EMBA Project Report Marketing Strategies of DCI

A STUDY ON
MARKETING STRATEGIES
WITH REFERENCE TO DREDGING CORPORATION OF
INDIA LIMITED, VISAKHAPATNAM
A project report submitted to the School of distance education,

Andhra University in partial fulfilment of award of degree of
Master of Business Administration

Submitted By
V. REVANTH
(Reg.No. 14ME00049)
Under the esteemed guidance of

N.S.R. PRASAD
Joint General Manager (Marketing)
Dredging Corporation of India Ltd., Visakhapatnam
SCHOOL OF DISTANCE EDUCATION

ANDHRA UNIVERSITY
VISAKHAPATNAM
2016
CERTIFICATE
This is to certify that the dissertation titled “A STUDY ON
MARKETING STRATEGIE SWITH REFERENCE TO
DREDGING CORPORATION OF INDIA LIMITED,
VISAKHAPATNAM” being submitted by V. REVANTH is in
partial fulfilment for the award of Degree in Master of Business
administration by SCHOOL OF DISTANCE EDUCATION,
ANDHRA UNIVERSITY is a record of bonafide work carried out by
him under my guidance and supervision.
N.S.R. PRASAD
Joint General Manager

(Marketing)
D.C.I. Ltd.
Date: 15.07.2016
Place: Visakhapatnam
DECLARATION
I hereby solemnly declare that the project titled “A STUDY ON MARKETING
STRATEGIES WITH REFERENCE TO DREDGING CORPORATION OF INDIA
LIMITED, VISAKHAPATNAM” Submitted by me is genuine bonafide work done
by me. The project work is in partial fulfilments for the award of Degree of Master of
Business Administration.
It has not been submitted or published earlier for the award of any Degree or
Diploma of this university or any other university.
V. REVANTH
(Reg.No. 14 ME 00049)
Date: 15.07.2016
Place: Visakhapatnam
ACKNOWLEDGEMENT
I am indebted to my guide Shri NSR Prasad, Joint General Manager
(Marketing), DCI Ltd., Visakhapatnam, for his kind encouragement and directing
me towards completion of my project.
I would like to express my humble gratitude to Prof. L. D. Sudhakar Babu,
Director, School of Distance Education, Andhra University and Prof. P.
Hrushikesava Rao, Course Coordinator Andhra University for allowing me to do
the project
I am also indebted to Mr. N. Ravi, AM (HR) (TRG) and HOD (HR) of Dredging
Corporation of India Limited, Visakhapatnam for giving me permission to carry out
my project in the organization.
I thank all those who helped me at several stages of my work.
V. REVANTH
PREFACE
Dredging Corporation of India (DCI) Ltd. is a service oriented organization in
the public sector Catering to Dredging requirements of Major Ports, Minor Ports and
Other Maritime Establishments of India. DCI is fully equipped to offer the complete
range of dredging and allied services to the users in India and Abroad and to provide
the vital inputs for the national development.
DCI Ltd. has been playing a major role in fulfilling the dredging requirements
of Major Ports and marine developments. Dredging means removal of underwater
soil. Dredging is generally carried to facilitate safe navigation of ships/ boats, Mining
Purposes, Ecological usage, Flood Prevention, Water Storage, Land Reclamation etc.
DCI Ltd. has the facilities for capital dredging for the creation of new harbors,
developing existing harbors at various ports along the vast coast line of 5700 kms to
increase the Indian exports through the shipping channels. DCI has diversified its
activities to inland dredging operations in a modest way. DCI has efficient enough to
meet the growing needs for dredging in various major and minor ports all over India.
DCI has been showing steady growth and Development and has been earning
profits consistently over the years.

CONTENTS
Page No.
CHAPTER-I
 1.1 INTRODUCTION ON MARKETING STRATEGIES 10 - 30
 1.2 SIGNIFICANCE OF THE STUDY 31
 1.3 NEED FOR THE STUDY 32-33
 1.4 OBJECTIVES OF THE STUDY 34
 1.5 METHODOLOGY 35
 1.6 LIMITATIONS OF THE STUDY 36
CHAPTER-II
 2.1 COMPANY PROFILE OF DCI 38-42
 2.2 DCI’s FLEET 43-52
 2.3 MISSION STATEMENT 53
 2.4 VISION 53
 2.5 OBJECTIVES OF DCI 54
 2.6 WORKS ON HAND 55

 2.7 FUTURE PLANS OF DCI 56
 2.8 ORGANISATION STRUCTURE OF DCI 57-58
 2.9 STRENGTHS OF DCI 59
 2.10 MAJOR PLAYERS OF DCI 60-62
 2.11 CORPORATE PERFORMANCE 63
 2.12 OPPORTUNITIES AND THREATS 63-65
 2.13 INTITIATIVES TAKEN BY DCI 65-66
 2.14 FINANCIAL PERFORMANCE OF DCI 67-69
 2.15 CAPACITY UTILIZATION OF DCI 70
 2.16 SERVICES OFFERD BY DCI 70 to
 2.17 CUSTOMERS OF DCI 70
 2.18 PRICING POLICIES OF DCI 71-72
CHAPTER-III
 3.1 INTRODUCTION TO DREDGING 75-78
 3.2 TYPES OF DREDGERS 79-83
 3.3 MARKET SCENARIO 84-85
 3.4 MAJOR DEMAND DRIVERS 85
 3.5 POTENTIAL CUSTOMERS 85
 3.6 DREDGING QUANTUM IN 12TH FIVE YEAR PLAN 86-88
 3.7 COMPETITORS 89
 3.8 INTERNATIONAL DREDGING COMPANIES 90
 3.9 TYPES OF DREDGING CONTRACTS IN INDIA 91
CHAPTER-IV
 4.1 SWOT ANALYSIS OF DCI 93
 4.2 BCG MATRIX FOR SERVICES OFFERED BY DCI 94-97
 4.3 ANSOFF MATRIX ANALYSIS OF DCI 98-101
CHAPTER-V
 5.1 SUMMARY AND FINDINGS 103
 5.2 THE FUTURE DIVERSIFICATION PLANS OF DCI 104
 5.3 KEY STRATEGIES 105
 5.4 CONCLUSION 106
BIBILOGRAPHY AND REFERNCES 109

CHAPTER – I
 INTRODUCTION ON MARKETING STRATEGIES
 NEED FOR THE STUDY
 OBJECTIVES OF THE STUDY
 METHODOLOGY
 SCOPE OF THE STUDY
 LIMITATIONS OF THE STUDY

1.1 INTRODUCTION ON MARKETING STRATEGIES:
Marketing strategy has the fundamental goal of increasing sales and achieving
a sustainable competitive advantage. Marketing strategy includes all basic, short-
term, and long-term activities in the field of marketing that deal with the analysis of
the strategic initial situation of a company and the formulation, evaluation and
selection of market-oriented strategies and therefore contribute to the goals of the
company and its marketing objectives.
Marketing strategies may differ depending on the unique situation of the
individual business. However, there are a number of ways of categorizing some
generic strategies.
Marketing strategies may differ depending on the unique situation of the
individual business. However, there are a number of ways of categorizing some
generic strategies. A brief description of the most common categorizing schemes is
presented below:
1) Based on Market Dominance of the Firm
a. Leader
b. Challenger
c. Follower
d. Nicher
2) Based on the Entrant type and Products/ services it can offer (Lieberman
and Montgomery)
a. Pioneers
b. Close Followers
c. Late Followers
3) Base on the Organizational Structure of the Company and rate at which
they can change their products. (Raymond Miles)
a. Prospector
b. Analyser
c. Defender
d. Reactor
Pioneers
Market Pioneers are known to often open a new market to consumers based off a
major innovation.
 They emphasize these product developments, and in a significant amount of
cases, studies have shown that early entrants – or pioneers – into a market have
serious market-share advantages above all those who enter later.
 Pioneers have the first-mover advantage, and in order to have this advantage,
business’ must ensure they have at least one or more of three primary sources:
o Technological Leadership
o Preemption of Assets
o Buyer Switching Costs.
By being a first entrant, it is easy to avoid higher switching costs compared to later
entrants. For example, those who enter later would have to invest more expenditure
in order to encourage customers away from early entrants. However, while Market
Pioneers may have the “highest probability of engaging in product development” and
lower switching costs, to have the first-mover advantage, it can be more expensive
due to product innovation being more costly than product imitation. It has been
found that while Pioneers in both consumer goods and industrial markets have
gained “significant sales advantages”,they incur larger disadvantages cost-wise.
Close Followers
Being a Market Pioneer can more often than not, attract entrepreneurs and/or
investors depending on the benefits of the market. If there is an upside potential and
the ability to have a stable market share, many businesses would start to follow in
the footsteps of these pioneers. These are more commonly known as Close Followers.
 These entrants into the market can also be seen as challengers to the Market
Pioneers and the Late Followers. This is because early followers are more than
likely to invest a significant amount in Product Research and Development
than later entrants. By doing this, it allows businesses to find weaknesses in
the products produced before, thus leading to improvements and expansion
on the aforementioned product.
 Therefore, it could also lead to customer preference, which is essential in
market success.
 Due to the nature of early followers and the research time being later than
Market Pioneers, different development strategies are used as opposed to
those who entered the market in the beginning, and the same is applied to
those who are Late Followers in the market.

 By having a different strategy, it allows the followers to create their own
unique selling point and perhaps target a different audience in comparison to
that of the Market Pioneers.
 Early following into a market can often be encouraged by an established
business’ product that is “threatened or has industry-specific supporting
assets”.
Late Followers
Those who follow after the Close Followers are known as the Late Entrants. While
being a Late Entrant can seem very daunting, there are some perks to being a
latecomer.
 Late Entrants have the ability to learn from those who are already in the
market or have previously entered.
 Late Followers have the advantage of learning from their early competitors and
improving the benefits or reducing the total costs. This allows them to create a
strategy that could essentially mean gaining market share and most
importantly, staying in the market.
 In addition to this, markets evolve, leading to consumers wanting
improvements and advancements on products.
 Late Followers have the advantage of catching the shifts in customer needs
and wants towards the products.
 When bearing in mind customer preference, customer value has a significant
influence. Customer value means taking into account the investment of

customers as well as the brand or product. It is created through the
“perceptions of benefits” and the “total cost of ownership”.
 On the other hand, if the needs and wants of consumers have only slightly
altered, Late Followers could have a cost advantage over early entrants due to
the use of product imitation. However, if a business if switching markets, this
could take the cost advantage away due to the expense of changing markets
for the business.
 Late Entry into a market does not necessarily mean there is a disadvantage
when it comes to market share, it depends on how the marketing mix is
adopted and the performance of the business. If the marketing mix is not used
correctly – despite the entrant time – the business will gain little to no
advantages, potentially missing out on a significant opportunity.
Raymond Miles' Strategy Categories
In 2003, Raymond Miles proposed a more detailed scheme using the categories:
 Prospector
 Analyzer
 Defender
 Reactor
Apart from this a scheme called Marketing warfare strategies was also introduced–
This scheme draws parallels between marketing strategies and military strategies.
Growth Strategies:
Growth of a business is critical for business success, so using strategies such
as horizontal integration, vertical integration, diversification and intensification will
all benefit a business’s growth, be it long term or short term.
Horizontal Integration
Horizontal integration is the degree at which employees are specialized and
integrated in. There are low horizontal levels which show that employees are
specialized in their work and high horizontal levels which show that employees are
integrated in their work. A businesses horizontal boundaries can determine the
quantities and changes of products that are produced by two or more businesses
that have been merged producing the same product as one business.
Advantages:
 It is good for fast changing work environments as well as providing a broad
knowledge base for the business and employees.
 High levels of horizontal integration leads to high levels of communication
within the business.
 It leads to a larger market for merged businesses, and it is easier to build good
reputations for a business when using this strategy.
 More opportunities for deviation to occur in merged businesses rather than
independent businesses.
Disadvantages:
 Limits and restricts the field of interest that the business is expanding the new
products into.
 Horizontal integration can affect a business's reputation, especially after a
merge has happened between two or more businesses.
Vertical Integration
Vertical integration is when business is expanded through the vertical production
line on one business. By having a highly vertically integrated business this creates
different economies therefore creating a positive performance for the business.
Vertical integration is seen as a business controlling the inputs of supplies and
outputs of products as well as the distribution of the final product.
Advantages:
 Costs may be reduced because of the reducing transaction costs which
include finding, selling, monitoring, contracting and negotiating with other
firms. Also by decreasing outside businesses input it will increase the efficient
use of inputs into the business.
 It improves the exchange if information through the different stages of the
production line. Some competitive advantages could include; avoiding
foreclosures, improving the business marketing intelligence, and opens up
opportunities to create different products for the market.
Disadvantages:
 The internal costs for the business and the need for overhead costs.
 If the business is not well organized and fully equipped and prepared the
business will struggle using this strategy.
 competitive disadvantages include which include; creates barriers for the
business, and loses access to information from suppliers and distributors.

