Economy & Market
We wish to create a brand associated with quality and project an image for our group
Published
11 years agoon
By
admin
Vinay Wadhwa, Executive President – Marketing, Wonder Cement.
By having a two-pronged strategy, a proper effective network will push our brand and proper branding and other strategies will create a pull for our product, says Vinay Wadhwa, Executive President – Marketing, Wonder Cement, while sharing his thoughts on effective marketing in cement industry. Excerpts from the interview…
What is the thought process behind the preparation of your media plan?
When we formulated our campaign and media plan, we wanted to stand out from the clutter. We are focusing on perfect beginning which is an emotional bonding we wish to create with our consumers. When a consumer buys cement, he is looking for strength and durability. We would like to highlight these attributes through our other activities which we do on regular basis.
As a new brand, we don?t want to be just another brand. The two words, Perfect and Shuruaat, are of prime importance. When one starts any project, the first activity happening at the construction site will be procuring a bag of cement. Once a consumer selects Wonder Cement, he is making a perfect beginning. So we are trying to correlate every beginning with Wonder Cement as a perfect shuruuat. This is the thought process behind the entire campaign of Ek Perfect Shuruaat. So, these two words are the cornerstones of our campaign. We use most of the media which are relevant, like electronic, outdoor, print, hoarding/unipoles for the same.
What are the challenges that you foresee in the market and how have you factored them in your marketing strategy?
Cement industry?s growth is directly related to growth of the economy, the GDP. The industry is very competitive at this point in time and every brand has to really work hard to make its presence in the market, more so the new brands like ours. There are cyclical variations in the demand which is very important. During monsoons and severe cold conditions the demand dips. We try to anticipate the demand based on various parameters from the past trends and procure additional orders from the market to sustain through this lean period. There are certain projects which are very important, although these also get affected in the lean period, the degree of slowdown in those projects will be comparatively lower than the normal projects. The intensity of monsoon varies from state to state. So we try to focus more on states which are less affected during monsoon. Same is the case with winter season also, states such as Madhya Pradesh and Gujarat are relatively less affected where we can focus more during this season. Thus we are able to keep a balance during the lean period and minimise the effect of cyclical variations.
With rising input costs, price hike is inevitable. This will force consumers to shell out extra for your product. How do you tackle this scenario?
Costing is one part of on which, we have little control. Input/material cost is increases for everybody and we, of course, will try and put effort to bring down this impact to the minimum level. Similarly, in the case of pricing, cement is being sold with various factors of product differentiation and branding to create brand equity however, cement rates won?t vary much from brand to brand In. So we do not have much control on price. Demand-supply is another important factor. If the cost is rising and the demand is favourable, it may be possible set off some increase in cost in the pricing. But it may not always hold good. We have to find out ways to minimise the impact of cost increase, for example, make the overall distribution more effective to bring down the overall logistics cost.
Another important factor is that since we strongly believe in quality, and we have been able to create perception of the quality in the minds of the consumers. There does exist a correlation between pricing with quality and we have been fortunate to build up a good image for the product.
Which is a better strategy, distributing through few large dealers, or routing it via an extensive network of small dealer outlets?
Both have their own advantages. We need a healthy mix of both. Cement is distributed widely, which means, we are available in every tehsil markets and most of the villages. To ensure that our cement is available in tehsil level and village level, naturally, we require a vast dealer network. They ensure our brand presence in those markets. This is one approach. The other approach for metros and big cities is a combination of small and big dealers. Big dealers also have their own role, like they have more resources and have more presence in the market. So overall, we need to have a combination of both small dealers and big dealers. But our endeavour is to be present in most of the smaller markets, rural areas, and tehsil level. So naturally, smaller dealers do play an important role in the overall distribution. So it is a healthy mix of small and big dealers, depending upon the potential, location, and the type of market .In the overall analysis the dealer has to be effective in his area of operation.
How do you create brand differentiation and stand apart from the rest?
