A

Project report

On

“Market Survey of Retail Market & Sales Promotion”

In area of Bhubaneswar Region

For

Nuvoco vistas corp.ltd.

(Formerly Lafarge India limited)

Through its marketing associate

Asha Infra Projects and Services Pvt. Ltd

SUBMITTED TO

UNITED SCHOOL OF BUSINESS MANAGEMENT

SUBMITTED BY

SANJAYA KUMAR DASH

MBA(2018-2020)
 ACKNOWLEDGEMENT

“Interdependence is a higher value than independence”

Knowledge in itself is a continuous process. Nevertheless, a day getting a practical knowledge is an

important thing & most important thing is the support, guidance, motivation and inspiration provided
by the different persons of different sections. At this moment of our substantial enhancement, I find
no words to express my gratitude towards those who helped me directly or indirectly in making this
report successful. I am indebted & thankful for the assistance received from various individuals. So I
thank all those people who contributed to this project from the very beginning till its successful
completion.

This project report could not have been completed without guidance of our Prof. Debasish Dash.

I extended to my sincere gratitude to Mr. G.D Mishra (C.E.O Of Asha Infra Projects And Services
Private Limited) in Bhubaneswar Warehouse. For his constant and able of guidance has been
instrumental in large measure on the success of project. He suggest this study and it has been great
opportunity to learn about a subject of which had no previous knowledge, for this I am very grateful to
him.

Last but not the least I would like to thanks my faculties & colleagues who guided me for project
completion.

SANJAYA KUMAR DASH

EXECUTIVE SUMMARY
 EXECUTIVE SUMMARY
The project was carried out at Lafarge Cement Pvt. Ltd. at Bhubaneswar region

OBJECTIVE

The objective was carried out for two mail objective. The first objective was carried out the market
survey for knowing prevailing market condition of Lafarge Cement in Bhubaneswar market. The second
objective of project was to study the sales promotion activities undertaken by Lafarge and other
competitors.

RESEARCH METHODOLOGY

The descriptive nature of the research necessitated collection of primary data from retailers of
cement through market survey. Both the methods, personal interview technique and telephonic
interview technique were used with the measure emphasis on personal interview method. Interviews
were conducted through the “structure questionnaire”.

SAMPLING TECHNIQUE

Random Sampling technique was used to select the retailers. Out of nearly 400 retailers of cement,
randomly 50% of population was considered as a sample size. 189 retailers were visited to collect the
information about the cement market.

The project was carried out for a period of 60 days. After collecting the detailed information from the
market, analysis of the data was made. The market research has revelled many facts and figures about
cement market.

RESEARCH AND DESIGN:-

 Introduction
 Objectives
 Scope and Limitations
 INTRODUCTION TO THE TITLE

Today it is fashionable to talk about the new economy. We hear that the business are operating in
globalize economy; things are moving at a nanosecond pace our market are characterized by hyper
competition and disruptive technologies are challenging every business and so business must adopt to
empower consumer

To become successful in such a competitive environment the business organizations have to be customer
oriented. Customers need and want must be taken care of.” Built customer and not only products”.
Customer must be delighted. This information about the market could be collected by the way of proper
market survey. From the market survey we get the feed about the good or services of the organization
.For this purpose the said project work is undertaken.

The project was carried out for knowing prevailing market condition of Lafarge Cement in
Bhubaneswar Region .The second objective of the project was to study the sales promotion activities
undertaken by Lafarge and its other competitors.

The project was carried out in the marker of Bhubaneswar of Odisha state. There are six market players
in cement industry. They are Konark, Century, Ultratech, ACC, Ambuja, apart from these there are few
local brands selling in the market.

The information about the market was gathered by visiting retailers in the market. Interview of retailers
was taken depending upon there accessibility.

While doing the project attempt was made to collect maximum information about the marker. To get
actual and correct information ,it was not told retailers that the survey is conducted by Ultratech Cement
for the obvious reasons .Number of retailers were visited to get the actual picture of the market. Again,
the retailers of each grade (according to the performance) were visited, to get each and every detail
about the market.
 OBJECTIVE OF THE PROJECT

This project was undertaken for two main objectives was

 To carry out market survey for knowing prevailing market condition of Lafarge
India Pvt. Ltd. In Bhubaneswar (Odisha)

The second objective was

 To study the sales and promotion activities undertaken by Lafarge cement and other
player in the market.
To attain these two objectives various other sub objective are needed to be achieved. These
are listed below.

 To analyse the market share of Lafarge Cement in Bhubaneswar market.

 To know the customers preference for the brands of cement.

 To know the preference of retailer for sorting different brands of cement.

 To understand the effectiveness of various sales promotion activities of cement.

 To know preference of retailers for different gift and incentives.

 To analyze the sales promotion activities of various brands.

 To analyze the transportation facilities for Lafarge and other cement companies.

 To analyze the frequency of visits of marketing representative of various companies

Thus it attempt to find ways to increase market share, to increase customer satisfaction and
thus increase the business prospects.
 SCOPE OF THE STUDY

 The study has been done for the Cement so more or less it helps in understanding
the consumer preference towards the cement market.

 The study can help in analyzing certain weak point, improving on which a company
can overcome the low sales of its cement but only in Bhubaneswar region
COMPANY PROFILE
 NUVOCO VISTAS

To be a leading cement company in India by:

 Sustained growth that creates value for our shareholders and doubles our turnover
every 4 years.

 Building strong brands that meet consumer needs and aspirations.

 Embracing safety as a way of life.

 Being a responsible citizen and ensuring sustainable development.

 Being committed to the highest standards of corporate governance by

conducting our business with integrity, honesty and transparency.

 Fostering a performance culture in an environment of learning that encourages

mutual trust and respect, teamwork, customer orientation and sharing of best
practices - which makes us a preferred employer.
 HISTORY

Thebeginning (1833to1914):-

In 1833, Léon Pavin, launched an industrial lime production operation, having taken over a
business acquired by his family in 1749 with the purchase of the Lafarge domain in south-eastern
France, an area known for generations for the quality of its limestone deposits. The company
signed its first major international contract in 1864, delivering 110,000 tonnes of lime for the
construction of the Suez Canal. Lafarge opened its first central research laboratory in 1887, the
Le Teil Laboratory, with which highly reputed scientists collaborated. In 1908, the Central
Laboratory filed a patent for Cement Fondue calcium aluminates, obtained by fusing a mixture
of bauxite and limestone. This new high alumina binder gradually established a reputation as a
rapid-hardening cement resistant to both high temperatures and corrosion. In the years until
1914, favoring a strategy of horizontal integration, the company – now the "Société des Chauxet
des Ciments de Lafarge du Teil" – set about acquiring lime and cement companies in all parts of
France.

