It permits interaction and relationship build ing. Sales persons provide feedback about the market, competitors and customers. 4. DIRECT MARKETING: - It is persuasion by manufacturer to specific customers. T he tools of direct marketing are: 1. Face to face selling 2. Mail 3. Catalogue m arketing 4. Telephone 5. E-mail 5. SALES PROMOTIONS: - Sales promotion has been increasing in popularity as a to ol. Marketers are using it aggressively. Sales promotion refers to short term in centives to stimulate demand. It is used to create a stronger and quicker purcha se response. It can be directed at consumers, middleman and sales personnel. It supplements advertising and facilitates personal selling. According to Professor William J. Stanton:- “Sales promotion refers to demand –s timulating devices designed to supplement advertising and facilitate personal se lling. According to professor Philip kotler:- “Sales promotion consists of diver se collection of incentives tools, mostly short term, designed to stimulate quic ker and or greater purchase of particular product /services by consumer or trade . NATURE OF SALES PROMOTION: 1. It is short term 2. It provides incentives 29

3. It aims at quicker response: 4. It is directed at target audience OBJECTIVE OF SALES PROMOTION 1. Objective for consumer promotion:(a) Encourage g reater purchase volume (b) Attract new customer (c) Introduce new products 2. Ob jective for trade promotion:(a) Carry and push new item (b) Increase reseller’s inventories (c) Attract new channel members (d) Offset competitive promotion (e) Better store display 3. Objective for sales force promotion (a) Motivate sales force (b) Support new product METHOD OF SALES PROMOTION Sales promotion methods differ according to the target audience. They can be directed at consumer promotion, trade promotion, and sale s force promotion (a) Consumer promotion method Free sample Coupons Rebates Prem ium Price off Contests Display/Demonstration (b)Trade promotion methods Free goo ds 30

Allowance Prices-off Sales contest Gift items Credit facilities Trade show (c) S ales contests Trade shows and conventions Gift items Promotional kits Bonus and commissions . . 31

RESEARCH METHODOLOGY RESEARCH METHODOLOGY 32

The research methodology is the way systematically solve the systematically solv e the research problems. The main objective of the product was to know the marke t condition of Lafarge Cemejnt and to study the sales promotion activities under taken by various cement companies. For this, right at the beginning the research plan was prepared. This includes all the detail of how to go about research wor k of Lafarge Cement. RESEARCH PLAN Definition of research problem The research problem can be defined as follows 1. What are the cement being used by various customer in the region of Bhubaneshwar and what are their expectation from the cement. 2. What the mar ket trend is of cement and brand awareness of Lafarge Cement. DATA COLLECTION The descriptive nature of research necessitates collection of primary data from retailers through market survey, personal interview technique was used and inter view were conducted through structured questionnaire the question were asked in prearranged manner. The market research was conducted over a period of 60 days. Data was tabulated, analyzed and suggestion and recommendation were given. RESEARCH INSTRUMENTATS The Research instrument chosen for conducting the survey was structured question naire was pre[pared as show as in the annexure. The questionnaire includes open ended as well as close ended question, few open ended question were included to obtain the perception of the retailers. The questionnaire designed and a pilot s urvey was made with the questionnaire and then changes were made accordingly wit h the questionnaire. SAMPLE PLAN 33

¡

A sampling technique was chosen for the study was Random Sampling Technique. Thi s is the most common method of selecting the sample. This is because the retaile rs are localized in different part of the marker a group of retailers are chosen are random from large group. It gives all retailers in a group and equal chance of being selected for the purpose of the survey. SAMPLE SIZE Out of nearly 400 retailers in cement market of Bhubaneshwar and its region arou nd randomly 50% of total population was considered as the sample size. CONTACT METHOD Both personal and telephonic interview methods were used for conducting the mark et survey. Personal interview had the benefit one to one communication between t he researcher and the respondent. If the respondent is having any doubt or queri es in their mind, they can get heir doubts clarified from the researcher on the spot and so superior of data was collected from the survey was collected from th e survey. Tele – interview was conducted with the structured questionnaire. Tele-interview was less costly and less time consuming but the data could not be collected in detail from the respondents. Also any doubt or queries of respondent could not b e clarified. ANALYSIS AND INFORMATION Detailed information was collected for the project marker survey for retail mark eting and sales promotion activities of Lafarge Cement for the area of Bhubanesh awar market. The information was collected by visiting the retailers of cement p resent in Bhubaneshawar market. The interview of retailer taken in a friendly at mosphere so as to encourage them to give right information, without any hesitati on. Because of some inherent limitation of telephonic interview, the method of p ersonal interview was mostly used. ANALYSIS 34