Our aim is to create Wonder as a niche brand. The strategy is to push the cement through a network of dealers. We also create a demand for our product through various advertisements and branding activities. We conduct meeting with masons on a regular basis, educate them about the quality, proper usage and storage of the cement. Regular meetings are also conducted with architects, leading builders, and other influencers in the market.
So, by having a two-pronged strategy, a proper effective network will push our brand and proper branding and other strategies will create a pull for our product. We try to achieve a push and pull for the product so that we are able to stand out in the market.
Apart from that, bulk of our cement is sold through trade network, the dealers. The dealers must have the confidence in our product, company and practices. So we are regularly taking the dealers to our factory so that they can see for themselves the kind of technology we are using, how the systems work and how the cement is dispatched. Once the dealer is convinced, it is easy for him to convince the consumer. This is one way to convince the man (the dealer) who is actually marketing our cement.
How do you reach out to different construction professionals?
We have segmented the market. First, is the individual house builder, for them we target the masons and dealers because individual house builder is in touch with these two influencers. If a dealer is effective and has a clout in his area, most of the household builders approach him for cement. The second segment is the contractors, for them we conduct separate regular meetings and educate them about the quality of the product. The third segment is big contractors who are involved with big projects. To convince them about the quality, we provide them with required technical support and convince them about the quality through our professional technical team. They go to various project sites, meet the contractors, understand their requirement and try to workout the required solution.
We also have technical vans with testing equipment, which move from project to project and site to site. At the site, our technical staff deputed on these vans demonstrates the quality of our product as it is equipped with basic testing facilities.
Quality perception of cement varies from customer to customer. How do you factor this in your marketing plans?
Perception is also built up on facts. Perception and actual situation normally do not vary much. So even when we do all these activities, if the consumer wishes to test our product at an independent laboratory, we facilitate the same as this convinces him as to the quality of the product. v Could you share with us the segment-wise break-up of sales?
Segmentation can be geographical and on end user basis In the end user segment, there are trade and non-trade. We sell 80 per cent through trade and 20 per cent through non-trade segment which is a combination of institutions, government projects etc.
Geographically almost 48 per cent of the total sales is in Rajasthan.
Other than price and quality, which factors influence buying decisions?
There is a mix of various factors that influence buying decisions. Apart from quality and price, advertisements, sales promotional activities, regular availability influence the buying decision. Another important factor is market presence through a vibrant network. Effective distribution of the product is very important so overall, a combination of factors such as pricing, quality, distribution and proper servicing will create a positive buying decision.
What are your current marketing plans / initiatives for promoting your products?
Currently, we are able to sell whatever we are producing and we have been able to create a niche in the market. The endeavour is to have an identity of our own. It is a long term process, but ultimately if we have our own identity, then we are more comfortable in the intense competition prevailing in the market. So the marketing plan is primarily to create a brand and an image for the product in the market. Branding of course is important. At the same time, the philosophy of our management on quality is of utmost importance to us. Our primary objective is to give our consumers a quality product at competitive price, we follow transparent policy in every activity backed by quality product and system, which is transparent and fair to everybody. Thus, we wish to create a positive image for the group.
We have been able to create the perception of quality in the minds of the consumers and fortunate to build up a good image for the product.
SEEPEX introduces BN pumps with Smart Joint Access (SJA) to improve efficiency, reliability, and inspection speed in demanding rock blasting operations.
Designed for abrasive and chemical media, the solution supports precise dosing, reduced downtime, and enhanced operational safety.
SEEPEX has introduced BN pumps with Smart Joint Access (SJA), engineered for the reliable and precise transfer of abrasive, corrosive, and chemical media in mining and construction. Designed for rock blasting, the pump features a large inspection opening for quick joint checks, a compact footprint for mobile or skid-mounted installations, and flexible drive and material options for consistent performance and uptime.