The above said company Lafarge india limited has been take over by NUVOCO VISTAS
COROPRATION LIMITED of his INDIA business on 2016.

1914 - 1955 Growth on all fronts:-

International development began with the opening up of North African markets. Lafarge, which
had operated in Algeria ever since 1866, now became the leading Portland cement producer in
Algeria, and set up operations in Morocco and Tunisia. Lafarge continued to acquire companies
in mainland France. With a quarter of the domestic market, the company became established as
France's number one cement producer. In 1926, Lafarge opened its first aluminous cement®
plant in the United Kingdom. It diversified into gypsum in 1931, and developed Superblanc,
new cement, in 1932. By 1939, Lafarge was the leading cement producer in France. After 1945,
Lafarge gained a new lease of life with the arrival of Alfred François at the helm, the Marshall
Plan and the post-war rebuilding boom: production doubled over the next ten years.
1955 - 1981 Mergers, acquisitions, developments:-

In 1956, Lafarge constructed its first North American cement plant, creating Lafarge Cement of
North America with the start-up of the Richmond plant in Canada. In 1959, Lafarge began
operations in Brazil. By the end of the 1960s, Lafarge Canada had become the third largest
cement producer in the country, with annual production capacity of 900,000 tonnes. In 1980, a
merger agreement was signed between Lafarge and Coppée, the newly formed group becoming
Lafarge Coppée. Acquisitions in the United States and Canada established Lafarge Coppée as the
number one cement producer in North America. The size of the Group rose from 12,000 to
17,000 employees.

1982 - 1990 The conquest of Europe:-

During the 1980s, with the construction of a single market representing more than 300 million
inhabitants, the Group chose to expand its business in Europe. Lafarge first turned to Germany,
raising its stake in Portland Zementwerk at Wössingen to 83%. Through the purchase of the
Swiss company, Cementia in 1989, the Group acquired interests in Asland (Spain), Aslan
(Turkey) and Perlmooser (Austria). Then followed the investments in Eastern Europe: East
Germany, the Czech

Republic (1991), then Poland, Romania, Russia and Ukraine. The agreement with the East
German cement producer, Karsdorf, came even before German reunification had been mooted.

1990 - 2001 Lafarge becomes world leader in building materials:-

1994 saw Lafarge take a foothold in China. Today, all four of the Group's Divisions operate
there, and there have been developments throughout Asia (1998: Indonesia and the Philippines;
1999: India and South Korea). The Group's expansion in Poland began in 1995 with the
acquisition of a 75% stake in Kujawy. Within six years (2001), 4 entities representing all four
Divisions were active in the country.Lafarge acquired Redland in 1997, positioning itself more
strongly in Aggregates and Concrete and gaining entry onto the Roofing market. Thanks to the
acquisition of Warren in Canada in 2000, Lafarge became one of the leading aggregates
producers in North America. Lafarge focused on its main fourDivisions, and divested its
Specialty Products businesses, which became Materis. Lafarge was the first industrial group to
conclude a partnership agreement with WWF (World Wildlife Fund for Nature). In 2001,
following the acquisition of Blue Circle, Lafarge became the world's leading cement producer.
Numerous acquisitions and joint ventures in all four Divisions, and on every continent,
particularly Asia, have continued to consolidate its world leadership position. In July, 2001,
Lafarge was introduced onto the New York Stock Exchange (NYSE).

2001-2004: A global growth:-

In 2002, the Gypsum Division acquired the plasterboard businesses of Gyproc (a subsidiary of
British PlasterBoard) in Germany, Poland and Central Europe.

The Cement Division inaugurated in China the new Dujiangyan cement plant, the first greenfield
cement plant for the Group in China, and acquires a 70% interest in the Chongqing cement plant.
The Cement Division acquired two new cement plants in Slovenia and in Serbia. In 2003, the
Cement Division enters Australia and had constructed a new cement plant in Mexico, near
Mexico City.

In 2004, the Group:

Acquired in Ecuador CementosSelvaAlegre.

 Acquired The Concrete Company of Columbus, Georgia, United States

withoperations in both cement and concrete.AcquiredHupfer Holdings
with operations in France and Switzerland in aggregates
activities.
 Acquired an additional 10.2% stake in Lafarge Halla Cement, in South Korea.
 Acquired an additional 14% stake in our gypsum operations in Lafarge Gypsum
in Asia, in a joint venture with Boral.
Lafarge Group's Growth Strategy
To maintain its leadership in construction materials, the Group is aggressively following a
strategy of growth and competitiveness. This includes international development and expansion
in all of its businesses. Lafarge Group has established its presence or consolidated its position,
alone or with local partners, in countries as diverse as Egypt, Uganda, Mexico, South Korea,
Venezuela, Brazil, Jordan, Poland, Germany, Argentina, Turkey, Canada, United States,
Australia and Ukraine. With operations on every continent, Lafarge is committed to a strategy of
international development. It aims to simultaneously, increase its business in countries with high
market growth potential, and further develop products enjoying growth in mature markets,
capitalizing on every opportunity and offering synergies with existing businesses.
 LAFARGE CEMENT - INDIA
Lafarge India provides a professional and exciting environment to its employees and is
consistently able to attract the best talent in the industry. Lafarge has always put its employees at
the heart of its strategy. Its management style has for many years been termed "participative
management", open to the cultures of the companies it has acquired on all five continents. The
keywords are Participation, Efficiency and Example. As part of Lafarge's training philosophy, it
conducts regular exchange of personnel between its operations in Europe, North America and
other parts of Asia with India to ensure that the Indian operations reach operating efficiencies
comparable with the best in the world.

CEO

PRESIDENT

VP VP VP VP VP VP
(Mfg.) (HR) MARKETING (CONTROL) (FINANCE) (B.D)

RSM

ASM

SUMMER
TRAINEE
 PRODUCTS DETAIL

1. Lafarge Concreto

Lafarge Concreto has been launched by Lafarge to meet the need of

homebuilders in India for truly premium all-purpose cement. Concreto
was developed in Lafarge’s state-of -the art laboratories, which are
extensively networked with its Central Research Institute in France.
The company has leveraged its combined know-how of more than 170
years and its experience across 75 countries to develop this unique
product. Concreto is a specially engineered, premium quality ‘all
purpose cement’. It can be used for varied applications like roofing,
foundations, beams, columns, plastering and brickwork. It is specially
formulated to provide a denser concrete mix than normal cements.

