Vision "SMGs vision is to be the premier partner to our customers, an important center of economic growth and a pillar in the

communities where we do business. Through reinvesting in our core competencies and achieving preeminent brand recognition, employees and investors alike will see SMG as an excellent Our place to grow their futures."

Our Mission We improve life through the environmentally responsible manufacture and precise application of advanced ceramic and material technologies for all of India. Focused on innovation and teamwork, we contribute to local and global economic growth by matching our products to our customers' visions each day, exceeding their expectations in quality, value, service and performance

Ec on omi c gr owt h i s t he i nc r e ase i n val ue of the g oods and se r vi c e s pr od uc e d by a n e c on omy. It i s c onve nti onal l y me as ur e d as the pe r c e nt r ate of i nc r e ase i n r e al gr oss dome sti c pr od uc t, or G D P. G r owt h i s us ual l y c al c ul ate d i n r e al te r ms, i . e . i nfl ati onadj uste d te r ms, i n or de r to ne t out the e ffe c t of i nfl ati on on the pr i c e of the good s and se r vi c e s pr od uc e d. In e c on omi c s, "e c on omi c gr owth" or "e c on omi c gr owth t he or y" typi c al l y r e fer s to gr owt h of p ote nti al G DP G r owth De fi ni ti on out p ut, i . e . , pr od uc ti on at "f ul l e mpl oyme n t, " whi c h i s c a use d by gr owth i n aggr e gate de man d or obse r ve d outp ut. A s e c on omi c gr owt h i s me as ur e d as t he ann ual pe r c e nt c hange of Nati onal Inc ome i t has al l the adva ntage s and dr awbac k s of that l e ve l var i abl e . B ut pe opl e te nd to attac h a par ti c ul ar val ue t o the ann ual pe r c e ntage c hange , pe r haps si nc e it te l l s the m what happe ns to the i r pay c he c k . The r e al G DP pe r c api ta of a n e c on omy i s ofte n use d a s an i ndi c ator of t he a ve r age standar d of l i vi ng of i ndi vi d ual s i n that c ount r y, and e c on omi c gr owth i s t he r e for e ofte n se e n as i ndi c ati ng a n i nc r e ase i n the a ve r age standar d of l i vi ng. H owe ve r , the r e ar e some pr obl e ms i n usi ng gr ow th i n G DP pe r c api ta to me as ur e ge ne r al we l l bei ng. G DP pe r c api ta doe s n ot pr ovi de any i nfor mati on r e l e vant t o the di str i b uti on of i nc ome i n a c ountr y. G DP pe r c api ta d oe s n ot tak e i nt o ac c ount ne gati ve e xte r nal i ti e s fr om p ol l uti on c onse q ue nt t o e c on omi c gr owt h. Th us, the amount of gr owt h may be ove r state d onc e we tak e pol l uti on i nt o ac c ount. G DP pe r c api ta d oe s n ot tak e i nt o ac c ount p osi ti ve e xte r nal i ti e s that may r e sul t fr om se r vi c e s s uc h as e d uc ati on a nd he al th. G DP pe r c api ta e xc l ude s the val ue of al l the ac ti vi ti e s that ta k e pl ace outsi de of the mar k e t pl ac e (suc h as c ost-fr e e l e i sur e ac ti vi ti e s like hiki ng). Ec on omi sts ar e we l l awar e of the se de fi c i e nc ies i n G DP, th us, i t sh oul d al ways be vi e we d me r e l y as an i ndi c ator and n ot a n abs ol ute sc al e . Ec on omi sts ha ve de ve l ope d mathe mati c al tool s t o me as ur e i ne q ual i ty, suc h as the G i ni Coe ffi c i e nt. The re are al so al te r nate ways of me as ur e me nt that c on si de r the ne gati ve e xte r nal i ti e s that may r e s ul t fr om p ol l uti on an d r e sour c e de pl e ti on (se e G r e e n G r oss D ome sti c Pr od uc t. )The fl aws of G DP may be i mp or tant whe n s t udyi ng p ub l i c pol i c y, howe ve r , for the p ur p ose s of e c on omi c gr owth i n t he l ong r un i t te nds t o b e a ve r y good i n di c ator . The r e i s no othe r i ndi c ator i n e c on omi c s whi c h i s as uni ve r sal or as wi de l y ac c e pte d as the G DP. Ec onomi c gr owth i s e xp one nti al , whe r e the e xp one nt i s de te r mi ne d by the P PP a nn ual G D P gr owt h r ate . Thus, the di ffe r e nc e s i n the annual g r owth fr om c ountr y A to c ountr y B wi l l mul ti pl y up ove r the ye ar s. For e xa mpl e , a growt h r ate of 5% se e ms si mi l ar to 3% , but ove r two de c ade s, the fi r st ec on omy w oul d ha ve gr own by 165%, the sec ond onl y by 80%

Four 'C's
The Four Cs model is more consumer-oriented and attempts to better fit the movement from mass marketing to niche marketing.  Product part of the Four Ps model is replaced by Consumer or Consumer Models, shifting the focus to satisfying the consumer needs. Another C replacement for Product is Capable. By defining offerings as individual capabilities that when combined and focused to a specific industry, creates a custom solution rather than pigeon-holing a customer into a product.  Pricing is replaced by Cost reflecting the total cost of ownership. Many factors affect Cost, including but not limited to the customer's cost to change or implement the new product or service and the customer's cost for not selecting a competitor's product or service.  Promotions feature is replaced by Communication which represents a broader focus than simply Promotions. Communications can include advertising, public relations, personal selling, viral advertising, and any form of communication between the firm and the consumer.  Placement is replaced by Convenience. With the rise of internet and hybrid models of purchasing, Place is becoming less relevant. Convenience takes into account the ease of buying the product, finding the product, finding information about the product, and several other factors.