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We prefer to work with large network of small dealers

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Rajesh Sarada, Head – Marketing, Reliance Cement Company Pvt Ltd

To promote our product, we have a two-prong strategy, one is the push from the dealers and the other is to create pull from the market. The push is about dealer management and providing him with the right tools and incentives to sell our product, while the pull is created through various advertisement campaigns, road shows, rural penetration, and providing technical services, says Rajesh Sarada, Head – Marketing, Reliance Cement Company. Excerpts from the interview…

How do you perceive cement as an industry heading to?
The Indian cement industry is directly linked with the country?s infrastructure sector and thus its growth is paramount in determining the development of the country. With a current production capacity of around 366 million tonne (mt), India is the second largest producer of cement in the world and fuelled by growth in the infrastructure sector, the capacity is expected to increase to around 550 mt by FY2020.

India has a lot of potential for growth in the infrastructure and construction segment and cement sector is expected to largely benefit from this. Some of the recent major government initiatives such as development of 100 smart cities are expected to provide a major boost to the sector.

Expecting such developments in the country and aided by favorable government policies, Reliance Cement is all set to cater to the nation building.

What is the thought process behind the preparation of your media plan?
The thought process is primarily to achieve our marketing objectives. The marketing objectives could be brand positioning, increase market share, create brand awareness, visibility, etc. It is here where the role of integrated marketing communication becomes inevitable. I think, for an effective media plan, it is imperative to understand the consumer psyche, populate brand awareness (since we are a new incumbent), reinforce it, thereby resulting in Intention to Purchase (ITP). Market is very dynamic and hence the media plan has to also factor in market competitiveness, current trends, competitor spends and media mix, etc. Based on these parameters, we design our media and marketing plan.

What are the challenges that you foresee in the market and how have you factored them in your marketing strategy?
Cement is a typical industry that is cyclical as well as seasonal. In a whole year, there are ups and downs, depending on peak and non-peak seasons like during monsoon the demand falls and in summer the demand picks up. Customer and geographical segmentation is the key to ensure continuous sales during the peak and non-peak seasons.

The other challenge could be development of channel network. Other than looking at the existing channel of different cement companies, we are also developing our own channel.

Soaring raw material prices have forced cement price to rise higher. How can one entice consumers to shell out extra for your product?
Cost and price are different things and industry cannot simply pass on the cost increase to the customers. Cost is determined by the manufacturing and logistic costs, while the pricing is determined by the market. The price depends on various parameters such as market demand, growth rate, number of players in the market, level of consolidation, etc. So the raw material price increase doesn?t mean that I will be able to pass on to the cost to the consumer.

Customer will never pay anything extra unless he finds value in the product. At the end of the day, what I need to convey to the customer is the value he is getting for his money. Value could be in terms of product quality, packaging, services and several other factors.

Which is a better strategy, distributing through few large dealers, or routing it via an extensive network of small dealer outlets?
Both have their pros and cons. Distribution through large dealers can result in quick sales, however, the control over the market is compromised. Also, few large dealers can be catered by a small sales team. Whereas, distribution through extensive network of small dealers will give a better control over the market and pricing. However, to build a large network, it would take a fairly large sales team to develop and maintain the network, which will add on to the sales and marketing expenses.

Cement is seen more as a commodity than as a specialised product. In such scenario, how do you create brand differentiation and stand apart from the rest?
Cement is a branded commodity, I would say. In the market, there are brands which charge a premium of Rs 20-50 per bag. There are even smaller mini brands which sell cement at about Rs 70-80 lesser than the larger players. Brand plays an important role in the entire decision making process by the consumer (individual home builder). Any individual home builder is probably building the home for the first time and is investing his lifetime savings.

Brand differentiation is created through proper positioning of our product in the consumer?s mind. This is done through various advertisement campaigns (TV, Print, Radio Outdoor and Social), road shows, regular customer meets, site visits and technical services.

How do you reach construction professionals at different levels, ranging from civil engineers and consultants to contractors and masons?
We call them as influencers. There are influencers at different levels. One is the mason, who is actually doing the construction activity at the site. Then there are contractors, engineers and architects as we go up the ladder. We regularly meet the masons and make them aware of our product features and provide them with technical advices for using our product. We also help them in enhancing their skills and make them aware of the latest and best construction practices. We have a separate technical services team which meet the influencers on regular basis to conduct such activities.

