Professional Documents
Culture Documents
ON
“REQUIREMENTS OF LUBRICANTS IN
SPONGE IRON STEEL & ANCIALLARY
INDUSTRIES AND BAZAAR(RETAIL)
POTENTIAL ASSESMENT.”
AT
PREPARED BY
MR.NILOTPAL MAITY.
ENROLLMENT NO. 08DM070.
BATCH 2008-2010.
BHUBANESWAR, ORISSA.
CONTENTS
CERTIFICATE.
DECLARATION.
ACKNOWLEDGEMENT.
ABSTRACT.
PART 1
INTRODUCTION
1.1 COMPANY PROFILE.
1.1. A. BRIEF AND HISTORY.
1.1. B. ORGANISATIONAL STURTURE.
1.1. C. MARKETING.
1.1. D. FINANCE & ECONOMY.
1.1. D. HUMAN RESOURCE.
1.1. E. OPERATIONS.
1.1. F. RESEARCH AND DEVELOPMENT.
1.2 INDUSTRY PROFILE.
1.2. A. THE LUBRICANT MARKET.
1.2. B. BRIEF ABOUT THE COMPETITORS.
PART 2
OBJECTIVES, SCOPES, RESEARCH METHODOLOGY, DATA
ANALYSIS, FINDINGS AND CONCLUSIONS.
2.1. OBJECTIVE OF THE STUDY.
2.2. SCOPES AND LIMITATION.
2.3. RESEARCH METHODOLOGY.
2.4. DATA ANALYSIS.
2.4. A. INDUSTRY (BUSINESS-TO-BUSINESS).
2.4. B. RETAIL MARKET (BAZAAR).
2.5. FINDINGS AND CONCLUSION.
ANNEXURE.
INDUSTRY (BUSINESS TO BUSINESS).
RETAIL MARKET (BAZAAR).
REFERENCES.
CERTIFICATE .
1DECLARATION.
NILOTPAL MAITY.
P.G.D.M
ENROLLMENT NO: 08DM070.
BATCH: 2008-2010.
ACKNOWLEDGEMENT
MAJOR FINDINGS:
INTRODUCTION.
1.1.COMAPANY PROFILE.
1.2.INDUSTRY PROFILE.
INTRODUCTION
BRIEF.
HISTORY.
KEY EMPLOYEES:
PRODUCTS:
I. Petrol
II. Diesel
III. LPG
IV. Gasoline
V. Kerosene
VI. Lubricants
SERVICES:
I. Convenience stores
II. ATMs
V. Lubricant top-ups
REGIONAL
HEAD.
REGIONAL
L.P.G.
DIVISIONAL HEAD.
HEAD SALES.
MANAGER MANAGER
MANAGER SALES. OPERATIONS. ENGINEERING.
DIRECTOR DIRECTOR
(REFINERIES). DIRECTOR DIRECTOR
(PERSONNEL)
MARKETING FINANCE.
CORPORATE
PERSONNEL
& ADMIN FINANCE
PLANNING
CORPORATE.
COMPANY
SECRATARY
JV HUMAN FINANCE
REFINEERIES RESOURCE. MARKETING.
CORPORATE
AFFAIRS.
SPECIAL
PORJECT. EDP
LEGAL
AVIATION.
REFINERY
AUDIT
LUBED
CORPORATE. S&D
CORPORATE
VIGILLANCE.
LPG
CORPORATE.
CORPORATE
COMMUNICATION
COORDINATION
SALES
CORPORATE.
INTERNAL
TRADE
E&P
MARKETING.
H.S.E
REGIONAL HEAD.
CORPORATE
R & D. STRATEGY
Audit
MUMBAI BRAND/CORPORA-
TE
REFINERY. COMMUNICATION
Vigilance
HSE
Coordination
E&P
1.1. C. MARKETING.
FUELLING AUTOMOTIVES.
FOSTERING LOYALTY .
BPCL share rewarding relationships with their customers
and building loyalty has been a centre of focus with them. Recognizing
the need of their customers to make life more convenient and rewarding
and introduced the first loyalty-cum-rewards program, PetroBonus.
