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INTRODUCTION
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INTRODUCTION
whose reported experience with a firm, its products, or its services (ratings) exceeds
percent responded that they found a customer satisfaction metric very useful in managing
and monitoring their businesses. It is seen as a key performance indicator within business
customer satisfaction ratings can have powerful effects. They focus employees on the
importance of fulfilling customers expectations. Furthermore, when these ratings dip, they
warn of problems that can affect sales and profitability. These metrics quantify an
important dynamic. When a brand has loyal customers, it gains positive word-of-mouth
marketing, which is both free and highly effective. Therefore, it is essential for businesses
to effectively manage customer satisfaction. To be able do this, firms need reliable and
customers whether their product or service has met or exceeded expectations. Thus,
expectations are a key factor behind satisfaction. When customers have high expectations
and the reality falls short, they will be disappointed and will likely rate their experience as
less than satisfying. For this reason, a luxury resort, for example, might receive a lower
satisfaction rating than a budget motel even though its facilities and service would be
when a firm has increased bargaining power. For example, cell phone plan providers, such
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as AT&T and Verizon, participate in an industry that is an oligopoly, where only a few
suppliers of a certain product or service exist. As such, many cell phone plan contracts
have a lot of fine print with provisions that they would never get away if there were, say, a
hundred cell phone plan providers, because customer satisfaction would be way too low,
and customers would easily have the option of leaving for a better contract offer.
There is a substantial body of empirical literature that establishes the benefits of customer
customer satisfaction.
loyalty. Customer satisfaction data are among the most frequently collected indicators of
1. Within organizations, the collection, analysis and dissemination of these data send a
message about the importance of tending to customers and ensuring that they have a
2. Although sales or market share can indicate how well a firm is performing currently,
satisfaction is an indicator of how likely it is that the firms customers will make
further purchases in the future. Much research has focused on the relationship between
individuals who rate their satisfaction level as 5 are likely to become return
customers and might even evangelize for the firm. (A second important metric related
of surveyed customers who indicate that they would recommend a brand to friends."
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Construction (Measuring customer satisfaction)
Customer satisfaction is measured at the individual level, but it is almost always reported
at an aggregate level. It can be, and often is, measured along various dimensions. A hotel,
for example, might ask customers to rate their experience with its front desk and check-in
service, with the room, with the amenities in the room, with the restaurants, and so on.
Additionally, in a holistic sense, the hotel might ask about overall satisfaction with your
purchase goods and services for a combination of two types of benefits: hedonic and
utilitarian. Hedonic benefits are associated with the sensory and experiential attributes of
the product. Utilitarian benefits of a product are associated with the more instrumental and
functional attributes of the product (Batra and Athola 1990). Customer satisfaction is an
ambiguous and abstract concept and the actual manifestation of the state of satisfaction
will vary from person to person and product/service to product/service. The state of
correlate with satisfaction behaviors such as return and recommend rate. The level of
satisfaction can also vary depending on other options the customer may have and other
products against which the customer can compare the organization's products.
Work done by Parasuraman, Zeithaml and Berry (Leonard L) [5] between 1985 and 1988
provides the basis for the measurement of customer satisfaction with a service by using the
gap between the customer's expectation of performance and their perceived experience of
performance. This provides the measurer with a satisfaction "gap" which is objective and
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"confirmation/disconfirmation" theory of combining the "gap" described by Parasuraman,
Zeithaml and Berry as two different measures (perception and expectation of performance)
The usual measures of customer satisfaction involve a survey with a set of statements
using a Likert Technique or scale. The customer is asked to evaluate each statement and in
scale used, the objective is to measure customers perceived satisfaction with their
quality measures need to have high satisfaction loadings, good reliability, and low error
found that two multi-item semantic differential scales performed best across both hedonic
and utilitarian service consumption contexts. According to studies by Wirtz & Lee (2003),
they identified a six-item 7-point semantic differential scale (e.g., Oliver and Swan 1983),
which is a six-item 7-point bipolar scale, that consistently performed best across both
hedonic and utilitarian services. It loaded most highly on satisfaction, had the highest item
reliability, and had by far the lowest error variance across both studies. In the study, the six
items asked respondents evaluation of their most recent experience with ATM services
and ice cream restaurant, along seven points within these six items: please me to
displeased me, contented with to disgusted with, very satisfied with to very
dissatisfied with, did a good job for me to did a poor job for me, wise choice to poor
A semantic differential (4 items) scale (e.g., Eroglu and Machleit 1990) [9], which is a four-
item 7-point bipolar scale, was the second best performing measure, which was again
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consistent across both contexts. In the study, respondents were asked to evaluate their
experience with both products, along seven points within these four items: satisfied to
The third best scale was single-item percentage measure, a one-item 7-point bipolar scale
(e.g., Westbrook 1980). Again, the respondents were asked to evaluate their experience on
both ATM services and ice cream restaurants, along seven points within delighted to
terrible. It seems that dependent on a trade-off between length of the questionnaire and
quality of satisfaction measure, these scales seem to be good options for measuring
customer satisfaction in academic and applied studies research alike. All other measures
tested consistently performed worse than the top three measures, and/or their performance
varied significantly across the two service contexts in their study. These results suggest
that more careful pretesting would be prudent should these measures be used.