Concreto is characterized by:

• High ultimate strength due to the addition of highly reactive silica containing more
than 95% glass content.
• Enhanced durability due to optimum pore refinement and consequently denser concrete
matrix– this improves the impermeability of the concrete.
• Exceptionally high resistance to chemical attack (sulphates and acids).
• Protects reinforcement from corrosion.
• Reduction of structural cracks due to lower heat of hydration than ordinary cements.
• Low heat of hydration and higher resistance against alkali-reactive aggregates.

Lafarge Cement

Lafarge Cement is the flagship brand of Lafarge. A unique outcome of

international expertise, this super performing cement has been developed
taking into consideration the weather conditions in India and the
practices of homebuilding. Lafarge Cement is available in Portland Slag
Cement (PSC) and Portland Pozzalona Cement (PPC) variants. Lafarge
PPC and PSC are very high performance blended cements far exceeding
the requirement of IS: 455-1989 & IS: 1489.
Lafarge PSC is the only PSC in its markets produced by blending highquality pulverised clinker
with the most consistent slag of over 95% glass content. This therefore provides very high
compressive strength exceeding 60 MPa at 28 days. Lafarge PSC has a very low heat of
hydration and is hence suitable for mass concreting and concrete cast under “Hot Weather
Conditions”. Workability retention is also enhanced.

Lafarge cement has very high soundness as reflected through the extremely low values of
expansion through the Le-Chatelier test and Autoclave tests. Its C3A content is low, thus making
it more resistant to sulphates compared to other cements.

Its other chemical properties contribute to a very low co-efficient of permeability of the concrete
prepared, thus making it an ideal choice for construction of dams, foundations, tunnels, or other
sub-soil constructions and structures that shall be in contact with water.

Being a blended cement with a highly reactive slag obtained from the best source in the country
so far, it improves the density of the concrete mix thus increasing the durability factor.

Plants and Operations

Lafarge India's current cement operation comprises a modern split location cement facility
located at Sonadih (District Raipur, Chhattisgarh) and at Jojobera (District Singhbhum,
Jharkhand) and an integrated cement facility located at Arasmeta (District Janjgir-Champa,
Chhattisgarh).

A brief description of Lafarge India's existing facilities is as below:

Location Faciliies Rated capacities

(as 2019)
Clinkerisation unit 1.4 mtpa clinker
Sonadih Cement grinding unit 0.5mtpa of ordinary prtland
cement(opc)43 grade
Cement grinding unit with 3.4 mtpa of portland slag
Jojobera separate circuit for clinker and cement(psc)
slag grinding &portlandpozzolana
cement(ppc)
Clinkarisation unit
Arasmeta Cement grinding unit 1.6 mtpa of prtlandpozzolana
cement(ppc)
The plants at Sonadih, Jojobera and Arasmeta are based on the dry process technology and use
energy efficient processes. The thermal energy of the kiln is optimized by the use of a multistage
pre-heater with in-line pre-calciner.

Lafarge worldwide places a very high emphasis on protection of the environment. In all its
Indian plants, bag filters and electrostatic precipitators are used to reduce pollution and ensure
environment friendly plant operations. Lafarge India has adopted stringent quality control
measures to ensure the highest quality cement .The plants have the benefit of the strong technical
and R&D set-up of Lafarge group called DPC which is supported by CTI & CTEO - at Lyon in
France, CTS - at Montreal in Canada, ATC - at Kuala Lumpur in Malaysia and CTEC - in
Austria. Lafarge Group employs more than 500 scientists and spends more than 100 million
euros annually in developing leading technologies in the area of building materials and
construction technology. The regular exchange of knowledge and technological improvements
between the technical centreand the Indian operations has enabled Lafarge India to improve
operational efficiencies on a continuous basis.
THEORETICAL BACKGROUND
 PROMOTION

Promotion is persuasive communication. It is a highly visible element in the marketing mix. It

tells the target customer product, price, and place. It tells also known as marketing
communication. Promotion consist of activities that facility exchanges with target customers
through persuasive communication to stimulate demand.

According to Professor Philip Kotler:-

“Promotion includes all the activities the company undertakes to communicate and promote its
products to the target market.”

In modern marketing the question is not whether to promote but rather what to say, to whom and
how often. A good product, an attractive price and an accessible distribution must be supported
by an effective promotion to satisfy customer needs. Promotion activity include advertising, sales
promotion, public relation, and direct marketing. Promotion can also be viewed as the
management of the customer buying process of pre-purchase, purchase and post purchase.

FUNCTION OF PROMOTION:-

Promotion is a tool to influence target customer and to face competition. It performs four
functions:-

 Information

 Persuasion

 Reminding

 Reinforcing
PROMOTION MIX

The promotion mix is the combination of advertising, public relations, sales promotion, personal
selling and direct marketing tools that help achieve marketing objective

1. ADVERTISING: - Advertising in any paid form of non-personal communication by

anidentified sponsor to promote product.

2. PUBLIC RELATION: - It refers to programmes designed to promote or protect a

companyimage and products. Publicity is any unpaid form of
communication through media about an organization, its policies and
products.

3. PERSONAL SELLING: - personal selling is personal communication with customers

topersuade them to buy products. It permits interaction and
relationship building. Sales persons provide feedback about the
market, competitors and customers.

4. DIRECT MARKETING: - It is persuasion by manufacturer to specific customers. The

toolsof direct marketing are:
1. Face to face selling

2. Mail

3. Catalogue marketing

4. Telephone

5. E-mail
 5. SALES PROMOTIONS: - Sales promotion has been increasing in popularity as a tool.
Marketers are using it aggressively. Sales promotion refers to short
term incentives to stimulate demand. It is used to create a stronger and
quicker purchase response. It can be directed at consumers, middleman
and sales personnel. It supplements advertising and facilitates personal
selling.

According to Professor William J. Stanton:-“Sales promotion refers to demand –

stimulatingdevices designed to supplement advertising and facilitate personal selling.

According to professor Philip Kotler:- “Sales promotion consists of diverse collection

ofincentives tools, mostly short term, designed to stimulate quicker and or greater purchase of
particular product /services by consumer or trade.