The analysis of the collection information was made in scientific manner. Differ ent manner rank was given to each alternative of particular questions, in the qu estionnaire. A particular rank was given in the following manner, Rank1 For the most favorable alternative Rank2 For the moderately favorable alternative Rank3 For unfavorable alternative Rank4 For most unfavorable alternative Rank5 Unfavorable To come at the conclusion, total of each alternative of all the sample size reta ilers was made. Thus the “sum of an alternative” having least score considered t o be most favorable. In this manner, result is prepared for various important pa rameters of the survey. With the help of results so obtained, the findings are r ecorded in the form of graphs. The market of cement Changes as the area changes. The demand for particular ceme nt for particular cement is much less. This is because of the crazier Trend of p articular market. Thus the demand for the cement is not that price sensitive. Price is not the cri terion for selection of rejection of particular brand is adapted on the type of application of cement and the brand name in market. Thus the awareness among the customers about the particular cement plays a vital role. The major types of customers are the builders and masons. The individual custome rs are there, but their demand is not more. The customers are ready to give slig htly high price, but he wants quality cement, thus he is quality conscious. The customer perceives quality of cement as good quality because of effective market ing. So effective marketing is necessary. 35

The retailer in the marker plays an important role in the sale of the cement. Th ey have some expectation from the cement companies; they expected credit facilit y, good sales promotion schemes, and timely delivery of cement, etc Among the plastic bag and paper bag of cement, Customer prefer bag. This is beca use the paper bag prevents it from moisture and quantity remains intact. In brief cement market is sensitive to marketing. The better & more the marketin g the more is possibility of sales. The observations and findings of the market survey about market share and sales promotion activities are given at the next s tage, in the report. 36

DATA ANALYSIS PRESENTATION INTERPRETATION 37

Q. Which brand do you prefer most? Lafarge Konark Ambuja Century Ramco Acc Ultra tech Duncan Grasim ANALYSIS, PRESENTSTION AND INTERPRETATION 1:Dealers brand preference:Company Lafarge Konark Ulteratech Acc Ambuja Century Gr asim Duncan Total No of Dealers 24 60 36 36 14 12 8 10 200 percentage 12% 30% 18 % 18% 7% 6% 4% 5% 100% Dealers preference towards the cements brand 5% 4% 6% 7% 30% 18% 18% 12% Lafarge Konark Ulteratech Acc Ambuja Century Grasim Duncan Analysis and Interpretation:Obviously, maximum dealer, which are about 78 percen t, come with Konark, Acc, Ultratech or Lafarge, And 22 percent either confused o r dependent on seasonally available brand for the Cement. 38

Q. Which brand do you store? Lafarge Konark Ambuja Century Ramco Acc Ultratech Duncan Grasim ANALYSIS, PRESENTSTION AND INTERPRETATION 2:Dealer’s preference for the storage of cements brand:Company Lafarge Konark Ulteratech Acc Ambuja Century Grasim Dun can Total No ofDealers 40 50 22 24 18 24 12 10 200 percentage 20% 25% 11% 12% 9% 12% 6% 5% 100% Dealer preference towards the storage of brand 6% 12% 5% 20% Lafarge Konark Ulteratech Acc Ambuja 25% Century Grasim Duncan 11% 9% 12% Analysis and Interpretation:Most of the dealers prefer to store either Lafarge o r Konark. 20% of the dealer choice is Lafarge where as 25% of the dealers choice is Konark. Remaining 35% of the dealers inclined towards the Acc, Ultratech and Century. Remaining 20% of the dealer gives equally importance to the Ambuja, Du ncan and Grasim. 39