Equipped with Smart Card Technology, the Petro Card program combines
convenience in payment along with an inbuilt rewards program that
rewards the customer with Petromiles every time he fuels. A similar
program, Smart Fleet was launched for Fleet Owners. The SmartFleet
Programme offers the fleet owner an unbeatable convenience, security
and a host of privileges such as cashless transactions, vehicle tracking,
Credit Option for Fleet Owners and Cash Management System.
BRAND MANAGEMENT.
STRATEGY DEVELOPMENT.
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1.1. E. OPERATIONS.
OVERSEAS PROJECTS.
BPCL Aviation SBU has entered into a contract with Larsen &
Tourbo-ECC Division and is rendering its expertise to M/s L & T - ECC
Division for successful completion of “New Aviation Fuel Depot at
Kuwait for Kuwait Aviation Fuelling Company (KAFCO)”.The scope of
service includes Technical Consultancy by Aviation/Engineering &
Projects specialists having domain expertise, Preparation of Pre-
Commissioning and Commissioning procedures. BPCL is assisting in
performing Pre-Commissioning and Commissioning of entire facility at
KAFCO project, training of Owner's personnel in India (Class room
training) and on job training at KAFCO site, Kuwait, participation in
HAZOP/SIL/ALARP study and assistance to evaluate remedy on the
findings as advised by HAZOP committee chairman (i.e.
recommendations by 3rd party from that study), assistance in
Procurement related activities and preparations of Operations&
Maintenance and QC Manual.
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SPECIFICATION.
PERFORMANCE.
The lubricant marketer claims benefits for the customer based
on the superior performance of the lubricant. Such marketing is supported
by glamorous advertising, sponsorships of typically sporting events and
endorsements. Unfortunately broad performance claims are common in
the consumer marketplace, which are difficult or impossible for a typical
consumer to verify. In the B2B market place the marketer is normally
expected to show data that supports the claims, hence reducing the use of
broad claims. Increasing performance, reducing wear and fuel
consumption is also aim of the later API, ACEA and car manufacturer oil
specifications, so lubricant marketers can back their claims by doing
extensive (and expensive) testing.
LONGEVITY.
EFFICIENCY.
OPERATIONAL TOLERANCE.
ECONOMY.
COMPOSITION.
QUALITY.
The marketer claims broad superior quality of its lubricant
with no factual evidence. The quality is “proven” by references to famous
brand, sporting figure, racing team, some professional endorsement or
some similar subjective claim. All motor oil labels wear mark similar to
"of outstanding quality" or "quality additives," the actual comparative
evidence is always lacking.
Overview Indian Oil operates the largest and the widest network
of fuel stations in the country, numbering about 17606 (15557 regular
ROs & 2049 Kissan Sewa Kendra). It has also started Auto LPG
Dispensing Stations (ALDS). It reaches Indane cooking gas to over 47.5
million households through a network of 4,990 Indian distributors. In
addition, Indian Oil's Research and Development Centre (R&D) at
Faridabad supports, develops and provides the necessary technology
solutions to the operating divisions of the corporation and its customers
within the country and abroad. Subsequently, Indian Oil Technologies
Limited - a wholly owned subsidiary, was set up in 2003, with a vision to
market the technologies developed at Indian Oil’s Research and
Development Centre. It has been modelled on the R&D marketing arms
of Royal Dutch Shell and British Petroleum.
HPCL also owns and operates the largest Lube Refinery in the
country producing Lube Base Oils of international standards. With a
capacity of 335 TMT. This Lube Refinery accounts for over 40% of the
India's total Lube Base Oil production.
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SAMPLING PLAN.
The main target area for the purpose of collecting the sample for
the study was ANGUL and DHENKANAL where the main target
population was SPONGE IRON STEEL & ANILLARY INDUSTRIES
and RETAIL SHOPS selling lubricants to consumers and end-users.
Finally PROBABLISTIC CLUSTERED sampling was done since every
industry and retailers had an equal chance of being selected.
RESEARCH INSTRUMENT.
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From the above graph only it is quite clear that PRICE comes
as first priority followed by SERVICE,RECOMMENDATION and
OTHER as second ,third and last priority respectively for industries as for
the consumption of lubricants.
SOURCE OF LUBRICANTS.
Out off all the industries in both the district 33 gets their portion of
lubricants from distributors whereas 12 and 2 gets from direct company
and other sources respectively.