NATURE OF SALES PROMOTION:

1. It is short term

2. It provides incentives

3. It aims at quicker response:

4. It is directed at target audience

OBJECTIVE OF SALES PROMOTION

1. Objective for consumer promotion:-

(a) Encourage greater purchase volume

(b) Attract new customer
(c) Introduce new products
 2. Objective for trade promotion:-

(a) Carry and push new item

(b) Increase reseller’s inventories

(c) Attract new channel members

(d) Offset competitive promotion

(e) Better store display

3. Objective for sales force promotion

(a) Motivate sales force

(b) Support new product

METHOD OF SALES PROMOTION

Sales promotion methods differ according to the target audience. They can be directed at
consumer promotion, trade promotion and sales force promotion.

(a) Consumer promotion

Method Free sample

Coupons

Contests

Display/Demonstration

(b)Trade promotion methods

Free goods

Allowance

Prices-off

Sales contest

Gift item

Credit facilities

Trade show
(C) Sales contests

Trade shows and conventions

Gift items

Promotional kits

Bonus and commissions

RESEARCH METHODOLOGY
 RESEARCH METHODOLOGY

The research methodology is the way systematically solve the systematically solve the research
problems. The main objective of the product was to know the market condition of Lafarge
Cemejnt and to study the sales promotion activities undertaken by various cement companies.
For this, right at the beginning the research plan was prepared. This includes all the detail of how
to go about research work of Lafarge Cement.

RESEARCH PLAN

Definition of research problem

The research problem can be defined as follows

1. `What are the cement being used by various customer in the

region of Bhubaneswar and what are their expectation from the
cement.

2. What the market trend is of cement and brand awareness of Lafarge Cement.

DATA COLLECTION

The descriptive nature of research necessitates collection of primary data from retailers through
market survey, personal interview technique was used and interview were conducted through
structured questionnaire the question were asked in prearranged manner. The market research
was conducted over a period of 60 days. Data was tabulated, analyzed and suggestion and
recommendation were given.
RESEARCH INSTRUMENTATS

The Research instrument chosen for conducting the survey was structured questionnaire was
pre[pared as show as in the annexure. The questionnaire includes open ended as well as close
ended question, few open ended question were included to obtain the perception of the retailers.
The questionnaire designed and a pilot survey was made with the questionnaire and then changes
were made accordingly with the questionnaire.

SAMPLE PLAN

A sampling technique was chosen for the study was Random Sampling Technique. This is the
most common method of selecting the sample. This is because the retailers are localized in
different part of the marker a group of retailers are chosen are random from large group. It gives
all retailers in a group and equal chance of being selected for the purpose of the survey.

SAMPLE SIZE

Out of nearly 400 retailers in cement market of Bhubaneswar and its region around randomly
50% of total population was considered as the sample size.

CONTACT METHOD

Both personal and telephonic interview methods were used for conducting the market survey.
Personal interview had the benefit one to one communication between the researcher and the
respondent. If the respondent is having any doubt or queries in their mind, they can get heir
doubts clarified from the researcher on the spot and so superior of data was collected from the
survey was collected from the survey.

Tele – interview was conducted with the structured questionnaire. Tele-interview was less costly
and less time consuming but the data could not be collected in detail from the respondents. Also
any doubt or queries of respondent could not be clarified.
ANALYSIS AND INFORMATION

Detailed information was collected for the project marker survey for retail marketing and sales
promotion activities of Lafarge Cement for the area of Bhubaneswar market. The information
was collected by visiting the retailers of cement present in Bhubaneswar market. The interview
of retailer taken in a friendly atmosphere so as to encourage them to give right information,
without any hesitation. Because of some inherent limitation of telephonic interview, the method
of personal interview was mostly used.

ANALYSIS

The analysis of the collection information was made in scientific manner. Different manner rank
was given to each alternative of particular questions, in the questionnaire. A particular rank was
given in the following manner,

Rank- 1 For the most favourable alternative

Rank- 2 For the moderately favourable alternative

Rank- 3 For unfavourable alternative

Rank- 4 For most unfavourable alternative

Rank- 5 Unfavourable

To come at the conclusion, total of each alternative of all the sample size retailers was made.
Thus the “sum of an alternative” having least score considered to be most favorable. In this
manner, result is prepared for various important parameters of the survey. With the help of
results so obtained, the findings are recorded in the form of graphs.

The market of cement Changes as the area changes. The demand for particular cement for
particular cement is much less. This is because of the crazier Trend of particular market.
Thus the demand for the cement is not that price sensitive. Price is not the criterion for selection
of rejection of particular brand is adapted on the type of application of cement and the brand
name in market. Thus the awareness among the customers about the particular cement plays a
vital role. The major types of customers are the builders and masons. The individual customers
are there, but their demand is not more. The customers are ready to give slightly high price, but
he wants quality cement, thus he is quality conscious. The customer perceives quality of cement
as good quality because of effective marketing. So effective marketing is necessary.

The retailer in the marker plays an important role in the sale of the cement. They have some
expectation from the cement companies; they expected credit facility, good sales promotion
schemes, and timely delivery of cement, etc

Among the plastic bag and paper bag of cement, Customer prefer bag. This is because the paper
bag prevents it from moisture and quantity remains intact.

In brief cement market is sensitive to marketing. The better & more the marketing the more is
possibility of sales. The observations and findings of the market survey about market share and
sales promotion activities are given at the next stage, in the report.
DATA ANALYSIS

INTERPRETATION
Q. Which brand do you prefer most?

\ANALYSIS, PRESENTSTION AND INTERPRETATION 1:-

Dealers brand preference:-

Company No of Dealers percentage

Lafarge 24 12%

Konark 60 30%

Ulteratech 36 18%

Acc 36 18%

Ambuja 14 7%

Century 12 6%

emami 8 4%

shree 10 5%

Total 200 100%

Grasim

18%

Duncan
Analysis and Interpretation:-

Obviously, maximum dealer, which are about 78 percent, come with Konark, Acc, Ultratech or
Lafarge, And 22 percent either confused or dependent on seasonally available brand for the
Cement.
Q. Which brand do you store?

