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Submitted to PROJECT REPORT
ON
“BRAND IMAGE OF CEMENTINDUSTRY”
PUNJAB TECHNICAL UNIVERSITYJALANDHAR
BY
Bhanu Pratap
Under the guidance of
Mr. Vishal Thakur
SHAHPUR (JALANDHER)
(Academic Year: 2007 – 2009)
ON
S
ubmitted in partial fulfillment of the requirement for the award of
Degree Of
Master of Business Administration (MBA)(2007-2009)
ACCSUBMITTED TO: SUBMITTED BY:
MR. VISHAL THAKUR
MANAGER MARKETING
GAGAL CEMENT WORKS
BARMANA (ACC LTD.)
SESSION (2007-2009)
ACC___________________________
GAGAL CEMENT WORKS
P.O.BARMANA, BILASPUR
HIMACHAL PRADESH
174013
___________________________
THE ASSOCIATED CEMENT CO`S.
LTD.
ACC
_______________________________________________________________
ACKNOWLEDGEMENTUNDERTAKING PREFACESECTION - A INTRODUCTION OF THE SUBJECT REVIEW OF LITERATURE SECTION - B INTRODUCTION OF ACC COMPANY
1) INTRODUCTION2) GEOGRAPHICAL DETAILS3) HISTORY OF INDUSTRY4) CORPORATE PROFILE OF ACC LTD5) ACC FOUNDATION6) ENVIRONMENTAL POLICY OF ACC LTD.7) MISSION & VISION OF ACC LTD8) AWARDS & ACOLODES9) ARTICHETS OF ACC LTD10) ACC MILESTONES 11) CONTRIBUTION TO GOVERNMENT12) MANUFACTURING PROCESS13) MAP KEY14) CEMENT PLANT15) DEPARTMENTATION16) FINANCIAL POSITION OF COMPANY
SECTION - C RESEARCH PROJECT OBJECTIVES OF STUDY RESEARCH METHODOLOGY LIMITATION OF RESEARCHSECTION - D DATA INTERPRETATION & ANALYSIS SECTION - E SUGGESTION CONCLUSIONAPPENDIX Bibliography Questionnaire
ACKNOWLEDGEMENT
I offer my gratitude to those who have spent their precious time, interest
and continued encouragement through the study and for the completion of me
SUMMERE Training in Gagal Cement Works (ACC Ltd.) Distt. Bilaspur
(H.P.).
I would like to thanks Mr. Vishal Thakur (marketing Manger) and
cooperative staff members at Barmana allowing me to undertake training in
their renowed organization and permitting to work on marketing aspect of this
company.
Then I would like to thanks to our project guide Miss. Suman for their
encouragement and support throughout the course of our project.
On the home front, I want to thank all out family members who also
have appreciated the hefty time demands of this project and helped us in a
numerous way.
Bhanu Pratap
UNDERTAKING
I Bhanu Pratap do here by declare that the training report on “Brand
Position” of ACC Cement in H.P. Submitted by me in the partial fulfillment
of M.B.A. (Master of Business Administration).
Data enfectched provided in the report are authentic to the best of my
knowledge. I have not submitted this training report to any other university for
the award of degree.
Bhanu Pratap
M.B.A. (Marketing)
PREFACE
As M.B.A. IInd semester degree require equal attention practical as
well as theoretical aspect of the business, carious problems are to be dealt
within these courses, that is why research programs are there to give deep as
well as thorough knowledge of the subjects. The way to aware the people in
marketing.
I have attempted to live up these requisites while preparing this report.
Industrial training is a part of professional courses. With the help of Industrial
training we can able to understand the work undertaken in a company.
During my project work I observed all the aspects of cement and
gathered all the necessary information regarding it. I was given thorough
knowledge about each and every aspect of the company.
My project entitled “Brand position” (A comparative study of ACC
Cement with other cements) sincere effort has been made to bring about the
lucid facts it is hoped that this report meets the given expectation and various
requirements of the research.
the first phase company profile of ACC Ltd. After that a market research us
performed with a sample size of 100 people. The research study was limited to some
Distt. Of Himachal Pradesh, here in my survey. I have contacted the respondents through
personal interviews In only. In the last phase of the report suggestions and
conclusions have been drawn.
BRAND-POSTIONIONING
When a new brand appears in the market, the consumer gets acquainted
with it and starts collecting information about it. On the basis of this
information the consumer creates an opinion of the brand and establishes a
brand image. For a stable market position of a brand, consumer awareness of
the new brand on the market is not sufficient. The consumer must prefer a
brand and have a positive assessment of it as well as considering it in its
purchasing decisions. The target position means deciding on the target image
of a brand and how the consumers should compare it to other competitive
brands.
Not every brand is our competition! All trade marks on the market
within trade groups could be classified according to the consumers (un)-
awareness and assessment as shown in the picture below:
If a brand is familiar to the consumer it does not mean that it is also a
possible alternative for the consumer's choices. To some (recognized) brands
the consumer may have a negative reaction and therefore have no intention of
using them. The consumer is also familiar with neutral brands, which are
unimportant to him, or about which he does not have the sufficient
information to consider purchasing them.
What do the results of brand positioning research show?
The market position of a brand shows where a specific brand is located.
It also shows the relationship to competitive brands. We can determine the
market position of a brand on the basis of the answers to the following four
questions:
Why (which benefits and advantages does the new brand bring to the
consumer)
When (determining the opportunities for which the brand is most
suitable)
For whom (it is about the determination of the consumer of a brand or
target group)
How do we research the market position of a brand?
It is optimal for a company to first decide on the method of conducting
the brand image research, with which the company can investigate the key
values and dimensions of the brand. When a company is thoroughly
acquainted with its brand and its image in the market it is sensible to focus on
more competitive brands and to compare these brands to theirs. It is important
to find out how consumers categorize brands within a specific trade group and
how they focus on the most competitive ones.
The market position of a brand is measured using the quantitative
methods of research, which are based on the results of qualitative work. That
is how quantitative phase research uses the image dimensions and positions,
which are of major importance to the specific brand and trade group
How are the results displayed?
The results of measuring the brand positioning can be displayed in a
profile perception of a brand form or using perceptive maps.
The most sensible thing is to compare the results with competitative
brands and/or throughout time. A company can therefore continuously follow
the (un)-stable market position of its brand, measure the market
communication action influence on the market position and find out in which
areas further actions should be directed to
Brand-postion of the product is determine with the help of consumer buying
process.Buyinging Behavior is the decision processes and acts of people
involved in buying and using products. One needs to understand:
Why consumers make the purchases that they make?
What factors influence consumer purchases?
The changing factors in our society.
Consumer Buying Behavior refers to the buying behavior of the ultimate
consumer. A firm needs to analyze buying behavior for:
Buyer’s reactions to a firms marketing strategy has a great impact on
the firm’s success.
The marketing concept stresses that a firm should create a Marketing
Mix (MM) that satisfies (gives utility to) customers, therefore need to analyze
the what, where, when and how consumers buy.
Marketers can better predict how consumers will respond to marketing
strategies.
Stages of the Consumer Buying Process:
Actual purchasing is only one stage of the process. Not all decision processes
lead to a purchase. All consumer decisions do not always include all 6 stages,
determined by the degree of complexity... The 6 stages are:
a) Problem/Need Recognition - How do you decide you want to buy a
particular product or service?
b) Information search - Consumer often goes on some form of information
search to help them through their purchase decision. Sources of information
could be family, friends, neighbors who may have the product you have in
mind, and alternatively you may ask the sales people, or dealers, or read
specialist magazines like What cement?
c) Evaluation of different purchase options - So what CEMENT do we
purchase? Shall it be ACC,AMBUJA or BIRLA-PLUS? Consumers allocate
attribute factors to certain products, almost like a point scoring system which
they work out in their mind over which brand to purchase. This means that
consumers know what features from the rivals will benefit them and they
attach different degrees of importance to each attribute. For example in
Ambuja grading is more and curing is less in Acc. Consumers usually have
some sort of brand preference with companies as they may have had a good
history with a particular brand or their friends may have had a reliable history
with one, but if the decision falls between the Acc and Ambuja then which
one shall it be?
d) Purchase decision - Through the evaluation process discussed above
consumers will reach their final purchase decision and they reach the final
process of going through the purchase action e.g. The process of going to the
retailer to buy the product, which for some consumers can be as just as
rewarding as actually purchasing the product. Purchase of the product can
either be through the retailer,wholesalier and direct from lndustries. e) Post Purchase Behavior - Ever have doubts about the product after you
purchased it? This simply is post purchase behavior and research shows that it
is a common trait amongst purchasers of products. Manufacturers of products
clearly want recent consumers to feel proud of their purchase; it is therefore
just as important for manufacturers to advertise for the sake of their recent
purchaser so consumers feel comfortable that they own a product from a
strong and reputable organization. This limits post purchase behavior i.e. you
feel reassured that you own the latest advertised product.
