Daurala Sugar Works
A Unit of DCM Shriram Group
Integrated Marketing Communication Analysis Submission
Under the Guidance of
Dr. Vinay Sharma, DoMS IIT Roorkee
Shailendra Shankar Gautam
Table of Contents
Executive Summary............................................................................................................ 3
Sugar Industry in India ....................................................................................................... 4
2.1 Situation Analysis of the Industry .................................................................................. 6
Introduction of the Company .............................................................................................. 7
Sugar Industry Competitive Landscape .............................................................................. 9
Sugar Life Cycle ............................................................................................................... 11
Marketing Strategy ........................................................................................................... 12
6.1 Developing a Marketing Strategy ................................................................................ 12
6.2 Type of Strategies......................................................................................................... 12
6.3 Strategic Models ........................................................................................................... 13
6.4 Marketing Strategy of Sugar Industry and Daurala Sugar Works ............................... 14
Future Outlook .................................................................................................................. 17
Recommendations ............................................................................................................ 18
Conclusion ........................................................................................................................ 19
10. References ........................................................................................................................ 20
1. Executive Summary
Sugar is an inseparable element of our food habit. As population of India grows, demand for
the sugar is on the rise. The change in the income and purchasing capacity has contributed
further to the change in demand. According to Indian Sugar Mills Association, India holds
the second rank in sugar production with estimated production level of more than 30 million
tons. It is also the largest consumer of sugar with 23 million tons. The sugar industry is an
agrobased industry and therefore has a crucial role in Indian economy which is still agrarian
in nature. The industry also contributes in rural development and strengthens the growth of
industries in rural parts of the nation. The sugar industry not only provides sugar but also has
several byproducts such as Molasses, power and chemicals. Hence it could be said that this
industry could be said as a driver of the national progress.
From a marketing perspective, sugar industry offers a diverse set of areas to look into. Apart
from having conventional functions like competitive landscape, marketing strategy and
marketing, it also offers an insight into forecasting, cyclicality management and a lot more.
Thus industry becomes obvious choice for our study. For this purpose we have focused on
Daurala Sugar Works which is a unit of DCM Shriram Group. The facility is located in
Daurala region of Meerut district (Uttar Pradesh) and is one of the major producers of sugar
in the region. The purpose of our study can be listed as:
To analyze the attractiveness of the sugar industry
To study the marketing strategy and various models of Daurala Sugar Works
To assist in company in decision making and strategy formulations
As a part of our study, we have
visited the Daurala plant to gain a
deeper insight about their operations.
We have also interacted with an
official of cane development department to have a better understanding of the processes. In
addition to these primary data, we have also referred a number of secondary sources such as
the annual report of the company, government sites, reports produced by various agencies
both public and private. The data were collected and analyzed by the group on various
functions such as market influencers, marketing strategy, strategic models, future demand,
life cycle and others. These functions would give us a holistic view of the company and its
positioning in the market.
The descriptive analysis is done on qualitative parameters and based on the information, the
future outlook is also provided to assist the further course of action. These recommendations
are given considering the overall strategic view of the plant. These details would also help in
reinforcing or altering the existing management decisions or may even give an entire new
direction. For this study purpose we have concentrated on sugar product only. Alcohol and
other products fall under the scope of further analysis.
2. Sugar Industry in India
India holds an important place in the global sugar industry. It occupies the second rank in
production and first in consumption. It produces around 350 MT of sugarcanes and is second
largest agrobased industry with almost 50 million people associated with it. According to
Indian Sugar Mills Association, the sugar industry is witnessing a healthy growth as depicted
by below statistics.
Table 2.1: Growth of Indian Sugar Industry
2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
Cane Acreage (Th. Hect.)
Sugar Production (Th. Tons) 28328
Source: ISMA (http://www.indiansugar.com/Statics.aspx), accessed on 08-Oct-2013
Uttar Pradesh is the largest sugar-cane producing state of the country, followed by
Maharashtra and Orissa. The average sugar-cane produced between 2009-10 and 2011-12 is
Figure 2.2: State-wise production of Sugar.