Lafarge Konark Ambuja Century Ramco Acc Ultratech Duncan Grasim

ANALYSIS, PRESENTSTION AND INTERPRETATION 2:-

Dealer’s preference for the storage of cements brand:-

Company No ofDealers percentage

Lafarge 40 20%

Konark 50 25%

Ulteratech 22 11%

Acc 24 12%

Ambuja 18 9%

Century 24 12%

Grasim 12 6%

Duncan 10 5%

Total 200 100%

Dealer preference towards the storage of

brand

5%
6%

20% Lafarge
 Konark

12%

Ulteratech

Acc

9% Ambuja

Century

25%

Grasim

12%

Duncan

11%

Analysis and Interpretation:-

Most of the dealers prefer to store either Lafarge or Konark. 20% of the dealer choice is Lafarge
where as 25% of the dealers choice is Konark. Remaining 35% of the dealers inclined towards the
Acc, Ultratech and Century. Remaining 20% of the dealer gives equally importance to the Ambuja,
Duncan and Grasim.

39
Q. Which brand does your customer prefer?

Lafarge Konark Ambuja Century Ramco Acc Ultratech Duncan Grasim

ANALYSIS, PRESENTSTION AND INTERPRETATION 3:-

Customer inclination towards the cement brand:-

Company No of Dealers percentage

Lafarge 24 12%

Konark 60 30%

Ulteratech 36 18%

Acc 36 18%

Ambuja 14 7%

Century 12 6%

Grasim 8 4%

Duncan 10 5%

Total 200 100%

Cusrtomer preference towards cement Brand

4% 5% 12% Lafarge

6%
Konark

7% Ulteratech
 Acc

Ambuja

30%

Century
18%

Grasim

18%
Duncan

Analysis and Interpretation:-

78% of the customers are brand loyal. And 22% of the customers are price sensitive they go with

that brand which has fewer prices. In case of brand equity Lafarge lies in No. four.

40
Q . What is the Avg. monthly sale of different brands of cement?

Co. Lafarge Konark Ambuja Century Ramco Acc Ultratech Duncan Rasim

Tones/bag
s

ANALYSIS, PRESENTSTION AND INTERPRETATION 4:-

Average Monthly sale of cement:-

Company Consumption percentage

Lafarge 1365 13%

Konark 2651 26%

Ulteratech 1548 15%

Acc 1890 19%

Ambuja 640 6%

Century 750 7%

Grasim 625 6%

Duncan 685 7%

Total 10154 100%

Average monthly Consumption

7% 13%

6%
Lafarge

7% Konark
 Ulteratech

6% Acc

27% Ambuja

Century

Grasim

19%

Duncan

15%

Analysis and Interpretation:-

This data show that the maximum consumption of cement brand in the region of Bhubaneshwar
is Konark cement which is about 26% of the total sales of the cement. Lafarge is on the no.
fourth position which is about 13% of the total sale of cement.

41
Q. Rank the companies stockiest on the basis frequency of making personal visits & ph calls.

Co. Lafarge Konark Ambuja Century Ramco Acc Ultratech Duncan Grasim Ranks

ANALYSIS, PRESENTSTION AND INTERPRETATION 5:-

Dealers rank the companies stockiest on the basis of frequency of making personal visits &

ph calls

CompanyTotal of Rank

Lafarge 562

Konark 656

Ulteratech 430

Acc 450

Ambuja 515

Century 380

Grasim 420

Duncan 470

Total 3883

Rank of the Company stokist

Lafarge

12% 14% Konark

 11% Ulteratech

17%
Acc

Ambuja
10%

Century

13% 11%
12% Grasim

Duncan

Analysis and Interpretation:-

From this data we can conclude that only the weak brands stockiest are preferred by the
retailers. Strong brands stockiest are not given the proper consideration towards the retailers. All
the giant brands are ranked as 3 or 4 where as all the loose brands retailers are ranked as1or2.

42
Q. Which Companies stockiest inform you about the change in the market price faster?

Lafarge Konark Ambuja Century Ramco Acc Ultratech Duncan Grasim

ANALYSIS, PRESENTSTION AND INTERPRETATION 6:-

Company that provides information to the retailer about the price change in the near future:-

Company No of Dealer

Lafarge 15

Konark 10

Ulteratech 21

Acc 22

Ambuja 26

Century 38

Grasim 36

Duncan 32

Total 200

Information provided to the retailer about future change in price

8% Lafarge

Konark
5%
16% Ulteratech
11%
 Acc

18% Ambuja
11%

Century

18% 13% Grasim

Duncan

Analysis and Interpretation:-

More than 100 of retailers said that Century or Grasim or Duncan provide the preinformation

about the future price change. This helps them to take precautionary action against the future

happenings.

43
Q How much credit in days do you enjoy from the stockiest of following companies?

Company Lafarge Konark Ambuja Century Ramco Acc Ultratech Duncan rasim

No. of bags/days

ANALYSIS, PRESENTSTION AND INTERPRETATION 7. :-Credit

period facilitate by the companies stockiest to the retailer

Company No of days

Lafarge 15

Konark 10

Ulteratech 21

Acc 22

Ambuja 26

Century 38

Grasim 36

Duncan 32

Total 200

Credit period facilitate by the Companies

stockiest to the retailers

 Lafarge
Ambuja
Century Konark

Acc

Ulteratech

Acc
Grasim

Ulteratech Ambuja

Century

Konark Grasim
Lafarge Duncan
Duncan

Analysis and Interpretation:-

The entire market leaders (Lafarge, Konark, ACC, Ultratech) of cement industries provides
relatively less credit period (i.e. less than 50 days) to their stockiest due to which the stockiest are
not able to provide the sufficient credit in days to their retailers. Where as the newly entered
cement brand provides sufficient credit in terms of quantity as well as in days to their retailers.
That’s why their growth rate is relatively high.

44
Q Maximum profit you get out of selling various brands rank them?

Co. Lafarge Konark Ambuja Century Ramco Acc Ultratech Duncan rasim Ranks

ANALYSIS, PRESENTSTION AND INTERPRETATION 8:-

Maximum share of profit of retailers comes through the selling of the cement:-

Company Profit

Lafarge 35

Konark 45

Ulteratech 38

Acc 37

Ambuja 14

Century 17

Grasim 8

Duncan 6

Total 200

Maximum profit earned by selling the brands

17 8 6 35
 14

45

37

38

Analysis and Interpretation:-

Only 35 retailers said that their maximum profit comes through Lafarge. Similarly 45, 38, and 37

retailers said that their maximum profit comes through Konark, ACC, and Ultratech respectively.