Finally, all measures captured both affective and cognitive aspects of satisfaction,
(liking/disliking) towards a product, which can result from any product information or
on how the products performance compared against expectations (or exceeded or fell
short of expectations), was useful (or not useful), fit the situation (or did not fit), exceeded
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COMPANY PROFILE
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Village Asmoli, Tehsil Sambhal, Moradabad, Moradabad - 244001, Moradabad
Mr.V.K.Goel.
In 1933, the company started with a production capacity of 300 TCD. Today the Dhampur
Group has a combined capacity of 39,500 TCD. Company also operates captive power
Fibrizors, Pressure Feeders, Fiber based single tandem, Pressure Evaporation System with
Dhampur Sugar is the first and the largest manufacturer of refined sulphurless sugar in the
India. Company captive power generation capacity is amongst the largest in India.
It has also emerged as the highest ethanol manufacturing capacity relative to its cane
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Company s manufacturing facilities are located at Dhampur, Mansurpur, Asmoli and
In 2010, Dhampur Sugar Mills acquired Dhampur Sugar Distillery Private Limited.
Products
Sugar Being pioneer in manufacturing of Sulphurless Refined Sugar, the company uses
Defeco Remelt Process in which the sugar, after it has crystallized, is melted all over again
and all the impurities are removed without the use of sulphur. The company also
Ethanol Ethanol is a product that is generated from sugarcane molasses and juice,
Alcohol (170 KL/day), Extra Neutral Alcohol (60 KL/day), Carbon Dioxide (20 MT/day),
Acetaldehyde (50 MT/day), Acetic Acid (35 MT/day), Acetic Anhydride (15 MT/day) and
IRECTORS' REPORT
Your Directors are pleased to present their 79th Annual Report together with the
Company's audited accounts for the year ended 31st March, 2014
In accordance with the general circular issued by the Ministry of Corporate Affairs,
Government of India, the Balance Sheet, Profit and Loss Account and other documents of
the subsidiary companies are not being attached with the Balance Sheet of the Company.
The Company will make available the Annual Accounts of the subsidiary companies and
the related detailed information to any member of the Company who may be interested in
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obtaining the same. The annual accounts of the subsidiary companies will also be kept
open for inspection at the registered office of the Company and that of the respective
Public deposits:
Public deposits as on 31st March, 2014 stood at Rs. 29.63 crore as against Rs. 24.86 crore
as on 31st March, 2014. There were unclaimed deposits amounting to Rs. 1.04 crore
pertaining to 189 depositors as on that date. Out of these, depositors with deposits
aggregating Rs.0.04 crore have subsequently claimed/ renewed their deposits. However,
Directors:
Shri Priya Brat, Shri M. P. Mehrotra, Shri Ashwani K. Gupta, Shri B. B. Tandon, Shri
Harish Saluja and Shri Rahul Bedi will be appointed as Independent Directors for a period
of five years with effect from 1st April, 2014 in compliance with the provisions of Section
Mr. Sandeep Sharma shall be appointed as Director of the Company w.e.f 15th June, 2014.
During the year Nomination by IDBI Limited in the Board was withdrawn and
Company w.e.f 08th March, 2014. Mr. J. P. Sharma, has resigned from the Directorship of
Pursuant to Section 217 (2AA) of the Companies Act, 1956, your Directors confirm:
i) That the applicable Accounting Standards have been followed in the preparation of the
Annual Accounts;
ii) That the Directors have selected such accounting policies and applied them consistently
and made judgments and estimates that are reasonable and prudent so as to give a true and
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fair view of the Company's state of affairs at the end of the financial period and of the
iii) That the Directors have taken proper and sufficient care for the maintenance of
adequate accounting records in accordance with the provisions of this Act for safeguarding
the assets of the Company and for preventing and detecting fraud and other irregularities;
iv) That the Directors have prepared the annual accounts on a 'going concern' basis.
