EXECUTIVE SUMMARY

Through my internship at JSW Cement Limited, I learned hands-on about branding, strategic
management, and market research. I had a direct impact on the company's initiatives in building
its image and growth plans. My responsibility was to find out about JSW Cement's brand
presence, online visibility, and consumer attitude. I applied the principles of marketing and
analytical tools to derive useful insights.

One of the major aspects of my internship was creating buyer personas. This enabled me to
comprehend the motivations, expectations, and decision-making patterns of JSW Cement's target
clients. This study helped the company enhance its communication and tailor value propositions
for various customer segments.

I also conducted a perception and brand recall analysis. Here, I found that many people believe
JSW works only in the steel sector. This is very limited in terms of cement and paint divisiveness,
which limits their awareness. Findings led to suggestions on boosting brand recognition and
enhancing unified brand communication.

As one of my strategic contributions, I developed a Value Proposition Model. The model assisted
in matching the offerings of the brand with customer requirements in a competitive marketplace. I
worked with internal teams to provide information on the new plant project, competitive strategy,
and assisted in digital campaigns. This experience further enhanced my knowledge of industrial
marketing and corporate strategy.

During this internship, I enhanced my strategic thinking, communication, and research skills. I
learned how branding, consumer insights, and internal culture interrelate to drive business
outcomes. It was a useful experience that reinforced my passion for manufacturing and
infrastructure strategic roles.
 Chapter 1. INTRODUCTION

1.1 About the Industry

The Indian cement industry is critical for the growth of India's infrastructure. Be it constructing
houses, roads, schools, or shopping malls, cement is crucial. India is the world's second-largest
cement-producing nation, and the sector keeps on expanding steadily with increasing urbanization,
fast-paced building, and initiatives like Smart Cities, Affordable Housing, and Bharatmala from the
government.

Over time, the market has grown more competitive and dynamic. UltraTech, Ambuja, ACC, Dalmia
Bharat, and JSW Cement are top players who continuously innovate not just in production but also in
marketing and engaging their audience. Cement is no longer just about durability and strength; it's
also about trust, visibility, and the trust brands establish with their dealers, contractors, and small
home builders.

Presently, Eastern India is one of the most potential growth areas for cement players. Regions such
as West Bengal, Odisha, Bihar, and Jharkhand are witnessing large-scale construction and
developmental projects and hence are good markets. But doing business in these markets requires
more than logistics and supply; there is a need to understand the local mindset and prove credibility
based on effective communication.

The sector is also embracing sustainability. As awareness of issues on the environment grows, more
companies are investigating environmentally friendly processes like low-carbon cement
manufacturing, waste minimization, and alternative fuels. While this is going on, digital tools,
mobile applications, and social media platforms are transforming the way companies interact with
partners as well as customers.

Overall, the Indian cement sector is changing rapidly. It is no longer a B2B environment; it is
becoming more people-centric, marketing-driven, and technology-enabled. With competition being
so high, particularly in the East, right communication can have an important contribution.
 1.2. About the Company

JSW Cement Limited is India's one of the fastest-growing cement producers with a vision for
sustainability. Being a part of the $23 billion JSW Group, the company embodies the group's
conviction in nation-building through sustainable development, innovation, and expansion that
benefits all. JSW Cement believes in making environmentally friendly blended cement by utilizing
industrial by-products such as slag and fly ash. This lowers carbon emissions and encourages
activities that help in the implementation of a circular economy.

The firm has its headquarters in Mumbai and is widely spread with manufacturing units throughout
India. Its key units are situated at Vijayanagar (Karnataka), Nandyal (Andhra Pradesh), Salboni (West
Bengal), Jajpur (Odisha), Dolvi (Maharashtra), and Shiva Cement in Odisha. At present, the firm is
manufacturing more than 19 million tonnes per annum (MTPA) and aims to achieve 25 MTPA in the
near future. The firm is looking forward to expanding business in Eastern India, which is developing
rapidly due to urbanization, infrastructure work, and increased housing needs.

JSW Cement's primary products are Portland Slag Cement (PSC), Ground Granulated Blast Furnace
Slag (GGBS), Ordinary Portland Cement (OPC), and Composite Cement (CC). These products find
extensive application in residential, commercial, as well as large-scale infrastructural projects and are
known for their strength, durability, and eco-friendly composition.

Within the competitive cement industry, JSW Cement moves beyond production. The company
invests in strategic messaging, involving dealers, brand building, and digital media. It realizes the
value of local messaging, particularly in Eastern India, where consumer culture, dealer psychology,
and market dynamics vary compared to other areas. Whether reaching out to contractors and
engineers or informing individual home builders (IHBs), JSW Cement emphasizes trust and long-
term relationships by establishing local campaigns and experiential events.

The employee-centric culture of the company is yet another strong point. It inspires innovation,
leadership, and hands-on learning in the employees. Interns as well as young professionals are
assigned actual projects in various domains, so they learn skills in market research, branding, HR,
digital strategy, and channel management.
 JSW Cement is also dedicated to Corporate Social Responsibility (CSR). It operates several
initiatives under education, healthcare, skill development, and environmental conservation,
particularly in localities around its manufacturing plants.

