A

Project Report

On

“Market research”

AT

Lafarge aggregate &concrete India Pvt Ltd

Submitted By

Hariomkumar tiwari

Under the Guidance of

Mr. sandeep kulkarni

Cluster manager

Submitted to

“University of Mumbai”

In partial fulfillment of the requirement for the award of the degree of

Master of Management Studies (MMS)

Through

C.K. Thakur Institute of Management Studies and Research New Panvel

DECLARATION

I, Hariomkumar tiwari a student of C.K. Thakur Institute of Management Studies and

Research, New Panvel, hereby solemnly declare that the project titled ‘market research for

Lafarge aggregate & concrete India Pvt Ltd. is original and not copied from any other earlier

report.

The information and fact & figure produced in this report is based on my own experience & study

during my summer training and has not been published previously anywhere not in Magazine,

Trade journal or any other University or elsewhere for the award of degree/ diploma/ fellowship.

Further I also declare that, I have tried my best to complete this project with sincerity, honesty and

accuracy. Even then if, any mistake or error had been crept in, I shall most humbly request you to

point out those errors.

Any suggestion regarding this Project Report will be most welcome.

Place: Hariomkumar tiwari

Date: (C.K.T.I.M.S.R)

CERTIFICATE

TO WHOMESOEVER IT MAY CONCERN

This is to certify that Mr. Hariomkumar tiwari is a bonafide student of our institute “C.K. Thakur

Institute of Management Studies and Research”. He has successfully completed the project on

“Market research” undertaken in “Lafarge aggregate & concrete India Pvt Ltd.

This is the original study of Mr Hariomkumar tiwari and the sources used by him have been

acknowledged in his report. The report is submitted in the partial fulfillment of two year full time

course in Masters of Management Studies (2009-11) as per the rules of the Mumbai University.

Prof. Nilesh Manore Dr. S.T. Gadade

(PROJECT GUIDE) (DIRECTOR)

ACKNOWLEDGEMENTIt gives me pleasure in presenting this project report on ‘market research’ in Lafarge aggregate &

concrete India Pvt Ltd

I would like to add a few heartfelt words for the people who were the part of this project in

numerous ways people who gave unending support right from the stage the basic idea was

conceived.

I acknowledge with sense of reverence my gratitude towards Mr sandeep kulkarni, cluster manager

for providing me an opportunity to work as a summer trainee under his guidance along with his

support and co-operation in completion of my project.

I wish to express my gratefulness to our Institute coordinator Mr. Nilesh Manore & also thankful to

Prof. S.T. Gadade our Institute Director who has been constant source of inspiration to me. This

project is a result of their initiative and constant motivation.

I express my hearty thanks to the clients of Lafarge aggregate & concrete India Pvt Ltd without

whom the project would have not been completed.

I express my thanks to my beloved parents & friends for their support and guidance. I must never

forget that the highest appreciation is not to utter words, but to live by them.

Hariomkumar tiwari

INDEX

CHAPTER NO.

DESCRIPTION PAGE NO.

1 EXECUTIVE SUMMARY 6-7

2 OBJECTIVE AND SCOPE OF PROJECT 8-9

3 CEMENT INDUSTRIES IN INDIA 10-21

4 COMPANY PROFILE 22-52

5 RESEARCH METHODOLOGY 53-58

6 RESEARCH ANALYSIS 59-69

7 FINDINGS 70-71

8 CONCLUSION &

RECOMMENDATIONS

72-73

9 BIBLIOGRAPHY 74-75

10 ANNEXURE 76-79

EXECUTIVE

SUMMARY

Theoretical knowledge gained by a student through classroom study is incomplete, if not subject

to practical exposure of real corporate world and the challenges and problems that one has to

face at the actual work place. In that context the study has been taken to be aware of the real

business world.

The Project entitled-

‘Market research’ as a summer trainee, it helped me in understanding about the policies and procedures of the company and how these should be formulated together so that they solve the real purpose. It also gave me a chance to have an interaction with clients of Lafarge aggregate and concrete India pvt ltd who are continuously relying on Lafarge aggregate and concrete India pvt ltd. The generosity and the patience of them for spending their valuable time for discussion and interactions has also been a rich experience for me.

The project report is based on live interaction of clients of Lafarge aggregate& concrete India pvt ltd and who to improve company relationship with its clients. The project research was carried out in the tenure of 2 months between May and June with Lafarge aggregate & concrete India Pvt Ltd. under the guidance of Mr. sundeep kulkarni.

The main objective of this study was to understand how the relationship of company with its clients is and is company is satisfying all need of its clients.

The data collected during the project was both primary and secondary in nature. The primary data was collected by direct interaction with the clients of Lafarge aggregate & concrete India Pvt Ltd. The secondary data was collected from sources like the internet, reference books, company magazines etc. data was also collected with the help of a questionnaire and personal interviews. From the analysis we can conclude that marketing defines role in any company strategy. This tool has to be used in order for the company to excel in cement market.

OBJECTIVE AND SCOPE OF THE

PROJECT

OBJECTIVE:-

1 To know the company’s performance in market.

2 To know the marketing strategy of other companies in market.

3 To know whether my company needs any change in marketing strategy.

4 To know whether company is fulfilling its customer’s needs and requirements.

5 To know the response of customers regarding Lafarge.

6 To make better relationship with the clients.

NEED AND SCOPE OF STUDY:

1 To make the company more customers oriented.

2 To work well in market.

3 To develop Lafarge as a brand in customer’s mind.

4 To work along with the clients of Lafarge aggregate and concrete India Pvt Ltd for its betterment.

5 To become more customers oriented.

Chapter 3

Cement industry in India

Indian Cement Industry  The Indian cement industry has witnessed a phenomenal capacity addition to the tune of about 52 mn tonnes in the last two financial years which accounted for about 24% of the industry’s capacity of 218 mn tonnes at the end of FY09. In the last two financial years, the cement industry has registered a double-digit growth in capacity addition compared to moderate growth of 3-7% registered during period FY 03-07. As a result, industry’s capacity utilization rate which showed a rising trend up to FY07 has dropped to a level of 83% in FY09.

In FY09, the GDP growth slowed down to 6.7% compared to the 9% growth reported in FY08. However, cement consumption growth in FY09 at 8.4% has been able to maintain its multiplier factor with GDP growth at 1.25 times.

In FY09, all the regions except the Western and the Northern region have outperformed the industry in consumption growth. The Eastern region continued its buoyant performance and registered the highest cement consumption growth of 11.3% on yoy basis. The Southern and Central regions also reported impressive double-digit growth of 10.4% in cement consumption. But, the Northern region has registered the lowest growth in the cement demand on yoy basis. Comparatively, poor demand growth registered by the Western region was on account of high base of the last year and also slightly subdued demand.

With focus on capacity addition, many small/medium players have been able to capture more market share and consolidate their position in the industry in the last two years. Market share of top five individual companies taken together show a decline to a level of 44.3% in FY09 from 46.3% in FY08.

Even though the utilization rate dropped, average cement prices in FY09 rose by about 5% on yoy basis. But, the growth in cement prices remained slightly subdued compared to 21% and 14%, registered in FY07 and FY08, respectively. On the regional front, prices in the Southern region were firm and ruling consistently at the highest level amongst all the regions in FY09. However, due to slowdown in the cement off take and relatively low operating rate, prices in the Northern region remained at the lowest levels compared to other regions.

