A PROJECT ON

ANALYSIS OF PRODUCT PORTFOLIO

OF

ATLAS COPCO

By

Dhanesh R Mishra

Enrol. No: 12BSPHH010291

2012-2014

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A REPORT ON

ANALYSIS OF PRODUCT PORTFOLIO

OF ATLAS COPCO

By

Dhanesh R Mishra

Enrol. No. 12BSPHH010291

A report submitted in partial fulfillment of the requirements of

MBA Program of IBS Hyderabad

Under Guidance of

PROF : SURIJIT KUMAR

IBS HYDERABAD

IBS, HYDERABAD

2012-2014

Date of Submission:

6/9/2013

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AUTHORISATION

This is to certify that Dhanesh R Mishra, Enrol No. 12BSPHH010291 is a bonafide student of

MBA Programme studying in this institution.

He has prepared and submitted a project titled, “Analysis of Product Portfolio of

ATLAS COPCO ” in partial fulfilment for the requirement of MBA Programme of IBS

Hyderabad, for the academic year 2012 – 14.

Place: Hyderabad Faculty Guide:

Date:25th May Prof . Surijit Kumar

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ACKNOWLEDGEMENT

“Too often we are so preoccupied with destination, we forget the guiding light”

-Anonymous

The satiation and euphoria that accompany the successful completion of the project would be

incomplete without mentioning the name of people who made it possible.

I would like to take the opportunity to thank and express my deep sense of gratitude to my

company guide Mr Ajit Kumar, Marketing Manager-Portable Energy for giving me this

wonderful opportunity to work with Atlas Copco (India) Ltd and to gain valuable learning

experience from it.

I am greatly indebted to my faculty guide Prof. Surijit Kumart for providing me continuous

guidance, insights and encouragement which acted as a source of support for me during this

entire period and as well as the option of choosing company for this project.

I would also like to thank my mentor cum buddy Mr Nilesh Kothari,Territory Manager

(Ahmedabad) for his valuable contribution and guidance throughout this project. Also would

like to thank Mr. Vinay Jain, Business Line Manager- Portable Energy and Mr. Amit

Tiwari, Regional Manager (Western) who all in spite of their busy schedule has co-operated

with me continuously and indeed, their valuable assistance have been certainly indispensible for

my project work.

Last but not the least I owe my whole hearted thanks and appreciation to all the colleagues,

friends and family for their cooperation during the course of my project.

I hope that I can build upon the experience and knowledge that I have gained and make a

valuable contribution towards this industry in coming future.

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1) INTRODUCTION

1.1. Company’s Background:

Atlas Copco is a Swedish industrial company that was founded in 1873.It manufactures industrial tooling and equipment.

The Atlas Copco Group is a global industrial group of companies headquartered in Stockholm, Sweden. Revenues for 2010 totaled 69.88 billion SEK. The Group employs more than 35,000 people. The company manufactures products on 68 production sites in 20 countries. As of 2010, China is the company's largest single market. At the end of June 2010 the company was placed 402nd in the Financial Times Global 500 ranking of companies by market capitalization. The firm's shares are listed on the OMX Stockholm exchange and both 'A' and 'B' classes form part of the benchmarkOMXS30 index.

Atlas Copco companies manufacture industrial tools, air compressors in which it is the world's leading producer, construction and mining equipment such as rock drills, assembly systems, and offer related service and equipment rental. The products are sold and rented under different brands through a worldwide sales and service network reaching 150 countries, half of which are served by wholly or partly owned sales companies. The Group operates through a number of divisions within four business areas; Compressor Technique, Construction Technique, Rock Excavation and Mining Technique, and Industrial Technique. Recently they have bifurcated one more division that is portable energy division.

It has a state-of-the-art manufacturing facilities today at Pune, Nashik and Hyderabad, the company has a  national presence with over 2 500 highly skilled employees in 22 offices across India. Manufacturing plants in Pune and Nasik are ISO 9001 and ISO 14001 certified. In addition, the company has two engineering competency centers for compressors and construction and mining equipment. 