Types of buying behavior
There are four typical types of buying behavior based on the type of products
that intends to be purchased. Complex buying behavior is where the
individual purchases a high value brand and seeks a lot of information before
the purchase is made. Habitual buying behavior is where the individual buys a
product out of habit e.g. a daily newspaper, sugar or salt. Variety seeking
buying behavior is where the individual likes to shop around and experiment
with different products. So an individual may shop around for different
breakfast cereals because he/she wants variety in the mornings! Dissonance
reducing buying behavior is when buyer is highly involved with the purchase
of the product, because the purchase is expensive or infrequent. There is little
difference between existing brands an example would be buying a diamond
ring, there is perceived little difference between existing diamond brand
manufacturers.
Factors that affect the Consumer Buying Decision Process
A consumer, making a purchase decision will be affected by the following
three factors:
Personal
Psychological
Social
Personal factors - Unique to a particular person. Demographic Factors: Sex,
Race, Age. Who in the family is responsible for the decision making? Young
people purchase things for different reasons than older people.
Psychological factors - Psychological factors include:
i) Motives - A motive is an internal energizing force that orients a person's
activities toward satisfying a need or achieving a goal. Actions are effected by
a set of motives, not just one. If marketers can identify motives then they can
better develop a marketing mix.
ii) Perception - What do you see?? Perception is the process of selecting,
organizing and interpreting information inputs to produce meaning. IE we
chose what info we pay attention to, organize it and interpret it. Information
inputs are the sensations received through sight, taste, hearing, smell and
touch.
iii) Ability and Knowledge - Need to understand individual’s capacity to
learn. Learning, changes in a person's behavior caused by information and
experience. Therefore to change consumers' behavior about your product,
need to give them new information re: product...free sample etc. When
making buying decisions, buyers must process information. Knowledge is the
familiarity with the product and expertise. Inexperience buyers often use
prices as an indicator of quality more than those who have knowledge of a
product. Learning is the process through which a relatively permanent change
in behavior results from the consequences of past behavior.
iv) Attitudes - Knowledge and positive and negative feelings about an object
or activity-maybe tangible or intangible, living or non- living.....Drive
perceptions. Individual learns attitudes through experience and interaction
with other people. Consumer attitudes toward a firm and its products greatly
influence the success or failure of the firm's marketing strategy.
v) Personality - All the internal traits and behaviors that make a person
unique, uniqueness arrives from a person's heredity and personal experience.
Examples include Work holism, Compulsiveness, Self confidence,
Friendliness, adaptability, ambitiousness, dogmatism, authoritarianism,
introversion, extroversion, aggressiveness, competitiveness. Traits affect the
way people behave. Marketers try to match the store image to the perceived
image of their customers.
vi)Lifestyles - Recent US trends in lifestyles are a shift towards personal
independence and individualism and a preference for a healthy, natural
lifestyle. Lifestyles are the consistent patterns people follow in their lives.
Social Factors - Consumer wants, learning, motives etc. are influenced by
opinion leaders, person's family, reference groups, social class and culture.
i) Opinion leaders - Marketers try to attract opinion leaders...they
actually use (pay) spokespeople to market their products. Michael
Jordon (Nike, McDonalds, Gatorade etc.)
ii) Roles and Family Influences - Role...things you should do based on
the expectations of you from your position within a group. People have
many roles: husband, father, employer and employee etc. Individuals
role are continuing to change therefore marketers must continue to
update information. Family is the most basic group a person belongs to.
Marketers must understand: that many family decisions are made by the
family unit
iii) Reference Groups - Individual identifies with the group to the
extent that he takes on many of the values, attitudes or behaviors of the
group members. These include families, friends, civic and professional
organizations. The degree to which a reference group will affect a
purchase decision depends on an individual’s susceptibility to reference
group influence and the strength of his/her involvement with the group.
iv) Social Class - It refers to an open group of individuals who have
similar social rank. Social class influences many aspects of our lives.
Social class determines to some extent, the types, quality, and quantity
of products that a person buys or uses. Lower class people tend to stay
close to home when shopping; do not engage in much pre purchase
information gathering.
v) Culture and Sub-culture - Culture refers to the set of values, ideas,
and attitudes that are accepted by a homogenous group of people and
transmitted to the next generation. Culture also determines what is
acceptable with product advertising. Culture determines what people
wear, eat, reside and travel. Cultural values in the US are good health,
education, individualism and freedom.
If a marketer can identify consumer buyer behavior, he or she will be in
a better position to target products and services at them. Buyer behavior is
focused upon the needs of individuals, groups and organizations. It is
important to understand the relevance of human needs to buyer behavior.
Madalena Abreu(2006),studies brand positioning and image
development are important topics for any religious organisation wishing to
provide an effective service to the public. It follows that in a world with
increasing religious options, the position strategy decision and the brand
position statement are essential aspects of a fully responsive religious
organisation. To investigate these issues the author presents the findings of a
study that compared the brand position of a Catholic shrine in Portugal, i.e.
the sanctuary of Fátima, with the image of the shrine as perceived by its
pilgrims. The paper also attempts to offer a definition of religious marketing
and explores some possible antecedents of effective brandpositioning within
this particular field.
John A.Quelch,Bernard Simonion(2007),examine Global nonprofit
brands are the world's new super brands (Wootliff and Deri, 2001). Nonprofit
organizations command unprecedented levels of trust, and nonprofit brand
valuations are on par with major international corporations. Leaders and
managers of nonprofits face new challenges in the stewardship of their brands.
Based on current thinking in nonprofit management and detailed interviews
with close to one hundred executives of ten international nonprofit
organizations, this article draws strategic lessons on brand building and brand
valuation activities of international nonprofits. The multiple roles and
stakeholders that global nonprofit brands must address make nonprofit brand
building complex and challenging. In particular, differences between
advocacy and relief organizations must be explained. Despite the complexity,
international nonprofit organizations may have an advantage over for-profits
in leveraging public trust and brand communication. Advocacy organizations
in particular successfully link brand and cause to good effect. The valuation of
nonprofit brands is a new strategic challenge with significant appeal, but also
significant concerns for international nonprofits. In addition to providing
nonprofit leaders and managers with a better understanding of brandbuilding
activities, imperatives, and best practices in the field, this article outlines the
opportunities and threats associated with the valuation of nonprofit brands.
Jennifer Rowley(2004)This article examines the relationships between
library and information services, database providers, electronic journal
publishers and aggregators, online search services and other intermediaries,
from a branding perspective. It seeks to raise and explore the issue of the
brand perceptions that users build as they undertake a search for citations and
documents, and to report on the approaches that database providers, journal
publishers and aggregators, and other intermediaries adopt in order to
influence those perceptions. Using one academic library web site as a point of
departure, the article investigates the nature and extent of brand webs
presented to users through library and information service web sites, and
analyses the brand messages to which they are exposed. It suggest that explicit
statements of brand meaning are the exception rather than the rule. Libraries,
database providers, publishers and other intermediaries need to work in
partnership towards clearer articulation of individual corporate and industry-
wide brand positioning.
Honkinson P.(2001), Examines the concept of brand orientation in the
charity sector against a background of mounting criticism that charities are
under-using their brands and not managing them properly. From the academic
literature and a series of depth interviews, four key components of brand
orientation were identified which were operationalised into a series of item
statements and tested on charity managers in the Top 500 UK charities. From
an exploratory factor analysis of the data, it seems that brand orientation may
comprise one "general factor" of brand orientation incorporating "brand
understanding", "brand communication" and more substantially, "the strategic
use of brands" and six further factors, three of which comprise different
managerial responsibilities. All but one of these factors correlated
satisfactorily with secondary indicators of brand orientation. The paper
discusses the results and examines the implications for charities
S.M Carter,2006, studies examine, for dominant Australian cigratte
brands ,brand identity, brand positioning ,brand image, brand equity. Cigarette
manufacturers benefit from their competitors’ brand equity as well as their
own. The industry sees Australian smokers as far less brand loyal and strongly
oriented to "low tar". A few predominantly local brands dominate the market,
with variation by state. Successful Australian brands exist in one of three
categories: premium, mainstream, and supervalue. Their brand identity
essence is as follows. Premium: quality. Mainstream: a good humoured "fair
go" for ordinary Australians. Supervalue: value for money. All supervalue
brand identities also include freedom, escape, mildness, an aspirational
attitude, blue tones, and waterside scenes. Brand image and brand identity is
frequently congruent, even when marketing is restricted, and brand image is
generally more positive for a sm. Further research is needed regarding brand
loyalty, low tar, and brand categories. Smokers may respond more positively
to tobacco control messages consistent with the identities of their chosen
brand, and brand-as-organisation elements may assist. Further marketing
restrictions should consider all elements of brand identity, and aim to
undermine brand categories.
oker’s own brand.
Romaniuk,Jenni(2001),studies Brand positioning is a core activity of most
marketing departments. In this paper, the relationship between six different
positions and customer vulnerability is tested over time in the business
financial services market. Two particular attributes relating to fees and
charges and relationship/service were found to have strong relationships with
customer vulnerability, both across brands and over time. This research
suggests that the 'better` brand positions, as defined here, can be common
across brands. Therefore, marketing managers of financial services should
perhaps not be striving for a unique position for the brand, but aim for
distinctiveness in the way the position is communicated. Research techniques
to identify 'better` positions should also not assume that these 'better`
positions will be those that differentiate between brands.Journal of Financial
Services Marketing (.
