This document provides information about a project report submitted by Kumar Prashirsh for their Post Graduate Diploma in Management. It includes a bona fide certificate signed by the principal director and project guide, acknowledging the report. It also includes an acknowledgements section thanking various mentors and faculty for their guidance and support during the project. The report then provides background information on the history and growth of the cement industry in India as well as details on Ambuja Cements, one of the leading cement manufacturers in the country.

1. 1 | P a g e
A PROJECT REPORT
ON
IN PARTIAL FULFILLMENT OF
POST GRADUATE DIPLOMA IN MANAGEMENT
SUBMITTED BY
KUMAR PRASHIRSH
PGDM – 1
ROLL NO – DM14A30

2. 2 | P a g e
BONAFIDE CERTIFICATE
This is to certify that project report for Ambuja cement is a bona fide work
carried out by Kumar Prashirsh of PGDM of Pune Institute of business
management for fulfillment of PGDM course (Dual) of Pune Institute of
business management Pune.
PRINCIPAL DIRECTOR PROJECT GUIDE
Date:
Place:

3. 3 | P a g e
ACKNOWLEDGEMENT
A final project report is a golden opportunity for learning and imbibe concepts
for self-development. I consider myself very lucky and honored to have so
many experienced people who lead me through in completion of this project
report.
My grateful thanks to Mr. Kumar Iyer sir (Principal Director) who in spite of
being extraordinary busy with his duties took time out to hear guide and keep
me on correct path. I do not know where I would have been without him. A
humble ‘THANK YOU’ Sir.
Mr. Sanjay Jha, Marketing faculty (FMCG) and my mentor who monitored my
progress and arranged all facilities to make this project completion easier. I
choose this moment to acknowledge his contribution gratefully.
Mr. Ravi Shankar sir Marketing faculty (Cement sector) whose patience, I have
probably tested to the limit. He was always so involved in the entire process
and shared his experience and encouraged me to think.
‘THANK YOU’ Sir.
Last but not the least, there were so many who share shared valuable
information that helped me in the successful completion of this project.
Kumar Prashirsh

4. 4 | P a g e
CEMENT INDUSTRY: HISTORY
The indigenous Indian cement industry traces its history back to 1914, at a
time when the market was dominated by imports.
In that first year the industry produced just1000 tonnes of cement, but over
just10 years this figureincreased to 0.26 MT in 1924.
In the same 10-year bracket, India consumed a total of 2 MT of cement, with
around half imported. Froma modern perspective, the need to expand the
industry is clear. However, the industry was fighting against poor public
perception surrounding notonly domestic Indian cement, but cements itself.
Many producers went out of business as a result of price-wars between Indian
producers who wereaiming at a bigger slice of the future market.
To end the uncertainty surrounding the industry and to campaign for tariffs on
imported cement, the Indian Cement Manufacturers'Association (ICMA) was
set up in 1925. This subsequently transformed into two connected groups.
The modern Cement Manufacturers'Association (CMA) was reformed in 1961.
Between 1925 and the early 1940s, thecapacity of the Indian cement industry
gradually increased to 1.8 MT in 1942, with imports dwindling to just1000
tons/year over the sameperiod.
However, all was not well with the industry, which, like many industries across
the world, suffered dueto the Great Depression in the United States
and the run-up to the Second World War in Europe. To combat continued price
wars,
Associated Cement Companies (ACC) was formed from11 competing firms in
1936.
In 1942 all of India's cement capacity came under the control of Defence for
India rules as partof the war effort. With up to 90% of cement heading directly
to defence purposes, theapparentprivate market shrank by a factor of 10.
After the conclusion of Second World War, during which capacity reached 3.2
MT/year, controls stayed in place. From1945 to 1956 thegovernment
regulated prices directly. However, it became increasingly obvious that
regulated prices fromcentral government could not providethe cement that
the country was demanding. The controls were relaxed in steps, with a free
market from1989 onwards.Theresult of de-regulation was a massive
expansion of cement capacity, which has since only accelerated as the country
has developed and opened up its economy.

