1) The document analyzes India Cements Ltd, the largest cement producer in South India. It discusses the company's business model, products, operations, financial performance, and strategies.
2) Key aspects of the business model include manufacturing various cement types and distributing through dealers. The main costs are energy, transportation, and raw materials.
3) In the most recent quarter, the company saw dips in sales, profits, and capacity utilization due to high costs and lower demand. Realization per ton increased but energy and employee costs per ton also rose.
This document summarizes a dissertation submitted for a Master's degree in Business Administration. The dissertation aims to analyze how family businesses in Kerala, India can effectively expand. It provides background on family business growth in Asia and studies examining challenges they face. The literature review covers topics like succession planning, relationships with non-family employees, and the impact of economic liberalization. The methodology section outlines the research philosophy, approach, methods, and analysis used. Results from the family business survey are presented and discussed. The conclusion meets the research objectives and provides recommendations for effective family business expansion.
This document provides an overview of Indian Oil Corporation Ltd (IOCL), India's largest company by sales. It discusses IOCL's vision, mission, values and objectives which center around serving national oil security, maximizing stakeholder value, attaining technological leadership, and enriching communities. The document also outlines IOCL's organizational structure and subsidiaries. It provides background on IOCL's formation, size and market share in India's petroleum products market.
The production department of Gold Star Battery Pvt Ltd oversees the manufacturing of various battery products through a multi-step process. Key steps include smelting and refining of lead, casting of plates, pasting and drying of plates, formatting, packing, and charging. The installed capacity is 9,500 batteries per month while the current utilization is 7,500 batteries per month. Machinery used includes furnaces, refining machines, casting machines, and charging machines. Quality is ensured at each stage of production.
Matrikon Moore is an ISO certified South African company that provides industrial automation and optimization solutions. It has over 26 years of experience implementing distributed control systems, safety shutdown systems, and field instrumentation for industries such as oil and gas, petrochemicals, metals and mining. The company offers a full range of services including project management, engineering, installation, commissioning, support, and training. It has extensive experience delivering turnkey automation projects across Africa, Europe, and Asia.
On the job traning program @ bagalkot shakti cement project report mba hrBabasab Patil
The document discusses an on-the-job training program at Bagalkot Shakti Cement. It provides background on the company, which was established in 1955. It then examines the on-the-job training program for mid-level employees. It finds that most employees are new and have received some training, but that the effectiveness and duration of training can be improved. It recommends enhancing practical training, appointing career counselors, and introducing new training methods like role plays to help improve employee performance.
The document discusses Indian Oil Corporation Limited's (IOCL) implementation of an ERP system in the late 1990s and early 2000s. It initially failed to realize full benefits due to deficiencies in planning, training, and monitoring. However, IOCL later optimized system performance by working with SAP to identify and improve inefficient programs. IOCL also integrated business processes with other oil companies, saving millions and enhancing supply chain efficiency.
This document summarizes a dissertation submitted for a Master's degree in Business Administration. The dissertation aims to analyze how family businesses in Kerala, India can effectively expand. It provides background on family business growth in Asia and studies examining challenges they face. The literature review covers topics like succession planning, relationships with non-family employees, and the impact of economic liberalization. The methodology section outlines the research philosophy, approach, methods, and analysis used. Results from the family business survey are presented and discussed. The conclusion meets the research objectives and provides recommendations for effective family business expansion.
This document provides an overview of Indian Oil Corporation Ltd (IOCL), India's largest company by sales. It discusses IOCL's vision, mission, values and objectives which center around serving national oil security, maximizing stakeholder value, attaining technological leadership, and enriching communities. The document also outlines IOCL's organizational structure and subsidiaries. It provides background on IOCL's formation, size and market share in India's petroleum products market.
The production department of Gold Star Battery Pvt Ltd oversees the manufacturing of various battery products through a multi-step process. Key steps include smelting and refining of lead, casting of plates, pasting and drying of plates, formatting, packing, and charging. The installed capacity is 9,500 batteries per month while the current utilization is 7,500 batteries per month. Machinery used includes furnaces, refining machines, casting machines, and charging machines. Quality is ensured at each stage of production.
Matrikon Moore is an ISO certified South African company that provides industrial automation and optimization solutions. It has over 26 years of experience implementing distributed control systems, safety shutdown systems, and field instrumentation for industries such as oil and gas, petrochemicals, metals and mining. The company offers a full range of services including project management, engineering, installation, commissioning, support, and training. It has extensive experience delivering turnkey automation projects across Africa, Europe, and Asia.
On the job traning program @ bagalkot shakti cement project report mba hrBabasab Patil
The document discusses an on-the-job training program at Bagalkot Shakti Cement. It provides background on the company, which was established in 1955. It then examines the on-the-job training program for mid-level employees. It finds that most employees are new and have received some training, but that the effectiveness and duration of training can be improved. It recommends enhancing practical training, appointing career counselors, and introducing new training methods like role plays to help improve employee performance.
The document discusses Indian Oil Corporation Limited's (IOCL) implementation of an ERP system in the late 1990s and early 2000s. It initially failed to realize full benefits due to deficiencies in planning, training, and monitoring. However, IOCL later optimized system performance by working with SAP to identify and improve inefficient programs. IOCL also integrated business processes with other oil companies, saving millions and enhancing supply chain efficiency.
This project report studies the effectiveness of cooperative marketing of arecanut through MAMCOS Ltd in Shivamogga, Karnataka. The report includes an introduction covering the topic, objectives, methodology and scope of the study. It provides an industry and company profile of MAMCOS Ltd along with its vision, mission, operations and competitors. The theoretical background discusses cooperatives, their history and objectives. The data analysis and interpretation chapter contains survey results on members' opinions about various services provided by MAMCOS like procurement, storage, transport, payment facilities and the society's image and transparency. The conclusion presents key findings, suggestions and an overall assessment of the cooperative's marketing effectiveness.