In FY09, the cement industry witnessed a fall in profitability. Even though, average realization for the industry increased by about 4% on yoy basis, cost of production has increased by 18.5% on yoy basis. Power and fuel cost for many cement companies increased in FY09 mainly on account of substantial increase in coal prices. As a result, the operating profit margin of the industry dropped by about 8-9% in FY09. Also, higher interest rates and depreciation provided on expanded capacities took its toll on the net profit margin of the industry which witnessed a decline by about 5% in FY09.

Going forward, cement companies would be benefited by their focus on captive power generation which would help them to reduce power & fuel cost. With reduction in coal prices, CARE Research has estimated that per tonne power & fuel cost of the industry will decline by about 12% in FY10 on yoy basis.

CARE Research has estimated that break-even cushion (defined as the ratio of overall capacity utilization rate of the industry to the utilization rate at the breakeven point in a particular year) of the industry has notably increased to 2.4 times in FY09 compared to an average level of 1.1 times in the period FY 02-05. With comfortable break-even cushion value, the cement industry is in better position to operate at lower utilization rate and avoid substantial price cuts. CARE Research does not foresee a notable drop in average realization of the industry in FY10.

CARE Research has estimated the domestic cement demand to grow at a CAGR of about 8.8% in the next two years. Cement demand in the next year would largely be driven by low-cost housing segment in rural & semi-urban regions and government’s focus on infrastructure development in the country.

The level of consolidation in the cement industry had slowed down in the last couple of years. However, one analysis suggests that the Net Present Value (NPV) of a Greenfield plant is still higher than the NPV of an acquired unit, leading us to the conclusion that further consolidation in the industry is still away.

The report elucidates facts on the Indian Cement industry, supplemented by the latest statistics. The report is divided into two sections. Section I mainly covers performance of the industry in the last financial year and also analysis of past five years’ data. Section II covers information on some technical aspects about the product and basics of the cement industry along with exhaustive database. Following are the few points with are emphasized to accomplish the report:

India, being the second largest cement producer in the world after China with a total capacity of 151.2 Million Tones (MT), has got a huge cement industry. With the government of India giving boost to various infrastructure projects, housing facilities and road networks, the cement industry in India is currently growing at an enviable pace. More growth in the Indian cement industry is expected in the coming years. It is also predicted that the cement production in India would rise to 236.16 MT in FY11. It's also expected to rise to 262.61 MT in FY12.

The cement industry in India is dominated by around 20 companies, which account for almost 70% of the total cement production in India. In the present year, the Indian cement companies have produced 11 MT cement during April-September 2009. It took the total cement production in FY09 to 231 MT.

Industry Background

The history of the cement industry in India dates back to the 1889 when a Kolkata-based company started manufacturing cement from Argillaceous. But the industry started getting the organized shape in the early 1900s. In 1914, India Cement Company Ltd was established in Porbandar with a capacity of 10,000 tons and production of 1000 installed. The World War I gave the first initial thrust to the cement industry in India and the industry started growing at a fast rate in terms of production, manufacturing units, and installed capacity. This stage was referred to as the Nascent Stage of Indian Cement Industry. In 1927, Concrete Association of India was set up to create public awareness on the utility of cement as well as to propagate cement consumption.

The cement industry in India saw the price and distribution control system in the year 1956, established to ensure fair price model for consumers as well as manufacturers. Later in 1977, government authorized new manufacturing units (as well as existing units going for capacity enhancement) to put a higher price tag for their products. A couple of years later, government introduced a three-tier pricing system with different pricing on cement produced in high, medium and low cost plants.

Cement industry, in any country, plays a major role in the growth of the nation. Cement industry in India was under full control and supervision of the government. However, it got relief at a large extent after the economic reform. But government interference, especially in the pricing, is still evident in India. In spite of being the second largest cement producer in the world, India falls in the list of lowest per capita consumption of cement with 125 kg. The reason behind this is the poor rural people who mostly live in mud huts and cannot afford to have the commodity. Despite the fact, the demand and supply of cement in India has grown up. In a fast developing economy like India, there is always large possibility of expansion of cement industry.

Cement Industry in India

• lafarge Cement Plants

• ACC Ltd. Cement Plants

• CCI Cement Plants

• Top 10 Cement Companies

• Mangalam Cement

• J K Lakshmi Cement

• J K Cement

• Madras Cement

• India Cements

• Sanghi Industries

• Dalmia Cement

• Dalmia Cement Bharat

• Gujarat Ambuja Cements

Cement Production and Growth

Domestic demand plays a major role in the fast growth of cement industry in India. In fact the domestic demand of cement has surpassed the economic growth rate of India. The cement consumption is expected to rise more than 22% by 2009-10 from 2007-08. In cement consumption, the state of Maharashtra leads the table with 12.18% consumption, followed by Uttar Pradesh. In terms of cement production, Andhra Pradesh leads the list with 14.72% of production, while Rajasthan remains at second position.

The production of cement in India grew at a rate of 9.1% during 2006-07 against the total production of 147.8 MT in the previous fiscal year. During April to October 2008-09, the production of cement in India was 101.04 MT comparing to 95.05 MT during the same period in the previous year. During October 2009, the total cement production in India was 12.37 MT compared to a production of 11.61 MT in the same month in the previous year. The cement companies are also increasing their productions due to the high market demand. The cement companies have seen a net profit growth rate of 85%. With this huge success, the cement industry in India has contributed almost 8% to India's economic development.

Technology Up-gradation

Cement industry in India is currently going through a technological change as a lot of up gradation and assimilation is taking place. Currently, almost 93% of the total capacity is based entirely on the modern dry process, which is considered as more environment-friendly. Only the rest 7% uses old wet and semi-dry process technology. There is also a huge scope of waste heat recovery in the cement plants, which lead to reduction in the emission level and hence improves the environment.

Cement Dispatches

Cement industry in India has successfully maintained almost total capacity utilization levels, which resulted in maintaining a 10% growth rate. In 2006-07, the total dispatch was 155 MT, which rose up to 170 MT in 2007-08. The month of October 2009 saw a cement despatch of 12.22 MT, which was almost 9% higher than the total cement despatch of 11.21 MT in the same month in the previous year.

  2008-09 (Apr-Oct) (in MT) 2007-08 (Apr-Oct) in MT

Production 101.04 95.05

Despatches (Excluding Export) 100.24 94.33

Export 1.46 2.16

Capacity Utilization (%) 85 93

Major Players in Indian Cement Industry

There are a number of players prevailing in the cement industry in India. However, there are around 20 big names that account for more than 70% of the total cement production in India. The total installed capacity is distributed over around 129 plants, owned by 54 major companies across the nation.

Following are some of the major names in the Indian cement industry:

Company Production Installed Capacity

ACC 17,902 18,640

Gujarat Ambuja 15,094 14,860

Ultratech 13,707 17,000

Grasim 14,649 14,115

India Cements 8,434 8,810

JK Group 6,174 6,680

Jaypee Group 6,316 6,531

Century 6,636 6,300

Madras Cements 4,550 5,470

Birla Corp. 5,150 5,113

Mergers and Acquisitions in Cement Industry in India

•UltraTech Cement is going to absorb its sister concern Samruddhi Cement to become biggest cement company in India.

•World's leading foreign funds like HSBC, ABN Amro, Fidelity, Emerging Market Fund and Asset Management Fund have together bought 7.5% of India Cements (ICL) at a cost of US$ 124.91 million.

