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Role of Market Research in Strategy Formulation

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In the first part of the paper presented by Soumen Karkun, Deputy Managing Director, Holtec Consulting, on the case study, the author elucidates the backdrop of the case and the Company’s internal and external scenario.The case presented in this paper is based on a market strategy assignment, executed by Holtec in early 2012, for a leading manufacturer of cement in India. It seeks to highlight the role that good market research can play in formulating a holistic marketing strategy.BACKDROPGeneral EnvironmentWith surplus conditions prevailing in the cement industry, decision-makers in different companies set about re-examining the marketing elements which could provide them a competitive advantage. The need to revalidate the existing perceptions of the 4 Ps viz., Product, Price, Place (Distribution) and Promotion necessitated the launching of a variety of market information gathering initiatives. One of these was market research.Company EnvironmentThe company addressed in this case, had traditionally been able to command a price premium over its competitors in its principal markets. Immediately prior to the assignment described in this case, the company had observed two disturbing trends – its premium was eroding and its market shares, in districts where its realization was better, were dwindling. It, therefore, commissioned Holtec to undertake an integrated marketing assignment which could enable it to achieve a targeted return of 30% on its investment in assets.ASSOCIATED EXERCISES

Strength -Weakness AnalysisA structured questionnaire was applied to volume-users, key channel functionaries and the company’s own management and marketing staff to obtain a strength-weakness profile of the marketing function. A total of 20 factors were graded on a 5-point scale. It was found that the company had two real strengths, eight marginal strengths (which, if not attended to, could become weaknesses), five marginal weaknesses (which, with minimal effort, could be converted to strengths) and four real weaknesses.Demand – Supply ForecastingWhile demand forecasts in markets relevant to the company were determined using a variety of econometric and end-use models, projected supply was determined through the use of Holtec’s dynamic database of projects in the pipeline. It was found that the overall surplus situation prevailing in early 2012 would moderately increase over the next 3-4 fiscals and thereafter show a slightly declining trend. The demand-supply forecasting exercise was performed not only at the national level but also at the regional level.Production PotentialA technical assessment of the company’s existing production facilities and input sources was used to ascertain its production potential over the next five years.Realization Potential from Sales RedistributionA bi-dimensional analysis was done in which each district in the four states which constituted a relevant market for the company, was mapped.Competitive Advantage was determined using factors such as marketing proximities, the company’s relative strength in the market (measured by price premiums, market shares, etc.), number of dealers vis-?vis competitors, etc.Market Attractiveness was determined using demand forecasts, prevailing prices, number of competitors existing/ expected, etc.Using the above data in conjunction with the price elasticities of demand in different markets, (which were determined) as well as the transport tariffs to move cement from sources to destinations, it was established that redistribution of sales could substantially add to the company’s realization.MARKET RESEARCHObjectivesThe objectives of the market research activity were to obtain a good, impartial insight of relevant market conditions, to test a set of hypothesis relevant to cement marketing and to use the information collected to develop market-oriented, competitor profilesResearch Dimensions, Methodologies & ToolsThe survey spanned the entire month of March 2012. The activities included questionnaire development, field investigator training, field data collection, data coding/ entry/ validation/ analysis and interpretation of results. The survey team consisted of 18 field investigators and 2 supervisors. The geographic coverage included a total of 32 districts in the company’s home state and the 3 states in its immediate vicinity. The research segments included trade channels and end users (individuals, private firms and government bodies). The research methodology consisted of personally administered, structured questionnaires as well as unstructured observations on market conditions. The statistically determined sample size consisted of 650 channel members and 125 end-users. This accounted for about 8.5% of the total market population.The analytical tools included regression analysis, statistical inference tests, hypothesis testing, etc.Information gathered through ResearchThe information areas and some of the important types of information, collected and analyzed for all districts and all competitors, are shown below:??Channel Information: Member sizes (storage/ sales), brands carried, exclusivity, supporting activities, other products sold, etc.??Product Perceptions: Attribute ranking, cement type perceptions (OPC, PPC, and PSC), preference reasons for products/ packing, etc.??Price Perceptions: Competitive price comparisons, seasonalities, elasticities, premium possible for a superior cement, discounts applicable for a lower category cement, etc.??Market Sizes/ Shares: Competitive market shares, incremental sales potential, segment shares, usage determination, etc.??Market Conditions: Sourcing requisition, delivery lead times, volume seasonalities, etc.??Channel Perceptions: Best cement ranking, perception of competitive marketing functions, brand recommendation reasons, etc.??Buyer Behaviour: Brand pulls & pushes, selection reasons, segment preferences, brand influencers, best cement ranking, brand usages, etc.??Promotion: Preferred media, media effectiveness, message recall, competitive publicity effectiveness & measures, etc. ??Channel Concerns: Availability, margin comparisons, supplier attention, complaints, problem areas, preferred promotion schemes, etc.??Hypothesis Tests: A set of 20 hypotheses was statistically tested for confirmation. These were applied to both channel members and end-users. Differences observable between the two states surveyed as well as between different consumer segments, were specifically analyzed. Some of the hypotheses tested are shown below:??Darker cement sells better??Quality varies widely between brands??Cement from a new plant is better in quality than that from an old plant??OPC gives better concrete strength as compared to PPC??Consumers are perceptive of short weights??Better quality cement has lower unit consumption in construction??Lower priced cement has more demand??Jute packing reduces price realization??Instructions on cement usage increases the brand’s demand, etc.Competitor ProfilesBased on the information collected through Market Research, and its subsequent analysis, meaningful competitor profiles were generated. These included competitor names, brands, production capacity (including timing of expected additions, if any), products & volumes, product quality, packing used, districts serviced, competitive advantage ranking in different districts, prices, marketing channels employed (types and volumes), user segments catered, supply lead times, promotion methods & schemes, message recalls, push/ pull statistics, etc. Apart from the above, district-wise comparisons with the company were carried out for factors such as reputation, publicity effectiveness, price leadership, incremental sales potential, etc.