On a district wise analysis of sourcing of lubricants on average,it
was more or less same for the industries in both the districts,depending
on the total number of industries in each district(DHENKANAL have
more industries as compared to that of ANGUL). The former graph
expalins the sourcing of lubricants by industries in ANGUL district
whereas the later GRAPH shows that of DHENKANAL district:
From the analysis of the performance level monitoring it was quite vivid
that majority of the industries of both the districts never measures any
performance level of lubricants in their respective industries after
consumption. It was clear that only 17 out of all the industries in both
districts measures the level of performance of lubricants, whereas as a
majority of 22 never measures and only a mere 4 out of all measure
performance at times. The under given graph gives the clear picture of
measurement of lubricants by all the industries in both the district:
But the scenario for the same was very significantly different
when analysis was being made on the district level. The industries in
ANGUL came out to be more aware of the monitoring performance level
of lubricants where as for DHENKANAL the result shows no process of
monitoring performance level. Out of all the industries in ANGUL almost
11 do monitor performance level of lubricants and 2 never does, whereas
in DHENKANAL only 5 industries of the total do monitor but a majority
of 19 of the total does not monitor and only a mere 9 of the total monitor
performance level but that too at times and not on regular basis. The
following graphical representation best gives the view of performance
level monitoring in both the districts separately.
PERFORMANCE MONITORING OF INDUSTRIES IN ANGUL.
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The graph under given, gives a brief idea about the maximum selling
lubricant category in both the districts:
The above graph clearly demonstrates that 2 wheel lubricant
products are the maximum selling product category for lubricants in both
the districts.Out off all the retailers in both the district it is clear that 81 of
the total are maximum selling 2 wheel vehicle lubricant produtcs.2 wheel
vehicle products are then followed by diesel vehicle lubricant products
counting to 64,which is due to the fact that both ANGUL nad
DHENAKANL are industrial areas with a huge amount of heavy vehicles
movement.Then comes the category of 4-wheelers amounting to 59 out of
all the retailers.This scenario is same for both the districts when analysis
is being made on district wise,where for ANGUL 40,39,37,1,1 are for 2-
wh,diesel,4-wh,coolant and grease respectively and 38,22,19,0,0 for 2-
wh,diesel,4-wh,coolant,grease respectively in DHENKANAL .
Here we are having different category of pack sizes they are 0-1 litre, 1-5
litre, 7-20 litre, Barrels.
While doing the analysis on district level, the results are quite
different. For ANGUL 7-20 litre pack are still the majority selling pack
sizes whereas uder 1 litre and 1-5 litre packs are coming together in
second position and finally barrel with nominal sales. In case of
DHENAKANL district packs of under-1 litre is maximum selling and 1-5
litres and 7-20 litres are second and third higest selling category
respectively with 42 and 20 points.
The following graphs are for maximum selling pack sizes for both
the districts individually:
From the above diagram only is clear that demand is the most
important parameter which decides for a reatiler to keep a brand for the
purpose of selling to their customer.After demand its margin that comes
second and wuality as third parameter for the retailers.The scenario is
same for the two districts when analysis is being done on individual
district level.
DHENKANAL.
“MAK” AWARENESS.
ANGUL
DHENAKANAL.
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2.5.FINDINGS .
From the analysis it was found that CASTROL is the market leader
in of lubricants in bazaar market. Similarly SERVO comes second and
thereafter HPCL, VEEDOL, PENSOL are ranked respectively as third,
fourth and fifth respectively. The scenario was same when individual
district wise analysis was done on ANGUL but only the fifth position was
being taken by VALVOLINE in DHENKANAL district.
In retail market, for both the districts taken together as well as on
individual level, the total sale of Diesel vehicle lubricant products are
quite dominant, after which 2-wheel lubricant products have the second
majority. This is due to the fact that both ANGUL and DHENKANAL are
industrial area and hence sale of four wheel lubes product are coming
third.
DEMAND has been one of the major parameter for retailers for
which they keep stocks of a particular brand of lubricant for selling it to
the market. Hence it can be inter linked that CASTROL has the maximum
demand as it is the highest selling brand in both the districts individually.
After demand, MARGIN is the second most important parameter for
retailers for keeping a brand. This is so because it is quite natural that
margin is the parameter that gives profit to the retailers.
CONCLUSION.
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