Diversification
Diversification is an area included in the Ansoff Matrix strategy, where the
most risk for a business is situated. This is due to the use of a new product being
introduced to a new market, so there are no already existing target markets or
competition.
There are two types of diversification, vertical and horizontal.
Horizontal diversification is when a new product is introduced but doesn’t
contribute to the already existing product line. Meaning horizontal diversification
focuses more on product that the business has knowledge about, whereas vertical
diversification focuses more on the introduction of new product onto new markets,
where the business could have less knowledge of the new market. A benefit of
horizontal diversification is that it is an open platform for a business to expand and
build away from the already existing market.
Disadvantages of using a Diversification strategy is that the benefits could
take a while to start showing, which could lead the business to believing that the
strategy doesn’t work. Another disadvantage or risk is, it has been shown that using
the horizontal diversification method has become harmful for stock value, but using
the vertical diversification had the best effects.

Strategic Models
Marketing businesses often use strategic models and tools to analyze marketing
decisions. There are three main models that can be applied and used within a
business to receive better results and reach business goals. These include:
The 3C’s model
The 3C’s stand for: Customer, Corporation and Competitor, is a strategic model that
uses these three key factors which lead to a sustainable competitive market. Each
factor is key to the success of this strategy; The corporation factor mainly focuses on
maximizing the strengths of the business from this the business can influence the
relevant areas of the competition to achieve success within the industry. The
customers are the basis to any business. Without customers you have no business.
The most important factors of customers and the wants, needs and requirements
that the business needs to fulfill in order to attract buyers. The competition can be
looked at in various different ways such as; purchasing, design, image and
maintenance. The more unique steps a business takes the less competition a
business will face in that field.
The Ansoff Matrix
The Ansoff Matrix model was invented by H. Igor Ansoff and is a model that focuses
on four main areas, which are; Market penetration, Product development, Market
development and Product/ Market Diversification. These are then split into a further
two areas known as the ‘New’ and ‘Present’. From this strategy, businesses are able
to determine the product and market growth. This is done by focusing on whether
the market is a new market or already existing and whether the products are new or
already existing.Market penetration covers products that are already on the market
and are familiar to the consumers, this creates a low risk as the product is already
on the established market. Product development is the introduction of a new product
into an existing market, this can include modifications to an already existing market
which can create a product that has more appeal in the market. Market development
also known as market extension, is when an already existing product is introduced
to a new market in order to identify and build a new clientele base. This can include
new geological markets new distribution channels and different pricing policies. The
last area is Diversification and is the riskiest area for a business. This is where a new
product is sold to a new market at the same time. There are two type of
Diversification; Related which means the business remains in the same industry that
they are familiar with. The other is Unrelated which is when there are no previous
relations or market experiences for the business.
The Ansoff Matrix is a strategic planning tool that provides a framework to help
executives, senior managers, and marketers devise strategies for future growth.It is
named after Russian American Igor Ansoff, who came up with the concept.
Growth strategies
 Market penetration
 Market development
 Product development
 Diversification
Market penetration
In market penetration strategy, the organization tries to grow using its existing
offerings (products and services) in existing markets. In other words, it tries to
increase its market share in current market scenario. This involves increasing
market share within existing market segments. This can be achieved by selling more
products or services to established customers or by finding new customers within
existing markets. Here, the company seeks increased sales for its present products in
its present markets through more aggressive promotion and distribution.
This can be accomplished by: (i) Price decrease; (ii) Increase in promotion and
distribution support; (iii) Acquisition of a rival in the same market; (iv) Modest
product refinements
Market development
In market development strategy, a firm tries to expand into new markets
(geographies, countries etc.) using its existing offerings.
This can be accomplished by: (i) Different customer segments; (ii) Industrial buyers
for a good that was previously sold only to the households; (iii) New areas or regions
of the country (iv) Foreign markets. This strategy is more likely to be successful
where:- (i) The firm has a unique product technology it can leverage in the new
market; (ii) It benefits from economies of scale if it increases output; (iii) The new
market is not too different from the one it has experience of; (iv) The buyers in the
market are intrinsically profitable.

Product/ Service Development:
In product development strategy, a company tries to create new products and
services targeted at its existing markets to achieve growth.
This involves extending the product range available to the firm's existing markets.
These products may be obtained by: (i) Investment in research and development of
additional products; (ii) Acquisition of rights to produce someone else's product; (iii)
Buying in the product and "branding" it; (iv) Joint development with ownership of
another product who need access to the firm's distribution channels or brands.
Diversification
In diversification an organization tries to grow its market share by introducing new
offerings in new markets. It is the most risky strategy because both product and
market development is required. (i) Related Diversification - Here there is relationship
and, therefore, potential synergy, between the firms in existing business and the new
product/market space. (a) Concentric diversification, and (b) Vertical integration. (ii)
Unrelated Diversification: This is otherwise termed conglomerate growth because the
resulting corporation is a conglomerate, i.e. a collection of businesses without any
relationship to one another. A strategy for company growth through starting up or
acquiring businesses outside the company’s current products and markets

What is a service?
The American Marketing Association defines services as “Activities, benefits and
satisfactions which are offered for sale or are provided in connection with the sale of
goods.”
The defining characteristics of a service are:
Intangibility: Services are intangible and do not have a physical existence. Hence
services cannot be touched, held, tasted or smelt. This is most defining feature of a
service and that which primarily differentiates it from a product.
1. Heterogeneity/Variability: Given the very nature of services, each service
offering is unique and cannot be exactly repeated even by the same service
provider. While products can be mass produced and be homogenous the same
is not true of services.
2. Perishability: Services cannot be stored, saved, returned or resold once they
have been used. Once rendered to a customer the service is completely
consumed and cannot be delivered to another customer.
3. Inseparability/Simultaneity of production and consumption: This refers to
the fact that services are generated and consumed within the same time
frame. Moreover, it is very difficult to separate a service from the service
provider.
Types of Services
1. Core Services: A service that is the primary purpose of the transaction.

2. Supplementary Services: Services that are rendered as a corollary to the sale
of a tangible product.
Difference between Goods and Services
Given below are the fundamental differences between physical goods and services:
Goods Services
A physical commodity A process or activity
Tangible Intangible
Homogenous Heterogeneous
Production and distribution are Production, distribution and consumption

separation from their consumption are simultaneous processes
Can be stored Cannot be stored
Transfer of ownership is possible Transfer of ownership is not possible

Services Marketing Mix
There are a series of fundamental characteristics such as intangibility, inseparability,
heterogeneity and perishability which are unique to a service. The
traditional marketing mix which includes product, place, price and promotion could
be stretched to compensate for these factors. However the services marketing mix is
an adaptation of the traditional 4Ps to address these characteristics and it sees the
addition of another 3Ps which are physical evidence, process and people.
Pricing for services
Pricing needs to take into account two factors in relation to services. The first issue is
what is the unit which we are pricing? Secondly if a price is based upon a bundle of
sub services then how do you price it as a whole?
Product for services
In this instance our product and service are pretty much the same. However service
is intangible. This may be considered that: service = product + process. So we need to
focus upon the process.
Place for services
Where you consume the service is a central part of the services marketing mix. With
the place element the marketer considers convenience, location, footfall, number of
outlets, and timing.

Promotion for services
Obviously services are more difficult to assess in terms of attributes in comparison to
tangible products. The marketer needs to be more innovative and clear when it
comes to the benefits to the target market of his or her service. The marketer can try
a number of techniques which include:
 Emphasising any tangible cues
 Exploiting celebrity to provide information about the service.
 Branding is everything to service.
Physical Evidence:
The environment in which the service is delivered, and where the firm and customer
interact, and any tangible components that facilitate performance or communication
of the service.
Physical Evidence is the material part of a service. Strictly speaking there are no
physical attributes to a service, so a consumer tends to rely on material cues. There
are many examples of physical evidence, including some of the following buildings,
equipment, signs and logos, annual accounts and business reports, brochures, your
website, and even your business cards.
Process
The actual procedures, mechanisms, and flow of activities by which the service is
delivered – this service delivery and operating systems.There are a number of
perceptions of the concept of process within the business and marketing literature.
People
All human actors who play a part in service delivery and thus influence the buyers’
perceptions; namely, the firm’s personnel, the customer, and other customers in the
service environment.
Real Life Marketing:
Real-life marketing primarily revolves around the application of a great deal of
common-sense; dealing with a limited number of factors, in an environment of
imperfect information and limited resources complicated by uncertainty and tight
timescales. Use of classical marketing techniques, in these circumstances, is
inevitably partial and uneven.
Thus, for example, many new products will emerge from irrational processes and the
rational development process may be used (if at all) to screen out the worst non-
runners. The design of the advertising, and the packaging, will be the output of the
creative minds employed; which management will then screen, often by 'gut-
reaction', to ensure that it is reasonable.
For most of their time, marketing managers use intuition and experience to analyze
and handle the complex, and unique, situations being faced; without easy reference
to theory. This will often be 'flying by the seat of the pants', or 'gut-reaction'; where
the overall strategy, coupled with the knowledge of the customer which has been
absorbed almost by a process of osmosis, will determine the quality of the marketing
employed. This, almost instinctive management, is what is sometimes called 'coarse
marketing'; to distinguish it from the refined, aesthetically pleasing, form favored by
the theorists.
An organization's strategy combines all of its marketing goals into one comprehensive
plan. A good marketing strategy should be drawn from market researchand focus on
the product mix in order to achieve the maximum profit and sustain the business.
The marketing strategy is the foundation of a marketing plan.

Marketing Strategy:
Objectives:
Your marketing objectives will focus on how you increase sales by getting and
keeping customers.To explain how to do this, experts talk about how best to package
your products and services, how much to charge for them and how to take them to
market.A marketing strategy will help you tailor your messages and put the right mix
of marketing approaches in place so that you bring your sales and marketing
activities together effectively in an effective marketing plan.
Knowing your customers:
A successful marketing strategy depends on understanding your customers, what
they need and how you can persuade them to buy from you.There's no substitute for
knowledge. Experience and regular two-way communication will tell you a lot about
your customers. But targeted market research will build a more detailed picture
of customer segments with similar needs. It will help you understand how to target
these people so you're not wasting time on people who aren't interested in your offer.
But you'll also need to understand how your market works - where do your
customers find out about your offer, for example? Your strategy should even tell
you how you measure up against the competition and what new trends to expect in
your market.
Making a plan
A marketing plan explains how to put your strategy into action. It will set marketing
budgets and deadlines, but it will also tell you how you're going to talk to your target
customers - whether that's through advertising, networking, going
to tradeshows,directmarketing, and so on.
Crucially, it will tell you when to talk to your customers. Timing your activities to fit
their buying cycles will save money and maximize sales.
Finally, your marketing plan should look to the future: it should outline how you
follow up sales and what you're doing to develop your offer.
As with any plan, progress should be regularly measured and reviewed to see what's
working and what isn't, so you can set new targets as your market changes.
Developing a marketing strategy is vital for any business. Without one, your efforts to
attract customers are likely to be haphazard and inefficient.
The focus of strategy should be making sure that your products and services meet
customer needs and developing long-term and profitable relationships with those
customers. To achieve this, you will need to create a flexible strategy that can
respond to changes in customer perceptions and demand. It may also help you
identify whole new markets that you can successfully target.
The purpose of your marketing strategy should be to identify and then communicate
the benefits of your business offering to your target market.
Once you have created and implemented your strategy, monitor its effectiveness and
make any adjustments required to maintain its success.
This guide helps you identify which customers to focus on and your key objectives in
reaching them. It explains what to include in your marketing strategy and how it can
be used as the basis for effective action.