Q. Which brand does your customer prefer? Lafarge Konark Ambuja Century Ramco Ac c Ultratech Duncan Grasim ANALYSIS, PRESENTSTION AND INTERPRETATION 3:Customer inclination towards the cement brand:Company Lafarge Konark Ulteratech Acc Ambuja Century Grasim Duncan Total No of Dealers 24 60 36 36 14 12 8 10 200 percentage 12% 30% 18% 18% 7% 6% 4% 5% 100% Cusrtomer preference towards cement Brand 6% 7% 4% 5% 12% Lafarge Konark Ulteratech Acc Ambuja 30% Century Grasim Duncan 18% 18% Analysis and Interpretation:78% of the customers are brand loyal. And 22% of the customers are price sensitive they go with that brand which has fewer prices. I n case of brand equity Lafarge lies in No. four. 40

Q . What is the Avg. monthly sale of different brands of cement? Co. Lafarge Kon ark Ambuja Century Tones/bags Ramco Acc Ultratech Duncan Rasim ANALYSIS, PRESENTSTION AND INTERPRETATION 4:Average Monthly sale of cement:Company Lafarge Konark Ulteratech Acc Ambuja Century Grasim Duncan Total Consumption 1365 2651 1548 1890 640 750 625 685 10154 percentage 13% 26% 15% 19% 6% 7% 6% 7% 100% Average monthly Consumption 7% 6% 7% 6% 13% Lafarge Konark Ulteratech Acc 27% Ambuja Century Grasim Duncan 15% 19% Analysis and Interpretation:This data show that the maximum consumption of cemen t brand in the region of Bhubaneshwar is Konark cement which is about 26% of the total sales of the cement. Lafarge is on the no. fourth position which is about 13% of the total sale of cement. 41

Q. Rank the companies stockiest on the basis frequency of making personal visits & ph calls. Co. Ranks Lafarge Konark Ambuja Century Ramco Acc Ultratech Duncan Grasim ANALYSIS, PRESENTSTION AND INTERPRETATION 5:Dealers rank the companies stockiest on the basis of frequency of making persona l visits & ph calls Company Lafarge Konark Ulteratech Acc Ambuja Century Grasim Duncan Total Total o f Rank 562 656 430 450 515 380 420 470 3883 Rank of the Company stokist Lafarge 12% 11% 17% 10% 13% 12% 11% 14% Konark Ulteratech Acc Ambuja Century Gra sim Duncan Analysis and Interpretation:From this data we can conclude that only the weak br ands stockiest are preferred by the retailers. Strong brands stockiest are not g iven the proper consideration towards the retailers. All the giant brands are ra nked as 3 or 4 where as all the loose brands retailers are ranked as1or2. 42

Q. Which Companies stockiest inform you about the change in the market price fas ter? Lafarge Konark Ambuja Century Ramco Acc Ultratech Duncan Grasim ANALYSIS, PRESENTSTION AND INTERPRETATION 6:Company that provides information to the retailer about the price change in the near future:Company Lafarge Konark Ulteratech Acc Ambuja Century Grasim Duncan T otal No of Dealer 15 10 21 22 26 38 36 32 200 Information provided to the retailer about future change in price 8% 16% 18% 18% 5% 11% 11% 13% Lafarge Konark Ulteratech Acc Ambuja Century Grasi m Duncan Analysis and Interpretation:More than 100 of retailers said that Century or Gras im or Duncan provide the preinformation about the future price change. This help s them to take precautionary action against the future happenings. 43