Chung,King-Choy,JoyC.Y,(2008),examine branding has become the
latest focus in tertiary education to attract international students, little has
been written about the influence of brand message on student’s choice of
education destination in Asian markets. In a review of the literature,
hypotheses are developed and summarised in a hypothetical model which was
validated by questionnaire survey. The result of this study suggests that
effective brand positioning of university is contingent on the type of message
projected, the promotional media used, and the cultural values of potential
student. The results have important implications for marketers of export
education. This paper recommends further research into the influence of
emotion in student’s choice of study destination.
]
INTRODUCTION
Gagal Cement Works implemented & obtained ISO14001 Environment
System, ISO9001:2000 Quality Management System & OHSAS18001
Occupational Health and Safety Management System Certification.
The Gagal Cement Works was set up in the year 1984 with the aim to
serve the market of Himachal Pradesh, Punjab, Uttaranchal, Utter Pradesh
and Jammu & Kashmir. ACC was the first to put up large scale industry
house in a backward area of Himachal Pradesh. Gagal-I unit started with an
annual capacity of 0.56 Million Tones (with one kiln of 1700 TPD). Gagal-II
Unit of 1 Million Tone capacity (with on e kiln of 3300 TPD) was installed in
1994-1995. Today Gagal Cement Works has risen to produce 3.2 million
tones of blended cement and is like to increase to 4.0Million tones in the
current financial year 2005 to 2006. Gagal Cement Works is market leader in
northern region and maintains its market share in all strategic markets. GCW
is the largest cement Unit in this entire Zone. There is four other major
cement manufactures from Hiachal Pradesh, Punjab and Rajasthan who are
his competitors.
ACC cement has very strong brand image, trusted by generation for
consistent and durable cement quality, fair business and practice and long
association with dealers and customer are the principal factor which provide
us competitive advantages over the other brand. ACC unique R&D support
and business policy, differentiate it from its competitors.
GEOGRAPHICAL DETAILSAmong the largest private sector companies, ACC is the only company to set
up a cement plant in 1982 in backward designated area at Barmana, Distt
Bilaspur(HP) and started production with effect from 12th March 1984.
Barmana is 18 kms north to Bilaspur. The National Highway No. 21
connecting Ambala in Haryana and Manali in H.P. passes through Gagal
cement Works and its colony.
The colony is at latitude 31.5-degree north and 77 degree East Longitude.
The total land acquired for the factory, colony and mining area is 2319.10
bighas. Factory covers 365 bighas, the colony covers 345 bighas and the
mining area is about 1633 bighas. The topography of the area around the
works is mountainous. Mean maximum temperature of the area goes upto 45
degree Celsius in the month of June and the minimum temperature upto 3-
degree in the month of December.
The work has generated direct and indirect employment to the scale of
nearly 12000.
Nearby Towns: Bilaspur
Sunder Nagar
Mandi
HISTORY OF CEMENT INDUSTRY
The history of cement industry is the story of civilization from primitive
caves of prehistoric times to the skyscrapers of the modern age. It is said that
the use of cement is from period use of fire Egyptians utilize gypsum plaster
as cementing material as early as 3000 BC in building their monuments.
Material cement has existed the roman empire Joseph Arpdin invited
Portland cement in 1824 after the discovery of hydraulic properties of time,
patented his product which was call Portland cement. Portland stone which is
lime stone quarried on Portland bill in dorsed, England. Modern cement is
outcome of effort of chemist’s technologist and architects.
Cement is binding agent having hydraulic properties, which after
hydration gives the setting properties strengthening concrete. Intergrading,
Clinker, Gypsum, and Pozzolanic material in a proper ratio to get Portland
Pozzolane Cement manufacture cement.
Cement essentially made up of material containing calcium silicon,
aluminum and iron. Limestone, marl and chalk are major source of clay
shale, quartzite, bauxite iron ore provide silicon, aluminum and iron
components.
MAJOR COMPANIES IN THE CEMENT INDUSTRY ARE:- The Associated Cement Companies Ltd.
Birla Group
Larsen and Turbo
J.K. Group
India Cement
Gujrat Ambuja
CORPORATE PROFILE OF ACC Ltd.
ACC is a very fond acronym in India, often assuming synonymy with
Cement. With a annual cement capacity of over 12 million tones, the
company’s operation are spread throughout the country with 12 cement plants,
3 refractories, 12 regional marketing offices, several area offices, and a
dedicated band of people from all corners of India. Thus in industrial
backdrop of India ACC stands for multi-product, multi-unit company.
The companies various businesses are supported by a powerful, in-house
research and technology backup facility-the only one of its kind in the Indian
Cement Industry.
ACC has also extended its services to overseas, to the Middle East,
Africa and South America, where it has provided technical and management
consultancy to a variety of consumers, and also helps in the operational
maintenance of cement plants abroad.
In addition to its modernization and expansion, ACC has earmarked on
an all round internal improvement program through introduction of various
world class benchmarking and total productivity maintenance practices.
Through an organization wide Business Process engineering, it has able to
achieve revenue enhancement and cost savings by optimally aligning business
practices with customer needs. It would also result in further simplification of
the internal management processes and delivering and decentralization for fast
decision making purposes.
Today, ACC stands poised to enter the new millennium, ready to seize
the opportunities and face the challenges that lie ahead. With more than six
decades of experience ACC has a rare perspective of sound business
strategies, with which ACC is poised to maintain its leadership in Cement
industry.
A GLIMPS ON THE HISTORY ON SUCCESS
THE Associated Cement Companies Limited is a multi business
enterprise with operation in cement manufacturing. It is one of leading
companies in India, producing more than one-fourth of national output. ACC
Ltd. as company duly registered under Indian Companies Act 1956, having its
registered office at Cement House, 121 Maharishi Karv Road, Mumbai-
400020. It has 14 cement plants spread all over the country and has various
subsidiaries and other overseas projects. Each business is committed to
become a major force of its industry through customer satisfaction and
through continuous innovation in quality of the product. As company ACC
Ltd. is committed to make and deliver as cheaply as possible.
Initially, when cement was introduced in 1914, south India Industry Ltd.
started first cement plant near Madras. But due to lack of labors and
knowledge in Manufacturing of cement, this plant after a few months working
closed down. After ward in 1912-1919 two more plants were started in Katni
situated in Madhya Pradesh and in, Lakhri in Rajasthan, before 1924 six more
plants were started at various other places but they did not led any good start.
In 1936 with the effort of Mr. Dinshaw a group of companies and
formed Associated Companies Ltd.
ACC FOUNDATION
Many men of outstand initiative and foresight contributed towards the
development of cement industry in India. About 62 years ago in 1936 a
number of companies belonging to the house of Tata Khatias and Kellick,
Nixon combined to from “The Associated Cement Companies Ltd.” Great
industrialist and patriot Mr.F.E.Dinhsaw was mainly responsible into a single
organization.
The objectives of this merger were not to attain monopolistic position
but to make and deliver cement as cheaply as possible. Mr. Dinshaw added
for new factories in ACC group from 1929 to 1936. During Second World
War, the cement was deliver as essential commodities under the defenses of
Indian Rule and though under price and distribution control. The cement
industry gets further impetus under the leadership off ACC.
ENVIRONMRNTAL POLICY OF ACC LTD.
Ensure continual improvement in environment performance by carrying
out periodic review of action plan.
Prevent pollution and minimize fugitive emissions.
Comply with all applicable legal and regulatory requirements.
Create environmental awareness among employee and community at
large.
Minimize the waste generation at source reutilize the work if generated.
Conserve energy and mineral resource.
MISSION OF ACC LTD
LEADERSHIP: - Maintain our leadership of the Indian cement industry through
the country modernization and expansion of our manufacturing facilities
and activities and through the establishment of a wide and efficient
marketing network.
PROFITABILITY: -Achieve a fair and reasonable return on capital by
promoting productivity throughout the company.
GROWTH: - Ensure a steady growth of business by strengthening our
position in the cement sector.
QUALITY: - Maintain the high quality of our products and services and
ensure their supply at fair prices.
EQUITY: - Promote and maintain fair industrial relation and environment
for the effective involvement, welfare and development of staff at all
levels.
RESPONSIBILITY: - Fulfill our obligation to society, specifically in the
area of integrated rural development and in safeguarding.
PIONEERING: - Promote research and development effort in the area of
product development and energy and fuel conservation, to innovate and
optimize productivity.
VISION OF ACC LTD.
Vision of ACC is to be a world class corporation with diverse business
built around ACC’S core competencies and knowledge base in cement
refactoreies advanced material engineering geology mining and
research.
ARTICHETS OF SUCESSS.
NO NAME OF DIRICTOR NATIONALITY
1.MR. N.S.SEKHARIA (CHAIRMAN) INDIAN
2.MR. PAUL HUGENTOBLER (DEPUTY CHAIRMAN) INDIAN
3.MR. M.L. NARULA (MANAGING DIRECTOR) SWISS
4.MR. A.L. KAPUR INDIAN
5.MR. S.M. PALIA INDIAN
6.MR. NARESH CHANDRA INDIAN
7.MR. MARKUS AKERMAN INDIAN
8.MR.D.K. MEHTROTRA INDIAN
9.MR. R.A. SHAH SWISS
10.Dr. NIRMALYA KUMAR INDIAN
11. MR. SHAILESH HARIBHAKTI INDIAN
12.MR. ANIL SINGHVI INDIAN
13.MR.A.K. JAIN (WHOLETIME DIRECTOR) INDIAN
Awards & Accolades National Award for outstanding performance in promoting rural
and agricultural development – by ASSOCHAM
Sword of Honour - by British Safety Council, United Kingdom for
excellence in safety performance.