Vision
"To be the market-leading manufacturer of green cement in India by building value for our
stakeholders, enabling sustainable construction, and contributing to the nation through innovation and
responsibility."

Mission

 To produce high-quality cement products through sustainable and resource-conserving processes.

 To grow responsibly in new markets such as Eastern India and target regional requirements and
stakeholder engagement.

 To develop long-term relationships with dealers, contractors, and customers through transparent
communication and sustained service.

 To enable employees, encourage innovation, and drive growth along the value chain.

 To minimize environmental footprint through green cement, alternative fuels, and energy-efficient
technologies in alignment with worldwide sustainability objectives.
 Supported by its strong base of sustainability, innovation, and stakeholder confidence, JSW Cement
is contributing to infrastructure development and defining the future of sustainable construction in
India.
 2. LITERATURE REVIEW

(An Analysis On Cement Sector As An Investment Avenue, 2025) The

expansion of India's infrastructure and economy depends heavily on the
cement sector. From 2020 to 2024, this study examines the market trends
and financial standing of significant companies, including Ultratech, ACC, J.K.
Cement, Indian Cement, and Prism Cement. Despite having solid positions,
Ultratech and ACC struggle with profitability and liquidity. While Indian and
Prism Cements show growth potential, J.K. Cement shows losses. For long-
term industry sustainability, the study recommends leveraging infrastructure
projects, implementing new technologies, and increasing efficiency.

(Marinelli & Janardhanan, 2022) Although cement is necessary for building all
over the world, its production uses a lot of energy and has a big impact on
climate change. India, the second-largest cement producer in the world,
must adopt more environmentally friendly methods. The main obstacles to
the cement industry in India implementing sustainable practices are
examined in this study. The Best-Worst Method (BWM) and the opinions of
five experts are used to determine the main obstacles, which are a lack of
corporate support, a lack of skills, and a lack of funding. To promote
significant environmental change, experts emphasize the value of
government-supported funding, training, and research in addition to strong
leadership.

(Kumar Patjoshi, n.d.) In India's financial system, the stock market is crucial
because it provides investors with opportunities despite risks and
uncertainties. The volatility trends of cement companies listed on the Indian
stock exchange are the main subject of this study. It uses tools like mean,
standard deviation, skewness, kurtosis, correlation, and regression to
analyze returns using daily closing prices from the BSE from 2010 to 2019.
The goal is to comprehend how changes in price impact investor choices and
risk tolerance in relation to the market performance of the cement industry.
(Rajendran, n.d.) With the private sector controlling 98% of production, India
is the second-largest cement producer in the world, accounting for over 7%
of global capacity. With a predicted CAGR of 5.68% from FY16 to FY22, the
industry is expanding and supported by abundant limestone reserves. The
profitability of significant cement companies from 2018 to 2022 is examined
in this study, along with the effect of COVID-19. Sales, changes in
operations, and growing expenses all have an impact on net profits, which
are typically found to be between 5 and 10%. To increase long-term
profitability, the study recommends improving cost controls and sales
tactics.

(Jena et al., 2025) According to a study on a cement plant in India, almost

60% of its activities have a major negative influence on the environment.
Dust (PM), fugitive emissions, and gases such as SOx, NOx, and CO₂ are
major concerns. One plant alone emits 945,157 tons of CO₂ and 207.5 tons
of dust annually. The environmental burden increases significantly when
national production is scaled up. In order to assist plants in achieving
sustainability goals, the study suggests an environmental management
model and emphasizes the necessity of pollution control at the source.

(Maram & Jha, n.d.) India's infrastructure and urban development are
significantly influenced by the cement industry. With increased capital
expenditure allocations and government programs like the Pradhan Mantri
Awas Yojana (PMAY-U), the nation, which is currently the world's second-
largest producer of cement, is expected to see an increase in demand. To
keep up, industry leaders like UltraTech Cement, Adani Group, and Ambuja
Cements are increasing their production capacities. In order to take
advantage of new opportunities and assist India's developing real estate and
infrastructure market, they are embracing both organic growth and
acquisitions.

(Reddy, 2020) A vital component of building and infrastructure, cement is

intimately related to the development and prosperity of a country. Cement
production in India started in 1904 with a small plant in Chennai, but it
wasn't until 1914 that a unit in Porbandar, Gujarat, marked the beginning of
the industry's real boom. More plants appeared over the years, increasing
capacity and drawing from limestone reserves. Today, cement contributes
significantly to India's GDP, particularly through government infrastructure
and housing projects. This study examines the production efficiency of the
industry, considers its history, and makes recommendations for ways to
increase capacity utilization.

(Kumar et al., n.d.) A key component of construction worldwide, cement

contributes 8–10% of CO₂ emissions worldwide, raising concerns about its
effects on the environment and the depletion of natural resources.
Innovative approaches are being investigated in response, such as nano
concrete, which uses carbon nanotubes to increase strength and durability.
To make concrete more sustainable, recycled materials and natural
pozzolans are also becoming more and more popular. Although there are still
obstacles to overcome in the adoption of green concrete, a number of Indian
businesses are setting the standard for environmentally friendly practices,
ranking among the top manufacturers of sustainable cement worldwide, and
promoting greener building solutions.