5. 5 | P a g e
CEMENT INDUSTRY: OVERVIEW
The cement industry of any nation plays an important role in its development
through the construction of infrastructure. India's cementproduction has
increased at a compound annual growth rate (CAGR) of 9.7 per cent to reach
272 million tonnes (MT) during FY 06-13. Presently, India is the second largest
producer of cement in the world with a current capacity of around 370 MT
which is expected to grow to 550 MTby FY 20.
India has huge potential in infrastructureand construction and the cement
sector in India is set to receive a major boost. The Government of India is
allocating funds to severalinfrastructureprojects in the urban as well as rural
areas, as per the Union Budget being announced recently in July 2014.
Also, many foreign companies are looking for investing in the Indian cement
industry to cash in on the opportunities in this market. For instance, Holcim Ltd
and LafargeSA are involved in major discussions to forma potential global
merger which could resultin the formation of the largest cement maker in
India, overtaking the currentmarket leaders, Ultratech.
In addition, there are a number of notable infrastructuralprojects already
coming up in the country. For instance, Indian engineers are working in the
Himalayas to build the world's highestrailway bridge which is expected to be
35 metres taller than the Eiffel Tower when completed in 2016.
Cement is a cyclical commodity with a high correlation with GDP. The housing
sector is the biggestdemand driver of cement, accounting for about 67 per
cent of the total consumption. The other major consumers of cement include
infrastructureat 13 per cent, commercial construction at 11 per cent and
industrial construction at 9 per cent.
The cement sector in India is expected to witness positivegrowth in the
coming years, with demand set to increase at a CAGR of more than 8 per cent
during FY 14-16, as per 'Indian Cement Industry Outlook 2016'.
The Indian cement industry is dominated by a few companies. The top 20
cement companies account for almost 70 per cent of the total cement
production of the country. Ultratech Cement followed by Ambuja Cements and
ACC occupy the top three spots in the Indian cement market space.

6. 6 | P a g e
HISTORICAL GROWTH PATTERN
REASONSFOR GROWTH
 Robustinfrastructuregrowth during 12th
fiveyear plan to drivegrowth
USD 1 trillion(2012-17)
 Growing urbanization, an increasing number of households
 Real estate sector is growing at a rate of 17.2 %.
Source: www.ibef.org
156
168
182
207
229
247 251
332
PRODUCTION IN MT
GROWTH IN TERMS OF PRODUCTION(million
tons)
2007 2008 2009 2010 2011 2012 2013 2014

7. 7 | P a g e
PORTER’S FIVE FORCES MODEL
ENTRY BARRIERS: HIGH
High capital investmentand
economies of scale mark high
barriers of entry
BUYER POWER: HIGH
1. Infrastructuregrowth
2. Household growth
SUPPLIERAND POWER: LOW
Cement players haveto
depend on Railways for
carriageoutward and local
companies for fuel
THREATOF SUBSTITUTE: LOW
Cement has no substitute
practicaly in all areas whereit
is used.
INTERFIRM
RIVALRY: LOW
Oligopolistic
naturewith few
major players.

8. 8 | P a g e
PRODUCTPROFILEOFCEMENTINDUSTRY
Cement is a mixture of limestone, clay, silica and gypsum. Itis a fine powder
which when mixed with water sets to a hard mass as a result of hydration of
the constituent compounds. Itis the most commonly used construction
material.
DIFFERENTTYPES OF CEMENT:
There are different varieties of cement based on different compositions
according to specific end uses namely Ordinary Portland Cement, Portland
Pozolona Cement, Portland Blast FurnaceSlag Cement, White Cement and
Specialized Cement. The basic difference lies in the percentage of clinker used.
Ordinary Portlandcement (OPC)
OPC, popularly known as grey cement, has 95% clinker and 5% of gypsumand
other materials. Itaccounts for 70% of the total consumption. White cement is
a variation of OPC and is used for decorative purposes likerendering of walls,
flooring etc. Itcontains a very low proportion of iron oxide.
PortlandPozolona Cement (PPC)
PPC has 80% clinker, 15% Pozolona and 5% gypsumand accounts for 18% of
the total cement consumption. Pozolona has siliceous and aluminous materials
that do not possess cementing properties but develop these properties in the
presenceof water. It is cheaply manufactured because it uses fly ash/burnt
Clay/coal wasteas the main ingredient. Ithas a lower heat of hydration, which
helps in preventing cracks wherelargevolumes are being cast.
PortlandBlast Furnace Slag Cement (PBFSC)
PBFSC consists of 45% clinker, 50% blastfurnace slag and 5% gypsumand
accounts for 10% of the total cement consumed. Ithas a heat of hydration
even lower than PPCand is generally used in construction of dams and similar
massiveconstructions.
White Cement
OPC: clinker using fuel oil (instead of coal) and with iron oxide content below
0.4% to ensurewhiteness. Special cooling technique is used. Itis used to
enhance aesthetic value, in tiles and for flooring. White cement is much more
expensive than grey cement.