 Key elements of a successful marketing strategy
 Understanding your strengths and weaknesses
 Developing your marketing strategy
 Tips and pitfalls

1.2 Significance of the Study:
A well-crafted strategic plan:
 provides the business with focus and direction by identifying the best
opportunities worth pursuing as well as the threats to be avoided
 identifies the tools that the company can effectively use to fight competition and
gain market share
 saves company time and money by focusing the resources on attracting the right
employees and investing only on marketing initiatives that support the overall
business objectives
 differentiates a company from competition by identifying the distinctive
advantage and the supporting elements
 translates the company vision, mission, objectives, into effective Marketing
initiatives
 serves as foundation for all your communication campaigns
 improves the effectiveness of the Marketing message to customers and partners
 increases sales and profits
 creates consumer preference for the brand
The reasons for choosing DCI is because DCI is the pioneer organization in
dredging and maritime development in India. DCI is fully equipped to offer the
complete range of dredging and allied services to the users in India and Abroad and
to provide that vital input for the national development. This organization is running
in profits over the consecutive years. This is possible only with the co-operation,
dedication and teamwork of all the employees. Thus, an attempt will be made to
analyze the marketing strategies being practiced in Dredging Corporation of India
Ltd.
1.3 Need for the study:
Market Strategy is essential for every organization. It generally starts with the scan of
both Internal and External environments, which includes understanding strategic
constraints.
It is generally necessary to try to grasp many aspects of the external environment,
including technological, economic, cultural, political and legal aspects.Goals are
chosen. Then, a marketing strategy or marketing plan is an explanation of what
specific actions will be taken over time to achieve the objectives.
Owners of small and medium-sized businesses need to be keenly aware of the
importance of Marketing Strategies. Marketing Strategies help organizations utilize
the skills of your employees and stakeholders and can help you develop creative
approaches to sales and customer service.
In the recent past Govt. of India has laid emphasis on Port led development of
Nation. Govt. of Gujarat having being successfully implemented the port-led
development model; the government is keen to introduce this model on pan-India
level. Port-led development focuses on the following aspects:
1) Setting up new ports and enhancing the efficiency of ports
2) Last-mile connectivity to major ports
3) Modernization of infrastructure in ports (dredging need is also there)

Potential of port-led development model:
1) Reduced logistics cost will help the growth of industries and increase in
exports
2) Coastal communities up-liftment as a result of spillover effects
3) Opening up business opportunities in the area of dredging, barge
construction, barge operation, barge maintenance facilities, terminal
construction, storage facilities, shipbuilding and so on
4) Improvement in infrastructure like road, railways and waterways in order to
ensure last mile connectivity
5) Development of cold chain and warehouses
Measures taken by Union government in this direction:
1. Sagarmala initiative: The initiative focuses on development of 12 major ports
through institutional interventions, development
of port infrastructure and efficient evacuation to and from hinterland
2. Declaration of SEZs: Port-based SEZs have been declared like in Jawahar Lal
Nehru Port Trust so as to increase investment in port development
3. Golden Quadrilateral: With 3 out of 4 cities being coastal, the project can help
in connecting hinterland to ports

As it can be seen from above there is a lot of scope for Dredging market in the coming
years. DCI is facing lot of competition in Home market and need to reevaluate its
approach to sustain its growth and grab the upcoming opportunities.
1.4 OBJECTIVE OF THE STUDY
The objectives of study are as under:
 To review and study the overall aspects of marketing of Dredging Corporation
of India limited.
1.5 METHODOLOGY:
The methodology used to carry out to complete this project on dredging activities of
DCI in marketing strategies of dredging is through collection of data [1] Primary Data
[2] Secondary Data. Later this data was analysed and valid conclusions are made.
Primary Data: Primary data was collected from the concerned executives in charge
for dredging operations/Marketing activities and from projects by interacting with
them.
Secondary Data:
The secondary data was collected from company reports, reference books, and
website and so on;
i. Through Annual reports of Dredging Corporation of India Ltd.
ii Through periodical reports
iii. Through Performance reports and internet sources etc
Secondary data was also collected from Dredging, Shipping and Marine development
websites to have clear understanding of the markets. This will also help in
positioning DCI in the market.
PRIMARY MANAGEMENT PERSONAL
SOURCE RESPONDENTS OBSERVANCE
DATA
SOURCES
INSIDE THE ANNUAL REPORT
RECORDS
SECONDARY COMPANY
SOURCE
OUTSIDE THE JOURNALS/
COMPANY
WEBSITE
1.6 LIMITATIONS OF THE STUDY
Every study is conducted under some limitations. Some of the
limitations of my study are as follows:
 Data given is inadequate, as the officials are complied to the norms of
corporation.
 Time given to study is limited i.e., 8 weeks is not enough study such a huge
organization.
 Some information is not available due to its confidential nature.
 The study is based only on information provided in the public documents such
as annual reports of the company.
 To analyze the clients of DCI by form of questionnaires is not possible as they
are spread all over the world.
 To analyze the competitors, the data is confidential and only available limitedly.
 The project can only be satisfactory presentation to the best of my abilities in
spite of the short comings.

CHAPTER-II
 2.1 COMPANY PROFILE OF DCI
 2.2 DCI’s FLEET
 2.3 MISSION STATEMENT
 2.4 VISION
 2.5 OBJECTIVES OF DCI
 2.6 WORKS ON HAND
 2.7 FUTURE PLANS OF DCI
 2.8 ORGANISATION STRUCTURE OF DCI
 2.9 STRENGTHS OF DCI
 2.10 MAJOR PLAYERS OF DCI
 2.11 CORPORATE PERFORMANCE
 2.12 OPPORTUNITIES AND THREATS
 2.13 INTITIATIVES TAKEN BY DCI
 2.14 FINANCIAL PERFORMANCE OF DCI
 2.15 CAPACITY UTILIZATION OF DCI
 2.16 SERVICES OFFERED BY DCI
 2.17 CUSTOMERS OF DCI
 2.18 PRICING POLICIES OF DCI

COMPANY PROFILE OF DREDGING CORPORATION OF INDIA
LIMITED:
2.1 DCI LIMITED:
The dredging corporation of India limited (D.C.I) was established in the
year 1976 to provide dredging service to the major ports of the country in India. DCI
is a pioneer organization in the field of dredging and maritime development. DCI is
fully equipped to offer the complete range of dredging and allied service to the users
in India and a broad and to provide the vital input for the national development .Its
head office is strategically situated on the east coast of India at Visakhapatnam. DCI
helps to ensure continuous availability of the desire depths in the shipping channels
of the major and minor ports, Indian Navy, fishing harbors and other maritime
organizations. It further serves the nation in a variety of ways, be it capital dredging
for creation of new harbors deepening of existing harbors or maintenance dredging
for the upkeep of the required depths at various ports along the 7500 Kms coastline
of India.
 DCI owns most modern and sophisticated fleet consisting of Ten Trailer Suction
Hopper Dredgers,Three Cutter Suction Dredgers, 1 High Powered Backhoe and
other ancillary equipment.
 DCI is an M.O.U signing company with government of India.
 DCI is a schedule B MINI RATNA-CATEGORY-1 public sector undertaking under
Ministry of Shipping.
 D C I is one among the Public Sector Undertakings of India in which the
Government has disinvested its share holding. The shares of the Company
are listed at Delhi, Mumbai, Calcutta & National Stock Exchanges of India.
 Premier dredging company in India in terms of hopper capacity & quantity
dredged
 Government of India undertaking – 78.56% shareholding held by GOI as on June
30, 2015
 Estimated market share of 75.6% in maintenance dredging and 64.9% in capital
dredging during Fiscal 2015
Date •Milestones
Mar 1976 •Incorporated as Public Sector Undetaking
Mar 1992 •Disinvestment of 1.44 % Share holding
Oct 1992 •Listing of equity shares on BSE, DSE & CSE
Nov 1999 •Conferred with MIni Ratna Category I PSE by GOI
Jan2004 •Listing of equity shares on NSE
Mar 2004 •Disinvestment of 20 % share holding by GOI
Apr 2010 •Approval by Cabinet to procure 3 No. TSHD of 5,500 Cum each
Dec 2012 •DCI Dredeg XIX Joins the fleet
June 2013 •DCI Dredeg XX Joins the fleet
Mar 2014 •DCI Dredeg XXI Joins the fleet
Sept 2015 • Disinvestment of 5 % share holding by Govt. of India

Major Maintenance Dredging Works carried out during last 10 years:
Quantity
Sr Amount
Name of the work Period Dredged (Mn.
No (Rs. Million.)
Cubic Mtrs.)
1 Dredging in the Approach

2005-2015 228.00 31,200
Channels at Haldia & Kolkata
2 Dredging of channels and Basins 2006-07 &

93.80 5,004
at Cochin Port 2011-2015
3 Dredging in the Navigational 2005-06 &

15.68 2,333
Channel of Kandla Port 2012-2014
4 Dredging in Approach Channel &

2005-2011 29.91 1,929
Lagoon of New Mangalore Port
5 Dredging in Approach Channel,

Turning Circle and sand Trap of 2005-2010 11.39 1,670
Paradip Port
6 Dredging in Approach Channel & 2005-06 &

20.44 1,275
Harbour Basin of Mormugao Port 2008-2012
7 Dredging of Naval Channel at 2005-07,

Ernakulam, SNC Kochi 2010-12 & 5.45 999
2014-15
8 Dredging of Haldia Oil Jetties in

the vicinity of Haldia Dock 2012-2015 3.60 510
Complex
9 Dredging in Approach Channel &

Anchorage of Jawaharlal Nehru 2005-2008 3.00 398
Port
10 Dredging at Inner Approach

Channel, Turning Basin,
2011-2012 1.80 307
Approaches and in front of GCBs
of Karwar Port
11 Dredging in the Approach
Channel, Berthing Pocket &
2014-2015 1.20 197
Turning Circle of LNG Terminal
of RGPPL, Dhabol
12 Dredging of Naval Area at

2009-2010 0.72 131
Visakhapatnam
Major Capital Dredging Works carried out during last 10 years:
Quantity
Sr Amount (Rs.
Details of Project Period Dredged (Mn.
No. Million.)
Cubic. Mtrs.)
Deepening of Channel at Paradip
1 2008-10 15.88 2479
Port
Dredging at Kamarajar Port
2 2011-12 6.50 1041
Phase-II
Dredging in Navigational
3 2012-14 3.00 871
Channel of Kandla Port
Dredging at Kandla Cargo Berth
4 2013-14 1.10 518
Nos. 13 to 16.
Dredging at Mooring Dolphin
5 2009-10 1.30 499
MD1 to MD6 of Marmugao Port
Dredging for Deepening of
6 CICTPL, CB1 & 2 berths and 2014-15 1.05 464
approaches at Kamarajar Port
Dredging in the Northern Arm
from Inner Harbour Turning
7 2014-15 0.98 349
Circle to EQ-10 of
Visakhapatnam Port
Dredging at ICTT basin &
8 2011-12 1.00 259
Channel at Cochin port
Dredging at sand trap and other
9 2011-14 1.21 300
areas of Gangavaram Port
Dredging at Kanakesanthurai
10 2012-13 0.30 103
Harbour, Sri Lanka
Dredging at general cargo berth,
11 Vedanta’s terminal at 2011-12 0.11 20
Visakhapatnam port
2.2 DCI FLEET:
DCI DREDGE -VI
Year of Built 1975

Length Overall 104.0 M
Breadth 15.50 M
Draft 6.31 M
Speed in Knots 10
Hopper Capacity 3770 M3
Propulsion Power 2 X 1700 HP
Dredging Power 2 X 1200 HP
Maximum Dredging 22.00 M
Depth
Gross Tonnage 3802
Official Call Sign 1641 ATNA
Inmarsat Id 44195 6410
DCI DREDGE –VIII
Year of Built 1977

Breadth 19.50 M
Draft 8.50 M
Speed in Knots 13
Depth
Gross Tonnage 8151
Official Call Sign 1747 ATRM
DCI DREDGE –IX
Year of Built 1984

Breadth 18.20 M
Draft 7.50 M
Speed in Knots 13.80
Depth
Gross Tonnage 5159
Official Call Sign 2003 VWCM
DCI DREDGE –XI
Year of Built 1986

Breadth 18.20 M
Draft 7.50 M
Depth
Gross Tonnage 5159
Official Call Sign 2140 VVGS
DCI DREDGE –XII
Year of built 1990

Breadth 21.00 M
Draft 5.50 M
Depth
Gross Tonnage 6355
Official Call Sign 2406 VTTM
DCI DREDGE –XIV
Year of Built 1991

Breadth 21.00 M
Draft 5.50 M
Depth
Gross Tonnage 6355
Official Call Sign 2407 VTTN
DCI DREDGE –XV
1999
Breadth 20.30 M
Draft 8.50 M
Depth
Gross Tonnage 8070
Official Call Sign 2708 VYKU
DCI DREDGE –XVI
Year of Built 2001

Breadth 20.30 M
Draft 8.50 M
Depth
Gross Tonnage 8049
Official Call Sign 2875 VMXU
Inmarsat Id 441900170
DCI DREDGE –XVII
Year of Built 2001

Breadth 20.30 M
Draft 8.50 M
Depth
Gross Tonnage 8049
Official Call Sign 2876 VWYA
Inmarsat Id 441900193
DCI DREDGE –XIX
Year of Built 2012

Length Overall 114.00
Breadth 21.30
Draft 6.50
Hopper Capacity 5500
Propulsion Power 2 x 4100 HP
Dredging Power
Depth
Gross Tonnage 6970
Official Call Sign 3733 AVGY
DCI DREDGE –XX
Year of Built 2013

Breadth 21.30
Draft 6.50
Dredging Power
Depth
Gross Tonnage 6970
Official Call Sign 3760 AVID
DCI DREDGE –XXI
Year of Built 2014

Breadth 21.30
Draft 6.50
Dredging Power
Depth
Gross Tonnage 6970
Official Call Sign 3836 AVLK
Cutter Suction Dredgers:
DCI DREDGE –VII
Year of Built 1976

Breadth 14.50
Draft 4.00
Installed Power 6315 Kw
Cutter Power 1000 Hp
Depth
Max. Pump Distance 3000 M
DCI DREDGE –Aquarius
Year of Built 1977

Breadth 19.00 M
Draft 4.85 M
Speed In Knots 14.10
Cutter Power 2 x 1330 Kw
Depth
Official Call Sign 2461 VTXM
DCI DREDGE –XVIII
Year of Built 2009