(Manjunatha, 2022) Using financial data from 38 listed cement companies,

this study investigates the major factors affecting profitability in the Indian
cement industry. According to the analysis, the PBIT to total assets ratio,
sales volume, and several working capital ratios—more especially, to total
assets, operating expenses, and net sales—are important performance
drivers. These observations provide a clear picture of the factors influencing
industry profitability. In addition to opening the door for more in-depth,
company-specific research in the future, the results can be used as a
standard by which to compare Indian companies with their international
counterparts.

(Balasubramaniam et al., n.d.) Rising housing demand and quicker

infrastructure development by the federal and state governments were
expected to fuel India's cement industry's 4.5% growth in 2017–18.
According to ICRA, demand is expected to rise by 3% given current
production trends. The profitability of India Cements Limited from 2012–13 to
2016–17 is the main focus of this study. It projects the trend line for the
company's net profit margin over time and assesses performance using
metrics like mean, standard deviation, and compound annual growth rate.

(Suryakumar, 2021) "Brands rule the hearts of customers"—even when there

is little marketing, consumers frequently stick with the cement brands they
are comfortable with. This study uses a convenience sample of 156
respondents to investigate consumer perceptions of cement brands in the
Theni district of Tamil Nadu. Results show that strong brand trust encourages
repeat business even in the face of little advertising. The study does point
out that quality is still crucial for the future, though. In a cutthroat market,
brands can change perceptions and grow their clientele with effective
marketing, particularly on digital channels.

(Say & Ceran, 2025) Growing concerns about sustainability, innovation, and
energy efficiency have made cement, the primary binder in concrete—the
most used material in the world after water—more strategically important.
Cement manufacturers in Turkey follow European standards by producing
their products in accordance with TS EN standards. This study examines the
factors influencing the capital structure of 13 cement companies listed on
Borsa İstanbul between 2014 and 2023. The results indicate that while return
on assets and the current ratio have a negative impact on capital structure,
other factors, such as company size and asset composition, have a positive
impact and provide important information for sustainability and strategic
financial planning.

(Japee et al., 2023) India's economy depends heavily on the cement sector,
of which Ultratech Cement Ltd. and Shree Cements Ltd. are major
participants. This study uses statistical tools and financial ratios to compare
their performance from 2017–18 to 2021–22. According to the findings,
Shree Cements has a higher net profit margin and quick ratio, which
suggests improved short-term liquidity and cost control. Ultratech's high
inventory turnover rate is indicative of effective stock management. The
quick and inventory ratios show notable variations, but not the net profit
margins, according to the results of the t-test.

(“Experiences of Cement Industry in India,” 2018) With its state-of-the-art

facilities and cutting-edge technologies, the Indian Cement Industry (ICI) is
extensively distributed throughout the nation. Approximately 84 major
corporations run 221 plants with a combined yearly capacity of 444 million
tonnes as of 2015–16. Housing, industry, and infrastructure are all supported
by cement, a crucial sign of economic expansion. This study uses graphs and
secondary data to examine ICI's growth between 2011 and 2016. Along with
highlighting important issues like underutilization, exorbitant costs, and
infrastructure gaps, it provides guidance for enhancing the performance of
the sector going forward.

(Chouhan et al., 2021) Sustainability reporting sheds light on a business's

governance, social, environmental, and economic performance. Despite the
existence of frameworks such as GRI, many Indian businesses continue to
report sustainability practices inconsistently. The sustainability accounting
procedures of five significant cement companies in India—JK Cement, Shree
Cement, ACC, Binani Cement, and Ambuja Cement—are investigated in this
study. The study reveals notable distinctions between the disclosure of
financial and non-financial sustainability factors using questionnaires and
MANOVA analysis on 13 important reporting items. In order to improve
environmental responsibility and long-term sustainable growth in the
industry, it suggests implementing standardized best practices.

(P. Kumar et al., 2024) Infrastructure and economic growth depend on

cement production, but it must adapt to shifting consumer demands and
sustainability guidelines. This study investigates how Indian cement
companies can achieve long-term success through Customer Relationship
Management (CRM). It investigates how pricing, communication, brand
loyalty, and product quality affect customer satisfaction through surveys,
interviews, and questionnaires. The study emphasizes the necessity of
customer-focused tactics that promote both economic expansion and
environmental stewardship. It provides insightful information that helps
researchers, policymakers, and industry professionals forge enduring bonds
and advance sustainable development in the field.

(Viswanathan & Hajira, 2023) For cement companies, entering international

markets poses a number of difficulties that call for careful market research,
calculated planning, and effective risk management. Businesses must invest
in cross-cultural competencies, form solid alliances, keep abreast of legal
changes, and create adaptable business plans if they want to succeed. One
hundred Ramco and India Cements employees are the subject of this study.
Their marketing plans, international expansion initiatives, and sustainability
practices can all be examined in future studies. Customer satisfaction,
loyalty, and the impact of technology on the development of the cement
industry can all be evaluated with the use of surveys and interviews.