9. 9 | P a g e
AMBUJA CEMENT: COMPANY PROFILE
ESTABLISHED: 1983
BSE: 500425
NSE: AMBUJACEM
PROMOTERS PERCENTAGE
HOLICIM 50.35 %
LIFE INSUARANCE CORPORATION 9.23 %
GENESIS INIDIAN INVESTMENT
COMPANY
4.44%
ABERDEEN ASSET MANAGERS 3.07%
Ambuja Cements Ltd, a part of a global conglomerate Holcim, is one of India’s
leading cement manufacturers and has completed over 25 years of operations
The company, initially called Gujarat Ambuja Cements Ltd, was founded by
Narotam Sekhsaria in 1983 in partnership with Suresh Neotia. Global cement
major, Holcim acquired management control of Ambuja in 2006. The Company
has also made strategic investments in ACC Limited.
Ambuja Cement is an established brand in India for Ordinary Portland Cement
(OPC) and Pozzolana Portland Cement (PPC), with significant footprints across
western, eastern and northern markets of India. Our customers range from
individuals house builders (IHB) to governments to global construction firms.
Ambuja has grown dynamically over the past decade. Its current cement
capacity is 27.25 million tons. The Company has five integrated cement
manufacturing plants and eight cement grinding units across the country. It is
the firstIndian cement manufacturer to build a captive port with four terminals
along the country’s western coastline to facilitate timely, cost effective and
environmentally cleaner shipments of bulk cement to its customers. The
Company has its own fleet of ships.

10. 10 | P a g e
AMBUJA CEMENT PRODUCTS
Ambuja Cement is committed to make high strength cement that would enable
our customers build strong and durable structures.
To achieve this, the finest quality of limestone is used and state-of-the-art
technology deployed. But our people have also used one more ingredient –
Innovation. They have developed an innovative way of using fly ash to produce
high strength Portland Pozzolana Cement (PPC)
Millions of tons of fly ash is generated as waste annually by thermal power
plants and poses a high environmental hazard. This waste is put to productive
use and this innovation has also meant 25% less limestone is used in the
production of cement.
Ambuja Cement latest breakthrough is the launch of Ambuja PLUS, a high
quality cement with a promise of “more strength”. This new cement, just
released in the eastern and western markets, offers twin advantages — higher
strength in concrete as well as long term durability.
Our wholly owned subsidy Alccofine, specializes in micro materials which are
widely used in high strength concrete at prestigious projects throughout
India. The Alccofine Micro Materials range from high strength concrete
additives to special applications in tunnels and dams.

11. 11 | P a g e
MARKET SHARE OF COMPANIES
SOURCE: www.dnb.co.in
ULTRATECH
CEMENTS
24%
ACC CEMENTS
14%
AMBUJA
CEMENTS
20%
INDIA CEMENTS
8%
JAYPEE CEMENTS
11%
LAFARGE
6%
OTHERS
17%
MARKET SHARE
OF
MAJOR CEMENT PLAYER
ULTRATECH CEMENTS ACC CEMENTS AMBUJA CEMENTS
INDIA CEMENTS JAYPEE CEMENTS LAFARGE
OTHERS