Q How much credit in days do you enjoy from the stockiest of following companies ? Company Lafarge Konark Ambuja Century Ramco Acc Ultratech Duncan rasim No. of bags/days ANALYSIS, PRESENTSTION AND INTERPRETATION 7. :Credit period facilitate by the companies stockiest to the retailer Company Lafarge Konark Ulteratech Acc Ambuja Century Grasim Duncan Total No of days 15 10 21 22 26 38 36 32 200 Credit period facilitate by the Companies stockiest to the retailers Lafarge Century Konark Ulteratech Grasim Acc Ambuja Century Konark Duncan Lafarg e Grasim Duncan Ambuja Acc Ulteratech Analysis and Interpretation:The entire market leaders (Lafarge, Konark, ACC, Ult ratech) of cement industries provides relatively less credit period (i.e. less t han 50 days) to their stockiest due to which the stockiest are not able to provi de the sufficient credit in days to their retailers. Where as the newly entered cement brand provides sufficient credit in terms of quantity as well as in days to their retailers. That’s why their growth rate is relatively high. 44

Q Maximum profit you get out of selling various brands rank them? Co. Ranks Lafa rge Konark Ambuja Century Ramco Acc Ultratech Duncan rasim ANALYSIS, PRESENTSTION AND INTERPRETATION 8:Maximum share of profit of retailers comes through the selling of the cement:Company Lafarge Konark Ulteratech Acc A mbuja Century Grasim Duncan Total Profit 35 45 38 37 14 17 8 6 200 Maximum profit earned by selling the brands 17 14 8 6 35 37 38 45 Analysis and Interpretation:Only 35 retailers said that their maximum profit com es through Lafarge. Similarly 45, 38, and 37 retailers said that their maximum p rofit comes through Konark, ACC, and Ultratech respectively. 45

Q. Rank sales promotion activities according to their effectiveness? Activities Shop Naka & Manson Meet Gifts Incentives Hoardings Others Rank ANALYSIS, PRESENTSTION AND INTERPRETATION 9:Retailer’s belief towards the activi ty that influences sales of the cement:Activities Shops naka and mason Gift Ince ntive Hoardings Others Total Ranks 14 37 49 66 34 200 Retailers believe on the activities that influence sales of the cement 17% 7% 19% Shops naka and mason Gift Incentive Hoardings 32% 25% Others Analysis and Interpretation:Sixty six retailers out of two hundred which is 33%, beliefs that Hoardings influence the sales of the cement. Incentives also play vital role in the promotion of the goods. 46

Q Rank sales promotion activities according to their effectiveness? Activities S hop Naka & Manson Meet Gifts Incentives Hoardings Others Rank ANALYSIS, PRESENTSTION AND INTERPRETATION 10:Retailers’ preference towards the g ift:Gifts Share Tour Gold White Gold Cheque others Totals No of dealers 14 40 39 12 29 66 200 Retailers preference towards the gift 14 66 40 Share Tour Gold W hite Gold Cheque 39 others 29 12 Analysis and Interpretation:Most of the retailers do not want to say about the g ift. But after asking again and again their preference are out of the available optioned e.g.:-TV, Camera, cycle, trophy, etc. Out of two hundred 40 preferred t our, 39 preferred gold, 29 preferred cheque, 14 preferred share and 12 preferred white gold. 47

Q Give your raking to the cement companies in their sales promotion activities C ompany Lafarge Konark Ultratech Acc Ambuja Century Grasim Duncan Rank ANALYSIS, PRESENTSTION AND INTERPRETATION 11:Retailers rank the cement company o n the basis of the sales promotional activities:Company Lafarge Konark Ultratech Acc Ambuja Century Grasim Duncan Rank 1 20 60 20 20 12 13 50 30 Rank 2 40 55 25 71 14 45 68 62 Rank 3 80 47 32 57 45 68 58 82 Rank 4 25 38 78 27 68 52 24 26 Rank 5 35 0 45 25 61 22 Total (Retailers) 200 200 200 200 200 200 200 200 Retailers rank the cement co on the basis of the their sales promotional activit y 90 80 70 60 50 40 30 20 10 0 Rank 1 Rank 2 Rank 3 Rank 4 Rank 5 fa rg e on ar k bu ja U lt r at ec h nt ur y si m cc G ra m Analysis and Interpretation:From the interpretation of the data, we come to know that Konark and ACC are on no.1 and no.2 respectively. Lafarge cement is on no. 3. Because 30% of the retailers believe that Lafarge is on no 48 C e A D u La K