Breadth 16.00
Draft 3.00
Cutter Power 1600 Hp
Depth
BACKHOE
DCI BACKHOE-I
Year of Built 2011

Breadth 16.00 M
Draft 3.50
Depth
Hourly Production 370 Cum per hour
GRT 977
NRT 293
Capacity Utilization of DCI:
Dredging Days Quantity (Min. Cum)

Year
Actual % utilization Actual % Utilization
2012-13 2956 88 59.3 80
2013-14 3232 83 74.0 91

Financials of DCI:
(Rs. In Million)
Particulars FY15 FY14 FY13 FY12 FY11
Net worth 14,743 14,234 13,957 13,817 13,686
Long Term Debt 10,387 11,144 7,771 2,600 --
Current Liabilities 3,702 4132 3,439 2,123 2,706
Current Assets 8,369 8,456 9,399 7,810 9,459
Total Revenue 7,438 7,727 6,380 4,976 5,227
Total Expenses 6,784 7,339 6,164 4,800 4,778
EBITDA 1,820 1,881 1,132 1,055 1,152
Profit Before Tax 654 388 216 176 449
Net Profit 624 375 205 132 395
Earnings per
22.29 13.41 7.32 4.71 14.11
Share (in Rs.)
Current Ratio
2.26 2.05 2.73 3.68 3.50
(times)
Gross Debt Equity

0.63 0.88 0.52 0.19 -
Ratio (times)
Return on Capital
3.66 1.80 1.39 1.59 3.86
Employed(%)
CRAFT CENSUS OF DREDGING CORPORATION OF INDIA LIMITED.
Cu.M / Hr.
GROSS TONNAGE
DISCHARGE PIPE
ACCOMMODATIO
BREADTH in Mts
TANK CAPACITY
OFFICIAL NO. &

SPEED in Knots
FUEL OIL TANK

FRESH WATER
DESIGNED OUT
L . B . P. in Mts
in mm
CUTTER - H.P
L . O . A in Mts
INMARSAT I.D.
DEPTH in Mts
DEPTH in Mts
DRAFT in Mts
POWER in Kw
CAPACITY in
YEAR BUILT
CAPACITY in
INSTALLED
DREDGING
CALL SIGN
MAXIMUM
DISTANCE
in Tonnes
PUMPING
HOPPER
Tonnes
TOTAL
in Mts
CREW
Sl.No.
Cu.M
ENGINES
TYPE OF
DREDGER
N
DIA
PUT
TRAILING SUCTION HOPPER DREDGERS (SELF PROPELLED TWIN SCREW[ ** CAPABLE OF SHORE PUMPING SYSTEM]
TURBO
11.0 ..N.A ..N.A ..N.A 1641 44195 6410
01 DCI DREDGE - VI 1975 104.0 96.0 15.5 8.4 6.3 CHARGE 7227 22.0 3770 ..N.A… 150 260 49 3802
0 … … … ATNA
D
..N.A ..N.A ..N.A 1747 44195 6510
02 DCI DREDGE - VIII 1977 124.3 116.0 19.5 11.6 8.5 ..do.. 11026 13.0 25.0 6500 ..N.A… 130 650 67 8151
… … … ATRM
2003
..N.A ..N.A ..N.A 44195 6610
03 DCI DREDGE - IX 1984 102.6 95.1 18.2 8.9 7.5 ..do.. 8791 13.8 25.0 4500 ..N.A… 300 600 51 5159 VWC
… … …
M
..N.A ..N.A ..N.A 2140 44195 6710
04 DCI DREDGE - XI 1986 102.6 95.1 18.2 8.9 7.5 ..do.. 8791 13.8 25.0 4500 ..N.A… 300 600 51 5159
… … … VVGS
..N.A 2406 44195 6810
05 DCI DREDGE - XII 1990 115.0 104.0 21.0 7.55 6.5 ..do.. 7339 13.0 22.0 4500 ..N.A… 760 ** 2400 450 450 54 6355
… VTTM
..N.A 2407 44195 6910
06 DCI DREDGE - XIV 1991 115.0 104.0 21.0 7.55 6.5 ..do.. 7339 13.0 22.0 4500 ..N.A… 760 ** 2400 450 450 54 6355
… VTTN
..N.A ..N.A ..N.A 2708 44194 8110
07 DCI DREDGE - XV 1999 122.0 116.0 20.3 10.1 8.5 ..do.. 10820 13.6 25.0 7400 ..N.A… 450 800 52 8070
… … … VTKU
..N.A 2875 44190 0170
08 DCI DREDGE - XVI 2001 122.0 116.0 20.3 10.1 8.5 ..do.. 9199 13.0 25.0 7400 ..N.A… 800 ** 2500 450 800 52 8049
… VWXU
..N.A 2876 44190 0193
09 DCI DREDGE - XVII 2001 122.0 116.0 20.3 10.1 8.5 ..do.. 9199 13.0 25.0 7400 ..N.A… 800 ** 2500 450 800 52 8049
… VWYA
..N.A 100 3733 419000158
10 DCI DREDGE - XIX 2012 114.0 106.4 21.3 7.5 6.5 ..do.. 12994 14.1 25.0 5500 ..N.A… 700 ** 2500 250 35 6970
… 0 AVGY
..N.A 100 3760 419000189
11 DCI DREDGE - XX 2013 114.0 106.4 21.3 7.5 6.5 ..do.. 12994 14.1 25.0 5500 ..N.A… 700** 2500 250 35 6970
… 0 AVID
..N.A 100 3836 419000296
12 DCI DREDGE - XXI 2014 114.0 106.4 21.3 7.5 6.5 ..do.. 12994 14.1 25.0 5500 ..N.A… 700** 2500 250 35 6970
… 0 AVLK
Total 66970
CUTTER SUCTION DREDGERS

TURBO
DCI DREDGE - VII 14.5 2.5 22.0 B -----
01 1976 86.00 63.00 4.00 CHARGE 6315 ..N.A. ----- 1000 1000 800 3000 70 160 30 746
(NON PROPELLED) 0 0 0 6910
D
DCI DREDGE -
AQUARIUS
107.0 19.0 4.8 11.5 25.0 1330 X 2461 44195 7010
02 (SELF 1977 84.66 7.60 ..do.. 12909 ----- 2000 700 6000 110 593 24 2094
0 0 5 0 0 2 VTXM
PROPELLED,
TWIN SCREW)
DCI DREDGE -XVIII 18.0 3.0 25.0 1500K 7695 -----
2009 88.00 76.20 4.35 ..do.. 10662 ..N.A. ----- 2000 800 3000 150 250 15 2024
03 (NON PROPELLED) 0 0 0 W 8TBO
OTHER VESSELS
370
16.0 2.3 21.5 ---- -----
01 DCI BACKHOE - I 2011 55.68 ----- 3.50 ----- 1342 ----- 370 ----- ----- Cum ----- 8 761 -----
0 0 0 - -----
/ Hr
Model
DCI TUG-VII (SELF S12R
12.0 3.0 2874 44190 0528
02 PROPELLED TWIN 2005 42.30 38.50 4.50 MPTA, 1440 9 ---- ----- ---- ---- ---- ----- 115 145 22 710
0 0 VWXO
SCREW) Mitsubis
hi
2.3 DCI MISSION STATEMENT
To provide integrated dredging and related marine services for promoting the
national and international maritime trade, beach nourishment, reclamation,
inland dredging, environmental protection and to become a global player in
the field of dredging.
2.4 Vision:
To emerge as a team of inspired performers providing dredging services with
the focus on:
1. To become a Nava Ratna company by 2020 by progressively increasing
the share of DCI in the Indian maintenance dredging market to 80% and
increasing the share in Indian capital dredging market.
2. Establishing a global presence in providing integrated dredging services
3. Adopting and complying with best standards of corporate governance
53
2.5 OBJECTIVES OF DREDGING CORPORATION OF INDIA LIMITED
1) To acquire and take over from the government of India MOT (Ministry of
shipping and transport) dredging of ports and central organizations along with all
or any other assets liabilities responsibilities and commitments of the government
of India in connection there with terms and condition as may be determined
between the government company on its incorporation.
2) To carry on all any business of dredging, drilling, blasting, land reclamation
shore nourishment, ocean, harbor and Inland towage salvage marine construction
sub sea structures survey and associated work on land in and under water in any
part of the world.
Objectives of Dredging Corporation of India Limited:
1) Maintaining its 'numero uno' position in Indian dredging sector.
2) To make forays into global market through formation of Joint
Ventures with reputed international companies and/or chartering of
vessels.
3) To improve the Human Resource capital of the company by sustained
programme of training and recruitment.
4) To initiate integrated e-governance in all the functional areas of the
Company through the DCI FIIT project, i.e. DCI's Functional
Integration through Information Technology.
54
2.6 WORKS ON HAND:
VALUE OF
Sl. CONTRACT
DESCRIPTION OF WORK QUANTITY CONTRACT
No. PERIOD
( RS. CRORES)
Dredging in the approach

13.00 M
1 channels of Haldia and 175.00 Till Sept '2016
Cum(Approx)
Kolkata
Maintenance Dredging of
1st Apr'16 to
HOJ in the visinity of Haldia
2 Day Hire Contract 10.00 31st
Oil Jetties (HOJ's ) including
March'2017
adjoing waterways of HDC
Capital Dredging in the
3 Vanakbara Creek – Daman 1.00 M Cum(Approx) 50.00 p.a. 3 Years
Diu
Maintenance of Channels and Depth Basis on

4 Basins at Cochin Port for 2 Lumpsum & Qty 145.00 Till March'2017
years. Basis (6.28 M Cum)
Maintenance Dredging at 3 months

10.00 L Cum
5 Cochin Ship Yard for 5 Years 22.00 annually (Oct
per annum
from 2015 to Dec)
Capital Dredging of the

Approach Channel,Turning 15.00 M Cum
6 Circle ,Berths 5,6,7 and which includes 1.25 193.50 Dec 2016
Approaches for Capesize L Cum (RocK)
Vessels at Mormugao Port
Capital Dredging for proposed 6 Months
7 Mult Basin at Puthuypeen 1.22 M Cum 42.26 during Second
,Cochin Port. Half of 2016
Development of Sea route to

2 Months from
8 Baratang Island in Andaman 5.00 L Cum 26.71
Mid June 2016
& Nicobar Island
55
2.7 FUTURE PLANS OF THE COMPANY:
Keeping the various development in the dredging industry in view, this company
has initiated action in areas, including
 Consolidation of share in maintenance dredging in India
 More participation in capital dredging- acquiring necessary skills, training
company personnel, chartering dredgers
 Acquisition of dredgers with fuel efficient design and advanced technology,
fitted with sophisticated and state of the art technology
 Reducing operational cost-focusing on fuel efficiency in ship operations,
streaming spare parts procurement systems
 Closing monitoring Functional Profile
The main functions of marketing are:
 To continuously work for optimizing the existing opportunities
 Consolidate the existing market
 Explore new market opportunities nationally and internationally
 Identify the growth opportunities of the company in national and
international market
 Advise and assist management in acquiring additional resources required to
take the market demand.
56
2.8 ORGANIZATIONS STRUCTURE OF DCI:
The organization structure of DCI ltd is elected by the government of India. The
government of India will appoint the board of directors to manage the company in
terms of available power knowledge under article of association the chairman and
managing director is the chief executive and head of the organization and he
executes his power from the head office in Visakhapatnam.
57
Typical Project Setup:
58
2.9 STRENGTHS OF DCI:
DCI is only
PSU Flexible
Portifolio of
dredging dredging
Company in assets
India
Mini Ratna
DCIL Profitable
Business Category 1
PSU
Strong Established
relationships Track
with Record
customers
COMPETITIVE EDGE:
Only PSU dredging Flexible Portifolio of Experienced