Source: Sugarcane Breeding Institute (http://www.sugarcane.res.in/index.php/mis/sugarcanestatistics/281), accessed on 08-Oct-2013
The production of sugar has seen tremendous growth. From 12 MT in 1992-93 it has risen to
a level of 23 MT in 2011-12 and over 30 MT in 2012-13. Out of this production, the majority
(>65%) is consumed by bulk consumers. Because of this huge production, India was in a
state of surplus production. The sugar industry in India is largely depending on the monsoon
season. An article in Economic times dated 11-Jun-2013 estimate a fall in the production due
to the less output in drought hit states. Nevertheless, it is Rs. 80000 Crore industry that is
estimated to double in next 5 years i.e. delivering growth rate of 15-20% CAGR. The
industry is tightly regulated by both central and state governments. The industry operates in a
narrow margin of high sugarcane purchase rate as well as ceiling sugar prices. This has
resulted in huge losses for the industry. A Business Line article dated 11-Sep-2013 states that
Uttar Pradesh alone has suffered Rs. 3000 Crore loss in 2012-13. It is the byproducts that are
filling up for the losses and saving the industry. However recently some freedom has been
awarded as per recommendations of Rangrajan Committee. This has resulted in a positive
outlook given by ICRA to the sugar industry.
India is also a prominent nation in the export of the sugar. It is at fourth rank after Brazil,
Thailand and Australia. Occasionally it imports sugar too, subject to demand supply
mismatch. For the last 7 years, India has been a net exporter of sugar. Below figure gives the
position of India in sugar export.
Figure 2.3: Largest exporters of world as % of total world export by volume
Source: USDA FAS Sugar: World Market and Trade, May 2012
Some other benefits offered by the sugar industries are:
The industry has huge potential of electricity generation (7500 MW).
A total of 250 Crore liters of alcohol can be produced.
The sugar industry is located in rural India and can it directly benefit to their
2.1 Situation Analysis of the Industry
The situation of the Indian sugar industry is analyzed through a SWOT study which is given
Huge demand and therefore insulation from foreign markets.
Manufacturing plants are located across different climate zones, a guard against the
In-house technological competence.
Efficient cane management system
Poor sugar recovery level (stuck to around 10% for last 50 years).
High production cost (Rs. 29-30 per kg in India whereas Rs. 24 in Brazil/Rs. 25-26 in
Facilities being idle for some part of the year (inefficiency)
Small and scattered holding of the land
Diversification into value-adding streams (alcohol, chemical etc.)
Untapped ethanol market
Niche sugar products (fair trade sugar, organic sugar)
Potential of electricity generation
Environmental dependencies such as monsoon
Threat of other remunerative crops taking land away
Low morale in the sector
Government policies and regulations
3. Introduction of the Company
Daurala Sugar Works was established in the year 1932 at
Daurala, a small town near Meerut on National highway
no. 58. At this time, after more than 80 years it is still
respected as one of the most efficient and modern facilities
in the nation, earning it a respectable position in both
domestic as well as overseas markets. The unit is owned
by DCM Shriram industries Ltd. Later in 1994, a drug intermediary was established with the
name of Daurala Organics Ltd. which amalgamated with DCM Shriram in 2005. In addition
to these units, the DCM Shriram group also has a unit name as Shriram Rayons in Kota,
Rajasthan. The products of these units are mentioned below:
Table 3.1: Produts and Units
Daurala Sugar Works Daurala, Uttar Pradesh
Pharma Grade Sugar
Daurala, Uttar Pradesh
Source: DCM Shriram website (http://www.dcmsr.com/), accessed on 08-Oct-2013
DCM Shriram group was established and operates as per the vision of Lala Shri Ram
(founder). The group gives significant importance to the corporate ethics and strives to
maintain leadership position. It observes norms to achieve excellence in areas of Quality,
R&D, Environment, Safety, HR, Quality of Life and Societal Considerations. It has adopted a
model code of conduct to smoothen the process and decision making process. DCM Shriram
has evolved over the years and some of the events are as follows:
1932 – Sugar factory was established in Daurala, UP
1965 – Rayon plant was founded in Kota, Rajasthan
1990 – DCM reorganized into 4 different companies. DCM Shriram Industries Ltd.
1994 – Daurala Organics Ltd. was established.
2005 – Daurala Organics Ltd. was amalgamated into DCM Shriram group.
As a group which has inherited the legacy of effective governance, sound corporate
management, technological superiority & the support & trust of numerous stakeholders, it is
created with the values envisioned by its founder chairman (Late) Dr. Bansi Dharji.