M/s S. Vaish & Co., Chartered Accountants, Kanpur, and M/s Mittal Gupta & Co.,
Chartered Accountants, Kanpur, the Joint Auditors of your Company will retire at the
ensuing Annual General Meeting and being eligible are proposed to be reappointed.
The observations of the Auditors in their report read with the accounts are self
explanatory and therefore do not require further explanation. M/s S. S. Kothari Mehta &
Company, Chartered Accountants, New Delhi, Branch Auditors will retire at the ensuing
Annual General Meeting and being eligible are proposed to be reappointed as Branch
Auditors of the Meeraganj unit of the Company for the year 201415.
Corporate Governance:
In compliance with Clause 49 of the Listing Agreement with the stock exchanges, a
detailed Corporate Governance Report has been given elsewhere in this report, along with
the Management Discussion and Analysis report, which form an integral part of the
Annual Report.
A certificate from Shri Saket Sharma, FCS, confirming compliance with the conditions of
to this report.
Particulars of Employees:
In terms of the provisions of Section 217(2A) of the Companies Act, 1956, read with the
Companies (Particulars of Employees) Rules, 1975, as amended, the names and other
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particulars of the employees are required to be set out in the Annexure to the Directors'
Report. However, as per the provisions of Section 219(1)(b)(iv) of the said Act, the Annual
Report excluding the aforesaid information is being sent to all the Company Members and
others enSugard thereto. Members interested in obtaining such particulars may write to the
absorption, foreign exchange earnings and outgo are given in the Annexure.
We have audited the accompanying financial statements of Dhampur Sugar Mills Limited ('the
Company') which comprise the Balance Sheet as at 31st March, 2014, the Statement of Profit
and Loss and Cash Flow Statement for the year then ended and a summary of significant
Management is responsible for the preparation of these financial statements that give a true
and fair view of the financial position, financial performance and cash flows of the Company
in accordance with the accounting principles generally accepted in India including Accounting
Standards referred to in section 211(3C) of the Companies Act, 1956 ("the Act") [which
continue to be applicable in respect of Section 133 of the Companies Act, 2013 in terms of
General Circular 15/2013 dated September 13, 2013 of the Ministry of Corporate Affairs].
This responsibility includes the design, implementation and maintenance of internal control
relevant to the preparation and presentation of the financial statements that give a true and fair
view and are free from material misstatement, whether due to fraud or error.
Our responsibility is to express an opinion on these financial statements based on our audit.
We conducted our audit in accordance with the Standards on Auditing issued by the Institute
of Chartered Accountants of India. Those Standards require that we comply with ethical
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requirements and plan and perform the audit to obtain reasonable assurance about whether the
An audit involves performing procedures to obtain audit evidence about the amounts and
disclosures in the financial statements. The procedures selected depend on the auditor's
judgement, including the assessment of the risks of material misstatement of the financial
statements, whether due to fraud or error. In making those risk assessments, the auditor
considers internal control relevant to the Company's preparation and fair presentation of
the financial statements in order to design audit procedures that are appropriate in the
statements. We believe that the audit evidence we have obtained is sufficient and
VISION
DSCL are committed to creating & nurturing an organization which fosters a culture of
entrepreneurship and risk taking. An organization driven by passion to excel and deliver
DSCL's core values and beliefs are a reflection of its commitment to build a world class,
Customer Focus
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Innovation and Excellence
People Development
Continuously improve and upgrade the skills and competencies of our people
Team work
environment
Organizational Policies
DSCL believes in providing the overall comfort, social and intellectual comfort of all its
employees apart from regular wages and economic benefits available to employees under
legal provisions.
Leaves to be maintained through Sparsh (ESS) which is available with the HR.
Compensatory off
Eligible for a compensatory off if the employee has worked on his weekly off or
Should be availed the same month or in special cases in the following month.
6. Conveyance Loan
Dhampur has a capacity to produce 1700 MT per day of refined sugar and 2200 MT per
day of sulphitation sugar. Dhampurs refined sugar is also sold in one and five kg.