Strong relationships with Mini ratna Status
company in India dredging assets management team
customers
•A Premier and the only •Operates a diverse •Leader in maintenance •The senior management •Conferred with the
PSU dredging company dredging fleet which is dredging in India team as well as the status of “Mini Ratna -
in India the largest in India in through combination of floating personnel who Category - I public sector
•Preferreed dredging terms of capacity. The usage of advanced manage the dredgers enterprise” by the GOI in
company for major Ports size, versatility and equipment and have vast experience in november, 1999, which
and Indian navy technical capabilities of experience. Sized as the the dredging and enables in exercising
•Establoshed Track DCI’s fleet improves its largest dredging maritime industries autonomy in operations
Record and Diversity of competitiveness as it company in India and which provides a and taking financial
Services generally permits it to extensive experience significant edge over the decisions.
select the appropriate significantly enhances competitors.
equipment for a the ability to bid
particular maintenance profitably bid and
dredging job. complete the contracts
•To maintain the value awarded.
and effectiveness of
fleet, DCI emphasizes on
preventive maintenance
so as to reduce the
downtime, increase
profitability, enhance
the vessel life.
59
2.10 MAJOR PLAYERS OF DCI
Board of Directors:
Full Time directors
Mr. Rajesh Tripathi , Chairman and Managing Director
 Mr. Rajesh Tripathi is the Chairman & Managing Director (CMD) of the
Company since February 2015 . He worked with Ministry of Railways prior
to Joining DCI.
 He is 1982 batch Indian Railways Services Engineering (IRSE) Officer. He
holds Master degree – M.Tech (Structures) and Post Graduate Diploma in
Business Management
 He Joined Railways in 1984 and held several prestigious posts including
project Director of IRCON, Malaysia Railway Project and Chief Engineer of
Jammu & Kashmir Railway Project.
 He also worked as Director (Way & Works) in Konkan Railway Corporation.
Mr. S. Charles , Director (Finance)
 Mr. S.Charles is the Director (Finance) of the Company since December,
2014. He holds a degree in Bachelors of Science and is a Member of both
Institute of Chartered Accountants of India and Institute of Company
Secretaries of India . He is also a Member of Institute of Chartered Ship
Broker (London).
 Previously he was the Vice President of Shipping Corporation of India
Limited from 1988 till 2014. Prior to that from 1985 to 1987 he worked with
M/s Peekay Consultants, Chennai.
60
Mr. M. S. Rao , Director (Operational & Technical)
 Mr. M.S.Rao is the Director (Operational & Technical) of the Company since
June 2015. He holds a bachelor’s degree in Technology (Civil Engineering)
from Regional Engineering College, Warangal and also hold a Degree in
Masters of Business Administration from Andhra University,
Visakhapatnam.
 Previously, he was General Manager (PE) and also Head of Marketing,
Operations and Human Resources Departments in DCI. He has vast
experience in different fields of dredging and other civil engineering projects.
 Prior to joining DCI , he worked as Assistant General Manager with SIDBI
and NABARD as Banks Engineer .
Government Nominated Directors:
Mr. Barun Mitra, Government Director
 Mr. Barun Mitra is an Ex-Officio Government Nominee Director of the
Company since January 2015 . He is a Master of Arts (History) from St.
Stephen’s College, Delhi and holds LL.B from Delhi University. He is from
Indian Administrative Service ,joined Ministry of Shipping as Joint Secretary
(Shipping) in January, 2015.
 He worked in several important positions both at State and Central Level
including in the Secretariats of President of India, Government of Manipur
and Income Tax Office.
 He is also director of GoI on the board of Shipping Corporation of India Ltd.
and Cochin shipyard Ltd.
61
Mr. B. Poiyaamozhi , Government Director
 Mr. B.Poiyaamozhi is an Ex-Officio Government Nominee Director of the
Company since April 2013 . He is a Master of Engineering from Chennai and
also a Member of Institute of Engineers, Kolkata and PIANC, Belgium. He is
presently Development (Advisor) in Ministry of Shipping.
 He worked in several important positions including Chennai Port Trust,
Kolkata Port Trust.
 His area of expertise includes Port and Harbour Engineering, Planning,
Operation aspects including Dredging, planning aspects of Road/Rail
connectivity to Ports etc.
Independent Directors:
 Dr. Shobha Vrushali Waghmare
 Miss. Sheila Sangwan
62
2.11. CORPORATE PERFORMANCE:
DCI is the largest dredging company in India and has generally tries to
operate close to 100% capacity utilization. The capacity utilization is the ratio of
the amount actually dredged by DCI in a year and its derived annual dredging
capacity. Annual dredging capacity is derived from a number of parameters,
including installed hoper volume, estimated number of days of dredging, location,
soil characteristics, and number of loads and dumping distance. In 2013-14,
operated at capacity utilization of approximately 91 % (based on quantum of
dredging done). The lower capacity utilization is mainly on account of decrease in
the number of dredging days than targeted in respect of same dredgers due to
extended dry-dock periods, emergency dry docking and break downs.
2.12. OPPORTUNITIES AND THREATS:
The company perceives the following opportunities,
 Global trade is expected to Increase in coming years which stresses for more
facilities and likely more dredging requirement.
 Upcoming capital dredging projects at various ports in India. Government
has recently announced 4 more Major Ports to be developed in India in
coming years.
 Increased maintenance dredging requirements consequent to new capital
dredging works.
 Growing international trade volumes opportunities abroad.
 Sagarmala Project
63
 Government has announced its plans for huge investments in Inland Water
transport to the tune of 20,000 Crores in coming years.
 The Government of India has increased the available depths at major Ports
which directly affects the dredging Market.
The company perceives the following threats.
 Increasing competition from Indian dredging companies.
 Increasing foreign competition.
 Frequent and expensive repairs to dredgers due to ageing.
 Non-availability of experienced and trained technical persons/floating
personnel which is mainly because of the not so attractive pay packages in
public sector.
 Government policy on dredging
MOSRT & H letter no. 12/2/2007 announced the dredging policy to be
followed by major ports w.e.f. 1/4/2007 for a period of three years the policy
inter alia stated a under:
All major ports shall invite open competitive bids for dredging works and
Indian companies have the lowest valid offer. This would apply to both
maintenance and capital dredging works with the sole exception of the
maintenance dredging requirement of Kolkata port for which separate
instructions shall apply. However, The GOI through department of shipment
of shipping reserves the right to assign, in public interest, any contract for
dredging work in any of the major ports to DCI on nomination.
 While the procurement action for acquisition of new dredgers have projected a
high cost construction of new dredgers, the emerging competitive market
scenario indicates lower rate of returns on the capital expenditures, thus
64
hindering the additions to the capacity and filling the gap between the present
capacity with the company and the growing demand within the company.
2.13 INITIATIVES TAKEN BY THE COMPANY:
REDUCTION OF COSTS:
a) OPERATIONAL COSTS:
Focusing on fuel efficiency in ship operations, streamlining spare parts
procurement system.
b) FINANCING COSTS:
Entering into full currency swaps in respect of foreign currency loans to hedge
against exchange and interest rate fluctuations other incidental factors.
INTERNAL CONTROL SYSTEMS AND THEIR ADEQUACY:
The company has reasonable system of delegation at proper levels and an
adequate system of internal control commensurate with its size and nature of its
business. The company has an adequate and independent internal audit
department for conducting extensive audit of various important operational and
financial matters both at head office and at projects. The internal controls are
reviewed by the internal audit department. The vigilance department deals with
vigilance and disciplinary cases with emphasis on preventive vigilance.
C&AG conducts proprietary audit. The company has formed an audit committee
of directors consisting of four independent non-executive directors, significant
audit observations and follow up action thereon are reported to the audit
committee. The proceedings of the audit committee are submitted to the board.
INDUSTRIAL RELATIONS:
65
The industrial relations in the corporation continued to be cordial throughout the
period under report.
CAUTIONARY STATEMENT:
Statements in this “management discussion and analysis” describing the
objectives, expectations, assumptions or predictions of the company may be
forward-looking statements within the meaning of applicable laws and regulations.
Actual results could differ materially from those expressed or implied. Important
factors that could make a difference to the operations of the company include
economic conditions affecting demand/supply, price conditions in the domestic
and international markets, government policies and regulations, statutes and other
incidental factors.
66
2.14 FINANCIAL PERORMANCE OF DCI
YEAR TURN OVER
(Rs. IN Crores)
2015-2016 665.86
2014-2015 734.96
2013-2014 770.41
2012-2013 638.02
2011-2012 497.61
2010-2011 522.72
2009-2010 693.95
2008-2009 832.22
2007-2008 771.47
2006-2007 626.21
2005-2006 570.00
Turnover of DCI for Last 10 Years

900.0
800.0
832.2
700.0 770.4 771.5
735.0
600.0 665.9 693.9
638.0 626.2
500.0 570.0
497.6 522.7
400.0
300.0 Rs. In Crores
200.0
100.0
0.0
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Net Worth of DCI
FY 15 FY 14 FY 13 FY 12 FY 11
Net worth 14,743 14,234 13,957 13,817 13,686
Long Term Debt 10,387 11,144 7,771 2,600 --
Networth/ LongTerm Debt of DCI

16,000
14,000
12,000
Rs. in Million
10,000
8,000
Net worth
6,000
Long Term Debt
4,000
2,000
0
FY 15 FY 14 FY 13 FY 12 FY 11
Year
The above graph represents the financial condition of the firm and it is clearly
shown that the net worth of the company is gradually increasing year by year and
the long term borrowings are cutting down. The figures mentioned in the above
graph are represented in lakhs. The sudden rise in Long Term borrowings is due to
acquisition of new Dredgers under Capital Expenditure.
68
PROFITS OF DCI
Profit Before Tax 654 388 216 176 449
Net Profit 624 375 205 132 395
PBT/ Net Profit of DCI

700
600
Rs. in Million
500
400
300 Profit Before Tax
200 Net Profit
100
0
FY 15 FY 14 FY 13 FY 12 FY 11
Financial year
The Above graph shows Profit earnings of DCI which is in a healthy trend.
SHARE VALUE:
FY 2014-15 2013-14 2012-13 2011-12 2010-11
Earnings per
22.29 13.41 7.32 4.71 14.11
Share (in Rs.)
Earnings per Share (in Rs.)

25
20
15
Earnings per Share (in Rs.)
10
5
0
FY 15 FY 14 FY 13 FY 12 FY 11
The book value per each share is keeping on increasing till date. This clearly
indicates the financial condition of DCI Ltd is healthy.
69
2.15 CAPACITY UTILISATION OF DCI:
Dredging corporation of India is a premier dredging company and stands
sixth in the world dredging organizations. The present annual dredging capacity of
the dredging corporation of India is 60 million cubic meters per year.
2.16 SERVICES OFFERED BY DCI:
 Maintenance Dredging
 Capital Dredging
 Beach Nourishment
 Land Reclamation
 Shallow Water Dredging
 Project Management Consultancy
2.17 CUSTOMERS OF DCI:
 Major Ports of India
 Minor ports of India
 Indian navy
 Maritime States
 Private Ports
 Other Maritime Organizations etc.
70
2.18 PRICING POLICIES OF DCI:
The quotation of dredging project of DCI consists of a lot of factors. It is not
a fixed or a standard rate. It takes numerous factors into consideration while
quoting a price for project undertaking.
The factors are:
 Site conditions
 Nature of material (sand, silt, clay)
 Disposal distance
 Elevation
 Idling time of Dredgers etc
PRICE STRUCTURE:
In Dredging DCI first estimates the time which the project has to completed, before
going for the estimation of the project.
 Depreciation of equipment proposed.
 Insurance
 Repairs and maintenance
 Spares and stores
 Fuel and lubricants
 Dredger manning
 Project establishments and manning
 Service contracts (jeep, car, boat, cranes etc.)
 Telex, telephone, stationery
 Communication system
 Project office accommodation
 Electricity
71
The expected life of the equipment is generally 14 years. Depreciation is calculated
on straight line method.
After calculating the expenditure for all the above said items, DCI will include a a
profit margin and then quotes the price.
72
CHAPTER-III INDUSTRY PROFILE
 3.1 INTRODUCTION TO DREDGING
 3.2 TYPES OF DREDGERS
 3.3 MARKET SCENARIO
 3.4 MAJOR DEMAND DRIVERS
 3.5 POTENTIAL CUSTOMERS
 3.6 DREDGING QUANTUM IN 12TH FIVE YEAR PLAN
 3.7 COMPETITORS
 3.8 INTERNATIONAL DREDGING COMPANIES
 3.9 TYPES OF DREDGING CONTRACTS IN INDIA
73
3.0 INDUSTRY PROFILE:
Dredging is the process of excavating or removing soil or rock from below water
using dredgers. The operation of dredging involves two main stages (i) the material
to be removed has to be disturbed and loosened and then lifted to the water surface
and (ii) every cubic meter of material dredged should be relocated or disposed of to
a suitable disposal site as identified. The main objective of dredging is the creation
of deeper and/or wider waterways to improve navigation of ships.
Dredging market is a composition of various types of activities such as:
•Capital dredging projects are primarily port creation and expansion

Capital projects, which also involve the deepening and/or widening of
channels to allow access by larger and deeper draught ships and
Dredging also the provision of land fill for building additional port facilities,
thereby enhancing port capability.
•Maintenance dredging consists of the restoration of designed depths

of waterways and harbors by removing silt, sand and other
Maintenance accumulated sediments. Due to natural sedimentation, active
Dredging channels generally require periodic maintenance dredging, thus
creating a continuous source of dredging work that typically must be
carried out if the navigability of the channels is to be maintained.
•Inland dredging consists of dredging in rivers, canals, lakes and

Inland other inland bodies of water. It is used to create or maintain depths
in inland waterways for inland transportation, for flood control, to
Dredging increase capacity of silted ponds and also to remove polluted
sediments.
•Reclamation dredging involves capital dredging and is the raising of