DCM Shriram Industries Ltd. deals with a variety of products such as Sugar, Organic &
Inorganic Chemicals, Alcohol, Rayon Tyrecord and Drug Intermediates.
Some of the information about the group is mentioned below:
Annual Sugar Production:
Sh. Tilak Dhar, CMD
Rs. 1109 Cr. (2012-13)
2477 (as at 31st Mar 2013)
1.26 lakh MT (2012-13)
1887 lakh KWH (during 2011-12)
Figure 3.2: DCM Shriram Logo
DCM Shriram group believes that employees are the key strength of the company. A
committed and progressive work force is the core competence for any business to achieve its
objectives. A sense of togetherness increases accountability and produces better results. The
Company's HR policies and actions revolve around this viewpoint and it focused on nurturing
of its human resources to build their long term association with the company. Skill
development training and workshops are provided to the employees with potential in order to
enhance their skills. The industrial and labor relations remained friendly in its operations
throughout the year. As of 31.3.2013 the total employee headcount was 2477.
4. Sugar Industry Competitive Landscape
The competitive landscape analysis, sector attractiveness and influences study are performed
through the Porter‟s 5 forces generic model. This model is based on the five competitive
forces that makes an impact on any industry and determine its overall attractiveness. These
five forces are listed below:
The Potential of New Entrants: Integrated business model and increasing capital
requirement in the industry restrict new entrants. The Govt. used to give incentives to set up
new plants by granting higher free sales quota for the first five to eight years of operations
that had led to mushrooming of small units. This incentive has been withdrawn and the new
sugar units are required to comply with the levy quota regulation from first year of
Supplier’s Power: Allocation of the area from where the sugarcane can be procured is
allocated by the govt. The millers have no choice but buy from those farmers. Moreover, the
purchase price (SMP/SAP) is decided by the govt. to protects the interest of the sugar cane
Buyer’s Power: Indian sugar market is highly regulated by the Govt. influencing
distribution, purchase price of levy sugar and the free sale quota releases for sugar.
The Threat of Substitutes: Being an essential commodity the demand for sugar is not
elastic. Alternate sweeteners to refined sugar in India are gur and khandsari. Share of gur and
khandsari is declining due to more utilisation of sugarcane for production of sugar
Strength of Competitive Rivalry: With around 400 units engaged in production of sugar,
the industry is highly fragmented. Private Individual players do not have big market share.
Cooperatives are relatively high as they account for more than 50% of the industry‟s
The five forces model was developed in 1979 by Michael Porter for analyzing industry.
Outof total five forces, the first three are external and remaining two are internal forces. The
model is used for qualitative assessment of the sector and how is attractive (or profitable) for
Figure 4.1: Porter‟s Fiver Forces for Sugar Industry
Barriers To Entry
Integrated business model and increasing
capital requirement in the industry
restrict new entrants. The Govt. used to
give incentives to set up new plants by
granting higher free sales quota for the
first five to eight years of operations that
had led to mushrooming of small units.
This incentive has been withdrawn and
the new sugar units are required to
comply with the levy quota regulation
from first year of operations.
Suppliers - High
Allocation of the area
sugarcane can be
procured is allocated
by the govt. The
millers have no choice
but buy from those
the purchase price
(SMP/SAP) is decided
by the govt. to
protects the interest
of the sugar cane
demand for sugar is not
sweeteners to refined
sugar in India are gur
and khandsari. Share of
gur and khandsari is
declining due to more
utilisation of sugarcane
for production of sugar
Inter Firm Rivalry
High to Intense
With around 400 units
engaged in production of
sugar, the industry is
Private Individual players
do not have big market
relatively high as they
account for more than
50% of the industry’s
Bargaining power of Buyers
Indian sugar market is highly regulated by
the Govt. influencing distribution,
purchase price of levy sugar and the free
sale quota releases for sugar.
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5. Sugar Life Cycle
The sugar industry in India is highly cyclic in nature and is dependent on supply of sugarcane
and demand of sugar. The somewhat longer plantation period along with restrictive trade
practices has also infused unpredictability. The sugar industry in India uses to follow a 4-5
years of the life cycle, going through a number of phases. Below figure depicts the sugar
cycle of India.