Dhampur Sugar Mills was the first company in India to manufacture sulphurless refined
Sugar. Dhampurs has the ablility to produce refined sugar both during the season wherein
the sugar from the sugarcane is first used to manufacture raw sugar and subsequently
refined to produce refined sulphurless sugar and in off-season when coupled with
cogeneration Dhampur can use raw sugar procured from outside to produce refined sugar.
BAGASSE, the residual fiber of sugarcane after crushing and extraction, is a valuable by-
product generated during the sugar manufacturing process. It has high calorific value and
is therefore used to generate steam and thereby electricity, which is a conventional thermal
In 1994, Dhampur was the first sugar company in India to start eco-friendly cogeneration
at one of its units, with a low . outlay as compared to conventional power plants.
Conventionally, this was restricted to providing captive power in order to meet the energy
requirements of the sugar factory. However, Dhampur was one of the first to realize the
tremendous potential it had towards reducing the power deficit, by supplying to the grid,
An additional benefit of using bagasse is that it is a renewable source of fuel and does not
dioxide than that generated in burning bagasse. Today, the Groups combined co-
generation capacity stands at 154.7 MWH with 80 MWH of grid interactive power and an
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additional 35.6 MWH is under commissioning, and is expected to come on line by 31st
Jan 2014.
Dhampur was the first in the sugar cogenerater in the world to install and operate105
kg/cm2 boiler and turbine , which has increased efficiencies in bagasse usage and made it
perhaps the most efficient cogeneration unit in the world. Dhampur additionally installed
energy saving devices which would further increase bagasse savings. This saving would
enable the company to run its power plants without external bagasse purchases. Power
Dhampur was the first sugar company in Uttar Pradesh, which was allowed export of
power under Open Access (during off-season), from 1st October, 2009, resulting in
higher realizations.
CAPACITY :
Ethanol is a generic name for Ethyl Alcohol which can be produced by fermenting
1. Portable Portable alcohol is used in varying ratios and blends in the production of
liquor. There are two main grades of portable alcohol and they are:
production of portable
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2. Industrial Industrial Alcohol is produced by denaturing alcohol with bitterants
and thereby making it unfit for human consumption. This form of alcohol is called
Usage of ethanol-blended gasoline began in the late 1970s. Environmentally, the use of
ethanol blends has assisted in reducing carbon monoxide emissions. In the United States,
one out of every eight gallons of gasoline sold contains ethanol. Most of this ethanol is
purchased as blends of 10% ethanol and 90% gasoline, known as E10, and is used as an
In India we are presently using E5 that is, 5% ethanol blend with gasoline but a
Most sugar companies in India are evolving into integrated players as diversification into
distillery, ethanol and power has become possible. This has improved the demand for
The Government of India has made blending of 5% Ethanol in motor vehicle fuels,
compulsory all over India. This directive has provided sugar mills the opportunity to
A 5% ethanol blend on an all-India basis would require around 500 million liters. The
current installed capacity would be adequate to meet this requirement as also for E10
blend, even after fully meeting the requirement of the chemical industry and potable
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2. Use Molasses which is readily available and is a by-product of the sugar
manufacturing process
as benzene.
India presently has an installed capacity of over 3,000 million liters per annum but is
Ethyl acetate is the ester of ethanol and acetic acid This colorless liquid has a
characteristic sweet smell (similar to pear drops) and is used on a large scale for use as a
solvent.
India has the potential to export to major Indian Ocean markets, due to freight
competitiveness with respect to key competitors, Brazil and Thailand. With EU exports
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reducing by 4.5 million MT, world prices per MT of sugar are expected to 10 increase in
the range of USD 50 to USD 100 . This could potentially make exports more viable for
India. However, due to the increasing emergence of destination refineries, key markets are
importing greater share of raw sugar, and India's competitiveness for raw exports is
forward, India would need to build the capability to produce raw sugar and refined sugar
The target markets are estimated to import 10 million MT of sugar by 2017 . India would
cane and sugar prices in the domestic market. India's competitiveness can also be
increased by enhancing export infrastructure like loading rates and draft in Indian ports.