•Cimpor, a Cement company of Portugal, has bought 53.63% stake that Grasim Industries had in Shree Digvijay Cement.

•French cement company Vicat SA bought 6.67% share of Sagar Cement at a cost of US$ 14.35 million.

•Holcim now holds 56% stake of Ambuja Cement. Previously it held 22% of stake. The company utilized various open market transactions to increase its stakes. It invested US$ 1.8 billion for that.

Recent Investments in the Indian Cement Industry

•In a recent announcement, the second largest cement company in South India, Dalmia Cement declared that it's going to invest more than US$ 652.6 million in the next 2-3 years to add 10 MT capacity.

•Anil Ambani-led Reliance Infrastructure is going to build up cement plants with a total capacity of yearly 20 MT in the next 5 years. For this, the company will invest US$ 2.1 billion.

•India Cements is going to set up 2 thermal power plants in Andhra Pradesh and Tamil Nadu at a cost of US$ 104 billion.

•Anil Ambani-led Reliance Cementation is also going to set up a 5 MT integrated cement plant in Maharashtra. It will invest US$ 463.2 million for that.

•Jaiprakash Associates Ltd has signed a MoU with Assam Mineral Development Corporation Limited to set up a 2 MT cement plant. The estimated project cost is US$ 221.36 million.

•Rungta Mines (RML) is also planning to invest US$ 123 million for setting up a 1 MT cement plant in Orissa.

Top 10 Cement Companies in India

India, world's second largest cement producer after China, is the home to a number of top cement companies. As various infrastructure projects, road networks and housing projects are coming up, many of which are backed by the government, the cement industry in India is growing at a great pace these days. With the capacity of 151.2 Million Tones (MT), the Indian cement industry is truly big in size and hence accommodates a number of cement companies in the market. Not only that, more growth is further expected in the coming years, which will also lead to the growth of top cement companies in India. Let's have a look at the top 10 cement companies in India.

The Indian cement industry is largely dominated by a few companies. The top 20 cement companies account for almost 70% of the total cement production of the country. During April-September 2009, the Indian cement companies produced 11 MT cement, whereas the total cement product in the country in FY09 was 231 MT. It is further expected to reach 236.16 MT in FY11 and 262.61 MT in FY12.

List of Top 10 Cement Companies in India

Following are the list of top 10 cement companies in India:

•ACC Limited

•Gujarat Ambuja Cements Limited

•Ultratech

•Grasim

•India Cements

•JK Cement Ltd

•Jaypee Group

•Century Cement

•Madras Cements

•Birla Corp.

Name ACC Limited

Production 17,902

Installed Capacity 18,640

Net Profit (Quarter ended Sep 30, 2009) 41,550.89 lakhs

Name Gujarat Ambuja Cements Limited

Production 15,094

Installed Capacity 14,860

Net Profit (Quarter ended on Sep 30, 2009) 31,848 lakhs

Name Ultratech

Production 13,707

Installed Capacity 17,000

Net Profit (in 2008-09) 97,700 lakhs

Name Grasim

Production 14,649

Installed Capacity 14,115

Net Profit (in 2008-09) 1,64,800 lakhs

Name India Cements

Production 8,434

Installed Capacity 8,810

Net Profit (in 2008-09) 43,218 lakhs

Name JK Cement Ltd

Production 6,174

Installed Capacity 6,680

Net Profit (in 2008-09) 14,234.40 lakhs

Name Jaypee Group

Production 6,316

Installed Capacity 6,531

Name Century Cement

Production 6,636

Installed Capacity 6,300

Name Madras Cement

Production 4,550

Installed Capacity 5,457

Net Profit (in 2008-09) 49,081 lakhs

Name Birla Corp.

Production 5,150

Installed Capacity 5,113

Net Profit (in 2008-09) 9,061 lakhs

Chapter 4

Company Profile

Lafarge is a French industrial company specializing in four major products: cement, construction aggregates, concrete and gypsum wallboard. It currently (2009) is the world's largest cement manufacturer by mass shipped ahead of Holcim.

LAFARGE GROUP

 

The beginning (1833 to 1914):

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

1914 - 1955 Growth on all fronts

International development began with the opening up of North African markets. Lafarge, which had operated in Algeria ever since 1866, now became the leading Portland cement producer in Algeria, and set up operations in Morocco and Tunisia. Lafarge continued to acquire companies in mainland France. With a quarter of the domestic market, the company became established as France's number one cement producer.

In 1926, Lafarge opened its first aluminous cement plant in the United Kingdom. It diversified into gypsum in 1931, and developed Superblanc, a new cement, in 1932. By 1939, Lafarge was the leading cement producer in France. After 1945, Lafarge gained a new lease of life with the arrival of Alfred François at the helm, the Marshall Plan and the post-war rebuilding boom: production doubled over the next ten years.

1955 - 1981 Mergers, acquisitions, developments

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

1982 - 1990 The conquest of Europe

During the 1980s, with the construction of a single market representing more than 300 million inhabitants, the Group chose to expand its business in Europe. Lafarge first turned to Germany, raising its stake in Portland Zementwerk at Wössingen to 83%. Through the purchase of the Swiss company, Cementia in 1989, the Group acquired interests in Asland (Spain), Aslan (Turkey) and Perlmooser (Austria). Then followed the investments in Eastern Europe: East Germany, the Czech Republic (1991), then Poland, Romania, Russia and Ukraine. The agreement with the East German cement producer, Karsdorf, came even before German reunification had been mooted.

1990 - 2001 Lafarge becomes world leader in building materials

1994 saw Lafarge take a foothold in China. Today, all four of the Group's Divisions operate there, and there have been developments throughout Asia (1998: Indonesia and the Philippines; 1999: India and South Korea). The Group's expansion in Poland began in 1995 with the acquisition of a 75% stake in Kujawy. Within six years (2001), 4 entities representing all four Divisions were active in the country.

Lafarge acquired Redland in 1997, positioning itself more strongly in Aggregates and Concrete and gaining entry onto the Roofing market.

Thanks to the acquisition of Warren in Canada in 2000, Lafarge became one of the leading aggregates producers in North America. Lafarge focused on its main four Divisions, and divested its Specialty Products businesses, which became Materis.

Lafarge was the first industrial group to conclude a partnership agreement with WWF (World Wildlife Fund for Nature).

In 2001, following the acquisition of Blue Circle, Lafarge became the world's leading cement producer. Numerous acquisitions and joint ventures in all four Divisions, and on every continent, particularly Asia, have continued to consolidate its world leadership position. In July, 2001, Lafarge was introduced onto the New York Stock Exchange (NYSE).

2001-2004: A global growth

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

The Cement Division inaugurated in China the new Dujiangyan cement plant, the first greenfield cement plant for the Group in China, and acquires a 70% interest in the Chongqing cement plant.

The Cement Division acquired two new cement plants in Slovenia and in Serbia.

In 2003, the Cement Division enters Australia and had constructed a new cement plant in Mexico, near Mexico City.

In 2004, the Group:

 

Acquired in Ecuador Cementos Selva Alegre. Acquired The Concrete Company of Columbus, Georgia, United States with operations

in both cement and concrete. Acquired Hupfer Holdings with operations in France and Switzerland in aggregates

activities. Acquired an additional 10.2% stake in Lafarge Halla Cement, in South Korea. Acquired an additional 14% stake in our gypsum operations in Lafarge Gypsum in Asia,

in a joint venture with Boral.