(Siame et al., 2024) The demand for cement increased by 8% in 2022 and
12% in 2023, and by 2030, further growth is anticipated. But the process of
making cement still uses a lot of energy, particularly when the clinker is
being formed, which uses 70–80% of the energy. This study investigates the
use of machine learning, data analytics, and process re-engineering to
increase kiln energy efficiency. Regression analysis in Minitab and MATLAB
Simulink simulations were used to examine data from two semi-automated
plants. The end result is a predictive energy model that uses data-driven,
intelligent control systems to minimize environmental impact and maximize
kiln performance.

(Sarkar et al., 2025) With more than 8% of the installed capacity worldwide,
India is the second-largest cement producer in the world, behind China. Top
companies like UltraTech, Shree Cement, and Dalmia Bharat control the
market, with 98% of this capacity in the private sector. Both production and
consumption of cement are continuously increasing, and exports outnumber
imports. Production increased 6.83% year over year to 374.55 million tonnes
in FY23. The industry is expected to reach 5.99 billion tonnes by 2032,
growing at a CAGR of 4.7%, thanks to abundant limestone reserves, robust
government focus on infrastructure, smart cities, and improved logistics.

(Prasad et al., 2019) Understanding cement brand positioning and consumer

behavior was the goal of this study, which was carried out in Rajasthan
between April and July 2018. Nine of the original 15 brands—Ambuja,
UltraTech, Shree, JK, Binani, Nirmax, Wonder, Birla, and Coromandel—were
chosen for in-depth examination using R's multidimensional scaling (MDS).
Three brand clusters were identified by the perceptual map, with Ambuja
and UltraTech being preferred for significant projects. Price was found to be
the second most important factor influencing consumer choice, after quality
and brand reputation. Manufacturers and distributors can more successfully
match their strategies with consumer expectations with the aid of these
insights.
 3. RESEARCH METHODOLOGY

3.1 Research Objective

This research seeks to examine how JSW Cement can more effectively communicate with its public
as it seeks to establish its footprint in Eastern India. JSW Cement may already be doing well in the
business, yet so many still associate it with steel. This indicates a necessity for more effective and
compelling communication strategies—not only about the products of the brand, but also about how
it engages emotionally and digitally with the public.

The research concentrates on:

1. To gauge JSW Cement's perception in the Mumbai market.
2. To identify gaps in brand presence and digital visibility.
3. To develop targeted strategies to enhance customer engagement and brand recall.
The primary aim is to discover means for JSW Cement to become visible, relatable, and credible in
the eyes of potential customers, particularly in emerging markets such as Eastern India.

3.2 Research Design

To get genuine feedback, I went out and talked to individuals who use, suggest, or purchase cement.
This was not a study from the desk. Rather, I traveled to building sites, stores, colleges, design firms,
and residential complexes in Mumbai. The hectic pace of construction in the city and its diversity
were unearthing insights that could be extended to urban and semi-urban markets in the East too.

The study was exploratory and qualitative, i.e., it aimed to comprehend feelings, likes, and actual
experiences as opposed to mere statistics. I conducted face-to-face interviews so individuals could
provide their opinions and expectations unrestrainedly. I took note not only of their spoken words but
also their faces and postures, lending greater depth to the observations.

3.3 Sampling
I didn't randomly select participants in this research; I picked respondents attentively. I consulted
with those who were directly working on construction, either professionally or as users. These
included:
- Contractors, site managers, and civil engineers who utilize cement on a daily basis.
- Shopkeepers who know what the customer requires.
- Future professionals in architecture and civil engineering students.
- Homeowners, particularly first-time builders, who are concerned about quality and reliability.
In all, I collected feedback from 150 people between June 11th and 23rd, 2025, and all of them were
based in Mumbai.
3.4 Data Collection Tools
I didn't utilize long forms or electronic questionnaires. Rather, I used a tangible log sheet and an
easy-to-read set of questions to prompt my conversations. This left the conversation as it would be in
natural settings, a spontaneous but informative chat. I inquired like so:
- "Which cement companies do you normally favor and why?"
- "Have you ever used the JSW Cement mobile app? If so, how was your experience?"
- "What features or tools would be helpful in making a cement app more useful for your job?"
- "Do you remember seeing JSW Cement online or through advertisements? Where and how?"

The aim was to allow individuals to share freely, while I could get information that structured
questionnaires would not.

3.5 Data Analysis Strategy

Once all the feedback had been gathered, I worked through the scribbles and categorized similar
responses. For example, if lots of individuals mentioned "JSW makes me think of steel," that was a
theme. Some other themes were:
- Blending of JSW Cement with JSW Steel.
- The app being not so practical to be used in real life.
- JSW Cement not turning up in web searches when individuals search for tips or tools for building.
- JSW needing to be more human and relatable in its communications.
By linking these ideas with particular quotes and experiences, I gave a clear picture of how
individuals presently perceive the brand and what is anticipated in the future.