We also organise conferences and seminars to engage with the engineers and architects and invite prominent personalities in the construction field to share the best practices and latest development in construction world.

Quality perception of cement varies from customer to customer. How do you factor this in your marketing plans?
Cement industry typically operates in B2B model rather than B2C. Hence, conventionally push is being given more thrust rather than pull; but we at Reliance Cement try to do things the other way round. Through our effective IMC, we are creating pull among our target segment and trying to influence their psychological perception as well. The perception of every brand is different with different customers. So, where do I place my cement in his mind is all about the positioning. The objective of any campaign is to position our product in way that it is differentiated from the rest of the products. Through these campaigns, we demonstrate the unique features of our product and services that we offer like our On-Site Expert services.

Please share segment-wise break-up of revenue from your products.
We have started our operations just about seven months back. Currently, about 90 per cent of our cement is sold in the trade segment. We have more than 2,200 authorised dealers and more than 4,000 retail outlets. We are mainly present in Central and Eastern UP, Madhya Pradesh, Bihar, Jharkhand, parts of West Bengal, and Vidarbha region in Maharashtra. Our plants are located in MP, UP, Maharashtra and West Bengal. We are now present in almost 30-35 per cent of all India market.

Apart from price and quality, which other factors influence buying decisions?
All marketing attributes work in tandem; you can?t have only price and or quality as driving force. You need to have positive brand equity which comes through good brand image and its deliverables in the form of product performance, technical and after-sales services, delivery time, etc.

What are your current marketing plans / initiatives for promoting your products?
To promote our product, we have a two-prong strategy, one is the push from the dealers and the other is to create pull from the market. The push is about dealer management and providing him with the right tools and incentives to sell our product, while the pull is created through various advertisement campaigns (TV, Print, Radio Outdoor and Social), road shows, rural penetration through participation in melas, haats, etc., and providing technical services.

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Concrete

Adani’s Strategic Emergence in India’s Cement Landscape

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Milind Khangan, Marketing Head, Vertex Market Research, sheds light on Adani’s rapid cement consolidation under its ‘One Business, One Company’ strategy while positioning it to rival UltraTech, and thus, shaping a potential duopoly in India’s booming cement market.

India is the second-largest cement-producing country in the world, following China. This expansion is being driven by tremendous public investment in the housing and infrastructure sectors. The industry is accelerating, with a boost from schemes such as PM Gati Shakti, Bharatmala, and the Vande Bharat corridors. An upsurge in affordable housing under the Pradhan Mantri Awas Yojana (PMAY) further supports this expansion. In May 2025, local cement production increased about 9 per cent from last year to about 40 million metric tonnes for the month. The combined cement capacity in India was recorded at 670 million metric tonnes in the 2025 fiscal year, according to the Cement Manufacturers’ Association (CMA). For the financial year 2026, this is set to grow by another 9 per cent.
In spite of the growing demand, the Indian cement industry is highly competitive. UltraTech Cement (Aditya Birla Group) is still the market leader with domestic installed capacity of more than 186 MTPA as on 2025. It is targeted to achieve 200 MTPA. Adani Cement recently became a major player and is now India’s second-largest cement company. It did this through aggressive consolidation, operational synergies, and scale efficiencies. Indian players in the cement industry are increasingly valuing operational efficiency and sustainability. Some of the strategies with high impact are alternative fuels and materials (AFR) adoption, green cement expansion, and digital technology investments to offset changing regulatory pressure and increasing energy prices.

Building Adani Cement brand
Vertex Market Research explains that the Adani Group is executing a comprehensive reorganisation and consolidation of its cement business under the ‘One Business, One Company’ strategy. The plan is to integrate its diversified holdings into one consolidated corporate entity named Adani Cement. The focus is on operating integration, governance streamlining, and cost reduction in its expanding cement business.
Integration roadmap and key milestones:

  • September 2022: The consolidation process started with the $6.4 billion buyout of Holcim’s majority stakes in Ambuja Cements and ACC, with Ambuja becoming the focal point of the consolidation.
  • December 2023: Bought Sanghi Industries to strengthen the firm’s presence in western India.
  • August 2024: Added Penna Cement to the portfolio, improving penetration of the southern market of India.
  • April 2025: Further holding addition in Orient Cement to 46.66 per cent by purchasing the same from CK Birla Group, becoming the promoter with control.
  • Ambuja Cements amalgamated with Adani Cement: This was sanctioned by the NCLT on 18th July 2025 with effect from April 1, 2024. This amalgamation brings in limestone reserves and fresh assets into Ambuja.
  • Subject to Sanghi and Penna merger with Ambuja: Board approvals in December 2024 with the aim to finish between September to December 2025.
  • Ambuja-ACC future integration: The latter is being contemplated as the final step towards consolidation.
  • Orient Cement: It would serve as a principal manufacturing facility following the merger.