Figure 5.1: Sugar Cycle in India
Source: Indian Sugar Industry: Sector Roadmap 2017, KPMG
The cycle starts with higher production of sugarcane which exerts a pressure on prices to go
downwards. As a result the profitability gets reduced and larger payment period for the
sugarcane farmers. This discourages farmers to cultivate sugarcane and they tend to switch to
other crops. This results in lower production and thus low level of supply. Going by the
economics, the lesser supply would contribute to rising demands and therefore improves the
profitability. The complete circle would normally take around four to five years. The first part
i.e., high sugar production to lower production takes around 50% of the cycle time which
means approx. 2-3 years. The other part of moving from lower sugar production to higher
production contribute to the rest of the period. The production of sugar is seasonal and
usually happens in the month of April to November. The final output of sugar is dependent
on various factors such as sugarcane production (again dependent on the area cultivated, yield
etc.), utilization of sugarcane for sugar production, sugar season, recovery rates and cane
pricing. Because of the cyclic nature, companies are exposed to variations. Additionally the
government regulations make sugar a non-profitable commodity. However various
byproducts such as bagasse and molasses are profit making and they make overall balance
sheet greet in terms of profitability.
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6. Marketing Strategy
As defined by David Aaker, marketing strategy is a process which allows an organization to
focus its resources on the optimal opportunities with the objective of maximizing sales and
obtaining a sustainable competitive edge. It includes all fundamental and long term activities
that deal with analyzing a company‟s preliminary situation and the formulation, evaluation as
well as selection of market oriented strategies and hence contribute towards goal of the
company and its marketing objectives.
6.1 Developing a Marketing Strategy
Marketing strategies act as the basic foundation of marketing plans designed to satisfy
market needs and achieve desired marketing objectives. These plans and objectives are often
tested for measurable outputs. Usually these strategies are developed as long term plans
encompassing several years, along with a tactical plan explaining definite actions to be
performed in the current year. Time horizons for the marketing plan vary by organization, by
industry, and also by nation. However these time horizons are becoming shorter as the rate of
environmental change increases. Marketing strategies are dynamic in nature and interactive.
They are partially planned as well as partially unplanned. They should have a long term view,
and frameworks such as customer lifetime value models can be very useful in stimulating the
effects of strategy on acquisition, churn rate and revenue per customer.
Marketing strategy includes careful examination of the external and internal environments.
External factors involve customer behaviors, competition, target segment analysis, as well as
the assessment of any component of the cultural, economic, technological or political/legal
factors likely to affect success. Internal factors involve the marketing mix, performance
evaluation and strategic constraints. A main element of marketing strategy is to keep the
marketing in tandem with a company's mission.
Once an extensive environmental analysis is done, a strategic plan can be made for
identifying alternatives, set goals, establish the optimal marketing mix to achieve these goals,
and detail execution. The last step in crafting a marketing strategy is to build a plan to
observe progress and contingencies if issues arise in the execution phase. Marketing Mix
Modeling is used for determining the optimal marketing budget and how this would be
allocated across the marketing mix to obtain strategic goals. Moreover, such models can also
help in allocating across a range of brands and manage brands to create value.
6.2 Type of Strategies
Marketing strategies may be different according to the unique condition of the individual
business. However there are several ways of categorizing strategies. A concise account of the
most common categorizations is presented below:
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Strategies based on market
dominance – In this, players are
referred on the basis of their
market share or position in the
industry. Usually there are four
types of strategies:
Leader – Player with
largest market share
Challenger – Player with the second next share and directly competing with the leader
Follower – Other players with smaller share
Nicher – They usually cater to very specialized needs.
Porter generic strategies - Strategy based on the strategic scope and strength. Strategic
scope is the extent of market penetration while strategic strength could be understood as the
company‟s sustainable competitive advantage.