Indira Priyadarshini Vrikshamitra Award --- by The Ministry of
Environment and Forests for "extraordinary work" carried out in the
area of afforestation.
FICCI Award --- for innovative measures for control of pollution,
waste management & conservation of mineral resources in mines and
plant.
Subh Karan Sarawagi Environment Award - by The Federation of
Indian Mineral Industries for environment protection measures.
Drona Trophy - By Indian Bureau Of Mines for extra ordinary efforts
in protection of Environment and mineral conservation in the large
mechanized mines sector.
Indo German Greentech Environment Excellence Award
Golden Peacock Environment Management Special Award - for
outstanding efforts in Environment Management in the large
manufacturing sector.
Indira Gandhi Memorial National Award - for excellent
performance in prevention of pollution and ecological development
Excellence in Management of Health, Safety and Environment :
Certificate of Merit by Indian Chemical Manufacturers Association
Vishwakarma Rashtriya Puraskar trophy for outstanding
performance in safety and mine working
Good Corporate Citizen Award - by PHD Chamber of Commerce
and Industry
Jamnalal Bajaj Uchit Vyavahar Puraskar - Certificate of Merit by
Council for Fair Business Practices
Greentech Safety Gold and Silver Awards - for outstanding
performance in Safety management systems by Greentech Foundation
FIMI National Award - for valuable contribution in Mining activities
from the Federation of Indian Mineral Industry under the Ministry of
Coal.
Rajya Sthariya Paryavaran Puraskar - for outstanding work in
Environmental Protection and Environment Performance by the
Madhya Pradesh Pollution. Control Board.
National Award for Fly Ash Utilisation - by Ministry of Power,
Ministry of Environment & Forests and Dept of Science &
Technology, Govt of India - for manufacture of Portland Pozzolana
Cement.
Good Corporate Citizen Award - by Bombay Chamber of
Commerce and Industry for working towards an environmentally
sustainable industry while pursuing the objective of creation of a better
society.
National Award for Excellence in Water Management - by the
Confederation of India industry (CII).
ACC MILESTONES
1936
Incorporation of The Associated Cement Companies Limited on August 1,
1936.
1936
First Board meeting of The Associated Cement Companies Limited held at
Esplanade House, Mumbai on November 10, 1936.
1937
With the transfer of the 10th company to ACC, viz., Dewarkhand Cement
Company, the formation of ACC is complete on October 23, 1937.
1944
ACC’s first community development venture near Bombay.
1947
India’s first entirely indigenous cement plant establish at Chaibasa in Bihar.
1952
Village welfare scheme launched.
1955
Sindri cement works used the waste product calcium carbonate sludge from
fertilizer factory at Sindri.
1956
Bulk cement Depot established at Okhla, Delhi.
1957
Technical training institute established at Kymore, Madhya Pradesh.
1957
Katni Refractories.
1961
Blast furnace slag from TISCO used at the Chiabasa Unit
to manufacture Portland Slag Cement for the first time in India.
1961
Oilwell Cement manufacture at ACC Shahabad Cement Works in Karnataka
for cementation of oilwells up to a depth of 6000 feet.
1961
Manufacture of Hydrophobic (waterproof) cement at ACC Khalari Cement
Works in Bihar.
1962
Manufacture of Accoproof a waterproofing additive.
1965
ACC’S Central Research Station establish at Thane.
1965
Manufacture of Calundum, a High Alumina Binder, firecrete , Low Density
Alumina Castables and High Alumina Refractory cement.
1965
Manufacture of Portland Pozzolana Cement.
1968
Advent of computer in ACC for data processing and designing management
information and control systems.
1968
ACC supplied and commissioned one-million-tone iron ore palletizing plant
ordered by TISCO.
1971
Manufacture of Whytheat Castables A, K, C and Cal-AI-75.1973
Takeover of the cement marketing company of India (CMI)
1977
ACC received ASSOCHAM first national award from the year 176 instituted
for outstanding performance in promoting rural and agriculture development
activities.
1978
Introduction of the energy efficient precalcinator technology for the first time
in India. Full scale commercial production based on MFC technology at Wadi
in 1979.
1979
ACC wins international contract for operation and management of a new one
million tone cement plant at Yanbu-Ras Biridi in Saudi Arabia.
1982
Commissioning of the first MPTA plant in the country at Wadi, Karnataka.
1984
ACC achieves a breakthrough in import substitution by developing and
supplying a special G type of oil well cement to ONGC.
1987
ACC develops a new binder for use at sub- zero temperatures, which is
successfully used in the Indian expedition to Antarctica.
1992
Incorporated of bulk Cement Corporation of India, a joint venture with the
Government of India.
1993
ACC starts the commercial manufacture of Ready Mixed Concrete at
Mumbai.
1998
Commissioning of the 0.6 MPTA cement grinding unit at Tikaria, Uttar
Pradesh.
1999
Commissioning of captive power plants at the Jamul and Kymore plants in
Madhya Pradesh.
1999
Tata group sells 7.2% of its stake in ACC to Ambuja Cement Holding Ltd., a
subsidiary of Gujarat Ambuja Cement Ltd. (GACL)
2000
Tata group sells their remaining stake in ACC to the GACL group with
14.45% now emerge as the single largest shareholder of ACC.
2001
Commissioning of the new plant of 2.6MPTA capacity at Wadi, Karnataka
plant, the largest in the country and among the largest sized kilns in the world.
2002
Acc wins PHDCCI Good Corporate Citizen Award.
2003
IDCOL cement Ltd. becomes a subsidiary of ACC.
2004
IDCOL cement Ltd. is renamed as Bargarh Cement Limited.
2004
ACC raise US $100 million abroad through Foreign Currency Convertible
Bonds for US $ 60 million and Global Depository Share for US $ 40 million.
Both offering are listed on the London Stock Exchange.
2004
ACC named as a Consumer Super brand by the Super Brand Council of
India becoming the only cement company to get this status.
2004
Green Tech Safety Gold and Silver Award awarded to Madukkarai Cement
Works and Katni Refractory Works by Green Tech Foundation for
outstanding performance in Safety Management System.
2005
ACC receive the CFBP Jamnalal Bajaj Uchit Vyavahar Puraskar Certificate of
Merit- 2004 from Council For Fair Business Practice.
2006
Subsidiary companies Damodhar Cement & Slag Limited, Bargarh Cement
Limited and Tarmac (India) Limited merged with ACC
2006
ACC announces new Workplace policy for HIV/AIDS
2006
Change of name to ACC Limited with effect from September 1, 2006 from
2006 The Associated Cement Companies Limited
New corporate brand identity and logo adopted from October 15, 2006
2006
ACC establishes Anti Retroviral Treatment Centre for HIV/AIDS patients at
Wadi in Karnataka– the first ever such project by a private sector company in
India.
2007
ACC partners with Christian Medical College for treatment of HIV/AIDS in
Tamil Nadu
2007
Sumant Moolgaokar Technical Institute completes 50 years and reopens with
new curriculum
2007 ACC commissions Wind energy farm in Tamilnadu
2008 Ready mixed concrete business hived off to a new subsidiary called
ACC Concrete Limited
CONTRIBLUTION TO GOVERNMENT
Annual contribution to center government by way of taxes, duties is
155 crore out of which for Himachal Government is 100 crore. And along
with this it is also helping Govt. as its social responsibility. The company has
constructed a Govt. degree college; it is spending money on schools, hospital
and on other works of public welfare.
GAGAL CEMENT WORKS – AN UNRELENTLESS
PURSUIT TOWARDS EXCELLENCE
Gagal Cement Works is committed to deliver quality products to the
customers. Gagal Cement Works has to its credit many a prestigious
certifications like IS/ISO 9002, ISO 14001 for environmental management
system and OHSAS 18001 for adopting high class measures in the sphere of
Occupational Health and Workers Safety in the manufacturing of cement.
QUALITY POLICY
Build Quality In
Do not Sort Bad Quality Out
Quality Improvement is Limitless and therefore Continuous
Concern for Quality is for Entire Organization and Not Just for Product
Satisfy Customer Fully and Continuously
GAGAL CEMENT WORKS – A SYSTEMATIC APPROACH
FOR CLEANER WORLD
ACC GAGAL Cement Works is the first plant in Himachal Pradesh to
have EMS certificate. The Beureau of Indian standards awarded this
certificate to the works in March 1999. The certificate has resulted in better
understanding among all the employees, of overall environmental issues
related to the plant. The main feature of EMS at Gagal is total involvement of
employees.
EMS is a program of continuous environmental improvement following a
well-defined sequence of steps drawn from the established project
management practice and routinely applied in business environment.