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Economy & Market

Leonard Unveils Dual-Head Robotic Arm for Hazardous Industrial Demolition

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 Leonard unveils Descender Duo, a dual-head robotic demolition arm designed to improve industrial safety and reduce shutdown time by up to 50 per cent.

Industrial robotics and refractory services specialist Leonard has launched Descender Duo, a dual-head robotic demolition arm designed to improve safety, accelerate maintenance and reduce shutdown times in hazardous industrial environments. The system made its debut at Lisahally Power Station in Northern Ireland, removing 25 tonnes of slag material within hours.

Developed for the cement, metals, waste-to-energy and petrochemical industries, Descender Duo enables remote-controlled refractory demolition, anchor cutting and welding, and refractory spraying inside boilers, calciners and silos. Its vertical-access design eliminates the need for personnel to enter confined, high-risk spaces during these operations.

Weighing less than two tonnes, the pre-assembled system requires an access opening of just 1.2 m². Supported by an external overhead hoist, it uses electrically operated hydraulic stabilising legs to secure itself inside vessels. The robotic arm offers 360-degree rotation and is suited to vessels approximately 9 m in diameter, with its operating reach extendable through strategically positioned access points.

Equipped with two independently controlled robotic heads, Descender Duo can perform identical or different tasks simultaneously, including refractory demolition, anchor cutting and spraying. Its remote-control system incorporates live camera feeds, allowing operators to monitor operations without entering hazardous environments.

According to Leonard, the technology can deliver time savings of up to 50 per cent compared with manual methods. Its ability to operate at temperatures exceeding 100°C allows maintenance to begin as early as 24 hours after burner shutdown. An all-electric power supply further supports cleaner and more cost-efficient operations.

First Deployment Demonstrates Shutdown Efficiency

The system was first deployed at Burmeister & Wain Scandinavian Contractor’s (BWSC) Lisahally Power Station in Londonderry, Northern Ireland. The facility generates electricity from grade C waste wood, supplying approximately 40,000 homes and businesses.

Leonard and BWSC collaborated to develop a customised solution for the plant’s 26-metre furnace, where extensive external pipework created significant access challenges.

Mark Leonard, Managing Director, Leonard, said, “It required new thinking and rather than step away from the problem we were committed to solving it for the customer, with the customer. We’re relentless in our approach to tackling complex challenges, head-on. We took our years of cement plant experience, coupled with our working knowledge of the BWSC plant, and designed, engineered and tested a completely new vertical solution within just seven weeks from that initial conversation with the customer. That solution was the Descender Duo as we know it today.”

Traditionally, the furnace required a cooling period of up to 36 hours before preparatory work could begin, followed by manual slag removal using rope-access personnel. With Descender Duo, work commenced just 24 hours after shutdown, reducing downtime by up to one day.

The deployment removed 25 tonnes of slag within hours, eliminated the need for at least six workers to enter the hazardous furnace interior and saved 26 hours in the shutdown programme.

“The effectiveness exceeded expectation,” said Martin Doran, Plant Manager at Lisahally Power Station.

“When the Descender Duo concept was first discussed, we had to spend some time with the team from Leonard looking at how it was going to be moved into the furnace. Every site is different and that presented its own challenges, but nothing that the team couldn’t overcome. Once it was installed we were hugely impressed by its efficiency.”

Expanding Industrial Robotics Applications

Descender Duo joins Leonard’s existing portfolio of robotic maintenance solutions, including the Axis horizontal-access arm, Nano confined-space access arm, Charger cement mill media recharging system and Calibre cement mill media grading system.