45
Q. Rank sales promotion activities according to their effectiveness?

Activities Rank

Shop Naka & Manson Meet

Gifts

Incentives

Hoardings

Others

ANALYSIS, PRESENTSTION AND INTERPRETATION 9:-

Retailer’s belief towards the activity that influences sales of the cement:-

Activities Ranks

Shops naka and mason 14

Gift 37

Incentive 49

Hoardings 66

Others 34

Total 200

Retailers believe on the activities that influence

sales of the cement

 7%
17%

19% Shops naka and mason

Gift

Incentive

Hoardings

32% Others

25%

Analysis and Interpretation:-

Sixty six retailers out of two hundred which is 33%, beliefs that Hoardings influence the sales of
the cement. Incentives also play vital role in the promotion of the goods.

46
Q Rank sales promotion activities according to their effectiveness?

Activities Rank

Shop Naka & Manson Meet

Gifts

Incentives

Hoardings

Others

ANALYSIS, PRESENTSTION AND INTERPRETATION 10:-

Retailers’ preference towards the gift:-

Gifts No of dealers

Share 14

Tour 40

Gold 39

White Gold 12

Cheque 29

others 66

Totals 200

Retailers preference towards the gift

 14

Share

66 40

Tour

Gold

White Gold

Cheque

29 39 others

12

Analysis and Interpretation:-

Most of the retailers do not want to say about the gift. But after asking again and again their
preference are out of the available optioned e.g.:-TV, Camera, cycle, trophy, etc. Out of two
hundred 40 preferred tour, 39 preferred gold, 29 preferred cheque, 14 preferred share and 12
preferred white gold.

47
Q Give your raking to the cement companies in their sales promotion activities

Company Rank

Lafarge

Konark

Ultratech

Acc

Ambuja

Century

Grasim

Duncan

ANALYSIS, PRESENTSTION AND INTERPRETATION 11:-

Retailers rank the cement company on the basis of the sales promotional activities:-

Company Rank 1 Rank 2 Rank 3 Rank 4 Rank 5 Total (Retailers)

Lafarge 20 40 80 25 35 200

Konark 60 55 47 38 0 200

Ultratech 20 25 32 78 45 200

Acc 20 71 57 27 25 200

Ambuja 12 14 45 68 61 200

Century 13 45 68 52 22 200

Grasim 50 68 58 24 200
 Duncan 30 62 82 26 200

Retailers rank the cement co on the basis of the

their sales promotional activity

90

80
Rank 1

70

60 Rank 2

50
Rank 3

40

30
Rank 4

20
Rank 5

10

Lafarge Konark Ultratech Ambuja Century Grasim Duncan

Acc

Analysis and Interpretation:-

From the interpretation of the data, we come to know that Konark and ACC are on no.1 and no.2

respectively. Lafarge cement is on no.3. Because 30% of the retailers believe that Lafarge is on no

48
three. Century, Grasim, and Duncan are making extra effort to penetrate the market. Every
retailer mentioned their name and mentioned their considerable effort.

Q What is the general price gap (BP-RP) between the following companies?

Lafarge Konark Ambuja Century Ramco Acc Ultratech Duncan Grasim

ANALYSIS, PRESENTSTION AND INTERPRETATION 12:-

The profit on per bag of cement:-

Company price gap on per bag

Lafarge 6

Konark 5

Ultratech 6

Acc 6

Ambuja 7.5

Century 8

Grasim 10

Duncan 10

The difference between the billing price and

retailing price on one bag of cement

12

10
 8

Lafarge Konark Ultratech Ambuja Century Grasim Duncan

Acc

Analysis and Interpretation:-

Lafarge charges competitive price to the customer. Some of the company charges premium price
like OCL where as some of the brand has very less price like Grasim, Cemtury and Duncan. Price
of Lafarge is always equal to the price of Ultratech, ACC.

49
. Q Rank the companies on the basis of their transportation facilities?

Company Rank

Lafarge

Konark

Ultratech

Acc

Ambuja

Century

Grasim

Duncan

ANALYSIS, PRESENTSTION AND INTERPRETATION 13:-

Companies are ranked on the basis of the transportation facility provided by them:-

Total

Company Rank 1 Rank 2 Rank 3 Rank 4 Rank 5 (Retailers)

Lafarge 70 65 28 25 12 200

Konark 23 25 15 72 65 200
Ultratech 40 70 65 25 0 200

Acc 20 67 90 20 3 200

Ambuja 15 14 45 90 36 200

Century 85 78 37 0 0 200

Grasim 80 75 38 7 0 200

Duncan 95 62 43 0 0 200

Companies ranks on the basis of the

transportation facilities

100

80 Rank 1

Rank 2

60

40 Rank 3

Rank 4

20 Rank 5

Lafarge Konark Ultratech Ambuja Century Grasim Duncan

Acc

50
Analysis and Interpretation: - Transportation facility is a very vital factor for a brand to
besuccessful in the market; Lafarge cement has proved itself in this area as they are having the
best reach in the urban area not in the rural area.

Q Rank the companies on the basis of their cement delivery time?

Company Rank

Lafarge

Konark

Ultratech

Acc

Ambuja

Century

Grasim

Duncan

ANALYSIS, PRESENTSTION AND INTERPRETATION 14:-

Companies are ranked on the basis of the cement delivery time:-

Company Rank 1 Rank 2 Rank 3 Rank 4 Rank 5 Total

Lafarge 114 53 33 0 0 200

Konark 91 82 27 0 0 200

Ultratech 0 82 91 12 15 200
Acc 82 78 39 1 0 200

Ambuja 14 25 97 61 3 200

Century 42 12 83 42 21 200

Grasim 11 24 45 21 99 200

Duncan 21 37 49 68 25 200

Companies rank on the basis of the cement

delivery time

120

100

80
Rank 1

60

40
Rank 2

20

Rank 3
0

Lafarge Konark Ultratech Ambuja Century Grasim Duncan

Rank 4
Acc

Rank 5

Analysis and Interpretation:-

51
Lafarge is quite ahead in the race in regards to the delivery option, as many retailers says that a
small quantity of cement bags are not delivered by most of the company on time, they say that ar
least you need carry 200 bags and so on, but Lafarge are willing to accept and delivery any
amount of bag at any time.

.Q Rank the companies on the basis of the response to customer complaints.