PRODUCTION SYSTEM IN GAGAL UNIT
Main Raw Material
Limestone
Quartzite
Iron Ore
Shale
Gypsum
Fly Ash
MANUFACTURING PROCESSThe Gagal Cement Works is based on the most modern process of
cement manufacturing namely a dry process suspension preheated kiln with
precalcener. The limestone is crushed in the crusher. It is then grinding in
the Raw Mill along with Shale and Iron Ore to fine power. The grinding
material is blended to a uniform consistency and fed to the kiln system
pulverized Coal in the kiln system to heat the material to a temperature of
1500 degree Celsius. The material undergoes a series of chemical reaction to
form a Clinker. The clinker is cooled in the Clinker Cooler and stored in the
Clinker silos. It is extracted from the Silos and integrated along with
Gypsum and Pozzolanaic material to form Portland Pozzoiana cement. The
cement is stored in cement silos. It is packed in 50-kg bags auto loader and
carious consumption center in Himachal Pradesh as well as the neighboring
states of Punjab, Haryana and J&K.
POWERThe company met 54% requirement through captive generation. Cost
of captive power generation was 34%lower as compare to grid power. In
keeping with its policy of maximizing its captive power capability. It is also
the process of increasing its thermal captive power generation capacity by
another 45 MW. The company has already achieved significant reduction in
cost in specific area like fuel, power and manpower. The drives for cost
reduction will be further insipid all area of operation.
MAP KEY00 – Limestone quarry and crushing plant
01 – Lime Stone Stock Pile.
02 – Additive Hooper.
03 – Additive Storage
04 – Raw Mill Building
05 – Blending &Storage Silo.
06 – Preheater.
07 – Gas Conditioning Tower and ESP.
08 – Kiln
09 – Cooler.
10 – Deep Bucket Conveyor.
11/12 – Clinker/Gypsum Storage.
13 – Coal Mill Building.
14 – Cement Mill And Bag Storage.
15 – Cement storage Silo.
16 – Packing & Dispatch.
17 – Cement Control Room.
DEPARTMENTATION
QUARRY DEPARTMENT
The Quarry Department is mainly concerned with the maintenance of Mines
at ACC Barmana. The sub-departments namely MINES, ELECTRICAL,
GARAGE, CRUSHER, STACKER & RECLAIMER support the Quarry
department.
MINES
Gagal lime Stone Mine is captive mine of M/S ACC Ltd., Gagal Cement
Works. The mining lease covers an area of 265.97 hectares. Presently the
mine is one of the largest mine of northern India and is fully mechanized by
Heavy Earth Moving Equipments.
LIME STONE AND COAL HANDLING SECTION
LIMESTONE
The crushed lime stone is received from Gagal Quarry with the help of a
series of belt conveyer and stacked in stock pile with the help of stackers.
COAL
Coal is used as a fuel for firing in the Kiln. Gagal Cement Works receives
coal from different collieries of CCC, ECL and NEC by rail upto Kiratpur
Sahib.
LABORATORY DEPARTMENTLaboratory department in coordination with other departments carries
our regular quality control functions. Quality and process control measures are
exercised at each and every stage of process. Inspection and procurement of
raw materials, its testing, quality control of input materials, intermediate
products at different level of process and final product that is cement are done
as per procedures. Inspections and Test Records are maintained in the
Laboratory as per the scheme of testing and inspection. The departmental
activities are coordinated by Deputy Manager-QPC who reports to Manager-
Production.
Gagal Works laboratory has three sections:
1. Chemical & Instrumentation laboratory
2. Physical Laboratory
3. Site Laboratory
PROCESS DEPARTMENTThe Process department guides the operations in maintaining process
parameters so that production is within the desired range of quality
parameters. The process parameters are arrived at after discussions with the
Departmental Heads of various sections (Raw Mill, Cement Mills &
Laboratory)
Manager – Production, coordinates the departmental activities.
RAW MILL
Activity of Raw Mill starts from feeding Raw Material (limestone, Quartzite
and Iron Ore) to the Mills and ends at filling the Raw Meal to Silos.
RAW MATERIAL FEEDING
Lime stone feeding to Raw Mills/Roller Mills is through the sequence of belt
conveyors to different Hoppers. Feed size of limestone is 90 mm and Mills
Scale , Shale feeding is from the Gantry to the respective Hoppers through
sequence of belt conveyors. Shale feeding is through Reclaimer or Pay
Loader.
RAW MILL
Two close circuit two chamber Ball Mills are performing the grinding of
limestone and Additive mix. Raw Mill is a tube construction of thick MS
plate with steel lines and compartments are separated by diaphragm for
improving the retention time and transfer of materials in second for further
grinding. Mill is charged with hyper steel balls. Raw material is first fed to
Tertiary Crusher (Single Rotor Reversible Impact Crusher) which reduces the
size of Mix. After crushing the mix the material is fed to Ball Mill where fine
grinding takes place. The finer product is separated by Air Separator and is
fed to the blending silos and the coarse material is fed back to the Mill Inlet.
VERTICAL ROLLER MILL (VRM)
In VRM Section the material is directly fed into Mill through the feed belt for
grinding. The ground material is stored in continuous flow silos from where it
is fed to the Kiln. VRM utilizes hot air from the kiln exhaust for drying the
Raw Mix
Deputy Manager – VRM, who reports to Manager (Maintenance), coordinates
the departmental activities
KILN DEPARTMENT
Kiln Department functions are categorized under two heads, Manager
(Maintenance) is responsible for the maintenance of all equipment and
Manager (Production) is responsible for the Clinker Production and its quality
parameters. Gagal Cement Work has two rotary kilns. Kiln no 1 is having 3
streams coupled with 2 four stage and 1 five stage preheater with 2
precalciners, DDF and MFC. Kiln No 2 is having twin stream 5 stage
preheater with a precalciner. Pulverized coal is used as a fuel for calcination.
The Clinker is discharged to horizontal grate cooler and is stored either in
Silos or in stockpiles.
CEMENT MILLS DEPARTMENT The basic function of the department is to grind the required ratio of clinker
and gypsum in the manufacture of OPC and clinker, Gypsum and CCP/fly ash
for the manufacture of PPC with the help of 4 ball Mills for cement grinding.
PRE GRINDING UNITRoller Press is the pre-grinding unit for Cement Mills 1 & 2. In Roller
Press two rollers are arranged in horizontal fashion. One is fixed and other has
a hydraulic thrust arrangement for horizontal movement. The clinker is fed
vertically down ward between the rollers and gets crushed by the hydraulic
pressure arrangement The product, which is in flakes, is fed to the Ball Mill
with other additives for finished grinding.
FINISHED GRINDING
Finished grinding is performed in Ball Mills. Ball Mill is a rotating
shell divided into two chambers fitted with shell liners for shell protection and
charged with grinding media to the required volume. The impact and friction
between the grinding media and material perform grinding. Out put from the
ball Mills is fed to the dynamic separator where the coarse and fines of
specific sizes are separated. The coarse is again conveyed to the Ball Mill for
further grinding. The fines are conveyed to cement silos through a series of
elevators and air slides. In order to get the desired specific surface for cement
the RPM of separator is varied accordingly.
The departmental activities are coordinated by Dy. Manager-Plant who
reports to Manager (Maintenance).
ELCTRICAL AND INSTRUMENTATION (E & I)
DEPARTMENT
The primary function of the E & I department is to maintain all E & I
equipment in the plant to provide the necessary service to ensure the smooth
operation of all E 8 & I equipment.
ELECTRICALElectrical equipment mainly comprising transformers, HT/LT motors,
DC Motors, switch gears, power distributor system and factory and residential
colony lighting.
Besides the above E & I department is also responsible for the
maintenance if the electrical installations of the colony. The department co-
ordinates with the other relevant departments for proper utilization of the Grid
& DG power.
INSTRUMENTATIONInstrumentation system can be effectively termed as the nervous system
of the plant. With the recent advanced in technology instrumentation has
become one of the most important aspect of cement manufacturing industry.
Almost all the monitoring and controlling parameters are now available I the
Central Control Room (CCR) for operators to run the plant efficiently.
Accuracy and degree of control has increased manifold due to the latest
instrumentation control systems.
Dy. Manager (Electrical) and Dy. Manager (Instrumentation) report to
Manager (E & I) for electrical and instrumentation activities.
WORK SHOPFollowing activities are carried out in the workshop department:
1. Departmental maintenance Activities
2. Maintenance of Gear Boxes
3. Compressors & PD Blowers
4. Water Pumps
5. Various equipment at Rambagh Pump House, Filter and Sewage Water
Treatment plants.
The departmental activities are coordinated by Dy. Manager (Plant) who
reports to Manager (Maintenance).
COMMERCIAL DEPARTMENT
Procurement Section:
This section looks after that equipment, tools and other requisite items are
made available to different departments in time. Deputy Manager-Purchase
who reports to Sr. Manager-Commercial coordinates the departmental
activities.
Packing House Department:
Packing plant is the place where cement is packed & dispatched to
various locations. Gagal Cement Works packing department has six silos
with total storage capacity of 35200 tonnes. There are three Rotary Packer in
Gagal I packing plant with a capacity of 100m TPH each and two electronic
rotary packers in Gagal II packing pant with a capacity of 180 TPM each. All
the packers have truck-loading facility because the cement form Gagal works
to different locations by road
The various varieties of cement handled are:
33 Grade Ordinary Portland Cement (OPC)
43 Grade Ordinary Portland Cement (OPC)
PPC (Portland Pozzolona Cement)
Assistant Manager-Plant reports to Manager Commercial for Packing
Plant Activities.