Dredging for land levels and creation of land. Beach nourishment dredging
land generally involves moving sand from the seabed to shoreline
reclamation locations when erosion has progressed to a stage that threatens
substantial shoreline assets or affects tourism.
Project •Offering Techncial Consultancy to ports and other maritime

management Organizations regarding Dredging Porjects and other Marine
Consultancy COnstruction works.
74
3.1 INTRODUCTION TO DREDGING:
Dredging is a process of excavation of all types of soils and rocks below the
surface of water by means of mechanical, hydraulic and pneumatic equipment and
relocation of the same as per the requirement.
Dredging is a process where under water materials is removed, transported
and dumped in the places where it is required. It helps in maintaining the desired
depths in the sea water and the river water, so as to facilitate the smooth passage
of ships. Dredging is a pre requisite for maintenance of adequate depths in water
for safe navigation of Ports, Navy, Shipyards etc., It is known to all that Imports
and Exports will directly influence the development of the country’s economy.
Imports and Exports of any country are mainly done through ports.
Dredging is carried out for the purpose of supporting waterborne trade,
which provides the most economical and efficient transport. Draft requirements,
maritime trade size, land reclamation, beach nourishment determine the dredging
market.
ON THE BASIS OF NATURE dredging can be classified as
 CAPITAL DREDGING
 MAINTENANCE DREDGING
CAPITAL DREDGING:
Capital dredging is the process of creation or construction of new harbors by
cutting the virgin ground and soil to the extent of desired depth. It is generally
carried out only once at a particular place. Dredging corporation of India is having
three cutter suction dredgers to meet this capital dredging requirement in the India
and abroad.
75
MAINTENACE DREDGING:
The process of removing the accumulated material is called “maintenance
dredging”. Maintenance dredging which is recurrent in nature. Every point or
harbor designed with certain designed navigable depth in this channel or water
bodies for the sage entry and exist of ships. This depth will decrease due to
deposition of sediments and other material by the influence of littoral drift, under
water currents, wave and tidal action set. In course of time which varies from
port/harbor and depends in rate of salutation.
DCI is fully equipped to cater to the maintenance dredging requirements of
all major ports in India
ON THE BASIS OF AREA OF OPERATION can be classified as
 SEA DREDGING
 INLAND/ SHALLOW WATER DREDGING
Dredging is carried out for the purpose of supporting waterborne trade,
which provides the most economical and efficient transport. Draft requirements,
maritime trade size, land reclamation, beach nourishment determine the dredging
market.
ADVANTAGES OF DREDGING:
 Dredging helps the ship to move freely without any difficulty by maintaining the
adequate depths required for the ship.
 Dredging facilitates the trade activities in the country.
 Dredging of rivers by removing sand/ silt will provide better flow of water
resulting in avoidance of floods or at least reducing its force and sourcing of
rich agricultural and inhabitable areas from induction and loss of properly.
76
This will also save millions of rupees spent for rehabilitation. It also enhances
the storage capacity of the resorvior.
 The power generation capacity of hydro electric power plants can be augmented
by increasing the storage capacity of reservoirs through dredging, which would
help a lot in increasing power shortage.
 Dredging help in mining material for construction, mineral exploration to
improve the environment.
 Dredging keeps the nations waterways and channels deep and safe for
shipping.
 Tourism Development.
DREDGING-IT’S EFFECT ON ENVIRONMENT:
during and the related operations of disposal of the dredged material inherently
involve changes in the statuesque at the dredging site, along with in disposal site,
hence the environment is effected, these effects are international, their production
being the primary purpose of the operation, and are, therefore, as a rule beneficial:
other effects are incidental, the operation of the transfer of the dredged material to
the disposal route. some of the common adverse environmental effects are:
 Under water cables, pipelines may be disturbed.
 Objectionable noise, especially at night may cause discomfort.
 Turbidity may be created at the dredging site.
 Beach erosion may be present during transit of materials along the disposal
route.
 Pollution may be caused by leakage of polluted material from transfer
containers or pipelines.
77
 Environment quality at the disposal site may be degraded when the material
dredged is polluted.
 Toxic permanent substances, which might be assimilated and stored by
fauna. and which could proceed through the food chain down to human
population may be introduced in the water.
 Effluent from dike or continued disposal areas, it polluted may add to
pollution of receiving waters.
78
3.2 TYPES OF DREDGERS:
Dredgers may be broadly classified into two main groups or types depending upon
the method used to transport loosened material from the sea-bed to the water
surface. These are :
 Mechanical dredgers
 Hydraulic dredgers.
Not all dredgers fall neatly into these classifications so it is convenient to include a
third, which can best be described as ‘other types’. These dredgers are usually
small, sometimes unique, and normally intended for quite specific extraction or
relocation situations.
3.2.1 MECHANICAL DREDGER:
Mechanical dredgers come in a variety of forms, each involving the use of grab or
bucket to loosen the in-situ material and raise and transport it to the surface.
3.2.1 a) Bucket Dredger
A Bucket Dredger is a stationary dredger, fixed on anchors and moved while
dredging along semi-arcs by winches. The bucket dredger is one of the oldest types
of dredging equipment. It has an endless chain of buckets that fill while scraping
over the bottom. The buckets are turned upside down and empty moving over the
tumbler at the top.
3.2.1 b) Grab Dredger
A Grab Dredger is a stationary dredger, moored on anchors or on spud-poles. The
dredging tool is a grab normally consisting of two half-shells operated by wires or
79
(electro)-hydraulically. The grab can be mounted on a dragline or on a hydraulic
excavator of the backhoe type. Many modifications of grabs have been constructed
like open grab, closed grabs and watertight grabs.
3.2.1 c) Backhoe Dredger
A Backhoe Dredger is a stationary dredger, moored on anchors or on spud-poles. A
spud is a large pole that can anchor a ship while allowing a rotating movement
around the point of anchorage. Small backhoe dredgers can be track mounted and
work from the banks of ditches. A backhoe dredger is a hydraulic excavator
equipped with a half open shell. This shell is filled moving towards the machine.
Usually the dredged material is loaded in barges. This machine is mainly used in
harbours and other shallow waters.
3.2.2 Hydraulic Dredger
The principal feature of all dredgers in this category is that the loosened material is
raised from its in-situ state in suspension through a pipe system connected to a
centrifugal pump. Various means can be employed to achieve the initial loosening
of the material. If it is naturally very loose, suction alone may be sufficient, but
firmer material may require mechanical loosening or the use of water jets.
3.2.2 a) Suction Dredger
A Suction Dredger is a stationary dredger used to mine for sand. The suction pipe
is pushed vertically into a sand deposit. If necessary water jets help to bring the
sand up. It is loaded into barges or pumped via pipeline directly to the reclamation
area.
80
(ii) Cutter Suction Dredger
A Cutter Suction Dredger is a stationary dredger which makes use of a cutter head
to loosen the material to be dredged. It pumps the dredged material via a pipeline
ashore or into barges. While dredging the cutter head describes arcs and is swung
around the spud-pole powered by winches. The cutter head can be replaced by
several kinds of suction heads for special purposes, such as environmental
dredging.
(iii) Trailing Suction Hopper Dredger
A Trailing Suction Hopper Dredger is a self-propelled ship which fills its hold or
hopper during dredging, while following a pre-set track. The hopper can be emptied
by opening bottom doors or valves (offloading) or by pumping its load off ashore.
This kind of dredger is mainly used in open water: rivers, canals, estuaries and the
open sea.
3.2.2 b) Reclamation Dredger
A Reclamation Dredger is a stationary dredger used to empty hopper barges. A
suction pipe is lowered into the barge. Extra water can be added by water by water
jets to facilitate the suction process. The dredged material is pumped by pipeline
ashore, to a reclamation area, or to a storage depot.
3.2.2 c) Barge Unloading Dredger
Barge unloading dredgers are used to transfer material from hopper barges to
shore, usually for reclamation. A barge unloader is basically a pontoon supporting
a suction pump for the unloading, and a high pressure water pump used to fluidise
the barge contents by jetting. The mixture is then pumped through a pipeline to the
point of reclamation or relocation.
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3.2.3 Other types of dredger
Air-lift dredgers are very similar to the jet-lift dredgers but the medium for
inducing water and material flow is high pressure air injected at the mouth of the
suction pipe. As with jet-lift dredgers there are no moving parts in the flow system.
Hard or other difficult to loosen materials cannot be dredged.
Augur suction dredgers operate on the same principles as a cutter suction
dredger, except that the mechanical cutting tool is a rotating Archimedean screw
placed at right angles to the suction pipe. The screw dislodges material, which is
fed to the centrally placed suction pipe. The augur suction dredger advances into
the cutting face by hauling itself along a wire deployed directly ahead. Very
accurate horizontal and vertical dimensions can be achieved.
Pneumatic dredgers work on the ‘evacuator’ principle. A chamber with inlets for
bed material is pumped out with the inlets closed. The inlets are then opened and
water and material drawn in. The mixture is then pumped out and the cycle
repeated. The unit is generally suspended from a crane on land or from a small
pontoon or barge. The dredging action is intermittent and suitable only for easily
flowing material.
Amphibious dredgers have the unusual feature of being able to work afloat or
elevated clear of the water surface on legs. They can be equipped with grabs,
buckets or a shovel installation.
Water Injection Dredger
A Water Injection Dredger is a self-propelled dredger which brings the sediment to
be excavated into suspension with waterjets. This suspension is denser than water.
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It will be carried away by gravity and currents. Water injection dredging is mainly
used for maintenance in harbours.
* Note: Above List is not exhaustive. Above are mentioned to give a basic idea of
dredgers available in market. Off These only Trailer Suction and Cutter Suction
Dredgers are efficient to dredge in open seas. Some of the Indian ports doesn’t
allow usage of Water injection dredger. Most of the Ports only puts tenders for
hiring of TSHDs if the project is Maintenance dredging .
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3.3 MARKET SCENARIO
The size of the India derdging industry is estimated to increase in upcoming
years. In the coming years, it is expected that there will be substantial increase in
the international trade levels which will necessitate increased port capacities.
Dredging companies also spread their risk by involving themselves in other
underwater construction works required in offshore oil exploration and laying of oil
and gas pipelines ,inland waterways ,building of roads and bridges on water bodies
and sea reclamation projects .
The increased focus on infrastructure and impetus by the government to
make India a global trans-shipment hub, coupled with some of the large dredging
projects already announced, reflects the high potential of the Indian dredging
market.
Expansion of port capacity either through construction of new ports or
expansion and development of existing ports would create opportunities for both
capital dredging and increased maintenance dredging.
Apart from capital and maintenance dredging requirement of major ports,
which together constitute approximately 76 % of the Indian dredging market,
requirements also exit for beach nourishment, shore protection and land
reclamation through at a much lower scale. Inland water ways dredging is largely
confined to river bank ports. But Indian dredging market is primarily maintenance
dredging driven.
The capital dredging market was substantially low during previous five year
plan primarily due to uncertainty in funding- availability and realization of port
development programs. However, during 12th Five year plan emphasis has also
been laid on Capital dredging Porjects. As more new projects are likely to
84
materialize in near future, there may be a quantum jump in capital dredging in the
year to come.
3.4 MAJOR DEMAND DRIVERS:
Deeper draft at Ports At least 14 Meters
Increase in EXIm trade and throughput at Ports
Land Reclmcation projects
Emerging Trends/ Ultra Mega Size Vessels
Consistent maintenace and Capital Dredging at Existing Ports
Inland Transport and Water Linking Projects
Tourism Development / Beach Nourishment
3.5 POTENTIAL CUSTOMERS:
1) 2 Major ports of India
2) 250+ Minor Ports under control of various State Governments
3) Indian Navy
4) Maritime Organizations
5) Port Cities
6) Environmental Agencies
7) Sand Mining Contractors/ Major Construction companies
8) Various reservoirs or dams in India
9) Inland Waterways
85
3.6 DREDGING QUANTUM IN 12TH FIVE YEAR PLAN:
Maintenance Dredging Market Forecasts in 12th Five year Plan:
Port 2012-13 2013-14 2014-15 2015-16 2016-17 Total
Kolkata 22.00 22.00 24.00 22.00 21.00 111.00
Paradip 6.00 6.0 6.0 6.0 6.0 30.00
Vizag 0.75 0.75 0.75 0.75 0.75 3.75
Chennai 1.20 1.20 1.20 1.20 1.20 6.00
Tuticorin - - - - - -
Cochin 18.00 18.00 18.00 18.00 18.00 90.00
New
6.00 6.00 6.00 6.00 6.50 30.50
Mangalore
Marmugao 4.00 4.00 4.00 4.00 4.00 20.00
Mumbai 1.50 4.50 4.50 5.50 5.50 21.50
JNPT - - 6.30 6.30 6.30 18.90
Kandla 6.50 7.50 9.00 10.50 12.00 45.50
Ennore 0.60 0.60 0.60 0.60 0.60 3.00
Indian Navy 4.62 4.62 4.62 5.62 4.62 24.10
Sub Total 71.17 75.17 84.97 86.47 86.47 404.25
Minor ports
16.23 21.50 29.72 27.70 30.52 125.58
& others
Total 87.40 96.67 114.69 114.17 117.00 529.83
86
Maintenance Dredging Market Forecasts in 12th Five year Plan:
Port 2012-13 2013-14 2014-15 2015-16 2016-17 Total
Kolkata - 20.88 - - - 20.88
Paradip 0.65 2.00 4.50 2.50 5.20 14.85
Vizag 2.92 0.58 1.35 5.00 5.50 15.35
Chennai - 7.95 4.80 3.90 - 16.65
Tuticorin 0.52 14.37 7.50 4.18 0.91 27.48
Cochin 0.50 1.00 - 3.00 5.00 9.50
New
0.50 - - 0.50 3.50 4.50
Mangalore
Marmugao - 3.50 3.50 3.50 3.40 14.0
Mumbai 4.45 2.00 3.00 - - 9.45
JNPT 30.0 24.75 - - - 54.75
Kandla 0.30 1.50 9.80 2.00 1.50 15.10
Ennore 5.00 5.00 5.50 2.00 - 17.50
Indian Navy 0.60 0.50 - - - 1.10
Sub Total 45.44 84.03 39.95 26.58 25.11 221.11
Minor ports &