3.6 Research Limitations

Though this research provided some practical insights, there were some limitations:
- The survey was undertaken only in Mumbai, hence the findings might not represent the views of
individuals in Eastern India completely. Several urban issues and user behaviors do have
commonalities, though.
- I interviewed 150 individuals, which is appropriate for qualitative research but not sufficient for
statistical reliability.
- The feedback was personal and verbal, i.e., based on feelings and impressions and not exact
measures.
Yet, the honesty and depth of the answers make this study a good starting point for learning how
JSW Cement can improve its communication approach, online presence, and emotional appeal to its
audience.
 4. DATA ANALYSIS AND INTERPRETATION

4.1 Brand Awareness and Perception

Observation:
Out of 150 people interviewed:

 81 percent had heard of “JSW” as a brand.

 71 percent confused JSW Cement with JSW Steel.
 Very few people recalled JSW Cement as their first choice. Ultratech, JK Cement, ACC, and
Ambuja were mentioned more frequently.

Interpretation:
The data clearly shows a brand identity gap. Most people know the JSW name but associate it with
steel, not cement. This confusion is especially common among contractors and students. While JSW
Cement is known for product quality, its brand story hasn’t reached the end consumer or even key
influencers like masons and retailers.

For example, when asked about preferred cement brands, many participants said things like
“Ultratech Yellow Bag” or “Ambuja Lion,” which reflects strong visual and emotional branding.
JSW Cement, in contrast, lacks a distinct symbol, tagline, or campaign recall in consumers’ minds.

4.2 Mobile App Usage and Expectations

Observation:

 Only 26 percent of respondents had ever used any cement-related app.

 Of them, just 12 respondents (8 percent of app users) had used the JSW Cement app.
 Among those, 58 percent rated it 1 to 2 stars.
 Preferred app features included:

 Home planner: 65 percent

 Progress tracker: 59 percent
 3D visualisation tools: 54 percent
 Budget estimator: 40 percent

Interpretation:
JSW Cement's app is not widely adopted, and among those who use it, the experience is
underwhelming. Several users described it as a digital brochure rather than a practical tool.
Today, contractors and homeowners expect apps to offer useful features like strength calculators,
design visuals, and construction planning tools. Brands like Ultratech have set excessive expectations
with 3D design views and educational content. JSW’s app lacks these features and does not solve
everyday user problems, resulting in low engagement.

4.3 Digital Presence and Online Search Behaviour

Observation:

 Only 7.3 percent of users recalled seeing JSW Cement in online ads.
 Common search terms included “ceiling designs,” “waterproofing solutions,” and “material cost
calculator.”
 Most users searched for ideas and solutions rather than specific brands.
 JSW Cement often did not appear in top search results.

Interpretation:
In today’s digital-first world, visibility is critical. JSW Cement is not showing up where potential
customers are searching. People are looking for information, tools, and ideas—not necessarily
brands. Brands like Ultratech and JK Cement have filled this space with blogs, how-to videos, and
SEO-optimized content.

JSW Cement’s limited digital presence means it is missing the chance to influence decision-making
during key online interactions. This also reflects why users feel less emotionally connected to the
brand—they simply do not meet it often enough in digital spaces.

4.4 Emotional Connection and Communication Gaps

Observation:

 Homeowners said they want to see real stories, not just technical specs.
 Contractors noted a lack of content in local languages or formats.
 Students want webinars, case studies, and interactive tools for learning.
 Vendors said JSW is not top-of-mind unless specifically recommended.

Interpretation:
Even though JSW Cement offers quality products, it has not built an emotional connection with its
audience. Consumers and professionals alike want more relatable, helpful content. Whether it is
WhatsApp videos in regional languages, real-life stories from homebuilders, or visual explainers,
people want to feel understood and supported.
There is strong potential for JSW Cement to grow its presence by communicating in a more human,
localised, and interactive way.

Area Insight Interpretation

Brand recall High name awareness but JSW needs clearer

associated with steel branding as a cement
company

App usage Low downloads and poor App must become more
user reviews practical and value-driven

Digital visibility Weak presence in online SEO, influencer content,

search results and tutorials need to be
strengthened

Consumer needs Emotional and Communication should

educational support feel human, regional, and
missing helpful
 5. CONCLUSION AND SUGGESTIONS

Conclusion

The primary aim of this study was to comprehend how JSW Cement can develop stronger, more
effective channels of communication to support its market growth in Eastern India. We conducted a
study among 150 people in Mumbai, including contractors, site managers, homeowners, students of
architecture, and retailers. The survey found that while people have a sense of regard for the quality
of JSW Cement's product, the brand's positioning, digital presence, and emotional connection with
users need to improve significantly.

One major insight is that the JSW Cement brand confuses the majority. Seventy-one percent of
respondents equate "JSW" more closely with steel than cement. This confusion limits JSW
Cement's ability to differentiate itself in a competitive environment, where brands like Ultratech,
Ambuja, and JK Cement have well-defined identities and emotional connections to customers.

The JSW Cement mobile application could be useful somehow; however, currently, it lacks
entertaining and utilitarian features. Buyers consider it a digital catalog and not an effective
building tool. The level of satisfaction is low. The absence of useful tools like slab strength
estimators, budget calculators, or interactive 3D visualizers renders it not very helpful for
professionals or individual home builders.

Another telling factor is JSW Cement's lack of presence on the web. Customers looking for cement
brands or construction advice do not find JSW Cement very often in their search results compared
to other companies. This decreases its popularity and credibility, particularly among young people
who utilize search engines such as Google, YouTube, and Instagram as their source of information.