Cement Despatch Section:
Cement dispatch section receives dispatch instruction for Regional
Marketing Office, Chandigarh and also from Shimla. The trucks registered
with authorized transporters enter the factory gate with Loading Advice cum
gate Pass. The Truck’s Gross weight is taken at the Exit Gate by electronic
weighbridge and finally an Excise Invoice is issued to the truck driver.
The departmental head reports to Manager Commercial.
THE CIVIL DEPARTMENT
In cement industry the maintenance and applications of refractories in
kiln and its auxiliary units are one of the most important job. It is the
refractory, which is subject to all sort of, processes and operational conditions
like high temperature, abrasion, alkalis, chemicals, thermal shocks,
mechanical shocks etc. and protects the metallic body of the units. Due to this
fact a strict adherence with the quality of the refractory at every step from
receipt to its application is of paramount importance. In the organization the
civil department does the complete dealing with the refractory and is also
responsible for all civil related jobs in the factory and colony.
Deputy Manager-Civil who reports to Manager-Maintenance coordinates
the departmental activities.
MAINTENANCE INSPECTION PLANNING & SYSTEMS (MIPS)
As the name suggests the main function of the department is preparing
and planning for carrying out various inspection, maintenance job and top
record and update the inspection results. Inspection/Maintenance planning is
based upon the diagnosis of change in behavior pattern of sound, temperature,
heat, vibration, viscosity etc.
MIPS department also coordinates in planning the maintenance activities
of various departments so as to get optimum utilization of stoppage duration.
MIPS also carries out the down tile analysis of main equipment.
GENERAL STORES
The general stores is the department which is involved in making the
balanced and timely flow of materials, spares, tools and equipment. General
Stores also arranges for the disposal of the scrap and unwanted materials.
Deputy Manager who reports to Works Manager coordinates the
activities of the department.
INFORMATION SYSTEM DEPARTMENT
The functions of Information System Department is to :
1. Transformation of EDP to Decision Support System
2. Optimize End User computing to increase the Individual
Productivity
3. Capture, Processing and Sharing of Information from the Net
4. In House Development & Deployment of Application Packages
5. Database Maintenance & Administration
Hardware Setup:- Unix based RISC Server.
Win-NT based Intel Servers
Microsoft Exchange Server
P I, P II, P III & P IV PCs : 135
Software Setup:-
Operating System: Unix SVR 4, Win - NT 4.0, Win – 95 & Win - 98
Oracle 8 i , Developer 2000, Microsoft Exchange 5.5., MS-OFFICE –
97
Office XP
Intra-plant Connectivity: All plants, RMOs, Head Office is connected
through INSAT- 3B services provided by TataNet. Connectivity to the
external World is through IIS, Head Office.
MARKETING
ACC range of blended cement is marketed through a network of 12
regional marketing offices, several area offices and warehouses.
Countrywide networks of about 11,000 stock lists who, in turn are assisted by
the sub dealer back this. Such an all pervasive marketing networks have an
enable ACC to consolidate itself with a national presence. And the customer
is assured of being able to get quality ACC products when and where he
wants them.
Complementing this is a unique costumer services cell comprising
qualified civil engineers, which assist and advise customer with prior and post
sales services. This service begins with election of type and grade of cement
(where applicable) to trouble-shooting and on site assistance.
Keeping pace with changing times and ever growing needs for
specialized services, ACC has been offering its marketing expertise and
distribution facilities to other producer in cement and related areas. However
a precondition of all such agreement is quality control supervision to be
carried out by an ACC expert located at the franchisee’s plant. Currently,
ACC has franchising agreement for cement marketing with Alcon Cement
Company, Goa and Cochin Cement Ltd. Cochin.
ACC also export cement to SAARC Nation, especially Nepal and
Bangladesh on a regular basis. Beside ordinary Portland Cements, these
exports include custom tailored cement.
HUMAN RESOURCES DEPARTMENTThe basic object of setting up Human Resource Department is to
provide inputs to the employees for his optimum level of efficiency. It
includes looking after various HR related functions such as training &
development, performance and potential appraisal, planning and allocation of
manpower, industrial relations including negotiations and dealing with staff
functions such as transfer, promotion, disciplinary action, grievance handling
etc. Department is also responsible for providing welfare amenities/facilities
to employees, dealing with land matters, community development, colony
administration etc. Various details of personnel policies are readily available
with HR department.
Manager-HR & Admn. Coordinates the activities of the department.
MANPOWER ARRANGEMENT:
The total manpower employed at ACC, Gagal Cement works are divided into
2 categories. Management Staff is governed by Conduct Rules framed by the
company whereas Non-Management Staff is governed by Standing Orders
certified under the Industrial Employment (Standing Orders) Act, 1946.
ManagementStaff
TM - Top ManagementWM -Works ManagerE4 - Sr. ManagerE3 - ManagerE2 – Deputy ManagerE1 – Assistant ManagerM3 – Senior Officer/Engr.M2 - Officer/ EngineerM1 – Junior Officer/EngineerM - Asst. Officer/Engineer
Non-MgmtStaff
DAILY PAID
GradesABCD
MONTHLY PAID Grades
TCIIIIIIIVV
MANPOWER
TOTAL PRODUCTIVE MAINTENANCE
ACC Gagal Cement Works has continuously tried to improve upon its
operational productivity through world class plant management practices
known as Total Productive Maintenance (TPM).
TPM is the integration of the basic functions of Production and
Maintenance allowing the employees to jointly take the responsibility for, and
ownership of their work processes and equipment. It aims to maximize
Overall Equipment Effectiveness (OEE). It establishes and promotes a
systematic approach to achieve operational excellence through autonomous
working. TPM involves all employees at all levels in every function of its
implementation. The most important point about TPM is that it continuously
encourages all the employees to undertake continuous improvement of all
work-related processes and systems by adopting a proactive problem solving
approach. 15th of every month is the day for TPM gate Meeting.
We are striving towards following goals using TPM:
Zero Breakdown
Zero Accident
Zero Defect
Zero Waste
Zero Inventory
SAFETY
Gagal Cement Work constantly keeps a vigil on the safe practices of
doing work and in this regard expects the same from all its employees. The
following table presents the expectations from both the participants in this
regard.
Deputy Manager-Safety coordinates all activities related to safety at
works. Besides day to day safety functioning, safety committee meets once in
every month. The committee consists of equal number of representatives form
management and wage board employees.
All employees working inside the factory are required to wear helmets,
safety shoes and other safety gadgets. Other regular safety activities include
monthly Gate Meeting, on first of every month, Nukkad Drama, Quiz &
Slogan Competition celebration of National Safety Day etc.
OUR SAFETY COMMITMENT
MANAGEMENT EMPLOYEES
1. Provide safe working condition 1. The care of oneself and colleague
2. Provide system for the safe control
of work
2. Immediately report any unsafe
condition/hazard
3. Supply information on work
hazard
3. Look out for hazards and potential
dangers to self and others
4. Arrange adequate training and instruction
in safe working practices4. Do not take any short – cuts
5. Make appropriate protective
clothing and equipment available
5. Know the safety guidelines and
follow working instructions
6. Punish people violating instructions on
safety and health
6. Always use safety equipment
indicated and provided
FINANCE DEPARTMENT
INTRODUCTION Finance Department plays a major role in the working of any
organization as for all-purpose, money is required which is arranged, procured
and disbursed as the finance department. They only make budget go cost
control and maintain to optimum balance of cash for smooth operations. As
such the finance department in Gagal Cement Works is looking after only
some of the aspect like payment for raw material purchased, cost control and
insurance aspect of the unit. All receipts for cement sold is received by
Regional office at Chandigarh and fund financed by different payment from
its R.O.
HIERARCHY OF THE FINANCE DEPARTMENTIt is a line organization having a full fledged department to manage the
finance budget, costing and other matter of this department. The ACC Gagal
Cement Works president has to manage two departments mainly i.e. work and
finance.
President
Manager Finance
Assistant Manager
Senior Officer Senior Officer Senior Officer
(Cost) (Assets) (Cash)
Clerks
Fixed Assets Cost Employee Salary Transportation Cash
FINANCE DEPARTMENT
Account Section : The accounts section deals all the general accounting,
employee payroll, billing and matter related to taxation etc. The department
activities are coordinate by Assistant Manager-Accounts that report to
Manager-Finance.
Cost Section : The Cost Section does Accounting relating to preparation of
Monthly Cost Data and Bill Provisioning. Assistant Manager-Cost coordinates
the departmental activities and reports to Manager-Finance
1. GENERAL OR ACCOUNTS SECTION
ACCOUNTING PROCEDURE
The accounting procedure of ACC Gagal cement works is not a new
complicated one they follows a standardized rule of making entries in there
books of account or posting or making their trail balance, Gagal Cement
Works unit makes its Trail Balance in the monthly basis transaction and rent it
to the Head Office. Head Office prepares final accounts for all units not
individual unit.
Gagal Cement Works follows the following procedure
Step1: The quotations are called for acquiring or procuring the
particular assets, raw material and fuel etc.