LAFARGE GROUP'S GROWTH STRATEGY

 

To maintain its leadership in construction materials, the Group is aggressively following a strategy of growth and competitiveness. This includes international development and expansion in all of its businesses. Lafarge Group has established its presence or consolidated its position, alone or with local partners, in countries as diverse as Egypt, Uganda, Mexico, South Korea, Venezuela, Brazil, Jordan, Poland, Germany, Argentina, Turkey, Canada, United States, Australia and Ukraine. With operations on every continent, Lafarge is committed to a strategy of international development. It aims to simultaneously, increase its business in countries with high market growth potential, and further develop products enjoying growth in mature markets, capitalizing on every opportunity and offering synergies with existing businesses.

Lafarge was founded in 1833 by Joseph-Auguste Pavin de Lafarge in Le Teil (Ardèche), to exploit the limestone quarry in Mont Saint-Victor between Le Teil and Viviers. The limestone is white and argillaceous, and yielded an eminently hydraulic lime.

In 1864 Lafarge signed its first international contract for the delivery of 110,000 tonnes of lime to the Suez Canal construction project. It developed calcium aluminate cements. It was also an early pioneer in the production of white Portland cement, still made at the company's original Le Teil plant.

In 1919, a public company was formed, named "Société anonyme des chaux et ciments de Lafarge et du Teil."

In 1980, it joined with the cement company Coppée to become SA Lafarge Coppée.

Lafarge purchased a plant from the National Gypsum Company in early-1987. Ten years later, it bought Redland plc, a leading British quarry operator.

In 2001, Lafarge, then the world's second largest cement manufacturer, acquired Blue Circle Industries (BCI), which at the time was the world's sixth largest cement manufacturer, to become the world leader in cement manufacturing.

In 2006, Lafarge North America shareholders accepted a $3 billion tender offer from Lafarge Group which gave the parent company full control over the North American business, removing LNA from the New York Stock Exchange. Previously the Group had owned 53% of LNA shares.

In 2007, divested its roofing division, selling it to a private equity group in a deal that resulted in Lafarge retaining a 35% equity stake.

In December 2007, Lafarge announced the purchase of the Orascom Cement Group, an Egyptian based cement producer with operations across Africa and the Middle East, from Orascom Construction Industries (OCI).

On May 15, 2008 Lafarge acquired Larsen&Turbo Ready Mix-Concrete (RMC) business in India for $349 million.

Environmental concerns

On July 11, 2008, the Albany Times Union reported that Lafarge's Ravena, New York plant "was the greatest source of mercury emissions in New York from 2004 to 2006" According to the story, plans have been made to upgrade the plant to reduce the mercury emissions. A second story, published the following day, stated that the factory had emitted 400 pounds (181 kg) of mercury annually from 2004 to 2006.

Financial data

The following is a summary of data:

Financial data in millions of euro

Year 2001 2002 2003 2004 2005 2006 2007 2008 2009

Sales 13,698 14,610 13,658 14,436 15,969 16,909 17,614 19,033 15,884

EBITDA 2,862 3,101 2,820 3,028 2,920 3,610

Net results 750 446 728 868 1,096 1,372 1,909 1,598 736

Net debt 9,332 8,544 6,734 7,017 7,221 9,845 8,685 16,884 13,795

Staff 82,892 77,547 75,733 77,075 80,146 82,734 77,720 83,440 77,994

Our Vision

To be a leading cement company in India

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

Building strong brands that meet consumer needs and aspirations.  Embracing safety as a way of life.  Being a responsible citizen and ensuring sustainable development.  Being committed to the highest standards of corporate governance by conducting our

business with integrity, honesty and transparency.

Fostering a performance culture in an environment of learning that encourages mutual trust and respect, teamwork, customer orientation and sharing of best practices - which makes us a preferred employer.

Company Overview

Lafarge Cement: A World Leader In Cement, now the highest selling cement in eastern India.

Lafarge India is a subsidiary of the French Building Materials major Lafarge. Lafarge is the world leader in building materials, with top-ranking positions in all of its businesses: Cement, Aggregates & Concrete and Gypsum. Lafarge entered the Indian market in 1999, with the acquisition of the cement business of Tata Steel. This acquisition was followed by the purchase of the Raymond Cement facility in 2001.

Lafarge currently has four cement plants in India: two integrated plants in the state of Chhattisgarh, one grinding station each in Jharkhand & West Bengal. Total cement production capacity of Lafarge in the Indian market currently stands at around 6.5 million tons. Lafarge India produces different types cements like Portland Slag Cement, Portland Pozzolana Cement. Lafarge Cement is famous all over the world for its premium quality and has been used to build many landmark buildings,structures globally. The company is a leading cement player in Eastern India. Its brands Lafarge Cement and Lafarge Concreto Cement enjoy high brand equity here and are amongst the highest priced brands. Lafarge is committed to the Indian market and has firm plans to expand its capacity in India.

Lafarge cement is available through a large dealer network, throughout eastern India- in the states of West Bengal, Jharkhand, Bihar, Chattisgarh, Orissa and North-East States. Lafarge Cement is also available in parts of  Madhya Pradesh and Maharashtra (Vidarbha region), Part of Uttar pradesh , Andhra Pradesh & National Capital Region. 

Our Plants

PLANTS AND OPERATIONS

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

 

All plants are ISO 9001 and 14001 certified.

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

 

Location Facilities Rated Capacities & Product Range (as of 2009)

Sonadih

Clinkerisation unit 1.4 MTPA of Clinker

Cement Grinding unit

0.55 MTPA of Cement

Portland Pozzolana Cement (PPC)

Jojobera

Cement Grinding unit with separate circuits for clinker and slag grinding

3.4 MTPA of Cement

Portland Slag Cement (PSC) & Portland Pozzolana Cement (PPC)

Arasmeta

Clinkerisation unit 1.6 MTPA of Clinker

Cement Grinding unit

1.6 MTPA of Cement

 Portland Pozzolana Cement (PPC)

Mejia Cement Grinding unit

1.0   MTPA of Cement

Portland Pozzolana Cement

(PPC) 

The plants at Sonadih, Jojobera,Mejia and Arasmeta are based on the dry process technology and use energy efficient processes. The thermal energy of the kiln is optimized by the use of a multistage pre-heater with in-line pre-calciner.

Lafarge worldwide places a very high emphasis on protection of the environment. In all its Indian plants, bag filters and electrostatic precipitators are used to reduce pollution and ensure environment friendly plant operations.

Lafarge India has adopted stringent quality control measures to ensure the highest quality cement .The plants have the benefit of the strong technical and R&D set-up of Lafarge group called DPC which is supported by CTI & CTEO - at Lyon in France, CTS - at Montreal in Canada, ATC - at Kuala Lumpur in Malaysia and CTEC - in Austria.

Lafarge Group employs more than 500 scientists and spends more than 100 million euros annually in developing leading technologies in the area of building materials and construction technology. The regular exchange of knowledge and technological improvements between the technical centre and the Indian operations has enabled Lafarge India to improve operational efficiencies on a continuous basis.

RESEARCH & DEVELOPMENT

RESEARCH SERVING CUSTOMERS’ NEEDS

In our drive to give you world-class products, every bag of Lafarge Cement is made with the utmost care and commitment. Stringent tests are conducted at every stage of the manufacturing process - from the choice of the raw material to the finished product so that you get only the very best in terms of quality, consistency and reliability. Lafarge Cement is ideal for the hot and humid weather conditions so typical of our country.