This document provides an introduction and overview of Amul, India's largest dairy cooperative. It discusses Amul's founding in 1946 by farmers in Anand, Gujarat who organized to gain bargaining power against private milk traders. Key events in Amul's early history are described, including the farmers' milk strike that led the government to agree to purchase milk from their cooperative. Amul has since grown tremendously, now collecting over 11 lakh liters of milk per day across 1073 societies. The document reviews Amul's product range and production facilities. It also discusses Amul's branding strategy and analyzes the cooperative's success through its balancing of farmer ownership and professional management. Tables provide product and financial details, while figures
This document is a summer training report submitted by Gangadevi Srinivasrao to the International School of Management Excellence in partial fulfillment of the requirements for a Post Graduate Diploma in Management. The report details a study conducted on the working of distribution expansion of the IFA channel and a comparative analysis of the BSL Frontline and Tax Relief 96 Funds at Birla Sun Life AMC during an internship from March to May 2015 under the guidance of Biplab Roy and Prof. Dr. S. Shyam Prasad. The report includes sections on the company profile, functioning of departments, work assigned and processes followed during the internship, conclusions, learnings, and suggestions.
Working capital management mitesh maharajChetan Gandhi
This document provides a summary of the internship project conducted by Vivek Patel at Gujarat Narmada Valley Fertilizer Company Ltd (GNFC) in Bharuch, Gujarat, India from 2008-2010. The project involved studying working capital management at GNFC. It includes an acknowledgment section thanking those who guided the project. It also includes sections on the company profile, an overview of the finance department and its various sections, and a focus on working capital management concepts including calculation of the operating cycle, working capital, cash management, inventory management and receivables management.
This document provides information about Indian Oil Corporation Limited (IOCL), India's largest commercial enterprise. It discusses IOCL's history, vision, mission, values, operations, and financial performance for 2016-2017. Some key details include:
- IOCL was formed in 1964 through the merger of two public sector companies and today has a network spanning the country.
- Its vision is to be a major diversified, trans-national energy company playing a role in India's oil security and public distribution.
- In 2016-2017, IOCL had sales of Rs. 4,38,710 crore and profits of Rs. 19,106 crore.
- It owns and operates 11 of India
This document provides details about a research project conducted by Sampada Sahi on consumer perception of Minute Maid Pulpy Orange for Hindustan Coca-Cola Beverages Private Limited. The document includes an introduction, literature review, research methodology, findings and analysis through graphs, and conclusions. It finds that consumer reaction to Minute Maid Pulpy Orange is generally positive, though reaction varies slightly based on age group and gender. The document also acknowledges those who helped and guided the research project.
The document is a project report on marketing and promotion of Xtra POWER Fleet Card loyalty program submitted to Indian Oil Corporation Limited (IOC). It discusses objectives of studying IOC's loyalty program in Durgapur region of West Bengal and obtaining customer feedback. Primary data was collected through questionnaires distributed at IOC retail outlets in Durgapur and nearby areas. Secondary data was collected from IOC's annual reports, websites, pamphlets, and sales reports. The sample size for retailers was 8 and for customers was 200.
This document provides information about an organizational study conducted at KSE Limited in Irinjalakuda. It includes details about the company such as its establishment in 2000, expansion over the years with new production units and facilities, awards received, production units across Kerala and Tamil Nadu, and organizational structure. Charts on net profit and sales comparison for the last 10 years are also included. The document serves as the final report submitted for a Master's degree program.
organizational study @ madras cements ltd 2011Bibin K Babu
Madras Cements Ltd (MCL) is one of the largest cement companies in South India. It operates five cement plants with a total capacity of 10.49 million tonnes per year. MCL also operates in other industries like textiles, software, wind energy and more through its various subsidiaries. The organization aims to continuously improve productivity through quality and customer-focused operations. It seeks to position itself as a leader in the cement industry and expand into related businesses.
This document is an industrial visit report submitted by a student for their Bachelors of Business Administration program. It includes details of the visit to Kalyani Maxion Wheels Pvt Ltd such as an executive summary, purpose and objectives of the visit, company profile, organizational structure, marketing structure, and conclusions. The company profile section provides information on the history, goals, achievements, and structure of Kalyani Maxion Wheels Pvt Ltd, which manufactures wheels. The organizational structure outlines the business groups and divisions.
The document provides information about the Graduate Aptitude Test in Engineering (GATE) 2013. Some key points:
1. GATE is an exam that tests undergraduate engineering concepts. The score is used for admission to postgraduate programs in India and for some jobs. It provides financial assistance for masters and PhD programs.
2. New for GATE 2013: 15 subjects will be in online format. Females are exempted from fees. A new scoring formula will be used. Biometrics may be captured for some.
3. Details are provided about eligibility, exam pattern, syllabus, dates, application process, results, and more. The exam is administered jointly by IISc and 7 I
Bradshaw Medical was named the 2010 recipient of the Wisconsin Companies to Watch award for its high performance, innovative products and processes, and growth potential. The article highlights the company's recent hires and expansion plans, including constructing a new manufacturing facility. It also introduces Juan Salinas, an integral employee in Bradshaw Medical's molding department since 2006, and announces that the company will exhibit at an upcoming orthopedic surgery conference.
A STUDY ON THE WELFARE MEASURES PROVIDED IN THE COMPANY WITH REGARDS TO JOB S...AnthonyJudeAJME
This document discusses a study on employee welfare measures and job satisfaction at TVS Motor Company in Madurai, India. It provides background on TVS, which was established in 1911 and is now one of the largest motorcycle companies in India. The study examines the welfare measures provided by TVS like housing, healthcare, recreation, and their impact on employee satisfaction. It describes TVS's history and operations, and the factors that influence job satisfaction. The objective is to analyze current welfare measures and identify additions to improve satisfaction levels.
Report on Business Marketing Research on JMI, a B2B Market [Elegant (VI)]Md. Abdur Rakib
This is a Report on Business Marketing Research on JMI, a B2B Market. It is based on the study of Business Marketing.
Surgical Device market in Bangladesh has great prospect for the local manufacturer of surgical device. More than 30,000 surgical devices are available in Bangladesh. Almost all devices are exported from foreign country. So we can tell surgical device market as the unexplored B2B market. Only four major companies are providing surgical devices in Bangladesh. If the companies manufacture more surgical device then it generate huge profit to them. It also creates more empowerment and also contributes to our national economy.
JMI syringe & Medical Device Company Ltd. has various kinds of surgical product, although it is very difficult and risky for surgical device provider to develop new product, JMI has eleven products. The company‟s age is not very old in comparison of its competitor. But still the companies are doing well in surgical device market in Bangladesh. They are ranked as 2nd as the comparison of its competitor Opso saline.
JMI Syringe & Medical Device Limited has received tremendous response by institution buyer and dealers. Institution buyers have gained confidence in their products for quality and economics. This business shows considerable promise in contributing to the national economy of Bangladesh. This report focuses on JMI‟s syringe & other medical devices their various strategies, promotional activities, and their position in the market in comparison to the market leader “Opso Saline” and so on.