12. 12 | P a g e
SWOT ANALYSIS
STRENGTH:
1. Leading position in Raipur cement market at highest level of capacity
2. Brand name and strong brand awareness of Ambuja cements
3. More than 30 years of experience in Indian cement industry which
provides skills to maximize production capacity
4. Wide distribution network consists of 44 depots serviced by 7
regional sales offices in Delhi, Haryana, Uttar-Pradesh, Rajasthan,
Madhya Pradesh, Gujarat, Chhattisgarh, Maharashtra and have
network over 26,000 dealers
5. Ecofriendly production
6. Joint partner holicism in 2006.
WEAKNESS:
1. Ambuja cements is at low production in other parts of the country
2. Low attention on customer relationship management in some parts
of India
3. Due to presence of other cement producers in Raipur and its
adjoining areas the market shareof Ambuja cements remains low.
4. Ithas its own mines reserves butit has to consistently renew the
lease failing which it will have no sources of production as its major
production site
5. Ambuja cements is not able to useforeign technologies.
OPPORTUNITIES:
1. Rural projectof state and central governmentlike dams and bridges
can be a major opportunity for the company
2. Ithas major opportunities in real estate due to boom in the industry
3. Company is a part of reputed and huge Ambuja group, so it can
expand its market in foreign areas also utilizing its brand image.

13. 13 | P a g e
THREAT:
1. Cost of production is high, so company needs to reduce the costof
production and should concentrate on promotional schemes too
2. Rising costof raw materials is also a threat for the company
3. Its closestcompetitors ACC/ULTRATECH is always at its heels.

14. 14 | P a g e
STP OFAMBUJACEMENTS
SEGEMENTATION:
1. They did consumer segmentation which can become their potential
customers like real estate business owner, common customers who are
building their house.
2. They segmented on the basis of geographicallocation they have their
excellent presencein Raipur.
TARGETING:
They have adopted undifferentiated targeting approach which means
they have one productcement with no variation and available to
potential customer
POSITIONING:
Positioning means position a place in mindsetof consumer.
They did excellent social connect with consumer by placing
advertisement “YE DEEWARTOOT TI KYU NAHI HAI” and placed
hoardings “GIANTS COMPRESSIVECEMENTS”.

15. 15 | P a g e
PRODUCT LIFE CYCLE OF AMBUJA CEMENTS
YEAR NET SALES
2000 1117.08
2003 1734.52
2006 6226.28
2009 7083.28
2012 9730.30
2013 9160.35
SOURCE: Ambuja cements annual report
1117.08
1734.52
6226.28
7083.21
9730.3
9160.35
0
2000
4000
6000
8000
10000
12000
2000 2003 2006 2009 2012 2013
PRODUCTLIFE CYCLE AS PER NET SALES

16. 16 | P a g e
BCG MATRIX
Ambuja cements enjoys the position of star in the BCG matrix which means
high market shareand high market growth. Ambuja cements have 18% of
market shares in the industry. Secondly if welook at the overall cement
industry, it is having high growth in cement industry depends upon
infrastructure, housing, roads, irrigation etc. which are currently booming, so
strategy to be followed to hold this position of star by reinventing their profit
and using this profits to increase turnover and gain highest market share.

17. 17 | P a g e
NET SALES COMPARION FOR LAST 5 YEARS
SOURCE: Ambuja cements annual report
2009, 7038.21
2010, 7371.52
2011, 8554.26
2012, 9730.3
2013, 9160.35
0
2000
4000
6000
8000
10000
12000
2009 2010 2011 2012 2013
NET SALES COMPARISON

18. 18 | P a g e
MARKETING AND PROMOTIONAL STRATEGY
The main objectiveof ambuja cements limited is to making advertisements of
ambuja cements as quality and strength. They had made contract with
“TRIKAYA” a private advertisements agency and it is doing their
advertisements by:
1. PRINTMEDIA – Ambuja cements limited gives advertisements in
newspapers, magazines,
2. OUTDOORMEDIA –Wall paintings, television, radio, internet by regular
period and hoardings.
PROMOTIONAL STRATEGY:
Ambuja cements limited provides somemotivation like gifts, discounts,
commission etc. for increase in the efficiency of the dealers, stockiesttoo sell
more.
Ambuja cements has an “I CAN” initiatives which gives an individual an
opportunity in the sales systemto come up with its own idea.
They have a website “GRIHA-SHILPI” which assists customers in different
aspects of building a home and also provides listof contractors and their
contact numbers.
In 2010 they offer retailer who sells minimum of 200 tons (4000 bags) willbe
eligible for 30 shares of the blue chip cement maker.