Atlas Copco (India) Ltd provides its customers with the solutions they need to enhance productivity and achieve their manufacturing goals. Atlas copco’s vision is not only to be, but also remain First in Mind—First in Choice of their stakeholders.

Atlas copco has not only grown organically by coming up with innovative solution for their customer , but inorganically also by acquiring some well known companies and has nurtured synergies to provide maximum benefits to the stakeholders.

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1.2. PRODUCTS

Compressors and generators Construction and mining Industrial tools

Piston compressors Demolition equipment Air assembly tools

Rotary screw compressors Rock drills Electrical assembly tools

Air treatment and gas purification equiqment

Blast hole drilling rigs Quality integrated fastening

Generators Rotary blasthole drill rigs Fixtured applications

Process gas compressors & Turboexpanders

Exploration drilling equipment Quality assurance in tightening

Rental equipment & services Rock drilling tools Drills

Oil-free tooth and scroll compressors Underground vehicles Grinders

Oil-free blowers Ground engineering Percussive tools

Oil-free centrifugal compressors Raiseboring Equipment Hoist and trolleys

Rock reinforcement & bolting Air motors

Water well, gas, coal bed methane Airline accessories

Road construction equipment

The table above give you the complete picture of the company’s product Portfolio , but in this project we will specifically dealing with the company’s portable energy division product portfolio and will compare

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it with the competitors so that we get complete idea how well company is managing its portfolio or there is a gap involved in that. For comprehension, let us see what all company’s portable division is offering in comparision to competitors product portfolio. Let us firstly understand what portable energy means. The product in this division’s portfolio consist of the equipment which can be transferred from one site to other various application like in constuction and mining, agriculture, hospitality industry. The new Portable Energy division focuses on five “pillars”, each one relating to a product group: Air (on-site compressors), Power (on-site generators), Light (on-site light towers), Water (on-site pumps), and Used Equipment. The first two pillars, Air and Power, relate to products that the Portable Air Division has supplied for some years. Compressors were the main focus when the division was started 21 years ago and, during the past two years, the Portable Air Division has intensified its focus on on-site generators. These products are now seen as part of its core business (Atlas Copco began supplying generators in 1986). 

During 2010 the division added the third and fourth pillars, Light and Water. This was the result of special focus placed on the light tower business and the addition of pumps to the product portfolio in September (the WEDA submersible pump line was transferred from the Construction Tools Division to the Portable Air Division). Newly appointed Business Development Manager Sam Waes is developing the fifth pillar, Used Equipment.

Atlas Copco’s Portable Energy Division Product :

1) Air (on-site compressors)2) Power (on-site generators)3) Light (on-site light towers)4) Water (on-site pumps)

Competitors in Portable Energy Category:

1) Onsite Air compressor.

- Elgi, IR-Dooshan,CP, Kirloskar

2) Onsite Generators.

- Kirloskar,cummins and others

3) Onsite Pumps

- Mody,kirloskar,Lubi, Grundfos, crompton greaves,Local make pump,Flygt, CRI

4) Onsite Light towers.

- Aska,Sigma,Terex,Paikene,Atlas

As we can see there are four product category, water has been recently added because atlas copco saw that their competitor were offering this onsite pump along with their onsite compressor and generator.So, Atlas copco saw the opportunity in launching the water category product i.e Submersible dewatering pump, for this they choose the path of inorganic growth by acquiring german company called WEDA.

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Hence this Pump was given brand name as WEDA Pump. That’s where me as product manager and researcher was deployed to carried out primary research by visiting and interviewin the customers in construction and mining segment as well as other segment to check the potential of the market. I have already mention the methodology by which I gathered the data so it would redundant to show the data collected in this project . So, I Would showing what were the findings and how we will formulate the strategies and will implement it and as already mentioned in my objective about proposed budget I will try to give the tentive budget for the launch of this product. We will be dealing mainly with the company’s portable energy division’s water category and will see what is product portfolio of Atlas copco vis-vis competitor in submersible dewatering pump. Before going into the analysis part we will see what is submersible dewatering pump and for what purpose it is applied to enhance the productivity.We will also see how the pump industry is and what are its characteristic. Above comparision of product category shows that atlas copco having one umbrealla brand is holding many brands under it and following the multibranding strategy.