nc a A n

three. Century, Grasim, and Duncan are making extra effort to penetrate the mark et. Every retailer mentioned their name and mentioned their considerable effort. Q What is the general price gap (BP-RP) between the following companies? Lafarg e Konark Ambuja Century Ramco Acc Ultratech Duncan Grasim ANALYSIS, PRESENTSTION AND INTERPRETATION 12:The profit on per bag of cement:Com pany Lafarge Konark Ultratech Acc Ambuja Century Grasim Duncan price gap on per bag 6 5 6 6 7.5 8 10 10 The difference between the billing price and retailing price on one bag of cemen t 12 10 8 6 4 2 0 fa rg e on ar k bu ja U lt r at ec h nt ur y si m cc G ra m Analysis and Interpretation:Lafarge charges competitive price to the customer. S ome of the company charges premium price like OCL where as some of the brand has very less price like Grasim, Cemtury and Duncan. Price of Lafarge is always equ al to the price of Ultratech, ACC. 49 C e D u La K A nc a A n

. Q Rank the companies on the basis of their transportation facilities? Company Rank Lafarge Konark Ultratech Acc Ambuja Century Grasim Duncan ANALYSIS, PRESENT STION AND INTERPRETATION 13:Companies are ranked on the basis of the transportat ion facility provided by them:Total (Retailers) 200 200 200 200 200 200 200 200 Company Lafarge Konark Ultratech Acc Ambuja Century Grasim Duncan Rank 1 70 23 40 20 15 85 80 95 Rank 2 65 25 70 67 14 78 75 62 Rank 3 28 15 65 90 45 37 38 43 Rank 4 25 72 25 20 90 0 7 0 Rank 5 12 65 0 3 36 0 0 0 Companies ranks on the basis of the transportation facilities 100 80 60 40 20 0 Rank 1 Rank 2 Rank 3 Rank 4 Rank 5 fa rg e on ar k bu ja U lt r at ec h nt ur y si m cc G ra m C e 50 D u La K A nc a A n

Analysis and Interpretation: - Transportation facility is a very vital factor fo r a brand to be successful in the market; Lafarge cement has proved itself in this area as they are having the best reach in the urban area not in the rural area. Q Rank the companies on the basis of their cement delivery time? Company Rank La farge Konark Ultratech Acc Ambuja Century Grasim Duncan ANALYSIS, PRESENTSTION A ND INTERPRETATION 14:Companies are ranked on the basis of the cement delivery ti me:Company Lafarge Konark Ultratech Acc Ambuja Century Grasim Duncan Rank 1 114 91 0 82 14 42 11 21 Rank 2 53 82 82 78 25 12 24 37 Rank 3 33 27 91 39 97 83 45 4 9 Rank 4 0 0 12 1 61 42 21 68 Rank 5 0 0 15 0 3 21 99 25 Total 200 200 200 200 2 00 200 200 200 Companies rank on the basis of the cement delivery time 120 100 80 60 40 20 0 Rank 1 Rank 2 Rank 3 Rank 4 Rank 5 fa rg e on ar k bu ja U lt r at ec h nt ur y si m cc G ra m Analysis and Interpretation:51 C e D u La K A nc a A n

Lafarge is quite ahead in the race in regards to the delivery option, as many re tailers says that a small quantity of cement bags are not delivered by most of t he company on time, they say that ar least you need carry 200 bags and so on, bu t Lafarge are willing to accept and delivery any amount of bag at any time. .Q R ank the companies on the basis of the response to customer complaints. Company R ank Lafarge Konark Ultratech Acc Ambuja ANALYSIS, PRESENTSTION AND INTERPRETATIO N 15:Companies responses towards the customer complain:Company Lafarge Konark Ul tratech Acc Ambuja Century Grasim Duncan Rank 1 102 78 41 82 41 42 31 26 Rank 2 71 45 65 78 78 52 51 56 Rank 3 27 36 52 35 44 41 47 45 41 41 5 35 37 37 68 0 1 0 2 28 34 5 Rank 4 Rank 5 Total no of the retailers 200 200 200 200 200 200 200 2 00 Companies rank on the basis of the response to the customer complail 120 100 80 60 40 20 0 Rank 1 Rank 2 Rank 3 Rank 4 Rank 5 La fa rg e U lt r at ec h C en tu ry Analysis and Interpretation:52 D un ca n on ar k bu ja A G ra si m A cc K m