Headquartered in Northern Ireland, Leonard provides robotic refractory demolition, installation, inspection and industrial maintenance services across the cement, metals, energy, biomass, glass and civil engineering sectors.

Formerly known as G Leonard, the company has more than 35 years of industry experience and operates across Europe, North America, the Middle East, Africa and Asia-Pacific.

The latest innovation reinforces Leonard’s focus on replacing hazardous manual processes with robotic systems that improve workforce safety, enhance operational efficiency and minimise industrial downtime.

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Concrete

Martin Engineering Appoints Ashwini Khunte as India General Manager

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Martin Engineering names Ashwini Khunte India General Manager to strengthen operations and drive growth across key bulk material handling sectors.

Pune

Martin Engineering, a global provider of bulk material handling solutions, has appointed Ashwini Khunte as General Manager of its India business, strengthening its leadership as the company expands its presence across the country’s cement, mining, steel, power and infrastructure sectors.

Khunte brings more than a decade of experience with Martin Engineering, having joined its Indian operations in 2013 as a Design Engineer, shortly after the company established its presence in the country in 2012.

A mechanical engineer by qualification, she spent her initial five years developing bulk material handling solutions in collaboration with the company’s operations team. During this period, she gained extensive experience addressing operational challenges in the steel, cement and coal industries. She subsequently moved into project engineering, managing major engineering, procurement and construction (EPC) and original equipment manufacturer (OEM) projects from initial enquiry to commissioning. Her responsibilities later expanded to overseeing Martin Engineering’s conveyor product portfolio in India, involving customer engagement, technical presentations and site visits across heavy industries.

In 2024, Khunte was promoted to Head of Sales & Marketing for the company’s Europe, Middle East, Africa and India (EMEAI) region. The position broadened her international market exposure and strengthened her strategic and commercial leadership capabilities.

Commenting on her appointment, Ashwini Khunte, General Manager, Martin Engineering India, said: “India represents a tremendous opportunity for Martin Engineering. The country’s continued investment in cement, mining, steel, power and infrastructure is creating increasing demand for safer, cleaner and more productive bulk material handling, and that’s exactly what we do. My priority will be to build on the strong foundations already established in India, while continuing to develop our people, strengthen customer relationships and bring practical solutions to the challenges faced by our industry.”

Robert Whetstone, Area Vice President – EMEAI, Martin Engineering, highlighted Khunte’s technical expertise, market understanding and leadership experience.

“Ashwini brings an exceptional combination of technical understanding, customer knowledge and commercial leadership. She has grown as Martin Engineering has grown, and has consistently demonstrated outstanding capability to transform her expertise into practical solutions. Her knowledge of the Indian market, together with her international experience, makes her ideally suited to lead our India business through its next stage of growth for years to come.”

Since establishing its Indian business in 2012, Martin Engineering has expanded its local workforce, manufacturing capabilities and dealership network. The company supplies conveyor products, transfer point solutions, material flow aids, training and technical support to bulk material handling industries. Khunte’s appointment positions the company to further strengthen customer relationships and expand its solutions portfolio in India’s growing industrial and infrastructure markets.

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Concrete

Fornnax Wins AIRIA’s Special Export Award for Rubber Machinery in 2025-26

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Fornnax Technology Pvt. Ltd. has been honoured with the Special Export Award – Rubber Machinery for 2025–26 by the All-India Rubber Industries Association (AIRIA), in recognition of its highest exports of tyre recycling plants to the European region.

With more than a decade of experience in India’s tyre recycling industry, Fornnax has contributed to the development of advanced recycling technologies and infrastructure. The company currently holds a 90% market share in India’s domestic tyre recycling sector, while exports account for 30% of its business, spanning markets such as Europe, Australia and the GCC.

The award marks another milestone for Fornnax, whose tyre recycling lines and advanced shredding technologies are supporting the growth of the circular economy in India and international markets.

Commenting on the recognition, Mr. Jignesh Kundaria, Founder and Director of Fornnax, said:

“This honour from AIRIA is a reflection of an incredible journey we have undertaken over the years. When we started Fornnax, there was no established recycling industry in India to follow. We chose to build for the future instead. Today, when you see India’s tyre recycling sector, it has already transformed into a dynamic, high-growth industry and we are extremely proud to have played our part in building it.”

Unlike standalone equipment suppliers, Fornnax focuses on developing complete, high-capacity recycling infrastructure. Its integrated systems combine multiple stages of shredding and size reduction to enable efficient, continuous operations. This system-level engineering approach helps recycling operators improve throughput, equipment reliability and operational consistency.

The recognition reinforces Fornnax’s commitment to developing engineering technologies that contribute to a more efficient and circular recycling ecosystem.

Looking ahead, the company aims to expand its international presence while continuing to develop advanced shredding and recycling solutions to address the growing volumes and evolving requirements of the global recycling industry.

For more information, visit: www.fornnax.com

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