109.95 129.98 88.99 51.46 37.67 418.03
Others
Total 155.39 214.01 128.94 78.04 62.78 639.14
India has an extensive coastline of approximately 7,500+ kilometers. There
are 12 major ports under the administrative control of the ministry of shipping,
250+ non-major ports under the administrative control of the government of India
(GOI), state governments and private ports
As per the GOI's 12th five year plan, major ports represent approximately 55
% of the overall Indian dredge market (excluding private ports) by volume and
approximately 76 % and 35% of the overall Indian maintenance dredging and
87
capital dredging markets( excluding private ports) respectively. Whereas looking for
this year 2016-17 the percentage wise market share of Capital dredging and
Maintenance Dredging is depicted in the following diagrams. This shows the
market where the emphasis must be laid.
Maintenance Dredging Market in India 2016-17

Major Ports & Navy Minor Ports
26%
74%
Capital Dredging Market in India 2016-17

Major Ports & Navy Minor Ports
40%
60%
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3.7 COMPETITORS:
No. Of Dredgers (as of 2014)

Company
TSHDs CSDs BackHoes Others Total
Adani Ports and SEZ Ltd. 1 12 - 3 16
Boskalis Dredging India Pvt.

23 18 15 9 65
Ltd.
Chellaram Shipping Pvt. Ltd.,

2 - - - 2
Mumbai
Dharti Dredging and

- 10 2 4 16
Infrastructure Ltd., Hyderabad
International Seaports
25 20 7 8+ 60+
Dredging Pvt. Ltd., Chennai
Jan De Nul Dredging India Pvt.

28 15 6 35+ 84+
Ltd.
Mercator Limited, Mumbai 5 1 - - 6
Van Oord India Pvt Ltd 21 23 5 42 91
89
3.8 INTERNATIONAL DREDGING COMPANIES:
Large European dredging companies have traditionally dominated the international
dredging market. Europe has been the traditional hub of the international dredging
markets with activities concentrated in Netherlands, Belgium and the United
Kingdom with the five leading Dutch and Belgian companies controlling a
substantial portion of the international dredging market.
Company Country
Royal Boskalis Westminster

Netherlands
N.V.
Van Oord B.V Netherlands
Ballast Ham Dredging B.V Netherlands
Dredging International N.V Netherlands
Jan de Nul Group of
Belgium
Companies
Great Lakes Dredge & Dock
U.S.
Company
Penta-Ocean Construction
Japan
Co., Ltd.
China Harbour Engineering
China
Company
Dredging Environmental and
Belgium
Marine Engineering
Weeks Marine inc. U.S.
INAI Kiara Malaysia
National Marine Dredging
Abu Dhabi, U.A.E
Company
Hyundai Engineering and
South Korea
Construction
90
3.9 TYPES OF DREDGING CONTRACTS IN INDIA:
a) Guaranteed depth based contracts:
Major Ports usually opt for this type of contract when the dredging requirement is
throughout the year and the quantum of dredging is high. In this type of contracts
it is essential to maintain the specified depths in channel and berths of the Port.
The payments will be released upon achieving this depth and usually is
accompanied by Disincentives for non-attainment of depths. This type of contract
can only be followed in ports where the complete data is already available with the
employer.
b) Quantity based Contracts:
This type of contracts are usually followed when the dredging requirement is
seasonal/ one time requirement (usually in span of months) where the necessary
data is available with the employer. The payments will be made based on the
quantity of material dredged.
c) Daily Hire Contracts:
This type of Contracts are used when the dredging is required for a short time/ the
work is to be completed on urgent basis/ the data of site is not readily available. In
this type of contracts usually the contractor are paid daily hire for Dredgers
employed in the work irrespective of quantity dredged.
91
CHAPTER – IV
MARKETING STRATEGIES FOR DCI
 4.1 SWOT ANALYSIS OF DCI
 4.2 BCG MATRIX FOR SERVICES OFFERED BY DCI
 4.3 ANSOFF MATRIX ANALYSIS OF DCI
92
MARKETING STRATEGIES FOR DCI
4.1 SWOT ANALYSIS OF DCI
STRENGTHS WEAKNESS
 Pionner Dredging Company  Aged Fleet leading to more maintenance

 Vast experience in Dredging and downtime.
 Financially well built.  Smaller dredger size when compared to
 Sophisticated Dredger Fleet comparable Global dredgers.
to best in the world.  Relatively lesser experience in
 Government Company International/ Capital Dredging market.
 Availability of master mariners,  Being a PSU, Elaborate decision making
Mechanical engineers and civil engineers process to withstand vigilance scrutiny.
backed by vast experience in the field of  Low Share in Capital Dredging Market
dredging.  No rock dredging facilities
 Knowledge of each and every port’s Site  No R & D
conditions.  40 % of revenue from single customer
 Major share in Maintenance Dredging
Market.
 50-80 Million Cum Dredging Capacity
 Availability of More Number of Dredger
Staff
OPPORTUNITIES THREATS
 Sagarmala Project  Stiff Competition from foreign players

 Inland Waterways Development  Low quotes by foreign companies to
capture market share.
 Government Initiatives to develop
Maritime Sector in India.  Regulatory changes may erode dominant
market share.
 Foreign Projects
 Lack of Indian Repair yards/ Dry Docks for
 Association with other Inland Dredging /
Maintenance of DCI Dredgers.
Civil Construction Companies.
 Dependence on Single Supplier for Capital
 Enter into dialogue with upcoming private
Equipment and Stores 7 Spares.
ports
 Limited Training Facilities in India
 Opportunities in the field of underwater
mineral exploration and land.  DCI main threats form global firms and ex-
official dredging firms.
 Carrying out land and hydro-graphic
surveys and Preparation of feasibility  After the government of India introduced
reports for distillation of reservoirs and the liberalization policy, many global firms
dredging on rivers for flood purposes New entered in the tray and posing threat for
Portfolio of Services DCI in the field of ocean dredging.
 Provision of Value Added Services to
Associated industries such as ship
building, Vessel repairs etc.
93
4.2 BCG MATRIX FOR SERVICES OFFERED BY DCI:
Growth Strategy Market also known as BCG Matrix is utilized to help corporations
to analyze their business units, that is, their product lines. This helps the company
allocate resources and is used as an analytical tool in brand marketing, product
management, strategic management, and portfolio analysis. Some analysis of
market performance by firms using its principles has called its usefulness into
question.
 Cash cows is where a company has high market share in a slow-growing
industry. These units typically generate cash in excess of the amount of cash
needed to maintain the business. They are regarded as staid and boring, in a
"mature" market, yet corporations value owning them due to their cash
generating qualities. They are to be "milked" continuously with as little
investment as possible, since such investment would be wasted in an industry
with low growth.
 Dogs, more charitably called pets, are units with low market share in a mature,
slow-growing industry. These units typically "break even", generating barely
enough cash to maintain the business's market share. Though owning a break-
even unit provides the social benefit of providing jobs and possible synergies
that assist other business units, from an accounting point of view such a unit is
worthless, not generating cash for the company. They depress a profitable
company's return on assets ratio, used by many investors to judge how well a
company is being managed. Dogs, it is thought, should be sold off.
 Question marks (also known as problem children) are businesses operating
with a low market share in a high growth market. They are a starting point for
most businesses. Question marks have a potential to gain market share and
become stars, and eventually cash cows when market growth slows. If question
94
marks do not succeed in becoming a market leader, then after perhaps years of
cash consumption, they will degenerate into dogs when market growth declines.
Question marks must be analyzed carefully in order to determine whether they
are worth the investment required to grow market share.
 Stars are units with a high market share in a fast-growing industry. They are
graduated question marks with a market or niche leading trajectory, for
example: amongst market share front-runners in a high-growth sector, and/or
having a monopolistic or increasingly dominant unique selling proposition with
burgeoning/fortuitous proposition drive(s) from: novelty. The hope is that stars
become next cash cows.
Stars require high funding to fight competitions and maintain a growth rate. When
industry growth slows, if they remain a niche leader or are amongst market leaders
they have been able to maintain their category leadership stars become cash cows,
else they become dogs due to low relative market share.
As a particular industry matures and its growth slows, all business units become
either cash cows or dogs. The natural cycle for most business units is that they
start as question marks, then turn into stars. Eventually the market stops growing
thus the business unit becomes a cash cow. At the end of the cycle the cash cow
turns into a dog.
Only a diversified company with a balanced portfolio can use its strengths to truly
capitalize on its growth opportunities. The balanced portfolio has:
 Stars whose high share and high growth assure the future;
 Cash cows that supply funds for that future growth; and
 Question marks to be converted into stars with the added funds.
95
LOW Market Share High
Question Marks Stars
Maintenance
High Shallow water
Dredging
Dredging
Market Growth
Capital
Dredging
High Beach
Nourishment
Land
Reclamation
Project
management
Consultancy
LOW
Dogs Cash Cows
Description:
An effort has been made to categorize the various services offered by DCI by using
The Boston Consulting Group Matrix based on Market share and the Market
growth rate of the services.
The above diagram is made based on the inputs given by officials of DCI and
considering the nature of projects undertaken by DCI during past few years and
turnover.
96
As it can be seen from above the chief service of DCI i.e. Maintenance Dredging
falls under stars. Thus there is lot of scope for development and profit making in
this sector.
Capital Dredging is a question mark and the outcome of the Market Share will be
dependent on various factors. However, the chances of growth are firm and with
proper planning DCI may be able to convert this service to Stars.
Shallow water dredging is a question Mark. The Share of of DCI in this market is
very low however the Market Growth is tremendous. If DCI is able to catch this
segment it can be turned into a Star.
Note: The Dredging industry is unique and various assumptions will not hold good.
This is just an attempt to categorize the services offered by DCI and not to be
treated an exhaustive report.
97
4.3 ANSOFF MATRIX:
Existing Service New Service
LOW RISK MEDIUM RISK
Existing  Maintenance Dredging  Shallow Water Dredging

Market
 Capital Dredging  Project management
Consultancy
Market penetration Service Development