Step 2: After than estimate decide/fixed through CESS.
(Capital Expenditure Section Scheme)
Step 3: After thenallocation of budget for different
requirements.
Step 4: Then order replace raw material/assets to be procured,
inspected (G.R. No) by the concerned department.
Step 5: Then GR No. after quality check etc. is sent to finance
department where the cashier makes the payment.
Step 6: The ledger department debited this in the books.
Step 7: Finally at the wish of department assets is charged
and declared free.
FINANCE MANAGER Finance Manager is totally responsible for all activities to
payment/receipts of cash and fund Management of the unit. His decision on
payment will be final as per personal manual, account manual directives laid
by the organization. Under finance Manager the financial activities is
disciplined in the manner as per smooth functionary of all activities of
payment such as salary and wages, payment to sundry creditors which include
all pretty payments to local contractors, deputations, workers and officers of
all grade in working unit.
In detail it can be said that under finance manager their will be payment
of salary and wages, allocation of various financial activities such as
disbursement of cash by cashier, the payment like contractors bill, local bill,
raw material bill, stores and spares payment of raw material and packing
material, traveling bills, outstation allowances. All the various mislenious
payments sanctioned are being maid.
The financial activities are on summation of inputs information system
department (I.S.D.) provides various financial, costing outputs available on
daily report, weakly report and monthly reports. It also provides information
like cash payment, voucher, cash receipt voucher, and various types of bills
also. Various type inventory output summary of transaction bills of output
(local, contractor, raw material etc.) various types of finance ledgers of the
month and monthly trial balance.
Account staff to routs all payment in account department: -
1. To verify the correction of payment
2. To sanction the payment to: -
a) Staff
b) Officer
c) Management
FINANCIAL POSITION OF THE COMAPAMY
SHORT TERM FINANCIAL POSITION: The short term financial position of the company is good enough.
Current assets of the company in the year 2007 is 1921.16 crore where as the
current Liabilities is 1230.05 crore. Current ratio is 1.15:1. Company needs bit
improvement in it so that to make it 2:1.
Short term liquidity position is also good as the acid test ratio is 0.09:1.
Company needs bit improvement to make it 1:1 .
Common size balance sheet also reflects that the company’s working
capital position or performance is positive as the percentage of current Assets
is more as compare to current liabilities in the year 2004 and 2005.
The fund flow statement on the working capital basis reflects that the
current assets of the company are supported by a combination of long term
and short term finance.
Following sources is more or less exclusively support the current assets
the se are trades credits short tem loans from bank and their inter corporate
deposit.
LONG TERM FINANCIAL POSITION: Long term financial policy is not as better as it should be. No doubt
company adopted very nice policy of financing fixed assets from the long
term funds i.e. by the increase or decrease in the fixed assets and the long term
liabilities. Rest payment is made in cash, thereby leading to reduction of the
amount of cash.
Debt – equity ratio also gives the same picture. It should be near to one
as possible. But it is not than one in every year. Not only but also showing the
increasing trends. This is not a good sign.
Proprietary ratio is 44.11%; it is good if is 50% or more than it.
FINANCIAL CONDITION OF ACC
SHARE CAPITAL Issued and subscribed capital as a December 31st, 2007increased to
Rs.185.54 crore as against Rs. 179.23 crore as at the end of previous year
primarily on account of exercise of conversion option by the FCC Bond
Holder.
RESERVE AND SURPLUS Reserve and Surplus as at December 31st 2007 stood at Rs. 1966.19
crore (standalone Rs. 1951.21 crore) as compared to Rs.1501.19 crore as at
the end of previous year.(standalone Rs.1418.45 crore) The increase is
mainly on the account of retained profits.
LOAN FOUND There has been a decrease in loan fund to Rs1079.22 crore as at
December 31st 2007(standalone Rs.1071.42 crore) as compare to Rs.1492.15
crore (standalone Rs. 1407.73 crore) as at the end of previous year.
FIXED ASSETS Net fixed Assets including capital work in progress, as at December 31st
2007 was Rs. 3194.60 crore(standalone Rs.3122.03 crore) as compared to
Rs. 3282.80 crore(standalone Rs. 22871.75 crore) as at the end of previous
year.
INVESTMENT Total amount of investment as at December 31st 2007 was Rs. 281.52
crore (standalone Rs.293.75 crore) as compare to Rs.16.31 crore (standalone
Rs 279.14 crore) as at December 31st 2006.
DEFERRED TAX LIABILITIES Deferred tax liabilities provision outstanding as at December 31st 2007
was Rs. 304.94 Crore (standalone Rs.300.38 crore) as compare to Rs.
311.41 crore (standalone Rs.295.46 crore) as at the end of previous year.
RESEARCH PROJECT
For the successfully research the manipulation of certain things,
concepts, and symbols for the purpose of generalization is inevitable.
Research is simply the pursuit of truth with the help of the study.
OBJECTIVE OF THE STUDY1. To find out the market share of the brand in that area, the reason and the
factors which directly or indirectly affects the cement market.
2. To study the perception and expectations of dealer and consumer about
cement manufacturers.
3. To study the brand image of ACC cement market.
4. To study who is the best brand of cement in market
RESEARCH METHODOLOGYResearch means a search for knowledge or gain some new knowledge
and methodology can properly refer to the theoretical analysis of the methods
appropriate to a field of study or the body of methods and principles particular
to a branch of knowledge. A research methodology has a specified framework
for collecting the data in an effective manner. Research methodology means a
“defining a problem, defining the research objectives, developing the research
plan, collecting the information, analyzing the information and presentation of
findings.” Such framework is called “Research Design”. The research process
that was followed by me consisting following steps;
A. Defining the problem and research objectives
B. Developing the research plan
C. Collecting of information
D. Analyzing the information
E. Presentation of findings.
A. Defining the problem and research objectives:-
The definition of problem includes the study of “Brand Positioning of
ACC in H.P” (A comparative study of ACC cement with Other
cements).
B. Developing the research plan:-
The development of research plan has following steps:
1. Data Source
2. Research Approach
3. Research Instrument
4. Sampling Plan
i. Sample Unit
ii. Sample Size
iii. Contact Methods
1. Data Source:-The researcher can get two types of data:
i. Primary Data
ii. Secondary Data
i. Primary Data:-Primary data is a data which did not exist earlier and is being
collected by the researcher first time for its specific objectives. In
other words, direct collection of data from the source of
information, technology including personal interview, telephonic
interviews, observation, Questionnaire and through schedules.
ii. Secondary Data:-Any data which have been collected earlier for some purpose are
the secondary data. Indirect collection of data form sources
containing past or recent past intimation like articles,journals,
annual publication, books etc.
Secondary sources used are:
Text books
Internet sites
Newspaper articles
Broachers
2. Research Approach:-
Survey is best suited for descriptive and analytical research. Survey are
undertaken to learn about knowledge, beliefs, preferences satisfaction
and so on and to measure these magnitudes in the general public.
Therefore, I have done this survey for Descriptive and analytical
research process.
Descriptive research includes surveys and fact finding enquiries of
different kinds. The main purpose is description of the state of affairs is
noted down and analytical research used to analyze the material and
facts.
3. Research Instrument:-Questionnaire:-
Questionnaire (also known as self-administered survey) is a type of
statistical survey handed out in paper form usually to a specific
demographic to gather information in order to provider better service or
goods. A document that contains a set of questions that has been
specially formulated as a means of collecting information and surveying
opinions, etc on a specified subject or them, etc.
A questionnaire was constructed for my survey.
4. Sampling Plan:-Sample is a group of few items which represents the population or
universe from where it has been taken. The sampling plan calls for three
decisions;
a. Sample Unit:-
b. Sample Size:-
c. Contact Methods:-
a. Sample Unit:-
Who is to be surveyed?
The target population must be defined that to be sampled. It is
necessary so as to develop a sample frame so that everyone in the
target population has a equal chance of being sampled. I have
completed my survey in some distts. of Himachal Pradesh.
b. Sample Size:-How many people have to be surveyed?
Generally, large sample size gives more reliable results than small
samples. The sample consisted of 100 respondents. The sample was
drawn from people having different education qualification, age
group, occupation and income. The selection of the respondents was
done on the basis of sample random sampling.
Simple random sampling is the technique in which every item in the
universe and population has an equal chance of being selected in the
sample. Researcher has no role to play or be cannot influence the
selection process there is no possibility of biasness. It can easily
assess the accuracy of estimate.
c. Contact Methods:-Once the sampling plan has been determined the Questionnaire is
how the subject should be contracted i.e. by telephone interview,
personal interview observation, mail etc. here, in my survey, I have
contacted the respondents through personal interviews.
C. Collecting of information:-
After this, I have collected the information from the respondents with
the help of Questionnaire.
D. Analyzing the information:-The next step is to extract the pertinent findings from the collected data.
I have tabulated the collected data and developed frequency
distributions. Thus, the whole data was groped aspect wise and was
presented in tabular form. Thus, frequencies and percentages were
prepared to render impact of study.
E. Presentation of findings:-This was the last step of survey.
LIMITATIONS OF RESEARCH
There are certain points which restrict this study to a limited
area which are as following:-
Less number of Dealers even in big towns.
