Concrete

Brand differentiation happens at every touch point

Published

3 years ago

July 17, 2023

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R Parthasarathy, Chief Marketing Officer, India Cements, talks about the importance of a comprehensive marketing and branding strategy to create awareness about cement and its USPs.

How important do you think branding is for a cement manufacturer in today’s competitive market?
Branding for any product category is important and more demand is getting generated day by day. Earlier, if you see the way, the behaviour of how a person buys a house would determine the demand. Around 30, 40 or 50 years back, one would just go and buy one product, without giving any importance to the kind of a steel, cement, etc. People would buy whatever was available closer to their homes and was the most cost effective.
Over a period of time, people started getting aware because their liquidity started increasing, they started earning more and got more exposure by travelling abroad and even within the country. This led them to come across and experience different kinds of products and thus, the need and curiosity to use them also got generated.
This is when the marketers chanced upon the opportunity of making their products into brands and creating a distinct branding, which would make their product stand apart from the others. The idea is to get their product or brand as a preference amongst the consumers and bring it to their top of the mind recall.
As far as cement is concerned, the product is in the commodity segment unlike tiles or sanitary ware, where people see a brand and say that they need a Kohler or an American Standard product. That kind of a preference is still not happening in cement. However, the requirement of branding and product differentiation has started picking up. Consumers are looking for a product connected to a brand. Their thought being that the house they construct should be strong and that strength is provided by a certain brand.

What specific strategies or initiatives do you undertake to differentiate your cement brand from competitors in terms of branding?
Brand differentiation happens at every touch point.
Firstly, it’s about the communication done by the brand to their customers. Secondly, it is about the communication and if the brand is holding up to their communication. Next is the grooming of the representatives of the brand, their dressing, the shop experience, the exchange of information and the overall consumer experience at every touch point. It could be a builder, a mason or a sub dealer, they all collectively make up the brand.
We do not say this while we sit in a room at the headquarters. We make an effort to make our product excellent by differentiating our brand from competitors at every level. From the team grooming, to signboards to the colours used for communicating information about the brand i.e., a combination of blue and yellow, we do not allow anyone to dilute wherever, whoever it may be across India. The idea is that the moment consumers see this combination, they realise it is India Cements. This also translates to the style of writing, the font and every branding aspect that helps us differentiate our brand from the competition. This being from the visual and experiential point of view.
We also differentiate ourselves from the competition from the product stand point in terms of quality and features offered. We try to provide features of the product that are a notch higher. To maintain the same, we regularly get samples from the market and see where we stand and where our competition stands. Our aim is to get customers to choose our brand.

How do you ensure consistency in branding across different product lines and markets?
We have a central marketing team and state marketing teams. But all approvals happen from the central team at the headquarters. We have a marketing and branding book that must be followed by all stakeholders across regions. For example, it would not be the case that Tamil Nadu has a different branding than Karnataka.
From the font, colour, statements we make and even the locations where branding is done, we are very particular about the same. The banners at particular spots are also decided and thought of by the central marketing team. We ensure that the brand image and positioning is not diluted and there is control from the headquarters. We have a designated person overseeing the marketing operations pan India.

Have you conducted any market research or surveys to gauge the effectiveness of your cement brand? If so, what were the key findings and how did you respond to them?
We do market research from time to time, but not frequently. One time in our research we found out that we had been promoting our sub brand to a greater extent than the parent brand.
We have three sub brands at India Cements – Coramandel King Cement, Sankar Superpower (SSP) and Raasi Gold. We have been spending a lot of time, energy and money on these sub brands. This made us realise that there was disconnect in the consumer’s mind about these brands from the parent brand – India Cements.
For example, on the ground, if the consumers asked for Coramandel King, our sellers would ask them if they would like to buy India Cements, and their response would be ‘Yes’. This made us understand they were not aware of us being the parent organisation and that the communication was also directed more towards the sub brands than the main brand. To make amendments, we started bringing the mention of India Cements in all our collaterals and in all our marketing tools as well be it magazine ads, wall paintings or shop paintings. Thus, marketing research gave us this insight and we have taken correcting actions for the same.