JMI charges cost plus pricing for some of his products and for unique product like AD syringe and urine drainage bag they charges skimming pricing. They have also promotion strategy like other surgical device company in Bangladesh. The promotion campaign is inspiring the doctors and their patient to use safe syringe, attending different seminar, fair related to pharmaceutical product. But due to the Govt. prohibition they can‟t promote their product by the mass media.
This document is a project report submitted by Jitendra Kumar Nayak to Regional College of Management in partial fulfillment of an MBA degree. The report aims to find new business opportunities for Dabur India Ltd. in the rural Sundergarh district of Odisha. It provides an introduction on the growing potential of rural Indian markets due to rising incomes and market saturation in urban areas. However, rural markets are challenging to understand and penetrate due to heterogeneous audiences and remote locations. The report will analyze Sundergarh district to identify high-selling and low-selling villages for Dabur and provide suggestions to tap new opportunities.
The Ramco Cements Limited was established in 1961 in Tamil Nadu at the request of the central government. It is now one of the largest cement producers in India with an annual capacity of over 15 million tons. The company operates cement plants, grinding units, and wind farms across Tamil Nadu, Karnataka, West Bengal, Andhra Pradesh, and has over 3,000 employees. In addition to cement, it also produces ready mix concrete and engages in other industries such as wind power. Ramco Cements is undertaking a large expansion program worth 3,430 crores to set up a new 3.16 MTPA plant in Andhra Pradesh and expand facilities in other states.
This document provides information about Klash Textile Mills Pvt Ltd, including its mission, departments, hierarchy, clients, and SWOT analysis. The key points are:
- Klash is a textile manufacturer located in Faisalabad, Pakistan that exports knitted apparel products mainly to the UK.
- It has departments for operations, services, and finance that include production, quality control, human resources, and accounting.
- Major clients include retailers in the UK such as M&S, NEXT, and River Island.
- A SWOT analysis identifies strengths like skilled labor and ISO certification, weaknesses like high turnover, and opportunities like exploring new markets.
1. The document discusses the Indian oil and petroleum industry, including its history and current state. It notes that India was largely dependent on imports after independence but is now self-sufficient in petroleum production, fulfilling over 35% of its energy needs domestically.
2. Major players in the Indian market include public sector companies like ONGC, IOCL and OIL. The document provides an overview of the various policies adopted by the Indian government to develop the oil and gas sector, including allowing 100% FDI.
3. India's refining capacity has increased significantly since independence, growing from 0.25 MMT per year to over 250 MMT currently as demand for oil is expected to continue rising strongly.
Part of a second semester course of Establishing a business, worth 24credit points. Out of 8 business plans, ours was voted to have the 2nd best presentation and our plan received a 5- grading (scale of 0-5)
An Organisation study at HIGHTEMP FURNACES LTD, BANGALORERahul G
The document discusses an organization study conducted by Jennifer Dickens at High Temp Furnaces Ltd in Bangalore as part of her Master's degree program. It provides background on High Temp Furnaces Ltd, which manufactures heat treatment furnaces. The objectives and scope of the study are to understand the company's culture, structure, departments and hierarchy. Primary and secondary research methods were used, including interviews and reviewing company reports. The study aims to relate academic theory to practical experience in the corporate world. It also describes Jennifer Dickens' internship at High Temp Furnaces Ltd, the purpose of which was to gain hands-on work experience.
The document is the annual report of The India Cements Limited for the year 2011. It includes information such as a notice for the annual general meeting such as date, time, venue. It lists the contents of the annual report and the names of the directors. It provides a brief financial information for the past 10 years under various heads such as sales and earnings, assets etc. It also includes auditor's reports and financial statements.
India Cement Ltd is one of the largest cement companies in South India. It was established in 1946 and now has seven plants across Tamil Nadu and Andhra Pradesh. The company's founders had a vision to drive industrialization in India. India Cement produces various cement brands and has a market share of around 28% in South India, aiming to increase to 35%. It has over 10,000 distributors and produces cement, blended cement, slag cement, and ready mix concrete. In 2011-12, the company had a net worth per share of Rs. 115.13 and earnings per share of Rs. 9.54.
This project report studies the effectiveness of cooperative marketing of arecanut through MAMCOS Ltd in Shivamogga, Karnataka. The report includes an introduction covering the topic, objectives, methodology and scope of the study. It provides an industry and company profile of MAMCOS Ltd along with its vision, mission, operations and competitors. The theoretical background discusses cooperatives, their history and objectives. The data analysis and interpretation chapter contains survey results on members' opinions about various services provided by MAMCOS like procurement, storage, transport, payment facilities and the society's image and transparency. The conclusion presents key findings, suggestions and an overall assessment of the cooperative's marketing effectiveness.
This document provides an introduction and overview of Amul, India's largest dairy cooperative. It discusses Amul's founding in 1946 by farmers in Anand, Gujarat who organized to gain bargaining power against private milk traders. Key events in Amul's early history are described, including the farmers' milk strike that led the government to agree to purchase milk from their cooperative. Amul has since grown tremendously, now collecting over 11 lakh liters of milk per day across 1073 societies. The document reviews Amul's product range and production facilities. It also discusses Amul's branding strategy and analyzes the cooperative's success through its balancing of farmer ownership and professional management. Tables provide product and financial details, while figures
This document is a summer training report submitted by Gangadevi Srinivasrao to the International School of Management Excellence in partial fulfillment of the requirements for a Post Graduate Diploma in Management. The report details a study conducted on the working of distribution expansion of the IFA channel and a comparative analysis of the BSL Frontline and Tax Relief 96 Funds at Birla Sun Life AMC during an internship from March to May 2015 under the guidance of Biplab Roy and Prof. Dr. S. Shyam Prasad. The report includes sections on the company profile, functioning of departments, work assigned and processes followed during the internship, conclusions, learnings, and suggestions.
Working capital management mitesh maharajChetan Gandhi
This document provides a summary of the internship project conducted by Vivek Patel at Gujarat Narmada Valley Fertilizer Company Ltd (GNFC) in Bharuch, Gujarat, India from 2008-2010. The project involved studying working capital management at GNFC. It includes an acknowledgment section thanking those who guided the project. It also includes sections on the company profile, an overview of the finance department and its various sections, and a focus on working capital management concepts including calculation of the operating cycle, working capital, cash management, inventory management and receivables management.