Almost most all the companies’ stockiest response towards the customer’s complai ned but Lafarge is far ahead to the other companies. Most of the retailers said that Lafarge Marketing representative are so much attentive towards the customer s responses. Q Rank the company on the basis of their Marketing Representative’s frequency of visit. Company Rank Lafarge Konark Ultratech Acc Ambuja Century Gr asim Duncan ANALYSIS, PRESENTSTION AND INTERPRETATION 16:Companies’ are ranked o n the basis of the visit of the marketing representative:Company Lafarge Konark Ultratech Acc Ambuja Century Grasim Duncan Rank 1 85 78 45 47 23 62 23 65 Rank 2 75 65 66 52 45 68 42 74 Rank 3 40 42 74 41 65 47 37 54 Rank 4 0 15 15 51 25 23 47 0 Rank 5 0 0 0 9 42 0 51 7 Total no of the retailers 200 200 200 200 200 200 200 200 Companies are ranked on the basis of the visit of marketing representative 90 80 70 60 50 40 30 20 10 0 Rank 1 Rank 2 Rank 3 Rank 4 Rank 5 fa rg e on ar k bu ja U lt r at ec h nt ur y si m cc G ra m Analysis and Interpretation:53 C e D u La K A nc a A n

Lafarge’s marketing representatives are too much concern towards the customer’s welfare. So they visit almost retailers ones in a week. Where as other companies ’ marketing representative visit the counter only twice in a month. WHOLESALE PRICE / RETAIL PRICE ANALYSIS BRANDS Lafarge Konark Ultratech ACC Ambuja Century Grasim Duncan WHOLESALE PRICE (Billing price) 112-114 114-116 112-114 112-114 110-112 106-108 102-104 100-102 RETAIL PRICE 118-120 119-120 118-120 118-120 117-119 114-116 112-114 112-114 PRICE GAP 6 5 6 6 7.5 8 10 10 By comparing the wholesale price and retailing price of the various Brands in th e market, we can infer that the retailers get a good margin in case of GRASIM & DUNCAN. Above that it is the cheapest brand among the major brands in the market . Hence the analysis carried earlier part of the project i.e. profit selling bra nd is justified at both the levels. 54

SWOT –Analysis SWOT-analysis is done to understand the external and internal environment of the organization. SWOT, which is acronym for strength, weakness, opportunity and th reats is also known by TOWS-analysis. Though such an analysis, is strength and w eakness exist within an organization can be matched with the opportunity and thr eats operating in environment , so that an effective strategy can be formulated. An effective organizational strategy, therefore, is one that capitalizes on the opportunity through the use of strength and neutralizes the threats by minimizi ng the impact of weakness. Below is the SWOT- analysis of Lafarge India Pvt. Ltd. in cement market. Strength People ask for bleakness in cement and Lafarge has this. de is good and people are satisfied. 55 Cement gra

Customer choice. Lafarge being an MNC has a global leverage. brand image in Cement.

It has a good

Weakness Great need of strategic way for promotion and advertisement for both dealers and customers. Not an easy task to overtake Konark, Ultratech and ACC. Price and margins is not match with dealers and retailers expectation respect ively. Guaranty given by company is from the date of manufacturing which is no t acceptable for the dealers and retailers. Take large time in the replacement of Cement. Opportunity Strong infrastructure requirement for the development of the country and the c ountry is developing in the utter pace. No of the medium class people is growing. Institutional market like corporat e and government offices, school society complexes are growing in large scale, which will increase the requirement. Threats Cheep priced brand are grabbing rapidly a large chunk of lower income customer base. Other brands like Duncan and Grasim provide maximum profit to the both customer as well as to the retailers. It was found from my survey that Konark maximum market share is due to brand loyalty. Dealers expect more margin and g ift to sell of the Lafarge cement. 56

FINDING OTHER REASONS STATED BY RETAILER FOR BRAND PREFERENCE:LAFARGE Better quality Good name in the market Timely available Immediately respond on the competi tors strategy. Relatively less price. Better packaging ULTRATECH Sells easily in the market the customer demand for them. Customer choice. Good name in the market as it carries the goodwill of L&T. 57

High market awareness.