1.3. Description about the product:

Pump is a device that moves fluid or sometimes slurries by mechanical action. Pumps operate via many energy sources including manual operation, electricity, engines and wind power. There are various types of mainly classified as centrifugal and positive displacement pump. Pumps are the vital elements in an enormous range of fluid handling applications & range from small household pumps to immense units utilized in the water, mining and energy industries. Pump performance requirements and duties vary considerably in terms of material of construction, wide range of temperature, pressure, viscosity, density etc. Pumps are employed in almost all the industries. WEDA pump line is a complete range of submersible drainage pumps. WEDA pump was founded in 1920-30 in Sodertalje, Sweden by Mr. Wilhelm Dan Bergman. In 2008 Atlas Copco becomes new owner of WEDA pump. WEDA pumps were doing decent business in Indian market till 2010. But due to some technical issues company had stopped manufacturing WEDA pumps. Now it is re-launched in the market with improved technical specifications. WEDA pump is in search of new and potential market. WEDA pump has to differentiate itself from the market leaders and competitors.

2) OBJECTIVES

1) Company’s product portfolio & comparision of it with that of competitors.Identify gaps if any

2) If any gap in product class/category exist, develop a new product strategy plan .

3) Discussion of its launch strategy in India, with suitable brand name and propose a launch budget

plan with justification.

3) INDUSTRY ANALYSIS

3.1. History of Pump Industry:

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Man has been using pumps of some type for 4000 years, which makes 50 years a very

short time in the history of pumping. Indeed, looking back at the most significant developments

in technology, the last fifty years seem relatively insignificant. By 1959, all the major pump

designs had been introduced and mostly developed into commercial products. Pump industry

came into existence when Egyptians invented shadow of in 200 BC. We stopped then at 1999,

but here we bring the story right up to date with some of the main industry events of recent

times. .Originally used in Europe, submersible wastewater, foul water, surface water and sewage

pumps first were seen in the United States in the mid-1950s. India has been a traditional

producer of pumps with a seven decade history. However, it is only with the recent globalization

that the country is marking and increasing its presence in the world pump market.

3.2. Growth drivers of pump development

Industrial Revolution: Pump industry had been fuelled by the massive demands of the

industrial revolution that built our modern society.

Post World War II Expansion: In order to satisfy the pent-up demand that had gone

unfulfilled in war years. Here the emphasis was on large, multistage electric utility boiler

feed water pumps & oil-field injection & pipeline pumps.

Energy Crisis: Energy crisis all over world led to lot of research & development work

for developing energy efficient pumps & systems.

Environmental Challenges: Curbing emissions was the paramount concern. This

influence has led to better sealing of pumps including seal less, magnetically coupled

chemical pumps. The ultimate product in this regard could be ‘integral motor pump’.

Globalization: The fluid engineering & other technical challenges are assumed to be

solvable by the MNC who emphasize quality, productivity & faster delivery of the

product in order to battle global market share. The apparently mature pump product has a

lot of room for improvement. The technical improvements will continue to be necessary

to maintain global competitiveness.

These are the factor which will affect the growth trend which is forecasted in term of Rupee

crores is given below.

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FY12 FY13 FY14 FY15 FY160

2000

4000

6000

8000

10000

12000

14000

16000

Revenue Forecast for the Indian Pump Industry(FY11 to FY16, Rs Cr)

Rs Cr

3.3. Structure of Pump Industry:

Fragmented market

> 450 manufacturers operating in India. Around 72 players are in the organised sector

Unorganised sector accounts for 30% of aggregate production

State-of-the-art manufacturing facilities and well established R&D centres equipped with

computer aided design and application software

Technologies available:

European - KSB, Sulzer, Weir, Alsthom, Stork, Godiva, Pleuger, ABS, Denver  Orion,

etc.