This document provides information about Indian Oil Corporation Limited (IOCL), India's largest commercial enterprise. It discusses IOCL's history, vision, mission, values, operations, and financial performance for 2016-2017. Some key details include:
- IOCL was formed in 1964 through the merger of two public sector companies and today has a network spanning the country.
- Its vision is to be a major diversified, trans-national energy company playing a role in India's oil security and public distribution.
- In 2016-2017, IOCL had sales of Rs. 4,38,710 crore and profits of Rs. 19,106 crore.
- It owns and operates 11 of India
This document provides details about a research project conducted by Sampada Sahi on consumer perception of Minute Maid Pulpy Orange for Hindustan Coca-Cola Beverages Private Limited. The document includes an introduction, literature review, research methodology, findings and analysis through graphs, and conclusions. It finds that consumer reaction to Minute Maid Pulpy Orange is generally positive, though reaction varies slightly based on age group and gender. The document also acknowledges those who helped and guided the research project.
The document is a project report on marketing and promotion of Xtra POWER Fleet Card loyalty program submitted to Indian Oil Corporation Limited (IOC). It discusses objectives of studying IOC's loyalty program in Durgapur region of West Bengal and obtaining customer feedback. Primary data was collected through questionnaires distributed at IOC retail outlets in Durgapur and nearby areas. Secondary data was collected from IOC's annual reports, websites, pamphlets, and sales reports. The sample size for retailers was 8 and for customers was 200.
This document provides information about an organizational study conducted at KSE Limited in Irinjalakuda. It includes details about the company such as its establishment in 2000, expansion over the years with new production units and facilities, awards received, production units across Kerala and Tamil Nadu, and organizational structure. Charts on net profit and sales comparison for the last 10 years are also included. The document serves as the final report submitted for a Master's degree program.
organizational study @ madras cements ltd 2011Bibin K Babu
Madras Cements Ltd (MCL) is one of the largest cement companies in South India. It operates five cement plants with a total capacity of 10.49 million tonnes per year. MCL also operates in other industries like textiles, software, wind energy and more through its various subsidiaries. The organization aims to continuously improve productivity through quality and customer-focused operations. It seeks to position itself as a leader in the cement industry and expand into related businesses.
This document is an industrial visit report submitted by a student for their Bachelors of Business Administration program. It includes details of the visit to Kalyani Maxion Wheels Pvt Ltd such as an executive summary, purpose and objectives of the visit, company profile, organizational structure, marketing structure, and conclusions. The company profile section provides information on the history, goals, achievements, and structure of Kalyani Maxion Wheels Pvt Ltd, which manufactures wheels. The organizational structure outlines the business groups and divisions.
The document provides information about the Graduate Aptitude Test in Engineering (GATE) 2013. Some key points:
1. GATE is an exam that tests undergraduate engineering concepts. The score is used for admission to postgraduate programs in India and for some jobs. It provides financial assistance for masters and PhD programs.
2. New for GATE 2013: 15 subjects will be in online format. Females are exempted from fees. A new scoring formula will be used. Biometrics may be captured for some.
3. Details are provided about eligibility, exam pattern, syllabus, dates, application process, results, and more. The exam is administered jointly by IISc and 7 I
Bradshaw Medical was named the 2010 recipient of the Wisconsin Companies to Watch award for its high performance, innovative products and processes, and growth potential. The article highlights the company's recent hires and expansion plans, including constructing a new manufacturing facility. It also introduces Juan Salinas, an integral employee in Bradshaw Medical's molding department since 2006, and announces that the company will exhibit at an upcoming orthopedic surgery conference.
A STUDY ON THE WELFARE MEASURES PROVIDED IN THE COMPANY WITH REGARDS TO JOB S...AnthonyJudeAJME
This document discusses a study on employee welfare measures and job satisfaction at TVS Motor Company in Madurai, India. It provides background on TVS, which was established in 1911 and is now one of the largest motorcycle companies in India. The study examines the welfare measures provided by TVS like housing, healthcare, recreation, and their impact on employee satisfaction. It describes TVS's history and operations, and the factors that influence job satisfaction. The objective is to analyze current welfare measures and identify additions to improve satisfaction levels.
Report on Business Marketing Research on JMI, a B2B Market [Elegant (VI)]Md. Abdur Rakib
This is a Report on Business Marketing Research on JMI, a B2B Market. It is based on the study of Business Marketing.
Surgical Device market in Bangladesh has great prospect for the local manufacturer of surgical device. More than 30,000 surgical devices are available in Bangladesh. Almost all devices are exported from foreign country. So we can tell surgical device market as the unexplored B2B market. Only four major companies are providing surgical devices in Bangladesh. If the companies manufacture more surgical device then it generate huge profit to them. It also creates more empowerment and also contributes to our national economy.
JMI syringe & Medical Device Company Ltd. has various kinds of surgical product, although it is very difficult and risky for surgical device provider to develop new product, JMI has eleven products. The company‟s age is not very old in comparison of its competitor. But still the companies are doing well in surgical device market in Bangladesh. They are ranked as 2nd as the comparison of its competitor Opso saline.
JMI Syringe & Medical Device Limited has received tremendous response by institution buyer and dealers. Institution buyers have gained confidence in their products for quality and economics. This business shows considerable promise in contributing to the national economy of Bangladesh. This report focuses on JMI‟s syringe & other medical devices their various strategies, promotional activities, and their position in the market in comparison to the market leader “Opso Saline” and so on.
JMI charges cost plus pricing for some of his products and for unique product like AD syringe and urine drainage bag they charges skimming pricing. They have also promotion strategy like other surgical device company in Bangladesh. The promotion campaign is inspiring the doctors and their patient to use safe syringe, attending different seminar, fair related to pharmaceutical product. But due to the Govt. prohibition they can‟t promote their product by the mass media.
This document is a project report submitted by Jitendra Kumar Nayak to Regional College of Management in partial fulfillment of an MBA degree. The report aims to find new business opportunities for Dabur India Ltd. in the rural Sundergarh district of Odisha. It provides an introduction on the growing potential of rural Indian markets due to rising incomes and market saturation in urban areas. However, rural markets are challenging to understand and penetrate due to heterogeneous audiences and remote locations. The report will analyze Sundergarh district to identify high-selling and low-selling villages for Dabur and provide suggestions to tap new opportunities.