Company Rank

Lafarge

Konark

Ultratech

Acc

Ambuja

ANALYSIS, PRESENTSTION AND INTERPRETATION 15:-

Companies responses towards the customer complain:-

Company Rank 1 Rank 2 Rank 3 Rank 4 Rank 5 Total no of the retailers

Lafarge 102 71 27 200

Konark 78 45 36 41 0 200

Ultratech 41 65 52 41 1 200

Acc 82 78 35 5 0 200

Ambuja 41 78 44 35 2 200

Century 42 52 41 37 28 200

Grasim 31 51 47 37 34 200

Duncan 26 56 45 68 5 200
 Companies rank on the basis of the response to

the customer complail

120

100

80
Rank 1
60

40
Rank 2
20

0 Rank 3

Lafarge Konark Ultratech Ambuja Century Grasim Duncan

Acc Rank 4

Rank 5

Analysis and Interpretation:-

52
Almost most all the companies’ stockiest response towards the customer’s complained but
Lafarge is far ahead to the other companies. Most of the retailers said that Lafarge Marketing
representative are so much attentive towards the customers responses.

Q Rank the company on the basis of their Marketing Representative’s frequency of visit.

Company Rank

Lafarge

Konark

Ultratech

Acc

Ambuja

Century

Grasim

Duncan

ANALYSIS, PRESENTSTION AND INTERPRETATION 16:-

Companies’ are ranked on the basis of the visit of the marketing representative:-

Company Rank 1 Rank 2 Rank 3 Rank 4 Rank 5 Total no of the retailers

Lafarge 85 75 40 0 0 200

Konark 78 65 42 15 0 200

Ultratech 45 66 74 15 0 200

Acc 47 52 41 51 9 200
Ambuja 23 45 65 25 42 200

Century 62 68 47 23 0 200

Grasim 23 42 37 47 51 200

Duncan 65 74 54 0 7 200

Companies are ranked on the basis of the visit of

marketing representative

90

80

70 Rank 1

60 Rank 2

50
Rank 3

40

Rank 4

30

20
Rank 5

10

Lafarge Konark Ultratech Ambuja Century Grasim Duncan

Acc

Analysis and Interpretation:-

53
Lafarge’s marketing representatives are too much concern towards the customer’s welfare. So
they visit almost retailers ones in a week. Where as other companies’ marketing representative
visit the counter only twice in a month.

WHOLESALE PRICE / RETAIL PRICE ANALYSIS

WHOLESALE PRICE

BRANDS (Billing price) RETAIL PRICE PRICE GAP

Lafarge 112-114 118-120 6

Konark 114-116 119-120 5

Ultratech 112-114 118-120 6

ACC 112-114 118-120 6

Ambuja 110-112 117-119 7.5

Century 106-108 114-116 8

Grasim 102-104 112-114 10

Duncan 100-102 112-114 10

By comparing the wholesale price and retailing price of the various Brands in the market, we can
infer that the retailers get a good margin in case of GRASIM & DUNCAN. Above that it is the
cheapest brand among the major brands in the market.

Hence the analysis carried earlier part of the project i.e. profit selling brand is justified at both the

levels.
54
SWOT –Analysis
 SWOT-analysis is done to understand the external and internal environment of the organization.
SWOT, which is acronym for strength, weakness, opportunity and threats is

also known by TOWS-analysis. Though such an analysis, is strength and weakness exist within an
organization can be matched with the opportunity and threats operating in environment , so that
an effective strategy can be formulated. An effective organizational strategy, therefore, is one
that capitalizes on the opportunity through the use of strength and neutralizes the threats by
minimizing the impact of weakness.

Below is the SWOT- analysis of Lafarge India Pvt. Ltd. in cement market.

Strength

 People ask for bleakness in cement and Lafarge has this.


 Cement grade is good and people are satisfied.

55
  Customer choice.

 Lafarge being an MNC has a global leverage.

 It has a good brand image in Cement.

Weakness

 Great need of strategic way for promotion and advertisement for both dealers and
customers.
 Not an easy task to overtake Konark, Ultratech and ACC.

 Price and margins is not match with dealers and retailers expectation respectively.

 Guaranty given by company is from the date of manufacturing which is not acceptable for
the dealers and retailers.
 Take large time in the replacement of Cement.

Opportunity

 Strong infrastructure requirement for the development of the country and the country is
developing in the utter pace.
 No of the medium class people is growing.


 Institutional market like corporate and government offices, school society complexes are

growing in large scale, which will increase the requirement.

Threats

 Cheep priced brand are grabbing rapidly a large chunk of lower income customer base.

 Other brands like Duncan and Grasim provide maximum profit to the both customer as
well as to the retailers.
  It was found from my survey that Konark maximum market share is due to brand loyalty.

 Dealers expect more margin and gift to sell of the Lafarge cement.

56
FINDING
 OTHER REASONS STATED BY RETAILER FOR BRAND PREFERENCE:-LAFARGE

 Better quality

 Good name in the market

 Timely available

 Immediately respond on the competitors strategy.

 Relatively less price.

 Better packaging

ULTRATECH

 Sells easily in the market the customer demand for them.


 Customer choice.

 Good name in the market as it carries the goodwill of L&T.

57
  High market awareness.

 Sells more

CENTURY

 Good relationship with the company people.


 Price is low and affordable for people

 Low price helps to sell easily.

 Quality is good.

 More profit selling the brand.

 Good service and relationship

ACC

 People ask for ACC.


 Service is good.

 “Dhalai karne ke liye” people ask for ACC.

 Very superior quality cement as compared to others

 Selling form the very first day the shop came in to being & sells easily (shree
ganesh traders, bhatagaon)
 They have same price prevailing for wholesale at dealers/stockiest retailers end.

AMBUJA

 Customers preference

 Good cement, plastering work is good
 GRASIM (Birla plus)

 Customers choice.

 Price is suitable as per customers pocket

 Rate & profit

 Good relationship with the people at Grasim.

 Birla is a very renowned name so people trust it.

DUNCAN

 Rate & profit


 Price is suitable as per customers pocket

58
  Service is good.

PROBLEM FACED BY

STOCKIEST

 None of the stockiest had any complains about any brands, in regards to the
price, transport, service etc
 Dispatch being closed at the start of the month is a ”trump card “for them to play in
the market to push the sale.
 Stockiest are satisfied with the companies service.

RETAILERS REGRETS (Lafarge)

 The stockiest occasionally inform about the price change in the market.

 They do not make personal visits to the counters frequently.

 Price should be stabilized in the market.

 Price stability in regard to the price set by the company as well as wholesalers (i.e. all
the wholesalers should have the same price offered in the market).
 The management should not interfere in the price offered by the counterperson to
the customers.
 They need price flexibility to shoot up the sale.