“Operators can inspect joints quickly and rely on precise pumping of shear-sensitive and abrasive emulsions,” said Magalie Levray, Global Business Development Manager Mining at SEEPEX. “This is particularly critical in rock blasting, where every borehole counts for productivity.” Industry Context
Rock blasting is essential for extracting hard rock and shaping safe excavation profiles in mining and construction. Accurate and consistent loading of explosive emulsions ensures controlled fragmentation, protects personnel, and maximizes productivity. Even minor deviations in pumping can cause delays or reduce product quality. BN pumps with SJA support routine maintenance and pre-operation checks by allowing fast verification of joint integrity, enabling more efficient operations.
Always Inspection Ready
Smart Joint Access is designed for inspection-friendly operations. The large inspection opening in the suction housing provides direct access to both joints, enabling rapid pre-operation checks while maintaining high operational reliability. Technicians can assess joint condition quickly, supporting continuous, reliable operation.
Key Features
- Compact Footprint: Fits truck-mounted mobile units, skid-mounted systems, and factory installations.
- Flexible Drive Options: Compact hydraulic drive or electric drive configurations.
- Hydraulic Efficiency: Low-displacement design reduces oil requirements and supports low total cost of ownership.
- Equal Wall Stator Design: Ensures high-pressure performance in a compact footprint.
- Material Flexibility: Stainless steel or steel housings, chrome-plated rotors, and stators in NBR, EPDM, or FKM.
Operators benefit from shorter inspection cycles, reliable dosing, seamless integration, and fast delivery through framework agreements, helping to maintain uptime in critical rock blasting processes.
Applications – Optimized for Rock Blasting
BN pumps with SJA are designed for mining, tunneling, quarrying, civil works, dam construction, and other sectors requiring precise handling of abrasive or chemical media. They provide robust performance while enabling fast, reliable inspection and maintenance.With SJA, operators can quickly access both joints without disassembly, ensuring emulsions are transferred accurately and consistently. This reduces downtime, preserves product integrity, and supports uniform dosing across multiple bore holes.
With the Smart Joint Access inspection opening, operators can quickly access and assess the condition of both joints without disassembly, enabling immediate verification of pump readiness prior to blast hole loading. This allows operators to confirm that emulsions are transferred accurately and consistently, protecting personnel, minimizing product degradation, and maintaining uniform dosing across multiple bore holes.
The combination of equal wall stator design, compact integration, flexible drives, and progressive cavity pump technology ensures continuous, reliable operation even in space-limited, high-pressure environments.
From Inspection to Operation
A leading explosives provider implemented BN pumps with SJA in open pit and underground operations. By replacing legacy pumps, inspection cycles were significantly shortened, allowing crews to complete pre-operation checks and return mobile units to productive work faster. Direct joint access through SJA enabled immediate verification, consistent emulsion dosing, and reduced downtime caused by joint-related deviations.
“The inspection opening gives immediate confidence that each joint is secure before proceeding to bore holes,” said a site technician. “It allows us to act quickly, keeping blasting schedules on track.”
Framework agreements ensured rapid pump supply and minimal downtime, supporting multi-site operations across continents
Concrete
Digital process control is transforming grinding
Published
3 weeks agoon
February 20, 2026By
admin
Satish Maheshwari, Chief Manufacturing Officer, Shree Cement, delves into how digital intelligence is transforming cement grinding into a predictive, stable, and energy-efficient operation.
Grinding sits at the heart of cement manufacturing, accounting for the largest share of electrical energy consumption. In this interview, Satish Maheshwari, Chief Manufacturing Officer, Shree Cement, explains how advanced grinding technologies, data-driven optimisation and process intelligence are transforming mill performance, reducing power consumption and supporting the industry’s decarbonisation goals.
How has the grinding process evolved in Indian cement plants to meet rising efficiency and sustainability expectations?
Over the past decade, Indian cement plants have seen a clear evolution in grinding technology, moving from conventional open-circuit ball mills to high-efficiency closed-circuit systems, Roller Press–Ball Mill combinations and Vertical Roller Mills (VRMs). This shift has been supported by advances in separator design, improved wear-resistant materials, and the growing use of digital process automation. As a result, grinding units today operate as highly controlled manufacturing systems where real-time data, process intelligence and efficient separation work together to deliver stable and predictable performance.