The Ramco Cements Limited was established in 1961 in Tamil Nadu at the request of the central government. It is now one of the largest cement producers in India with an annual capacity of over 15 million tons. The company operates cement plants, grinding units, and wind farms across Tamil Nadu, Karnataka, West Bengal, Andhra Pradesh, and has over 3,000 employees. In addition to cement, it also produces ready mix concrete and engages in other industries such as wind power. Ramco Cements is undertaking a large expansion program worth 3,430 crores to set up a new 3.16 MTPA plant in Andhra Pradesh and expand facilities in other states.
This document provides information about Klash Textile Mills Pvt Ltd, including its mission, departments, hierarchy, clients, and SWOT analysis. The key points are:
- Klash is a textile manufacturer located in Faisalabad, Pakistan that exports knitted apparel products mainly to the UK.
- It has departments for operations, services, and finance that include production, quality control, human resources, and accounting.
- Major clients include retailers in the UK such as M&S, NEXT, and River Island.
- A SWOT analysis identifies strengths like skilled labor and ISO certification, weaknesses like high turnover, and opportunities like exploring new markets.
1. The document discusses the Indian oil and petroleum industry, including its history and current state. It notes that India was largely dependent on imports after independence but is now self-sufficient in petroleum production, fulfilling over 35% of its energy needs domestically.
2. Major players in the Indian market include public sector companies like ONGC, IOCL and OIL. The document provides an overview of the various policies adopted by the Indian government to develop the oil and gas sector, including allowing 100% FDI.
3. India's refining capacity has increased significantly since independence, growing from 0.25 MMT per year to over 250 MMT currently as demand for oil is expected to continue rising strongly.
Part of a second semester course of Establishing a business, worth 24credit points. Out of 8 business plans, ours was voted to have the 2nd best presentation and our plan received a 5- grading (scale of 0-5)
An Organisation study at HIGHTEMP FURNACES LTD, BANGALORERahul G
The document discusses an organization study conducted by Jennifer Dickens at High Temp Furnaces Ltd in Bangalore as part of her Master's degree program. It provides background on High Temp Furnaces Ltd, which manufactures heat treatment furnaces. The objectives and scope of the study are to understand the company's culture, structure, departments and hierarchy. Primary and secondary research methods were used, including interviews and reviewing company reports. The study aims to relate academic theory to practical experience in the corporate world. It also describes Jennifer Dickens' internship at High Temp Furnaces Ltd, the purpose of which was to gain hands-on work experience.
The document is the annual report of The India Cements Limited for the year 2011. It includes information such as a notice for the annual general meeting such as date, time, venue. It lists the contents of the annual report and the names of the directors. It provides a brief financial information for the past 10 years under various heads such as sales and earnings, assets etc. It also includes auditor's reports and financial statements.
India Cement Ltd is one of the largest cement companies in South India. It was established in 1946 and now has seven plants across Tamil Nadu and Andhra Pradesh. The company's founders had a vision to drive industrialization in India. India Cement produces various cement brands and has a market share of around 28% in South India, aiming to increase to 35%. It has over 10,000 distributors and produces cement, blended cement, slag cement, and ready mix concrete. In 2011-12, the company had a net worth per share of Rs. 115.13 and earnings per share of Rs. 9.54.
This document summarizes the internship of Karthika Vallichituri at The India Cements Ltd from July 1st to August 31st 2015. During the initial weeks, she familiarized herself with the company, its brands and marketing strategies. She learned that the company sponsors the Chennai Super Kings cricket team to promote its brands. In week 3, she analyzed a report on cement manufacturing processes. In week 4, she developed a questionnaire to conduct market research on customer buying behavior for cement. Her goal was to understand cement customer requirements and expectations to help the company improve.
Acc cStudy on acc dealership network in the city of belgaumarun savukar
This document appears to be a project report submitted by Anil G. Desai for his MBA program. It discusses the history and development of the cement industry. It provides background on cement production processes and raw materials used. It also gives an overview of the Indian cement industry, noting that India is now the 2nd largest cement producer globally behind China. The primary objective of the report is to study ACC Ltd.'s dealership network in Belgaum city and find strategies to strengthen relationships with dealers and increase sales.
Accounting final project - financial ration analysisSheng Zhe
LBS Bina Group Bhd is a property development and investment holding company in Malaysia. It operates through five major segments: property development, management and investment, trading and others, construction, and racing circuit. The document analyzes LBS Bina Group's financial ratios from 2012-2013 which show improving profitability, adequate liquidity but high debt levels. It also examines the company's share price performance relative to the KLCI stock index from January to December 2015, finding mixed results of outperforming and underperforming the market at different times.
The document provides background information on Lenovo Company, including its history, products, acquisitions and growth. It then analyzes Lenovo's financial ratios from 2012-2013, finding that most profitability and stability ratios improved, indicating better control of expenses. However, the share price is not suitable for investment given its extremely high price-to-earnings ratio of 200 years, meaning an investor would have to wait over 200 years to recover their investment. In conclusion, while Lenovo's financial performance has strengthened, its shares are too expensive for conservative investors.
The document summarizes a study on the working capital management of Madras Cements Limited conducted by S. Balavenkatachalam for a Master's degree. It provides an overview of the company's cement production, sales, financial performance, and challenges faced in 2010-11. It saw a decline in turnover, profits, and earnings per share compared to the previous year due to lower demand growth and excess capacity additions in the cement industry. The objective of the project was to analyze the working capital management of Madras Cements Limited and explore its potential through understanding concepts, ratios, and estimating working capital requirements.
This document discusses various pricing models used in the cement retail business. It describes cost plus pricing where the retailer adds a profit margin to the cost price. It also discusses manufacturer suggested retail pricing where the manufacturer sets a recommended price but retailers can price below or negotiate. Other pricing strategies discussed include competitive pricing to match competitors, prestige pricing to charge above competitors, and discount pricing to clear inventory. The document also proposes a scheme to promote resale price maintenance using mystery shoppers, gifts for retailers, and synchronized marketing efforts to generate brand awareness for a cement brand.
A foodservice market of
the magnitude of India,
growing at a scorching
25-30 per cent year non-
year, has barely
10-15 QSR brands. The
opportunity is huge and
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Final report on india cements
1. INDIA CEMENTS LTD.
COMPANY ANALYSIS
INDIA CEMENTS LTD.
