Summer Internship Project Report On

DISTRIBUTION CHANNEL ACC LTD.

Submitted in partial fulfillment of the requirements for the Two Year Full Time Post Graduate Diploma in Management

Under the Guidance of Prof. Farhat Mohsin

Industry Mentor Mr. Sonesh Mathur Dy. Manager Sales ACC ltd.

By: Ashish Kumar Singh Enrollment No: 13040 Session: 2011-13

I.T.S- Institute of Management Greater Noida

CERTIFICATE OF ORIGINALITY

I hereby declare that this Summer Internship Project is my own work and that, to the best of my knowledge and belief, it reproduces no material previously published or written that has been accepted for the award of any other degree of diploma, except where due acknowledgement has been made in the text.

Ashish Kumar Singh Enrollment No: 13040 Date:

ACKNOWLEDGEMENT
I would like to take an opportunity to thank all the people who helped me in collecting necessary information and making of the report. I am grateful to all of them for their time, energy and wisdom. Getting a project ready requires the work and effort of many people. I would like all those who have contributed in completing this project. First of all, I would like to send my sincere thanks to Mr. Sonesh Mathur & Prof. Farhat Mohsin for his helpful hand in the completion of my project.

EXECUTIVE SUMMAY
Transportation is the movement of products from one node in the distribution channel to another. By providing for the swift and uninterrupted flow of products back and forward through the distribution channel, transportation provides companies distinct markets on an equal footing. Transportation also permits wider and deeper penetration of new markets far from the point of production. In addition, by maximizing vehicle and materials handling capacities and cargo requirements, effective transportation permits distributors to leverage economies of scale by lowering the per unit cost of transporting the product. Efficient transportation enables distributors to reduce the selling price by holding costs down, thereby providing for more competitive product positioning. Finally, transportation provides other business function with essential information concerning products, market place and time utilities and transit costs, and capabilities necessary for effective enterprise planning and operational execution. The first step in the management process is to establish the cost effectiveness of private transportation fleets and the search for and selection of public carriers. The goal is to ensure the highest level of customer service at the lowest possible price. The selection of a carrier is normally a combination of the price of service, carrier financial stability, reliability and mode availability and subjective elements. The second step involves the ongoing choice of selected transport mode to meet daily shipment requirements. Modes should be chosen that will perform the service for the cost, satisfy any special shipping needs required by the customer, exceed the rates and services offered by competing carriers and minimize the likelihood of loss, damage or delivery delay. Once the mode and carrier has been selected, shippers as a third step must work with carriers to establish an effective schedule and the proper vehicle routing to ensure timely customer delivery. The fourth step of the process is the preparation and completion of the necessary shipping documentation. Finally, managers must be diligent in developing transportation performance measurements that will provide them with quantifiable data necessary for increased productivity and competitive advantage. Genesis of the study

In initial questionnaire was developed after interaction with the project head of ACC team. The focus of the questionnaire was primarily on judging the customer preference,

and satisfaction level of various dealers/subdealers with the product and management and factors influencing the sale and purchase of cement. Exact scope

The phase two consisted of unstructured interviews conducted with 2 dealers. The various brands to be compared with ACC were also finalized. Organizational areas covered

Survey was conducted in 3 areas and a total of 50 Dealers /subdealers are covered . In this I covered 26 Acc ,21 Ambuja,3 Birla plus dealers/subdealers, 12 masons/contractors and 50 customers Hypothesis/ Hypotheses

The scope of my thesis work is wide and networked as I will be dealing with Distribution channel and channel conflict A marketing approach of ACC Ltd and its overall merits and demerits. Statistical tools used

It include direct contact with the general manager and interview with the dealers/sub dealers Findings and conclusions

Containing channel conflict is a critical distribution strategy objective. Horizontal channel conflict is increasingly common in real life as companies attempt to reach different customer segments by utilizing multiple distribution channels (including direct from the manufacturer). More specifically, when multiple channels are employed and distribution intensity increases, three profit threats may confront a retailer: sales cannibalization, margin dilution, and customer diversion. While a company want broad rather than selective distribution, and may want to attack different market segments though multiple channels of distribution, the stark reality is that intensive hybrid distribution may, if not very carefully managed, result in horizontal channel conflict, deteriorating retail economics, and eventual loss of critical retail-level product support.

Chapter 1 : INTRODUCTION INTRODUCTION NATURE OF THE STUDY INDEDED USAGE OF THE STUDY

Page 1-46 47-63 64-69 70-71 72-74 75-83 84-87 88-89 90-91 92-95

Chapter 2 : OBJECTIVE Chapter 3 : RESEARCH METHODOLOGY Chapter 4 : DATA ANALYSIS & INTERPRETATION Chapter 5 : FINDINGS & CONCLUSIONS Chapter 6 : RECOMDATIONS & SUGGESTIONS Chapter 7 : REFERENCES Chapter 8:APPENDICES