Sells more

CENTURY Good relationship with the company people. Price is low and affordab le for people Low price helps to sell easily. Quality is good. More profit selling the brand. Good service and relationship ACC People ask for ACC. Service is good. “Dhalai karne ke liye” people ask for ACC. Very superior quality cement as compared to others Selling form th e very first day the shop came in to being & sells easily (shree ganesh traders, bhatagaon) They have same price prevailing for wholesale at dealers/stockiest retailers end. AMBUJA Customers preference Good cement, plastering work is good GRASIM (Birla plus) Customers choice. Price is suitable as per customer s pocket Rate & profit Good relationship with the people at Grasim. Birla is a very renowned name so people trust it. DUNCAN Rate & profit Price is suitable as per customers pocket 58

Service is good. PROBLEM FACED BY STOCKIEST None of the stockiest had any complains about any b rands, in regards to the price, transport, service etc Dispatch being closed a t the start of the month is a ”trump card “for them to play in the market to pus h the sale. Stockiest are satisfied with the companies service. RETAILERS REGRETS (Lafarge) The stockiest occasionally inform about the price change in the market. They do not make personal visits to the counters frequen tly. Price should be stabilized in the market. Price stability in regard to the price set by the company as well as wholesalers (i.e. all the wholesalers sh ould have the same price offered in the market). The management should not int erfere in the price offered by the counterperson to the customers. They need p rice flexibility to shoot up the sale. Dispatch being closed every start of th e month is a problem is a problem for them to stick to the commitments made by t hem to the customers. Small quantity ordered is not furnished on time. Press urize them for taking more quantity for more quantity for transportation facilit y. Lafarge now does not give any gifts at the counters. 59

LIMITATION OF THE STUDY 1. Lack of cooperation from the retailers in regard to giving interview 2. It wa s found in some cases dealers showed inclination towards certain brands which ga ve them more margins when compared to others. 3. It was experienced during the s urvey that it was difficult to convince or make the retailers and dealers unders tand the important of the project 4. As the retailers and dealers thought that it was unwise for the to give their details of business as they feared competitors would take advantage. 60

SUGGESTIONS A very exhaustive study has been made, keeping in the essence of the objective of the project. With the efforts put on the project a detailed analys is was conducted and result were derived, based on the results and market respon se few suggestions are discussed below A Price fluctuation creates problems for retailers as the cannot keep the commit ments of price to customers…… The reach to the rural market need to be strengthe ned Transportation to rural areas need to be strengthened, a significant amount of business is lost because of this. At time it has been seen that the delivery commitments an the side of the company is not prompt, this creates a bad name an d again business is lost On interviewing Dealers/Retailers the most important th ing they said was about the price flexibility, they want that the company should give them the price flexibility to play in the market. (As the company has outl ined that the price offered by the company should only be offered to the custome r, it should not increased to the customer, it should not be increased or decrea sed). 61

The Brand Name Lafarge is quite difficult to be pronounced and remember, so it s hould be made short and easy for the rural masses to remember like (L&T). CONCLUSION To attain the objective of the project detailed information was colle cted from the market of Bhubaneshwar. The market research has revealed many fact s and figures about the cement scenario in the market prevailing. In the market, Lafarge cement is well known brand of cement. This is the result of the good quality of the Lafarge cement along with their effective marketing e fforts, which covers the whole market customers of Lafarge cement are highly sat isfied with the use of it, as they do not face any problem after using it. There are seven major players in the market but the major completion is between the two brands of cement. But because of good marketing efforts, Lafarge cement is able to grasp some share of various other brands The market survey undertaken shows that effective marketing efforts play a vital role in creating the goodwi ll for the brand. The distribution channel of cement industry must be well desig ned and made effective this ensures timely availability of cement to customers. 62