DAUD AHMED BUKSH (6010020752859)
REPORT
2. INDIA CEMENTS LTD.
TABLE OF CONTENTS
1.Preamble...............................................................................................................................................................4
2.Background............................................................................................................................................................4
3.Product & Services.................................................................................................................................................4
4.Business Model......................................................................................................................................................5
4.1Value Proposition: .........................................................................................................................................5
4.2Target Customer:.............................................................................................................................................5
4.3Distribution Channel:.......................................................................................................................................5
4.4Promotion: Hire Promotion.............................................................................................................................5
4.5Revenue Streams:............................................................................................................................................5
4.6Core Capabilities: ............................................................................................................................................5
4.7Value Configuration:........................................................................................................................................5
4.8Partner Network:.............................................................................................................................................5
4.9Cost Structure ............................................................................................................................................5
5.Business Analysis...................................................................................................................................................6
5.1Competition.....................................................................................................................................................6
5.2Issues & Challenges.........................................................................................................................................6
6.Operational Performance..................................................................................................................................8
6.1Sales & sales Growth.......................................................................................................................................8
6.2PBDIT & OPM...................................................................................................................................................8
6.3Cost Structure..................................................................................................................................................8
7.Operational Metrics...............................................................................................................................................9
7.1Gross realization per ton CPLY.........................................................................................................................9
7.2Energy cost per ton CPLY.................................................................................................................................9
7.3Capacity utilization CPLY..................................................................................................................................9
7.4PBDIT per ton CPLY..........................................................................................................................................9
6.5 Employee cost per ton........................................................................................................................10
8.Financial Performance.........................................................................................................................................10
8.1PAT & PAT Growth.........................................................................................................................................10
8.2ROCE & ROE...................................................................................................................................................10
8.3DEBT Equity Ratio..........................................................................................................................................10
2
3. INDIA CEMENTS LTD.
8.4Cash Flow Analysis.........................................................................................................................................11
9.Capital Market Performance..............................................................................................................................11
9.1RSI..................................................................................................................................................................11
10.Recent Strategy.................................................................................................................................................11
10.1Growth Drivers............................................................................................................................................11
10.2Value Drivers...............................................................................................................................................12
11.Outlook..............................................................................................................................................................13
11.1Economic point of view...............................................................................................................................13
11.2Industry point of view..................................................................................................................................13
11.3Company point of view................................................................................................................................13
12.Steps taken to defend crisis...............................................................................................................................13
12.1Steps taken to cut cost................................................................................................................................13
12.2Steps taken to increase in revenue..............................................................................................................13
3
4. INDIA CEMENTS LTD.
1. Preamble
Due to the keen interest of the promoter, the Company under has been promoting different sports activities towards
contribution to the society. Its cricket franchise “Chennai Super Kings” has won IPL III Trophy in April 2010.In the
TNCA Championship, the Co. is one of the active participant. The Co’s wholly owned subsidy (ICLFSL),
acquired 60.89% of equity share capital of Indo Zinc Limited (IZL). Its privately placed in March, 2010, 24594000 no.
of equity shares at a price of Rs.120.20 per share (including premium of Rs.110.20 per share) to Qualified Institutional
Buyers.
2. Background
The India Cements Ltd was established in 1946 it is the largest producer cement in South India. S.N.N.
Sankaralinga Iyer & T.S.Narayanaswami are the founding
Pillars of the Co. Presently it have seven plants spread over
Tamilnadu and Andhra Pradesh .Company As on March 2009 Shareholding Pattern
have increased multifold to 9.1 million tons per annum. It's Depositary
Others 1%Promoter
plants are well spread with three in Tamilnadu and four in 22% 22%
Andhra Pradesh which cater to all major markets in South
Body Corporate
India and Maharashtra. 12%
Institution
43%
3. Product & Services
Promoter Institution Body Corporate Others Depositary
SOURCE: BSEINDIA.COM
PRODUCTS.
PRODUCT
CATEGORY BRANDS
NAME
ORDINARY
Coromandel king, Sankar Sakthi
PORTLAND OPC 53,OPC-43 & OPC-33 Grade Cement
& Rassi Gold
CEMENT
IS 1489 (PART 1) 1991, Portland Pozzolona
PORTLAND Cement- specification (fly ash based). Blended Coromandel Super Power,Sankar
POZZOLON
Cement Super PowerRassi Super Power.
A CEMENT IS 1489 (PART 2) 1991, Portland Pozzolona
Cement- specification (clay ash based).
SULPHATE
RESISTANT Sulphate Resisting Portland Cement(SRC) Sankar SRC
CEMENT
SOURCE: COMPANY WEBSITE
4
5. INDIA CEMENTS LTD.
4. Business Model
4.1 Value Proposition:
The Company value proposition consist of manufacturing varieties of cement like Ordinary Portland Cement,
Portland Pozzolona cement & Sulphate resistance cement.OPC is mainly used in RCC works, paving blocks ,tiles
building block, runways ,concrete roads etc.Whereas PPC is used in Hydraulic structures, marine structures etc It
produces good quality of Cement( brands like- Sankar Super Power, Coromandel Super Power and Raasi Super
Power).
4.2 Target Customer:
Customer is the pillar of any business. The company main revenue is from Housing, Infrastructure &
Commercial Projects .
4.3 Distribution Channel:
The Company distributes its product through different channels. The main distribution channel is
through dealers. Also through C & F agents, own Government Warehouses. The cement is transported to the
dealers/distributors and also to sub dealers who finally sell it to the customers.
4.4 Promotion: Hire Promotion
The Company is doing promotion through Advertisement, Corporate Social Responsibility
(CSR),RMC(units),Workshops & Conferences. Besides this customer awareness programmes, mason
workshop and educational programmes are also used by the company.
4.5 Revenue Streams:
The revenue of the Company is mainly from South India and South Maharashtra up to Mumbai.
4.6 Core Capabilities:
The Company's plants are well spread with three in Tamilnadu and four in Andhra Pradesh which cater to all major
markets in South India and Maharashtra. The Company is the market leader with a market share of 28% in the South.
The Company has access to huge limestone resources and plans to expand capacity by de-bottlenecking and
optimization of existing plants as well as by acquisitions.
4.7 Value Configuration:
The company using cutting edge technologies like cement manufacturing process, mining of
limestone, drilling/blasting methods of mining, mining with surface miner, crushing of
limestone,prehomogenisation,grinding of raw materials,homogenization,pyroprocessing. These processes are
carried out of its plant to speed up the production & manufacturing process.