Finally, emotional connection was lacking in the study. The respondents, especially homemakers
and students, expressed a need for more relevant and relatable content in their region. They
mentioned wanting to hear stories of real families buying their first home, tutorial videos in regional
dialects, and interactive student education content.

Briefly, the study offers the insight that while JSW Cement has a robust foundation in product
quality and corporate support, it needs to change its communication strategy to be more consumer-
focused, emotionally engaging, digitally attuned, and locally relevant in context—especially in the
event of establishing a robust brand presence in Eastern India.

Suggestions

According to customer feedback and research on competitors, the following practical suggestions
are available for JSW Cement to make it more visible as a brand, engage with customers, and be
appealing locally.

1. Develop a Clear and Distinct Brand Identity

•Establish a focused brand awareness campaign that differentiates JSW Cement distinctly from
JSW Steel in consumers' minds.

• safe zone Utilize visual identifiers such as color schemes, brand mascots, taglines, or packaging
emblems that enhance recognizability, i.e., Ultratech's yellow bag or Ambuja's lion.

•Make "JSW Cement" a household name by simple, plain-language advertising in the Eastern
market.

2. Redesign the Mobile App as an Every-Day Handheld Companion, not a Brochure

•Redesign the app from a site of information to an actionable building buddy.

•Make inclusions like 3D home planners, timeline trackers, budget calculators, and slab strength
calculators.

•Make inclusions of mason and dealer dashboards with loyalty rewards, learning resources, and
referral programs.

•Localize the interface provided with local language and promote the app via QR codes on cement
bags, dealer counters, and construction sites.

3. Increase Digital Visibility and SEO Strategy

•Optimize JSW Cement's website and blog to rank higher on Google search for target terms such as
"best cement for roofs," "affordable house building," and "how to select cement."

•Publish and share regional-language videos, influencer collaborations, knowledge reels, and short
lessons on YouTube and Instagram.

•Content marketing based on values instead of purely promotional content. Attempt to position JSW
Cement as a reference point, not just a product supplier.

4. Emotionally Connect Through Storytelling and Something Relevant

•Share real stories by students, builders, first-time builders, and families who use JSW Cement.
Establish credibility by focusing on the human aspect rather than technical data.

•Use social media platforms like WhatsApp and Instagram, and local newspapers, for sharing
simple-to-understand explainers, instructional videos, and local success stories.

•Highlight safety, legacy, trust, and pride themes, especially in Tier 2 and Tier 3 towns where local
influence is of critical importance.

5. On-Ground and Regional Connect

•Host live demonstrations, expert sessions, and training workshops on-site, trade shows, colleges,
and rural retailing areas.

•Partner with nearby colleges and ITIs for brand-sponsored competitions, webinars, or certificate
courses for students of civil engineering.

•Launch a "JSW Shakti" initiative in Eastern India to empower small vendors and contractors by
training and promotional tie-ups.

These suggestions are meant to help JSW Cement not only grow geographically but also reach out
more intensively to grassroots communities, refine its message to real market needs, and become a
brand that is not only seen—but believed in, recognized, and preferred.
 6. LEARNING OUTCOMES

My internship at JSW Cement was not only exposure to the industry, but it was a transformative
experience that enabled me to develop professionally and personally. I took theoretical academic
knowledge to real-world business problems through this project and created value additions to a live
case study of strategic communication and brand perception. The primary objective was to learn how
JSW Cement could improve its brand recognition and communications strategy, particularly as it
grows in the Eastern Indian market.

During the internship, I achieved a balanced perspective of how perception among consumers, online
presence, and strategic branding influence the growth of a firm in competitive industries such as
cement and infrastructure. Learning outcomes:

1. Application of SWOT and PESTLE Analysis

One of the most important takeaways from this project was learning to use SWOT (Strengths,
Weaknesses, Opportunities, Threats) and PESTLE (Political, Economic, Social, Technological,
Legal, and Environmental) analysis frameworks. While these tools are often discussed in classrooms,
the internship allowed me to see their practical application in a business setting.

I applied SWOT to evaluate JSW Cement's strengths, such as product excellence and sustainability
initiatives, and weaknesses, including brand confusion and low app adoption.
With PESTLE, I analyzed how outside influences such as government infrastructure policies,
regional language diversity, digital trends, and environmental expectations influence a brand's
strategy, especially in regions such as Eastern India.

These analyses assisted in structuring my research, and I understood how to convert theoretical
models into actionable business suggestions.

2. Practical Familiarity of Brand Perception

Discussion with stakeholders, contractors, architects, students, retailers, and homeowners helped me
comprehend the emotional and utilitarian sides of brand perception. I realized that a brand's identity
is not created by advertising alone but also through distinct messaging, consistent digital presence,
and local emotional connection.

Misunderstanding between JSW Cement and JSW Steel revealed a very large gap in brand
distinctiveness. This identified the necessity of separate brand personalities, particularly for large
corporations with different product offerings.

3. Power of Ground-Level Research

On-the-ground qualitative research was probably the most fulfilling aspect of the internship.
Traveling to construction sites, shops, and schools enabled me to have actual conversations with
users, something that no classroom exercise can do.