 

The GROUP'S EXPERIENCE OF 173 YEARS across the globe which enables us to produce the finest cement in terms of reliability and consistency- bag after bag - in very modern, computer controlled plants.

Our research laboratories have developed methods which allow us to intervene on the production parameters to obtain improved uniformity of cement properties, thus better meeting the needs of our clients.

The finest raw material available for the manufacturing process through a HIGHLY SOPHISTICATED COMPUTER MODEL which develops a detailed mining plan ensuring the best quality of limestone and a suitable blend available for the plant.

With the same ambition for all our researchers: that we leftover the favorite provider of our customers.

 

 

Customer-oriented organization:

For the success of our research programs, our R&D has organized a network of research operations.

An expertise in know-how gathered from operating 142 plants in 42 countries, which is channelised to every Lafarge plant in the global network through the central research laboratory, DPC based in l'Isle d’Abeau (Lyon-France), and focuses primarily on materials knowledge and the qualities of the cement in use in concrete (color, ease of implementation, setting time, strength when young …)

The Central Research Laboratory,DPC is supported by the following 5 techincal centres worldwide.

o Inter-Unit Technical Center (CTI) at Lyon, France.

o Western Europe Technical Center (CTEW) at Lyon, France.o Scientific Technical Center (CTS) at Montreal, Canada. o Asian Technical Center (ATC) at Kuala Lumpur, Malaysia. o Central European Technical Center (CTEC) in Austria.

They also participate in product development, do factory testing, and adapt formulas to local components, working both on processes and on quality.

 

 

Research programs to meet customer needs

 

 The primary programs underway focus on:

 

Improved uniformity of the cements: their workability, setting time, early resistance, tolerance to usage temperature.

Development of the use of cement additives (slag, ash, pozzolana), to save non-renewable resources and adapt products to each market while helping to reduce the CO2 emissions from cement production.

Identifying the factors of differentiation. Through mapping of both ordinary and “special” cements.

CEMENT MANUFACTURING

The word “cement” is based on the Latin word “caementum” .The binder that is used in the production of concrete and mortar has the ability to harden even in water. Different applications require the use of various types of cement with a specific composition. The properties can also be varied through addition of different additives.

PRODUCTS

Long standing international experience and wide diversity of the Lafarge Group have provided us with unrivalled understanding on the intrinsic properties of cement and its premium quality.

 

Lafarge Cement currently holds the leadership position in Eastern Indian markets, producing high performance blended cements in Portland Slag Cement (PSC) and Portland Pozzolona Cement (PPC) variants. Lafarge enjoys high brand equity through its different brands; Lafarge Concreto, Lafarge Duragard and Lafarge Cement.

Lafarge Concreto is premium all-purpose cement developed to meet the needs of homebuilders in India. Concreto was developed in Lafarge’s state-of-the-art laboratories, which are extensively networked with its Central Research Institute in France.

 

We at Lafarge understand the true worth of your dreams and your money. That’s why we have introduced Lafarge Duraguard- A cement that keeps your dream home safe for long.

A unique outcome of international expertise, this super performing cement has been developed taking into consideration the weather conditions in India and the practices of homebuilding.

ENVIRONMENT

COMMITTED TO PROTECT THE ENVIRONMENT

In line with the Global focus of Lafarge on environmental protection,  we are  totally committed towards environmental protection :

 

Substantial reduction in CO2 emissions.

Protection of natural resources by conserving limestone. Reduction of use of fossil fuel by utilising waste materials & alternate fuels. Protection & upgradation of natural resources. Increase in use of cementitious materials thus facilitating the eco-friendly disposal of fly

ash from power plants & slag from steel plan which otherwise creates substantial threat to nature.

All the Lafarge India plants are ISO 9000 & 14000 accredited and have proper systems & procedures in place for quality control & environmental protection with sound documentation.

The plants regularly monitor the emissions & discharges to atmosphere in order to effectively control the same and have clearances from State Pollution Control Boards as per Government stipulation.

The plants regularly monitor the emissions & discharges to atmosphere in order to effectively control the same and have clearances from State Pollution Control Boards as per Government stipulation.

 

In order to maintain an eco-friendly approach and to protect the environment in & around the plants, following are some of the Environmental Protection actions being undertaken at LIPL plants presently.

 

 

Extensive plantation of trees. Reduction in fugitive dust emissions by a close monitoring system & adoption of better

technology. Adapting eco-friendly means of transportation of fly ash (pneumatic, bulker), thus

protecting the community en route from dust pollution. Improving on operational performance by increasing cementitious materials in cement.

Lafarge India achieved the highest cementitious addition within the Lafarge Group worldwide.

 Reduction in Specific Power consumption during the production of various brands of blended cement.

Reduction in fuel consumption & use of alternate fuel. Rain Water Harvesting. Unique use of waste material for eco friendly applications.

Board of Directors

RESPONSABILITIES

approves the annual and half-year financial statements, calls the Annual Shareholders' Meeting, sets compensation for senior managers, participates in general management decisions.

MEMBERSHIP

The Board of Directors of Lafarge has 18 members, of whom 10 are independent. The position of Vice-President of the Board is reserved for an independent director. This decision highlights Lafarge's determination to continue to implement best practices in corporate governance.

The Annual Shareholders' Meeting appoints directors for a period of 4 years.

The Board of Directors of Lafarge has 18 members, of whom 10 are independent. This structure demonstrates the Group's determination to benefit from the experiences, skills and backgrounds of a diverse group of individuals.

Bruno Lafont

Director, Chairman and Chief Executive Officer

Oscar Fanjul

Independant director, non-executive Vice-Chairman of the Board

Michel Bon

Director

Philippe Charrier

Independent director

Bertrand Collomb

Director and Honorary Chairman

Philippe Dauman

Independent director

Paul Desmarais, Jr.

Director

Gérald Frère

Director

Juan Gallardo

Independent director

Jérôme Guiraud

Director

Pierre de Lafarge

Independent director

Colette Lewiner

Independent director

Michel Pébereau

Independant director

Michel Rollier

Independent director

Hélène Ploix

Independent director

Nassef Sawiris

Director

Thierry de Rudder

Director

Véronique Weill

Independent director

International Advisory Board

The International Advisory Board is comprised of persons, external to the Group, with varied experiences and of different nationalities. Its role is to establish an international vision of the Group and allow it to benefit from the experience of major economic players.

MODE OF OPERATION

The International Advisory Board meets twice a year in the presence of the Chairman and Chief Executive Officer and the Senior Management team.

The first meeting takes place in France and covers general themes, such as environmental management or research. Creation of a nature park, the

The second focuses on the discovery of a country or region through presentations by political, economic and social representatives or industrialists who operate there.

Baobab Farm in Bamburi

MEMBERS OF THE INTERNATIONAL ADVISORY BOARD

The International Advisory Board is made up of 11 members from outside the Group, appointed for 3 years:

Lynda, Baroness Chalker of Wallasey, United Kingdom, Chairman of Africa Matters Limited,

Barbara H. Franklin, United States, Chairman and Chief Executive Officer of Barbara Franklin Enterprises, former US Secretary of Commerce,

Mohamed Kabbaj, Morocco, Chairman of Lafarge Maroc, Takuzo Kitamura, Japan, Special Corporate Advisor to Ajinomoto Co. Inc, Thierry de Montbrial, France, Founder and President of the French Institute for

International Relations, Alexei A. Mordashov, Russian Federation, Chairman of the Board of Severstal, Hugh M. Morgan, Australia, Director of the Board of The Reserve Bank of Australia, Robert W. Murdoch, Canada, director of companies, Titus Naikuni, Kenya, Group Managing Director and C.E.O. Kenya Airways, Dr. Quin Xiao, China, Chairman of China Merchants Group Limited. Paula Stern, President of the Stern Group, Deepak S. Parekh, President of the Housing Development Finance Corporation in India.