4.8 Partner Network:
The Company in its partner network includes mainly dealers, retailers & renowned business
Cost Structure as % Sales - March 2010
associates. It has a strong distribution network with over 10,000 stockists of whom 25% are dedicated
4.9 Cost Structure
Transportation Interest
& handling stock in trade 4%
20% 16%
Other
11% Depriciation
The major cost element of the total cost is energy (28% of Energy
28% Raw materials
7%
15% Tax
5
Staff
cost 1%
9%
SOURCE: BSEINDIA.COM
6. INDIA CEMENTS LTD.
the total cost).Followed by transportation & handling which
represents (20% ),raw material (15%),staff cost(9% ).
5. Business Analysis
5.1 Competition Installed Capacity
Market share comparison of different players
Market Structure seems to Oligopolistic Competition. In the industry
17%
ACC is the market leader, whereas the five major players like (ACC,
35%
Gujarat ambuja, Ultratech, Grasim & India Cements 65 % of total
market share. 13%
8% 15%
12%
ACC Gujarat Ambuja Ultratech Grasim India Cements Others
MARCH 2010
5.2 Issues & Challenges
Lack of Raw Material:
More limestone & coal is required, which is the main issue.
Lack of Equipment:
Good technology require for manufacturing of cement.
Lack of Skilled Labour:
skilled & domain knowledge require for employees for smooth operation of heavy machines.
6
7. INDIA CEMENTS LTD.
High Excise Duty:
High export duty is the main problem for exporting of cement.
Fluctuation in oil prices: Oil prices effects the cement industry.
Regional disequilibrium of demand and supply:
Fluctuation in prices effects demand & supply of cement.
7
8. INDIA CEMENTS LTD.
6. Operational Performance
10200
10000
Sales and Sales Growth 14.00
12.00
6.1 Sales & sales Growth 9800
10.00
Dip in Sales & sales growth 9600
8.00
9400
9200 6.00
%
During the quarter ended JFM 2010, company’s sales witnessed dip
M
R
n
9000 4.00
s
of -1.64% to Rs 9743 mn compared to Rs 9905 mn in quarter ended JFM 8800
2.00
8600
2009. The dip rise was due to dip in realization, low capacity addition 8400
0.00
& decrease in shipping operations. 8200 -2.00
8000 -4.00
OND 08 JFM 09 AMJ 09 JAS 09 OND 09 JFM 10
Net Sales(LHS) Growth (RHS)
SOURCE: BSEINDIA.COM
3500.00 35.00
Operating Profit & OPM
3000.00 30.00
2500.00 25.00
6.2 PBDIT & OPM
n 2000.00 20.00
Dip in PBDIT & OPM m
.
s
R 1500.00
%
15.00
During the quarter ended JFM 2010, company’s operating witnessed dip 1000.00 10.00
of 13.96% to Rs 1360 mn compared to quarter ended JFM 2009. 500.00 5.00
The dip rise was due to increase in fuel cost, increase in raw materials, 0.00
OND 08 JFM 09 AMJ 09 JAS 09 OND 09 JFM 10
0.00
increase in staff cost, increase in travelling & handling. PBDIT OPM
Source: bseindia.com
120.00
Cost Structure as % of Sales
100.00
80.00
6.3 Cost Structure
Rise of cost components 60.00
During the quarter ended JFM 2010, company’s cost structure 40.00
rise was due to increase in fuel cost, increase in raw materials,increase in
20.00
staff cost, increase in travelling & handling.Raw Material materials increase
of 15.75% to Rs 1380 Mn ,increase high transportation & 0.00
logistic. Depreciation increase 7.02%(Rs 615 mn),tax increase Tax Depriciation
jfm09
Interest Other Tran & handling
jfm10
Energy Staff cost Raw materials
1.63% (Rs 142.60 mn) .
SOURCE : BSEINDIA.COM
.
8
9. INDIA CEMENTS LTD.
7. Operational Metrics 4380
Realization per ton
4360
4340
4320
7.1 Gross realization per ton CPLY 4300
Increase in realization per ton 4280
R
o
n
p
e
s
r
t
4260
During the quarter ended JFM 2009 realization per ton increase 4240
4220
to Rs 4354 per ton compared to Rs 4252 per ton in JFM 2008, 4200
this is mainly due to recession in 2008-09 (high inflation & low GDP). JFM 08 JFM 09
And also company’s net sales increase from Rs 35954 mn in March
SOURCE: COMPANY REPORTS
2009 to Rs 39545 mn .
4500
7.2 Energy cost per ton CPLY Energy Cost per tonne
4000
Energy cost rise due to production 3500
e 3000
n
During the quarter ended JFM 2009 energy per ton increase n
o
t 2500
r
e
to Rs 3919.12 per ton compared to Rs 3003.22 per ton in JFM 2008,this p
s
2000
R 1500
is mainly due to consumption of raw material increased to 1000
Rs 3699mn in March 2010 compared to Rs 3129 mn in March 500
2009,alsonew power plants started ,so company’s efficiency increased 0
JFM 08 JFM 09
SOURCE: COMPANY REPORTS
7.3 Capacity utilization CPLY 120 Capacity Utilization
100
80
During the quarter ended JFM 2009 capacity utilization
%
60
decrease to 70.35% from 104.81 % due to slowdown in
40
demand, high opearating cost, for that company not able to expand
it plant & also seasonal fluctuation of price. 20
0
JFM 08 JFM 09
SOURCE: COMPANY REPORTS
1200
7.4 PBDIT per ton CPLY Trend of PBDIT per ton
PBDIT dip due high operating cost 1000
800
n
o
t
r 600
e
p
s
During the quarter ended JFM 2009 PBDIT per ton decrease R
400
to Rs 597.46 per ton compared to Rs 999.56 per ton in
200
JFM 2008, mainly due to increase of operating expenses from
to RS 7606 mn to Rs 8383 mn & also co’s profit efficiency decreased. 0
JFM 08 JFM 09
SOURCE: COMPANY REPORTS
9
10. INDIA CEMENTS LTD.
280 Employee Production
270
6.5 Employee cost per ton 260
250
Employee productivity low due to dip in realization. 240
230
220
m
o
p
n
u
d
P
e
E
y
/
c
s
r
t
l
i
210
During the quarter ended JFM 2009 Employee productivity decrease
200
to Rs 225 compared to Rs 269.56 per ton in JFM 2008, mainly due to JFM 08 JFM 09
increase of operating expenses & production from to RS 7606 mn to
Rs 8383 mn & also co’s profit efficiency decreased. SOURCE: COMPANY REPORTS
1600
PAT and PAT growth rate 16
1400 14
1200 12
8. Financial Performance 1000 10
%
800 8
m
R
n
s
600 6
8.1 PAT & PAT Growth 400 4
200 2
Growth rate of PAT is in downward trend
0 0
OND 08 JFM 09 AMJ 09 JAS 09 OND 09 JFM 10
During the quarter ended JFM 2010, overall company’s PAT & NPM came to Rs
383.20 mn & 3.93 % compared to JFM 09. The low margins was on account of PAT NPM (RHS)
low operating profit margin, high operating expenses, low growth in other income,
SOURCE: BSEINDIA.COM
higher depreciation & taxes.