19. 19 | P a g e
GROSS PROFIT AND NET PROFIT RATIO
(In lakhs)
YEAR NET SALES DIRECT
COST
PROFIT
AFTER TAX
GROSS
PROFIT
RATIO
NET
PROFIT
RATIO
2012 9730.30 4988.19 1901.83 48.73% 19.5%
2011 8554.26 4650.61 1702.87 45.63% 19.90%
FORMULA USED TO CALCULATE:
1. GROSS PROFITRATIO=NETSALES – DIRECTCOST/NET SALES * 100
2. NET PROFITRATIO=PROFITAFTERTAX/NET SALES * 100
ANALYSIS:
The company gross profitratio is almost samein financial year 2011 and
2012, which is 48.73 % and 45.63% which showsthatcompany is doing
very well as its gross profitratio is high.
The company net profit ratio is also almost same in financial year 2011
and 2013 which is 19.5% and 19.90% which shows thatcompany is also
good at their net profit.

20. 20 | P a g e
DIRECT COST AND INDIRECT COST
DIRECT COST 2012(in lakhs) 2011(in lakhs) % CHANGE
Raw materials 671.76 577.38
+/- in stock (200.83) 57.00
Employee cost 478.51 433.20
Power and fuel
cost
2329.07 2001.37
Other expenses 1709.68 1581.66
Total 4988.19 4650.61 7.25%
FORMULA USED:
DIRECTCOSTAS PERCENTAGE CHANGE=
NEW DIRECTCOST – OLD DIRECTSOST/OLD DIRECTCOST*100
INDIRECTCOST 2012 2011 % CHANGE
Selling and
distribution
expenses
2275.85 1933.36
General and
administrative
expenses
75.66 52.63
Depreciation 565.22 445.15
Total 2916.73 2431.14 19.97%
FORMULA USED:
INDIRECTCOSTAS PERCENTAGEOF CHANGE=
NEW INDIRECTCOST –OLD INDIRECTCOST/OLD INDIRECTCOST*100

21. 21 | P a g e
WORKING CAPITAL CALCULATION
CURRENT
ASSETS
2012 2011 WORKING
CAPITAL %
CHANGE
Current
investments
1543.83 768.94
Inventories 983.93 924.97
Trade
receivables
213.37 240.85
Cash and bank
balances
2253.72 2069.08
Shortterm loans
and advances
249.05 236.51
Other current
assets
30.95 23.93
Total 5274.85 4264.28 23.94%
CURRENT
LIABLITIES
2012 2011 WORKING
CAPITAL %
CHANGE
Trade payables 934.54 951.16
Other current
liabilities
655.87 639.77
Shortterm
provisions
1420.53 1173.34
Total
Net sales 9674.94 8554.32 36.94%
FORMULA USED:
WORKING CAPITAL =CURRENT ASSETS – CURRENT LIABILITIES
WORKING CAPITAL RATIO =WORKING CAPITAL/NETSALES *100

22. 22 | P a g e
DEBT EQUITY RATIO AND ITS IMPLICATIONS
PARTICULARS 2012 2011 DEBT EQUITY
RATIO
EQUITY AND
LIABILITIES:
Shareholders
fund:
Share capital 308.44 306.87
Reserve and
surplus
8496.62 7762.56
Total 8805.06 8069.43 0.069%(2012)
NON CURRENT
LIABILITIES:
Long term
borrowing
34.63 42.80
Deferred tax
liabilities
548.25 643.60
Other long term
liabilities
4.91 3.82
Long term
provisions
20.89 17.91
Total 608.68 708.13 0.087(2011)
FROMULA USED FOR CALCULATION:
Debt equity ratio = long term debt/shareholders fund
IMPLICATION:
Since the ratio is very less, so we can say that company have very
conservativeapproach in sourcing of long term funds they haveused
maximum equity rather than going for debt sourceof finance.
SOURCE: Ambuja cement annual report