 Dispatch being closed every start of the month is a problem is a problem for them to
stick to the commitments made by them to the customers.
 Small quantity ordered is not furnished on time.

 Pressurize them for taking more quantity for more quantity for transportation facility.

 Lafarge now does not give any gifts at the counters.
59
 LIMITATION OF THE STUDY

1. Lack of cooperation from the retailers in regard to giving interview

2. It was found in some cases dealers showed inclination towards certain brands which
gave them more margins when compared to others.
3. It was experienced during the survey that it was difficult to convince or make the
retailers and dealers understand the important of the project

4. As the retailers and dealers thought that it was unwise for the to give their details
of business as they feared competitors would take advantage.

60
 SUGGESTIONS

A very exhaustive study has been made, keeping in the essence of the objective of the project.
With the efforts put on the project a detailed analysis was conducted and result were derived,
based on the results and market response few suggestions are discussed below

A Price fluctuation creates problems for retailers as the cannot keep the commitments of price to
customers……

The reach to the rural market need to be strengthened

Transportation to rural areas need to be strengthened, a significant amount of business is lost

because of this.

At time it has been seen that the delivery commitments an the side of the company is not
prompt, this creates a bad name and again business is lost

On interviewing Dealers/Retailers the most important thing they said was about the price
flexibility, they want that the company should give them the price flexibility to play in the market.
(As the company has outlined that the price offered by the company should only be offered to
the customer, it should not increased to the customer, it should not be increased or decreased).

61
The Brand Name Lafarge is quite difficult to be pronounced and remember, so it should be made

short and easy for the rural masses to remember like (L&T).
 CONCLUSION

To attain the objective of the project detailed information was collected from the market of
Bhubaneshwar. The market research has revealed many facts and figures about the cement
scenario in the market prevailing.

In the market, Lafarge cement is well known brand of cement. This is the result of the good
quality of the Lafarge cement along with their effective marketing efforts, which covers the whole
market customers of Lafarge cement are highly satisfied with the use of it, as they do not face
any problem after using it.

There are seven major players in the market but the major completion is between the two brands
of cement. But because of good marketing efforts, Lafarge cement is able to grasp some share of
various other brands

The market survey undertaken shows that effective marketing efforts play a vital role in creating
the goodwill for the brand. The distribution channel of cement industry must be well designed
and made effective this ensures timely availability of cement to customers.

62
Good marketing creates good image i.e. brand building. Even through often Lafarge take over the
Tata cement and place its brand as Lafarge cement in the market , but still it has not shown any
decline in its status. Lafarge still cherishes the good will created by Tata cement in the market.
 BIBLIOGRAPHY

BOOKS

1. Research Methodology: C.K. Kothari

Wishwa Prakashan Darayaganj

New Delhi

2nd Edition-1995

2. Marketing Management: Philip Kotler

Prentice- hall of India Pvt. Ltd.

New Delhi-110001

8th Edition -1995

63
WEBSITE

1. www.lafarge-cement.co.in
2. www.google.com

3. www.ibef.org

4. www.msn.com

5. www.indianexpress.com
 ANNEXTURE

QUESTIONNAIRE

1. Which brand do you prefer most?

Lafarge Konark Ambuja Century Ramco Acc Ultratech Duncan Grasim

2. Which brand do you store?

Lafarge Konark Ambuja Century Ramco Acc Ultratech Duncan Grasim

3. Give reasons for your preference?

_______________________________________________________________________________

4. Which brand does your customer prefer?

Lafarge Konark Ambuja Century Ramco Acc Ultratech Duncan Grasim

5. What is the Avg. monthly sale of different brands of

cement? 65
 Co. Lafarge Konark Ambuja Century Ramco Acc Ultratech Duncan Rasim Tones/bags

6. Give names of the stockiest for your preference?

7. Rank the companies stockiest on the basis frequency of making personal visits & ph calls.

Co. Lafarge Konark Ambuja Century Ramco Acc Ultratech Duncan rasim

Ranks

8. Which Companies stockiest inform you about the change in the market price
faster?

Lafarge Konark Ambuja Century Ramco Acc Ultratech Duncan Grasim

9. How much credit in days do you enjoy from the stockiest of following companies?

Co. Lafarge Konark Ambuja Century Ramco Acc Ultratech Duncan rasim

No. of bags/days

10. Maximum profit you get out of selling various brands rank them?

Co. Lafarge Konark Ambuja Century Ramco Acc Ultratech Duncan rasim

Ranks

11. Rank sales promotion activities according to their effectiveness?

Activities Rank

Shop Naka & Manson Meet

Gifts

Incentives

Hoardings

Others

12. Give your preference for the following type of Gifts/incentives.

Share Tour Gold White gold Cheque Others

13. Give your raking to the cement companies in

their Sales promotion activities

66
 Company Rank

Lafarge

Konark

Ultratech

Acc

Ambuja

Century

Grasim

Duncan

14. What is the general price gap (BP-RP) between the following companies?

Lafarge Konark Ambuja Century Ramco Acc Ultratech Duncan Grasim

15. Rank the companies on the basis of their transportation facilities?

Company Rank

Lafarge

Konark

Ultratech

Acc

Ambuja

Century
Grasim

Duncan

16. Rank the companies on the basis of their cement delivery time?

Company Rank

Lafarge

Konark

Ultratech

Acc

Ambuja

Century

Grasim

Duncan

17. Rank the companies which are the best delivery time?

Company Rank

Lafarge

Konark

67
Ultratech

Acc

Ambuja

Century

Grasim

Duncan

18. What kind of problem you generally face with the transport?

19. Rank the companies on the basis of the response to customer complaints.

Company Rank

Lafarge

Konark

Ultratech

Acc

Ambuja

Century

Grasim

Duncan

20. Rank the company on the basis of their Marketing Representative’s frequency of visit.
Company Rank

Lafarge

Konark

Ultratech

Acc

Ambuja

Century

Grasim

Duncan

21. Rank the company on the basis of their Marketing Representative’s accessibility.

Company Rank

Lafarge

Konark

Ultratech

Acc

Ambuja

Century

Grasim

68

Duncan

22. Rank the company on the basis of their Marketing Representative’s art of making
and maintaining the relationship.
 Co. Lafarge Konark Ambuja Century Ramco Acc Ultratech Duncan rasimRanks

23. Any suggestion you would like to make for the company?
69