Others - Worthington Dresser, Ingersoll Rand, Goulds, Durco, Ebara, Asia LMI,

Warman,etc.

Export to nearly 60 countries. However, presence in the global market insignificant .

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Imports negligible- only as systems. Customs duty - 25%, Additional duty - 10%,

Special additional duty - 4%. In that case if there is a currency fluctuation the imported

product price will increase ,which will lead to high cost of manufacturing . Below the

trend of currency fluctuation is shown.

1 2 3 4 5 6 7 8 9 10 11 12 13 140

10

20

30

40

50

60

70

80

Currency fluctuation

USD ($)/RupeesEuro /Rupees

years

Rupe

es

As we can see from the graph fluctuation of USD and EURO with respect Rupees will

increase the cost of the imported products and Atlas Copco being one of it, has to be

aware of this fluctuation to take benefits and precaution in terms of pricing of the

product.

Organised sector manufacturers focussing on the industrial sector as process industry

requires specialised pumps which are technology intensive.

This sector has very few large players. Some major players - Kirloskar Brothers Ltd.

(KBL - Rs. 340 crs.), KSB Pumps (Rs. 203 crs.), Bharat Heavy Electricals Ltd. (Rs. 90

crs.), Sulzer, Philips

Small scale players mainly restricted to the agricultural sector - water handling pumps;

located mainly in Rajkot, Coimbatore.

Most manufacturers have ISO 9001 certification

Segmentation of the Pump industry:

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39%

31%

18%

12%

Single stage radial Submersible Multistage Radial Axial & Mixed

3.4. Growth Prospect of the industry :

As per the latest reports available, the global market for pumps will increase form US$ 21.5

billion in 2005 to US$ 28.3 billion in 2015, with an average compounded annual growth rate of

2.8 percent. The Indian pump industry is poised to register a faster growth rate than global

average. The industry is set to grow at approximately increasing its share of global market form

US$ 0.625 billion in 200, 2.9 percent of global market share to US$ 1.25 billion in 2015, 4.4

percent of global market share.

According to industry estimates, India produces 1.2 million pumps of various kinds. There are

around 800 large, medium and small units producing pump for sectors from agriculture to

nuclear power generation. Indian pump manufacturers are able to meet most of the domestic

market demand. Exports have registered an 11 percent growth in the last two years.

India has today become a reliable, technically competent, competitive, and enterprising

outsourcing option for many western pump manufacturers who will continue to buy more low-

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cost pump parts, or sell 'private-label' complimentary pumps of other manufacturers, instead

manufacturing their own. The growth story has emerged through technical collaborations and

joint ventures that Indian companies have had with multinational majors. Technical know-how

of global standard has thus been well absorbed. Announcement of 1 trillion dollar investment in

the infrastructure by the twelfth five year plan would be the key growth driver for the industry.

The compound annual growth rate for pumps in this sector is forecast at just over 18 percent,

based on the growth trends indicated for the country as well as the industry. The pump industry’s

growth trend with respect to GDP growth rate is given below.

GDP vs Indian Pump Industry Growth Trend:

1 2 3 4 5 6 7 8 9 10 11 12 130

50

100

150

200

250

300

350

GDP Industry Growth rate

Years

Gro

wth

4) Competitive Analysis

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4.1. Competitive (Pyramid) Analysis:

High Quality High Price

Low Quality Low Price

L1: Atlas Copco, Flygte, Grundfos

L2: Lubi, Crompton Greaves, Kirloskar, Mody

L3: Usha, Aquatek- Texmo, Shriram

L4: China, Local

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L4

L3

L2

L1

22%

18%

16%14%

5%

5%

4% 4%3%2%2% 2%1%

Submersible Pump Populationsunrise(Proto Pump)LubiRajkot pumpModykirloskarGrundfosCrompton greavesFlygtCRIsiemenSabarVarunaChinese company (SU,zinzau)