Good marketing creates good image i.e. brand building. Even through often Lafarg e take over the Tata cement and place its brand as Lafarge cement in the market , but still it has not shown any decline in its status. Lafarge still cherishes the good will created by Tata cement in the market. BIBLIOGRAPHY BOOKS 1. Research Methodology: C.K. Kothari Wishwa Prakashan Darayaganj New Delhi 2nd Edition-1995 2. Marketing Management: Philip Kotler Prentice- hall of India Pvt. Ltd. New Del hi-110001 8th Edition -1995 63

WEBSITE 1. 2. 3. 4. 5. www.lafarge-cement.co.in www.google.com www.ibef.org www.msn.com www.indianexpre ss.com ANNEXTURE 64

QUESTIONNAIRE 1. Which brand do you prefer most? Lafarge Konark Ambuja Century Ramco Acc Ultra tech Duncan Grasim 2. Which brand do you store? Lafarge Konark Ambuja Century Ramco Acc Ultratech Duncan Grasim 3. Give reasons for your preference? ___________________________________________ ____________________________________ 4. Which brand does your customer prefer? Lafarge Konark Ambuja Century Ramco Ac c Ultratech Duncan Grasim 5. What is the Avg. monthly sale of different brands of cement? 65

Co. Lafarge Konark Ambuja Century Tones/bags Ramco Acc Ultratech Duncan Rasim 6. Give names of the stockiest for your preference? 7. Rank the companies stockiest on the basis frequency of making personal visits & ph calls. Co. Ranks Lafarge Konark Ambuja Century Ramco Acc Ultratech Duncan rasim 8. Which Companies stockiest inform you about the change in the market price fas ter? Lafarge Konark Ambuja Century Ramco Acc Ultratech Duncan Grasim 9. How much credit in days do you enjoy from the stockiest of following companie s? Co. Lafarge Konark Ambuja Century Ramco Acc Ultratech Duncan rasim No. of bag s/days 10. Maximum profit you get out of selling various brands rank them? Co. R anks Lafarge Konark Ambuja Century Ramco Acc Ultratech Duncan rasim 11. Rank sales promotion activities according to their effectiveness? Activities Shop Naka & Manson Meet Gifts Incentives Hoardings Others Rank 12. Give your preference for the following type of Gifts/incentives. Share Tour Gold White gold Cheque Others 13. Give your raking to the cement companies in their Sales promotion activities 66

Company Lafarge Konark Ultratech Acc Ambuja Century Grasim Duncan Rank 14. What is the general price gap (BP-RP) between the following companies? Lafar ge Konark Ambuja Century Ramco Acc Ultratech Duncan Grasim 15. Rank the companies on the basis of their transportation facilities? Company Rank Lafarge Konark Ultratech Acc Ambuja Century Grasim Duncan 16. Rank the comp anies on the basis of their cement delivery time? Company Rank Lafarge Konark Ul tratech Acc Ambuja Century Grasim Duncan 17. Rank the companies which are the be st delivery time? Company Lafarge Konark Rank 67

Ultratech Acc Ambuja Century Grasim Duncan 18. What kind of problem you generall y face with the transport? 19. Rank the companies on the basis of the response to customer complaints. Comp any Rank Lafarge Konark Ultratech Acc Ambuja Century Grasim Duncan 20. Rank the company on the basis of their Marketing Representative’s frequency of visit. Com pany Lafarge Konark Ultratech Acc Ambuja Century Grasim Duncan Rank 21. Rank the company on the basis of their Marketing Representative’s accessibil ity. Company Lafarge Konark Ultratech Acc Ambuja Century Grasim Rank 68

Duncan 22. Rank the company on the basis of their Marketing Representative’s art of making and maintaining the relationship. Co. Ranks Lafarge Konark Ambuja Cen tury Ramco Acc Ultratech Duncan rasim 23. Any suggestion you would like to make for the company? 69