What role does sustainability play in your cement branding? How do you communicate your sustainability efforts to customers?
In terms of sustainability for marketing, we try to push PPC as it has 40 per cent to 45 per cent fly ash, which is basically a waste product of thermal power plants or steel plants used in the making of cement. Thus, we emphasise more a push towards PPC than OPC.
We are also working with a team of PhD students and researchers at IIT Chennai in developing a very low carbon footprint cement. The work right now is at a nascent stage. We know that there is a high need to reduce the carbon footprint on the plant and we are developing this cement with a low carbon footprint with this goal in mind. A few years down the line, we will take up the project and manufacture that cement.

How do you leverage digital platforms and social media to enhance the visibility and reach of your cement brand?
I must admit that we must do a lot more on the digital front. We haven’t done much, but digital platforms are picking up and India Cements should also be present there. We have recently started a few things on YouTube, Instagram, etc., on our handle. We depend quite a lot on Chennai Super Kings (CSK) social media handles as we are their sponsors. Their followers are quite high and we leverage their platform to bring forward our brand. But yes, we do realise that we need a more concrete effort to consistently build our digital platforms.

What is the marketing budget that you usually keep aside per year?
We normally keep about Rs 50 crores as our marketing budget for a financial year. While this may not be a great number for a brand, that is where we stand right now. As our sales will pick up and stabilise, we plan on expanding our markets, and subsequently increasing our marketing budgets as well.

Can you share any examples of successful marketing campaigns that have significantly boosted your cement brand’s recognition and sales?
We have done a couple of marketing initiatives that have really helped us. We launched a cricket tournament India Cements Pro League (ICPL) inspired by the IPL and Tamil Nadu Premier League.
With ICPL, we targeted approximately 8000 to 9000 practicing civil engineers. Our goal was to connect with them and make them recommend our brand for construction activities. Usually, in smaller towns, it is the end consumer who makes the engineer make the final decision since they believe that the engineers have an in-depth knowledge of construction and all its related activities. So, we started this tournament spread across 45 days with civil engineers from various cities and districts playing in teams against each other and it turned out to be a super success. The result of this tournament was that approximately 1200 civil engineers started recommending our brand. We plan to continue doing so, and to organise more such tournaments. Based on available cash flow and budgets, we plan to extend this tournament to other states as well.
Our other initiative is with the Chennai Super Kings. IPL is like a 45-day festival in India and in that duration, we ran a consumer promo which said, buy 25 bags of cement and get a lucky draw coupon to get a chance to watch CSK matches at the Chepauk Stadium, Chennai. CSK played 7 matches in Chennai out of the 14 matches during the IPL. During every match we did a lucky draw and gave out about 120 tickets to our end consumers. So, this was another campaign that helped promote our brand and increase sales as well.

How do you handle any negative brand perception or reputation challenges that may arise?
We have 10 factories across India. Eight integrated plants and two grinding plants. One of the mantras we keep promoting is back-to-back consistency. We say one can pick a bag of cement of our brand from Rajasthan or Tamil Nadu, they will find the quality to be consistent and similar to one another. That is something we propagate in our communication as well. However, complaints do arise due to the negligence of or human errors of distributors or masons. We have a call centre where if someone has an issue with the quality of the products from our brands, they can register their complaint. Our technical team, spread across the country, resolves or addresses the problem within 24 hours.

How do you measure the success of your cement brand’s marketing efforts?
It is very difficult to measure every marketing activity. Many things done in a marketing campaign are based on perception and may not be quantified. For example, if we advertise on television, we still cannot guarantee how many people will accept India Cements. It is not quantifiable.
Whenever we do an event, we set certain parameters. For example, we get data on how many sub dealers already have our product. Post the event we analyse how many more sub dealers have our product and basis that we measure the success of the event. It also helps us understand if our scheme is working or not. If it is not working, we fine tune our scheme and relaunch it in the market at a later date.