Since the current cost structure of the Indian industry is uncompetitive for exports, in case
of a large sugar surplus, the government could consider using WTO compliant subsidies to
enable exports while creating stability in the domestic market. The industry could also
explore ways of collectively sharing losses due to exports, if any, since exports would
enable lower stocks in the domestic market, thus benefiting both mills and farmers through
the Indian sugar industry has commendably kept pace with the growing domestic sugar
demand. As a result, the Indian domestic market became the largest in volume; the sector
became the second largest sugar producing geography. Thus having established itself as a
key sugar producing geography, it now aspires for greater frontiers. The sugar industry
aspires to continue to service the domestic demand, while it also aims to enhance the value
complexes. However, the entire value chain of the sector farm side, mill side and market
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side is confronted by significant business and regulatory challenges. Many of these
challenges not only impact the sugar business but also impair the high potential
byproducts' businesses. The sector, thus, requires a comprehensive sector road map to
guide it towards achieving its potential. The study aims at drafting such a sector road map,
which will identify requisite business and regulatory initiatives for unlocking the sector's
potential over the next ten years. The sector road map 2017 will comprise business and
regulatory roadmaps. Business roadmap 2017 is guided by the sector's shared vision. It
realizing the opportunities, incorporating learnings from other industries that have
regulations for creating the required policy environment thereby facilitating the successful
implementation of the business roadmap. It also captures the status of sugar regulations in
key international sugar geographies. The regulatory roadmap also presents the
implementation plan, incorporating the prerequisites, risk mitigation measures and phases
of implementation for ensuring minimum adverse impact on the sector during the
transition period.
Sugarcane is primarily grown in nine states of India: Andhra Pradesh, Bihar, Gujarat,
Haryana, Karnataka, Maharashtra, Punjab, Uttar Pradesh and Tamil Nadu. More than 50
million farmers and their families are dependent on sugarcane for their livelihood. The
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sugar industry caters to an estimated 12 percent of rural population in these nine states
through direct and indirect employment. Effectively, each farmer 19 contributes to the
production of 2.9 MT of sugar every year . In addition to farmers, an estimated 0.5 million
harvesting. The sugar industry also supports diversified ancillary activities and skills that
support the local economy.The dependent population creates substantial demand for local
goods and services. In addition to the sugar industry's contribution to the rural economy, it
has significant social and economic impact for the nation as well.The sugar industry is a
green industry and is largely self sufficient in energy needs through utilisation of bagasse
for generating electricity and steam. In fact, the sugar industry generates surplus
exportable energy through cogeneration and contributes in reducing the energy deficit that
India is currently facing. The sugar industry is also the primary source of raw material for
Sugar is produced in India primarily in nine major states. In 2006, the six states of Andhra
Pradesh, Gujarat, Karnataka, Maharashtra, Uttar Pradesh and Tamil Nadu produced more
than 1 million MT of sugar per annum each, with the three states of Bihar, Punjab and
Haryana producing less than 1 million MT of sugar. In 2006, these states accounted for 94
percent of the total sugar production in India with Maharashtra and Uttar Pradesh leading
The Indian sugar sector is composed of three distinct categories - public mills, private
mills and cooperative mills. Public mills account for around 6 percent of the total mills in
operation while the private mills account for approximately 40 percent and the cooperative
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mills account for approximately 53 percent. In the recent past, the number of operational
private mills has been increasing as a percentage of the total number of mills.
5. Continuously improve and upgrade the skills and competencies of our people
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CONCLUSION
respect to the DSM Sugar Mills Sugar at Moradabad city. Surveys have been conducted
in Moradabad city having the sample size 60. After analyzing the collecting data following
concluding points have been drawn which are as follows: Mostly customers are used the
Sugar of DSM Sugar Mills Sugars and they come to know about DSM Sugar Mills they
find the quality of DSM Sugar Mills Sugar is excellent. Mostly customers are satisfied
with the prices of DSM Sugar Mills Sugar and find the dispatch of Sugars in
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References
1. Moxham, Roy, The Great Hedge of India, Carroll & Graf, 2001 ISBN 0-
7867-0976-6.
b
2. Kiple, Kenneth F. & Kriemhild Conee Ornelas. World history of Food
Sugar. Cambridge University Press. Retrieved 9 January 2012.
3. Sharpe, Peter (1998). "Sugar Cane: Past and Present". Illinois: Southern
Illinois University. Archived from the original on July 10, 2011.
b
4. Rolph, George (1873). Something about sugar: its history, growth,
manufacture and distribution.
5. Murthy, K. R. Srikantha (2016). Bhvapraka of Bhvamira, Vol. I.
Krishnadas Ayurveda Series 45 (reprint 2016 ed.). Chowkhamba Krishnadas
Academy, Varanasi. pp. 490494. ISBN 9788121800006.
6. Galloway, J.H. (1989), The Sugar Cane Industry: An Historical Geography
from its Origins to 1914. Cambridge University Press. p. 23. ISBN 0521022193
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