COMMITEES

The committees have the power to make recommendations to the Board of Directors. Their analyses facilitate the Board's decisions.

PRACTICES AND OPERATION OF COMMITTEES

MODE OF OPERATION

The committees meet at least twice a year at the initiative of the Chairman of the Board. Half of the members must be present for meetings to take place.

Each committee chairman sets the agenda for meetings of that committee. Minutes of the meeting are drafted after each session.

 

PRACTICE AND CONSULTATIONS

The committees may find it necessary to consult with the Group's management team. They may also delegate their missions to experts. The committees report on their work to the Board by way of verbal statement, opinions, proposals, recommendations or written reports. They have no power of decision.

 

COMPENSATION OF DIRECTORS

The compensation of directors is proportional to their involvement in the different committees.

The directors receive a presence fixed fee of 15,245 Euros per yea

MISSIONS AND RESPONSIBILITIES OF THE COMMITTEES

The Audit Committee

* Is responsible for the relevance of the accounts and accounting methods adopted.

* Supervises the company’s financial situation.

* Studies the reports of the statutory auditors and ensures their independence.

* Ensures the existence of anti-fraud procedures.

The Corporate governance and Nominations Committee

* Prepares the evolution of the composition of Lafarge’s management bodies.

* Proposes corporate governance rules.

The Remunerations Committee

* Examines the compensation and benefits received by Directors and senior management members.

* Provides the Board of Directors with elements of comparison and benchmarking relevant to current market practices.

The Strategy and Investment Committee

* Expresses its opinion on the main strategic orientations and investment policy of the Group.

* Rules on investments, the creation and upgrading of equipment, external growth, divestments and asset or share sales.

Management team

THE CHAIRMAN AND CEO

Bruno Lafont Chairman and Chief Executive Officer

THE MEMBERS OF THE EXECUTIVE COMMITTEE

Jean-Carlos Angulo

Executive Vice-President, Co-President of the Cement Business

Isidoro Miranda

Executive Vice-President, Co-President of the Cement Business

Guillaume Roux

Executive Vice-President, Co-President of the Cement Business

Thomas Farrell

Executive Vice-President, Co-President of the Aggregates & Concrete Business

Gérard Kuperfarb

Executive Vice-President, Co-President of the Aggregates & Concrete Business

Christian Herrault

Executive Vice-President, President of the Gypsum Business

Jean-Jacques Gauthier

Chief Financial Officer

Eric Olsen

Executive Vice-President, Organization and Human Resources

Cement Business profile of Lafarge aggregate & concrete Pvt Ltd

A STRONG INTERNATIONAL PRESENCE

In 2009, the Cement Business:

accounted for 9.5 billion euros in turnover, 69% of which was in high-growth emerging economies,

employed 46,468 people in 48 countries,

Had 160 production sites, including 120 cement plants.

CEMENT

GEOGRAPHICAL BREAKDOWN OF CEMENT BUSINESS SALES (12/31/2009)

GEOGRAPHICAL BREAKDOWN OF CEMENT BUSINESS EMPLOYEES (12/31/2009)

THE CEMENT BUSINESS IS LOCATED IN 48 COUNTRIES (12/31/2009)

Aggregates Business profile

KEY FIGURES

In 2009, the Aggregates Business:

had nearly 597 quarries in operation, Sold 196 million tons of aggregates worldwide.

In 2009, the Aggregates and Concrete Businesses together employed 23,552 people, in 36 countries.

AGGREGATES

GEOGRAPHICAL BREAKDOWN OF AGGREGATES BUSINESS SALES (12/31/2009)

GEOGRAPHICAL DISTRIBUTION OF AGGREGATES AND CONCRETE EMPLOYEES (12/31/2009)

THE AGGREGATES AND CONCRETE BUSINESS IS LOCATED IN 36 COUNTRIES (12/31/2009)

Concrete Business profile

KEY FIGURES

In 2009, the Concrete Business:

accounted for 5.064 billion euros in combined sales with the Aggregates Business,

had 1,176 concrete plants, Manufactured 37 million m³ of concrete products.

 In 2009, the combined Aggregates & Concrete Business employe

23,552 people in 36 countries.

CONCRETE

GEOGRAPHICAL BREAKDOWN OF AGGREGATES & CONCRETE SALES (12/31/2009)

GEOGRAPHICAL BREAKDOWN OF AGGREGATES & CONCRETE EMPLOYEES (12/31/2009)

THE AGGREGATES AND CONCRETE BUSINESS IS LOCATED IN 36 COUNTRIES (12/31/2009)

Chapter 5

RESEARCH

METHODOLOGY

Research methodology comprises of all research activities carried in connection with the marketing management. Marketing research, systematic analysis of the marketing problems, model building and facts finding for the purpose of improvements in decision making and control in the marketing of the products and services.

Research methodology may be understood as a science of studying how research is done scientifically. To plan research project, it is necessary to anticipate all the steps that must be undertaken if the project is to be completed successfully. These steps are often referred collectively as research process.

Research methodology states the study undertaken to complete the project. It includes specification of:

RESEARCH METHODOLOGY

SOURCES OF DATA

COLLECTION OF DATA

SAMPLE PLAN

RESEARCH DESIGN:-

A research design is simply a framework or plan for study that is used as a guide in collecting and analyzing the data. It is a blue print that is followed in completing the project.

The research design specifies the methods and procedures for acquiring the information needed. It is overall operation pattern or framework of the project that stipulates what information is to be collected from which sources and by what procedures. There may not be single, standard and correct method of research. There may be different types of research design to suit different purpose of research.

There are various types of research design. They are:-

Exploratory Research

Descriptive Research.

Depending upon the objective of research, marketing research design is selected.

According to the research objective I plan to choose exploratory research.

EXPLORATORY RESEARCH:-

The major emphasis of exploratory research is to extract new insight into the problem. This research will help to know some facts about other people preferences and choice.

It helped me in knowing the following information:

What are the preferences of students towards purchasing the technology product of a particular brand?

Which factors influence their buying decision?

How effective are the advertising activities carried out by the brands for its sales?

SOURCES OF DATA:-

The next step is to gather information. There are two types of data. They are:

PRIMARY DATA

SECONDARY DATA

PRIMARY DATA:-

First of all, all the sources of primary data from various sources should be explored and examining the possibility of their use for study.

In many cases the data may not be inadequate or unusable and therefore, may realize the first hand information.

There are two methods by which primary data can be collected. They are:

Observation method

Communication method

OBSERVATION METHOD:-

Observation is one of the methods of collecting data. It is used to get both past and current information. For example, instead of asking responder about their current behavior, we may observe the result of such behavior.

The observational method is not used frequently. All the same it is used especially in marketing experimentation.

COMMUNICATION METHOD

This method is very popular. The method is used for the project study.

Advantages:

It helped in correcting not only factual data in terms of demographics but also attitude and opinions.

The recorded data is more reliable and valid.