CompanyNo of units

Market Share

Approximate Capacity (H.P)

sunrise(Proto Pump) 47 22.38 15 to 25

Lubi 37 17.62 7.5 to 30

Rajkot pump 34 16.19 5 to 20

Mody 30 14.29 10 to 30

kirloskar 11 5.24 5 to 10

Grundfos 10 4.76 10 to 20

Crompton greaves 9 4.29 5 to 20

Flygt 9 4.29 20 to 30

CRI 7 3.33 30 to 40

siemen 5 2.38

Sabar 4 1.90 20

Varuna 4 1.90 15 to 30

Chinese company (SU,zinzau) 3 1.43 10 to 40

Total 210

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4.2. SWOT ANALYSIS:

Company and competitor Swot analysis

SWOT Analysis Atlas Copco Grundfos Flygt (ITT) Kirloskar Lubi

Strengths

High quality product

High quality product

Strong brand equity

Huge market share in India

Strong distribution network

Good brand equity

Strong financial position

Market share leadership Global reach

Reasonable price

Effective and efficient sales force

Extensive product offering

Cost advantage

Robust financial resources available

Different range of products are given to different dealers

Global presence in 150 countries

Presence in 45 countries through 82 companies

Global presence

Reasonable and affordable pricing

Global presence in 66 countries

Good reputation in market place

Number of employees is 16000

Rich legacy of many years

Product innovation and strong designing skill

Customer loyalty

Good Acquistions Supply chain

Weakness

High spare parts cost

Overdependance in European market

Product portfolio is not diversified

No product innovation

Low in quality

Lead time is high Product callback

Lacking behind in technology

Inconsistency in appearance

No product innovation

No trade off between price and quality

No product innovation

Weakness in core expertise in prevention maintenance

Frequent maintenance

Known only for compressors

Range of products are less

Low designing

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skills

Opportunities

Expansion of portfolio in different emerging market

Opportunity in emerging market Acquisitions

Can capitalise in upswing market demand

Extension of product portfolio

Strengthening of Sales and distribution network Expansion plan

Financial market (Raise in money through debt)

Global reach could be used

Product innovation

Growing GDP is an opportunity Innovation

Product innovation

Emerging market

Government initiative

Online use of promotion

Continuous increase in rural demand

Threats

Brand cannibilization due to multibranding

Intense Competition

Intense competition

Substitute product

Local (Gujarat made) and other chinese companies

Bad economyRising man power cost

Cheaper technology Bad economy

Unorganised sector

Volatility of raw material prices

Rising raw material cost

Economic slowdown

Government regulation

Extensive govt and environmental laws

Increasing interest rates

4.3. WEDA Pump Swot Analysis

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SWOT Analysis WEDA PUMP

Strengths

Easy to useMinimum DowntimeUnique sealing SystemModular DesignLow operating cost due to more power margin

Aluminium Zinc Coated body for corrosion resistanceLimit switch & internal temperature sensitive coil

Weakness

Price is highLead time is high because it is importedCustomer Awarenes about Weda pump is lessDominating Atlas Copco’s Brand

Opportunities

Government investments in infrastructure plans to be of 1 trillion DollarNewer market Segments

Eg : Fire brigade, Fish Farm, Industrial applications, Hotel industry are not explored.Continuous increase in rural demand

Threats

Brand annibalization due to multibrandingBad economyVolatility of raw material pricesFluctuation in CurrencyIncreasing interest rates

4.4. Segmentation of Dewatering Pump Market:

Estimated by Market by segment

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42%

55%

3%

Chart TitleConstruction Mining General industry

Construction Segment :

Road Construction

Commercial Building Construction

Canal & Tunnel Construction

Dams & Bridge Construction

Mining Segmnet :

Quarry Mining

Lignite Mining

General Industry:

Hospitality industry

Fish farm

Industrial Segment

4.5. Comparative Analysis:

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Company Head

Discharge Connection (upto)

Capacity (H.P) upto Price Place Promotion

Atlas Copco 85 10" 90

75 K - 15 lacs

Dealers & company sale force Nil

Kirloskar 64 4" 15 23-50 K

Dealers & company sale force

Print media, online & advertisement

Grundfos 40 10" 5020 K - 20 lacs

Dealers & company sale force Print media

Mody 80 6" 50 15k - 6 lacs

Dealers & company sale force

Word of mouth & print media

Flygt 230 10" 140 upto 20 lacs Dealers Online

Lubi 76 5" 30 upto 65 K Dealers

Word of mouth & print media

Mather & Platt 250 10" 175 upto 6 lacs Dealers

Online, sponsorship & word of mouth

Company Head(mt)Flowrate (l/m)

Discharge connection

Capacity (H.P) Price(rs)

Channels (place ) Promotion

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Atlas Copco(weda 60) 15 1900 3'' 10 460000

Dealers & company sale force Nil

Grundfos 15 1500 3'' 10 520000

Dealers & company sale force Print media

Flygt 15 1300 3'' 10 410000 Dealers Online

Lubi 15 1900 3'' 10 45000 Dealers

Word of mouth & print media

Mody 15 1200 3'' 10 40000

Dealers & company sale force

Word of mouth & print media

Kirloskar 15 1300 3'' 10 40000

Dealers & company sale force

Print media, online & advertisement

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Company Head(mt)Flowrate (l/m)

Discharge connection

Capacity (H.P) Price(rs)

Channels (place ) Promotion

Atlas Copco(weda 70) 60 500 4'' 20 769212

Dealers & company sale force Nil

Grundfos 60 600 4'' 20 820000

Dealers & company sale force Print media

Flygt 60 400 4'' 20 690000 Dealers Online

Lubi 60 550 4'' 20 55000 DealersWord of mouth & print media

Mody 60 250 4'' 20 50000

Dealers & company sale force

Word of mouth & print media

Kirloskar 60 500 4'' 20 45000

Dealers & company sale force

Print media, online & advertisement

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Company Head(mt)Flowrate (l/m)

Discharge connection

Capacity (H.P) Price

Channels (place ) Promotion

Atlas Copco(weda 80) 80 500 4'' 30 986000

Dealers & company sale force Nil

Grundfos 80 550 4'' 30 1020000

Dealers & company sale force Print media

Flygt 80 410 4'' 30 900000 Dealers Online

Lubi 80 480 4'' 30 65000 Dealers

Word of mouth & print media

Mody 80 330 4'' 30 55000

Dealers & company sale force

Word of mouth & print media

5) New Product launch process overview:

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Idea Generation : Idea about submersible dewatering pump being used by various customers was generated by the dedicated salesforce of atlas copco.

Idea Screening : Internally by top level management. Concept testing : Then saleforces developed the engineering details by us from a survey

which saw the acceptance and application of this product in the market. Business analysis : cost & demand estimation was done and was found that there is

enough possibility for this product to sell in the market ,being a capital intensive good it had a demand of 1200 units a year which accounts for around 100 crores market annually.

Market testing : company has given some of the product to loyal customer of its air compressor and checked that the feedback is favourable.

Technical plan and implementation : At this stage , company made very strong decision of acquiring WEDA a german company which was into manufacturing of submersible dewatering pump and led the path of inorganic growth.

Commercialization : Product has been launched in the eastern belt of india first because the demand for this product is more there because of the mines.

Product Pricing : premium pricing is followed by the company which is in terms hindrance for the selling for this pump, but if the benefits derived from this product seen is much more in terms operating cost reduction , hence it is justifiable.

6) STRATEGIES

Indigenising of this submersible dewatering Pump(WEDA PUMP).

Strategy of different dealer –different product portfolio should be implemented.