-Kanika Mathur

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Concrete

JSW Cement Begins Production At Nagaur Rajasthan Plant

Greenfield integrated cement plant begins operations in Rajasthan

Published

53 minutes ago

March 23, 2026

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JSW Cement has started production at a new greenfield integrated cement plant in Nagaur, Rajasthan, marking its first integrated facility in north India. The commissioning advances its national expansion and raises cement grinding capacity to 24.1 million tonnes per annum (MTPA) and clinker manufacturing capacity to nine point seven four MTPA including joint venture capacity. The plant is strategically located to serve high growth markets in Rajasthan, Haryana, Punjab and the National Capital Region.

The Nagaur plant comprises a three point three MTPA clinkerisation unit and a two point five MTPA cement grinding unit, with an additional one MTPA grinding unit under construction. The facility’s capacity additions enable it to meet regional demand and support infrastructure development. The project was funded by equity and long term debt and the company allocated Rs 8 bn from IPO proceeds to part finance the unit.

Company leadership said commissioning was completed within 21 months and that the expansion advances its aim to become a pan India player, with a mid term target of 41.85 MTPA and a long term vision of 60 MTPA. The plant includes sustainability features such as co processing of alternative fuels and a seven kilometre overland belt conveyor to transport limestone from the mines, reducing road transport impacts. The operation is expected to support economic growth and provide supplies for construction projects across the north.

The site will incorporate a 16 megawatt (MW) Waste Heat Recovery System to capture and reuse process heat, reducing the carbon footprint. JSW Cement’s operations include eight plants in India and a clinker unit in the UAE through a joint venture, providing a presence across the building materials value chain. The company emphasised use of industrial by products in manufacture and focus on producing eco friendly building materials.

Concrete

MAPEI India Celebrates 15 Years of Building Excellence

MAPEI India celebrates 15 years with growth, expansion and CSR impact

Published

53 minutes ago

March 23, 2026

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MAPEI India marks its 15th anniversary, celebrating a journey defined by innovation, trust, and continuous growth. Beginning in 2011 with just four employees and a single manufacturing facility in Bengaluru, the company has evolved into a key player in India’s construction chemicals industry, now employing over 380 professionals across the country. Over the past 15 years, MAPEI India has delivered strong performance with a sales CAGR of 31 per cent. From zero production in its early years, the company shipped 1,71,000 metric tonnes of materials in 2025, demonstrating robust operational capabilities and rising market acceptance.

To support expanding demand, MAPEI India has steadily scaled its manufacturing footprint. Following the Bengaluru plant in 2011, new facilities were launched in Vadodara in 2016 and Kosi (Mathura) in 2022. A fourth facility in Kharagpur is set to go live in 2026, strengthening the company’s nationwide supply network.

As part of its commitment to global standards, MAPEI India operates under an Integrated Management System (IMS) certified for ISO 9001 (Quality), ISO 14001 (Environment) and ISO 45001 (Health & Safety). These certifications reinforce its dedication to delivering safe, sustainable, and high quality solutions.

With a diverse portfolio of over 20 product lines, MAPEI India has supported iconic projects such as the Atal Tunnel, the Statue of Unity, and major airport and metro developments. The company has also invested Rs 3.2 crore in CSR initiatives focused on education, women’s empowerment, and rehabilitation. As it steps into the future, MAPEI India remains committed to excellence, sustainability, and customer trust.

Mapei hai to bharosa hai.

Concrete

Material Flow Efficiency

Published

5 days ago

March 18, 2026

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We explore how material handling systems are becoming strategic assets in cement plants, enabling efficient movement of raw materials, clinker and finished cement. Advanced conveying, automation and digital technologies are improving plant productivity while supporting energy efficiency and sustainability goals.

Material handling systems form the operational backbone of cement plants, enabling the efficient movement of raw materials, clinker and finished cement across complex production networks. With India’s cement industry producing over 391 million tonnes of cement in FY2024 and possessing an installed capacity of around 668 mtpa, according to the CRISIL Research Industry Report, 2025, efficient material logistics have become critical to maintaining plant productivity and cost competitiveness. At the same time, cement production is highly energy intensive and contributes around 7 per cent to
8 per cent of global CO2 emissions, making efficient material flow and logistics optimisation essential for reducing operational inefficiencies and emissions states the International Energy Agency Cement Technology Roadmap, 2023. As plants scale capacity and integrate digital technologies, modern material handling systems, ranging from automated conveyors to intelligent stockyards, are increasingly recognised as strategic assets that influence plant stability, energy efficiency and environmental performance.