35.00 Trend of ROE & ROCE
8.2 ROCE & ROE 30.00
ROE & ROCE both are falling
25.00
During the last three years ending March 2009-10, overall company’s 20.00
ROE & ROCE dip to 11.98% & 10.65 %.This showed that company % ROE
15.00 ROCE
are more depend on external financing & converting debts into FCCB .
10.00
Due to dip in realization sales decrease and for that profit also decrease.
5.00
0.00
2007-08 2008-09 2009-10
Source : COMPANY REPORTS
8.3 DEBT Equity Ratio
Debt Equity ratio is normal in last two years
During the last three years ending March 2009-10, overall company’s 1
Trend of D/E ratio
0.9
debt equity ratio remain same to some extent for last two years which 0.8
shows company issuing more FPO,converting debt into FCCB. 0.7
0.6
0.5
0.4
0.3
0.2
0.1
0
10
2007-08 2008-09 2009-10
SOURCE: COMPANY REPORTS
11. INDIA CEMENTS LTD. 15000 Cash Flow Operation
8.4 Cash Flow Analysis
10000
Cash is spent on Financing Activities
5000
During the quarter ended JFM 10, in company’s cash flow statement
Cash from operating activities (mainly-depreciation & interest expense) 0
holds 40% ,while cash from investing activities(purchase Fixed Assets)&
m
R
n
s
OPERATION INVESTMENT FINANCE
cash from financing activities (took long term borrowings-mainly). -5000
Company is spending more on operating activities compared to
last year JFM 09. -10000
-15000
JFM 09 JFM 08
Source: Company reports
9. Capital Market Performance
131 Relative Strenght Index of Stock Price & Sensex
121
9.1 RSI
Negatively correlated with sensex. 111
101
During the last year 2009-10 share price of the company not in
91
constant trend with the sensex. This shoes company’s share is
negatively correlated. The reduction in share price due to increase 81
in cost, dip in capacity utilization, shipping & also due to 71
Government Regulations. 61
-1
0
-1
0
-0
9
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9
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9
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0
-1
0
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9
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9
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9
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9
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9
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9
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9
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0
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9
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9
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9
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9
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9
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9
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9
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0
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9
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9
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9
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9
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0
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0
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g
ar
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r
2 a
7 y a
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Close Price sensex
SOURCE: BSEINDIA.COM
10. Recent Strategy
10.1 Growth Drivers
• The Company have a decent growth of 11.4 per cent in May 2010
• Capacity addition is carried out at Parli facility in Maharashtra
11
12. INDIA CEMENTS LTD.
• Due to the rise in demand from infrastructure projects ahead of the monsoon, and a fall in prices have rise
cement sales in May 2010
10.2 Value Drivers
Policies:-
The price of Cement have been fluctuating over the past year,and since price of not Uniform ,different prices are
charged per bag around the country.
Prices of Raw Materials:
Limestone prices had risen because of royalty based pricing which will increase cement price in future.
Government Regulations:-
Due to government regulations the problem of increasing fuel costs as new units do not get coal linkages .
Capacity Addition:-
The expectation of a slow in pace of projects being done by some companies may also hold prices firm. Capacity
addition over the last two years has fallen short of estimates as big names such as UltraTech, ACC, Grasim, JP
Associates and JK Lakshmi Cement have seen delays in their projects.
• The company continues to emphasize on cost cutting through enhanced productivity, reduction in energy
costs and logistics expenses.
• Importance is given for improving the efficiency in the operating parameters and for enhancement of
blended cement production in the overall mix.
• To operate with optimum man power, a fairly large reduction in man power through voluntary retirement
scheme (VRS) and training of priority employees has been made by the company.
• The up-gradation schemes taken on hand by the company to enhance the capacity referred to earlier, will also
simultaneously result in savings in power and fuel cost with the completion of these projects in addition to
protecting the market share of the company
• The Company has somewhat taken care of volatile fuel cost by having acquisitions in shipping.
• To restructure the financial position of the company various steps/measures have been taken through equity
infusion and debt reduction.
12
13. INDIA CEMENTS LTD.
11. Outlook
11.1 Economic point of view
The GDP for the quarter ended March 2010 was Rs 5868331 crs,of which manufacturing industry contributes Rs
931101 crs.The performance of the Indian Economy in 2009-10 continued to be good with GDP growth at 7.4%
despite rise in crude oil prices and financial turbulence. The reasons are, the flow of substantial capital investment, the
fairly satisfactory performance of the industrial sector which recorded a growth of 8.5% and the rapid development of
the services sector which grew at 10.8% during the year.
11.2 Industry point of view
The cement industry in India has been enjoying its best period with a healthy growth in demand in the past two years.
The industry has been operating at its near full capacity during this period. The cement prices have been fluctuating
throughout the year with this firm demand position.
11.3 Company point of view
The company has achieved its best ever performance both in terms of operational and financial parameters in the 62
years history of the company. The Company for the year ended 31st March 2010 had not showed good result due
to low demand in growth in South during the year. The company PAT is Rs 35.43 mn as against Rs 43.21 in the
previous year.The gross turnover of the company for the year was at Rs 422.16 mn compared to last year Rs 395.45
mn which rose by 6.8%. The clinker production for the year 2009-10 of the company was at 8.68 mn tons growth of
24% & cement production was at 10.49 mn tone while the sale was at 10.50 mn tone compared to last year was 9.11
mn ton. The company’s sustained efforts towards cost reduction have mitigated the impact of the cost increases.
SOURCE : PRESS REALESE
12. Steps taken to defend crisis
12.1 Steps taken to cut cost
•
12.2 Steps taken to increase in revenue
____________________________________________THANK YOU______________________________________
13