Atlas Copco should open three new servicing workshop in the nearby location to the user .(Gujarat, Kolkata, Jharkhand)

By dealers feasibility analysis JAY Pump and Nirmal Energy Ltd are the prospective dealers to be acquired.

CRM software should be implemented. So, that readymade data is available to track consumers purchasing patterns

WEDA Pump should be designed for industrial application also .

Demonstration and trial of the pump should be given in some prime location in Gujarat , Kolkata, Jharkhand region.

Make Hybrid pumps which can be driven by diesel as well as on electricity.

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Various promotional practices should be adopted for WEDA Pump like advertisement in yellow pages, the MasterBuilders, Construction world.

Every year there is a meet of Ahmedabad construction association where all the construction companies are present there , hence Atlas Copco should participate in this kind of events.

Eastern belt being price sensitive the product should be pitched against it differentiating factors which is mentioned above in the project.

Comparision of competitors product with Atlas copco shows that we can grab the share showing the cost effectiveness of the product by showing the advanced differentiating features the product has.

Brand Name : Weda Pump.

Target Segment : Eastern and Western geography of india.( construction and mining companies).

Postioning : More for more

Major impetus on Product and Place amongst 4P’s

By place meaning is reach through distributors , we should go by distributor who solely sell only this kind of product.

Product’s potential USP, which can be used for sales pitch

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There is a feature in WEDA pump of adjustable diffuser which can be propose to the customer

due to which customer can benefit by avoiding the repair of the pump, which generally happens

two to three times in a year. This feature allows customer to maintain the gap between diffuser

and impeller which increases due to rubbing of small stone while transferring water from sump,

and hence the gap increase the performance in terms of flow rate decreases. Around 80 percent

of the customer in quarry mining faced this problem

Benefit of the feature

1) Customer can save around 45000rs in repairing in a year.

2) Onsite repairing can be done quickly, hence productivity is not lost.

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7) CONCLUSION

Major Impetus for India’s GDP Growth in the near future is from The infrastructure

sector.

Doubling the investment from 11th five year plan to 1 trillion in 12th Five year plan has

been targeted to increase india’s GDP to 10 % between FY2012 to FY2020.

Gross Domestic state product for Gujarat region is expected to grow at 8% during 2013-

2014 which can be beneficial for the industrial sector.

The industrial sector is expected to grow at 7-8 % a year, while service sector is expected

to grow at 8-9 % a year.

The growth in the pump industry is expected to be 18-20 percent from FY11 to FY16,

hence it would be good opportunity for WEDA pump to take off in the market.

All the above facts and figures estimate bright market scenario for infrastructure and other

manufacturing sector in India. Out of which the major part of development will be seen in

eastern and western belt of india

Thus it becomes good market Potential to be tapped by Atlas Copco For all the construction and

mining equipment and WEDA Pump has great market in Eastern belt with 500 quarrys mines

and 150 coal mines whereas in the eastern belt around 300 quarry mines & 3 of the GMDC

lignite mines.Mainly Atlas Copco is dealing with Electrically driven pump ,hence in this

segment its major competitor is Grundfos, Flygt, Mody, and Lubi.

Weda Pump has done a business of 46 unit last year in the eastern region and hence there is a

high hope with this analysis to tap Gujarat region market too with its technologically advanced

WEDA line of Pumps.

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8) REFERENCES

9.1. Books & Article Database of the customers provided by the company guide.

Dealers information from Forbes Yellow pages.

Contacts of construction companies dealing with Narmada canal Project were taken out

from Narmada Nigam Office and Roads and Building office from Sachivalaya in

Gandhinagar.

Manufacturing today 2012 article on “Indian Pump Industries “.

9.2. Website www.fyp.in

www.wikipedia.com

www.modypumps.com

www.justdial.com

http://tsmg.com/download/article/Pumping%20up%20demand.pdf

http://www.marketresearch.com/Frost-Sullivan-v383/North-American-Submersible-

Pumps-1831982/

http://www.atlascopco.in/inus/

www.rbi.org

www.moneycontrol.com

www.wikiswot.com

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