From a sustainability perspective, these developments directly reduce specific power consumption, improve equipment reliability and lower the carbon footprint per tonne of cement produced.
How critical is grinding optimisation in reducing specific power consumption across ball mills and VRMs?
Grinding is the largest consumer of electrical energy in a cement plant, which makes optimisation one of the most effective levers for improving energy efficiency. In ball mill systems, optimisation through correct media selection, charge design, diaphragm configuration, ventilation management and separator tuning can typically deliver power savings of 5 per cent to 8 per cent. In VRMs, fine-tuning airflow balance, grinding pressure, nozzle ring settings, and circulating load can unlock energy reductions in the range of 8 per cent to 12 per cent. Across both systems, sustained operation under stable conditions is critical. Consistency in mill loading and operating parameters improves quality control, reduces wear, and enables long-term energy efficiency, making stability a key operational KPI.
What challenges arise in maintaining consistent cement quality when using alternative raw materials and blended compositions?
The increased use of alternative raw materials and supplementary cementitious materials (SCM) introduces variability in chemistry, moisture, hardness, and loss on ignition. This variability makes it more challenging to maintain consistent fineness, particle size distribution, throughput and downstream performance parameters such as setting time, strength development and workability.
As clinker substitution levels rise, grinding precision becomes increasingly important. Even small improvements in consistency enable higher SCM utilisation without compromising cement performance.
Addressing these challenges requires stronger feed homogenisation, real-time quality monitoring and dynamic adjustment of grinding parameters so that output quality remains stable despite changing input characteristics.
How is digital process control changing the way grinding performance is optimised?
Digital process control is transforming grinding from an operator-dependent activity into a predictive, model-driven operation. Technologies such as online particle size and residue analysers, AI-based optimisation platforms, digital twins for VRMs and Roller Press systems, and advanced process control solutions are redefining how performance is managed.
At the same time, workforce roles are evolving. Operators are increasingly focused on interpreting data trends through digital dashboards and responding proactively rather than relying on manual interventions. Together, these tools improve mill stability, enable faster response to disturbances, maintain consistent fineness, and reduce specific energy consumption while minimising manual effort.
How do you see grinding technologies supporting the industry’s low-clinker and decarbonisation goals?
Modern grinding technologies are central to the industry’s decarbonisation efforts. They enable higher incorporation of SCMs such as fly ash, slag, and limestone, improve particle fineness and reactivity, and reduce overall power consumption. Efficient grinding makes it possible to maintain consistent cement quality at lower clinker factors. Every improvement in energy intensity and particle engineering directly contributes to lower CO2 emissions.
As India moves toward low-carbon construction, precision grinding will remain a foundational capability for delivering sustainable, high-performance cement aligned with national and global climate objectives.
How much potential does grinding optimisation hold for immediate energy
and cost savings?
The potential for near-term savings is substantial. Without major capital investment, most plants can achieve 5 per cent to 15 per cent power reduction through measures such as improving separator efficiency, optimising ventilation, refining media grading, and fine-tuning operating parameters.
With continued capacity expansion across India, advanced optimisation tools will help ensure that productivity gains are not matched by proportional increases in energy demand. Given current power costs, this translates into direct and measurable financial benefits, making grinding optimisation one of the fastest-payback operational initiatives available to cement manufacturers today.
Concrete
Refractory demands in our kiln have changed
Published
3 weeks agoon
February 20, 2026By
admin
Radha Singh, Senior Manager (P&Q), Shree Digvijay Cement, points out why performance, predictability and life-cycle value now matter more than routine replacement in cement kilns.
As Indian cement plants push for higher throughput, increased alternative fuel usage and tighter shutdown cycles, refractory performance in kilns and pyro-processing systems is under growing pressure. In this interview, Radha Singh, Senior Manager (P&Q), Shree Digvijay Cement, shares how refractory demands have evolved on the ground and how smarter digital monitoring is improving kiln stability, uptime and clinker quality.
How have refractory demands changed in your kiln and pyro-processing line over the last five years?