The generic strategy comprises two alternatives
each with two alternative scopes. These
alternatives are low cost and differentiation, each
with a dimension of focus – broad or narrow. It
deals with the rate of the new product offerings
and business model innovation. It indicates
whether the firm is on the cutting edge of
technology and business innovation. There are
three types – Pioneers, Close followers and late
Growth strategies – It deals with the problem, “How should the company grow?” There are
several different ways of answering to that question, however the most common gives four
6.3 Strategic Models
Marketing managers and researchers often use several strategic models and tools to analyze
decisions. When starting a strategic analysis, the 3Cs framework (Customer, Company and
Competition) can be used to get a broad understanding of the environment. An Ansoff Matrix
could also be used to convey a firm's positioning of their marketing mix. The 4Ps model
(Product, Price, Place and Promotion) can then be leveraged to create a marketing plan to
pursue an established strategy. Marketing Mix Modeling is used to replicate different
strategic flexing to the 4Ps model. Customer lifetime value frame can help in reproducing
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long term impacts of altering the 4Ps, e.g.; visualize the multi-year effect on churn rate,
acquisition and profitability of variations in pricing. However, 4Ps have been expanded to
7Ps (including People, Process and Physical Evidence) to address the different character of
There are many organizations, especially those in the consumer packaged goods market that
accepts the theory of functioning on Consumer, Shopper & Retailer requirements. Their
marketing departments spend considerable time on looking for "Opportunities for Growth" in
their categories by recognizing important insights (both behaviors and mindset) on their
Consumers, Shoppers and retailers. These opportunities come out from variation in market
trends; segment dynamics fluctuations and internal business challenges. The team can then
prioritize these opportunities and start with developing strategies to exploit the prospects that
could include new or advanced products, services as well as changes to the 7Ps.
6.4 Marketing Strategy of Sugar Industry and Daurala Sugar Works
Daurala Sugar Works was founded before independence in the year 1932 at Daurala, Meerut
on National highway no. 58. Today, it commands respect as one of the most efficient and
modern sugar plants of the country, having a strong brand name in India as well as abroad.
During this period, a range of activities were carried out under the umbrella brand of
"Daurala Sugars". The portfolio included the production of sugar, establishing a distillery,
sugarcane research farm, manufacture of chemicals and generation of power etc. The full
ranges of products are produced in plants with modern equipments and leveraging research
based advanced technologies. An independent system for quality assurance and control
makes sure the continual improvement and best quality products to fulfill the requirement of
the customers. Some of the highlights are mentioned below:
It was the first plant in the country to manufacture international quality double-refined
It was the first plant in the country to manufacture pharmaceutical grade sugar which
conforms to the IP/BP specifications.
It was among the first plants in the country to adopt thorough process automation
even for high skill requiring sugar crystallization process to provide best quality
products with consistency.
In order to further upgrade the quality of the sugar, new technologies are adopted on a
regular basis. Syrup clarification and filtrate clarification systems are examples of
these technologies which meet the requirements of international standards.
Daurala Sugar works was the first plant in India to indigenously convert bagasse fed
boilers to the multi fuel fed boilers which now operates on rice husk, mustard bran,
bagasse, methane and other agro fuels.
It was first in India to indigenously design, install and operate distillery effluent
treatment plant by recovering eco-friendly fuel methane gas.
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These achievements are acknowledged and appreciated by various agencies. For example,
Daurala plant was awarded with the high-status Green Manufacturing Excellence Award
2011 for its co-friendly manufacturing practices. The award is awarded by M/s. Frost &
Sullivan and is given to recognize the companies which have shown effective green
manufacturing practices. The award is an appreciation for a number of initiatives taken
towards conserving electricity, water and implementation of other Eco friendly actions.
Daurala Sugar Works marketing department follows 4 types of reports for obtaining
marketing insights. They are mentioned below:
The Daily Market Report – The report provides sugar prices (bids, offer price and
spot prices) and analysis on key products and countries involving the Brazilian, EU
and Thai sugar markets, as well as India, China and Russia.
The Daily Sugar News Summary – It is a collation of the recent industry news
selected by Kingsman‟s analysts, delivered to your Inbox in the morning.
The Weekly Sugar Report – It is a weekly synopsis of the global industry from the
last week with a focus on the broad environment.
The Friday in-depth Editorial – This is a weekly sugar industry report which
concentrates either on a particular event, country or a „hot topic‟ at that time.
Figure 6.1: All India non-levy sugar consumption by segment
Source: Indian Sugar Industry: Sector Roadmap 2017, KPMG
The sugar industry is one of the few industries that have contributed to the inclusive growth.
Additionally, the industry has become the basis of the alcohol production. The sugar industry
employs more than 5 crore farmers. In general terms, process of sugarcane account for
around 70% of the sugar price. The industry also has a noteworthy position in the global
sugar market. The Indian sugar market is among the largest markets in the world, in volume
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terms. India remains a main driver of growth for world sugar and is growing above the Asian
and global consumption growth average. The Indian sugar market is highly regulated.