Scale, capacity expansion and market position
In financial year-2025, Adani Cement, including Ambuja, surpassed 100 MTPA. This makes it one of the world’s top ten cement companies. Along with ACC’s operations, it is now firmly placed as India’s second-largest cement company. In FY25, the Adani group’s sales volume per annum clocked 65 million metric tonnes. Adani Group claims that it now supplies close to 30 per cent of the cement consumed in India’s homes and infrastructure as of June 2025.
The organisation is pursuing aggressive brownfield expansion:

  • By FY 2026: Reach 118 MTPA
  • By FY 2028: Target 140 MTPA

These goals will be driven by commissioning new clinker and grinding units at key sites, with civil and mechanical works underway.
As of 2024, Adani Cement had its market share pegged at around 14 to 15 per cent, with an ambition to scale this up to 20 per cent by FY?2028, emerging as a potent competitor to UltraTech’s 192?MTPA capacity (186 domestic and overseas).

Strategic advantages and competitive benefits
The consolidation simplifies decision-making by reducing legal entities, centralising oversight, and removing redundant functions. This drives compliance efficiency and transparent reporting. Using procurement power for raw materials and energy lowers costs per ton. Integrated logistics with Adani Ports and freight infrastructure has resulted in an estimated 6 per cent savings in logistics. The group aims for additional savings of INR 500 to 550 per tonne by FY 2028 by integrating green energy, using alternative fuel resources, and improving sourcing methods.

Market coverage and brand consistency
Brand integration under one strategy will provide uniform product quality and easier distribution networks. Integration with Orient Cement’s dealer base, 60 per cent of which already distributes Ambuja/ACC products, enhances outreach and responsiveness.
By having captive limestone reserves at Lakhpat (approximately 275 million tonnes) and proposed new manufacturing facilities in Raigad, Maharashtra, Adani Cement derives cost advantage, raw material security, and long-term operational robustness.

Strategic implications and risks
Consolidation at Adani Cement makes it not just a capacity leader but also an operationally agile competitor with the ability to reap digital and sustainability benefits. Its vertically integrated platform enables cost leadership, market responsiveness, and scalability.

Challenges potentially include:

  • Integration challenges across systems, corporate cultures, and plant operations
  • Regulatory sanctions for pending mergers and new capacity additions
  • Environmental clearances in environmentally sensitive areas and debt management with input price volatility

When materialised, this revolution would create a formidable Adani–UltraTech duopoly, redefining Indian cement on the basis of scale, innovation, and sustainability. India’s leading four cement players such as Adani (ACC and Ambuja), Dalmia Cement, Shree Cement, and UltraTech are expected to dominate the cement market.

Conclusion
Adani’s aggressive consolidation under the ‘One Business, One Company’ strategy signals a decisive shift in the Indian cement industry, positioning the group as a formidable challenger to UltraTech and setting the stage for a potential duopoly that could dominate the sector for years to come. By unifying operations, leveraging economies of scale, and securing vertical integration—from raw material reserves to distribution networks—Adani Cement is building both capacity and resilience, with clear advantages in cost efficiency, market reach, and sustainability. While integration complexities, regulatory hurdles, and environmental approvals remain key challenges, the scale and strategic alignment of this consolidation promise to redefine competition, pricing dynamics, and operational benchmarks in one of the world’s fastest-growing cement markets.

About the author:
Milind Khangan is the Marketing Head at Vertex Market Research and comes with over five years of experience in market research, lead generation and team management.

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Concrete

Precision in Motion: A Deep Dive into PowerBuild’s Core Gear Series

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PowerBuild’s flagship Series M, C, F, and K geared motors deliver robust, efficient, and versatile power transmission solutions for industries worldwide.