Over the last five years, refractory demands in our kiln and pyro line have changed. Earlier, the focus was mostly on standard grades and routine shutdown-based replacement. But now, because of higher production loads, more alternative fuels and raw materials (AFR) usage and greater temperature variation, the expectation from refractory has increased.
In our own case, the current kiln refractory has already completed around 1.5 years, which itself shows how much more we now rely on materials that can handle thermal shock, alkali attack and coating fluctuations. We have moved towards more stable, high-performance linings so that we don’t have to enter the kiln frequently for repairs.
Overall, the shift has been from just ‘installation and run’ to selecting refractories that give longer life, better coating behaviour and more predictable performance under tougher operating conditions.
What are the biggest refractory challenges in the preheater, calciner and cooler zones?
• Preheater: Coating instability, chloride/sulphur cycles and brick erosion.
• Calciner: AFR firing, thermal shock and alkali infiltration.
• Cooler: Severe abrasion, red-river formation and mechanical stress on linings.
Overall, the biggest challenge is maintaining lining stability under highly variable operating conditions.
How do you evaluate and select refractory partners for long-term performance?
In real plant conditions, we don’t select a refractory partner just by looking at price. First, we see their past performance in similar kilns and whether their material has actually survived our operating conditions. We also check how strong their technical support is during shutdowns, because installation quality matters as much as the material itself.
Another key point is how quickly they respond during breakdowns or hot spots. A good partner should be available on short notice. We also look at their failure analysis capability, whether they can explain why a lining failed and suggest improvements.
On top of this, we review the life they delivered in the last few campaigns, their supply reliability and their willingness to offer plant-specific custom solutions instead of generic grades. Only a partner who supports us throughout the life cycle, which includes selection, installation, monitoring and post-failure analysis, fits our long-term requirement.
Can you share a recent example where better refractory selection improved uptime or clinker quality?
Recently, we upgraded to a high-abrasion basic brick at the kiln outlet. Earlier we had frequent chipping and coating loss. With the new lining, thermal stability improved and the coating became much more stable. As a result, our shutdown interval increased and clinker quality remained more consistent. It had a direct impact on our uptime.
How is increased AFR use affecting refractory behaviour?
Increased AFR use is definitely putting more stress on the refractory. The biggest issue we see daily is the rise in chlorine, alkalis and volatiles, which directly attack the lining, especially in the calciner and kiln inlet. AFR firing is also not as stable as conventional fuel, so we face frequent temperature fluctuations, which cause more thermal shock and small cracks in the lining.
Another real problem is coating instability. Some days the coating builds too fast, other days it suddenly drops, and both conditions impact refractory life. We also notice more dust circulation and buildup inside the calciner whenever the AFR mix changes, which again increases erosion.
Because of these practical issues, we have started relying more on alkali-resistant, low-porosity and better thermal shock–resistant materials to handle the additional stress coming from AFR.
What role does digital monitoring or thermal profiling play in your refractory strategy?
Digital tools like kiln shell scanners, IR imaging and thermal profiling help us detect weakening areas much earlier. This reduces unplanned shutdowns, helps identify hotspots accurately and allows us to replace only the critical sections. Overall, our maintenance has shifted from reactive to predictive, improving lining life significantly.
How do you balance cost, durability and installation speed during refractory shutdowns?
We focus on three points:
• Material quality that suits our thermal profile and chemistry.
• Installation speed, in fast turnarounds, we prefer monolithic.
• Life-cycle cost—the cheapest material is not the most economical. We look at durability, future downtime and total cost of ownership.
This balance ensures reliable performance without unnecessary expenditure.
What refractory or pyro-processing innovations could transform Indian cement operations?
Some promising developments include:
• High-performance, low-porosity and nano-bonded refractories
• Precast modular linings to drastically reduce shutdown time
• AI-driven kiln thermal analytics
• Advanced coating management solutions
• More AFR-compatible refractory mixes
These innovations can significantly improve kiln stability, efficiency and maintenance planning across the industry.
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