23. 23 | P a g e
ORGANIZATIONAL STRUCTURE

24. 24 | P a g e
ORGANIZATION CULTURE
Henry Ford had said:
“Take away all my machines, Burn away my factoriesbutgive me back my
people And I will build my factoriesagain”.
Ambuja Cements Limited value the importanceof the people who work for the
Company. The very existence of Ambuja. For it is they who have brought the
Company to what it is today. Thereby making cement from a commodity to a
Brand.
The strength of the company lies in its ‘PEOPLEPOWER’. TheCompany has
recently launched People Power projectacross the organization in order to
enable streamlining of all processes and systems and to give employees the
power to set their own targets and goals and to achieve them within a
stipulated time. This also helps in enhancing cross functionalleadership and
drive continuing process improvements thereby enabling new generation
leaders and home grown mentors and coaches.
The Company believes in the spiritof two words “I CAN” thereby giving its
people to take challenges & accept responsibilities and set their own targets
and goals and achieve them to their best. Itsymbolizes whatmakes Ambuja
Cements different.
Working at Ambuja Cements Limited is not a mere job but an enriching and
fulfilling experience. The challenge in the work brings outthe best and helps to
put in that extra bit.
Talent Acquisition in Ambuja provides the people edge to the business.
Campus recruitment and InternalJob Posting (IJP) plays a crucial role in
achieving the company’s philosophy by intake of the right candidate for the
right job.
Ambuja offers Management Trainees and Graduate Engineer Trainees more
than a job – it offers them a lifetime career with challenging opportunities for
continuous development and growth in diversefields of business. The
company also hires experienced candidates for roles across various functions
and locations.

25. 25 | P a g e
The company has a culture that fosters positive and healthy competition
between individuals and provides opportunity to learn and grow with the
organisation. We believe in sustainabledevelopment.
ORGANIZATIONAL CULTURE AS PER TIMESJOBS.COM SURVEY
Score Card
 Salary 3.5
 Work Life Balance 4.0
 CorporateCulture 3.9
 Rewards & Recognition 3.6
 Participative Management 4.0
 Learning & Development 4.2
 Career growth Plan 3.6
 Communication 3.7
87%
Employees Recommend
Ambuja Cements Ltd
Top Reasons to work here
 Brand Name 69%
 Learning & Development 60%
 Work/Lifebalance 48%
Top Skills toSucceedhere
 Leadership 54%
 Team Work 54%
 Relationship Management 42%
87%
Employees Recommend
Ambuja Cements Ltd
SOURCE: www.timesjobs.com

26. 26 | P a g e
TRAINING PROGRAMMES IN AMBUJA CEMENT
Learning & Development
At Ambuja Cements Ltd, it is our endeavour to consistently facilitate the
learning of the employees and enable a continuous transformation. Through
this process of continued learning, the company intends to booststrategic
behaviour and capabilities so as to achieve sustainableobjectives and
outcomes.
We are committed to training and development and we striveto lead the
process of active learning through the capturing, transfer and mobilization of
knowledgeto adapt to a dynamic environment.
Our training and development initiatives are directed at enriching both
technical and behavioural skills as well as bringing abouta changein the
Attitude, Knowledgeand Skill of the employees.
The focus of the training and development team is to provide high quality
training solutions to aid the growth and development of an employee’s
capability and potential. Another focus area is the aligning of individual needs
with the organization requirements, thereby enabling training to become a
more structured exercise which brings value to both the individual and the
organization.
At Ambuja Cement, we cater to all levels/grades with various training
programs being planned to aid the all-round development of employees.
Some of the training initiatives include the Executive EducationPrograms at
Premier InternationalBusiness Schools thatare identified for Top management
level leaders, LeadershipDevelopmentProgram at IIMAhmedabad for Senior
management which focuses on building the operational performanceand
managerial effectiveness of the identified group of participants, Management
Development Program at NMIMS, Mumbaifor Middle management and the
FastTrack Development Programfor Junior management.
The CentralizedEmployee InductionProgram is organized for the employees
who have newly joined the company. Additionally, various Behavioural and
Functional Training Programs are organized at corporate and plant levels
based on requirement.