Accuracy of the results is limited to the method used for analysis and
interpretation.
There is the personal biasness in the respondents while filling the
questionnaire.
Questions are answered according to their perception and experience or
knowledge with that.
There are price variations among the dealers of the same town, selling
the same brands.
The survey is only limited to ACC and AMBUJA
DATA INTERPRETATION AND ANALYSIS
The data collected was analyzed and finding was extracted,
this is discussed in this chapter.
The raw data was processed and converted into tables, which
were used to draw important interferences with the help of simple
observations, simple statistical technique such as ratio’s, percentage
averages and rating to arrive at the final results instead of more
complicated techniques
The following points show the interpretation of data according to
the survey:
1. MARKET SHARE
ACC 59%
AMBUJA 43%
OTHER 5%
As per the respondent the ACC have largest market share in Cement
market.
2. FACTORS INFLUENCING SALE OF
CEMENT:
Attribute ACC Ambuja
Quality 71% 66%
Profitability --- 5%
Availability 15% 5%
Durability 12% 22%
The above table shows that ACC has good quality and its quality is the major
factor that influence the sale of cement. Its availability is more then ambuja.
3. OPINION ABOUT QUALITY OF PRODUCTS:
Attributes No. of Respondents
ACC AMBUJA
Good 30% 27%
Very Good 64% 58%
Same 5% 13%
As per the respondent’s view ACC rated 5 on the Six Sigma scale and
Ambuja rated 4 on same scale which shows that ACC has advantage over
Ambuja for the quality of the product. Or we can say that ACC’s sale is on its
goodwill where as Ambuja need influence from outside sources like dealer’s
emphasis or advertisement.
4. MOTIVATION FACTORS FOR DEALERS:
Attribute No. of Respondents
ACC Ambuja
Tours 48% 47%
Incentives 28% 19%
Special Discounts 12% 22%
Gifts 7% 11%
As per the respondents ACC is giving more tours to its dealers as compare to
Ambuja.
5. PERSONS INFLUENCING PURCHASE
DECISION:
Attribute No. of Respondents
ACC AMBUJA
Dealers 30% 25%
Contractors 15% 19%
Mason 51% 50%
Neighbors 2% ---
Above table shows that following persons have influence on the consumers
purchase decision.
6. FACTORS INFLUENCING PURCHASE
DECISION:
Attribute ACC Ambuja
Price 5% 8%
Quality 69% 52%
Durability 15% 33%
Availability 10% ---
ACC’s quality effects the purchase decisions of the customer most whereas
the Abuja’s price effects the purchase decision of the customer.
7. ADVERTISEMENT TOOLS:
Attributes No. of Respondents
A.C.C. Ambuja
Advertisement 53% 69%
Posters 7% 13%
Light shine boards 38% 16%
As per the survey it is found that ACC is spending less on advertisement as
compare to Ambuja. Still it’s earning are higher than Ambuja. It shows that
ACC does not need to spend more on advertisement.
8.SUPPLY PROBLEMS:
Attributes ACC Ambuja
Never 71% 61%
Rarely 25% 38%
Regularly 2% --
Maximum dealers are satisfied from the supply of the company. The
irregularities faced by the dealers are not on the behalf of the company but
because of another reason like strikes, transportation, landslides, etc. There is
no problem on behalf of the company for supply.
9. ARE DEALERS SATISFIED WITH PACKAGING:
Attribute ACC Ambuja
YES 89% 88%
NO 10% 11%
Maximum dealers of ACC are satisfied with the Packaging, which the
company provide to them, where as the Ambuja dealers are not that much
satisfied with Packaging
.
10. NO. OF CEMENT DEALERS IN H.P
Cement Brand %age dealers in market
ACC 62
AMBUJA 35
OTHER 3
SUGGESTIONS FOR ACC There is no credit facility to the dealers. Company should provide minimum two days credit facility to
the dealers. Supply should be fast. Customer are also diverting toward Ambuja cement brands
because sometimes unavailability of the cement with the Acc dealer.
Mobile vans should be arranged by Acc to promote the product in the city as well as rural areas.
Mason meets should be organized at regular intervals. Customer should be educated about the cement water ratio. Dealer’s network can be expanded to increase the market
share. For Steps should be taken to reduce the price variation among
Acc dealer. The company should pay more incentives to dealers so that
they try increasing their sale. The company should have a complaint cell to hear the
complaints of the customer. The company should have some attendant to attend the call of
the customer. The company should try to use those advertisements, which
have more information’s about the product The company should organize meeting with the dealers and
educate and update them with the changes in the product so that they can further pass the animation to the customers.
CONCLUSION
Under project study are discussed and results obtained in order to help
providing suggestions are concluded at last in this report. ACC range of
blended cement is marketed through a network of 12 regional marketing
offices, several area offices and warehouses. Countrywide networks of about
11,000 stock lists who, in turn are assisted by the sub dealer back this. Such
an all pervasive marketing networks have an enable ACC to consolidate itself
with a national presence. And the customer is assured of being able to get
quality ACC products when and where he wants them.
Complementing this is a unique costumer services cell comprising
qualified civil engineers, which assist and advise customer with prior and post
sales services. This service begins with election of type and grade of cement
(where applicable) to trouble-shooting and on site assistance.
Keeping pace with changing times and ever growing needs for
specialized services, ACC has been offering its marketing expertise and
distribution facilities to other producer in cement and related areas. However
a precondition of all such agreement is quality control supervision to be
carried out by an ACC expert located at the franchisee’s plant. Currently,
ACC has franchising agreement for cement marketing with Alcon Cement
Company, Goa and Cochin Cement Ltd. Cochin.
ACC also export cement to SAARC Nation, especially Nepal and
Bangladesh on a regular basis. Beside ordinary Portland Cements, these
exports include custom tailored cement.
BIBLIOGRAPHYReferences to a Book
Cahbra R.N.,Grover S.K. (2000) Market Management, Dhanpat Rai & Co., New Delhi.
Kothari C.R. “Research Methodology”. Armstong, G., and Kotler, P., “Marketing: An Introduction”, 1st
edition., Pearson India, Delhi. 2003. Kothari, C.R., “Research Methodology: Methods & Techniques:,
WISHWA Publication, Delhi. 1990. Kotler, P. (2006), Marketing Management, Pearson Publishers Ltd.,
New Delhi.
Reference to Articles John A. Quelch, Bernard Simonin (2007), “Harvard Business School,
Boston”. Madalena Abreu (2006), “Institute of Accounting & Aministration
(ISCA), Portugal. Hankenson P., (2001), “Product and Brand Management, Emerald
Group Publishing Limited, 10, Number 6, 2001 pp. 346-360 (IS) Stacy M. Carter, (2006), “Australian Cigarette brand as product,
person , and symbol, Australia, N.S.W. 2006.
Reference to Web Page http/:www.acclimited. http/:emerald.com http/:www.google.co.in http/:www.wikipedia.org
Reading Material Magazines News Papers Broachers
QUESTION NAIRE
NAME …………………………………………………………………
ADDRESS ………………………………………………………………..
OCCUPATION. …………………………………………………………………
CITY ………………………………………………………………
AGE ………………………………………………………………
CONTACT NO. ………………………………………………………………
1. Deals in-
(a) Marble (b) Sariya (c) Tiles (d) Cement
2. Which brand of cement are you selling?
(a) ACC (b) Ambuja (c) Any other.
(Specify if any other…………………….)
3. Storage capacity-
(a) 0-1000 (b) 1000-2000 (c) 2000-5000 (d) More than 5000.
4. Average sale per month?
(a) 0-500 (b) 500-2000 (c) 2000-5000 (d) More than 5000.
5. Factor influencing sale of cement?
(a) Quality (b) Profitability (c) Availability (d) Durability
6. Your opinion regarding quality of the product?
(a) Good (b) Very good (c) Same (d) Lower
7. How advertisement helps you in sales?
(a) Makes the customer aware with the name of the product
(b) Tells them about the quality of the product
8. Which type of sale promotion you get from the company?
(a) Tours (b) Incentives (c) Special discounts (d) Gifts
Are you satisfied with it?
(a) Yes (b) No
9. Persons influencing purchase decision?
(a) Dealer (b) Contractor (c) Mason (d) Neighbor
10. Factor influencing purchase decision?
(a) Price (b) Quality (c) Durability (d) Availability
11. What steps company takes to promote the sale?
(a)Advertisement (b) Posters (c) Light & shine boards
12. How often do you face the supply problem?
(a) Never (b) Rarely (c) Regularly
13. Are you satisfied with Packaging?
(a) Yes (b) No
14. Whether customer demands of other Packing?
(a) Yes (b) No
If yes then what quantity-
(a) 20 kg (b) 25 kg (c) 30 kg
15. How do you differentiate your product with competitor’s product?
…………………………………………………………………………………
…………………………………………………………………………………
16. Does customer sometimes complaints about cement?
(a) Yes (b) No
If yes then what type of complaints?
.............................................................................................................................
…………………………………………………………………………………
17. Would you like to change over any Brand?
If yes, then which one and why?
……………………………………………………………………………………
……………………………………………………………………………………
18. Suggestions, If any-
……………………………………………………………………………………
……………………………………………………………………………………
Signature…..