Strategic role of material handling
Material handling is no longer viewed as a secondary utility within cement plants; it is now recognised as a strategic system that directly influences production efficiency and process stability.
Cement manufacturing involves the continuous movement of large volumes of limestone, clay, additives, clinker and finished cement across multiple production stages. Even minor disruptions in conveying systems or storage infrastructure can lead to kiln feed fluctuations, production delays and significant financial losses. According to Indian Cement Industry Operational Benchmarking Study, 2024, unplanned downtime in large integrated cement plants can cost between Rs.15–20 lakh per hour, highlighting the economic importance of reliable material handling systems.
Modern cement plants are therefore investing in advanced mechanical handling systems designed for high throughput and operational reliability. Large integrated plants can process over 10,000 tonnes per day of clinker, requiring highly efficient conveying systems and automated stockyards to maintain continuous material flow, suggests the International Cement Review Industry Analysis, 2024. Efficient material handling also reduces spillage, minimises dust emissions and improves workplace safety. As cement plants become larger and more technologically advanced, the role of material handling is evolving from simple transport infrastructure to a critical operational system that supports both productivity and sustainability.

From quarry to plant
The transport of raw materials from quarry to processing plant represents one of the most energy-intensive stages of cement production. Traditionally, limestone and other raw materials were transported using diesel-powered trucks, which resulted in high fuel consumption, dust generation and increased operational costs. However, modern plants are increasingly adopting long-distance belt conveyors and pipe conveyors as a more efficient alternative. These systems allow continuous material transport over distances of 10–15 kilometres, significantly reducing fuel consumption and operating costs while improving environmental performance, states the FLSmidth Cement Industry Technology Report, 2024.
Milind Khangan, Marketing Manager, Vertex Market Research & Consulting, says, “Efficient and enclosed handling of fine materials such as cement, fly ash and slag requires modern pneumatic conveying systems. By optimising the air-to-material ratio, these systems can reduce energy consumption by 10 per cent to 15 per cent while ensuring smooth material flow. Closed-loop conveying further minimises dust loading and improves the performance of bag filters, supporting cleaner plant operations. In addition, flow-regulated conveying lines help prevent clogging and maintain reliable dispatch performance. Overall, automation in pneumatic conveying delivers immediate operational benefits, including improved equipment uptime, lower energy use, reduced material spillage and more stable kiln and mill performance.”
Pipe conveyor systems are particularly gaining traction because they provide a completely enclosed transport system that prevents material spillage and dust emissions. According to global cement engineering studies, conveyor-based transport can reduce energy consumption by up to 30 per cent compared to truck haulage, while also improving operational reliability. Several cement plants in India have already implemented such systems to stabilise quarry-to-plant logistics while reducing carbon emissions associated with diesel transport.

Stockyard management and homogenisation
Stockyards play a critical role in maintaining raw material consistency and stabilising kiln feed quality. Modern cement plants use advanced stacker and reclaimer systems to ensure efficient storage and blending of raw materials before they enter the grinding and pyroprocessing stages. Automated stacking methods such as chevron or windrow stacking enable uniform distribution of materials, while bridge-type or portal reclaimers ensure consistent extraction during kiln feed preparation. These systems are essential for maintaining stable chemical composition of raw meal, which directly influences kiln efficiency and clinker quality. The Cement Plant Operations Handbook, 2024 indicates that advanced homogenisation systems can reduce raw mix variability by up to 50 per cent, significantly improving kiln stability and energy efficiency. Integrated stockyard management systems also incorporate sensors for monitoring bulk density, moisture levels and stockpile volumes, enabling real-time control over material blending processes.