27. 27 | P a g e
Employees attend Technical Training Programs related to manufacturing etc.
as well as Holcim LeadershipPrograms as per their need.
We believe in developing leaders and havedone formidable work in this area.
Our leaders ‘Think the Business’, ‘Deliver Results’ , ‘EnergizePeople’ and ‘Act
as role models’.
Our succession planning programreinforces this belief of creating a talent
pipeline and developing leaders. Through our succession planning process, we
ensureemployees develop their knowledge, skills, and abilities which would
preparethem for advancement or promotion into ever more challenging roles.
The company keeps designing and implementing various interventions and
initiatives for successfully managing its talent pool. One such initiative which is
currently in process is aimed at developing a sustained pool of leaders by
equipping them with the essential leadership skills and competencies and to
groomthem to be internal coaches.
As employees are considered the company’s greatestresource, focus is also on
individual development through individualised development programs.
Challenging assignments help in creating a benchmark for bringing out the best
in employees and thereby developing them in an effective manner by giving
them exposureto various different functions, assignments and projects.
SOURCE: www.ambujacements.com

28. 28 | P a g e
JOBDESCRIPTIONS AND SPECIFICATIONS POSTED BY
COMPANY
ON
ONLINE JOB PORTALS
Job Description
Candidate should have B.Tech./BE/Diploma (Chemical) or M.Sc. /B.Sc.
(Chemistry). And 08-10 years of exp. in cement industry.
Coordination with Mines and Production Head and Design the Raw Mix
and Coal Pile According with DesireFinal ProductQuality Requirement.
Salary: Bestin the Industry
Industry: Construction /Engineering / Cement / Metals
FunctionalArea: Production, Manufacturing, Maintenance
Role Category: Production/Manufacturing/Maintenance
Role: Quality Assurance/Quality ControlManager
Key skills
Design ProductQuality Production Customer Service customer support
Desired Candidate Profile
Education-
UG: B.Tech/B.E. - Chemical, Diploma - Chemical, B.Sc. - Chemistry
Company Profile:
Ambuja cement limited
SOURCE: Naukri.com

29. 29 | P a g e
CONCLUSION
On the basis of the study done in this research projectreport it shows growth
pattern in terms of demand in the market. Ambuja cements limited is just
behind ultratech cements in terms of market share. They have good presence
in Raipur due to their excellent production capacity although company do not
have excellent presence in other parts of the country.
They need to concentrate on differentgovernment projectlike infrastructure
projects like dams, bridges etc.
The company debt equity ratio shows thatthey have conservativeapproach
towards sourceof financing. They have used maximum equity as compared to
debt sourceof financing. Company gross profitratio and net profit ratio also
have stability in terms of previous years. Company is having good financials.
Company promotes eco-friendly production systemand 30 years of huge
experience in the industry which also brings excellent brand awareness among
consumers. They also succeed in making social connect through their
advertisements in which they opposecaste/creed differentiation.
They do haveoffers for their stockist/dealers in order increase sales promotion
in which they provideincentives.
They also have unique “I CAN” initiative in which any individual in the company
can come up with their own strategy.
OverallAmbuja cements is doing better in terms of their financials, they only
need to focus to increasetheir marketshare and establish good presence in
other parts of the country.

30. 30 | P a g e
BIBLIOGRAPHY
SOURCE/WEBSITES PURPOSE
www.ibef.org Cement industries production
data’s.
www.ambujacements.com Company information
organizationalculture.
www.timesjobs.com Organizations review for work
environment
Ambuja cements limited annual
report Company financial calculation
www.naukri.com Job description and analysis.
www.dnb.co.in Company market shares and GDP
contribution by sectors

31. 31 | P a g e
CONTENTS
SR.
NO.
PARTICULARS PAGE
NUMBER
1 Acknowledgement 3
2 Cement industry: history 4
3 Cement industry: overview 5
4 Historical growth pattern 6
5 Porter’s five forces model 7
6 Product profile: cement industry 8
7 Ambuja cement: company profile 9
8 Ambuja cement: product profile 10
9 Market share of companies 11
10 Swot analysis of Ambuja cements 12-13
11 Segmentation targeting and positioning 14
12 Product life cycle of ambuja cements 15
13 BCG matrix of ambuja cements 16
14 Net sales comparison 17
15 Marketing and promotional strategies 18
16 Gross profit and Net profit ratio 19
17 Direct and Indirect cost calculation 20
18 Working capital calculation 21
19 Debt equity ratio and its implications 22
20 Organizational structure 23
21 Organizational culture 24-25
22 Training programs at ambuja cements 26-27
23 Job descriptions analysis 28
24 conclusion 29
25 Bibliography 30