It is less time consuming and less expensive than observation method.

SECONDARY DATA

Any data, which has been gathered for some other purpose, is the secondary data in the hands of research.

Advantages:

The major advantage in the use of secondary data is that it is more economical, as the cost of collecting original data is saved.

It saves much of the time of the researcher. This leads to prompt completion of the project.

Search for secondary data is helpful, not only because secondary data may be useful but because familiarity with such data indicates the deficiencies and gaps. As a result the primary data can be collected more specifically and more relevant to the study.

Finally the secondary data can be used as basis for comparison with primary data.

COLLECTION OF DATA

Primary Data

It involves two aspects. The techniques and tools that are used in collecting primary data are as follows: -

Observation

Survey

Secondary Data

The secondary data is collected from various business newspapers and websites, journal and various magazines. The secondary data gave me brief overview of the current market situation, the history of the company and the sales figures of the latest quarter.

RESEARCH INSTRUMENT

In this project most of the data and information collected are in the form of primary data, so the references and the contacts are very useful instrument in such data collection.

Here unstructured questionnaire was used which was not pre-decided depending upon the certain customers and it included both open-ended and close-ended questions.

SAMPLE PLAN

Sample plan is very much important for a research; after deciding on sample instrument and research approach, sampling plan calls for following decision.

Sample unit

This is very important for a research to decide as to who is going to be surveyed, or what the sample unit is. In this research different category of students were targeted to gather correct and reliable information.

Universe

The universe of the research here were the retailers and lubricant distributors

Contact Method

The sample method used here was personal visit. This is the oldest and most commonly used method of marketing research. Naturally it could work out more accuracy.

Here the unstructured and indirect type of personal question method is used. The response is then direct and limited to the question framed in the questionnaire which researcher’s record simultaneously.

Sample Size

The sample size in this research was:-

Retail shops

Lubricant distributors

Chapter 6

Research Analysis

I have visited some of the clients of Lafarge aggregate & concrete India Pvt Ltd during my summer internship and all the clients were manly from navi Mumbai area.

Client name and address Site address Contact persons

ADHIRAJ CONSTRUCTIONS PVT LTD

Adhiraj complex, plot no. 8 sector no.8, kharghar, navi Mumbai 410210

Adhiraj gardens, plot no. 32, sector 5, kharghar

Mr. Girish dhaiya 9821469131

GOODWILL CONSTRUCTIONS

Office No. 33, second floor, mahavir centre, above golden Punjab restaurant, sector 17, vashi, navi Mumbai

Goodwill paradise, plot no. 24, sector 15, kharghar

Mr. Raj kochar 9821316220

IND-AGIV COMMERCE LTD

85, V.N. Purav marg, sion chunabhatti road, chunabhatti east, Mumbai 400022

D/17/3, TTC Industrial area Turbhe

Mr. Champak 9819049120

KESAR REALTY PVT LTD

Aggrawal trade centre, A wing, third floor, plot no. 62, CBD belapur, navi Mumbai

Kesar exotica, plot no. 264/265/266, sector 10, kharghar

Mr. dilip 9320772418

Mr. prabhakar 9324288291

HARILEELA

Vishnu b wing 209/210 second floor, sector 15, next to croma, CBD belapur, navi Mumbai

Vishnu b wing 209/210 second floor, sector 15, next to croma, CBD belapur, navi Mumbai

Mr. dilip 9820749500

GLOBAL VENTURES

419, raheja arcade, plot no. 61, sector 11, CBD belapur, navi Mumbai 4000614

419, raheja arcade, plot no. 61 sector 11, CBD belapur, navi Mumbai 4000614

Mr. roshan sheth 9323344500

ANGEL CHARITIES

Sector 9A, vashi, navi Mumbai 400703

Sector 9A vashi, navi Mumbai 400703

Mr. prakash sir 98201844224

AJAY CONSTRUCTION

A-66, sector 3, airoli, navi Mumbai 400703

At vasi, navi Mumbai 400703 Mr. dinkar 9223373440

AQUAPROOF ENGG

A-14, himachal cooperative housing society, sector 17, vashi

Father agnel college, vashi, navi Mumbai 400703

Mr. d souza 9987522522

ANJAN UNIVERSAL

3 shakti arcade, plot no.5, sector 19/D, vashi, navi Mumbai 400705

Ambience court building Mr. dev ji bhanushali 9820341585

SHAKTI CONSTRUCTIONS

505, unique tower, next to kamath club of S.V. road, goregaon (west), Mumbai 400062

Seri diagnostic india pvt ltd, plot no D/176, shiravane MIDC nerul, navi Mumbai

Mr. jignesh amin 9930265355

MAN INFRA CONSTRUCTION LIMITED

Krushal commercial complex 12th floor above shoppers stop, G.M.road chembur(W), Mumbai 400089

At bharti airtel project, nerul, navi mumbai

Mr. ganesh 9320638429

M.M.INTERNATIONAL

A323, mahape, near mahape bus depo, MIDC

A323, mahape, near mahape bus depo, MIDC

Mr. ram 9223309173

Mr. pranav 9820061209

KANDPILE THEATRES

F.plot no. 413/2, railway station road, panvel, navi Mumbai 410206

F.plot no.413/2, railway station road, panvel, Mumbai 410206

Mr. joshi 9320890750

RAVECHI PROPERTIES

Plot no.9, sector 17, plam beach road, sanpada, navi mumbai

RAVECHI PROPERTIES

Plot no.9, sector 17, plam beach road, sanpada, navi Mumbai

Mr. ghansod bhai 9769176999

GAHRPURE ENG.& CONSTRUCTION

Sector 12, kalamboli(kamothe), CIDCO STP site

Gahrpure Eng.& construction, 37/5, MLD sewage treatment plant for NMMC, sector 20, sanpada

Mr. milind jadhav 9665038465

MAHATMA GHANDHI MISSION

Mahatma ghandhi mission, Sector 30, plotno.46, (sanpada) vashi, navi mumbai

BM suryawanshi 9820697207

Sector 18, kamothe, navi mumbaiUNIQUE CONSTRUCTION CORPORATION

7 punit, chambers behind MAFCO, sector 18, vashi, turbhe, navi Mumbai 400705

Unique construction corporation

Sector 15, opp NMMC vashi ward office, vashi

Mr. Shankar 9323552350

AAKRITI ENGINEERS

602B1, wing serenity society, near city international school, off link road oshiwara, andheri(W), mumbai 400102

Near tunga hotel, opp vashi station vashi,

Mr. rajendra tiwari 9987786136

AG CONSTRUCTIONS

Garden view apartment, plot no. 375, shop no.6, sector 19, koparkhairane

Garden view apartment, plot no. 375, shop no.6, sector 19, koparkhairane

Mr. sham rao 9820511830

ASHTAVINAYAKA CONSTRUCTIONS

Plot no R478, ttc industrial area, MIDC rabale,

ASHTAVINAYAKA CONSTRUCTIONS

Plot no R478, ttc industrial area, MIDC rabale,

Mr. dipak 9970007924

SKYLARK CONSTRUCTIONS PVT LTD

Shop no.7, mahavir umang building, near runwal nagar, narlipada, kopat, thane,

SKYLARK CONSTRUCTIONS PVT LTD

Saraswat edn society, kharghar,

Mr. vijay patil 9833226285

MS ENTERPRISES

Shop no. 6516/003, oppsite sanjeevani, const co near tulsi steel Pfizer road, turbhe,