I discovered how to frame good questions, listen actively, observe behavioural signals, and harvest
insights that transcend data. This exercise enhanced my people skills, empathy, and insight
generation.

4. Insights into Digital Transformation in Traditional Sectors

This project shifted my view regarding conventional industries such as cement. I understood that
areas previously thought to be offline are now incorporating digitalization. Customers, particularly
the younger generation, anticipate that building brands should have a footprint on channels such as
YouTube, Instagram, and WhatsApp. They look for content that is informative, relevant, and
relatable to their needs.

I also discovered the significance of Search Engine Optimisation (SEO), app design, and digital
storytelling in pushing brand engagement, even for technical or B2B products.

5. Significance of Emotion, Simplicity, and Localisation in Communication

The most impactful lesson that I learned was the necessity to humanise brand communication.
Customers do not want merely product attributes; they would like to understand how a brand is
integrated into their lives and values.

This holds particularly true in areas such as Eastern India, where tradition, language, and trust play a
role in influencing daily decisions. I discovered that regional narratives, local content, and examples
from life can build stronger relationships than conventional advertising strategies.

6. Strategic Thinking and Business Communication

As I navigated data analysis, insight mapping, and developing recommendations, I learned to
communicate my findings using business-friendly language. I improved my skill to:
•Construct structured reports
•Deliver data-driven recommendations
•Align consumer requirements with business goals
•Analytically assess which strategies would succeed in particular markets
This third project also enhanced my presentation abilities, my sense of design, and report writing—
essential skills in corporate settings.

7. Cross-Functional Insights and Career Clarity

By witnessing the way JSW Cement's branding, digital, and operations teams collaborate, I observed
the way departments cooperate to provide a cohesive brand message. I learned about:
•Customer segmentation
•Digital marketing approaches
•Influencer activation
•Market research methodology

This internship opportunity allowed me to demonstrate my strengths such as consumer insight

analysis, strategic development, and communication design which has deepened my passion for
pursuing a career in brand strategy, digital marketing, or business consulting.
 7. CONTRIBUTION TO THE ORGANIZATION

As a summer trainee at JSW Cement, I contributed to a project that aimed to identify the brand's
market perception and enhance its communication strategy, especially as it ventured into Eastern
India. This provided me with an opportunity to learn how a big infrastructure brand operates and
engage actively through research, analysis, on-field interaction, and strategic proposals.

My work helped JSW Cement achieve its objective of strengthening consumer relationships,
growing digital engagement, and establishing a more relevant brand presence in the marketplace.

1. Assisted in Uncovering How People Actually Perceive JSW Cement.

While I was out on the ground in Mumbai, I spoke to more than 150 individuals—retailers,
homeowners, masons, contractors, engineers, and architecture students. What struck me most was
how many of them (about 71 percent) regarded "JSW" as just a steel company. None of them
considered JSW Cement a distinct, powerful brand unto itself.

Through careful listening, quoting them verbatim, and grasping their thought process, I was able to
take this insight back to the business. It highlighted the requirement for JSW Cement to establish its
own identity—something more defined and understandable, particularly in emerging markets. This
feedback can now inform future campaigns, packaging, and communications.

2. Found Ways to Make the JSW Cement App More Useful and Human-Centric
When I checked out the JSW Cement mobile app, I noticed most people didn't even know it was
there. The ones who knew had hardly used it—and when I questioned them, they explained that it
didn't have much more than the essential features.

But what they actually needed was hands-on help—slab strength calculators, budget estimators,
cement grade selectors, and even quick tutorials in local languages. I therefore compiled a report
with these recommendations, framing the app not only as a company tool, but even as a real
"construction companion" for daily use. The intention was to get the digital team to think from the
user, rather than just the brand's, point of view.

3. Demonstrated How Rivals Communicate Better—and What We May Learn

I also dug in and saw what other large cement companies were doing—Ultratech, JK Cement,
Ambuja, and Dalmia. It was apparent they had a better digital presence and were engaging better
with consumers and dealers in terms of influencer content, regional videos, SEO, and even
WhatsApp tools.
Their apps were useful as well full of features folks required. By drawing these methods side-by-
side, I underscored what JSW Cement might take on board or borrow to remain competitive,
particularly in the digital realm.

4. Translated Research Into Actual, Regional Strategies That Can Be Implemented

Pulling it all together—from field learnings to app feedback and competitor analysis—I designed a
set of concise, actionable recommendations for the brand. Some of these involved introducing story-
telling campaigns in local languages such as Hindi, Odia, and Bengali, increasing visibility through
SEO and educational blogs, and conducting workshops in Tier 2 and Tier 3 cities.

I also put this all together in a clear, organized report that incorporated persona maps, SWOT and
PESTLE analysis, imagery, and findings. Now it serves as an internal go-to reference for planning
future campaigns—and most important, it's about what people on the ground actually believe and
feel.
 8. RECOMMENDATIONS

1. Create JSW Cement a Standalone Brand with Separate Identity

Reasoning:
71% of the respondents continue to connect "JSW" solely with steel, downplaying JSW Cement's brand
recognition and causing confusion among stakeholders—from end-users to retailers.