Products – M, C, F, K: At the heart of every high-performance industrial system lies the need for robust, reliable, and efficient power transmission. PowerBuild answers this need with its flagship geared motor series: M, C, F, and K. Each series is meticulously engineered to serve specific operational demands while maintaining the universal promise of durability, efficiency, and performance.
Series M – Helical Inline Geared Motors: Compact and powerful, the Series M delivers exceptional drive solutions for a broad range of applications. With power handling up to 160kW and torque capacity reaching 20,000 Nm, it is the trusted solution for industries requiring quiet operation, high efficiency, and space-saving design. Series M is available with multiple mounting and motor options, making it a versatile choice for manufacturers and OEMs globally.
Series C – Right Angled Heli-Worm Geared Motors: Combining the benefits of helical and worm gearing, the Series C is designed for right-angled power transmission. With gear ratios of up to 16,000:1 and torque capacities of up to 10,000 Nm, this series is optimal for applications demanding precision in compact spaces. Industries looking for a smooth, low-noise operation with maximum torque efficiency rely on Series C for dependable performance.
Series F – Parallel Shaft Mounted Geared Motors: Built for endurance in the most demanding environments, Series F is widely adopted in steel plants, hoists, cranes, and heavy-duty conveyors. Offering torque up to 10,000 Nm and high gear ratios up to 20,000:1, this product features an integral torque arm and diverse output configurations to meet industry-specific challenges head-on.
Series K – Right Angle Helical Bevel Geared Motors: For industries seeking high efficiency and torque-heavy performance, Series K is the answer. This right-angled geared motor series delivers torque up to 50,000 Nm, making it a preferred choice in core infrastructure sectors such as cement, power, mining, and material handling. Its flexibility in mounting and broad motor options offer engineers’ freedom in design and reliability in execution.
Together, these four series reflect PowerBuild’s commitment to excellence in mechanical power transmission. From compact inline designs to robust right-angle drives, each geared motor is a result of decades of engineering innovation, customer-focused design, and field-tested reliability. Whether the requirement is speed control, torque multiplication, or space efficiency, Radicon’s Series M, C, F, and K stand as trusted powerhouses for global industries.

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Concrete

Driving Measurable Gains

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Klüber Lubrication India’s Klübersynth GEM 4-320 N upgrades synthetic gear oil for energy efficiency.

Klüber Lubrication India has introduced a strategic upgrade for the tyre manufacturing industry by retrofitting its high-performance synthetic gear oil, Klübersynth GEM 4-320 N, into Barrel Cold Feed Extruder gearboxes. This smart substitution, requiring no hardware changes, delivered energy savings of 4-6 per cent, as validated by an internationally recognised energy audit firm under IPMVP – Option B protocols, aligned with
ISO 50015 standards.

Beyond energy efficiency, the retrofit significantly improved operational parameters:

  • Lower thermal stress on equipment
  • Extended lubricant drain intervals
  • Reduction in CO2 emissions and operational costs

These benefits position Klübersynth GEM 4-320 N as a powerful enabler of sustainability goals in line with India’s Business Responsibility and Sustainability Reporting (BRSR) guidelines and global Net Zero commitments.

Verified sustainability, zero compromise
This retrofit case illustrates that meaningful environmental impact doesn’t always require capital-intensive overhauls. Klübersynth GEM 4-320 N demonstrated high performance in demanding operating environments, offering:

  • Enhanced component protection
  • Extended oil life under high loads
  • Stable performance across fluctuating temperatures

By enabling quick wins in efficiency and sustainability without disrupting operations, Klüber reinforces its role as a trusted partner in India’s evolving industrial landscape.

Klüber wins EcoVadis Gold again
Further affirming its global leadership in responsible business practices, Klüber Lubrication has been awarded the EcoVadis Gold certification for the fourth consecutive year in 2025. This recognition places it in the top three per cent
of over 150,000 companies worldwide evaluated for environmental, ethical and sustainable procurement practices.
Klüber’s ongoing investments in R&D and product innovation reflect its commitment to providing data-backed, application-specific lubrication solutions that exceed industry expectations and support long-term sustainability goals.

A trusted industrial ally
Backed by 90+ years of tribology expertise and a global support network, Klüber Lubrication is helping customers transition toward a greener tomorrow. With Klübersynth GEM 4-320 N, tyre manufacturers can take measurable, low-risk steps to boost energy efficiency and regulatory alignment—proving that even the smallest change can spark a significant transformation.

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