MS ENTERPRISES

Shop no. 6516/003, oppsite sanjeevani, const co near tulsi steel Pfizer road, turbhe

Mr. manan sheikh 9892098388

RAMKY INFRASTRUCTURE LTD

9th cooperate park 2, near swastika chamber, sion trombay road, chembur, Mumbai 400071

RAMKY INFRASTRUCTURE LTD

85 mld stp, sector 17, manas apartment, E wing, flat no 103, kamothe

Mr. bhushan bhide 9987573550

GIRISH ENTERPRISES GIRISH ENTERPRISES Mr. wable 9969653879

323, vardhaman chambers, sector 17, vashi, navi Mumbai 4000705

Cidco, kharghar central park, sector 23,

BALAJEE ENTERPRISES

1 tirupati complex, plot no 3, sector 44, nerul, navi Mumbai

BALAJEE ENTERPRISES

Plot no.3, sector 15, CBDbelapur, navi Mumbai

Mr. jignesh bhai 9320422752

SUNNY FIELD HOTELS PVT LTD

Laalasis, plot no 219, 11th road, chembur, Mumbai 400071

SUNNY FIELD HOTELS PVT LTD

Sector 11, near vindhya complex, opposite centre point hotel, belapur

Mr. shailesh agrawal 9323157561

SEA QUEEN HOUSING INDIA PVT LTD

104, chadda crescent ,sector 17, vashi, navi Mumbai 400703

SEA QUEEN HOUSING INDIA PVT LTD

Plot no 63-65, sector 44, nerul

Mr. johan 9323048420

GENERIC ENGG CONSTRUCTIONS PVT LTD

300, arenja corner, plot no 71, sector 17, vashi, navi Mumbai 4000705

GENERIC ENGG CONSTRUCTIONS PVT LTD

Plot no D/20, turbhe, MIDC,turbhe

Mr. ketan patel 9869070291

GIRDHARILAL AGRAWAL

302, vikas 11 bank street, fort Mumbai

GIRDHARILAL AGRAWAL

Plot no 88-89, sector 1, koparkhairane, navi Mumbai

Mr. Deepak gupta 9820454022

RELIABLE EXPORTS

Reliable house, opposite huma adlabs, lbs marg kanjurmarg west, Mumbai 400078

RELIABLE EXPORTS

Gut no.31, airoli

Mr. mahendra gaikwad 9833223622

A Questionnaire was designed consisting of 17 questions in order to take the response of clients of Lafarge aggregate and concrete India Pvt Ltd. The overall findings, conclusions and recommendations are mentioned are as follows.

CLIENTS RESPONES ADHIRAJ CONSTRUCTION PVT LTD

NAME OF CLIENTS:-ADHIRAJ CONSTRUCTION Pvt Ltd

CONTACT PERSON: - Mr. GIRISH DHAIYA

CONTACT NO.:-9821469131

SITE ADD:-ADHIRAJ GARDENS, PLOT NO.32, SECTOR-5, KHARGHAR

TYPE OF PROJECT: - COMMERCIAL

PERIOD OF PROJECT: - 2006-2010

FEEDBACK:-

DELIVERY PROBLEM SOME TIME IT TAKES AROUND 4-5 HOURS.

GOODWILL CONSTRUCTIONS

NAME OF CLIENTS:-GOODWILL CONSTRUCTIONS

CONTACT PERSON: - Mr. RAJ KOCHAR

CONTACT NO.:-9821316220

SITE ADD:-GOODWILL PARADISE, PLOT NO. 24, SECTOR-15, KHARGHAR

TYPE OF PROJECT: - RESIDENCIAL AND COMMERICIAL

PERIOD OF PROJECT: - 2008-2010

FEEDBACK:-

COMPANY SERVICE ID GOOD

RAVECHI PROERTIES

NAME OF CLIENTS:-RAVECHI PROPERTIES

CONTACT PERSON: - Mr. GHANSOD BHAI

CONTACT NO.:-9769176999

SITE ADD:-PLOT NO.9, SECTOR17, PLAM BEACH ROAD SANPADA, NAVI MUMBAI

TYPE OF PROJECT: - COMMERICIAL

PERIOD OF PROJECT: - 2006-2010

FEEDBACK:-

DELIVERY OF CONCRETE WAS NOT ON TIME

ANJAN UNIVERSAL

NAME OF CLIENTS:-ANJAN UNIVERSAL

CONTACT PERSON: - Mr. DEVJI BHANUSHALI

CONTACT NO.:-9820341585

SITE ADD:-AMBIENCE COURT BULDING

TYPE OF PROJECT: - RESIDENCIAL AND COMMERICIAL

PERIOD OF PROJECT: - 2006-2010

FEEDBACK:-

DELIVARY WAS NOT ON TIME

SHAKTI CONSTRUCTION LTD

NAME OF CLIENTS:-SHAKTI CONSTRUCTION LTD

CONTACT PERSON: - Mr. JIGNESH AMIN

CONTACT NO.:-9930265355

SITE ADD:-SERO DIAGNOSTIC INDIA (P) LTD, PLOT NO.D/176, SHIRAVANE MIDC NERUL, NAVI MUMBAI

TYPE OF PROJECT: -BUSINESS

PERIOD OF PROJECT: - 2008-2012

FEEDBACK:-

DELIVARY WAS NOT ON TIME AFTER SALE SERVICE

GIRISH ENTERPRISES

CONTACT PERSON: - Mr. WABLE

CONTACT NO.:-9969653879

SITE ADD:-CIDCO KHARGHAR CENTRAL PARK

TYPE OF PROJECT: -COMMERIASL

PERIOD OF PROJECT: - 2008-2011

FEEDBACK:-

AFTER SALE SERVICE

Chapter- 7

Findings

For working of any company in today’s market it should be more customers oriented. It should keep all its customers’ needs and requirements at top priority and try to fulfill it at any cost. By doing this company can built its brand image in customer’s mind.

During my summer internship I visited many of the clients of Lafarge aggregate & concrete India Pvt Ltd and took their feedback. During this process I came across the following three major problems which company has to overcome.

1 during rainy season delivery of the concrete was either delayed too much or completely stopped for days it rained.

2 After sale services were not up to the mark.

3 transportation of concrete used to get delayed frequently for four to five hours.

During my course of study I came to know about these problems. To the best of my knowledge I have found that Lafarge aggregate & concrete India Pvt Ltd is customer centric and it serves in providing utmost satisfaction to the customers.

Chapter 8

CONCLUSION &

RECOMMENDATIONS

During my summer internship I came across three major problems. Which company is facing and need to take strong action towards it.

I have tried to give some solutions and recommendations towards these problems.

1 During rainy season the concrete gets delayed because the raw materials get wet hampering the speed of production. I wish to advise that the materials should be protected from the rain under sheds.

2 After sale services should be given priority. For doing so the marketing executives should be constantly in touch with the clients so that their grievances can be addressed properly.

3 The third problem can be solved by improving the mobility and delivery system of concrete.

Chapter 9

BIBLIOGRAPHY

Books Referred : -

• Marketing Management - Philip Kotler

• Marketing Research - Thomas C Kinnear

• Marketing Research - Kothari

• Research Methodology - Dr. S. Shajahan

Webliography Referred: -

www.google.com

www.wikipedia.com

www.lafarge.com

Other sources: -

News papers

Magazines

Internet websites

Chapter 10

Annexure