Comprehensive Measures:
Initiate a campaign of brand clarity with "JSW Cement" as a standalone identity, and not a subcategory
under JSW Steel.
Utilize plain branding on packaging, dealer boards, and communication assets with clear visual identity,
slogans (e.g., "JSW Cement – Strength Beyond Walls") and iconography specific to cement consumers.
Convey this independent identity through all touchpoints—online and offline—through regular messages
and symbolism.
2. Revamp Digital Platforms and Develop App as a Savvy Field Utility
Rationale:
The existing JSW Cement app is not viewed as a useful tool and is instead seen as a corporate brochure,
resulting in low downloads and retention.

Integrated Actions:
Transform the app into a construction toolkit by incorporating tools such as slab strength calculators, curing
timelines, budget estimators, and project progress trackers.
Offer multi-language support (Bengali, Odia, Hindi) and incorporate a WhatsApp-based chatbot or voice
assistant for site-level usability.
Promote the app via QR codes on cement bags, contractor referral programs, training classes, and ground
activations.
3. Speed Up Digital Discovery Through Regional SEO and Local Language Content
Reasoning:
Today, in the digital era, cement consumers look for reliable, local alternatives online. Today, JSW Cement
does not feature prominently in related searches.

Comprehensive Actions:
Trigger region-focused SEO with high-intent search terms like "Best cement for building a house in Patna"
or "cement price in Bhubaneswar.".
Roll out vernacular blogs, DIY videos, infographics, and expert guides in Bengali, Odia, and Hindi.
Drive JSW Cement's dealer network through Google Business listings optimized for search, YouTube DIY
playlists, and festival/season micro-campaigns on social media.
4. Create Grassroots Loyalty Through On-Ground Stakeholder Engagement
Rationale:
Masons, retailers, and contractors play a strong influence in brand selection in Eastern India. Loyalty is
created through trust, knowledge, and being present.

Integrated Actions:
Roll out JSW Shakti Programs providing branded toolkits, training certificates, and safety equipment to
contractors and masons.
Conduct technical workshops, roadshows, dealer meets, and mobile demos in tier-2 and tier-3 towns such as
Asansol, Ranchi, and Siliguri.
Provide helpful branded merchandise (helmets, tees, notebooks) to cement grassroots visibility and brand
ownership at the site level.
5. Build Emotional Appeal With Storytelling and Youth Outreach
Rationale:
Emotion and inspirational narrative influences township India consumer choice. Immersing youth and
tomorrow's decision-makers secures long-term brand loyalty.

Integrated Actions:
Initiate a narrative campaign (e.g., "Ghar Ban Raha Hai Sapnon Ka") that tells true stories of first-home
buyers and family milestones.
Partner with local influencers, vloggers, and vernacular media channels to share content through YouTube
Shorts, WhatsApp, FM radio, and local newspapers.
Collaborate with technical schools and schools of architecture for design competitions, factory visits,
ambassador programs, and social media internships, cultivating the next generation of brand influencers.
 9. REFERENCES

 Kotler, P., Keller, K. L. (2016). Marketing Management (15th ed.). Pearson Education.

 Armstrong, G., & Kotler, P. (2015). Principles of Marketing (14th ed.). Pearson.

 Porter, M. E. (1985). Competitive Advantage: Creating and Sustaining Superior Performance.

The Free Press.

 JSW Cement Official Website. (2024). Retrieved from https://www.jswcement.in

 Research & Markets. (2023). India Cement Industry Report 2023. Retrieved
from https://www.researchandmarkets.com

 IBEF (India Brand Equity Foundation). (2024). Cement Industry in India. Retrieved
from https://www.ibef.org/industry/cement-presentation

 Statista. (2024). Cement Industry in India - Statistics & Facts. Retrieved

from https://www.statista.com

 Times of India. (2023). Why Regional Language Marketing Is Gaining Popularity. Retrieved
from https://timesofindia.indiatimes.com

 Economic Times. (2023). Digital Transformation in Cement and Infrastructure Sector. Retrieved
from https://economictimes.indiatimes.com

 Hootsuite & We Are Social. (2024). Digital 2024: India. Retrieved

from https://datareportal.com/reports/digital-2024-india

 Brand24 for social media analytics https://brand24.com/

 Sethi, R. (2023). Emotional Branding in B2B: Case of Cement and Steel. Journal of Business
Strategy, 34(2), 112–120.

 Google Think Insights. (2022). Understanding IHB Decision Journey in India. Retrieved
from https://thinkwithgoogle.com

 HubSpot Blog. (2023). What Is a Buyer Persona? Retrieved from https://blog.hubspot.com

 10. ANNEXURE
Questionnaire

Annexure: Manual Interview Questions and Field Interaction Format

Mode of Data Collection: In-person and informal interviews

Respondent Categories: Contractors, masons, site supervisors, homeowners, architecture students,
retailers

Sample Questions Asked:

 What brand of cement do you currently use and why?

 Have you heard of JSW Cement? What comes to mind when you hear "JSW"?
 Do you use any mobile apps for construction help?
 What kind of construction-related content would you find useful?
 Have you seen any recent advertisements or videos about JSW Cement?

Plagiarism report