Though some the restriction are removed however sugar still is one of the essential
commodities according to Essential Commodity Act. There are several regulations for the
value chain, prices of the sugarcane, procurement of the sugarcane, land demarcation,
production as well as sale of sugar in domestic markets and exports. The shift in the
consumer profile and the ability of the industry to ensure sugar availability has weakened the
argument for sugar as an essential commodity. Going by a recent nationwide survey, approx.
75% of the total non-levy sugar is used by industrial, high income household and small
business segments. For a low income group, a 10 % rise in prices of sugar would result in less
than 1% increase in the quarterly food expenses.
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7. Future Outlook
The future of the sugar industry is positive in many aspects. The sugar industry is achieving
sufficiency and as a report the imports are estimated to be declining in the future. Below
figure depicts that the variations.
Figure 7.1: Future production and imports of Indian sugar industry
Source: OECD and FAO secretaries
The consumption of sugar in India is growing. However the production is increasing at a
faster rate and hence the need to import is becoming lesser. China on the other hand will
experience higher imports. Also we can see that the production of sugar follows the sugar
cycle with with a cycle time of around 5 years. An important point is that, the Indian sugar
cycle would affect the international sugar process. As a result, sugar prices would fall in the
immediate future and will again rise by 2015. Then again it would fall by the year 2020. For
the trade, the share of Brazil is expected to grow and will be around 55% by the year 2020.
India share will not see much change. The import sector will be more diversified and several
regions such as China, Indonesia and EU will dominate the market.
Based on the past 10 year rise in the sugar consumption and estimates from various sources,
the domestic sugar consumption is expected to be around 28.5 million MT. Considering the
high imports cost and the importance of food security, India would need to target its
production in excess of domestic consumption. Accounting for the production cyclicality, an
extra 3.5 million MT of sugar should be produced by 2017. Fortunately India is on the right
path and should be able to do the same.
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Following sets of recommendations can be made for the company.:
Vertical Integration: The company should also look towards vertical integration.
This would broaden the business opportunity and also enhance profitability. This
integration should ideally be targeted in both ways. However, DCM Shriram has
already good relations with upstream segment like farmers. The need is to foster an
association with downstream players like retailers. Soft drink manufacturers, sweets
and chocolate manufacturing companies are the most likely targets for such
initiatives. The integration model is as given:
Figure 8.1: Vertical Intergration in Sugar Industry
Source: Vertical Business Integration: A Logical Prospective Evolutionary Step for
Sugar Industry in India – by Dr. Vinay Sharma, Dr. Rajat Aggarwal, Anita Sengar,
Ritika Mahajan and Kumkum Bharati, 71st Annual Convention Proceedings (Sep 2426, 2012), The Sugar Technologists Association of India
Marketing Effort: Though the company is well-known however
there is a further need for intense marketing efforts in order to make
it a household name. The company at present produces several
packaged products but they are not well established in the
consumer‟s minds. A sustained effort is therefore required to remove
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As the demand of sugar in rowing, the sugar industry faces a positive supply pressure. This
coupled with recent freedom provided by the government would create a favorable
environment for the company. The company is already doing sufficiently well and also took
several initiatives for further improvement. It should try to adopt newer technologies to stay
ahead of the competition. In addition to this, it should constantly look for adding to the value
provided to customers. This requires a dedicated marketing and consumer research activity
set. The company should also work on strengthening its internal operations and try to develop
new business models (such as integration). All these things will help in putting DCM Shriram
in a position of leadership.
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Dr. Vinay Sharma, Dr. Rajat Aggarwal, Anita Sengar, Ritika Mahajan, Kumkum
Bharati (2012), “Vertical Business Integration: A Logical Prospective Evolutionary
Step for Sugar Industry in India”, Proceeding of the 71st Annual Convention of STAI,
Dr. N. Ramanjaneyalu, Mahantesh P Biradar, (2012), “A Study on Marketing
Strategies, Problems and Analysis of Sugar Industry”, Asian Journal of Research in
Social Science and Humanities, pp. 110-136
Vision 2030, 2011, Indian Institute of Sugarcane Research
Sugar Sector Report, 2008, HDFC Securities
Indian Sugar Industry: Sector Roadmap 2017, 2007, KPMG
OECD-FAO Agricultural Outlook 2011-2020, 2011, OECD and FAO
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