Clinker and cement conveying technologies
Once clinker is produced in the kiln, it must be efficiently transported to storage silos and subsequently to grinding and packing units. Modern cement plants rely on high-capacity belt conveyors, bucket elevators and pneumatic conveying systems to manage this stage of material flow. Steel-cord belt bucket elevators are now capable of lifting materials to heights exceeding 120 metres with capacities reaching 1,500 tonnes per hour, making them suitable for large-scale clinker production lines, states the European Cement Engineering Association Technical Paper, 2023.
For fine materials such as cement, fly ash and slag, pneumatic conveying systems provide a reliable and dust-free solution. These systems transport powdered materials using controlled airflow, ensuring enclosed and contamination-free movement between grinding units, silos and packing stations. Optimised pneumatic systems can reduce energy consumption by 10 per cent to 15 per cent compared to older conveying technologies, while also improving plant cleanliness and environmental compliance, according to the Global Cement Technology Review, 2024.

Automation and digitalisation
Digitalisation is transforming material handling systems by introducing real-time monitoring, predictive maintenance and automated control. Advanced sensors and Industrial Internet of Things (IIoT) platforms enable plant operators to track conveyor health, stockpile levels and equipment performance in real time. Predictive maintenance systems analyse vibration patterns, temperature fluctuations and equipment load data to detect potential failures before they occur. According to McKinsey’s Industry 4.0 Manufacturing Report, 2023, for heavy industries, digital monitoring and predictive maintenance technologies can reduce equipment downtime by up to 30 per cent and increase productivity by 10 per cent to 15 per cent. Digital control centres also integrate data from conveyors, stacker reclaimers and dispatch systems, enabling centralised management of material flows from quarry to dispatch.

Handling of AFR
The growing adoption of Alternative Fuels and Raw Materials (AFR) has introduced new challenges and opportunities for material handling systems in cement plants. AFR materials such as refuse-derived fuel (RDF), biomass and industrial waste often have irregular particle sizes, variable moisture content and lower bulk density compared to conventional fuels. As a result, specialised storage, dosing and feeding systems are required to ensure consistent kiln combustion. According to the Cement Sector Decarbonisation Roadmap published by NITI Aayog in 2026, increasing the use of AFR could enable India’s cement sector to achieve thermal substitution rates of around 20 per cent in the coming decades. To support this transition, plants are investing in automated receiving stations, shredding units, drying systems and precision dosing equipment to stabilise AFR supply and combustion performance.

Energy efficiency and dust control
Material handling systems also play a crucial role in improving plant energy efficiency and environmental performance. Modern conveyor systems equipped with variable speed drives and energy-efficient motors can significantly reduce electricity consumption. Permanent magnet motors used in conveyor drives can deliver 8 per cent to 12 per cent energy savings compared to conventional induction motors, improving overall plant energy efficiency according to the IEA Industrial Energy Efficiency Study, 2023. Dust control is another major concern in cement plants, particularly during material transfer and storage operations. Enclosed conveyors, dust extraction systems and advanced bag filters are widely used to minimise particulate emissions and improve workplace safety.

Future trends in material handling
The future of material handling in cement plants will be shaped by automation, digitalisation and sustainability considerations. Emerging technologies such as AI-driven logistics optimisation, autonomous mobile equipment and digital twins are expected to further improve plant efficiency and operational visibility. Digital twin models allow engineers to simulate material flow patterns, optimise stockyard operations and predict equipment performance under different operating conditions. According to the International Energy Agency Digitalisation and Energy Report, 2024, the adoption of advanced digital technologies could improve industrial energy efficiency by up to 20 per cent in heavy industries such as cement manufacturing. As cement plants expand capacity and adopt low-carbon technologies, intelligent material handling systems will play a critical role in maintaining productivity and reducing environmental impact.

Conclusion
Material handling systems have evolved from basic transport infrastructure into strategic operational systems that directly influence plant efficiency, reliability and sustainability. From quarry transport and automated stockyards to digital dispatch platforms and advanced conveying technologies, modern material handling solutions enable cement plants to manage large production volumes while maintaining process stability.
As India’s cement industry continues to expand to meet infrastructure and urban development demands, investments in advanced material handling technologies will become increasingly important. By integrating automation, digital monitoring and energy-efficient systems, cement manufacturers can improve operational performance while supporting the industry’s long-term sustainability and decarbonisation goals.