MEDIUM RISK HIGH RISK
 Marine Construction
 Abroad Projects
 Sand Mining
New  Dredging for Private Ports
Market
Market Development Diversification
As already briefed about ANSOFF Matrix, this management concept has been used
to segment the DCI services and to develop marketing strategy for DCI:
4.3.1 MARKET PENETRATION:
DCI must try to consolidate the Maintenance Dredging & Capital Dredging market
in India as it is already a premier service provider in this segment.
DCI being a Government Company must leverage its position to get more works
from Major Ports/ other Government organizations. The Present Capacity of DCI is
around 60 Million Cum Per annum which is way below national dredging
requirement of 180.00 million Cum per annum (excluding private port
requirements). Hence, there is a lot of opportunity at grasp. DCI may consider
various options to capture the remaining dredging market be it efficiency
increasing/ new Acquisitions. DCI may also look into the option of entering long
98
term Maintenance Dredging Agreements with Major Ports in line with the
recommendations of Government.
DCI falls short in experience related to capital dredging projects. There is no
equipment with DCI to cater to rock dredging works. Upcoming new ports
announced by Govt. of India will give lot of Market in this segment. DCI’s share in
Capital Dredging market is quite low compared to its international counterparts.
DCI may venture in to formation of JV/ SPV with international players for time
being to increase their technical knowhow and experience in such works. DCI may
have long term plans for Capital procurement to become a global player in this
segment as there is lot of scope.
4.3.2 SERVICE DEVELOPMENT
There are lots of upcoming projects in Shallow water dredging. Government has
announced its plans to develop National waterways in India. The quantum of works
planned to be taken up are huge to the tune of Lakhs of Crores (newspaper article).
They are in the process of making feasibility report for developing 106 rivers to
facilitate Cargo Movement/ Passenger movement etc.
DCI presently doesn’t have necessary equipment to undertake such projects and
capital procurement will take some time. In order to be present in the market from
early stages and to be pioneer, DCI may look at various options such as hiring of
equipment / associating with small dredging companies who posses requisite
equipment but fall short in Financials/ Experience.
99
4.3.3 MARKET DEVELOPMENT
DCI has to look beyond Indian Dredging Market to become a global player. It has to
enter foreign markets to realize its full potential and develop geographical
influence. Abroad Projects are also source of foreign exchange and mitigates
hedging problem on loans taken for acquisition of New Dredgers. DCI has in past
undertaken dredging works at Bahrain and Taiwan but since then stopped
venturing into foreign markets to serve growing needs of Indian Ports. However,
there is a change in paradigm and there are lot many companies readily available
to Cater to Indian Dredging requirement.
Dredging for Private ports is not new to DCI. However, DCI has been handful with
Major Ports. Recent developments will encourage DCI to provide its services to
Private ports. All said DCI may also look at options for tying up with upcoming
private ports to cater to all the dredging requirements in coming years and be a full
fledged partner.
4.3.4 DIVERSIFICATION
Sand Mining/ Soil Trading
This area is very nascent and not particularly well developed in India currently,
although international majors have diversified into this area. The growth potential
and entry barriers would largely depend on the market dynamics in future . DCI
may venture into countries like Middle East where Land Reclamation and Sand
Mining Projects are common and financially viable.
Civil Construction
A growing trend evidenced in large port contracts is that these are being awarded
on a turnkey basis to a consortium displaying both civil and dredging capabilities.
To be able to cash in on this opportunity DCI needs to enter into a consortium to
100
offer turnkey solutions to client as developing this skill set in-house may be
difficult and capital intensive.
4.3.5 LIMITATIONS WITH RESPECT TO ANSOFF MATRIX:
Indian Dredging market is open market and award of works is mostly on Lowest
bid value.
Dredging is a capital intensive sector and the CAPEX are very High, it is noy always
feasible or financially viable to procure equipment as and when required.
Entry into new segments/ Markets is to be done with due caution and after
evaluating Techno Economic Feasibilities.
Before entering into foreign markets due care must be taken to safeguard the
interests of the company and it is essential to get accustomed with all the local
laws that have bearing on Dredging.
Entering into new sector like Marine Construction works is a tedious job and
immediate results may not be visible. Risk Assessment may be done before
venturing into such activities. Long term plans may be set with investment return
calculations to get a perfect view of situation.
101
CHAPTER-V
 5.1 SUMMARY AND FINDINGS
 5.2 THE FUTURE DIVERSIFICATION PLANS OF DCI
 5.3 KEY STRATEGIES
 5.4 CONCLUSION
102
5.1. SUMMARY& FINDINGS
DCI Limited, Visakhapatnam is one of the Public Sector Undertakings in
India. DCI Limited was incorporated on 29th march 1976. The head office of the
corporation is situated in eastern sea board of India at Visakhapatnam. DCI a
government of India Corporation services the major and minor ports, fishing
harbours and carries out the marine activities in many ways. Capital dredging for
creating of new harbours and development of cutter dredging, maintenance
dredging for upkeep of required crafts at various ports along the coastline of India.
DCI is a pioneer company in Indian Dredging Market and has undertaken
some of the prestigious projects. However, in recent Past the entrant of new players
and changes in Govt. Policies has effect on the Business of DCI.
DCI has been mostly involved in Maintenance Dredging Market in India.
Looking at the quantum of projects being undertaken it is essential for DCI to enter
into Capital Dredging forays to capture ever-growing market.
DCI being a service oriented company needs to work on its quality of
Services provided to customers and the interactions with them. DCI is in the
process of collecting feedback from its clients after completion of works and same
needs to be standardized with international standards.
DCI in recent past have been losing Maintenance Dredging Market Share to
private Players in view of their lower quotes. DCI is planning to regain the market
and provide better services at optimal cost to retain its customers. As it can be seen
from Turnover Graph the Turnover of DCI is fluctuating and is almost same for the
last 10 years. This is not encouraging considering the Inflation values during the
last 10 years. This may be due to various reasons and a separate study need to be
done to access the reasons. This may be done internally or by hiring an external
agency. However, the financial performance of DCI is very good.
103
5.2 THE FUTURE DIVERSIFICATION PLANS OF DCI NOT DIRECTLY
RELACTION TO SERVICES OFFERED BY DCI:
a) Training
At present there is no Institute offering formal education and training in the
dredging field in India. DCI can enter into a tie up with some of the management
institutes in India to impart formal education in this space and can also leverage
this course to carry out research and development to further its technological
know-how
b) Coastal Shipping
The forecasted economic growth for India is expected to transcend to the shipping
industry which in turn is expected to post high growth. This would result in
increase in the number of dredging (shipping) vessels servicing the Indian shores,
which would require operational management. However due to DCI’s lack of
existing capability coupled with no related synergies, DCI can at best only expect to
be a small player in the Coastal Shipping Segment.
c) Dredge Repair Yard
The past couple of years has seen a large number of international players enter the
Indian dredging market. This coupled with the rise of few domestic players has
increased the total dredging fleet within the Indian market.
Presently India and its neighbouring countries do not possess a dredge repair yard
of international repute to service and maintain these technically complex vessels.
Thus this option can be considered by DCI in partnership with a shipyard to
service captive requirements and for other customers in the region.
104
5.3 KEY STRATEGIES:
Project management
Consultancy
Stratgeic Alliance
through Long Term Coastal Dredging /
Contracts with Major Inland dredging
ports
Making Forays in
Enhancement of Fleet
Foriegn dredging
Capacty
Market
Enhancement of
Market Share in
maintenance optimize Capacity
Dredging and more Utilization
Particiation in Capital
Dredging in India
Reducing Operational Port infrastructure

Costs Projects
105
5.4. CONCLUSION :
DCI’S endeavour would be:
 To maintain market share in maintenance dredging as DCI would capitalize on
it’s know how of the Indian ports in terms of soil, weather etc.
 Explore & enter foreign market when committed assignments are not available
in India to achieve 100 % Capacity utilization and to gain Foreign Exchange.
DCI appointed marketing agents abroad and identified potential alliance
partners etc to facilitate diverting part of its capacity to international market.
 To look at the stagnation of DCI’s Revenues during last ten years, professional
consultants may be hired.
a) MAINTENANCE DREDGING –
Considering the regulations in international market and availability of free market
for foreign players DCI can address the market in the following countries
 Neighboring countries like Sri Lanka, Myanmar and Bangladesh etc.
 South East Asian Nations such as Singapore, Malaysia, Indonesia, Thailand
etc.
 Middle East Countries Like Bahrain, U.A.E., Kuwait, Saudi Arabia etc.
 Far East Countries Such as Taiwan, Fiji etc
 African Nations.
 Not many restrictions for DCI address its business in the identified market like
Singapore, Malaysia and Middle East.
 Further DCI would have mobilization advantage in these markets since these
market are close to India.
106
 The business environment in these areas is also conducive, particularly in
respect in respect of operation of project office, banking operations,
procurement of materials, transfer of business earnings etc.
b) CAPITAL DREDGING:
 Increasing technical knowhow by Forming JVS / SPVS with foreign dredging
companies
 Acquisition of additional equipment
 DCI proposing to acquire two no. TSHs of 9,000 Cum each, Split Hopper
Barges and Shallow water dredgers etc.
 Acquiring / enhancing skills in project management and project planning.
 Undertaking reclamation and beach nourishment works as required by clients
with existing dredgers.
c) Inland Dredging:
 As the equipment required is not readily available with DCI, DCI may opt to
form JV/ SPVs with local players for capturing the market.
 Given the quantum of works proposed by Govt. of India in Inland waterways
a separate department/ Section may be dedicated to such works and DCI
may look at options for procuring its own shallow water Dredgers.
 Consolidation of relationship with major ports in the country like
o Entering into term contracts
o Conducting annual meets for better interaction
o Sharing of information and continuous feedback analysis
107
d) Land Reclamation/ Beach Nourishment:
 DCI may enter foreign market for Sand Mining/ land reclamation works as
such the requirement in India for above services is less
e) Marine Construction works:
Dredging can sometimes be a subsidiary activity to the main civil
constructions work in developing new ports and harbors and is often
subcontracted to a specialist dredge contractor. Dredging is also carried out for
laying of pipeline in the seabed, for nursing of replenishing beaches to improve the
environment to win material for construction to replace material under water etc.
f) WORKING WITH PRIVATE PORTS:
 Developing relationships with upcoming private developers in the country
 To tie up with major civil construction companies to cater to the turn key
projects in Marine Construction.
 To equip suitable equipment for meeting maintenance and capital dredging
needs of private ports
 Entry Into marine Constructions works:
g) OTHER INITIATIVES:
 Optimizing capacity utilization
 Continuous project monitoring and review mechanism
 Reduction in equipment down time through preventive maintenance
 Improvement in systems for expediting procurement of spares
 Introduction of on-line connectivity between Dredgers, Projects and Head Office
108
BIBLIOGRAPHY AND REFERENCES
 DCI Annual Reports
 A South Asian Perspective of Marketing Management by Philip kotler,
Abraham Koshy, Mithileshwar Jha and Kevin Lane Keller
 Lieberman and Montgomery, Entrant Strategies
 Miles, Raymond (2003). Organizational Strategy, Structure, and Process.
sStanford: Stanford University Press.
 www.shipping.nic.in
 www.dredge-india.com
 www.marketingteacher.com
 www.managementstudy.com
 www.imcbrokers.com
 Other Periodicals
109

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A STUDY ON

A project report submitted to the School of distance education,

Master of Business Administration

Under the esteemed guidance of

SCHOOL OF DISTANCE EDUCATION

This is to certify that the dissertation titled “A STUDY ON

MARKETING STRATEGIE SWITH REFERENCE TO

DREDGING CORPORATION OF INDIA LIMITED,

VISAKHAPATNAM” being submitted by V. REVANTH is in

partial fulfilment for the award of Degree in Master of Business

administration by SCHOOL OF DISTANCE EDUCATION,

ANDHRA UNIVERSITY is a record of bonafide work carried out by

him under my guidance and supervision.

Joint General Manager

I hereby solemnly declare that the project titled “A STUDY ON MARKETING

STRATEGIES WITH REFERENCE TO DREDGING CORPORATION OF INDIA

LIMITED, VISAKHAPATNAM” Submitted by me is genuine bonafide work done

Diploma of this university or any other university.

I am indebted to my guide Shri NSR Prasad, Joint General Manager

me towards completion of my project.

I would like to express my humble gratitude to Prof. L. D. Sudhakar Babu,

Director, School of Distance Education, Andhra University and Prof. P.

Hrushikesava Rao, Course Coordinator Andhra University for allowing me to do

Corporation of India Limited, Visakhapatnam for giving me permission to carry out

my project in the organization.

I thank all those who helped me at several stages of my work.

Dredging Corporation of India (DCI) Ltd. is a service oriented organization in

the vital inputs for the national development.

of Major Ports and marine developments. Dredging means removal of underwater

profits consistently over the years.

 1.1 INTRODUCTION ON MARKETING STRATEGIES 10 - 30

 1.2 SIGNIFICANCE OF THE STUDY 31

 1.3 NEED FOR THE STUDY 32-33

 1.4 OBJECTIVES OF THE STUDY 34

 1.6 LIMITATIONS OF THE STUDY 36

 2.1 COMPANY PROFILE OF DCI 38-42

 2.2 DCI’s FLEET 43-52

 2.3 MISSION STATEMENT 53

 2.5 OBJECTIVES OF DCI 54

 2.6 WORKS ON HAND 55

 2.8 ORGANISATION STRUCTURE OF DCI 57-58

 2.9 STRENGTHS OF DCI 59

 2.10 MAJOR PLAYERS OF DCI 60-62

 2.11 CORPORATE PERFORMANCE 63

 2.12 OPPORTUNITIES AND THREATS 63-65

 2.13 INTITIATIVES TAKEN BY DCI 65-66

 2.14 FINANCIAL PERFORMANCE OF DCI 67-69

 2.15 CAPACITY UTILIZATION OF DCI 70

 2.16 SERVICES OFFERD BY DCI 70 to

 2.17 CUSTOMERS OF DCI 70

 2.18 PRICING POLICIES OF DCI 71-72

 3.1 INTRODUCTION TO DREDGING 75-78

 3.2 TYPES OF DREDGERS 79-83

 3.3 MARKET SCENARIO 84-85

 3.4 MAJOR DEMAND DRIVERS 85

 3.5 POTENTIAL CUSTOMERS 85

 3.6 DREDGING QUANTUM IN 12TH FIVE YEAR PLAN 86-88

 3.9 TYPES OF DREDGING CONTRACTS IN INDIA 91

 4.1 SWOT ANALYSIS OF DCI 93

 4.2 BCG MATRIX FOR SERVICES OFFERED BY DCI 94-97

 4.3 ANSOFF MATRIX ANALYSIS OF DCI 98-101

 5.1 SUMMARY AND FINDINGS 103

 5.2 THE FUTURE DIVERSIFICATION PLANS OF DCI 104